Our people
Safety and wellbeing
The safety and wellbeing of our people is fundamental to the work we do and the successful delivery of our
programs – and a critical factor in supporting our lead-agency role in public and private land, water and fire
management.
The foundation of our approach to safety and wellbeing
is the visibility of the Safety and Wellbeing Policy.
This policy requires employees to Think Safety and Work Safely within the framework of Lead, Understand, Act
and Improve.
The aim is to build a culture that provides a working environment, resources and support to ensure everyone returns home safely and in a
good state of mind at the end of each work day.
Our people are now empowered to act to eliminate and minimise risks and hazards to achieve the highest level of safety possible. Safety is
everyone’s responsibility and a reporting culture is central to continuous improvement and compliance.
In support of the policy:
• The department continued to deliver the Leading Safety in DEPI and Job Safety Planning training. Leading Safety in DEPI is a WorkSafe
endorsed program designed to build awareness in managers and team leaders of their obligations under OHS legislation. The program is
mandatory for all employees who have management or supervisory responsibilities of one or more employees. Job Safety Planning is the
process and tools used to plan jobs so that they can be completed safely. The training program is mandatory for all employees and
empowers employees with the tools to undertake their work safely.
• Safety Advisors made more than 460 site and field visits across the state during 2012–13. The visits take the form of an audit program,
enabling the Safety Advisors to coach all managers and employees on how to meet their obligations and to integrate safety into daily tasks
and strategic projects. This includes a site inspection schedule, Hazardous Substance and Dangerous Goods audits and embedding the Job
Safety Planning process.
• New Contractor Safety Management and Hazardous Substances Dangerous Goods training also commenced in 2012–13.
• The department continued to develop Safe Operating Instructions for the use of plant and equipment and Safe Work Operating Procedures
for working safely.
• DEPI provided an ongoing commitment to the Hazardous Trees Project which involved significant consultation across the state.
• Safety and wellbeing information portals for employees and our Networked Emergency Organisation (NEO) partners were updated.
• A number of recommendations to improve the way in which the department responds to emergency response situations were identified at a
Fire and Emergency Response debrief in March 2013.
• Dangerous goods and hazardous substances audits at all DEPI workplaces were completed and corrective actions commenced.
• The department continued to provide onsite staff counselling through the Employee Assistance Program provider. This program schedules
counsellors on a regular basis to visit onsite at DEPI offices and depots.
• The Peer Support program was evaluated and the department commenced implementing recommendations from the review.
• The Office of the Workplace Conciliator pilot program continued to provide assistance and support to staff looking to discuss workplace
issues or concerns in an informal and confidential way.
Enforceable undertaking
In January 2013, WorkSafe Victoria confirmed that the department successfully completed an Enforceable Undertaking in response to a
WorkSafe investigation following an incident in 2010. All undertakings were delivered and reported to WorkSafe in a timely manner.
Incident management
In 2012–13 a total of 630 incidents were reported. This is a decrease
from 662 in the previous year.
The number of standard claims increased from 42 in 2011–12 to 51 in
2012–13. Claim costs have decreased from $44,899 in July 2012 to $39,737 in July 2013.
The increased number of standard claims in 2012–13 is due to a considerable increase in fire activity around the state during the 2012–13 fire
season. The department had three fatalities that occurred during fire deployment, one in Tasmania and two in the North East region.
The increased fire activity also saw a growth in the use of safety resources with a large number of staff using employee assistance programs.
The department’s Return to Work performance improved in 2012–13.
The percentage of standard claims, who have lost less than 13 weeks
time from work, improved significantly.
OHS key performance indicators
Description
Performance indicator
2009–10
2010–11
2011–12*
2012–13*
609
666
662
630
Lost time incidents
-
108
83
84
Hazards
-
153
155
152
20.01
20.81
22.6
65
58
42
51
2.05
1.89
1.37
1.82
43
39
27
35
1.35
1.27
0.88
1.25
0
0
0
3
37,919
34,829
44,899
39,737
72.1
73.7
63.6
94.1
Incidents and hazards(1)
Incidents
Incident rate per 100 FTE
WorkCover(2)
Claims
Number of standard claims
Rate per 100 FTE
Standard claims with lost time
Rate per 100 FTE
Fatalities
Number of fatalities
Claim costs
Average cost per claim ($)
Return to work (RTW)
Percentage of RTW arrangements
initiated for claims exceeding 20 days
per 100 FTE
Management
commitment
Evidence of safety and wellbeing policy, strategy, regular reporting to senior
management, safety criteria in purchasing guidelines.
