WORKFORCE AND DIVERSITY DEVELOPMENT PLAN

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "WORKFORCE AND DIVERSITY DEVELOPMENT PLAN"

Transcription

1 WORKFORCE AND DIVERSITY DEVELOPMENT PLAN

2 Contents Forward...3 Purpose...4 Our workforce priorities...4 Our values...4 GDC commitments...4 Equal Opportunity...5 Our operating environment...5 Agency profile...6 Our workforce diversity action plan

3 Foreword The s vision is to that the Gascoyne will be recognised as providing a great lifestyle and visitor experience through its diversity, employment and investment opportunities, unique natural environment and climate. The mission of the GDC is to achieve sustainable economic and social development of the Gascoyne region A better place to live. In order to achieve this, we need to ensure that we have the right people with the right skills to meet current and future demand for our services. This means identifying current or emerging skills gaps, developing our people and recruiting strategically. Attracting and retaining staff in regional communities is an ever present challenge. Despite this, the Commission has over the past six years maintained a relatively stable workforce. The changing dynamics of regional development and the 2010 Review of the Functions and Responsibilities of Regional Development Commissions will provide some additional challenges for the Commission to maintain its current workforce while attracting people with the capabilities and skills needed to deliver on outcomes of the review. To address this, our Workforce and Diversity Development Plan sets the direction for achieving a capable, efficient and effective workforce to meet our current and future service obligations. Stephen Yule CHIEF EXECUTIVE OFFICER 3

4 Purpose This plan is designed to assist the Commission in identifying its current and future workforce needs. Our role is changing as a result of new strategic directions through the implementation of the 2010 Review of Regional Development Commissions and workload demands. If we are to continue to deliver quality services to regional stakeholders, we must have effective measures in place to ensure that we attract and retain appropriately skilled staff and offer ongoing developmental opportunities to facilitate succession planning. The success of this plan is dependent on the combined effort of all staff to ensure that we strive for ongoing improvement in our business processes. It is a living document that will be regularly reviewed and refined as the implementation of the Review recommendations are progressed. Our Workforce Priorities The seeks to maintain a workforce that will enable it to deliver quality services to all clients. In so doing, the following are the priority outcomes for this Workforce and Diversity Development Plan: Attracting and retaining the right people; Developing a high performance workforce; Promoting collaboration; Creating a vibrant and positive workplace culture; Supporting Diversity; Improving Performance; and Supporting a Healthy and Productive Organisation. The GDC is committed to: Sustainability Current and future generations Respect and diversity Partnerships Community consultation and involvement Fair and transparent processes Fiscal responsibility and accountability Innovation 4

5 EQUAL OPPORTUNITY 1. The Commission recognizes its legal obligations under the Equal Opportunity Act 1984 and will actively promote equal employment opportunity, based solely on merit, to prevent discrimination on the grounds of gender, marital status, pregnancy, race, disability, religious or political convictions, family responsibilities or age. 2. All offers of employment with the Commission will be directed towards providing equal opportunity to prospective employees provided their relevant experience, skills and ability meet the minimum requirements for engagement. 3. All employment training will be directed towards providing equal opportunity to all employees to increase skills relevant to their position with the Commission. 4. All promotions and opportunities for advancement with the Commission will be directed towards providing equal opportunity to all employees provided their relevant experience, skills and ability meet the minimum requirements of such promotion. 5. All advertisements for staff positions will include reference to the Commission being an equal opportunity employer. Operating Environment The next 12 months will be challenging for the Commission. Implementation of the review into Regional Development Commissions will have a significant impact on the work we do and how we do it. Key outcomes include: Increasing flexibility in recruitment and employment practices; Workforce planning across the sector; Building capacity across the Commission and retaining skills; Utilising technologies to improve service delivery across the region; and For the Commission itself, delivery of these outcomes whilst maintaining and attracting staff to fill the various roles of the GDC will continue to be challenging. 5

6 Agency Profile December 2011 Workforce The Paid Full-Time Equivalent (FTE)¹ in the (Gascoyne Dev) as at December 2011 was 12.1 FTE, with a headcount of 14. For permanent and fixed term employees only, over the last 12 months, 0 employees separated from the agency, while 1 new employees commenced. The year ending December 2011 annual separation rate² for Gascoyne Dev was approximately 0.0%, compared to the WA public sector s 19.0%. Gascoyne Dev had more employees working in regional areas as compared to the WA public sector (Gascoyne Dev: 100.0%, WAPS: 24.2%). The average tenure³ for Gascoyne Dev was 4.8 years, compared to 9.1 years for the WA public sector. Figure 1 shows that 64.3% of Gascoyne Dev s workforce had been working at Gascoyne Dev for less than 5 years. Figure 1: Gascoyne Dev s tenure by headcount as at December 2011 Age Profile⁴ 6

7 Women comprised 85.7% of Gascoyne Dev s workforce compared to 68.7% across the public sector. Women had a younger age profile than men in Gascoyne Dev (women median age: 46.6 years; men median age: 52.3 years). The gender age gap of Gascoyne Dev was wider than the gender age gap of the WA public sector (WAPS women: 45.0 years, WAPS men: 46.9 years). Figure 2 shows the distribution of men and women across 5-year age groups in Gascoyne Dev. Figure 2: Gascoyne Dev s age profile by gender as at December 2011 Based on Figure 3 and Table 1, Gascoyne Dev had an older workforce (median age: 46.6) compared to the WA public sector workforce (median age: 45.6). 0.0% of Gascoyne Dev employees were aged below 25 years, compared to 5.4% for the WA public sector. Figure 3: Gascoyne Dev and WA public sector s age profile as at December 2011 Table 1: Gascoyne Dev s proportion of employees aged 45 and over as at December

8 Gascoyne Dev WA public sector Aged 45 and over 57.1% 51.5% Aged 55 and over 14.3% 23.0% Occupation Profile Figure 4 shows that 71.4% of Gascoyne Dev s workforce was made up of the 'Clerical and Administrative Workers' ANZSCO⁵ group. A detailed table of occupations in Gascoyne Dev can be found in Appendix A. A higher percentage of Gascoyne Dev s employees held a managerial role compared to the WA public sector (Gascoyne Dev: 28.6%, WAPS: 5.8%). Figure 4: Gascoyne Dev s ANZSC occupation profile as at December 2011 Figure 5 shows the proportion of employees in PSGA equivalent salary levels⁶. The most highly represented PSGA equivalent classification level in Gascoyne Dev was Level 5 (42.9%). Figure 5: Gascoyne Dev employees PSGA equivalent classification levels as at December

