Part 5: Management and accountability
Corporate governance
Predicted outcomes and anticipated use of resources are set out in the Portfolio Budget Statements 2018–19. Actions designed to deliver the outcomes are detailed in the Corporate Plan 2018–19 and group business plans.
The Executive Committee provides strategic oversight and support for the Commissioner. It considers and advises on business, operational and policy strategies for the Commission.
Axiom Associates were engaged to conduct the internal audit function in 2018–19. Two audit reviews were completed: the Review of the Annual Performance Statements and the Funding Model Review. Additionally, an Audit of the Governance Framework commenced during the 2018–19 financial year.
Compliance and accountability
An annual review of the Commission’s compliance with the financial management and accountability framework was conducted. The results of the review confirmed that the Commission’s internal control environment is operating effectively. No significant non-compliance was detected.
The Commission also has an ongoing process of reviewing internal human resource policies to ensure they are consistent with best practice and contemporary human resource management principles.
Ethical standards
The Commission supports a culture of strong commitment to the APS Values and Code of Conduct and ensures this is reflected in the Commission’s day-to-day work. All new employees at the Commission receive clear guidance about expectations in this regard.
External scrutiny
No Auditor-General’s reports on the operations of the Commission were produced during the reporting year. Similarly, no reports were produced by parliamentary committees, the Commonwealth Ombudsman or the Australian Information Commissioner.
The Commission’s Audit and Risk Management Committee provides independent advice to the Commissioner on the appropriateness of the Commission’s accountability and control framework. Including, in relation to the Commission’s financial and performance reporting.
No judicial decisions or decisions of administrative tribunals in 2018–19 had a significant impact on operations.
Human resources management
Staff management
At 30 June 2019, the Commission had an average staffing level (ASL) of 200 employees.
The majority (93 per cent) of the workforce is based in Canberra.
Of the entire Commission workforce, 74 per cent are women, 83 per cent work full-time, and 89 per cent are ongoing employees. Women make up 92 per cent of the part-time workforce.
Appendix B provides detailed information about the workforce.
Succession planning
In 2018–19, the Commission considered future staffing and capability requirements and engaged in strategic planning related to workforce matters. Of the 22 per cent of current ongoing employees who might elect to retire now or in the coming five years, the majority are at the Executive Level.
Recruitment activity in 2018–19 continued to focus on filling positions that directly contributed to the Commission’s ability to achieve its strategic goals.
The Commission continued to use streamlined recruitment advertising and selection processes designed to identify the best applicants in a fair, transparent and efficient manner.
In 2018–19, the Commission again implemented a Graduate Recruitment Program to attract, identify, develop and retain graduates with skills and qualifications aligned with the strategic priorities.
Leave management
Average use of personal leave with pay—including sick, carers and emergency leave—was 10.9 days per employee in 2018–19. This compares with 10.8 days in 2017–18.
Workforce diversity
In 2018–19, the strong record in workforce diversity was maintained. The Commission has strategies and action plans in operation related to Aboriginal and Torres Strait Islander peoples, disability and carers, gender and LGBTI+. The Commission also has active employee diversity networks, including Disability and Carers, LGBTI+, Culturally and Linguistically Diverse, and Gender employee networks.
Reconciliation Action Plan
The Commission conducted a range of activities to support its commitment to reconciliation. These were facilitated by the Reconciliation Action Plan Working Group, which has representation from across the organisation.
In conjunction with the People and Business Management Group, the Reconciliation Action Plan Working Group continued to encourage staff to take the CORE e-learning course, which encourages respect for, and understanding of, Aboriginal and Torres Strait Islander peoples and cultures.
The Commission arranged a broad range of activities to celebrate key dates of importance such as National Reconciliation Week and NAIDOC Week, including the 17th annual NAIDOC Week APS Touch Football Carnival, walking tours of Reconciliation Place, and the Indigenous Experiences of Democracy Tour at the Museum of Australian Democracy.
In early 2019, artwork was commissioned to reflect the organisation’s reconciliation journey. The artwork was unveiled to staff, along with a new Reconciliation Action Plan, in the second half of 2019.
Remuneration
The Commission’s remuneration framework and terms and conditions of employment consist of an enterprise agreement for non-SES officers and section 24(1) determinations under the Act for SES officers.
The Australian Public Service Commission Enterprise Agreement 2018–21 came into effect on 7 November 2018.
Six non-SES officers at the Commission had individual flexibility arrangements approved during 2018–19. In addition, 12 section 24(1) determinations applying to SES officers were made during the year.
Table 26 shows the salary ranges available for the Commission’s classification levels.
