2010/2011 (full report, 1.8 MB) - Office of the Commissioner for ...

Commissioner’s Forewordown approaches to meet their particularcircumstances. In 2010-11 there has beenan emphasis on encouraging agencies toimprove in these areas: Workforce planning. Skills shortages inmany workforce categories have beena feature of the work environment forsome time now and are likely to continue.Agencies need to continuously review theirworkforce plans. Indigenous employment. The economicand social wellbeing of the NT depends,among other things, on improving theemployment rate of Indigenous people.As the largest employer in the NT, theNTPS has a responsibility to play its partand agencies must continuously seekinnovative ways of attracting and retainingIndigenous people in public sectoremployment. Capability and leadership development.The OCPE has developed the NTPSCapability and Leadership Frameworkwhich serves to assist agencies assesstheir ability to deliver the government’spolicy and service agenda; and foremployees to use as a tool in progressingtheir careers. Specific attention is beinggiven to developing the next generationof NTPS leaders through the NTPSLeadership Development Strategy.4. The ‘Health’ of AgenciesThe OCPE has developed a diagnostic tool,based on experience in New Zealand andthe UK, which agencies can use to assessthe overall ‘health’ of the organisation. Theprocess assesses:response to government prioritiesattention to core businessleadership, direction and deliveryexternal relationshipspeople development andfinancial and resource management.The assessment tool has been trialledin the Department of Natural Resources,Environment, the Arts and Sport and I wouldencourage the Co-ordination Committeeand the government to adopt it for regularapplication in all agencies. Severaljurisdictions, including the Australian PublicService, are developing tools of this sort,having recognised an ongoing need foragency capability and performance to bereviewed and assessed.The Focus for the OCPE in2011-12The end of my term as Commissioner on1 July 2011 neatly coincides with the deliveryof all of the initiatives known as ‘The NTPSReform and Revitalisation Agenda’ that wasagreed to by the government in late 2007. Iam sure the next Commissioner will developand embark on a new program of reform andimprovement initiatives. However, there aresome givens. The amendments to the PSEMA7

About the Office of the Commissioner for Public EmploymentAbout the Office ofthe Commissioner forPublic Employment9

About the Office of the Commissioner for Public Employmentcoordinate training, education anddevelopment programs in conjunctionwith CEsconduct or cause to be conducted reviewsof, and inquiries and investigations into themanagement practices of agenciesconsult with CEs on the development ofappropriate standards and programs ofoccupational health and safetyassist CEs in performing their functionsrelating to the management of theiragencies andperform other functions imposed by orunder the PSEMA or any other Act, or asdirected by the Minister.ActsThe Administrative Arrangements Order givesthe OCPE responsibility for the following Acts: Annual Leave Act Long Service Leave Act Police Administration Act (Part III) Prisons (Arbitral Tribunal) Act Public Employment (Mobility) Act Public Holidays Act Public Sector Employment andManagement Act Public Sector Employment andManagement (Transition and Savings) ActAdministrative ArrangementsOrderPublic Sector Employment (InterimArrangements) ActThe Administrative Arrangements Order givesthe OCPE principal responsibility for thefollowing areas of government administration: public sector industrial relations and development and coordination of publicand private employment strategies.Key External InfluencesKey external influences that affect theoperations of the OCPE are: community expectations and governmentpolicy on employment and workforcedevelopment initiatives – to acquit thegovernment’s responsibility as the largestemployer in the NTAustralian Government industrial relationssystem and reform agenda (because theNorthern Territory Self Government Act didnot establish a Northern Territory industrialrelations system) andunion activity, particularly in relation to thenegotiation of enterprise agreements.11

Office of the Commissioner for Public Employment Annual Report 2010-1114

Office of the Commissioner for Public Employment Annual Report 2010-11Key Achievements 2010-11Negotiated five workplace agreementsCommenced work on the development ofwithin the NT Wages Policy. Thea reward and recognition framework thatagreements covered teachers andwill cover both sector-wide and agencyeducators, medical officers, Generalneeds. It will be in the form of web-basedNTPS, Power and Water, and Fire andtools and reference material that will helpRescue Service.support reward and recognition activitiesFollowing on from the review of thein agencies across the NTPS.PSEMA in 2009, undertook a process ofDeveloped a web-based portal andconsultation with agencies and unionsonline resource centre that showcasesresulting in the Public Sector Employmentinnovative practices across the NTPS.and Management Amendment BillThis site recognises the achievements ofbeing introduced in the February 2011innovation excellence within the NTPSLegislative Assembly sittings.and also provides a toolbox of informationCompleted a review of Executive Contracton building innovation capacity.Officer contractual terms and conditions.Hosted the biennial Chief Minister’sIn answer to concerns raised by unionsduring enterprise agreement negotiations,a joint union/management workingAwards for Excellence in the PublicSector, which this year included the annualChief Minister’s Public Sector Medals.group was established to review theDeveloped a knowledge management webadministrative processes regarding JES toportal and an online resource centre asdetermine if improvements could be made.the foundation for achieving the vision ofThe group’s report is due to go to thethe NTPS as a ‘capable and responsiveCommissioner for Public Employment earlyworkforce strengthened through learning,in the new reporting period. The report willcollaboration and innovation’.be provided to Mercer and circulated tothe Public Sector Consultative Council.Negotiated a Memorandum ofUnderstanding with the Australian PublicDeveloped an organisational selfService Commission to access two ofdiagnostic capability review model basedon the New Zealand State ServicesCommission’s Performance Improvementtheir panel contracts for the provision ofCapability Development and eLearningSupport Services and Solutions.Framework. The organisational selfdiagnostic tool was trialled in theDepartment of Natural Resources,Environment, the Arts and Sport duringFebruary-April 2011.Introduced two new programs: a FutureLeaders and an Executive Leadershipprogram, in response to workforcecapability requirements and to enableadequate leadership bench strengthacross the NTPS to fill future gaps.16

Performance ReportingConducted a 360 Degree FeedbackContinued education in the area of merit-assessment, which is designed to assistselection processes through educationindividuals in understanding their personaland training, including promotion of theand organisational development needs.OCPE ‘Merit Selection Good PracticeImplemented the NTPS Capability andGuidelines’.Leadership Framework, including theCommenced preparation for educationadoption and promotion of web-based selfand training within the OCPE in relation toassessment tools.the upcoming amendments to the PSEMA.Hosted a number of forums andCompleted and implemented theworkshops, including ‘Building PolicyWorkforce Plan for 2010-2012, whichCapacity in Government: Context andaligns the needs of the OCPE with itsChallenges’, ‘Review of Australianworkforce.Government Administration: Platform forDiscussing Reforms’, and ‘Economics forPublic Sector Managers’.Developed an Equal EmploymentOpportunity Plan to promote and maintaina fair and equal working environment inFulfilled one of the key actions withinthe OCPE.the Indigenous Employment and CareerDevelopment Strategy 2010-2012– to reinvigorate the NTPS Indigenousleadership programs Lookrukin andKigaruk.Handled 66 promotion appeals(56 completed).Handled 117 s59 grievances(107 finalised).Handled 5 disciplinary appeals(4 completed).Handled 0 inability appeals.Continued utilising a flexible approachto grievance handling processes,concentrating on achieving timelyoutcomes and resolution throughnegotiation and mediation where possible.17

Office of the Commissioner for Public Employment Annual Report 2010-11Output 1 - Employee andIndustrial RelationsEstimated cost of service: $3.06MActual cost of service: $3.15MStaffing: 14.77OverviewThe Employee Relations Division isprimarily responsible for developing andmanaging employment policies and providingemployment services that ensure NTPSemployees have appropriate remunerationand employment conditions. The Division alsoassists in ensuring that merit, equity, fairnessand all legislative requirements are applied tothe management of NTPS staff. In addition,the Division provides strategic public andprivate sector industrial relations advice, andadministers the Long Service Leave Act (NT)and Public Holidays Act (NT).Specific responsibilities include: strategic public sector and private sectorindustrial relations policy development andmanagementNTG input to International LabourOrganisation (ILO) mattersrepresenting the NTG on nationalindustrial relations committees andproviding advice about industrial relationslegislative developmentsworkforce statistics and analysiscentral management of and policydevelopment for NTPS redeployment andredundancysecretariat services to the Prison Officers’Arbitral Tribunal and the Police ArbitralTribunal, and administration of the PoliceAdministration Act (Part III) andlabour inspectorate in relation to theLong Service Leave Act (NT) and PublicHolidays Act (NT).strategic public sector human resourcemanagement policy developmentNTPS employment frameworkindustrial relations and employee relationsadviceexecutive contract of employmentarrangementsnegotiating new enterprise agreementscovering NTPS employeesjob evaluation policy and training18

Performance ReportingStrategic Public Sector andPrivate Sector IndustrialRelations Policy andManagementEnterprise AgreementsDuring the 2010-11 reporting period, a total ofseven NTPS enterprise agreements expired,requiring the negotiation of new agreements.These agreements were the:2007-2010 Power and Water UnionCollective Agreement Working Together toMeet the Challenge: expiry 8 August 2010Northern Territory Public Sector2008-2010 Union Collective Agreement:expiry 9 August 2010Northern Territory Public Sector Teacherand Educator 2008–2010 Union CollectiveAgreement: expiry 31 August 2010Northern Territory Public Sector Fire andRescue Service 2007–2010 PartnershipAgreement: expiry 7 November 2010Medical Officers (Northern Territory PublicSector) Workplace Agreement 2008-2010:expiry 31 December 2010Darwin Port Corporation (NorthernTerritory Public Sector) 2008-2011 UnionCollective Agreement: expiry 30 June 2011andDarwin Port Corporation Marine Pilots’2011 Enterprise Agreement: expiry30 June 2011.In addition, under the NTPS Wages Policy2009-2012, the Employee Relations Divisionhas responsibility for conducting negotiationsin relation to consent agreements madeunder Part III of the Police Administration Act.Accordingly, the expiry of the NT Police ForceConsent Agreement 2008 on 29 June 2011necessitated the negotiation of a replacementagreement applying to police officers.All negotiations for the above agreementswere concluded during the reportingperiod, with the exception of the DarwinPort Corporation agreements, which werecontinuing at year’s end.The new agreements commencing during the2010-11 reporting period are as follows: Northern Territory Public Sector2010-2013 Enterprise Agreement 2010-2013 Power and Water EnterpriseAgreement Working Together to Meet theChallenge Northern Territory Public Sector Teacherand Educator 2010-2013 EnterpriseAgreement Medical Officers Northern Territory PublicSector Enterprise Agreement 2011-2013and Northern Territory Police Force ConsentAgreement 2011.While negotiations for a new Fire and RescueService agreement were finalised, the formalapproval process had not been completedby the close of the reporting period. It is19

Office of the Commissioner for Public Employment Annual Report 2010-11anticipated that this enterprise agreement willbe concluded in the first quarter of the2011-12 reporting period.The following agreements are due to expire inthe 2011-12 reporting period: Northern Territory Public Sector Nurses’2008-2011 Union Collective Agreement:expiry 9 August 2011 Dental Officers (NTPS) 2008-2011Agreement: expiry 9 August 2011 and Prison Officer (NTPS) 2008-2011Union Collective Agreement: expiry9 August 2011.At the close of the reporting period,negotiations in relation to replacementagreements for the above groups hadcommenced, with offers made to all relevantbargaining representatives except for dentalofficers, which is anticipated to be made earlyin the 2011-12 reporting period. deliver increased efficiency, effectiveness,service outcomes and workplace reformacross agencies (‘efficiency measures’)and support collective bargaining whereverpossible.In pursuit of these objectives, the 2010-11round of enterprise agreements delivereda range of efficiency measures across theNTPS, some of which will be implementedover the duration of these agreements. Thenew agreements also contain a numberof beneficial provisions that will aid therecruitment and retention of employees acrossthe NTPS in the coming period.Notable features of the new agreementsinclude the following: annual salary increases of 3% across allagreements, which balance the NTG’srequirement to offer competitive salariesand maintain its budgetary positionImplement Certified and EnterpriseAgreementsThe NTPS Wages Policy 2009-2012 is animportant component in the NTG’s ongoingobjective of improving service delivery andincreasing efficiency across the NTPS,including Police, Darwin Port Corporationand the Power and Water Corporation. Theobjectives of the Wages Policy are to:the introduction of a new five-levelprofessional structure to betteraccommodate agency and recruitment andretention needsthe introduction of performance-based payarrangements for senior professional andadministrative officer classifications underthe Northern Territory Public Sector2010-2013 Enterprise Agreementclearly define the roles and responsibilitiesof all parties in the bargaining process andthe NTG’s bargaining principleskeep costs within the NTG’s parametersthe introduction of 18 weeks’ paid parentalleave for employees with greater than fiveyears’ service in the NTPS, including twoweeks’ paid partner’s leave, with the abilityfor two NTPS employees to combine theirparental leave entitlements in order toextend the period of paid leave available20

Performance Reportingthe introduction of facilitative clausesnew attraction and retention initiatives fordealing with the averaging of hours andfire officers, includingend of year closure arrangements a new fire investigator allowance tostandardising accrual of recreation leaverecognise and support the up-keep ofprovisions during periods of leave withoutfire investigator skills and experiencepay a new industrial paramedic temporaryintroduction of a new middle managementinstructors’ allowance in recognition of,classification structure for technical staff inand incentive to maintain, necessarythe Power and Water Corporationqualifications and skills to conductintroduction of a new performance-basedpay system across the Power and Watertraining of other staff and volunteers,andCorporation that will apply to all employee a new allowance for Leading Fireclassifications, including trades andFighters at track stations in recognitionrelated staffof the performance of additional dutiesa new safety bonus scheme for staff in thePower and Water Corporation linked to theat these stations and as an incentiveto work at themachievement of individual and corporateprovision for CEs to recover relocationsafety outcomescosts where employees terminate theirnew classification structures for medicalofficers that improve the NT’s competitivecontract before its expiry or within12 months of commencementposition to assist in improving recruitmentrevised higher duty allowanceand retentionarrangements, with employees receiving aremoval of the additional leave componentof the second roster allowance forspecialist medical officers ensuring greatersalary in excess of the maximum AO6 ratebecoming eligible to an allowance afterperforming the higher duties for six dayscoverage of the workforceintroduction of restrictions surrounding thenew classification structures for teachersand educators, including a new fixed-termuse of statutory declarations as evidencefor the taking of personal leavespecialist teacher classification linked tostandardisation of payment for overtimean employee’s contribution toward system-for part-time employees andwide leadership and strategic initiativesand a broad-banded non-contract principalChristmas close-down periods.classificationintroduction of a consolidated remoteincentive payment to police officers inremote areas, replacing four differentallowances previously paid21

Office of the Commissioner for Public Employment Annual Report 2010-11Industrial Representation and DisputeResolutionDuring the 2010–11 reporting period, theEmployee Relations Division assisted in theresolution of a number of industrial matters.Examples of disputes that were resolved bydirect negotiation between the relevant partieswithout the need for appearance before atribunal were:the application of the Northern TerritoryPublic Sector Teacher and Educator 2010-2013 Enterprise Agreementthe application of the professional officerrestructure resulting from the NorthernTerritory Public Sector 2010-2013Enterprise Agreementa matter relating to the taking of mealbreaks for security officers at the Museumand Art Gallery of the Northern Territorya matter relating to programmed days offfor VIP drivers andcontracting out of cleaning duties atDarwin Port Corporation.Examples of disputes in which the EmployeeRelations Division was required to appearbefore an industrial tribunal include:conciliation relating to underpayments,meal breaks and restriction dutiespolice officer housinghearing of an application for a bargainingorder in relation to the approval ballot forthe Northern Territory Public Sector 2010-2013 Enterprise Agreement andan objection to the approval of theNorthern Territory Public Sector 2010-2013 Enterprise Agreement.In addition to disputes, representatives ofthe Employee Relations Division appearedbefore tribunals on a range of other matters,including:approval of enterprise agreementsratification of Police Arbitral TribunalDeterminationapproval of the Police Consent Agreementtransfer of business matters andunfair dismissal claims.Industrial and Employee RelationsDevelopmentsThe reporting period has seen the completionof the first full year of operation of the FairWork Act. As indicated earlier, a number ofenterprise agreements that govern the termsand conditions of NTPS employees havebeen approved under the Fair Work Act.Although the bargaining regime establishedunder the Fair Work Act introduced a numberof changes, NTPS bargains affected underthe regime to date have proceeded relativelysmoothly, with all new requirements havingbeen satisfied.In addition to carrying out enterprise bargainsunder the new regime, the EmployeeRelations Division has also been directlyinvolved in liaising with the Commonwealthand other jurisdictions in relation to variouslegislative amendments required to fully andeffectively implement the Fair Work Act.22

Performance ReportingA major development in the 2011-12 reportingperiod will be the introduction of harmonisedwork health and safety legislation acrossthe nation. The OCPE will be working withagencies to ensure the NTPS is prepared forthe commencement of the new legislation in2012, and has established an inter-agencycommittee to this effect.Strategic Public Sector HumanResource Management PolicyMinisterial and Cabinet AdviceThe Employee Relations Division providedformal advice to the Minister and Cabinet on adiverse range of employment related matters,including:the enterprise agreement negotiationsfor NTPS general employees, teachers,Power and Water Corporation employees,medical officers, police, Darwin PortCorporation employees, and fire fightersaward modernisation under the Fair WorkAct (Cth)various changes to the Fair Work Actagenda items for the National HighLevel Officials Group, which includedharmonisation of long service leaveand the implementation of theCommonwealth’s Paid Parental LeaveSchemeILO Conventionsthe introduction of a new ExecutiveContract Principal structure and a Non-Contract Principal streama Police Executive Contract remunerationindexation and relativity review Proposals for an NTPS pay equity auditand the national pay equity test case Public Holidays The NTPS staffing cap and quarterlystaffing levels Child protection review and Care andProtection of Children Act ‘ochre’ cardsand Review of the Public Sector Employmentand Management Act.Ethical StandardsThe governance and accountability frameworkfor all NTPS agencies and employees,including CEs and executive contractofficers, is regulated by the PSEMA and itssubordinate legislation. In particular, Part 2 ofthe Regulations contains the Principles of: public administration and management human resource management and conduct.These Principles are fundamental to NTPSoperations and underpin administrative action,administration of the NTPS and the conductof NTPS employees. As part of the PSEMAreview (discussed in more detail in the nextsection), the Principles will be removed fromthe Regulations and incorporated into the Act.In addition, enhancements to the Principles willinclude the modern concepts of ‘collaboration’,‘responsiveness’ and ‘innovation’.In addition to the Act and Regulations, specificguidance on a range of ethical and moralissues that may impact on employees in thecourse of their employment and service tothe community are contained in Employment23