Achieved
Consultation and
participation
Designated work group structure, health and safety representatives (HSR) and issue
resolution procedure in place.
Achieved
Risk management
Internal audits/inspections conducted as planned.
Achieved
Reporting of incidents and injuries.
Investigation of incidents and corrective actions initiated.
Training
Safety and Wellbeing Induction
Job Safety Planning
Achieved
HSR training
Management training
Notes:
1. Data for 2010–11 and 2011–12 sourced from the department’s Safety Incident Management System and Fireweb. 2012–13 data sourced from POSSUM.
2. The incident and hazard rates based on 2012–13 FTE count taken at March 2013 and captures the majority of Project Firefighters.
3. Data sourced from the WorkCover Agent – Xchanging Pty Ltd, 2012–13 rate based on June 2013 FTE count. This excludes external contractors/consultants
and temporary staff employed by employment agencies.
* WorkCover results for 2012–13 have been sourced from Xchanging and differ slightly from what was reported last year.
Public administration values and employment principles
The department is committed to applying the values and employment principles as set out in the Public Administration Act 2004. The
department’s values are aligned with the public sector values and implemented through planning and performance management and reward
and recognition processes. The department applies merit and equity principles when appointing staff. The selection processes ensure that
applicants are assessed and evaluated fairly and equitably on the basis of the key selection criteria and other accountabilities without
discrimination.
Leadership and management development
A cornerstone of the department’s People Strategy is leaders who inspire high performing teams. Capable managers who lead are essential
for maintaining a strategic focus, an engaged and agile workforce and a safe working environment. These attributes are particularly important
if the department is to effectively respond to changes in our operating environment and shifts in community expectations.
To support managers and employees to adapt, embrace change and continue their important work, a range of learning and development
programs have been created.
Programs delivered included:
• Engaging People to Deliver Results – designed to achieve better quality performance conversations and prompt resolution of workplace
issues – was completed by 600 managers.
• A Diploma of Management was delivered for 43 regional participants.
• A range of change support programs and tools to assist with stress management and prevention, resilience and business continuity for head
office and regional participants.
In addition the department recruited 16 first year and 12 second year graduates and established a Coaching Community of Practice to
encourage managers to coach their staff and support on-the-job learning.
Diversity and inclusion
The department held regular awareness raising activities to promote diversity and inclusion by highlighting employee’s responsibilities and
obligations in creating a fair and equitable work environment. Events included Human Rights Day, International Day for People with a
Disability, International Women’s Day, Celebrate Cultural Diversity Week, Reconciliation Week and National Aboriginal and Islanders Day
Observance Committee (NAIDOC) week.
The department is developing priorities and actions to ensure diversity through the development of a Gender Equity Plan and an Aboriginal
Inclusion Plan. These two plans are currently in draft form and will go through a consultation process.
To progress gender equity across the department, actions undertaken in 2012–13 included the implementation of a pilot Women’s Leadership
program ‘My mentor – Challenging women to make it happen’. The Women’s Network met regularly during 2012–13 with guests including
Dale Fisher, CEO, Royal Women’s Hospital and Jenny Gray, CEO, Zoos Victoria and Sustainability Victoria’s Vera Lubczenko. The Network
continues to grow and has been successful in appointing a new Executive Champion.
The department set up an informal network for employees with disabilities and employees who are carers for family members with disabilities
to meet about shared issues and offer a supportive structure at work.
DEPI Bairnsdale recognised for indigenous partnerships
DEPI Bairnsdale won a 2012 Wurreker Award in recognition of its partnership work with the indigenous community. Examples of this work
includes the Indigenous Cultural Awareness Program for staff delivered by the Gunaikurnai Land and Waters Corporation, the Lake Tyers
Land Management project, the annual Coastcare Summer by the Sea program and an ongoing commitment to indigenous project firefighter
employment.
The Wurreker awards, presented by the Victorian Aboriginal Educational Association Incorporated, recognise and celebrate outstanding
achievements of individuals and organisations which work in partnership at a local, regional and state level to improve outcomes for Kooris in
education, training and employment pathways.
Lake Tyers Land Management trainee, Josh Kennedy, was named as a finalist in the ‘Public Sector Employee’ category. He has secured a
three-year Project Firefighter contract with the department and completed a Diploma in Conservation and Land Management at TAFE.
