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Australian Public Service Disability Employment StrategyEffective leadership Diverse workforce Capable organisations and workforce Employee conditions APS Values

working together to transform the APS workforce

© Commonwealth of Australia 2012

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Acknowledgements

The Australian Public Service Commission wishes to thank everyone who took the time to contribute their thoughts, ideas and feedback to the development of this strategy.

ISBN: 978-0-9871594-3-4

ContentsIntroduction 6

Our response 8

Summary of actions 12

Making the strategy happen 14

Help with the strategy 18

Appendixes 20

1 How the APS is performing 21

2 The business drivers for disability employment 25

3 Strategic links 29

4 Key organisations 32

5 What we mean by disability 35

Australian Public Service Disability Employment Strategy 5

Australian Public Service Disability Employment Strategy

Introduction

6

• Itaimstogiveouremployeestheopportunities and know-how to create a diverse workforce.Thisinvolvesnewandimprovedtools,proceduresandsystems.

Ithasbeenpreparedinconsultationwithkeystakeholdergroups,includingemployeeswithdisability,APSleadersandhiringmanagers,peakbodiesandprivatesectororganisations,usingarangeofconsultationchannels,andhasdrawnoninternationalexperienceandinsight.

Feedbackwasconsistentacrossallstakeholdergroupsandspannedtheemploymentlifecycleofpeoplewithdisability.Weshould:

• improvetheaccountabilityandcommitmentofAPSleaders

• increaseagencydemandforcandidateswithdisability

• improverecruitmentpracticestoenablemorecandidateswithdisabilitytoentertheAPS

• fosterinclusiveculturesthatsupportandencourageemployeeswithdisability.

For most of our 165,000 employees based throughout metropolitan and regional areas in Australia and overseas the Australian Public Service (APS) is a great employer. We have a wide variety of jobs on offer – accountants, biologists, customer service officers, policy advisers, graphic designers, lawyers and IT specialists just to name a few. We also have a strong and well-publicised set of values, working conditions that emphasise work-life balance and a strong focus on career development and progression.

Likemanyotherpublicadministrationsaroundtheworld,theAPSisfacinganever-tighteningfinancialclimate.Ourworkforceisageing,thelabourmarketisshrinkingandweareundergreaterpressuretodomorewithless.Adiverseworkforceisvitaltoourabilitytorespondtothesechallenges.TherationaleisthatifwerepresenttheAustralianpopulation’sdiversitywearebetterplacedtocommunicatewiththebroadestcross-sectionofthecommunity,understandtheirdifferentneedsandworkouthowbesttoservethem.

ThisstrategyrespondstotheNationalDisabilityStrategy(NDS)thatwaslaunchedinFebruary2011.AkeypolicyobjectiveoftheNDSistoimprovetheworkforceparticipationofpeoplewithadisabilityacrossAustralia.Tobeimplementedovertheperiod2012–2014,theAs Onestrategywillrenewandrefocusourattentionandensureaconsistentapproachisadopted.

Ithastwoparts:

• Atitscoreisthetransformationofheartandmind,awakeningtheAPStothebenefitsofdiversity.Itsetsouttochange the way people think about disability.


Our response

Australian Public Service Disability Employment Strategy8

TheAustralianPublicServiceCommissionwillworkacrosstheAPStodevelopandsetanagendaforchangeanddelivery.

TotranslaterhetoricandgoodwillintoactualresultsrequirestheengagementofallleadersandemployeesacrosstheAPS.Withcollaborationcomesgreaterunderstandingofgoodpractice,sharingandlearningandaccesstoexpertise.

Thereisalsoaneedtomakeworkforceinclusionapriorityforallstaff,notjustthoseworkinginhumanresources–everyonehasaroletoplay.

Connecting with our stakeholdersToinformthestrategy,aconsultativeprocesswascarriedouttoseektheviewsofinterestedstakeholders.Interstateandinternationalcomparisonswerealsoconductedtogetabetterappreciationfortherangeofinterventionsusedinjurisdictionsthathadachievedinclusiveworkplaces.Thisprocesshascontributedsignificantlytotherichnessanddepthofthinkingunderpinningthisstrategy,andhashelpedshapeasetofinitiativesthathavethepotentialtodeliverchange.

Taking actionThestakeholderfeedbackgivesusaclearagendaforchange.Theinitiativesaredesignedwiththefollowingprinciplesinmind:

• SupportingandimprovingAPSemploymentopportunitiesforpeoplewithdisability

• CreatingsharedresponsibilityandownershipofthestrategyacrosstheAPS

• Limitingtheneedforadditionalagencyadministrationburden

• Havingregardforbudgetaryconstraints

• Identifyingopportunitiesforagenciestojoinupandworktogether

• Drivinglong-termsustainablechange

• Creatingasystematicandconsistentapproach.

ThefollowinginitiativesshouldbeconsideredasanintegratedsetofmeasurestobeappliedacrossalllevelsoftheAPS,includingtheSeniorExecutiveService.

Fostering inclusive culturesIna2010speechatVictoria’sParliamentHouse,DisabilityDiscriminationCommissionerGraemeInnesmentionedthe‘softbigotryoflowexpectations’


encounteredbypeoplewithdisability.1Thesewordsshowtheattitudinalchallengesencounteredbypeoplewithdisability.Theyalsoremindusoftheneedtoquestionourthinkinganddevelopabetterappreciationforwhatpeoplewithdisabilityhavetooffer.Ifwedon’tdothisemployeeswithdisabilitywillfeeldisengagedandundervaluedandmoreinclinedtoseekemploymentopportunitieselsewhere.Retentionisakeyissueforthisstrategy–itrequiresagenciestobedisabilityconfidentandofferrewardingcareers,inwhichpeopleareencouragedtoperformattheirbest.

Thissection’sinitiativesaredesignedtoshiftmindsetsandchangeperceptions.Todothisweneedtomakedisabilityapartofeverydaybusinessactivitiessothatratherthanbeinganadd-onorafterthought,itbecomesthe‘thewaythingsaredonearoundhere’.