Office of the Commissioner for Public Employment Annual Report 2010-11Instruction Number 13 (Code of Conduct).The Code of Conduct establishes the conductand standards that all NTPS employeesare required to uphold. Individual agenciesmay supplement the Code by issuing theirown agency-specific code of conduct that isconsistent with the PSEMA.Implementation of Legislation andOther Matters in the NTPSCare and Protection of Children ActThe Care and Protection of Children Actestablishes provisions to ensure individualswho pose an unacceptable risk of harm orexploitation to children are prevented fromcontacting children through their employment.The Employee Relations Division continuesto facilitate NTPS-wide preparation for theintroduction of clearance notices under the Actin 2011-12.Public Interest Disclosure Act(Whistleblower’s Legislation)The Public Interest Disclosure Act provides forthe disclosure of improper conduct on the partof public officers and public bodies, includingby NTPS employees. The Act providesprotections for people who make publicinterest disclosures from acts of reprisal.Disclosures can be made to the CE of theagency or directly to the Commissioner forPublic Interest Disclosures.The Commissioner for Public InterestDisclosures can refer relevant matters forinvestigation to the Commissioner for PublicEmployment under section 15 (SpecialPowers of Investigation) of the PSEMA.This power was invoked on one occasionduring the reporting period.Remote Locality Working ConditionsRecruitment and retention of employees inremote localities continued to be a priorityarea of activity in 2010-11. Improvementsto remote locality working conditions wereachieved through enterprise bargainingnegotiations concluded during the reportingperiod. For example, existing arrangementssuch as 100% rental concessionsfor employer-provided housing andreimbursement for satellite TV and internetservices were extended widely acrossthe NTPS. Other initiatives are expectedto be introduced through new enterpriseagreements finalised in 2011, including theconsolidation of a number of current remoteentitlements for easier administration.In response to a Board of Inquiry into ChildProtection services in the NT, the EmployeeRelations Division worked with the Departmentof Children and Families to develop a rangeof recruitment and retention initiatives foremployees in remote and regional locations.Public Sector Consultative CouncilThe Public Sector Consultative Council isestablished under the PSEMA. Its functionis to consider matters of general interestin relation to the NTPS referred to it by theCommissioner for Public Employment, and toreport on these matters to the Commissionerfor Public Employment. The Council met twiceduring the 2010-11 reporting period. Mattersconsidered included: the State of the Service Report the reform and revitalisation strategy forthe NTPS the review of the PSEMA24

Performance Reportingprofessional issuesresource management and conduct, whichattraction and retention of employeeswere formerly located in the regulationsthe biennial Staff SurveyNTPS valuesremoval of prescriptive process provisions,resulting in more streamlined processes,particularly in regard to discipline andoccupational health and safetyinability mattersthe use of temporary employmentthe Commonwealth Government’s PaidParental Leave Scheme andthe NTPS pay equity audit.Northern Territory PublicSector Employment FrameworkReview of the Public SectorEmployment and Management ActThe PSEMA was reviewed in 2009 byan independent review committee. Thecommittee determined that the PSEMAcontinued to be an effective and relativelysimple piece of legislation. However, thecommittee considered that there were anumber of areas in the PSEMA that wouldbenefit from clarification, amendment andstreamlining, and in particular that thePSEMA should be principle based ratherthan prescriptive. The Report of the reviewcommittee and its recommendations wereendorsed by the NTG.A process of consultation with agenciesand unions resulted in the Public SectorEmployment and Management AmendmentBill being introduced in the February 2011Legislative Assembly sittings. It was debatedin the August 2011 Legislative Assemblysittings. Key features of the Bill include:incorporation of the principles of publicadministration and management, humanintroduction of ‘special measures’provisions designed to promote equality ofopportunity for a group of people who aredisadvantagedsimplification of the appeals process andthe establishment of a single NTPS AppealBoard andmodernisation and simplification oflanguage to provide greater clarityin interpretation and application ofprovisions.Concurrent with the review and passageof the PSEMA, the subordinate legislationis being reviewed in consultation withagencies and unions in preparedness for thecommencement of the Bill.Exercise of Statutory PowersApproval of Selections without Advertisinga VacancyThe PSEMA requires all selections to bebased on merit. The application of the meritprinciple ensures that all appointments,promotions or transfers within the NTPSare based on the capacity of the person toperform particular duties, having regard tothe person’s knowledge, skills, qualificationsand experience, and the potential for futuredevelopment of the person in employment inthe NTPS.25

Office of the Commissioner for Public Employment Annual Report 2010-11It is also a requirement under the PSEMAthat all duties to be performed for a periodexceeding six months must be advertised onthe NTG website and in the NT News, unlessotherwise approved by the Commissioner forPublic Employment.In seeking the Commissioner for PublicEmployment’s approval to select a personwithout advertising, agencies are required todemonstrate that the merit principle has beenmet through the satisfaction of a number ofcriteria. During the 2010-11 reporting period,the OCPE received 56 requests to selectwithout advertising, a decrease of 74 incomparison to the 2009-10 reporting period.Of these requests, 48 were approved.These requests generally sought to: appoint on an ongoing basis temporaryemployees who had been awaitingapproval of applications for permanentresidence in Australia at the time of theiroriginal offer of appointment offer appointments to skilled specialists forhard-to-recruit-to positions and appoint apprentices and traineeswho had successfully completed theirapprenticeships or traineeships.In addition, a request involving approximately60 selections without advertising wasapproved as a result of an agency-wideorganisational restructure involving specialistschool education support officers.to determine terms and conditions ofemployment for individuals or classes ofemployees across the NTPS. Determinationsand Instruments issued during the 2010-11reporting period related to:conditions arising from the variousenterprise agreements such as salaryrates, remote locality provisions, andtransitional arrangementsreview of general allowance ratesresponsibility, skills and market allowancesrecognition of prior service for long serviceleave purposescash up of long service leave andrecreation leave introduction of a Technical 1/Technical 2progression scheme andchild protection crisis response allowancesand initiatives.Industrial Relations andEmployee Relations AdviceAdvisory ServicesAn ongoing role of the Employee RelationsDivision is to provide specialist humanresources and industrial relations consultancyservices to agencies, NTPS employees andmembers of the public. Such advice in thecontext of the NTPS includes, but is notlimited to:employment conditionsDeterminations and InstrumentsUnder the PSEMA the Commissionerfor Public Employment has the powerpolicy and operational advice onrecruitment and selection mattersreviews and appeals26

Performance Reportingindustrial relations mattersjob evaluationis designed to enhance recruitment of schoolprincipals by:redeployment and redundancyproviding flexibility to attract high-calibrediscipline and inability matters andapplicants andinterpretation of employment legislation.supporting career progression and mobilityinto the Executive Contract Officer stream.Executive Contract ofEmployment ArrangementsExecutive Contract Officers are employedunder common law contracts of up tofour years’ duration. The use of contractsfor executives provides flexibility in bothemployment and remuneration arrangements.These arrangements are balanced byan increased focus on performance andaccountability, through formal annualperformance reviews.In 2010-11 a review of Executive ContractOfficer contractual terms and conditions wascompleted. The review resulted in:consolidation of various Determinationswhich have amended the contractprovisions since 2001incorporation of minimum employmentrequirements required under the Fair WorkAct (Cth) National Employment Standardsandincorporation of a range of commonenterprise agreement provisions, to bringthe Executive Contract Officers in line withpermanent senior public servants.In addition, during the 2010-11 reportingperiod a new Executive Contract PrincipalLevel structure was introduced. This structureJob Evaluation System Policyand TrainingThe Mercer Job Evaluation System (JES)is the primary method for determining thework value of jobs across the majorityof employment streams within theNTPS. These include the administrative,professional, technical, and nursing (levels3 and above) streams, senior teachers,police, and administrative and science andengineering professional employees inthe Power and Water Corporation. Thosestreams not covered by the JES have workvalues determined by competency or otherarrangements as outlined in applicableenterprise agreements.The Employee Relations Division isresponsible for the strategic administrationof the JES, including the management ofpolicy and training, and administration of thecontract between the NTPS and Mercer. Theoperational administration of the JES, such ascoordination of panels, collation and recordingof results, and coordination of the trainingcourses, is undertaken by the Departmentof Business and Employment. Agencies areresponsible for developing their own internalprocesses for requiring and approvingevaluations and evaluation outcomes.27

Office of the Commissioner for Public Employment Annual Report 2010-11During enterprise agreement negotiations theunions raised concerns about the operationof the JES and a joint union/managementworking group was established to reviewthe administrative processes regardingJES to determine if improvements could bemade. The group’s report is due to go to theCommissioner for Public Employment earlyin the new reporting period. The OCPE willoversee the implementation of any acceptedrecommendations.In the 2010-11 reporting period:the Employee Relations Divisioncoordinated the facilitation of five JEScourses in Darwin and two JES coursesin Alice Springs. These courses resultedin 114 new evaluators being trained toassess the work value of jobs in theNTPS. Two ‘refresher’ courses were heldin Alice Springs for evaluators to refreshtheir skills in applying the JES15 NTPS evaluators participated inan Advanced JES Evaluator courseconducted by Mercer in May 20112287 NTPS positions were evaluatedusing the JES; the significant increasein the number of evaluations can beattributed to the revised professionalstructure under the Northern TerritoryPublic Sector 2010-2013 EnterpriseAgreement andNorthern Territory GovernmentInput to International LabourOrganisation MattersThe NTG is required to report annually onRatified and Unratified Conventions asspecified by the ILO, through the AustralianDepartment of Education, Employment andWorkplace Relations, which administersall ILO matters nationally. The EmployeeRelations Division undertakes this reportingresponsibility on behalf of the NTG.During the 2010-11 reporting period, theEmployee Relations Division reported on the: unratified Minimum Age Convention, 1973(No. 138), under Article 19 andmeasures the NT has taken to give effectto the following ratified Conventions underArticle 22 Forced Labour Convention, 1930(No. 29) Workmen’s Compensation(Occupational Diseases) Convention(Revised), 1934 (No. 42) Labour Inspection Convention, 1947(No. 81) Abolition of Forced LabourConvention, 1957 (No. 105) Occupational Safety and HealthConvention, 1981 (No. 155)Mercer conducted its annual audit inMay 2011, with the report expected to beavailable early in the new reporting period. Vocational Rehabilitation andEmployment (Disabled Persons)Convention, 1983 (No. 159) Worst Forms of Child LabourConvention, 1999 (No. 182).28

Performance ReportingIn addition, the Employee Relations Divisionprovided:responses to specific requests andobservations made by the Committee ofExperts on Forced Labour Convention, 1930(No. 29) Labour Inspection Convention, 1947(No. 81) and Worst Forms of Child LabourConvention, 1999 (No. 182)advice to the Australian Governmentdelegation attending the GoverningBody of the ILO on the Resolution to theHIV and AIDS and the World of WorkRecommendation, 2010 (No. 200) andNTG comment to accompany the tablingof the new HIV and AIDS and the World ofWork Recommendation, 2010 (No. 200) inthe Commonwealth Parliament.Finally, the Employee Relations Divisioncompleted the NT Law and Practice report onthe Maritime Labour Convention, 2006(No. 186) to enable ratification of theConvention by the Commonwealth in 2011.Workforce Statistics andAnalysisThe Employee Relations Division providesworkforce statistics and analysis based onNTPS-wide personnel and pay informationfrom a consolidated database systemadministered by the Department of Businessand Employment. In cooperation with the NTTreasury, the Employee Relations Divisionprovided advice to Cabinet on NTPS staffinglevels by Budget sub agency division and byoccupational stream. The Employee RelationsDivision also completed other analysis forthe information of the NTG and agencies asneeded, including providing data and reportingin relation to the staffing cap, which will requirecontinued monitoring and reporting to Cabinet.Various personnel data extractions andanalysis were also done on an ad hoc basis.The Employee Relations Division alsoprocessed additional requests for data frominterstate jurisdictions and the AustralianGovernment, and prepared data and providedoptions for the annual State of the Servicereport.Central Management of andPolicy Development for PublicSector Redeployment andRedundancyThe Employee Relations Division managesredeployment and redundancy matters underthe PSEMA and enterprise agreements.Agencies are required to comply withthe provisions of the redundancy andredeployment procedures under the relevantenterprise agreements.In the 2010-11 reporting period, fouremployees elected for voluntary retrenchment.There were no involuntary retrenchments.29

Office of the Commissioner for Public Employment Annual Report 2010-11Secretariat Services to thePolice Arbitral Tribunal andthe Prison Officers’ ArbitralTribunalThe Employee Relations Division providessecretariat services to the Police ArbitralTribunal and Prison Officers’ Arbitral Tribunal,established under NT legislation. The tribunalscarry out functions similar to Fair WorkAustralia.During the 2010-11 reporting period:the appointment of a new Chairperson tothe Prison Officers’ Arbitral Tribunal wasconfirmedthe appointment of a new Deputy to theChairperson and a new Northern TerritoryPolice Association nominee to the PoliceArbitral Tribunal were confirmed andthe Police Arbitral Tribunal:to the Long Service Leave Act are fromemployees wanting to know if they are entitledto pro-rata long service if they resign theiremployment before completion of 10 years’continuous service. Other enquiries relate tothe application of the Act to employees locatedin the Northern Territory who work for interstatecompanies. In relation to the Public HolidaysAct, most enquiries relate to the show daypublic holidays in the regions.The Employee Relations Division also has afunction to investigate breaches of both Acts.It is pleasing to report that no investigationswere required during the reporting period.Priorities for 2011-12 Negotiate five new NTPS enterpriseagreements in line with the NTPS WagesPolicy (nurses, dentists, prison officers,Darwin Port Corporation and Darwin PortCorporation marine pilots). issued Police Arbitral TribunalDetermination Number 1 of 2011 approved the Police ConsentAgreement 2011 and continued dealing with the ongoing2005-06 housing dispute.Labour InspectorateThe Employee Relations Division undertakesa Labour Inspectorate role by administeringthe Long Service Leave Act (NT) andPublic Holidays Act (NT), which apply to NTemployers and employees in the private sector.The Employee Relations Division regularlyresponds to general enquiries relating toboth Acts. The majority of enquiries relatingFinalise and implement the revisedPSEMA and its subordinate legislation.Monitor and assess implicationsresulting from potential changes to theCommonwealth’s industrial relationslegislation, and develop appropriateresponses for both the public and privatesectors.Monitor the implementation of theCommonwealth’s Paid Parental LeaveScheme in the NTPS.Implement revised Executive ContractOfficer arrangements.Develop and deliver enhanced targetedHuman Resource (HR)/Industrial Relations(IR) capacity training to agencies.30

Performance ReportingContinue to coordinate the NT’s responseto ratifying ILO Conventions.Support the Commissioner for PublicEmployment’s statutory powers byproviding quality advice and soundrecommendations to the NTG, CEs,management and NTPS employees.Develop a modern award for the NTPS inaccordance with the Fair Work Act.Facilitate the introduction of harmonisedOccupational Health and Safety legislationin the NTPS.Conduct a pay equity audit (if approved).31

Office of the Commissioner for Public Employment Annual Report 2010-11Output 2: Workforce Planningand DevelopmentEstimated cost of service: $3.51MActual cost of service: $3.05MStaffing: 7.64OverviewThe Strategic Workforce Planning andDevelopment Division is responsiblefor building capacity within the NTPSthrough preparation and implementationof appropriate workforce planning anddevelopment strategies. This includes theintroduction and promotion of workforceplanning methodologies in agencies andthe coordination of workforce developmentactivities, such as executive leadership andmanagement programs. Additionally, thisoutput promotes equity and diversity in theNTPS, with a focus on increasing employmentand career development opportunitiesfor Indigenous people and people fromunderrepresented groups.Workforce PlanningNTPS Workforce Planning FrameworkA key component of the initiativesdescribed under the NTPS Reform andRevitalisation agenda is to develop a wholeof-sectorworkforce planning framework andmethodology. This aims to have a commonunderstanding across the NTPS on whatworkforce planning is, and a methodology tobe available to agencies as a guide to theirown workforce planning.The framework and methodology entitled“Making Workforce Planning Work in the NTPublic Sector” is a foundational document tosupport agencies in their workforce planningefforts.The OCPE has participated in a numberof workforce planning forums relating tothe ‘Local Jobs for Local People’ initiativemanaged by Department of Business andEmployment. This has focused on school-toworktransitions for students in the TerritoryGrowth Towns.Future activities in this area will focus onimproving access to and analysis of workforcedata and on developing a framework forsector-wide reporting on workforce planningactivities in agencies.Biennial Staff SurveysIn 2007 Cabinet approved the introductionof biennial surveys to provide an evidencebasedapproach to developing programs andpolicies to enhance employee satisfaction andproductivity within the NTPS.The first survey was completed in 2009and highlighted a number of strengths andopportunities for improvement in the NTPS.Benchmarking showed that the NTPS tendedto follow national trends and the overall resultswere made available to employees.32

Performance ReportingThroughout 2010, a Strategic WorkforceCommittee comprising senior human resourcerepresentatives from across the sector workedwith the OCPE to respond to areas identifiedas key opportunities for improvement undera ‘Whole of Sector Response Plan to NTPSSurvey 2009’.The second biennial survey is scheduled forimplementation early in the new reportingperiod. Results from the 2011 survey will bedistributed through November and December2011 with a response plan developed inearly 2012.Willing and Able Strategy - A Strategyfor the Employment of People withDisability in the NTPSThe Willing and Able Strategy 2009-2012– A strategy for the employment of peoplewith disability in the NT Public Sector, wasapproved by Cabinet and subsequentlyreleased in October 2009. The purpose ofthe strategy is to increase attraction andretention, and improve career enhancementopportunities for people with disability in theNTPS, enabling the workforce to reflect thediversity of the community it serves. Thestrategy also commits to action througha cross-agency implementation plan.Progress against the key actions under theimplementation plan is reported in the annualState of the Service report.The strategy focuses sector-wide attentionon four key themes: Attraction and Retention,Communication, Leadership and CareerDevelopment, and Accessibility in theWorkplace.As at March 2011, 1.5% of the NTPSself identified as having a disability. Thepercentage of employees in the NTPS whoself identify as having a disability has remainedstable since 2004. It is not mandatoryfor employees to disclose a disability oncommencement in the NTPS or duringcontinuing employment. For this reason, thereis a strong sense that the current statisticsdo not reflect an accurate representation ofpeople with disability in the NTPS.During this reporting year, a number ofkey actions and initiatives have beenaccomplished:encouraged the participation ofpeople with disability on the PublicSector Management Program andDiscovery-Women as Leaders Program bythe OCPE sponsoring placesall agencies contributed to an annuallevy for the Project Employment Scheme- these funds are managed by the OCPEand are used to reimburse the direct wagecosts to agencies for the employment ofpeople with intellectual and/or learningdisabilitiesin 2010-11, 13 participants were employedin a range of agencies and have benefitedfrom the Project Employment Schemesince the commencement of this scheme,more than 55 participants have beenoffered employment opportunities and,of this group, 35 continue to work in thepublic sector33

Office of the Commissioner for Public Employment Annual Report 2010-11 the OCPE equity and diversity website hasbeen refreshed to contain contemporaryworkforce information, including ‘disabilityin the workplace’ and the Commissioner for Public Employmenthas written to agencies recommendingan Equal Employment Opportunity(EEO) Census Day occur, encouragingemployees to self identify their EEOstatus.Organisational Self DiagnosticIn this reporting year, the OCPE developeda capability review model based on theNew Zealand State Services Commission’sPerformance Improvement Framework. TheOrganisational Self Diagnostic tool was trialledin the Department of Natural Resources,Environment, the Arts and Sport duringFebruary-April 2011.Essentially, the framework consideredbest practice indicators in six key areas ofperformance using 28 lead questions. The sixkey areas are:1. Delivery of Government Priorities2. Delivery of Core Business3. Leadership, Direction and Delivery4. External Relationships5. People Development6. Financial Resources and ManagementThe trial will continue with a second agencyearmarked to test the model in late 2011.An evaluation will then be undertaken toconsider whether the model could be usedacross the NTPS.Northern Territory Public SectorIndigenous Employment and CareerDevelopmentThe Northern Territory Public SectorIndigenous Employment and CareerDevelopment Strategy 2010-2012 (IECDS)was developed in consultation with publicsector stakeholders and approved by Cabinetin March 2010.The NTPS strives to achieve a public sectorthat reflects the diverse community it servesthrough sector-wide strategies, programs andinitiatives. The principal aim of the IECDSis to increase Indigenous public sectoremployment, improve Indigenous economicparticipation and work towards a workforceprofile that reflects the Territory’s Indigenousworking age population share. The IECDSalso complements and aligns to priorities andtargets set out by the Australian and NorthernTerritory Governments for IndigenousTerritorians.In addition to providing intent and direction,the IECDS has a sector-wide implementationplan that details initiatives under the key focusareas of Workplace Environment, Attraction,Retention and Communication to improveIndigenous employment outcomes in thepublic sector.Within this reporting period, the following keyactions have been completed:1. Incorporated into executive contractofficers’ annual performance reviewsgreater accountability in and acommitment to improving Indigenousemployment outcomes in the NTPS.34

