Chapter 4
Management and accountability
People management
Human resources
The management of staff is a critical function within our office. As a small and geographically dispersed office we face a unique set of challenges in developing a well skilled and stable workforce. This year we have been proactive in meeting this challenge through the development of a clear and concise human resources plan that was released in April 2009.
The human resources plan was developed to assist the human resources team and all staff understand the focus and outcomes expected of human resources activities in the next 12 months. In preparing the plan, consideration was given to the strategic action agenda and strategic priorities contained in the Commonwealth Ombudsman Strategic Plan 2008–2011, as well as an analysis of the current business environment and emerging trends that are driving change.
These include:
- the Australian Public Service Commission 'State of the Service' Report 2007–2008
- the Commonwealth Ombudsman staff survey
- financial constraints
- the economic climate
- our workforce profile.
The human resources team has identified that a key outcome of its activities is to extend the average time of tenure with the office. In doing so, the office stands to gain efficiencies that arise from lower staff turnover such as less recruitment effort and cost, increased corporate knowledge, and improved consistency and effectiveness of our core business activities. We will do this by focusing on six key areas:
- recruitment
- career management
- managing performance
- learning and development
- developing and maintaining a positive workplace culture
- workforce planning.
Staff survey
In March 2009 we conducted the second staff survey for the office. The results provided a measure of employee satisfaction at an organisation–wide level. The response rate was extremely high, with 93% of staff participating in the survey. This year we had the added advantage of being able to compare results with the first staff survey, which was conducted in 2007. In some instances our responses were also compared to a 'State of the Service' benchmark to provide a broader APS–wide perspective.
Overall the results show that the majority of Ombudsman office staff remain satisfied with the office as an employer and almost 90% of staff agreed that they are proud to tell others that they work for the office. In many areas we significantly exceeded the 'State of the Service' benchmark. This level of satisfaction with our working environment reflects positively on all staff.
Using sophisticated statistical analysis to assist us, we have been able to prioritise organisational improvements to drive overall staff satisfaction with the office. The analysis highlights the two main areas for improvement as career progression, and recognition and feeling valued.
There are several other areas that have less influence on overall satisfaction than the areas above, but still have a significant influence on how staff feel about the office. They are:
- internal communication
- information technology (IT) and information systems
- recruitment and selection
- work–life balance.
We will review and further develop our human resources policies and guidelines to reflect responses from the staff survey.
Workplace relations
On 15 December 2008 a new collective agreement between the office and the Community and Public Sector Union came into effect. The Commonwealth Ombudsman Collective Agreement 2008–2010 focuses on people, remuneration and employment arrangements, working environment and lifestyle, further streamlining of personnel practices and processes, and performance management and improvement to underpin salary increases. A total of 162 employees are covered under the office's collective agreement. Conditions are provided for the office's six Senior Executive Service (SES) staff under s 24(1) of the Public Service Act. No staff are employed under Australian workplace agreements or common law contracts.
The collective agreement does not make provision for performance pay. Salary advancement through pay points within each classification is linked to performance, in accordance with the policy parameters for agreement making in the Australian Public Service. Determinations under s 24(1) provide for SES annual salary advancement within the range based on performance, and do not make provision for performance pay. Non–salary benefits are not offered to employees.
The office's Workplace Relations Committee continues to provide a forum for discussion of issues surrounding implementation and operation of the agreement. It also provides the consultative, advisory and information–sharing mechanism between management and employees on matters affecting employment conditions in the office.
Staffing profile
At 30 June 2009 the actual number of employees was 171, including the Ombudsman and two Deputy Ombudsmen. One hundred and forty–three employees were full–time. Twenty–eight employees (16% of employees) were part–time and of these, 27 were ongoing. The full–time equivalent number of employees for the year was 152.
During the year, 49 employees were engaged on an ongoing basis and 45 ongoing employees left the office, equating to a turnover rate of 26% (compared to 22% in the previous year).
Table 4.1 shows the numbers of employees, by gender and Australian Public Service (APS) classification and salary range. Table 4.2 shows the office's staffing profile by location.
TABLE 4.1 Staffing profile by level, gender and salary range at 30 June 2009
At 30 June 2009 (at 30 June 2008) |
||||||
|---|---|---|---|---|---|---|
APS classification and salary range |
Men |
Women |
Total |
|||
Ongoing |
Non–ongoing |
Ongoing |
Non–ongoing |
Ongoing |
Non–ongoing |
|
APS1 $37,152 – $41,064 |
– |
– |
– |
– |
– (–) |
– (–) |
APS2 $42,046 – $46,626 |
– |
– |
– |
– |
– (–) |
– (–) |
APS3 $47,892 – $51,691 |
1 |
– |
1 |
– |
2 (2) |
– (1) |
APS4 $53,377 – $57,954 |
5 |
2 |
18 |
– |
23 (24) |
2 (6) |
APS5 $59,534 – $63,130 |
6 |
1 |
12 |
– |
18 (17) |
1 (–) |
APS6 $64,302 – $73,864 |
18 |
1 |
24 |
3 |
42 (41) |
4 (2) |
EL1 $82,431 – $89,013 |
16 |
1 |
27 |
– |
43 (37) |
1 (1) |
EL2 $95,075 – $107,789 |
11 |
– |
15 |
– |
26 (24) |
– (1) |
SES $135,112 – $152,171 |
2 |
– |
4 |
– |
6 (6) |
– (–) |
Statutory officers |
2 |
– |
1 |
– |
3 (3) |
– (–) |
TOTAL |
61 |
5 |
102 |
3 |
163 (154) |
8 (11) |
Note: under the previous certified agreement and the current collective agreement, officers moving to the office from a higher salary range may be maintained at that salary until increments in the Ombudsman office salary range exceed the salary differential.