TheAustralianPublicServiceCommissionwill:

• Reviewandwherenecessaryenhancethecommission’spolicyadvice,productsandservicesonmanagingmentalhealthissues.

• Encourageagenciestoincorporatediversitymessagesintotrainingandhumanresourcesprocessesandprocedures.

• Askagenciestoencouragethetake-upofflexibleworkingarrangements.

• Developanonlinecareertool,My Career, My APS,forAPSemployeesandmembersofthepublic,particularlythosewhohaveadisability,whoareconsideringajobintheAPS.

1 SpeechmadeatthelaunchoftheActiononDisabilityinEthnicCommunities(ADEC)DVD‘CanIDoItMyWay’on7September2010.

• Establishanetworkforrepresentativesfromagencies’disabilitynetworkstoprovideagencieswithopportunitiestoshareexperiencesandlearnfromoneanother.

Increasing agency demand for candidates with disabilityThissection’sinitiativesaredesignedtostimulatedemandformoreemployeeswithdisability.Employerfearsabouthiringpeoplewithdisabilityvarybutcanincludeconcernsrelatingtolowerleveljobqualifications,poorperformance,reasonableadjustmentcostsandnegativereactionsfromcolleaguesandcustomers.2Whilethereisnoresearchtobackuptheseperceptions,theycontinuetoexistandpreventpeoplewithdisabilityfromenteringtheAPSworkforce.TheAustralianPublicServiceCommissionwill:

• Promotethevaluepropositionandbusinesscasethatdisabilityandbroaderdiversityhastooffer.

• Publishaplain-EnglishguidetotheCommissioner’sDirectionsonemployingpeoplewithdisabilityviadisabilityemploymentservicesproviders.

• Promotetheuseofworkdesignasatooltoimprovetheworkoptionsforemployeeswithdisability.

2 Lengnick-HallM,GauntP,KulkarniM,‘Overlookedandunderutilized:Peoplewithdisabilitiesareanuntappedhumanresource’,HumanResourceManagement,vol47,no.2,summer2008,pp.255-273.PublishedonlineinWileyInterScience<www.interscience.wiley.com>


Improving recruitment processes to enable more candidates with disability to enter the APSWeneedtobreakthetraditional‘recruitmentmould’andgivemanagersconfidencetorecruitacandidatewithdisability.Tighteningbudgetsandtimepressureswillinevitablyaffectthedegreetowhichamanagerwilltake‘risks’withanewrecruit.However,itisonlythroughfirst-handexperiencethatmanagerscometoappreciatethatthemanagementofanemployeewithdisabilityisoftenjustlikemanaginganemployeewithoutdisability.

Thissection’sinitiativesaredesignedtoinsertflexibilityinrecruitmentprocesses.TheAustralianPublicServiceCommissionwill:

• Implementaguaranteedinterviewscheme,wherebyanycandidatewithdisabilitywhomeetstheminimumcriteriaforajobisinterviewed.

• EstablishanAPSemploymentpathwayforpeoplewithdisabilitysothattheAPScanfurtherstrengthenanddevelopitsworkforce.

• Providegreatereducationforagencyhumanresourcespersonnelandhiringmanagersonhowtoapplyflexibilitytomeritselectionprocessestomeettheneedsofpeoplewithdisabilityandcreatelevelplayingfields.

• Askagenciestoreviewtheirprocurementprocedurestoensuresuppliersandpanelsincludedisabilityemploymentproviders.

• WorkwithDisabilityEmploymentAustraliatosetupaworkinggroupconsistingofarangeofnationallybaseddisabilityemploymentservicesproviders,APSagenciesandtheNationalDisabilityRecruitmentCoordinator,toidentifyandtrialemploymentopportunitiesforpeoplewithdisability.

Improving leadershipAttheheartofchangeisleadership.Ourleadersarestewardsofourvalues–theycommunicateourprioritiesandencourageandrewardustoperformourbest.

Thissection’sinitiativesaredesignedtoencourageleaderstorespondtothechallengesofdisabilityemploymentintheAPSanddrivechangestothewaybusinessisexecuted.TheAustralianPublicServiceCommissionwill:

• HoldannualdiversityawardstocelebrateandrecogniseAPSgoodpractice.

• Encourageagenciestoincludedisability-relateddataintheirinternalreportingarrangements,suchasscorecardsandmetrics.

• Encourageagenciestoassignchampionstohelpstrengthenandprogressthedisabilityagenda.

• Providegreatersupportandguidancetodisabilitychampions.

• Askagenciestosetclearexpectationsofmanagersandseniorexecutivestafftobuildandfosteradiverseworkforce.

• UsetheDiversityCounciltohelpreinforceandreinvigoratethecommitmentfromAPSleaderstoimplementthedisabilityagenda.

Fostering Inclusive CulturesThe Australian Public Service Commission will:


Fostering Inclusive CulturesThe Australian Public Service Commission will:

• Review and where necessary enhance the commission’s policy advice, products and services on managing mental health issues.

• Encourage agencies to incorporate diversity messages into training and human resources processes and procedures.

• Ask agencies to encourage the take-up of flexible working arrangements.

• Develop an online career tool, My Career, My APS, for APS employees and members of the public, particularly those who have a disability, who are considering a job in the APS.

• Establish a network for representatives from agencies’ disability networks to provide agencies with opportunities to share experiences and learn from one another.

Increasing Agency Demand for Candidates with DisabilityThe Australian Public Service Commission will:

• Promote the value proposition and business case that disability and broader diversity has to offer.

• Publish a plain-English guide to the Commissioner’s Directions on employing people with disability via disability employment services providers.

• Promote the use of work design as a tool to improve the work options for employees with disability.

Summary of actions

12 Australian Public Service Disability Employment Strategy

Improving Recruitment Processes to Enable More Candidates with Disability to Enter the APSThe Australian Public Service Commission will:

• Implement a guaranteed interview scheme, whereby any candidate with disability who meets the minimum criteria for a job is interviewed.

• Establish an APS employment pathway for people with disability so that the APS can further strengthen and develop its workforce.

• Provide greater education for agency human resources personnel and hiring managers on how to apply flexibility to merit selection processes to meet the needs of people with disability and create level playing fields.

