Work Based Projects Summaries: Executive Development Program - 2004 to 2007

Raising the profile of Generation X employees to fill the emerging leadership gap in the public sector (2007)

Project Team: Brett Phillips (Department of Lands), Vlad Shopov (Roads and Traffic Authority), Geoff Thompson (Department of Lands) and Marjo Roshier-Taks (NSW Health)
Contact: brett.phillips@lands.nsw.gov.au

The project methodology included a literature review to identify the strengths, weaknesses, motivators, skills and expectations of Generation X employees. This review informed the development of a survey questionnaire of senior managers within the Department of Lands, Roads and Traffic Authority and the Greater Southern Area Health Service. Key findings were that:

• Generation X is not being overlooked as a potential leadership group in these agencies
• the 42-62 year age group of employees are best placed to fill most of the emerging leadership opportunities
• leadership opportunities are not generation specific but are linked to the personal ambitions and drive of individuals, and
• leadership is more about personal qualities than technical skills.

The project's main recommendations were that:

• employees need to take control of their career path and self development, focusing on building their personal management qualities, and
• agencies need to ensure that opportunities are available for all staff to develop their management and leadership potential.

Building trust in stakeholder government relationships (2007)

Project Team: Donna Ambler (State Water Corporation), Louisa Mamouney (Department of Environment and Climate Change), Galina Laurie (Department of Housing) and Jennifer Collison (Department of Premier and Cabinet)
Contact: louisa.mamouney@environment.nsw.gov.au

This project produced a Stakeholder Participation Checklist for use by government agencies to build trust in stakeholder relationships. This followed an extensive literature review and survey of recent NSW government participation processes, which showed that building trust can lead to better policy outcomes. This can only occur, however, where there is genuine, open and transparent participation with stakeholders and where stakeholder expectations are managed positively. The checklist provides agencies with the key steps required to strengthen their relationships with stakeholders.

Calculating the greenhouse footprint: a Guide for NSW public sector agencies (2007)

Project Team: Annette Cowie (Department of Primary Industries), Ross Taranec (Roads and Traffic Authority), David Howley (Department of Lands), Peter Goth (Department of Planning) and Chris Eiser (Department of Environment & Climate Change)
Contact: annettec@sf.nsw.gov.au

This project produced a practical guide to assess agencies' greenhouse gas as the first necessary step in achieving the NSW State Plan's greenhouse emission targets. A robust calculation tool, the Online System for Challenge Activity Reporting (OSCAR) was identified, and its 'how to' guide and the calculation tool were trialed using the Department of Primary Industries as a case study.

The case study demonstrated the need for both a top-down and bottom-up analysis of emissions, to enable meaningful and effective greenhouse emission reduction strategies to be developed. OSCAR is useful but requires training in its use and interpretation, careful scoping of emissions to avoid double counting, access to much improved energy and fuel use data, and a system of verification for quality control purposes.

More broadly, the project found that an improved policy framework is needed to ensure specific accountability frameworks for the prioritization and delivery of government programs, for ranking of actions in order of lowest social and economic cost, and to ensure regular cross-sector progress reviews.

Environmental tips for small government agencies and regional or local offices (2007)

Project Team: Kathleen Cain (State Emergency Service), Paul Chudleigh (Department of Lands), Juliet Munro (Department of Community Services) and Julie Turpie (Sydney Harbour Foreshore Authority)
Contact: juliet.munro@community.nsw.gov.au

Many smaller agencies and regional offices of larger agencies are based in rented office premises, and it is not always possible for them to improve the environmental performance of their premises through major technological solutions such as new lighting and water systems. They may also have limited resources to identify or implement initiatives beyond their core business functions.

This project produced a practical resource for staff based in rented office accommodation to implement the Government's sustainability policies in their day-to-day activities at work and to achieve some important initial environmental improvements. The project team has developed Your Guide to Saving the Planet at Work: Tips for Small Government Agencies and Regional and Local Offices, which covers energy, water, transport and waste solutions. The Guide provides information on current Government policy requirements, a range of practical tips, and references to relevant websites. The document is designed to be circulated electronically but can be printed if necessary.

Strategies to attract and retain quality staff in the NSW public sector (2007)

Project team: David Brearley (Casino Control Authority), Cath Dunstan (Roads and Traffic Authority), Wayne Hillier (Roads and Traffic Authority), Steve Illek (Department of Premier and Cabinet) and Peter Smart (State Transit Authority)
Contact: Wayne_Hillier@rta.nsw.gov.au

The project explored how agencies can attract and retain high quality staff, especially in the current period of an ageing population and increasing retirements, with a focus on five key areas: leave and flexible work conditions, mentoring, training and staff development, work/life balance, and manager quality and capability.
The project's findings highlighted the need for agencies to:

• close the gap between the existence of a good workforce policy and its implementation
• train all employees in the people and policy application skills needed to be effective managers
• improve communication and take a much more active, even promotional role to facilitate exchange of information and ideas, and
• develop a strong agency commitment to attract and retain competent people.

