PERSONNEL MANAGEMENT PRINCIPLES

The Public Service Act places a statutory obligation on the Public Service Board and Chief Administrators to observe the following principles:

Recruitment to the public service shall be from qualified individuals selected solely on the basis of relative ability, knowledge and skills in fair and open competition which assures that all receive equal opportunity.

Promotion and advancement within the public service shall be from qualified individuals selected in fair and open competition solely on the basis of relative efficiency measured in relation to the position involved.

All officers and employees shall receive fair and equitable treatment in all aspects of personnel management without regard to political affiliation, race, colour, religion, national origin, sex, marital status or physical disability.

Equal pay shall be provided for work of equal value ~lith appropriate consideration being given to the different requirements of various occupational and employment categories.

Officers and employees shall be used efficiently and effectively.

Officers and employees shall be provided with effective education and training where such education and training would result in better organisational and individual performance.

Officers and employees shall be protected against arbitrary action, personal favouritism and coercion.

All necessary steps shall be taken to ensure that all officers and employees maintain proper standards of integrity, conduct and concern for the public interest.

LEGISLATIVE BASIS FOR THE PUBLIC SERVICE BOARD AND ITS PROGRAMS

The Public Service Board of Victoria is established by the Public Service Act, 1974 which defines its powers, functions and duties. The office of the Public Service Board is an administrative unit of the public service which provides staff support to the Board and to the Promotions Appeals Board also established under the Act. The ChairQan of the Public Service Board has the status of a chief administrator in relation to the staff of this administrative unit.

No.l14

VICTORIA

Report

of the

PUBLIC SERVICE BOARD

for the

Year ended 30 June 1986

Ordered by the Legislative Assembly to be printed

MELBOURNE F D A TKINSON GOVERNMENT PRINTER

1985-86

~on John Cain, M.P., Premier of Victoria, Treasury Place MELBOURNE 3002

Dear ~1r Cain,

In accordance with the provisions of Section 19 of the Public Service Act, 1974 and Section 5 of the Annual Reporting Act, 1983, the Public Service Board submits the following·Annual Report for submission to the Governor in Council.

Yours sincerely,

~ r~.c. Keppel~ Chairman

RFlS~ R.F.I. Smith, Government Member

~-e<' O.J.D. O'Carroll. Member (General Service)

~M V.J. Nihill, f~ember (r1ental Health/Office of Intellectual Disability Services)

29 September 1986

ANNUAL REPORT 1985/86 CONTENTS

PAGE

l. INTRODUCTION 3

2. MANAGEMENT CONSULTANCY 7

3. POLICY DEVELOPMENT 11

4. SERVICES TO AGENCIES 15

5. IMPROVING PUBLIC SERVICE PERFORMANCE

SES Performance Management and Staffing 23 Staff Effectiveness (Mobility} 24 Delegations 24 Consultancies to Statutory Authorities 25 Victorian Public Service Consultative Council 26 Technological Change 26 Training and Development 26

6. IMPLEMENTING PERSONNEL MANAGEMENT PRINCIPLES

EEO Implementation and Initiatives 29 Youth Guarantee, Permanent Part-Time Employment. 32

Optional Early Retirement Occupational Health and Safety 34

7. TRIBUNAL 35

8. OFFICE OF MERIT PROTECTION 37

9. PERSONNEL STATISTICS 43

10. FINANCIAL AND OPERATING INFORMATION

Financial Statements 89 Operations - Additional Information 107

3

1. INTRODUCTION

ENHANCING THE CAPACITY OF PUBLIC ADMINISTRATION

During the 1980s Victorian public administration has changed substantially to improve accountability for performance and responsiveness to the need for changes in programs and services. Key developments have included:

Systems to focus on priority items

Agencies have been encouraged to implement corporate planning and performance improvement systems to ensure government priority programs and services are achieved.

Senior Executive Service (SES)

The SES was introduced in the Victorian Public Service in 1982 to provide senior policy, advisory and management expertise and a basis for performance management and assessment. About two ti1irds of senior staff are included in the SES. The government is also implementing the SES in statutory authorities.

Agency reviews and restructuring

Over the past few years most administrative units have been reviewed and restructured to achieve program delivery priorities. The present task is to manage the consolidation of those changes to ensure planned improvements are effected.

Equal employment opportunity

The delegation of powers and implementation of accountability systems requires the development of systems to ensure equality of employment opportunity, including fair and equitable treatment and efficient use of staff members. The personnel management principles included in the Public Service Act in 1984 and the setting up of the Office of Merit Protection are major initiatives in this area, as are action plans that improve opportunities for disadvantaged groups.

Delegation of Powers

This year has seen the substantial completion of the Board's program of delegation of its personnel management powers to administrative units. The standard package of Board delegations was developed during 1983 and 1984 and progressively enhanced and extended during 1985 and 1986. As a result the point of decision-making on a wide range of personnel matters has shifted from the Board's office to administrative units.

The objective of recent changes is to enhance the capacity of public administration to realise and implement government programs. A continuing task for agencies is to develop their capabilities through management enhancement and performance improvement initiatives and to ensure the effective use and equality of opportunity of individual staff members.

4

REVIEW OF RESULTS OF 1985/86 PRIORITIES

Throughout the year the Board gave priority to assisting in the implementation ofmachinery of government changes and service-wide projects designed to improve management in the public service.

Below is a summary of results in relation to 1985/06 priorities.

PRIORITY ONE: Strengthen the management of program delivery to the public

The Board has provided assistance to several agencies aimed at improving the calibre of resources available to management and the means by which services are delivered. Structural reorganisations have established a basis to achieve service delivery goals more efficiently.

In the Department of Agriculture and Rural Affairs implementation of proposals to establish regional management will improve the integration of research and extension activities and increase capacity to respond to the needs of local primary producers.

The proposal to establish a single agency to co-ordinate all language services is designed to do much to overcome problems resulting from apparent duplication in several agencies and confusion over access to services for users. Further, a review of the local Government Department made recommendations designed to strengthen policy research, development and implementation.

Reviews of staffing and organisation within agencies included the Corporate Services Division in the Department of Property and Services and the Finance Branch of the Government Printing Office. Reviews assisted these agencies to identify their strategic directions and to undertake their functions more effectively.

PRIORITY TWO: Realise the potential of the Senior Executive Service system to strengthen the performance of public sector agencies.

The Senior Executive Service system has been further consolidated in the public service and a significant start has been made in implementing the system in the public sector generally.

Particular emphasis has been given to the role of the system in strengthening strategic planning through individual SES members' strategic priorities with those of other members and with overall agency priorities. Management improvement plans have been implemented by several agencies. During 1985/86 the first full round of performance assessments under the system was completed.

Consolidation of the system in the public service was assisted by short development programs to enable SES managers to strengthen skills in the implementation of policies and programs, together with workshops and seminars on the working of the performance management system.

Following the government's decision to implement the SES system in the public sector generally, the Board provided consultancy assistance to authorities in introducing performance management systems.

PRIORITY THREE:

5

Continue the program to consolidate and develop organisations which have undergone major change.

Following significant changes to a number of organisations, the Board has provided assistance in developing structures and management procedures and in classifying and filling senior positions. Such work has been undertaken in the Ministry for Planning and Environment; Department of Industry, Technology and Resources; Public Works Department; Health Department of Victoria; Community Services Victoria; Department of Labour and the Law Department.

Special recruitment and placement services were provided to staff the Victorian Accident Compensation Commission and the Victorian Accident Rehabilitation Commission.

A Victorian Public Service Consultative Council comprising representatives from approved staff associations, three agencies and the Board has been established. The Council provides a forum for discussion of service-wide issues and initiatives.

PRIORITY FOUR: Improve the performance and capacity of personnel and resources management in public service agencies

Corporate services and resource management organisation and classification models were developed and are being progressively implemented across the service.

A major initiative was the provision of a job design capability through the Board's consultancy services. In the l~ini stry for Planning and Environment, Board consultants assisted staff of the Drafting and Cartography Branch in the redesign of their jobs and work flows. A similar project was conducted in the Environment Protection Authority.

Permanent part-time employment has increased the flexibility with which staff and their skills can be employed in the public service. The Board has actively promoted permanent part-time employment and has reduced the processing time for requests for part-time positions.

The program of personnel management reviews has assisted a number of agencies to identify areas for improvement and to implement necessary changes.

In conjunction with the Department of Management and Budget substantial progress has been made towards implementing an integrated pay and personnel system for the service.

The Management Development Program, Personnel Management Development Program and the Administrative Trainee Scheme have provided personnel and general management training. In addition several agencies have been assisted in linking training and development activities with agency objectives and priorities.

Personnel Management Manual volumes on salaries and on conditions of employment were issued and other volumes on staffing practices and on qualifications were made available to agencies in draft for comment.

The Board's program of occupational category reviews addressed classification structures and standards.

PRIORITY FIVE:

6

Increase the employment opportunities for youth in public sector agencies.

The Board has implemented the Government's Youth Guarantee Scheme in the public service through establishing work/study and trainee positions and developing job related training for young people in the labour market. This has been done in close consultation with the Department of Labour. The Board has agreed to a target of the appointment of 1,000 young people by 19~~. in addition to normal recruitment of under 20 year-olds. Recruitment to an initial 130 traineeship positions began in March 1986. Additional traineeship positions are being developed. Approximately 400 work/study positions have been established in the service through the Youth Guarantee Directorate.

PRIORITY SIX: Strengthen equal employment opportunity in the Public Service

The Board developed draft action plans for the employment of Aborigines and people with disabilities.

Ninety-five officers selected from all agencies participated in a bridging course for former Third Division officers. The course was designed to broaden their career opportunities, particularly in the administrative officer category.

A telephone survey of a sample of former Third Division category staff was undertaken to determine their knowledge of career entitlements. Recommendations for improved marketing of employment information are being implemented.

The Office of Merit Protection examined agency reports following the implementation of the Action Plan for Women. Agencies are expected to meet the personnel management provisions of the plan, such as the inclusion of women on all interview panels where there are women applicants and the need to supplement applicant fields if no women apply.

PRIORITY SEVEN: Upgrade occupational health aspects of work in the public service.

The Board assisted in implementing the government's Occupational Health and Safety Program. A Tripartite Working Party of the Board, Department of Labour and the Victorian Public Service Association was established to examine issues related to the keyboard and clerical officer structure and associated job redesign and career planning.

The Board also established a co-ordinating group to address the problem of R.S.I. in agencies.

Further details of action to address 1985/86 priorities are included in later sections.

7

2. MANAGEMENT CONSULTANCY

The role of the Management Consultancy Division is to:

conduct reviews on behalf of government of the efficiency and effectiveness of agencies or government funded programs;

improve the management capability of the public service through the provision of advice to management on organisation structures, management processes, identification of problems and strategic issues, and on resolution of problems;

assist agencies to identify opportunities for improving operations and to recommend means to assist them to pursue those opportunities;

assist agencies to carry out significant changes in their operations and management style.

In response to the government's continuing emphasis on improving the performance and accountability of the public sector, the Board has maintained and extended the range of consultancy services available to agencies, including statutory authorities. Delegation of substantial responsibilities for personnel transactions to agencies has also enabled the Board to redefine many of its continuing central personnel management responsibilities in consultancy terms. The range of consultancy services provided by the Board thus includes organisational review and design, job design and redesign, performance management, workforce planning, training and development, and reviews of personnel management systems. As a significant number of projects involve contributions from more than one division the Management Consultancy Division works closely with the other divisions of the Board.

Major consulting assignments have continued to include critical assistance in redesigning organisations following machinery of government changes to improve the delivery of services to the public. However, in more recent projects increasing emphasis has been placed on bringing together a variety of approaches to improve client services. This trend is expected to continue in 1986/87.

ACTIVITIES IN 1985/86

Within this context the Management Consultancy Division undertook a number of consultancy assignments during 1985/86.

One such assignment resulted from the government's decision to transfer from the Health Department to Community Services Victoria, the delivery of intellectual disability, early childhood development, maternal and child health, family planning, domiciliary care, visiting child health programs and government funded services for the physically disabled.

In response to the government's decision, the Board undertook a project to identify staffing levels and other resources appropriate to these functions, and to develop arrangements for their smooth transfer and for continuity of financial and staffing management during the transition period. The project involved extensive consultation with staff unions and voluntary

8

organisatfons. The task was carried out by two teams, comprising members from the Board and the Health and Community Services Departments; one team concentrated on intellectual disability services and the other on other functions.

In the Department of Agriculture and Rural Affairs, a change project was approached from a different perspective. The change required the identification of options and implementation strategies for regional management and provision of a greater integration of services within the department. Board staff worked with groups from the department looking at specific topics, for example the positioning of regional boundaries and centres and the structure of the program budget. By drawing departmental staff into working groups the project team built on the considerable expertise contained within the department. Each part of the study involved extensive interviewing and the circulation of discussion papers for staff comment. A strategy for implementation of the changes was a major product of the project.

During the course of the project the team observed that departmental staff support for the concept of regional management continued to grow. Nevertheless, it will be some time before regionalisation strategies are fully implemented as considerable systems development and modification to financial management practices must occur.

In tJovember 1985 the government announced the establishment of a Ministry of Education with responsibility for providing advice to the Minister on all aspects of education. The r~inistry was also to include the former Education Department. The change aimed at improving the delivery of education services in Victoria.

The Minister for Education invited the Board both to develop a corporate management structure for the Ministry and to advise on strategies, structures and systems necessary to implement government policy on devolution of power and resources in the schools system to regions and schools.

There was very high media and community interest in the outcome of the consultancy. The project team therefore circulated a number of issues papers for public comment. One paper, "Taking Schools into the 1990's" was designed to generate public discussion on issues involved in implementing the government's devolution policy. Issues papers were distributed widely, received a high level of discussion among interested groups and through the media, and generated valuable input to be used in forming recommendations for the future of education.

Work is still continuing on the project which is expected to be completed in October 1986.

The Board completed an assignment in the Department of Sport and Recreation which investigated not only the efficiency with which services are delivered but also the delivery of the most appropriate services in an effective manner. Since the department was established in 1973 (then the Department of Youth, Sport and Recreation) there have been major changes in government and community attitudes to sport and recreation. Examples of these changes are the growing community recognition of the health benefits of fitness and recreation, greater leisure time and resources for recreational pursuits, government and community concern about increasing opportunities for disadvantaged groups, and awareness of the economic opportunities available from sport and recreation activities.

9

The review of the department sought to identify the ways in which the department can contribute to the development of sport and recreation now and in the future and the potential for sport and recreation contribution to the Economic Strategy. This included the development of new objectives, role and priorities, and recommendations on management processes and structures to help the department meet these objectives.

Management Consultancy Division also undertook a study to design the organisation structure to integrate the Ministry for Planning and Environment and the Planning Branch of the MMBW. The development of the structure was followed by an implementation program managed by the division during 1985/86 on a project management basis. Much of the implementation work was performed by staff of the integrated ministry which considerably enhanced the success of the project at branch levels.

An initiative taken by the Board during implementation was the conduct of job design projects.

In addition to the projects mentioned above, division activities during 1985/86 included:

MAJOR MACHINERY OF GOVERNMENT PROJECTS

integration of the Department of Industry, Commerce and Technology and the Office of Minerals and Energy to form a single administrative unit the Department of Industry Technology and Resources.

ASSISTANCE WITH THE IMPLEMENTATION OF MACHINERY OF GOVERNMENT CHANGES

JOB DESIGN PROJECTS

Environment Protection Authority.

Finance Branch, Department of Conservation, Forests and Lands.

ORGANISATION DEVELOPMENT PROJECTS

Corporate Affairs Commission.

ORGANISATION DESIGN STUDIES

Interpreting and Translation Language Services in the Ethnic Affairs Commission.

11

3. POLICY DEVELOPMENT

The review and development of personnel policies, classification standards and guideline material for conditions of service matters carried out by the Policy and Tribunal Division is designed to:

ensure that the personnel management system is responsive to the priorities of government and the changing needs and requirements of a career service;

enhance the efficiency, effectiveness and equity of the personnel management system within the service;

support the delegation to agencies of PO\vers to determine individual personnel transactions.

Major policy activities in 1985/86 included:

continuation of the program of occupational category reviews;

development and implementation of the Youth Guarantee scheme in the service;

progressive issue of the Personne 1 ~4anagement i•1anua 1 ;

development of an Occupational Health and Safety Action Plan and its co-ordination within administrative units;

further development and enhancement of the personnel management review program;

management of special projects associated with changes in administrative arrangements, including:

proposed transfer of 1>1eat Inspectors to the Commonwealth;

review of staffing and rostering arrangements in the Office of Psychiatric Services and the Office of Intellectual Disability Services;

transfer of Board of Works staff to the Ministry of Planning and Environment;

review of barriers to mobility in public sector employment;

review of forms of employment in the public service, for example, temporary/exempt/permanent;

development of 'industrial democracy' initiatives within the public service, in particular the establishment of a joint Board/staff association/agency consultative council to discuss service-wide issues;

review of personnel policy issues either arising out of the Hearing Process or requiring action to assist with delegated decision making by agencies;

12

implementation of government personnel policies within the public sector;

provision of salary administration and classification advice and consulting services to outer budget agencies.

REVIEW OF OCCUPATIONAL CATEGORIES AND DEVELOPMENT OF CLASSIFICATION STANDARDS

The follO\•Iing category reviews were undertaken:

AUDITORS - the Audit Office sought a review of auditors classified in the Administrative Officer category. On investigation the problem was identified as one related to recruitment difficulties at base grade. As a solution, base grade recruitment was allowed at ADM-2 level and procedures for lateral recruitment to more senior levels streamlined.

COMMUNITY NURSES - associated with the move of the Office of Intellectual Disability Services from the Health Department to the Department of Community Services, the government and the Hospital Employees' Federation (No.2 Branch) reached an industrial agreement that included the development of a career structure for community nurses. A project team comprising Public Service Board and HEF t.Jo. 2 members prepared a draft report and circulated copies for discussion.

A four level classification structure was recommended for Psychiatric Nurses, to cover work currently performed.

CURATORS AND CONSERVATORS - in October 1985 the Board agreed to establish a five level Curator/Conservator classification structure aligned with librarians. ~lost Curatorial positions were classified in the new structure by December 1985.

COMMUNITY BASED CORRECTIONS CATEGORIES - the Office of Corrections sought the Board's assistance in conducting a review of five classifications performing field work in the Community Based Corrections Division.

The review commenced in April 1986. However as it is closely associated with the service-wide Health and Welfare review, its findings and recommendations will be made in the context of the wider issues to be addressed by a review of Health and Welfare categories to be commenced in the latter half of 1986.

INSPECTORIAL - analysis of data collected during 1984/85 was completed and applied to the development of formal classification structures and standards.

Application of the standards resulted in reclassification and redesignation of Apprenticeship Supervisors as Training Advisors in the Department of labour. This was approved by the Board in April 1986.

