DEPARTMENT OF
EMPLOYMENT
CORPORATE PLAN
2015 16
MORE JOBS. GREAT WORKPLACES.
SECRETARY’S
FOREWORD
As the accountable authority of the Department of Employment, I present
the Department of Employment Corporate plan.
The Department of Employment’s vision is
More Jobs. Great Workplaces.
Employment is central to national economic strength and social wellbeing. Employers drive
economic growth and development through innovation and job creation. Australia is internationally
competitive in goods and services because of the acumen and creativity of the nation’s private sector.
Our social fabric is supported by government and not-for-profit employers supporting and delivering
services to the community. Sustainable employment also depends on the quality of our workplaces.
A great workplace is a productive workplace, where people contribute to the best of their ability and
skills, and are able to do their jobs safely.
Our employment priorities for 2015–16 include the implementation of the Growing Jobs and Small
Business package including the Youth Employment Strategy announced in the 2015–16 Budget,
along with the implementation of the new employment services model jobactive. In workplace
relations and economic strategy, a varied and forward looking agenda is being implemented in areas
such as Work Health and Safety and preparatory work to explore how behavioural economics could
be applied to augment the portfolio’s activities.
Our Corporate Plan sets out the details of these priorities for the year ahead, and how we will work
over the next four years to achieve our vision through the four pillars set out in our Strategic Plan
2014-2017:
`
Delivery—we deliver the Government’s agenda and priorities. We measure our performance and
are accountable.
`
Forward looking—we identify risks, emerging trends and opportunities. We foster innovation
and are on the front foot with advice to Government.
`
Collaboration—we collaborate within the portfolio, across the Australian Public Service (APS),
with our non-APS partners and with our contracted providers. We build and maintain effective
relationships, and work together to achieve results.
`
People—we value our people and recognise they are the core of our business success. We strive
for an engaged and capable workforce with a healthy work-life balance. We recognise there is
strength in diversity and seek to make Indigenous business our business.
Over the next four years the Department will be accountable, flexible and innovative in enabling
national progress through our vision of
More Jobs. Great Workplaces. Our Corporate Plan sets out how
we will do that and how we will measure our performance.
I am proud of our people and how we are working productively and collaboratively to meet the
challenges ahead.
Renée Leon
Secretary
21 August 2015
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INTRODUCTION
OUR CORPORATE PLAN 2015–16
The four year Department of Employment Corporate Plan has been prepared as required
under paragraph 35(1)(a)/section 95(1)(a) of the Public Governance, Performance and
Accountability Act 2013. The plan is prepared in accordance with the Public Governance,
Performance and Accountability Rule 2014.
Over 2015–2019 we will refine our measures by adding targets and new indicators to broaden our
coverage, and to ensure they continue to reflect the services we provide, our changing environment
and our strategic direction. Our Corporate Plan will be updated annually and will be reported on in our
annual report from 2015–16. The plan connects with supporting documents, such as our Strategic Plan,
the Portfolio Budget Statements and our Annual Report, which outline our performance, capability and
infrastructure. We will review the plan on an annual basis to ensure it is reflective of our current
environment and continues to be effective.
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3
PURPOSE
MORE JOBS. GREAT
We are open to new ideas, encourage a broad
WORKPLACES.
perspective and support innovation to identify
new solutions with our key partners across the
Our role is to foster a productive and competitive
APS and externally. We identify risks, emerging
labour market through employment policies and
trends and opportunities to inform our thinking
programmes that increase workforce
and be flexible, adaptable and strategic. Through
participation, and facilitate jobs growth through
ongoing review and evaluation, we continually
policies that promote fair, productive and safe
seek to learn and improve our policy and
workplaces. We are the primary source of policy
programme advice to our ministers and improve
advice to Government on workplace relations
our performance.
and employment. By providing sound policy
We support the Australian Government to deliver
advice to create jobs, help job seekers into work
its social and economic priorities. We will strive to
and encourage great workplaces, we foster
deliver efficient, effective and high quality
stronger economic growth, building Australia’s
employment services to maximise workforce
participation and productivity.
participation including our most disadvantaged
Having a job provides financial security
job seekers. To achieve this we will work with our
throughout life, enabling choice of investment in
stakeholders to identify risks, solutions and
housing, education and health. It provides
emerging trends to be adaptable and strategic.
financial security and enhances self-esteem,
We will seek to learn and improve our policy and
social skills and self-confidence. We contribute to
programme advice to our ministers, improve our
this by helping job seekers into work with
performance and service to the community
employment services and programmes aimed at
through ongoing review and evaluation.
improving job placement opportunities.