The project team concluded that a few simple strategies, well implemented and properly communicated, could take the NSW public sector a long way quite quickly in meeting the challenge of attracting and retaining quality staff.

The real cost of contracting out, assessing and managing risks for major infrastructure projects (2007)

Project team: David Spiteri (RailCorp), Michelle Batterham (Ministry of Transport), Mary Attuquayefio (Department of Planning) and Henry Komacki (NSW Health)
Contact: David.Spiteri@railcorp.nsw.gov.au

This project aims to address the trend for major government infrastructure projects to go over budget and time. By assisting government to determine the real cost of contracting out major projects, the report helps to better identify project risks and to better determine appropriate contracting strategies.

The report examines procurement frameworks, policies and methods in the NSW public sector, other Australian jurisdictions and the international arena. The team conducted interviews with representatives from NSW Government agencies and reviewed lessons learnt from these agencies. A common theme was a general lack of risk assessment performed in the early phases of a project.

Based on these findings, the team developed a questionnaire for agencies to use in the early planning phase and throughout the project life cycle to identify risks to running over time and budget, and risk mitigation strategies.

The NSW Public Sector as an Employer of Choice - Are we there yet? (2007)

Project Team: Kerrie Bigsworth (Department of Premier and Cabinet), Pauline Brown (Department of Ageing, Disability and Home Care), Debra Lynch (Department of State and Regional Development), Suresh Surendran (Roads and Traffic Authority) and Kimberley Taylor (Department of Lands)
Contact: Kimberley.Taylor@lands.nsw.gov.au

The NSW public sector is facing an imminent shortage of skilled workers. This project aimed to assist the development of a viable strategy to address this issue, in the light of the recent strategy to improve recruitment outcomes, in part through the branding of the sector as an Employer of Choice.

The study found that, while the NSW public sector has a number of features of an Employer of Choice, it does not consistently have them all. Furthermore, branding the sector prematurely may be ineffective, at best. The report recommends that an Employer of Choice strategy is pursued, but that it needs to be done so comprehensively, not only in the area of recruitment but also across development, training, employee engagement and retention. The study includes examples of practical tools to assist individual employees, managers and agencies to assess their own performance against the Employer of Choice standard.

Expanding the role of informal mentoring across the NSW public service (2007)

Project Team: Gillian Barlow (Department of Aboriginal Affairs), Mary Durkan (Department of Commerce), Jocelyn Karsten (State Water Corporation) and Melinda Murray (Department of Environment and Climate Change)
Contact: Gillian.Barlow@daa.nsw.gov.au

Mentoring has been found to be beneficial across government and non-government sectors, for both individuals and agencies. It can be an effective in facilitating the transfer of skills, knowledge and experience between colleagues.

Over the last decade, the NSW public sector has conducted a range of mentoring programs, usually following a formal program format. This project explored the NSW public sector mentoring experience via a literature review, review of agency case studies, agency interviews and a mentoring questionnaire amongst participants of the 2007 EDP.

The project made three recommendations to increase the outcomes, longevity and effectiveness of mentoring:

• continued use of mentoring as a development tool
• a mix of mentoring program formats within agencies - both formal and informal, but with an increased emphasis on informal programs, and
• the implementation of a 'catalytic' model to extend the reach and capacity of mentoring using minimal resources.

Expanding the role of informal mentoring across the NSW public sector (2007)

Project Team: Gillian Barlow (Department of Aboriginal Affairs), Mary Durkan (Department of Commerce), Jocelyn Karsten (State Water Corporation) and Melinda Murray (Department of Environment and Climate Change)
Contact: Gillian.Barlow@daa.nsw.gov.au

Mentoring has been found to be beneficial across government and non-government sectors, for both individuals and agencies, as a way of facilitating the transfer of skills, knowledge and experience between colleagues. It often results in increased confidence and effectiveness in the workplace. This project explores the NSW Public Sector mentoring experience via a literature review, considering agency case studies, conducting agency interviews and conducting a mentoring questionnaire with fellow participants in the 2007 EDP.

The project concluded that, in order to increase the outcomes, longevity and effectiveness of mentoring at an organisational level:

• mentoring should be continued as an employee development tool
• a mix of formats - both formal and informal - is likely to work best, and
• a 'catalytic' mentoring model should be implemented to encourage the effectiveness and extent of mentoring using minimal resources.

