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Last updated: 28 May 1996
Implementation of EEO in the APS 1994-95
Please note: This document is for reference purposes only and is no longer considered by the APS Commission to be current. It may contain good practice advice and/or advice on the transitional arrangements between the 1922 and 1999 Public Service Acts.
Executive Summary
Introduction
One of the Government's key management reforms in the 1980s was to legislate the introduction of measures to combat discrimination and promote Equal Employment Opportunity (EEO) in the Australian Public Service (APS). In 1984, s22B of the Public Service Act 1922 formalised the Government's ongoing commitment to EEO.
In launching Equal Employment Opportunity: A Strategic Plan for the Australian Public Service for the 1990s (the EEO Strategic Plan) in May 1993, the Hon. Laurie Brereton MP., then the Minister for Industrial Relations and Minister Assisting the Prime Minister for Public Service Matters, linked the achievement of equity with management responsibility and described it as a key element in a professional, quality public administration, leading to improved efficiency and greater productivity.
Since the amendment of the Public Service Act in 1984, the APS has made steady progress in increasing the representation of EEO groups throughout its ranks, specifically women, Aboriginal and Torres Strait Islander people, people with disabilities, and people of non-English speaking background. The Government's EEO Strategic Plan sets key EEO objectives for APS departments and agencies to carry through to the Year 2000.
The Plan emphasises the collective responsibility of the APS for making further progress with EEO. Departmental secretaries and heads of agencies carry the major responsibility for EEO in their agencies and are accountable for EEO.
Nature of this report
This report, Implementation of Equal Opportunity in the Australian Public Service - Trends and Strategies, is the second of a series reporting annually on the progress agencies are making in EEO. The compilation of information for this report provides the Public Service and Merit Protection Commission (PSMPC) with a systematic way of analysing overall agency performance in EEO as well as the ability to make comparisons between agencies.
Chapter 2 of this report provides information about the level of representation and performance of agencies in each of the EEO groups; Chapter 3 presents the strategies and initiatives agencies are undertaking to increase the representation and/or improve conditions for employees in EEO groups; and Chapter 4 deals with progress made in EEO in regional offices.
Using a pro forma as a guide, similar to the one developed for the 1993-94 report, agencies provided information on the following:
- their performance against the Service-wide performance indicators set out in the EEO Strategic Plan;
- strategies used to achieve the objectives of the Plan and the effectiveness of these strategies (including regional operations); and
- best practice' activities.
They were also asked to provide, where possible, a draft of the EEO content for the Annual Reports.
The responses received covered 99% of APS staff. A list of responding and non-responding agencies is provided at Appendix A. Of the responding agencies, 74 are staffed under the Public Service Act, while the remaining 6 are statutory authorities which report to the Public Service Commissioner. This distinction is important to note when looking at the performance of the APS in each of EEO groups. For example, APS figures show that the Aboriginal and Torres Strait Islander Year 2000 indicator has already been met. These percentages do not apply to the 6 statutory authorities agencies that have provided information for this report.
Throughout this report, the term 'agency' will be used to refer generally to organisations which report to the Public Service Commissioner for EEO purposes under the Public Service Act. Much of the material contained in this report is based on statistical staffing data supplied by individual agencies. It is recognised that this is often an imperfect measure of an agency's determination to achieve good EEO progress, particularly where there is only a small number of staff involved. As such, it is recommended that readers exercise caution in drawing conclusions regarding small agencies on the basis of a single year's results.
It should also be noted that on the 16 December 1995, the Public Service Commission merged with the Merit Protection and Review Agency to form the Public Service and Merit Protection Commission (PSMPC).
Summary of findings
In general
- One hundred per cent of the agencies which provided information for this report had implemented general strategies or initiatives for EEO which were aimed at all staff.
- All of the responding agencies had addressed in some way, the issue of the elimination of workplace and sexual harassment.
- More attention needs to be paid to strategies that address the retention of staff for the EEO groups. Apart from the non-English speaking background group, the number of agencies which showed 'zero' representation in the EEO groups has increased since the 1993-94 reporting period.
Aboriginal and Torres Strait Islander people
Fourteen agencies have already achieved the Year 2000 objective of 2% representation, while twenty-seven agencies showed an increase in representation for this group. No more agencies had become involved in the Recruitment and Development Strategy this year, but 23% more agencies were recruiting or seeking to recruit Aboriginal and Torres Strait Islander cadets, trainees, graduates and/or base grade staff.
People with disabilities
There was a 30% increase in the number of agencies implementing strategies and/or initiatives for this group since the 1993-94 reporting period. Particular attention may need to be paid to these strategies and initiatives since 35 agencies experienced a decrease in representation, and a further nine agencies remained unchanged. However, twenty-seven agencies have already attained the Year 2000 objective of 5% representation and a further ten agencies have reached the 1995 objective of 4% representation.
People of non-English speaking background
The number of agencies involved in strategies and initiatives for this group has more than doubled between 1994 and 1995. This involvement has also covered a wider range of issues for non-English speaking background staff. This year, 32 agencies had an increase in representation of this group, but 34 agencies experienced a decrease. There is a need to look at what strategies are required to increase the representation of this EEO group. Currently, most of the strategies that have been implemented concentrate on the needs of non-English speaking background staff already employed.
Women in the SES
Thirty-four agencies increased their representation of women in the SES between 1994 and 1995, and although 33 agencies have already achieved the Year 2000 objective of 20% representation, this a decrease in the number of agencies which attained the objective last reporting year. The number of agencies that showed a 'zero' representation of this group also increased. However, these results do not necessarily reflect the amount of effort that has been put in by agencies for this group.
Women as Senior Officers Grade A or B and equivalents
A total of 59% of agencies have already attained or exceeded the Year 2000 objective of 28% representation, or the 1995 objective of 20%. These have both increased since last reporting period. The majority of agencies also had an increase in representation for this group - 32 agencies experienced an increase while 25 agencies had a decrease.
Achievements and Trends in EEO
Introduction
This chapter presents the information agencies provided about the representation of the EEO groups in their organisations. The information is predominantly in graphical form, and supported by discussions about agencies' performance in EEO between June 1994 and June 1995.
Performance has been measured against the EEO Strategic Plan indicators, which were set in order that progress with EEO in the Service as a whole could be reasonably judged to the Year 2000 and, for some groups to 1995. Percentage increases and decreases in the representation of the EEO groups has also been used to measure performance. In addition, comparisons have been made between the results reported on in the 1993-1994 Annual Implementation Report and the conclusions that have been drawn from this year's figures.
As stated earlier, it is sometimes difficult to make meaningful comparisons between very large and smaller sized agencies, especially in the case where the addition or subtraction of one staff member in a smaller agency can have dramatic effects on the overall percentage of staff employed in any one EEO group. This issue has been taken into account as much as possible during the analysis of this publication but it is still important to be aware of it and the limitations it may present.
Agencies were asked to indicate the number of staff who identified with each EEO group as a percentage of all permanent, temporary and total staff. All the information presented in this report is calculated on permanent employment figures as at June 30 1995. These figures provide a more accurate picture of EEO representation in the longer term, as information on temporary employment is often not well maintained or fluctuates markedly from year to year.
Some agencies did not provide, or were unable to separate, temporary and permanent figures for some of their EEO groups. However, the majority of these were able to provide figures representing the total number of staff employed as at June 1995. In order to recognise the agencies which achieved the Strategic Plan Indicators, or had an increase in representation of an EEO group in total figures, the names of these agencies and their results have been placed beneath the corresponding graphs in this chapter.
The categories of staff for which information was sought were:
- Aboriginal and Torres Strait Islander people;
- People with disabilities;
- People of non-English speaking background;
- Senior Executive Service staff who are women; and
- Senior Officer Grade A and B staff who are women.
The following results show that the EEO groups for which agencies were most successful in increasing their representation were the Aboriginal and Torres Strait Islander, and non-English speaking background groups. Sixty-three per cent and 50% of agencies in these groups respectively which had experienced an increase in the 1993-94 reporting period, continued to show steady increases between 1994 and 1995.
