FaHCSIA 2009-10 Sustainability Report
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FaHCSIA 2009-10 Sustainability Report FaHCSIA Sustainability Report 2009-10 Page 1 of 81 Table of contents Introduction .............................................................................................................................................................. 4 About us ................................................................................................................................................................... 5 From the Secretary ............................................................................................................................................. 5 Our purpose........................................................................................................................................................ 7 Our organisation ................................................................................................................................................. 8 Accountability and governance .......................................................................................................................... 9 About this report .................................................................................................................................................. 11 Measuring our sustainability ............................................................................................................................ 11 This report at a glance ...................................................................................................................................... 13 How this report aligns to the GRI ..................................................................................................................... 20 Sustainability stakeholders ............................................................................................................................... 20 Contact us ............................................................................................................................................................. 22 Our people ............................................................................................................................................................ 23 Working with us................................................................................................................................................ 24 Developing our people ..................................................................................................................................... 27 Diversity ............................................................................................................................................................ 28 Aboriginal and Torres Strait Islanders .............................................................................................................. 30 People with disability ....................................................................................................................................... 32 Health and wellbeing ........................................................................................................................................ 34 Goals ................................................................................................................................................................. 37 Our environment .................................................................................................................................................. 38 Environmental management ............................................................................................................................ 38 Our buildings .................................................................................................................................................... 41 Energy use ........................................................................................................................................................ 43 Notes ................................................................................................................................................................ 44 Water use ......................................................................................................................................................... 45 Waste management ......................................................................................................................................... 46 Information and Communication Technology ................................................................................................. 49 Paper................................................................................................................................................................. 52 Travel ................................................................................................................................................................ 53 ECOS ................................................................................................................................................................. 55 Environmental Reporting Program................................................................................................................... 56 Terms and measurements ................................................................................................................................ 57 Goals ................................................................................................................................................................. 58 Our finances ......................................................................................................................................................... 59 FaHCSIA Sustainability Report 2009-10 Page 2 of 81 Financial management ..................................................................................................................................... 60 Managing our expenditure ............................................................................................................................... 61 Our economic viability ...................................................................................................................................... 63 Achieving efficiency .......................................................................................................................................... 64 Goals ................................................................................................................................................................. 65 Our stories ............................................................................................................................................................ 66 Letting the sun shine in .................................................................................................................................... 66 Using our purchasing power to increase efficiency ......................................................................................... 68 FaHCSIA leads the way in risk management .................................................................................................... 69 Strong support for the Environmental Sustainability Strategy in the Queensland Office ............................... 70 Celebrating good health ................................................................................................................................... 72 Building better social housing .......................................................................................................................... 73 Playing an active part in sustainability ............................................................................................................. 74 Cultural change reduces paper use .................................................................................................................. 75 Appreciating Indigenous culture ...................................................................................................................... 76 Promoting inclusion with the disability traineeship program .......................................................................... 77 Our future ............................................................................................................................................................. 78 Our key goals for sustainability ........................................................................................................................ 81 FaHCSIA Sustainability Report 2009-10 Page 3 of 81 Introduction The Department of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA) is committed to becoming more sustainable. We focus on sustainability in three important, related areas: our people, our environment and our finances. At FaHCSIA, we aim to incorporate sustainable practices into our day-to-day business activities. We set ambitious goals and targets for sustainability, supported by well-planned policies, processes and actions. The 2009-10 Sustainability Report offers us the opportunity to celebrate our successes. It also offers us the opportunity to learn from the challenges we have faced and to share these important lessons with others. This year, one of our main challenges was operating with reduced funding. We have had to be more efficient and effective, and find ways to do more with less. FaHCSIA Sustainability Report 2009-10 Page 4 of 81 About us From the Secretary Throughout 2009-10, the Department of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA) has continued to work hard towards improving our sustainability. Our responsibilities in this area include: providing a safe and diverse workplace for our staff working towards our environmental targets improving our financial performance and efficiency. We are making good progress towards our goals for sustainability while delivering on the Government’s priorities. At FaHCSIA, it is our goal to integrate more sustainable practices across all of our activities. Some of our targets are ambitious and we are proud of the progress we have made. Throughout the year, we have implemented well-planned policies, processes and actions that have enabled us to deliver on our goals. In 2009-10, our policy development and program administration responsibilities were broad and challenging. We delivered the following major initiatives: • The development of the Government’s landmark Paid Parental Leave (PPL) scheme, from 1 January 2011. • Implementing the Secure and Sustainable Pensions reform package. • Working with state and territory officials to develop a draft National Disability Strategy. • Working through the initial stages of the National Partnership Agreement on Remote Service Delivery to improve outcomes for Aboriginal and Torres Strait Islander people living in certain specified remote locations. • Creating stronger links with the not-for-profit sector through the development of the National Compact: working together. As well as these significant achievements, we continued to provide a wide range of ongoing assistance to families and individuals, from affordable housing to financial management. Staff at all levels of the organisation have met our challenges with ongoing responsiveness, innovation, professionalism and dedication. Continued efforts have been made by managers to improve FaHCSIA as a place to work and to improve FaHCSIA’s reputation as an effective organisation for government. We are achieving sustainability by focusing on three important, related areas: • valuing our people • respecting our environment • strengthening our financial position. Our serious commitment to sustainability began over eight years ago. Since that time, we have achieved significant reductions in our energy use while continuing to watch our workforce grow. In this 2009-10 report, I am pleased to note that we have again reduced our overall energy use per employee for office light and power, air travel and paper use. Throughout the year, we have introduced a number of initiatives to reduce our water use. We have again chosen not to produce a printed report, consistent with our aim to reduce our carbon footprint by minimising paper use. We hope you enjoy using and reading our online resource, which has been designed to both engage and inform. A PDF version of the report is also available for download. FaHCSIA Sustainability Report 2009-10 Page 5 of 81 Dr Jeff Harmer Secretary “It is our goal to integrate more sustainable practices across all of our activities. Some of our targets are ambitious and we are proud of the progress we have made.” FaHCSIA Sustainability Report 2009-10 Page 6 of 81 Our purpose We have a key role in the delivery of the Australian Government’s social policy agenda and we are accountable for a significant portion of Federal Budget spending. Our work touches the life of almost every Australian at some time. Our key objectives provide strategic direction so that we can deliver on government commitments and achieve our purpose for the Australian public: Close the gap between Indigenous and non-Indigenous Australians. Build a modern social and income support system. Provide better support and services for those in need. Deliver family policy that best fosters the development, wellbeing and safety of children. Reduce homelessness and make housing more affordable. Promote women’s safety, economic security and participation. FaHCSIA Sustainability Report 2009-10 Page 7 of 81 Our organisation FaHCSIA has about 3,500 staff working in various offices around the country. Our main office is located in Canberra and we have state or territory offices in every capital city. Approximately 970 of our staff work in operational areas outside Canberra in our network of state and territory offices, Indigenous Coordination Centres (ICCs), and Regional Operations Centres (ROCs). Government business managers and Indigenous engagement officers are also part of our network. We work with a range of partners in government, business and the community. We deliver a wide range of programs and services by working closely with partners and stakeholders including: • other Australian Government departments • State, Territory, and local governments • businesses • the not-for-profit community sector • service providers • research bodies • peak representative organisations • individuals, families and communities • organisations that provide services on behalf of FaHCSIA. Want to know more? The FaHCSIA Overview explains what we do, who we work with, the structure of our organisation and the range of programs and services we provide. It also includes news, publications and more. FaHCSIA Sustainability Report 2009-10 Page 8 of 81 Accountability and governance In this section, we introduce the Ministers, Executive Management Group and Senior Management Group who are responsible for managing our department. We also outline the governance and legislative framework that applies to FaHCSIA. We are proud to say that we are leading the way in female representation at an executive level. In 200910, women made up nearly 50 per cent of our senior management team. Our Ministers As an Australian Government department, FaHCSIA is accountable to Parliament and to the Australian public through our Ministers. In 2009-10, we had two portfolio Ministers and two Parliamentary Secretaries: • The Hon Jenny Macklin, MP, Minister for Families, Housing, Community Services and Indigenous Affairs • The Hon Tanya Plibersek, MP, Minister for Housing and Minister for the Status of Women • The Hon Bill Shorten, MP, Parliamentary Secretary for Disabilities and Children’s Services; Parliamentary Secretary for Victorian Bushfire Reconstruction • Senator the Hon Ursula Stephens, Parliamentary Secretary for Social Inclusion and the Voluntary Sector. Our Executive Management Group The Executive Management Group is the senior committee in FaHCSIA and provides advice to the Secretary on overall strategic direction, priorities, management and performance. In addition, the group manages the Department's financial performance by allocating resources, monitoring performance and risk, and ensuring that the Department meets its regulatory requirements. The group also provides a forum for cross-departmental issues to be managed, and guides and champions key