KEYBOARD - a draft report of the Keyboard Review was completed in September 1985. The principal recommendations included:

the amalgamation of existing keyboard classifications with the Clerical Officer (CO) structure;

a formal program of restructuring all former keyboard positions to provide a mix of keyboard and clerical functions.

13

The report is the subject of examination by a tripartite Keyboard Review Joint Working Party comprising Board officers and representatives of the Department of Labour and the Victorian Public Service Association. A pilot restructuring project is planned in the latter half of 1986.

LEGAL OFFICERS - in April 1986 a discussion paper on the Legal Officer Category Revie\v was released to all administrative units. Th•~ paper included draft classification standards, benchmark positions and a proposal to broadband the existing eight level structure into five levels. It put forward options for minimum qualifications required for entry into the category and the absorption of the Parliamentary Counsel category. Consultation between the Board's Office, affected agencies and the Victorian Public Service Association is now underway.

PHYSICAL GRADES (FOREMAN/SUPERVISORY) - this grouping of former Third Division classifications is involved in project management of trade, non-trade and related quality control activities. Data collection and analysis has been undertaken, including development of classification structure and standards. Issues addressed in the course of the review were:

A proposal from the t1inistry of Housing for reclassification of the position of Maintenance Supervisor and Works Officer on the basis that significant changes had occurred to their work following regionalisation of the Ministry's maintenance function. A revised classification structure was established as a result of a working party examination;

A claim by the Hospital Employee's Federation, No.2 Branch, that the work of Supervisors of Catering in psychiatric and intellectual disability facilities had undergone marked change following decentralisation of institutional administration. Following investigation, a recommendation was made to replace the single classification of Supervisor of Catering with a Catering Services t4anager category.

TECHNICAL GRADES REVIEW - the Technical Assistant and Technical Officer grades review, which forms part of the Board's plan to rationalise former Third Division occupational categories, is at present the subject of consultation with the Victorian Public Service Association.

The review proposes the adoption of classification standards which, for the first time, distinguish professional work from technical work. The standards will clarify the type of work undertaken by professional and technical staff and provide a career structure for both categories of staff.

During the year implementation of new structures for the following categories continued or commenced: Clerical Officer, Curator, Librarian, Library Technician and Scientist. Implementation processes include continuing consultation with administrative units and approved staff associations as necessary.

14

REMUNERATION REVIEW

The Board's office provides secretariat and support services to the Remuneration Review Committee. This committee (the Premier, the Minister for Labour and the Chairman of the Public Service Board} was established in 1982. Its role is to advise the government on pay, classification and conditions of service matters for statutory appointees. It also considers certain public sector employment policy issues.

A primary concern of the committee is to ensure the development and implementation of consistent employment and remuneration practices. To achieve this objective, Board staff engage in policy development proj~cts and undertake assessments of classification levels and remuneration for statutory positions. The committee is monitoring the implementation of the Senior Executive Service across the public sector.

t1ajor policy matters considered by the Remuneration Review Committee included conditions for statutory appointees, a broadbanded fee structure for part-time statutory appointees and a car po 1 icy for senior executives.

GENERAL POLICY

Several major projects are discussed in sections 5 and 6.

Other Projects included:

POINTS FACTOR EVALUATION SYSTEM - a revised Points Factor Evaluation System handbook \~as released in December 1985.

POSITION CLASSIFICATION PROCEDURES -current documentation is under review in conjunction with personnel managers to simplify preparation and make documents more relevant to users' needs.

15

3. SERVICES TO AGENCIES

Services Division activities are designed to support personnel management across the public service. Significant services provided in 1985/86 included:

development of management and performance improvement planning;

senior executive recruitment and mobility management;

service-wide programs of staff training and development;

development of means of identifying training and development needs of individual agencies;

management of key central staffing programs, including Administrative Officers, Computer Systems Officers, Administrative and Finance Trainees;

advisory and consultancy services in matters of pay, conditions, organisation, classification, external appointments and discipline;

redeployment of staff between agencies;

development and extension of the personnel delegation system;

maintenance of classification standards and monitoring of the classification system;

implementation of ne~1 classification structures for Clerical Officers, Scientists, Librarians, Library Technicians, Curators and Conservators;

management of the central personnel information system (PERSYST);

implementation of the Action Plan for Women;

development of draft action plans for Aborigines and disabled people.

The level of activity for major services provided by the division in 1985/86 is shown in the following table:

1984/85 1985/86

Appo1ntments Total 2,491 2992 Public Service Board 1 ,121 712 Administrative Units 1,370 2280

Executive Search and Selection Public Service Board 126 81

Staff Redeployment Public Service Board 272 172

Training Courses 34 27 Participants 813 955

16

Trainee Days Executive Development r~anagement Training Administrative Trainee Scheme Personnel 1·1anagement Training Bridging Courses

Classification Reviews including those occasioned by re-organisations

Total Public Service Board Administrative Unit

Average Processing Time (days elapsed)

Classification Review Appointment - S.32

Advice to Government on Statutory Remuneration

CLIENT SERVICES

1 , 131 1,576

4,344 1 '143 3,201

25 8

212

591 1 , 547 1,678 2,694 2,411

2,709 583

2126

15 9

155

Services to administrative units are delivered through three client service groups. The groups are organised so that their responsibilities span administrative units with similar functions. Broadly the functions of the groups are to:

ensure that the personnel system is responsive to key government priorities and major budget initiatives;

manage, resource and assist in delivery of a range of consultancy projects and activities aimed at improving management effectiveness in agencies;

provide a point of contact between client agencies and the Board;

Manage SES and equivalent classification services;

provide a focus for the delivery of management improvement initiatives in client agencies.

assist with the devolution of personnel powers to administrative units.

In 1985/86 the number of general personnel and conditions of employment transactions processed by the Client Services Groups decreased by 51% as reflected in the following table:

CLIENT SERVICES GROUPS - TRANSACTIONS

Higher Class Duties Short Term Employment Extension of Temporary Employment Secondment Requests Recognition of Prior Service Section 32 Appointments Other Personnel Transactions

including Conditions of Employment Transactions

1984/85

210 426 69

182 68

686 1 , 719

3,360

1985/86

65 116 113

24 36

510 797

1, 661

17

As the full impact of the program of delegating personnel powers to chief administrators took effect in 1985/86, the character of relationships with client agencies changed considerably. Client Services Groups tended increasingly to provide organisational consultancies to chief administrators to strengthen and support the delegation program.

r1ajor consultancies were provided in the following areas:

REGIONALISATION

• HEALTH

• LAW

MACHINERY OF GOVERNMENT CHANGES

• LABOUR

• RURAL WATER

CONSERVATION, FORESTS & LANDS

COMUNITY SERVICES/ HEALTH

• EDUCATION

assisted department to establish substructure in metropolitan and country regions.

introduced area management to Courts Administration Division. Operational management within major courts was strengthened to improve caseflow management and service to clients.

approved a new top structure for Labour which provides for regionalisation of the agency's services.

provided assistance to the Commission in developing its regional management structure and reviewing significant senior positions.

continued to provide a con~ultancy service to complete regionalisation.

in conjunction with l~anagement Consultancy Division helped provided extensive consultation to effect transfer of Office of Intellectual Disability Services (OIDS) from Health to Community Services, including a review of the structure and classification levels of senior management positions in OIDS;

classified new top structures for Community Services and Health;

established a pool of ten program managers and managers policy review and development at SES-1/2 level for deployment to high priority areas in Health.

established positions of General ~~nager to head the three major divisions of the new l~inistry of Education;

provided assistance to the Ministry to effect the transfer of staff to the Victorian Curriculum and Assessment Board ( VCAB}.

• PROPERTY AND SERVICES/ PUBLIC WORKS/DITR

LABOUR

SENIOR MANAGEMENT STRUCTURE REVIEWS

18

Following machinery of government changes:

conducted a review of corporate services requirements in Property and Services; implemented a new senior management structure in Public Works; finalised a senior management structure in Department of Industry, Technology and Resources.

assisted in the transfer of occupational health and safety functions from DITR to Labour in accordance with government requests.

Board officers participated in top structure reviews in the follmting agencies and the subsequent implementation of new senior management structures:

• ARTS - Museum;

HEALTH - Office of Psychiatric Services;

LAW - Chief Parliamentary Counsel's Office;

• MINISTRY OF HOUSING;

• PLANNING AND ENVIRONMENT- Melbourne and l~tropolitan Board of Works planning function;

OFFICE OF CORRECTIONS;

POLICE AND EMERGENCY SERVICES - Police Complaints Authority;

• VICTORIAN TOURISM COMMISSION;

• DEPARTMENT OF INDUSTRY, TECHNOLOGY AND RESOURCES;

DEPARTMENT OF WATER RESOURCES.

ORGANISATIONAL CONSULTANCIES REQUESTED BY CHIEF ADMINISTRATORS

LOCAL GOVERNMENT - a review team recommended a revised organisation structure for the department which recognised the need for the development of a strengthened role, particularly in policy research, development and implementation.

PROPERTY AND SERVICES - currently undertaking a revie1·1 of the Victorian Government Printing Office to develop an organisation structure to accommodate a computerised finance and accounting system.

19

• STATE INSURANCE OFFICE- conducted a review of the E~ployers Liability Division of SIO including examination of career path opportunities, job design, classification profile and organisational structure.

LA TROBE REGIONAL COMMISSION - provided consultancy assistance to the Commission in the preparation of a management improvement plan reflecting organisational strategy and planned key results for the year to 31 December 1986. The plan was the first such agency-wide plan developed using this approach within the VPS.

JOINT AGENCY/PSB ORGANISATIONAL REVIEWS

HEALTH - HDV/HEF No. 2 requested a joint working party to co-ordinate implementation of one week's additional recreation leave entitlement to 7 day rostered staff, settlement of 37 cases was negotiated.

A review of the department's corporate and program support services \#as commissioned to address VPSA concerns that the structures remaining subsequent to machinery of government transfers might not be adequate to service ongoing HDV programs and operations. The joint HDV/VPSA/PSB working party has completed several major sections of the revie\1 and the final segments of the report are due in July/August 1986.

• TAFE - currently providing consultancy assistance to a senior level working party reviewing the capacity of the Office of the TAFE Board to implement government policy, undertake integrated program and resources planning, and develop strong and productive linkages between TAFE colleges and industry.

LAW - provided assistance in determining the effects on staffing of the Office of the Public Trustee of new legislation setting up the Guardianship Administration Board and the Office of the Public Advocate.

• HOUSING - provided assistance in restructuring the Urban Land Authority in line with expanded role in land development in Victoria.

• TRANSPORT - provided assistance to identify an appropriate structure and reporting relationships for the development of the rHnistry's EDP function.

PROPERTY AND SERVICES - a staff/management committee with Board representation was established to implement a new organisation structure for the Registry of Births, Deaths and Harriages.

PUBLIC WORKS - provided assistance in development of staffing arrangements for the introduction of CADD (Computer Aided Drafting and Design) System.

PLANNING AND ENVIRONMENT - provided assistance in reviewing the organisation structure and classification levels within the Environment Protection Authority following significant amendments to the Environment Protection Act.

DELEGATIONS

• LEGAL AID COMMISSION - provided assistance to enable the Legal Aid Commission to take full responsibility for its own personnel function previously handled by the Board.

POLICE AND EMERGENCY SERVICES - following the review of the t~inistry for Police and Emergency Services by the Board in 1984/85, assisted with implementation of a revised senior management structure. Significant delegations and devolution of authority have now occurred within the Ministry and associated agencies.

20

PUBLIC SERVICE OCCUPATIONAL MEDICINE UNIT

The Occupational Medicine Unit received additional funding during 1985/86 to undertake specific investigations aimed at reducing the incidence of repetitive strain injury and other occupational health problems.

The Unit includes an Occupational Therapist and three Ergonomists in a multi-disciplinary team. Dr B Gilbert was appointed as full-time medical officer. From Dr H Halse's retirement in early July 1986 Dr Gilbert will act as Senior Medical Officer.

Approximately 6,000 consultations were held and two hundred work sites surveyed covering approximately 800 individual work stations. Repetitive strain injury and occupational stress accounted for the vast majority of the Unit's v1orkl oad. In 1986/87 the Unit's major task wi 11 be to address identified occupational health issues through education and prevention.

STAFFING SERVICES

Recruitment Services

During 1985/86 the Board continued to recruit Administrative Officers, Class "ADM-1", Computer Systems Officers, Class "CS0-1" and recruits to the Administrative Trainee Scheme (ATS). In particular, recruitment to the ATS was targetted at economists and finance graduates.

ADM-1 CS0-1 Administrative Trainee

1984/85

221 20 79

1985/86

138 20 62

In 1986 the recruitment program was streamlined to allow the Board to be more competitive with private and other public employers. The ATS Finance and Economist and the "CS0-1" Recruitment Programs were conducted much earlier in the year. Early offers of employment resulted in a significant improvement in the number of acceptances by preferred graduates.

Recruitment of Clerical Officers, Typists and Stenographers was delegated to administrative units in 1985. However, the Board continued to provide consultancy advice in this area.

Executive Staffing

The Senior Executive Staffing Unit (SESU) contributed to management improvement by assisting agencies to recruit highly skilled managers and professionals. During 1985/86 SESU expanded its client base and assisted both public service agencies and statutory bodies.

SESU consultants participated in searches for senior executives for a number of agencies including the Health Department, Department of Labour, Law Department and the Department of Agriculture and Rural Affairs. In addition SESU searched for the chief executive of the newly established DARATECH organisation -a commercial research company established in the Agriculture and Rural Affairs portfolio. In total the unit assisted administrative units with 81 senior appointments in 1985/86.

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Search and selection work by consultants is complemented by placement and career counselling services for existing senior executives to ensure that optimum use is made of executive resources. This service is particularly useful in placing staff as required to meet program changes.

Redeployment and Placement Services

In 1985/86 agencies sought the redeployment of 172 staff.

Classification Standards

The Standards Branch is responsible for maintaining and reguldrly reviewing classification guidelines used by administrative units in making classification decisions. During the year benchmark positions and guidelines for Clerical Officers, Scientists, Librarians and Drafting Officers were revised and a major review of the Administrative Officer narrative classification standards and benchmark position descriptions \vas commenced.

Over the past three years, the Board's office in servicing the Delegations Monitoring Committee (comprising the Department of Labour, Department of ~lanagement and Budget and the Public Service Board) has maintained surveillance of upward movement in average salary levels. ~lovement of this kind indicates the extent by which salary costs increase over a period as a result of the introduction by higher classification levels. It is quite separate from cost movements for increments, national wage adjustments, etc.

Overall, the rate of average salary increase in the public service in the last three financial years has been measured at 1% p.a. (3% for the three year period}. It has progressively reduced in each of the three years:

Period

1983/84 1984/85 1985/86

% Increase in average salary at constant prices

1.1% 1.0%

9%

The Board is examining means by which classification can be managed to achieve nil or negative average salary movement in 1986/87.

Most upward reclassifications are based on an addition to work value through change in duties to be performed and their relative complexity. In any system it would be reasonable to assume there would also be offsets where work value declined and lower classifications became appropriate.

Personnel Information Systems

A joint Public Service Board and Department of Management and Budget project team was established to develop a combined personnel/payroll system (PERSPAY}. Tenders were let in January 1986 for the design and development of a system.

The following computer-based personnel information systems continued to support the Board's programs:

PERSYST, the Board's Personnel and Establishment Records System which maintains details of all positions, officers and employees (excluding exempt employees) is now directly connected to 31 agencies which have the ability to maintain their own records.

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SES Data Base, a record of all positions in the Senior Executive Service and their actual and substantive occupants is maintained. Information relevant to each administrative unit is distributed each month.

Women's Register, this currently contains the names of some 1,300 women who have registered an interest in supplementing applicant fields for vacant positions and/or assisting on interview panels.

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5. IMPROVING PUBLIC SERVICE PERFORMANCE

SES PERFORMANCE MANAGEMENT AND STAFFING

The performance management system for members of the Senior Executive Service (SES) has been introduced progressively in the public service over the past three years. Under this system every member of the SES completes an annual Performance Improvement Plan detailing the key results to be achieved during the forthcoming year and setting out clear performance standards by which they may be assessed. Each plan forms a 'contract' between SES member and chief administrator governing performance in an SES office.

Performance against plans is assessed each year by supervisors and chief administrators and the pay levels of SES members are adjusted on a five point scale for each grade. This year saw the completion of the first full round of performance assessments.

One of the main advantages of the performance management system is the importance placed on strategic planning. The system helps link individual executives' strategic priorities with those of other executives and with overall agency priorities.

Following the government's decision to implement the SES structure throughout the public sector, the structure has been implemented in the transport authorities and is being implemented progressively in all other authorities. Consultancy studies have been undertaken to assist authorities with the introduction of performance management systems.

During 1985/86 the Performance Management Unit conducted major consultancies for the:

Department of Industry, Technology and Resources;

Department of Property and Services;

State Insurance Office;

Ministry of Police and Emergency Services;

Department of Agriculture and Rural Affairs.

14anagement Improvement Plans were prepared for the:

Courts Administration Division, Law Department;

Women's Policy Co-ordination Unit, Department of the Premier and Cabinet;

Local Government Department;

Holmesglen College of Technical and Further Education.

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The Perfomance f~anagement Unit a 1 so conducted 127 workshops and seminars on the performance management system for actual or potential members of the SES and for departmental Personnel Managers.

Work is proceeding on the development, improvement and refinement of the performance management system. A new set of guidelines is expected to be issued prior to the 1986/87 planning cycle.

Revisions to the system aim to simplify administration, enhance flexibility, improve responsiveness to agency needs and further develop the strategic value of performance management as a management tool, linked to corporate planning.

STAFF EFFECTIVENESS (MOBILITY)

A government personnel management priority is to improve the effective use of staff, including the management of mobility across the public sector. Greater flexibility is sought in the employment, placement and redeployment of staff.

The Board's strategy to address this priority has involved:

discussions with selected key agencies, especially those involved in large-scale change, to identify mobility problems, review steps taken to address those problems and to formulate possible initiatives for wider application;

a Staff Mobility Workshop. The workshop, held in April 1986, was q major focus for consultation with personnel managers and other corporate services staff.

negotiation of a draft redeployment policy with staff associations. The draft policy emphasises agencies' responsibility for the placement and effective use of staff.

Further initiatives associated with the mobility project are:

the provision of consultancy advice to agencies developing their own mobility strategies;

the development of improved mechanisms for two-way movement of staff between statutory authorities and the public service.

DELEGATIONS

In 1983 the Board began an extensive program to delegate personnel management powers to administrative units in order to improve the responsiveness of the personnel system to organisational needs. Delegates in administrative units can determine most individual cases regarding recruitment, classification, conditions of employment and general personnel matters.

The delegations program has had a marked effect on staffing within the Board's office. At 30 June 1982 there were 51 staff devoted to transactional services. Currently there are 19 staff providing organisational consultancy services as well as the remaining transactional services.

