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Commonwealth of Australia - The Treasury

Annual Report 2014/15

Management of Human Resources


The People and Organisational Strategy Division, part of Corporate Strategy and Services, has primary responsibility for the Treasury’s people management and organisational capabilities. The division helps the Treasury set and deliver its strategic direction and provide a work environment that enables staff to be productive. It provides advice and delivers organisational strategies, change management, workforce planning, organisational development and wellbeing, performance management, recruitment, people strategies and policies, governance and audit, and learning and development.


  • Invested in workforce planning to continue to attract, retain and develop a targeted, skilled and diverse workforce within an environment of reducing resources.
  • Finalised a strategic staffing process to meet the operating budget over the forward estimates.
  • Strengthened the Performance Management System by incorporating the Integrated Leadership System clusters.
  • Managed the Enterprise Bargaining process.
  • Continued to review the Graduate Development Program to improve workforce capability and strengthen talent management.
  • Created a Business Services Division to deliver more efficient corporate services and support.
  • Established a Sydney office to attract specialist skills and experience to complement the Treasury’s current capabilities and to increase contact with key stakeholders.

Workforce planning

Following voluntary redundancy and SES incentive to retire processes between 2012 and 2014, an involuntary redundancy process was finalised in August 2014. Through these processes the Treasury has reduced staff numbers from a peak average staffing level (ASL) of 1,018 in 2010-11 to an estimated ASL of 815 in 2014-15. This occurred despite the Treasury absorbing an additional 52 staff following machinery of government changes in December 2013.

The Treasury is now well placed to meet its operating budget out to 2017-18.

Performance management systems

The Treasury’s Performance Management System was introduced in 1999. Since then the performance of APS-EL staff has been assessed biannually against set criteria contained in the Work Value Matrix, a capability framework developed specifically for the Treasury. In 2014-15 the Integrated Leadership System (ILS) clusters were introduced as the basis for assessing APS-EL staff performance.

The implementation of the ILS clusters was accompanied by information and training sessions, including staff focus groups hosted by deputy secretaries and workshops for all managers.

The first formal performance appraisals using the ILS clusters were in March and April 2015, after a rigorous benchmarking process for all classifications at the division, group and department level. Greater accuracy and consistency of ratings have increased staff confidence in performance management processes and the sophistication of the ILS framework has helped managers give more detailed and constructive feedback to staff.

SES officers continue to be assessed against the Senior Executive Leadership Capability Framework, with one SES appraisal round held in October 2014. SES potential was also assessed, using the three criteria of ability, aspiration and engagement.

Workplace relations

The nominal expiry date of the Treasury Workplace Agreement 2011-14 was 30 June 2014 requiring the Treasury to negotiate a new agreement during the year. The Workplace Agreement operates in conjunction with Commonwealth legislation and Treasury policies and guidelines to define the terms and conditions of employment for staff.

On 14 May 2014 the Secretary announced the Treasury’s intention to bargain with employees on a new enterprise agreement. Bargaining continued through 2014-15 and an offer was formally presented to staff on 1 May 2015. The ballot was open from 30 June through to 2 July 2015. Of the 823 staff eligible to vote, 557 staff participated in the ballot. Fifty-eight per cent of staff voted in support of the proposed Treasury Enterprise Agreement 2015-18.

Recruitment and secondments

The Treasury’s recruitment activity in 2014-15 was limited to filling critical roles in line with the APSC Interim Recruitment Arrangements.

A campaign for APS5 and APS6 policy officers was advertised to ongoing APS employees in December 2014, resulting in a small number of lateral recruits into the department.

In September 2014 expressions of interest for a formal departmental transfer round were advertised, with 52 movements in December 2014. A further round was advertised in May 2015, with 45 movements in September 2015.

The Treasury graduate program is a key recruitment initiative, with 22 graduates commencing in February 2015.

The Treasury secondment program facilitates a structured exchange of staff which enables mobility, encourages information sharing, promotes innovation, deepens understanding of the practices of other industries and organisations and creates wider networks. The secondment program is an important mechanism to assist the Treasury to deliver on its strategic capabilities.