• Ask agencies to review their procurement procedures to ensure suppliers and panels include disability employment providers.

• Work with Disability Employment Australia to set up a working group consisting of a range of nationally based disability employment services providers, APS agencies and the National Disability Recruitment Coordinator, to identify and trial employment opportunities for people with disability.

Improving Leadership across the APSThe Australian Public Service Commission will:

• Hold annual diversity awards to celebrate and recognise APS good practice.

• Encourage agencies to include disability-related data in their internal reporting arrangements, such as scorecards and metrics.

• Encourage agencies to assign champions to help strengthen and progress the disability agenda.

• Provide greater support and guidance to disability champions.

• Ask agencies to set clear expectations of managers and senior executive staff to build and foster a diverse workforce.

• Use the Diversity Council to help reinforce and reinvigorate the commitment from APS leaders to action the disability agenda.

13Australian Public Service Disability Employment Strategy

Making the strategy happen


Overcoming the barriers

Whilethestrategyfocusesonsolutionsforimprovingdisabilityemployment,understandingthebarrierstoimprovementisalsoimportant.Ourbarriersinclude:

1.Workplaceculturesdonotsupportdiversityinclusiveness

2.Lackofmanagerialconfidenceand/orcompetence

3.Negativeandincorrectattitudes

4.Poordataandevidencegathering

5.Inadequaterecognitionandcelebrationofsuccessstories

6.Insufficientdemandforemployeeswithdisability.

Thetwomajorbarriersarepoorattitudesandinsufficientdemandforcandidateswithdisability.

A role for everyoneTheAustralianPublicServiceCommissionhasakeyroleindrivingandleadingthechangeagenda.However,sustainablechangewillonlyberealisedwhenallemployeescontributetothebuildingofaninclusiveworkforce.Thismeansthatourchallengesneedtobetackledtop-down,acrossthemiddleandbottomup.

1. APS leaders. We need them to:

• engageinandunderstandthebusinessdriversfordiversity

• modelandrewardinclusivebehaviours• support,endorseandmonitordisabilityinitiatives,

whereappropriate• encouragehiringmanagerstocarryoutdisability-

inclusiverecruitmentprocesses.

2. Agency human resources practitioners. We need them to:

• diffuseandpromotethestrategytoallemployeesintheirorganisation

• developeffectivediversityplansanddisabilityactionplans

• takestepstogainseniormanagementbuy-infordisabilityinitiatives

• integratedisabilityissuesintocorporatepolicies,programsandtraining

• partnerwiththeAustralianPublicServiceCommissiontoprogressdisabilityemploymentinitiatives

• provideopportunitiesforemployeeswithdisabilitytohavetheirconcerns/issuesheard

• becomeexpertresourcesfortheiragenciesininclusivemanagementpractices.


3. Hiring managers. We need them to:

• learnaboutthebenefitsofadiverseteam• considercandidateswithdisabilitywhenrecruiting• beopentoflexibleworkingarrangements,and• implementreasonableworkplacemodificationsand

adjustmentsforemployeeswhentheyarerequested.

4. APS employees with disability. We need them to:

• identifyasanemployeewithdisabilityontheiragency’shumanresourceinformationsystemordirectlyontheAustralianPublicServiceEmployeeDatabase,and

• recognisetheirrighttoaskforreasonableadjustments,workplacemodificationsandflexibleworkingarrangements.

5. Potential employees with disability. We need them to:

• considertheAPSanemployerofchoiceforpeoplewithdisability

• applyforAPSrecruitmentopportunities• askforreasonableadjustments(modifications),if

required,duringrecruitmentandonthejob• seekfeedbackfromhiringmanagerswhentheir

applicationforapositionisunsuccessful.

6. Disability employment service providers. We need them to:

• promotethebenefitsofworkingfortheAPS

• helpapplicantswithdisabilitycompletetheapplicationprocess

• continuebuildingrelationshipswithhiringmanagersandkeyhumanresourcespractitioners.

7. Peak bodies and other organisations representing the interests of people with disability. We need them to:

• PartnerwiththeAustralianPublicServiceCommissionandAPSagenciesoverthelongtermtoinformandimprovedisabilityemployment.

8. Diversity Council members. We need them to:

• providestrong,visibleleadershipondiversityissues

• shareandtranslategoodpracticeinitiatives

• provideastrategicandcoordinatedapproachtoencouragingAPSagencies’performanceinimprovingemploymentoutcomes

• fosterinclusiveculturesandpracticesintheirownagenciesandacrosstheAPS.


How we’ll know if we’ve been successfulMostchangeprocesses,particularlythoseinvolvingattitudinalshifts,aredifficultandtaketime–timeforemployeestoacknowledge,acceptandadoptnewwaysofthinkingandbehaving.Thisstrategyisnoexceptionandwedon’texpectovernightchange.Butattheendofthisstrategywedoexpecttosee:

• a reversalinthelong-termdeclineofthenumberofpeoplewithdisabilityemployedintheAPS

• an improvementinreportedjobsatisfactionforemployeeswithdisability

• an increaseinourretentionrates.

TheseachievementswillbeperiodicallymonitoredbytheDiversityCouncil,usingstatisticssourcedfromourannualStateoftheServiceReport.

Attheconclusionofthestrategywewillreviewourprogressandconsiderwhetheranewsetofinitiativesarerequired.

WeareaimingfortheAPStobecomeadisabilityconfidentemployer.Commoncharacteristicsfoundindisabilityconfidentorganisationsinclude:

Mindfulnessof the language

used

Focuses on outcomes rather than the means

Openness to flexible working

arrangements

Integration of disability issues into everyday

activities

Application of reward and recognition

Understandingof the diversity business case

(i.e. it’s more than just compliance)


Help with the strategy


Formoreinformationpleasevisit:

• The Australian Public Service Commission website–ourwebsitehasacomprehensivesectionondisabilityemployment,withlinkstootherrelevantissuesandpublicationssuchastheStateoftheServiceReport.Goto<www.apsc.gov.au/disabilityemployment>.

• Communities of practice on govdex–adedicatedonlinecommunityforsharinginformationandlearning.Thegovdexsiteisopentoallfederalandstategovernmentemployees.Youcanjoinbycontacting<[email protected]>.