Work on extending the delegations continued during 1985/86 with the Standard Delegation Package being enhanced extensively in January 1986.

The next step is to shift personnel management powers from the centre of individual administrative units to operational management. Some administrative units have already made considerable progress in this area.

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The further extension of the delegations program, supported by the production of the Personnel Management Manual, is a key factor in enhancing the ability of administrative units to effectively 1nanage their staff, as well as enabling the Board to provide more effective consultancy services.

MAJOR CONSULTANCIES TO STATUTORY AUTHORITIES

The Board was involved in several major consultancies and a number of smaller assignments for statutory authorities.

A consultancy study of the t1etropol i tan Fire Brigade and the Country Fire Authority was conducted at the request of the Ministry for Police and Emergency Services. The study examined work value and advised on appropriate classifications for all positions to be included in a Victorian Fire Services Administrative and Clerical Officers Award.

A second major consultancy was to the TAFE Board. This was a joint assignment with the firm of Cullen Egan Dell (Aust.) Pty Ltd. The assignment reviewed the role of corporate staff, the organisational arrangements for service functions, and the appropriateness of classification arrangements for corporate services staff in TAFE colleges. The project team made proposals for the effective organisation of service functions in TAFE Colleges, ideal position descriptions for a cross-section of service positions, classification structures for service staff in colleges and strategies and guidelines for implementation of the organisation and classification proposals.

The Board's office undertook another consultancy with TAFE when the TAFE Board requested an examination of the role of teacher and non-teacher librarians in TAFE colleges. Extensive consultation and examination of existing arrangements provided a basis for recommending appropriate qualifications and terms of employment for librarians employed in TAFE colleges.

A classification consultancy similar to that undertaken for the MFB and CFA was also carried out for the Zoological Board of Victoria. This study examined a range of administrative, scientific, technical, clerical and keyboard positions in the three zoological parks and gardens (Melbourne, Healesville and Werribee) with a view to establishing comparative work value with the public service and advising on an appropriate allowance for overtime and weekend duties.

The Board also assisted with the introduction of WorkCare arrangements. With the Department of l~anagement and Budget as client, 35 staff were recruited for positions in the nev1 Accident Compensation Commission.

As a direct result of the introduction of WorkCare insurance staff displaced from positions in the private sector were offered assistance with placement in the public sector. Thirty people accepted this offer and have since been placed.

A central feature of the introduction of WorkCare was the expansion of rehabilitation services. The Victorian Accident Rehabilitation Council (VARC) engaged the Board to develop terms and conditions of employment for staff to be employed under Section 171(2) of the Accident Compensation Act and to conduct a recruitment program. The program was substantially completed by May 1986, with 72 management, administrative and professional health staff selected to fill positions in the 4 rehabilitation centres to be operated by VARC.

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VICTORIAN PUBLIC SERVICE CONSULTATIVE COUNCIL

In accordance with government policy, the Board invited representatives of chief administrators and the approved associations to form a peak level consultative council. The council met first in April 1986. It comprises the elected General Service Board 1·1ember as Chairman, 6 management representatives (comprising the 3 general managers of the Board's office and 3 chief administrators or their nominees) and 6 approved association representatives. The Council's role is to provide advice and report to the Board. Under its constitution it can examine any matter in relation to the service with an impact on the common interests of the Board, approved associations and administrative units. Unless agreed by all parties this normally would not include matters which are or could be handled under other established procedures (eg. industrial claims, hearing matters, EEO considerations).

TECHNOLOGICAL CHANGE

In December 1985, the government and the Victorian Trades Hall Council signed a Public Sector Technological Change Agreement which applies to public service agencies. The Board's office contributed to the development of the agreement as a member of an advisory committee to the government negotiating team. It also participated in seminars for public service management and union representatives to explain the operation of the agreement.

TRAINING AND DEVELOPMENT

In recent years administrative reform has focused on major restructuring of the public service to meet government programs, the strengthening of management capacity in the service to achieve those programs and improved planning and use of financial measures. To ensure the success of these reforms considerable attention has been directed to the development of the most valuable resource available to the service - its staff.

Administrative units have assumed more responsibility for staff training and development - greater than at any time in the past. Specific agency programs have aimed at integrating staff within administrative units and equipping them with skills and knowledge to meet the operational needs of their jobs and developing their potential for career advancement.

To complement the role undertaken by administrative units, the Board has identified service-wide staff development needs. The key focus has been to provide central programs for service-wide groups involved in common activities, to develop training needs analysis techniques and consultancy services to ensure the best use of overall training resources and to provide training back-up for implementation of important government initiatives.

During 1985/86 the following services were provided:

Executive Development - the majority of SES members were provided with training and development activities aimed at improving their executive skills. Specific courses included: Consolidating Organisational Change, Strategic Decision Making in Management, and Policies Into Action- skills for implementing government policies.

Management Development - approximately 200 middle level managers from 13 agencies participated in intensive management development programs. The programs were designed specifically to enhance the quality of management by increasing skills and knowledge of managers and their capacity to apply these to the solution of contemporary problems.

27

Personnel Management Development - seventy staff in senior personnel positions participated in a program designed to enhance the skills of those responsible for the personnel function in agencies. In addition, a program focusing on technical skills for staff at the operation!: level (ADM 3-5) was offered to a further 35 personnel staff.

Administrative Trainee Scheme - this program for new recruits is designed to improve policy and management expertise in the longer term. Finance and economist streams have been added to the generalist stream.

Bridging Course - all administrative units had the opportunity to participate in a program for staff of the former third division. This ongoing program is designed to assist mobility within and between occupational categories. Participants on bridging courses were drawn from a diverse range of staff from different occupations, employment backgrounds and age groups. The occupational categories with largest representation on the program were Technical Assistants, Keyboard and Clerical Staff. All participants approached the course with great enthusiasm, and many later changed their career directions.

Training Needs Analysis - a methodology \~as developed and applied in two administrative units to link training and development activities to key organisational priorities in order to maximise the impact that training and development has on improving organisational performance. This consultancy service is now available to all administrative units.

Priority Projects - projects were carried out to develop the training and development contribution to priority areas such as Equal Employment Opportunity, Freedom of Information, Occupational Health and Safety and Youth Guarantee.

Induction -an orientation handbook for new staff, "Finding Out About the Victorian Public Service" was distributed to all agencies.

Financial Management Development Program - a Finance t1anagement Development Steering Committee, comprising the Departments of Management and Budget, Office of the Auditor-General, Public Service Board and two administrative units was formed. Its task is to provide advice, and assist in the implementation of strategies to recruit and train staff to improve the economics and finance functions within the service.

29

6. IMPLEMENTING PERSONNEL MANAGEMENT PRINCIPLES

EEO IMPLEMENTATION AND INITIATIVES

Action Plan for Women

Equal employment opportunities for women were maintained and developed during 1985/86 by the preparation of agency action plans. Action plans encompass a broad range of strategies and seek to improve personnel management practices and ensure equitable treatement for women within the public service.

All 1985/86 action plans were evaluated against a range of criteria by t!le staff of the Board's EEO Unit. Where plans were not considered to adequately meet the criteria, administrative units were given assistance. An ongoing consultancy service was provided to EEO practitioners and personnel staff in administrative units, to assist in implementing their action plans. The Board will continue tilis role in 1986/87 to ensure that agencies are given adequate support and advice.

Women now occupy 11% of combined senior management positions, an increase of 1.5% from 1985. In the SES, women represent 13%, an increase of 1% over 12. months. This continues the trend of increased female representation at senior management levels within the service established since the introduction of the Action Plan for Women in 19B4.

The percentage of women employed as administrative and professional staff rose from 23% in 1985 to 25% in 1986.

Women's employment in the administrative category increased most in the ADM 4-6 range. Women's employment at the base administrative level (ADM-1) increased from 43% to 45% for 1986. A reason for this increase is the number of women in the 1986 intake to the Administrative Trainee Scheme, an increase from 37% in 1985 to 61% for 1986.

Fifty five percent of all 1986 permanent female appointments to the service were to non-professional or non-administrative positions; 45% of male appointments were to these areas. Female representation in non-administrative/non-professional categories was 48.5%, or about the same level as 1984/85 (48%).

Consultative committees on the status of women in the Victorian Public Service have continued to play a key role in the development and oversight of action plans, both at central and local levels.

The Central Consultative Committee has provided advice on policies, programs and priorities for improving the status of women in the service. Those projects commenced by the Board during the year and being monitored by the Central Consultative Committee include: a review of EEO aspects of public service conditions of employment; establishment of a training program for agency staff nominated as sexual harassment contact officers; progressive introduction of EEO components to all Board training and development activities; and development of guidelines concerning occupational categories employing a low percentage of women.

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As part of its on-going monito!'ing of action plan implementation, the Central Consultative Co11111ittee regularly reviews personnel management revie•11 reports on agencies and consults with agencies on improving compliance with EEO guidelines. The committee also invites representatives of various agencies to its meetings as a means of keeping in touch with agency implementation problems.

Local consultative committees generally have consolidated their activities within administrative units during 1985/86. Agency consultative committees have monitored the development of local action plans, given advice to management on implementation matters, devised and conducted training activities and distributed information on EEO issues to management and staff. Many committees have been involved during 1985/86 in establishing systems and structures for internal resolution of complaints of sexual harassment.

t-1ajor policy projects completed during the year in relation to the Action Plan for Women have examined qualifications for the Senior Executive Service, occupational categories employing low numbers of women and guidelines for representation on committees.

Qualifications and the SES: This project found that no formal qualification barriers exist for female or male applicants to SES positions.

However, there remains a level of overspecification of technical skills in professional areas which have traditionally employed males. This has reduced competitive opportunties for women with general managerial competence but lacking specific professional experience.

Occupational Categories Employing Low Numbers of Women: The project analysed occupations employing a low percentage of women and looked at strategies to increase the employment of women in at least 5 of them. Thirteen categories were selected for analysis. Four main issues were i denti fi ed:

approaches to the recruitment of women in some areas are passive and even negative;

there is a tendency towards perceptions on the part of both selectors and potential applicants that certain occupations are unsuitable for women;

inappropriate position documentation may dissuade potential female applicants for certain occupations;

women may be "crowded out" of consideration for certain occupations by large numbers of male applicants.

Guidelines for Representation on Committees, issued in January 1986, were developed in conjunction with the EEO Central Consultative Committee to assist administrative units to take more positive action to achieve a balanced composition on committees and advisory bodies over time.

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Other Action Plans

The Board prepared a draft Action Plan for Aborigines in the public service which aims to increase the number of Aborigines employed in the service to 200 permanent officers by 1990. Modelled on the Action Plan for Women, the draft plan recognises that historical, social, economic and educational circumstances of the Aboriginal community have hindered members of that community entering the service.

A draft Action Plan for People with Disabilities in the public service is also modelled on the Action Plan for Women, and aims to achieve a 2~ employment representation for people with disabilities by 1990. The draft plan has been careful in the redesign of special entry procedures for the disabled. Persons who have some form of disability have, in the past, been unable because of recruitment standards developed for able bodied persons, to apply for positions.

Both draft plans provide for the declaration of the members of the respective groups, as being people who are members of disadvantaged groups pursuant to Section 31(4) of the Public Service Act. A declaration covering members of the Aboriginal community came into effect on 1 January 1986 and for disabled people on 25 June 1986. In accordance with these declarations the plans provide for the development of comprehensive special selection procedures to redress discriminatory practices and in the case of the disabled, for the conduct of work trials to determine suitability for the duties required for a particular position.

Both draft plans provide for administrative units to develop local plans, and include the circulation of special entry level vacancies to aboriginal and disability interest groups. The draft plans are intended to replace the Board's previous centralised system of placing small numbers of individuals in agencies.

Permanent Employment for Long-Term Temporary Staff

As a result of strategies for change identified in the Action Plan for Women, a survey of long term temporary staff was conducted and completed in June 1985. In accordance with the recommendations, and with government agreement, the Board set an objective of achieving a reduction in long term temporary staff to a minimum level by 30 June 1986 consistent with specified criteria for permanency. It requested each administrative unit to prepare an action plan detailing actions to be taken to achieve this objective.

In December 1985 following negotiations on the introduction of youth traineeships in the public service, it was agreed that the Boat·d would establish a steering committee to oversee the implementation of strategies to reduce long term temporary employment and consider and make recommendations on long term exempt employment.

The Steering Committee on Permanent Employment was established in February 1986 and comprises representatives from the Public Service Board, Department of Labour, Departnent of Management and Budget, the Victorian Public Service Association, Health Department Victoria and Community Services Victoria.

The major strategy agreed to by the Board for implementation of permanency is a waiver of the normal requirement to advertise offices for permanent filling.

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Appointments may be offered where the follm'ling criteria are met:

availability of work of an ongoing or permanent nature;

2 years continuous employment at l July 1986;

agency certification that the employee was selected in the first place according to the proper procedure for employing temporary staff;

satisfactory performance assessment by the relevant supervisor; and

a period of probation on appointment.

YOUTH GUARANTEE, PERMANENT PART-TIME EMPLOYMENT, OPTIONAL EARLY RETIREMENT

The government's Youth Guarantee Scheme aims to ensure that all Victorians aged between 16 and 19 years will be provided with either full-time work, full-time study or an acceptable mix of part-time work and part-time study/training. The scheme seeks to reverse the historical trend of declining rates of youth employment.

In the Victorian Public Service the number of appointments of people under 20 years of age dropped from 445 or 15% of appointments in 1978 to 100 or 3.4% of appointments in 1984. The decline is attributed to:

increased competition from mature aged persons- particularly through increased participation of women in the workforce;

persons with tertiary qualifications competing f01· positions traditionally gained by school-leavers; and

programs designed to recruit more qualified and experienced personnel to increase levels of performance of public service agencies. These have resulted in higher levels of lateral recruitment and targetting of well-qualified graduates for administrative training.

A strategy for implementing the government's policy in the service was developed by the Board's office in close consultation with the Youth Guarantee Directorate of the Department of Labour. The three components of the strategy are:

establishment of traineeships and work/study positions;

promotion of permanent part-time employment arrangements; and

establishment of mechanisms to ensure all vacancies arising from optional early retirement between age 55-59 are used to provide opportunities for increased youth employment.

The Board has agreed to a target of the appointment of 1,000 young people by 1988, in addition to normal recruitment of under 20 year-olds. The objective is to increase the proportion of young people employed to the level experienced in the mid-1970s without adversely affecting performance levels.

Traineeships and Work Study Positions

Traineeships in the public service have been developed in line with the Australian Traineeship System. They feature training for entry into the workforce which complements future education and trade training through the development of a structured and integrated combination of work-based and normal off-the-job training.

33

Traineeships have a minimum duration of one year including 13 weeks' normal training usually provided on the basis of 3 days on the job and 2 days off-the-job training.

Two traineeship models have been developed and agreed to by an Industry Working Group. Traineeships as a whole are certified by the Industrial Training Commission of Victoria (ITCV) and registered for implementation. The ITCV only considers proposals that have union agreement.

The traineeship model for clerical/keyboard positions in the publi': service was approved formally and registered for implementation on 12 December 1985. This was the first traineeship model to meet all the requirements set by the Colllllonwealth.

Major features of traineeships in the public service have included:

permanent appointment to a part-time office through a Declaration of Disadvantage under section 31(4) of the Public Service Act. The declaration waives the normal recruitment procedures and entry requirements for young people aged between 16 and 19 who have been unemployed continuously for 6 months or have a history of unstable employment in secondary labour markets;

a 12-month period of probation paralleling the training period;

confirmation of permanency and full-time employment on successful completion of the traineeship which is evaluated through on-going performance assessment. feedback and counselling.

Recruitment to an initial 130 positions began in March 1986.

Approximately 400 work/study positions have been established in the service through the Youth Guarantee Directorate. These employees also will be provided with permanent full-time jobs in the service on successful completion of a period of work/study. The program is similar to traineeships but has not been through the accreditation and approval processes.

The clerical/keyboard traineeship package has been used as a basis for the conversion of existing work/study positions to traineeships. In excess of 300 clerical and keyboard positions will be converted and accredited through the ITCV.

A traineeship proposal also has been developed for Technical Assistant positions to facilitate conversion of approximately 50 work/study positions and also for future traineeships. A Technical Support: Field/Conservation model was approved and registered for implementation on 11 June 1986.

A proposal for a General Services Traineeship has been developed by the Board and will be implemented in September 1986. Development of a Traineeship for Technical Support: Laboratory Skills will be completed for the February 1987 intake.

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Permanent Part-time Employment

Agreements with staff associations include the understanding that permanent part-time work is not to be used as a means of job creation. As a means ~f providing employment for young people, permanent part-time work is therefore indirect. However, hours remaining follm'ling the conversion of full-time positions may be used to provide employment that would otherwise be unavailable.

The uptake of part-time work by public service staff has been relatively slow - possibly through lack of awareness and also as a result of the time-consuming conversion process.

Renegotiation of the permanent part-time employment guidelines with recognised staff associations commenced in May 1986.

Optional Early Retirement

Optional early retirement at 55 years of age was introduced in January 1986. As described previously a procedure has been developed to match numbers of recruits to numbers of retirees, and to ensure that upon re-allocation positions will provide suitable employment for youth at appropriate levels. The Board will monitor the effectiveness of the procedure in administrative units.

OCCUPATIONAL HEALTH & SAFETY

Following extensive consultation with the Victorian Trades Hall Council the government endorsed service-wide arrangements for implementing the Occupational Health and Safety Act 1985. The arrangements include provision for the establishment of agency and workplace committees and a comprehensive statement of the rights and entitlements of health and safety representatives elected under the Act. The Board has encouraged administrative units to begin a process of defining workplaces and as a result a number of health and safety representatives hav.e been elected and conrnittees established.

In addition to setting up the health and safety infrastructure, required under the Occupational Health and Safety (OHS) agreement, the Board developed an action plan to address the broader managerial implications of the Government's OHS and Workcare initiatives. Action plan projects include investigating ways of developing a service capability in the areas of prevention, claims administration, training and rehabilitation that meet OHS and \o/orkcare targets and objectives.

The government, the Board and the Victorian Public Service Association agreed on guidelines for the implementation and operation of screen based equipment (SBE). The guidelines require thorough consultation with staff and the association on implementing new equipment and incorporate detailed technical and ergonomic standards. The guidelines have been published jointly with the Victorian Public Service Association and the provisions of the guidelines will be distributed to operating staff, planners and managers.

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7. TRIBUNAL

Under the Public Service Act the Board exarcises an industrial tribunal role in the determination of salaries and terms and conditions of employment for officers and employees in the public service, and exercises a tribunal role in relation to certai11 disciplinary issues and senior officer promotions.

The following table lists tribunal activities during 1985/86.

