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Legislative Assembly for the ACT: 2015 Week 06 Hansard (Thursday, 14 May 2015) . . Page.. 1823 ..

services to the people of Canberra. Key to meeting this challenge will be the ACT public service’s ability to improve culture and capability. One of the most important messages coming out of the report is the requirement for leaders in the public service to lead by example—to demonstrate the values and behaviours outlined in the code of conduct. A comprehensive set of workplace strategies and practical tools is being created to further develop our leaders’ ability to lead by example and to support the prevention of inappropriate workplace behaviour.

MADAM DEPUTY SPEAKER: Sorry, Mr Barr, if you could resume your seat for a moment. Members, I have asked you once before. I do not think you realise how loud your voices are. If you would not mind keeping the noise down or going out into the anteroom if you want to have conversations. Sorry, Mr Barr.

MR BARR: Thank you, Madam Deputy Speaker. The release of the ACT public service performance framework in 2013 introduced a discussion on how public servants demonstrate the ACT public service values and behaviours in the workplace. The public service is now taking this initiative one step further with the development of a shared capability framework.

A series of workshops for ACT public service executives is also currently being held to foster skills in creating productive teams who know what is expected of them. Events are also planned to increase the capability of middle managers to innovate, to encourage empowerment and to lead by example.

The release of the framework introduced a discussion on how public servants demonstrate these values, and these capabilities will apply to everyone in the public service, regardless of their level or specific role. They will describe key behaviours, skills and understandings that can be universally expected in every workplace.

The public service has listened to feedback from directorates which highlighted a need for resources and tools to manage workplace behaviour and for these to be more accessible. In response, an online manager’s toolkit has been developed to bring together all the relevant tools a manager requires to deal with issues quickly, consistently and with confidence.

The report not only dealt with matters relating to workplace behaviour but also with issues associated with employment strategies for Aboriginal and Torres Strait Islander people and people with a disability respectively. The Assembly would be aware that the ACT public service has struggled to meet targets outlined in the employment strategies, specifically in relation to the employment of Aboriginal and Torres Strait Islander people.

These and other matters were extensively discussed during hearings of the Standing Committee on Health, Ageing, Community and Social Services inquiry into ACT public service Aboriginal and Torres Strait Islander employment which took place in the period from May 2013 until March 2014. As discussed during the inquiry, not meeting the targets can be attributed to a number of factors, including the initial development of the targets, the loss of champions relating to the strategies, accountability to meet the targets and a shift in focus with the implementation of the code of conduct.

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