A great workplace is productive—people
contribute to the best of their ability and skills
and are able to do their jobs safely. Employees
and managers are engaged and motivated to
look for better ways to do their work.
4
ENVIRONMENT
Jobs growth and productivity remain the key factors
to the economic prosperity in Australia. Having
a job not only provides financial security but also
enhances self–confidence, self–esteem and social
and economic participation.
The nature of jobs performed, the places
CHALLENGES AND
in which they are located and the ways by
OPPORTUNITIES
which employers and employees connect to
exchange labour are becoming increasingly
The last 30 years have been marked by a notable
fluid. These changes in the labour market reflect
rise in the labour force participation rate which
the dynamic and sometimes unpredictable
increased 5 percentage points from 1985 to 2015
economic forces at play in domestic and
(from 60 per cent to 65 per cent). Over the same
global markets. Disruptive technologies and
period the Australian economy has also changed
automation are also transforming traditional
significantly becoming more service based and
models of employment and the very existence
higher skilled as a result of technological change,
of some jobs.
globalisation, heightened competitive pressures
As a Department, we don’t control these
and an ageing population.
external factors, but we can influence the
Over the period of the plan employment is set to
frameworks, provide opportunities and address
increase by between 1.5 and 2 per cent each year,
some of the challenges for job seekers and
and the unemployment rate is projected to make
employers within them.
a gradual decline from 6.25 per cent June 2015
Working in an environment which is safe and
to 5.75 per cent in June 2019. Over the same
healthy will be a focus for us as workplaces are
period employment growth is projected in four
transformed and the profile of occupational
key industries: Health Care and Social Assistance
risks shifts with increased concern around
is projected to make the largest contribution to
psychological as much as physical injury. These
employment growth, followed by Education and
factors provide important context for how we
Training, Construction and Professional, Scientific
address these challenges and will be critical to
and Technical Services.
the success of our programmes, the economy
and the future of people who live in Australia.
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5
Although the labour market is projected to
The challenge of ensuring the work environment
generate employment opportunities across all
is safe and fair is ongoing. The Productivity
skill levels, employment in occupations with
Commission review of the workplace relations
a Bachelor degree or higher qualification is
system is an important initiative which will
projected to increase by almost half a million over
provide recommendations to Government
the five years to November 2019. This accounts
regarding potential reforms in the workplace
for 40 per cent of projected employment growth
relations area. The Government has committed
over this period.
to consider the recommendations of the
Productivity Commission and, if there is a good
While the labour market is largely dependent
case for sensible and fair changes, take these to
on the Australian economy, which we cannot
an election before they are implemented. We will
control, we can align our policy design with
be a key advisor to Government in any response
the evidence which shows education and
it may make to the review’s findings.
training improve employment outcomes, and
unemployment levels are lower and participation
The national workplace relations system
rates and earnings are higher for those with
underpins jobs growth and promotes fair and
higher educational attainment. It is important
safe workplaces for all Australians. We contribute
our employment services continue to ensure
to higher productivity through implementation
job seekers are given opportunities to undertake
of national approaches to workplace health
quality training to allow them to increase skill
and safety and workers’ compensation laws.
levels to help them join the increasingly skilled
This is achieved by, for example, improving
labour force.
the legislative underpinnings of the workplace
relations framework, leveraging Commonwealth
funding to improve safety on building sites,
improving ‘return to work’ outcomes for
people injured in the workplace, protecting
workers’ entitlements when their employment
terminates because of liquidation or bankruptcy
of their employer and engaging with other
agencies and internationally to achieve better
workplace relations outcomes. Through
encouraging employers and employees to
agree on productive and competitive working
arrangements we help to support jobs growth.