9 Figure 6 shows the distribution of men and women within each PSGA equivalent classification level in Gascoyne Dev. Figure 6: Gascoyne Dev employees PSGA equivalent classification levels by gender as at December

10 Table 2 shows that 71.4% of Gascoyne Dev s workforce were employed on a permanent basis as compared to 74.3% of the WA public sector. Table 2: Gascoyne Dev employees appointment type as at December 2011 Appointment Type Gascoyne Dev Gascoyne Dev aged 45 and over WA Public Sector Permanent Full Time 57.1% 62.5% 45.4% Permanent Part Time 14.3% 12.5% 29.0% Fixed-Term Full Time 14.3% 12.5% 8.5% Fixed-Term Part Time 14.3% 12.5% 6.5% Casuals 0.0% 0.0% 9.3% Trainees 0.0% 0.0% 0.1% Others 0.0% 0.0% 1.3% Appendix 1 Occupations in the ANZSCO Major Groups Managers Professionals Technicians and Trades Workers Community and Personal Service Workers Clerical and Administrative Workers Sales Workers Machinery Operators and Drivers Labourers ANZSCO Codes ANZSCO Headcount FTE 5111 Contract, Program and Project Administrators Finance Managers Chief Executives and Managing Directors Other Specialist Managers Personal Assistants Accounting Clerks Total

11 WORKFORCE PLANNING OVERVIEW Agency: WORKFORCE & DIVERSITY ACTION PLAN (<100 employees) Chief Executive Officer: Our Agency Gascoyne Development Commission Submitting Officer: Tami Maitre Stephen Yule Contact Number: Agency Context Please use the space below to provide some background about the business, service delivery arena. You may wish to consider the following: How does workforce planning link to policy and practice at the local level? What are the current workforce demands and how does this impact on future services, i.e. will you provide more of the same service or a different service? Strategic Plan The Strategic Plan was released in April 2010 and is available on the GDC website. The Commission s programs and activities are based against the objects and functions according to the Regional Development Commissions Act Accordingly programs and activities are reported against the objectives to: Maximise job creation and improve career opportunities in the Region. Develop and broaden the economic base of the Region. Identify infrastructure services to promote business development within the Region. Provide information and advice to promote business development within the Region. Seek to ensure that the general standard of government services and access to those services in the Region is comparable to that which applies in the metropolitan area. Generally take steps to encourage, promote, facilitate and monitor the economic development in the Region. In July 2010, the State Government released its response to the Review of Regional Development Commissions setting the direction of a restructure of the Regional Development Council and the Commissions. The changes to the structure also require legislative changes. As the implementation of the review recommendations are progressed the will need to respond to the changes whilst maintaining the current work practice and outcomes against the existing objectives of the organization. Development scale: Not applicable (NA)--Not commenced (NC)--Needs development (ND)--Developed (D)--Highly developed (HD)

12 SCAN & UNDERSTAND Leadership Statement Please use the space below to include a leadership statement from your CEO and/or executive. You may wish to consider the following: How does the CEO promote and encourage Workforce Planning and Diversity within your agency? How does the leadership statement link to overarching requirements, i.e. Commissioner s Circular, Strategic Directions for the Public Sector Workforce , CEO Performance Agreement, Equal Opportunity Act 1984? How does the leadership statement reflect CEO expectations for all staff? As a small organisation the GDC can be very flexible with its arrangements and can respond reasonably quick to change. This has been demonstrated by the CEO implementing an organisational review at the onset of the Royalties for Regions program, the regular ongoing reviews of positions when they become vacant and reassessing organisational needs at the beginning of each recruitment process. In regard to workforce planning, please rate your agency s level of development in the following items... NA NC ND D HD Where applicable, please describe the workforce initiatives your agency will undertake Gaining management support and buy-in Regular review at Executive meetings. Considering agency goals and functions, client needs, desired outcomes and key performance indicators within the strategic planning process Addressing whole of public sector plans and strategies (e.g. Strategic Directions for the Public Sector Workforce [Strategic Directions]) Considering internal and external factors such as political, economic, demographic, technological and environmental changes Considering longer-term service delivery implications Analysing workforce strengths, weaknesses, opportunities and threats Regular review at Executive meetings Corporate Services Manager to review annually and consider aspects in relation to the GDC. Regular review and discussion at Executive meetings CEO and Managers to consider workforce issues as the review implementation continues to roll-out. Addressing regional workforce needs Regional organisation, staff are 100 per cent regionally employed. Establishing meaningful working relationships with appropriate HR/workforce planning officers in similar agencies Establishing meaningful working relationships with central agencies (e.g. PSC, DTF, Dept Commerce) Utilising other supporting workforce planning products available from relevant public, private and community sector agencies HRLO and Managers to regularly visit websites (ie PSC, EOC, CCC) to stay up-to-date current practice, issues and training opportunities. Contact with PSC, DTF etc is on an as needs basis. Regular contact and review of on-line material to be undertaken. Development scale: Not applicable (NA)--Not commenced (NC)--Needs development (ND)--Developed (D)--Highly developed (HD)

13 ANALYSE & INTERPRET In regard to workforce planning, please rate your agency s level of development in the following items... Regularly collecting workforce data *You can address s145(2)(c) (Collection and recording of appropriate information) of the Equal Opportunity Act 1984 through this item Profiling your current workforce *You can address s145(2)(c) (Collection and recording of appropriate information) of the Equal Opportunity Act 1984 through this item Applying a rigorous quality assurance process for workforce data Enhancing workforce information systems to provide data/reports to make informed decisions NA NC ND D HD Analysing internal and external information that assists with workforce planning Executive responsibility Workforce demographic data Exit interviews Skills audit Service data Workforce forecasting demand Workforce forecasting supply Workforce modeling/scenario planning Considering the extent to which sector-wide workforce issues, as well as agencyspecific workforce issues, are currently being addressed Where applicable, please describe the workforce initiatives your agency will undertake The GDC is a small organisation. It is not necessary to undertake a formal data collection on a regular base. Even though a small organisation, profiling will be undertaken informally around critical positions by the executive. Opportunities for staff to work in small teams to ensure knowledge transfer and opportunities for higher duties acting will be considered on a regular basis. The GDC is a small organisation. It is not necessary to undertake a formal data collection on a regular base. The GDC is a small organisation. It is not necessary to undertake a formal data collection on a regular base. Executive responsibility. Identifying and prioritising key workforce issues Executive responsibility. Identifying major skill gaps and workforce surpluses affecting future service needs Executive responsibility. Development scale: Not applicable (NA)--Not commenced (NC)--Needs development (ND)--Developed (D)--Highly developed (HD)

