2011-12 OverviewPart 1: About the DepartmentPart 2: Performance Reporting
Part 3: Management and AccountabilityPart 4: Financial StatementsAppendicesYou are in:
We value the commitment, achievements and development of all staff, and our ability to apply our skills and training to the delivery of better health and ageing outcomes
As at 30 June 2012, the Department employed 5,092 staff (headcount includes staff on leave, secondment and inoperative). This compares with 5,421 as at 30 June 2011. A total of 4,522 staff were employed on an ongoing basis and 570 were non-ongoing.
Throughout 2011–12, the Department implemented the 2011-12 People Strategy Action Plan to address major people management challenges, including maintaining a sustainable and skilled workforce in the face of an ageing workforce, skills shortages, health and aged care reform challenges and increasing community and stakeholder expectations.
Workforce planning continues to be incorporated into the departmental business planning cycle, with business units identifying their immediate and longer-term workforce needs.
Broader workforce planning issues were reviewed in 2011-12 through engagement with divisions and state and territory offices and in the context of DoHA National Alignment. Agency workforce data and information from these processes will inform current and future workforce strategies and initiatives to attract, retain and motivate our staff and identify areas for capability building.
In line with whole-of-Government practice, an Information and Communications Technology (ICT) Workforce Plan was implemented in 2011 and is to be reviewed in 2012. This Plan addresses specific needs and capability shortcomings in the Department.
An open Voluntary Redundancy (VR) program was offered in January 2012 and completed in June 2012. The Department thanks the unions and the National Staff Participation forum for their engagement and assistance. More than 200 staff took up the offer of a VR. A number of staff not interested in VRs were successfully realigned to other positions in the Department where required.
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 2011-12, the Department maintained a competitive remuneration position among its public and private sector competitors by participating in the annual APS Remuneration Survey to ensure that base salaries, bonuses and inclusions such as the allowance paid in lieu of a motor vehicle are assessed according to market trends, and in accordance with Government policy and guidelines.
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 are 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.
The Department’s agreement-making practices follow and support the Australian Public Service Bargaining Framework that was released early 2011 and the Fair Work Act 2009. The forms of workplace agreements applying to staff in the Department during 2011-12 are discussed below.
The Department’s previous Collective Agreement was re-negotiated, with a new Enterprise Agreement taking effect from 30 November 2011 for the period up to 30 June 2014. The new Enterprise Agreement continues to provide terms and conditions of employment for non-Senior Executive Service staff. The Enterprise Agreement contains an individual flexibility clause that enables the Department to continue to provide additional terms and conditions where necessary, in accordance with provisions under the Fair Work Act 2009 and the APS Bargaining Framework.
Comprehensive terms and conditions of employment are provided for new Senior Executive Service staff via an individual determination under Section 24(1) of the Public Service Act 1999. Determinations are produced following negotiations between 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. See Part 3.4 Staffing Information for more details.
Australian Workplace Agreements (AWAs) are no longer offered or varied by the Department. Arrangements for staff who were employed under an AWA to transition towards the Department’s new Enterprise Agreement have now concluded. Staff who were employed under an AWA are now covered by an Individual Flexibility Arrangement. See Part 3.4 Staffing Information for more details.
While not generally used by the Department, common law contracts may be used to establish and/or supplement conditions and entitlements where required.
In 2011-12, the Department continued to offer a comprehensive national training curriculum to staff by providing regular courses addressing the capabilities most needed across the organisation.
In the core capability development area, some 6,984 training places were taken up this year. In addition, priority training in support of organisational improvement and the DoHA National Alignment projects contributed an additional 4,229 training places. The total of 11,213 places represents an overall increase of 12 per cent from 2010-11.
In relation to core capability training:
The Department supported staff through the implementation of a number of organisational change initiatives. Some 3,559 staff members attended training relating to the new IT environment and in the associated software updates.
Staff were also trained in the implementation of new, more automated, procurement and recruitment processes, the use of videoconferencing technology, recordkeeping and new Work, Health and Safety legislation. elearning programs for these initiatives were accessed by 3,878 staff.
Corporately funded specialist or technical training not offered as part of the Learning and Development training calendar was provided for 102 staff.
In 2011-12, the Department supported the smaller agencies within the Health and Ageing Portfolio by providing access to our in-house training, with 557 staff members taking part. This represents an increase of 100 per cent from last year when 274 staff took advantage of this service.
The Department also provided a number of management and leadership opportunities for staff including a series of well-attended seminars for Executive Level staff, self-paced online learning through the Deloitte Leadership Academy and the Corporate Leadership Council, and more than 200 staff also participated in an informal mentoring program. The Department also offered executive coaching services to 37 Senior Executive Service (SES) staff and 36 SES staff participated in a pilot program of cross-divisional Leadership Insight Groups.
In 2011-12, the Department participated in a traineeship program for people with an intellectual disability in partnership with the Department of Families, Housing, Community Services and Indigenous Affairs, the Department of Defence, AusAID and the Canberra Institute of Technology. A pilot group of seven trainees commenced with the Department in June 2012 and specialist training was provided to their departmental supervisors.
In addition, the Department has responded to the capability development needs of individual work areas and has delivered a number of tailored programs in support of the DoHA National Alignment.
During the latter half of the year, the Department focused on developing and trialling a new approach to capability development which emphasises on-the-job learning as well as learning transfer from formal, off-the-job, training.
In 2011-12, the Department continued its commitment to a range of entry level programs including:
The aim of the GDP is to develop a pool of highly skilled candidates from which the Department can recruit on an annual basis. The features of the GDP are:
Seventy-two graduates joined the Department as part of the 2012 GDP. Of the 90 per cent of graduates that completed the 2011 program, the Department has retained 85 per cent to June 2012.
