Chapter 2 An Agile Workforce

2.1 Attraction and Retention

The ACT Public Service workforce grew by 4.4 per cent over the 2018-19 reporting year (by 978 employees or 862.5 full time equivalent (FTE) staff). At June 2019, the recruitment rate for permanent officers across the ACTPS was 12.4 per cent. The separation rate was 6.9 per cent, indicating a stable workforce.

The Workforce Capability and Governance Division in CMTEDD develops whole of government strategies to assist Directorates in attracting, recruiting and retaining employees to the ACTPS.

Enterprise Agreements

The ACTPS employment framework includes 18 Enterprise Agreements made under the Fair Work Act 2009 (Cwlth). In the 2018-19 reporting year, new enterprise agreements have been negotiated and approved to replace 13 of the existing Agreements. The new agreements are:

• ACT Public Sector Administrative and Related Classifications Enterprise Agreement 2018-2021;
• ACT Public Sector Cultural Facilities Corporation Enterprise Agreement 2018-2021;
• ACT Public Sector Health Professional Enterprise Agreement 2018-2021;
• ACT Public Sector Infrastructure Services Enterprise Agreement 2018-2021;
• ACT Public Sector Nursing and Midwifery Agreement 2017-2019;
• Transport Canberra Operations (ACTION) Enterprise Agreement 2018-2021;
• ACT Public Sector Support Services Enterprise Agreement 2018-2021;
• ACT Public Sector Education Directorate (Teaching Staff) Enterprise Agreement 2018-2022;
• ACT Public Sector Technical and Other Professional Enterprise Agreement 2018-2021;
• ACT Legislative Assembly Members' Staff Enterprise Agreement 2018-2021;
• ACT Public Sector Office of the Legislative Assembly Enterprise Agreement 2018-2021;
• ACT Public Sector Canberra Institute of Technology Enterprise Agreement 2019–2021; and
• ACT Public Sector Canberra Institute of Technology (Teaching Staff) Enterprise Agreement  2018-2021.

The following agreements will be negotiated and finalised in the 2019-20 reporting year:

• ACT Public Sector Legal Professionals Enterprise Agreement;
• ACT Public Sector Ambulance Service Enterprise Agreement;
• ACT Public Sector Fire and Rescue Enterprise Agreement;
• ACT Public Sector Correctional Officers Enterprise Agreement; and
• ACT Public Sector Medical Practitioners Agreement.

Note: the ACT Public Sector Nursing and Midwifery Enterprise Agreement 2017-2019 nominally expires in December 2019 and will be renegotiated in the 2019-20 reporting year.

The negotiated outcomes include fair, affordable and competitive wage and entitlement enhancements. The pay offer covers a period of four years duration with percentage increases being provided at regular intervals.  The pay increases are applicable from the first full pay period on or after the dates listed below, with backpay applied as relevant:

• 2.25 per cent backdated from the first full pay period in October 2017;
• 0.5 per cent backdated from the first full pay period in June 2018; and
• 1.35 per cent every six months from the first full pay period in December 2018 to the first full pay period in June 2021.

Other benefits include:

• For members of Superannuation Guarantee Funds who were receiving a 10.5 per cent (9.5 per cent Super guarantee plus the current additional employer contribution of 1%) employer contribution will see that contribution increased to:
  • 10.75 per cent on 1 July 2018;
  • 11 per cent on 1 July 2019; and
  • 11.5 per cent on 1 July 2020.
• Superannuation contributions will continue to be paid for the first 52 weeks of parental leave;
• The agreements simplify and strengthen the ability for employees to access a range of entitlements to ensure they can balance their work and personal commitments;
• More flexibility provided for the taking of Bonding Leave; and
• Misconduct and Underperformance provisions have been rewritten from previous agreements. The purpose is to ensure that Procedural Fairness and Natural Justice Principles are enshrined in these sections. Transparency and fairness are integral to any misconduct and underperformance process.

Substantial policy work continues to be undertaken to support the implementation of the new Enterprise Agreements and to improve underlying processes.