Taking Parliament to NSW regional areas (2007)

Project Team: Rowena Tucker (Department of State and Regional Development), Peter Letts (Roads and Traffic Authority), Dan Rath (Roads and Traffic Authority), Julie Langsworth (NSW Parliament) and Catherine Donnellan (Department of Planning)

Contact: Julie.langsworth@parliament.nsw.gov.au

Australian States and Territories, with the exception of New South Wales and the ACT, conduct regional sittings of Parliament. The project analyses regional sittings held in other jurisdictions to explore the feasibility of introducing regional sittings in New South Wales. Considerations include the associated logistical and planning issues, as well as the benefits and constraints.

Regional sittings have the potential to support several NSW State Plan priorities and to raise awareness of democracy and the Parliament, provide community access to parliamentarians, raise the prominence of local issues and provide economic benefits to regional areas. The study also considers the interrelationship between planning for a regional sitting and Business Continuity planning (BCP) for the Parliament. The key constraints of holding a regional sitting are explored, including financial costs, and the time and effort associated with planning and attending the sittings, together with disruptions to parliamentarians' schedules.

Overall, respondents from every State and Territory surveyed by the project team either agreed or strongly agreed that their regional sitting of Parliament was a valuable experience.

Shop locally and healthily - supporting NSW farmers (2007)

Project Team: Bronwyn Merritt (NSW Health), Joanne Teagle (Department of Housing) and Trudy Glasgow (Department of Primary Industries)
Contact: trudy.glasgow@dpi.nsw.gov.au

This report explores how NSW consumers (particularly those in urban areas) can be influenced to purchase local fresh produce. The project focused on factors which could together influence consumer choice, through a general NSW branding exercise. In particular, awareness about NSW produce labelling could be achieved through a marketing campaign, and consumer attitudes tested as to how this may influence choices, through pre and post customer surveys.

The report summarises this process, issues identified and the factors which could work for or against the project's ultimate success. An action plan of how this initiative could be rolled out in an identified area of NSW is also provided.

You've Got Mail - A Guide to avoiding email overload (2007)

Project Team: Craig Murray (Roads and Traffic Authority), Sue Shilbury (NSW Health) and Chris Trussler (Department of Environment and Conservation)
Contact: craig_murray@rta.nsw.gov.au

In the Guide developed by the project team, three interrelated factors that affect the efficient and effective use of email are identified and analysed:

• general principles of email management
• qualitative aspects, and
• software features that assist email management.

This Guide is for anybody who uses email, who wants to spend less time on managing their emails and to use email more effectively and efficiently, and to provide practical ways to avoid email overload.

Aligning individual and departmental values to achieve organisational objectives and improve workplace effectiveness (2007)

Project Team: Chris Dorahy and Lukas van Zwieten (Department of Primary Industries)
Contact: lukas.van.zwieten@dpi.nsw.gov.au

The Department of Primary Industries (DPI) has identified four key values to better achieve its vision, namely, integrity, professionalism, innovation and respect. In light of this, an email survey of 20 DPI officers was undertaken to:

• assess individual staff values and determine how they align with DPI corporate values, and
• make recommendations on how an understanding of intrinsic values can be used to improve workplace productivity and organisational effectiveness.

The survey results revealed a close alignment between the organisational values and intrinsic values of DPI's professional and technical staff, namely: job satisfaction, work/life balance, intellectual stimulation, and an ethical workplace. This suggests that the workplace of survey participants is likely to be characterised by high levels of enthusiasm, energy, pride, team spirit and professionalism. In turn, this increases the likelihood of personal and organisational goals to be achieved.

A Guide for more effective internal reviews at the Office of Fair Trading (2007)

Project Team: Valerie Griswold (NSW Office of Fair Trading), Mark Cruden (State Transit Authority), Brett Andrew (Department of Primary Industries), Kerryn Richardson (Department of Natural Resources) and James Smart (Sydney Harbour Foreshore Authority)

Contact: Valerie.Griswold@oft.commerce.nsw.gov.au

The determination and review of administrative decisions in the public sector has a significant impact on business in NSW, particularly in relation to many regulated industries. It is important that these decisions are timely, effective and efficient, which through their impact on business will enhance the economic prosperity of New South Wales.

The Guide developed by the project team aims to develop and support a uniform procedure and standard approach to internal review processes across the Office of Fair Trading (OFT). It also provides a model that will potentially transfer across the Department of Commerce and other areas of government.