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PERFORMANCE
The Department has two
outcomes we work
Through effective
strategies we are able to
towards to achieve our
purpose, these are:
achieve these
outcomes. The strategies outline
1.
Foster a productive and competitive
how our main components work in achieving
labour market through employment
our outcomes and associated
objectives. Each
policies and programmes that assist job
of these
components can be aligned to these
seekers into work, meet employer needs
objectives. Finally through
measures we can
and increase Australia’s workforce
see; what did we do? How well did we do it?
participation.
Who was better off and why?
2.
Facilitate jobs growth through policies
that promote fair, productive and safe
workplaces.
Purpose
Outcomes
Strategies
Objectives
Components
Performance
Measures
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7
There are four objectives of the
OUTCOME 1,
strategies for Outcome 1:
EMPLOYMENT SERVICES
1. To help job seekers find and keep a job
2. To help job seekers move from welfare
Foster a productive and
to work
competitive labour market
3. To help job seekers meet their mutual
through employment policies
obligations and
and programmes that assist job
4. For jobactive organisations to deliver
quality services.
seekers into work, meet employer
needs and increase Australia’s
workforce participation.
Outcome 1 Components
To achieve these objectives we use the suite
of Employment Services programmes. The
components are
(more information on these
can be found in the 2015 —16 Employment
Strategies in 2015–16 are:
Portfolio Budget Statements):
`
implementing a new employment
` jobactive employment services
services system, jobactive, from 1 July
` the Job Commitment Bonus
2015. The new model has a clearer focus
` Intensive Support for Vulnerable
on payment for results to ensure jobactive
Job Seekers
organisations better meet the needs of
` Transition to Work
job seekers and employers
` Seasonal Worker Programme
` the national roll-out of
a new mutual
` Mature Age Employment.
obligation framework and new Work for
the Dole arrangements to ensure that job
seekers remain active and engaged while
looking for work
` implementing the employment related
elements of the government’s
growing
jobs and small business package to
increase employment opportunities for
job seekers, especially young job seekers
` continuing to
reduce red tape for
employment services, including
simplifying and streamlining processes,
making more efficient use of technology
and increasing collaboration and use
of data across government agencies
`
monitoring labour market conditions in
Australia and providing policy advice to
the government to enable employment
services to: respond to emerging labour
market and economic developments;
work collaboratively with other agencies
and a range of external parties to bolster
Australia’s productive capacity; and ensure
a consistent approach to government
delivery of employment services
` maintaining collaborative
relationships
with relevant international organisations
including the OECD, APEC and the G20 and
progressing the outcomes of the 2014 G20
Leaders Summit.
8
Resourcing
Budgeted expenses for Programme 1.1—Employment Services
2015–16
2016–17
2017–18
2018–19
Budget
Forward
Forward
Forward
estimate
estimate
estimate
$’000
$’000
$’000
$’000
Annual administered expenses:
jobactive
1,459,566
1,778,210
1,772,123
1,793,512
Job Services Australia
-
-
-
-
Job Commitment Bonus
32,885
62,483
64,718
64,379
Intensive Support for
12,466
27,309
31,553
17,602
Vulnerable Job Seekers
Transition to Work
13,545
59,290
62,006
60,000
Seasonal Worker Programme
1,277
1,705
1,732
1,759
Mature Age Employment
3,273
3,335
3,388
3,442
Total programme expenses
1,523,012
1,932,332
1,935,520
1,940,694
The measures of success
3.
Objective 3—Help job seekers meet
of these objectives
their mutual obligations
a. Proportion of Work for the Dole
These are our annual measures used to track
participants who report increased
the success of the programme in meeting the
motivation to find a job—75% target
overall objective:
b. Proportion of jobactive appointments
1.
Objective 1—Help job seekers find and
attended (appointments for activity tested
keep a job
job seekers, excluding appointments
a. Count of job placements—overall target
where the job seeker had a valid reason
of 380,000, Indigenous target of 38,000
for not attending)—90% target
b. Proportion of job placements sustained
c. Proportion of job seekers (with Mutual
to 4 weeks—overall and Indigenous
Obligation requirements) who are
targets of 68%
actively looking for work—95% target
c. Proportion of job placements sustained
4.