Graduate employment

A range of whole of government professional development programs were offered across the ACT Public Sector during the 2018-19 reporting year. In addition to strengthening the capabilities of participating employees, Whole of Government programs offer the opportunity to build collaboration and networks across the ACT Public Sector.

The ACTPS Graduate Program is a Whole of Government program that is conducted over ten-months. Graduates are given the opportunity to experience three diverse workplace rotations.

The program includes a comprehensive learning and development program, learning from senior leaders and the opportunity to undertake challenging work that makes a real difference to the community. Upon successful completion of the program, graduates are permanently appointed to the ACTPS.

The ACTPS Graduate Program employs candidates in streams including:

• Commerce and Business;
• Law;
• Sustainability/Environment/Planning;
• Public Administration and Policy;
• ICT; and
• Human Services.

The learning and development components of the Graduate Program comprise a series of training courses, guest speaker/networking events and attendance at the Legislative Assembly seminars. Training courses that the graduates complete cover a range of topics such as Cultural Awareness, Resilience and Wellbeing, Writing in Government, Productive Stakeholder Engagement, Strategic Thinking in the workplace and Working with Ministers.

Every year, Graduates complete a group research project under the guidance of an Executive sponsor. Topics for the group research project involve real issues, challenges or initiatives that the ACTPS is facing. Topics covered by the 2018 graduates included:

• Using Data Effectively;
• Benchmarking City Metrics;
• Detainee Employment;
• Celebrating 25 Years of the ACT Public Service;
• The Gig Economy; and
• Review into Sex Offence Penalties.

The projects are presented to Senior Executives and the outcomes are used to enhance the way the ACTPS works and improves on the services the ACTPS delivers to the ACT Community.

As part of the program, Graduates are also given the opportunity to participate in the Annual Graduate Debate where two teams work alongside a Senior Executive and debate a topic endorsed by the Strategic Board.

In 2018, 183 applicants attended the assessment centre with 43 graduates being successful and commencing in the 2019 ACTPS Graduate Program. Seven per cent of the cohort are Inclusion graduates.

The ACTPS has an internal target to continue growing the graduate program each year. In 2020, the graduate program is looking to engage 60 graduates.

Preparations are ongoing for the 2020 Graduate intake. Applications for the 2020 ACTPS Graduate Program were sought in three programs: Open positions, Aboriginal and Torres Strait Islander identified positions and People with Disability identified positions. Applications closed between 28 April 2019 (for General positions) and 26 May 2019 (for Identified positions) with over 900 applications received. There were 173 candidates invited to attend the assessment centres. Work is underway to assess candidates for commencement in February 2020. For more information about the ACTPS Graduate Strategy see section 3.1, Workforce Planning.

ACT Government Veterans Employment Strategy

The ACT Government Veterans Employment Strategy aligns with the broader focus of the ACTPS to build a diverse, agile, responsive and innovative public service that delivers the ACT Government’s priorities and provides effective services for the ACT community.

The Strategy focuses on assisting veterans as they transition from the Australian Defence Force (ADF) into civilian employment.

A number of ACT Government Senior Executives have been appointed as Veterans Executive Champions. Their role is to champion the inclusion of veterans in the ACT Public Service and encourage and assist ACT Public Service employees to develop and implement inclusive practices for Veterans.

A range of resources have been developed under the Strategy, including the:

• Veterans’ Employment page on the ACT Public Service Employment Portal;
• ACT Public Service Veterans’ Employment Register for current Australian Defence Force (ADF) members and Veterans who are interested in a career in the ACT Public Service. Suitable ACT Public Service vacancies are forwarded to people on the register for their consideration;
• ACT Public Service Veterans’ Employment Transition Guide for people considering professional options after a career in the Australian Defence Force. This guide provides information on the
  ACT Public Service and useful tips for job searching and navigating the application and selection process;
• ADF Rank/ACT public service Classification Guide to assist Veterans to compare Australian Defence Force ranks and ACT Public Service classification levels in the administrative stream for general duties that do not require the exercise of military command responsibilities; and
• Guide to Employing Veterans in the ACT Public Service to provide employees involved in recruitment with an understanding of the Australian Defence Force environment, the personal attributes of Veterans, the Australian Defence Force rank structure and ways in which they can consider Veterans for vacant positions.