Agencies did not perform so well in the other EEO groups. These groups seem to be subject to fluctuations from one year to the next. Agencies that experienced increases last year, did not in general, maintain their position this year, and were replaced by other agencies. For the people with disabilities, women in the SES and women as Senior Officers Grades A and B groups, only 29%, 32% and 34% of agencies respectively, showed any kind of consistency by maintaining their position.
For each EEO group, at least 55% of the agencies which had attained or exceeded the Year 2000 indicator in 1994, managed to maintain their position in 1995. Those agencies which experienced a decrease in their EEO representation and which took them back below the Year 2000 indicators, may have to review their strategies and look at the reasons why they had a decrease in particular groups between 1994 and 1995.
Aboriginal and Torres Strait Islander people
EEO Strategic Plan indicator: Increase to 2% of APS employment by the Year 2000
Representation in the APS at June 1995: 2.06%
The information contained in this section shows mixed results. Graphs 1 and 2 give a picture of how well the responding agencies are performing to the Year 2000 indicators. Graph 1 is particularly interesting. Although the percentage of agencies which have reached or exceeded the Year 2000 indicator has increased since 1994, the percentage has also increased (and by a greater amount) in the 'zero' representation category. This could indicate that agencies are finding difficulty in retaining the Aboriginal and Torres Strait Islander staff they employ. Perhaps more emphasis needs to be placed on strategies to address this problem.
Overview
Of the 80 agencies providing information for this Report, 27 had an increase in representation of Aboriginal and Torres Strait Islander staff, 29 remain unchanged, 15 decreased, and 9 agencies did not provide the information required. A greater number of agencies had a decrease in representation and less agencies increased their representation since 1993-94 - a disappointing result.
Graph1: Of the responding agencies: representation of permanent staff who are Aboriginal and Torres Strait Islander people as at June 1994 and June 1995
Note: Eight agencies did not provide information for this EEO group
ie. 1994 - 4 agencies
1995 - 4 agencies
Graph 2: Agencies which have attained or exceeded the Year 2000 goal: Aboriginal and Torres Strait Islander people as a percentage of total permanent staff, June 1995
Graph 3 shows the agencies which have increased their representation for this EEO group as a percentage of all permanent staff. Graph 4 shows those agencies which have had a decrease in representation as a percentage of all permanent staff.
Graph 3: Agencies which have increased their representation of Aboriginal and Torres Strait Islander permanent staff, as a percentage of total permanent staff, June 1995
The above graph has been calculated using permanent employment figures of Aboriginal and Torres Strait Islander staff. The following agencies were only able to provide total figures for this EEO group (includes both permanent and temporary staff). Each had an increase in total representation since June 1994:
- AWM 0.6%
- COMCARE 0.3%
- DOD 0.2%
- ABS 0.1%
- ACS 0.1%
- ATO 0.1%
Graph 4: Agencies which have decreased their representation of Aboriginal and Torres Strait Islander permanent staff, as a percentage of total permanent staff, June 1995
People with disabilities
EEO Strategic Plan indicator: Maintain at 4% of APS employment to 1995
Increase to 5% of APS employment by the Year 2000
Representation in the APS at June 1995: 4.75%
Overview
Out of the 80 agencies included in this report, 24 increased their representation of this EEO group, nine remained the same, 35 decreased, and information was not available for 12 agencies. There has been an improvement in the number of agencies which had an increase in representation this year, however, more agencies showed a decrease since the 1993-94 reporting period.
Graphs 5 and 6 give an indication of how well agencies are performing to the Year 2000 indicator. Other results for this EEO group show little evidence of agency improvement in increasing the representation of people with disabilities or retaining them within the organisations. These findings strongly suggest that more attention needs to be paid to strategies for this group.
It is a good result though that 34% of agencies have already reached the Year 2000 indicator and that a further 12.5% have attained the goal for 1995. Continuing to implement strategies and initiatives for this group even though these goals have been attained, will assist agencies in maintaining these good results.
Graph 5: Of the responding agencies: representation of permanent staff who are people with disabilities as at June 1994 and June 1995
Note: Ten agencies did not provide information for this EEO group
ie. 1994 - 4 agencies
1995 - 6 agencies
Graph 6: Agencies which have exceeded or attained the Year 2000 goal: people with disabilities as a percentage of permanent staff, June 1995
Agencies which have exceeded or attained the Year 2000 goal for this EEO group as a percentage of total staff (includes permanent and temporary staff) as at June 1995:
- ATO 6.0%
- METEOROLOGY 5.5%
Graph 7 shows the agencies which have increased their representation for this EEO group as a percentage of all permanent staff. Graph 8 shows those agencies which have had a decrease in representation as a percentage of all permanent staff.
Graph 7: Agencies which have increased their representation of permanent staff with disabilities, as a percentage of total permanent staff, June 1995
Agencies which had an increase in total figures for people with disabilities representation
(includes permanent and temporary staff) since June 1994:
COMCARE 2.0%
ATC 1.4%
DOD 1.2%
Graph 8: Agencies which have decreased their representation of permanent staff with disabilities, as a percentage of total permanent staff, June 1995
People of non-English speaking background
EEO Strategic Plan indicator: Increase to 15% of APS employment by the Year 2000
Representation in the APS at June 1995: 14.71%
Overview
Out of the 80 responding agencies, although 32 agencies increased their representation, 34 decreased. A further two agencies had no change, while 12 agencies did not provide information. The number of agencies which have increased their representation of this EEO group has not changed markedly since the 1993-94 reporting period, while there has been an 8.3% increase in the number of agencies which have shown a decrease in representation for this group.
As mentioned earlier, 50% of those agencies which experienced an increase in representation from this group in 1994-95 maintained a steady increase in their representation for this EEO group in this reporting period. However, there has been a rise in the number of agencies which have decreased their representation for this group. The reasons behind these decreases should be investigated by the agencies concerned.
Graphs 9 and 10 show the performance of the responding agencies against the Year 2000 indicator. Graph 9 shows that 32.5% of agencies have already reached the Year 2000 indicator.
Graph 9: Of the responding agencies: representation of permanent staff who are people of non-English speaking background as at June 1994 and June 1995
Note: Eight agencies did not provide information for this EEO group
ie. 1994 - 2 agencies
1995 - 6 agencies
Graph 10: Agencies which have exceeded the Year 2000 goal: non-English speaking background staff as a percentage of permanent staff, June 1995
Agencies which have exceeded or attained the Year 2000 goal for this EEO group as a percentage
of total staff (includes permanent and temporary staff) as at June 1995:
ATO 21.4%
AC 17.6%
NCA 15.6%
Graph 11 shows those agencies which have increased their representation of this EEO group between June 1994 and June 1995 as a percentage of all permanent staff. Graph 12 shows those agencies which have had a decrease in representation as a percentage of all permanent staff.
Graph 11: Agencies which have increased their representation of permanent staff with non-English speaking backgrounds, as a percentage of total permanent staff, June 1995
Agencies which had an increase in total representation of non-English speaking background
staff (includes permanent and temporary staff) since June 1994:
DOD 0.7%
ACS 0.6%
COMCARE 0.4%
METEOROLOGY 0.2%
Graph 12: Agencies which have decreased their representation of permanent staff with non-English speaking backgrounds, as a percentage of total permanent staff, June 1995
Women in the SES
EEO Strategic Plan indicator: Increase to 15% by 1995
Increase to 20% of APS employment by the Year 2000
Representation in the APS at June 1995: 17.71%
Overview
Thirty-four out of the 80 agencies which provided information for this report increased their representation of women in the SES. Twenty-three agencies remained unchanged and 23 decreased their representation for this group. Between June 1994 and June 1995, the number of agencies which have increased their representation of women in the SES has risen by more than 10%, although the number that experienced a decrease has risen by just over 8%.
The above overview shows a good result in that just under half the agencies that provided information for this report have had positive outcomes in the employment of women in the SES. However, the following results show that there has actually been a decrease in the percentage of agencies which have attained the Year 2000 indicator and those which have achieved the indicator for 1995. It is unsettling also that the percentage of agencies in the 'zero' representation category has increased.