Strategic Engagement Facilitator Joanne Eastman, Indigenous Partnership Facilitator Mary Doland and Field Services Officer Josh Kennedy at the Wurreker Awards
Workplace relations
The VPS Determination 2012 concluded early in the financial year with Fair Work Australia able to bring the parties to an acceptable outcome.
Negotiations for a new Field Staff Agreement also concluded during 2013. This Agreement covers staff primarily involved in fire suppression,
planned burning and forestry work.
The department processes portfolio statutory authorities’ enterprise agreements through to government approval,
and provides industrial advice and assistance as required.
In 2012–13, 12 management logs were processed through to government approval, as were nine final agreements.
There were 28 grievances reported in 2012–13 with one existing grievance carried over from the previous year.
The table shows grievances by outcome:
Outcome
Number
Withdrawn
4
Not substantiated
5
Rejected
1
Resolved
14
No further action required
2
Open
3
Total
29
Proactive return to work strategy
This is a story about mateship, determination and perseverance. It is a good news story, but it started with the simplest of accidents – a slip
followed by a fall on
23 April 2012.
While working with two team mates to roll a felled and sawn storm damaged tree off the road and down an embankment, Project Firefighter
Robert Grech’s hands slipped on the surface of the log as it was moving to the edge of the road. Next thing Rob knew he was prone over the
log, and the log was gathering momentum rolling off the road and down the hill – taking him with it. Rob sustained two fractured vertebrae and
would be off work for six months.
Rob’s supervisor, David Bowdern was on the scene within two hours having arranged for ambulance, SES and airlift by helicopter. Just prior
to departing Dave spoke to Rob’s next of kin to let his mum know Rob |was to be airlifted to Melbourne.
Dave has walked the journey of recovery with Rob. He has visited his home, met with his parents, worked with medical advice and the
department’s Injury Management and Return to Work Advisor, Carina Johnson to identify appropriate modified duties and hours of work to
help Rob get back to work.
Coming back to work in a partial capacity reduces the sense of isolation and psychological distress that may occur following injuries.
Rob’s wellbeing was greatly enhanced by the time team mates spent visiting his home to keep in touch and accompanying him on trips to
medical appointments.
The inspiration however is Rob himself. After the accident, Rob was confined in a fibreglass body suit, unable to bend much beyond 25
degrees and was grounded – no driving and no walking. His workplace in Alexandra was a good half hour drive by car from his home in Yea.
But Rob was fit and it was his fitness that helped him graduate to only needing the cast for walking just four weeks after the accident.
Gradually Rob clawed back the life he once had. He walked, maintained his physiotherapy regime and made the decision to come back to
work early when offered the opportunity to supervise the depot relocation.
Rob worked diligently to recover and restore his physical fitness. He was determined to get back to his role as a project firefighter. On 5
October 2012 Rob was assessed as medically fit to resume fire duties. On 12 October he passed the 20 kilometre walk with a class one
medical clearance – that is ‘no restrictions’. He’s back doing what he loves.
Rob’s determination was matched by support from his team mates, return to work case manager and his supervisor. Without their regular
contact and interest in his recovery, the outcome could have been a lot different.
Rob’s story is an example of the department’s proactive approach to managing return to work. This consultative approach involves the
individual, their treating doctors and managers in planning for a return to work as early
as is safely possible.
Photograph of: Robert Grech back on active duty as a project firefighter
Office of the Workplace Conciliator
A total of 191 managers and staff across the department visited the Workplace Conciliator during 2012–13. They presented with a wide range
of issues including workplace behaviour, organisational change processes, performance management and career-related concerns.
The Workplace Conciliator pilot project was a finalist in the IPAA Leadership in the Public Sector awards 2012 and has been nominated for the
2013 WorkSafe Awards under the Commitment to Workplace Health and Wellbeing category.
Recognising excellence in public administration
Australian Fire Service Medal
2013 Australia Day Honours
Greg McCarthy, Fire Ecology Planner in the Gippsland Region, received the Australian Fire Service Medal for his outstanding service to firefighting
over 39 years. Greg was recognised for improving fire behaviour predictions and effectiveness of hazard reduction treatments, as well as increased
firefighter safety and community protection. Greg is currently coordinating the fire ecology monitoring program for landscape mosaic burning in East
Gippsland, working on developing new techniques for mapping fire severity and extent.
