(1) How many SES officers did the department, and all agencies within the portfolio, employ as at 15 December 1999.

(2) (a) What are the names of the officers; (b) What are their employment classifications within the SES band structure; and (c) What are the officers' total emoluments, including but limited to: (i) salary (including any salary packaging undertaken), (ii) any travel entitlements, (iii) fringe benefits tax paid on the officers' behalf, (iv) use of motor vehicles, (v) mobile or home telephones, (vi) superannuation, (vii) performance payments, and (viii) other non-cash benefits (please specifiy).

(3) (a) How does the department and/or agency determine the basis for performance payments, (b) in particular, what is the relationship between the performance payments policy and the department's and/or agency's actual performance.

(1) There were 41 Senior Executive Service officers within the Department at 15 December 1999. This is comprised of 3 SES Band 3, 11 SES Band 2, and 27 Band 1 officers.

(2) (a) Refer Attachment 1.

(b) Refer Attachment 1.

(c) The identification and assessment of each officer's individual financial arrangements and details is a major task and I am not prepared to authorise the time and expenditure to undertake it. In addition, the release of individual remuneration outcomes could raise privacy concerns.

However, aggregate figures for SES salary packages were published by the Department of Employment, Workplace Relations and Small Business (DEWRSB) in the September 1999 Key Pay Indicators (online) Update No. 1999/03. The update document is located on the DEWRSB website under the Government Employment entry point (Agreement Making):

These figures were prepared in December 1998 by the Australian Bureau of Statistics on behalf of DEWRSB and covers 24 agencies and approximately 75% of all SES.

(3) (a) Method of Assessment

Achievement is measured against the achieved outcomes as negotiated in the original Performance Management agreement.

Factors considered are:

Demonstrated leadership

Management abilities

Problem solving skills

Organisational prowess

Responsiveness

time management

Flexibility

Initiative, innovation, judgement and team skills

Also required is as a part of Government policy the on-going employee will be assessed against their:

Contribution to the promotion of a performance culture to improve the efficiency and effectiveness of the Department; and

Contribution to the promotion of a greater client focus in relation to the development of policy and service delivery.

Rating System

4 Outstanding

3 Superior

2 Fully effective

1 Unsatisfactory

(b) Each SES officer enters into a performance agreement with the Secretary wherein key responsibilities and individual performance indicators are recorded in line with the Departmental Business Plan. The Department Business Plan has been developed based on the Government's expected outcomes for the Department.

The Secretary retains sole responsibility for individual SES performance reviews and exercises this responsibility within set parameters, namely, the government's required outcomes as tabled in the DoCITA Business Plan, and the performance indicators established in SES performance agreements which are linked directly to the Department Business Plan.

It is the Secretary's knowledge of the Department's actual performance and SES performance generally and individually which he exercises to determine individual SES ratings. Individual ratings dictate SES performance payments according to the SES performance pay policy.

ATTACHMENT 1

OFFICERS BY DESIGNATION

(Question 2(a) and (b))