• Agency support and advice–theAustralianPublicServiceCommission’sDisabilityEmploymentTeamisonhandtoansweragencyspecificqueries,offergoodpracticeadvice,andputyouintouchwithrelevantexperts.Youcancontacttheteambyemailing<[email protected]>.

SeealsothelistoforganisationsprovidedintheAppendix.


Appendices


Appendix 1: How the APS is performingForsometimenowtheAPShascommitteditselftoestablishingaworkforcethatmirrorsthediversityoftheAustralianpopulation.Despitethis,wehavestruggledtoachievetangibleprogressandpeoplewithdisabilityremainsignificantlyunder-represented.Moreover,sincethelate1990s,representationhasactuallybeeninsteadydecline,asshowninFigure1.1.

Figure 1.1 Representation of people with disability in the APS (1997–2011)

Source:APSED

Ourperformanceiswellbehindotherinternationaljurisdictions.Forexample,theproportionofcivilserviceemployeeswithadisabilityintheUnitedKingdomwas8%inMarch2011.3Atthesametime,theproportionofpeoplewithdisabilitiesintheCanadianPublicServicewas5.6%.4TheAPScouldalsodobetterinthisareawhencomparedtoAustralianstateandterritorygovernments,withjurisdictionssuchasQueenslandhaving5%oftheirpublicsectoremployeesidentifyingashavingadisabilityat30June2011.5Seetable1.1forthefullsetoffigures.

3 OfficeforNationalStatistics,CivilServiceStatistics,OfficeforNationalStatistics,London,2011,viewed16April2012,<http://www.ons.gov.uk/ons/rel/pse/civil-service-statistics/2011/stb---civil-service-statistics-2011.html#tab-Disability-Status>.

4 TreasuryBoardSecretariat,EmploymentEquityinthePublicServiceofCanada2010-11,TreasuryBoardSecretariat,Ottawa,2012,viewed16April2012,<http://www.tbs-sct.gc.ca/reports-rapports/ee/2010-2011/ee04-eng.asp#toc06>.

5 PublicServiceCommission(Qld),AnnualReport2010-11,Brisbane,2011,p.72,<http://www.psc.qld.gov.au/library/document/catalogue/annual-reports/annual-report-2010-2011.pdf>.

0.0

2.0

4.0

6.0

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

Year

%


Table 1.1: Representation rates of people with disabilities by jurisdiction

Australian states and territories

Queensland 5.0%1

Victoria 4.0%2

NewSouthWales 3.7%3

AustralianCapitalTerritory 1.8%4

WesternAustralia 3.4%5

SouthAustralia 1.7%6

Tasmania 7.0%7

NorthernTerritory 1.4%8

Overseas

UnitedKingdom 8.0%9

Canada 5.6%10

RepublicofIreland 2.7%11

UnitedStatesofAmerica 0.8%12

NewZealand 8.0%13

1 PublicServiceCommission(Qld),AnnualReport2010-11,Brisbane,2011,p.72,<http://www.psc.qld.gov.au/library/document/catalogue/annual-reports/annual-report-2010-2011.pdf>.

2 StateServicesAuthority,TheStateofthePublicSectorinVictoria2009-10,Melbourne,2011,p.11,<http://www.ssa.vic.gov.au/images/stories/product_files/837_statevps200910main.PDF>.

3 PublicServiceCommission(NSW),EmployABILITY,PublicServiceCommission,Sydney,viewed16April2012,<http://www.eeo.nsw.gov.au/employability>.

4 ChiefMinisterandCabinetDirectorate(ACT),ACTPublicSectorWorkforceProfile2010-2011,Canberra,2012,p.36,<http://www.cmd.act.gov.au/__data/assets/pdf_file/0003/294582/wfp1011.pdf>.

5 PublicSectorCommission(WA),StateoftheSectorReport2011,Perth,2011,p.70,<http://www.publicsector.wa.gov.au/sites/default/files/documents/state-of-the-sector-report-2011.pdf>.

6 Asat30June2009:SAStrategicPlan,T6.22TargetFactSheet,SAStrategicPlan,Adelaide,accessed16April2012,<http://saplan.org.au/fact_sheets/295>.

7 OfficeoftheStateServiceCommissioner(Tas),TasmanianStateServiceEmployeeSurvey2010:SurveyReport,Hobart,2010,p.14,<http://www.ossc.tas.gov.au/__data/assets/pdf_file/0003/147477/employeesurveyreport2010.pdf>.

8 OfficeoftheCommissionerforPublicEmployment(NT),StateoftheServiceReport2010-11,Darwin,2011,p.69,<http://www.ocpe.nt.gov.au/__data/assets/pdf_file/0006/54879/OCPE_SOS_2011.pdf>.

9 OfficeforNationalStatistics,loc.cit.10 TreasuryBoardSecretariat,loc.cit.11 NationalDisabilityAuthority,2010ReportonCompliancewithPart5ofthe

DisabilityAct2005onEmploymentofPeoplewithDisabilitiesinthePublicServicetoMr.AlanShatterTD,MinisterforJustice,EqualityandDefence,Dublin,2011,p.5,

<http://www.nda.ie/website/nda/cntmgmtnew.nsf/0/3DEC8437DD0A27B580257961003AE480/$File/2010partvreport8decPDF.pdf>.

12 USEqualEmploymentOpportunityCommission,AnnualReportontheFederalWorkForcePartII,USEqualEmploymentOpportunityCommission,accessed16April2012,<http://www.eeoc.gov/federal/reports/fsp2010_2/index.cfm#ID>.

13 StateServicesCommission,CareerProgressionandDevelopmentSurvey,2005:ResultsfortheNewZealandPublicService,Wellington,2006,p.111,<http://www.ssc.govt.nz/sites/all/files/cpds05-body-minus-appendices.pdf>.


The make-up of the APS workforce— key statistics

• CurrentreportedrepresentationofongoingemployeeswithdisabilityintheAPSis3.0%,comparedwithabout15%ofAustraliansofworkingagewhoreporthavingadisability.6

• Since2009-10,thetotalnumberofongoingemployeeswithdisabilityhasfallenby4.3%(199employees),whilethetotalAPSongoingworkforceincreasedby1.9%(2939employees).