Rocky Barca, Chief Ranger at Werribee Park, received the Australian Fire Service Medal for his outstanding leadership in responding to major
Victorian bushfires as Planning Officer and Incident Controller. Rocky has worked for Parks Victoria and in various fire roles with the
department for more than 30 years.
2013 Queen’s Birthday Honours
Ewan Waller, former Chief Fire Officer, received the Australian Fire Service Medal for his distinguished service and commitment to improving
bushfire management across Victoria’s public land estate to protect and reduce the bushfire risk to Victorian communities. Ewan retired in
November 2012 after serving as Chief Fire Officer for seven years. Ewan contributed his experience in forest, land management and fire roles
for more than 40 years. He led the increase in planned burning as recommended by the 2009 Victorian Bushfires Royal Commission and
oversaw the achievement of the largest program of planned burning in more than two decades.
In addition to building the department’s fire management and prevention capability, Ewan was also instrumental in working with other agencies
to build for Victoria one of the world’s best integrated and community-based fire management structures.
Thornton Smith Medal
Chris Lester, manager of Land Victoria’s Electronic Subdivisions Unit, was awarded the University of Melbourne’s School of Engineering 2013
Thornton Smith Medal for outstanding contribution to the engineering profession in the field of geomatics.
The award recognises Chris’s career and leadership at Land Victoria, including the successful rollout of SPEAR (Surveying and Planning
through Electronic Applications and Referrals) in Victoria and introduction of ePlan.
Comparative workforce data
Profile of the department’s workforce: June 2013
At 30 June 2013, the department employed 2328 full time equivalent (FTE) staff across Victoria.
Table 1: FTE staffing trends 2009 to 2013
2013
2012
2011
2010
2009
2,328
2,617
2,836
2,780
2,900
Table 2: Summary of employment levels in June 2012 and 2013
Ongoing employees
Employees
(headcount)
Full time
(headcount)
Part time
(headcount)
FTE
Fixed term
and casual
Total staff
FTE
FTE
June 2013
2,359
2,031
328
2,235
93
2,328
June 2012
2,574
2,197
377
2,435
182
2,617
Table 3: Details of employment levels in June 2012 and 2013
2013
Ongoing
2012
Fixed term
and casual
Ongoing
Fixed term
and casual
(headcount)
FTE
FTE
(headcount)
FTE
FTE
1,366
1,347
46
1,502
1,479
92
993
888
47
1,072
956
90
2,359
2,235
93
2,574
2,435
182
64
51
6
78
64
14
25–34
476
463
33
540
519
72
35–44
664
612
27
692
637
52
45–54
670
642
16
723
695
22
55–64
449
436
9
492
477
20
36
31
2
49
43
2
2,359
2,235
93
2,574
2,435
182
267
266
15
302
301
20
VPS 1
4
2
1
4
2
3
VPS 2
199
178
11
217
190
24
VPS 3
492
471
16
564
539
36
VPS 4
507
481
16
529
500
38
VPS 5
443
415
16
478
448
32
VPS 6
292
283
10
322
313
15
STS
10
10
1
13
13
1
Science adaptives
53
52
1
59
58
5
Gender
Male
Female
Total
Age
Under 25
Over 64
Total
Classification
Field staff
Legal adaptives
20
19
3
21
20
4
Executives
48
47
0
40
40
0
Other
24
11
3
25
11
4
Total
2,359
2,235
93
2,574
2,435
182
Notes:
1. Ongoing employees includes people engaged on a open-ended contract of employment and executives engaged on a standard executive contract who
were active in the last full pay period of June.
2. FTE means full time staff equivalent and is rounded to the nearest whole number.
3. Employees reported with a classification of ‘other’ include the following categories: ministerial chauffeur, principal scientists, cadets
and trainees.
4. All figures reflect employment levels during the last full pay period in June each year.
5. Excluded are those on leave without pay or absent on secondment, external contractors/consultants, and temporary staff employed
by employment agencies, and people who are not employees but appointees to a statutory office, as defined in the Public Administration Act 2004.
6. Employees attached to the Commissioner for Environmental Sustainability are employees of the Department Secretary and are included in the above
figures.
7. Employees attached to Sustainability Victoria are employees of the Department Secretary and their numbers are included in a separate table. Employee
numbers are also reported in their annual report.
