2015-16 Annual Report Public Safety Business Agency Governance · 2015-16 Annual Report Public Safety Business Agency 38 Governance Executive management PSBA Interim Board of Management

2015-16 Annual Report Public Safety Business Agency

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Governance

Executive management

PSBA Interim Board of Management profiles

Ian Stewart APM (Chair)

Commissioner, Queensland Police Service

The Commissioner is responsible for the efficient and proper administration, management and functioning of the QPS in accordance with law.

The Commissioner provides the business direction and represents QPS at local, community, state, national and international forums as well as ceremonial functions.

Katarina Carroll APM

Commissioner, Queensland Fire and Emergency Services

The Commissioner is responsible for leading and managing the efficient functioning of fire and rescue, rural fire, emergency management and disaster mitigation programs and services throughout Queensland. The Commissioner represents QFES at local, community, state, national and international forums.

Geoff Waite (external member)

Assistant Under Treasurer (Corporate Group), Queensland Treasury

Geoff first joined Queensland Treasury in 1984 to work on Commonwealth/state employment programs. He also worked in budget portfolio roles until his appointment as Director of Finance in 1995. He followed this with executive roles in corporate services, Budget Division and the Office of Government-Owned Corporations. After running his own business, Geoff returned to Queensland Treasury in 2012 and worked on several internal reviews before heading up Corporate Group.


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Executive Management Team profiles

Anthony Reilly (Chair)

Chief Executive Officer (Acting)

The Chief Executive Officer is responsible for the day-to-day operations of the PSBA and sets the direction for the agency to provide high quality corporate and support services to the other agencies in the public safety portfolio. The role also oversees the implementation of the Review of the PSBA while ensuring the continuation of fundamental business as usual activities.

Rod Wilson

Deputy Chief Executive Officer (Acting)

The Deputy Chief Executive Officer is responsible for supporting the delivery of outcomes for portfolio partner agencies through executive oversight of Frontline and Digital Services, Business Services, Human Resources, Operations including State Government Security and Blue Card Services, and QGAir. In addition, the role oversees the continued support of ICT functions to QAS within Queensland Health.

Wayne Brummer

General Manager (Acting), Business Services Division (Chief Finance Officer)

The General Manager is responsible for leading and managing the delivery of financial, built and fleet assets, and procurement services to the public safety portfolio agencies, selected non-profit organisations and commercial partners.

The General Manager is also the Chief Finance Officer, responsible for identifying and driving value-enhancing opportunities that impact across not only PSBA but the entire public safety portfolio.

Jenson Spencer

Executive Director, Frontline and Digital Services Division (Chief Information Officer)

The Executive Director, Frontline and Digital Services is also the Chief Information Officer and is responsible for providing ICT support, innovation and services to PSBA, the Office of the IGEM, QFES, QPS and QAS.

Kurt Marsden

General Manager, Human Resources Division

The General Manager, Human Resources is responsible for the delivery of strategic human resource services across the public safety portfolio agencies.

Craig Phasey

Executive Director, QGAir

The Executive Director, QGAir is responsible for overseeing the delivery of life saving, community safety and state support aviation services to the people and government of Queensland.


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Michelle Petroccitto

Director, Governance and Performance Unit

The Governance and Performance Unit is a newly established unit approved by the PSBA Interim Board of Management at its meeting on 14 June 2016. The Director, Governance and Performance reports to the Chief Executive Officer and is responsible for delivering planning, reporting, executive services and communications functions for PSBA and the Office of the IGEM.


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Board and committee

The PSBA Interim Board of Management (Board) was established in 2016 in response to recommendations in the Review of the Public Safety Business Agency (November 2015). The Board facilitates peak governance and coordination of the PSBA, with the support of the PSBA Chief Executive Officer (Acting).

In May 2016, the Public Safety Business Agency and Other Legislation Amendment Bill 2016 (the Bill) was introduced to Parliament. The Bill proposes legislative amendments to implement various recommendations of the review including formally establishing the Board as the PSBA’s governing body and changing the role of the PSBA Chief Executive Officer to the PSBA Chief Operating Officer.

