Department of the Environment, Water, Heritage and the Arts annual report 2008-09

Volume one
Department of the Environment, Water, Heritage and the Arts, 2009
ISSN 1441-9335

Managing the department (continued)

Human Resources

Implemented the government's new employment framework, which included new arrangements for agreement making in the Australian Public Service (APS). Commenced negotiations on a new Collective Agreement for the department.
Conducted the DEWHA 2008 Staff Survey, which provided the basis for a number of departmental priorities for action.
Initiated a number of key initiatives as part of the department's workforce planning strategy, to address issues such as an ageing workforce, greater diversity and skills shortages. Initiatives included increasing the number of recruits in the graduate program, continuation of the school leavers traineeship and an intra-departmental Indigenous secondment program.
Strengthened performance in the occupational health and safety area through a comprehensive review of policies and procedures and the implementation of new health and safety arrangements.
Implemented a comprehensive leadership program for executive level employees, aimed at consolidating leadership and management skills at the frontline manager level, and strengthening the succession pipeline in the department.
Continued development of an accommodation strategy for the department's Canberra employees, which would result in all staff working in a single location.
Launched the department's Disability Action Plan 2009-2011. Implementation strategies include stakeholder briefings and seminars to raise awareness in employees.

Workforce planning, Staff retention and turnover

The department initiated its first comprehensive workforce planning process in 2006-07, with publication of the DEWHA Workforce Plan 2007-2009. The majority of strategies from the plan have now been implemented and work has progressed on the development of a new plan, covering the period 2009-2012. The issues of an ageing workforce, succession management and changing economic conditions have been identified as key workforce planning concerns. Workforce planning strategies to address these concerns include: expansion of the graduate recruitment program and continuation of the School Leaver Traineeship program.

The department recognises that workforce planning must be sufficiently flexible to meet changing circumstances. For example, of the 60 graduates recruited in 2008 (a doubling of the program from the previous year), 10 were transferred to the newly created Department of Climate Change at the commencement of their third rotation. The number of people recruited as part of the graduate program was increased to 64 in February 2009, continuing the department's role as a significant employer of graduates in the APS. During their first year, graduates complete placements in three different areas of the department and undertake a comprehensive development program. Strong retention rates and feedback demonstrating high levels of satisfaction with the program have been maintained, despite its rapid expansion.

The school leaver traineeship program introduced in 2008 was continued, following the success of the pilot program. Of the nine trainees who started in 2008, seven completed the program and were offered ongoing employment with the department. In the 2009 program, ten recent Year 12 school leavers are undertaking a Certificate IV in Government course and three rotation placements throughout the department. Once again, trainees who successfully complete the program will be offered ongoing employment with the department.

Two Indigenous graduates were recruited through the Australian Public Service Commission's centralised program, for the department's 2009 graduate program. The three Indigenous undergraduate students recruited in 2008 for the Indigenous cadetship program continue to be financially supported to undertake full-time tertiary studies and work in the department during vacations.

The DEWHA 2008 Staff Survey provided information for workforce planning, especially on staff attraction and retention. The survey was conducted from 24 November to 5 December 2008 and sought staff perceptions on a wide range of workplace issues including: leadership; attraction and engagement; communication; working environment; career development; and business systems. The survey received a total of 1750 responses, an overall response rate of 64 per cent, with the majority of divisions achieving greater than 75 per cent participation. The overall survey results were encouraging: 84 per cent of staff indicated satisfaction with their job and 88 per cent responded that they would recommend the department as a good place to work.

The retention rate for ongoing employees in 2008-09 was 86.5 per cent, compared to 90.3 per cent in 2007-08. The overall separation rate (including promotions and transfers to other APS agencies) was 23.99 per cent, a slight rise from 23.13 per cent in 2007-08. This figure includes the department's non-ongoing employees, primarily employed to meet seasonal operational demands in the AAD and some of the national parks. Excluding these employees, the separation rate for ongoing employees was 9.45 per cent, a rise from 8.75 per cent in 2007-08. Work commenced in 2008-09 on revamping the department's induction process, as a further step in reducing attrition, particularly in new employees.