8. The Office of Living Victoria was established as an Administrative Office effective 22 May 2012. Their numbers are included in a separate table.
9. The Environment Protection Authority (EPA) is a discrete agency within this portfolio that employs public servants independently of the Department
Secretary. The EPA is required to produce its own annual report. Employee numbers are published in the EPA annual report.
10. As a consequence of policy decisions announced by government on 9 April 2013, some functions and associated staff were transferred from other
departments to DEPI on 3 June 2013. However, the workforce data disclosed above has not been adjusted in accordance with the Administrative Order (No.
217) 2013. Refer to Note 31 of the financial statements for further details.
Profile of Sustainability Victoria: June 2013
Table 1: Sustainability Victoria FTE staffing trends 2009 to 2013
2013
2012
2011
2010
2009
103
113
147
138
134
Table 2: Summary of employment levels in June 2012 and 2013
Ongoing employees(1)
Fixed term and casual
Employees
(headcount)
Full time
(headcount)
Part time
(headcount)
FTE(2)
FTE(2)
June 2013
87
71
16
81
22
June 2012
102
84
18
95
18
Table 3: Details of employment levels in June 2012 and 2013
2013
Ongoing(1)
2012
Fixed term
and casual
Ongoing(1)
Fixed term
and casual
(headcount)
FTE(2)
FTE(2)
(headcount)
FTE(2)
FTE(2)
Male
36
35
8
42
41
6
Female
51
46
14
59
53
12
Total
87
81
22
102
95
18
0
0
0
0
0
0
25–34
20
20
6
24
23
7
35–44
31
27
10
37
33
7
45–54
22
20
3
25
24
1
55–64
12
12
3
14
13
2
2
2
0
1
1
0
87
81
22
102
95
18
VPS 1
0
0
0
0
0
0
VPS 2
0
0
0
1
1
0
VPS 3
4
4
1
9
8
1
VPS 4
35
32
3
31
27
8
VPS 5
36
33
10
36
34
6
VPS 6
12
12
3
21
21
2
STS
0
0
0
2
2
0
Executive
0
0
5
2
2
1
87
81
22
102
95
18
Gender
Age
Under 25
Over 64
Total
Classification
Total
Notes:
1. Ongoing employees includes people engaged in an open-ended contract of employment and executives engaged on a standard executive contract who
were active in the last full pay period of June.
2. FTE means full time staff equivalent.
3. All figures reflect employment levels during the last full pay period in June of each year.
4. Excluded are those on leave without pay or absent on secondment, external contractors/consultants and temporary staff employed by employment
agencies.
5. Figures shown in workforce data staffing trends are FTEs as opposed to headcount which has been reported in previous years.
Profile of Office of Living Victoria: June 2013
At 30 June 2013, Office of Living Victoria employed 22 FTE staff.
Table 1: Office of Living Victoria FTE staffing trends 2009 to 2013
2013
2012
2011
2010
2009
22
0
0
0
0
Table 2: Summary of employment levels in June 2012 and 2013
Ongoing employees
Fixed term
and casual
Total staff
Employees
(headcount)
Full time
(headcount)
Part time
(headcount)
FTE
FTE
FTE
June 2013
7
6
1
7
15
22
June 2012
0
0
0
0
0
0
Table 3: Details of employment levels in June 2012 and 2013
2013
Ongoing
2012
Fixed term
and casual
Ongoing
Fixed term
and casual
(headcount)
FTE
FTE
(headcount)
FTE
FTE
Male
3
3
12
0
0
0
Female
4
4
3
0
0
0
Total
7
7
15
0
0
0
Under 25
0
0
1
0
0
0
25–34
3
3
7
0
0
0
35–44
3
3
4
0
0
0
Gender
Age
45–54
0
0
2
0
0
0
55–64
0
0
1
0
0
0
Over 64
1
1
0
0
0
0
Total
7
7
15
0
0
0
VPS 1
0
0
0
0
0
0
VPS 2
0
0
0
0
0
0
VPS 3
0
0
1
0
0
0
VPS 4
0
0
6
0
0
0
VPS 5
3
3
4
0
0
0
VPS 6
1
1
4
0
0
0
STS
1
1
0
0
0
0
Executives
2
2
0
0
0
0
Total
7
7
15
0
0
0
Classification
Notes:
1. Ongoing employees includes people engaged on a open-ended contract of employment and executives engaged on a standard executive contract who
were active in the last full pay period of June.
