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Annual Report 2014–15

Volume 1, Part 2 : Performance

Programme 1.8
Chief Operating Officer—Defence People

The Deputy Secretary Defence People, Ms Rebecca Skinner, is responsible for the delivery of sustainable people capability to support Defence’s key outcomes, and leading workforce and shared services reform in the human resource function across the organisation.

Defence seeks to attract and retain an integrated, sustainable and diverse workforce to support capability and contribute to Australia’s national security. In 2014–15, the Defence People Group’s primary objective was to continue to deliver a sustainable people capability through driving cultural change; leading Defence’s people strategy and policies; and supporting the implementation of the First Principles Review and development of the people aspects of the Defence White Paper.

Cultural reform remained a high priority. A key deliverable in 2014–15 included the commencement of a four-year collaboration with the Australian Human Rights Commission to support the achievement of cultural reform and the intent of Pathway to Change: Evolving Defence Culture.

Defence continued to implement its Diversity and Inclusion Strategy, with a specific focus on increasing the representation of women, Indigenous Australians, those from culturally and linguistically diverse backgrounds, and people with disability. The Culturally and Linguistically Diverse Action Plan was developed to enhance Defence’s efforts to achieve a workforce more representative of the Australian community.

In support of the First Principles Review, work began on a new strategic workforce plan, which will ensure that Defence identifies and addresses skills gaps across the organisation, and that the right people are in the right jobs through linking the workforce plan to Defence’s strategy.

A key achievement was the introduction of amendments to Defence legislation, which will enable permanent ADF personnel access to flexible service arrangements from 1 July 2016. These changes will provide for greater organisational flexibility by allowing different workforce mixes in the ADF, comprising permanent and Reserve personnel. ADF personnel will have greater access to flexible service arrangements, including part-time work. 

Other key achievements included:

  • establishing a new ADF workplace remuneration arrangement and further simplifying salary structures. Work also continued on a new collective agreement for Defence’s APS employees
  • developing a new superannuation package, called ADF Super, to give effect to the Government’s intent for a new, modern and flexible superannuation arrangement for people joining the ADF from 1 July 2016
  • implementing a whole-of-Defence work health and safety management system (called Sentinel). Sentinel provides a common technological platform across the organisation to manage and share work health and safety information.

Following the implementation of human resources shared services reform, the Group continued to improve the delivery of people services across Defence. Work began on human resource policy reform and a new service delivery model to support the implementation of the First Principles Review, and to create a consistent service experience based on customer needs. This reform work will be implemented during 2015–16.

Table 3.22: Programme 1.8 deliverables

Deliverable

Status

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Key

Met

• • •

Substantially met

• •

Partially met

• •

Not met

• • •

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Provide timely, accurate and high-quality advice on key people issues to the Secretary, CDF and government.

Status Substantially Met • •

Not all advice was as timely as it should have been.

Continued coordination and facilitation of the Defence-wide implementation of Pathway to Change: Evolving Defence Culture, ongoing cultural reform and sustaining the momentum of our diversity agenda.

Status Substantially Met • •

Defence continues to make progress with cultural reform. Pathway to Change: Evolving Defence Culture recommendations and key actions are 91 per cent implemented. Group and Service cultural reform programmes are progressing and the collaboration project with the Australian Human Rights Commission has had a full year of site visits, and work with the Services, to embed cultural reform.

Facilitate access by the Defence Abuse Response Taskforce to information and records held by Defence.

Status Met • • •

Process applications for Defence medals that reward excellence, achievement and outstanding service.

Status Met • • •

In conjunction with the Department of Veterans’ Affairs, coordinate the measures to provide seamless support to wounded, ill and injured members of the ADF.

Status Met • • •

Continue support to Defence members and families through a national service delivery model.

Status Met • • •

Coordinate and facilitate the implementation of the Defence Work Health and Safety Strategy 2012–17.

Status Met • • •

Conduct ADF recruiting.

Status Substantially Met • •

Permanent force entry:

  • target: 5,829
  • total inquiries: 74,407
  • total applications: 19,143.

Reserve force entry:

  • target: 1,984
  • total inquiries: 20,261
  • total applications: 3,119.

Sustain improvements in APS workforce management, including talent management and professionalisation.

• • Status Partially Met

Components of the work value review and the job family skilling and professionalisation strategies are at various stages of maturity.

Deliver a more flexible workforce model that encompasses all ADF members’ ability to serve.

Status Substantially Met • •

The majority of the detailed design and other enabling work was completed this year. Full implementation of the ADF total workforce model under Project Suakin is expected by 2016–17.

Table 3.23: Programme 1.8 key performance indicators

Key performance indicator

Status

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Key

Met

• • •

Substantially met

• •

Partially met

• •

Not met

• • •

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Advice to the Secretary, CDF and government on people issues is timely and of a high quality.

Status Substantially Met • •

Not all advice was as timely as it should have been.

Implementation of Pathway to Change: Evolving Defence Culture across Defence, consistent with the timeframes outlined in supporting implementation strategies.

Status Substantially Met • •

91 per cent of Pathway to Change: Evolving Defence Culture recommendations and key actions have been implemented. Defence is three years through a five-year reform agenda, with the focus on cultural reform now shifted to Group and Service programmes and the Australian Human Rights Commission collaboration.

Timely and responsive facilitation of access to Defence information and records by the Defence Abuse Response Taskforce.

Status Substantially Met • •

Defence was able to meet more than 90 per cent of the timeframes on requests for information from the taskforce. Most delays related to incidents that occurred prior to the introduction of electronic records management.

Ensure timely recognition of ADF members, ex-serving members and APS employees in accordance with the Australian and Imperial Honours and Awards systems, and APS long-service recognition and commendation schemes.

Status Met • • •

Seamless support to wounded, ill and injured members of the ADF is provided in conjunction with the Department of Veterans’ Affairs.

Status Met • • •

Provide professional support services to ADF members and families, including delivery of family support programmes and bereavement support in the event of death and serious casualties.

Status Met • • •

Implementation milestones are achieved on schedule for the Diversity and Inclusion Strategy.

Status Met • • •

Implementation milestones are achieved on schedule for the Defence Work Health and Safety Strategy 2012–17.

Status Met • • •

ADF recruiting achievement.

Status Substantially Met • •

Permanent force entry:

  • target: 5,829
  • applicants enlisted: 5,312
  • enlistment achieved: 91 per cent.

Reserve force entry:

  • target: 1,984
  • applicants enlisted: 1,081
  • enlistment achieved: 54 per cent.

Work is underway to better define Reserve target numbers, based on access to training.

Projects and initiatives described in the people chapter of the Defence Annual Plan, which are aimed at delivering a sustainable people capability in Defence, are completed in a timely manner and achieve the desired outcomes.

Status Substantially Met • •

A few projects and initiatives are slightly behind schedule or under target.

Implementation of the ADF total workforce model to deliver a more flexible workforce that encompasses all ADF members’ ability to serve.

Status Substantially Met • •

The majority of the detailed design and other enabling work was completed this year. Full implementation of the ADF total workforce model under Project Suakin is expected by 2016–17.