Workforce profile

The department has a diverse workforce, carrying out a range of responsibilities across Australia and in Australia's external territories.

The department's workforce statistics are presented in the tables on the following pages. All statistics are as at 30 June 2009.

Key to job classification symbols in the tables on workforce statistics
Secretary	Secretary of the department
PEO	Principal Executive Officer. Refers to the Director of National Parks, a statutory office holder.
SES 1-3	Senior Executive Service bands 1-3. Includes Chief of Division, Australian Antarctic Division.
EL 1-2	Executive Level bands 1-2. Includes equivalent Australian Antarctic Division bands 7-8.
APS 1-6	Australian Public Service levels 1-6. Includes equivalent Australian Antarctic Division levels 1-6. Includes graduate, school leaver and cadet recruits.
RS 1-3	Research Scientist (equivalent to APS 6 or EL 1), Senior Research Scientist (equivalent to EL 2) and Principal Research Scientist (equivalent to EL 2).
AMP 1-2	Antarctic Medical Practitioner levels 1-2 (Expeditioner).
AE 1-3	Antarctic Expeditioner bands 1-3.
LO 1-3	Legal Officer (equivalent to APS 3-6), Senior Legal Officer (equivalent to EL 1) and Principal Legal Officer (equivalent to EL 2).
PAO 1-4	Public Affairs Officer 1-2 (equivalent to APS 3-6), Public Affairs Officer 3 (equivalent to EL 1) and Senior Public Affairs Officer (equivalent to EL 2).

Job classification, gender, location
Location	Gender	Classification										Total
Location	Gender	Secretary	PEO	SES 1-3	EL 1-2	APS 1-6	RS 1-3	AMP 1-2	AE 1-3	LO 1-3	PAO 1-4	Total
ACT	Female	1		22	463	1025				6	55	1572
ACT	Male		1	41	377	469	2			7	5	902
Antarctica	Female								2			2
Antarctica	Male							6	46			52
Indian Ocean	Female				1	12						13
Indian Ocean	Male					23						23
Jervis Bay	Female				3	11						14
Jervis Bay	Male				4	16						20
New South Wales	Female				4	6						10
New South Wales	Male				2	11						13
Norfolk Island	Female					1						1
Norfolk Island	Male					4						4
Northern Territory	Female			1	10	135	2					148
Northern Territory	Male			2	17	155	6					180
Queensland	Female				2	6						8
Queensland	Male				3	2						5
South Australia	Female				2	2						4
South Australia	Male				3	1						4
Tasmania	Female			2	19	103	5	3		1	1	134
Tasmania	Male			6	37	126	33					202
Victoria	Female				2	6						8
Victoria	Male				3	1						4
Western Australia	Female				4	7						11
Western Australia	Male				6	1						7
Total		1	1	74	962	2123	48	9	48	14	61	3341

Full-time employees under the *Public Service Act 1999*
	Non-ongoing			Ongoing			Total by Gender		Total
	Female	Male	Sub Total	Female	Male	Sub Total	Female	Male	Total
Parks Australia Division	31	32	63	85	125	210	116	157	273
Dept - all other Divisions	189	200	389	1188	881	2069	1377	1081	2458
Total	220	232	452	1273	1006	2279	1493	1238	2731

Part-time employees under the Public Service Act 1999
	Non-ongoing			Ongoing			Total by Gender		Total
	Female	Male	Sub Total	Female	Male	Sub Total	Female	Male	Total
Parks Australia Division	69	81	150	15	4	19	84	85	169
Dept - all other Divisions	62	33	95	282	62	344	344	95	439
Total	131	114	245	297	66	363	428	180	608

Note: these statistics do not include the Secretary or the Principal Executive Officer

Employment agreements

New arrangements for making agreements in the Australian Public Service (APS), were introduced by the government from February 2008. A key feature was the prohibition on new Australian Workplace Agreements (AWAs) in the Australian workforce, while existing AWAs were to continue until replaced or terminated under the Workplace Relations Act 1996. Within the department 18 per cent of staff continue to be covered by an AWA, predominantly at the SES and Executive Levels. The majority of AWAs have a nominal expiry date of 30 June 2009.