Disclosure• Employeeself-disclosureisacomplexissue,withmostagencies

consideringtheirdisabilityratestobeunder-reported.ThisissupportedbytheAustralianPublicServiceCommission’sdata.Resultsfromtheconfidentialemployeesurvey(asurveyof10,222APSemployees)undertakenfortheStateoftheServiceReport2010-11showthat7%ofongoingemployeesreportedthattheyhadadisability.

6 AustralianBureauofStatistics,<www.abs.gov.au>.WhilethisfigurecannotbedirectlycomparedwithrepresentationintheAPS,itgivescontexttotheAPSrepresentationrate.

“I definitely made the correct decision when diagnosed about five years ago to limit the people and work colleagues who knew of my situation to a small number. Once the full extent of my situation became ‘public’ to work managers and HR, the barriers began to build. This took the form of well meaning but restrictive measures under the guise of ‘duty of care’. Freedom of movement including no longer being allowed to drive a work vehicle meant the loss of a portion of my independence, even though there were no restrictions on my driving outside of work. The psychological impact was that for the first time I started to feel like a disabled person rather than a person with a disability. Believe me, they are two very different feelings.”

SubmissiontoShutOut:The Experience of People with Disabilities and their Families in Australia

• Asat31December2011,wehadnodataregardingthedisabilitystatusof29.4%ofAPSstaff.Thismeansthereare45,280APSemployeesforwhomwehavenodisabilitystatus.Factorsaffectingreportingincludehumanresourceinformationsystems’effectivenessincapturingemployees’disabilitystatusthroughouttheircareers,andanemployee’sfearthatdisclosurewillleadtodiscrimination.


Engagements and separations• Theengagementrateofpeoplewithdisabilityin

2010–11wasthelowestinoveradecadeat1.2%.

• The2010–11separationratewasthehighestsince2005–06(4.8%)andwasfourtimestheengagementrate.

• Separationshaveoutweighedengagementssince2003–04,andit’sgettingworse.SeeFigure1.2.

Workplace culture• EmployeeswithdisabilitywerealmosttwiceaslikelyasotherAPS

employeestoreportexperiencingbullyingorharassment.

• Employeeswithdisabilitywerelesslikelytoagreethattheirsupervisorworkseffectivelyandsensitivelywithpeoplefromdiversebackgrounds.

• Employeeswithdisabilityreportedlowerratesoffeelingrespectedandlistenedtobytheircolleagues,andlowerratesofbelievingthattheirjobwillhelptheircareeraspirations.

100

200

300

400

Engagements

Separations

500

600

0

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

Year ending 30 June

Num

ber

of e

mpl

oyee

s

Source:APSED

Figure 1.2 APS employees with disability engagement and separation rates 2002-11


Appendix 2: The business drivers for disability employmentInclusiveworkplacesarecentraltothefutureoftheAPSforfourimportantreasons:

Fig 1.3 Benefits from increasing the representation of people with disability in the APS.

Strategic benefits• TheAPStouchesthelivesofallAustralians.The

effectsofthelaws,policiesandservicesitdeliversareimportanttothelifeofeveryAustralian.7

• Byrecruitingandretainingmorepeoplewithdisability,theAPSwillincreasethediversityofitsworkforcetobetterreflectthediversityintheAustraliancommunity. TheAustralianBureauofStatisticsfoundthat18.5%ofAustralianshaveadisability,wheredisabilityisdefinedas“anylimitation,restrictionorimpairmentwhichrestrictseverydayactivitiesandhaslastedorislikelytolastforatleastsixmonths.”8IncreasinglybusinessesandindividualsintheAustraliancommunityarelookingtointeractwithorganisationsthatreflecttheirowndiversity.9

• Havingaworkforcethatreflectsthecommunitywillalsoresultintheproductionofprogramsandpolicy

7 AdvisoryGrouponReformofAustralianGovernmentAdministration,AheadoftheGame:BlueprintfortheReformofAustralianGovernmentAdministration,DepartmentofPrimeMinisterandCabinet,Canberra,March2010,p.viii,<www.dpmc.gov.au/publications/aga_reform/aga_reform_blueprint/index.cfm>.

8 AustralianBureauofStatistics,Disability,AgeingandCarers,Australia:SummaryofFindings,2009,cat.no.4430.0,ABS,Canberra,2010,p.3.

9 AustralianEmployersNetworkonDisability,Opportunity,SwitzerMedia&Publishing,2008,p.6.

strategic

leadership

professional and technological

workforce planning


thattakeintoaccounttheexperiencesofpeoplewithdisability.Ourdiversityhasandwillcontinuetoincreasetheflowofdiverseideasandabroaderrangeofperspectives.ThisisespeciallytruewhentheAPSisconfrontedbydifficultandcomplexchallenges.

• HavingpeoplewithdisabilityintheAPSwillensurethatlaws,policiesandprogramsrespondtotheneedsofthecommunityanddelivergoodpractice.

Workforce planning benefits• TheAPScanbenefitfromtheretentionofatalented

andskilledworkforce.

• The2010IntergenerationalReporthashighlightedthatpopulationageingwillputsignificantpressuresontheeconomy,andemployingtheworkingagepopulationwillbecomeincreasinglyimportant.10 AccordingtotheOrganisationforEconomicCo-operationandDevelopment(OECD),countrieswhoexperienceskillsshortagesandanageingpopulationwillseektospurtherecruitmentandretentionofworkerswhocurrentlyneed

10 DepartmentoftheTreasury,IntergenerationalReport2010:Australiato2050:Futurechallenges,Canberra,2010

adjustmentstofullyparticipate.11Currentlypeoplewithdisabilityareanunderutilisedpartofthepotentialworkforceandaresubjecttounfoundedattitudesbyemployersabouttheirvalueasworkers.12