2. FTE means full time staff equivalent and is rounded to the nearest whole number.
3. All figures reflect employment levels during the last full pay period in June each year.
4. Excluded are those on leave without pay or absent on secondment, external contractors/consultants, and temporary staff employed
by employment agencies, and people who are not employees but appointees to a statutory office, as defined in the Public Administration Act 2004.
5. The Office of Living Victoria was established as an Administrative Office on 22 May 2012. In June 2012 there were no employees associated with the Office
of Living Victoria.
Executive officer data
An executive officer (EO) is defined as a person employed as a public service body head or other executive under Part 3, Division 5 of the
Public Administration Act 2004. All figures reflect employment levels at the last full pay period in June of the current and corresponding
previous reporting year.
The definition of an EO does not include Governor in Council appointments as statutory office holders.
The total group of executives is classified into two distinct categories based on the following definitions:
• ‘ongoing’ executives are executives who are responsible for functions or outputs that are expected to be ongoing at the end of the reporting
period
• ‘special projects’ executives are executives who are employed for a specific project. These projects are generally for a fixed period of time
and relate to specific government priority.
For the department’s portfolio authorities (public authorities as defined under the Public Administration Act 2004), an EO is defined as a
person employed as an EO at an annual remuneration rate not less than an EO employed by a department.
The following tables disclose the EOs of the department and its portfolio authorities for 30 June 2013:
• Table 1 discloses the number of EOs in the categories of ‘ongoing’ and ‘special projects’ and the total numbers of EOs for the department
• Table 2 provides a breakdown of EOs according to gender for the categories of ‘ongoing’ and ‘special projects’
• Table 3 provides a reconciliation of executive numbers presented between the report of operations and Note 29 Remuneration of executives
and payments to other personnel in the financial statements.
• Table 4 provides the total executive numbers for all of the department’s portfolio agencies.
• Tables 1 to 4 also disclose the variations, denoted by ‘var’, between the current and previous reporting periods.
Current vacancies are shown in table 2.
Profile of DEPI Executive Officers: June 2013
Table 1: Number of DEPI EOs classified into ‘ongoing’ and ‘special projects’ (including vacancies)
Class
All
Ongoing
Special projects
No.
Var
No.
Var
No.
Var
Secretary
1
0
1
0
0
0
EO–1
1
0
1
0
0
0
EO–2
21
2
21
3
0
0
EO–3
27
2
27
2
0
0
Total
50
4
50
5
0
0
Table 2: Breakdown of EOs into gender
Class
Male
Female
Vacancies
No.
Var
No.
Var
No.
Var
Secretary
1
0
0
0
0
0
EO–1
1
0
0
0
0
0
EO–2
16
7
5
0
0
-5
EO–3
19
0
8
3
0
-1
Total
37
7
13
3
0
-6
The number of executives in the report of operations is based on the number of executive positions that are occupied at the end of the
financial year. Note 29 in the financial statements lists the actual number of and amount of remuneration paid to EOs over the course of the
reporting period. The financial statement note does not distinguish between executive levels, nor does it disclose separations, vacant
positions, executives whose total remuneration is below $100,000, nor does it include the Accountable Officer. Separations are those
executives who received more than $100,000 in the financial year and have left the department during this year. To assist readers, these two
disclosures are reconciled below.
Table 3: Reconciliation of executive numbers
Add
Less
2013
2012
Executives with total remuneration over $100,000
(Financial Statement Note 29)
39
41
Executives employed with total remuneration below $100,000
16
8
Vacancies (Table 2)
0
6
Accountable Officer (Secretary)
2
1
Separations
5
4
Executives who moved to non-executive roles
1
5
Executives who commenced leave without pay
1
1
50
46
Total executive numbers
At 30 June 2013, the department employed 50 EOs and had no vacancies.