Representatives from the ACT Public Service continue to attend the ACT Australian Defence Force Transition Seminars and other events to provide background information on the ACT Public Service, information on conditions of employment and promote employment possibilities.

The ACT Public Service is currently establishing a Veterans’ mentoring program for launch later in 2019-20.

Directorate initiatives and programs

Across the ACTPS, directorates seek to develop and implement innovative practices and solutions to assist in recruiting and retaining employees with specialist or critical skills.

In the 2019 Agency Survey, directorates were asked to report on the attraction and retention of employees from the following groups:

• mature age employees;
• Aboriginal and Torres Strait Islander employees;
• People with Disability;
• entry level positions/traineeships/employees;
• people with specialist skills, including leadership skills at the Executive level;
• Veterans; and
• any other groups.

Five of the eight directorates reported strategies for attracting and retaining mature age employees, including:

• Promoting greater take-up of flexible working arrangements;
• Ensuring all recruitment processes are age-inclusive; and
• Knowledge transfer programs such as mentoring of younger employees by older employees to provide value to the organisation;
• Making reasonable adjustments to keep mature age employees in the workforce; and
• Phased retirement options.

JACS continues to review role descriptions including fitness standards and application to functional requirements for specific roles, where necessary. The Human Rights Commission is developing a Social Inclusion Plan which includes actions for attracting and retaining mature age employees. The ACT Rural Fire Service is undertaking a Flexible Membership Program to attract people to non-firefighting roles to better diversify the volunteer base. ACT Ambulance Service has made roster modifications for staff members aged 55 and above.

All directorates confirmed their commitment to the attraction and retention of Aboriginal and Torres Strait Islander and People with Disability employees within their workforce.

Directorates identified various strategies used to increase the recruitment and retention of Aboriginal and Torres Strait Islander and People with Disability employees. Specific initiatives undertaken by directorates include the development and implementation of dedicated intranet pages to support managers and supervisors with the employment and retention of Aboriginal and Torres Strait Islander People and People with Disability and the continued implementation of the employment action plan for People with Disability.

ACT Fire and Rescue continues to participate in the Indigenous Fire and Rescue Employment Strategy (IFARES) with the South Western Sydney Institute of TAFE and Fire and Rescue NSW. Graduates of the IFARES program join ACT Fire and Rescue and undertake the recruit training program alongside applicants who enter through the community-based selection process. In 2018-19 there were three ACT Aboriginal and Torres Strait Islander graduates of the IFARES program, and these members commenced their training as part of Recruit College 41 on 27 June 2019.

Further information on programs and initiatives implemented during 2018-19 to improve the attraction and retention of Aboriginal and Torres Strait Islander Peoples and People with Disability in the ACTPS can be found at sections 5.1 and 5.2, respectively.

All directorates support and participate in at least one of the Whole of Government entry level programs such as the ACTPS Graduate Program, the Inclusion Vocational Employment Program and the Aboriginal and Torres Strait Islander Vocational Employment Program. Several directorates also participated in the Work Experience Support Program, creating an avenue for ACT residents from culturally and linguistically diverse backgrounds experiencing significant barriers to obtaining on-going employment by gaining work experience.

The Human Rights Commission and the ACT Courts and Tribunal offered internships as part of the Australian National University’s internship program. ACT Corrective Services also offered two intern psychologist placements for 16 weeks each based in Community Corrections. In addition, two counselling students were based at the Alexander Maconochie Centre for a placement period of two days per week for five months.

Five directorates reported initiatives for attracting and retaining employees with certain specialist skills including leadership skills at the Executive level.