Performance Reporting2. Developed a whole-of-governmentIndigenous employment marketingstrategy to attract Indigenous Australiansto the NTPS.3. Reinvigorated the NTPS Indigenousleadership programs Lookrukin andKigaruk.4. Established the electronic IndigenousEmployee Network (e-IEN) whichpromotes information about careerdevelopment opportunities within theNTPS.5. OCPE staff attended the NationalAboriginal and Islanders Day ObservanceCommittee (NAIDOC) march alongsideother NTPS employees under the banner“Celebrating Diversity”. OCPE staff alsoattended cultural activities during theweek of celebrations to recognise thecontributions of Indigenous Australianswithin our community.Innovation, Reward and Recognition inthe NTPSReward and RecognitionThe OCPE commenced work on thedevelopment of a reward and recognitionframework that will cover both sector-wide andagency needs. This will be in the form of webbasedtools and reference material that willhelp support reward and recognition activitiesin agencies across the NTPS.excellence within the NTPS and also providesa toolbox of information on building innovationcapacity.2010 Chief Minister’s Public SectorMedalsAs part of the Northern Territory Government’scommitment to rewarding excellence in theNTPS, the annual Chief Minister’s PublicSector Medals were held as part of the 2010Chief Minister’s Awards for Excellence in thePublic Sector. Ten employees received theprestigious medal for their outstanding andmeritorious public service.Winners Linda Bunn, Department of Health andFamiliesAndrew Gaff, Power and WaterCorporationChristine Hart, Department of Housing,Local Government and Regional ServicesMalcolm Hunnam, Department ofConstructionChris McIntyre, Department of JusticeTina McKinnon, Department of Health andFamiliesJulie Miller, Department of Lands andPlanningGrace Page, Department of Housing,Local Government and Regional ServicesInnovationThe OCPE developed a web-based portaland online resource centre that showcasesinnovative practices across the NTPS. Thissite recognises achievements of innovationIan Philip, Department of Lands andPlanningGreg Williams, Department of NaturalResources, Environment, the Arts andSport35

Office of the Commissioner for Public Employment Annual Report 2010-112010 Chief Minister’s Awards forExcellence in the Public SectorIn 2010 the Chief Minister’s Awards forExcellence in the Public Sector were aligned tothe priorities of Government delivered throughthe Territory 2030 Strategy Plan. The Awardsformally recognise and reward teams in theachievement of excellence in the NTPS. Acrossthe six categories, the Awards acknowledgesignificant initiatives that make a positivedifference to the public sector and to Territorycommunities.A total of 27 submissions were received anddistributed across the six categories.Delivering Quality Education and TrainingCategoryRecognises outstanding achievements thatsupport high-quality learning and improvethe quality of education and training in theTerritory.WinnerAgency:Work Group/Team:Initiative:Department of JusticeDarwin Correctional Centreand Batchelor Institute ofIndigenous Tertiary EducationTraining and ConstructionPartnership between NTCorrectional Services (DarwinCorrectional Centre) andthe Batchelor Institute ofIndigenous Tertiary EducationGrowing Prosperity CategoryRecognises outstanding achievements thatmaximise opportunities for economic growth inthe Territory.WinnerAgency: Tourism NTWork Group/ Marketing andTeam: Communications DivisionInitiative: Tourism NT and Seven MediaGroup Marketing PartnershipImproving Health and Wellbeing CategoryRecognises outstanding achievements thatpromote, protect and improve the health andwellbeing of Territorians.WinnerAgency: Department of Health andFamiliesWork Group/ eHealthNT and HealthTeam: Services Information BranchInitiative: Concurrent Accelerated Rolloutof the eHealthNT SharedElectronic Health RecordService and the Primary CareInformation System36

Performance ReportingEnriching Our Society and LifestyleCategoryRecognises outstanding achievements thatensure the highest possible standards ofliving for all Territorians, and a society thatembraces equity, diversity and culture.WinnerStrengthening Government and PublicAdministration CategoryRecognises outstanding achievements thatenhance efficiency, accountability, accessibilityand community confidence in government andthe public sector.WinnerAgency:Department of Lands andAgency:Department of Health andPlanningFamiliesWork Group/Transport ServicesWork Group/Nursing and MidwiferyTeam:Team:RecruitmentInitiative:Enhancing Public TransportAccessibility in the DarwinRegionPreserving our Environment and NaturalResources CategoryRecognises outstanding achievements thatprotect and enhance the Territory’s uniqueenvironment and the sustainable use andconservation of its resources.WinnerAgency:Work Group/Team:Initiative:Department of NaturalResources, Environment, theArts and SportYirralka Yolngu Rangers fromthe Laynhapuy IndigenousProtected AreasBill Panton, Senior IndigenousEngagement Officer, Parks andWildlifeIndigenous Ranger GroupDevelopment Program- Laynhapuy IndigenousProtected Area Weed andFeral Animal Control ProgramInitiative:Attracting a Sustainable andSkilled Nursing and MidwiferyWorkforce to the NorthernTerritoryBuilding Human Resource andIndustrial Relations Capacity in theNTPSGovernment Skills Australia has beenengaged to work collaboratively with theOCPE to identify workforce influencers andthe training and development needs of ourHR/IR community. This component of theHR/IR capability building project will beachieved through the analysis of datacollected via a skills and workforce survey.Survey participation concluded inMarch 2011 and attracted a response rateof 250. The survey rendered good statisticaldata on workforce influencers for the NTPSHR/IR community. The results of the surveywere outlined in a detailed report in August2011. It is intended that this research willprovide robust data from which to developcapability building activities for the comingyear.37

Office of the Commissioner for Public Employment Annual Report 2010-11In November 2010 the inaugural meeting ofthe NTPS Strategic Workforce Committeewas held. It is through this forum that HR/IRcapability building projects will be driven.Recently a SharePoint site was developedfor all HR/IR practitioners across the NTPSto post, share and discuss issues of commoninterest and also to explore areas of bestpractice across the sector. This community ofpractice currently has 153 members.The OCPE also hosts HR forums on aquarterly basis to build capacity of NTPShuman resource practitioners and businessmanagers. The forums are designed todevelop human resource and industrialrelations capacity by sharing an understandingon contemporary issues and initiativesimpacting on the public sector.The OCPE also co-sponsors the Chair ofGovernance under the Charles DarwinUniversity and Northern Territory Governmentpartnership agreement.Timor-Leste Internship SchemeThe Timor-Leste Civil Service CapacityBuilding Internship Scheme, including aMemorandum of Cooperation between thetwo governments, was formalised in 2009.Seven officers from the Timor-Leste CivilService have now completed the Scheme:four officers in 2009 and three officers in 2010.An additional three officers will be hosted bythe end of December 2011, which will fulfil theNorthern Territory Government’s commitmentto the Government of Timor-Leste.Timor-Leste, the Timor-Leste Civil ServiceCommission, on the future of the Scheme.The OCPE has investigated a number ofoptions for this and is working with theTimor-Leste Civil Service Commission todevelop a proposal for future partnershipopportunities.Knowledge ManagementA vision for the NTPS is for a “capable andresponsive workforce strengthened throughlearning, collaboration and innovation”.This vision represents the public sector’songoing pursuit of awareness, sustainability,continuous improvement and excellencein serving the needs of Territorians andenhancing lifestyles.Managing information and harnessingthe collective wisdom and knowledge ofemployees is therefore crucial in achievingthis vision, as is engendering a culture thatnurtures and supports knowledge creation andevidence-based decision making.The OCPE has developed a knowledgemanagement web portal and an onlineresource centre as the foundation forachieving this vision. This approach will assistwith the creation and evolution of knowledge,and simplifies a range of complex conceptsinto a knowledge model that has a significantfocus on ‘reflection and interaction’ at its core.Specific objectives of the website include: inspire a healthy ‘sharing and learning’cultureWith the scheme due to conclude in 2011,there are ongoing discussions betweenthe OCPE and its comparable body inhighlight the parallels between knowledgeand innovation38

Performance Reportingaugment awareness and understanding ofknowledge management in the NTPS andThe Capability Development Panel consists offour key areas of expertise:encourage and support reflection andevaluation in our work through thepractical application of knowledgemanagement tools.Year 10 Work Experience for RemoteIndigenous BoardersThe OCPE continues to offer the NTPS Year10 Work Experience Program for RemoteIndigenous Boarders with another 21 studentsfrom St John’s College completing theprogram in September 2010.This represents an excellent opportunity forthe NTPS, as it has been recognised thataccess to work experience for Indigenousstudents from remote communities isfundamental for a number of goals foragencies in relation to their IECDS.Workforce DevelopmentAustralian Public Service CommissionPanel ContractIn November 2011, the OCPE negotiated aMemorandum of Understanding (MoU) withthe Australian Public Service Commission(APSC) to access two of their panel contractsfor the provision of Capability Developmentand eLearning Support Services and Solutions.The panels are designed to deliver highqualityleadership, learning, development andeLearning solutions and consist of more than240 service providers who have been selectedthrough a rigorous open tender process by theAPSC. These panels were developed by theAPSC to streamline the procurement processfor public sector agencies.1. Strategic HR and recruitment services2. Business consulting3. In-agency and residential programs4. Coaching servicesThe eLearning Support Services providesaccess to expertise in a range of areasincluding:1. Consultancy2. Content development and accreditation3. Content deployment, learningmanagement systems and hostedsystems4. Training and support servicesThe intention of the MoU is to provideagencies an alternate option to access arange of panel providers who have expertisein leadership, learning and development.The MoU is current until 30 June 2012 andutilisation of the APSC panel contracts hasbeen approved by the NT ProcurementReview Board.Ethics in the NTPSAs public sector employees it is importantthat we consider the ethical dimensions of thedecisions we make. There is often a great dealof ethical ambiguity in the public sector andthere are circumstances when we are requiredto make decisions in radical uncertainty.Occasionally, uncertainty persists and theright decision remains elusive. This year theOCPE partnered with IPAA to support aninformation session with Dr Simon Longstafffrom St James Ethics Centre. The free and39

Office of the Commissioner for Public Employment Annual Report 2010-11confidential counselling service – Ethi-Call,operated by counsellors from the Centre isalso promoted on the OCPE website.Northern Territory Government andCharles Darwin University PartnershipAgreementThe OCPE continues to sponsor the Chair ofGovernance through the Northern TerritoryGovernment and Charles Darwin UniversityPartnership Agreement. The position providesleadership in research and consultancy and, inpartnership with the NTPS, guides the furtherdevelopment of programs in governance andpublic sector management to meet emergingworkforce needs.Executive Leadership DevelopmentStrategyFuture and Executive LeadershipProgramsIn 2011 two new programs were introduced: aFuture Leaders and an Executive Leadershipprogram. Both programs have beendeveloped in response to workforce capabilitygaps, and to enable adequate leadershipbench strength across the NTPS to fill futuregaps. These programs present the opportunityfor ‘high-potential’ leaders in the NTPS toadvance their careers while addressing theissues of leadership supply.The Future Leaders Program targetsemployees at the AO7 to SAO2 level orequivalent and the Executive LeadersProgram targets employees at the SAO2level and above or equivalent. Twenty-fiveparticipants attended each of the first twoprograms.360 Degree Feedback ProgramA 360 Degree Feedback assessment tooldesigned to assist individuals in understandingtheir personal and organisational developmentneeds was conducted across the sector inApril 2011. Thirty senior managers from NTPSagencies participated in this 360 DegreeFeedback program in 2011. This builds on 70participants who undertook the program inearly 2009.A key outcome of the 360 Degree Feedbackprocess is the identification of skill gap areasenabling targeted training needs for theNTPS. In collaboration with NTPS agencies,this process supported the development ofoptions to address leadership capability gapsthroughout the sector.Capability and Leadership FrameworkThe NTPS Capability and LeadershipFramework provides a common language tosupport consistent whole-of-sector capabilitydevelopment for the public sector and isdesigned to ensure that leadership capabilitiesand behaviours exist to meet the challengesof the future.The framework assists employees to identifykey capabilities required of them at theircurrent level, and identify growth areas forfuture career development. The frameworkcan be used by employees at all levels andstreams within the public sector.Implementation of the Capability andLeadership Framework in the NTPScommenced in July 2010. During the reportingperiod, web-based self assessment toolshave been adopted and promoted. These40

Performance Reportingtools support individuals in reflecting onand identifying their strengths and thosecapabilities that with focused developmentwill help them build greater capability at theircurrent employment level and assist them inreaching their career goals.Remote Workforce DevelopmentThe Remote Workforce DevelopmentStrategy was launched in November 2003and provides $1 million annually towardsthe professional development of remoteemployees, improving NTPS service deliveryand, by extension, fostering improvedoutcomes in remote locations. The strategy isa whole-of-government approach to improvinglinks between agencies and addressingthe challenges of distance, isolation andcost in providing support and developmentopportunities.Remote Workforce Development (RWD) isa unique workforce development initiativeto ‘improve equity of access to trainingand development opportunities for remoteNorthern Territory Government employees’. Itsimplementation is managed by the OCPE.Development ProgramsAustralia and New Zealand School ofGovernmentThe Australia and New Zealand School ofGovernment (ANZSOG) was established bya consortium of Australian and New Zealandgovernments, universities and businessschools and focuses on developing the futuregeneration of public sector leaders. Theprograms focus on the critical elements ofpublic policy, administration and management.The NTPS and Charles Darwin Universitymembership to ANZSOG commits twoexecutives annually in the Executive Mastersin Public Administration, and one executiveannually for the Executive Fellows Program,together with attendance at the annual ChiefExecutives Forum.To date, 12 NTPS employees have beenaccepted into these programs.During the reporting year, the OCPE hosteda number of forums that were facilitatedby Professor Evert Lindquist, Chair of theAustralian National University/Australiaand New Zealand School of Governmentand Chair in Applied Public ManagementResearch School of Public Administration atthe University of Victoria in Canada. ProfessorLindquist spoke on the topics of ‘BuildingPolicy Capacity in Government: Contextand Challenges’ and ‘Review of AustralianGovernment Administration: Platform fordiscussing reforms’ with more than 100 middlemanagers and senior executives attending.In June 2011, the OCPE, along with theother central agencies of Department of theChief Minister, Department of Business andEmployment and Northern Territory Treasury,hosted an ANZSOG workshop ‘Economicsfor Public Sector Managers’. This programhelps public sector managers to make betterdecisions in allocating resources, in pricingand delivering public sector goods andservices, and in regulating private sectoractivity. The program explored the forcesof supply and demand that drive marketoutcomes and the economic approach toevaluating costs and benefits of public sectoractivity.41

Office of the Commissioner for Public Employment Annual Report 2010-11The skills and knowledge learned at thisworkshop enabled participants to make aneconomic case for or against a policy andbe able to understand and respond to aneconomic brief.Public Sector Management ProgramThe OCPE continues to host the nationalPublic Sector Management Programtargeting AO6-AO8 (SAO1) leaders acrossthe three tiers of government. The PublicSector Management Program aims todeliver practical management education anddevelopment.the NTPS Indigenous leadership programsLookrukin and Kigaruk. These programswere specifically designed to offer Indigenousemployees in the NTPS an opportunity to gainthe knowledge and skills to build capacityin their current position and to develop theirpotential and career progression.The Lookrukin Indigenous Women’sLeadership Development Programcommenced in April 2010 with 20 participantsfrom the NTPS, Charles Darwin University andthe Australian Government, and concluded inNovember 2010.The Public Sector Management Programis nationally accredited at the GraduateCertificate level qualification. In November2010, 37 graduates received a GraduateCertificate of Public Sector Management fromFlinders University, South Australia.Of this graduating cohort, 57% were womenand 4 identified as being indigenous, with22 graduates from Darwin and 15 from AliceSprings. This was the second graduationto occur in Alice Springs for the NorthernTerritory program.During the reporting year, 20 participantscommenced in the Public Sector ManagementProgram (18 participants from Darwin and 2from Alice Springs).The NTPS has delivered the Public SectorManagement Program since 1993 and, sincethen, there have been 638 graduates.2010 Lookrukin GroupIndigenous Leadership ProgramsOne of the key actions within the IndigenousEmployment and Career DevelopmentStrategy 2010-2012, was to reinvigorate42

Performance ReportingMinister Burns hosted a graduationcelebration for the 2010 Lookrukin participantsin March 2011 at Parliament House. Sixteenparticipants successfully completed theprogram and graduated with a Diploma ofManagement at the official Charles DarwinUniversity Graduation Ceremony in May 2011.The Kigaruk Indigenous Men’s LeadershipDevelopment Program commenced inMarch 2011 with 17 participants from theNTPS. This program is due to conclude inNovember 2011.Discovery - Women as Leaders ProgramThe Discovery - Women as Leaders Programis a 15 day intensive leadership programand is a unique personal and professionaldevelopment opportunity for women. Theprogram is designed to increase the numberof women in leadership roles across theNTPS. This program is offered twice a year towomen in the public sector in Darwin and AliceSprings and is well supported.This year, a total of 22 women attended theprograms, bringing the total participants since2001 to 222.Priorities for 2011-12Continued efforts in the implementation ofthe initiatives identified in the Reform andRevitalisation Agenda will flow into 2011-12, including: introducing a capability diagnostic toolfor NTPS agencies conducting the second NTPSEmployee Survey and introducing NTPS Values lifting the proportion of people fromdisadvantaged groups employed in thepublic sector2011 Kigaruk Group lifting the proportion of women insenior public sector positionsThe Lookrukin and Kigaruk programs are runbiennially in alternate years.43

Office of the Commissioner for Public Employment Annual Report 2010-11Output 3 - Promotion,Disciplinary and Inability Appealsand Grievance ReviewsEstimated cost of service: $0.70MActual cost of service: $0.66MStaffing: 3.78OverviewThe Promotion Appeals & Grievance ReviewsDivision (PA&GR) has two main functions: conduct promotion, disciplinary andinability appeals in accordance withsections 55 through 58 of the PSEMA provide employees with independent andimpartial review of agency actions anddecisions through the grievance reviewprocess set out in section 59 of thePSEMA.concentrating on achieving timelyoutcomes, and resolution throughnegotiation and mediation where possible.Continued education in the area of meritselectionprocesses through educationand training, including promotion of theOCPE ‘Merit Selection Good PracticeGuidelines’.Commenced preparation for educationand training in relation to the upcomingamendments to the PSEMA.The objective is to ensure merit, equity andfairness prevail in public sector managementthrough education and training, and effective,impartial and independent grievance reviewand appeal mechanisms.Key Achievements 2010-11 Handled 66 promotion appeals(56 completed). Handled 117 s59 grievances(107 finalised).Appeals in 2010-11Promotion, Disciplinary and Inability AppealBoards operate as independent bodies,located for administrative purposes withinthe Promotion Appeals & Grievance ReviewsDivision of the OCPE.Promotion AppealsPromotion appeals are conducted inaccordance with sections 55 and 56 of thePSEMA and Regulations 9, 10, 11 and 12 ofthe Public Sector Employment Regulations.Handled 5 disciplinary appeals(4 completed).Handled 0 inability appeals.Continued utilising a flexible approachto grievance-handling processes,Promotion appeals can only be made byexisting employees, in situations where theselection is a promotion for both the appellantand the provisional promotee. The onlyground of appeal is that the appellant hassuperior merit to the provisional promotee.44