Table 4: Number of executive officers for the department’s portfolio agencies
Reported
Organisation name
Department
2012
2013
Change
2012
2013
2012
2013
Female
Male
Active
Female
Male
Active
Female
Male
Active
Barwon Coast Committee of Management
Yes
Yes
DSE
DEPI
0
1
1
0
1
1
0
0
0
Barwon Region Water Corporation
Yes
Yes
DSE
DEPI
2
7
9
3
12
15
1
5
6
Bellarine Bayside Coastal Committee
Yes
Yes
DSE
DEPI
0
1
1
0
1
1
0
0
0
Capel Sound Foreshore Committee
of Management Inc
Yes
Yes
DSE
DEPI
0
1
1
1
0
1
1
0
0
Central Gippsland Region Water Corporation
Yes
Yes
DSE
DEPI
1
6
7
2
7
9
1
1
2
Central Highlands Region Water Corporation
Yes
Yes
DSE
DEPI
0
6
6
0
5
5
0
0
0
Coliban Region Water Corporation
Yes
Yes
DSE
DEPI
0
7
7
0
6
6
0
Corangamite Catchment Management Authority
Yes
Yes
DSE
DEPI
0
1
1
0
1
1
0
0
0
East Gippsland Catchment Management Authority
Yes
Yes
DSE
DEPI
0
2
2
0
2
2
0
0
0
East Gippsland Region Water Corporation
Yes
Yes
DSE
DEPI
0
5
5
0
5
5
0
0
0
Falls Creek Alpine Resort Management Board
Yes
Yes
DSE
DEPI
0
0
0
0
2
2
0
2
2
Gippsland and Southern Rural Water Corporation
Yes
Yes
DSE
DEPI
0
2
2
0
4
4
0
2
2
Gippsland Ports Committee of Management
Yes
Yes
DSE
DEPI
2
2
4
0
1
1
-2
0
-3
Glenelg Hopkins Catchment Management
Authority
Yes
Yes
DSE
DEPI
0
4
4
0
1
1
0
-3
-3
Goulburn Broken Catchment Management
Authority
Yes
Yes
DSE
DEPI
0
2
2
0
2
2
0
0
0
Goulburn Murray Rural Water Corporation
Yes
Yes
DSE
DEPI
0
6
6
3
7
10
3
1
4
Goulburn Valley Region Water Corporation
Yes
Yes
DSE
DEPI
0
4
4
0
4
4
0
0
0
Grampians Wimmera Mallee Water Corporation
Yes
Yes
DSE
DEPI
1
4
5
1
4
5
0
0
0
Great Ocean Road Coast Committee Inc
Yes
Yes
DSE
DEPI
0
1
1
0
1
1
0
0
0
Lake Mountain Alpine Resort Management Board
Yes
Yes
DSE
DEPI
0
1
1
0
1
1
0
0
0
Lower Murray Urban and Rural Water Authority
Yes
Yes
DSE
DEPI
1
5
6
1
6
7
0
1
1
Mallee Catchment Management Authority
Yes
Yes
DSE
DEPI
1
1
2
2
0
2
1
0
0
Melbourne Water Corporation
Yes
Yes
DSE
DEPI
7
38
45
16
37
53
9
0
8
Metropolitan Waste Management Group
Yes
Yes
DSE
DEPI
0
1
1
1
3
4
1
2
3
Mt Baw Baw Alpine Resort Management Board
Yes
Yes
DSE
DEPI
0
0
0
0
0
0
0
0
0
Mt Buller and Mt Stirling Alpine Resort
Management Board
Yes
Yes
DSE
DEPI
1
2
3
0
2
2
0
0
0
Mt Hotham Resort Management Board
Yes
Yes
DSE
DEPI
0
1
1
0
1
1
0
0
0
North Central Catchment Management Authority
Yes
Yes
DSE
DEPI
0
1
1
0
1
1
0
0
0
North East Catchment Management Authority
Yes
Yes
DSE
DEPI
1
3
4
0
3
3
0
0
0
North East Region Water Corporation
Yes
Yes
DSE
DEPI
0
3
3
1
3
4
1
0
1
Northern Victoria Infrastructure Renewal Project
Yes
Yes
DSE
DEPI
1
2
3
1
2
3
0
0
0
Parks Victoria
Yes
Yes
DSE
DEPI
4
11
15
5
11
16
1
0
1
Phillip Island Nature Park Board of Management
Yes
Yes
DSE
DEPI
0
1
1
0
1
1
0
0
0
Point Leo Foreshore and Public Parks Reserves
Committee of Management Inc
Yes
Yes
DSE
DEPI
0
0
0
0
0
0
0
0
0
Port Phillip and Westernport Catchment
Management Authority
Yes
Yes
DSE
DEPI
0
1
1
0
1
1
0
0
0
Royal Botanic Gardens Board
Yes
Yes
DSE
DEPI
1
5
6
1
5
6
0
0
0
South Gippsland Region Water Corporation
Yes
Yes
DSE
DEPI
0
4
4
0
4
4
0
0
0
The Mint Incorporated
Yes
Yes
DSE
DEPI
1
0
1
1
0
1
0
0
0
Trust for Nature (Victoria)
Yes
Yes
DSE
DEPI
1
0
1
1