Objective 4—jobactive organisations
to 12 weeks—overall and Indigenous
deliver quality services
targets of 44%
a. Proportion of employers satisfied with
d. Proportion of job placements sustained
the assistance provided by an jobactive
to 26 weeks—overall and Indigenous
organisation—80% target
targets of 24%
b. Proportion of jobactive organisations
e. Proportion of job seekers employed
that meet the service delivery
three months following participation in
requirements—80% target
jobactive—overall 45% target, Stream A
55% target, Stream B 35% target, Stream
Overall programme summary—Cost per
C 25% target
employment outcome—less than $2,500 target
2.
Objective 2—Help job seekers move
from welfare to work
a. Proportion of job seekers moving off
income support, or with significantly
reduced reliance on income support,
6 months following participation in
jobactive—40% target
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OUTCOME 2
Facilitate jobs growth
through policies that
promote fair, productive
and safe workplaces.
` promoting the effective operation of the
workplace relations system through
working closely with existing workplace
relations agencies including the Fair Work
Commission, the Fair Work Ombudsman,
Strategies in 2015-16 are:
Office of the Fair Work Building Industry
` providing legal and policy advice to the
Inspectorate and, subject to passage of
government on the implementation of its
legislation by the parliament, its
workplace relations, work health and safety
replacement the Australian Building and
and workers’ compensation reform agenda
Construction Commission
` preparing submissions and participating in
` working with Safe Work Australia, Comcare
hearings and inquiries on behalf of the
and the Asbestos Safety and Eradication
government
Agency to promote the safety and
` continuing to prepare legislation and
wellbeing of employees and the Workplace
working closely with stakeholders to
Gender Equality Agency to promote gender
implement government priorities
equality in workplaces
` contributing to safer workplaces and higher
` maintaining the workplace agreement
productivity through implementation of
database and preparing quarterly published
national approaches to workplace health
reports, policy advice and programme
and safety and workers’ compensation laws
administration of the Fair Entitlements
` leading legislative and non-legislative
Guarantee programme, research and
measures to improve the Comcare scheme
evaluation and support to the International
` continuing to implement the improvements
Labour Organization.
agreed by the government to modernise
and streamline the work health and safety
There are two objectives of our
accreditation scheme (for contractors
strategies for Outcome 2:
that undertake Commonwealth funded
building work).
1. The promotion of fair workplaces by
` streamlining gender reporting while
ensuring the protection of employee
maintaining a focus on driving gender
entitlements in certain circumstances.
equality in the workplace through
2. To contribute to the productivity agenda by
supporting a working group that is
ensuring the operation of the workplace
examining better ways to implement
relations system through initiatives
gender reporting
designed to encourage employers and
` continuing to work cooperatively with
employees to adopt flexible and modern
states and territories to ensure ongoing
workplace relations.
effectiveness of the national workplace
relations system, and work health and safety
frameworks
` sup porting the integrity of the workplace
relations framework through strategic
interventions in key cases before courts and
tribunals
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Resourcing
Budgeted expenses for Programme 2.1 Employee Assistance
2015–16
2016–17
2017–18
2018–19
Budget
Forward
Forward
Forward
estimate
estimate
estimate
$’000
$’000
$’000
$’000
Annual administered
expenses:
General Employee
Entitlements and
Redundancy Scheme
-
-
-
-
Fair Entitlements Guarantee
6,025
6,805
1,750
1,750
Special appropriations:
Coal Mining Industry (LSL) Act
1992
174,618
174,618
174,618
174,618
Fair Entitlements Guarantee
198,768
199,264
195,532
195,532
Act 2012
Total programme expenses
379,411
380,687
371,900
371,900
Budgeted expenses for Programme 2.2 Workplace Assistance
2015–16
2016–17
2017–18
2018–19
Budget
Forward
Forward
Forward
estimate
estimate
estimate
$’000
$’000
$’000
$’000
Annual administered
expenses:
International Labour
Organization
Subscription
10,277
10,594
10,620
10,652
Protected Action Ballots
1,600
1,600
1,600
1,600
Scheme
Centre for Workplace
3,133
-
-
-
Leadership
Total programme expenses
15,010
12,194
12,220
12,252
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Outcome 2 Components
Objective 1—The promotion of
To achieve these objectives we use workplace
fair workplaces by ensuring the
relations programmes, these are (more
protection of employee entitlements
information on these can be found in the
in certain circumstances.