No performance pay provisions were in operation for employees. The Commission provided non-salary benefits—including salary packaging, leased motor vehicles, laptops, mobile phones and airline lounge memberships—for a limited number of employees.
|
Classification |
2016–17 |
2017–18 |
2018–19 |
|---|---|---|---|
|
APS 1–2 |
42–54 |
43–55 |
43–57 |
|
APS 3–4 |
57–67 |
58–69 |
58–70 |
|
APS 5 |
70–77 |
71–78 |
71–80 |
|
APS 6 |
80–87 |
81–88 |
81–90 |
|
EL 1 |
97–112 |
99–114 |
99–116 |
|
EL 2 |
122–137 |
125–140 |
125–143 |
Executive remuneration
Table 25 and 26 detail information relating to the remuneration of SES officers and other key personnel for 2018–19.
|
Short term benefits |
Post employment benefits |
Other long term benefits |
Termination benefits |
Total remuneration |
||||
|---|---|---|---|---|---|---|---|---|
|
Name and position title |
Base Salary |
Bonuses |
Average other benefits and allowances |
superannuation contribution |
Long service leave |
Other long term benefits |
Termination benefits |
Total remuneration |
|
Peter Woolcott Australian Public Service Commissioner |
$575,827 |
Nil |
$24,656 |
$88,388 |
$7,922 |
Nil |
Nil |
$696,793 |
|
Mary Wiley-Smith Deputy Public Service Commissioner |
$322,347 |
Nil |
$26,757 |
$50,257 |
$2,382 |
Nil |
Nil |
$401,743 |
|
Richard Bartlett First Assistant Commissioner |
$81,904 |
Nil |
$9,099 |
$15,532 |
$1,211 |
Nil |
Nil |
$107,746 |
|
Linda Waugh Merit Protection Commissioner |
$244,622 |
Nil |
Nil |
$21,461 |
$2,420 |
Nil |
Nil |
$268,503 |
|
John Lloyd Australian Public Service Commissioner |
$70,903 |
Nil |
$7,686 |
$2,215 |
$16,415 |
Nil |
Nil |
$97,219 |
|
Jenet Connell Deputy Public Service Commissioner |
$57,199 |
Nil |
$6,103 |
$9,553 |
$1,595 |
Nil |
Nil |
$74,450 |
|
Kerryn Vine-Camp First Assistant Commissioner |
$92,600 |
Nil |
$11,307 |
$17,206 |
$2,310 |
Nil |
Nil |
$123,423 |
NOTE: Some of the numbers are impacted by the duration of service of Key Management Personnel (KMP). The numbers are based upon accrual accounting and may include some accrual adjustments. KMP in acting positions are reviewed on a case by case basis to determine if they are included in this information. This is generally based upon the length of acting.
This table has been updated to align to Note 5.2: Key management personnel remuneration in the financial statements.
|
Short term benefits |
Post employment benefits |
Other long term benefits |
Termination benefits |
Total remuneration |
|||||
|---|---|---|---|---|---|---|---|---|---|
|
Total remuneration bands |
Number of |
Average Base Salary |
Average Bonuses |
Average other benefits and allowances |
Average super- |
Average long service leave |
Average other long term benefits |
Average termination benefits |
Average total remuneration |
|
0–$220,000 |
6 |
$68,493 |
0 |
$8,526 |
$13,871 |
$5,407 |
0 |
0 |
$96,297 |
|
220,000–245,000 |
3 |
$188,540 |
0 |
$25,917 |
$35,729 |
$(8,073) |
0 |
0 |
$242,113 |
|
245,000–270,000 |
1 |
196,164 |
0 |
$25,917 |
$35,977 |
$2,823 |
0 |
0 |
$260,881 |
|
270,000–295,000 |
2 |
205,963 |
0 |
$25,917 |
$36,941 |
$7,958 |
0 |
0 |
$276,779 |
NOTE: Some of the figures are impacted by the duration of service of Senior Executives. The numbers are based upon accrual accounting and may include some accrual adjustments.
Performance management
The Commission continued to implement the ‘Taking Time to Talk’ approach to performance management, placing increased emphasis on employees and managers having regular, meaningful performance conversations. Further support and information for employees and managers is available on the Commission’s Intranet. The Commission continued to evaluate the approach, with surveys and discussion forums with employees and managers informing a review of the performance management framework.
Australia Day Awards
At the Commission’s 2019 Australia Day Awards ceremony the State of the Service and Workplace Bargaining teams received awards for their outstanding work and dedicated service.
Staff members Margaret O’Brien and Narelle Powers won individual awards for their contribution to the Workplace Relations Group and LGBTI+ Network respectively.
Information and communications technology
During 2018–19, the Commission transitioned ICT services from the Department of Jobs and Small Business to the Department of the Prime Minister and Cabinet. This transition has uplifted IT architecture to a protected network.
The transition has also provided the opportunity to review all ICT capabilities, with an ongoing program of work to consolidate, rationalise, modernise and safeguard these capabilities in line with broader government policies and directions.
Document and records management
In 2018–19 the Commission continued to support users to become proficient in the use of the Commission’s electronic document records management system.
Environmental performance
The Commission minimises the use of non-renewable resources. Appendix D details environmental performance.