organisational reform processes. The Executive Management Group is chaired by the Secretary, Dr Jeff Harmer AO. Membership consists of the deputy secretaries. Senior Management Group The Senior Management Group is FaHCSIA's primary forum for executive consultation with senior managers across the Department. It meets weekly to undertake strategic discussions on policy themes and issues, and other high-level matters. The group is made up of the Secretary, who chairs the meetings, deputy secretaries, group managers, state and territory managers and the Registrar of Indigenous Corporations. Composition of Executive Management Group and senior executives by gender Total Female % Male % Executive Management Group 6 2 33 4 67 Group managers 31 13 42 18 58 Branch and state managers 92 49 53 43 47 The following governance committees report to the Secretary and/or the Executive Management Group: • Budget Policy Committee • Closing the Gap Committee • Commonwealth State Relations Committee (CSRC) FaHCSIA Sustainability Report 2009-10 Page 9 of 81 • Compliance and Integrity Committee • Information and Communications Technology Committee (ICTC) • Payments Committee • People Committee • Program Management Committee • Project Investment Board • Remuneration Committee • Research and Evaluation Committee • Risk Assessment and Audit Committee (RAAC). Legislation We abide by the Public Service Act 1999, the Financial Management and Accountability Act 1997 and other legislation, including the Environmental Protection and Biodiversity Conservation Act 1999. Strategic Framework Our Strategic Framework 2008-2010 defines our: • purpose • key objectives • core business practices • corporate and governance priorities • leadership capabilities and behaviours • values – respect, collaboration, professionalism, results and innovation. Strategic Framework 2008-2010 Service Charter Our Service Charter sets out: • the standard of service people can expect from FaHCSIA • the roles and responsibilities of our clients and staff • our Complaints Management System. FaHCSIA’s Service Charter FaHCSIA Sustainability Report 2009-10 Page 10 of 81 About this report Measuring our sustainability At FaHCSIA, sustainability is central to the way we work. We aim to integrate sustainable practices into our dayto-day activities at every level. We are continually improving the way we conduct our business and finding better ways to work. To ensure that sustainability remains central to our organisation, we measure our efforts in the key areas of social, environmental and economic performance. Social performance – we measure this against our: • ability to attract and retain the right staff • the diversity of our workforce • staff health and wellbeing. Find more information in Our people. Environmental performance – we measure this against our: • energy and water use • use of paper, waste management and recycling • staff travel including fleet, air travel and use of the FaHCSIA shuttle bus. Find more information in Our environment. Economic performance – we measure this against our ability to: • manage our expenditure • achieve efficiencies. Find more information in Our finances. Reporting on our progress This sustainability report is a summary of the ways in which we are improving our environmental, social and economic performance, and what we have achieved during 2009-10. The report and the goals we set each year form part of our Sustainability Planning Cycle in which we plan, act, monitor and report on our goals and achievements. Find more information in Our future. FaHCSIA Sustainability Report 2009-10 Page 11 of 81 We use the Global Reporting Initiative performance indicators Each year, we use the Global Reporting Initiative (GRI) performance indicators as a basis for our reporting. The GRI provides a set of relevant environmental, social and economic indicators that have been stable over a number of years. In 2006, a set of indicators and reporting guidelines was developed for public agencies and we continue to measure our performance against these indicators. This report has been independently assessed in line with the GRI G3 guidelines. There are three application levels in the system: C, B and A. Each level reflects the application or coverage of the GRI Reporting Framework. C is the minimum level required. An organisation can declare a ‘plus’ at each level if it commissions an external assurance over the report. This third party assessment includes a C+ review of our claims against the GRI performance indicators, and establishes a GRI application level for our report. We use an independent assessor for assurance In producing FaHCSIA’s 2009-10 Sustainability Report, we again sought assistance from independent sustainability assuror, Net Balance Management Group. “At FaHCSIA, sustainability is central to the way we work.” FaHCSIA Sustainability Report 2009-10 Page 12 of 81 This report at a glance Our people Key goals for 2009-10 and progress achieved The key goals for 2009-10 and the progress achieved are included in the table below. Social commitments for 2009-10 Progress Use staff survey results to identify and evaluate actions that promote employee and organisational wellbeing. Staff survey results are shared with managers and staff, who work together to maintain positive staff engagement indicators and improve negative indicators. Staff survey results are also used to inform, evaluate and improve key initiatives under the FaHCSIA People Strategy 2009-2011. Implement our Maximising Staff Attendance Strategy, to increase awareness of employer and employee responsibilities in effectively managing absences and reducing unscheduled absences. This year we rolled out manager training aimed at building a positive staff attendance culture and dealing with unscheduled absence. Senior managers are given regular data on absence rates, and People Branch support, to reduce absence levels. This was the first year of a three-year strategy which saw a small reduction in unscheduled absences. The manager training and support will continue. Promote and deliver the Cultural Appreciation Program across FaHCSIA as part of the Aboriginal and Torres Strait Islander Workforce Strategy. We delivered Cultural Appreciation Program training to 580 staff during 2009-10. The Cultural Appreciation Program is facilitated by Aboriginal and Torres Strait Islander staff. The one-day program is coupled with a six-month learning journey and provides all participants with an increased knowledge and appreciation of Aboriginal and Torres Strait Islander culture and issues. The program is aimed at all FaHCSIA staff. We provided Aboriginal and Torres Strait Islander mentor training to 122 employees, who have since committed to mentor FaHCSIA’s Aboriginal and Torres Strait Islander employees. Promote and implement the Organisational Learning Strategy to better align employee skills with business outcomes. In 2009-10, we promoted the Organisational Learning Strategy (OLS) through a range of communication mediums, such as, orientation and priority training programs, meetings with senior managers, and online communication. The main focus was on initiatives in the OLS that would provide the foundation for successfully implementing other priorities of the OLS. These included the approval and design of the online Learning Management System (LMS), which will be launched in June 2011, and the enhancement of the online performance management system to capture individuals’ learning and development needs. These online systems will provide the necessary data to gain a better FaHCSIA Sustainability Report 2009-10 Page 13 of 81 understanding of the Department’s learning and development needs so in future years we can align more closely the skills of our staff to FaHCSIA’s business objectives. Improve recruitment and selection processes for people with disability. In 2009, the Department looked at and implemented different approaches to attracting people with disability. For example, we participated in the ‘Stepping Into’ internship program. This program provides work experience placements across our Department for university students with disability, who are in their final year of an undergraduate degree. Three candidates have undertaken a placement in National Office. We implemented an 18-month non-ongoing pilot traineeship for five people with an intellectual disability, utilising the Special Measures provision under clauses 4.2(6)(b)(ii) and 4.3 (3)(b)(ii) of the Public Service Commissioner’s Directions 1999. FaHCSIA worked in partnership with a number of external disability organisations, who assisted with job design and the recruitment and selection process for the program. The trainees are engaged for 18 hours per week, which includes three hours of formal training each fortnight to attain a Certificate II in Business with a local Registered Training Organisation. We also engaged the Australian Network on Disability (AND) to review our recruitment procedures, in order to improve the design, format and information available for people with disability. In 2009, we implemented a mentoring program for staff with disability, and received strong response from staff to participate in the program. Our environment Key goals for 2009-10 Continue to reduce our tenant light and power and central services energy use based on benchmarks set in the Energy Efficiency in Government Operations Policy. Review and extend our current Environmental Communications Strategy with the aim of better influencing staff behaviour. Develop new strategies to educate and inform staff about their influence on FaHCSIA’s sustainability. Establish an Environmental Management System (EMS) that encompasses more of FaHCSIA’s operations, including all national and state office premises. Detailed information on the measures undertaken to achieve these goals together with progress are included in the table below. Additional measures are also included. Measures Progress Green Lease Schedules: Four of FaHCSIA’s leases include Green Lease Schedules. Of these, three are over 2000 square metres in size and Review leases. FaHCSIA Sustainability Report 2009-10 Page 14 of 81 Carry out energy audits for buildings with Green Lease Schedules. Implement Building Management Committees. therefore require energy audits to be undertaken. During the reporting period, preliminary work was undertaken to ensure the audits are completed by the end of calendar year 2010. Building Management Committees have been formed for one of the sites with the other two expected to be formed in 2010-11. Comply with the requirements for Energy Efficiency in Government Operations (EEGO). This is ongoing and includes annual reporting on our energy use through the Online System for Comprehensive Activity Reporting (OSCAR), and meeting Government requirements for new tenancies. Undertake National Australian Built Environment Rating System (NABERS) Green Building assessments for all major FaHCSIA leases. NABERS assessments for Tuggeranong Office Park and Centraplaza in Canberra, Jacana House in Darwin, and the NSW State Office will be undertaken in 2010-11. Identify cost-effective opportunities to improve energy efficiency of these buildings. Install three Power Factor Correction Units at Tuggeranong Office Park (TOP) to improve energy efficiency and reduce operating costs. Continue to meet mandatory reporting requirements: Environment Protection and Biodiversity Conservation (EPBC) Act 1999 reporting on environmental performance in the annual report and sustainability report. Government Greenhouse and Energy Reporting (GGER). National Environment Protection Measures (NEPM) reporting. National Packaging Covenant (NPC) reporting on waste and recycling practices. Maintain certification of our Environmental Management System (EMS) at two or more sites. FaHCSIA Sustainability Report 2009-10 This initiative was completed in August 2009. We continued to fulfil our obligations in these areas. We continued to maintain certification of our EMS at Tuggeranong Office Park, Centraplaza and Juliana House. Page 15 of 81 Further promote the Environmentally Conscious Office Staff (ECOS) network. Our Environmentally Conscious Office Staff (ECOS) network continues to grow. It has the role of promoting behavioural changes that support improved environmental sustainability in the workplace and boosts our ability to report and act on our environmental performance. Environmental Communication Strategy. The Environmental Communication Strategy was developed for the 2010 calendar year, with the aim of fostering and maintaining a culture of environmental awareness within FaHCSIA. Regular articles are published on FaHCSIA’s intranet site by the Environmental team. At least 20 per cent of fleet vehicles have a rating of 10.5 according to the Australian Government’s Green Vehicle Guide In 2009-10, 34 per cent of our fleet vehicles were rated 10.5 or higher. Recycling and disposal of computer equipment: These are ongoing actions that we continue to undertake. Continue toner cartridges recycling. Dispose of computer equipment in an environmentally friendly manner. Review internal procedures, standards and policies on a regular basis to ensure environmental considerations are incorporated into the ICT product lifecycle management process. Maintain printer and copier paper with recycled content of 50 per cent or more. Investigate increasing the recycled content to 80 per cent for branches with new printers. We have investigated increasing recycled content to 80 per cent but the results of the investigation showed that this would be too expensive. Engage a consultant to conduct a Heritage Management Plan to meet our requirements under the Environment Protection and Biodiversity Conservation Act 1999. The procurement process for engaging the consultant was undertaken during the reporting period and a suitable provider identified. Work will commence in July 2010. Resolve leak in the river corridor at TOP, Canberra. This work was completed in October 2009. We continued the use of paper with 50 per cent recycled content. Streamline the colour of the paper recycling bins at TOP, Canberra to reduce contamination. This initiative was completed in December 2009. Review our established Environmental Management System (EMS) and produce a plan for the whole of FaHCSIA. Work commenced on a redevelopment of the FaHCSIA EMS with completion expected early in 2010-11. Map existing data requirements and identify a system to capture the data. Ongoing consultation occurs with the new property services management provider to ensure systems are in FaHCSIA Sustainability Report 2009-10 Page 16 of 81 Consider the new property management contract. place to capture data. Amend Business Plan templates to include commitment to sustainable practices. Completed during the reporting period. Where practical reduce the number of corporate publications published in hard copy. This is an ongoing commitment. Paint the roofs of FaHCSIA buildings at Bulman, Larjamanu, Barunga, Jarralin, Binjara and Jilkminnggan with ceramic InsulCoat, as a trial for roll-out to comparable FaHCSIA buildings. InsulCoat will extend the life of the roof, reflects heat and provides a thermal barrier, reducing heating and cooling costs. A trial was conducted at four communities. The strategy was deemed to be reasonably successful but costly. Trial installation of a second roof over the demountables and breezeway in Katherine, NT to: We are undertaking this in most communities with work planned in 15 communities during 2010-11. Provide shade to reduce the air temperature of living areas, reduce the load on air conditioners and reduce electricity consumption. Reduce greenhouse emissions associated with electricity consumption. Provide protection from the elements and increase longevity of the structures. Capital works on selected staff housing properties to implement the Property Guideline Standards including: Replace electric hot water systems with solar hot water systems. Replace poor quality window fittings with new fittings that have a UV filter. Replace poor quality floor coverings such as carpet with new coverings that are more durable and appropriate for the climate, such as ceramic tiles or linoleum. Install awnings on windows to reduce sun exposure. Install sun shade sails in outdoor living areas to reduce sun exposure. Use of Low Volatile Organic Compound FaHCSIA Sustainability Report 2009-10 A capital works program for Nhulunbuy was developed for 2010-11, with