Tribunal: Significant Activity Measures

Determination of Industrial claims Determination of Promotion Appeals

- PAB* - PSB** - Total

* below SES ** SES

INDUSTRIAL RELATIONS

1984/85

52

649 46

695

Wages and Conditions Policy in the Public Service

1985/86

62

950 22

972

The Board determines any matter relating to the pay or conditions of service of officers or employees within the framework of its Wage Fixing Principles which reflect the centralised wage fixing principles applying in the community. These principles include personnel management rules for the processing of classification matters including those arising from category reviews. ·

The Wage Fixing Principles specify that anomalies and inequities in the pay or conditions of employees can only be resolved through an Anomalies Conference hearing. During the year this procedure was used to rectify anomalies/inequities in the rates and conditions of Car Park Attendants, and in the performance of fire-fighting duties by officers and employees of the Department of Conservation, Forests and Lands.

The Board has a significant role in the negotiation and settlement of personnel management issues recognised as having an industrial character. These include the occupational health and safety of all employees, technological change, and the rights of employees to be consulted on personnel and industrial matters affecting their employment. All salaries and allowances were varied by the 3.8% National Wage Increase from 10 November 1985.

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PROMOTIONS APPEAL BOARD

Appeals against promotions and transfers

An officer who is not selected for promotion, or in some circumstances, transfer to a vacant position may appeal against the promotion or transfer of another officer. An appeal lodged in this way is determined by an independent Promotions Appeal Board or in the case of senior offices, by the Public Service Board. In hearing any appeal, the relevant Board must determine the matter on the basis of superior efficiency only. The majority of appeals are determined through the Promotions Appeal Boards.

Statistics for the operation of the promotions appeal system for the year are set out in Table 22 of the Personnel Information Supplement. In brief, this indicates that the number of positions for which officers could lodge appeals increased from 4322 to 5872, the numbers of positions where appeals were 1 odged increased from 460 to 484, and the number of appellants increased from 695 to 972. Thirty three appeals were allowed.

The appeals system provides an objective review process which contributes to ensuring that the personnel principles included in the Public Service Act are applied. The system is recognised as a protection against discrimination, arbitrary action, favouritism or other non-merit considerations which may affect decisions on promotions.

DISCIPLINARY CASES

The majority of disciplinary matters fall within the scope of Section 59 of the Public Service Act and are decided by Chief Administrators or their delegates. However, Section 64 of the Act requires the Board to determine disciplinary action where an officer has been convicted of a criminal offence punishable by imprisonment. Five such cases were determined during 1985/86.

During the year improved procedures were introduced to provide for quicker handling of these cases. The revised procedures included guidelines for chief administrators, to enable better management of cases within agencies.

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8. THE OFFICE OF MERIT PROTECTION

The Office of Merit Protection reviews adherence to, and implementation by, the Board and chief adminstrators of the eight personnel management principles set out in section 15A of the Public Service Act and of other personnel policies and standards promulgated by the Board. The office pursues its activities in the following broad groupings:

Hearing Process - hears grievances concerning personnel management decisions;

Personnel Management Review - reviews the exercise of delegated powers by agencies, examines compliance with the eight personnel management principles, and develops performance improvement strategies to assist agencies' personnel management;

Merit Studies - conducts studies to analyse and report on the implementation of the personnel management principles and equal opportunity programs in the public service, and advise on action to be taken when reviews, monitoring or surveys indicate change is required.

A Merit Protection Advisory committee comprising three persons nominated by approved staff associations, three by chief administrators and three by the Premier advises and assists the Board in giving effect to the eight principles of personnel management.

MERIT STUDIES

1986 Program of Studies

Seven studies were scheduled for 1986:

Survey of Staff in the Former Third Divsion. This has been completed and is reported below.

Survey on Staff Selection. This survey of both selection panel members and job applicants is designed to obtain first-hand reports on actual practices in selection.

SES Survey. A survey scheduled for November 1986, which will review the operation of the SES system and obtain reports from SES officers on a range of topics including performance improvement planning and merit issues.

Study of Long-Term Exempt Employment. This study has been completed and is reported below.

Study of long-Term Temporary Employment. A follow-up on a study conducted in 1985 which identified sex-bias linked to occupation categories.

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Review of Selection Procedures and Practices. This study complements the Survey on Selection by reviewing the in-house selection proce·dures in agencies, and auditing a sample of selection documentation in each agency. The Personnel Management Review team is involved in this study.

EEO Action Plan Review. An assessment of agency reports of progress against the Action Plan for Women.

Survey of Former Third Division Staff

This survey was conducted to assess staff awareness of and reaction to initiatives designed to improve career opportunities for staff in former third division job categories. Telephone interviews were carried out with 314 staff members selected at random from all agencies in both metropolitan and country 1 ocations.

The results showed that many staff were not aware of their career entitlements, but that generally most staff were satisfied with their career prospects. The study also showed that the incidence of personal experience of discrimination was generally low. A comparison with results from the 1984 staff survey reported in the 1984/85 annual report indicated a substantial reduction in personal experience of discrimination, particularly on the grounds of religion, sex and marital status. The survey also showed that staff were generally supportive of the merit principles in personnel management.

Long Term Exempt Employment

A study of long-term exempt employment was conducted as a basis for examining whether changes are necessary to ensure career flexibility and to determine whether there are breaches of equal employment opportunity. This study was recommended in the Action Plan for Women.

Data has been collected on staff employed as casuals and exempts under two sections of the Public Service Act. Section 40A allows for the employment of staff for specified work for a finite period or for intermittent, casual work. Section 41A exempts categories of employment from the provisions of the Public Service Act. It is typically used where the work to be performed is seasonal or where permanency of the work cannot be guaranteed.

At 21 March 1986, 2882 staff were employed under the two sections of the Act. Of these 1459 are long term exempt employees who had worked for two years or more. Of the long-term casuals and exempts, 85% were concentrated in eight administrative units and almost two-thirds of these were under Section 41A. Women made up 60% of staff employed under both sections.

The data indicates a high use of casual (s40Al and exempt (s41Al staff in the Health/Welfare and the Science/Technical support fields. Further analysis of this data will be undertaken during 1986/87 before reasons for the respective employment authority can be determined.

Monitoring of EEO in SES Performance Improvement Plans

In 1985/86, 80% of senior managers included specific references to EEO targets within their plans.

39

PERSONNEL MANAGEMENT REVIEW

During 1985/86 the program of reviews of administrative units continued with the aim of strengthening agency personnel functions. The renaming of the function from 1 Personnel Audit' to 'Personnel Management Review 1 has assisted in communicating to agencies the broader role and positive nature of the review process •

Reviews include case sampling and structured interviews. Case-sampling assesses the quality of personnel management decisions. The purpose of interviews is to enable reviews to focus on performance improvement by involving line managers and personnel staff in identifying and implementing strategies to achieve improvements.

The review team introduced three new review methodologies covering:

Personnel Systems and Procedures; Human Resource Development Activities; and Equal Opportunity Issues.

During 1985/86, the following reviews were undertaken:

Department of Sport and Recreation; Ministry of Education; Public Works Department; l~inistry of Housing; Victorian Tourism Commission;

A personnel management review was undertaken at the Motor Accidents Board (MAB) a statutory authority, at the request of the MAB management.

HEARING PROCESS

The Hearing Process enables decisions of the Board, chief administrators and their delegates to be reviewed. Applications may be submitted by staff, chief administrators and approved staff associations on the basis that a decision:

infringes any of the principles of personnel management set out in section 15A of the Public Service Act;

infringes any personnel policy or standard promulgated by the Board; or

is considered otherwise unreasonable.

Cases Referred

During the financial year 1985-86 there were 245 applications for review under the Hearing Process, covering:

Selection and Advancement Salary and Allowances Classification Leave Work Performance Discipline Permanent Part-time Employment Discrimination Education and Training Other Conditions

No of Cases 60 35 46 44 18 12 14 6 5 5

245

40

Table 23 provides further details on cases referred for the year by category and subgroup. As in previous years, grievances relating to selection procedures continued to comprise a substantial proportion of the total cases. The proportion of cases involving classification issues increased this year because of 26 claims arising out of the Librarian and Library Technician Category Review.

In addition to written applications, there were a large number of telephone requests (380 recorded requests) and other oral enquiries to the Office of t~erit Protection for advice on grievances, the application of the personnel management principles and associated issues.

The number of applications submitted by females increased substantially during 1985/86. Where in previous years, requests by males were double those by females, during 1985/1986 51% of requests came from males and 44% from females. Individuals submitted 71% of requests whilst a further 24% came from the Victorian Public Service Association and the Hospital Employee Federation No.2 Branch. This information is presented in detail below:

Applications Submitted

No %

Males 124 51 Females 109 44 Groups 10 4 Administrative Units 2 1

m TOll

Source

No %

Individuals 173 71 VPSA 47 19 HEF 13 5 Groups 10 4 Admi ni s tra tive Units 2 1

m 10'0

Over 84% of the applications received (207 of the 245), requested reviews of chief administrator decisions while of the remainder, 38 or 16 % involved Board decisions. Hearing Process applications referred for review are listed by administrative unit in Table 24.

Cases Completed

A total of 234 revie•ns were completed during the year. The review process involves conciliation and mediation; in the majority of cases solutions are arrived at by these means. In 80 cases, the Board or chief administrator's decision was agreed to as appropriate. In 65 cases it was recommended that the original decision be reversed whilst in a further 42 cases it was recommended that the original decision be altered or modified. Thirty-nine cases were withdrawn following preliminary review and consultation. Another 9 were considered not appropriate for review by the Hearing Process either because of the existence of other more appropriate review bodies (e.g. Promotions Appeal Boards, Disciplinary Tribunals) or the complainant's lack of eligibility for application to the Hearing Process, or because the person was not an officer or employee or former officer or employee of the service.

41

PERSONNEL INFORMATION SUPPLEMEtH

43

PERSONNEL INFORMATION SUPPLEMENT

PERSONNEL INFORMATION : VICTORIAN PUBLIC SERVICE

Definition of terms used. (All tables in this section refer to employment within the Victorian Public Service).

Employment Category

Officers: persons appointed in a full-time permanent capacity to the public service after satisfying conditions specified in Section 30 of the Public Service Act.

Employees: persons under Section 40(2) or 40(4) of the Public Service Act in a temporary capacity on the condition that such employment shall be for a specified period.

Exempt Employees (Section 41(A)): industrial and day labour staff categories and other special employment categories, whose conditions of employment may vary from those of officers and temporary employees.

Other Exempt Employees {Section 40A): persons employed in specified work for a defined period or employed on an intermittent or casual basis.

Classification Category

Senior Executive Service (SES) Officers: staff in high level executive positions who are required to exercise functions of a senior managerial or policy advisory nature.

Senior Officers: senior staff excluding SES staff who are required to exercise executive or professional functions with a high level of responsibility.

Administrative and Professional Officers: in general require a minimum standard of entry qualification based on examinations held at the end of secondary school or at tertiary level. Specialist qualifications and/or experience are required for certain categories of professional employment.

Other Officers: general positions require specific qualifications for entry based on education level, training, aptitude, skills or experience.

Sources

The major source of information presented in the following tables is the Public Service Board's personnel and establishment data base (PERSYST). Other sources are agency returns, Department of Management and Budget records, Promotions Appeal Board records and Public Service Board records.

44

LIST OF TABLES

Table

Table 2

Table 3

Table 4

Table 5

Table 6

Table 7

Table 8

Table 9

Table 10

Table 11

Table 12A

Table 128

Table 12C

Table 120

Table 13

Table 14

Table 15

Table 16

Table 17

Table 18

Table 19

Table 20

Employment levels at 30 June 1985 and 30 June 1986 •

Officers at 30 June 1986.

Full~time employees at June 30 1986.

Full~time exempt employees at June 30 1986.

Administrative, Clerical, Keyboard, Scientific and librarian staff at 30 June 1986.

Promotions for the year ended 30 June 1986.

Appointments of officers and employees from outside the public service for the year ended 30 June 1986.

Permanent appointments within major occupational categories.

Separations from the public service during the year ended 30 June 1986.

Part-time officers employed at 30 June 1986.

Staffing action for the year ended 30 June 1986.

Age distribution of officers: comparisons 30 June 1976 and 30 June 1986.

Age distribution of officers by classification category at 30 June 1986.

Age distribution of officers at 30 June 1986.

Age distribution of employees at 30 June 1986.

Full~time study leave with pay: officers granted leave as at 30 June 1986.

Part-time study leave with pay: officers on leave at 30 June 1986.

Apprentices employed as at 30 June 1986.

Number of officers employed from 30 June 1983 to June 1986.

Number of employees employed from 30 June 1983 to June 1986.

Exempt employment June 1983 to June 1986.

Total amount of salaries and associated costs paid to public service staff 1982/83 to 1985/86

Senior Executive Service: distribution of positions occupied at 30 June 1986.

Table 21

Table 22

Table 23

Table 24

Table 25

Table 26

45

Senior Executive Service: salaries and performance pay levels at 30 June 1986.

Promotions appeals 1985/86.

Hearing Process cases referred for review: 1 July 1985 to 30 June 1986.

Hearing Process cases referred for review by adninistrative unit 1 July 1985 to 30 June 1986.

Claims lodged uith the Public Service Board by approved staff associations during the year ended 30 June 1986.

Principal appointments in administrative units and associated administrative units 1985/86.

46

TABLE 1: EMPLOYMENT LEVELS 1985/86

The collection of data on employment under the Public Service Act is undertaken by the Department of r~anagement and Budget as part of its role in monitoring the level of public sector eoployment. The employment data shown in the table below were derived from returns submitted by public service agencies.

During 1985/86 Dt1B replaced staff ceilings with a method of staff control that directly relates staff numbers to expenditure. In previous years this table was produced using staff ceilings which did not include wages staff. This year the table reflects the new staff control and counts all paid staff on payroll within each agency. Part-time employees are included in agency figures as paid staff members.

For purposes of comparison the figures for·June 1985 have been adjusted to take account of the new method of compilation.

Pending the.transfer of the Office of Intellectual Disablity Services (OIDS} corporate support staff together with associated administrative systems from the Department of Health to the Department of Community Services the figures in this table and in tables 2, 3, 4, 16, 17 and 18 combine OIDS staff with those of the Department of Health.

Agency Staffed Senior Positions Total Staff

June 85 June 86 Variation June 85 June 86 Variation %

GOVERNMENT AND JUSTICE PROGRAMS

Law (including Public Prosecutions} 41 34 -7 2612 1999 -23.5 Corrections 9 6 -3 1806 1854 2.7 Consumer Affairs 6 5 -1 185 251 35.7 Police and Emergency Services 9 9 1559 1595 2.3 Premier and ·Cabinet 16 20 +4 350 299 -14.6 Office of the Governor 0 1 +1 34 Public Service Board 25 21 -4 196 177 -9.7 Audit Office 16 15 -1 143 151 5.6 Property and Services 10 18 +8 900 2567 185.2 Management and Budget 42 51 +9 1376 1735 26.1

(excluding State Insurance Office}

State Insurance Office 11 10 -1 1022 1037 1.5

Total Programs 185 190 +5 10,149 11,699 15.3

47 TABLE 1: (continued}

Agency Staffed Senior Positions Total Staff

June 85 June 86 Variation June 85 June 86 Variation %

Community Services Program

Arts (including Film Victoria) 13 16 +3 854 909 6.4 Community Services (including 14 25 +11 1911 2172 13.7 Office of Intellectual Disability Services) Ethnic Affairs 1 1 109 95 -12.8 Local Government 5 2 -3 252 79 -68.7 Health 74 69 -5 12073 12231 1.3 Sport and Recreation 2 2 233 210 -9.9

Total Programs 109 115 +6 15,432 15696 1.7

Resources and Development Programs

Agriculture and Rural Affairs 15 13 -2 2803 2730 -2.6 Cons. Forests & Lands 45 45 0 4355 4053 -6.9 Labour 27 23 -4 806 953 18.2 Housing 18 13 -5 1634 1721 5.3 Industry, Technology and 27 34 +7 753 804 6.8 Resources (including Latrobe Regional Commission) Alpine Resorts Commission 2 2 37 56 51.4 Planning & Environment 9 17 +8 634 902 42.3 Public Works 9 17 +8 2199 1706 -22.4 Tourism 2 3 +1 188 218 15.6 Transport 12 10 -2 143 151 5.6 Water Resources 14 15 +1 98 126 28.6 Rural Water Commission 2812 2470 -12.0

Total Programs 180 192 +12 16462 15890 -3.5

48 TABLE 1: (continued)

Agency Staffed Senior Positions Total Staff

June 85 June 86 Variation June 85 June 86 Variation %

Other Staff Employed Under the Public Service Act

Ministry of Education 93 57 -36 2381 2572 8.0 State Board of Educ1tion 4 4 33 26 -21.2 TAFE Board 10 8 -2 189 219 15.9 Transport - Ports & Harbours 443 464 4.7 Administrative Trainees 72 59 -18.0 Exec. Resource Pool 2 2 2 2

Total All Agencies 583 568 -15 45163 46627 3.2

49

Machinery of Government changes Affecting Staff Numbers 1985/86

The following machinery of government changes affecting staff numbers occurred during 1985/86. t4ovements are summarised by their effect on staff numbers in the gaining agency.

Department of Agriculture and Rural Affairs

Resources transferred to Department of Agriculture and Rural Affairs (DARA) to enable DARA to develop its role in the marketing and promotion of Victorian fishing industry.

Department of Community Services

On 1 October, 1985 all staff associated with services to the intellectually disabled, infant welfare services, family planning, domiciliary care services (excluding domiciliary nursing), Early Childhood Development Program Co-ordinators and visiting Child Health Nurses transferred fro~ Department of Health to the Department of Community Services. Corporate support staff associated with these functions are expected to transfer by September 1986.

Department of Conservation, Forests and Lands

Transfer of funding and staff to the Department of Property and Services to finalise administrative support for the previously transferred Division of Survey and Mapping. Negotiations are continuing to identify further staff who may be suitable for transfer.

Ministry of Consumer Affairs

With effect from 1 July 1985 the Ministry of Consumer Affairs gained responsibility for the Weights and Measures Branch from the Department of Local Government.

Department of Industry, Technology and Resources

Department of Industry, Technology and Resources and the former Office of Minerals and Energy were amalgamated in September 1985 to create an enlarged Department of Industry, Technology and Resources.

Department of Labour

With effect from 8 April 1986 the Department of Labour was established, replacing the former Department of Employment and Industrial Affairs.

Law Department

On 21 March 1985 the Law Department gained responsibility for Equal Opportunity from the Department of the Premier and Cabinet. Staff transferred during 1985/86.

Department of Management and Budget

With effect from 1 September 1985 the Victorian Accident Rehabilitation Council (VARC) was established as a statutory authority under Section 157 of the Accident Compensation Act.

50

With effect from 1 September 1985, the Workers Compensation Board was abolished and replaced by the Accident Compensation Tribunal.