14 DEVELOP & IMPLEMENT In regard to workforce planning, please rate your agency s level of development in the following items... NA NC ND D HD Where applicable, please describe the workforce initiatives your agency will undertake Developing and implementing a Plan by consulting with key business units Executive responsibility to be assessed annually by 30 June. Developing and implementing strategies aligned to Strategic Directions 1. Attracting a skilled workforce 2. Retaining valued employees 3. Building the capacity of the public sector 4. Providing strategic leadership 5. Meeting regional needs 6. Ensuring an efficient and flexible public sector Developing and implementing equity and diversity strategies *You can address s145(2)(a) (Devising of policies and programs) of the Equal Opportunity Act 1984 through this item Women in management Indigenous Australians People with disability People from culturally diverse backgrounds Youth and mature workers Executive responsibility to be assessed annually by 30 June and outcomes determined through a review of actions identified in the Plan. The GDC is a small organisation with 86 per cent of the workforce comprised of women. Executive responsibility. Outcomes will assessed annually by 30 June and outcomes determined by a review of recruitment processes throughout the year. Development scale: Not applicable (NA)--Not commenced (NC)--Needs development (ND)--Developed (D)--Highly developed (HD)

15 MONITOR & EVALUATE DEVELOP & IMPLEMENT In regard to workforce planning, please rate your agency s level of development in the following items... Developing and implementing strategies to review personnel practices to identify and eliminate discriminatory practices *You can address s145(2)(d) (Review of personnel practices) of the Equal Opportunity Act 1984 through this item Developing and implementing strategies to review and amend job descriptions and competencies to reflect current requirements Developing and implementing any other workforce planning & diversity strategies Developing and implementing strategies to communicate the Plan and its workforce strategies to the agency *You can address s145(2)(b) (Communication of policies and programs) of the Equal Opportunity Act 1984 through this item Ensuring timeframes, responsible officer/s and performance indicators are attached to each strategy *You can address s145(2)(e) (Setting of goals or targets) and (h) (Appointment of persons to implement the provisions)of the Equal Opportunity Act 1984 through this item NA NC ND D HD Where applicable, please describe the workforce initiatives your agency will undertake Continue to review job descriptions prior to each recruitment. GDC executive to continue review and discussion at executive meetings. CEO to continue communications through regular staff meetings. In regard to workforce planning, please rate your agency s level of development in the following items... NA NC ND D HD Where applicable, please describe the workforce initiatives your agency will undertake Monitoring all strategies during implementation through thorough record-keeping Staff meeting minutes confirmed and circulated to all staff. Monitoring the implementation of initiatives within Strategic Directions Responsibility of executive. Regularly benchmarking your agency against others (based on service function, size or local/national/ global businesses) Regularly reviewing and formally evaluating your strategies and/or Plan *You can address s145(2)(f) (Evaluation of policies and programs) of the Equal Opportunity Act 1984 through this item Regularly reviewing/monitoring changes to the internal and external operating environment Regularly reporting the Plan s progress to your agency s Corporate Executive and Workforce Planning and Diversity Oversight Committee Executive committee (CEO and two managers) have responsibility. Development scale: Not applicable (NA)--Not commenced (NC)--Needs development (ND)--Developed (D)--Highly developed (HD)

16 Submitting Workforce Plan for PSC and/or DEOPE endorsement CEO, Manager RfR and Corporate Services. Amending your strategies and/or Plan, based on evaluation outcomes and changing circumstances *You can address s145(2)(g) (Revision and amendment of the Plan) of the Equal Opportunity Act 1984 through this item Executive to monitor. Chief Executive Officer sign off: Date: Development scale: Not applicable (NA)--Not commenced (NC)--Needs development (ND)--Developed (D)--Highly developed (HD)

Workforce Management Plan 2013-2017

Workforce Management Plan 2013-2017 Workforce Management Plan 2013-2017 Adopted on Wednesday 19 June 2013 Contents Message from the General Manager 5 city Plan: Cascade of Plans 6 our Vision, Mission and Community Outcomes 7 Introduction

More information

Workforce and Diversity Plan 2013-2017

Workforce and Diversity Plan 2013-2017 Workforce and Diversity Plan 2013-2017 Date: 16 September 2013 Contents Introduction... 3 Why do we need a workforce plan?... 3 Message from the Director General... 4 About the Organisation... 5 About

More information

Annual Workforce and Age Profile Report 2005-2006. As at 31 March 2006

Annual Workforce and Age Profile Report 2005-2006. As at 31 March 2006 Annual Workforce and Age Profile Report 2005-2006 As at 31 March 2006 Human Resources Unit July 2006 INTRODUCTION The human resource indicators in this report provide broad workforce data and analysis,

More information

WORKFORCE PLAN 2012-2014

WORKFORCE PLAN 2012-2014 2012-2014 ADOPTED 25 JUNE 2012 Contents Council Vision Statement... 1 A Workforce Plan as an integral component of Integrated Planning and Reporting... 1 Workforce Strategy objectives... 1 Introduction

More information

CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011

CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011 CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011 1. DEFINITION... 1 2. CONTEXT... 1 3. STRATEGIC ALIGNMENT AND DRIVERS... 1 4. VALUES... 2 5. PRINCIPLES OF PRACTICE... 2 6. PERFORMANCE INDICATORS...

More information

WORKFORCE MANAGEMENT PLAN 2014-2018. SECTION 1 - Introduction RESOURCING STRATEGY THE NEED TO UNDERTAKE WORKFORCE PLANNING.

WORKFORCE MANAGEMENT PLAN 2014-2018. SECTION 1 - Introduction RESOURCING STRATEGY THE NEED TO UNDERTAKE WORKFORCE PLANNING. SECTION 1 - Introduction THE NEED TO UNDERTAKE WORKFORCE PLANNING. In order to comply with legislative requirements in developing Council s Community Strategic Plan (CSP), a Workforce Management Plan is

More information

OUR WORKPLACE DIVERSITY PROGRAM. Diversity is important to AFSA.