These results do not seem to be through lack of effort by agencies. Many agencies are now becoming involved in career development for women and/or are making special effort to give assistance to women, as can be seen in Chapter 3 of this publication.
Graphs 13 and 14 give a picture of the performance of the responding agencies to the Year 2000 indicators.
Graph 13: Of the responding agencies: representation of permanent staff who women in the SES as at June 1994 and June 1995
Note: In 1994, five agencies were unable to provide information for this EEO group
Graph 14: Agencies which have exceeded the Year 2000 goal: SES staff who are women as a percentage of total permanent SES staff, June 1995
Graph 15 shows the agencies which have increased their representation for this EEO group as a percentage of all permanent staff. Graph 16 shows those agencies which have had a decrease in representation as a percentage of all permanent staff.
Graph 15: Agencies which have increased their representation of women in the SES, as a percentage of total permanent SES staff, June 1995
Graph 16: Agencies which have decreased their representation of women in the SES, as a percentage of total permanent SES staff, June 1995
Women as Senior Officers Grade A or B and equivalents
EEO Strategic Plan indicator: Increase to 20% by 1995
Increase to 28% of APS employment by the Year 2000
Representation in the APS at June 1995: 23.38%
Overview
Out of the 80 agencies which provided information for this report, 32 agencies had an increase in representation of women in SOG A and B between June 1994 and June 1995. A further nine remained stable, 25 decreased, and 14 agencies did not provide the requested information. These results are down on the figures reported in the 1993-94 report, with a 4% drop in the number of agencies which increased their representation of women in Senior Officer levels and a 7% rise in the number of agencies that had a decrease in representation.
Graph 13 shows how well the responding agencies performed against the Year 2000 indicator and Graph 14 highlights those agencies which attained this goal. It is pleasing to see that the percentage of agencies that have achieved the 2000 goal has increased since 1994, as well as the percentage of agencies which attained the goal for 1995.
Graph 17: Of the responding agencies: representation of permanent staff who are women in Senior Officer Grades A and B as a t June 1994 and June 1995
Note: Ten agencies did not provide information for this EEO group
ie. 1994 - 2 agencies
1995 - 8 agencies
Graph 18: Agencies which have exceeded the Year 2000 goal: Senior Officers Grade A and B (or equivalent) who are women as a percentage of permanent staff at these levels, June 1995
As Senior Officer Grade A and Bs provide the feeder group for the SES, it is important that agencies show an increase in the number of women in this group. Graph 19 provides this information. Graph 20 shows those agencies which have had a decrease in representation as a percentage of total permanent Senior Officer staff.
Graph 19: Agencies which have increased their representation of permanent staff who are women in Senior Officer Grades A and B, as a percentage of total permanent Senior Officer staff, June 1995
Agencies which had an increase in total representation of women in Senior Officer A and
B levels (includes permanent and temporary staff) since June 1994:
ACS 10.6%
ATO 1.4%
TOURISM 5.3%
DAS 0.5%
METEOROLOGY 1.5%
DOD 0.4%
Graph 20: Agencies which have decreased their representation of permanent staff who are women in Senior Officer Grades A and B, as a percentage of total permanent Senior Officer staff, June 1995
Strategies and Initiatives for EEO
Introduction
This chapter describes the strategies and initiatives that have been implemented by agencies for each EEO group during 1994-95. Agencies were asked to comment on the effectiveness of these strategies, and where possible these comments have been included in the following pages. Examples of good practice and particular highlights of certain agencies are also provided in each section of this chapter to show what is being done well in other agencies and which approaches agencies feel are gaining results.
Also included in this Chapter is a section that reports on general strategies and initiatives. It deals with the issues of workplace and sexual harassment, agreements and consultation, and monitoring and reporting.
The PSMPC's Human Resource Management (HRM) Framework has been used as a structure for this section as per the format used in last year's report. This structure is a useful way of identifying where most of the activity is concentrated for each EEO group and, by omission, the HRM elements which may need more attention. Some of the names of the elements of the Framework have changed since last year. This year, the strategies and initiatives are grouped under the following headings:
- Human resource planning;
- Staffing practices;
- Remuneration and conditions;
- Performance management;
- Human resource development; and
- Working together.
Strategies and Initiatives for Aboriginal and Torres Strait Islander People
Overview
Out of the 80 agencies providing information for this report, 62 agencies indicated that they were implementing strategies specifically aimed at increasing the number of Aboriginal and Torres Strait Islander staff they recruited and retained. This result shows a 25% increase in the number of agencies implementing specific strategies for this group since the 1993-94 reporting period.
Human resource planning strategies
- Thirty-three agencies were continuing to implement, or working towards implementing, the Aboriginal and Torres Strait Islander Recruitment and Development Strategy. Of these, 13 agencies increased their proportion of staff in this EEO group. No more agencies have become involved in working towards implementing the Strategy since the 1993-94 report.
- Twenty-eight agencies were actively recruiting or seeking to recruit Aboriginal and Torres Strait Islander cadets, trainees, graduates and/or base grade staff. Thirteen of these agencies increased their proportion of staff in this EEO group between 1994 and 1995. The number of agencies reporting involvement in such recruitment has increased by 23% since the 1993-94 report.
- Eleven agencies reported that they were working towards the recognition of a number of identified positions, facilitating the recruitment of Aboriginal and Torres Strait Islander staff. Seven of these agencies showed an increase in representation of this EEO group.
- Seven agencies were providing work experience places, casual or vacation employment and/or were involved in study assistance schemes (secondary and/or tertiary) for Aboriginal and Torres Strait Islander people. Four of the agencies showed an increase in representation.
- Two agencies reported that they were researching Aboriginal and Torres Strait Islander employment issues.
Staffing practices strategies
- The number of agencies reporting that they were advertising jobs in Aboriginal and Torres Strait Islander newspapers, or using certain strategies to make positions more attractive and viable to Aboriginal and Torres Strait Islander people increased to 11 agencies from the three that were reported in the 1993-94 report. Of the 11 agencies, seven of these increased representation for this group.
- Three agencies reported that they included Aboriginal and Torres Strait Islander staff on selection committees. Two agencies showed an increase in representation, while the other agency saw no change.
Agency highlight
The CSIRO has taken a major initiative to market its Aboriginal and Torres Strait Islander Recruitment and Development Strategy. The promotion of a video entitled Getting Somewhere for use in schools and at career information programs, as well as the production of brochures and posters, are aimed at encouraging Aboriginal and Torres Strait Islander students to consider science as a career.
Human resource development strategies
- Nineteen agencies were conducting cross cultural training or awareness activities - an 11% increase on last year's figures. Six of the agencies showed an increase in representation.
- Fifteen agencies had developed a support network or mentor system for their Aboriginal and Torres Strait Islander staff. Seven of these increased their representation between 1994 and 1995. These results show a 11% increase on last year's figures.
- Five agencies noted that they participated in and promoted NAIDOC Week - an addition of one agency since 1993-94.
- Five agencies reported that they provided training and development specifically for Aboriginal and Torres Strait Islander staff. Of these, three increased their representation, one remained the same and one decreased. These figures see a 3.5% decrease in the number of agencies reporting to be involved in specific training for this EEO group since 1993-94.
- Four agencies mentioned that they encourage Aboriginal and Torres Strait Islander staff to participate on EEO committees, act in higher duties, or spend time in policy areas of the organisation. Two of these agencies increased their representation, one had no change and one decreased. These activities were not mentioned by agencies in the 1993-94 Annual Implementation Report.
Agency highlight
The Australian Taxation Office (ATO) implemented an Aboriginal and Torres Strait Islander Project which addressed issues such as Aboriginal And Torres Strait Islander recruitment, promotion, career development, retention, cultural awareness and the role of the National Aboriginal and Torres Strait Islander Co-ordinator. In addition, the ATO continues to implement the Aboriginal and Torres Strait Islander Recruitment and Development Strategy which has, among other things, resulted in the recruitment of two Aboriginal and Torres Strait Islander graduates and two Aboriginal and Torres Strait Islander Public Administration Trainees. Although there has only been a slight overall increase in representation of Aboriginal and Torres Strait Islander staff, the ATO plans to assess the effectiveness of the strategies currently in place as part of the ongoing monitoring and evaluation of the implementation of their new EEO Program.