Ministry for Planning and Environment

With effect from 21 March 1985 the f~inistry for Planning and Environment gained responsibility for the Plumbers and Gasfitters Board from the Health Department. The building control function transferred from the Local Government Department on 28 11arch 1985 together with the planning function from MI~BW.

Department of Property and Services

On 28 14arch 1985 this department gained the Property and Services Division from the Public Works Department, the Valuer-General from the Local Government Department, the Surveyor-General from the Department of Conservation, Forests and Lands, the Land Valuation Board of Review and the Valuers' Qualification Board from the Local Government Department, LANDATA from the Ministry for Planning and Environment, the Titles Office from the Law Department, the Government Employee Housing Authority from the Ministry of Housing, Victorian Public Offices Corporation from the Public Works Department and the Office of the Registrar-General from the Law Department. All staff transfers occurred during 1985/86.

51 TABLE 2: OFFICERS AT 30 JUNE 1986

ADMINISTRATIVE UNIT SENIOR OFFICERS/SE$ ADI'HN I STRATI VE OTHER TOTAL & CHIEF ADMINISTRATORS & PROFESSIOtJAL

M F M F M F

Agriculture and Rural Affairs 10 0 926 99 627 288 1950 Alpine Resorts Commission 2 1 19 7 2 8 39 Arts 8 5 107 146 218 132 616 Community Services 18 4 377 393 918 1116 2825 Conservation, Forests and Lands 43 1 932 93 888 309 2266 Consumer Affairs 3 2 82 17 34 38 176 Corrections 6 0 143 71 996 198 1414 t~inistry of Education 11 1 498 272 166 1108 2056

State Board of Education 4 0 5 3 2 5 19 TAFE Board 7 1 64 30 3 36 141

Ethnic Affairs 1 0 19 18 11 15 64 Film Victoria 0 0 0 0 0 1 1 Health 42 10 518 295 2223 2688 5776 Housing 11 2 393 112 359 245 1122 Industry, Technology & Resources 30 2 258 52 88 70 500 Labour 23 1 311 96 163 119 713 Latrobe Regional Commission 1 0 17 4 0 4 26 Law 16 2 443 170 158 188 977

Public Prosecutions 3 0 68 29 5 18 123 Chief Parliamentary Counsel 2 0 3 6 1 4 16 Corporate Affairs Office 5 0 123 37 23 67 255 Crown Solicitor's Office 6 0 32 5 3 8 54

Local Government 2 0 34 8 3 16 63 Management and Budget 45 5 419 163 153 266 1051

State Insurance Office 10 0 302 117 142 266 837 Planning and Environment 17 1 360 102 123 149 752 Police and Emergency Services 8 1 162 53 278 640 1142 Premier and Cabinet 16 2 69 30 45 44 206

Office of the Governor 1 0 2 0 0 0 3 Audit Office 16 0 78 17 2 9 122 Public Service Board 21 8 49 55 12 27 172 Administrative Trainees 0 0 43 44 0 0 87

Property and Services 12 2 509 87 513 356 1479 Public Works 15 0 480 40 280 114 929 Sport and Recreation 2 0 71 20 21 48 162 Tourism 3 0 81 58 9 21 172 Transport 6 2 134 18 109 33 302 Water Resources 2 0 59 26 5 15 107

Rural Water Commission 12 0 576 66 746 129 1529

TOTAL 440 53 8766 2859 9329 8798 30245

This table includes officers on paid and unpaid leave. The table excludes all reference to employees and exempt staff which are contained in Tables 3 and 4.

2 This table includes permanent part-time officers. 3 At 30 June 1986 a high proportion of the Public Service Board 1

S staff were seconded to other agencies. These officers have been included in the totals of the administrative units to which they have been seconded. The Board total includes 2 officers who have been seconded to non-public service agencies.

4 This table includes acting chief administrators. SOURCE: PERSYST data base and Public Service Board records.

52 TABLE 3: FULL-TIME TEMPORARY EMPLOYEES AT 30 JUNE 1986

ADMINISTRATIVE UtHT r~ F TOTAL

Agriculture and Rural Affairs 45 47 92 Alpine Resorts Commission 1 1 2

·Arts 15 16 31 Community Services 260 663 923 Conservation, Forests and Lands 19 18 37 Consumer Affairs 2 2 4 Corrections 134 100 234 Ministry of Education 49 158 207

State Board of Education 0 0 0 TAFE Board 2 4 6

Ethnic Affairs 0 0 0 Film Victoria 0 0 0 Health 443 972 1415 Housing 21 39 60 Industry, Technology & Resources 13 23 36 Labour 24 15 39 Latrobe Regional Commission 3 7 10 Law 49 32 81

Public Prosecutions 4 5 9 Chief Parliamentary Counsel 0 3 3 Corporate Affairs Office 7 2 9 Crown Solicitor's Office 2 5 7

Local Government 0 1 1 Management and Budget 24 32 56

State Insurance Office 63 84 147 Planning and Environment 17 22 39 Police and Emergency Services 42 120 162 Premier and Cabinet 0 3 3

Office of the Governor 0 0 0 Audit Office 0 4 4 Public Service Board 4 2 6 Administrative Trainees 1 2 3

Property and Services 112 94 206 Public Works 15 20 35 Sport and Recreation 1 4 5 Tourism 1 0 1 Transport 1 2 3 Water Resources 3 3 6

Rural Water Commission 22 30 52

TOTAL 1399 2535 3934

This table includes employees on paid or unpaid leave.

SOURCE: PERSYST data base and Agency Returns

53 TABLE 4: FULL-TIME EXEMPT EMPLOYEES AT 30 JUNE 1986

ADMINISTRATIVE UNIT EXEMPTED EXEMPTED TOTAL PURSUANT TO PURSUANT TO SECTION 41 {A) SECTIOIJ 40(A)

M F M F

Agriculture and Rural Affairs 328 56 72 112 568 Alpine Resorts Commission 4 10 0 0 14 Arts 1 2 5 68 132 207 Community Services 1 59 75 170 305 Conservation, Forests and Lands 1152 187 464 101 1904 Consumer Affairs 1 1 10 20 32 Corrections 3 1 143 24 171 Ministry of Education 2 0 51 125 178

State Board of Education 0 0 0 1 1 TAFE Board 0 0 19 29 48

Ethnic Affairs 3 1 5 9 18 Health 0 0 1009 1318 2327 Housing 201 20 136 186 543 Industry, Technology & Resources 50 1 90 69 210 {including Latrobe Regional Commission) Labour 7 1 80 95 183 Law 2 125 20 23 43 211 Chief Parliamentary Counsel 0 0 1 0 1 Local Government 7 3 0 0 10 Management and Budget 249 326 0 0 575 State Insurance Office 0 0 12 14 26 Planning and Environment 0 0 36 31 67 Police and Emergency Services 26 47 48 117 238 Premier and Cabinet 6 4 22 52 84

Office of the Governor 13 13 0 0 26 Audit Office 0 0 2 3 5 Public Service Board 0 0 2 9 11

Property and Services 199 78 110 233 620 Pub 1 i c Works 523 10 144 76 753 Sport and Recreation 1 0 3 10 14 Tourism 0 0 13 20 33 Transport 0 1 6 7 14 Ports and Harbours 277 0 0 0 277 Water Resources 1 0 4 5 10

Rural Water Commission 869 52 25 22 968

TOTAL 4050 896 2673 3033 10652

1. Includes Film Victoria 2. Includes Crown Solicitor's Office SOURCE: Agency returns

54

TABLE 5: ADMINISTRATIVE, CLERICAL, KEYBOARD, SCIENTIFIC AND LIBRARIAN STAFF AT 30 JUNE 1986

ADMINISTRATIVE OFFICERS

CLASSIFICATION M F TOTAL ADM-1 481 409 890 ADM-2 523 306 829 ADM-3 714 268 982 ADM-4 919 251 1170 ADM-5 667 178 845 ADM-6 554 178 732 ADM-7 474 120 594 ADM-8 345 52 397 TOTAL 4677 1762 6439

CLERICAL OFFICERS

CLASSIFICATION M F TOTAL Grade 1 574 999 1573 Grade 2 336 431 757 Grade 3 273 319 592 Grade 4 225 184 409 Grade 5 107 51 158 Grade 6 38 18 56 Grade 7 22 1 23 TOTAL 1575 2003 3518

CLERICAL ASSISTANTS

CLASSIFICATION 14 F TOTAL Grade IA 2 191 193 Grade IIA 0 9 9 Grade IliA 0 15 15 Grade IVA 0 8 8 TOTAL ~ 221" 225"

KEYBOARD STAFF

CLASSIFICATION M F TOTAL Cash Register Operator, Grade I 13 10 23 Cash Register Operator, Grade Ill 4 3 7 Machine Operator (Register) 2 3 5 Machinist, Grade I 1 8 9 Machinist, Grade II 1 16 17 Machinist, Grade Ill 0 17 17 Machinist, Senior 0 0 0

Machinist (Data Processing), Grade I 4 70 74 Machinist (Data Processing), Grade li 1 37 38 Machinist (Data Processing), Grade Ill 0 19 19 Machinist (Data Processing), Supervising, Grade I 0 5 5 Machinist (Data Processing), Supervising, Grade II 0 2 2 Machinist (Data Processing), Supervising, Grade II I 0 10 10 Machinist (Data Processing), Supervising, Grade IV 0 4 4

Stenographer 5 476 481 Stenographer, Senior 1 78 79 Stenographer, Supervising 0 1 1

55 CLASSIFICATION M F TOTAL Typist 8 1515 1523 Typist, Recording 0 1 1 Typist, Supervising 0 21 21

Word Processing Controller, Grade I 0 3 3 Word Processing Controller, Grade II 0 2 2

Word Processing Operator, Grade I 0 364 364 Word Processing Operator, Grade II 0 71 71 Word Processing Operator, Supervising, Grade I 0 19 19 \tlord Processing Operator, Supervising, Grade II 0 6 6 f01AL ~ 270T 2"SOT

SCIENTIFIC STAFF

CLASSIFICATION M F TOTAL SCI-1 347 95 442 SCI-2 465 40 505 SCI-3 290 12 302 SCI-4 236 11 247 SCI-5 89 0 89 S0-12 3 0 3 TOTAL "'f4'j(J --,sg- 1588

VSCI-1 7 1 8 VSCI-2 36 2 38 VSCI-3 9 0 9 VSCI-4 22 1 23 VSCI-5 9 0 9 V0-8 0 0 0 TOTAL -a! --4 -sr

LIBRARIANS

CLASSIFICATION t~ F TOTAL LIB-1 12 55 67 LIB-2 12 40 52 LIB-3 4 21 25 LIB-4 0 5 5 LIB-5 0 0 0 L-4 1 1 2 L-5 1 1 2 L-6 0 1 1 L-7 0 0 0 TOTAL -m IN l5if

LIBRARY TECHNICIANS

CLASSIFICATION M F TOTAL LT-1 1 14 15 LT-2 1 28 29 LT-3 1 8 9 LT-4 0 2 2 LIBRARY TECHNICIAN 1 28 29 TOTAL ~ --so- -s4

NOTE: 1. S0-12, V0-8, L-4, L-7 and Library Technician are classifications awaiting translation to the new category structure.

2. This table includes officers and employees on paid and unpaid leave.

SOURCE: PERSYST data base

56 TABLE 6: PROMOTIONS FOR THE YEAR ENDED 30 JUNE 1986

AD~HNISTRATIVE UNIT

Agriculture and Rural Affairs Alpine Resorts Commission Arts Community Services Conservation, Forests and Lands Consumer Affairs Corrections Ministry of Education

State Board of Education TAFE Board

Ethnic Affairs Film Victoria Health Housing Industry, Technology & Resources Labour Latrobe Regional Commission Law Public Prosecutions Chief Parliamentary Counsel Corporate Affairs Office Crown Solicitor's Office

Local Government f1anagement and Budget State Insurance Office

Planning and Environment .Police and Emergency Services Premier and Cabinet Office of the Governor Audit Office Public Service Board

Property and Services Public Works Sport and Recreation Tourism Transport Water Resources

Rural Water Commission

TOTAL

SOURCE: PERSYST data base

PROMOTIONS

WITHIN FROM OTHER % FROM OTHER ADMINISTRATIVE AD~HNISTRATIVE AD~\INISTRATIVE UNIT UNIT UNIT

164 20 11 10 4 29

122 11 a 312 68 18 274 71 21

34 20 37 166 26 14 288 64 18

2 1 33 11 14 56 5 2 29 0 0 0

414 66 14 327 36 10 48 47 49

123 60 33 5 6 55

103 31 23 45 5 10 6 0 0

34 7 17 9 3 25

12 7 37 220 79 26 174 7 4 159 39 20 124 36 23

35 18 34 0 0 0

34 2 6 55 21 28

216 181 46 106 15 12

27 9 25 32 7 18 18 18 50 16 31 66

110 5 4

3840 1037 21

57

TABlE 7: APPOINTMENTS OF OFFICERS AND EMPlOYEES FROM OUTSIDE THE PUBliC SERVICE FOR THE YEAR ENDED 30 JUNE 1986

Senior Adminis- Other Total Total Officers/ trative & SES Profess-

; onal M F M F M F M F

Agriculture and Rural Affairs 0 0 10 5 72 34 82 39 121 Alpine Resorts Commission 0 1 0 0 0 1 0 2 2 Arts 1 0 7 10 17 18 25 28 53 Community Services 1 0 25 53 60 119 86 172 258 Conservation, Forests and Lands 3 0 19 5 36 39 58 44 102 Consumer Affairs 0 0 3 0 6 9 9 9 18 Corrections 0 0 22 25 182 79 204 104 308 Ministry of Education 2 0 32 22 34 75 68 97 165

State Board of Education 0 0 1 0 2 2 3 2 5 TAFE Board 0 0 5 6 1 7 6 13 19

Ethnic Affairs 0 0 4 5 5 5 9 10 19 Film Victoria 0 0 0 0 0 0 0 0 0 Health 6 2 25 35 159 259 190 296 486 Housing 1 0 32 10 33 54 66 64 130 Industry, Technology & Resources 2 0 9 5 3 10 15 14 29 Labour 0 0 14 15 24 29 38 44 82 Latrobe Regional Commission 0 0 3 2 0 3 3 5 8 Law 1 0 21 20 41 29 63 49 112

Public Prosecutions 0 0 6 12 0 4 6 16 22 Chief Parliamentary Counsel 0 0 2 1 0 0 2 1 3 Corporate Affairs Office 1 0 5 4 1 3 7 7 14 Crown Solicitor's Office 0 0 0 2 0 0 0 2 2

Local Government 0 0 0 2 1 0 1 2 3 Management and Budget 3 1 34 21 66 85 103 107 210

State Insurance Office 0 0 23 18 47 80 70 98 168 Planning and Environment 1 0 23 17 23 34 46 52 96 Police and Emergency Services 1 0 12 10 18 50 31 60 91 Premier and Cabinet 3 1 6 2 3 15 12 18 30

Office of the Governor 0 0 0 0 0 0 0 0 0 Audit Office 0 0 2 1 0 1 2 2 4 Public Service Board 2 1 7 7 3 7 12 15 27 Administrative Trainees 0 0 24 37 0 0 24 37 61

Property and Services 1 0 16 6 66 65 83 71 154 Pub 1 i c Works 2 0 25 4 14 16 41 20 61 Sport and Recreation 0 0 2 4 2 13 4 17 21 Tourism 0 0 6 20 0 4 6 24 30 Transport 1 0 12 3 4 6 17 9 26 Water Resources 0 0 8 6 2 5 10 11 21

Rural Water Commission 0 0 11 2 11 5 22 7 29

TOTAL 32 6 456 397 936 1165 1424 1568 2992

SOURCE: PERSYST data base

so

BO

70

60

50

J. 40

30

20

10

0 ENGINEERS

58

TABLE 8: PERMANENT APPOINTMENTS WITHIN SELECTED OCCUPATIONAL CATEGORIES- YEAR ENDJNG 30 JUNE 1986

tACTUAL NUMBER OF APPOINTMENTS SHOWN IN BRACKETS!

ARCHITECTS COMPUTER SCIENTIFIC ORAUGHTING VALUERS LEGAL OFFICERS SYSTEMS OFF STAFF OFFICERS

PROFESSIONAL OCCUPATIONS

INSPECT. FOREST GENERAL STOREIEN IIATER PRISON CLAIMS ATTENDANTS WOTOR TECHNICAL STAFF OVERSEERS HANDS BAILIFFS OFFICERS INV'GATORS DRIVERS STAFF

OTHER OCCUPATIONS SOURCE: P£RSYST dai:Q. low&

1"hi• t.J.II. don ...t !ncl.d~ P"''"otj.,, ...,d tr....,a f£rS

• FEMALE ~MALE

• FEMALE

~MALE

59

TABLE 9: SEPARATIONS - OFFICERS AND EMPLOYEES DURING THE YEAR ENDED 30 JUNE 1986. ---·-----~-------------- ---------------------------~---*-------~----

REASON FOR SEPARATION SEfHOR ADtHNISTRATIVE OTHER TEMPORARY TOTAL OFFICERS/ & PROFESSIOilAL OFFICERS Et1PLOYEES SES

~1 F ~4 F f1 F ~i F ------------------------____________________________ , __ ,.. ________ -- --~- --·---

Retirement: Age 65 0 0 7 2 34 9 0 0 52

Retirement: Voluntary (60-54) Hi 0 60 11 128 62 0 0 277

Retirement: Early Age (55-59) 9 0 41 23 12 0 a· 91

Retirement: Ill Health or 2 0 22 2 53 49 0 0 128 Unfit for Duty

Other Retirements .'J 5 22 4 0 0 33

Death 0 0 8 0 20 8 0 0 36

Resignation 21 4 412 316 533 1037 9 16 2348

Annulments, Dismissals or 0 9 21 17 50 0 99 Terminations

Separations due to Machinery 2 3 0 0 0 0 0 6 of Government Changes

TOT.~L 52 5 567 354 835 1231 9 17 3070

Early age retirement \ias implemented on 1 January 1986.

SOURCE: PERSYST dat~ base.