Performance ReportingThe Board can make only one of three decisions: allow the appeal; disallow the appeal; or directthe agency to re-advertise the vacancy.Promotion Appeals StatisticsFigure 1 – Number and Percentage of NTPS Promotions AppealedYear Promotions Promotion Appeals %2003–04 1031 29 2.8%2004–05 1215 100 8.2%2005–06 1158 36 3.1%2006–07 1255 54 4.3%2007–08 1365 72 5.3%2008–09 1532 58 3.8%2009–10 1365 47 3.4%2010–11 1587 66 4.2%Promotion Appeals TimelinessThe Division’s target for completion of promotion appeals is 6 weeks from receipt to decision. In2007-08, the average time from receipt of a promotion appeal to completion was 8.5 weeks. Thistimeframe lowered to 6.6 weeks in 2008-09 and in 2009-10 lowered again to 5.2 weeks. In 2010-11the average timeframe for completing promotion appeals has, again, lowered slightly to 5 weeks.Figure 2 - Summary of Promotion Appeals Statistics2005–06 2006–07 2007–08 2008–09 2009–10 2010–11Appeals carried over 7 1 9 3 2 0Appeals received 36 54 72 55 45 66Total handled 43 55 81 58 47 66Finalised 42 46 78 56 47 56Allowed 1 3 1 3 0 2Disallowed 27 16 29 30 37 16Readvertised 1 0 12 2 1 7Withdrawn 8 4 15 15 8 28Vacated (Cancelled) 5 23 21 6 1 3On hand at end of period 1 9 3 2 0 1045

Office of the Commissioner for Public Employment Annual Report 2010-11Disciplinary and Inability Appealsapplication of procedures and policiesDisciplinary and inability appeals areconducted in accordance with sections57 and 58 of the PSEMA and Regulations13 to 18. The Chair is appointed by theMinister and the other two members areapplication of conditions of serviceagency handling of bullying andharassment complaintstermination on probation s59(1) andnominated by the Commissioner and thebullying and harassment.relevant union.In 2010-11 there were 5 disciplinaryappeals completed: 1 disallowed (upholding CE’s decisionsto terminate employment) 1 settled by agreement between theparties 1 withdrawn 1 vacated when the employee resigned 1 still pendingIn 2010-11 there were no inability appeals.Section 59 Grievance Reviewsof Treatment in Employment2010-11Pursuant to section 59 of the PSEMA,employees aggrieved by their treatment inemployment may request the Commissionerto review the agency’s action, intended actionor decision.In 2010-11 a total of 117 grievance reviewswere handled, compared with 127 in 2009-10,113 in 2008-09 and 84 in 2007-08.The most common issues raised in grievancesin 2010-11 were, in order of prevalence:management action or decisionmerit selectionSection 59 Grievance ReviewsStatisticsThe grievance review unit utilises a flexible,outcome-focussed approach to handlinggrievances, concentrating, when possible,on achieving resolution through discussion,negotiation and mediation. This is achievingpositive results. For example, in no instancesin 2010-11 has it been necessary for theCommissioner to specifically direct an agencyto change their original action or decision.Rather, he has often upheld the agencyaction while still providing comments andrecommendations to guide the agency infuture actions and decisions.Section 59 stipulates that the Commissionershall conduct a review within 3 months ofreceiving a grievance or such longer period asin his opinion the circumstances require. In thepast, timeliness in finalising grievance reviewswas much greater than 3 months.In 2006-07 the average time taken to finalise asection 59 grievance review was 5.5 months;substantially over the 3 month statutoryrequirement. This improved in 2007-08 to3.5 months and in 2008-09 to 3.2 months. In2009-10, the average time taken to finalisegrievances was reduced to 2.7 months.This trend has continued and in 2010-11 theaverage time taken to finalise grievances wasreduced to 2.3 months.46

Performance ReportingMeasuring timeliness by individual grievances rather than overall average, of the 117 grievanceshandled in 2010-11, 28 took longer than 3 months to finalise. This means that 76% of grievanceswere finalised within the statutory time frame. This is under the figure in 2009-10 which was 81%and both results are still under the unit target of 90%.Figure 3 – Outcomes of Section 59 Grievance ReviewsDecisions 2007–08 2008–09 2009–10 2010–11Agency directed to take / refrain from taking action 10 4 8 0Agency action confirmed 16 23 31 26Agency action confirmed with comment from theCommissionern/a n/a 8 16Resolved through PA&GR involvement n/a 17 29 36Resolved within the agency 13 7 8 3Resolved by mediation 13 10 0 2Declined to review (e.g. out of time, nojurisdiction, non-employee)6 16 9 14Withdrawn 4 12 15 10On hand at the end of the period 22 24 19 10Total handled 84 113 127 117Figure 4 – Reasons for Section 59 Grievance ReviewsReasons 2007–08 2008–09 2009–10 2010–11Management action or decision 11 45 46 58Merit selection 19 26 43 35Application of procedures and policies 18 18 13 10Application of conditions of service 15 10 9 4Agency handling of bullying and harassment 16 12 8 8Termination of probationary employment 1 0 5 1Bullying and harassment 4 2 3 1Total handled 84 113 127 11747

Office of the Commissioner for Public Employment Annual Report 2010-11Priorities for 2011-12Implement and provide education andHost the annual National Public Sectortraining about changes to grievanceAppeal Boards Conference held yearlyreview processes following thein each state and territory on a rotatingcommencement of the new PSEMA.basis .Provide education and training in relationCommence publication of a newsletterto the inclusion of special measures infrom the Promotion AppealsGrievancerecruitment and selection.Review Division.Implement and provide education aboutRun a workshop on handling workplacechanges to appeal processes under theconflict: Taking the Heatut of Workplacenew PSEMA, including the change to aConflict’.single NTPS Appeal Panel with a Chairappointed by the Commissioner for PublicEmployment.4

Performance ReportingOutputs 1-3:OCPECentral AustraliaOverviewIn Central Australia, the Commissioner forPublic Employment is now represented bythe Director, Regions in the Departmentof Business and Employment. The newarrangements commenced on 1 January2011. The Director, Regions also representsall of the OCPE’s business divisions in thesouthern region.Activities undertaken on behalf of theCommissioner for Public Employment were: 15 participants from Alice Springsgraduated the 2010 Alice SpringsPublic Sector Management Programand participated in the Barkly and AliceSprings careers expos.Promotion Appeals & Grievance Reviews provided advice and assistance tomanagers and employees.Employee Relations employee relations advice to bothmanagers and employees, includingthose in remote localities labour inspectorate, which isadministering the Territory’s privatesector Long Service Leave Act andPublic Holidays Act participated on JES evaluation panelsas the OCPE representative represented the OCPE on reviews ofwork content statements (ie Physicalgrades) against the relevant Awarddefinitions and worked with agencies to resolveemployee disagreements.Strategic Workforce Planning andDevelopment promotion of SWP&D policies andinitiatives in the region, especially theWilling and Able Strategy 2009-2012Corporate Governance assisted in the implementation ofGovernment policy initiatives OCPE representative on the BarklyRegional Co-ordination Committee, theAlice Springs Executive Co-ordinationCommittee and the Alice SpringsRegional Co-ordination Committee provided briefings on new initiatives,policies etc Chairs, Strategic Workforce IssuesAction Group (ie Regional HRManager’s Group) enterprise bargaining briefings provided briefings on newinitiatives, policies, etc discussed various HR/ER/IR issuesand represented the OCPE on variousother committees and networks.49

Office of the Commissioner for Public Employment Annual Report 2010-11Priorities for 2011-12Focus on regional centre and remotevisits, including promoting initiatives andpolicies, such as the NTPS IndigenousEmployment and Career DevelopmentStrategy.Continue work to identify specific regionaland remote workforce issues that needaddressing.Continue to grow the NTG WorkExperience Program in Alice Springs.50

Agency Views on OCPE Key DeliverablesAgency Views on OCPEKey Deliverables51

Office of the Commissioner for Public Employment Annual Report 2010-11Agency Views onOCPE Key DeliverablesFor the 2010-11 reporting period the OCPEsought feedback from agencies on its OutputKey Deliverables, as set out in NT BudgetPaper No. 3: Employee and Industrial Relations Workforce Planning and Development and Promotion, Disciplinary and InabilityAppeals and Grievance Reviews.The responsibilities for each Output arespecified in NT Budget Paper No. 3.Key DeliverablesAgencies were given the opportunity tocomment on: their level of satisfaction with the servicesprovided to their agency their level of satisfaction with thetimeframes in which services wereprovided to their agency andAgency Evaluated KeyDeliverablesFeedback was received from all agenciesfrom which the information was requested.However, it should be noted that, for statisticalpurposes, where an agency either did notrespond to a question, or responded with ‘notapplicable’, these figures were not included inthe totals.Of these 21 agencies:a total of 92% indicated that they were‘satisfied’ or ‘very satisfied’ with theservices provided to their agencya total of 96% indicated that they were‘satisfied’ or ‘very satisfied’ with thetimeframes in which the services wereprovided to their agency.The results are detailed in figures 5 – 12.how the service and timeframes could beimproved.52

Agency Views on OCPE Key DeliverablesEmployee and Industrial RelationsFigure 5 – Agency Level of Satisfaction with the Services Provided – Employee andIndustrial Relations Figure 6 – Agency Level of Satisfaction with the Timeframes in which Services wereProvided – Employee and Industrial Relations 53

Office of the Commissioner for Public Employment Annual Report 2010-11Workforce Planning and DevelopmentFigure 7 – Agency Level of Satisfaction with the Services Provided – Workforce Planningand Development 54

Agency Views on OCPE Key DeliverablesFigure 8 – Agency Level of Satisfaction with the Timeframes in which Services wereProvided – Workforce Planning and Development 55

Office of the Commissioner for Public Employment Annual Report 2010-11Promotion, Disciplinary and Inability Appeals and Grievance ReviewsFigure 9 – Agency Level of Satisfaction with the Services Provided – Promotion,Disciplinary and Inability Appeals and Grievance Reviews Figure 10 – Agency Level of Satisfaction with the Timeframes in which Services wereProvided - Grievance Reviews Finalised within 3 Months 56

Agency Views on OCPE Key DeliverablesFigure 11 – Agency Level of Satisfaction with the Timeframes in which Services wereProvided - Promotion Appeals Finalised within 6 Weeks Figure 12 – Agency Level of Satisfaction with the Timeframes in which Services wereProvided - Disciplinary and Inability Appeals Finalised within 5 Months 57

Office of the Commissioner for Public Employment Annual Report 2010-1158

Corporate GovernanceCorporateGovernance59

Office of the Commissioner for Public Employment Annual Report 2010-11Governance FrameworkOverviewThe OCPE governance framework aimsto ensure the efficient use of resources,compliance with statutory and other externalrequirements, and sound administrative andfinancial management practice.Corporate ServicesUnder a shared services arrangement, theDepartment of the Chief Minister (DCM)provides the full range of corporate servicesto the OCPE on a fee-for-service basis,including:The OCPE’s governance framework coversthe set of responsibilities and practices,policies and procedures exercised to providestrategic direction, ensure objectives areachieved, manage risks and use resourcesresponsibly and with accountability.It is about both performance andconformance, and also encompasses theimportant role of leadership in ensuring thatsound governance practices are applied withinthe OCPE and across the NTPS.human resourcesfinancial and budget managementprocurement servicestraveloffice servicesrecords and information managementinformation technologycorporate governance andcommunications and marketing.Primary responsibility for the governance ofthe OCPE rests with the OCPE ExecutiveManagement Team.The DCM Executive Director of CorporateServices is a member of the OCPE ExecutiveManagement Team and represents theCommissioner for Public Employment onvarious inter-agency coordination forums.The DCM Chief Finance Officer also attendsthe OCPE Executive Management Teammeetings.60

Corporate GovernanceOrganisational StructureThe OCPE consists of five business divisions(as shown in figure 13) that deliver outputs ascontained in NT Budget Paper No.3.Figure 13 shows the high-level managementand operational structure as at 30 June 2011.Figure 13 – Organisational StructureCommissioner for Public EmploymentKen SimpsonDirector EmployeeRelationsBrian MappasDirector SWP&DJenny StephensenDirector PA&GRTerry LissonCommissioner’sRepresentativeAlice SpringsIan LowExecutive DirectorCorporate ServicesShaun HardyBudget Output 1Budget Output 2Budget Output 3Budget Outputs 1-3Budget Inputs• Strategic public sector andprivate sector industrialrelations policy andmanagement• Strategic public sector humanresource management policy• NTPS employmentframework• Industrial relations andemployee relations advice• Executive contract ofemployment arrangements• Negotiating new enterpriseagreements covering NTPSemployees• Job evaluation policy andtraining• NTG input to ILO matters• Representing the NTGon national industrialrelations committees andproviding advice aboutindustrial relations legislativedevelopments• Workforce statistics andanalysis• Central management ofand policy development forNTPS redeployment andredundancy• Leadershipdevelopment programs• Capability developmentpolicy and advice• Workforce Planningand Development• IndigenousEmployment andCareer DevelopmentStrategies• Whole of sectorworkforce policycoordination andimplementation• Equity and Diversity• Workforce researchand analysis• Sector wide staffsurveys• Chief Minister’s Awardsfor Excellence andMedals• Timor-Leste InternshipScheme• Remote WorkforceDevelopment• Building HR/IR capacityin the NTPS• Promotion, disciplinaryand inability appeals• Section 59 grievancereviews• Merit Selection andDiversity• Secretariat function forPromotion, Disciplinaryand Inability AppealBoards• Strategic HR advice• Regional redeploymentand redundancyfunction• Promotion appeals andgrievance reviews• Labour inspectorate• Assist in implementinggovernment policies• Industrial relations• Public sectoremployment• Whole of industryworkforce policycoordination• Human resources• Financial and budgetmanagement• Procurement• Office services• Travel• Records management• Information technology• Corporate governance• Communications andmarketing• Secretariat services to thePrison Officers’ ArbitralTribunal and the PoliceArbitral Tribunal, andadministration of the PoliceAdministration Act (Part III)• Labour inspectorate inrelation to the Long ServiceLeave Act (NT) and PublicHolidays Act (NT).61

Office of the Commissioner for Public Employment Annual Report 2010-11Executive Management TeamPurposeThe Executive Management Team’spurpose is to ensure the highest standardsof integrity, ethical behaviour, transparencyand accountability. The team has a criticalrole in ensuring effective performance andaccountability by: ensuring the OCPE has clearlyestablished goals and objectives ensuring strategies for achieving thosegoals and objectives are appropriate andunderstood by management and staff andExecutive Management Team decisions areconveyed to staff at staff meetings, which areconducted at whole-of-office and businessdivision levels.Circulation of Minutes and ReportsThe Executive Management Team supportsthe dissemination of minutes and notesthroughout the OCPE for the information ofstaff. Minutes of the Executive ManagementTeam meetings and Coordination Committeereports are posted on the OCPE intranet andare accessible to all staff.monitoring quality control systemsand, where necessary, implementingcorrective action to improve systems andperformance.62

Corporate GovernanceMembershipExecutive Management Team members at 30June 2011 were:Ken SimpsonCommissioner for Public EmploymentKen has been Commissioner since 1July 2006. He has had broad policy andoperational experience in Northern TerritoryGovernment agencies since arriving inDarwin in 1976. Ken has held senior positionsin the Department of the Chief Minister(Deputy Chief Executive), Department ofEmployment, Education and Training (DeputyChief Executive and Acting Chief Executive),Department of Corporate and InformationServices (Deputy Chief Executive),Department of Health (Assistant Secretary)and the then Department of Transportand Works (Director). He has also actedas the NT’s AuditorGeneral. Ken holds aBachelor of Commerce (Queensland) and aGraduate Diploma in Executive Public ServiceManagement (Charles Darwin University).Brian MappasDirector Employee RelationsBrian joined the OCPE in 1996 followingmore than ten years experience in employeerelations in the Department of Employment,Education and Training. Other NTdepartments Brian has worked for includeTreasury, Community Services, and PrimaryIndustries and Fisheries. He has extensivesenior experience in industrial relationsand human resource management andholds a Bachelor of Business (majoring inmanagement) and an Associate Degree inLegal Studies.Jenny StephensenDirector Strategic Workforce Planning andDevelopmentJenny has worked in both federal and stateGovernment for more than 30 years. Witha Bachelor of Science and a Masters inOrganisational Development and Training,her background is in workforce capability andworkforce planning. She returned to the OCPEin 2010 after a four year gap, which saw herworking on a secondment to the Alberta PublicService in Canada followed by a stint in theDepartment of Health and Families as DirectorStrategic Workforce Planning. Jenny has alsoworked in East Timor on a project to develop aStrategic Workforce Plan for the Civil Service.In 2010 Jenny was a finalist in the AustralianInstitute of Management Manager of the YearAward.Terry LissonDirector Promotion Appeals & GrievanceReviewsTerry joined the OCPE in January 2008,coming from the position of Director ofConciliation, Policy and Law at the NT Anti-Discrimination Commission, where she hadworked for the previous six years. Terry holdsa Bachelor of Arts (Honours Psychology)degree and a Bachelor of Laws and, inaddition to many years working as a practisinglawyer in both Canada and Australia, hasextensive training and experience in complainthandling, conflict resolution, conciliation andmediation.63

Office of the Commissioner for Public Employment Annual Report 2010-11Ian LowCommissioner’s Representative,Alice SpringsIan joined the NTPS in 1996 after 23 yearswith the Australian Government. He workedin many federal departments during his timewith the Australian Government at both theRegional and Central Office level (Melbourneand Canberra).Audit and Risk ManagementCommitteeThe OCPE Audit and Risk ManagementCommittee comprises a subset of the OCPEExecutive Management Team members andan independent external representative. Thefunctions and responsibilities of the committeeare to:In 1996 Ian moved to Alice Springs and tookon the role of Corporate Services Managerwith the then Department of Health. In1998 he transitioned to the newly formedDepartment of Corporate and InformationServices and became the Regional Managerin 2000, a position he has held since that time,albeit now with the Department of Businessand Employment. In January this year Ian tookon the role of Commissioner’s Representative,Alice Springs.monitor the adequacy of the OCPE’sinternal control environment, includingrisk management and related policies,practices and proceduresoversee the internal audit functions, liaisewith external auditors and monitor theimplementation of internal and externalaudit recommendations andundertake any other functions andactivities that the committee considersrelevant to its primary objective.Ian doesn’t have any formal qualifications,rather vast experience in senior managementpositions across the public sector. Hisbackground is Human Resource Managementtogether with systems review.Shaun HardyExecutive Director Corporate ServicesShaun joined the Department of the ChiefMinister in 2008. He has worked in theAustralian Public Sector for 20 years,including management roles in governanceand program management in the Departmentof Parliamentary Services and the AustralianBureau of Statistics. Shaun holds a Master ofPublic Administration and a Graduate Diplomain Human Resource Management.Occupational Health and SafetyCommitteeThe OCPE has an Occupational Health andSafety (OH&S) Committee that consists ofa representative of the Commissioner andelected representatives from each Division(Employee Relations, Strategic WorkforcePlanning and Development, and PromotionAppeals and Grievance Review). At thetime of writing, the Committee had hadthree meetings during the reporting period.Representatives from Human Resourcesin the Department of Chief Minister and theOH&S Advisory Unit of the Department of64