anticipated completion by June 2011. Installation of awnings on windows and sun shade sails in outdoor living areas is included in the FaHCSIA Guideline Standards for Staff Housing. Use of VOC-free paint is specified in tender documents. Page 17 of 81 (VOC) paint, which is less harmful to the environment and human health. Implement other recommendations made in the FaHCSIA Guideline Standards for Staff Housing, including the recommendation that new appliances must have an Energy Star rating (minimum star choice still under discussion). Implementation of these recommendations is ongoing. However, we no longer purchase whitegoods except in Nhulunbuy and Tennant Creek. Trial building of a new home in Katherine, with an Energy Efficiency Rating (EER) of 5. Possibility of further application of similar design for two additional buildings in the area. Construction completed during reporting period. We expect the house would achieve an Energy Efficiency rating of 5, based on a comparison to other homes with similar inclusions. Install rainwater tanks for use in gardens. Tanks have been installed at four remote housing sites. Landscaping and reticulation program utilising drought friendly plants and mulch to all garden beds. This is undertaken on an ongoing basis. Review the waste management system in place at TOP and make improvements to reduce our waste to landfill. A review of TOP’s waste management was completed in October 2009, and improvements implemented from November 2009. This included a new waste system for TOP and uniform waste posters for ACT. Our finances Key goals for 2009-10 Continue to strengthen our financial management and governance arrangements by further refining and simplifying processes based on lessons learned to enhance compliance across the Department. Identify and begin implementing improvements to our systems to enable greater integration and improved timeliness of accurate financial reports to the Department and the Executive. Continue to improve our asset management and accounting processes and practices to deliver better practice outcomes for the Department. Our progress towards these goals Continual monitoring of our financial position means we are well placed to manage pressures on our budget. Our internal budget was set early and formally reviewed in November and February to take account of our strategic priorities and those of the Australian Government. Other commitments for 2009-10 Progress Fully engage in the coordinated procurement initiatives being considered by the Australian Government. FaHCSIA is represented on the Project Management Committee responsible for the Major Office Machines Scoping Study. We are providing information and advice to the Department of Finance and Deregulation (DoFD) as requested for each of the other coordinated procurement scoping studies. FaHCSIA Sustainability Report 2009-10 Page 18 of 81 Continue to implement the introduction of Operation Sunlight reforms. FaHCSIA Sustainability Report 2009-10 We are working with DoFD to prepare for a move to net cash appropriation arrangements in 2010-11 and report using the new net cost of services format for our Income Statement. Page 19 of 81 How this report aligns to the GRI Sustainability Reporting Sustainability reporting enables organisations to measure, disclose and show accountability in performance progress towards the goal of sustainable development to internal and external stakeholders. Sustainable development is considered to be that which meets the needs of the present without compromising the ability of future generations to meet their own needs. FaHCSIA has undertaken sustainability reporting since 2002-03 (known then as ‘triple bottom line’ reporting). This year’s report focuses on the significant aspects of 2009-10 performance and outlines the direction for ongoing performance improvement. Global Reporting Initiative index Once again FaHCSIA has chosen to utilise the Global Reporting Initiative (GRI) index to determine sustainability performance throughout the organisation. The GRI index provides the link between information in the report and the indicator used in the GRI index to allow the assuror to assess compliance. Sustainability stakeholders The following stakeholders were selected on the basis of the requirement for them to provide advice or direct input into our documentation/reports, or having a vested interest in sustainability issues within FaHCSIA operations. Stakeholder Groups FaHCSIA connected with stakeholders in 2009-10 by: Sustainability Steering Committee Seeking endorsement of the Environmental Policy, 2010. Regularly meeting with the committee to update them on sustainability issues. Sustainability Working Group Seeking input and regular feedback to and from the working group on developing the Sustainability Report. Interdepartmental Engagement Meeting with members of GAEN biannually to keep informed of emerging environmental management issues in Government Agencies. Government Agencies Environmental Network (GAEN) Co-chair the Environmental Management System Subgroup of GAEN EMS Stakeholders Meeting with members of the EMS Subgroup quarterly to share ideas and lessons learnt for managing Environmental Management Systems. Meeting with internal stakeholders to consult in the development stage of new procedures and documentation. Seeking input from internal stakeholders on the final draft. Consulting with internal stakeholders on the development of the Aspects and Impacts Register. Environmentally Conscious Office Staff (ECoS) FaHCSIA Sustainability Report 2009-10 Regular interaction with FaHCSIA staff through the ECOS network. Regular engagement is undertaken through face to face meetings and a SharePoint page. Page 20 of 81 Environment Inbox FaHCSIA Sustainability Report 2009-10 The inbox is available for all staff to use, is referred to at the bottom of environmental intranet pages and news articles and is encouraged as a point of contact for suggestions for improvement and seeking further information. Page 21 of 81 Contact us PO Box 7576 Canberra Business Centre ACT 2610 1300 653 227 environment@fahcsia.gov.au www.fahcsia.gov.au FaHCSIA Sustainability Report 2009-10 Page 22 of 81 Our people We believe that to be a sustainable organisation we must value our people and our results equally. In order to achieve our purpose of improving the lives of Australians, it is essential that we attract and support highly skilled, dedicated and productive staff. In 2009-10 we made great progress towards this goal. Some of our achievements throughout the year include: • Updating and extending the life of our People Strategy 2009-2011: Great People, Great Future. • Launching the Organisational Learning Strategy 2009-2011. • Undertaking a mini staff survey and our second annual staff survey, which allowed us to identify areas of success along with areas where improvements can be made. • Increasing the already above-average diversity levels of our workforce for the Australian Public Service. • Training more mentors for our Aboriginal and Torres Strait Islander employees. • Recruiting five trainees with an intellectual disability. What’s in Our People Strategy 2009-2011? FaHCSIA’s future success depends on the skills, energy and commitment of our staff. This year, we reviewed, updated and extended the life of our People Strategy 2009-2011: Great People, Great Future. The strategy: • provides an overarching vision for working with FaHCSIA • focuses on ensuring FaHCSIA is a great place to work and has a strong performance culture • guides and aligns our efforts to manage our people across the organisation • supports the outcomes in our Strategic Framework 2008-2010. Implementing this strategy will enable FaHCSIA to attract the right people and support our staff to achieve their full potential. As part of the strategy, we introduced a new integrated system of staff surveys. This includes annual staff engagement surveys, pulse surveys and entry and exit surveys. The survey program enables us to monitor our progress towards a sustainable people organisation and take local and strategic action where required. We use the results of these surveys to refine the strategy and to address challenges. FaHCSIA’s People Strategy 2009-2011 FaHCSIA Sustainability Report 2009-10 Page 23 of 81 Working with us We place a high priority on our people. Many people work with us because they believe in the work that we do and they appreciate our generous, flexible working conditions. Our Collective Agreement acknowledges the contribution of our staff by offering competitive remuneration and work conditions that reflect and build on our reputation as a family-friendly organisation, including: • flexible salary packaging. • work-life balance information and referral services. For example, we provide links to child care, elder care and lifestyle management programs. • a school holiday family care subsidy for employees who have to return from leave during school holidays. • family care rooms where possible. • flexitime, part-time and home-based work. • various types of leave. For example, cultural leave, NAIDOC Week leave, community volunteering leave, purchased leave, sabbatical leave, adoptive leave, parental leave and compassionate leave. • executive level employee time off in lieu. For more information, please read FaHCSIA’s Collective Agreement 2009-2011. Who works with FaHCSIA? FaHCSIA staff work in all states and territories around Australia, with nearly 73 per cent of our people working in our National Office in Canberra. The average age of our workforce is in the range of 40 to 44 years. Our total workforce is 66 per cent female. More than 82 per cent of our staff are in ongoing full-time positions, while close to 11 per cent are in ongoing part-time roles. The average pay is approximately $81,800 a year. We are very proud of the diversity of FaHCSIA staff. Our diversity levels continued to increase in 2009-10 to well above the average for the Australian Public Service. Please read more in the section on Diversity. The following charts and tables provide more details about the breakdown of FaHCSIA staff by geographical region, status, employment type and employment contract. Staff by location at 30 June 2010 Location % Australian Capital Territory 72.62 Northern Territory 8.23 Queensland 5.01 New South Wales 4.48 Western Australia 4.42 FaHCSIA Sustainability Report 2009-10 Page 24 of 81 South Australia 2.69 Victoria 1.88 Tasmania 0.67 Staff classification by level and gender at 30 June 2010 Classification Female Male Senior Executive Service 65 67 Indigenous Cadet/Cadet/Trainee 7 1 APS1 9 10 APS2 19 18 APS3 102 43 APS4 216 79 APS5 317 113 APS6 609 255 Executive Level 1 664 391 Executive Level 2 260 210 Legal Officer 8 3 Senior Legal Officer 22 6 Principal Legal Officer 12 10 Public Affairs Officer Grade 1 9 1 Public Affairs Officer Grade 2 13 3 Public Affairs Officer Grade 3 17 5 Senior Public Affairs Officer Grade 1 3 1 Senior Public Affairs Officer Grade 2 2 2 2,354 1,218 Total Staff age profile at 30 June 2010 Age category Female Male <20 13 5 20 – 24 154 67 25 – 29 323 142 FaHCSIA Sustainability Report 2009-10 Page 25 of 81 30 – 34 270 116 35 – 39 289 155 40 – 44 345 157 45 – 49 396 183 50 – 54 339 191 55 – 59 175 120 60 – 64 37 60 65+ 13 22 We are improving our separation rate In 2009-10 the total number of staff working for FaHCSIA increased from 3340 to 3572. During the year, the voluntary separation rate was 10.81 per cent. This is down from 11.2 per cent in 2008-09. This rate excludes all staff that separated from FaHCSIA because of end of contract or redundancy, or Machinery of Government changes. We support staff as they take part in the community By offering access to volunteering leave, we actively support staff who want to help the Australian community. A total of 112 staff accessed volunteering leave in 2009-10. FaHCSIA Sustainability Report 2009-10 Page 26 of 81 Developing our people We are prioritising learning This year we developed our Organisational Learning Strategy 2009-2011. This is a priority in our People Strategy 2009-2011. It links to our strategic direction and articulates our vision and priorities for staff learning and development. We have delivered nearly 300 training programs FaHCSIA delivered 298 corporately managed training programs in 200910. Throughout the year, the average number of all training activity hours per person was 19.46. Our staff can develop their individual capability through options such as: • e-learning • FaHCSIA’s Leadership Program • Priority Skills training • recognition and reward programs. We recognise and value the contributions our people make We recognise the valuable contributions and achievements of our people through: • our performance management process • staff commendations at meetings and functions • workplace certificates of appreciation • letters of thanks • FaHCSIA and Whole of Government awards. FaHCSIA Sustainability Report 2009-10 Page 27 of 81 Diversity FaHCSIA supports workplace diversity. We ensure that the principles of workplace diversity underpin all aspects of human resource management in every workplace throughout FaHCSIA. We recognise that diversity covers gender, age, language, ethnicity, cultural background, sexual orientation, religious beliefs and family responsibilities. We also recognise that diversity includes educational level, life experience, work experience, socio-economic background, personality and marital status. Workforce diversity provides business advantage through innovative thinking and an increased understanding of our clients’ needs. Workforce diversity maximises the contribution of our people, improves the quality of our programs, products and services, and builds our relationship with the community. Workforce diversity provides business advantage through innovative thinking and an increased understanding of our clients’ needs. We are increasing and supporting diversity FaHCSIA’s current Diversity Plan is our roadmap for: • creating and supporting a workplace that values, embraces and reaps the benefits of the diversity of our people • creating opportunities and developing shared values and ways of behaving to show everyone in FaHCSIA, as well as potential new staff, how we will bring workplace diversity to life. We are currently reviewing our Diversity Plan and anticipate releasing a new strategy in late 2010. In 2009-10, our diversity levels continued to increase. We are proud to be above the average for the Australian Public Service (APS). Staff by diversity category* Diversity category Women 2007-08 2008-09 2009-10 Number % Number % Number % 1973 66 2201 66 2354 65.9 (APS average 57.83%)** Aboriginal and Torres Strait Islander people 270 People with disability 147 9 322 9.7 340 9.5 (APS average 2.24%) 5 176 5.3 188 5.3 (APS average 2.94%) People from a diverse linguistic background 244 8 302 9 357 10.0 (APS average 6.0%) * Providing diversity information is voluntary and these figures are based on the number of people who chose to provide this information. ** As reported in the 2009 State of the Service Report. FaHCSIA Sustainability Report 2009-10 Page 28 of 81 Workforce diversity maximises the contribution of our people, improves the quality of our programs, products and services, and builds our relationship with the community. FaHCSIA Sustainability Report 2009-10 Page 29 of 81 Aboriginal and Torres Strait Islanders We value the members of our team who are Aboriginal and Torres Strait Islanders FaHCSIA recognises the richness of Aboriginal and Torres Strait Islander cultures and the unique skills and knowledge that these employees bring to our workplace, policy development and service delivery. We support Aboriginal and Torres Strait Islander people in the workplace through: • our Aboriginal and Torres Strait Islander mentoring program • our Cultural Appreciation Program • entry level programs for graduates, cadets and trainees • opportunities to participate in further training through the Aboriginal and Torres Strait Islander Staff Network, the Australian Public Service Commission and external training providers. We are working on attracting and keeping more Aboriginal and Torres Strait Islanders Our Aboriginal and Torres Strait Islander Recruitment and Retention Strategy 2006-2009 supports and enhances the recruitment, career development and retention of Aboriginal and Torres Strait Islander people within FaHCSIA. We have developed a new Aboriginal and Torres Strait Islander Workforce Strategy. This renewed strategy focuses on four key outcomes: 1. To be an organisation that respects and attracts Aboriginal and Torres Strait Islander people to work with us. 2. To ensure that Aboriginal and Torres Strait Islander employees have high levels of engagement and feel valued and supported. 