Working together strategies
- Three agencies published an Aboriginal and Torres Strait Islander newsletter. All three of these agencies increased their representation of this EEO group.
- Three agencies had appointed an Aboriginal and Torres Strait Islander contact officer or co-ordinator. Only one agency increased their representation.
Good Practice
In 1994/1995, the Human Rights and Equal Opportunity Commission (HREOC) almost doubled its representation of permanent Aboriginal and Torres Strait Islander staff, taking them to 5.5% (3.5% above the Year 2000 indicator). The most impressive part of this result is that the increase in representation has been at different levels of the organisation including SOG B, Legal 1, ASO 6, ASO 3, ASO 1. The number of Aboriginal and Torres Strait Islander applicants for advertised vacancies also increased.
The implementation of a number of initiatives specifically aimed at the recruitment of Aboriginal and Torres Strait Islander staff is almost certainly linked to this good result. These initiatives include:
- identification of positions within the Commission (28 were identified);
- use of the Regional press to advertise vacancies, including the Aboriginal and Torres Strait Islander newspaper, The Koori Mail;
- recruitment of an Indigenous Recruitment Officer; and
- use of the Public Administration Trainee Scheme in order to recruit Aboriginal and Torres Strait Islander trainees.
Between June 1994 and June 1995, AUSAID retained 100% of the Aboriginal and Torres Strait Islander staff it had recruited, a result that is contributing to its steady increase in representation of Aboriginal and Torres Strait Islander people. This steady increase towards the Year 2000 indicator could also be linked to the implementation of a number of effective strategies and initiatives. These include:
- an Aboriginal and Torres Strait Islander Scholarship Scheme;
- a staff exchange scheme with the Aboriginal and Torres Strait Islander Commission (ATSIC) for the period of one year, at the ASO 5 level;
- support provided to indigenous staff to work with the recently launched Commonwealth Indigenous Network; and
- taking part in NAIDOC week activities and information sessions.
Strategies and Initiatives for People With Disabilities
Overview
Of the 80 agencies responding to the survey, 57 agencies indicated they were implementing strategies which were aimed at recruiting more people with disabilities or addressing the needs of those already employed. This result is a 30% increase in the number of agencies implementing specific strategies for this group since 1993-94.
Human resource planning strategies
- Eleven agencies are proposing to implement, have implemented, or are continuing to implement the Intellectual Disability Access Program. Four of these agencies increased the proportion of staff in this EEO group. The number of agencies taking part in this program has increased by 4% since the 1993-94 EEO reporting period.
- Four agencies reported that they had policies relating to, or were exploring the possibility of, employing people with disabilities under the Supported Wage System. The Department of Defence has already employed staff under this system and as a percentage of total staff, the level of representation increased for this EEO group.
- Five agencies noted that they had policies/guidelines for people with disabilities or had developed a Disability Action Plan, or strategies under the Commonwealth Disability Strategy.
- Three agencies were recruiting people with disabilities as Graduate Administrative Assistants or Public Administrative Trainees.
- Three agencies offered scholarship schemes for school students and/or work experience places. One agency had an increase, one a decrease, and information was not available for the other agency. The number of agencies offering scholarships and work experience has not changed since the last EEO reporting period.
- Three agencies provided places through Jobmatch. One agency had an increase, one a decrease, and information was not available for the other agency. The number of agencies using this process since 1993-94 increased by one.
Staffing practices strategies
- One agency reported that it advertises vacancies in Peak Disability Organisations. However, it had a decrease in representation for this group.
Agency highlight
During the past year, the Department of Defence (DOD) has actively pursued a number of strategies to work towards achieving their EEO objectives in regard to people with disabilities. The strategies they focused on in particular were those that would enable people with disabilities to compete for promotion and transfer and pursue careers as effectively as other staff, as well as those that would increase the representation of people with disabilities across all levels and structures of the Department on the basis of open competition on merit. DOD believes the strategies which best achieved their objectives included:
- the decision to reinvigorate, centrally fund and promote the Technical Equipment for Disabled Commonwealth Employees Program. This Program is designed to ensure that civilian staff with disabilities are provided with the technical equipment or workplace aids that would assist them in the performance of their current duties or facilitate advancement of their careers as opportunities occur; and
- participation in the Supported Wage System. DOD has employed two staff with disabilities under this scheme.
- providing work experience to people with disabilities.
Remuneration and conditions strategies
- Thirty-six agencies had made reasonable adjustments or had a policy for reasonable adjustment in place - an increase of 23% on the figures reported for last year's Annual Implementation Report. Thirteen of these agencies experienced an increase in staff with disabilities.
- Sixteen agencies said they had made access and mobility improvements for existing staff with disabilities as well as for potential future needs. Five of these agencies experienced an increase in representation. The number of agencies making these improvements increased by 11% between 1994 and 1995.
Human resource development strategies
- Fourteen agencies provided awareness training and activities for staff - an increase of six agencies providing such training since last year.
- Eight agencies provided special training for people with disabilities and/or ensured staff with disabilities had sufficient access to this training. This result is a 3% increase in the number of agencies providing this specialised training.
Working together strategies
- One agency appointed a Disability Contact Officer. This agency had an increase in representation of staff from this EEO group.
Good Practice
The Department of Human Services and Health (HSH) has implemented many strategies and initiatives for this EEO group with the objective of increasing the number of staff with disabilities employed in the Department, as well as retaining these staff and improving their existing working conditions.
Some of the activities and programs HSH has become involved in include:
- Intellectual Disability Access Program (IDAP) - resulting in the employment of eight staff under the IDAP provisions as at June 1995;
- Supported Wage System - this is a new Commonwealth program to provide support for some people who are unable to work at full award wages as a result of their disability. HSH will be promoting this program throughout the Department in 1995-1996;
- various training programs designed specifically for people with disabilities including 'Winning Jobs in the APS' and 'Focus on Ability';
- deafness awareness sessions;
- training in sign language for staff as part of their Reasonable Adjustment policy;
- internal networks used to maintain regular contact with staff with a disability and to discuss common issues, share information and support each other;
- production of resource kits, pamphlets, case studies to increase awareness in disability issues;
- information seminars held on the Disability Discrimination Act 1992 to inform managers of the legislation, the Department's responsibilities under the Act; and
- continuing to provide special equipment and interpreting services under the principle of 'reasonable adjustment'.
Strategies and Initiatives for People of Non-English Speaking Background
Overview
Of the 80 agencies providing information for this report, 49 agencies indicated that they had strategies in place for this EEO group. Similar to the findings of the 1993-1994 Annual Implementation Report, most of the strategies address the needs of staff already employed, although more are now indicating involvement in strategies that are aimed at increasing representation.
There has been a dramatic improvement in the number of agencies implementing strategies for this EEO group, the figures having more than doubled from the 23 agencies that reported on their strategies last year. However, since 34 agencies showed a decrease in representation as opposed to the 32 that experienced an increase for this group (as reported in Chapter 2, page 11) it will be necessary to see an improvement in the numbers of non-English speaking background staff who are being employed by agencies before this result is highlighted.
It is encouraging nonetheless that an increasing number of agencies are becoming more involved and active about non-English speaking background issues. It is promising also that the strategies and initiatives that were reported on this year cover a much wider range of issues than in 1994, indicating that agencies are taking a more rounded approach to addressing the needs of this group.
Human resource planning strategies
- Five agencies mentioned that they had guidelines/policies in place for non-English speaking background staff, or that the Corporate Plan recognised diversity as an important element. Only one agency showed an increase in representation for this EEO group.
- Four agencies reported they were recruiting people of non-English speaking backgrounds as graduates and/or trainees. However, two of these decreased, one remained the same, and information was not provided for the other agency.