OUR WORKPLACE DIVERSITY PROGRAM. Diversity is important to AFSA. OUR WORKPLACE DIVERSITY PROGRAM Diversity is important to AFSA. 2014 2017 OUR WORKPLACE DIVERSITY PROGRAM PAGE 1 OF 9 What is diversity? The concept of diversity encompasses acceptance and respect. It

More information

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1 City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary

More information

Public Service Commission. Government Sector Employment Act 2013

Public Service Commission. Government Sector Employment Act 2013 Public Service Commission Government Sector Employment Act 2013 Contents Foreword...3 The NSW government sector workforce: what is changing?...4 Key features of the GSE Act 2013...6 The government sector...

More information

Diversity policy. Diversity policy. Yancoal Australia Limited ACN

Diversity policy. Diversity policy. Yancoal Australia Limited ACN Diversity policy Diversity policy Yancoal Australia Limited ACN 111 859 119 Approved on 29 February 2016 Contents Table of contents Diversity policy 3 1 Objective 3 2 Scope 3 3 Statement 3 4 Application

More information

Workforce Plan 2013-2023

Workforce Plan 2013-2023 Workforce Plan 2013-2023 We are a unique town that role models sustainability, friendliness, that takes the time to celebrate our heritage and festivals. We are surrounded by amazing nature, with charming

More information

A guide and tool kit for non-government organisations to plan future workforce needs

A guide and tool kit for non-government organisations to plan future workforce needs Workforce Planning A guide and tool kit for non-government organisations to plan future workforce needs Table of contents WORKFORCE PLANNING...1 TABLE OF CONTENTS...2 NON-GOVERNMENT ORGANISATIONS...4 INTRODUCTION...4

More information

Fair Work Ombudsman Workplace Diversity & Inclusion Strategy 2013-2016

Fair Work Ombudsman Workplace Diversity & Inclusion Strategy 2013-2016 Fair Work Ombudsman Workplace Diversity & Inclusion Strategy 2013-2016 April 2013 Introduction The Australian Public Service (APS) is committed to supporting a culture of equity, inclusion and diversity

More information

Recovery College Co-ordinator. Job Description

Recovery College Co-ordinator. Job Description Recovery College Co-ordinator Job Description Job Title: Recovery College Co-ordinator Band: 7 Location: Recovery College, Ulster Hospital In order to meet the needs of the Trust s services you may be

More information

HPF Tool. Template for the Performance and Accountability Statement Second round reviews. Amended December 2012

HPF Tool. Template for the Performance and Accountability Statement Second round reviews. Amended December 2012 HPF Tool Template for the Performance and Accountability Statement Second round reviews Amended December 2012 The High Performance Framework was developed by the Public Sector Performance Commission. This

More information

Equal Employment Opportunity Management Plan

Equal Employment Opportunity Management Plan Equal Opportunity Management Plan 2013-2017 2 Equal Opportunity Contents Introduction...5 Equal Opportunity principles...6 Objectives and initiatives...9 Develop recruitment, selection, and career progression

More information

workforce planning toolkit a guide for workforce planning in small to medium sized victorian public sector organisations

workforce planning toolkit a guide for workforce planning in small to medium sized victorian public sector organisations 1 workforce planning toolkit a guide for workforce planning in small to medium sized victorian public sector organisations workforce planning toolkit a guide for workforce planning in small to medium

More information

USQ Employment Equity and Diversity Strategy Human Resources

USQ Employment Equity and Diversity Strategy Human Resources USQ Equity Diversity 2014-2017 1. Introduction Background The University of Southern Queensl seeks to ensure all its staff are culturally competent able to contribute to their full potential. Informed

More information

Equal Pay Policy Statement and Statement on Occupational Segregation 2015/17

Equal Pay Policy Statement and Statement on Occupational Segregation 2015/17 Equal Pay Policy Statement and Statement on Occupational Segregation 2015/17 1.0 Introduction Glasgow Kelvin College embraces the promotion of equality and diversity in employment. The College believes

More information

Super Retail Group Limited

Super Retail Group Limited DIVERSITY POLICY Authorised by: Managing Director Introduction date: 1 July 2011 Policy Owner : GM Human Resources Version : July 2011 1. Policy Statement The Super Retail Group recognises its talented

More information

ACT Auditor-General s Office. Performance Audit Report

ACT Auditor-General s Office. Performance Audit Report ACT Auditor-General s Office Performance Audit Report Australian Capital Territory Public Service Recruitment Practices Multiple Agencies October 2012 PA 11/09 The Speaker ACT Legislative Assembly Civic

More information

EQUAL PAY AUDIT FULL REPORT 2012

EQUAL PAY AUDIT FULL REPORT 2012 EQUAL PAY AUDIT FULL REPORT 2012 Note: all absolute numbers below 10 in this report have been masked

More information

Diversity and Equal Employment Opportunity Policy. Independence Group NL

Diversity and Equal Employment Opportunity Policy. Independence Group NL Diversity and Equal Employment Opportunity Policy Independence Group NL 1. PURPOSE AND SCOPE Independence Group NL (IGO) values diversity in all aspects of its business and is committed, at all levels

More information

People Strategy 2013/17

People Strategy 2013/17 D a t a L a b e l : P U B L I C West Lothian Council People Strategy 2013/17 Contents 1 Overview 2 2 Council Priorities 8 3 Strategy Outcomes 10 1 Engaging and motivating our employees 13 2 Recognised

More information

Aboriginal and Torres Strait Islander Career Development and Employment Strategy

Aboriginal and Torres Strait Islander Career Development and Employment Strategy Aboriginal and Torres Strait Islander Career Development and Employment Strategy September 2006 Revised November 2011 Revised June 2013 Revised June 2015 University of Southern Queensland Aboriginal and

More information

OPERATIONAL INSTRUCTION

OPERATIONAL INSTRUCTION HEALTH DEPARTMENT OF WESTERN AUSTRALIA OPERATIONAL INSTRUCTION Enquiries to: Carolyn Smith - (08) 9222 4308 Number: OP 1048/98 - TTY 1800 067 211 Date: 10 March 1998 Supersedes: OP 0831/96 (03/12/96) File