Employment conditions for employees not on AWAs are set out in the department's Collective Agreement (the Department of the Environment and Heritage Collective Agreement 2006-09). This has a notional expiry date of 10 August 2009. Staff who joined the department from the then Department of Communications, Information Technology and the Arts, as a result of machinery of government changes in December 2007, retain some conditions from that department's 2007-2010 Collective Agreement.

For new non-SES employees, the Collective Agreement is the principal instrument that sets out terms and conditions of employment. Where necessary to attract quality candidates, supplementary terms and conditions are managed through the use of determinations under the applicable employing legislation (generally a s 24(1) determination under the Public Service Act 1999).

Remuneration arrangements for SES employees are determined by the Secretary, based on individual capacity and job requirements. General conditions were agreed and previously set through a comprehensive AWA. For new SES employees, a determination under s 24(1) of the Public Service Act 1999 is being used to set terms and conditions of employment.

Number of employees under each type of employment agreement
Type of agreement	Classification		Total
Type of agreement	SES	non-SES	Total
Australian Workplace Agreements	53	542	595
Collective agreement (department)	-	2668	2668
Other	21	55	76
Total	74	3265	3339

Base salaries
Classification	Collective agreement	Australian Workplace Agreement
Australian Public Service Level 1-2	$35,182 - $44,417
Australian Public Service Level 3	$45,902 - $50,156
Australian Public Service Level 4	$51,664 - $54,810	$51,664 - $54,810
Australian Public Service Level 5	$56,455 - $59,890	$56,455 - $59,890
Australian Public Service Level 6	$61,688 - $69,795	$61,688 - $69,795
Executive Level 1	$75,868 - $84,158	$75,868 - $91,271
Executive Level 2	$90,891 - $102,299	$90,891 - $114,400
Public Affairs Officer 1	$51,664 - $59,890
Public Affairs Officer 2	$65,445 - $72,099	$65,445 - $72,099
Public Affairs Officer 3	$79,548 - $99,319	$79,548 - $99,319
Senior Public Affairs Officer 1-2	$102,299 - $108,532	$102,299 - $111,532
Legal Officer	$47,280 - $69,795
Senior Legal Officer	$75,868 - $93,618	$75,868 - $93,618
Principal Legal Officer	$99,319 - $105,372	$99,319 - $108,372
Research Scientist	$61,688 - $84,158	$61,688 - $84,158
Senior Research Scientist	$87,701 - $108,532	$87,701 - $111,532
Principal Research Scientist	$111,788 - $122,154	$111,788 - $125,154
Senior Principal Research Scientist	$129,483 - $141,491	$129,483 - $144,491
Antarctic Medical Practitioner Level 1 (Head Office)	$102,299 - $115,143	$102,299 - $115,143
Antarctic Medical Practitioner Level 2 (Head Office)	$118,597 - $129,483	$118,597 - $132,483
Expeditioner Band 1		$44,796 - $59,984
Expeditioner Band 2		$55,133 - $74,406
Expeditioner Band 3		$76,575 - $87,807
Antarctic Medical Practitioner Level 1 (Expeditioner)		$118,597 - $132,483
Chief of Division 1		$124,200 - $143,000
Senior Executive Service 1		$124,200 - $143,000
Senior Executive Service 2		$154,400 - $177,700
Senior Executive Service 3		$192,000 - $225,200

Note: Does not include salaries relating to the Principal Executive Officer position or the Secretary, as they are not employed under the collective agreement or an Australian Workplace Agreement.

Performance Payments

In December 2008 a decision was made to end the performance pay scheme for SES staff. SES salaries were increased on a cost neutral basis to compensate for the loss of performance pay, with appropriate reductions for the cost of superannuation.

Some non-SES employees, whose employment conditions are covered by AWAs or s 24(1) determinations, are eligible for performance bonuses. Details of payments made during 2008-09 are detailed below. Payment is linked directly to an individual's performance assessment outcome.

