3. FOREWORD
The NSW Department of Corrective Services’ Human Resources
Strategic Plan complies with NSW Government policy as expressed
in the State Plan. The Department of Corrective Services is the
lead agency for the Government priority of reduced re-offending.
This has huge implications for the Department. We have
re-prioritised our budget allocation and transferred resources from
custody to the community to be able to intervene at an earlier
stage of the criminal life cycle as there is convincing evidence that
appropriate treatment programs and support in the community can
significantly reduce offenders’ risks of re-offending. We have also
increased our supervision and monitoring of offenders in the community as the Department
plays a significant role, together with the other justice agencies, in maintaining community
safety.
As the Human Resources Division (HRD) of the Department must provide the necessary
support for the operational divisions of the Department to reach the overarching goal of
reducing re-offending as well as excel in delivering services according to the standards
also outlined in the State Plan, we must ensure that we have the right capacity to do so.
The term ‘human resources’ as used in the public and private sectors worldwide, is only
meaningful if it delivers a firm commitment to the interests of the organisation itself as well
as to all staff - be that in their capacity as the provider of services or as the recipients of
services as employees. People do matter and this Strategic Plan goes a long way to use
the professional capabilities of all employees to deliver high quality services in a safe and
supportive work place. The Department is an organisation which promotes and delivers
career development.
Good governance depends on transparency, accountability and equality in decision-
making which is responsive to the needs of employees, senior management and identified
customers.
This document sets out the broad strategic direction for the Department’s human resources
functions for the next three years:
• Customer focused - quality, consistent and timely services;
• Early recognition of human resources needs in key operational and policy decisions;
• Improved understanding of the human resources functions by internal and external
stakeholders;
• Quality systems effective in supporting the needs of business partners;
• Effective workforce planning and motivated, knowledgeable staff.
RON WOODHAM
Commissioner
July 2008
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4. Values – Delivering Human
Resources Services
The New South Wales Department of Corrective Services:
is committed to providing efficient, effective and timely customer service in a
consultative and transparent manner;
communicates clearly to all employees their rights, responsibilities and
accountabilities;
considers the interests of stakeholders in all service provision and human resources
policy development;
fulfills its governance responsibilities with integrity and consistency;
ensures a safe work environment and relevant opportunities for staff training and
development;
achieves human resources outcomes through good planning and policy
development;
promotes professionalism as a career focused organisation.
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5. Result Priority 1
CUSTOMER FOCUSED - QUALITY, CONSISTENT AND TIMELY
SERVICES
Key Strategies:
• Improve customer service and service delivery
• effective provision of human resources (HR) management advice and support
to regional Assistant Commissioners and senior executives;
• publish and implement service catalogue
• develop and maintain effective systems and management reporting
• identify Human Resources Division (HRD) staff contact officers
• Streamline recruitment processes
• Improve career recruitment services
• Review governance and business processes
• Improve consistency in HR decision-making
• Revise and document HR processes
• Enhance staff health services and outcomes
• Contribute to business continuity planning
Performance Indicators:
• Higher level of support to senior executives provided
• User-friendly and accessible service information
• Positive feedback on service provision
• Reduction in time frames for service delivery
• Increased number of recruitment enquiries
• Compliance with government regulation and central agency reporting requirements
• Signed-off policies and procedures
• Positive hindsight adjustment on workers’ compensation premium paid
• Prohibition notices from WorkCover NSW
• Prompt actioning of any improvement notices issued by the WorkCover NSW
• All staff have access to HRD contact officers with identified areas of responsibility
• HRD services are maintained during critical disruptions
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6. Result Priority 2
EARLY RECOGNITION OF HUMAN RESOURCES NEEDS IN
KEY OPERATIONAL AND POLICY DECISIONS
Key Strategies:
• Establish formal consultation processes so that human resources (HR) needs can
be considered in all operational and service delivery decisions
• Include HR needs and requirements at front-end of operational and policy decision-
making
• Improve availability of information to departmental managers for improved decision-
making
Performance Indicators:
• Increased representation of HR expertise on planning committees and task forces
• HR divisional staff are available for formal consultation and advice
• Information is easily available to support relevant decision-making
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7. Result Priority 3
IMPROVED UNDERSTANDING OF THE HUMAN RESOURCES
FUNCTIONS BY INTERNAL AND EXTERNAL STAKEHOLDERS
Key Strategies:
• Promote Work Place Relations and Human Resources Services
• Improve and maintain web sites of Human Resources Division (HRD)
• provide regular human resources (HR) updates through the Department’s
Bulletin and relevant electronic systems
• publish HR policies and procedures
• Develop and implement effective HR policy and monitoring processes in accordance
with established protocols
• Include contracted employees in relevant work place policies and procedures
Performance Indicators:
• Positive feedback regarding the websites
• Customers and stakeholders involved in policy development and other planning
activities
• All policies initiated by the HRD are submitted to the HR Policy Committee and
signed-off
• HR information is easily available and shared
• Contractors are included in identity management and relevant work place policies
and procedures
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8. Result Priority 4
QUALITY SYSTEMS EFFECTIVE IN SUPPORTING THE NEEDS
OF BUSINESS PARTNERS
Key Strategies:
• Develop interactive business processes through the Human Resources Division
(HRD)
• provide e-forms
• give self-service opportunities for employees relating to entitlements
• Implement effective information management system
• Develop and publish service catalogue
• Establish standardised HRD reporting
Performance Indicators:
• Reduced paper-based administration
• Positive feedback on service catalogue functions
• CIMS (Corporate Information Management System) consistently used
• Maximised efficiency in resource application
• A suite of management reports is available
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9. Result Priority 5
EFFECTIVE WORKFORCE PLANNING AND MOTIVATED,
KNOWLEDGEABLE STAFF
Key Strategies:
• Increase efficiency and accountability in recruitment processes
• Provide flexibility and consistency in career development opportunities for
employees
• Provide access to staff training and development, based on identified personal
needs and changing skill requirements
• Introduce site-specific induction and identification processes
• Clearly define roles and responsibilities
• Implement Equal Employment Opportunities (EEO) Management Plan
• Implement effective processes to improve communication and information sharing
across the Human Resources Division (HRD)
• Promote the Department as a career focused organisation
Performance Indicators:
• Established and effective recruitment eligibility lists
• Documented, realistic and easily available position descriptions
• Decreased sick leave and absenteeism
• Increased representation of EEO Groups in positions across the Department
• Establishment controls are aligned to budget
• Number of recruitment actions undertaken
• Retention rates
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