Organisational performance

We are working to make our organisational performance processes clearer and sharper to help drive improved results and increased productivity.

In 2017–18 we strengthened planning and performance reporting by:

• aligning the performance framework with our White Paper objectives
• improving consistency between performance measures in the corporate plan and those in the PBS
• strengthening our cascading performance framework approach (from the corporate plan through to business unit plans to individual performance agreements)
• instituting a quarterly performance review process
• restructuring the department to encourage greater focus and cooperation in distinct groups.

Our corporate plan and PBS analysis (p.15) outlines the broad scope of the department’s work, our purpose, outcomes and priority functions. It is underpinned by working-level performance and planning processes, which encompass specific performance measures and delivery strategies. Over the reporting period, the executive considered and reviewed the performance of business units across our global network, providing strategic feedback and guidance to 58 posts, seven state and territory offices and for 41 divisional reviews. This process was supported by feedback from over 100 Australian Government agencies and key stakeholders.

At the individual level, the department’s performance framework provided managers and staff training and, where appropriate, individual guidance and support for managing complex performance and management issues. Under the framework, all staff at the EL 2 level and above, and EL 1 officers with significant supervisory responsibility, are provided upwards feedback on their performance. Support for managers included mentoring for first-time posted staff filling key leadership positions in overseas posts. All staff are able to initiate their own mentoring relationships through a register in which over 200 staff have volunteered to mentor their colleagues in a variety of areas.

Performance pay is available to non-SES APS employees who have reached the top pay point in their classification, receive a ‘Performing Well’ or ‘Performing Exceptionally’ rating under the performance framework, and meet eligibility criteria related to time at level (see table 6). Performance pay arrangements for locally engaged staff differ depending on local conditions of service.

Risk and red tape reduction

Given the rapid and unprecedented pace of change that characterises the international environment, it is critical that as a department we strengthen our risk culture so we can more efficiently and effectively deliver the government’s objectives.

In 2017–18 the department encouraged staff to engage intelligently with risk. This approach has enabled us to be more innovative and to avoid red tape. We have updated the risk management guide, prosecuted the importance of positive risk culture behaviours, and undertaken extensive capacity building across the department.

We defined and embedded a set of eight ‘positive risk culture behaviours’, which is enabling and rewarding staff for making decisions informed by risk and pursuing upside risk where the benefits allow us to better meet our objectives. In June, we held the second departmental ‘Open Up’ seminar, in which the Secretary and other senior staff discussed their personal experiences of learning from failure. The Secretary outlined her commitment to driving a culture where staff feel comfortable acknowledging mistakes and sharing lessons learned—essential behaviours for innovation and a strong risk culture. Risk training and capacity development was a strong focus as we worked to ensure staff prioritise risk management as an essential professional tool.

Our staff are now better equipped to understand and apply risk management.

Risk and innovation go hand-in-hand. Strengthening our risk and innovation culture is allowing the department to achieve important red tape reductions.

In 2017–18 the department’s three regulators—the Australian Passport Office, the Sanctions Section and the Australian Safeguards and Non-Proliferation Office—led these efforts, resulting in over $11.6 million of savings.

The largest savings were realised from the rollout of the department’s online, digital capture passport application form. This form has significantly expedited the passport application process by reducing the number of visits to Australia Post needed to complete an application and providing better guidance on exactly what identification documentation is required.

The three regulators also conducted their third performance self-assessment under the Commonwealth’s Regulator Performance Framework (RPF). All three regulators demonstrated strong results. More information on the department’s work to cut red tape and links to the RPF are available at dfat.gov.au/about-us/corporate/Pages/deregulation.aspx

Inclusive leadership and diversity

The principles of inclusive leadership are at the heart of the department’s cultural change agenda. In 2017–18 our inclusion agenda has enhanced the productivity, diversity and capability of our workforce.

As the department that represents Australia to the world, we recognise that our staff should represent the wide and talented diversity of the Australian people. We are committed to strengthening the diversity of our workforce and providing our staff with a safe and inclusive workplace.

Working with staff, the department’s senior leadership has put in place strategies to achieve this goal. These strategies are specific, ambitious and innovative. Establishing measures, reviewing progress regularly and the appointment of senior champions for each stream of work has been an integral element of this agenda.

Staff diversity

Women in leadership

Our Women in Leadership Strategy is driving deep cultural change and opening up new ways of working to improve gender equality, helping all staff reach their full potential and enhancing productivity.

The changes introduced in the strategy are wide-ranging, from the commitment to flexible working arrangements, SES gender targets, the introduction of unconscious bias training and embedding inclusive leadership practices in everyday work.

The ‘if not, why not?’ approach to flexible work has been rolled out across the department. This approach emphasises the right for staff to request a flexible work arrangement and establishes a default assumption that every request is considered. Our ultimate goal is to normalise flexible work as a way of doing business, for men and women, with and without caring responsibilities.

The following table provides information on full-time and part-time employment in 2016–17 and 2017–18

Our Women in Leadership objective is to have at least 43 per cent and 40 per cent women at SES Band 1 and Band 2 levels by 2020 respectively. In 2017–18 women made up 38 per cent of the SES band 1 cohort (up from 35 per cent, year-on-year (y-o-y)), 32 per cent of the SES band 2 cohort (up from 28 per cent, y-o-y) and 60 per cent of our SES band 3 cohort¹. Women also make up 40 per cent of our heads of mission (HOM) positions overseas². Reflecting this progress, the department won the APS Commission Gender Equality Award in November.