The Guide sets out how an internal review should be conducted and what it might look like, and provides checklists for each applicable Act under which an internal review can be conducted. It also provides a method to ensure that the OFT can fulfil its legislatively mandated role in administering relevant Acts, while implementing a useful tool that helps foster strategic thinking across government.

Delivering public policy by engaging effectively with small and medium businesses (2007)

Project Team: Richard Carter (Department of Primary Industries), Danyelle Carter (Department of Environment and Conservation) and Hassan Raisianzadeh (WorkCover Authority)
Contact: richard.carter@dpi.nsw.gov.au

Government programs frequently need to change practices of some of the 400,000 or so small and medium businesses in New South Wales. This study investigates the strategies adopted by government agencies in securing participation and engagement of businesses through a case study of WorkCover NSW.

The project found that WorkCover's Business Assistance Branch (BAB) utilised most best practice strategies including sharing skills with other businesses, linking business outcomes to the change, reducing costs through subsidies, a range of strategies to suit the diversity of small businesses, a personal approach, and working with business services. The Unit also promotes services to business managers who are not positive about the need to change. The WorkCover case studies demonstrated that programs including mentoring, work-site visits and workshops are effective approaches that may increase small and medium business engagement.

Feasibility study on cross agency eligibility lists for ATSI employees (2007)

Project Team: Kathleen Kenna (Department of Commerce), John Alexander (Roads and Traffic Authority), Nel Buttenshaw (NSW Health), Catherine Watson (NSW Parliament) and Robyn Manzie (NSW Health)
Contact: kathleen.kenna@commerce.nsw.gov.au

In December 2006 the NSW Government endorsed the recommendations of the Council on the Cost and Quality of Government (CCQG)'s Review of Recruitment Practices and recommended a range of legislative, policy and practice reforms as well as a new sector wide e-recruitment system.

This project examines the feasibility of a cross-agency eligibility list as one component of the required policy and procedural changes to enable the new e-recruitment system to work effectively. It focuses on the possibility of a pilot study of a cross sector eligibility list for Aboriginal and Torres Strait Islander (ATSI) employees. It concludes that cross sector eligibility lists have the potential for significant recruitment cost savings and increased retention of suitable candidates within the public sector. Some modifications to the Personnel Handbook and Public Sector Employees Management Act may be required, as well as modifications to operational policies and systems.

Managing the machinery of government agency mergers in NSW (2006)

Project Team: Janice Pullen (Department of Environment & Conservation), Elizabeth Wall (Workcover Authority) and Ray Duncan (Tow Truck Authority of NSW)
Contact: Janice.Pullen@environment.nsw.gov.au

This project developed a guide to assist agencies that may need to undertake a merger process in the future. It outlines what to expect and provides a checklist to support planning and/or implementing a merger. The report included consideration of the roles of the Department of Premier and Cabinet and NSW Treasury in the process, the changes needed for mergers to occur and the challenges that agencies may face. Two recent mergers were examined as brief case studies. A literature search and interviews with senior public sector personnel directly and indirectly involved in government agency mergers were also undertaken.

Retaining and developing potential leaders in the NSW public sector through a Rotational Secondment Program (2006)

Project Team: Libby Abraham (Department of Lands), John Haswell (NSW Health), Rachel Nibbs (NSW Police), Andrew Scott (State Water Corporation) and Helen Overmyer (Country Energy)
Contact: libby.abraham@lands.nsw.gov.au

An important workforce planning issue for the NSW public sector is to attract and retain young people, particularly those with future leadership potential. This project progressed work done in 2004 by Slater which considered ways of 'Retaining Young People in the Public Sector'. This was achieved by developing a workable model of a rotational secondment program suitable for state government, with an emphasis on improving the retention and development of potential leaders. The report offered 4 key recommendations to progress the proposed framework to an operational model, and added to a number of public sector recruitment and retention initiatives.

Mature workforce retention (2006)

Project Team: Ibrahim Awad (Department of Natural Resources), Mark Glanville (Department of Lands), Elizabeth Kristensen (NSW Health), Warren Stalder (Roads and Traffic Authority) and Dennis Stanley (Country Energy)
Contact: elizabeth_kristensen@wsahs.nsw.gov.au

This project sought to complement a larger Mature Workforce Retention Project coordinated by the Department of Ageing Disability and Home Care and Premier's Department, and also involving Country Energy, NSW Health, NSW Treasury and the Attorney General's Department. A survey was conducted across four NSW public sector agencies to identify the significant barriers and enablers around flexible work practices for mature aged workers, under the themes of culture, structure, resources and capability. All four agencies reported having flexible work policies with the challenge now being to implement enabling practices rather than further develop policies. The four most significant barriers were found to be lack of organisational flexibility, negative attitudes towards flexible work practices, restructures and awards/conditions of employment. The most significant enablers were identified as positive attitudes towards mature workers, supportive organisation and access to skills training for staff. The project team made recommendations based on the survey findings.