Corporate GovernanceBusiness and Employment attended meetingsof the Committee in an ex-officio capacity.Activities undertaken by the Committeeincluded:updating the OCPE CyclonePreparedness Planseeking advice and information about theuse of plastic floor matsfollowing up reports of employees slippingin the car park during the Wet Seasonfollowing up reports of problems with theair-conditioning system on the ground floorof Harbour View Plazaupdating fire warden signage andinitiating the development of an OH&SManagement System in conjunction withthe Department of the Chief Minister andthe OH&S Advisory Service.At the time of writing, the OH&S AdvisoryService of the Department of Business andEmployment had conducted a gap audit ofthe OCPE OH&S systems. The results of thisaudit have not yet been received.Information ManagementCommitteeThe DCM/OCPE Information ManagementCommittee meets quarterly and considersinformation management issues impactingon both DCM’s and OCPE’s workingenvironments. The OCPE operates withinthe standard Northern Territory Governmentinformation technology environment, includingoutsourced services for desktop, messaging,telecommunications and mainframeapplications.The functions and responsibilities of thecommittee include:ensuring the effectiveness of theinformation and communicationstechnology systemoverseeing better practice information andrecords management anddeveloping improved knowledgemanagement practices.Improving Communicationwithin the OCPEEffective internal communication is importantto the OCPE. Listed below are some initiativesthat enhance communication.Business Division MeetingsBusiness division directors held regularmeetings to provide information and receivefeedback on OCPE issues as well as meetingson specific issues as the need arose.Executive Information Coordinators’GroupThe Executive Information Coordinators’Group is comprised of personal and executiveassistants from each business unit in theOCPE and DCM. The Group plays a rolein ensuring business units have access toappropriate information, streamlining andstandardising procedures, identifying areas forimprovement and action and building a multiskilledsuccession environment.During 2010-11, Executive InformationCoordinators were provided with informationsessions in the areas of procurement,accounts payable, travel, freedom of65

Office of the Commissioner for Public Employment Annual Report 2010-11information, postage and freight, records,ePASS, the TRIM 6.2.4 upgrade andinformation technology.OCPE Corporate Matters NewsletterThe ‘Corporate Matters’ newsletter continuedto provide employees with regular informationin relation to financial services, humanresources, information services, officeservices, and relevant contacts.Sharing InformationThe OCPE has a strong corporatecommitment to sharing information and staffare encouraged to adopt this collaborativeapproach to work. The Executive ManagementTeam supports the dissemination of minutesand notes throughout the OCPE for theinformation of staff. Executive ManagementTeam minutes and Coordination Committeereports are posted on the Intranet.Boards and CommitteesIn support of its core business, the OCPEis represented on many national andNorthern Territory boards and committees. A fulllist is provided in the Appendices, page 125.Community EngagementAs a central agency, the OCPE developsframeworks to support the Government’ssocial and economic policies and seeks theviews of public sector employees and otherstakeholders as part of the developmentprocess. In June 2005, the OCPE developedits Community Engagement Framework.The OCPE community includes all employeesof the NTPS and their representatives, and arange of other stakeholders, including unions,tertiary institutions, community organisationsand Northern Territory businesses and theiremployees.Improving Communication withClients and StakeholdersEffective external communication is vital tothe OCPE. Following are the key methods ofexternal communication maintained.Human Resources ForumThe OCPE hosts an HR forum on a regularbasis for HR and non-HR practitioners to gaina better understanding of current issues andinitiatives. HR forums cover a range of topicspresented by the OCPE, NTPS agencies andexternal stakeholders.Internet and IntranetThe OCPE internet and intranet sites providetimely and relevant information across theNTPS and to broader stakeholders. The sitesare user friendly and provide ready accessto the latest updates, news and features andlinks to programs, policies and legislation.Annual Insurance ReportingRequirementsIn accordance with the Treasurer’s Directionsrelating to Risk Management – InsurableRisk Framework (Section R2.1 InsuranceArrangements), the OCPE is required toreport insurance-related information in itsannual report.As part of its risk mitigation strategy, theOCPE has developed a strategic riskassessment based on its strategic goals. Thisis regularly reviewed by the OCPE ExecutiveManagement Team.66

Corporate GovernanceThe OCPE is able to provide the following information for the financial year ended 30 June 2011.Self Insurance ClaimsFigure 14 – Motor Vehicle Claims2008–09 2009–10 2010–11Claims as at 30 June* 1 1 0Value of Claims $1 482 $2 297 $-Average Claim $1 482 $2 297 $-*All motor vehicle claims relate to accident repairs for NT Fleet vehicles.Figure 15 – Workers’ Compensation Claims2008–09 2009–10 2010–11Claims as at 1 July 1 1 1New claims 0 0 0Claims resolved 0 0 1Claims as at 30 June 1 1 0Cost of new claims $- $- $-Current financial year claims $13 167 $5 453 $2 357Average new claim costs $- $- $-Medical InsuranceA $648 medical insurance premium was paidduring the 2010-11 year.Information and Office ServicesEnergy ManagementIn line with the NTG Energy SmartSustainable Workplaces initiatives, it is OCPEpractice to: maintain a replacement program of standaloneequipment with multifunctionaldevices and power saving functionscomply with the ‘Greening the Fleet’strategy by encouraging the selection offuel-efficient vehiclesrecycle toner cartridges, paper andcardboardpromote and encourage participation inEarth Hour andencourage staff to be more consciousabout energy consumption and turning offpower.67

Office of the Commissioner for Public Employment Annual Report 2010-11During the 2010-11 year the OCPE putin practice the following programs andstrategies: recycling practices were elevated by establishing a recycling centre formobile phones and accessories,fluorescent light tubes, toner cartridgesand batteries in collaboration with localsuppliers placing bins in individual businessdivisions for shredding and recyclingwaste paper, cardboard andnewspaper waste, used drink bottles,cans and plastic containers green branded tips and policies werecirculated throughout Harbour View Plaza the incorporation of PDF searchfunctionality in multifunctional devicesin line with electronic document recordsmanagement requirements use of the TelePresence facilityfor meetings with other AustralianGovernment jurisdictions, to reduceinterstate staff travel and greenhouse gasemissions and a DCM/OCPE Sustainability Committeewas established to identify, implementand promote green initiatives within bothagencies and to provide advice on energysaving, recycling and green initiatives inaccordance with the Northern TerritoryGovernment Climate Change Policy.Information TechnologyThe OCPE operates within the standardNorthern Territory Government informationtechnology environment, subscribing tooutsourced services including desktop,messaging, telecommunications andmainframe applications.Achievements during 2010-11 included: reviewed and updated the OCPEInformation and CommunicationTechnology (ICT) Strategic Plan for2010-12 developed a policy that outlines the rolesand responsibilities of ICT Support staffand business divisions in respect ofSharePoint sites conducted a review of unauthorisedaccess to business drives on the LocalArea Network, with necessary actionscompleted rolled out Microsoft Office 2007 commenced replacement of the currenttelephone infrastructure with the new NECVOIP telephones as part of a whole-of-Government project commenced investigations into anupgrade of the existing OCPE internet site conducted a stocktake of ICT equipmentto ensure accurate verification of ICTaccounts and management reporting and commenced an ICT audit that aims toidentify and assess key strategic risksassociated with ICT business systems,practices and security access within theagency.68

Corporate Governanceffice AccommodationThe CPE no longer occupies a dedicatedoffice in Alice Springs, but representation ispresent in the Southern Region through theSenior fficer at the Department of Businessand Employment ffice in ord Pla a,Alice Springs.Records ManagementThe Information Act requires NTPS agenciesto manage records in compliance with theNorthern Territory Government recordsmanagement standards.Preparations for Electronic Document RecordsManagement EDRM have progressed, withimplementation expected to be completedduring 2011-12. EDRM will reduce the amountof paper records created and improve recordsecurity. During implementation, staff willreceive comprehensive training to reinforcegood records management practices inkeeping the Northern Territory Government’srecords management standards.The CPE is working in compliance with theInformation Act. Accordingly, the developmentof functional disposal schedules for recordsdocumenting the CPE’s core business hasbeen identified as a key pro ect for the efficientmanagement of corporate records.reedom of InformationThe Northern Territory of AustraliaInformation Act affects the way NTPSorganisations collect, use and storegovernment and personal information as itbrings together the related issues of freedom ofinformation, privacy, and records and archivesmanagement. In most cases, employeescan obtain their own employment-relatedinformation held by the CPE more quicklyunder the PSEMA, rather than applying foraccess under the Information Act.More information is available atwww.ocpe.nt.gov.au foi. The policies andprocedures have been designed to assistpeople in accessing information and torequest corrections to personal information.Applications under the Information ActIn 2010-11 the CPE received no informationaccess requests.PrivacyThe Information Act establishes 10 InformationPrivacy Principles to govern the collection,use, storage and management of personalinformation by Northern Territory Governmentagencies.There were no privacy breaches reported in2010-11.An ongoing records security and qualityassurance program is maintained to ensureonly authorised and appropriate access to filesand documents. This is critical as all electronicrecords, such as emails, can now be viewed intheir entirety.

Office of the Commissioner for Public Employment Annual Report 2010-11Priorities for 2011-12A refreshed OCPE internet site thatdisplays a more contemporary approachto presenting web-based material.Review and update the OCPE intranetsite, ensuring the inclusion of all corporatepolicies and procedures.Increased collaboration with theDepartment of Lands and Planning inprogressing the continued contribution toenvironmentally positive initiatives.Full integration of EDRM across businessunits.Review and development of functionaldisposal authorities.70

Our PeopleOur People71

Office of the Commissioner for Public Employment Annual Report 2010-11Workforce ManagementOverviewAs a central agency within the NTPS, theOCPE attracts employees who want to gaincentral agency experience and a broaderunderstanding of the whole of government.In this context, we aspire to attract andretain high-quality employees by offeringflexible working arrangements and diverseexperiences that cover a range of functions,including: whole-of-government policy development employment conditions strategic workforce development learning and development opportunitiesand healthy work practices.The OCPE is supported by the Department ofthe Chief Minister Human Resource Unit, andprovides professional guidance to: plan, develop and implement policies andprocedures that emphasise and promoteequity, diversity, flexibility of employmentconditions and the provision of bestpractice employee relations provide impartial and responsive policyadvice and assistance to managers andemployees, including interpretation ofemployment legislation and conditions ofservice provide professional consultancy andadvice regarding restructures, changemanagement, work design and evaluation,recruitment, selection and inductionmatters andUnderstanding that the OCPE’s greatestasset is its people, the OCPE’s workforcerequirements are identified as a keycomponent to business planning that flowsfrom the OCPE Internal Strategic WorkforcePlan.enhance capabilities, bench strengthand employee retention through strategicworkforce planning, evidence-basedtraining and professional development,employee reward and recognition andhealth wellbeing strategies.Strategies are developed to addressidentified skill gaps and inform recruitmentprocesses that are consistent with theOCPE’s focus, particularly in the areas ofstrategic leadership, workforce capabilityand collaboration across agencies and thepublic sector. This is essential in not onlydeveloping our own workforce, but to developthe individuals within, both professionallyand personally. Additionally, the OCPE iscommitted to creating a positive workingenvironment for our employees.72

Our PeopleTo ensure compliance with employmentinstructions, several corporate policieswere developed or reviewed by the HRUnit, endorsed by the OCPE ExecutiveManagement Team and made available toOCPE employees via the staff intranet duringthe reporting period. The following policystatements were revised in 2010-11: Internal Grievance Handling Policy Senior Classification Structure – PayProgression Principles Appropriate Workplace Behaviour Policyand Recruitment and Selection Policy andGuidelines.DemographicsAs at 30 June 2011 the OCPE employed28 employees (26.2 full-time equivalentemployees), this compared with 33 employees(31.0 full-time equivalent employees) on30 June 2010.Figure 16 – Snapshot at 30 June 2011 73

Office of the Commissioner for Public Employment Annual Report 2010-11Figure 17 – Position Allocations Across the OCPE Figure 18 – Gender by Classification74

Our PeopleFigure 19 – Staffing by ClassificationFigure 20 – Staffing by Age 75

Office of the Commissioner for Public Employment Annual Report 2010-11RecruitmentStaffing Profile of New CommencementsNine employees commenced with the OCPEduring the reporting period. Of these, five weretemporary, four were permanent, two weremale and seven female. Eight employeeswere full time and one part time.Figure 21 – Staffing Profile of New Commencements Staffing Profile of SeparationsTwelve employees separated from the OCPEduring the reporting period. Of these, allwere full time, seven were female and fivemale, four were temporary and eight werepermanent.Figure 22 – Staffing Profile of Separations 76

Our PeopleWorkforce PlanningDuring the reporting period, the OCPEcompleted and implemented its WorkforcePlan for 2010-2012, which aligns the needs ofthe OCPE with its workforce. In a labour forcein which skilled people are in demand, theOCPE continued to make progress on its fourkey challenge areas.1. Strong data, evidence and analysissystems Ongoing review of informationcontained on the OCPE staff websiteto provide a website that is dynamicand more user friendly in conjunctionwith technological advances. Review of the OCPE internet andintranet sites to maintain informationthat is accurate and accessible. Strategic Workforce Planning andDevelopment investigated andnegotiated with various other agenciesregarding their existing intranettechnologies.2. Recruitment, attraction and retention oftalent Recruitment and Selection Policy andGuidelines updated. Job Evaluation Questionnaire and JobDescription audits undertaken every12 months to ensure currency. Development opportunity providedfor an employee from the DarwinWaterfront through short-termtemporary transfer to the OCPE. The OCPE continues its commitmentto the development of open and fairrecruitment, selection and promotionprocedures for all employees throughapplication of equal employmentopportunity principles.3. Building a learning organisation OCPE employees volunteered toparticipate in cross-sector activitiesand working parties to develop theirskills and share knowledge. Two OCPE employees participated inthe 360 Degree Feedback process forthe Leadership Development Program. Annual Performance Reviewframework reviewed, which includedthe development of a trainingprogram, and an NTPS Capabilityand Leadership Framework SelfAssessment Tool developed andincorporated into the AnnualPerformance Review. Training calendar takes into accountthe needs of staff who are Indigenousor staff with a disability. Informal forums, such as Womenin Leadership symposium, heldthroughout the reporting period. Strategic Workforce Planning andDevelopment Division engagedGovernment Skills Australia to conductskills audits for the HR/IR community,including the OCPE.77

Office of the Commissioner for Public Employment Annual Report 2010-114. Happy and healthy work environment Nine employees receivedRecognition of Service certificates on3 December 2010. Promotion of work life balanceinitiatives. Employee Assistance Programregularly promoted through thecorporate newsletter.The NTPS Capability andLeadership FrameworkThe NTPS Capability and LeadershipFramework (CLF) was introduced in July 2010and provides and encourages a learningculture. Capability needs are identified atthe organisational level through strategic,business and workforce planning, and forteams and individuals, through performancemanagement and capability conversations.The CLF describes the behaviour expectedof public sector employees from entry level tochief executives.A review of the Annual PerformanceFramework was held during 2010-11 andprovides strong links between performancemanagement plans to CLF and the SelfAssessment Tool created by HR to assist inthe development of meaningful performancemanagement conversations. The trainingprograms implemented for the OCPE arealigned to the CLF.NTPS SurveyThe NTPS Employee Survey was conductedin July/August 2009 and 91% of OCPEemployees at the time took part. From thissurvey, a number of areas of opportunityfor improvement were identified, includingperformance management, internal reviewsystem, workplace flexibility, employeeconsultation and input, merit principle, qualityof leadership, workload and stress and bullyingand harassment. In order to address thesekey areas an action plan was developed andendorsed by the Executive Management Team.Rewarding WorkplaceInitiatives to facilitate a rewarding workplaceincluded: the performance review process includesquestions around workload and utilisation,as well as how each individual is doing performance reviews negotiate ‘stretch’goals balanced against individual capacity managers and team members activelyacknowledge achievements andoutcomes, including posting achievementson the staff intranet site reward and recognition programimplemented team members consistently providefeedback to managers on how they preferto be recognised and increased discussions around ideas thatmaximise achievements and improveoutcomes.78

Our PeoplePerformance ManagementPerformance management initiatives included: employees have clarity of goals,outcomes, expectations and boundaries revisited the performance agreementtemplate to ensure that goals, expectationsand behaviours are identified and agreements have direct links to thestrategic and business plans.Fair Internal Review SystemFair internal review system initiatives included:Quality LeadershipInitiatives to encourage quality leadershipincluded: Team Management Instrument to progressto the next step of understanding of eachother’s contribution to the whole team and communication from the ExecutiveManagement Team to build a culturethat is respectful of the different ways,styles and phrasing of individuals whencommunicating across the team or withthe Executive Management Team.managers actively foster and frequentlyconnect with staff (and vice versa)to develop open relationships whereconcerns can be raised easily for attentionbefore escalating to a grievancethe induction pack includes reference tothe policy and supervisors/managers alsoinclude it in their welcome process to theOCPE teama link to the policy is emailed to the wholeteam, so each person can familiarisethemselves with the policy, process andprocedures anddivision heads discuss this issue and it’s astanding item at staff meetings.Employee Consultation and EncourageInputInitiatives to facilitate employee consultationand encourage employee input included:all three business divisions meet regularlyfor information sharing (formally andinformally)Executive Management Team minutesare available on the staff-only intranet,ensuring that staff are aware of decisionsand upcoming eventsdraft policies and procedures areforwarded to directors for discussion andinput from staff and79

Office of the Commissioner for Public Employment Annual Report 2010-11 a calendar of each division’s meetingdates is shared across all areas so staffcan make arrangements to be included onagendas to share information.Equity and DiversityThe OCPE is committed to establishing aculturally competent, diverse and inclusiveorganisation that gives all employeesaccess to training opportunities, fair workingconditions and opportunities for promotion.2010-11 saw further implementation of theNTPS Indigenous Employment and CareerDevelopment Strategy 2010-2012 and theWilling and Able Strategy 2009-2012 amongstother initiatives that promote equity anddiversity.Equal Employment Opportunity PlanAn Equal Employment Opportunity (EEO)Plan was endorsed in November 2010. Itwas developed to promote and maintain afair and equal working environment where allemployees have the genuine opportunity toaccess employment and training opportunitiesfree from any real or perceived discriminatorypractices regarding race, gender, age,impairment, marital status, religious orpolitical beliefs or other non-merit-relatedconsiderations.The EEO Plan includes 20 initiatives that lookat a variety of ways in which the OCPE canmonitor its focus on diversity. These initiativesinclude areas such as recruitment andselection, cross-cultural awareness and careerprogression and are reported on and reviewedannually.Some of the current outcomes include: the OCPE Employee Welcome Packincludes links to the OCPE EEO Plan,IECDS 2010-2012 Strategy and Willingand Able Strategy 2009-12 two OCPE employees, Jenny Stephensenand Camille Lew Fatt, attended andpresented at the 2011 IndigenousLeadership Conference in Brisbane the OCPE actively promotes participationin the NTPS Employee Survey, whichcontains EEO employee information employees are encouraged to attendcultural awareness sessions with anumber of employees attending crossculturaltraining in the latter half of 2010 executive employees rate their capabilitiesand need to value diversity as part of thePerformance Management Review and refreshed and contemporary information onflexible work practices and work life balancefeatures in the new look intranet site.NAIDOC WeekThe OCPE encouraged all employees toparticipate in activities held to celebrateNAIDOC Week, which ran from 5 to 12 July2010. Activities supported by the OCPEincluded: family day at Marlows Lagoon youth art competition cinema events golf day cooking classes andNAIDOC marches and speeches.80

