Australian Institute of Criminology

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Governance and accountability

External scrutiny and review

In 2012–13, no judicial decisions or decisions of administrative tribunals affected the Institute; nor were there any parliamentary committee reports or Ombudsman reports.

The AIC was selected as an agency to be audited under the Australian National Audit Office (ANAO) performance audit on Managing Conflicts of Interest in FMA Agencies. The audit commenced in March 2013 and is expected to be tabled in early 2014.

The Institute is also subject to an annual statutory audit performed by the ANAO. In addition, regular internal audit reviews are undertaken by an independent consultant. The outcomes of all audits are presented to the AIC Audit Committee and plans are developed for the implementation of recommendations and the ongoing monitoring of actions for improving processes.

Corporate governance

In 2012–13, the AIC continued to adopt FMA Act accountability and governance measures to the highest level of corporate integrity in building the Institute’s research, communications and corporate capacities.

The governance changes continue to bring a significant increase in administrative and legislative compliance and accountability tasks for the Corporate area of the AIC, including the review and implementation of the majority of the AIC’s policies and committees. These changes are now being embedded into the AIC’s governance framework.

Director (Chief Executive of the AIC)

Dr Adam Tomison was appointed Director of the AIC by the Governor-General in 2009 and also became Chief Executive of the Institute after July 1 2011, when the AIC transitioned from a Commonwealth Authorities and Companies Act 1997 Agency to an FMA Act agency.

Criminology Research Advisory Council

The Criminology Research Advisory Council was established under amendments to the Criminology Research Act 1971. The Criminology Research Advisory Council and its members have no legal, management or financial responsibility for the AIC. The role of the Criminology Research Advisory Council and its members is to advise the Director in relation to:

  • the strategic priorities for research in criminology;
  • the priorities for communicating the results of that research; and
  • applications for research grants made under the CRG program.

The Criminology Research Advisory Council consists of nine members representing the Australian Government and state and territory governments. This composition ensures that areas targeted for research funding reflect both national and state/territory priorities.

Meeting dates for 2012–13 were:

  • 19 July 2012 by teleconference;
  • 16 November 2012 in Canberra; and
  • 1 March 2013 in Canberra.

Ms Penny Armytage (Vic) resigned as Chair and as a member of the Council on 19 July 2013. Ms Cheryl Gwilliam (WA) was formally appointed Chair from 19 July 2013 by the Council. Mr Norman Raeburn (Tas) was appointed on 19 July 2012 as Deputy Chair, the position formally held by Ms Gwilliam.

Members of the Criminology Research Criminology Research Advisory Council as at 30 June 2013


Western Australia

Ms Cheryl Gwilliam, Director General, Department of the Attorney General, Chair.

Tasmania

Mr Norman Reaburn, Director, Legal Aid Commission of Tasmania, Deputy Chair.

Commonwealth

Mr Iain Anderson, First Assistant Secretary, Criminal Justice Division, Attorney-General’s Department.

Australian Capital Territory

Ms Kathy Leigh, Director General, Justice and Community Safety Directorate.

New South Wales

Mr Brendan Thomas, Assistant Director General, Department of Attorney General and Justice.

Northern Territory

Mr Greg Shanahan, Chief Executive, Department of the Attorney-General and Justice.

Queensland

Mr Terry Ryan, Deputy Director-General, Department of Justice and Attorney-General.

South Australia

Mr Rick Persse, Chief Executive, Attorney-General’s Department.

Victoria

Dr Claire Noone, Executive Director, Consumer Affairs, Department of Justice.

Audit committee

The Audit Committee was re-established in July 2011 in accordance with s 46 of the FMA Act. Its objective is to provide independent assurance and assistance to the Director of the AIC about its risk, control and compliance framework, and its external accountability responsibilities. The Audit Committee Charter was reviewed to align with both FMA Act requirements and ANAO better practice guidance.

In 2012–13, the Audit Committee comprised three members, appointed by the Director, two of whom are independent:

  • Mr Norman Reaburn (Chair) (independent member);
  • Mr Kevin Patchell FCPA (independent member); and
  • Dr Rick Brown, Deputy Director (Research).