The department’s Women in Leadership team accept the APS Commission Gender Equality Award in November [DFAT]

Indigenous Recruitment and Career Development Strategy

In 2017–18 we achieved our target of 2.5 per cent of APS employees who identify as Aboriginal or Torres Strait Islander, with 94 ongoing Indigenous APS employees (see Table 8: Indigenous staff by classification 2016–17 and 2017–18). We achieved this through a number of affirmative measures for Indigenous Australians at the APS6/EL1, EL2 and senior executive levels, as well as other measures, consistent with our Reconciliation Action Plan 2016–19 and Indigenous Recruitment and Career Development Strategy 2016–2020. The awarding of the inaugural Secretary’s Award for Reconciliation in May, and launch of the Reconciliation Space by the Secretary in November were clear demonstrations of the department’s continued commitment to reconciliation.

Aboriginal dancers from Wiradjuri Echoes performing at the launch of the department’s Reconciliation Space in the R.G. Casey Building in November [DFAT/Linda Roche]

A disability inclusive workplace

In 2017–18, 86 APS employees reported a disability, representing 2.2 per cent of APS employees in the department. To promote a more disability inclusive workplace we provided disability confidence training and held a dialogue between the senior executive and the department’s Disability Network. We are also developing practical ways that staff can participate fully in the broad range of the department’s work. Disability reporting details under the National Disability Strategy are available at dss.gov.au.

Cultural and linguistic diversity

As of 30 June 2018, 684 APS employees reported as being from a non-English speaking background, representing 18 per cent of APS employees in the department. To support culturally and linguistically diverse (CALD) colleagues, the Secretary launched a new CALD Staff Network on Harmony Day, reflecting the important role staff from diverse backgrounds play in the department. We are developing our inaugural CALD Strategy in close consultation with the CALD Network, the recently appointed CALD Champion and other key stakeholders.

Our support for our LGBTI colleagues

We continued to support colleagues who identify as lesbian, gay, bisexual, transgender and intersex (LGBTI) through participation in Mardi Gras Fair Day in Sydney and events to mark International Day Against Homophobia, Biphobia and Transphobia. The department’s inaugural LGBTI Strategy is being developed in close consultation with the LGBTI network, our LGBTI champion and other key stakeholders.

The LGBTI Network Committee members at the department’s Mardi Gras Fair Day stall, with Wing Commander Vince Chong of Defence’s DEFGLIS [DFAT]

Staff welfare

As an organisation operating in high-risk locations, staff welfare is a high priority. Our Staff and Family Support Office (SFO) has been instrumental in leading development of a new Mental Health Policy and Strategy, while also providing a range of services to staff in Australia and overseas.

During the year the SFO provided 2,225 consultations to 1,000 staff and family members, and conducted 162 training sessions, reaching over 2,421 participants. The SFO also continued to offer Mental Health First Aid courses, training over 318 staff. The department has now achieved silver accreditation as a Mental Health First Aid Skilled Workplace from Mental Health First Aid Australia.

Staff surveys focus on assessing staff attitudes toward the impact of flexible work policies, the effectiveness of the HOM/HOP mentoring program and LGBTI workplace inclusion. Our APS Employee Census results compare favourably with other agencies. We use the census results to measure and improve our performance and to inform our corporate policies.

Values, conduct and ethics

In 2017–18 the department promoted the APS Values and Employment Principles through e-learning training modules, face-to-face training and pre-posting conduct and ethics briefings for heads of mission, deputy heads of mission and senior administrative officers.

Our Employee Ethics Section provides an ethical advisory service and investigates allegations of fraud and misconduct involving staff, including locally engaged staff overseas. During the period, 39 new allegations were investigated and 33 code of conduct (CoC) investigations were undertaken. Of the 33 finalised CoC investigations, 27 matters were substantiated. Ten officers were dismissed and penalties were applied to the remaining 17 officers. These penalties included fines, reduction in classification, reprimand and reduction in salary.

The department supports staff in reporting wrongdoing in the APS, in keeping with the Public Interest Disclosure Act 2013 (PID). The department’s PID policy is available on our intranet and external website, and we also provide e-learning for staff.

Anti-bullying, harassment and discrimination

The department has zero tolerance for bullying, harassment (including sexual harassment) and discrimination, and is committed to providing a workplace that is fair, flexible, safe and rewarding.

We are reviewing sexual harassment policies to strengthen behaviour of our staff and contracted partners and reporting when these expectations are not met. A single telephone number will be established for reporting or seeking assistance on any inappropriate behaviour, sexual harassment, and sexual exploitation and abuse of children and vulnerable adults. The department’s external website will incorporate a portal to enable easy and quick access to information and support.

In 2017–18 we also provided mandatory e-learning to all staff in Australia and overseas, and access to support options, including a global network of over 200 workplace diversity contact officers.

Domestic and family violence

A continued focus for the department in 2017–18 was combating domestic and family violence. Building on the 2015 Guidance on Workplace Responses to Domestic and Family Violence, we released a toolkit on how to recognise the signs of violence. The toolkit also highlighted in-house and external support services. It supplements advice provided to overseas posts on the formulation of location-specific policies.

Reporting on the department’s work health and safety performance is available at appendix 4, p. 238.