3. To ensure that Aboriginal and Torres Strait Islander employees have the skills they need to do their job and are developing the skills they need to further their careers. 4. To show leadership and set the benchmark for the employment of Aboriginal and Torres Strait Islander people across the Australian Public Service. We are mentoring more Aboriginal and Torres Strait Islanders FaHCSIA’s Aboriginal and Torres Strait Islander staff identified mentoring as an important retention strategy. We have continued to deliver mentor training, which supports the development of qualified mentors to provide Aboriginal and Torres Strait Islander employees with support and advice about career development. Where appropriate, mentors also assist with other workplace issues. We currently have 122 trained mentors for Aboriginal and Torres Strait Islander staff nationally. During 2009-10, FaHCSIA piloted an innovative, structured mentoring program that focused on building the relationships between mentors and mentees, and building the capacity of our Aboriginal and Torres Strait Islander staff. The program attracted a positive response from our Senior Executive Service staff and we plan to continue building on the pilot program’s success. We have embarked on a journey to learn more about Aboriginal and Torres Strait Islander culture We introduced our Cultural Appreciation Program in November 2008. This program is coordinated through our People Branch but is owned by our Aboriginal and Torres Strait Islander staff. A number of these staff have participated in facilitation and presentation skills training, and they now deliver the program nationally. We specifically tailor our Cultural Appreciation Program to support the work that we do. Through this program staff obtain an increased awareness of cultural appropriateness which, in turn, helps them to have a better understanding of the work they do and how it relates to our business goals. FaHCSIA Sustainability Report 2009-10 Page 30 of 81 Throughout 2009-10 we continued to deliver the program across the organisation. Each session provided information on: • working with Aboriginal and Torres Strait Islander colleagues • building individual skills and knowledge to assist in better delivering programs and services to the Indigenous community. The program is part of a six-month learning journey that aims to provide increased knowledge and appreciation of Aboriginal and Torres Strait Islander culture and issues. During 2009-10, we delivered 47 Cultural Appreciation sessions across the organisation and 580 staff took part. “580 staff took part in Cultural Appreciation sessions in 2009-10.” FaHCSIA Sustainability Report 2009-10 Page 31 of 81 People with disability We are implementing new programs and initiatives We have implemented and developed programs to address the better practice objectives recommended by the 2006 Management Advisory Committee (MAC) Report on supporting staff with disability. In response to the MAC report, FaHCSIA developed an innovative pilot traineeship program to recruit people with intellectual disability. Our staff worked in partnership with a number of external stakeholders, including the Australian Network on Disability, to build an inclusive program that would achieve meaningful training and employment outcomes for the participants. In August 2009, we successfully recruited and placed five trainees into an 18-month program. The traineeship is the first of its kind in the Australian Public Service. It demonstrates best practice in making sure that people with intellectual disability have the same employment opportunities as everyone else. Supervisors were equipped with the skills they needed to support and develop the trainees. The supervisors received training that included: • enhancing awareness of disability issues • providing specialist disability mentor training • information about the services, supports and assistance that were available throughout the program. We continue to work closely with a range of organisations such as Disability Employment Services and the Australian Network on Disability in the continued delivery of the program. “In August 2009, we successfully recruited and placed five trainees into an 18-month program.” FaHCSIA’s Leadership in disAbility Group (FLAG) has continued to develop into an empowered group of people who aim to: • make a difference on strategic issues • overcome systemic barriers • focus on attracting, recruiting and retaining staff with disability • discuss disability issues in positive and constructive ways. This group encourages best-practice approaches to accommodating and recruiting people with disability, including: • peer support • a buddy system • coaching • mentoring. The group continues to draw on the talents and experiences of staff to build confidence and leadership skills. We are continuing to make adjustments for people with disability FaHCSIA continues to provide centralised funding for assistive technology and additional supports that help staff with disability reach their full potential in the workplace. We encourage staff to disclose any disabilities that they may have and work with their supervisors to use the centralised funding for any adjustments to facilities, equipment, communications or work methods that are needed to support them in the workplace. FaHCSIA Sustainability Report 2009-10 Page 32 of 81 We are currently reviewing our Reasonable Adjustment Policy, a systematic approach to making adjustments in the workplace to meet the needs of people with disability. We are also developing supporting guidelines for managers to assist them in applying the policy in the workplace and when recruiting. FaHCSIA Sustainability Report 2009-10 Page 33 of 81 Health and wellbeing Our health and wellbeing payment makes a difference Under FaHCSIA’s Collective Agreement 2009-2011, the annual health and wellbeing payment to employees was increased to $300. This payment is made to each eligible ongoing employee (full time and part time) via the payroll system on the first pay day after 1 April each year. The payment can be used by employees to cover the cost of a range of health promotion activities including fitness equipment, gym memberships and programs to quit smoking. Our Collective Agreement sets the scene for work-life balance We are committed to finding innovative ways of helping staff balance work, family and other personal priorities. Our Collective Agreement (CA) and individual industrial instruments (Australian Workplace Agreements, CA Determinations and CA Flexibility Agreements) contain comprehensive initiatives to promote a work-life balance. These include flexible and family-friendly working arrangements such as part-time or home-based work, as well as work-life balance information and referral services. Click here to read FaHCSIA’s Collective Agreement 2009-2011. We promote zero tolerance to bullying and harassment As part of our strategy to eliminate bullying and harassment in the workplace, we have Harassment Contact Officers in all FaHCSIA workplaces. These people provide support and information to staff and managers about bullying and harassment. We also regularly provide current information for Harassment Contact Officers and encourage them to participate in refresher training from time to time. In February 2010, FaHCSIA engaged an external consultancy to review its framework for the identification, assessment and control of bullying and harassment in the workplace. The aim of the review was to identify potential gaps between Comcare’s recommended approach and FaHCSIA’s framework. The review report congratulated FaHCSIA on its comprehensive systems for the prevention and management of bullying and harassment. We are caring for carers We continued to support employees who have carer obligations through the coordination of the Carers Support Group. This group: • encourages greater awareness of carer support within FaHCSIA and the community • provides an outlet for carers to meet and share their thoughts on support and ideas that assist them in their caring responsibilities. The group meets monthly and invites guest presenters to provide guidance, information and ideas on how carers can be better supported in their role. We are improving Occupational Health and Safety We recognise the importance of staff occupational health and safety (OHS). We know that investing in employee health enhances our overall capacity and, as a result, improves our performance. In 2009-10, we: • trained more than 177 staff in OHS nationally. • continued to support state and territory OHS committees in FaHCSIA state offices. FaHCSIA Sustainability Report 2009-10 Page 34 of 81 • implemented a nationally consistent process for managing and rehabilitating people who had an injury or illness. These processes are for all staff returning to work who have an illness or injury, regardless of whether the condition is compensable through the workers’ compensation system or not. • offered seasonal influenza vaccine injections to all FaHCSIA staff along with information on taking precautions during the flu season. Some 1054 staff were vaccinated, representing a 2.4 per cent increase from 2008-09. • offered workstation assessments. We have conducted more than 498 workstation assessments throughout FaHCSIA’s national and state offices since July 2009. • conducted national health and safety promotions for: • - Safety Work Australia Week, using the theme ‘See the signs’ - World Health Week, using the theme ‘1 Department 3000 lives.’ completed an audit of all first aid rooms and refreshed all first aid kits. The effectiveness of the national OHS initiatives under the OHS Strategic Plan 2009-10 are demonstrated by the following results: • In the 2010 staff survey, 82 per cent of respondents agreed that FaHCSIA fosters a safe work environment. • In the staff survey, 78 per cent of respondents agreed that their physical work environment is safe and healthy, which is up from 73 per cent in the 2009 staff survey. • We had a 46 per cent decrease in the injury frequency rate in 2009-10, compared to 2008-09. “In the 2010 staff survey, 82 per cent of respondents agreed that FaHCSIA fosters a safe work environment.” We are taking safety seriously FaHCSIA received 187 hazard and injury reports from staff during 2009-10. The most common injuries were sprains or strains, contusions and crush injuries. During 2009-10, the injury frequency rate was 3.35 injuries per 100 employees. This compares to 4.66 injuries per 100 employees for 2008-09. Eight injury reports required us to give notice to Comcare under section 68 of the Occupational Health and Safety Act 1991. We continue to educate managers about their responsibilities under the Occupational Health and Safety Act 1991. This helps us to reduce workplace accidents and injuries, and prevent them from recurring. Our improved analysis of injury and hazard reports by the State and Territory OHS Committees has helped to reduce the frequency of injuries. The introduction of measures by the committees to prevent the recurrence of incidences has also contributed to the improvement. We have reduced compensation claims During 2009-10: Comcare accepted 33 new claims, five fewer than 2008-09.* FaHCSIA recorded an average lost time rate of 4.01 weeks for new claims accepted. This was 0.75 weeks higher than the previous period. The average of lost time due to all accepted claims (including new and old claims) was 12.6 weeks, a 31 per cent decrease on the previous 12 months. * Information obtained from the Comcare database on 8 August 2010. FaHCSIA Sustainability Report 2009-10 Page 35 of 81 We regularly carry out staff surveys The staff survey in March 2010 found that: 73 per cent of respondents were satisfied with the level of work-life balance in their current position. 76 per cent of respondents were satisfied with their access to flexible working arrangements. The four workplace attributes nominated most frequently as being important for job satisfaction were: a good manager good working relationships interesting work flexible working arrangements. We address these issues by: instilling FaHCSIA’s core values across everything we do – respect, collaboration, professionalism, results, innovation having flexible employment conditions in our Collective Agreement providing leadership development programs on the key capabilities of: - setting direction - providing clear and consistent guidance - achieving results - setting an example - valuing and developing staff. “In the 2010 staff survey, 73 per cent of respondents were satisfied with the level of work-life balance in their current position.” FaHCSIA Sustainability Report 2009-10 Page 36 of 81 Goals FaHCSIA has identified a number of goals to work towards for improving our social performance for the coming year. In 2010-11, our social commitments are: 1. Developing and implementing a Diversity Plan Our new Diversity Plan will ensure our workforce reflects the diversity of the Australian community. We also want to understand the community’s needs better and effectively contribute to FaHCSIA’s business outcomes. 2. Implementing the Aboriginal and Torres Strait Islander Workforce Strategy FaHCSIA’s Aboriginal and Torres Strait Islander Workforce Strategy will be implemented. There will be a particular focus on attendance at the Cultural Appreciation Program, continued implementation of the structured mentoring program and an increase in the numbers of Indigenous employees. 3. Implementing a talent management framework The talent management framework will enhance organisational sustainability. It will consist of a suite of targeted programs, including: programs focusing on developing the talent of our diversity groups a program designed specifically for Aboriginal and Torres Strait Islander employees These will be among the first programs to be developed under the framework. 4. Providing ongoing opportunities for people with intellectual disability Following on from our success with a pilot program in 2009-10, we will aim to provide ongoing employment opportunities for people with intellectual disability. 