- Four agencies said they were paying particular attention to recruiting from non-English speaking background groups and had used referrals such as the Commonwealth Employment Service based non-English speaking background unit. Of these, two increased and two decreased their representation for this EEO group.
Agency highlight
The Department of Primary Industries and Energy placed significant emphasis in 1994-1995 on the needs of staff from non-English speaking backgrounds. Strategies have included the formation of a Language and Cultural Skills Register, the establishment of a 'Quiet Room' for prayer and meditation which is available to all members of staff, provision of intensive pronunciation classes, and continued support of their Workplace English Tutor Scheme.
Performance management strategies
- Fifteen agencies reported that they valued and promoted linguistic skills and three of these agencies mentioned that they achieved this through the Community Language Allowance. Three of the 15 agencies showed an increase in representation of staff from this EEO group.
- Twelve agencies indicated that they ensured they had non-English speaking background staff of selection advisory panels and/or that they were endeavouring to make managers and supervisors aware of non-English speaking background issues.
- Nine agencies had either set up a register of volunteer interpreters from within the organisation or were making use of the diverse skills of their staff in other ways.
Human resource development strategies
- Seventeen agencies provided cross cultural awareness training or activities - an addition of eight agencies since the 1993-94 report. Five of these agencies showed an increase in representation.
- Nine agencies offered career development training for this EEO group. This figure has not changed since the last EEO reporting period. All of these agencies increased their proportion of staff in this group.
- Six agencies had established support networks for their non-English speaking background staff, or provided support during recruitment processes as required. Two increased, two decreased and information was not available for two.
Good Practice
The Department of Immigration and Ethnic Affairs (DIEA) continues to implement good practice through strategies and initiatives such as:
- focusing on the provision of training and work experience for non-English speaking background staff under the Public Administrative Traineeship Scheme - 21 non-English speaking background trainees were given such opportunities in 1994-1995;
- promoting 'productive diversity' through a review of the Community Language Allowance - staff interest in applying for language testing increased;
- the development of an eighth competency, Cultural Understandings, as part of their strategic plan - it aims to improve cultural competency across DIEA to ensure that the full potential of staff is maximised for the benefit of clients, staff and the attainment of corporate and Government objectives; and
- the 1995-1998 draft EEO Plan - one issue the Plan proposes to address is the need to even out the representation of non-English speaking background staff through the classifications.
Strategies and Initiatives for Women
Overview
Out of the 80 agencies providing responses for this report, 53 agencies reported that they had strategies in place for women. The majority of these agencies indicated that the strategies they were implementing supported and encouraged work and career-oriented activities for women. Only a few agencies mentioned strategies that were geared towards increasing the representation of women in their organisations. This year, 27% more agencies implemented strategies specifically for women.
Human resource planning strategies
- Four agencies noted that they were conducting research into women's employment issues. All have women in the SES. In the Senior Officer Grades A and B, two had increases in representation, one had a decrease and information was not provided for the other agency.
Remuneration and conditions strategies
- Five agencies mentioned that they have permanent part time work options and/or have implemented other family initiatives. Four of these have women in the SES. For Senior Officers A and B, two agencies had an increase.
Agency highlight
In 1994-95 the Attorney General's Department increased their representation of women both in the SES and as Senior Officers Grade A and B. They implemented a number of strategies and took part in activities during this time. These included:
- the establishment of a women's networking group and as a result, the formation of sub-committees to focus on Career Development, Parenting, Communication with Management and Networking;
- a gender issues day; and
- extensive marketing of training and development opportunities such as Senior Women in Management, Executive Development Scheme, Management Training, and Post Graduate Study Awards throughout the Department.
Performance management strategies
- Thirteen agencies said they ensured gender equality in training, board representation and selection committees. Eleven of these agencies have women in the SES. Only four of them increased their representation of Senior Officers A and B who are women.
- Four agencies reported that they promote understanding of and take action to eliminate discrimination against women - two more agencies since the 1993/1994 Annual Implementation Report. All of these agencies have women in the SES. For Senior Officers A and B, two agencies increased their representation, one remained unchanged (at 100%), and information was not available for the other agency.
Agency highlight
The Department of Industry Science and Technology (DIST), has undertaken a wide range of initiatives and activities for this EEO group. The Department partially funded an SES staff member to travel to Canada to explore work and family issues under the Senior Executive Fellowship. It also ensures women are well represented on Committees, has a Women's network, and encourages and funds attendance at seminars during International Women's Week and throughout the year. DIST also uses external development programs such as Senior Women in Management and the Executive Development Scheme and is exploring alternate working arrangements as well as implementing structured career development for ASO 5 - SOG A officers.
Human resource development strategies
- Twenty-eight agencies are involved in career development programs for women such as SPRINGBOARD, SWIM and EDS. Eleven of these increased the representation of women in the SES, and eleven increased their representation of Senior Officers A and B who are women.
- Seventeen agencies provided mentor and network support for women and/or provided special assistance for women. Sixteen of these agencies have women in the SES. Eight increased representation at the Senior Officer Grade A and B level.
- Six agencies indicated that they take part in gender issues days, women's forums and focus groups and events such as International Women's Day. All six have women in the SES. For Senior Officers A and B, four increased their representation.
- Eleven agencies reported that they encourage women to attend internal and external training. Nine have women in the SES and five have increased their representation of women at the Senior Officers Grade A and B level.
Good Practice
The result of extensive research into women's issues has prompted the Department of Finance (DOF) to undertake many initiatives to address the disproportionate representation of women at the SES and SOG A and B levels. The initiatives address cultural, operational and procedural issues affecting women in the Department. Some of these initiatives include:
- supporting an annual Senior Women's Conference - run over two days, it covers a range of issues relevant to women and their career development;
- involvement in a Women's Network Committee which meets monthly to provide an opportunity to network and arrange information seminars and functions;
- conducting a Work and Family Life Survey to assess the needs of staff in this area;
- the establishment of a Carer's Room in central and one regional office - this room is designed to assist staff in balancing work and family commitments;
- the development of a permanent part-time and home based work policy - two applications for home based work have been approved; and
DOF will evaluate the effectiveness of these measures after 12 months.
General strategies and initiatives
Overview
All of the 80 agencies which provided information for this report indicated they were implementing general strategies and initiatives for EEO which were aimed at all staff during the reporting period.
This section looks at some of the issues which appeared to have had the strongest focus in agencies during this reporting year. It also discusses some of the observable changes that occurred. While activities to promote EEO in a general way were widespread, it is not clear which activities had positive results for EEO groups. However, the positive improvements and the increase in general EEO awareness are promising results nonetheless.
This section focuses on:
- Workplace and sexual harassment;
- Agreements and consultation; and
- Monitoring and reporting.
Workplace and sexual harassment
Workplace and sexual harassment was an important issue for most agencies and in most cases, has been addressed as a specific subject; either separately, or as part of more general EEO strategy. The size of the agency appears to be the major factor directing the approach. For this reason both ways are reported on.
The main categories of activities agencies became involved in were:
- developing and promulgating policies and guidelines for the staff;
- establishing a network of contact officers which were either EEO contact officers or specific workplace and sexual harassment contact officers;
- consciously promoting a workplace free of harassment and the understanding of EEO principles through training for all staff; and
- implementation of specialist EEO training initiatives such as EEO forums and workshops.
Key issue
All 80 agencies were implementing some or all of these strategies to eliminate workplace and sexual harassment in 1994-1995.
The results of these activities appear to have been positive:
- 54 agencies reported improvements in awareness and understanding of EEO including its benefits and the resolution process for workplace harassment incidents;
- 12 agencies reported that the above strategies have resulted in successful resolution of grievances; and
- 36 agencies indicated that, as result of the efforts to educate staff about harassment matters, there has been a reduction in grievances, or no grievances registered at all.
Agreements and consultation
Thirty agencies reported that they regularly consult with staff and/or unions on EEO issues. Briefings on EEO to committees and EEO as a standing item on the Senior Management Agenda were also mentioned.
Thirty-two agencies indicated that EEO was being considered and/or monitored in Workplace Bargaining, while twenty-two agencies reported that EEO was included as part of their management performance agreements.