2015 –16 Employment Portfolio Budget
1. Fair Entitlements Guarantee (FEG)—
Statements):
Timeliness of processing claims—
` Fair Entitlements Guarantee (FEG) —
percentage of claims processed within
provides financial assistance for certain
16 weeks of receipt of an effective claim.
unpaid employment entitlements when an
—Target 80%
employee loses their job through the
2. FEG—Timeliness of processing claims—
liquidation or bankruptcy of their employer.
average processing time for all claims.—
` International Labour Organization (ILO)—
Target—14 weeks
the Australian Government’s membership of
3. FEG—Accuracy—less than 5% of claim
the ILO.
decisions are incorrect
` The Coal Mining Industry (Long Service
4. FEG—Stakeholder satisfaction—Claimants
Leave) Administration Act 1992 financing
are satisfied with the Department’s
arrangements are administered by the Coal
administration of the Fair Entitlements
Mining Long Service Leave Corporation.
Guarantee—Target 80%
` Protected Action Ballots Scheme is for
5. FEG—Stakeholder satisfaction—Insolvency
costs incurred by the Australian Electoral
practitioners are satisfied with the
Commission in relation to protected
Department’s administration of the Fair
action ballots.
Entitlements Guarantee.—Target 80%
6. Building Code—Timeliness of departmental
The measures of success
responses to client requests for assessment
of the objectives
of industrial instruments against the code
and guidelines—Target 95% completed
Under this outcome there are two kinds
within 10 working days
of measures.
7. Australian Government Building and
` Departmental output measures are used to
Construction WHS Accreditation Scheme
address objective 1, which address what the
(Scheme)—Level of satisfaction of clients
Department produces to support fair
with the provision of advice, information,
workplaces.
education and promotion of safer
` Effectiveness indicators are used for
workplaces on Australian Government
objective 2, which address the ‘health’ of the
construction sites by the Office of the
workplace relations system. The three
Federal Safety Commissioner.—Target
effectiveness indicators are: productivity
Effective or above
and wages growth; levels of industrial
8. Scheme—timeliness of responding to initial
action; and use of enterprise bargaining.
applications for accreditation—Target More
These indicators allow us to understand the
than 90% of accreditation applications are
health of the workplace relations system,
assessed and contact is made with the
noting significant drivers in broader aspects
applicant within 10 working days.
of the Australian economy. These
effectiveness indicators allow us to be
properly informed and provide good policy
advice, and shape the way we deliver our
programmes.
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Objective 2—To contribute to the
1. The national workplace relations system
productivity agenda by ensuring the
supports improved productivity outcomes
operation of the workplace relations
a. Productivity growth as measured by
system through initiatives designed to
output per hour worked in the market
encourage employers and employees
sector (annual, trend terms)
b. ABS Wage Price Index (annual, seasonal
to adopt flexible and modern
adjusted terms)
workplace relations.
2. Incidence of industrial action (allowing for
variations in the bargaining cycle)
a. Working days lost per thousand
employees (annual WDL/1000E)
3. Enterprise bargaining is used by employers
and employees to negotiate pay and
conditions
a. Number of enterprise agreements under
the Fair Work Act 2009 that have not
passed their nominal expiry date.
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Evaluation and Research
Our
evaluation efforts in 2015–16 will focus
Our
research efforts in 2015–16 will be
on the progress of
jobactive, specifically the
prioritised to ensure we are maximising our
way in which it is implemented and the
overall return on investment and knowledge
influence it has on supporting people into
gains. We will do this by identifying projects
employment. We will also focus our efforts on
which will be of greatest benefit and relevance
determining the impact and effectiveness of
to our strategic goals and future direction,
some of our key programmes, including:
thereby ensuring that our research work is
` Work for the Dole under jobactive
aligned with Government priorities, as well as
` Job Commitment Bonus
the current and future needs of the
` Tasmanian Jobs Programme
Department. To assist us in doing this we will
` Relocation Assistance to Take-up a Job
prioritise our projects into:
The outcomes of these evaluations will assist
`
Committed Projects—those projects
which must be undertaken in 2015-16
us to monitor and continuously improve our
due to legislative commitments, budgetary
programmes to focus our efforts and ensure
measures, government decisions,
the best possible outcomes for our clients.