Our PeopleEqual Employment OpportunityCensus DayAn Equal Employment Opportunity CensusDay is held in June of each year whereemployees are encouraged to update theirpersonal information held in the payroll systemto provide accurate data that will better informfuture workforce development strategies.Disability DayOn 3 December 2010, the International Dayof People with Disability was celebrated torecognise the achievements, contributions andabilities of people with disability.As a result of fundraising activities, $600 wasraised for Autism Northern Territory.Figure 23 – Staff Equity and Diversity Trend 81

Office of the Commissioner for Public Employment Annual Report 2010-11Flexible Working ArrangementsThe OCPE values work-life balance andcurrently supports a number of family friendlyand flexible working arrangements that meetboth the needs of the OCPE and employees.These arrangements include part-time, flexiblework hours, and working from home.Seven OCPE employees are currentlyundertaking flexible working arrangements.Induction ProgramThe induction program covers all aspectsof employment conditions, the functioningpurpose of the OCPE, and internal policiesand procedures. Two OCPE inductionsessions were conducted throughout 2010-11.All inductees received a welcome pack and apresentation on the NTPS Code of Conduct.Learning and DevelopmentThe OCPE identifies learning anddevelopment needs of staff annually throughthe performance management process andhas participated in formal training programssuch as those provided by ANZSOG, the 360Degree Feedback process as well as internaltargeted programs and forums.The implementation of the OCPE Capabilityand Leadership Framework assists in thelearning and development process throughidentifying skill gaps in relation to: strengthening individual capabilities enhanced leadership skills andThe 2010-11 training calendar comprisedsuch development opportunities as Cross-Cultural Awareness training, Mental HealthAwareness in the Workplace sessions,OCPE induction, selection panel training,Appropriate Workplace Behaviours, Machineryof Government, Dealing with Difficult People,and Dealing with the Tough Stuff sessions.Attendance at local seminars and interstateconferences assisted staff to keep abreastof current and emerging trends in humanresource management issues.In 2010-11 the OCPE’s expenditure on trainingactivities was $85 201.Study AssistanceThe OCPE encourages employeedevelopment through tertiary study andsupports this through time off to attendlectures and final examinations, includingconsideration of reimbursement for completedunits.One employee was financially supported inher Bachelor of Psychology Studies during thereporting period.Early Career ProgramsGraduate Development ProgramThe Graduate Development Programprovides recent university graduates withwork experiences and challenges to developnew generations of employees whose ideas,ambition and leadership potential will helpshape the future of the NTPS.aligning individual values and behaviourswith OCPE values and behaviours.The OCPE participated in the NTPS GraduateProgram, with one graduate, Chris Chow(Bachelor of Business) completing the82

Our Peopleprogram in January 2011 and Trent Ovens(Bachelor of Commerce) commencing in May2011. Both worked in the Employee RelationsDivision.Reward and RecognitionThe OCPE fosters a culture of respect andrecognition, with personal achievements beingidentified regularly on the staff intranet site.Additionally, DCM holds an annual milestoneawards ceremony for employees who havegiven outstanding periods of service. The2010 ceremony saw nine employees receiveRecognition of Service certificates: 10 years: four employees 20 years: five employeesReviews and Inability orDiscipline AppealsNo formal grievances were lodged in thisreporting year.Employee Assistance ProgramThe Employee Assistance Program (EAP)provides a free professional and confidentialcounselling service for employees and theirimmediate family members.Six employees utilised the EAP service duringthe reporting period.IncidentsThere was one incident in 2010-11, which wasreported as a slip resulting in a slight back injury.Figure 24 – Number of Accidents/Incidents 83

Office of the Commissioner for Public Employment Annual Report 2010-11Workers’ CompensationThere were no new Workers’ Compensationclaims during the 2010-11 reporting period,and one ongoing claim was resolved.Figure 25 – Workers’ Compensation ClaimsWorker Compensation Claims 2009–10 2010–11Claims as at 1 July 1 1New claims 0 0Claims resolved 0 1Claims as at 30 June 1 0Cost of new claims $- $-Current financial year costs $5 453 $2 357Average new claim costs $- $-National Youth WeekPriorities for 2011-12The OCPE actively supports National YouthWeek – a celebration of youth allowingyoung people to get involved, have fun andparticipate in a variety of events and activities.A forum was held to promote the benefits ofvolunteer work in the Northern Territory, andprovide a useful pathway into volunteeringfor those interested. Guest speakers includedDominic Nicholls from Volunteering SA &NT and 2010 NT Young Achiever of the YearKevin Kardirgamar, as well as representativesfrom a variety of not-for-profit organisations.Strengthen leadership capability and buildinternal capacity.Ensure that the OCPE Values are anintegral part of ‘the way we do business’.Enhanced marketing of the OCPE as anemployer of choice.The OCPE entered two teams in a quiz nightevent held for Youth Week, whose theme was‘Own It’. One of these teams was successfulin winning the quiz.84

Financial ReportingFinancialReporting85

Office of the Commissioner for Public Employment Annual Report 2010-11inancial Statement O er ieor the year ended 30 une 2011.O er ieThe 2010-11 financial statements andnotes for the ffice of the Commissionerfor Public Employment the agency’ havebeen prepared on an accrual basis and areconsistent with the adoption of the Australianequivalent to the International inancialReporting Standards. The statements provideinformation on the operating statement,balance sheet, statement of changes in equityand cash flow statement of the agency for thefinancial year ended 30 une 2011.Operating StatementThe perating Statement provides informationon the financial performance of the agencyduring the year. The surplus or deficit for theyear is calculated by subtracting the expenseitems from the revenue items.igure 2 shows the agency’s financialperformance for the past three years.igure 2inancial Performance200 0000200 100002010 11000Re enue 7 413 7 217E penses 7 271 7 00 5Surplus 142 1 0 3 1

Financial ReportingIncomeThe agency was funded primarily throughoutput appropriation of $5.933 million.The agency also received revenue of$0.759 million for the sale of goods andservices being training and developmentprograms provided to other NTG agencieson a user-pays basis. Notional revenue forservices received free of charge from theDepartment of Business and Employmentfor services such as information technology,procurement and payroll services was alsorecognised ($0.524 million). This notionalrevenue is offset by notional expenditure tothe same value.Total income decreased by $1.671 million to$7.217 million. The majority of the decreaserelates to goods and services revenue, whichdecreased by $1.368 million.$1.247 million of the decrease is due toone-off revenue in 2009-10 for the PublicSector Reward, Innovation and DevelopmentProgram. A decrease of $0.233 million inoutput appropriation is predominantly due tothe Strengthening the Public Sector CareerMapping program that was funded in 2009-10but not this financial year.Figure 27 – Sources of Revenue 87

Office of the Commissioner for Public Employment Annual Report 2010-11ExpensesThe agency’s expenses are recognisedin three primary categories: employee,administrative and grants. In 2010-11, 51%of expenditure was related to employees,36% to administrative and the balance (13%)to grants. As represented in Figure 28,expenditure over the three years is trendingdown and in total has declined six percentbetween 2008-09 and 2010-11.Figure 28 – Expenses Employee ExpensesPersonnel expenses increased by$0.131 million to $3.484 million, which ismainly due to a three percent increasein salary from the 2010-2013 EnterpriseBargaining Agreement. Employee expenseshave decreased approximately six percentbetween 2008-09 and 2010-11. Despitethe slight increase in employee expensesover last year, the agency did not exceed itsapproved employee budget.Administrative ExpensesAdministrative expenses decreased by$0.109 million to $2.489 million. This is mainlydue to a decrease in expenditure in thefollowing areas:run by the agency ($0.108 million).Lookrukin expenses decreased by$0.079 million, Discovery expensesdecreased by $0.014 million and PublicSector Management Program expensesdecreased by $0.017 million.Goods and services free of charge of$0.065 million. This is a notional chargethat is offset by notional revenue.Information technology expenses of$0.110 million. Some of these savingsarose because the NTPS employeesurvey is undertaken once everytwo years and did not incur materialexpenditure during 2010-11.Training and study expenses forprofessional development programs88

Financial ReportingThe net decrease in administrative expenseswas offset by some areas of increasedexpenditure, such as a one-off increase infees for contracted services related to the jobevaluation scheme.Grants ExpensesGrants expenses decreased by$0.173 million to $0.883 million. Of the$0.173 million decrease, $0.140 million isdue to a drop in Remote WorkforceDevelopment grants as a result of aone-off reduction in agency demand.SurplusFor the year ended 30 June 2011, the agencyrecorded a surplus of $0.361 million. Theimproved result over the estimated budgetdeficit of $0.018 million is predominantlydue to savings of $0.382 million against theemployee expenditure budget due to somevacant positions within the agency.Balance SheetThe Balance Sheet provides a summary of theagency’s total assets and its liabilities.Figure 29 – Balance Sheet2008–09($ ‘000)2009–10($ ‘000)2010–11($ ‘000)ASSETS 1 382 3 215 3 609LIABILITIES (951) (886) (894)EQUITY 431 2 329 2 715AssetsDuring the 2010-11 financial year theagency’s total assets increased by$0.394 million to $3.609 million. The majorityof the increase is due to an increase incash and deposits of $0.456 million to$3.487 million. The $0.456 million increasein cash and deposits relates to savingsagainst the employee and grants budget.LiabilitiesTotal liabilities have increased marginally by$0.008 million to $0.894 million.89

Office of the Commissioner for Public Employment Annual Report 2010-11Statement of Changes in EquityThe Statement of Changes in Equity reportson movements in equity balances during theyear.Total equity increased by $0.386 million to$2.715 million in 2010-11. This was dueto an operating surplus of $0.361 millionand capitalisation of $0.025 million forrefurbishments for Harbour View Plaza.Cash Flow StatementThe Cash Flow Statement reports on totalcash payments and receipts made during thefinancial year.Overall, the agency increased its cash anddeposits by $0.456 million to $3.487 million.This was mainly due to unspent employeebudget of $0.382 million and unspent grantprogram funding of $0.200 million. This wasoffset by additional operating expenses of$0.126 million.Figure 30 – Cash Flows2008–09($’000)2009–10($’000)2010–11($’000)Cash at beginning of Year 668 1 190 3 031Net Movement 522 1 841 456Cash at End of Year 1 190 3 031 3 48790

Financial ReportingCertification of the FinancialStatementsWe certify that the attached financial statements for the Office of the Commissioner for PublicEmployment have been prepared from proper accounts and records in accordance with theprescribed format, the Financial Management Act and Treasurer’s Directions.We further state that the information set out in the Comprehensive Operating Statement, BalanceSheet, Statement of Changes in Equity, Cash Flow Statement and notes to and forming part of thefinancial statements, presents fairly the financial performance and cash flows for the year ended30 June 2011 and the financial position on that date.At the time of signing, we are not aware of any circumstances that would render the particularsincluded in the financial statements misleading or inaccurate.……….....................…………………………Mike Burgess……….....................…………………………Diem TangActing Commissioner for Public EmploymentActing Chief Financial Officer31 August 2011 31 August 201191

Office of the Commissioner for Public Employment Annual Report 2010-11Office of the Commissioner for Public EmploymentComprehensive Operating StatementAs at 30 June 2011INCOME NOTE 2011$’0002010$’000AppropriationOutput 5 933 6 166Sales of Goods and Services 4 759 2 127Goods and Services Received Free of Charge 5 524 589Other Income 1 6TOTAL INCOME 3 7 217 8 888EXPENSESEmployee Expenses 3 484 3 353Administrative ExpensesPurchases of Goods and Services 6 1 921 1 920Repairs and Maintenance 9 58Depreciation and Amortisation 9 35 31Other Administrative Expenses (1) 524 589Grants and Subsidies ExpensesCurrent 883 1 056TOTAL EXPENSES (2) 3 6 856 7 008NET SURPLUS/(DEFICIT) 361 1 880OTHER COMPREHENSIVE INCOMEChanges in Accounting Policies - -Correction of Prior Period Errors - -TOTAL OTHER COMPREHENSIVE INCOME - 1 880COMPREHENSIVE RESULT 361 1 880The Comprehensive Operating Statement is to be read in conjunction with the notes to the financial statements.1DBE notional service charges2Rounding discrepancy, refer to note 2 (e)92

Financial ReportingOffice of the Commissioner for Public EmploymentBalance SheetAs at 30 June 2011ASSETS2011$’0002010$’000Current AssetsCash and Deposits 7 3 487 3 031Receivables 8 33 31Prepayments - 74Total Current Assets (1) 3 520 3 135Non-Current AssetsProperty, Plant and Equipment 9 89 80Total Non-Current Assets 89 80TOTAL ASSETS 3 609 3 215LIABILITIESCurrent LiabilitiesPayables 10 (266) (246)Provisions 11 (405) (425)Total Current Liabilities (671) (671)Non-Current LiabilitiesProvisions 11 (223) (215)Total Non-Current Liabilities (223) (215)TOTAL LIABILITIES (894) (886)NET ASSETS 2 715 2 329EQUITYCapital (47) (22)Accumulated Funds (2 668) (2 306)TOTAL EQUITY (1) (2 715) 2 329The Balance Sheet is to be read in conjunction with the notes to the financial statements.1Rounding discrepancy, refer to note 2 (e).93

Office of the Commissioner for Public Employment Annual Report 2010-11Office of the Commissioner for Public EmploymentStatement of Changes in EquityFor the year ended 30 June 2011Equity at1 JulyComprehensiveresultTransactionswith owners intheir capacityas owners$’000Equity at30 June$’000$’000$’0002010–11Accumulated Funds 2 306 361 - 2 6682 306 361 - 2 668Capital - Transactions with Owners 22 22Equity InjectionsCapital Appropriation - - - -Equity Transfers In - - 25 25Other Equity Injections - - - -Specific Purpose Payments - - - -National Partnership Payments - - - -Commonwealth - Capital - - - -Equity WithdrawalsCapital Withdrawal - - - -Equity Transfers Out - - - -22 - 25 47Total Equity at End of Financial Year (1) 2 329 361 25 2 7152009–10Accumulated Funds 426 1 880 - 2 306426 1 880 - 2 306Capital - Transactions with Owners 5 - - 5Equity InjectionsCapital Appropriation - - - -Equity Transfers In - - 17 17Other Equity Injections - - - -Equity WithdrawalsCapital Withdrawal - - - -Equity Transfers Out - - - -5 - 17 22Total Equity at End of Financial Year (1) 432 1 880 17 2 329This Statement of Changes in Equity is to be read in conjunction with the notes to the financial statements.1Rounding discrepancy, refer to note 2 (e).94

Financial ReportingOffice of the Commissioner for Public EmploymentCash Flow StatementFor the year ended 30 June 2011NOTE2011$’0002010$’000CASH FLOWS FROM OPERATING ACTIVITIESOperating ReceiptsAppropriationOutput 5 933 6 166Receipts From Sales of Goods And Services 900 2 352Total Operating Receipts 6 833 8 518Operating PaymentsPayments to Employees (3 491) (3 381)Payments for Goods and Services (1 983) (2 239)Grants and Subsidies PaidCurrent (883) (1 056)Total Operating Payments (1) (6 357) (6 677)Net Cash From/(Used In) Operating Activities 12 476 1 841CASH FLOWS FROM INVESTING ACTIVITIESInvesting ReceiptsProceeds from Asset Sales - -Total Investing Receipts - -Investing PaymentsPurchases of Assets 9 (19) -Total Investing Payments (19) -Net Cash From/(Used In) Investing Activities (19) -CASH FLOWS FROM FINANCING ACTIVITIESFinancing ReceiptsEquity InjectionsCapital Appropriation - -Other Equity Injections - -Total Financing Receipts - -Financing PaymentsEquity Withdrawals - -Total Financing Payments - -Net Cash From/(Used In) Financing Activities - -Net Increase/(Decrease) in Cash Held 456 1 841Cash at Beginning of Financial Year 3 031 1 190CASH AT END OF FINANCIAL YEAR 7 3 487 3 031The Cash Flow Statement is to be read in conjunction with the notes to the financial statements.1Rounding discrepancy, refer to note 2 (e).95

Office of the Commissioner for Public Employment Annual Report 2010-11Office of the Commissioner for Public EmploymentNotes to the Financial StatementsFor the year ended 30 June 2011Index of Notes to the Financial Statements1. Objectives and Funding2. Statement of Significant AccountingPolicies3. Comprehensive Operating Statement byOutput GroupINCOME4. Sales of Goods and Services5. Goods and Services Received Free ofChargeEXPENSES6. Purchases of Goods and ServicesASSETSLIABILITIES10. Payables11. ProvisionsOTHER DISCLOSURES12. Notes to the Cash Flow Statement13. Financial Instruments14. Commitments15. Contingent Liabilities and ContingentAssets16. Events Subsequent to Balance Date17. Write-offs, Postponements, Waivers,Gifts and Ex Gratia Payments18. Schedule of Territory Items7. Cash and Deposits8. Receivables9. Property, Plant and Equipment96

Financial Reporting1. Objectives and FundingThe primary role of the OCPE is tosupport the Commissioner for PublicEmployment’s statutory employer role asdefined in the PSEMA. The Commissioneris also required to provide strategic andpolicy advice to support the Minister inachieving the Minister’s duties under thePSEMA.The OCPE has principal responsibility togovernment in the areas of public sectormanagement and industrial relations.The OCPE identifies emerging issues andprovides a strategic focus for developinga dynamic, highly skilled and motivatedpublic sector.Key functional responsibilities are:- providing sound and timely advice togovernment on all aspects of humanresource and industrial relations issuesaffecting the NTPS- supporting chief executive officers andagencies to develop and implementrelevant human resource managementpolicies and practices- representing the interests of theNorthern Territory Government inworkplace negotiations and tribunalhearings as the statutory employer- coordinating sector-wide executive andleadership development programs- resolving employee grievancesthrough appropriate review and appealmechanisms- developing and implementingcontemporary workforce managementpractices that position the NTPS as anemployer of choice, and ensuring it iswell placed to contribute to the socialand economic development of theTerritory.Additional information in relation tothe OCPE and its principal activities isdetailed earlier in the Annual Report.The agency is predominantly funded by,and is dependent on, the receipt of outputappropriations. However, it also generatesrevenue from the delivery of public sectormanagement and development programson a user-pays basis to other NT PublicSector agencies. The financial statementsencompass all funds through which theagency controls resources to carry onits functions and deliver outputs. Forreporting purposes, outputs delivered bythe agency are summarised into severalOutput Groups. Note 3 provides summaryfinancial information in the form of aComprehensive Operating Statementby Output Group. Information about theoutput groups is detailed earlier in theAnnual Report.2. Statement of Significant AccountingPoliciesa) Basis of AccountingThe financial statements havebeen prepared in accordance withthe requirements of the FinancialManagement Act and related Treasurer’sDirections. The Financial Management Actrequires the Office of the Commissionerfor Public Employment to prepare financialstatements for the year ended 30 Junebased on the form determined by the97