More information

SECTION 2 HUMAN RESOURCE STRATEGY 2.02 DEPARTMENTAL HR PLANNING GOVERNMENT DEPARTMENTS / AGENCIES

SECTION 2 HUMAN RESOURCE STRATEGY 2.02 DEPARTMENTAL HR PLANNING GOVERNMENT DEPARTMENTS / AGENCIES SECTION 2 HUMAN RESOURCE STRATEGY 2.02 DEPARTMENTAL HR PLANNING AUTHORITY: ADMINISTRATION: CIVIL SERVICE ACT PEI PUBLIC SERVICE COMMISSION GOVERNMENT DEPARTMENTS / AGENCIES 1 of 16 1. PURPOSE 1.01 The

More information

Lifeline Australia Diversity Policy

Lifeline Australia Diversity Policy Lifeline Australia Diversity Policy Authorised: National Board, 4 May 2012 Next review: May 2013 Document Owner: Contact: Director Governance, Risk & Compliance T: (02) 6215 9404; E: secretariat@lifeline.org.au

More information

Caerphilly County Borough Council. Workforce Planning Guidance. and Template

Caerphilly County Borough Council. Workforce Planning Guidance. and Template APPENDIX 1 Caerphilly County Borough Council Workforce Planning Guidance and Template May 2013 1 Content Description Page Number Part 1 Introduction 1.1 Introduction 1.2 What is Workforce Planning? 1.3

More information

Workforce Planning & Development Model

Workforce Planning & Development Model Workforce Planning & Development Model Overview what is workforce planning? Workforce planning is an organised process for: Identifying the number of employees and the types of employee skill sets required

More information

Progen Pharmaceuticals Limited ABN 82 010 975 612

Progen Pharmaceuticals Limited ABN 82 010 975 612 Progen Pharmaceuticals Limited ABN 82 010 975 612 Corporate Governance - 2015 Progen Pharmaceuticals Limited (the Company or Progen ) is a dual listed Australian company. Our primary listing is on the

More information

Workforce Diversity Plan 2009-2011

Workforce Diversity Plan 2009-2011 Workforce Diversity Plan 2009-2011 The Department of Education and Training (the department) is committed to diversity and inclusion in providing high quality education and training services to our students

More information

Greater Dandenong Policy

Greater Dandenong Policy Diversity, Access and Equity Policy 2015 File Number: A3557192 Authority: Council Directorate: Community Services Responsible Officer: Policy Type: Discretional Version No: 01 Manager, Community Development

More information

Diversity Policy. Simonds Group Limited (ABN: ) Page 1 of 4

Diversity Policy. Simonds Group Limited (ABN: ) Page 1 of 4 Simonds Group Limited Page 1 of 4 1. Introduction The Company recognises that a diverse and talented workforce is a competitive advantage and that the Company s success is the result of the quality and

More information

U.S. DEPARTMENT OF TRANSPORTATION

U.S. DEPARTMENT OF TRANSPORTATION U.S. DEPARTMENT OF TRANSPORTATION HISPANIC EMPLOYMENT INITIATIVES (HEIs) 5-POINT PLAN Departmental Office of Civil Rights Internal Policy, Program Development and Support Division, S-32 Washington, DC

More information

People & Organisational Development Strategy

People & Organisational Development Strategy 2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global

More information

Creating Opportunity or Entrenching Disadvantage? ACT Labour Market Data

Creating Opportunity or Entrenching Disadvantage? ACT Labour Market Data Creating Opportunity or Entrenching Disadvantage? ACT Labour Market Data October 2014 About ACTCOSS ACTCOSS acknowledges Canberra has been built on the land of the Ngunnawal people. We pay respects to

More information

Human Resources Officer Full Time - Fixed Term Parental Leave PRA 16/10

Human Resources Officer Full Time - Fixed Term Parental Leave PRA 16/10 Human Resources Officer Full Time - Fixed Term Parental Leave PRA 16/10 Human Resources Officer PRA 16/10 Full Time, Fixed Term 9 month parental leave cover (with possibility of extension) The Position

More information

Career Development Policy

Career Development Policy 1 Career Development Policy POLICY RECORD DETAILS DATE AGREED: 24th September 2010 VERSION No. POLICY OWNER: ORGANISATION DEVELOPMENT MANAGER JOB TITLE Dept / Directorate HUMAN RESOURCES CONTRIBUTORS:

More information

Diversity Policy. Shaver Shop Group Limited ACN

Diversity Policy. Shaver Shop Group Limited ACN Diversity Policy Shaver Shop Group Limited ACN 150 747 649 1 Purpose 1.1 At Shaver Shop Group Limited ACN 150 747 649 (Company), we are a customer focused organisation that is performance oriented. We

More information

NSW Public Service Commissioner NSW Health Good Health Great Jobs Stepping Up Forum 2015

NSW Public Service Commissioner NSW Health Good Health Great Jobs Stepping Up Forum 2015 NSW Public Service Commissioner NSW Health Good Health Great Jobs Stepping Up Forum 2015 Our Aboriginal workforce The Australian Bureau of Statistics figures from 2011 estimate that 2.9% of the NSW population

More information

JOB DESCRIPTION. Executive Manager Technical Services. Contract (negotiable up to 5 years) Date Appointed:

JOB DESCRIPTION. Executive Manager Technical Services. Contract (negotiable up to 5 years) Date Appointed: JOB DESCRIPTION Position: Department: Reports To: Supervises: Stream/Level: Incumbent: Date Appointed: Executive Manager Technical Services Technical Services Chief Executive Officer Technical Services

More information

Management of Excess Teaching Service

Management of Excess Teaching Service Management of Excess Teaching Service Last updated 6 August 2015 MANAGEMENT OF EXCESS TEACHING SERVICE CONTENTS PAGE OVERVIEW... 2 CONSULTATION... 3 IDENTIFICATION... 5 REDEPLOYMENT/CAREER TRANSITION SUPPORT...

More information

WORKFORCE PLAN Page 1

WORKFORCE PLAN Page 1 2015 2019 WORKFORCE PLAN Page 1 Contents 1. Introduction... 3 2. Developing the Plan... 6 3. Organisational Structure... 9 4. Workforce Profile... 10 5. Workforce Requirements... 11 6. Workforce Strategies...