Business continuity planning for a pandemic (2006)

Elaine Schofield (NSW Parliament), Delia Witney (Country Energy), Paul Abraham (Department of the Arts, Recreation and Sport) and Barry Nicholls (Department of Housing)
Contact: elaine.schofield@parliament.nsw.gov.au

This project considered ways of improving the compliance of small and medium size agencies to develop a Business Continuity Plan (BCP) for a pandemic scenario. The project developed a 'toolkit' to develop a BCP and identified relevant internet sites for further reference. The NSW State Emergency Human Influenza Pandemic Sub-Plan was approved during the life of the project and was incorporated into the processes for agencies to follow. Many smaller agencies have not incorporated this scenario into their BCP due to a lack of resources, competing priorities and a lack of expertise in BCPs. The project outcomes aimed to assist small to medium sized agencies to get started on their own projects.

Overcoming communication challenges to the acceptance of recycled water for industrial uses (2006)

Project Team: Ann Kinnear (NSW Health), Adrian Langdon (Department of Energy Utilities and Sustainability), Steven Pearce (NSW Fire Brigades) and Rob Stefanic (NSW Parliament)
Contact: adrian.langdon@deus.nsw.gov.au

The experience of BlueScope Steel in Port Kembla, NSW in facing industrial action from the NSW Fire Brigades Employees Union upon preparation to commission the largest water recycling scheme for industrial purposes in Australia was examined in detail for this project. The study highlighted the importance of communication and inclusion. Acceptance by the workers that may be directly exposed to the recycled water supply is crucial. This acceptance mainly relies on workers being confident that they will not be subjected to additional health risks. Such confidence is best achieved through effective education, early consultation and regular, detailed and timely communication regarding the safety of recycled water. The project found that communication about water quality, processes used to treat the water and the proposed uses of the water are of particular importance.

Developing better incentive-based mechanisms within the budget process (2006)

Project Team: Catherine Parker (Roads and Traffic Authority), Rosemary Caruana (Department of Corrective Services) and Matt Roberts (NSW Treasury)
Contact: Matthew.Roberts@mail.treasury.nsw.gov.au

This project described the way key stakeholders in NSW view the Budget process. This included identifying disincentives and incentives for agencies to reveal cost information on potential efficiency savings within expenditure programs. Drawing on relevant research and examples from across the regulatory field, this project also developed suggestions for better 'incentive-based' mechanisms within the budgeting framework. Such a framework better facilitates the sharing of cost information, which, in turn, leads to efficiency savings within agencies and improved 'whole-of-government' service delivery.

Review of the Crown Employees (Transferred Employees Compensation) Award to facilitate relocation of staff within regional and rural NSW (2006)

Project Team: Jillian Hartley (Dept of State and Regional Development), Paul Knight (Dept of Lands), Rod Smith (State Water) and Warren Hay (Country Energy)
Contact: paul.knight@lands.nsw.gov.au

This project reviewed the Crown Employees (Transferred Employees Compensation) Award in relation to other similar industry based Awards. It was concluded that there is a critical need to introduce consistency and equity in outcomes and to ensure the public sector remains competitive as an employer. Hence, a review of salary packages, incentives, transfer rights, housing subsidies and allowances (taking into account the additional cost of remote area living, social isolation and paucity of services) was needed to identify areas for streamlining / enhancing provisions across agencies. The project team made 16 specific recommendations for amending the Award in these areas. It also concluded that customised packages are needed to for remote areas, compared with the Greater Metropolitan Region and coastal areas.

Public services in rural and remote NSW - a framework to guide future resource allocation (2006)

Project team: Kylie Nicholls (Attorney General's Department), Irene Siu (Roads and Traffic Authority) and Dougie Herd (Office of the Disability Council of NSW)
Contact: kylie_nicholls@agd.nsw.gov.au

This project analysed the challenges of providing government services in rural and remote areas of NSW and the decision-making challenges for government agencies to continue to meet those needs. Electronic service provision was found to be only part of the solution, as not all services can be provided in that way. Hence, a framework to aid decision-making was developed to add to current government research, analysis, ideas and solutions.