The EMT (formerly known as the Board of Management) supports the Chief Executive Officer to ensure PSBA continues to meet its objectives and the requirements of the Board.

The former Demand and Resource Committee and All Hazards Management Steering Committee were subsumed under establishment of the new EMT on 1 June 2016, and the former Public Safety Portfolio Innovation Committee and Public Safety Executive Coordinating Committee will no longer convene as the objectives of these committees will be achieved by the Board.

There is also a portfolio-wide corporate governance committee - the Public Safety Portfolio Audit and Risk Committee. This committee provides independent assurance on risk, control and compliance frameworks and ensures the portfolio’s operations are carried out efficiently, effectively and economically. Further information about this committee is available on pages 9-10.


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PSBA Interim Board of Management

The PSBA Interim Board of Management (Board) provides peak governance and coordination of the PSBA, with the support of the PSBA Chief Executive Officer (Acting).

The Board’s functions are to:

provide leadership and oversight to the agency

review and monitor the agency’s performance of its functions

coordinate the provision of support services, and any programs provided by the agency, to public safety entities.

Responsibility for the Chair will rotate annually between the QPS Commissioner and the QFES Commissioner.

The Board held its inaugural meeting on 16 May 2016. Meetings are held monthly and extraordinary or special Board meetings may be convened at any time as determined by the Chair.

During 2015-16, the Board met on two occasions and considered one matter out-of-session.

The PSBA is administered by the PSBA Chief Executive Officer, who is not a Board member. The Chief Executive Officer supports the Board to perform its functions.

Board members

Ian Stewart APM, Commissioner, QPS (Chair)

Katarina Carroll APM, Commissioner, QFES

Geoff Waite, Assistant Under Treasurer (Corporate Group), Queensland Treasury (external member)

Achievements

In 2015-16, the achievements of the PSBA Interim Board of Management include:

approval of the PSBA Strategic Plan 2016-2020

approval for the transition (on 1 July 2016) of police officers from PSBA back to the QPS

approval for the transition (on 1 July 2016) of numerous PSBA functions to QPS and QFES including Media, Training and Development, Recruitment, Strategy and Consulting, Ethical Standards, Executive Services, Cabinet Legislation and Department Liaison, Right to Information, Safety and Wellbeing, Workforce Engagement and Library Services

approval for the retention of PSBA Records, Internal Audit and Strategic Risk functions within PSBA

approval for the creation of a temporary PSBA Change Team

approval for the transition of PSBA Blue Card Services to the Department of Justice and Attorney-General upon proclamation of the legislative amendments.


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Executive Management Team

The EMT (formerly known as the Board of Management) supports the Chief Executive Officer to ensure PSBA continues to meet its objectives and the requirements of the PSBA Interim Board of Management.

The objectives of the EMT are to:

implement and monitor the achievement of the Board’s priorities and directions

support the Chief Executive Officer in discharging responsibilities

monitor and report on Service Level Agreements with client agencies

ensure the allocation of resources meet the requirements of the Board’s directions

monitor and report on the agency’s support of all-hazards response and preparedness under the Queensland State Disaster Management Plan.

The EMT meets monthly unless otherwise determined by the Chair. Extraordinary meetings may be called by the Chair.

The final meeting of the former Board of Management was held on 1 June 2016, at which the Board approved the change of name to the EMT and endorsed the Terms of Reference.

The EMT met on one occasion between 1 June 2016 and 30 June 2016. The former Board of Management met on ten occasions from 1 July 2015 to 1 June 2016.

EMT members

Anthony Reilly, Chief Executive Officer (Acting) (Chair)

Rod Wilson, Deputy Chief Executive Officer (Acting)

Wayne Brummer, General Manager (Acting), Business Services Division (Chief Finance Officer)

Jenson Spencer, Executive Director, Frontline and Digital Services Division (Chief Information Officer)

Kurt Marsden, General Manager, Human Resources Division

Craig Phasey, Executive Director, QGAir

Michelle Petroccitto, Director, Governance and Performance Unit

From 1 July 2016, QFES and QPS will be represented on the EMT and from 18 July 2016, Rod Wilson will transfer to the role of Executive General Manager (Client Service Reform) and will continue to be a member of the EMT.