The program builds organisational leadership and drives positive cultural change through the connection and exposure of Treasury staff to new ideas, alternative leadership styles, a diversity of approaches to policy-making and the challenges and practicalities of implementing policy decisions.

At 30 June 2015 there were 42 secondments into Treasury — 38 government and four non-government staff. Twenty-four Treasury employees were seconded to 22 government and two non-government organisations.

Learning and development

The Treasury is committed to providing career and professional development opportunities to increase the capability of individual staff and the overall capacity of the department. The Treasury’s future investment in learning and development will be guided by a learning and development strategy and operational plan, endorsed by the Treasury’s People Committee in June 2015.

During 2014-15, the Treasury delivered a number of targeted and strategic development opportunities to increase workforce capability. Programs offered included:

  • The Management Development Program for new and emerging managers;
  • Talking Performance workshops for staff in both managerial and non-managerial roles;
  • ILS workshops for staff in managerial roles;
  • Targeted Individual Development courses for graduates;
  • Inclusive Workplace Committee Leadership Seminar Series with guest speakers from a wide range of industry and public sector backgrounds;
  • Executive coaching; and
  • Introduction to Economics, for APS and EL staff without economics training.

The Treasury also supported staff development by providing scholarships and awards for postgraduate study in 2014-15.

  • Five Treasury staff were undertaking PhD research at the Australian National University through the Sir Roland Wilson Foundation PhD Scholarship program.
  • Treasury Post Graduate Study Awards assisted three staff to study at the Australian National University, Columbia University and the University of Michigan.
  • One Treasury employee received a scholarship from the Ministry of Education, Culture, Sports, Science and Technology, Japan, to undertake a Master of Public Policy at the National Graduate Institute for Policy Studies, Tokyo.

Study assistance was provided to 141 staff undertaking study during semester two 2014 and semester one 2015. The most common fields of study in 2014-15 included Economics, Law (including the Graduate Diploma of Legal Practice), Accounting, Public Policy and Taxation.


The Treasury promotes a workplace culture that values and supports the health and wellbeing of staff, and measures and monitors staff wellbeing through the State of the Service survey, exit survey reports and human resource data. The People and Organisational Strategy Division provides staff and the Executive Committee with regular wellbeing information including the Treasury’s performance benchmarked against the broader APS.

During 2014-15, the Treasury:

  • revised the department’s Rehabilitation Management System to streamline and make information easier to access;
  • promoted wellbeing initiatives including Mental Health Week and a Wellbeing Expo and offered several health and wellbeing activities. See Part 5 Appendices Work Health and Safety for more information; and
  • provide an Employee Assistance Program (EAP). The program provides Treasury staff, their immediate family members and other people they share a close relationship with, access to a free professional and confidential counselling service to assist with both work and personal issues. The employee assistance service collects generic data that provides guidance for departmental wellbeing strategies.

Staffing information

Total employees



At 30 June 2015 there were 835 staff (800.3 FTE) employed at the Treasury (excluding unpaid inoperative staff), a drop of 12 per cent from 951 (920.8 FTE) staff at 30 June 2014.

Employee status


The majority of the Treasury's operative staff were employed on an ongoing basis (97.2 per cent) and 14.8 per cent worked part-time (at 30 June 2015). The part-time rate increased from 12.3 per cent since 30 June 2014.

Gender diversity



Women made up 51.5 per cent of the Treasury's workforce at 30 June 2015, an increase from 50.6 per cent a year ago. At the same time, women made up 28.6 per cent of Treasury's Senior Executive Service, down from 33.3 per cent at 30 June 2014.