Best practice training and support models for working with Aboriginal communities to implement government policy (2006)

Project Team: Jennifer Batten (Department of Education and Training), Pheona Arndell (Department of Ageing, Disability and Home Care) and Chris Cooper (Country Energy)
Contact: Jennifer.Batten@det.nsw.edu.au

Current NSW Government policy outlined in the Two Ways Together Aboriginal Affairs Plan requires a whole-of-government approach to service delivery with shared responsibility between government and Aboriginal communities. This project reported on best practice models in training and support of front line departmental staff working with Aboriginal communities in a 'new governance' model. The Murdi Paaki COAG (Council of Australian Governments) trial was used as a case study and Indigenous employees from three governments agencies were interviewed. The key finding was that the coordinated implementation of a two-tiered cultural education and training program across agencies will have a significant impact. This program should be quality assured and nationally accredited.

Benchmarking the effectiveness of an administrative restructure: lessons from the NSW Treasury's Office of Financial Management (2005)

Project Team: Trish Bullen (NSW Health), Michael Di Francesco (NSW Treasury), Bob Eldridge (Department of Primary Industries) and Steven Reynolds (NSW Parliament)
Contact: michael.difrancesco@mail.treasury.nsw.gov.au

Recognising productivity improvement as a major current priority for the NSW public sector, this project considered how to promote productivity improvement by 'doing better with what we have'. The Organisational Effectiveness Profile (OEP) model of organisational was examined. The recent example of a successful administrative restructure in the NSW Treasury Office of Financial Management (OFM) was reviewed to demonstrate how the OEP tool could be used. This project had two sets of key findings: the first related to the effectiveness of the OEP as a 'ready-to-hand' diagnostic tool for program managers; the second set, which were more tentative, related to better change management processes suggested by the case study.

Evaluation of cost savings from changes in motor vehicle procurement (2005)

Project Team: Ian Holt (Department of Lands), Catherine Waddell (Country Energy), Glenn Tritton (Department of Primary Industries) and Manam Manamperi (Roads and Traffic Authority)
Contact: Ian.Holt@lands.nsw.gov.au

The Department of Commerce (StateFleet) administers motor vehicle leasing arrangements for Budget Sector agencies. In July 2003 a new leasing arrangement saw Budget Sector vehicles funded by the NSW Treasury Corporation and managed by StateFleet. This project explored the most cost effective method of procuring large four wheel drive (4WD) vehicles. Of particular impetus to the analysis was the cost of specially fitted accessories (up to $10,000) required in day-to-day service delivery versus their design life and expected residual value at the end of the lease.

The project team conducted a detailed cost analysis of a Toyota Landcruiser 4WD motor vehicle based on leasing through StateFleet versus outright purchase of the vehicle. The analysis concluded that it would be cost efficient to purchase and retain large 4WD vehicles up to 150,000 kilometres, travelled over four to five years. This could equate to savings of $13 million. The report recommended that StateFleet consider the introduction of a further commercial vehicle lease term of 48 months/125,000 kms for those agencies using specially fitted out commercial vehicles in service delivery if vehicle purchase is not a budgetary option.

Developing recruitment selection tools using behavioural competencies (2005)

Project Team: Nathan Rothchild, Priscilla Waites and Domenic Zappia (NSW Bizlink)
Contact: Nathan.rothchild@bizlink.nsw.gov.au

This project builds on the current skills of public servants competent in merit selection techniques. It is recognised that recruitment panels are sometimes formed with little notice and selection tool development is sometimes not sufficiently rigorous due to time restrictions. A four step process was crafted to determine appropriate and robust behavioural questions and/or activities to test applicant skills and ability using known selection criteria. Behavioural indicators were also developed in the process to improve consistency in observation by panel members. The process includes templates for use during the interviews.

Key factors for effective implementation of NSW Treasury's Results and Services policy initiative (2005)

Project Team: Sarah Fairfull (Department of Primary Industries), Ian Kelly (Sydney Harbour Foreshore Authority), Tony Mamo (Ministry of Transport) and Cristina Thompson (NSW Health)
Contact: kellyi@shfa.nsw.gov.au

This project explored key factors contributing to the effective implementation of NSW Treasury's Results and Services Planning policy initiative, from the perspective of a selected sample of senior executives of the Department of Community Services (DoCS). The analysis used the Organisation Effectiveness Profile (OEP) model. Key findings and recommendations relevant to DoCS and Treasury were presented together with a conclusion as to the major gains for agencies in implementation of the Results and Services Plan policy initiative.

Employee attraction and retention issues for the Department of Corrective Services and Department of Juvenile Justice (2005)

Project Team: Rachel Hurford (Premier's Department), Margaret Maljkovic (Department of Housing), Michael Davidson (Department of Lands) and Neville Cooper (Country Energy)
Contact: rachel.hurford@premiers.nsw.gov.au

In the Premier's Department's 2004 Workforce Planning Agency Survey, some agencies reported difficulties in attracting and retaining employees. 'Poor public image of our agency or sector' was identified as the second most common reason for problems in attracting the right employees, relating to 73% of the sector. This project offered insight into the issues and challenges for two agencies within the Justice cluster, the Department of Corrective Services and the Department of Juvenile Justice, through interviews with current and ex-employees in a range of roles. The findings suggested that while each agency could better promote a number of positive factors about its work, there are a number of issues that could be more effectively addressed. This report recommended both agency specific and more general initiatives to assist with the attraction and retention of employees.