and priorities
`
High Priority Projects—projects which
would add significant value to the ongoing
development of policies and programmes
important to the Department’s portfolio
`
Medium and Low Priority Projects—
projects which have the potential to add
value to the Department, but are not
necessarily a priority for the Department
in the current year
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Our research projects will also be clustered into one of three categories: flagship projects;
responsive research; and evaluation and innovation and improvement.
` Constitutes projects that:
` Underpin our evidence base
` Are mandatory for us to undertake
Flagship Projects
` Contribute to our priority research and
evaluation programmes
` Provide critical insight into our policy
development and planning.
` Constitutes projects that:
` Supplement our flagship research projects
Responsive
` Address imminent gaps in our knowledge
research and
` Address more immediate information needs
evaluation
` Spontaneously respond to environmental
issues of interest.
` Constitutes projects that are:
` Future focused and forward looking
Innovation and
` Investigate potential strategies, practices,
improvement
policies and procedures
` Focused on identifying key improvements,
efficiencies and effectiveness.
In 2015–16 our research efforts will contribute
The Department will also undertake on-going
to all aspects of our portfolio by contributing to
research, analysis and monitoring of labour
our knowledge base in relation to:
market conditions in Australia and provide
` Workplace relations issues such as bullying
advice to the government and other
and harassment, leadership, workplace safety
stakeholders. This includes:
` Improving outcomes for individuals such
` Monitor and analyse overall labour market
as older workers and those with mental
trends (and those for regional areas) and the
health issues
impact of these movements on various
` Understanding the needs of our
cohorts (e.g. youth), and the economic and
key stakeholders
labour market outlook.
` Legislative reviews
` Monitor and analyse occupational and
` Future of work in Australia
industry employment trends and vacancy
data, and provide projections of future
The outcomes of this work will ensure that we
employment.
are supporting the development of high quality
` Undertakes surveys of employers (Survey
evidence based policy, and that we are well
of Employers’ Recruitment Experiences) in
positioned to be able to provide sound,
regions and cities across Australia,
evidence based advice to Government.
particularly looking at employers’ recent
recruitment experiences and future
recruitment intentions.
` Research the labour market for skilled
occupations and undertake analysis on
skill shortages.
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15
CAPABILITY
Our organisational capability is the combination of our
people, culture, governance, processes, systems and
knowledge. By having strong capability we ensure we
can deliver on priorities for the Australian Government
and the community.
Our capability to deliver outcomes for the
PEOPLE
Australian Government and the community is
evident in all aspects of our business. We have a
Our
People and Capability Strategy 2014–2016
strong reputation across our stakeholders as
is the key planning document to provide
being able to deliver sound, evidence-based
strategic direction and oversee the
policy advice and programme implementation.
management of our people and organisational
We are constantly evaluating our work,
strategies. The strategy guides our work
internally and externally, to ensure continuous
practices not only on a departmental level, but
improvement, and have dedicated resources to
also on leadership, team and individual levels.
research and evaluation and organisational
All staff are encouraged to embed the
capability development. We have a strong focus
five people priorities and leadership statement
on ensuring priorities and strategies are
outlined in the plan into their day-to-day work
focussed on public value and informed by a
and interactions with each other.
sound evidence base including rigorous and
structured evaluation, review, research and data
analytics. This underpins our robust delivery
models and supports a design chain that is
integrated and evidence-based at every stage.
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The five priorities are:
Our priorities strengthen how we collaborate
with stakeholders and the community, provide
` A positive culture. A culture that embraces
information and seek feedback. In addition, we
our vision and values, develops good
help to raise awareness and promote cultural
leaders, helps to create our identity and
respect, and work towards positive outcomes
guides the way we work to support the
in policy design and service delivery for
Department to deliver on our priorities.
Indigenous Australians.
` An engaged workforce. People who are
productive, have a clear understanding
We will create a workforce with the skills and
of how their work contributes to achieving
knowledge to continue to deliver programmes
the Australian Government’s goals, and
and policy into the future through our
feel valued.
