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Management of Human Resources

Since our inception in 2012, we have developed a sound understanding of our culture and workforce needs.

While current staffing levels allow us to perform our duties, like most organisations we are vulnerable when there is a loss of corporate knowledge due to turnover or unscheduled absences.

Our organisation supports and develops individuals in an environment that allows them to work to their full potential, innovate and display leadership.

Employee Census

For the second year in a row, we were the only Australian Public Service (APS) agency to achieve a 100 per cent response rate to the annual Australian Public Service Commission (APSC) Employee Census.

Following the release of the 2018 Census results and all staff discussions we developed a seven point action plan looking at those areas where we are doing well, where we could improve and those results which correlated to our united leadership behaviours.

Our action plan included:

  • Clarity of strategy and individual responsibilities;
  • Celebrating achievements;
  • Improving communication;
  • Embedding our united leadership behaviours;
  • Expanding learning and development opportunities;
  • Encouraging innovation and efficiency; and
  • Supporting workplace flexibility.

This work resulted in a number of improvements to the 2019 Census results.

Our 2019 results indicate the Agency is an organisation which promotes and enjoys a respectful, collegiate and honest workplace with a motivated team culture and a strong sense of strategic direction:

  • The NHFB ranked 8th out of 97 agencies for ‘Innovation’, 20th for ‘Engagement’, 36th for ‘Wellbeing’. The overall results for each of these categories improved on last year and we remained above the APS average overall;
  • 90% of staff believe strongly in the objectives of the agency;
  • 90% of staff are clear on what their duties and responsibilities are;
  • 100% of staff agreed that their supervisor encourages them to contribute ideas;
  • 100% of staff identified they had collaborated with people from other APS or Commonwealth Government Agencies; and
  • 95% of staff indicated their supervisor actively supports the use of flexible working arrangements, with half of our organisation working flexibly.

Similar to 2018–19, we will hold further discussions with all staff on the survey results and develop an action plan in early 2019–20 to ensure that we:

  • Continue with the activities we are doing well;
  • Have a plan in place to focus on key areas we’d like to improve; and
  • Link the above activities back to our four sign-post behaviours:
    • One NHFB
    • Enhance Trust
    • Open Communication
    • Own it

Employee Profile

All NHFB employees are based in our Canberra office.

Our Average Staffing Level (ASL) allocation for 2018–19 was 21 employees, however, this number includes the Administrator of the National Health Funding Pool. The Administrator is 0.6 of a full–time equivalent (FTE) and is included in the following tables.

At 30 June 2019:

  • We had a staffing headcount of 22
    • Of the 22, two were on long-term leave and one was on secondment to another Commonwealth Agency.
  • The number of FTE employees was 20.2; and
    • Our ASL rate was 18.06

Table: Headcount, FTE and ASL 2016–17 to 2018–19 (as at June 2019)

Headcount, FTE and ASL 2016–17 to 2018–19 (as at June 2019)

Year

ASL Cap

Headcount

FTE

ASL

2018–19

21

22

20.2

18.6

2017–18

21

23

19.4

18.9

2016–17

19

21

18.5

17.9

2015–16

19

17

10.7

11.6

2014–15

19

16

7.0

10.8

Table: Headcount by Employment Status

Headcount by Employment Status

Employment Status

2014–15

2015–16

2016–17

2017–18

2018–19

Ongoing

10

13

16

16

20

Non-ongoing

6

4

5

7

2

TOTAL

16

17

21

23

22

Table: Headcount by Gender and Employment Status

Headcount by Gender and Employment Status

Male

Female

TOTAL

2018–19

Ongoing

7

13

20

Non-ongoing

1

1

2

2017–18

Ongoing

5

11

16

Non-ongoing

4

3

7

2016–17

Ongoing

6

10

16

Non-ongoing

2

3

5

2015–16

Ongoing

4

9

13

Non-ongoing

2

2

4

2014–15

Ongoing

2

8

10

Non-ongoing

2

4

6

Table: Senior Executive — Holders of Public Office

Senior Executive — Holders of Public Office

Senior Executive

Male

Total

Holder of Public Office — Office of the CEO

1

1

Figure: Headcount by Classification

Headcount by Classification

Workforce Planning, Employee Retention and Turnover

We have been operational for seven years and our workforce retention rates remain strong with a blend of experience and new perspectives. The average length of service for our employees in 2018–19 is 2.8 years with 35 per cent of staff having been employed with us for more than three years and 35 per cent of staff having been employed with us for less than 12 months.

Table: Average length of service 2016–17 to 2018–19

Average length of service 2016–17 to 2018–19

Year

Length of service (years)

2018–19

2.8

2017–18

2.3

2016–17

2.0

2015–16

1.5

2014–15

0.8

Table: Turnover rate 2016–17 to 2018–19

Our turnover rate for 2018–19 was 30 per cent, down ten per cent from 2017–18.