The Institute’s internal audit provider for 2012–13 was Ernst & Young.

Meetings of the Audit Committee were held on 13 September 2012, 15 November 2012, 14 March 2013 and 20 June 2013. The committee considered two internal audit reports:

  • Assessment of Enterprise Risk Management Framework; and
  • Strategic Workforce Planning.

The AIC reviewed and updated its Risk Management Framework and Policy in line with the Australian and New Zealand Standard AS/NZS 31000:2009: Risk Management—Principles and Guidelines. Implementation of this framework commenced in early 2013 with the AIC redeveloping its Risk Management Planning process and Risk Registers.

The AIC continue’s to develop its certificate of compliance process in accordance with Department of Finance and Deregulation guidance.

Management committees

Ethics committee

The AIC Human Research Ethics Committee (HREC) has been operating since 1992. Its eight members have backgrounds in law, religion, social work and research, as stipulated in the National Health and Medical Research Council guidelines for ethics committees.

HREC’s role is to advise the Director whether approval to proceed should be granted for proposed research involving human subjects. HREC regularly reviews proposed projects to ensure that appropriate safeguards exist for the conduct of the research to be consistent with ethical standards.

During the reporting period, HREC reviewed and approved 17 proposals. The Committee Chair during the year was Professor Nicolas Peterson PhD, Fellow of the Academy of the Social Sciences in Australia.

Other members were:

  • Ms Robyn Holder MA (laywoman);
  • Dr Tony Krone PhD (person with knowledge of, and current experience in, research regularly considered by HREC);
  • Ms Barbara Nicholson (Minister of religion or Aboriginal elder);
  • Professor Debra Rickwood PhD, MAPS (person with knowledge of, and current experience in, the care, counselling or treatment of people);
  • Mr Doug Taylor BA (layman) to December 2012;
  • Ms Ruth Treyde BA/LLB (lawyer); and
  • Ms Tracy Cussen MSocSc (AIC representative).

Senior executive committee

The Senior Executive Committee was chaired by Dr Adam Tomison, Director of the AIC. The other members were Deputy Director (Research), Dr Rick Brown and Mr Brian Russell, Acting Deputy Director Corporate and Chief Financial Officer. The committee considers and provides broad strategic advice on research directions, budget and management.

The Senior Executive Committee (or members thereof) meet regularly with the Communications Manager and Library Manager to consider strategic and management matters in these areas.

Senior management committees

The Senior Management Committee system was restructured in March 2013 to better meet the needs of the agency. The Senior Management committee was replaced by the Research Managers Committee and the Corporate Services Managers Committee. Both of these committees report to the Senior Executive Committee through the respective chairs.

The Research Managers Committee meets every two months to consider both strategic and operational aspects of the AIC Research Program and provides advice to the Executive Committee on research priorities and risks. The meetings are regularly attended by other senior management staff to discuss specific management topics. Its members as at 30 June 2013 were:

  • Dr Rick Brown, Deputy Director (Research) (Chair);
  • Dr Russell Smith, Principal Criminologist and Research Manager, Global, Economic and Electronic Crime;
  • Professor Peter Homel, Principal Criminologist (Crime Prevention); and
  • Jason Payne, Research Manager, Violent and Serious Crime.

The Corporate Services Managers Committee meets every two weeks to consider both strategic and operational aspects of the Corporate Services functions and provides advice to the Executive Committee on Financial Management, Information and Communication Management, Human Resource and Administration matters. Its members as at 30 June 2013 were:

  • Mr Brian Russell, Acting Deputy Director (Corporate) & CFO (Chair);
  • Karen Johnston, Manager HR & Administration;
  • Adam Cooper, Financial Manager; and
  • Myles Lambert, ICT Manager.

Other committees

The Information and Communication Technology Committee provides advice to the Executive Committee on strategic direction and emerging issues. Its members as at 30 June 2013 were:

  • Dr Adam Tomison, Director (Chief Executive);
  • Myles Lambert, ICT Manager (Chair);
  • Brian Russell, Chief Financial Officer and Acting Corporate Services Manager;
  • Kate Hogden, Web Manager;
  • Jason Payne, Acting Research Manager, Violent and Serious Crime;
  • Colin Campbell, Communications Manager; and
  • Janine Chandler, Library Manager.