5. Helping and supporting employees returning to work We will increase the effectiveness of the framework for early rehabilitation intervention for employees returning to work. 6. Promoting zero tolerance of bullying and harassment We will encourage employees to act if they witness or experience bullying or harassment. Our staff will work towards effectively dealing with bullying and harassment. FaHCSIA Sustainability Report 2009-10 Page 37 of 81 Our environment Environmental management FaHCSIA is committed to best practice environmental management, demonstrated by our Environmental Management System (EMS) certified to the International Standard ISO 14001. Our EMS provides a structured management framework to improve environmental performance, and enhance business efficiency. Documented procedures ensure that we follow the ‘plan-do-check-change’ cycle of continual improvement. Plan: Identify environmental problems, identify areas of legislative compliance, gain commitment for the EMS, get people involved and set out our intentions in a policy statement. Do: Manage the problems through procedures, training, signage, changing equipment and modifying processes. Check: Check to see if the way we are managing problems is working. Conduct audits, monitor activities and check for complaints. Change: Understand how the EMS could be improved and take the time to make those changes. Our EMS includes relevant policies, guidelines, procedures, plans, resources and responsibilities. It allows us to: Maintain our reputation as a leader in environmental management among Government agencies. Identify our most significant impacts on the environment and target our resources to address them with a focus on return on investment. Ensure legal compliance and due diligence. Increase information sharing. Build awareness of environmental concern among employees. Create opportunities for consultation across all levels of the organisation. Make sure that monitoring and measuring mechanisms are in place to support current and anticipated mandatory reporting requirements. Improve public environmental reporting and disclosure. Keep ahead of more stringent regulations that might be introduced in the future. FaHCSIA Sustainability Report 2009-10 Page 38 of 81 Achieve real cost savings through increased efficiencies in energy, water, waste, purchasing, property management services and transport. Receive international recognition for achieving certification to the Standard. Minimise the risks associated with an environmental incident and subsequent litigation. Continually improve our environmental performance. What is the scope of the EMS? Our EMS now applies to all of our office-based activities at all locations. To confirm that the EMS is compliant and running smoothly, we will maintain certification of our EMS at two or more key offices. In 2009-10 we maintained certification of the EMS at Tuggeranong Office Park, Centraplaza and Juliana House. Environmental Management System Redevelopment Project In 2009-10 we redeveloped our EMS to better align it with best practice examples from both the private and public sectors. The benefits include: Alignment with ISO 14001 and best practice examples from government and the private sector. Better integration with existing business practices including risk management, occupational health and safety, and property management. A new environmental policy that is aligned with ISO 14001, the Environment Protection and Biodiversity Conservation (EPBC) Act 1999 and best practice examples. A more comprehensive risk assessment of FaHCSIA’s negative impacts on the environment, identifying related risks such as the financial and reputation risks of non-compliance, along with legal and other requirements such as heritage management. An expanded scope that now applies to all of our office-based activities at all locations. New supporting material, including Standard Operating Procedures. The new EMS was developed in consultation with the following key stakeholders: Corporate Communications Section Business Planning and Risk Management Team Occupation Health and Safety Team FaHCSIA Sustainability Report 2009-10 Page 39 of 81 Property Management Service Provider – Jones Lang LaSalle (JLL) Internal Audit Section Legal and Compliance Branch – Corporate and Business Section Remote Housing Section ACT Property and Facilities Management Section Regional Property Network Section. FaHCSIA Sustainability Report 2009-10 Page 40 of 81 Our buildings Our main office – Tuggeranong Office Park in Canberra In 2009, a refurbishment project commenced at the Tuggeranong Office Park (TOP) in Canberra with expected completion in late 2010. The following environmental considerations were included in the project with the intention of saving water and decreasing energy use: Sensor lighting to be installed in all office areas and meeting rooms. The lights turn off automatically if no movement is detected after 15 minutes. Appliances are generally 6-star energy rated with dishwashers having 3-star energy and 4-star water ratings. The Department of Environment, Water, Heritage and the Arts (DEWHA – now the Department of Sustainability, Environment, Water, Population and Communities (SEWPAC)) endorsed our strategy to achieve a 4.5-star National Australian Built Environment Rating System (NABERS) rating for the fit out by the end of 2011. Power Factor Correction units were installed at TOP in August 2009, resulting in more efficient energy use. Installation of water saving shower heads. Use of Low Volatile Organic Compound (VOC) paint, which is less harmful to the environment and human health. A printer rationalisation strategy was introduced for the new fit out, resulting in a reduced number of printers. Zip HydroTap 4in1 boiling/chilled hot and cold water units have been installed in kitchens. These are energy efficient and have a 6 star water rating. Over 50 per cent of waste resulting from the refurbishment was recycled rather than being sent to landfill. This included metal, carpet, furniture, paper and cardboard, and equated to over 1,000 cubic metres less landfill. A total of 1,393 workstation desk frames were re-used with new desktops added. Existing workstation partitions were covered with new fabric. An improved waste management system is being trialled in the newly refurbished accommodation. Separate bins give staff the option of recycling some items. Improved work area layouts were devised to reduce wasted space. Our Heritage Strategy Australian Government agencies that own or lease heritage places are required to assist the relevant Minister and the Australian Heritage Council to identify and assess the heritage values of these places. They are also required to: Develop heritage strategies. Produce a register of the heritage places under their control. Develop a management plan consistent with the Commonwealth Heritage management principles described in the Environment Protection and Biodiversity Conservation (EPBC) Act 1999. Ensure the ongoing protection of the Commonwealth heritage values of the place when selling or leasing a Commonwealth heritage place. FaHCSIA Sustainability Report 2009-10 Page 41 of 81 Ask the Minister for advice about taking an action, if the action has, or will have, or is likely to have, a significant impact on a Commonwealth heritage place. During the reporting period, FaHCSIA engaged heritage consultants Godden Mackay Logan to assist in the development of a heritage register and strategy. Preliminary work was undertaken, with completion of the audit and strategy expected in 2010-11. We are taking part in the Whole of Government Energy Contract During 2009-10, four of FaHCSIA’s Canberra sites received electricity under the Whole of Government contract, which includes a provision for 10 per cent green power. Action was taken to have the following properties added to this contract during the reporting period but due to processing delays, they will not be included until 2010-11: East Wing Greenway Waters Guilfoyle House Centraplaza. We are part of the Government Agency Environment Network (GAEN) The Government Agency Environment Network (GAEN) has an objective to drive environmental performance improvement within public agencies. It works towards achieving this objective by: sharing best practice ideas on environmental management initiating best practice activities for public agencies facilitating uptake of ideas within our agencies. FaHCSIA actively participates in this network and co-chairs the EMS Sub-committee. FaHCSIA Sustainability Report 2009-10 Page 42 of 81 Energy use This summary of our energy use is an extract from the Online System for Comprehensive Activity Reporting (OSCAR). Stationary energy Office—central services 2007-2008 2008-2009 2009-2010 Per cent change (last two columns) Electricity kWh 1,640,669 3,088,708 3,352,109 8.53 % Natural gas GJ 11,321 Greenpower kWh -131,254 -308,871 -335,211 8.53 % Total GJ 5,906 11,119 23,388 110.34 % Area (m²) 12,016 12,016 30,408 153.06 % KPI (MJ/m²) 491.55 925.38 769.14 -16.88 % Electricity kWh 11,246,280 12,188,924 9,049,137 -25.76 % Greenpower -236,234 -454,875 -419,415 -7.80 % Total GJ 40,487 43,880 32,577 -25.76 % Area (m²) 79,393 76,420 95,941 25.54 % Occupancy (People) 3,265 4,180 3,739 -10.55 % KPI (MJ/m²) 509.95 574.2 339.55 -40.86 % KPI (MJ/people) 12,400.19 10,497.64 8,712.73 -17.00 % m2 / person 24 18 26 40.35 % Office—tenant light and power Other buildings Automotive diesel L 90 Diesel Oil L 90 Electricity kWh 678,248 839,551 5,172 -99.38 % Total GJ 2,445 3,026 19 -99.38 % Area (m²) 10,689 10,434 470 -95.50 % KPI (MJ/m²) 228.75 290. 39.62 -86.34 % All categories Electricity kWh 75,191 Total GJ 271 Other uses FaHCSIA Sustainability Report 2009-10 Page 43 of 81 Diesel Oil L 1,000 Total GJ 39 Stationary energy totals Total GJ 48,838 58,296 56,022 -3.90 % 391,016 261,341 -33.16 % 50,794 40,960 -19.36 % 214,705 146,287 -31.87 % Transport energy Passenger vehicles Automotive diesel L 169,419 Automotive gasoline (petrol) L 201,399 Diesel Oil L E-10 (Biofuel) L 54,810 Gasoline (other than for use as fuel in an aircraft) L Distance travelled (km) 3,925,863 4,717,398 4,275,707 -9.36 % KPI (MJ/km) 3.88 5.11 3.85 -24.76 % Total GJ 15,236 24,117 16,447 -31.81 % Total GJ 64,074 82,413 72,469 -12.07 % 14,342 17,467 14,090 Transport energy totals Nett Emissions (CO2-e) Tonnes Notes Central services data relates to Tuggeranong Office Park (TOP). 2009-10 is the first year of full occupancy by FaHCSIA, hence the large increase in area occupied and the lower consumption per square metre. Natural gas has not been reported in previous years due to an oversight. TOP is under a triple net lease, with a data centre that is sub-leased to Centrelink, which pays for a percentage of the energy consumption. The FaHCSIA consumption for this reporting period has been calculated according to the percentage of the consumption paid by FaHCSIA, divided 50/50 to central services and Tenant Light and Power. The 2011 target for tenant light and power is 7500MJ per person. We are reasonably confident that we will achieve the target as a result of the energy efficiency measures we have introduced and the smaller area occupied following expired and relinquished leases. Occupancy in this table includes people who are not FaHCSIA employees, such as external consultants and contractors, hence the higher number than in FaHCSIA staffing numbers in other parts of the report. FaHCSIA Sustainability Report 2009-10 Page 44 of 81 Water use Throughout the 2009-10 year, we have continued to monitor and review our water use. We have also introduced a number of initiatives to reduce our water use. For example, as part of the refurbishment of the TOP building in Canberra, we have installed low water use dishwashers and Zip HydroTap 4in1 boiling/chilled hot and cold water units in all of the kitchens. Water use for our tenancies is not separately metered from other tenants or from base building services including bathroom facilities and landscaping. Very little meaningful data is available to us. The following table indicates our water use increased during the reporting period. Our highest consumption was in the Tuggeranong Office Park (TOP), but we are confident that water use in this tenancy in particular will decrease in 2010-11 as a result of the measures we have implemented. Water consumption Year Total KL Net Lettable Area (M2) Tuggeranong Office Park (TOP) 2008-09 2009-10 40,280 33,045 42,070 33,045 NB: Centrelink was also a tenant at TOP during 2008-09. Juliana House 2008-09 2009-10 4,547 6,643 5,708 6,643 3,444 10,989 3,543 10,989 48,271 50,677 51,321 50,677 Centraplaza 2008-09 2009-10 TOTAL 2008-09 2009-10 Note: Values reflect data generally within the reporting period with slight variations depending on the billing cycles. 2009–10 data for Centraplaza is based on seven months of available data, extrapolated to 12 months. FaHCSIA Sustainability Report 2009-10 Page 45 of 81 Waste management Waste and recycling Paper and cardboard – ACT sites Month Paper and Landfill Reduction in cardboard space saved - Energy Water greenhouse recycled – Kg cubic metres saved – GJ saved – L gases – tonnes July 2009 16,510 53.347 297.198 391,311 6.604 August 2009 10,108 32.659 181.944 239,560 4.043 9,942 32.123 178.956 235,625 3.977 October 2009 12,429 40.158 223.722 294,567 4.972 November 2009 10,301 33.283 185.418 244,134 4.12 December 2009 32,268 104.258 580.824 764,752 12.907 January 2010 16,843 54.42 303.174 399,179 6.737 February 2010 12,704 41.047 228.672 301,085 5.082 March 2010 13,274 42.888 238.932 314,594 5.31 April 2010 16,301 52.669 293.418 386,334 6.52 May 2010 15,481 50.019 278.658 366,900 6.192 June 2010 12,887 41.638 231.966 305,422 5.155 179,048 578.509 3222.882 4,243,463 71.619 September 2009 Total We assess the advantages of recycling using the benefits defined by the NSW Department of Environmental Climate Change, as follows: Recycling 1 tonne of paper saves 0.40 tonnes of greenhouse gases. Recycling 1 tonne of paper saves 3.23 m3 of landfill space. Recycling 1 tonne of paper saves 18.0 GJ of energy (5000kWH). FaHCSIA Sustainability Report 2009-10 Page 46 of 81 Co-mingled recycling – Tuggeranong Office Park Month Number of bins Weight – kg June 2009 42 635.5 July 2009 42 503.5 August 2009 42 596.5 September 2009 42 669 October 2009 42 612 November 2009 42 625 December 2009 45 354 January 2010 45 353.5 February 2010 45 570.5 March 2010 45 753 April 2010 45 598 May 2010 45 548.5 Total 6,819.0 Data is currently not available for other sites. We hope to have improved data collection methods in future reporting periods. In January 2010, the number of bins increased to 45. Pick-ups are weekly, with some months having four collections and others five. FaHCSIA Sustainability Report 2009-10 Page 47 of 81 TOP refurbishment waste Type of waste or recycling A Block C Block D Block E Block (& Retrofit) Month Total Month Total Month Total Month Total General Waste Landfill Jun 10 – Aug 10 225 Dec 09 – Apr 10 300 Jul 09 – Nov 09 240 Dec 08 – May 10 206 971 Metal Jun 10 – Aug 10 11 Dec 09 – Apr 10 49 Jul 09 – Nov 09 40 Dec 08 – May 10 6 106 Paper & Jun 10 – cardboard Aug 10 54 Dec 09 – Apr 10 48 Jul 09 – Nov 09 47 Dec 08 – May 10 63 212 Other and Jun 10 – office Aug 10 furniture 180 Dec 09 – Apr 10 185 Jul 09 – Nov 09 210 Dec 08 – May 10 0 575 Dec 09 – Apr 10 60 Jul 09 – Nov 09 60 Dec 08 – May 10 Carpet 63.87 183.87 2,047.87 Re-use of workstation frames 361 FaHCSIA Sustainability Report 2009-10 424 127 481 Recycled Recycled component component % 1,076.87 1,393 Page 48 of 81 52.8% Information and Communication Technology Information and communication technology (ICT) plays an important role in supporting improvements to sustainability. At FaHCSIA, we know how important it is to find ways of reducing the environmental impact of our use of ICT equipment. FaHCSIA’s Information Management and Technology (IMT) Group is working on several projects to create a ‘green’ ICT culture. The following examples demonstrate our commitment to saving energy and reducing waste: Documents can now be scanned to e-mail, reducing paper usage. A smaller number of multi-function devices has replaced a larger number of individual devices. Soon, there will be a 50 per cent reduction in the printer fleet. Australia-wide, there are 4478 workstations. Apart from 161 exemptions, all are shut down at night. We are planning to change to Windows 7 on all PCs. Windows 7 has improved power management settings than our existing operating system and makes better use of the various low power modes available. We have recently purchased–but have not yet implemented–blade-based servers for the data centres. These servers will use less power than our current servers. Blade servers have several advantages over traditional servers. They are installed inside enclosures rather than directly in a rack. They are physically much smaller than traditional servers, yet have the same capability. We are therefore able to fit up to 16 servers in the space where previously we could have housed four. By using less space, blade servers require less cooling and supporting infrastructure. “Australia-wide, there are 4,478 workstations. Apart from 161 exemptions, all are shut down at night.” We are increasing our use of video conferencing Over the past year, we have seen the use of video conferencing double. Use of video conferencing July 2008 to June 2009 2,520 hours July 2009 to May 2010 5,154 hours “Over the past year, we have seen the use of video conferencing double.” We are improving power management settings on computers Based on statistics gathered over the past few months, we are estimating a saving of 35 per cent in the power usage of PCs compared to all computers being left on all the time. FaHCSIA’s workstations go into a power save mode when not in use, reducing energy consumption. This has been enhanced and enabled by the continued use of the Wake on LAN (WOL) software. WOL software gives us the ability to shut down PCs at night and then use an automated process at a FaHCSIA 2009-10 Online Sustainability Report Page 49 of 81 scheduled time to turn them on, allowing for routine maintenance activities to be performed. This has two benefits: 1. Maintenance can be performed without impacting on work during the day. 2. Power consumption can be reduced at night. Currently, 99.5 per cent of all PCs on the corporate network are shut down over night. We are reducing the number of servers We continued to rationalise and consolidate FaHCSIA servers during 2009-10. In 2009-10, all new servers in the