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Achievements

During the reporting period, the EMT (and former Board of Management):

approved the PSBA Strategic Plan 2016-2020

approved the EMT Terms of Reference

approved changes to existing PSBA corporate governance arrangements

approved the PSBA Risk Appetite Statement and Strategic Risk Register

approved a new PSBA Study Assistance Policy

approved the 2015-16 Public Safety Portfolio Open Data Strategy for 2015-16

approved the 2016 Public Safety Portfolio Environmental Scan

approved the PSBA Mid-Year Budget Review for 2015-16

considered reports on financial performance, projects and programs, and procurement to fulfil its role of aligning resources to government and agency priorities and objectives.


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Ethics and code of conduct

Ethical standards

The PSBA Ethical Standards Unit's primary responsibility is to assess complaints regarding the conduct of staff and volunteers within the PSBA, the Office of the IGEM and QFES (the agencies). The unit assesses complaints in accordance with the Management of Complaints about Employees, Volunteers and Contractors Policy and Procedure. As outlined in the procedure, certain categories of complaints will be formally investigated by the Ethical Standards Unit, whilst others will be referred back to management within the relevant agency to deal with, often subject to oversight by the Ethical Standards Unit.

In addition, the unit has the following key roles and responsibilities:

recording all complaints in the agencies' complaints management system except for Conduct and Performance Excellence (CaPE) Category 1 matters (Category 1 matters involve inappropriate interpersonal conduct with colleagues, clients or other stakeholders, inappropriate behaviour relating to minor management matters, and performance requiring improvement)

acting as the agencies' central liaison point for the CCC and the Queensland Ombudsman, and discharging the agencies' statutory obligations under the Crime and Corruption Act 2001

overseeing the agencies' Public Interest Disclosure framework and assisting the agencies in fulfilling their statutory obligations under the Public Interest Disclosure Act 2010

coordinating requests for Internal Review lodged by persons who are dissatisfied with the way their complaints have been handled by the agencies.

Code of Conduct

PSBA provides induction training to PSBA, Office of the IGEM and QPS employees on a bi-monthly basis or as required. The session includes identifying aspects of negative workplace behaviours as well as an overview of the Code of Conduct for the Queensland Public Service. The sessions are delivered to all PSBA and QPS staff including police recruits, service centre operators at the Policelink centre and new trainees of State Government Security.

QFES is responsible for delivering its Code of Conduct training through a computer based information session. Conflict Management Services within the Human Resources Division of PSBA participated in the creation of the computer based induction session utilised by QFES.

During the reporting period, Conflict Management Services provided public sector ethics and code of conduct sessions for a number of specific workplaces including State Government Security, Blue Card Services, Workforce Strategy Branch within Human Resources Division and Business Services Division.

QFES and QPS have retained partial responsibility for code of conduct training for their employees. However, Conflict Management Services has provided this training upon request throughout 2015-16.


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Risk management and accountability

External scrutiny

This section provides information about external agencies and processes which examined the operations of PSBA or other agencies during 2015-16 with findings/issues requiring consideration by, or impacting on, PSBA:

Review of the PSBA

The Public Service Commission undertook an independent review of the PSBA from May to November 2015. The review considered the scope, function and structure of the PSBA to ensure it effectively supports public safety service delivery to the community.

The review involved extensive engagement with frontline staff, including firefighters and police officers, other employees within the portfolio, and relevant external stakeholders.

The final report was tabled in Parliament on 17 February 2016 and is available online at www.qld.gov.au/about/how-government-works/government-structure/public-service-commission/what-we-do/review-psba.html.

The final report identified eight recommendations, including revising the scope of the PSBA, and implementing a new operating model and governance structure. The Queensland Government accepted the recommendations of the review with the exception of recommendation 6 (to transfer the Police Air Wing to QPS). Further work will be progressed on this recommendation.

The PSBA Interim Board of Management (the Board) was established in 2016 to progress the review recommendations and provide peak governance and coordination until a mature governance framework and organisational structure is in place.