The Department engaged 2 Indigenous Graduates, and continued its commitment to one Indigenous Cadet, via the Australian Public Service Commission’s Indigenous Pathways Program. The Department also continued its commitment to two ICT Apprentices and three ICT Cadets through the Australian Government Information Management Office (AGIMO)’s ICT Entry Level Programs. An additional three ICT Cadets commenced with the Department in 2011-12.
The Department held its ninth Staff Survey in February 2012, with 80 per cent of staff in attendance during the survey period completing the online questionnaire. The 2012 Staff Survey was held 15 months after the eighth survey and is planned be held annually in February in the future. The Department is committed to further building its reputation as an employer of choice and continuing to improve our workplace – in particular to ensure our people are supported so they can be motivated, enthusiastic and committed to achieve important results for all Australians during a key period of Health Reform.
This was the second survey conducted by ORIMA. This has helped to ensure continued strong participation rates to deliver reliable, evidence-based data on staff motivation and workplace issues that impact on performance. Staff were invited to provide comments and suggestions about the questions to be used in the 2012 Staff Survey in November and December 2011.
The 2012 Staff Survey provided a largely positive view of the Department’s work environment with just under two-thirds of staff (63 per cent) satisfied with the organisation as an employer and slightly more staff satisfied with their current job (66 per cent). The job satisfaction result is in line with the APS average (69 per cent). The survey results identify opportunities for further improvement and key departmental actions from our People Strategy 2010-2015 - Performance through People will be enhanced in the coming year as a result.
As in previous years, staff and managers are required to discuss their results locally to develop action plans, in line with the goals of the People Strategy, and address issues identified in the survey.
During 2011-12, the Department maintained commitment to high ethical standards by reinforcing the APS Values and the APS Code of Conduct.
The Department provides new staff with a copy of the APS Values and the APS Code of Conduct, and educates staff of their responsibilities under the Public Service Act 1999 through the DoHA Essentials training. This mandatory elearning course highlights linkages to the APS Code of Conduct and Values, emphasises the workplace behaviours expected of all staff.
In 2011-12, the Department continued to focus on key messages for staff about a respectful workplace by reinforcing the importance of respect and courtesy and valuing of individual differences. Training sessions on respect in the workplace were delivered to staff during 2011-12 and is now part of the online learning catalogue. Posters about respect are also on display throughout the Department.
The Department takes all alleged breaches of the APS Code of Conduct seriously. Where there is a prima facie case to be answered, a formal investigation is undertaken. The Department endeavours to ensure that all alleged breaches of the APS Code of Conduct are managed in accordance with best practice and Australian Public Service Commission guidelines.
Following a review of the Department’s APS Code of Conduct procedures, the Department implemented revised procedures for determining breaches of the APS Code of Conduct towards the end of 2011-12. This project will continue in 2012-13 with the creation of a dedicated intranet site. The site will provide staff with information on the APS Code of Conduct including staff responsibilities, procedures for reporting suspected misconduct, the Department’s informal and formal procedures for dealing with allegations of misconduct as well as what employees should expect during and after an investigation.
During 2011-12, the Department finalised formal investigations into 15 employees alleged to have breached the APS Code of Conduct. The alleged breaches included those related to honesty and integrity, bullying and harassment, upholding the APS Values and complying with a lawful direction.
Of the 15 employees investigated, 13 employees were found to have breached the APS Code of Conduct. The sanctions imposed included six reprimands, one reduction in salary, one fine and three terminations. Two employees resigned before a sanction was imposed.
Throughout 2011-12, the Department continued its commitment to recognising the contribution of its mature age staff, as articulated through the Mature Age Staff Guideline and Action Plan.
To assist with succession planning, managers of mature age staff were encouraged to discuss the use of the flexible working arrangements available under the Enterprise Agreement, including flexible working hours, home based work/outposting, purchased leave and salary packaging.
Mature age staff who sought financial advice in preparing for retirement were reimbursed up to $500 of the cost of obtaining that advice.
The Department of Health and Ageing took part in the 2012 National Australia Day Council Awards, with 11 individuals and teams recognised for their significant achievements.
The formal presentation of certificates and medallions by the Secretary to the Australia Day awardees was held at an afternoon tea on 13 February 2012.
The Secretary, Jane Halton PSM, with some of the 2012 Australia Day Awardees
For leading the Department’s contribution to the development of the Aboriginal and Torres Strait Islander Health Performance Framework.
For his strong contribution to improvements in the delivery of cancer services, particularly for rural and regional Australians and radiation oncology services.
For development of OATSIH’s new multi-year funding agreements, resulting in major efficiencies for the Department and providers.
For delivery of the national mental health reforms package resulting in cohesive cross-government mental health reforms and a vision for the future.
For raising public awareness about health reforms and encouraging people to enter or re-enter the health workforce.
For sustained effort and dedication, resulting in the world’s first tobacco plain-packaging legislation.
For outstanding management of the Tobacco Reform Section, leading the development of the world’s first plain-packaging legislation.
For work to transform the Department into a contemporary, best-practice organisation while realising efficiencies and savings to be reinvested into health policy initiatives.
For work resulting in greater public confidence in the aged care sector through better complaints management.
For leading the aged care complaints reform, resulting in greater public confidence in the aged care sector through better complaints management.
For the successful amalgamation of Cancer Australia and the National Breast and Ovarian Cancer Centre.
Produced by the Portfolio Strategies Division, Australian
Government Department of Health and Ageing.
URL: http://www.health.gov.au/internet/annrpt/publishing.nsf/Content/annual-report-1112-toc~11-12part3~11-123.3
If you would like to know more or give us your comments contact: annrep@health.gov.au
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