Turnover rate 2016–17 to 2018–19

Year

Turnover rate (per cent)

2018–19

30.1

2017–18

40.6

2016–17

14.0

2015–16

24.7

2014–15

52.9

Workforce Diversity

We are committed to the recruitment and retention of a diverse workforce. This is reflected in our Workplace Diversity Plan 2017–2020 and is evidenced by our culturally diverse workforce1:

  • 80% of senior management positions are held by women.
  • Our gender demographic is 68% female and 32% male.
  • 5% identify as being Indigenous.
  • Over 70% have a formal education qualification.
  • 42% were born outside of Australia, and 26% speak a language other than English at home.
  • Our age profile spans between 24–64 years.
  • 10% of our workforce identified having an ongoing disability.

Remuneration Framework

Our only SES-level appointment is the position of CEO, who is appointed as a Holder of Public Office. The employment conditions and remuneration for the CEO are set by the Commonwealth Remuneration Tribunal.

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

Salary ranges for the 21 non-SES employees are at Table: Salary Range by Classification. Three non-SES employees were covered by both an Individual Flexibility Arrangement and the Enterprise Agreement. Zero employees received performance pay in the 2018–19 financial year.

Table: Salary Range by Classification
Salary Range by Classification

Classification

Salary Range $

EL2

119,896 – 141,952

EL1

100,492 – 114,613

APS6

81,776 – 92,256

APS5

73,050 – 79,000

Non-Salary benefits

The NHFB provides for a range of non-salary benefits that are incorporated into our HR policies. Any changes to policies are reviewed by the Workplace Consultative Committee (WCC) and cleared by the CEO. HR policies that include non-salary benefits are:

  • Home Based Work
  • Studybank
  • Travel
  • Allowances
  • Workplace Health, Safety and Wellbeing; and
  • Domestic Violence

These policies cover a number of artefacts that are not included in our EA and provide for:

  • Flexible working locations and home-based work;
  • Business tools such as mobile phones and mobile computing devices;
  • Influenza vaccinations;
  • Blood donation leave;
  • Leave for Australian Defence Force Reserves and continuous full-time service; and
  • Financial assistance to access financial advice for staff 54 years and older.
Table: Key Management Personnel
Key Management Personnel

Name

Position title

Term as KMP

Michael Lambert

Administrator of the National Health Funding Pool

Part-year - Appointed 17 July 2018

Shannon White

Chief Executive Officer

Full year

Table: Key Management Personnel Remuneration
Key Management Personnel Remuneration

Name

Position title

Short-term benefits

Post-employment benefits

Other long-term benefits

Termination
benefits

Total
remuneration

Base
salary

Bonuses

Other benefits and allowances

Superannuation contributions

Long service leave

Other long-term benefits

Michael Lambert

Administrator

206,228

16,905

4,626

227,759

Shannon White

Chief Executive Officer

198,330

42,807

30,543

6,472

278,152

Total

404,558

42,807

47,448

11,098

505,911

Learning and Development

We actively provide learning and development opportunities for employees to support them in their work and enhance their skill sets. We will further embed these practises during 2019–20 through the implementation of a Learning and Development Strategy.

In 2018–19, NHFB staff expanded their knowledge and skill sets through a variety of channels including:

  • Formal learning and development (e.g. University courses);
  • APS, and private sector conferences;
  • Communities of Practice forums;
  • Participation in Commonwealth and State and Territory technical and advisory committees;
  • Leadership forums; and
  • Agency guest speakers.

In 2018–19, employees received tailored training (classroom or online) for:

  • Risk management;
  • Internal audit;
  • Fraud control; and
  • Records management.

Employees are eligible to apply for our Study Assistance Scheme, which offers financial assistance, time off for study purposes or a combination of both.

Employee Qualifications
Employee Qualification

Qualification

Number of employees

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

6

Post Graduate Qualification

9

Undergraduate Qualification

8

Total

23

Performance Management

In 2018–19, we implemented a new performance and development framework for staff. The new framework provides greater emphasis on an individual’s professional development and links performance to our five strategic objectives and four sign–post behaviours.

During 2018–19, there were zero instances of employees needing to be managed for under performance.

Unscheduled absences

Our unscheduled absences continue to decrease over time and remain well below the APS average.

Table: Unscheduled absences (days)
Unscheduled absences (days)

Year

NHFB

APS

2018–19

9.8

Not yet available

2017–18

9.9

11.4

2016–17

10.8

11.4

2015–16

19.7

11.5

2014–15

18.8

11.6

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. The APS Values and Code of Conduct are reinforced through day–to–day behaviour by all employees within the agency as well as annual online training.

We had zero investigations relating to the Code of Conduct during 2018–19. Additionally, there were zero claims of bullying and harassment during the reporting period.

Productivity Gains

We worked on progressing a range of productivity initiatives throughout the year, including monitoring and reviewing pricing structures for our outsourced services via a Memorandum of Understanding (MoU) with the Department of Health.

Through a number of internal reviews of policies and processes, we were able to commence streamlining a number of our internal processes that will improve collective and individual productivity over the 2019–20 financial year.

Footnotes

  1. NHFB APS Employee Census 2019