The Interim Board consists of the Commissioner, QPS, Ian Stewart (Chair), the Commissioner, QFES, Katarina Carroll and an appointed external member, Geoff Waite, Assistant Under Treasurer, Queensland Treasury. The Interim Board convened its first meeting on 16 May 2016 and met again on 14 June 2016.

In line with the review recommendations, a number of functions transitioned to the QFES and QPS by 1 July 2016, and all substantive police officer positions returned to the QPS from the PSBA.

In addition, in order to implement the key review recommendations, a number of legislative amendments are required and on 24 May 2016, the Minister for Police, Fire and Emergency Services and Minister for Corrective Services, introduced the Public Safety Business Agency and Other Legislation Amendment Bill 2016 (the Bill) into Parliament.

The Bill proposes to implement various recommendations of the review by amending legislation to:

- amend the functions of the PSBA

- establish the PSBA Board of Management

- change the role of the PSBA Chief Executive Officer to PSBA Chief Operating Officer

- finalise the machinery-of-government changes that will allow Blue Card Services to transition to the Department of Justice and Attorney-General, and allow for the comprehensive integration of State Government Security into the QPS.

The Bill was referred to the Legal Affairs and Community Safety Committee for consideration. The committee is required to report back to Parliament on the Bill by 2 August 2016.

http://www.qld.gov.au/about/how-government-works/government-structure/public-service-commission/what-we-do/review-psba.html

http://www.qld.gov.au/about/how-government-works/government-structure/public-service-commission/what-we-do/review-psba.html


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Crime and Corruption Commission

The CCC is a statutory body established to combat and reduce the incidence of major crime and corruption in the public sector in Queensland. Its functions and powers are set out in the Crime and Corruption Act 2001. The CCC investigates both crime and corruption, has oversight of both the police and the public sector, and protects witnesses.

- Confidential information

In May 2016, the CCC released a paper on confidential information examining unauthorised access, disclosure and the risks of corruption in the Queensland public sector. The paper contains examples of inappropriate access or use of confidential information, risks of improperly using confidential information, case studies and findings of the CCC’s audit into how agencies handle misuse of confidential information.

PSBA has reviewed the paper and is expected to address issues raised in the paper in the future.

The paper is available online at www.ccc.qld.gov.au/research-and-publications.

Queensland Audit Office

The QAO supports the role of the Auditor-General of Queensland in providing the Parliament with an independent assessment of the financial management and performance activities of public sector entities. The QAO provides an independent audit service and reports to the Parliament to enhance public sector accountability. QAO reports are available online at www.qao.qld.gov.au/reports-tabled-in-2015-16-financial-year.

- Report to Parliament 1: Internal control systems 2014-15

The report summarises the results of QAO’s evaluations of the systems of financial control and its selective testing of the internal controls that operated within the 21 government departments during 2014-15. The report also includes evaluations of the effectiveness of internal financial management reporting and an examination of the disaster recovery planning used in four departments to recover their computer systems after a disruptive event, such as floods or power outages.

With regard to financial controls, PSBA has considered the sector-wide report findings on internal financial management reporting. In 2015-16, PSBA commenced implementing reporting improvements to better support good financial decision-making by management.

While PSBA was not one of the four departments examined for disaster recovery planning, the agency has considered the findings for application to the agency’s circumstances and future planning. PSBA’s Frontline and Digital Services Division has an ongoing program of work regarding business continuity planning and disaster recovery. The program focuses on critical systems used by the Office of the IGEM, QFES, QPS and the QAS and includes Disaster Recovery Plans for all critical components of the systems, test strategies and plans. From a governance perspective, the division has a Continuity Management Team and Disaster Recovery Management Group who are the key players in a continuity event, and these teams are educated through scenario testing and process familiarisation to ensure they are prepared for a critical event.

http://www.ccc.qld.gov.au/research-and-publications

http://www.qao.qld.gov.au/reports-tabled-in-2015-16-financial-year


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- Report to Parliament 6: State public sector entities: 2014-15 financial statements

In 2014-15, Queensland’s state public sector delivered services and goods to benefit the public. To demonstrate their accountability in managing public money on behalf of the Queensland community, all state public sector entities must report on their finances and have them audited. The Auditor-General of Queensland, supported by the QAO, is responsible for providing Parliament with an independent assessment of the financial management of public sector agencies.