The sizeable number of agencies addressing EEO in their Workplace Bargaining Agreements and/or their performance agreements, as well as consulting on EEO issues, is a good result.
Monitoring and Reporting
Awareness about the importance of monitoring and reporting accurate EEO data seems to be high among the agencies which contributed to this report. In fact, 79% of the agencies indicated that they had implemented strategies to improve the quality of their data. Methods of data collection such as requesting EEO information at induction and/or training programs is just one of the ways agencies indicated that they have approached the need to obtain more accurate and complete data. Many of these agencies noted that this was an efficient and successful way of reaching a large number of staff.
Other significant initiatives were:
- forty-eight agencies reported on strategies to encourage their staff to provide EEO data and/or maintain existing data;
- twenty-six agencies mentioned they were identifying the problems in, or were improving, their data management information systems; and
- thirty-two agencies reported that their agency published EEO data, or that they collect additional EEO information through the undertaking of various research projects.
Some positive outcomes reported by agencies were:
- a better idea of the composition of staff; and
- an increased percentage of staff with EEO data.
Focus on EEO in Regional Offices
Overview
Of the 66 agencies which have regional staff and which responded to this Report, 38 agencies indicated that they were implementing strategies aimed at promoting EEO in their regional offices. The number of agencies reporting on strategies has decreased since last year's report.
Agencies were asked to report on the activities they are undertaking to support EEO in regional offices. This chapter focuses on these activities and also includes agency highlights and an example of good practice.
1994-1995 strategies and initiatives
- Twenty agencies have introduced training and development for EEO in the Regions and/or have conducted EEO awareness raising activities. The number of agencies involved in these activities has remained unchanged since 1993-1994.
- Nineteen agencies have established a regional EEO and/or workplace and sexual harassment network.
- Nine agencies reported that they have a strategic supportive framework for EEO and/or have developed and implemented Local Action Plans.
- Nine agencies reported that communications with the regions had improved. Some examples
of good communication between central and regional offices were:
- six-monthly reporting to National Office on progress against Local Action Plans;
- twice yearly visits to Central Office for meetings of EEO Liaison Officers and visits by the SEREEO and EEO co-ordinator to discuss EEO and harassment issues; and
- provision of information, guidance and advice by Central Office.
- Eight agencies consulted with regional staff to obtain their views/input on EEO - an increase of four agencies reporting this since last year.
- Four agencies have introduced family initiatives. In these agencies, the initiatives
have led to:
- an application for home based work being approved in a regional office;
- the investigation, development and review of appropriate local strategies in relation to child care;
- staff surveys on family care needs conducted in the regions; and
- support provided for a family open day which included the marketing of flexible work practices and family friendly policies.
- Four agencies devolved the responsibility for EEO to regional offices. Positive outcomes
were reported by two of these agencies. They commented that:
- a Post Evaluation Review to rate the effectiveness of the EEO Sub-Programs and Implementation Reports of the regions, saw seven out of eight offices receive a 'Fully Effective' rating, while the remaining office was rated as 'Adequate'; and
- EEO activities are now relevant to the each particular region.
Agency highlights
The Department of Defence has pursued a strategy aimed at ensuring adequate human resources are in place to support EEO in regional offices. At the operational level, each region has an EEO co-ordinator, who promotes EEO policies and programs regionally. There are also networks of EEO Contact Officers who act as the first point of reference for local managers.
The Australian Taxation Office (ATO) has 26 Branch offices located in four designated regions. Each Branch office and region has implemented different strategies and initiatives according to local priorities and needs. The strategies have helped to raise the profile of EEO in the regions and have been an integral part of the ATO's implementation of service-wide EEO objectives.
Good Practice
Attention to EEO issues throughout the Office of the Commonwealth Director of Public Prosecutions (DPP) is an ongoing process, with each regional office approaching EEO in a way that is most applicable to them. Some of the activities implemented by the regions include:
- integrating EEO principles into recruitment and training which is complemented by specific initiatives and awareness sessions on a needs basis;
- promotion of EEO through the distribution of EEO material;
- consideration of EEO issues in the development and implementation of personnel management programs such as Industrial Democracy; and
- regular attendance by the Personnel Officer at the EEO Co-ordinator Network meetings.
Staff and outside applicants in EEO groups are strongly represented amongst successful candidates for promotion and appointment in DPP. Between July 1994 and June 1995, 90.9% of those appointed or promoted were from EEO groups in the NSW region. DPP also reports that staff have continued to show a greater understanding of EEO issues through their increasingly positive attitude towards EEO and its objectives.
Appendix A : List of responding agencies
- Aboriginal Hostels Limited AHL
- Aboriginal and Torres Strait Islander Commission ATSIC
- Administrative Appeals Tribunal AAT
- Affirmative Action Agency AAA
- Albury-Wodonga Development Corporation AWDC
- Attorney-General's Department A-G's
- Australia Council AC
- Australian Agency for International Development AUSAID
- Australian Broadcasting Authority ABA
- Australian Bureau of Statistics ABS
- Australian Customs Service ACS
- Australian Electoral Commission AEC
- Australian Federal Police AFP
- Australian Film Commission AFC
- Australian Hearing Services AHS
- Australian Industrial Registry AIR
- Australian Institute of Aboriginal and Torres Strait Islander Studies AIATSIS
- Australian Institute of Marine Science AIMS
- Australian Maritime Safety Authority AMSA
- Australian National Audit Office ANAO
- Australian National Maritime Museum ANMM
- Australian National Training Authority ANTA
- Australian Nature Conservation Agency ANCA
- Australian Nuclear Science and Technology Organisation ANSTO
- Australian Securities Commission ASC
- Australian Security Intelligence Organisation ASIO
- Australian Taxation Office ATO
- Australian Telecommunications Authority AUSTEL
- Australian Tourist Commission ATC
- Australian Trade Union Training Authority TUTA
- Australian War Memorial AWM
- Bureau of Meteorology METEOROLOGY
- Comcare Australia COMCARE
- Commonwealth Scientific and Industrial Research Organisation CSIRO
- Commonwealth Superannuation Administration CSA
- Defence Housing Authority DHA
- Department of Administrative Services DAS
- Department of Communications and the Arts DCA
- Department of Defence DOD
- Department of Employment, Education and Training DEET
- Department of Environment, Sport and Territories DEST
- Department of Finance DOF
- Department of Foreign Affairs and Trade DFAT
- Department of Housing and Regional Development HARD
- Department of Human Services and Health HSH
- Department of Immigration and Ethnic Affairs DIEA
- Department of Industrial Relations DIR
- Department of Industry, Science and Technology DIST (incl AIPO)
- (includes Australian Industrial Property Organisation)
- Department of Primary Industries and Energy DPIE
- Department of Prime Minister and Cabinet PM&C
- Department of Social Security DSS
- Department of the Senate SENATE
- Department of Tourism TOURISM
- Department of Transport TRANSPORT
- Department of Veterans Affairs DVA