software development and test environments were virtualised. Server virtualisation is the process by which many smaller physical servers are replaced by one or more larger servers with greater capacity. Each of the smaller servers retains its own identity and runs independently of any other server, using the physical resources of the large server or servers. This process allows us to consolidate our resources. Instead of having many servers running at well below their capacity, one server runs closer to its overall capacity. This has obvious benefits for saving power and reducing the amount of resources required to run the servers. We have introduced a ‘Virtualise First’ policy for server provisioning across all environments. This has resulted in a massive reduction of our physical server footprint. Currently we host approximately 500 virtual servers on 15 physical host servers. This represents a saving on power consumption of approximately 93 per cent. This figure is arrived at by calculating the power consumption of the servers used to host the virtual servers and comparing it to that of the 500 physical servers that would have been required. Additionally, by reducing the number of servers, the power required to cool the servers has also been significantly reduced. Using industry standard calculations, we have reduced the power required to cool the servers by approximately 93 per cent. By virtualising 500 servers, we required 50 fewer server racks. This has created an ongoing saving to FaHCSIA of $750,000 per annum and reduces the footprint of our physical data centre space requirements by 150 square metres. The next step in furthering the gains in sustainability for server-based computing is to move to a high density model. This will further reduce our physical footprint in the data centres by 87.5 per cent. The flow-on effects in infrastructure costs will have a significant positive effect on the cost of running ICT services. The server infrastructure required to move to a high density computing model was purchased as part of the ongoing asset replacement program. Initiatives to deploy and utilise this equipment are under way and will be completed next financial year. “By virtualising 500 servers, we required 50 fewer server racks. This has created an ongoing saving to FaHCSIA of $750,000 per annum and reduces the footprint of our physical data centre space requirements by 150 square metres.” We are reducing the number of printers There has been a reduction of 178 printers in the nine months from April to December 2009. This is a reduction of 32 per cent in the overall FaHCSIA printer fleet. We have replaced a large number of printers with a smaller number of multi-function devices. These devices have better power management than the older models they replaced. Printers in the TOP buildings have now been rationalised and in most cases there are three multifunction devices per floor, equating to an average of staff-to-printer ratio of 1:33. FaHCSIA 2009-10 Online Sustainability Report Page 50 of 81 Tuggeranong Office Park E Block Prior to E Block move Post E Block move Percentage reduction Number of networked printers 30 18 40% Number of locally attached printers 30 5 83% 1:17 1:30 44% Staff to printer ratio (excluding desktop printers) In the ACT offices at Corinna St and Centraplaza, the printers are still under lease until the end of 2010. In the last quarter of 2010, some 130 Ricoh devices will be replaced with approximately 40 printers. This will bring the total printer fleet reduction to almost 50 per cent from April 2009 to December 2010. It is not possible to achieve the same ratio of printers to users in the smaller regional offices that have a small number of staff. FaHCSIA 2009-10 Online Sustainability Report Page 51 of 81 Paper During 2009-10 we reduced the amount of paper we used by almost 4000 reams despite an increase in staff. This equates to a decrease in the amount of paper ordered by 11 per cent per person. 2008-091 2009-10 Reams ordered 59,076 55,125 Staff numbers 3,400 3,570 Reams per person 17.38 15.44 1 Data for 2008-09 was incorrectly reported in our previous report. This table has been amended to reflect the correct figures FaHCSIA 2009-10 Online Sustainability Report Page 52 of 81 Travel We are improving vehicle performance and reducing emissions where we can In 2009-10, the FaHCSIA fleet comprised 296 vehicles. There were 252 shared fleet vehicles and 44 vehicles were provided under the Executive Vehicle Scheme for senior managers. The fleet also included a large proportion of diesel vehicles, which reflects FaHCSIA’s continuing role in the Northern Territory Emergency Response and the need to provide four-wheel drive vehicles for Government officials working in remote Indigenous communities. There is a need to use diesel vehicles in these remote communities as part of the Central Australian Petrol Sniffing Strategy. Our use of renewable fuel (E-10) has increased. E-10 represented almost 22 per cent of non-diesel fuel use in 2009-10. The Australian Government’s Green Vehicle Guide rates vehicles according to their emissions and fuel consumption. The rating system typically ranges from 4 (poor) to 20 (excellent). FaHCSIA promotes vehicles rated 10.5 or higher for our shared fleet vehicles. In 2009-10, the number of our shared fleet vehicles rated 10.5 or higher increased from the previous year to 34 per cent. The Green Vehicle Guide does not apply to non-pooled vehicles for our Senior Executive Staff, however, FaHCSIA encourages owners to purchase energy efficient vehicles. Transport energy This data has been extracted from the Online System for Comprehensive Activity Reporting (OSCAR). Passenger vehicles 2007-08 2008-09 2009-10 Percent change Automotive diesel L 169,419 Automotive gasoline (petrol) L 201,399 391,016 261,341 -33.16% 50,794 40,960 -19.36% 214,705 146,287 -31.87% 15,236 24,117 16,447 -31.81% 3,925,863 4,717,398 4,275,707 -9.36% 5.11 3.85 -24.76% Diesel Oil L E-10 (Biofuel) L 54,810 Gasoline (other than for use as fuel in an aircraft) L Total GJ Distance Travelled (km) KPI (MJ/km) Transport energy totals FaHCSIA 2009-10 Online Sustainability Report Page 53 of 81 Primary Scope Emissions (Tonnes) 1027.55 1652.14 1125.22 We actively promote the use of our shuttle bus service The shuttle bus is a joint service used by FaHCSIA and Centrelink staff. In 2009-10, FaHCSIA made 8908 trips on the shuttle bus and Centrelink made 2229. Approximately 9970 litres of diesel fuel was used for the shuttle bus during the period 2009-10 and it travelled a total of 67,216 km. The shuttle bus made 2187 fewer trips than in 2008-09. Centrelink ceased use of this joint service at the end of February 2010, which is the likely reason for the lower number of trips. 2009-10 saw a decrease in air travel of over 700,000 km and 2000 legs. Air travel Km Legs 2009-2010 45,670,650 39,210 2008-2009 46,380,180 41,470 FaHCSIA 2009-10 Online Sustainability Report Page 54 of 81 ECOS The Environmentally Conscious Office Staff (ECOS) network was established in January 2009 in response to our 2007-08 Sustainability Report. The role of the network is to encourage environmentally sustainable practices in the workplace. Members of the network are aiming to promote changes in behaviour that support improved environmental sustainability in the workplace. There are currently approximately 80 people in this voluntary network, covering almost all Indigenous Coordination Centres, state and territory offices and groups across our National Office. The network fulfils an important role in linking FaHCSIA’s offices with each other and with the Environmental Performance Team. Members have participated in successful nationwide events such as Clean up Australia Day and Earth Hour. Many members have assisted with putting up new signage for waste bins and have spoken at their branch meetings on issues such as recycling and turning off computers and monitors at night. FaHCSIA 2009-10 Online Sustainability Report Page 55 of 81 Environmental Reporting Program Mandatory reporting requirements Frequency The Environment Protection and Biodiversity Conservation Act 1999 – as part of our Annual Report Annually–October The Energy Efficiency in Government Operations Policy (EEGO) Annually–October The National Environmental Performance Measures (NEPM) Annually–August The National Packaging Covenant (NPC) Annually–October Voluntary reporting Frequency Sustainability Report Annually (FY)–December Whole of Government targets Target date Energy targets–tenant, light and power (MJ/Person) = 7,500 June 2011, with progress reported annually under the EEGO Policy. Energy targets–central service (MJ/m2) = 400 June 2011, with progress reported annually under the EEGO Policy. FaHCSIA 2009-10 Online Sustainability Report Page 56 of 81 Terms and measurements J Joule A unit of energy or work Kj Kilojoule 1,000 joules MJ Megajoule 1,000,000 joules GJ Gigajoule 1,000,000,000 joules W Watt A unit of power based on rate of energy use equal to one joule per second. kWh Kilowatt hour The kilowatt–hour (symbolised kWh) is a unit of energy equivalent to one kilowatt (1kW) of power expended for one hour (1 h) of time. T Tonne 1,000 kilograms Kl Kilolitre 1,000 litres tCO2–e Tonnes of carbon dioxide equivalent Standard measure of greenhouse gas emissions. It takes into account the varying global warming potential of different greenhouse gases. The United Nations lists carbon dioxide, methane, nitrous oxide, hydro fluorocarbons, per fluorocarbons and sulphur hexafluoride as greenhouse gases. One tonne of carbon dioxide equivalent would fill the average-sized three-bedroom house. Ream NLA(m2) Equivalent to a ream of A4 printer/copier paper A packet of A4 printer/copier paper contains 500 sheets. Net Lettable Area Expressed in square metres. The average weight is approximately 2.6 kilograms. FaHCSIA 2009-10 Online Sustainability Report Page 57 of 81 Goals FaHCSIA has identified a number of goals to work towards for improving our environmental performance for the coming year. In 2010-11, our environmental commitments are: 1. Conducting energy audits and developing Energy Management Plans Energy audits are to be conducted at three of the four properties with Green Lease Schedules in place (Centraplaza, Darwin and Sydney). The fourth Green Lease Schedule tenancy, Hobart, has an area of less than 2000m2, and an energy audit is therefore not required under the Energy Efficiency in Government Operations (EEGO) policy. An Energy Management Plan for each site will be developed from the audit outcomes and we will implement the plans and monitor progress. We will ensure the requirements of the EEGO policy are met when considering the acquisition of new premises. 2. Investigating energy use at Tuggeranong Office Park We recognise that efficient energy use at the Tuggeranong Office Park (TOP) is a challenge due to ageing and inefficient infrastructure, particularly the air-conditioning systems. However, we will monitor energy consumption at the site to gauge the effectiveness of initiatives such as power factor correction, sensor lighting and green ICT strategies. 3. Promoting green procurement We will promote green procurement throughout FaHCSIA, particularly in relation to stationery. 4. Improving waste management We will ensure Australian Government waste management policies are incorporated into the new cleaning contract for the ACT offices, which will be tendered in 2010-11. We will investigate the feasibility of introducing organic waste collection at additional FaHCSIA sites. We will review recycling practices at sites across Australia to ensure that local government services are used to their fullest extent. We will consider joining the ACT Government ACTSmart Office program to help put more efficient recycling and waste services in place in our Canberra buildings. This program will recognise our recycling achievements with annual accreditation. 5. Developing our heritage strategy The FaHCSIA Heritage strategy will be developed to ensure compliance with heritage aspects of the Environment Protection and Biodiversity Conservation (EPBC) Act 1999 and to ensure we do not compromise heritage issues while undertaking any of our activities. FaHCSIA 2009-10 Online Sustainability Report Page 58 of 81 Our finances To be sustainable, an organisation needs to work within its budget. It is essential that FaHCSIA has a balanced budget with effective monitoring and reporting to help us stay on track. FaHCSIA’s reputation, ability to achieve our purpose and capacity to meet future challenges all depend on sound financial management. FaHCSIA has a strong record in managing its finances. Some examples of our responsible management practices are: Our degree of compliance with the Commonwealth’s financial framework. In January 2010, for the first time, the Certificate of Compliance process results were tabled in Parliament and released to the public. Comparisons of reported non-compliance in 2008-09 were able to be made. FaHCSIA performed well, with only a one per cent share of reported noncompliance issues out of 20 agencies. FaHCSIA’s Chief Executive Instructions (CEIs) and Financial Rules are reviewed on an annual basis in order to reflect any changes to the Commonwealth Financial Framework and our internal policy documents. Our internal policy documents are valuable in providing good financial guidance to staff. In 2010, we updated our procurement policy to assist with our obligations under the Commonwealth Procurement Guidelines. We also provided staff with updated policy documents such as Official Hospitality Guidelines and Tender Evaluation Guides. We support our financial management by providing financial training in both our National Office and network offices. Additional training sessions are provided by staff in our Business and Financial Services Group on request or as issues arise. We are a large spending department. At the end of 2009-10, FaHCSIA had no Category B (moderate risk) findings from the Australian National Audit Office (ANAO) audit of our Financial Statements. This is a significant achievement for a department of our size. We will continue to refine and simplify our processes based on lessons learned. We intend to improve our capacity to produce accurate and timely financial reports that inform management decisions. We also intend to ensure compliance across FaHCSIA so that we are well-placed to implement all Department of Finance and Deregulation (DoFD) reforms. “FaHCSIA’s reputation, ability to achieve our purpose and capacity to meet future challenges all depend on sound financial management.” Throughout 2009-10, we have been working hard to implement the changes required as part of Operation Sunlight–a reform program aimed at increasing the transparency and accountability of Government departments. This year we have also participated in a number of DoFD scoping studies that will inform plans for Whole of Government procurement programs. FaHCSIA 2009-10 Online Sustainability Report Page 59 of 81 Financial management Several groups support financial management and sustainability within FaHCSIA. These are: Risk Assessment and Audit Committee–providing independent assurance and assistance to the Secretary and the Executive Management Group on the design and operation of FaHCSIA’s risk, control and compliance frameworks and external accountability responsibilities. Financial Statements Sub-committee–providing assurance to the Risk Assessment and Audit Committee and the Department’s Chief Finance Officer and the Secretary for sign off on the audited financial statements. Senior Level Task Group–reviewing and monitoring all Australian National Audit Office findings and reports to the Financial Statements Sub-committee. Chaired by the Deputy Secretary/Chief Operating Officer. Group Finance Managers–supporting business groups to ensure consistent financial practices across FaHCSIA. FaHCSIA 2009-10 Online Sustainability Report Page 60 of 81 Managing our expenditure Each year FaHCSIA receives appropriations from the Australian Government for operations and to pay for service delivery. Departmental income 2007-08 to 2009-10 Departmental income 2007-08 $’ million 2008-09 $’ million 2009-10 $’ million Appropriations for departmental operations 493.9 556.9 546.9 Appropriations to pay service delivery 947.8 1100.8 26.2* Revenue from other sources 33.9 43.1 38.1 1475.6 1700.8 611.2 Total *Note: From 1 July 2009 appropriation for service delivery by Centrelink was