The report discusses the status and nature of the audit opinions QAO issues; comments on the timeliness and quality of financial reporting; and explains how QAO assessed the key audit matters disclosed by state public sector entities.

The QAO report refers to the PSBA as not meeting the statutory date for certification of the 2014-15 financial statements. The PSBA acknowledges that this was due to complexities related to machinery-of-government changes, attributing amounts for below fair value services provided to the public safety entities and also the introduction of a new SAP Finance system environment. In 2015-16, PSBA consulted with the QAO and implemented strategies to facilitate certification of the financial statements by the statutory due date of 31 August 2016.

The report also refers to the QAO’s results of a controls assessment of the LATTICE payroll system used by QFES which is outside of vendor support. The QAO assessed a low risk that this issue could result in misreported figures in the financial statements. The replacement of this system continues to be a priority for PSBA, the Office of the IGEM and QFES. An update on the HRIS project to replace the LATTICE payroll system is provided on pages 33-34.

- Report to Parliament 13: Cloud Computing

The audit examined how well departments are adopting the Queensland cloud computing strategy in modernising their ICT assets and services to deliver business value while managing risks.

PSBA has explored the adoption of cloud computing, with the implementation of the project to be delivered in phases due to the nature and size of its potential scope. PSBA Frontline and Digital Services will deliver as part of phase 1 of the project, Office 365 E1 for QFES volunteers including Outlook Online email; Skype for Business instance messaging, audio and video teleconferencing; OneDrive cloud storage; Office 365 Video; and Word, Excel, Powerpoint, Sway and Planner online.

A new cloud-hosted Virtual Library was launched at the Oxley Police Academy during the reporting period. This state-of-the-art system is accessible by staff’s mobile devices or home computers, and future improvements include functionality to search the catalogue and research databases simultaneously.

The Office 365 E1 for QFES volunteers project is expected to go live in August 2016 and will provide Office 365 E1 functionality to approximately 36,000 volunteers. This rollout will become a key platform for which QFES communicates and interacts with its volunteers. This functionality will allow greater collaboration in integration of its volunteers into the QFES business operations than was previously capable.

PSBA will also be providing services for the QPS body-worn video project which is based on a cloud hosted solution that integrates back to the QPS network. In addition, PSBA will be migrating/upgrading QPS’ Learning Management solution into a cloud hosted solution to be accessed by QPS staff across the state.


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Internal audit

The PSBA Internal Audit Unit is an independent unit that provides advice across a wide range of disciplines including risk, assurance, information technology, finance, compliance and general consulting activities for the PSBA, Office of the IGEM, QFES and QPS.

The Head of Internal Audit, PSBA is also the nominated Head of Internal Audit for the Office of the IGEM, QFES and QPS in accordance with the Financial Accountability Act 2009.

The work of the Internal Audit Unit is undertaken in accordance with the Institute of Internal Auditors’ standards and under an approved charter which is consistent with relevant audit and ethical standards.

In accordance with the Financial and Performance Management Standard 2009, an annual audit plan and four year strategic plan sets the direction of the unit. The public safety portfolio Annual Internal Audit Plan 2015-2016 was endorsed by the Public Safety Portfolio Audit and Risk Committee and approved by the former Chief Executive Officer on 19 May 2015.

As secretariat to the Public Safety Portfolio Audit and Risk Committee, the unit ensures that all relevant guidelines, particularly Queensland Treasury’s Audit Committee Guidelines: Improving Accountability and Performance, are adhered to, and that the functioning of the unit complies with these guidelines in all material respects.

The unit assists management to achieve its objectives by using a systematic, disciplined approach to review and improve the effectiveness of risk management and internal control and governance processes, improving the overall level of compliance and accountability. Under its approved charter, the unit can undertake a series of review types including compliance (effectiveness), performance (efficiency), financial management and information technology, to identify areas of risk and to improve outcomes. Systems are in place to ensure the effective, efficient and economic operation of the audit function.