A table showing performance pay by level, average and range is set out below:

Performance pay for employees up to executive level 2
Performance pay statistic	Classification
	APS 1-6		Executive Level 1		Executive Level 2
	2007-08	2008-09	2007-08	2008-09	2007-08	2008-09
Number of performance payments	7	1	347	382	233	249
Average performance pay	$4,932.00	$3,366	$4,556	$5,338	$6,685	$6,737
Range of performance pay	$1,215 - $7,417	$3,366	$243 - $13,285	$546 - $10,099	$233 - $12,163	$704 - $17,084
Total paid	$34,527	$3,366	$1,581,132	$2,039,456	$1,557,747	$1,677,629

Notes:

Performance pay bonus payments made in 2007-08 are for the 2006-07 appraisal cycle.

Performance pay bonus payments made in 2008-09 are for the 2007-08 appraisal cycle.

Some payments were made on a pro-rata basis as employment did not span the full appraisal period.

Performance pay for senior executive service employees
Performance pay statistic	Classification
	SES bands 2 and 3		SES band 1
	2007-08	2008-09	2007-08	2008-09
Number of performance payments		22		52
Average performance pay		$12,472.00		$7,720.55
Range of performance pay		$4,626.00 - $26,400.00		$1,697.00 - $17,160.00
Total paid		$274,384.00		$401,469.00

Notes:

Performance pay bonus payments made in 2007-08 are for the 2006-07 appraisal cycle. Performance pay bonus payments made in 2008-09 were limited to a small number of SES not affected by the decision to end performance bonuses and roll in a commensurate amount to salary.

Some payments were made on a pro-rata basis as employment did not span the full appraisal period.

Payments do not include the Secretary and the Principal Executive Officer.

Performance management

The department's current performance management scheme has been in place since 2005, although there have been variations in ratings systems for those on the Collective Agreement; those covered by AWAs and s 24(1) determinations; and those who joined from the Department of Communications, Information Technology and the Arts, after the December 2007 Machinery of Government changes.

With the vast majority of AWAs expiring at the end of the current performance cycle, the department has taken the opportunity to revise the policy, ratings and template to ensure alignment across all parts of the organisation. The department is also increasing its commitment to identifying and addressing performance issues by providing increased support to managers and employees. Targeted training for managers on performance leadership was also commenced in 2009, building on an enhanced leadership program outlined in the following section. The online recording of participation and ratings, through the employee self service system, commenced to provide accurate statistics and data for salary increases, and to monitor participation in the scheme.

Learning and development strategies

Effective and targeted learning and development strategies continue to be a fundamental element of the department's ability to retain quality staff, and strengthen our talent identification and succession management strategies. To ensure all staff members have access to the learning and development opportunities needed to undertake their work, each one is required, under the terms of the Collective Agreement, to have a learning and development plan, which clearly identifies both the learning needs and the solutions.

During 2008-09, the highly successful leadership program for Executive Level employees was expanded to include additional segments, specifically addressing performance. This aimed at delivering skills in how to maximise performance. It directly addressed outcomes from the staff survey, where staff expressed concern that performance issues were not being adequately addressed by managers. Over 350 Executive Level and Senior Executive Service staff members have participated in one or more of the leadership program elements to date.

Other learning and development programs developed to address specific business needs were delivered during the year. They included negotiation skills, ministerial writing and project management.

The department continued to use online learning to educate employees about concepts, business processes and computer applications. The online orientation program, which enables new employees to rapidly gain knowledge of departmental practices and procedures, has been significantly expanded during the year, to ensure that all new staff members are properly inducted into the department, with the expectation that this will reduce attrition in the first year of work. Online IT training programs assist staff members to improve their computer skills. Other online programs have been developed to provide easily accessible training in aspects of finance and security.

Workplace Diversity sessions were held on five occasions throughout the year, to raise the awareness of existing employees about the importance of diversity, and to increase prospects of retaining a diverse workforce. Work commenced on preparation of a new Diversity Plan 2009-2012 for the department.