Office of the Commissioner for Public Employment Annual Report 2010-11Treasurer. The form of agency financialstatements is to include:(i) a Certification of the FinancialStatements(ii) a Comprehensive Operating Statement(iii) a Balance Sheet(iv) a Statement of Changes in Equity(v) a Cash Flow Statement(vi) applicable explanatory notes to thefinancial statements.The financial statements have beenprepared using the accrual basis ofaccounting, which recognises the effectof financial transactions and eventswhen they occur, rather than when cashis paid out or received. As part of thepreparation of the financial statements,all intra-agency transactions andbalances have been eliminated.Except where stated, the financialstatements have also been preparedin accordance with the historical costconvention.The form of the agency financialstatements is also consistent with therequirements of Australian AccountingStandards.b) Australian Accounting Standards andInterpretations Issued but not yetEffectiveAt the date of authorisation of thefinancial statements, the Standards andInterpretations listed below were in issuebut not yet effective.Standard/SummaryEffective for AnnualImpact on FinancialInterpretationReporting PeriodsStatementsBeginning on or AfterAASB 2010-4FurtherAmendmentsto AustralianAccountingStandards arisingfrom the AnnualImprovementsProject [AASB 1,7, 101 & 134 andInterpretation 13]Key amendmentsinclude clarificationof content ofstatement ofchanges in equity(AASB 101) andfinancial instrumentdisclosures(AASB 7)1 Jan 2011 Changes to equity arisingfrom changes to othercomprehensive income areno longer itemised in thereconciliation between theopening balance of equity tothe closing balance.An analysis of each itemof other comprehensiveincome is required either inthe statement of changes inequity or in the notes.Information relating tofinancial instruments heldby the OCPE better enablesusers to evaluate riskexposure.98

Financial Reportingc) Agency and Territory ItemsThe financial statements of the OCPEinclude income, expenses, assets,liabilities and equity over which the OCPEhas control (agency items). Certainitems, while managed by the agency, arecontrolled and recorded by the Territoryrather than the agency (Territory items).Territory items are recognised andrecorded in the Central Holding Authorityas discussed below.Central Holding AuthorityThe Central Holding Authority is the‘parent body’ that represents theGovernment’s ownership interest ingovernment-controlled entities.The Central Holding Authority also recordsall Territory items, such as income,expenses, assets and liabilities controlledby the Government and managed byagencies on behalf of the Government.The main Territory item is Territoryincome, which includes taxation androyalty revenue, Commonwealth generalpurposefunding (such as GST revenue),fines and statutory fees and charges.The Central Holding Authority also holdscertain Territory assets not assignedto agencies as well as certain Territoryliabilities that are not practical or effectiveto assign to individual agencies, suchas unfunded superannuation and longservice leave.The Central Holding Authority recognisesand records all Territory items, and assuch, these items are not included in theagency’s financial statements. However,as the agency is accountable for certainTerritory items managed on behalf ofGovernment, these items have beenseparately disclosed in note 18 - Scheduleof Territory Items.d) ComparativesWhere necessary, comparativeinformation for the 2009-10 financialyear has been reclassified to provideconsistency with current year disclosures.e) Presentation and Rounding of AmountsAmounts in the financial statements andnotes to the financial statements arepresented in Australian dollars and havebeen rounded to the nearest thousanddollars, with amounts of $500 or lessbeing rounded down to zero. This can, onoccasion, cause slight anomalies in thefinancial statement subtotals.f) Changes in Accounting PoliciesThere have been no changes toaccounting policies adopted in 2010-11 asa result of management decisions.g) Accounting Judgements and EstimatesThe preparation of the financial reportrequires the making of judgements andestimates that affect the recognisedamounts of assets, liabilities, revenuesand expenses and the disclosure ofcontingent liabilities. The estimates andassociated assumptions are based onhistorical experience and various otherfactors that are believed to be reasonableunder the circumstances, the resultsof which form the basis for makingjudgements about the carrying values ofassets and liabilities that are not readily99

Office of the Commissioner for Public Employment Annual Report 2010-11apparent from other sources. Actualresults may differ from these estimates.The estimates and underlyingassumptions are reviewed on an ongoingbasis. Revisions to accounting estimatesare recognised in the period in which theestimate is revised if the revision affectsonly that period, or in the period of therevision and future periods if the revisionaffects both current and future periods.Judgements and estimates that havesignificant effects on the financialstatements are disclosed in the relevantnotes to the financial statements. Notesthat include significant judgements andestimates are:• Employee Benefits – Note 2(s) andNote 11: Non-current liabilities inrespect of employee benefits aremeasured as the present value ofestimated future cash outflows basedon the appropriate Government bondrate, estimates of future salary andwage levels and employee periods ofservice.• Contingent Liabilities – Note 15: Thepresent value of material quantifiablecontingent liabilities are calculatedusing a discount rate based on thepublished 10-year Government bondrate.• Allowance for Impairment Losses– Note 2(n), 8: Receivables & 13:Financial Instruments.• Depreciation and Amortisation – Note2(k), Note 9: Property, Plant andEquipment.h) Goods and Services TaxIncome, expenses and assets arerecognised net of the amount of Goodsand Services Tax (GST), except where theamount of GST incurred on a purchaseof goods and services is not recoverablefrom the Australian Taxation Office (ATO).In these circumstances the GST isrecognised as part of the cost of acquisitionof the asset or as part of the expense.Receivables and payables are statedwith the amount of GST included. Thenet amount of GST recoverable from, orpayable to, the ATO is included as part ofreceivables or payables in the BalanceSheet.Cash flows are included in the CashFlow Statement on a gross basis. TheGST components of cash flows arisingfrom investing and financing activitiesthat are recoverable from, or payable to,the ATO are classified as operating cashflows. Commitments and contingenciesare disclosed net of the amount of GSTrecoverable or payable unless otherwisespecified.i) Income RecognitionIncome encompasses both revenue andgains.Income is recognised at the fair value ofthe consideration received, exclusive ofthe amount of GST. Exchanges of goodsor services of the same nature and valuewithout any cash consideration beingexchanged are not recognised as income.100

Financial ReportingGrants and Other ContributionsGrants, donations, gifts and other nonreciprocalcontributions are recognisedas revenue when the agency obtainscontrol over the assets comprising thecontributions. Control is normally obtainedupon receipt.Contributions are recognised at theirfair value. Contributions of services areonly recognised when a fair value canbe reliably determined and the serviceswould be purchased if not donated.AppropriationOutput appropriation is the operatingpayment to each agency for the outputsthey provide and is calculated as the netcost of agency outputs after taking intoaccount funding from agency income. Itdoes not include any allowance for majornon-cash costs such as depreciation.Commonwealth appropriation followsfrom the Intergovernmental Agreementon Federal Financial Relations, resultingin Special Purpose Payments andNational Partnership payments beingmade by the Commonwealth Treasury tostate treasuries, in a manner similar toarrangements for GST payments. Thesepayments are received by Treasury onbehalf of the Central Holding Authority andthen on-passed to the relevant agenciesas Commonwealth Appropriation.Revenue in respect of appropriationsis recognised in the period in which theagency gains control of the funds.Sale of GoodsRevenue from the sale of goods isrecognised (net of returns, discounts andallowances) when:• the significant risks and rewardsof ownership of the goods havetransferred to the buyer• the agency retains neither continuingmanagerial involvement to the degreeusually associated with ownership noreffective control over the goods sold• the amount of revenue can be reliablymeasured• it is probable that the economic benefitsassociated with the transaction will flowto the agency• the costs incurred or to be incurredin respect of the transaction can bemeasured reliably.Rendering of ServicesRevenue from rendering services isrecognised by reference to the stage ofcompletion of the contract. The revenue isrecognised when:• the amount of revenue, stage ofcompletion and transaction costsincurred can be reliably measured• it is probable that the economic benefitsassociated with the transaction will flowto the entity.Interest RevenueInterest revenue is recognised as itaccrues, taking into account the effectiveyield on the financial asset.101

Office of the Commissioner for Public Employment Annual Report 2010-11Goods and Services Received Free ofChargeGoods and services received free ofcharge are recognised as revenue when afair value can be reliably determined andthe resource would have been purchasedif it had not been donated. Use of theresource is recognised as an expense.Disposal of AssetsA gain or loss on disposal of assets isincluded as a gain or loss on the datecontrol of the asset passes to the buyer,usually when an unconditional contractof sale is signed. The gain or loss ondisposal is calculated as the differencebetween the carrying amount of theasset at the time of disposal and the netproceeds on disposal.Contributions of AssetsContributions of assets and contributionsto assist in the acquisition of assets, beingnon-reciprocal transfers, are recognised,unless otherwise determined byGovernment, as gains when the agencyobtains control of the asset or contribution.Contributions are recognised at the fairvalue received or receivable.j) Repairs and Maintenance ExpenseFunding is received for repairs andmaintenance works associated withagency assets as part of output revenue.Costs associated with repairs andmaintenance works on agency assets areexpensed as incurred.k) Depreciation and AmortisationExpenseItems of property, plant and equipment,including buildings but excludingland, have limited useful lives and aredepreciated or amortised using thestraight-line method over their estimateduseful lives.Amortisation applies in relation tointangible non-current assets withlimited useful lives and is calculated andaccounted for in a similar manner todepreciation.The estimated useful lives for each classof asset are in accordance with theTreasurer’s Directions and are determinedas follows:2011 2010Buildings 50 Years 50 YearsPlant and Equipment 5 Years 5 YearsAssets are depreciated or amortised fromthe date of acquisition or from the time anasset is completed and held ready for use.l) Interest ExpenseInterest expenses include interest andfinance lease charges. Interest expensesare expensed in the period in which theyare incurred.m) Cash and DepositsFor the purposes of the Balance Sheetand the Cash Flow Statement, cashincludes cash on hand, cash at bank andcash equivalents. Cash equivalents arehighly liquid short-term investments thatare readily convertible to cash.102

Financial Reportingn) ReceivablesReceivables include accounts receivableand other receivables and are recognisedat fair value less any allowance forimpairment losses.The allowance for impairment lossesrepresents the amount of receivablesthe agency estimates are likely to beuncollectible and are considered doubtful.Analyses of the age of the receivablesthat are past due as at the reportingdate are disclosed in an aging scheduleunder credit risk in Note 13 FinancialInstruments. Reconciliation of changes inthe allowance accounts is also presented.Accounts receivable are generally settledwithin 30 days and other receivableswithin 30 days.o) Property, Plant and EquipmentAcquisitionsAll items of property, plant and equipmentwith a cost, or other value, equal to orgreater than $10 000 are recognised inthe year of acquisition and depreciatedas outlined below. Items of property,plant and equipment below the $10 000threshold are expensed in the year ofacquisition.for as separate assets. The componentsmay be replaced during the useful life ofthe complex asset.Subsequent Additional CostsCosts incurred on property, plant andequipment subsequent to initial acquisitionare capitalised when it is probable thatfuture economic benefits in excess ofthe originally assessed performance ofthe asset will flow to the agency in futureyears. Where these costs representseparate components of a complex asset,they are accounted for as separate assetsand are separately depreciated over theirexpected useful lives.Construction (Work in Progress)As part of the financial managementframework, the Department of Constructionand Infrastructure (DCI) is responsiblefor managing general government capitalworks projects on a whole-of-governmentbasis. Therefore appropriation for allagency capital works is provided directly tothe DCI and the cost of construction workin progress is recognised as an asset ofthat Department. Once completed, capitalworks assets are transferred to the agency.The construction cost of property, plantand equipment includes the cost ofmaterials and direct labour, and anappropriate proportion of fixed andvariable overheads.Complex AssetsMajor items of plant and equipmentcomprising a number of components thathave different useful lives, are accounted103

Office of the Commissioner for Public Employment Annual Report 2010-11p) Revaluations and ImpairmentRevaluation of AssetsSubsequent to initial recognition, assetsbelonging to the following classes ofnon-current assets are re-valued withsufficient regularity to ensure that thecarrying amount of these assets does notdiffer materially from their fair value atreporting date:• land• buildings• infrastructure assets.Fair value is the amount for which anasset could be exchanged, or liabilitysettled, between knowledgeable, willingparties in an arms length transaction.Plant and equipment are stated athistorical cost less depreciation, which isdeemed to equate to fair value.The unique nature of some of the heritageand cultural assets may preclude reliablemeasurement. Such assets have not beenrecognised in the financial statements.Impairment of AssetsAn asset is said to be impaired whenthe asset’s carrying amount exceeds itsrecoverable amount.Non-current physical and intangibleagency assets are assessed for indicatorsof impairment on an annual basis. If anindicator of impairment exists, the agencydetermines the asset’s recoverableamount. The asset’s recoverable amountis determined as the higher of the asset’sdepreciated replacement cost and fairvalue less costs to sell. Any amountby which the asset’s carrying amountexceeds the recoverable amount isrecorded as an impairment loss.Impairment losses are recognised in theComprehensive Operating Statement.They are disclosed as an expenseunless the asset is carried at a re-valuedamount. Where the asset is measured ata re-valued amount, the impairment lossis offset against the Asset RevaluationSurplus for that class of asset to theextent that an available balance exists inthe Asset Revaluation Surplus.In certain situations, an impairment lossmay subsequently be reversed. Wherean impairment loss is subsequentlyreversed, the carrying amount of theasset is increased to the revised estimateof its recoverable amount. A reversal ofan impairment loss is recognised in theComprehensive Operating Statementas income, unless the asset is carried ata re-valued amount, in which case theimpairment reversal results in an increasein the Asset Revaluation Surplus.q) Leased AssetsLeases under which the Agency assumessubstantially all the risks and rewards ofownership of an asset are classified asfinance leases. Other leases are classifiedas operating leases.Finance LeasesFinance leases are capitalised. A leasedasset and a lease liability equal to thepresent value of the minimum leasepayments are recognised at the inceptionof the lease.104

Financial ReportingLease payments are allocated betweenthe principal component of the leaseliability and the interest expense.Operating LeasesOperating lease payments made atregular intervals throughout the term areexpensed when the payments are due,except where an alternative basis is morerepresentative of the pattern of benefitsto be derived from the leased property.Lease incentives under an operating leaseof a building or office space is recognisedas an integral part of the considerationfor the use of the leased asset. Leaseincentives are to be recognised as adeduction of the lease expenses over theterm of the lease.r) PayablesLiabilities for accounts payable and otheramounts payable are carried at cost whichis the fair value of the consideration to bepaid in the future for goods and servicesreceived, whether or not billed to theAgency. Accounts payable are normallysettled within 30 days.s) Employee BenefitsProvision is made for employee benefitsaccumulated as a result of employeesrendering services up to the reportingdate. These benefits include wages andsalaries and recreation leave. Liabilitiesarising in respect of wages and salariesand recreation leave and other employeebenefit liabilities that fall due within12 months of the reporting date areclassified as current liabilities and aremeasured at amounts expected to be paid.Non-current employee benefit liabilities thatfall due after 12 months of the reportingdate are measured at present value,calculated using the Government long termbond rate.No provision is made for sick leave, whichis non-vesting, as the anticipated patternof future sick leave to be taken is lessthan the entitlement accruing in eachreporting period.Employee benefit expenses arerecognised on a net basis in respect of thefollowing categories:• wages and salaries, non-monetarybenefits, recreation leave, sick leaveand other leave entitlements• other types of employee benefits.As part of the financial managementframework, the Central Holding Authorityassumes the long service leave liabilitiesof government agencies, including theOffice for the Commissioner of PublicEmployment and as such no long serviceleave liability is recognised in agencyfinancial statements.t) SuperannuationEmployees’ superannuation entitlementsare provided through the:• NT Government and Public AuthoritiesSuperannuation Scheme (NTGPASS)• Commonwealth SuperannuationScheme (CSS) or• non-government employee-nominatedschemes for those employeescommencing on or after10 August 1999.105

Office of the Commissioner for Public Employment Annual Report 2010-11The agency makes superannuationcontributions on behalf of its employeesto the Central Holding Authority ornon-government employee nominatedschemes. Superannuation liabilitiesrelated to government superannuationschemes are held by the Central HoldingAuthority and as such are not recognisedin agency financial statements.u) Contributions by and Distributions toGovernmentThe Agency may receive contributionsfrom Government where theGovernment is acting as owner of theagency. Conversely, the agency maymake distributions to Government.In accordance with the FinancialManagement Act and Treasurer’sDirections, certain types of contributionsand distributions, including those relatingto administrative restructures, havebeen designated as contributions by,and distributions to, Government. Thesedesignated contributions and distributionsare treated by the agency as adjustmentsto equity.The Statement of Changes in Equityprovides additional information in relationto contributions by, and distributions to,Government.v) CommitmentsDisclosures in relation to capital andother commitments, including leasecommitments, are shown at note 14 andare consistent with the requirementscontained in AASB 101, AASB 116 andAASB 117.Commitments are those contracted as at30 June where the amount of the futurecommitment can be reliably measured.106

Financial Reporting3. COMPREHENSIVE OPERATINGSTATEMENT BY OUTPUTNote Employee& IndustrialRelationsWorkforcePlanning &DevelopmentPromotion,Disciplinary andInability Appeals &Grievance ReviewsTotal2011 2010 2011 2010 2011 2010 2011 2010$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000INCOMEAppropriationOutput 2 738 2 849 2 568 2 715 627 602 5 933 6 166Sales of Goods and Services 4 - - 759 2 127 - - 759 2 127Goods and Services Received Free of Charge 5 289 339 166 179 69 71 524 589Other Income 1 3 - 2 - 2 1 6TOTAL INCOME 3 028 3 191 3 493 5 022 696 671 7 217 8 888EXPENSESEmployee Expenses 2 077 1 908 996 998 441 447 3 484 3 353Administrative ExpensesPurchases of Goods and Services 6 757 609 989 1 164 175 147 1 921 1 920Repairs and Maintenance 5 33 3 18 1 7 9 58Depreciation and Amortisation 9 19 17 11 10 5 4 35 31Other Administrative Expenses (1) 289 338 166 180 69 71 524 589Grants and Subsidies ExpensesCurrent 2 2 881 1 054 - - 883 1 056TOTAL EXPENSES 3 149 2 907 3 046 3 425 661 677 6 856 7 008NET SURPLUS/(DEFICIT) (2) (121) 284 447 1 598 35 (3) 361 1 880OTHER COMPREHENSIVE INCOMEChanges in Accounting Policies- - - - - - - -Correction of Prior Period Errors- - - - - - - -TOTAL OTHER COMPREHENSIVE INCOME - - - - - - - -COMREHENSIVE RESULT (121) 284 447 1 598 35 (3) 361 1 880This Comprehensive Operating Statement by Output Group is to be read in conjunction with the notes to the financial statements.1DBE notional service charges2Rounding discrepancy, refer to note 2 (e)107

Office of the Commissioner for Public Employment Annual Report 2010-112011$’0002010$’0004. Goods and Services RevenuePublic Sector Management Program 161 283Indigenous Workforce Development 53 91Willing and Able Strategy 335 349Discovery Program 63 135Public Sector Rewards and Innovation DevelopmentProgram- 1 247Chief Minister’s Awards 15 12Other 133 91Rounding discrepancy, refer to note 2 (e)759 (1) 2 1275. Goods and Services Received Free of ChargeCorporate and Information Services 524 589524 589108