60 TABLE 10: PART-TIME STAFF EMPLOYED AT 30 JUNE 1986

Officers Employees Exempts Total M F M F r~ F

Agriculture and Rural Affairs 6 11 1 10 34 58 120 Alpine Resorts Commission 0 0 0 0 0 0 0 Arts 4 7 1 1 21 61 95 Community Services 1 37 9 80 11 24 162 Conservation, Forests and Lands 0 1 0 0 97 88 185 Consumer Affairs 0 1 0 5 1 9 16 Corrections 0 7 0 0 160 49 216 Ministry of Education 0 21 4 6 28 120 179

State Board of Education 0 0 0 0 0 0 0 TAFE Board 0 1 0 1 2 13 17

Ethnic Affairs 1 1 0 1 3 2 8 Film Victoria 0 0 0 0 0 0 0 Health 2 35 70 206 20 58 391 Housing 0 6 0 4 2 1 13 Industry, Technology & Resources 1 0 0 0 4 20 25 Labour 1 4 4 11 1 5 26 Latrobe Regional Commission 0 0 0 0 1 0 1 Law 1 11 0 1 0 40 53

Public Prosecutions 0 0 0 0 0 0 0 Chief Parliamentary Counsel 0 0 0 0 0 0 0 Corporate Affairs Office 0 0 0 0 0 ..., 2 c. Crown Solicitor's Office 0 0 0 0 0 0 0

Local Government 0 0 0 0 0 0 0 Management and Budget 2 4 0 0 0 0 6

State Insurance Office 0 2 6 5 1 4 18 Planning and Environment 3 13 0 1 6 7 30 Police and Emergency Services 1 5 0 1 34 48 89 Premier and Cabinet 0 5 0 0 0 10 15

Office of the Governor 0 0 0 0 0 3 3 Audit Office 0 1 0 0 0 0 1 Public Service Board 0 4 0 3 0 0 7 Administrative Trainees 0 0 0 0 0 0 0

Property and Services 3 8 0 0 5 5 21 Public Works 0 0 0 0 0 0 0 Sport and Recreation 0 7 0 4 9 22 42 Tourism 0 1 0 1 2 3 7 Transport 0 0 0 0 3 1 4 Water Resources 0 0 0 0 1 1 2

Rural Water Commission 2 11 0 0 0 3 16

TOTAL 28 204 95 341 446 657 1771

SOURCE: PERSYST data base and Agency Returns

SENIOR OFF !CERS m - Appointments - Promotions - Transfers

TABLE 11: STAF'F'IIIG ACTION FOR THE YEAR ENDED 30 JUNE 1986: BY CLASSIFICATION, CATEGORY, ADMINISTRATIVE UIIIT AND ACTION TYPE

"' ::; "' "" z "" 0 ""' .., -' 12 "" .., "' :>: :::> "' "' 0 u 0 z <I) "' ,_

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:z 8

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~~~~~g:~~ 000"""'E-<:t:E-H UOU:Z:tl)f-'UlU...

0 l 2 0 0 1

3 1C- 7

0 G 0 0 0 0 0 0 0 0 0 0 0

"' "' u

"" ~ "' "" 0 z

"' ,. § ~

~

z 8 ~ z

8 -' "' ~ ~

,. w " "' "' :c:e::r-c=O

f-. H (/) ~ C:: ...J (/) ::;::. 0 E-< <a:::;tO::O 3:: WOZ«<« :X: :I: t-i ....J ......:: _)

-' "' "' !2': &l c.:! ::> u u 8 ._, H

"" "'" c.. '" (/j >I 0 0 :z "' 0 < tl) (/,) H £-- 0::. ~ f-':ZHcr.: :::;, GJ et: 0 UT.U...f­W C:C lt. H (/) ..... < u 0 ..J H a:: c:: w _) o.::~ss u "' ~~&:?i co""'"o:o ::::::; :c 0 a:: 0.. u u u

<I)

"' u H (/]

r.tJ :> r._, ::;;:::: Uf-X C.•J 0 H Z (,1 Q Z rl U... W (!) a:: H ('/)

f-'U...::S: a:: <(<(U) ('/}

~~g~t.~ ~~~ 8 ~ ::Cl U H (.:1 :z; CJ.1 W W > >- 0

~ ro ~ ~ ~ ~ ~ ~ 8 ~ ~ ~ ~ u t:JOP:WW<CC:W:>f-U') a:: fL1CX: ';EZ=> :EU -a::« U UW z c w c w u... ~ ~ a:: c tl) ~ a:: ~ a:: z:z; OCU...tl)e-:z:~c.c =:« :::::.:lf-1-i<Oz o tl)c:ca:: c::· :> z z et: w u - 0 [~ V,) 0 W W 0 C U f- H Z ~ ~ C:: ~ ...J

:J fE ~ ~ Lrl ~ t ' !5 ~ ;: b:.: u ?>5· 2 cr. ~ ...J 0 E- z u ..... [L.. :::1 ::::::; 0 w 1-i c- ,..., Cl) c:: :::::::. ·-' ;j~ti)~::JffiO«O..<:.e~~~~~~~ ~ 0< ....lOa:: o::.::;:.:l..QO::< 0 ..J ::!i: 0... 0... p.. a.. a.. U'} £-< f- ;:;:; i-

"' t·l

~ ... z

"' i;l "'' a.

8 1 2 0 0 l 0 0 651200801 2 0 3 2 0 1 0 0

0 0 0 0

0

0 0 7

1 2 0

0 0 3 0 6 3 0 0 12

1 2 0 6 7 0 0 2 1 Q 0

0 0

38 a:J.2 107 56.9

43 22.9

SUB-TllTAL - 2 2 2 19 10 2 1 s o o o o 16 6 n 2 o 10 o 1 1 o o 12 1 11 3 9 o 6 18 o 9 10 ·u 0 100 100.0 0'1 .......

ADMINISTRATIVE Otf'1l:EI<S

- Appointments At Base Appointments Above Base

- Promotions - Transfers

Sl!B~OIA[

PROFESS!ONACOFFTCffi

- Appointments At Base - Appointments Above Base - Promotions - Transfers

SUB-TOTAL

OTI!ER OFF~

Appoi ntr.lents - Promotions - Transfers

Srnr:TOTAL

TOTAL

0

"5 10

59

4

3? 6

54

105 100

45

0 1 9 o 5 a 4 7 15 148 103 41 202169

4 5 0 6 21

29 147 5 21 0

0 9

15 0

0 0 9 0 5 0 0 0

5 11 9

l05 lOO 16 23

2 9 23

52 lOO

10 "'

21 1e6 116 53 _4'. 194 2 24 14 0 U1 136 73 179

0 7 14 14 0 4 47 3 2 74 48 105 0 2 16 9

f!/ 125 Ul

35 179 75 43 130 6 15

032110 0 5 17 0 313250 0 0 10 0

9J 63

261 109 4 9 11.9 lOO 1 105 91 0

0 2 1 0

0 0 0 0 1 0 0 0

25 15 1 3 19 14 2 1 59 34 10 12 6 5 1 1

0 lQ9 68 14 17

810041Bi!ll353 9 1 0 310 224 21 7l 1003[;06849

0 13 5 8 4 9J 0 16

f57

0 0 9 0

0 7 18 13 0 36 Jl 14 3

70 58

'10 40 17

251 8 84 534 220 25 515 .J8J 6 18 11 0 10213 379 38 133 8 127 10

0 3 0

0 2 1.

8 1

213 3

40

0 0 6 1

14

0 1 213 27 0 0 15 4 1 12 169 104 0 0 21 33

3 1 0 5 3 7 0

4652330 8

0 5453000 350520112

213 59 0 l3l 34 12 12 19 2 13 5 14 3 1 2 1

0 5 193 u 1 ere 39 39 1794

4 315

7. 7 8.3

71.5 12.5

13 233 168 Ell 62 45 . 0 33 84 59 155 42 13 15 32 54 49 2510 100.0

1

1 0

4 8 9 3

8 23 8 2 u 8 6 78 14 0 5 0

0 0 0 0 0 0 0 0

13 2 24 1.6 117 30 o·

0 2 1

1 151 127 57 68 18 0 6 114 n 67 92 16 o 2 22 46 14 40 2 0

2f5T 244 139 20J 36 0

0 0 1

2 0 0

2

10 2 14 0

5 22 1 3

7 8 16 0 4 8 0 62 33 2 ·4 6

6 24 .4 3 5 0

78 63 15 54

0 131 30 15 0 198 47 18 0 29

10 12

5 270 19.8 0 2 lE2 13.4 3 38 797 sa.s 0 9 114 8.3

6 54 1363 100.0

16 2101 39.5 33 2179 40.9

1044 19.6

25 0 358 81 37 8 24 13 66 5324 100.0

B21~~m~=~e~26o~~~ma~nl0~1724~~B~wo~~68~~~n~n~~

TABLE 12A: AGE DISTRIBUTION OF OFFICERS COMPARISONS - 30 JUNE 1976 AND 30 JUNE 1986

20~---------------------------------------------------

18 V/./: ·----~------ --·-··-----

16 ·---

14~·-------------

12+------------- ~~--- -------~----

8+--~----1

1.---------l 1 • 1976 0\

-L~ 1986 IN /.10 --

6+-----

4

2

0 UNDER 21 21 - 23 24 - 28 29 - 33 34 - 38 39 - 43 44 - 48 49 - 53 54 - 58 OVER 58

AGE IN YEARS.

SOURCE: PERSYST d~t~ ~se

%

TABLE 12B: AGE DISTRIBUTION OF OFFICERS BY CLASSIFICATION AT 30 JUNE 1986

26 ~~--~--~--------~~---

24+------------------~

22+----------------4

20 ~-----~

18 ~ ~~-

1

14 ~/A---t'

12+------------~

1:1 =:lt:l1 6

;[ ~/. 0 I mmrl,,, I "'YSI''' I ~"SI,..<II

UNDER 21 21 - 23 24 - 28 29 - 33 34 - 38 39 - 43 44 - 48 49 - 53 54 - 58 OVER 58

AGE IN YEARS

60UR.C.f: f->E.R'b~T ~ bMe

• SENIOR OFFICER/SES

~ ADMIN/PROF ~ OTHER

en w

24-r----

TABLE 12C: AGE DISTRIBUTION OF OFFICERS AT 30 JUNE 1986

22+-------

20+---------i

18 ~

16+----·

14+---

%12 -- ~---~--··· -------,

--- 11 FEMALE I /..11---------- ----------L~ MALE ! ~ 10 +---~-------'j

8-r--

6 _ ______,

4+----;

2

0 UNDER 21 21 - 23 24 - 28 29 - 33 34 - 38 39 - 43 44 - 48 49 - 53 54 - 58 OVER 58

AGE IN YEARS

St>UR.C.E: PEP.SYST J~A.t"- b~

-- ___j

!.

TABLE 120: AGE DISTRIBUTION OF OFFICERS AT 30 JUNE 1986

~-----~··---------~·-·-~------•-P·~·~·-----·-~- -·'-·-·-·--··-·· --·--22 0'777.7'7711

20 V

18+------------------¥-

16+-----

14+----

12 +-----------{;

10+-------

8

6

4

2

0 I K<<£<<<1

, -- --------~~------·---------------------~-~-------~------------~--- ------- ----~ ~--- --

"//.11---------------------- --------· ----·--·

/r---------------------- --------

UNDER 21 24 - 28

!:. vll:.tfE: Pt:RSYST d01rt~ b01.se

0'\ U1

66

TABLE 13: FULL TIME STUDY LEAVE WITH PAY: OFFICERS GRANTED - LEAVE AT 30 JUNE 1986

ADMINISTRATIVE UNIT UNDERGRADUATE POSTGRADUATE TOTAL Commencing Continuing Commencing Continuing

Agriculture and Rural Affairs 1 3 4 Arts 1 1 Community Services 3 2 5 Corrections 1 1 Conservation, Forests and Lands 4 2 7 Consumer Affairs 1 Ministry of Education 1 1 1 3 Health 10 3 3 3 19 Housing 1 1 Labour 1 1 Law 2 2· Management and Budget 1 2 3

State Insurance Office 1 2 Police and Emergency Services 1 Public Works 1 Transport 1

TOTAL 21 6 16 10 53

SOURCE: Agency returns

67

TABLE 14: PART-TIME STUDY LEAVE WITH PAY: OFFICERS ON LEAVE AT 30 JUNE 1986

-----ADrHIHSTRATIVE U~JIT rl F TOTAL __ , _______ ......_ ___ , _____ Accident Rehabilitation Council 1 3 4 Agriculture and Rural Affairs 24 17 31 Alpine Resorts Co~mission 1 1

Arts 17 21 38 Community Services 18 21 39 Corrections 44 21 65 Conservation, Forests and Lands 19 13 32 Consumer Affairs 7 2 9 r4inistry of Education 51 44 95

State Board 0 0 0 TAFE Board 2 5 7

Ethnic Affairs 2 2 4 Health 103 56 159 Housing 50 28 78 Industry, Technology and Resources 18 10 28 La Trobe Regional Commission 2 2 4 Labour 26 11 37 Law 52 2?. 74

Public Prosecutions 4 2 6 Chief Parliamentary Counsel 0 0 0

Local Government 7 1 8 Management and Budget 30 11 41

State Insurance Office 21 4 25 Police and Emergency Services 18 10 28 Planning and Environment 31 16 47 Premier and Cabinet 3 13 16

Office of the Governor 1 1 2 Audit Office 10 3 13 Public Service Board 1 2 3

Property and Services 75 25 lOO Public Works 19 2 21 Sport and Recreation 5 '> 7 <..

Tourism 8 2 11 Transport 5 3 8 Water Resources 9 9 18

Rural Water Commission 46 7 53

TOTAL 726 391 1117

SOURCE: Agency Returns

68 TABLE 15: APPRENTICES EMPLOYED AT 30 JUNE 1986

ADMINISTRATIVE UNIT M F TOTAL

Agriculture and Rural Affairs 33 11 44 Corrections 1 0 1 Conservation, Forests and Lands 36 19 55 Health '36 18 54 Housing 1 1 2 Industry, Technology and Resources 4 0 4 Police and Emergency Services 9 0 9 Premier and Cabinet

Office of the Governor 1 0 1 Property and Services 27 17 44 Public Works 64 9 73 Transport

Port of Melbourne Authority 5 0 5 Water Resources 20 0 20

TOTAL 237 75 312

SOURCE: Agency returns

69

TABLE 16: NUMBER OF OFFICERS EMPLOYED FROM 30 JUNE 1983 TO 30 JUNE 1986

--------~------------ADI1IIHSTRATIVE UNIT 30/6/83 30/6/84 30/6/85 30/6/86 -----~-----·-__._ ______ , ___ , ______________ ~-----------------~-------Agriculture and Rural Affairs 1988 2013 1951 1950 Alpine Resorts Coomission 2 32 39 Arts 646 640 621 616 Community Services 2271 1242 1123 2826 Conservation, Forests and lands 2565 2275 2276 2266 Consumer Affairs 82. 97 121 176 Corrections 1001 1130 1414 Ministry of Education 1922 1906 2056

Co-ordinator General of Education 6 5 State Board of Education 15 18 19 TAFE Board 96 123 141

Ethnic Affairs 39 39 50 64 Film Victoria 3 2 1 Health 6631 7010 7418 5776 Housing 928 1009 1093 1122 Industry, Technology & Resources 155 160 193 500

r4i nera 1 s and Energy 334 328 298 labour 539 585 650 713 latrobe Regional Com~ission 4 14 26 law 1832 1821 1654 977

Public Prosecutions 98 112 97 123 Chief ParliaMentary Counsel 5 18 16 Corporate Affairs Office 6 255 Crown Solicitor's Office 7 57 54

Local Government 246 241 233 63 Managetaent and Budget 709 806 854 1051

State Insurance Office 777 850 807 837 Planning and Environment 191 444 486 752 Police and Emergency Services 1058 1207 1133 1142 Premier and Cabinet 229 222 208 206

Office of the Governor 2 3 Aurlit Office 140 141 139 122 Public Service Board 8 229 163 187 172 Administrative Trainees 46 80 87

Property and Services 641 641 574 1479 Public Works 1455 1407 1153 929 Sport and Recreation 159 155 160 162 Tourism 157 153 138 1 72 Transport 168 64 302 302 Road Traffic Authority 1259 1268 Water Resources 1768 1755 65 107

Rural ~ater Commission 9 1632 1529

TOTAL 27300 29934 ~u-J"~-

1 This table includes officers on paid or unpaid leave 2 1984: included in totals for Tourism 3 1984: included in totals for Arts 4 1984: included in totals for Industry, Commerce & Technology 5 1983 - 1984: included in totals for law 6 1983 - 1985: included in totals for law. 7 1983 - 1984: included in totals for law 8 At 30 June 1986 a high proportion of the Public Service Board's staff were

seconded to other agencies. These officers have been included in the totals for the administrative units to \lhich they have been seconded. The Public Service Board's total includes the Executive Resource Pool.

9 1984: Included in totals for \~ater Resources and Water Supply. SOURCE: PERSYST data base and Public Service Board Records

70

TABLE 17: NUMBER OF EMPLOYEES EMPLOYED FROM 30 JUNE 1983 TO 30 JUNE 1986 BY ADMINISTRATIVE UNIT

ADrHtHSTRATIVE UIIIT

Agriculture and Rural Affairs Alpine Resorts Co~ission 2 Arts Co~munity Services Conservation, Forests and Lands Consumer Affairs Corrections Ministry of Education

State Board of Education TAFE Board

Ethnic Affairs Film Victoria 3 Health Housing Industry, Technology & Resources

Minerals and Energy Latrobe Regional Commission

Labour Law

Public Prosecutions Chief Parliamentary Counsel 4 Corporate Affairs Office Crmm Solicitor's Office 5

Local Government Management and Budget

State Insurance Office Planning and Environment Police and Emergency Services Premier and Cabinet

Office of the Governor Audit Office Public Service Board Administrative Trainees

Property and Services Public Works Sport and Recreation Tourism Transport

Road Traffic Authority Water Resources

Rural Water Commission 6

TOTAL

30/6/83

185

48 463

79 13

2

2501 613 a·

13

50 103

6

8 51

139 12

246 6

8 9

184 39 7 5

14 189

54

4510

30/6/84

193

26 351

50 15 82

147

12 2

2245 107

22 15

30 99

5

8 52 89 14 82

4

2 15

9 159

36 5 8

53 67

4004

1 This table includes employees on paid and unpaid leave. 2 1984: included in totals for Tourism 3 1984: included in totals for Arts 4 1982- 1984: included in totals for Law 5 1982 - 1984: included in totals for Law

30/6/85 30/6/86

142 2

33 438

31 9

234 148

0 10

2 0

2083 G9 19

6 7

42 49

2 1

5 8

48 123 15

118 4 0 3

13 7

156 44 14 15

5

2 62

3969

92 2

31 923

37 4

234 207

0 6 0 0

1415 60 36

10 39 81

9 3 9 7 1

56 147

39 162

3 0 4 6 3

206 35

5 1 3

6 52

3934

6 1984: included in totals for Water Resources and Water Supply

SOURCE: PERSYST data base

71

TABLE 18: EXEMPT EMPLOYMENT JUNE 1983 - JUNE 1986

-----------·-----·--------ADMINISTRATIVE UNIT 30/6/83 30/6/84 30/6/85 30/5/86

Agriculture and Rural Affairs 160 155 192 134 Alpine Resorts Commission 0 0 3 0 Arts 43 91 U2 200 Community Services 132 95 82 245 Conservation, Forests and Lands 109 248 505 565 Consumer Affairs 9 23 30 30 Office of Corrections 0 171 303 157 t~inistry of Educ.ltion 0 62 670 176

State Board of Education 0 6 6 1 TAFE Board 0 33 46 48

Ethnic Affairs 10 7 16 14 Health 1942 1981 2422 2327 Housing 185 224 239 322 Industry, Technology & Resources 47 102 71 159 {including Latrobe Regional Commission) Labour 60 97 109 175 Law 94 43 173 66

Public Prosecutions 2 0 33 0 Chief Parliamentary Council 1 1

Local Government 8 4 6 0 Management and Budget 258 300 417 0

State Insurance Office 28 41 74 26 Planning and Environment 22 38 44 67 Police and Emergency Services 29 43 162 165 Premier and Cabinet 86 46 88 74

Office of the Governor 0 Audit Office 5 0 0 5 Public Service Board 5 14 16 11

Property and Services 19 42 99 343 Public Works 102 144 232 220 Sport and Recreation 8 11 32 13 Tourism 0 0 26 33 Transport 83 192 15 13 Water Resources and Water Supply 14 17 14 9

Rural Water Commission 0 0 28 47

TOTAL 3460 4230 6289 5706

This table only refers to exempt employment under Section 40(A) of the Public Service Act

SOURCE: Agency returns

72

TABLE 19: TOTAL AMOUNT OF SALARIES AND ASSOCIATED COSTS PAID TO PUBLIC SERVICE STAFF FROM 1982/83 to 1985/86

--------------------·--·-----

Salaries and Associated Costs

1982/83 $

632,702,36'1

1983/84 $

1984/85 $

758. 1 02.665

1985/86 $

923,053,000

1. The above table has !Jeen derived from the budget item salaries and associatP.d costs (Items 1100 and 1150) and represents payments to staff subject to the Public Service Act under the Appropriation Act. It excludes payments to Public Service Staff from other appropriations since details of these payments are not available fror:~ the reports provided to central agencies.