A new Indigenous Development Coordinator was appointed during the year, to continue the implementation of the Indigenous Employment and Capability Strategy (IndECS). An Indigenous mentoring program was launched at Indigenous staff conferences held in Jervis Bay and Darwin. The mentoring program is supported by a training program for mentors of Indigenous staff. Four Indigenous Cultural Awareness programs were conducted. The Australian Public Service Commission also ran two of its Indigenous career trek programs, one at Booderee National Park and one at Kakadu National Park.

Staff continued to utilise external development programs, where the focus is on broader management and leadership skill development. Four staff members are undertaking the Public Sector Management Program and a further five attended the Career Development Assessment Centre (CDAC) program of the Australian Public Service Commission. Another two employees are undertaking the Executive Masters in Public Administration, through the Australian and New Zealand School of Government. These courses, along with the department's leadership development program, are important elements of the department's succession management and talent development programs.

Rewards and Recognition

The department has developed a range of reward and recognition programs, both formal and informal, to help ensure that initiative, commitment and high performance are recognised in appropriate and timely ways. This includes participation in formal Australian Public Service-wide recognition programs, as well as celebrating department-wide employee excellence by recognising outstanding team and individual performance.

A key program is the annual Australia Day Achievement Awards. Twenty-five awards were announced, for 10 individuals and 15 teams, at the department's 2009 Award ceremony on 3 February. Award recipients included: an officer who has made a significant contribution to the conservation of Christmas Island's unique biodiversity, by guiding the Christmas Island Mine Site Forest Rehabilitation Team to deliver a world-class rainforest rehabilitation program; a team award for the National Portrait Gallery for the successful transition to their new building; and to the Leadership Team for their excellent work in implementing a new large-scale Leadership Development Program, for all the department's Senior Executive Service and Executive Level employees.

A second important cross-department recognition program is the annual Secretary's Awards. In October 2008, the Secretary presented a total of 50 achievement awards in three categories. The first category recognised 17 individuals for their contribution as effective mentors and role models. Category Two recognised 17 teams for their effective knowledge-sharing and team work. Category Three recognised 14 individuals and two teams for their consistently good efforts and for setting a high benchmark for the type of work they do.

Outstanding work was also recognised at a divisional level, with individuals and teams being recognised by relevant division heads, who awarded certificates for contributions to the work and outcomes of their divisions.

Occupational health and safety

The department is committed to providing and maintaining a safe and healthy workplace for all its employees and visitors, in accordance with the Occupational Health and Safety Act 1991. The department's Health and Safety Management Arrangements (HSMA) and Occupational Health and Safety (OHS) Policy detail how this will be achieved. Where incidents do occur, the department is committed to supporting ill and injured employees and assisting them to return to work in a safe and supportive environment. This is in accordance with the department's rehabilitation policy and guidelines.

The focus for 2008-09 has been on establishing the HSMA. This included:

establishing OHS committees along the changed guidelines
ensuring all designated work groups are represented by an elected or selected health and safety representative, and
health and safety representatives undergoing training in their role.

To actively promote a healthy workforce, the department:

offered influenza vaccinations to all employees
developed posters on reducing the spread of coughs and colds in the workplace
conducted the 10,000 step challenge
provided information sessions on posture and energy, to reduce the risk of manual handling related injuries
developed and reviewed internal policies and procedures, to ensure currency and to address any new or emerging hazards
promoted the use of the employee assistance program, and
addressed the issues of bullying and harassment within the workplace.

In accordance with Section 68 of the Occupational Health and Safety Act 1991, certain incidents are notifiable to Comcare within specific time frames. The following table details the incidents that were notified in 2008-09.