More information

Recognition of Prior Learning (RPL) Kit. BSB50607 Diploma of Human Resources Management

Recognition of Prior Learning (RPL) Kit. BSB50607 Diploma of Human Resources Management Recognition of Prior Learning (RPL) Kit BSB50607 Diploma of Human Resources Management Applicant: Date: Diploma of Human Resources Management RPL Kit 1 Applicant declaration: I have completed the following

More information

EMPLOYMENT EQUITY POLICY & PLAN

EMPLOYMENT EQUITY POLICY & PLAN EMPLOYMENT EQUITY POLICY & PLAN Statement of Intent The Company is committed to creating and maintaining an environment, which provides equal opportunities to all its employees, with special consideration

More information

PAPER 1 THE SCHOOL COUNSELLING WORKFORCE IN NSW GOVERNMENT SCHOOLS

PAPER 1 THE SCHOOL COUNSELLING WORKFORCE IN NSW GOVERNMENT SCHOOLS PAPER 1 THE SCHOOL COUNSELLING WORKFORCE IN NSW GOVERNMENT SCHOOLS Introduction This paper describes the current school counselling service within the Department of Education and Communities (the Department)

More information

NSW Department of Education Disability Inclusion Action Plan CONSULTATION DRAFT

NSW Department of Education Disability Inclusion Action Plan CONSULTATION DRAFT NSW Department of Education Disability Inclusion Action Plan 2016-2020 CONSULTATION DRAFT (10/3/16) Contents 1. Introduction... 3 2. NSW Disability Inclusion Plan and the Department of Education Disability

More information

Customers first Ideas into action Unleash potential Be courageous Empower people

Customers first Ideas into action Unleash potential Be courageous Empower people Role Description Job ad reference: RK6B204896 Hospital and Health Service: Role title: Allied Health Senior (Clinical Intake Officer) Status: Permanent Part Time (38 hrs p.f.) Unit: Child Development Services

More information

Pay Equity Audit Report Public Sector Workforce

Pay Equity Audit Report Public Sector Workforce Pay Equity Audit Report 2011 Public Sector Workforce Pay Equity Audit Report 2011 Executive Summary An audit of pay rates in the NSW public service was undertaken by Public Sector Workforce (PSW). The

More information

Public report Submitted by. Legal Name: 3P Learning Limited

Public report Submitted by. Legal Name: 3P Learning Limited Public report 2015-16 Submitted by Legal Name: 3P Learning Limited Organisation and contact details Submitting organisation details Legal name 3P Learning Limited ABN 50103827836 ANZSIC Business/trading

More information

Procedure No. 1.41 Portland College Single Equality Scheme

Procedure No. 1.41 Portland College Single Equality Scheme Introduction Portland College recognises the requirements under current legislation to have due regard to the general equality duty. 1.0 Context 1.1 Portland College supports equality of opportunity, promotion

More information

POSITION DESCRIPTION: NURSING IN GENERAL PRACTICE (NiGP) PROGRAM DIRECTOR

POSITION DESCRIPTION: NURSING IN GENERAL PRACTICE (NiGP) PROGRAM DIRECTOR POSITION DESCRIPTION: NURSING IN GENERAL PRACTICE (NiGP) PROGRAM DIRECTOR About APNA The Australian Primary Health Care Nurses Association (APNA) is the peak national body for nurses working in primary

More information

Public report Submitted by. Legal Name: 3M Australia Pty Ltd

Public report Submitted by. Legal Name: 3M Australia Pty Ltd Public report 2015-16 Submitted by Legal Name: 3M Australia Pty Ltd Organisation and contact details Submitting organisation details Legal name 3M Australia Pty Ltd ABN 90000100096 ANZSIC C Manufacturing

More information

Rockdale City Council Human Resources Strategy & Workforce Management Plan 2011-2015.

Rockdale City Council Human Resources Strategy & Workforce Management Plan 2011-2015. Rockdale City Council Human Resources Strategy & Workforce Management Plan 2011-2015. Human Resource Strategy & Workforce Management Plan - 2011 to 2015. (Public Exhibition Copy May 2011) 1 Message from

More information

WORKFORCE ENGAGEMENT. Workplace productivity will continue to be an issue for the business and is a key component of the transformation strategy.

WORKFORCE ENGAGEMENT. Workplace productivity will continue to be an issue for the business and is a key component of the transformation strategy. WORKFORCE ENGAGEMENT Toyota Australia is undergoing a whole of business transformation in order to create a sustainable future. The company is working with employees to ensure they understand the vital

More information

Public report Submitted by. Legal Name: DFP Recruitment Services Pty Ltd

Public report Submitted by. Legal Name: DFP Recruitment Services Pty Ltd Public report 2015-16 Submitted by Legal Name: DFP Recruitment Services Pty Ltd Organisation and contact details Submitting organisation details Legal name DFP Recruitment Services Pty Ltd ABN 66394749447

More information

A Labour Agreement allows an employer to recruit skilled overseas workers for occupations approved under the agreement.

A Labour Agreement allows an employer to recruit skilled overseas workers for occupations approved under the agreement. 1 Labour Agreement information A Labour Agreement is a formal arrangement negotiated between an employer and the Australian Government and will only be considered where a genuine skills shortage exists

More information

EQUALITIES. Equal Pay 2015

EQUALITIES. Equal Pay 2015 EQUALITIES Equal Pay 2015 (Incorporating: a statement on equal pay; gender, disability, age and ethnicity pay gap information; and information relating to occupational segregation) This report has been

More information

Workplace Diversity Program 2006-2010

Workplace Diversity Program 2006-2010 Workplace Diversity Program 2006-2010 Version 1.0: November 2007 CASADOC 255 Copyright Australian Government 2007 This work is copyright. Apart from any use as permitted under the Copyright Act 1968, no

More information

HORIZON OIL LIMITED (ABN: 51 009 799 455)

HORIZON OIL LIMITED (ABN: 51 009 799 455) HORIZON OIL LIMITED (ABN: 51 009 799 455) CORPORATE CODE OF CONDUCT Corporate code of conduct Page 1 of 7 1 Introduction This is the corporate code of conduct ( Code ) for Horizon Oil Limited ( Horizon

More information

Statement of Purpose

Statement of Purpose FosteringMatters Statement of Purpose FosteringMatters Limited is an Independent Fostering Agency, incorporated in May 2004, which began trading in September 2004. The three directors, Geoff Mc Kay, Eileen

More information

Service planning tool.