The Workplace Health & Safety Committee provides oversight of Workplace Health & Safety aspects of the organisation and advises the Deputy Director Corporate on Workplace Health & Safety issues and risks. Its members as at 30 June 2013 were:

  • Karen Johnston, Manager HR & Administration (Chair);
  • Penny Smyth, HR Administrator;
  • Matthew Willis, Chief Fire Warden;
  • Samantha Bricknell, First Aid Officer (and Harassment Contact Officer);
  • Adam Cooper, First Aid Officer; and
  • Jacqui Joudo Larson, Health and Safety Representative (pending training).

The Harassment Contact officers also meet separately with the Manager HR and Administration.

Staff consultative committee

The Staff Consultative Committee was established formally as part of the negotiation of the Agency Agreement 2011–14 both as an acknowledgment that change in the workplace is constant and also to identify, implement and encourage better practice, efficiency and productivity.

The main role of the Committee is to consult on policies that impact on employment conditions and to identify areas of productivity or efficiency gain. The Committee meets at least quarterly with the Executive and with the Manager HR and Administration as often as required to workshop draft policies. In February 2013, elections were held to refresh the membership of the Committee. As of 30 June 2013 committee members were:

  • Anthony Morgan (Chair);
  • Janine Chandler (Management representative);
  • Samantha Lyneham; and
  • Kate Hogden.

Risk management

The AIC’s risk management framework provides the mechanism to prevent, or at least minimise, the impact of adverse events on the ability of the Institute to achieve its outcome. The framework aims to provide a systematic way to make informed decisions and gain assurance that risks have been identified, managed and appropriately treated.

The primary components of the AIC’s risk management strategy are:

  • risk management policy and framework;
  • risk management plan and risk registers;
  • business continuity plan;
  • Chief Executive instructions;
  • finance policy and procedures;
  • research project management framework; and
  • internal audit program.

The AIC also participates in the annual Comcover risk survey, which seeks to benchmark agencies’ risk management frameworks, programs and systems against those of all participating agencies and peer group agencies. The Institute has recorded above average ratings in the three years it participated in this survey.

Fraud control

As required by the Commonwealth Fraud Control Guidelines, the Director certified that he is confident that:

  • fraud risk assessments and fraud control plans have been prepared that comply with the Commonwealth Fraud Control Guidelines;
  • appropriate fraud prevention, detection, investigation and reporting procedures and processes are in place; and
  • annual fraud data that comply with the Commonwealth Fraud Control Guidelines have been collected and reported.

No fraud was identified in 2012–13.

Corporate and statutory reporting

Human resources

The AIC’s human resources management framework is designed to maintain a workforce that has the skillset, flexibility and diversity to meet the Institute’s current and future research needs. The framework incorporates access to learning and development opportunities and notes the importance of effective communication and sharing of information. It is reinforced by effective performance development and staff management and relevant workplace health and safety practices.

The AIC seeks to promote a cooperative and harmonious work environment through:

  • integrity—ethical and honest behaviour;
  • professionalism—serving clients and stakeholders in a practical, diligent, thorough and objective manner;
  • openness—being accessible and responsive to staff, clients and stakeholders in order to build trust and confidence; and
  • fairness—treating all people equitably and justly and respecting the diversity of ideas, backgrounds and cultures of staff, clients and stakeholders.

The AIC’s strategic and corporate direction is being communicated to staff throughout the reporting year at meetings and via the intranet, email and internal blogs informing and updating staff on research projects and on corporate issues and directions. Staff have been encouraged to provide feedback on the Strategic Plan.

The AIC and APS values and Code of Conduct set out the behaviour expected of all AIC employees as they carry out their responsibilities. The code is part of the compendium of documents providing guidance to employees and is discussed with new staff during their induction to the AIC.

The AIC continued to outsource its payroll functions in 2012–13.

Human resources policies

During 2012–13, the Institute commenced a review of its human resources policies to ensure compliance with legislation and relevance to the current workforce.