Financial Reporting2011$’0002010$’0006. Purchases of Goods and ServicesThe net surplus/(deficit) has been arrived at after chargingthe following expenses:Goods and Services Expenses:Consultants (1) 387 302Advertising (2) - -Marketing and Promotion (3) 82 43Document Production 42 73Legal Expenses (4) 3 -Recruitment (5) 41 18Training and Study 85 193Official Duty Fares 36 34Travelling Allowance 12 21Property Costs 123 119Information Technology 163 215Agent Service Arrangements 613 572Motor Vehicle Expenses 53 60Audit Fees 1 -Other Charges 280 2701 921 1 920(1)Includes marketing, promotion and IT consultants.(2)Does not include recruitment advertising or marketing andpromotion advertising.(3)Includes advertising for marketing and promotion but excludesmarketing and promotion consultants’ expenses, which areincorporated in the consultants’ category.(4)Includes legal fees, claim and settlement costs.(5)Includes recruitment-related advertising costs.109

Office of the Commissioner for Public Employment Annual Report 2010-112011$’0002010$’0007. Cash and DepositsCash on Hand 1 1Cash at Bank 3 486 3 0303 487 3 0318. ReceivablesCurrentAccounts Receivable 2 10GST Receivables 31 21Total Receivables 33 319. Property, Plant and EquipmentBuildingsAt Fair Value 106 106Less: Accumulated Depreciation (106) (106)- -Plant and EquipmentAt Fair Value 308 265Less: Accumulated Depreciation (219) (185)89 80Total Property, Plant and Equipment 89 80Property, Plant and Equipment ValuationsThe fair value of these assets was determined based on any existing restrictions on asset use.Where reliable market values were not available, the fair value of the agency’s assets wasbased on their depreciated replacement cost.Impairment of Property, Plant and EquipmentThe agency’s property, plant and equipment assets are valued at original cost. No impairmenthas been recorded against these assets during the year.110

Financial Reporting9. Property, Plant and Equipment (continued)2011 Property, Plant and Equipment ReconciliationsA reconciliation of the carrying amount of property, plant and equipment at the beginning andend of 2010-11 is set out below:LandBuildingsInfrastructureConstruction(Work inProgress)Plant &EquipmentLeased Plant &EquipmentTotal$’000 $’000 $’000 $’000 $’000 $’000 $’000Carrying Amount as at1 July 2010- - - - 80 80Additions - - - - 19 19Depreciation - - - - (35) (35)Additions/(Disposals) fromAsset Transfers- - - - 25 25Carrying Amount as at30 June 2011- - - - 89 89111

Office of the Commissioner for Public Employment Annual Report 2010-119. Property, Plant and Equipment (continued)2010 Property, Plant and Equipment ReconciliationsA reconciliation of the carrying amount of property, plant and equipment at the beginning andend of 2009-10 is set out below:LandBuildingsInfrastructureConstruction(Work inProgress)Plant &EquipmentLeased Plant &EquipmentTotal$’000 $’000 $’000 $’000 $’000 $’000 $’000Carrying Amount as at1 July 2009- - - - 94 94Additions - - - - - -Depreciation (31) (31)Additions/(Disposals) fromAsset Transfers- - - - 17 17Carrying Amount as at30 June 2010- - - - 80 80112

Financial Reporting2011$’0002010$’00010. PayablesAccounts Payable 87 186Accrued Expenses 178 60Total Payables (1) 266 2461Rounding discrepancy, refer to note 2 (e)113

Office of the Commissioner for Public Employment Annual Report 2010-112011$’0002010$’00011. ProvisionsCurrentEmployee BenefitsRecreation Leave 303 301Leave Loading 32 29Other Employee Benefits 4 22Other Current ProvisionsFringe Benefits Tax 11 12Payroll Tax 37 37Superannuation 18 24405 425Non-CurrentEmployee BenefitsRecreation Leave 223 215223 215Total Provisions 628 640Reconciliations of Other Current ProvisionsFringe Benefits Tax as at 1 July 2010 12 9Additional Provisions Recognised 100 140Reductions Arising from Payments (101) (137)Fringe Benefits Tax as at 30 June 2011 11 12Payroll Tax as at 1 July 2010 37 38Additional Provisions Recognised 75 28Reductions Arising from Payments (75) (39)Payroll Tax as at 30 June 2011 37 37Superannuation as at 1 July 2010 24 23Additional Provisions Recognised 30 13Reductions Arising from Payments (36) (12)Superannuation as at 30 June 2011 18 24114The Agency employed 26.2 full-time equivalent (FTE) employees as at 30 June 2011(32 FTE employees as at 30 June 2010).

Financial Reporting2011$’0002010$’00012. Notes to the Cash Flow StatementReconciliation of CashThe total of agency cash and deposits of $3 487 454 recordedin the Balance Sheet is consistent with that recorded as‘cash’ in the Cash Flow Statement.Reconciliation of Net Surplus/(Deficit) to Net Cash From OperatingActivitiesNet Surplus/(Deficit) 361 1 880Non-Cash Items:Depreciation and Amortisation 35 31Changes in Assets and Liabilities:Decrease/(Increase) in Receivables (2) 68Decrease/(Increase) in Prepayments 74 (74)(Decrease)/Increase in Payables 20 (24)(Decrease)/Increase in Provision for Employee(6) (44)Benefits(Decrease)/Increase in Other Provisions (7) 3Net Cash From Operating Activities (1) 476 1 8411Rounding discrepancy, refer to note 2 (e)115

Office of the Commissioner for Public Employment Annual Report 2010-1113. Financial InstrumentsA financial instrument is a contract thatgives rise to a financial asset of oneentity and a financial liability or equityinstrument of another entity. Financialinstruments held by the OCPE includecash and deposits, receivables,payables and finance leases. TheOCPE has limited exposure to financialrisks as discussed below.(a) Categorisation of FinancialInstrumentsThe carrying amounts of the OCPE’sfinancial assets and liabilities bycategory are disclosed in the tablebelow.2011 2010$’000 $’000Financial AssetsCash and deposits 3 487 3 031Loans and receivables 33 31Financial LiabilitiesPayables (266) (246)116

Financial Reporting13. FINANCIAL INSTRUMENTS (Continued)(b)Credit RiskThe agency has limited credit riskexposure (risk of default). In respectof any dealings with organisationsexternal to government, the agencyhas adopted a policy of only dealingwith credit-worthy organisations andobtaining sufficient collateral or othersecurity where appropriate, as a meansof mitigating the risk of financial lossfrom defaults.The carrying amount of financial assetsrecorded in the financial statements, netof any allowances for losses, representsthe agency’s maximum exposure tocredit risk without taking into accountof the value of any collateral or othersecurity obtained.ReceivablesReceivable balances are monitoredon an ongoing basis to ensure thatexposure to bad debts is not significant.A reconciliation and aging analysis ofreceivables is presented below.Aging ofReceivablesAging ofImpairedReceivablesNetReceivables$’000 $’000 $’0002010-11Not Overdue 2 - 2Overdue for less than 30 days - - -Overdue for 30 to 60 days - - -Overdue for more than 60 daysTotal 2 - 22009-10Not Overdue 5 - 5Overdue for less than 30 days - - -Overdue for 30 to 60 days - - -Overdue for more than 60 days 5 - 5Total 10 - 10117

Office of the Commissioner for Public Employment Annual Report 2010-1113. Financial Instruments (continued)(c)Liquidity riskLiquidity risk is the risk that the agency will not be able to meet its financial obligations asthey fall due. The agency’s approach to managing liquidity is to ensure that it will alwayshave sufficient liquidity to meet its liabilities when they fall due.2011 Maturity analysis for financial assets & liabilitiesInterest BearingFixed orVariableLessthan aYear1 to 5YearsMorethan 5YearsNonInterestBearingTotalWeightedAverage$’000$’000$’000$’000$’000$’000%AssetsCash and- - - - 3 487 3 487 -depositsReceivables - - - - 33 33 -Total FinancialAssets:- - - - 3 520 3 520 -LiabilitiesPayables - - - - (266) (266) -Total FinancialLiabilities:- - - - (266) (266) -2010 Maturity analysis for financial assets & liabilitiesInterest BearingFixed orVariable$’000Lessthan aYear$’0001 to 5Years$’000Morethan 5Years$’000NonInterestBearing$’000Total$’000WeightedAverageAssetsCash and- - - - 3 031 3 031 -depositsReceivables - - - - 31 31 -Total FinancialAssets:- - - - 3 062 3 062 -LiabilitiesPayables - - - - (246) (246) -Total FinancialLiabilities:- - - - (246) (246) -%118

Financial Reporting13. Financial Instruments (continued)(d)Market RiskMarket risk is the risk that the fairvalue of future cash flows of a financialinstrument will fluctuate because ofchanges in market prices. It comprisesinterest rate risk, price risk andcurrency risk.i) Interest Rate RiskThe Office of the Commissioner forPublic Employment is not exposed tointerest rate risk as agency financialassets and financial liabilities are noninterestbearing.ii) Price RiskThe Office of the Commissioner forPublic Employment is not exposedto price risk as the Office of theCommissioner for Public Employmentdoes not hold units in unit trusts.iii) Currency RiskThe Office of the Commissioner forPublic Employment is not exposedto currency risk as the Office of theCommissioner for Public Employmentdoes not hold borrowings denominatedin foreign currencies or transactionalcurrency exposures arising frompurchases in a foreign currency.119

Office of the Commissioner for Public Employment Annual Report 2010-1113. Financial Instruments (continued)(e)Net Fair ValueThe fair value of financial instrumentsis estimated using various methods.These methods are classified into thefollowing levels:Level 1 – derived from quoted pricesin active markets for identical assets orliabilities.Level 2 – derived from inputs otherthan quoted prices that are observabledirectly or indirectly.Level 3 – derived from inputs notbased on observable market data.2011 TotalCarryingAmountNet FairValue Level1Net FairValue Level2Net FairValue Level3Net FairValueTotal$’000 $’000 $’000 $’000 $’000Financial AssetsCash and Deposits 3 487 3 487 - - 3 487Receivables 33 33 - - 33Total Financial Assets: 3 520 3 520 - - 3 520Financial LiabilitiesPayables (266) (266) - - (266)Total Financial Liabilities: (266) (266) - - (266)2010 TotalCarryingAmountNet FairValue Level1Net FairValue Level2Net FairValue Level3Net FairValueTotal$’000 $’000 $’000 $’000 $’000Financial AssetsCash and Deposits 3 031 3 031 - - 3 031Receivables 31 31 - - 31Total Financial Assets: 3 062 3 062 - - 3 062Financial LiabilitiesPayables (246) (246) - - (246)Total Financial Liabilities: (246) (246) - - (246)The net fair value of Level 1 financial instruments are based on quoted prices in active markets for identical assets orliabilities120

Financial Reporting2011$’0002010$’00014. Commitments(i)Operating Lease CommitmentsThe agency leases property under non-cancellableoperating leases expiring from one to four years. Leasesgenerally provide the agency with a right of renewal atwhich time all lease terms are renegotiated. The agencyalso leases items of plant and equipment under noncancellableoperating leases. Future operating leasecommitments not recognised as liabilities are payable asfollows:Within one year 13 17Later than one year and not later than five years 12 3925 5615. Contingent Liabilities andContingent AssetsThe Office of the Commissioner forPublic Employment had no knowncontingent liabilities or contingent assetsas at 30 June 2011 or 30 June 2010.17. Write-offs, Postponements, Waivers,Gifts and Ex Gratia PaymentsThe Office of the Commissioner forPublic Employment had no writeoffs,postponements, waivers, gifts orex gratia payments in 2010-11 and2009-10.16. Events Subsequent to Balance DateNo events have arisen between theend of the financial year and the dateof this report that require adjustmentto, or disclosure in, these financialstatements.18. Schedule of Territory ItemsThe Office of the Commissioner forPublic Employment did not have anyTerritory items (see Note 2(c))121

Office of the Commissioner for Public Employment Annual Report 2010-11122

AppendicesAppendices123

Office of the Commissioner for Public Employment Annual Report 2010-11Acronyms and AbbreviationsANZSOGAustralia and New ZealandSchool of GovernmentICTInformation and CommunicationTechnologyAPSCAustralian Public ServiceCommissionIECDSIndigenous Employment andCareer Development StrategyATOCECLFAustralian Taxation OfficeChief ExecutiveNTPS Capability andLeadership FrameworkILOIRJESInternational LabourOrganisationIndustrial RelationsJob Evaluation SystemCSSDCICommonwealthSuperannuation SchemeDepartment of Construction andInfrastructureMoUNAIDOCMemorandum of UnderstandingNational Aboriginal andIslanders Day ObservanceCommitteeDCMEAPEDRMDepartment of the ChiefMinisterEmployee Assistance ProgramElectronic Document RecordsManagementNTGNTGPASSNTPSNorthern Territory GovernmentNT Government and PublicAuthorities SuperannuationSchemeNorthern Territory Public SectorEEOFTEGSTHREqual Employment OpportunityFull-time EquivalentGoods and Services TaxHuman ResourceOCPEOH&SPSEMAOffice of the Commissioner forPublic EmploymentOccupational Health and SafetyPublic Sector Employment andManagement ActRWDRemote WorkforceDevelopment124

AppendicesBoards and Committees onwhich the OCPE is RepresentedNTPS Co-ordination CommitteeAsian Engagement Coordination GroupChief Executives Taskforce on IndigenousAffairsChild Safety and Well Being DirectorsNetworkPublic Sector Consultative CouncilPower and Water CorporationRemuneration and OrganisationCommitteeCross Jurisdiction Public Sector WorkforceResearch GroupDefence Reserves Support NT/KNTPS Strategic Workforce CommitteeExecutive Remuneration Review PanelNT Closing The Gap Coordination GroupWorkplace Relations Ministerial Council– Senior OfficialsInter Agency Working Group on MulticulturalemploymentPublic Service Commissioners’ConferenceIndigenous Economic DevelopmentTaskforceInternational Labour OrganisationTechnical Officers’ ForumFair Work Australia Research GroupAudit and Risk Management CommitteeHR Reporting Solutions Local ReferenceGroupInterdepartmental Committee onCorporate Taxation and SuperannuationNT Chapter of COAT (Council ofAustralasian Tribunals)Chief Finance Officers’ ForumInformation Officers’ User ForumPublic Sector Industrial RelationsDirectors’ ForumNTG Information Management CommitteeRecords Management Sub-CommitteeGovernment Skills Australia Public SectorJurisdictional Reference GroupInterdepartmental Committee forIndigenous Economic DevelopmentIndigenous Employment and CareerDevelopment Coordinators’ NetworkPublic Sector Management ProgramBoard of ManagementInter-jurisdictional Working Group onSurvey Design and AnalysisAustralia and New Zealand Schoolof Government (ANZSOG) Board ofDirectors – Territory RepresentativeNTG Information Management CommitteeNTPS Statistical Liaison CommitteeNational High Level Officials GroupFinance Managers ForumStrategic Workforce Issues Action Group(Alice Springs HR Group)Southern Region Coordination CommitteeAlice Springs Executive Co-ordinationCommitteeBarkly Coordination CommitteeRegional Counter Disaster CommitteeProcurement Review BoardNational Public Sector Appeal BoardsConferenceGovernment Skills Australia WorkforceDevelopment Reference Group125

Office of the Commissioner for Public Employment Annual Report 2010-11List of FiguresFigure 1 Number and Percentage of NTPS Promotions Appealed 45Figure 2 Summary of Promotion Appeals Statistics 45Figure 3 Outcomes of Section 59 Grievance Reviews 47Figure 4 Reasons for Section 59 Grievance Reviews 47Figure 5 Agency Level of Satisfaction with the Services Provided –Employee and Industrial Relations 53Figure 6Agency Level of Satisfaction with the Timeframes in whichServices were Provided – Employee and Industrial Relations 53Figure 7 Agency Level of Satisfaction with the Services Provided –Workforce Planning and Development 54Figure 8Agency Level of Satisfaction with the Timeframes in whichServices were Provided – Workforce Planning and Development 55Figure 9 Agency Level of Satisfaction with the Services Provided –Promotion, Disciplinary and Inability Appeals and Grievance Reviews 56Figure 10Figure 11Figure 12Agency Level of Satisfaction with the Timeframes in which Serviceswere Provided - Grievance Reviews Finalised within 3 Months 56Agency Level of Satisfaction with the Timeframes in which Serviceswere Provided - Promotion Appeals Finalised within 6 Weeks 57Agency Level of Satisfaction with the Timeframes in which Serviceswere Provided - Disciplinary and Inability Appeals Finalisedwithin 5 Months 57Figure 13 Organisational Structure 61Figure 14 Motor Vehicle Claims 67Figure 15 Workers’ Compensation Claims 67Figure 16 Snapshot at 30 June 2011 73Figure 17 Position Allocations Across the OCPE 74Figure 18 Gender by Classification 74Figure 19 Staffing by Classification 75Figure 20 Staffing by Age 75Figure 21 Staffing Profile of New Commencements 76126

AppendicesFigure 22 Staffing Profile of Separations 76Figure 23 Staff Equity and Diversity Trend 81Figure 24 Number of Accidents/Incidents 83Figure 25 Workers’ Compensation Claims 84Figure 26 Financial Performance 86Figure 27 Sources of Revenue 87Figure 28 Expenses 88Figure 29 Balance Sheet 89Figure 30 Cash Flows 90127

Office of the Commissioner for Public Employment Annual Report 2010-11Feedback FormWe welcome your feedback on the Office ofthe Commissioner for Public EmploymentAnnual Report 2010–11. Your comments andsuggestions will be used in the developmentof future reports.Please tick the relevant box to indicate how you rate the report.Excellent Good Satisfactory PoorOverall impressionPresentation and designEasy to read and understandContent/informationWhich areas of the report were most useful?................................................................................................................................................Does the report contain the information yourequired?Yes No........................................................................How do you think the report could beimproved?........................................................................................................................................................................................................................If no, please list suggested information to beincluded in future reports.........................................................................................................................................................................................................................Please indicate where you are from:NT GovernmentEducation or research institutionCommunity member or organisationIndustryOther State or Territory governmentPrivate sectorAustralian GovernmentPlease return your completed feedback sheet either by email, post, or facsimile to:Email: enquiries.ocpe@nt.gov.auPost: GPO Box 4371, DARWIN NT 0801Facsimile: 08 8999 4148128

AppendicesHow to Contact UsOffice of the Commissioner for Public EmploymentTop End4th Floor, Harbour View Plaza8 McMinn Street(cnr Bennett and McMinn Streets)Darwin NT 0800GPO Box 4371Darwin NT 0801Telephone: 08 8999 4282Facsimile: 08 8999 4148Email: enquiries.ocpe@nt.gov.auWeb: www.nt.gov.au/ocpeCentral Australia1st Floor, Alice PlazaTodd MallAlice Springs NT 0870PO Box 4037Alice Springs NT 0871Telephone: 08 8951 6402Facsimile: 08 8951 6406Email: enquiries.ocpe@nt.gov.auWeb: www.nt.gov.au/ocpePublic Sector Appeals & GrievanceReviewsGround Floor, Harbour View Plaza8 McMinn Street(cnr Bennett and McMinn Streets)Darwin NT 0800GPO Box 4371Darwin NT 0801Telephone: 08 8999 4129Facsimile: 08 8999 4199Email: pab.ocpe@nt.gov.augrievance.ocpe@nt.gov.auWeb: http://www.ocpe.nt.gov.au/appeals_reviews129