0
1
0
0
0
1
5
6
1
5
6
VicForests
Yes
DEPI
Wannon Region Water Corporation
Yes
Yes
DSE
DEPI
0
6
6
0
5
5
0
West Gippsland Catchment Management
Authority
Yes
Yes
DSE
DEPI
1
1
2
1
1
2
0
0
0
Western Region Water Corporation
Yes
Yes
DSE
DEPI
0
5
5
1
5
6
1
0
1
Westernport Region Water Corporation
Yes
Yes
DSE
DEPI
1
2
3
1
2
3
0
0
0
Wimmera Catchment Management Authority
Yes
Yes
DSE
DEPI
0
2
2
0
2
2
0
0
0
Winton Wetlands Committee
Yes
Yes
DSE
DEPI
0
1
1
0
1
1
0
0
0
Zoological Parks and Gardens Board
Yes
Yes
DSE
DEPI
5
4
9
6
3
9
1
32
163
195
50
171
221
18
Total
0
8
Notes:
1. All figures reflect employment levels during the last pay period of June of each year unless otherwise stated.
2. Ongoing employees means people engaged on an open-ended contract of employment and executives engaged on a standard executive contract who were active in the last pay period of June.
3. Excluded are those on leave without pay or absent on secondment, external contractors, consultants and temporary staff employed by employment agencies.
26
Profile of Sustainability Victoria Executive Officers: June 2013
Table 1: Number of Sustainability Victoria EOs classified into ‘ongoing’ and ‘special projects’
(including vacancies)
Class
All
Ongoing
Special projects
No.
Var
No.
Var
No.
Var
Secretary
0
0
0
0
0
0
EO–1
0
0
0
0
0
0
EO–2
0
(2)
0
(2)
0
0
EO–3
4
3
4
3
0
0
Total
4
1
4
1
0
0
Table 2: Breakdown of EOs into gender
Class
Male
Female
Vacancies
No.
Var
No.
Var
No.
Var
Secretary
0
0
0
0
0
0
EO–1
0
0
0
0
0
0
EO–2
0
(2)
0
0
0
0
EO–3
2
2
2
1
0
2
Total
2
0
2
1
0
2
Table 3: Reconciliation of executive numbers
Add
2013
2012
Executives with total remuneration over $100,000
4
3
Executives employed with total remuneration below $100,000
0
0
Vacancies (Table 2)
0
2
Accountable Officer (Secretary)
0
0
Less
Separations
1
3
Executives who moved to non-executive roles
0
1
Executives who commenced leave without pay
0
0
Total executive numbers
4
3
At 30 June 2013, Sustainability Victoria employed four EOs and had no vacancies. The Chief Executive Officer is
a statutory appointment and has been excluded from the above data collection.
Profile of Office of Living Victoria Executive Officers: June 2013
Table 1: Number of Office of Living Victoria EOs classified into ‘ongoing’ and ‘special projects’ (including
vacancies)
Class
All
Ongoing
Special projects
No.
Var
No.
Var
No.
Var
EO–1
0
0
0
0
0
0
EO–2
2
2
2
2
0
0
EO–3
0
0
0
0
0
0
Total
2
2
2
2
0
0
Table 2: Breakdown of EOs into gender
Class
Male
Female
Vacancies
No.
Var
No.
Var
No.
Var
EO–1
0
0
0
0
0
0
EO–2
1
1
1
1
0
0
EO–3
0
0
0
0
0
0
Total
1
1
1
1
0
0
Table 3: Reconciliation of executive numbers
Executives with total remuneration over $100,000
2013
2012
0
0
Add
Less
Executives employed with total remuneration below $100,000
2
0
Vacancies (Table 2)
0
0
Accountable Officer (Chief Executive Officer)
1
1
Separations
0
0
Executives who moved to non-executive roles
0
0
Executives who commenced leave without pay
0
0
Total executive numbers
3
1
At 30 June 2013, the Office of Living Victoria employed two EOs and had no vacancies. The Chief Executive
Officer
is a Governor in Council appointment and is not counted as an executive officer.