• Around44%ofongoingAPSemployeesareinthe45andoveragegroupandwillbeeligibleforretirementinthenext10years.13 AlmostthreeinfourSeniorExecutiveServiceofficersareinthiscategory.14Wealsoknowthatdisabilityprevalenceincreaseswithageandthemajorityofpeopleofworkingagewithadisabilitydeveloptheirconditionwhileatwork.15ThisisborneoutintheAPSwherethemedianageofemployeeswithdisabilityis48years,comparedtothetotalAPSworkforceaverageof42years.16Thereisalsoanecdotalevidencethatmanyworkerswhodevelopamedicalconditionwillleaveanemployerwithoutfullyinvestigatingreasonableadjustmentsthatcouldhaveenabledthemtoremainatwork.17

11 OECDDirectorateforEmployment,LabourandSocialAffairs,‘Sickness,DisabilityandWork:Keepingontrackintheeconomicdownturn’,backgroundpaperpreparedfortheHigh-LevelForum,Stockholm,14-15May2009:-<www.oecd.org/dataoecd/42/15/42699911.pdf>.

12 MarkL.Lengnick-Hall,PhilipM.Gaunt,MuktaKulkarni‘Overlookedandunderutilized:Peoplewithdisabilitiesareanuntappedhumanresource’,HumanResourceManagement,vol47,no2,summer2008,pp.255–273;J.Graffametal,‘EmployerBenefitsandCostsofEmployingaPersonwithaDisability’,JournalofVocationalRehabilitation,vol.17,2002,pp.251–63.

13 StateoftheServiceReport2010-11,pp.101-2.14 Ibid.,p.4.15 OrganisationforEconomicCo-operationandDevelopment,Disabilityprogrammesinneedof

reform:PolicyBrief,OECD,March2003.16 StateoftheServiceReport2010-11,p.179.17 Beatty,J.E.&Joffe,R..‘Anoverlookeddimensionofdiversity:Thecareereffectsofchronicillness.’

OrganizationalDynamics,vol35,no2,2006,pp.182-195.


Professional and technological benefits• Flexibleworkingarrangementsenablepeoplewithdisabilityto

bettermanagetheirdutiestherebyincreasingtheirteam’sefficiency.

• Technologycanhelpemployeeswithdisabilitytofullyusetheirskills.Conversely,theadoptionoftechnologydrivenbytheinclusionofpeoplewithdisabilitywillmainstreamtheproductivitybenefitsofremotetechnologytoallstaff,suchasthosewhotravel,haveworkcommitmentsoutsideanormalofficeoroutsidenormalofficehours.18

• Telework,forexample,allowsemployeestoworkfromdifferentlocations.AreportcommissionedbytheDepartmentofBroadband,CommunicationsandtheDigitalEconomyestimatedthatif40%ofallworkersinAustraliaundertookteleworktwodaysperweek,theeconomicbenefitwouldbe$40.5billionayear.19Thisincludesthebenefitofallowingincreasedparticipationofpeoplewithtemporaryandpermanentmedicalconditionstoenterandremainintheworkforce.

• TheAPSisbecomingincreasinglyopentonewwaysofworking.By2020,theAustralianGovernmentaimstoatleastdoubleitslevelofteleworkingsothatatleast12percentofAustralianemployeesreporthavingsuchanarrangementwith

18 DepartmentofBroadband,CommunicationsandtheDigitalEconomy,Telework Forum: Bringing home the benefits of telework using the NBN,recordoftheTeleworkForum,Sydney,3August2011.

19 AccessEconomics,Impacts of Teleworking under the NBN,ReporttotheDepartmentofBroadband,CommunicationsandtheDigitalEconomy,Canberra,2010<http://www.nbn.gov.au/telework/why-is-it-important/>.

theiremployers.20 Forexample,IPAustralia,theCommonwealth’sintellectualpropertyrightsorganisation,demonstratedhowteleworkinghadenabledittoretainhighly-qualifiedpatentexaminersinaverycompetitivemarket.21

Leadership benefits• Mostmanagersalreadyhaveemployeeswith

disabilityintheirteamsbutmaynotknowit.Commonconditionsamongtheworkforceincludebackpain,arthritisorrecurringmigraines.22Alsomostpeoplewithcommonmentalhealthconditions,suchasdepression,developtheirconditionwhileintheworkforceandcontinuetowork.23

20 DepartmentofBroadband,CommunicationsandtheDigitalEconomy,Government Initiatives,DepartmentofBroadband,CommunicationsandtheDigitalEconomy,Canberra,2012,viewed16April2012,<http://www.nbn.gov.au/telework/government-initiatives/>.

21 DepartmentofBroadband,CommunicationsandtheDigitalEconomy,Telework Forum: Bringing home the benefits of telework using the NBN,recordoftheTeleworkForum,Sydney,3August2011,p.9.

22 BeggS,VosT,BarkerB,StevensonC,StanleyL&LopezAThe burden of disease and injury in Australia 2003,AIHWcat.no.PHE82,AustralianInstituteofHealthandWelfare,Canberra,2007.TheAustralianInstituteofHealthandWelfare(AIHW)claimsthatmorethanthreequartersofAustraliansareaffectedbyatleastonechronicillness:AIHW,Chronicdiseasesaffect15millionAustralians,mediarelease,AIHW,Canberra,16November2006,<http://www.aihw.gov.au/media-release-detail/?id=6442464665>.

23 OrganisationforEconomicCo-operationandDevelopment,Sick on the Job? Myths and Realities about Mental Health and Work,OECDPublishing,Paris,2012.


• AdisabilityconfidentAPSwilldriveanincreaseinflexiblemanagementpractices.Studiesindicatethatwhenemployeescanmanagethedemandsoftheirworkandpersonallives,therearepositiveeffects–suchasjobsatisfaction,productivityandorganisationalcommitment.24

• TheAPSalsoaimstobeamodelemployer.TheAPSValues,astatementofcommitmenttoprinciplesratherthanrules,areacornerstoneofthePublicServiceAct1999.TheAPSalsoadministerstheDisabilityDiscriminationAct1992andthereforeaimstobeamodelfornon-discriminationinemploymentforpeoplewithdisability.