- Department of the House of Representatives H.REPS
- Department of the Parliamentary Reporting Staff PRS
- Department of the Treasury TREASURY
- Family Court of Australia FAMILY COURT
- Great Barrier Reef Marine Park Authority GBRMPA
- High Court of Australia HIGH COURT
- Human Rights and Equal Opportunity Commission HREOC
- Immigration Review Tribunal IRT
- Industry Commission IC
- Insurance and Superannuation Commission I&SC
- Joint House Department JOINT HOUSE
- Merit Protection and Review Agency MPRA
- National Capital Planning Authority NCPA
- National Crime Authority NCA
- National Food Authority NFA
- National Gallery of Australia NGA
- National Library of Australia NLA
- Office of National Assessments ONA
- Office of Parliamentary Counsel OPC
- Office of the Director of Public Prosecutions DPP
- Public Service Commission PSC
- Special Broadcasting Service SBS
- Spectrum Management Agency SMA
- Trade Practices Commission TPC
- Worksafe Australia W'SAFE AUST
Appendix E : Ranking of agency outcomes against the EEO Strategic Plan indicators
Representation of Aboriginal and Torres Strait Islanders as a percentage of total permanent staff
EEO Strategic Plan indicator: increase to 2% employment by the Year 2000
| Aboriginal Hostels Limited | 81.00 |
| Aboriginal and Torres Strait Islander Commission | 39.40 |
| Australian Institute of Aboriginal and Torres Strait Islander Studies | 20.90 |
| Australian Nature Conservation Agency | 13.10 |
| Australia Council | 5.90 |
| Australian Film Commission | 5.80 |
| Human Rights and Equal Opportunity Commission | 5.50 |
| Department of Employment, Education and Training | 5.20 |
| Worksafe Australia | 4.90 |
| Department of Social Security | 4.30 |
| Great Barrier Reef Marine Park Authority | 4.00 |
| Office of Parliamentary Counse | l3.70 |
| Department of Prime Minister and Cabinet | 3.10 |
| Australian Institute of Marine Science | 2.10 |
| Department of Human Services and Health | 1.60 |
| Australian Agency for International Development | 1.50 |
| Department of Tourism | 1.50 |
| Office of National Assessments | 1.50 |
| Australian Industrial Registry | 1.30 |
| Australian Electoral Commission | 1.20 |
| Joint House Department | 1.20 |
| Special Broadcasting Service | 1.20 |
| Department of Industrial Relations | 1.00 |
| Department of Veterans Affairs | 1.00 |
| Department of Defence | .90 |
| Department of Environment, Sport and Territories | .90 |
| Department of Foreign Affairs and Trade | .90 |
| Department of Immigration and Ethnic Affairs | .90 |
| Australian National Training Authority | .80 |
| Comcare Australia | .80 |
| Defence Housing Authority | .80 |
| Department of Communications and the Arts | .80 |
| Family Court of Australia | .80 |
| Department of Housing and Regional Development | .70 |
| Department of Transport | .70 |
| Department of the Treasury | .70 |
| Attorney-General's Department | .60 |
| Australian Hearing Services | .60 |
| Australian Securities Commission | .60 |
| Australian Bureau of Statistics | .50 |
| Australian National Audit Office | .50 |
| Australian Nuclear Science and Technology Organisation | .40 |
| Department of Administrative Services | .40 |
| Department of the House of Representatives | .40 |
| Department of Industry, Science and Technology (includes Australian Industrial Property Organisation) | .40 |
| National Library of Australia | .40 |
| Australian Federal Police | .30 |
| Department of Primary Industries and Energy | .30 |
| Australian Maritime Safety Authority | .20 |
| Australian Security Intelligence Organisation | .20 |
| Bureau of Meteorology | .20 |
| Commonwealth Scientific and Industrial Research Organisation | .20 |
| Department of Finance | .20 |
| Office of the Director of Public Prosecutions | .20 |
| Administrative Appeals Tribunal | .00 |
| Affirmative Action Agency | .00 |
| Albury-Wodonga Development Corporation | .00 |
| Australian Broadcasting Authority | .00 |
| Australian National Maritime Museum | .00 |
| Australian Telecommunications Authority | .00 |
| Australian Tourist Commission | .00 |
| Australian Trade Union Training Authority | .00 |
| Commonwealth Superannuation Administration | .00 |
| Department of the Parliamentary Reporting Staff | .00 |
| Department of the Senate | .00 |
| High Court of Australia | .00 |
| Immigration Review Tribunal | .00 |
| Industry Commission | .00 |
| Insurance and Superannuation Commission | .00 |
| Merit Protection and Review Agency | .00 |
| National Capital Planning Authority | .00 |
| National Food Authority | .00 |
| National Gallery of Australia | .00 |
| Public Service Commission | .00 |
| Spectrum Management Agency | .00 |
| Trade Practices Commission | .00 |
Information was not available for the following agencies:
Australian Customs Service
Australian Taxation Office
Australian War Memorial
National Crime Authority
Representation of people with disabilities as a percentage of total permanent staff
EEO Strategic Plan indicator: maintain at 4% of APS employment to 1995, increase to 5% by the Year 2000
| Australian Trade Union Training Authority | 13.50 |
| Merit Protection and Review Agency | 11.30 |
| Aboriginal Hostels Limited | 10.50 |
| National Capital Planning Authority | 9.40 |
| Commonwealth Scientific and Industrial Research Organisation | 8.70 |
| Australia Council | 7.90 |
| National Library of Australia | 7.30 |
| Department of Industrial Relations | 7.20 |
| Department of Human Services and Health | 7.00 |
| Joint House Department | 6.80 |
| National Gallery of Australia | 6.60 |
| Australian Industrial Registry | 6.50 |
| Department of Veterans Affairs | 6.10 |
| Spectrum Management Agency | 6.00 |
| Australian Institute of Aboriginal and Torres Strait Islander Studies | 6.00 |
| Office of the Director of Public Prosecutions | 6.00 |
| Department of Housing and Regional Development | 5.90 |
| Department of the House of Representatives | 5.90 |
| Worksafe Australia | 5.80 |
| Comcare Australia | 5.70 |
| Australian Bureau of Statistics | 5.70 |
| Department of Defence | 5.50 |
| Albury-Wodonga Development Corporation | 5.40 |
| Australian Institute of Marine Science | 5.30 |
| Department of Social Security | 5.30 |
| Australian Nature Conservation Agency | 5.30 |
| Australian Agency for International Development | 5.20 |
| Public Service Commission | 4.90 |
| Department of Employment, Education and Training | 4.80 |
| Australian Maritime Safety Authority | 4.80 |
| Great Barrier Reef Marine Park Authority | 4.80 |
| Department of Environment, Sport and Territories | 4.60 |
| Australian Security Intelligence Organisation | 4.50 |
| Department of Prime Minister and Cabinet | 4.30 |
| Aboriginal and Torres Strait Islander Commission | 4.30 |
| Family Court of Australia | 4.20 |
| Department of Primary Industries and Energy | 4.10 |
| Australian National Training Authority | 3.90 |
| Australian Hearing Services | 3.80 |
| Human Rights and Equal Opportunity Commission | 3.80 |
| Department of Administrative Services | 3.70 |
| Office of Parliamentary Counsel | 3.70 |
| Australian Nuclear Science and Technology Organisation | 3.70 |
| National Food Authority | 3.70 |
| Department of the Treasury | 3.50 |
| Department of the Senate | 3.40 |
| Department of Industry, Science and Technology (includes Australian Industrial Property Organisation) | 3.30 |
| Department of Immigration and Ethnic Affairs | 3.20 |
| Department of Transport | 3.00 |
| Department of Tourism | 3.00 |
| Attorney-General's Department | 2.90 |
| Immigration Review Tribunal | 2.90 |
| Australian National Maritime Museum | 2.80 |
| Department of Finance | 2.70 |
| Department of Foreign Affairs and Trade | 2.70 |
| Commonwealth Superannuation Administration | 2.60 |
| Australian Securities Commission | 2.50 |
| Department of Communications and the Arts | 2.50 |
| Australian Electoral Commission | 2.40 |
| Australian National Audit Office | 2.20 |
| Australian Telecommunications Authority | 2.10 |
| Australian Federal Police | 2.00 |
| Trade Practices Commission | 2.00 |
| Defence Housing Authority | 1.70 |
| Industry Commission | 1.70 |
| Australian Broadcasting Authority | 1.30 |
| Administrative Appeals Tribunal | 1.20 |
| High Court of Australia | 1.20 |
| Insurance and Superannuation Commission | .80 |
| Special Broadcasting Service | .60 |
| Affirmative Action Agency | .00 |