Achievements for 2015-16 include:

completion of the comprehensive risk-based approved portfolio Annual Internal Audit Plan 2015-2016 providing professional and timely advice to management and client agencies through a combination of in-house and co-sourced providers

successful management of a co-sourced delivery model consisting of multiple contract providers delivering in excess of 1,000 days of internal audit delivery

the unit was requested by QFES and QPS to undertake additional ad hoc reviews and investigation work into sensitive work practices. That work has been completed and reported to management of the respective agencies. The recommendations were accepted and are in the process of implementation

engaged with the Public Safety Portfolio Audit and Risk Committee about proposed audit plans and their alignment to the risks of the agency

monitored implementation of agreed internal audit and QAO recommendations

maintained effective working relationships with client agencies and the QAO.


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Information systems and recordkeeping

As the provider of strategic and corporate services to Queensland’s public safety portfolio agencies, the PSBA is responsible for recordkeeping and information systems across the portfolio. PSBA provided advice and assistance to portfolio partners during the reporting period resulting in improved efficiencies.

Key achievements during 2015-16 include:

the provision of advice to units across the portfolio accessing recordkeeping or information systems such as RecFind, MinCor and SharePoint, as to how these systems can be used more effectively

preparing business units for the transition to QFES or QPS on 1 July 2016

the removal of a series of compactus units resulting in a significant review of thousands of hard copy files. PSBA gained the necessary approvals to destroy a large quantity of records that had reached their required retention period. The process also identified gaps in the QFES retention and disposal schedule which is under review

an audit of off-site storage accounts belonging to QFES revealed an inactive account. PSBA subsequently recalled the boxes attached to this account, applied the relevant retention periods to the documentation and gained approval to destroy the vast majority of these records. This process is expected to be completed by 31 August 2016. The account will then be closed, saving QFES approximately $5,000 per year.

The compilation of a PSBA-specific retention and disposal schedule was delayed pending the outcomes of the Review of the PSBA. The compilation of a schedule will recommence in 2016-17, following implementation of the Review of the PSBA recommendations. In 2015-16, PSBA adhered to the whole-of-government retention and disposal schedule.

No records were transferred to Queensland State Archives during 2015-16.

Risk management

The Strategic Risk Management function within Ministerial and Executive Services has responsibility for maintaining the PSBA Strategic Risk Register and the PSBA Risk Appetite Statement. Strategic risks are those that could significantly impact on the achievement of the agency's vision and strategic objectives as documented in the strategic plan. Strategic risks are identified in line with the agency’s strategic objectives.

Risk management methodology and implementation in PSBA is in line with Standards Australia AS/NZS ISO 31000:2009 Risk management – Principles and guidelines.

In 2015, Ministerial and Executive Services engaged Deloitte and conducted workshops to update the Strategic Risk Register and to develop PSBA’s Risk Appetite Statement.

The updated Strategic Risk Register and the Risk Appetite Statement were approved by PSBA’s EMT in 2015-16 and were subsequently implemented across the PSBA.

The report on the status of Strategic Risks and the report on Key Risk Indicators are prepared each quarter for EMT from information provided by relevant PSBA Divisions.

http://intranet.psba.qld.gov.au/ministerial/internalaudit/Documents/PSBA%20Strategic%20Risk%20Register.pdf


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The Strategic Risk Management function met with key senior officers in PSBA during the reporting period to ensure the Key Risk Indicators report was updated every quarter. The Key Risk Indicators report identified results and cumulative totals for each Key Risk Indicator item and an assessment was made as to whether the results were within appetite, had a short term tolerance or were outside the tolerance.

The Strategic Risk Management function also updated the report on mitigating activities with respect to strategic risks as identified in the Strategic Risk Register.

During the reporting period, Ministerial and Executive Services prepared reports for EMT and the Public Safety Portfolio Audit and Risk Committee on the status of mitigating activities with respect to strategic risks and key risk indicators based on agreed risk tolerances.


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Human resources

Workforce planning and performance

Workforce profile

The total number of full-time equivalent staff for PSBA was 2,010.28 at 30 June 2016.

