Annual Report - 3.2 People Management

Table of contents

Part 3: Management Arrangements

Part 4: Accountability Reporting

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Following is a discussion of the activities undertaken by the Department in 2008–09 to ensure the organisation had a workforce that was motivated and capable of delivering the Australian Government’s health and ageing policies and programs, now and into the future.

Staff Survey

The Department held its sixth annual Staff Survey between 19 and 28 November 2008, with 77.1 per cent of staff in attendance completing the online questionnaire. This strong participation rate delivered reliable evidence-based data on staff motivation and workplace factors that impact on motivation and productivity, and indicated where action needs to be taken.

In terms of benchmarking, the Department continued to perform above both public and private sector means on most of the drivers that motivate staff. The results also reflected an improvement in staff participation in performance feedback activities and action planning activities. However, there is still room for improvement, specifically in two-way communication and information sharing; understanding the Department’s strategic plan and directions, particularly alignment at an individual and team level; and being able to input ideas to the work and operation of the Department.

During 2009–10, the Department will address these issues by developing an integrated internal communication and engagement strategy; ensuring Performance Development Scheme agreements are in place; and focusing on people management skills in the Department’s capacity building program to support feedback and staff engagement processes.
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Workforce Planning, Staff Retention and Turnover

As at 30 June 2009, the Department employed 4,926 staff. This compares with 5,433 as at 30 June 2008 (noting that this included Mersey Community Hospital staff who were not included in the June 2009 total). A total of 4,444 staff were employed on an ongoing basis and 482 were non-ongoing.

In 2008, the Department implemented its workforce plan to address predicted and current workforce challenges, such as the ageing workforce and skills shortages. In line with the plan, the Department incorporated the workforce planning process into its business planning cycle, with business units identifying their immediate and longer-term workforce needs.

The Department will renew the workforce plan in 2009, collecting and analysing data on key departmental demographic information, staff and exit survey data, research and reports, labour market data and benchmarking information. The Department will use the recommendations arising from the workforce planning process to determine its ongoing approach for the attraction, recruitment and retention of staff. It will also identify new workforce initiatives that can be used to supplement or replace current workforce strategies including:

improved job design;
the identification of critical roles and succession planning;
the utilisation of non-Australian Public Service workforce personnel; and
learning and development projects around graduate employment, capability and leadership development.

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Figure 3.2.1: Staff Numbers by Classification Australian Public Service Levels 1 to 6

Source: Department of Health and Ageing Annual Reports 2004–05 to 2008–09. Further information relating to staffing numbers can be found in Part 3.3 Staffing Information.
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Staff Training and Development

Learning and Development

In 2008–09, the Department rebuilt its training curriculum to address skills gaps identified in a departmental training needs analysis. The Department provided staff with access to around 120 courses in its learning catalogue that covered topics such as writing, financial management, program management and people management. Other key skills training, such as information technology skills, governance and operations, policy formulation and parliamentary processes were also maintained.

The catalogue was available through a new learning portal, which automates bookings, manager approvals and training records. The system also links to the Department’s online Performance Development Scheme.

DoHA Essentials

A major learning and development strategy completed this year was the development of the Department’s first e-learning course, DoHA Essentials, which covers all aspects of functioning effectively within the Australian Public Service and the Department – governance arrangements, accountabilities, delegations, financial management, conditions of service, employee responsibilities, record keeping, and security rules and procedures. The course is complemented by Decision Making in Action, which provides staff with the opportunity to cement their learning from DoHA Essentials into everyday work practices.

Training for Executive Level Staff

During 2008–09, the Department introduced a series of training courses targeted at Executive Level staff to equip them with the understanding and skills required to operate effectively at the management level. As part of this, the Department launched an Executive Level Calendar of Events in July 2008, comprising:

Executive Briefings – presented by departmental senior executives;
Lunchtime Learning – presented by members of the Department’s Executive and other speakers about topical issues; and
Executive Level Network Workshops – designed to be interactive and give staff an opportunity to discuss relevant and topical issues.

In 2008–09, speakers presented sessions to staff on a range of topics, including: social inclusion; Indigenous health; reform directions and the State of the Service recommendations; the Council of Australian Governments’ decisions related to health and ageing; and emerging trends in population health.