Notice Type	Canberra workplaces	Parks Australia	Australian Antarctic Division (AAD)
Death	0	0	0
Serious Personal Injury	0	6	7
Dangerous Occurrence	1	3	7
Incapacity >30 working days/shifts	1	0	2

There were no provisional improvement notices issued by a Health and Safety Representative. During 2008-09, Comcare did not conduct any investigations or issue any notices to the department for Canberra workplaces or Parks Australia. One issue from 2007-08, about an improvement notice at Uluru-Kata Tjuta National Park, has not yet been finalised. Recommendations are being addressed. Refer to the Outcome - 2 Antarctica chapter for further coverage of AAD's OHS compliance statistics.

Commonwealth Disability Strategy

The Commonwealth Disability Strategy is a framework for Australian Government departments to help them improve access for people with disabilities to government programs, services and facilities. The strategy includes a performance reporting framework built around the five key roles of government: policy adviser, regulator, purchaser, provider and employer. Departments must include reports on their performance in implementing the strategy in their annual reports.

The department's Disability Action Plan 2009-2011 was launched in February 2009. It is a part of a strategy for changing our business practices to better engage people with disability, and avoid unintentional discrimination. It is an agreement that demonstrates our commitment to improving:

employment opportunities for people with disability, and
the accessibility of business premises and/or shop fronts, to enable both employees and clients with disability to enjoy equal access.

Key strategies

In developing the strategies included in the Disability Action Plan, wide ranging consultation was undertaken with the executive and other employees throughout Australia, until the launch of the plan in February 2009.

Following the launch, the department is conducting comprehensive briefings to ensure that all employees with primary responsibility for strategies within the plan are aware of their responsibilities and accountabilities. All employees are being actively encouraged to implement and act on the strategies. Planned awareness raising sessions will also ensure employees are aware of the disability related strategies within the plan. They will encourage staff to foster continued employment and retention of people with disability.

The department has a commitment to ongoing implementation of the objectives and recommendations of the Management Advisory Committee Report-Employment of People with Disability in the APS. The department's Human Resource Information System includes the recommended definition of disability in the equity and diversity section, where employees are asked to self-identify for any disability. All employees are encouraged to identify their equity and diversity information, based on this definition. Employees who self-identify are contacted to ascertain whether the department can provide any assistance in the workplace, to assist in the management of their disability. The department uses this data to formulate strategies aimed at improving the working environment of employees with disability.

The National Portrait Gallery's new building, which opened in December 2008, is a significant achievement in design. It is open, accessible and inviting, with a rich diversity of public spaces on a single level. The gallery provides electric scooters and wheel chairs, to assist mobility impaired visitors. Accredited disability awareness training was provided to staff during the year.

Performance against 2008-09 indicators

The department is committed to strengthening consultation with, and consideration of, the changing needs of both potential and existing employees with disability.