• ThecreationofemploymentopportunitiesinthepublicsectorwillshowleadershiptootherAustralianemployerstoeliminatebarrierstotheemploymentofpeoplewithdisability.Thepublicsectorcannotforcetheprivatesectortoemploypeoplewithdisability–butitcanleadtheway.Australiaislaggingbehindinemploymentoutcomesforpeoplewithdisability,whichaffectstheeconomicsecurityandindependenceofindividualsandcomesatacosttothecommunity.ThecostoftheDisability

24 DiversityCouncilAustralia,Get Flexible! Mainstreaming Flexible Work in Australian Business,DiversityCouncilAustralia,Sydney,2012,pp.24-25.

SupportPensionalonewas$13.35billionin2010–2011.25AllAustraliangovernments,whilerecognisingtheimportanceofincomesupport,havecommittedthroughtheNationalDisabilityStrategytoincreaseaccesstoemploymentopportunitiesasakeytoimprovingeconomicsecurityandpersonalwellbeingforpeoplewithdisability.

25 DepartmentofFamilies,Housing,CommunityServicesandIndigenousAffairs,Annual Report 2010-11,Canberra,2011,p.86.


Appendix 3: Strategic linksThestrategyembodiestheprinciplesandoutcomesofotherstrategiesandkeypolicydrivers,including:

1. Management Advisory Committee (MAC) Report, Employment of People with Disability in the APS

Releasedin2006,thisreportoutlinedeightobjectivesforpromotingtheemploymentofpeoplewithdisabilityandidentifiedarangeofbetterpracticestrategiesformeetingthoseobjectives.Individualagenciesweretopursuethoseobjectives,tailoringstrategiestotheirparticularcircumstances.

TheAustralianPublicServiceCommissionhasmonitoredprogressagainsttherecommendationsfromthereportthroughtheannualStateoftheServiceReport.ItisanticipatedthattheStateoftheServiceReportwillbeamendedslightlytogivegreaterfocustotheinitiativesoutlinedinournewstrategy.

Formoreinformationontheobjectives,see:<www.apsc.gov.au>.

2. The National Disability Strategy

Inearly2011,theCouncilofAustralianGovernments(COAG)announcedtheNationalDisabilityStrategy(NDS),a10-yearplantoimprovethelivesofpeoplewithdisability.Thisstrategywillensure

thattheprinciplesunderpinningtheConvention on the Rights of Persons with Disabilitiesareincorporatedintopoliciesandprogramsaffectingpeoplewithdisability,theirfamiliesandcarers.

TheimplementationofNDSactionsisbeingledbytheDepartmentofFamilies,Housing,CommunityServicesandIndigenousAffairs(FaHCSIA).Thisdepartmenthasthemainportfolioresponsibilityforthesupportofpeoplewithdisabilitythroughprograms,services,benefitsandpayments.

Theplancontainssixkeyoutcomeareasthatdrivegovernmentactivitiesandreformsinmainstreamandspecialistdisabilityservicesystems.ThethirdpriorityactionundertheNDSistoimprovetheeconomicsecurityofpeoplewithdisability.Specifically,ActionItem3.4makesacommitmentto“improvetheemployment,recruitmentandretentionofpeoplewithdisabilityinalllevelsofpublicsectoremployment...”.TheAustralianPublicServiceCommissionisliaisingwithFaHCSIAonhowworkmightprogressagainstthisactionitem,aswellasbriefingthemonthestateofdisabilityemploymentintheAPS.

FormoreinformationontheNDS,see:<www.fahcsia.gov.au/sa/disability/progserv/govtint/Pages/nds.aspx>.


3. The APS reform program

InMay2010,theGovernmentacceptedrecommendationsputforwardbyAhead of the Game: Blueprint for Reform of Australian Government Administration.Thisblueprintoutlinesacomprehensivereformagendaaimedatstrengtheningstrategicdirection,citizenengagement,andstaffandleadercapability.

Underthefollowingfourkeychallengessitninereformsand28recommendations:

1.meetstheneedsofcitizens

2.providesstrongleadershipandstrategicdirection

3.containsahighlycapableworkforce

4.operatesefficientlyataconsistentlyhighstandard.

Ofparticularinterestarethefollowingobservationsmadebytheblueprint:

• TheneedtoensurethattheAPSmirrorsthediversityofthebroaderpopulationacrossallclassificationlevels.26

• Diversityasanissuetobeaddressedthroughthedevelopmentofacross-APSHumanCapitalPriorityPlan.27

26 Ahead of the Game,p.25.27 Ibid.,p.58.

• ThatthediversityoftheAPScanbeimprovedthroughbetterrecruitmentandinductionstrategiesandmechanisms.28

Withall28blueprintrecommendationseithercompleteorsubstantiallyunderway,thereformprogramisexpectedtodeliverresultsduring2012.

4. Disability employment and human rights

TheConvention on the Rights of Persons with Disabilities,whichAustraliaratifiedin2008,recognisestherightofpeoplewithdisabilitytoworkonanequalbasiswithothers.29Theconventionexplicitlyobligesmembercountriestoemploypeoplewithdisabilityinthepublicsector,acknowledgingtheimportantroleitplaysingovernance.30TheConvention’srighttoemploymentgoesbeyondmerenon-discriminationinemployment.Itrequiresmembercountriestocreaterealemploymentandcareeropportunitiesforpeoplewithdisability.

FormoreinformationontheConvention,see:<www.ag.gov.au/Humanrightsandantidiscrimination/Pages/UnitedNationsConventionontheRightsofPersonswithDisabilities.aspx>.

28 Ibid.,p.59.29 Convention on the Rights of Persons with Disabilities,Article27.30 Convention on the Rights of Persons with Disabilities,Article27(1)(g).


5. The National Disability Insurance Scheme

FollowinganinquirybytheProductivityCommissionintoanationaldisabilitylong-termcareandsupportscheme,COAGhasagreedtoworktogethertobuildthefoundationsforaNationalDisabilityInsuranceScheme(NDIS).Thisisdesignedtoprovidepeoplewithdisabilitythesupporttheyneedovertheirlifetimes.Inaddition,anNDISwillmakesureAustralianswithdisabilityhaveaccesstotheservicestheyneedtoparticipateinsociety,nomatterwheretheyliveorhowtheyacquiredthedisability.