Service planning tool. Service planning tool www.tepou.co.nz/letsgetrealdisability Acknowledgements Te Pou would like to thank and acknowledge Kate Hirst for undertaking the consultation and adaptation work with the disability

More information

Equal Pay Review All Employees

Equal Pay Review All Employees All Employees Rewards/HR May 2014 Contents 1. Introduction 2. Context 3. What is an Equal Pay Audit? 4. The University s Approach 5. Data Collection 6. Methods for Estimating the Pay Gap 7. Overall Gender

More information

Manager briefing. Gender pay equity guide for managers GENDER P Y EQUITY

Manager briefing. Gender pay equity guide for managers GENDER P Y EQUITY Manager briefing Gender pay equity guide for managers GENDER P Y EQUITY Manager briefing Gender pay equity guide for managers Managers play a vital role in addressing pay equity as they are responsible

More information

Savings arising from moving services into LGSS - MTP Ref. 166

Savings arising from moving services into LGSS - MTP Ref. 166 Equality Impact Assessment Working in Progress Document Part 1: Screening Savings arising from moving services into LGSS - MTP Ref. 166 Section 1. Programme Details: LGSS Programme Section 2. Screening

More information

Introduction. Page 2 of 11

Introduction. Page 2 of 11 Page 1 of 11 Introduction It has been a year since The Walton Centre brought its recruitment function in-house and it was critical that the organisation took this step. This is a specialist organisation

More information

H:\Public Documents\Workforce Management Plan\2011-2015\Workforce Management Plan 2011-2015 - current version.doc 1 of 32

H:\Public Documents\Workforce Management Plan\2011-2015\Workforce Management Plan 2011-2015 - current version.doc 1 of 32 H:\Public Documents\Workforce Management Plan\2011-2015\Workforce Management Plan 2011-2015 - current version.doc 1 of 32 Table of Contents Executive Summary... 3 Corporate planning at Woollahra... 4 Analysis

More information

Equality. Diversity Strategy

Equality. Diversity Strategy & Equality Diversity Strategy 2012 2015 2 Look Ahead Housing and Care Contents Introduction 4 Our vision 5 Defining equality, diversity and human rights 6 Why we need a strategy 7 What the strategy covers

More information

Diversity policy. Policy. Reliance Worldwide Corporation Limited ACN Adopted by the Board on 11 April 2016

Diversity policy. Policy. Reliance Worldwide Corporation Limited ACN Adopted by the Board on 11 April 2016 Policy Diversity policy Reliance Worldwide Corporation Limited ACN 610 855 877 Adopted by the Board on 11 April 2016 101 Collins Street Melbourne Vic 3000 Australia GPO Box 128A Melbourne Vic 3001 Australia

More information

Equality & Diversity Policy

Equality & Diversity Policy A -01 Equality & Diversity Policy Page 1 of 11 Local Care Direct Equality & Diversity Policy A-01 Accountable person: Associate Director HR & Training Next review date: February 2015 Version: 7.1 POLICY

More information

Policy on equal pay and occupational segregation

Policy on equal pay and occupational segregation Policy on equal pay and occupational segregation The University s commitment to equal pay The University of Stirling was established on the principle of equal opportunity articulated in its founding instrument,

More information

WORKPLACE GENDER EQUALITY ACT REPORT

WORKPLACE GENDER EQUALITY ACT REPORT 2015 WORKPLACE GENDER EQUALITY ACT REPORT 2014-15 public report form submitted by Qube Holdings Limited to the Workplace Gender Equality Agency Organisation and contact details Organisation registration

More information

Health and Community Services Industry Workforce Action Plan 2010-2014

Health and Community Services Industry Workforce Action Plan 2010-2014 Health and Community Services Industry Workforce Action Plan 2010-2014 Together, supporting South Australians health and wellbeing through a skilled and innovative health and community services workforce.

More information

JOB DESCRIPTION. Assistant Director of Technology and Telecommunications

JOB DESCRIPTION. Assistant Director of Technology and Telecommunications JOB DESCRIPTION Title of Post: ICT Service Desk Officer Grade of Post: Band 3 Reports to: Accountable to: Location ICT Service Desk Manager Assistant Director of Technology and Telecommunications The South

More information

ENTERPRISE RISK MANAGEMENT FRAMEWORK

ENTERPRISE RISK MANAGEMENT FRAMEWORK ROCKHAMPTON REGIONAL COUNCIL ENTERPRISE RISK MANAGEMENT FRAMEWORK 2013 Adopted 25 June 2013 Reviewed: October 2015 TABLE OF CONTENTS 1. Introduction... 3 1.1 Council s Mission... 3 1.2 Council s Values...

More information

www.gdc-uk.org Standards for Education Standards and requirements for providers of education and training programmes

www.gdc-uk.org Standards for Education Standards and requirements for providers of education and training programmes www.gdc-uk.org Standards for Education Standards and requirements for providers of education and training programmes November 2012 GDC Standards for Education The Standards for Education and the requirements

More information

Human Resources Enabling Plan

Human Resources Enabling Plan Human Resources Enabling Plan Introduction The Human Resources Enabling Plan (HREP) is a strategic human resource plan for Charles Sturt University (CSU). It has been developed to support and facilitate

More information

Department of Infrastructure and Planning: Governance Framework for Infrastructure Delivery Special Purpose Vehicles

Department of Infrastructure and Planning: Governance Framework for Infrastructure Delivery Special Purpose Vehicles Department of Infrastructure and Planning: Governance Framework for Infrastructure Delivery Special Purpose Vehicles Governance Framework for Special Purpose Vehicles Table of Contents Executive Summary...3

More information

Manager Research and Planning. 7 August 2015

Manager Research and Planning. 7 August 2015 Manager Research and Planning Full-time (1.0 FTE) 1 year contract, with likelihood of continuing Subject to 3 month probationary period Salary $90,000 plus superannuation 7 August 2015 This Recruitment

More information

Christchurch City Council. Human Resources. Activity Management Plan. Long Term Plan 2015 2025. 15 December 2014. Human Resources

Christchurch City Council. Human Resources. Activity Management Plan. Long Term Plan 2015 2025. 15 December 2014. Human Resources Human Resources Activity Management Plan Long Term Plan 2015 2025 15 December 2014 Human Resources Quality Assurance Statement Christchurch City Council Civic Offices 53 Hereford Street PO Box 73015 Christchurch

More information

Diversity and inclusion strategy 2016 2020

Diversity and inclusion strategy 2016 2020 Diversity and inclusion strategy 2016 2020 2 Airservices diversity statement Diversity recognises and celebrates the value and contribution that each individual brings to our workplace. It facilitates

More information

Planning for the Workforce of the Future

Planning for the Workforce of the Future Planning for the Workforce of the Future a better practice guide for managers WORKFORCE PLANNING IN THE AUSTRALIAN PUBLIC SERVICE Planning for the Workforce of the Future a better practice guide for managers

More information

FIGURE 7: WOMEN IN LEADERSHIP POSITIONS IN HIGHER EDUCATION % OF WOMEN

FIGURE 7: WOMEN IN LEADERSHIP POSITIONS IN HIGHER EDUCATION % OF WOMEN Higher Education ALL EDUCATIONAL ORGANISATIONS ALL REPORTING ORGANISATIONS HIGHER EDUCATION NO. OF EOWA REPORTING ORGANISATIONS 41 350 2712 % OF EOWA EDUCATIONAL ORGANISATIONS 12% 100% N/A AVERAGE NO.