2. 1985/86 expenditure cannot be directly compared to previous years expenditure~ as a number of significant adjustements were made in 1985/86. These include payment of $37.5 million under the Accident Compensation Act (covering nine months payments from September 1985), the transfer of $67.0 million to the salaries and associated costs appropriations and $27.0 million coverning Conservation, Forests and Lands staff previously funded from other appropriations.

3. The Table includes payments to Public Service exe1apt staff funded from the salaries and ass.ociated costs item since records in Administrative Units do not permit their disaggregation payments to other Public Service staff.

4. The table includes an estimate of payments made to Public Service staff performing administrative duties in the Ministry of Policy and Emergency Services, as these staff are not identified by a separate appropriation.

SOURCE: Department of Management and Budget Records.

73

TABLE 20: SENIOR EXECUTIVE SERVICE : DISTRIBUTION OF POSITIONS O~CUPIED AT 30 JUNE 1986

OFFICERS EMPLOYEES AND EXEHPTS AOfHNISTRATIVE UNIT LEVEL LEVEL LEVEL LEVEL LEVEL LEVEL LEVEL LEVEL LEVEL LEVEL LEVEL TOTAL

1 2 3 4 5 6 6A 6AA 7 7A SA

Agriculture and Rural Affairs 3 5 Alpine Resorts Commission 1 1 Arts 8 2 11 Community Services 9 4 5 2 2 22 Conservation, Forests and Lands 22 10 4 37 Consumer Affairs 2 1 3 Corrections 2 3 5 Ministry of Education 1 4 2 2 12

State Board of Education 2 1 3 TAFE Board 5 6

Ethnic Affairs Film Victoria Health 9 5 2 6 2 2 26 Housing 7 1 2 2 12 Industry, Technology & Resources 7 10 3 3 25 Labour 6 6 0 2 15 Latrobe Regional Commission Lalt 6 4 13

Public Prosecutions 1 1 Chief Parliamentary Counsel 1 1 Corporate Affairs Office 4 4 Crown Solicitors

Local Government Management and Budget 12 16 7 2 8 45

State Insurance Office 7 7 Planning and Environment 6 4 2 13 Police and Emergency Services 3 1 4 Premier and Cabinet 9 3 3 2 18

Office of the Governor Audit Office 7 4 2 14 Public Service Board 12 5 2 19 Executive Resource Pool 1 3

Property and Services 4 1 2 2 9 Public Works 3 6 1 2 13 Sport and Recreation 1 1 Tourism 1 2 Transport 4 3 8 Water Resources 1 1 2

Rural Water Commission 4 2 3 9

TOTAl 161 102 28 43 23 5 2 2 369

1. This table shows total numbers of officers, statutory appointees, exempt employees and personnel seconded from statutory bodies who were members of the Senior Executive Service at 30 June 19€6. At this date the total comprised 349 officers, 7 statutory appointees, 8 exempt employees and 5 secondees from statutory bodies.

2. Staff on secondment have been included in the totals of the Administrative Units to which thej have been seconded.

3. Staff on leave without pay or seconded to and paid by non VPS agencies are not included in th£se totals.

SOURCE: Public Service Board records

74

TABLE 21: SENIOR EXECUTIVE SERVICE: SALARIES AND PERFORMANCE PAY LEVELS AT 30 JUNE 1986

Performance Pay Level

Class

SES 1 SES 2 SES 3 SES 4 SES 5

SES 6 SES 6A SES 6AA SES 7 SES 7A SES BA

2

3

4

5

Base Pay

Level 1

43,426 47.329 50,806 54,550 58,639 63,708 73,893 67.981 68,808 79,804 85,714

No. of Officers, Employees and Exempts assessed at this Level

125 74

89

21

359

Average Performance Pay Lev~l is 2.4

SALARIES

Performance Pay Ranges

Level 2 Level 3 Level 4 Level 5

1,760 3,520 5,280 7,040 1 ,919 3,838 5,757 7,676

2,059 4,118 6,177 8,236

2,212 4,424 6,636 8,848 2,336 4,672 7,008 9,344 2,546 5,092 7,638 10,184

2,749 5,497 8,247 10.996

Expense of Office Allmvance

2 '313 2, 313 2. 313 2,892

2,892 2,892 3,957

3,470

SOURCE: Public Service Board records

75 TABLE 22: PROMOTIONS APPEALS 1985/86

1985/86 t1al e Femal ·=

1984/85 1985/86 Appellants Appellants

Number of positions for which officers 4322 5472 could appeal

Number of positions where no appeals 3862 4988 were 1 odged

Number of positions where appeals were 460 454 1 odged

Number of appeals allowed 31 33 !~umber of appeals 1 odged 695 972

----·--Number of appeals heard and determined 37 22 21

by the Public Service Board Number of appeals heard by the Promotions 9

Appeal Board and determined by the Public Service Board

Number of appeals heard and determined 649 950 800 150 by the Promotions Appeal Board

TOTAL 695 972 821 151

SOURCE: Public Service Board and Promotions Appeal Board records

76

TABLE 23

HEARING PROCESS - CASES REFERRED FOR REVIEW: 1 JULY 1985 TO 30 JUNE 1986

CATEGORY AND SUBGROUP CASES REFERRED MALE FEMALE GROUP ADMIN. TOTAL

UNIT

Salary and Allowances Salary levels 2 5 7 S.15A (1} (d) Equal Work/equal pay 0 Enpl oyment All o1~ance 1 3 4 Gratuity 4 1 3 8 H~gher duties remuneration 2 3 1 6 Expense allowance 7 2 9 Other salary and allowances 1 1

"J5

Leave Long Service Leave 8 14 22 Leave for pressing necessity 2 2 Special leave 1 1 Leave without pay 3 3 Recreation Leave 0 Maternity Leave 2 2 Paternity Leave 0 Study Leave 6 2 8 Other Leave 3 3 6

44

Classification Reel ass ifi ea ti on 11 3 14 Classification Category 4 25 2 31 Other classification 1 1

qo

Recruitment and Advancement Recruitment 29 10 2 41 Selection Procedures 2 3 Appointment Procedures 2 1 3 Qual ifi ea ti ons 8 2 10 Transfer 2 3 Other Recruitment and Advancement 2 3

60

Discipline Disciplinary charge 0 Suspension 0 Di smi ssa1 7 3 10 Transfer 2 2 Other Discipline T2

Work Performance. Increment 3 3 6 Efficiency/fitness 0 Early retirement 0 Transfer 2 2 4 Annulment 1 1 Other Work Performance 3 4 7

T8

77

CATEGORY AND SUBGROUP CASES REFERRED MALE FE11ALE GROUP ADMIN. TOTAL

UNIT

Education and Training Higher duties assignment 2 Study 1 eave 1 Training 2 2 Other Education and Training 0

"5"

Discrimination S. 15A ( I ) ( c} 3 4 S. 1 5A ( 1 } ( g } 1 1 Other discrimination 1 1

0

Conditions External Activity 0 Superannuation 0 Permanent Part-time 1-lork 5 8 14 Other Conditions 2 3 5

T9

TOTAL CASES REFERRED 124 109 10 2 245

SOURCE: PUBLIC SERVICE BOARD records

78 TABLE 24

HEARING PROCESS: CASES REFERRED FOR REVIEW BY ADMINISTRATIVE UNIT: 1 JULY 1985 TO 30 JUNE 1986

ADI4WISTRATIVE UNIT

Department of Agriculture and Rural Affairs Hi ni stry for the Arts Department of Community Services Department of Conservation, Forests and Lands tlinistry of Consumer Affairs Office of Corrections Ministry of Education Office of the State Board of Education Office of the Technical and Further Education Board Ethnic Affairs Department Health Department ~linistry of Housing Department of Industry, Technology and Resources Office of LaTrobe Regional Commission Department of Labour Law Department Local Governnent Department Departr.1ent of f.lanagement and Budget State Insurance Office 14inistry for Planning and Environment t1inistry for Police and Emergency Services Department of the Pre1nier and Cabinet Department of Property and Services Public Works Department t4i ni s try of Transport Victorian Tourism Commission Department of Water Resources Rural Water Commission of Victoria Department of Sport and Recreation Alpine Resorts Co~nission Audit Office Office of the Director of Public Prosecutions Office of the Public Service Board

Not related to any Admin. Unit

TOTAL

Source: Public Service Board records

IJUI·IBER

15 33 15 12 3

12 8 0 1 0

55 13

1 0

13 7 0 6 1 5 8 2 9 5 3 0 0 5 5 1 0 1 3 2

245

79

TABLE 25: CLAIMS LODGED WITH THE PUBLIC SERVICE BOARD BY APPROVED STAFF ASSOCIATIONS IN

THE YEAR ENDED 30 JUNE 1986

Victorian Public Service Association

Request for retrospective adjust:ncnt of determinations regarding payment of shift 1 oadings while on departmental courses.

Request from VPSA ~.E. Branch for recent amendments to the Public Service Act with special attention to the appointment of officers to the Public Service.

Request regarding variation of policy relating to officers seconded to work for staff assnciations.

Cl aims for disability payments for specified staff at the Forensic Science Laboratory uhen performing duties at certain 'crime scences'.

Claim for review of salaries and conditions for Diversion Inspectors employed by the Rural Water Commission.

Request to review Higher Duties allowances for periods of five consecutive days.

Request for extension of provisions of standby allowances to the Computer Systems Division, Office of the Chief Cor.n:~issioner of Police.

Claim for meal allmmnce to be payable to an officer or employee prevented from taking a meal break.

Request for 1 day orientation leave for new members.

Request for variations of determination regarding Pressing tlecessity Leave.

Claim for $5 Allowance for officers required to lunch in vehicles.

Request for extensions of period of sick leave without a certificate.

Claim for new classification of 'Special Needs' officers in the Department of Community Services.

Application of \~age Fixing Principles to Category Reviews.

Fire-fighting Allowance for Department of Conservation, Forests and Lands.

Claims for reclassification of Plumbing Inspectors.

Request for time off for officers required to drive a motor vehicle in order to obtain Road Traffic Authority licence photographs.

Request for paid leave for VPSA Branch Councillors to attend council meetings.

Review of Accomodation and t~eal Allowances.

80

Review of rates of pay for Exempt Car Park attendants.

Review of Construction/Demolition site allowances.

Request for additional l~ave for resident caretakers.

Review of allowances for f1arine Science Laboratory staff.

Review of career structure for Dental Attendants

Request for recreation leave for shift workers.

VPSA claim for Occupational Health and Safety agreement.

VPSA claim for agreement on Screen Based Equipment Guidelines.

Claim for 3.8% National Wage flow-on.

Claim for revised rates of pay for Ports and Harbours Division, Transport staff.

Hospital Employees Federation, Victorian No.2 Branch

Claim for afternoon shift penalty loading for part-time employees.

Conditions of employment in Mental Retardation Community Residential Units regarding sleepover and nauseous allowances, and indemnity against civil action.

Claim for 3.8% National Wage flow-on.

Printing and Kindred Industries Union

Claim for 3.8% National Wage flow-on.

81 TABLE 26: PRINCIPAL APPOINTMENTS IN ADMINISTRATIVE UNITS AND

ASSOCIATED ADMINISTRATIVE UNITS 1985/1986

AD~1INISTRATIVE UNIT TITLE OF OFFICE OCCUPANT APPOINTI>\ENT DATE

Office of the Commissioner Commissioner for J B King 9.7.85 for Corporate Affairs Corporate Affairs

and Registrar of Incorporated Associations

Office of the Crown Crown Solicitor R J Lambert 16.7.85 Solicitor

Office of the Technical Chairman, Technical I P Pred1 2.8.85 and Further Education and Further Education Board Board

Department of Property Director-General Or E W Russe11 18.8.85 and Services Property and Services

Department of Health Chief General Manager L M L'Hui1lier 7.10.85 Department of Health

Ethnic Affairs Chairman, Ethnic G Papadopoul os 6.11.85 Commission Affairs Commission

Ministry for the Arts Director, t4inistry IJ P Clarkson 10.11.85 for the Arts (re-appointed l

Ministry for Housing Director of Housing J D Cullen 24.12.85

Law Department Secretary to the Law J B King 13.1.86 Department

Department of Employment Director-General of P R Bentley 3.2.86 and Industrial Affairs Employment and Industrial

Affairs

(Name of administrative unit altered to "Department of Labour" and title of office altered to "Director General of Labour" with effect from 8.4.86)

Department of Conservation, Forests and Lands

Office of the State Board of Education

Department of Agriculture and Rural Affairs

Ministry of Transport

Audit Office

Director-General of Conservation, Forests and Lands

Chairman, State Board of Education

Chief Genera 1 Manager Department of Agriculture and Rura 1 Affairs

Director-General of Transport

Auditor-Genera 1

P A Eddison

W Hannan

J J Wright

R J I ngerso 11

R G Humphry

26.3.86 (re-appointed)

14.5.86

19.5.86

26.5.86

18.6.86

83

FH~At~CIAL AND OPERATIONS SUPPLEMENT

This supplement includes tables and statements concerning the operations of the Public Service Board during 1985/86

85

FINANCIAl STATEMENTS

87

LIST OF TABLES PAGE tJO.

SU~If4ARY OF RECEIPT OF PAYMENTS - PSB and PAB 89 RECEIPTS PSB and PAS 91 PAYMENTS PSB 92 PAYI~ENTS PAB 94 PUBLIC ACCOUNT ADVANCES 95 ADDITIOtiAL TRUST FUND INFORMATION 96 SUPPLEMENTARY INFORI~ATION AND STATMEtJTS OF BALANCES 97 NOTES TO FINANCIAL STATEMENTS lOO CERTIFICATES 103

RECEIPTS

Public Service Board Program

Promotions Appeal Board Program

Total Program Receipts

PUBLIC ACCOUNT ADVANCES

TOTAL ALL RECEIPTS

PART A OFFICE OF THE PUBLIC SERVICE BOARD

SUMMARY OF RECEIPTS AND PAYMENTS FOR THE YEAR ENDED 30 JUNE 1986

CONSOLIDATED FUND TRUST FUND

1985-1986 1984-1985 1985-1986 1984-1985

State Commonwea 1 th Accounts Accounts Borrowings Total

$ $ $ $ $ $

480,834 49,564 - - - -

- - - - - -

480,834 49,564

TOTAL

1985-1986 1984-1985

Total $ $

480,834 49,564

- - CXl 1.0

480,834 49,564

1 ,497 ,982 1,096,960

l ,978,816 l '146 .524

PAYMENTS

Public Service Board Program

Promotions Appeals Board Program

PART A OFFICE OF THE PUBLIC SERVICE BOARD

SUMMARY OF RECEIPTS AND PAYMENTS FOR THE YEAR ENDED 30 JUNE 1986

APPROPR lA TIONS- TRUST FUND CONSOLIDATED FUND

1985-1986 1984-1985 1985-1986

SPECIAL ANNUAL TOTAL TOTAL STATE C'WEALTH 1 ACCOUNTS ACCOUNTS

$ $ $ $ $ $

TOTAL

$

277,623 8,044,044 8,321,667 7,315,556 107,149 10,352 117 ,501

245,542 245,542 209,059

TOTAL PROGRAM PAYMENTS 277,623 8,289,586 8,567,209 7,524,615 107,149 10,532 117,501

PUBLIC ACCOUNT ADVANCES

TOTAL ALL PAYMENTS

TOTAL

1984-1985 1985-1986 1984-1985

TOTAL

$ $ $

1.0 0

- 8,439,168 7,315,556

245,542 209,059

8,684,710 7,524,615

1,387,710 1,125,400

10,072,420 8,650,015

91 PART B

OFFICE OF THE PUBLIC SERVICE BOARD PUBLIC ACCOUNT PROGRAM RECEIPTS FOR THE YEAR ENDED

30 JUNE 1986

Ref.