The policies are being reviewed and updated in consultation with the Staff Consultative Committee. Since 1 July 2012, the following policies have been revised:

  • AIC work level standards;
  • home-based work policy;
  • health and safety management arrangements;
  • agency multicultural plan;
  • travel policy;
  • learning and development policy (draft);
  • review of actions policy and procedures;
  • procedures for determining breaches of Code of Conduct and determining sanctions;
  • procedures for dealing with whistleblower reports; and
  • environmental management statement.

The Agency Agreement included a commitment to promoting a productive workplace that provides employees with a fair, flexible, safe and rewarding workplace, characterised by respect, courtesy, inclusion and equity, and early intervention and resolution in instances of workplace harassment, bullying or discrimination and fair treatment of employees involved.

Workforce planning

The AIC’s executive management team continually reviews workforce requirements. Staff are employed on the basis of the output requirements arising from requests for research and support activities. The AIC also takes account of outsourcing opportunities in the university research and corporate sectors. Flexibility in staffing arrangements is essential for meeting research outputs through a collaborative approach and suitable appointments. This includes engaging leading national and international research organisations and individuals.

The Institute undertakes workforce planning as part of internal budget deliberations. Priorities for the upcoming year and resources required to meet those priorities are considered. Various committees have input into ensuring the needs of the organisation and individuals are met.

The Institute undertook a workforce planning audit, completed in November 2012, to review its workforce planning capacity. The Institute is developing policies and processes to meet the Report’s key recommendations being:

  • conduct further research into the Employee Value Proposition;
  • development of work level standards and learning and development strategies that support progression; and
  • better align strategies and policies such as performance management, work level standards and learning and development.

The Institute aims to be an organisation that values fairness, equity and diversity and is therefore committed to preventing and eliminating discrimination on the basis of ethnicity, sex, gender, sexual preference, age, physical or mental disability, marital status, family responsibilities, pregnancy, religion, political opinion and cultural background.

The AIC is committed to making all reasonable endeavours to increase Aboriginal and Torres Strait Islander employment within the AIC.

Performance development scheme

Under the Public Service Act 1999 (Cth), the AIC is required to focus on achieving results and managing performance. The AIC’s performance and development scheme requires clearly defined performance goals, fairness and transparency in rewarding good performance, and prompt and appropriate management of underperformance.

The AIC supports these principles and is committed to fostering a performance improvement culture within an organisation that values its most important resource—its people.

The scheme emphasises continuous feedback, a strong focus on developing employees and encouraging improvements in productivity and efficiency. The scheme promotes fairness by clearly defining expectations that align with corporate goals. It includes:

  • transparent appraisal outcomes for all staff;
  • individual training and development plans;
  • use of review processes at six-monthly cycles; and
  • use of structured underperformance provisions and strategies.

Performance pay

Under the AIC’s current Agency Agreement, employees may qualify for a one-off performance bonus where they have achieved a performance rating of Superior or above. Eligible APS level to Executive Level 1 employees are able to receive a bonus of between two and three percent and eligible Executive Level 2 and SES employees may qualify for a bonus of between two and 10 percent.

In 2012–13, 16 employees received a performance bonus relating to the previous year’s performance. The total amount of performance bonus paid was $51,076 at an average of $2,554 per eligible employee.

Learning and development

In 2012–13, as part of the Executive’s response to staff feedback, a Learning and Development Policy was drafted and consultation with staff on the policy is under way. The AIC is committed to continued improvement of its Learning and Development Framework including investment in the training and development of employees. This commitment will help to embed the Learning and Development program in a cohesive and consistent manner across the Institute, so as to maximise the benefits of the program to the organisation and its employees.

The draft policy aims to facilitate a working environment that enables employees to develop their skills, knowledge and effectiveness and to promote improved performance in delivery of the AIC’s goals and priorities.

In 2012–13, learning and development activities included opportunities to produce authored publications, present internal seminars and/or papers at national and international conferences and support of formal study. As part of the support of formal study, the Institute supported two staff undertaking PhD studies.