Between 1 July 2015 and 30 June 2016, the PSBA permanent separation rate was 7.8%. The separation rate for permanent staff has been calculated based on Aurion data only and excludes a small number of staff on LATTICE.

Balance

Balance is a program designed to enhance the skills and knowledge of female leaders in public safety agencies. The program encourages:

awareness of leadership strengths and how to use them to drive organisational performance

the ability to diagnose and negotiate the specific challenges for women in public safety leadership roles and to use influence to shape solutions

the ability to balance the ways of established organisational culture with other approaches required to meet needs

increased internal capacity as a female leader and ability to bring others along on that journey.

Balance is a program developed by the Australian Institute of Police Management (AIPM) and involves two residential workshops linked by three months of workplace development support. The first Queensland-based program – Q-Balance – commenced in June 2015 at the QPS Academy at Oxley. Across the public safety portfolio, women who identified as exercising significant leadership within their organisation were encouraged to submit an expression of interest outlining how the program would be of benefit to them as an individual and to their workplace.

A large number of applications were received which resulted in 21 successful public safety portfolio nominations and an additional six nominations from the Australian Federal Police and the QAS. The program was so well supported that additional courses commenced in August 2015 with more planned for 2016.

Applications for the 2016-17 Balance program are being collated.

Corporate Induction

A half-day corporate induction session is available to all new PSBA staff. Over 190 staff participated in sessions with the accountable officer and other leaders on a broad range of topics including corporate vision and structure, information technology and security, conditions of employment, employee entitlements, workplace conduct and performance, safety and wellbeing, and administration. Feedback from attendees has been consistently positive with staff valuing the opportunity to personally network with senior leaders and colleagues.


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Domestic and family violence support package

On 25 November 2015, the Public Service Commission released a whole-of-government domestic and family violence support package which details support options available in the workplace including:

a minimum of ten days paid special leave

flexible working arrangements

reasonable workplace adjustments

counselling support services.

It also outlines the roles and responsibilities of managers and employees.

To support the implementation of this whole-of-government initiative, the PSBA, in conjunction with the Office of the IGEM, QFES and QPS, developed the Supporting Employees Affected by Domestic and Family Violence Policy. The policy applies to employees engaged by the public safety portfolio agencies and includes a list of various support options available to employees affected by domestic and family violence.

PSBA, QFES and QPS have enrolled in the 2016 White Ribbon Organisational Accreditation Program which will assist these agencies in continuing to drive organisational change in preventing domestic and family violence.

An on-line learning product to improve employees’ awareness of domestic and family violence issues has been developed and will be available for all staff in the portfolio agencies in late 2016. A managers’ face to face training package has also been developed for roll out in late 2016 for frontline leadership and middle management levels.

Employee assistance

The Employee Assistance Service, managed by PSBA, helps prevent and manage mental health issues for employees across the public safety portfolio by providing advice, counselling and referral to external services for a full range of organisational and personal issues. Specialist officers are available to assist staff and include internal and external psychologists, social workers and trained Peer Support Officers.

Significant priority and an allocation of resources have been given to a renewed approach to the prevention and management of psychological injury within the public safety portfolio agencies. The goal of this approach is to de-stigmatise psychological illness and encourage employees to seek assistance.

Additionally, PSBA, on behalf of the portfolio agencies, assisted beyondblue in the development of a framework for preventing and managing mental health issues in emergency services agencies. PSBA also led the development of the Australia New Zealand Policing Advisory Agency guiding principles for managing mental health in policing.

During 2015-16, 80 people accessed counselling support within PSBA. The main access reasons were transfer, complaint/investigation/discipline, and relationship issues.

Healthy, Wealthy and Wise Expo series

PSBA, in partnership with a number of local governments, conducted a series of one day Healthy, Wealthy and Wise Expos for public servants and volunteers from state and local government during 2015-16. The expo series was open to all Queensland Government and local government employees and volunteers, and offered free group fitness classes and presentations which covered topics such as parenting, leadership, money management and retirement, strength training and injury prevention, managing stress, sleep and fatigue, nutrition and stroke prevention. Triple P Positive Parenting Program classes were also available to members of the community. Six expos were delivered from Cairns to Logan City with more than 4,500 people registering to attend sessions.