Draft guidelines for enhancing consultation between Aboriginal Education Consultative Groups (AECGs) and NSW Government agencies (2005)

Project Team: Howard Kennedy and John Humphrey (Department of Education and Training)
Contact: John.Humphrey@det.nsw.edu.au

This project sought ways to enhance interaction/consultation between the NSW Aboriginal Education Consultative Groups (AECGs), the NSW Dept of Education and Training (DET) and the NSW Board of Studies. Consultation involved a number of Government agencies, community groups and individuals. The project paper includes: historical context, an account of current practice, key insights identified through research, principles of decision making and meetings from both Aboriginal and non-Aboriginal perspectives. The project also developed key principles of interaction and draft Codes of Practice for various levels of interaction/consultation as well as identification of strategies for the future. It is envisaged that the outcomes could be used by other agencies to enhance their relationships with their Aboriginal constituents.

Cross-agency systems - Online Grants Administration System (2005)

Project Team: Erika Berzins (WorkCover NSW), Filiz Cabadag (Department of Commerce), Adrian Crowe (Country Energy), Wayne Patterson (Department of Lands) and Dr John Sanders (NSW Health)
Contact: erika.berzins@workcover.nsw.gov.au

The Online Grants Administration System was developed in 2003 to enhance the service outcomes of grants administered by 12 NSW agencies and totalling $2 billion annually. This project reviewed best practice in other jurisdictions (Australian and international), compared the current and past social and professional environments conducive to stakeholder buy-in, and analysed similar web-based whole-of-government tools.

The project's key finding was that the Business Case developed in 2003 focused on an expensive high-risk IT technical solution without the supporting framework encompassing the entire grants administration process. Recommendations provided a simplified technical solution, the outline of an integrated grants administration framework, and solutions to the effective engagement of, and take-up by, stakeholders.

Options to reduce the number of Ministerials and rationalise the process (2004)

Project Team: Catherine Burn (NSW Police), Ian Palmer (NSW Treasury) and Michael Gordon (Country Energy)
Contact: ian.palmer@osr.nsw.gov.au

This project considered ways of improving the efficiency of ministerial correspondence - a process conducted by every government department.  Six different departmental processes for this correspondence were examined with opportunities identified for significant cost savings. These included better use of electronic filing; central agency points for MPs to contact a department, and creation of a knowledge database. Other recommendations are detailed for the six departments examined.  They may have applicability for improved processes across a broader range of agencies.

Best practice internal communication strategies in large public sector agencies (2004)

Project Team: Natalie Banicevic (Country Energy), Margot Beach (Department of Ageing, Disability and Home Care), Kevin Harris (Dept Juvenile Justice), Vincent Kelly (Country Energy) and Kate Mackaness (Department of Education and Training)
Contact: kate.mackaness@det.nsw.gov.au

Large organisations offer specific challenges in the provision of timely quality information.  This project reviewed literature around organisational communication to identify best practice strategies to inform internal communication in large Government departments.  It also discusses measures available for assessing the efficiency of organisational communication and constructs a resource package to apply these strategies.

Aboriginal tourism in NSW: sustainability and development (2004)

Project Team: Roxanne Smith (Department of State and Regional Development), Eloise Eaton (Sydney Harbour Foreshore Authority) and Ray Abe (Sydney Water Corporation)
Contact: Roxanne.Smith@business.nsw.gov.au

This project examined issues limiting the development of Aboriginal tourism in NSW and proposed a number of key initiatives to improve outcomes.  Key hurdles to ensuring better business ventures in NSW to mimic (better) tourism outcomes evident in the Northern Territory and North Queensland, include improving the poor level of engagement of Aboriginal communities in developing policy and strategies from the initial stages; issues in a 'whole of government' approach; a lack of clarity across agencies on where responsibilities and accountabilities lie; developing a successful collegiate approach at field operational levels; access to 'start-up' capital; time delays and levels of forms and bureaucracy associated with multi layered approvals. The report offers four key initiatives to overcome these hurdles with collaboration between agencies and stakeholders offering the key to improved outcomes.