paid directly to Centrelink. In 2009-10, departmental expenditure was $621.4 million. This included: $26.2 million in payments for service delivery $333.8 million for employee expenses $203.3 million to suppliers. Departmental expenditure 2007-08 to 2009-10 Departmental expenditure 2007-08 $’ million 2008-09 $’ million 2009-10 $’ million Employee expenses 291.8 313.7 333.8 Payments for service delivery 947.8 1,100.8 26.2* Suppliers 216.8 255.7 203.3 Other 29.0 35.1 58.1 Total 1,485.4 1,705.3 621.4 *Note: From 1 July 2009 appropriation for service delivery by Centrelink was paid directly to Centrelink. Our employee expenditure Our employee expenditure increased in 2009-10 by 6.4 per cent. Growth in employee expenses is due to: an increase in salaries under the current Collective Agreement FaHCSIA 2009-10 Online Sustainability Report Page 61 of 81 movement in staff numbers. Employee expenses include: salaries leave entitlements (annual, sick, maternity, paternity, carer and cultural leave) superannuation. Employee expenditure 2007-08 to 2009-10 Employee expenditure 2007-08 2008-09 2009-10 Number of staff as at 30 June 2,972 3,340 3,572 6.9% Average number of staff for the year 3,149 3,221 3,439 6.8% $291.8 million $313.7 million $333.8 million 6.4% Employee expenses Percentage change 2008-09 to 2009-10 Summary information on consultants is included in our 2009-10 Annual Report. FaHCSIA 2009-10 Online Sustainability Report Page 62 of 81 Our economic viability At 30 June 2010, FaHCSIA’s net assets totalled $260.4 million–an increase of $43.3 million on our 2008-09 net assets of $217.1 million. Current assets for 2009-10 were $125 million, offset by current liabilities of $68 million. This gives a current ratio of assets to liabilities of 1.84:1 compared to 0.93:1 in 2008-09. The ratio measures FaHCSIA’s short-term liquidity and indicates our ability to meet short-term debts. FaHCSIA 2009-10 Online Sustainability Report Page 63 of 81 Achieving efficiency In 2009-10, FaHCSIA was responsible for delivering approximately $67.8 billion in payments and services on behalf of the Australian Government. Administered expenditure 2007-08 to 2009-10 Administered expenditure 2007-08 $’ million 2008-09 $’ million 2009-10 $’million 51,752.5 72,382.3 65,405.2 3,697.0 2,719.9 1,531.3 Suppliers 161.5 116.2 115.6 Subsidies 12.9 12.9 11.0 Other 122.3 505.7 726.6 Total 55,746.2 75,737.0 67,789.7 Personal benefits Grants The ratio of departmental expenses to the funding delivery is 0.009:1. In other words, in 2009-10 it cost FaHCSIA less than 1 cent to administer every dollar we delivered on behalf of the Government. FaHCSIA 2009-10 Online Sustainability Report Page 64 of 81 Goals FaHCSIA has identified a number of goals to work towards for improving our financial performance for the coming year. In 2010-11, our financial commitments are: 1. Continuing to improve our processes We will continue to improve financial management by ensuring good budgeting processes are in place. Changes resulting from any lessons learned will be effectively implemented. 2. Engaging in Whole of Government procurement We will continue to be fully engaged in the Whole of Government procurement initiatives. 3. Monitoring the impact of reforms We will continue to monitor the impact of implementing reforms under Operation Sunlight. FaHCSIA 2009-10 Online Sustainability Report Page 65 of 81 Our stories Letting the sun shine in Operation Sunlight is part of the Government’s reform agenda. The intention is to make budgets and financial management more open and transparent. Key changes and improvements have been made in a range of areas, including: outcomes and outputs budget papers estimates reporting. Operation Sunlight came into effect during 2009-10 and it has brought about a number of changes for FaHCSIA. For example, the number of outcomes that FaHCSIA now reports on has increased from four to seven. Jeff Harmer, the Secretary of FaHCSIA, explains how the new approach to outcomes has created changes: ‘Operation Sunlight has resulted in a new Outcome and Program Framework being developed for FaHCSIA which came into effect on 1 July 2009. The new performance framework measures the difference we make, as opposed to reporting what we have done. Consequently, ‘outputs’ are not a focus.’ FaHCSIA has worked closely with the Department of Finance and Deregulation (DoFD) to develop our budgetary framework. This framework comprises of outcomes, programs and program components, with reporting focused mainly at the program level and concentrating on whether each program has achieved its objective. All of FaHCSIA’s 2009-10 programs align with the seven new outcomes, and all program components align with the programs to which they belong. Performance reporting has been enhanced by the focus of reporting mainly now being at the program level and concentrating on whether each program has achieved its objective. Most of FaHCSIA’s key performance indicators have been replaced with deliverables in accordance with DoFD’s requirements. Other reforms that have impacted on FaHCSIA include: As part of the commitment to enhanced performance reporting, from 2009-10, FaHCSIA will report target and final performance information for programs in the Portfolio Budget Statement. From 2009-10, we present our income statements on the basis of net cost of services. From 2010-11, substantial changes will be made to the way that we are funded for capital depreciation expenses. As part of Operation Sunlight, expenses such as depreciation, amortisation and make-good will be replaced by departmental capital budget (DCB) funding. Intergenerational reporting (IGR) provides an overall assessment of the sustainability of government policies. The IGR is developed on a Whole of Government basis and substantial input is sought from other key departments and academia to ensure the best available data and analysis is incorporated into the report. This data and analysis relates to key drivers of FaHCSIA 2009-10 Online Sustainability Report Page 66 of 81 the Government’s fiscal position in areas such as population, labour force, payments to the unemployed, aged care, health care and education. Changes to the requirements for IGR mean that the report will be produced every three years instead of every five years. Overall, FaHCSIA has been able to quickly adopt the reforms brought about by Operation Sunlight. We continue to adapt to change and welcome further changes that aim to improve the transparency of public sector financial management. FaHCSIA 2009-10 Online Sustainability Report Page 67 of 81 Using our purchasing power to increase efficiency This year, FaHCSIA has taken part in the Whole of Government Coordinated Procurement Initiative. By joining together, Government departments and agencies can greatly increase their purchasing power. This is particularly effective in large-scale purchases for goods and services such as air travel, computers and software, accounting and stationery. The purchasing arrangements are established from time to time through a tender process and may be led by an agency with expertise in the particular goods or services. The Department of Finance and Deregulation (DoFD) has initiated a total of seven scoping studies to develop options for managing coordinated procurement processes. FaHCSIA has provided DoFD with advice on all seven of the scoping studies: air travel and related services (entered into July 2010) telecommunications Microsoft Volume Sourcing Agreement (entered into January 2009) desktop computers major office machines accounting services stationery and office supplies. FaHCSIA was also represented on the Project Management Committee responsible for the Major Office Machines Scoping Study. We currently have existing contracts in some of the areas listed for scoping studies. These contracts will only be extended by a maximum of 12 months to ensure that we can change over to the new arrangements as soon as possible. FaHCSIA 2009-10 Online Sustainability Report Page 68 of 81 FaHCSIA leads the way in risk management The Department of Finance and Deregulation (DoFD) has congratulated FaHCSIA for being one of the top 10 fund members to achieve excellent results in the Comcover 2010 Benchmarking Survey. This survey measures the risk management capability of fund member agencies and is designed to encourage agencies to consider the level of maturity that best suits their operations and objectives. An agency’s maturity level reflects the level of investment it has made in its risk management framework and the way that those capabilities have been integrated into operations. An agency’s target maturity level should be a reflection of the level of risk the agency faces. The target level of maturity assists in identifying the resources and capabilities that the agency requires to achieve its objectives. DoFD has recognised FaHCSIA as a leader in the field of risk management within the Australian Public Service. In addition to this recognition, we have received the benefit of a discount to our 2010-11 Comcover insurance premium. This outcome is a further boost to our already good reputation in risk management. Due to this success, we have again been invited to lodge a nomination for Comcover’s 2010 Awards for Excellence in Risk Management. FaHCSIA 2009-10 Online Sustainability Report Page 69 of 81 Strong support for the Environmental Sustainability Strategy in the Queensland Office One year after the start of the Queensland Office’s Environmental Sustainability Strategy (ESS), a survey2 of staff reveals strong ongoing support. One hundred per cent of respondents told us that they: support the strategy shut down their computers at night recycle paper where facilities are available. Many respondents told us that they: turn off monitors when not in use have print default settings on black and white print double-sided or better (that is, two or four views to a page) re-use paper and folders print fewer documents than they used to switch off lights and appliances when not in use. About one-third of staff across the state participated in the survey and over 60 per cent said their practices had been influenced by the ESS. Over half of respondents said they had consciously reduced their air travel, although many respondents didn’t have a need for air travel. Some staff indicated a greater commitment to the following behaviours: using electronic, rather than paper, filing use of a trial compost bin use of electronic diaries changes in their personal habits such as minimising takeaways and using reusable cups as well as taking public transport and riding bikes to work. Here are some of the positive comments from the survey in response to the question ‘What do you like about the ESS?’ ‘That it’s in the business plan which lends it credibility as being supported from the top.’ ‘It’s everyone’s responsibility to ensure we don’t waste Government resources and sustainability is critical for the health of our planet.’ ‘It brings staff together in a common cause.’ ‘It creates awareness among staff and serves as a reminder of our responsibilities and accountabilities as government employees to lead by example.’ 2 The survey was not professionally administered FaHCSIA 2009-10 Online Sustainability Report Page 70 of 81 Optimistic about future achievements Susan Sheppard, who led the development of the strategy, said: ‘Of course, there is a long way to go. But I’m satisfied the ESS has been a worthwhile exercise and am optimistic about what more we can achieve. ‘During the first year we were keen to test the waters, to put it out there and see what work groups did with it. That turned out to be quite a lot in some areas and very little in others. The sense I have is that there is a strong level of commitment but it’s often not harnessed due to habit, workloads and lack of leadership within teams. Leaders don’t have to be managers. One Indigenous Coordination Centre (ICC) appointed an officer to take charge of implementation and, according to her colleagues, she has been a passionate and effective agent of change. ‘I think it’s time now to start pushing the strategy a bit more. There have been many calls for signage, short fact sheets with instructions, email reminders and more recycling options so we will heed that call and, incrementally, grow awareness.’ Susan explains that, in Brisbane, one of the goals in the first year of the strategy was to establish some benchmarks against which progress could be measured. A great deal of progress has been made in relation to office supplies (excluding paper). Susan explains the success: ‘We have been trending down a massive 73 per cent in our use of office supplies since the last financial year. We have been placing fewer orders, imposing tighter controls on what we do order and recycling as much as possible. We’ve even had ‘amnesties’ where we’ve collected the many bits and pieces that lie around in top drawers never seeing the light of day.’ Susan is excited about the success of the strategy and its continuation. ‘To top it all off, management of the office block in which FaHCSIA is located in Brisbane wants to ramp up its sustainability measures and is drawing inspiration from us. They are looking to roll out the Bokashi composting bin system we have been trialling to all 25 storeys and have asked us to join with the other tenants in developing sustainability strategies. I guess it’s a case of ‘from little things big things grow’, which is really the rationale for doing any of this in the first place when it would be easy to say it’s too big a problem and simply give up.’ FaHCSIA 2009-10 Online Sustainability Report Page 71 of 81 Celebrating good health This year, FaHCSIA celebrated health and wellbeing with a good health payment and a week of activities and information. FaHCSIA’s good health payment is part of the Collective Agreement that came into effect in 2009. The payment is designed to encourage staff to take part in activities that will benefit their health and wellbeing. All permanent staff are eligible for the payment and it is paid after 1 April each year. FaHCSIA recognises that employees who enjoy good health are likely to be more productive and happy in the workplace. Here are just some of the ideas staff have had for using their payment and improving their health and wellbeing: ‘I am enrolling in a tai chi class with a friend.’ Robert ‘I am using the payment to start an indoor soccer team with work colleagues.’ Caroline ‘I’d like to buy a Wii Fit so I can exercise in my own home ─ so important in a Canberra winter!’ David ‘I’ve wanted to go on a yoga retreat for ages, so I am going to finally do it!’ Liz ‘I will stock up on some healthy cookbooks.’ Nicole ‘I’m putting the payment towards a new snowboard.’ Phil ‘I think I will use the money to visit the dentist. I haven’t been for years.’ Ben ‘I’m going to look into getting organic fruit delivered to my home.’ Sara ‘I am buying a new pair of runners.’ Alison ‘My boyfriend and I want to start a veggie patch, so we will use the payment to buy materials and plants.’ Larissa ‘I’ve been using it to have regular chiropractic treatment.’ Darryl ‘I’m going to get my bike serviced so I can start to commute to work.’ Andrew 1 Department, 3000 lives For a week in early April, we celebrated health and wellbeing by recognising the 60th anniversary of World Health Day. Our theme for the week was ‘1 Department, 3000 lives’ The theme recognised the way all staff–no matter what their lifestyle–can make improvements in their health and wellbeing. During the week, we focused on helping staff to look after their health and achieve a work-life balance. A National Healthy Breakfast was provided to staff on World Health Day and there were plenty of other resources and information on healthy living throughout the week. ACT-based staff received calendar invitations to attend various lunch-time seminars including a DVD of Dr John Tickell’s 2007 Leadership Seminar Series. This included presentations on leading better by living better, coping with stress and having more energy, and an informative presentation by an Australian Olympic rower. FaHCSIA 2009-10 Online Sustainability Report Page 72 of 81 Building better social housing The Social Housing Initiative, which is a key component of the Nation Building Economic Stimulus Plan, is the largest investment by an Australian Government in social housing. Through the initiative, funding of $5.238 billion is being provided over three and a half years from 2008-09 to 201112 for the construction of over 19,300 new social housing dwellings. As at 30 June 2010, construction had commenced on over 16,000 new social housing dwellings with some 2,670 of these completed. A further $400 million was allocated over two years from 2008-09 to 2009-10 to undertake repair and maintenance work that benefited more than 80,000 existing social housing dwellings. These include more than 12,000 dwellings that would have otherwise been lost to the social housing stock without this work. Paul Vevers, Coordinator, Economic Stimulus Plan, Housing NSW, said: ‘One of the most moving experiences I have had during my involvement with the social housing element of the Economic Stimulus Plan was during the handover of 10 units in Sydney. The keys had just been handed over to the community housing organisation when a young man with a backpack arrived. He was a homeless person who had been allocated one of the units and could not wait to get in. He sat on the floor of his unit in absolute amazement that he had been given a brand new, really good quality home. The stress visibly lifted from his face. ’The story of this young man is being repeated over and over in NSW as we hand over an unprecedented number of homes to people who were homeless or at risk of homelessness. ‘Without the Social Housing Initiative, we could never have offered assistance to such a large number of people who were experiencing housing crisis. ‘The other really good news story about the stimulus homes is the example which they are setting to the building industry in NSW about environmentally friendly buildings. ‘For example, the Australian Government required that the large majority of the stimulus-funded homes have water tanks. This has impressed tenants and local communities. Tenants use water from a water tank for washing and flushing the toilet–which saves them money and means they are doing something in a small way for the environment. ‘Our projects built in the second stage of the Economic Stimulus Plan have 6-star green ratings and insulation throughout. In addition, we have built in features to reduce the future maintenance costs for the community housing providers who will be managing them. For example, windows are a major maintenance cost in buildings as they get older. We have installed semi-commercial grade windows which are much more robust and longer lasting. And through the Social Housing Initiative, we have added to the housing stock in NSW a massive 1200 fully adapted units for people in wheelchairs. All of this is included in the average cost of approximately $295,000 per home.’ FaHCSIA 2009-10 Online Sustainability Report Page 73 of 81 Playing an active part in sustainability Members of FaHCSIA’s Environmentally Conscious Office Staff (ECOS) network allows people who share an interest in sustainability to connect, share ideas and encourage others to use environmentally-friendly practices. The network is a voluntary forum where staff come together to discuss, share and promote environmental ideas and initiatives. ECOS members have participated in many branch and section meeting talks to promote issues such as recycling and to help remind their colleagues to turn their computers and monitors off at night. Tiffany Roy, who works in Homelessness Branch, said: ‘As an ECOS member I have the opportunity to be directly connected to FaHCSIA’s environmental performance through discussion forums and the ECOS team. Since being an ECOS member I have learned a great deal from my ECOS colleagues and the people I work with who provide me with great ideas and inspiration. I find it rewarding that I provide my colleagues with an avenue to voice their ideas and concerns which allows the ECOS Team to grow FaHCSIA’s sustainability.’ The ECOS network has participated in recent activities such as Clean Up Australia Day, Earth Hour and other promotional and awareness events. Clean Up Australia was a huge success with ECOS members becoming actively involved and collecting 18 large sacks of rubbish from all around Lake Tuggeranong in the ACT. It is hoped that in 2011 this activity will be expanded and other offices will become involved. The ECOS network uses an online discussion forum to share ideas. New members are welcome and individuals across the organisation are encouraged to get involved. FaHCSIA 2009-10 Online Sustainability Report Page 74 of 81 Cultural change reduces paper use FaHCSIA’s Communication and Media Branch has been making inroads towards sustainability by promoting web-based products ahead of printed materials. This approach is based on industry bestpractice and has been well-received by a range of stakeholders. Changing our reliance on printed products involves a culture shift and Corporate Communications Section has approached this issue incrementally, product by product. For example, this year far fewer copies of the 2009-10 Annual Report were printed. Instead, the online version of the report was widely promoted to staff and other stakeholders. In line with this strategy, only one copy of the printed report was distributed to branch, state and territory offices and Indigenous Coordination Centres (ICC). However, offices or branches with a strong business need could request additional copies if required. This change in our distribution method was communicated widely and we received a positive response to our approach. We contacted stakeholders who had previously received a printed copy of the annual report, inviting them to view the report on our website. We explained that this was a more cost-effective approach and that it produced fewer carbon emissions than sending a hard copy. We also invited stakeholders to provide an email address so that we can advise them of the availability of the 2010-11 Annual Report via email. We feel that, in doing this, we have initiated cultural change that will help us work towards our goals for sustainability. We are also pleased to say that, last year, the Communication and Media Branch reported a 54 per cent drop in paper use. Brooke Geiger, Public Affairs Officer in the Communications and Media Branch, said: ‘We believe it’s important to lead the way in sustainability best practice. We are passionate about sustainability and following best practice in our communications.’ FaHCSIA 2009-10 Online Sustainability Report Page 75 of 81 Appreciating Indigenous culture FaHCSIA’s Cultural Appreciation Program (CAP) is designed to build our skills and knowledge in Indigenous culture and to help us deliver better services to the Indigenous communities we serve. The program runs across the organisation and, in 20092010, 580 people took part. For example, everyone who works in the Office of the Registrar of Indigenous Corporations (ORIC) is expected to take part in CAP. So far, 70 staff from ORIC have taken part in the program, including the Registrar and Deputy Registrar. ORIC works with Aboriginal and Torres Strait Islander people to build strong communities through strong corporations. ORIC works with approximately 2300 Aboriginal and Torres Strait Islander corporations and more than 30 per cent of its workforce is Aboriginal and/or Torres Strait Islander. Respecting Aboriginal and Torres Strait Islander cultures, traditions, views and ways of life is an important part of ORIC’s values. This respect helps staff understand the needs of the communities that we are working with. Participation in the program helps ORIC staff to understand the history of Indigenous affairs, and the effect that this has had on Aboriginal and Torres Strait Islander people. Understanding these issues provides a base for ORIC staff to effectively engage and work in partnership with Aboriginal and Torres Strait Islander people. ORIC uses this understanding to shape the delivery of regulation and support services that assist corporations do the best job for their members and communities. Other sections of FaHCSIA have also participated in CAP. Brenda Brooks works in the Remote Housing Section and she took part in CAP in February 2010. Brenda explains her experience: ‘I found this a valuable course as it increased my knowledge of Indigenous culture and I got to appreciate Indigenous ways of life. I also got to meet people from different backgrounds and gained valuable knowledge which I can apply not only within the workplace but also in my personal life’. In April this year, Brenda also attended the Mentoring Training Program. She said: ‘This program was amazing. I learned so much more about Indigenous affairs. I am currently looking for a mentee so I can follow this path further and really look forward to increasing and applying my knowledge of Indigenous issues.’ FaHCSIA 2009-10 Online Sustainability Report Page 76 of 81 Promoting inclusion with the disability traineeship program In 2009-10, FaHCSIA ran a pilot program offering traineeships to five people with intellectual disability. This program has been a very rewarding experience for everyone involved, especially the supervisors and the trainees. The program has provided the trainees with on and off-the-job training and work experience in a supportive environment. A recent review of the program found that there was extensive support for its implementation and success at every level within FaHCSIA. There has been a great deal of commitment from external stakeholders involved in the program, including the off-the-job training provider and the disability employment service providers. All stakeholders who participated in the review, both internal and external, were genuinely enthusiastic about the pilot program and the trainees, and stated that FaHCSIA was very supportive and responsive to their needs. A disability employment service recently nominated one of the work areas involved in the program for the ACT Chief Minister’s Inclusion Awards. This was in recognition for the work they had done in supporting their trainee in the workplace. FaHCSIA was also a finalist in the Diversity @work Inclusion Awards announced in October 2010 for the ‘Employment and Inclusion in the workplace of People with Disability’. A number of positive statements have been received from different work areas on the benefits of having the trainees in the workplace. Some of these included greater disability awareness for staff, as well as exploring alternative work processes to identify suitable work for the trainees while also meeting business outcomes. One of the supervisors of a trainee in the program said: ‘We really enjoy having (the trainee) in our team and do not look at him as a person with disability, but as one of the team. We have been able to support him when he has gone through some difficult stages and he provides support to us when we have had similar experiences. He asks how we are coping and has even brought in cakes he has prepared to share with the team. We would like to see him remain in our team at the completion of the pilot program.’ FaHCSIA 2009-10 Online Sustainability Report Page 77 of 81 Our future We are continuing to improve our approach to sustainability FaHCSIA has a Sustainability Framework in place to help guide our day-to-day activities and to minimise adverse impacts on the environment. The framework is guided by a process of continual improvement. FaHCSIA’s framework for sustainability consists of several linked elements: underpinning sustainability principles relevant policies and processes in the three key areas of environmental, social and financial performance initiatives to engage stakeholders a sustainability planning and reporting cycle. This approach enables us to base our activities on solid foundations, while remaining flexible to adapt to the challenges we face in meeting our commitment to sustainability. What are our sustainability principles? FaHCSIA adopts the principles of sustainable development set out in section 3A of the Environment Protection and Biodiversity Conservation Act 1999: Decision-making processes should effectively integrate both long-term and short-term economic, environmental, social and equitable considerations. If there are threats of serious or irreversible environmental damage, lack of full scientific certainty should not be used as a reason for postponing measures to prevent environmental degradation. The principle of inter-generational equity – that the present generation should ensure that the health, diversity and productivity of the environment is maintained or enhanced for the benefit of future generations. FaHCSIA 2009-10 Online Sustainability Report Page 78 of 81 The conservation of biological diversity and ecological integrity should be a fundamental consideration in decision-making. Improved valuation, pricing and incentive mechanisms should be promoted. These principles of ecologically sustainable development underpin our environmental policy. What are our policies and processes for sustainability? Our Environmental Policy Our Environmental Policy was revised in the reporting period and promulgated in January 2010. Find more information in Our environment. Our People Strategy 2009-2011 Implementing our People Strategy 2009-2011 will enable FaHCSIA to attract the right people and support our staff to achieve their full potential. Find more information in Our people. Our financial management practices These are the processes we have in place to continue building a sound reputation for effective financial management and to continue managing our resources responsibly to meet the Government’s priorities. Find more information in Our finances. Engaging stakeholders Two key initiatives to improve stakeholder engagement in our sustainability efforts are establishing our: Sustainability Steering Committee Environmentally Conscious Office Staff (ECOS) network. Our Sustainability Steering Committee The committee consists of managers of branches responsible for business that significantly affects our sustainability performance, namely: property and environment human resources procurement financial services communications and media information and communications technology. The role of the committee includes: Overseeing the development of FaHCSIA’s sustainability reports and monitoring performance against the commitments made. Managing FaHCSIA’s environmental outcomes as detailed in our Environmental Strategy 2009-2012. Advising our Information and Communications Technology Committee (ICTC), Executive Management Group and Project Investment Board on proposed investments or initiatives that support improving FaHCSIA’s environmental performance. FaHCSIA 2009-10 Online Sustainability Report Page 79 of 81 Our ECOS network The Environmentally Conscious Office Staff (ECOS) network was established in January 2009 and has seen a 25 per cent increase in its membership during the 2009-10 financial year. We are planning for the future We plan to release our sustainability report towards the end of each calendar year. These reports are part of our sustainability planning cycle which involves: making commitments setting goals planning activities implementing the plans monitoring our performance reporting publicly on the outcomes. Our sustainability reports include these goals and commitments and our performance against them. We also spell out the goals we have set for the coming year. As well as this voluntary sustainability reporting we also have some mandatory reporting obligations. Our reporting obligations are listed in our Environmental Reporting Program. FaHCSIA 2009-10 Online Sustainability Report Page 80 of 81 Our key goals for sustainability Our people Key goals for 2010-11 The People Strategy 2009-11: Great People, Great Future has been extended until December 2011. We will continue to measure our performance against the indicators in the Strategy. We will evaluate the Strategy’s effectiveness in anticipation of a revised People Strategy in early 2012. Our environment Key goals for 2010-11 We have a range of plans in place for reducing energy and water use at a number of our sites. We will investigate green procurement and improved waste management services, particularly outside Canberra. We will also complete the Heritage Strategy. Our finances Key goals for 2010-11 We will continue to strengthen our financial management and governance arrangements by further refining and simplifying processes based on lessons learned. We will continue to enhance financial management throughout FaHCSIA and effectively implement Whole of Government financial reforms. FaHCSIA 2009-10 Online Sustainability Report Page 81 of 81