The department's performance in implementing the Commonwealth Disability Strategy
Performance indicator	Results 2008-09
Policy adviser
New or revised policy/program proposals assess the impact on the lives of people with disabilities prior to decision.	The department's newly launched Disability Action Plan 2009-2011, continues to ensure that the department meets the performance reporting requirements established by the Commonwealth Disability Strategy. The action plan also addresses the recommendations of the Management Advisory Committee (MAC) Report - Employment of People with Disability in the APS.
People with disabilities are included in consultation about new or revised policy/ program proposals.	Under the Disability Action Plan, policy developers and reviewers are required to complete a: Checklist for Developing Reports, Policies and Procedures in Consultation with People with Disabilities. Commonwealth Disability Strategy principles must be addressed before sign off, on both internal and external policies and procedures.
Public announcements of new or proposed policy/program initiatives are available, in accessible formats, for people with disabilities.	Legislation is accessible via the internet at www.environment.gov.au/about/legislation.html. Additional fact sheets are available on request from the Community Information Unit. Legislative instruments are accessible via the internet at www.comlaw.gov.au. Administrative instruments are available in the Australian Government Gazette and, where required, on the department's website. For information provided on the website, the department is committed to meeting best practice guidelines and the priority-one requirements of the World Wide Web Consortium Content Accessibility Guidelines.
Regulator role
Publicly available information on regulations and quasi-regulations is available, in accessible formats, for people with disabilities. Publicly available regulatory compliance reporting is available, in accessible formats, for people with disabilities.	Legislation is accessible via the internet at www.environment.gov.au/about/legislation.html. Additional fact sheets are available on request from the Community Information Unit. Legislative instruments are accessible via the internet at www.comlaw.gov.au . Administrative instruments are available in the Australian Government Gazette and, where required, on the department's website. The department responds to specific requests by fax, email or post.
Purchaser role
Processes for purchasing goods and services with a direct impact on the lives of people with disabilities are developed in consultation with people with disabilities.	Purchasing specifications and contract requirements for the purchase of goods and services are consistent with the requirements of the Disability Discrimination Act 1992, and are available, in accessible formats, for people with disabilities. Where procurement action is taken through the AusTender site, information is available, in accessible formats, for people with disabilities. In the purchase and deployment of Information and Communications Technology, the department uses the Assistive Technology for Employees of Australian Government Better Practice Checklist⁶. All procurement actions stipulate the need for equipment that is user friendly for people with disabilities. The department has a user group to address the needs of users of voice activated software. A help desk is also available to assist them. Contracts/licensing arrangements for voice-activated software, ensure that all users of such software within the department are working with the same software version. Complaints/grievance mechanisms, including access to external mechanisms, are in place to address any concerns raised about procurement.
Purchasing specifications and contract requirements for the purchase of goods and/or services are consistent with the requirements of the Disability Discrimination Act 1992.	The department's procurement guidelines have been updated, to complement the Commonwealth Procurement Guidelines issued in December 2008. They are consistent with the requirements of the Disability Discrimination Act 1992. Long and short form contracts both make reference to the Disability Discrimination Act 1992.
Publicly available information on agreed purchase specifications is provided, in accessible formats, for people with disabilities.	The department's procurements valued at $80,000 or more are advertised and are available for download on AusTender, which meets the Australian Government online standards on access for people with disabilities.
Complaints/grievance mechanisms, including access to external mechanisms, are available to address issues and concerns about purchasers' performance.	The department has a complaints and grievance mechanism in place in accordance with the Commonwealth Procurement Guidelines 2008.
Service Provider role
Mechanisms are in place for quality improvement and assurance.	Service Providers have established mechanisms for ongoing quality improvement and assurance. Where practicable and safe, access is provided to public areas of Commonwealth parks and reserves. However, physical access to the terrestrial reserves varies according to the nature of the terrain. Information on parks and reserves is available, in accessible formats, on the department's website at www.environment.gov.au/parks and reserves and in hard copy from park management.
Service charters have been developed that specify the roles of the provider and consumer and adequately reflect the needs of people with disabilities.	The department's service charter commits the department to be respectful and sensitive to the needs of all clients.
Complaints/grievance mechanisms, including access to external mechanisms, are available to address concerns raised about performance.	There were no reported access-related complaints received by the department in 2008-09.
Employer role
Recruitment information for potential job applicants is available, in accessible formats, on request.	Applicants are requested to advise whether they require accessible formats when preparing their application. Applicants are also asked to advise whether they require special arrangements during the recruitment process.
Agency recruiters and managers apply the principle of reasonable adjustment.	The department's recruitment and selection policy and procedures require recruiters and managers to actively apply the principle of reasonable adjustment.
Training and development programs consider the needs of employees with disabilities.	In-house training and development programs incorporate information on people with disabilities, where this is relevant, and ensure that accessible venues are used to meet the needs of disabled participants.
Training and development programs include information on disability issues, as they relate to the content of the programs.	For in-house training, all internal and external providers must ensure that disability issues are addressed in the delivery of their programs. Managers are responsible for monitoring whether information on disability issues is provided, when referring employees to individual programs provided by the private sector.
Complaints or grievance mechanisms, including access to external mechanisms, are in place to address issues and concerns raised by employees.	The Collective Agreement 2006-2009 sets out complete procedures for complaints and grievances. These procedures apply to all employees and situations.

Footnote:
⁶ Australian Government Information Management Office, Assistive Technology for Employees of Australian Government, Better Practice Checklist No. 22.

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