More information

REE Position Management and Workforce/Succession Planning Checklist

REE Position Management and Workforce/Succession Planning Checklist Appendix A REE Position Management and Workforce/Succession Planning Checklist Agency: Division /Office: Position Number: Date: Supervisor: Vacancy Announcement (if Recruit): Position Title/Series/Grade:

More information

WORKFORCE PLANNING IN SCHOOLS

WORKFORCE PLANNING IN SCHOOLS WORKFORCE PLANNING IN SCHOOLS Produced by: EB Implementation Taskforce Issue Date: October 2011 Updated April 2014 TABLE OF CONTENTS WHAT IS WORKFORCE PLANNING?... 1 Why is Workforce Planning Important?...

More information

MANAGEMENT PLAN. Equal Employment Opportunity & Workforce Diversity

MANAGEMENT PLAN. Equal Employment Opportunity & Workforce Diversity MANAGEMENT PLAN Equal Employment Opportunity & Workforce Diversity Final Version: 1.0 Identifier CCS 5.1.7 Policy Section: HR Management Date Adopted: 8 November 2012 Review Date: November 2015 Author:

More information

Stratford on Avon District Council. The Human Resources Strategy

Stratford on Avon District Council. The Human Resources Strategy Stratford on Avon District Council The Human Resources Strategy Page 1 1 Purpose of The Human Resources (HR) Strategy The purpose of this document is to review the role and effectiveness of human resource

More information

INFORMATION TECHNOLOGY OFFICER Technical Systems

INFORMATION TECHNOLOGY OFFICER Technical Systems INFORMATION TECHNOLOGY OFFICER Technical Systems Permanent Full-Time Begin next year in a new job! Lifestyle opportunities On-going development opportunities Become part of an innovative and progressive

More information

GROUP EQUALITY & DIVERSITY FRAMEWORK

GROUP EQUALITY & DIVERSITY FRAMEWORK 1. INTRODUCTION 1.1 In this document we have outlined the framework within which Orbit aims to deliver its vision for Equality and Diversity (E&D) for 2010 2013 which runs along side the delivery of the

More information

Pay equity and legal risk management

Pay equity and legal risk management Pay and legal risk management Overview Taking action to ensure equal remuneration between women and men is an important step for organisations to proactively manage any associated legal risks. Organisations

More information

South Australia Police POSITION INFORMATION DOCUMENT

South Australia Police POSITION INFORMATION DOCUMENT South Australia Police POSITION INFORMATION DOCUMENT Stream : Administrative Services Career Group : Administration Discipline : AO Classification : ASO-4 Service : Business Service Position Title : Business

More information

REDUCTION IN FORCE AND PRIORITY RE-EMPLOYMENT CONSIDERATION FOR SPA EMPLOYEES

REDUCTION IN FORCE AND PRIORITY RE-EMPLOYMENT CONSIDERATION FOR SPA EMPLOYEES Authority: History: Source of Authority: 08.140 Related Links: Responsible Office: REDUCTION IN FORCE AND PRIORITY RE-EMPLOYMENT CONSIDERATION FOR SPA EMPLOYEES Chancellor Revised October 28, 2010; revised

More information

PUBLIC SERVICE REGULATIONS REQUIREMENTS (CHAPTER I, PART III B) HUMAN RESOURCES PLAN AND ORGANISATIONAL STRUCTURE

PUBLIC SERVICE REGULATIONS REQUIREMENTS (CHAPTER I, PART III B) HUMAN RESOURCES PLAN AND ORGANISATIONAL STRUCTURE Part 5 HR Pages 72-82 5/7/03 8:38 AM Page 72 72 PART 5 PUBLIC SERVICE REGULATIONS REQUIREMENTS (CHAPTER I, PART III B) HUMAN RESOURCES PLAN AND ORGANISATIONAL STRUCTURE Part 5 HR Pages 72-82 5/7/03 8:38

More information

INTEGRATED PLANNING AND REPORTING

INTEGRATED PLANNING AND REPORTING Government of Western Australia Department of Local Government INTEGRATED PLANNING AND REPORTING Framework and Guidelines Integrated Planning and Reporting Framework and Guidelines p1. Contents Foreword

More information

JOB DESCRIPTION POSITION DETAILS REPORTING RELATIONSHIPS SUPERVISOR 1 FUNCTIONS OF THE POSITION 2 ORGANISATIONAL CONTEXT. Chief Financial Officer

JOB DESCRIPTION POSITION DETAILS REPORTING RELATIONSHIPS SUPERVISOR 1 FUNCTIONS OF THE POSITION 2 ORGANISATIONAL CONTEXT. Chief Financial Officer JOB DESCRIPTION Australian Export Grains Innovation Centre POSITION DETAILS Classification: Award agreement: Common Law Contract Not applicable Physical location: REPORTING RELATIONSHIPS Number of positions

More information

JOB DESCRIPTION. Community Mental Health Services Sector Manager

JOB DESCRIPTION. Community Mental Health Services Sector Manager JOB DESCRIPTION Title of Post: Support Worker, Mental Health Grade/ Band: Band 3 Directorate: Reports to: Accountable to: Initial Location: Hours: Adult Services, Mental Health Programme Team Leader Community

More information

State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time

State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time Table of Contents Introduction 2 What is Workforce Planning?...3 Why is Workforce Planning Important?.....3

More information

Queensland Government Code of Practice for Contact Centres

Queensland Government Code of Practice for Contact Centres Queensland Government Code of Practice for Contact Centres Industrial Relations December 2011 The Queensland Government Code of Practice for Contact Centres 0 Table of Contents 1. Introduction... 2 1.1

More information