Based on the success of these programs, the Department will progressively roll out similar courses for Australian Public Service level staff.
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Workplace Agreements in the Department

In line with Government policy and legislative requirements, the Department had a number of different forms of workplace agreements in 2008–09, which are discussed below. In recognition of the introduction of the Australian Government’s Fair Work Act 2009 the Department will review its agreement making practices.

Collective Agreement

The Department’s Collective Agreement provides terms and conditions of employment for non-Senior Executive Service staff. It is a principles based agreement, with the majority of detail on the operation of conditions in supporting guidelines. The Collective Agreement has a flexibility clause that enables the Department to provide an individual, or a particular group of staff, with additional terms and conditions as approved by the Department’s Remuneration Committee. The main features of the agreement are:

a salary increase in August each year;
changes to conditions of employment to comply with the legislative requirements in operation at the time of the negotiation and implementation of the Collective Agreement;
fourteen weeks maternity and adoption leave;
the provision of a one-off $500 reimbursement to staff aged 54 years and older as a contribution to the cost of financial advice from a registered financial advisor regarding retirement options; and
provision of a Public Transport Loan Scheme to promote and facilitate staff use of public transport.

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Individual Determinations under the Public Service Act 1999

Comprehensive terms and conditions of employment for new Senior Executive Service staff are provided via an individual determination under Section 24(1) of the Public Service Act 1999. Determinations are produced following negotiations with the staff member and the Department regarding terms and conditions of employment. Australian Workplace Agreement holders who negotiate new terms and conditions are supplemented through a Section 24(1) determination. In 2008–09, a total of 37 Section 24(1) determinations were approved. See Part 3.3 Staffing Information for more details.

Australian Workplace Agreements

Australian Workplace Agreements are no longer offered or varied by the Department. Following the introduction of the Australian Government Employment Bargaining Framework in February 2008, and the introduction of the Workplace Relations Amendment (Transition to Forward with Fairness) Act 2008 in March 2008, the offering of Australian Workplace Agreements was prohibited in the Australian Public Service. Current Australian Workplace Agreements will continue to operate until terminated or replaced.

Common Law Contracts

While not generally used by the Department, common law contracts may be used to establish and/or supplement conditions and entitlements.
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Senior Executive Service Remuneration

The Department recognises the need to attract and retain skilled, experienced and high performing senior executives to provide the strategic leadership and direction required to achieve outcomes. In 2008–09, the Department maintained a competitive remuneration position among its public and private sector competitors, by participating in the annual APS Remuneration Survey (commissioned by the Department of Education, Employment and Workplace Relations) to ensure that base salaries, bonuses and inclusions such as the allowance paid in lieu of a motor vehicle are revised according to market trends.

Senior Executive Service staff were encouraged to negotiate their individual remuneration package, to ensure their value to the Department is rewarded. Individual salaries were negotiated on commencement and reviewed annually by the Department’s Executive. Senior Executive Service staff were also entitled to access performance based pay along with non-monetary inclusions such as a telephone, laptop, broadband internet access and home office equipment. Further information relating to Senior Executive Service Remuneration can be found in Part 3.3 Staffing Information.

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Key Fact for 2008–09: Health and Life Strategy: Getting the Right Balance

The Department’s Health and Life Strategy aims to help staff to balance the demands of their work and private lives, and to improve their health and wellbeing. The checklist below encourages staff to consider if they can truthfully answer ‘yes’ to the following statements, and determine whether they have a healthy work/life balance:

I have a rewarding life beyond my work or profession.
I am aware of my wants and needs and take care of them.
I have thought about how I could better balance my work and home commitments.
I consistently have evenings and weekends off and take holidays.
I am aware of any health problems and take care of them.
I have just the right amount of sleep.
My blood pressure is at a healthy level.
I have considered riding a bike or walking to work.
I have had a complete physical examination within the last three years.

There are a number of things that staff can do to address any imbalance. For example, under the Department’s fifth Collective Agreement staff have flexibility in their hours of attendance, can work from home, or on a part-time basis, have access to a personal leave package and can receive confidential personal and professional support. The Department also encourages staff to participate in rides to work and walking challenges, offers corporate gym memberships and provides quit smoking information, to help people be healthy and active.

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