| Australian Film Commission | .00 |
| Department of the Parliamentary Reporting Staff | .00 |
| Office of National Assessments | .00 |
Information was not available for the following agencies:
Australian Taxation Office
Bureau of Meteorology
Australian Customs Service
National Crime Authority
Australian War Memorial
Australian Tourist Commission
Representation of non-English speaking background staff as a percentage of total permanent staff
EEO Strategic Plan indicator: increase to 15% employment by the Year 2000
| Special Broadcasting Service | 43.40 |
| Australian Tourist Commission | 39.80 |
| Australian Industrial Registry | 25.70 |
| Department of Foreign Affairs and Trade | 23.90 |
| Worksafe Australia | 23.90 |
| High Court of Australia | 23.50 |
| Department of Immigration and Ethnic Affairs | 23.20 |
| Australian National Audit Office | 22.20 |
| National Library of Australia | 22.00 |
| Insurance and Superannuation Commission | 21.90 |
| Affirmative Action Agency | 21.00 |
| Immigration Review Tribunal | 20.60 |
| Australian Bureau of Statistics | 19.60 |
| Australian Nuclear Science and Technology Organisation | 17.90 |
| Australian Trade Union Training Authority | 17.30 |
| Department of Transport | 17.20 |
| Australian Agency for International Development | 16.80 |
| Defence Housing Authority | 15.90 |
| Australian Institute of Marine Science | 15.80 |
| Joint House Department | 15.50 |
| Office of the Director of Public Prosecutions | 15.50 |
| Human Rights and Equal Opportunity Commission | 15.30 |
| National Gallery of Australia | 15.20 |
| Department of Veterans Affairs | 15.10 |
| Australian Securities Commission | 15.00 |
| Department of Industry, Science and Technology (includes Australian Industrial Property Organisation) | 14.90 |
| National Capital Planning Authority | 14.10 |
| Family Court of Australia | 13.70 |
| National Food Authority | 13.00 |
| Australian Telecommunications Authority | 12.90 |
| Industry Commission | 12.90 |
| Comcare Australia | 12.50 |
| Department of Industrial Relations | 12.50 |
| Department of Social Security | 12.40 |
| Department of Communications and the Arts | 12.30 |
| Australian Hearing Services | 11.70 |
| Department of Prime Minister and Cabinet | 11.70 |
| Public Service Commission | 11.60 |
| Australian National Maritime Museum | 11.40 |
| Department of Administrative Services | 11.40 |
| Attorney-General's Department | 11.30 |
| Australian Electoral Commission | 11.30 |
| Spectrum Management Agency | 11.30 |
| Department of the Senate | 11.10 |
| Department of Defence | 10.90 |
| Trade Practices Commission | 10.90 |
| Department of Finance | 10.80 |
| Department of the Treasury | 10.80 |
| Administrative Appeals Tribunal | 10.50 |
| Commonwealth Scientific and Industrial Research Organisation | 10.50 |
| Department of Environment, Sport and Territories | 10.50 |
| Department of Employment, Education and Training | 10.40 |
| Department of Human Services and Health | 10.1 |
| Aboriginal and Torres Strait Islander Commission | 9.40 |
| Merit Protection and Review Agency | 9.40 |
| Australian Broadcasting Authority | 9.20 |
| Australian Maritime Safety Authority | 9.20 |
| Department of Housing and Regional Development | 8.40 |
| Department of the Parliamentary Reporting Staff | 8.40 |
| Australian Film Commission | 7.70 |
| Department of Primary Industries and Energy | 7.30 |
| Great Barrier Reef Marine Park Authority | 7.30 |
| Australian National Training Authority | 7.00 |
| Department of the House of Representatives | 6.80 |
| Australian Security Intelligence Organisation | 6.70 |
| Commonwealth Superannuation Administration | 6.30 |
| Australian Nature Conservation Agency | 6.10 |
| Australian Institute of Aboriginal and Torres Strait Islander Studies | 6.00 |
| Albury-Wodonga Development Corporation | 5.40 |
| Department of Tourism | 5.30 |
| Office of National Assessments | 4.60 |
| Office of Parliamentary Counsel | 3.70 |
| Australian Federal Police | 3.30 |
| Aboriginal Hostels Limited | 3.10 |
Information was not available for the following agencies:
Australia Council
Australian Customs Service
Australian Taxation Office
Australian War Memorial
Bureau of Meteorology
National Crime Authority
Representation of women in the SES as a percentage of total permanent SES staff
EEO Strategic Plan indicator: increase to 15% by 1995, increase to 20% by the Year 2000
|
Representation of women in Senior Officer Grades A and B (or equivalent) as a percentage of total permanent Senior Officer staff
EEO Strategic Plan indicator: increase to 20% by 1995, increase to 28% by the Year 2000
| Affirmative Action Agency | 100.00 |
| Australian Film Commission | 71.40 |
| Human Rights and Equal Opportunity Commission | 64.70 |
| Merit Protection and Review Agency | 60.00 |
| National Library of Australia | 56.70 |
| Office of Parliamentary Counsel | 55.50 |
| Australian Trade Union Training Authority | 50.00 |
| High Court of Australia | 50.00 |
| Office of the Director of Public Prosecutions | 48.00 |
| Australian Tourist Commission | 47.80 |
| Worksafe Australia | 47.50 |
| Australian National Training Authority | 45.80 |
| Australian Broadcasting Authority | 45.40 |
| Department of Prime Minister and Cabinet | 42.80 |
| Attorney-General's Department | 41.10 |
| Australian Institute of Aboriginal and Torres Strait Islander Studies | 40.00 |
| National Food Authority | 40.00 |
| Department of Human Services and Health | 39.20 |
| Public Service Commission | 38.90 |
| Department of Communications and the Arts | 37.50 |
| Department of Employment, Education and Training | 35.70 |
| Australian Hearing Services | 35.50 |
| Australian War Memorial | 35.00 |
| Comcare Australia | 34.50 |
| Administrative Appeals Tribunal | 33.30 |
| National Capital Planning Authority | 33.30 |
| Department of Housing and Regional Development | 31.90 |
| Australian Securities Commission | 30.00 |
| Department of Social Security | 29.10 |
| Department of Immigration and Ethnic Affairs | 29.10 |
| Australian Agency for International Development | 28.80 |
| Department of Industrial Relations | 28.70 |
| Department of the House of Representatives | 28.60 |
| Department of Veterans Affairs | 26.50 |
| Insurance and Superannuation Commission | 25.40 |
| Australian Industrial Registry | 23.10 |
| Department of Environment, Sport and Territories | 22.80 |
| Department of the Senate | 22.70 |
| Aboriginal and Torres Strait Islander Commission | 22.60 |
| Department of the Treasury | 21.70 |
| Department of Industry, Science and Technology (includes Australian Industrial Property Organisation) | 21.00 |
| Department of Foreign Affairs and Trade | 19.90 |
| Department of Finance | 19.70 |
| Australian Electoral Commission | 19.00 |
| Australian Telecommunications Authority | 18.50 |
| Australian National Audit Office | 17.90 |
| Trade Practices Commission | 17.90 |
| Australian Bureau of Statistics | 16.70 |
| Department of the Parliamentary Reporting Staff | 15.80 |
| Australian National Maritime Museum | 14.30 |
| Australian Nuclear Science and Technology Organisation | 13.70 |
| Commonwealth Scientific and Industrial Research Organisation | 13.70 |
| Office of National Assessments | 13.30 |
| Department of Primary Industries and Energy | 12.90 |
| Commonwealth Superannuation Administration | 11.10 |
| Great Barrier Reef Marine Park Authority | 11.10 |
| Department of Transport | 10.50 |
| Australian Security Intelligence Organisation | 10.20 |
| Australian Institute of Marine Scienc | e8.30 |
| Joint House Department | 8.30 |
| Department of Defence | 7.30 |
| Australian Nature Conservation Agency | 7.10 |
| Australian Federal Polic | 5.10 |
| Australian Maritime Safety Authority | 5.10 |
| Spectrum Management Agency | 4.20 |
| Family Court of Australia | 3.20 |
| Industry Commission | 2.60 |
| National Gallery of Australia | 2.40 |
| Special Broadcasting Service | 1.90 |
| Aboriginal Hostels Limited | .00 |
| Albury-Wodonga Development Corporation | .00 |
| Defence Housing Authority | .00 |
| Immigration Review Tribunal | .00 |
Information was not available for the following agencies:
Australia Council
Australian Customs Service
Australian Taxation Office
Bureau of Meteorology
Department of Administrative Services
Department of Tourism
National Crime Authority