Table 2: Operative and paid inoperative staff by classification and gender as at 30 June 2015 based on actual headcount
Classification Men Women Total
APS2 0 1 1
APS3 15 14 29
APS4 26 41 67
APS5 34 61 95
APS6 102 110 212
EL1 92 101 193
EL2 80 80 160
SES Band 1 33 13 46
SES Band 2 16 6 22
SES Band 3* 6 3 9
Secretary 1 0 1
Total 405 430 835

Note: excludes unpaid inoperative staff

* SES Band 3 figures as at 30 June 2015 are inflated as a result of a number of temporary acting arrangements. The number of deputy secretary positions at 30 June 2015 was six, however there were three acting arrangements in place resulting in nine individuals at the SES Band 3 level at this date.

Figure 4: Treasury staff at interstate and overseas locations

World map showing interstate and overseas locations

* As at 30 June 2015 the Treasury was working towards 30 staff in the Sydney office by late 2015.

The majority of the Treasury staff are based in Canberra. The Treasury's work requires some staff to work interstate and overseas, as listed on the next page.

The Treasury's Sydney office was established in 2014-15. In 2015-16, additional staff will commence in Sydney, including staff movements from Canberra and secondments from other organisations moving to an operational level of 25-30.

Senior Executive Services remuneration

Senior Executive Service (SES) remuneration and conditions are determined under section 24(1) determinations (with some residual Australian Workplace Agreements), supported by a remuneration model that determines pay levels within each SES level, based on performance (Table). The Treasury does not offer performance pay. There were no changes to SES remuneration in 2014-15.

Table 3: Senior Executive Services remuneration
  September 2014 September 2013
  Minimum Maximum Minimum Maximum
Classification $ $ $ $
SES Band 1 189,757 220,540 189,757 220,540
SES Band 2 232,573 272,215 232,573 272,215
SES Band3 301,399 352,984 301,399 352,984

Remuneration ­— non-SES employees

There were no changes to APS-EL remuneration in 2014-15.

Table 4: Remuneration – non-SES employees
  July 2014 July 2013
  Minimum Maximum Minimum Maximum
Classification $ $ $ $
APS1 43,147 46,855 43,147 46,855
APS2 49,734 53,026 49,734 53,026
APS3 56,318 59,608 56,318 59,608
APS4 62,902 66,193 62,902 66,193
APS5 70,722 75,250 70,722 75,250
APS6 79,777 96,651 79,777 96,651
EL1 104,060 119,369 104,060 119,369
EL2 127,106 145,874 127,106 145,874

Workplace diversity

The Treasury is committed to a workplace culture that supports and promotes diversity. The Treasury’s Inclusivity and Diversity Strategy is made up of four key streams of work: the Progressing Women initiative, Agency Multicultural Plan 2013-15, Reconciliation Action Plan 2014-16, and Disability Action Plan 2014-18.

The Inclusive Workplace Committee (IWC) oversees the implementation of the Progressing Women initiative, including with regard to policies, programs, actions and procedures. Each group reports annually to the IWC on its Progressing Women achievements. The Performance Management System incorporates a gender-based analysis of ratings which is monitored by the IWC. This data enables emerging trends to be identified and addressed.

The Learning and Development program prioritises the inclusivity agenda. The leadership, management and graduate development programs incorporate elements of working inclusively, and workshops on the Integrated Leadership System (ILS) clusters include unconscious bias as a topic.

The Treasury is committed to attracting, supporting and retaining Indigenous staff, encouraging them to develop to their full potential and to celebrate important cultural events. The Treasury supports multicultural access and equity and aims to provide advice that is culturally sensitive.

The Treasury is committed to supporting staff with a disability by providing tailored reasonable adjustments such as adaptive technologies and other practical support.

The Treasury workforce at 30 June 2015 is shown below by Equal Employment Opportunity target group with the percentage point variance from 30 June 2014 in parenthesis.

Figure 5: Treasury workforce by Equal Employment Opportunity target

Women 430, Born overseas 154, Indigenous 3, Women in the SES 22, English as a second language 82, Disability 17

At 30 June 2015, 14.8 per cent of Treasury staff worked part-time, with 23.9 per cent of female staff and 5.4 per cent of male staff working part-time.