Note: 'EL' is 'Executive Level'.
TABLE 4.2 Staffing profile by location at 30 June 2009
Location |
Men |
Women |
Total |
|---|---|---|---|
ACT |
47 |
74 |
121 |
NSW |
5 |
10 |
15 |
NT |
1 |
1 |
2 |
QLD |
2 |
7 |
9 |
SA |
3 |
4 |
7 |
TAS |
– |
– |
– |
VIC |
5 |
8 |
13 |
WA |
3 |
1 |
4 |
TOTAL |
66 |
105 |
171 |
Career development and training
The office continues to focus on learning and development opportunities for staff. Our learning and development framework is based on three elements—leadership, corporate and core business programs. During the year we finalised a suite of 11 training modules designed specifically to develop core competencies and skills in investigations, inspections, writing, administrative law, office practices and recordkeeping. These core training modules are conducted regularly and all staff are required to attend the sessions. Other learning and development programs centre on performance management.
Each staff member is encouraged to undertake learning and development programs that are designed to promote their capability in relation to their corporate and core business training and development. This approach is now complemented by other initiatives such as career mapping, expansion of the staff induction program and an emphasis on managers mentoring staff career development.
Our learning and development framework will be supported by a new electronic scheduling system which will identify training and other learning and development opportunities, provide online booking facilities and record the training history for each employee. This will be used as part of an improved performance management process.
Key areas of learning and staff development delivered by the office included:
- ethical conduct
- leadership skills
- relationship management
- performance management
- administrative law
- recruitment and selection processes
- fraud, risk and financial management
- dealing with difficult complainants
- on–the–job investigation training
- written communication
- harassment and bullying awareness.
Staff representatives delivered a variety of information technology, financial, risk and fraud management and investigation workshops across all offices. This proved to be of great value with an increase in consistency in the use of the office's complaint management system, financial framework and recordkeeping compliance.
The office contributes to the development of its staff by supporting staff attendance at courses, seminars and conferences identified in their personal development plans. We recognised and put in place other development opportunities through job rotation, special project work, higher duties, placements with other agencies and representation on work committees. These programs have been well received with many staff taking up the opportunities to further develop their skills.
The office also supports staff who undertake relevant study at tertiary institutions. We offer staff assistance through study leave and/or financial assistance.
Occupational health and safety
The Ombudsman reports each year against the statement of commitment signed in 2005, to actively work towards achieving the targets set out in the Occupational Health and Safety and Rehabilitation Performance Improvement Targets for Commonwealth Premium Paying Employees (2002–2012) strategy.
During the year there were no accidents or injuries reportable under s 68 of the Occupational Health and Safety Act 1991 (OH&S Act) and there were no investigations conducted within the office under sections 29, 46 or 47 of the OH&S Act.
All new employees are advised of the importance and responsibilities of both staff and management for health and safety in the workplace during their induction. New employees are provided with a workplace assessment in the first week of commencement and familiarisation with their physical work environment. Staff who work from home are also given workplace assessments.
Occupational Health and Safety Committee and representatives
A health and safety representative is located at each office site. The representatives manage OH&S matters either through the OH&S Committee that meets twice a year, regular staff meetings or by seeking assistance from the OH&S officer. Two health and safety representative vacancies were filled in accordance with the office's OH&S Agreement.
Health and safety measures
During 2008–09 the office:
- met obligations for Comcare premiums—there was a significant reduction in the premium, reflecting in part the continuing success of our approach to managing OH&S
- arranged health assessments, where necessary
- conducted individual workplace assessments
- facilitated eye examinations, where necessary
- made first aid facilities and supplies available, and provided first aid training to First Aid Officers (refresher and senior first aid for new officers)
- provided OH&S training to representatives
- provided harassment and bullying awareness workshops
- conducted regular simulated fire evacuations
- conducted two health and safety inspections
- targeted individual health awareness through health management initiatives such as providing flu shots to employees free–of–charge
- implemented a national Health Month that comprised a diverse range of health and wellbeing activities and information sessions.
The Ombudsman actively promotes employee activities that lead to a healthy lifestyle. Accordingly, the Executive agreed to the inclusion of a 'promoting good health' allowance in the collective agreement 2008–2010. This is available to all staff as a reimbursement for health–related lifestyle expenses.
To promote a supportive working environment, the office provides staff with access to an employee assistance program that provides a confidential counselling service, facilitation of teamwork issues, career advice and the management of any work–related or personal issues.
These measures contribute to the maintenance of the very low rate of accidents and compensable injuries in the workplace. Our workers compensation record is good, with unplanned leave rates decreasing. The average amount of unplanned leave for the office has decreased from almost 11 days a year in 2006–07 to less than eight days in 2008–09. We do not expect it to reduce further next year, given the rate of illness in the community in winter 2009.
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