Public Service Board Program

CONSOLIDATED FUND

Fees and Charges

Consultancy

Sy sterns - Methodo 1 o gy Project

TOTAL

TRUST FUND

State Trust Accounts

Nil

Commonwealth Trust Accounts

tJil

TOTAL TRUST FUND

TOTAL PROGRAM RECEIPTS

Promotions Appeal Board Program

CONSOLIDATED FUND

Nil

TRUST FUND

Nil

TOTAL PROGRAM RECEIPTS

Notes

(G)

(H)

(H)

1985-1986 $

58

480,776

480,834

480,834

1984-1985 $

69

29,495

20,000

49,564

49,564

92 PART B (CONTINUED)

OFFICE OF THE PUBLIC SERVICE BOARD PUBLIC ACCOUNT PROGRAM PAYMENTS FOR THE YEAR ENDED

30 JUNE 1986

Notes Budget Actual Actual . 1985-1986 1985-1986 1984-1985

$ $ $

Public Service Board Program

CONSOLIDATED FUND

SPECIAL APPROPRIATIONS

Public Service Board !~embers

Salaries and Allowances 274,000 277,623 236,218

TOTAL 274,000 277,623 236,218

ANNUAL APPROPRIATIONS

Recurrent Expenditure:

Salaries and Associated Costs (I) 4,963,600 5,144,726 5,542,773 Operating Expenses ( J) 1 ,217,950 l ,371 ,612 1,226,990

Other Recurrent Services

Consultants and Special Projects (K) 1 ,340,000 1 ,248,484 73,612 C.J. LaTrobe Award (L} 11 ,000 800 Public Service Occupational Medical Unit 230,000 229,288 218,422

TOTAL RECURRENT EXPENDITURE 7,762,550 7,994,110 7,062,597

93 PART B (CONTINUED)

OFFICE OF THE PUBLIC SERVICE BOARD PUBLIC ACCOUNT PROGRAM PAYMENTS FOR THE YEAR ENDED

30 JUNE 1986

Notes Budget Actual 1985-1 986 1985-1986

$ $

Works and Services Expenditure

Administrative Payments:

EDP Lease Project 62,000 49,934

62,000 49,934

Actual 1984-1985

$

16,741

15 '741

TOTAL CONSOLIDATED FUND

TRUST FUND

8,098,550 8,321,667 7,315,556

State Trust Accounts

Community Employment Program Accident Compensation Levy - First five days

- Levy

Commonwealth Trust Accounts

Training for Aboriginals Programme

TOTAL TRUST FUND

TOTAL PROGRAM PAYMENTS

14,499 1 ,091

91,559

107,149

10,352 --····-------

117,501

8,439,168 7,315,556

94 PART B {CONTINUED)

OFFICE OF THE PUBLIC SERVICE BOARD PUBLIC ACCOUNT PROGRAM PAYMENTS FOR THE YEAR ENDED

30 JUNE 1986

Notes Budget Actual 1985-1985 1985-1986

$ $

Promotions Appeal Board Program

COI4SOLIDATED FUND

SPECIAL APPROPRIATIONS

ANNUAL APPROPRIATIONS

Recurrent Expenditure

Salaries and Associated Costs (I) 175,000 205,600 Operating Expenses (J) 13' 500 12,942 Other Services Members fees and allowances 27,000 27,000

TOTAL RECURRENT EXPENDITURE 215,500 245,542

Works and Services Expenditure

Nil

TOTAL CONSOLIDATED FUND 215,500 245,542

TRUST FUND

Nil

TOTAL PROGRAM PAYMENTS 245,542

Actual 1984-1985

$

171,723 11 '559

25,777

209,059

209,059

209,059

.95 PART B (CONTINUED)

OFFICE OF THE PUBLIC SERVICE BOARD PUBLIC ACCOUNT ADVANCE

Section 18(1 )(b) of the Public Account Act 1958

FOR THE YEAR ENDED 30 JUNE 1986

Ref.

RECEIPTS

Administrative Trainee Scheme

TOTAL RECEIPTS

PAYMENTS

Administrative Trainee Scheme

TOTAL PAYMENTS

Cash Surp1 us/ ( Deficit) for the Year Balance brought forward

BALANCE CARRIED FORWARD

Notes 1985-1986 $

1,497,982

1,497,982

1 ,387 '710

1 • 387 '71 0

110,272 (228,262)

(117 ,990)

1984-1985

$

1,096,950

1 ,096 '960

1,125,400

1 '125 ,400

(28,440) (199 ,822)

(228,262)

96

PART C OFFICE OF THE PUBLIC SERVICE BOARD

APPENDIX A - ADDITIONAL TRUST TRUD INFORMATION STATEMENT OF TRUST FUND BALANCES

AS AT 30 JUNE 1986

Ref.

(a) GENERAL TRUST ACCOUNTS

Nil

(bJ SUSPENSE AND ACCOUNTING TYPE TRUST ACCOUIHS

Nil

Notes

(c) TRUST ACCOUNT WITH PAYMENTS IN EXCESS OF $100,000 FOR THE YEAR ENDED 30 JUNE 19865

Nil

(d) TRUST ACCOUNTS FOR WHICH THE ADM m ISTRATIVE UN IT HAS OVERALL POLICY RESPONSIBILITY FOR THE YEAR EtlDED 30 JUNE 1986

Nil

1985-1986 $

1984-1985 $

97

PART 0

OFFICE OF THE PUBLIC SERVICE BOARD APPENDIX B - SUPPLEMENTARY INFORMATION AND STATEMENT OF BALANCES

30 JUNE 1986

SUPPLEMENTARY INFORMATION

Payments for Appropriations of c~ner De;:Ja:tments

As at 30 June 1986 the administrativ~ unit made payments for appropriations of other Departments as follows:

Nil

Resources Received and Provided Free of Charge

As at 30 June 1986 the administrative unit ~ad provided significant staff resources to other organisations as follows:

Ni 1

As at 30 June 1986 the administrative unit has received significant resources from organisations as follows:

Nil

Cash and Investment Balances

At 30 June 1986 the administrative unit has the following cash and investement balances held in accounts outside the Public Account which are administered held or transacted by the adminstration unit.

Nil

98

PART D (CONTINUED) OFFICE OF THE PUBLIC SERVICE BOARD

APPENDIX B - SUPPLEMENTARY INFORMATION AND STATEMENT OF BALANCES AS AT 30 JUNE 1986

Rn F -..

P'i'3LIC SERVICE BOARD PROGRAM

Deb t::lrS

As at 30 June 1986 the following anounts were outstanding:

Consultancy and Special Projects Expenses Recoupment

Salaries Recoupment Payroll Tax Recoupment Traini~g Courses Expenses

Recoupment Other

Amounts collected but not paid to t!1e Public Account

Nil

General Stores on Hand

tJil

Promotions Appeal Board Program

General Stores on Hand

Nil

Public Account Advance

Debtors

As at 30 June 1986 the following amount was outstanding

Administrative Trainee Scheme

Notes 1985-1986

$

117,678 26,136

1 ,568

45,250 4,111

194,743

117,990

1984-1985

$

1 ,005 56.537 3,392

39,375 219

100,528

228,262

99

PART D (CONTINUED) OFFICE OF THE PUBLIC SERVICE BOARD

APPENDIX B - SUPPLEMENTARY INFORMATION AND STATEMENT OF BALANCES AS AT 30 JUNE 1986

Public Service Board Program

CREDITORS

As at 30 June 1986 the follo~ing amounts were outstanding:

Administrative Expenses EDP Expenses Public Service Occupat o~Jl Medi:al Unit Consultants & Special Projects Expenses

Capital Commitments

Relocation costs, Nauru House

leasing Commitments

Nil

Balance Outstanding on loans

Nil

Promotions Appeal Board Program

CREDITORS

26 '12 9 229

1 ,832 15 '747 44;917

20,839

As at 30 June 1986 the following amount was outstanding Nil

Capital Commitments

~Jil

Leasing Commitments

Nil

Balance Outstanding on Loans

Nil

lOO PART E

OFFICE OF THE PUBLIC SERVICE BOARD NOTES TO DEPARTMENTS FINANCIAL STATEMENTS

A) The Financial statements of the administrative unit have been prepared on the basis that the transactions of the Public Account are reported on a cash basis with the exception of payments for salaries, wages and pensions which are reported on an accrual basis.

B) The financial details provided in Appendix B to the financial statements relate to transactions outside the Public Account.

C) The financial statements specify only identifiable direct costs and do not reflect the total cost of the administrative units operations. The statements do not include amounts paid on behalf of the administrative unit by other administrative units such as the payments by the Department of Management and Budget for superannuation and by the Department of Property and Services for rent, cleaning and telephone services.

D) A reference in the financial statements to a 'Budget' figure means:

i) the estimates for recurrent expenditure and \~orks and services expenditure specified in an annual appropriation Act for that year; and

ii) the estimates tor special appropriation specified in the Victorian Budget document entitled "Receipts and Program Expenditures" published in respect of that financial year.

E) A reference in the financial statements to an 'Actual' figure means the payments actually made by the Administrative Unit in respect of the item to which it refers.

F) The receipts and payments set out in the financial statements include receipts and payments which come within the overall responsibility of the administrative unit whether or not they have been collected or paid by the administrative unit.

G) Consultancy Fees paid to consolidated revenue are shown below. For additional information refer to note K.

Executive Selection Services Policy Development Consultancies Management Consultancies Recruitment Services Training Services

1985/86 $

28,160 68,373 23' 251

116 ,491 244,501

480,776

1984/85 $

15.329 12,000

2,166

29,495

101

H) Amounts received under the Community Employment Program (State funded) and the Training for Aboriginals Programme (Commonwealth funded) are not shown as the overall policy responsibility is with the Department of Labour.

I ) Salaries and Payments in the nature of salary comprises:

Public Service Board Program Budget Actual Actual 1985/86 1985/86 1984/85

$ $ $

Salaries and Allowances 4,644,600 4,828,773 5,127,577 Overtime and Penalty Rates 14,000 7,238 12,482 Payments in lieu of long

Service Leave 11 ,867 105,974 Payrol 1 Tax 305,000 296,848 293.751 Superannuation Contribution 2,989

4,963,600 5,144, 726 5,542,773

Promotions Appeal Board Program Budget Actual Actual 1985/86 1985/86 1984/85

$ $ $

Salaries and Allowances 160,000 187,807 156,354 Overtime and Penalty Rates 5,000 5 '109 4,669 Payments in 1 ieu of 1 ong

Service Leave Payroll Tax 10,000 12,684 10,700

175,000 205,600 171 • 723

J) Operating Expenses Comprise

Public Service Board Program Budget Actual Actual 1985/86 1985/86 1984/85

$ $ $

Travelling and Subsistence 66,650 69,116 70,109 Office Requisites and Equipment

Printing and Stationery 141 ,500 186,649 143,547 Postal and Telephone Expenses 12,500 17,038 10,908 Books and Publications 357,800 416,206 370,030 Fuel, Light, Power and Water 8,000 6,654 7,345 Incidental Expenses 348,200 399,322 458,709 f~otor Vehicles - Purchases

and Running Expneses 32,348 EDP Expenses 219,300 199,224 111 ,758 Executive Development 40,000 21,156 49,482 Examination Expenses 24,000 23,899 5,102

1,217,950 1,371,612 1 • 226,990

102

Promotions Appeal Board Program Budget Actual .A.ctua 1 1985/86 1985/86 1984/85

$ $ $

Travelling and Subsistence 4,000 3,855 3,817 Office Requisites and Equipment

Printing and Stationery 3,800 3,350 2,578 Postal and Telephone Expenses lOO 132 30 Books and Publications 100 79 Incidental Expenses 2,500 2,497 2,276 Motor Vehicles - Purchases

and Running Expenses 3,000 3,029 2,758

13.500 12.942 11 ,599

K) The increase in 1985/86 funding relates to the introduction of chargeable projects and for special high priority projects approved by government. Expenditure on chargeable projects was the prime reason for the increase in revenue. Salaries and related expenditure amounted to $882. 7.94.

L) There was no award in 1985/86.

103

CERTIFICATION

We certify that the financial statements of the Office of the Public Service Board for the year ended 30 June 1986 have been prepared in accordance with Section 11 of the Annual Reporting Act 1983 and the Annual Reporting (Administrative Units) Regulations 1985 and that, in our opinion, the information set out in the financial statements presents fairly the receipts of and payments made by, on behalf of or falling within the policy responsibility of the Office of the Public Service Board for the financial year and of the Supplementary Information and Statement of Balances at the end of the financial year.

///Jr( M C Kep;{( Acting Chairman Public Service Board

J</ ~I'-:_;:_~-p A Leaper Principal Accounting Officer Public Service Board

Contact

·Telephone

Our Rei:

Your Ref:

VICT!JRIA

AUDITOR-GENERAL'S REPORT

1 MACARTHUR STREET

MELBOURNE, VIC. 3002

TELEPHONE: 651 9111

The accompanying financial statements of the Office of the Public Service Board comprising a summary of receipts and payments, a statement of Public Account program receipts and payments and public account advance relating to that department and appendices and notes to the financial statements have been audited as required by the Annual Reporting Act 1983 and in accordance with Australian Auditing Standards.

The Report of Operations of the Office of the Public Service Board and any reference thereto in the financial statements are not subject to my audit.

In my opinion, the financial statements present fairly the financial transactions of the Office of the Public Service Board for the year ended 30 June 1986 in accordance with the Annual Reporting Act 1983.

MELBOURNE L

J..'f I ? /1986

;}~~ R.G. HUMPHRY Auditor-General

105

OPERATIONS - ADDITIONAL INFORMATION

PROMOTIONS APPEAL BOARD

CHAIRMAN· K J TUTTY ..

l GENERAL MANAGER POLICY AND TRIBUNAL L.P.DOYLE (Acting)

Director, Office of Merit Protection

- Director, Tribunal and Secretariat Services

- Director, Policy Review and Development (Public Service)

- Projects Director

- Manager, Policy Review and Development (Public Sector)

FULL-TIME

PART- TIME

107

PREMIER (MINISTER RESPONSIBLE)

PUBLIC SERVICE BOARD

CHAIRMAN: M.C.KEPPEL {Acting, MEMBERS: R.F.I.SMITH

O.J.D.O'CARROLL V.J.NIHILL

GENERAL MANAGER SERVICES J.J.MCMILLAN

Deputy General Manager (Services)

- Deputy General Manager (Standards)

- Group Managers Services ( 3)

STAFF OF PUBLIC SERVICE BOARD AT 30 JUNE l9B6

MALES

97

5

l 02

75

0

75

CO-ORDINATION AND CORPORATE SERVICES

MANAGER: i:A. LE~~ ER 'Actino

I GENERAL.MANAGER MANAGEMENT·CONSULTANCY H.M.DAVIES (Acting)

- Deputy General Manager

- Project Directors (3)

TOTAL

172

5

177

108

SENIOR STAFF

Appointments, transfers and promotions of senior officers during the year are shmvn hereunder;

Appointments, Promotions, Transfers to the Board.

Geddes S Hede A

Varcoe-Cocks J

SES-2 SES-1 SES-1

Resignations, Promotions, Transfers from the Board

Resignations

Cri eh ton D SES-1

Cl ay ton A SES-2 Fitts S SES-1 Holmes S SES-1 Moran T SES-4 Weir P SES-1 Wri ght R SES-1

Promotions within the Board

Date

12.5.86 15.11 • 85 14.1 • 86

Date

6.9.85 6.6.86 29.9.85 2 3.8. 85

18.10.85 28.10.85 5.3.86

From To Date

McMill an J SES-2 SES-4 11.12.85

Transfers within the Board

From To Date

Acutt S ADI.,-8 SES-1 28.5.86

Cl iffe G ADM-8 SES-1 22.11.85 L 1 oyd J ADM-8 SES-1 25.11 .85 Sanders D ADM-8 SES-1 25.11.85

Whiting T ADM-8 SES-1 18.10.85

109 GAINS AND LOSSES OF STAFF BY OCCUPATIONAL CATEGORY

Senior and Senior Executive Service Officers

Administrative Officers Clerical Officers Medical/Professional/Nursing

Typing/Secretary/Computer and Word Processing Operators

TOTAL

(1) Excludes Chief Administrator (2) Includes B part-time staff (3) Includes 5 part-time staff

at 30/6/85 25

119 24

22

196( 2)

at 30/6/86 21

103 32

19 --------177(3)

OVERSEARS VISITS undertaken were as follows:

Officer

Patricia Faulkner

Terri Whiting

Douglas Smith

GENERAL INFORMATION

Places Visited

USA and Canada

United Kingdom

New Zealand

· Purpose of Vi sit.

Study tour to investigate executive mobility and executive training, the control of classification inflation and merit based selection systems.

Recalled to duty whilst on a private visit to examine executive mobility, Ministerial Information Systems. EEO issues and management consultancy in the UK civil service.

To attend the annual Australian Public Services Industrial Conference held in Wellington.

The Public Service Board received 37 requests for access to documents under the Freedom of Information Act 1982 from 1 July 1985 to 30 June 1986.

Declarations of Pecuniary Interests

The following Board members, deputy Board 14embers and officers completed declarations in respect of their officer during the financial year to 30 June 1986:

M.C.Keppel R.F. !.Smith O.J.D.O'Carroll V.J.Nihill

K.J. Anderson J. J. McMi 11 an F.M.Honan H.M.Davies

R.G. Stephens D.R.Smith L.P.Doyle

110 GENERAL INFORI4ATION

The Public Service Board received 37 requests for access to documents under the Freedom of Information Act 1982 from 1 July 1985 to 30 June 1986.

Declarations of Pecuniary Interests

The following Board members, deputy Board Members and officers completed declarations in respect of their officer during the financial year to 30 June 1986:

1'4.C.Keppel R. F. I. Smith O.J.D.O'Carroll V.J.Nihill

K.J. Anderson J .J. McMi 11 an F.M.Honan H.M.Davies

R.G. Stephens D.R.Smith L.P.Doyle

F 0 Atkinson Government Printer ~elbournc

FUNCTIONS OF THE PUBLIC SERVICE BOARD SPECIFIED UNDER THE PUBLIC SERVICE ACT

To provide an independent source of advice to Government on matters of organisation, management and staffing.

To provide a focus for the development and intr-oduction of improved management and staff practices.

Having regard to the Government's industrial relations policy and its implementation throughout the Industrial Relations Task Force, to make determinations in accordance with the requirements of the Public Service Act.

To provide a focus for an independent and expert management and organisational consulting service to assist departments and Government to identify and address specific problems of organisation, human resources management and organisational development.

To provide a focus for the conduct of various reviews to assist Government to resolve differences which reach beyond the responsibility of a single agency, where these differences relate to matters of organisation or management.

To provide policy direction on a wide variety of personnel management matters and to develop a personnel system within the public service which meets the needs of both staff and management.

To provide a service oriented personnel system for public service agencies and departments which is operated separately from systems of resource allocation and control, is responsive to the needs of individual agencies and makes extensive use of a range of delegation packages which enable agency management to respond quickly and cost effectively to changing needs and priorities.

To operate a range of monitoring, review, appeals and hearing processes, to ensure that this personnel system operates equitably for all staff of the public service and that the merit principle of public service employment is maintained.

To provide a focus for managing various statutory appointments and for developing standard sets of conditions for statutory appointments.

MEMBERS OF THE PUBLIC SERVICE BOARD OF VICTORIA

Ronald B. Cullen - Chairman to 30/9/85 Maurice C. Keppel - Acting Chairman from 1/10/85 Robert F.I. Smith- Member appointed from 16/9/85 Owen J.D. O'Carroll - Member appointed pursuant to subsection 6(2) Vincent J. Nihi11 -Member appointed pursuant to subsection 6(3)

Deputy Members Appointed during 1985/86 were:

M. Roux (deputy Member following the resignation of A. Oxley) 1/7/85 - 15/9/85 V.J. Nihill (deputy Member) 1/7/85 - 21/10/85 D.R. Smith (deputy to R.F.I. Smith) 29/12/85-27/1/86 K.J. Anderson (deputy to O.J.D. o•carroll) 3/3/86 - 5/5/86