Workforce Plan. Part of our approach will be
` A capable workforce. People who have the
focused on workforce mobility which will
capabilities they need to work effectively,
ensure our ability to address short term projects
deliver the on priorities, and understand
and the implementation of new programmes.
that effort and achievement are rewarded.
Mobility will provide opportunities to increase
` An innovative workforce. People who
job engagement, broaden skill development
continually learn and explore new ways
and help with succession planning. This
of thinking and working.
approach will also provide the opportunity to
` An adaptive, responsive workforce.
share our expertise and learn from other
A workforce that has developed both
Departments.
specialised and broad skills, and readily
We will build an agile, flexible and engaged
adapts and responds as demands require.
workforce. We will explore fresh approaches,
looking at alternative options and utilising IT
and innovation to identify efficiencies and
effectively manage resources. We will also
continue to build capability through formal
training and learning on the job to deal with
complex policy and delivery challenges.
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INFORMATION TECHNOLOGY
EVALUATION, RESEARCH
We utilise information technology (IT) to support
AND EVIDENCE
policy development and programme delivery.
Our Evaluation, Research and Evidence
Our IT Strategic Plan 2014–2017 outlines
Framework 2015–2020 will help us deliver on
strategies to align our organisational strategies
priorities through four themes: evaluation,
with our priorities and helps us achieve greater
research, data management and enhanced
productivity. Through the plan we are able to
capability.
respond to changing demands, meet future
priorities and build our IT capability by:
The framework has been designed to ensure
` increasing data analytics capability
that the Department’s investment in evaluation
` increasing efficiency and reduce red tape
and research is coherent, supports evidence
` enabling innovative business models
based policy and maximises the use of the
` supporting high productivity
information we gather through our work. To do
` implementing effective IT sourcing
this we will:
strategies
`
Align our work with the needs of the
` engaging in whole-of-government
Department and our partners
IT initiatives
`
Measure and
monitor our success
` improving IT capability.
`
Collaborate with others
Our IT is underpinned by strong enterprise
The Framework will assist us to deliver on our
architecture. Over the period of the plan we will
priorities by helping us to focus our efforts in
strive to continue to develop and consider:
the four areas, while also ensuring we have
continuous enhancements, best value
appropriate governance, communication and
investments and future priorities. To achieve this
continuous improvement strategies in place,
we will continue our strong project
including:
management capabilities with an emphasis on
` Leading the development of co-ordinated,
using robust business cases and benefits to
relevant and high quality research and
adopt technologies and source solutions which
evaluation programmes
reduce our costs and position us to provide
` Ensuring the delivery of time and resource
future capability.
efficient research and evaluation
` Promoting research and evaluation findings
to ensure evidence has an impact on policy,
practice and behaviour.
The role and influence of the Framework will
increase over the coming years as we refine and
consolidate its operation and governance and
demonstrate how it can assist us to develop
new partnerships and position the Department
as a thought leader within both the Australian
Public Service and the Australian Community.
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INNOVATION
Our activities to embed our Strategy are:
` Consultation processes—we have identified
Policy design and programme delivery will be
the importance of early engagement to
informed from a broad range of multi–
ensure we utilise the expertise in the State
disciplinary sources and enhance our ability to
Network, and seek feedback from external
achieve our priorities and meet immediate,
stakeholders and members of the
medium and longer term needs.
community. We will also use our
An example of this work is a Behavioural
Governance Framework as a source to gain
Economics project which highlights the benefits
different perspectives and new ideas from
behavioural economics brings as another
our committees and working groups.
dimension to policy and service delivery design.
` Programme management—to enhance our
We are looking at common patterns in how
policy design and programme delivery we
people think, respond and behave. Recently, the
will utilise a programme management
Economic Strategy Group has commenced a
methodology which will ensure our
project to build the behavioural insights
stakeholder engagement is consistent, help
capability of the Department through a
to identify our timeframes for stakeholder
collaborative partnership with the UK Behavioural
engagement and the best methods of
Insights team. This capability will provide our
communication.
people with a more formalised and embedded
understanding of the potential for “nudge theory”
STREAMLINING COMMON
to influence the broader policy development and
SERVICES
programme implementation process.
