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Department of Corporate and Information Services annual report 2002- 003



Department of Corporate and Information Services annual report 2002- 003


Northern Territory. Department of Corporate and Information Services


E-Publications; E-Books; PublicationNT; Department of Corporate and Information Services annual report; Annual report




Made available by the Library & Archives NT via the Publications (Legal Deposit) Act 2004 (NT).




Northern Territory. Department of Corporate and Information Services -- Periodical

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Northern Territory Government

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Department of Corporate and Information Services annual report; Annual report



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Attribution International 4.0 (CC BY 4.0)

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Northern Territory Government



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Workforce Planning The Corporate Directions 2003 2005 have been developed through an extensive planning process. (refer page 71). Out of this process we were able to promulgate a strategic planning framework aimed at maintaining a workforce appropriately matched to our business requirements. We have scanned the business environment, determined key business drivers for the organisation and conducted an indepth analysis of the current workforce demographic. In summary, 64% of all positions are staffed by women but they only account for 24% of senior management positions (A08 or higher). There is a very low representation of indigenous Australians who in the main are concentrated at the low end of the administrative range. 42% of our senior management are 50 or over. The draft DCIS Workforce Plan 2003 - 2005 is currently being finalised to ensure an appropriate "fit" with the revised Corporate Directions and will be released shortly. The workforce plan incorporates the following strategies. This graph provides an age profile of both males and females within our organisation. 0 10 20 30 40 50 60 70 80 16 -2 0 21 -2 5 26 -3 0 31 -3 5 36 -4 0 41 -4 5 46 -5 0 51 -5 5 56 -6 0 61 -6 5 age groups no o f s ta ff Female Male Capability Development Plan The corporate directions planning process identified a number of key training strategies arising from changes to both the internal and external environment. The key training strategies were incorporated into our capability development plan. The strategies are: o Training for the introduction of the Information Act including awareness and understanding of privacy principles; o A series of training methodologies to increase awareness and skills in accrual accounting; o Performance management; o Front line customer services and front line supervision; o Process mapping; o Merit selection for staff who participate on selection panels; and o Mentoring. In addition to corporate training, a wide variety of training opportunities were made available ranging from financial support toward obtaining academic qualifications, formal courses, and on-the-job training. During the year, staff study assistance reimbursements totalled $17, 566. Staff completed training courses at a cost of $345,121. These training courses included: 82

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