As a small agency, the Institute needs to take advantage of training days and briefing sessions offered by other government departments and agencies, such as the Department of Finance and Deregulation, Comcover, the National Archives of Australia and the Australian Government Solicitor. Wherever possible, AIC staff develop and deliver relevant training to other staff to minimise costs and to make the best use of existing expertise. Corporate staff have undertaken a number of these programs in order to meet the additional level of compliance and administration associated with the recent transition to the FMA Act and Public Service Act 1999 (Cth).

Workplace support

Non-salary benefits provided to staff in 2012–13 reinforce the AIC’s standing as an employer of choice. They included:

  • flexible working arrangements, which exclude the notion of core hours;
  • influenza immunisation;
  • employee assistance services, including counselling;
  • workplace health and safety training in first aid, bullying and harassment, and fire warden training;
  • the opportunity to author (or co-author) research publications;
  • the opportunity for staff to present their work at internal lunchtime seminars and/or external conferences and events; and
  • an in-house program of training in research methods, statistics and criminological theory.

The staff census results from the State of the Service 2011–12 indicated some concerns around bullying and harassment in the workplace. The Executive made a clear commitment to eradicating such behaviour and to provide staff with regular training courses on preventing and dealing with bullying and harassment in the workplace and regular follow-ups. Sessions were held in late 2012 and follow-up sessions are planned for July 2013.

2013 Internship program—January 2013

Applications were invited for the annual four week research internships from undergraduate and postgraduate students entering their final year in 2012 or from students who had completed their studies in 2011. Students in criminology or criminal justice at an Australian university were eligible, as were students in law or social science areas whose subjects included criminological themes. One of the internships was designated as an Indigenous placement and operated in the same way as all other internships. The internships attracted over 70 applications; the AIC granted four internships.

Each of the interns was assigned to one of the AIC’s research teams and given the experience of working on AIC research projects.

In 2013 one library internship was also granted.

Highlight 13 Interns

Jessica Ritchie, who has a Bachelor of Laws and Bachelor of Criminology and Criminal Justice from Griffith University, was an intern with the Transnational and Organised Crime Research Program. With an interest in human trafficking and a legal background, Jessica was involved in refining and updating data on successful convictions for human trafficking in Australia as well as developing documentation on finalised cases relating to matters with relevance to human trafficking, slavery and slavery-like practices.

Jessica Begley who is completing a Masters in Information Studies at the University of Canberra, worked in a number of roles as a library intern: client services (responding to information requests), records management, and learning the AIC’s Custom cataloguing. She also was involved in learning about the information needs of the agency, what statistics are collected and reported on, and general library management.

Cienan Muir, who is majoring in Criminology and Sociology at the Institute of Koori Education within Deakin University, was an intern with the Transnational and Organised Crime Research Program. Cienan undertook exploratory research to locate case examples of organised criminal groups recruiting people either for the purposes of committing crimes or to form part of an organised criminal enterprise. He explored avenues of recruitment in order to develop a categorisation and analysis tool that could be used in connection with preventive strategies.

Shann Hulme, who has a Bachelor of Criminology and Criminal Justice from the University of New South Wales, was an intern with the Crime Prevention and Criminal Justices Responses Program. Shann worked on the National Armed Robbery Monitoring Program, coding police narratives on armed robbery incidents. She also assisted with an evaluation of a violence against women project by developing a questionnaire to be used with a sample of local government staff.

Daniel Talbot, who is a police officer with Western Australia Police, was an intern with the Violent and Serious Crime Monitoring Program. Sergeant Talbot joined the AIC with experience and interest in the prevention of sexual and domestic assault and he worked across a number of related projects. This included assisting with the development of a Trends & Issues paper examining the practices and procedures underpinning sex offender registration systems both in Australia and overseas.

In addition to the main internship program, Sarah Gosper, a part-time research assistant working for Professor Stephen Tomsen, was an intern with the Violent and Serious Crime Monitoring Program. While at the AIC, Sarah was responsible for collating qualitative and quantitative data on alcohol-related homicides from the National Homicide Monitoring Program (NHMP), as part of a CRG funded study examining the links between homicide and the night-time economy.