AnewgovernmentagencyisbeingestablishedtoleadtheCommonwealth’sworktodesignthelaunchofanNDIS.

FormoreinformationonanNDIS,see:<www.ndis.gov.au>.


Appendix 4: Key organisations

Organisation Description Website

AustralianNetworkonDisability(AND)

ANDisanot-for-profitorganisationfundedbyitsmemberswhoincludelargemultinationalcorporations,smalltomediumenterprises,governmentdepartmentsandnot-for-profitorganisations.Itsroleistohelpitsmembersandclientssothattheybecomemoreconfidentandpreparedtowelcomepeoplewithdisabilityintotheirorganisations.Itdoesthisbyprovidingadvicesandservicesondisabilitytoemployers,governmentrepresentativesandindustrybodies.

<http://www.and.org.au>

DisabilityEmploymentAustralia(DEA)

DEAisthepeakindustrybodyforDisabilityEmploymentServices(DES)providers.IthasacriticalroleinmonitoringtheDESprogram’simplementationtoensureitachievesoutcomesconsistentwiththeDisabilityServicesAct1986andtheDisabilityServiceStandards.Italsorepresentstheinterestsofitsmemberstogovernmentatthenationallevel,promotesthesectorthrougheventsandundertakesaneducationalroleinbestpracticeandinnovativewaystofindpeoplewithdisabilityrealjobs.

<http://disabilityemployment.org.au>



NationalDisabilityRecruitmentCoordinator(NDRC)

NDRCisagovernmentfundedservicethatprovidesfree,confidentialinformationandexpertassistancetoemployersaboutrecruitingandworkingwithpeoplewithdisability.ItdoesthisbyconnectingitsemploymentpartnerswithjobseekerswhoareregisteredwithDisabilityEmploymentServicesProviders.

TheNDRCsendsinformationabouttheemployer’sjobvacanciestoDisabilityEmploymentServicesProviderswhoservicetheareawherethejobsarelocatedandhighlightsthesupportavailabletopeoplewithdisabilitythroughinitiativesincludingworkplacemodificationsandemployerincentives.Itoffersafreepre-screeninginterviewserviceatthepointofrecruitmenttoobtainsuitablereferralsofpotentialcandidatesforthevacancies.

<http://www.workfocus.com/how-can-we-help/help-with-advice.aspx#ndrcanchor>

AustralianFederationofDisabilityOrganisations(AFDO)

AFDOisthepeaknationalbodyfororganisationsforpeoplewithdisability.ItaimstopromotetherightsofpeoplewithdisabilityinAustraliaandpromotetheparticipationofpeoplewithdisabilityinallpartsofsocial,economic,politicalandculturallife.

<http://www.afdo.org.au/>



NationalDisabilityServices(NDS)

NDSistheindustryassociationfordisabilityservices.Itrepresents750non-governmentalorganisationsworkingtoimprovethelivesofpeoplewithdisability.TheseincludeAutismSpectrumAustralia,CalvaryHomeCareServicesLtd.andMelbourneCitymissionInc..

Itaimstoincreaseitsmembers’capacitytoprovidequalityservicesandtoensuretheyhaveavoiceingovernmentpolicy-making.Italsoprovidesinformationandadvicetoitssubscribersfromthefor-profitandgovernmentsector.

<http://www.nds.org.au/>


Appendix 5: What we mean by disabilityDisabilityisbynomeanshomogeneous–itmeansdifferentthingstodifferentpeopleandtherearemanytypesofdisabilities,eachaffectingindividualsindifferentways.

Thisstrategyrecognisestwodefinitions:

1 TheAustralianBureauofStatistics’Disability, Ageing and Carers: Summary of Findings 2003definition,accordingtowhich“…apersonhasadisabilityiftheyreportthattheyhavealimitation,restrictionorimpairment,whichhaslasted,orislikelytolast,foratleast6monthsandrestrictseverydayactivities”.Thisincludes:

• lossofsight(notcorrectedbyglassesorcontactlenses)

• lossofhearingwherecommunicationisrestricted,oranaidtoassistwith,orsubstitutefor,hearingisused

• incompleteuseoffeetorlegs

• nervousoremotionalconditioncausingrestriction

• restrictioninphysicalactivitiesorindoingphysicalwork

• speechdifficulties

• shortnessofbreathorbreathingdifficultiescausingrestriction

• disfigurementordeformity

• mentalillnessorconditionrequiringhelporsupervision

• chronicorrecurrentpainordiscomfortcausingrestriction

• blackouts,fits,orlossofconsciousness

• long-termeffectsofheadinjury,strokeorotherbraindamagecausingrestriction

• difficultylearningorunderstanding

• incompleteuseofarmsorfingers

• difficultygrippingorholdingthings

• receivingtreatmentormedicationforanyotherlong-termconditionsorailmentsandstillrestricted

• anyotherlong-termconditionsresultinginarestriction.

2 TheDisability Discrimination Act 1992,section4,whichstatesthat‘“disability”,inrelationtoaperson,means:

a) totalorpartiallossoftheperson’sbodilyormental

functions;or

b)totalorpartiallossofapartofthebody;or

c) thepresenceinthebodyoforganismscausingdiseaseorillness;or

d)thepresenceinthebodyoforganismscapableofcausingdiseaseorillness;or


e) themalfunction,malformationordisfigurementofapartoftheperson’sbody;or

f ) adisorderormalfunctionthatresultsinthepersonlearningdifferentlyfromapersonwithoutthedisorderormalfunction;or

g)adisorder,illnessordiseasethataffectsaperson’sthoughtprocesses,perceptionofreality,emotionsorjudgmentorthatresultsindisturbedbehaviour;

andincludesadisabilitythat:

h)presentlyexists;or

i) previouslyexistedbutnolongerexists;or

j) mayexistinthefuture(includingbecauseofageneticpredispositiontothatdisability);or

k)isimputedtoaperson.

Toavoiddoubt,adisabilitythatisotherwisecoveredbythisdefinitionincludesbehaviourthatisasymptomormanifestationofthedisability.’


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