Over 2015–2019 we will continue to strengthen
We established the Shared Services Centre (SSC)
relationships with our networks including other
with the Department of Education and Training
APS agencies, industry bodies and the
as a joint operation to provide shared corporate
community to help our capability to think
services for both departments. The SSC is based
longer term, lead and inform policy co–design.
on a shared corporate services model allowing
both departments to share some of the
We will also assist with our contribution to
corporate functions including corporate IT
whole-of-government policy work and cross
services, HR services, finance operations,
cutting portfolio issues through areas such as
property services, design and website
the Growing Jobs and Small Business package.
development, library and mailroom services.
These approaches will consider social and
economic policy issues, and the impact on
The collaboration is designed to reduce costs
health, education, immigration and industry.
and increase efficiencies through the
This will provide opportunities for our people
consolidation and standardisation of processes.
to influence policy development and share
The SSC is building on work undertaken to
technical expertise with other Departments.
harness improvements and efficiencies with the
corporate (Department wide) functions by the
We are creating an innovation framework to
former Department of Education, Employment
ensure we capture and consider the ideas of
and Workplace Relations.
our people across all our activities.
The SSC is accountable to the two departments
and overseen by the SSC Governance Board
STAKEHOLDER ENGAGEMENT
chaired by our Secretary. The SSC also provides
Our Stakeholder Engagement Strategy will
additional services to other departments and
provide guidance and help identify
agencies on a cost recovery basis, and is
stakeholders for co–design opportunities.
committed to continuous service improvement,
Our Strategy will ensure there is analysis
provide analysis and identify solutions to best fit
of the objectives of the engagement. We will
customer needs.
take a targeted approach to strengthen and
enhance relationships and collaborate with
external stakeholders.
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RISK OVERSIGHT
AND MANAGEMENT
Managing risk well supports innovation and supports
the planning and management of objectives consistent
with the effective and ethical use of Australian
Government resources.
The management of risk is everyone’s
Our risk framework outlines:
responsibility and is essential to our day to day
` how systematic risk management is
business operations, deliberations and
embedded into business processes
decisions. We are conscious of the risks we face
` the use of the Department’s Enterprise Wide
and we share risk knowledge and responsibility
Risk Management System (ERMS)
with our stakeholders (including other
` links with strategic and business plans
government Departments and employment
` our positive risk culture
providers). We make informed decisions in
` the defined responsibilities and outlines
managing, treating and communicating these
accountabilities for managing risk
risks (through governance procedures) so that
` the support available to help staff and
we are prepared for uncertainty and identify
contractors undertake effective risk
and harnesses potential opportunities.
management practices
` how risk management performance is
measured and reported.
The Department’s risk management framework
operates in the broader Commonwealth
framework. Legislation, Commonwealth
policies, national standards, guidelines and
guides all inform our approach (the why and
how) to managing risk.
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Our corporate wide approaches are
We are committed to prevent fraud in all
supplemented by programme-specific strategies.
aspects of our business. Our fraud control
For example, the Employment Services
framework aims to ensure we manage fraud
Compliance and Assurance Framework sets out
risks while maintaining a high level of service
the methods undertaken by the Department to
to the community. This is particularly relevant in
manage risks to the employment services
the delivery of the Fair Entitlements Guarantee
programmes including the conduct of national
and the Employment Services Programme. Our
and targeted programme assurance projects on
Framework is designed to protect public money
an annual basis.
and property and to protect our integrity and
security, and ensures:
Our Secretary and Executive are forward
` fraud against the Department is minimised
looking, identifying risks, emerging trends and
` losses incurred by the Department due to
opportunities to inform our thinking and be
fraud are minimised
flexible, adaptable and strategic. This agenda is
` should fraud occur, it is rapidly detected,
reflected through our risk management
effectively investigated and appropriate
practices.
sanctions are applied (including criminal
prosecution).
Our fraud control environment ensures public
and government confidence in the integrity of
our activities is maintained. Fraud control
supports our governance structure so we can
meet our policy and operational objectives in
an appropriately risk managed manner.
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EmploymentGovAu
www.employment.gov.au
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