CMTEDD continued to deliver and support leadership and management capability development programs to enhance operational and strategic management capabilities of managers. The CMTEDD Senior Executive Masterclasses is a five-module program designed to help build connections with other leaders, promote peer learning and foster a culture of innovation, positivity and accountability. The Masterclasses include presentations from guest speakers and participants also have the opportunity to receive individual executive coaching by accredited professional coaches. The program was developed in early 2019 with modules commencing in July 2019 and the program is due to be completed in December 2019.

The Workforce Capability and Governance Division and the Chief Digital Officer within CMTEDD commenced negotiations with the Australian Public Service Commission and the Digital Transformation Agency to deliver Digital Transformation Leadership programs for Senior Executives. A plan is in place to deliver a pilot program in 2019-20.

Several directorates reported initiatives for 2019-20 to align with the ACT Government Veterans’ Employment Strategy. TCCS launched their Veterans’ Support Network and Veterans Executive Sponsor. The network aims to develop a 'TCCS Pledge to Give a Hand Up, Not a Hand Out’ in the coming year. The initiative is aimed at specifically attracting Veterans to the workforce.

Attraction and Retention Incentives (ARIns)

The ACTPS Enterprise Agreements contain provisions for the Head of Service to determine that an employee or group of employees who occupy certain positions may be provided with ARIns that differ from some of the terms and conditions available under the Enterprise Agreement. It is a requirement of the Enterprise Agreements that ARIns are reviewed annually.

Prior to the introduction of ARIns in 2013, these arrangements were achieved through the use of Special Employment Arrangements (SEAs) and Australian Workplace Agreements (AWAs). SEAs and AWAs continue to apply until they are ceased by either party. Whilst there continues to be employees covered by SEAs and AWAs in the ACTPS, no new arrangements can be commenced using these instruments.

ARIns, SEAs and AWAs were provided to employees across a wide range of classifications and specialist roles throughout the 2018-19 reporting year. Of the 337 ARIns, SEAs and AWAs in place at 30 June 2019, 259 are within Canberra Health Services making up 76.9 per cent of the total number across the ACTPS. Canberra Health Services reported using ARIns to ensure it can attract and retain key staff with skills and abilities essential to service delivery, particularly medical practitioners. The number of CHS staff covered by ARIns has reduced significantly in the past 12 months, as long-standing arrangements for health professionals have been incorporated into enterprise agreements.

The additional remuneration paid under the Canberra Health Services arrangements accounts for approximately 92.9 per cent of the total additional remuneration paid in the ACTPS. The arrangements apply to employees with notional salaries ranging from $73,874 per annum to $345,442 per annum.

¹ For the purposes of reporting ARIns, SEAs and AWAs, the City Renewal Authority and Suburban Land Agency data is included in Chapter 7, Public Sector Bodies.

² Total additional remuneration paid under AWAs, ARIns and SEAs during 2018-19 is an approximate figure.

The other seven directorates reported ARIns, SEAs and AWAs being used for officers notionally ranging from an Administrative Services Officer Class 5 to a Senior Officer Grade A and across different employment classification groups such as Professional Officers and Information Technology Officers.

Please note that some ARIns do not contain additional remuneration and instead may contain some other non-remuneration benefits.

During the reporting year, the Education Directorate used a Group ARIn to enable the payment of an allowance for School Assistants providing health care tasks/procedures through the Health Access at School Program (HAAS). The Group ARIn was initiated in order to provide authority for the payment of the allowance during the life of the ACT Public Sector Administrative and Related Classifications Enterprise Agreement 2014-2017. The Group ARIn ceased on commencement of the new ACT Public Sector Administrative and Related Classifications Enterprise Agreement 2018-2021 which includes provision for the new HAAS Allowance.

Shared Services within CMTEDD predominantly used ARIns in ICT areas, where skill shortages such as specialist IT, Finance and Human Resources business integration and solutions architecture are in high demand across ACTPS but also in the Federal Government and Private Sector. ACT Health Directorate also reported challenges in attracting and retaining highly skilled IT professionals.