AIC interns 2013.jpg

From left: Jessica Ritchie, Shann Hulme, Jessica Begley, Daniel Talbot and Cienan Muir

Staff communication

The AIC held an internal staff survey, as well as reporting on the findings of the 2011–12 State of the Service census results. The internal survey was undertaken to assess the outcome of a number of actions taken from the outcomes of the 2011–12 State of the Services survey. These surveys provided staff with the opportunity to communicate issues, perceived weaknesses and strengths to management in an anonymous way.

All-staff meetings are scheduled on a bi-monthly basis and provide the opportunity for managers to advise staff of achievements or events over the past month. These meeting also provide an open forum to discuss any issues impacting on staff.

The AIC blog continued to provide an online information-sharing facility providing a faster, easier and more efficient method of internal communication. It enables news posts from the Director or any of the work areas to be made at any time to all staff.

The intranet is the AIC’s main vehicle for sharing and developing knowledge. It links to information in the public domain in the library catalogue and to the external databases to which the library subscribes. By providing access to research projects, datasets and presentations, the intranet encourages researchers to build on and extend previous AIC research.

Purchasing

The AIC has developed internal policies and procedures for purchasing goods and services. These are included in the Chief Executive instructions and are in accordance with the Commonwealth Procurement Guidelines and the Institute’s enabling legislation.

Australian National Audit Office access clauses

The AIC’s contract templates contain standard clauses to provide for the Auditor-General to have access to the contractor’s premises. All contracts let during the reporting period contained these standard clauses.

Exempt contracts

The AIC has not entered into any contracts or standing offers that have been exempted from being published in AusTender.

Consultancy services

Consultants are generally engaged when particular specialist expertise is necessary, sufficiently skilled expertise is not immediately available in-house, or independent advice on an issue is required. The services provided by new and continuing consultants in the reporting period included internal audit services, legal advice on the Institute’s change in governance arrangements, contractual and human resource matters.

During 2012–13, seven new consultancy contracts were entered into (including those to a value of less than $10,000), involving total actual expenditure of $55,721 (including GST; 2011–12: $81,201). No consultancies were continuing from the prior year.

Information on the value of contracts and consultancies is available on the AusTender website, www.tenders.gov.au. Contracts above the value of $100,000 are detailed on the AIC website, www.aic.gov.au.

Information and communications technology services

Network and infrastructure

The AIC runs a stable and secure ICT network in accordance with Australian Government information security requirements.

The AIC has recently upgraded its internal servers to include servers with SSD (solid state drives) hard disk drives greatly improving performance and reliability. The new servers, having SSDs also drastically reduce power consumption in compliance with the Government Greenhouse Energy Reporting.

A VOIP (voice over internet protocol) solution has recently been implemented with a failover ISDN (integrated services digital network) backup. The solution allows the AIC to take advantage of considerably cheaper call costs while still maintaining the reliability of ISDN as an automatic failover option.

In addition to the AIC’s website, support and hosting are provided on a fee-for-service basis to other organisations, including the ACVPA Board and NDLERF. The Crime Stoppers Australia website is also hosted on a fee-for-service basis.

ICT strategic plan

The AIC has commenced a review of its ICT strategic plan with a focus on the future direction of the AIC’s ICT environment, improvement in performance and stability, and a review of the ICT capital management plan.

Government gateway services

In June 2013, Telstra was announced as the successful tenderer for the provision of Secure Internet Gateway services to 11 Government agencies. AIC is one of these agencies under the Australian Customs and Border Protection Services lead cluster. Customs coordinated the requirements of its group and approached the market through an open Request for Tender on behalf of itself and the other government agencies.

This contract is part of the Australian Government’s Internet Gateway Reduction program, aimed at improving operational efficiency, reliability and security by reducing the number of government internet gateways from 124 to eight or fewer. The AIC expects to transition to the new service contract in early 2014.

Statutory reporting requirements

Workplace health and safety

Under the Work Health and Safety Act 2011 (WHS Act), the AIC is required to report in its annual report on the following matters:

  • initiatives taken during the year to ensure the health, safety and welfare of workers who carry out work for the AIC;
  • health and safety outcomes achieved as a result of the initiatives mentioned;
  • statistics of any notifiable incidents of which the Institute became aware during the year that arose out of the conduct of businesses or undertakings by the agency;
  • any investigations conducted during the year that related to businesses or undertakings conducted by the Institute, including details of all notices given to the entity during the year under Part 10 of the WHS Act; and
  • such other matters as are required by the guidelines approved on behalf of the Parliament by the Joint Committee of Public Accounts and Audit.