Results based accountability: delivering results for NSW (2004)

Project Team:  Ross Beaton (Department of Community Services), Damien Eggleton (Department of Ageing, Disability and Home Care), Marjolein Gerber (Attorney General's Department), Eugene McGarrell (NSW Health) and Eileen O'Sullivan (Department of Infrastructure, Planning and Natural Resources)
Contact mgerber@agd.nsw.gov.au

This project offers a powerful tool for improving an agency's performance and for communicating internally and externally about the real state of service delivery. It also offers a useful framework for cross-agency work, assisting in clarifying roles, responsibilities, contributions and budgets.  The central thread of this report is the relationship between an identified priority to improve outcomes for clients or communities and the need for performance management and management systems to drive better outcomes.  Utilising a RBA framework can be a strategic step toward shared outcomes in challenging and complex policy areas.  Successful implementation is assisted by a number of factors including timed plans, allocation of people and resources, and strong engagement in the process.

Building resilience for children in Out of Home Care (2004)

Project Team: Megan Lewis (Department of Ageing, Disability and Home Care), Cathy Williamson (Department of Ageing, Disability and Home Care), Stephen Rodwell (NSW Health) and Gaby Brun (Ministry of Transport)
Contact: cathy.williamson@dadhc.nsw.gov.au

This project provides a framework for best policy and practice to address the needs of children and young people who are involved in State intervention or who are in Out Of Home Care.  The report discusses both 'protective approaches' and 'connective approaches' and offers an analysis of a collaborative approach focusing on longer term outcomes.  It also examines leadership challenges and offers a way forward to trial recommendations.

Agencies working together (2004)

Project Team: Norman Angelkovic (NSW Police), Graham Cross (Department of Infrastructure, Planning and Natural Resources), Leslie Gonye (NSW Parliament) and Steven Wilson (Country Energy)
Contact: les.gonye@parliament.nsw.gov.au
 
This project focused on public sector reform drivers in relation to increased expectations of service delivery through the theme of agencies working together. It identifies some key issues in getting agencies to work together by exploring a sample of academic literature and providing examples from integrated service delivery programs both globally and in NSW.  The project also attempts to find out what is happening on this front in NSW. This is done by a practical approach through interviews and surveys of senior officers and key practitioners. From these key findings practical recommendations are made to update and enhance NSW guidelines and practices. From there challenges and opportunities are discussed, such as ways to flexibly respond to citizen's demands, use of technology as a bridge and increasing the capacity of the organisation to accommodate change.

Contemporary performance measurement and development in NSW - Two Case Studies (2004)

Project Team: Michael Hurley (NSW Fire Brigades) and Kaustuv Mukherjee (Department of State and Regional Development)
Contact: michael.hurley@fire.nsw.gov.au

Using the NSW Fire Brigades and the Department of State and Regional Development as case studies, this project discussed the measurement of service delivery improvements through measurement of service results. Questions of whether agencies are delivering and indeed improving services require measurement of outcomes.  Strategies, key result indicators and service measures to achieve strategic goals are detailed in each case study. The findings suggest that measures of program outcome are not common across government, better internal mechanisms need to be created to demonstrate 'value for money', and there is scope to use existing data to improve efficiencies.

New and existing technologies to provide and enhance services to clients in rural and remote area of NSW (2004)

Project Team: Alex Colquhoun (Legal Aid Commission), Leonie Jacques (Attorney General's Department) and Scott Seaman (Department of Primary Industries)
Contact: scott.seaman@dpi.nsw.gov.au

Government agencies often struggle with appropriate and equitable service delivery to rural and remote communities in NSW.  While this project first sought to document new and existing technologies to enhance service delivery, it then offered guiding principles for decision-making relating to communication and appropriate and effective selection of information and service technologies.  It offered five key messages for getting this right. These include technology as one component of a balanced communication package and the importance of identifying the target audience's needs and wants.

Review of a 'Community Solutions' project in Woolloomooloo, Sydney 2002-2003 (2004)

Project Team: Bob Deacon (Sydney Harbour Foreshore Authority), Marjorie Anderson (Department of Juvenile Justice), Dave Darcy (NSW Police), Margaret Banks (NSW Health) and Paul Clark (Country Energy)
Contact: Marjorie.anderson@djj.nsw.gov.au

This project reviewed the effectiveness of a Community Solutions project in Woolloomooloo sponsored by Premier's Department in 2002/3. The project reviewed the literature and interviewed key players from both government and non-government service providers.  Seven findings highlighting opportunities for sustainable outcomes were identified and some short term outcomes outlined. 

A key finding was the critical importance of community consultation at the outset, clear vision and objectives and inclusion of community representatives.
This project also offered insight into barriers which can diminish outcomes and some key strategies for good project management in areas requiring community engagement.