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People Management

Over time, we have developed a sound understanding of our culture and workforce needs. This includes the need for data analysts and experts in finance and compliance.

Our organisation provides a supportive environment that encourages innovation and leadership, and supports individuals to achieve their full potential.

What do our people think?

We achieved positive results in the 2018 Australian Public Service Commission (APSC) Employee Census.

100% of participants stated.....

+ they have a clear understanding of how their workgroup’s role contributes to our strategic direction

+ their supervisor acts in accordance with the APS Values in their everyday work

+ the people in their workgroup are committed to workplace safety

+ in the last 12 months, they have not been subjected to bullying or harassment in the workplace.

94% of participants stated.....

+ said they are proud to work for the NHFB

+ said the people in their workgroup cooperate to get the job done

+ have a choice in deciding how they do their work

+ indicated their job gives them a feeling of personal accomplishment

+ believe the NHFB actively encourages ethical behaviour by all of its employees

+ stated the NHFB is committed to creating a diverse workforce.

Employee Profile

Employee Profile

At the end of June 2018, the total number of staff employed at the NHFB was 23. This figure remained stable when compared to 2016–17. Of the 23 employees, two were on long–term leave. All employees were based in the Canberra office.

Table 2: Headcount by Employment Status

Employment Status

Full–time

Part–time

Total

Ongoing

12

4

16

Non–ongoing

4

3

7

TOTAL

16

7

23

Table 2A: Headcount by Employment Status

Full–time

Part–time

Full–time

Part–time

Employment Status

Ongoing

Ongoing

Non–ongoing

Non–ongoing

Total

Total

12

4

4

3

23

Table 3: Headcount by Gender and Employment Status

Female

Male

Total

Ongoing

Non–ongoing

Female total

Ongoing

Non–ongoing

Male total

Office of the CEO

2

2

1

1

3

Data Modelling, Analysis and Policy

1

1

2

4

1

5

7

Finance and Reporting

5

5

1

1

6

Integrity Assurance and Resourcing

3

2

5

1

1

2

7

Total

11

3

14

5

4

9

23

Table 4: Senior Executive — Holders of Public Office

Senior Executive

Male

Total

Holder of Public Office — Office of the CEO

1

1

Figure 5: Headcount by Classification

Figure 5 Headcount by ClassificationFigure 5 Headcount by Classification

Headcount by Classification

CEO

1

EL2

3

EL1

8

APS 6

5

APS 5

5

APS 1

1

Total

23

Workplace Diversity

We are committed to the recruitment and retention of a diverse workforce. This was reflected in our Workplace Diversity Plan 2017–2020 and is evidenced by our culturally diverse workforce:

+ Our gender demographic is 61 per cent female and 39 per cent male.

+ 75 per cent of senior management positions are held by women.

+ 35 per cent of the workforce identifies as being from non–English speaking backgrounds and/or born outside of Australia.

+ 4 per cent of the workforce identifies as Aboriginal and Torres Strait Islander peoples.

+ Our age profile spans between 22 to 66 years.

In 2017–18, there were no identified employees with a disability. The National Disability Strategy 2010–2020 sets out a 10–year national policy framework to improve the lives of people with disability, promote participation, and create a more inclusive society.

Workforce Planning, Employee Retention and Turnover

Workforce planning helps us pro–actively identify and anticipate change.

Our three–year Workforce Capability Framework developed in 2017–18, identifies important issues driving change and enables us to take appropriate strategic and operational responses.

The average length of service for our employees is approximately 2.3 years, with 17 per cent of staff holding employment at the NHFB for more than five years.

Due to the small number of staff, the departure of the Administrator and CEO during 2017–18 contributed to our staff turnover rate increasing from 14 per cent to 40 per cent.

Remuneration Framework

Our only Senior Executive Service (SES) level appointment is the CEO position, who is appointed as a Holder of Public Office. The Commonwealth Remuneration Tribunal set the CEO’s employment conditions and remuneration.

Terms and conditions of employment for all other employees are governed by the National Health Funding Body Enterprise Agreement 2016–2019.

Salary ranges for non–SES employees can be seen in Table five. Three non–SES employees were covered by both an Individual Flexibility Arrangement and the Enterprise Agreement. One EL2 classified employee received an amount of $4,000 for performance pay in the 2017–18 financial year.

Table 5 Salary Range by Classification

Classification

Salary Range $

EL2

118,709

140,546

EL1

99,497

113,478

APS6

80,967

91,342

APS5

72,326

78,218

APS1

44,098

49,525

Non–salary benefits

We proactively support all employees in line with our United Leadership behaviours developed by our staff.

In 2017–18, our employees had access to:

+ workplace assessments

+ workstation adjustment training

+ adjustment equipment

+ influenza vaccinations

+ a stress management forum

+ rest–break guidance

+ an Employee Assistance Provider awareness forum

+ use of taxis after hours to provide safe transport to and from work

+ blood donation leave

+ eye sight testing

+ family care assistance

+ financial assistance to access financial advice for staff 54 years and older

+ leave for Australian Defence Force reserve and continuous full–time service.

Flexible working locations and home–based work were also available to staff through access to the internet, laptop computers, tablets and mobile phones.

Productivity gains

We worked towards achieving a range of productivity initiatives throughout the year, including monitoring and reviewing shared service pricing structures and contract pricing for all outsourced services. The innovative development of our people, structures and processes, has also helped us improve collective and individual productivity.

Performance management

Our annualperformanceappraisalschemedirectlylinksregularreviewsofindividual performance with incremental increases in salary. The scheme provides a structuredwayforanemployeeandtheir managertoreviewpastperformance, and develop a future work program in line with our strategic objectives.

The scheme is focused development, support and performance management where necessary.

Training and development

We provide learning and development opportunities for employees to support our functions. The focus for 2017–18 was to develop the core capabilities of employees and to enhance their professional capability.

Employees supplemented already acquired skills and knowledge through attendance at conferences, relevant forums, and participation in professional development.

In 2017–18, our employees received training on:

+ leadership development

+ risk management

+ internal audit

+ fraud control

+ Protective Security Policy Framework

+ business continuity

+ records management

+ tailored orientation and induction program for new employees.

Employees are eligible to apply for our Study Assistance Scheme, which offers financial assistance and time off for study purposes.

Table 6: Employee Qualifications

Section

NHFB

Professional Industry Qualification (e.g. GAICD/CPA)

6

Post Graduate Qualification

9

Undergraduate Qualification

8

TOTAL

23

Code of Conduct

As an agency governed by the

Public Service Act 1999, our employees are bound by the APS Values and

Code of Conduct. These are reinforced through day–to–day behaviour by all employees within the agency and during annual online training.

In 2017–18, we had no investigations relating to the Code of Conduct and no claims of bullying and harassment.

Unscheduled absences

Unscheduled absences are measured in accordance with the definition provided by the APSC, with unscheduled leave takings categorised as:

+ Personal Leave

+ Carers Leave

+ Miscellaneous Leave

Table7:Unscheduled Leave Takings byYear (measured in days)

Year

NHFB

APS

2013–14

9.2

11.2

2014–15

18.8

11.6

2015–16

19.7

11.5

2016–17

10.8

11.4

2017–18

9.5

Not available

2017–18 was our second lowest recording of unscheduled absences since ourinception. There were significant peaks of unscheduled leave during 2014–15and2015–16.These levels can be attributed to a period of uncertainty about the future of the NHFB at the time.