Health and safety initiatives

The Work Health and Safety Committee (WHSC) has a legislative function pursuant to s 77 of the WHS Act, which is summarised below:

  • to facilitate cooperation between the AIC and workers in instigating, developing and carrying out measures designed to ensure the workers’ health and safety at work;
  • to assist in developing standards, rules and procedures relating to health and safety that are to be followed or complied with; and
  • any other functions prescribed by the regulations or agreed between the AIC and the committee.

The WHSC met on three occasions during 2012–13. Regular workplace audits were conducted and key workplace health and safety roles were advertised and filled as quickly as possible.

During the year, the Institute undertook a range of initiatives. The AIC continued to provide:

  • first aid training to nominated first aid officers within the Institute;
  • training for fire wardens and health and safety representatives and harassment contact officers;
  • influenza vaccinations to employees and contractors; and
  • workstation assessments.

The Institute’s Health and Safety Management Arrangements were finalised in consultation with the WHSC and staff along with a new Home-based Work Policy.

Health and safety outcomes

No incidents were reported to the Deputy Director Corporate, in accordance with the AIC’s incident notification and reporting procedures.

Notifiable incidents

Under the WHS Act, a notifiable incident is one involving death of a person, serious injury or illness of a person, or a dangerous incident. The AIC had no notifiable incidents during 2012–13.

Investigations including details of all notices

Under the WHS Act, improvement, prohibition or non-disturbance notices may be issued to the agency. The AIC was not issued with any notices and there were no investigations undertaken during 2012–13.

Any other matters

There are no other matters required by the guidelines.

Disability reporting

The National Disability Strategy sets out a 10 year national policy framework for improving life for Australians with disabilities, their families and carers. Disability reporting occurs though a number of mechanisms; for example, the Australian Public Service Commission’s State of the Service Report and the Australian Public Service Statistical Bulletin, to which the AIC contributes. The AIC makes every effort to ensure that all its policies and procedures comply with the principles of the National Disability Strategy.

Carer Recognition Act

The AIC is compliant with its obligations under the Carer Recognition Act 2010.

Ecologically sustainable development and environmental performance

This report on ecologically sustainable development and environmental matters is provided in accordance with s 516(a) of the Environment Protection and Biodiversity Conservation Act 1999.

The Institute’s Executive and staff are committed to the principles of ecologically sustainable development.

In accordance with government guidelines, the AIC participated in Earth Hour during the year, although it is worth noting that it is Institute practice to always turn off non-essential lighting and appliances.

In 2012–13, electricity consumption within our tenancy (causing emissions to the air and use of resources) decreased by 1.6 percent compared with the previous period. The Institute uses 10 percent green energy and recently installed new servers, having solid state hard drives that drastically reduce power consumption in compliance with the Government Greenhouse Energy Reporting.

Initiatives to reduce environmental impacts include:

  • Staff are encouraged to use web-based and teleconference facilities where possible rather than undertake air travel which has adverse effects.
  • Selected seminar presentations are made available electronically so that people do not have to travel to the Institute to hear them.
  • The majority of Institute publications are being produced in an e-book format reducing the need for hardcopy, print and paper usage.
  • Waste generation (resource waste and emissions to the air) is reduced by recycling paper, cardboard, glass, plastics and metals.

The AIC continues to look for ways in which it can continue to reduce its impact on the environment when undertaking new procurements.

Advertising and marketing

The AIC did not carry out any campaign advertising in 2012–13.

Information publication scheme

Agencies subject to the Freedom of Information Act 1982 are required to publish information to the public as part of the Information Publication Scheme (IPS). This requirement is in Part II of the Freedom of Information Act 1982 and has replaced the former requirement to publish an s 8 statement in an annual report. Each agency must display on its website a plan showing what information it publishes in accordance with the IPS requirements. The AIC has complied with IPS requirements. The Freedom of Information log can be found on the website in the Corporate Information section at http://aic.gov.au/about_aic/corporate%20information/foi.aspx.

