AIR Annual Report 1999-2000

AIRC Report

Year in Review

Team Performance

Corporate Overview
Program Migration

Report on Performance

Managment Accountabilty

Mandatory Reporting

Appendicies

A3 Financial Statements [pdf]

A4 Summary Table of Resources

“New Directions” Certified Agreement

The change processes underway throughout the Registry are underpinned by a new Certified Agreement, which was certified by the AIRC in February 2000

The Australian Industrial Registry (New Directions) Agreement 2000 (the Agreement) has a duration of two years and was made with the relevant unions (the CPSU and MEAA).

The Agreement is also a first for the Registry in so far as it is a comprehensive Agreement and addresses terms and conditions well beyond the previous prevailing (and largely wages-only) agreement. That is, the new Agreement displaces the APS award and contains all those conditions of employment of Registry employees not covered by other legislation relevant to APS employment (the Public Service Act 1999, Long Service Leave Act 1976, etc.).

The Agreement aims to provide, for the first time, a performance and team based Team approach to the work of the Registry, with very substantial work flexibilities within the new broadband classifications, and a new suite of family-friendly initiatives.

This approach will further support the significant investments being made in technology in the Registry and provide scope for improvements in client service and reform of its internal transactions and web and other communications networks. Significant among these is the expansion of the Registry’s on-line capabilities.

Aims and Objectives of Certified Agreement

4.1 This Agreement supports significant changes in the organisation of work in the Registry and the relationships that underpin that work.

4.2 The reason the Registry is undergoing these changes is to re-define its objectives and priorities for the coming decade. These objectives and priorities, which this Agreement will directly assist in achieving, include:

- moving towards a ‘paperless-office’ approach to our administrative activities and responsibilities

- effective use of new and ongoing, significant investments in technology applications, facsimile-email and telephony, web-based and mobile communications, and case management systems so as to ensure improvements in:

-service delivery to the Commission

-the efficiency of internal processes

-all interactions with external clients

- implementing a quality people and performance management system which co-operatively and constructively drives skill development across all parts of the Registry and places a premium on working in teams and focusing on results and performance

- streamlining processes and transactions across the Registry to reduce costs and ensure the efficient operation of the Registry

- generally improving service delivery standards to all clients, especially in terms of the accessibility of documentation and publications and ease of administrative transactions

devolution of more management decision-making to the local, Team level -service delivery to the Commission

-the efficiency of internal processes

-all interactions with external clients

- streamlining processes and transactions across the Registry to reduce costs and ensure the efficient operation of the Registry

- generally improving service delivery standards to all clients, especially in terms of the accessibility of documentation and publications and ease of administrative transactions

devolution of more management decision-making to the local, Team level

4.3 To achieve these objectives and priorities this Agreement supports:

- a Team and individual-based performance system as the principal organisational framework within which Registry employees covered by this Agreement will work

- an emphasis on results, streamlining processes and maximising information technology investments, and effective risk management, consistent with the APS Values

- a focus on quality people management strategies, including the establishment of a high trust culture, significant investments in training and career development, a commitment to open communications, and a Team and individual-based feedback system within and between Registry Teams and their internal and external clients

- a suite of Family Friendly initiatives

- streamlined allowance entitlements and leave arrangements tailored as far as operationally practical to individual needs

- a new training and further education initiative, and a focus on making effective use of new technologies and systems

- an improvement in job flexibility and internal job mobility and the provision of more varied career paths

- the implementation of a simplified, broadbanded classification structure for employees at the APS Level 1-6 classifications, as well as a consolidated single broadband for Executive Levels 1-2

- a simplified and fair approach in the handling of allowances so as to reduce transaction costs and internal processes

- a flexible remuneration system which provides opportunities for salary packaging by employees.

So as to provide significant flexibilities in the deployment of staff across a wider range of work tasks, and to support the performance based approach to remuneration, the Agreement implements a highly simplified broad-banding initiative, incorporating two broad-bands, one between APS Levels 1-6 and the other between Executive Levels 1-2 staff.

There are significantly fewer, compacted pay-points with progression based on satisfactory completion of, and performance against, a Team Member Plan, except where there is a work level test or the continued promotional barrier.

There are a total of 5 work level tests within the two broad-bands. Progression to and beyond these pay-points will require staff, once having reached the highest, adjacent pay-point, to demonstrate a capability for performance at the more complex work levels. It is also necessary for the higher level work to be available at the higher level on an ongoing basis.

There is now only one formal and promotional barrier in the new classification structure, though merit and competitive selection principles still apply where new functions come into existence or a re-classification exercise is required.

Remuneration policy is given effect through the Review Committee of Management, which approves all progression through the broadband on the basis of a range of performance documentation.

The effective implementation of a performance progression system based on individual appraisal will be a major challenge for the Registry’s management team, as the approach has been hitherto absent from the employment framework. Similarly, Registry staff will need to ‘acclimatise’ to the wider skills framework within which they will be required to work in the future.