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Health and wellbeing

The Safety and Wellbeing Branch, within the PSBA Human Resources Division, continued to work with management, staff and the unions during the reporting period to improve employee health, fitness and wellbeing.

The HealthStart Program is offered to staff of the public safety portfolio as it moves through each geographical area of Queensland and a number of recreational and fitness activities were provided for employees to participate in as part of Corporate Teams.

QPS alcohol and drug testing

PSBA and QPS continued to conduct alcohol and drug testing in support of the QPS’ commitment to enhance police wellbeing, safety and integrity within the workplace.

As at 30 June 2016, 1,347 ‘relevant persons’ had undergone a random alcohol breath test and 312 recruits had undergone random alcohol and drug testing with nil positive results (‘relevant persons’ refers to part 5A.3 of the Police Service Administration Act 1990 and includes an officer or a staff member whose duties include performing functions in a critical area, watchhouse officers, police radio and electronics technicians, recruits, etc.).

Following critical incidents, 26 alcohol breath tests and 26 urine drug tests were conducted. While two positive drug results were detected, these were found to be because of medical treatment or lawful use of over the counter medication.

Working for Queensland Employee Opinion Survey

The Working for Queensland Employee Opinion Survey is the annual, whole-of-government survey which measures workplace climate across the Queensland public service. The 2016 survey explored employee perceptions of matters impacting three key outcomes: agency engagement, organisational leadership and innovation, with the aim of identifying better ways of working.

The results serve as a benchmark which will assist with measuring changes in agency performance and provide a guide to focus organisational improvement efforts.

The 2016 survey was conducted from 18 April to 11 May. The 2015 and 2016 results for each public safety portfolio agency are:

Agency Response Rate Agency engagement

Organisational leadership

Innovation

2015 2016 2015 2016 2015 2016 2015 2016

PSBA 62% 48% 38% 41% 34% 34% 50% 53%

Office of the IGEM 100% 100% 71% 63% 80% 59% 88% 74%

QFES 30% 38% 70% 74% 42% 50% 53% 54%

QPS 35% 31% 57% 53% 46% 41% 47% 46%


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Since the 2014 survey, PSBA’s agency engagement, organisational leadership and intention to leave results have been quite stable. Results have steadily improved for workplace factors including innovation, job empowerment, workload and health, and learning and development.

These results will assist in directing the significant change management and organisational improvement activities which PSBA is undertaking following machinery-of-government changes and restructures.

Workplace health and safety

Workplace health and safety is a priority for PSBA and the portfolio agencies including QFES and QPS. During 2015-16, a total of 1,623 claims for compensation were accepted by WorkCover Queensland for the portfolio (PSBA 71; QFES 219 and QPS 1,333). Of these accepted WorkCover claims, 683 injuries resulted in a work absence of one or more days (PSBA 36; QFES 121 and QPS 526).

The Lost Time Injury Rates (per 100 employees) for 2015-16 for the PSBA, QFES and QPS were 3.72, 3.88 and 3.57 respectively.

Throughout 2015-16, two Injury Management Centres for QPS and QFES/PSBA continued to consolidate the improved and integrated business processes of injury management. As at 30 June 2016, the return to work rates for PSBA, QFES and QPS were 100%, 96.5% and 98% respectively.

Significant priority and an allocation of resources have been given to a renewed approach to the prevention and management of psychological injury within the public safety portfolio agencies. The goal of this approach is to de-stigmatise psychological illness and encourage employees to seek assistance.

Workplace Behaviours Standard

The Workplace Behaviours Standard was introduced in March 2016 for employees of the PSBA, Office of the IGEM and QFES, and includes contractors and volunteers. The standard sets out the agencies’ commitment to providing a safe and healthy workplace, free from negative workplace behaviours including conduct that is either workplace bullying, sexual harassment and unlawful discrimination or a combination of two or more components.

PSBA provides a range of informal and formal workplace conflict management options to assist in maintaining a productive and positive workplace.

Early retirement, redundancy and retrenchment

No early retirement, redundancy or retrenchment packages were paid to PSBA employees during 2015-16.