Staffing summary at 30 June 2013

All staff by classification

Table 16 All staff by classification level at 30 June 2012 and 2013 (actuals)
Classification 2012 2013
SES Band 1 (equivalent) 1 2
Executive Level 2 7 5
Executive Level 1 9 9
APS 6 6 6
APS 5 11 8
APS 4 9 6
APS 3 7 6
APS 2 1 0
APS 1 0 0
Total 51 42

Employment status

Table 17 All staff by employment category, employment status and gender at 30 June 2012 and 2013
Employment category/status Male (n) Female (n) Total (n) Females as % of total
2012 2013 2012 2013 2012 2013 2012 2013
Ongoing
Full-time 7 8 15 15 22 23 68 65
Part-time - - 2 1 2 1 100 100
Sub-total 7 8 17 16 24 24 71 67
Non-ongoing
Full-time 10 6 15 10 25 16 60 63
Part-time - - 2 2 2 2 100 100
Sub-total 10 6 17 12 27 18 63 67
Total 17 14 34 28 51 42 67 67

Gender

Table 18 All staff by classification level and gender (at 30 June 2012 and 2013)
Classification Male (n) Female (n) Total (n) Females as a % of total
2012 2013 2012 2013 2012 2013 2012 2013
SES Band 1 2 2 - - 2 2 0 0
Executive Level 2 5 5 1 - 6 5 17 0
Executive Level 1 3 3 6 6 9 9 67 67
APS 6 - - 6 6 6 6 100 100
APS 5 1 1 10 7 11 8 91 88
APS 4 3 2 6 4 9 6 67 67
APS 3 3 1 4 5 7 6 57 83
APS 2 - - 1 - 1 - 100 0
APS 1 - - - - - - - -
Total 17 14 34 28 51 42 67 67

Employment arrangements

Table 19 Employment arrangements covering staff (at 30 June 2012 and 2013)
Employment arrangement Staff 2012 (n) 2013 (n)
AIC agency agreement SES (equivalent) 0 0
Non-SES 49 40
Australian Workplace Agreements SES (equivalent) 0 0
Non-SES 0 0
Common Law contracts SES (equivalent) 2 2
Non-SES 0 0
s 24(1) determinations SES (equivalent) 0 0
Non-SESa 0 0
Individual flexibility arrangements SES (equivalent) 0 0
Non-SES 0 2

a: Non-SES employees with an s 24(1) determination or individual flexibility arrangement are also covered by the Enterprise Agreement. As a result, the total number of agreements is higher than the total number of staff by the number of s 24(1) determinations and individual flexibility arrangements. The Director is covered by a Common Law contract but not included in staffing figures as an Office holder

Staff separations

Table 20 Staff separations by classification level and employment category 2011–12 and 2012–13
Classification Ongoing Non-ongoing Total
2011–12 2012–13 2011–12 2012–13 2011–12 2012–13
SES Band 1 (equivalent) - - 1 - 1 -
Executive Level 2 - 2 - - - 2
Executive Level 1 - 2 - 1 - 3
APS 6 - - 1 - 1 -
APS 5 - - 1 3 1 3
APS 4 1 1 2 3 3 4
APS 3 - - 5 3 5 3
APS 2 - - - - - -
APS 1 - - - - - -
Total 1 5 10 10 11 15

Remuneration

Table 21 Salary ranges at 30 June 2013
Classification Position Salary range
APS 1 Trainee $38,730–44,250
APS 2 Admin assistant $47,540–52,520
APS 3 Research Officer I/Admin Officer I $52,630–57,290
APS 4 Research Officer II/Admin Officer II $58,350–64,720
APS 5 Research Analyst/Senior Admin Officer $66,320–73,210
APS 6 Senior Research Analyst/Senior Admin Officer II $74,270–84,880
Executive level 1 Principal Research Analyst/Admin Specialist $87,530–102,170
Executive level 2 Research Manager/Admin Executive $104,930–132,620
SES SES Band 1 $140,000-