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Human Resources and People Management

NBA organisational structure

The structure of the NBA as at 30 June 2019, can be seen in Figure 3.4 below. There are two business streams, namely Fresh Blood Products and Business Systems and Commercial Blood Products and Business Services.

FIGURE 3.4 NBA Organisational Chart

During 2018-19 the NBA continued its commitment to managing and developing its employees to meet organisational objectives. The results of the 2019, Australian Public Service (APS) Employee Census indicates the success of the NBA in continuing to be an organisation with a strong and happy team culture focussed on outcome delivery.

The APS Commission set a target rate of 70 per cent of APS employee participation for the Employee Census and the NBA exceeded this with a 81 per cent return, 4 per cent higher than the APS participation rate of 77 per cent.

The overall employee census outcomes for the NBA were very pleasing, indicating the organisation has a stable, happy and motivated workforce. Areas for improvement relate to dealing more effectively with underperformance, increasing opportunities for mobility, talent management/career progression and internal communication and change management.

The key points from the Australian Public Service Census (APSC) 2018-19 are shown in Table 3.2 with a comparison against last year (2017-18).

TABLE 3.2 APSC comparison current year versus last year

Our values

The NBA strongly endorses the APS Values, Employment Principles and Code of Conduct.This underpins expectations for the behaviour and conduct from all of our staff. Employees at the NBA understand their responsibilities associated with being a member of the APS and being a representative of the NBA and of the Australian government.

Workforce

The total number of APS staff employed in the NBA was 60 employees (55.62 full time equivalent) at the end of June 2019. The following tables provide a breakdown of NBA staff numbers by classification, gender and employment type for the current report period 2018-19 and the previous report period 2017-18.

TABLE 3.3 Australian Public Service Act ongoing employees current report period (2018-19)

Other includes Chief Executive and Legal 1

TABLE 3.4 Australian Public Service Act non-ongoing employees current report period (2018-19)

TABLE 3.5 Australian Public Service Act ongoing employees previous report period (2017-18)

TABLE 3.6 Australian Public Service Act non-ongoing employees previous report period (2017-18)

TABLE 3.7 Australian Public Service Act employees by full time and part time status current report period (2018-19)

Other includes Chief Executive and Legal 1

TABLE 3.8 Australian Public Service Act Employees by full time and part time status previous report period (2017-18)

Other includes Chief Executive and Legal 1

The average age of NBA staff is 44.96 years. Table 3.8 provides a breakdown of the age demographic of NBA employees.

TABLE 3.9 Age demographic of NBA staff as at 30 June 2019

We have 58 staff located in the Australian Capital Territory, one in New South Wales and one in Queensland. Both New South Wales and Queensland employees are part-time.

Learnhub – Online Training for All NBA Staff

 

In August 2018 the NBA launched Learnhub, an e-learning management system designed to provide NBA staff easy access to training courses and other development resources. Learnhub is an intuitive, user friendly system that allows staff to access a range of content including APS annual mandatory awareness training modules, Skillsoft, Lynda.com and GoodPractice. Of importance, Learnhub allows staff to shape and drive their learning journey at their own pace, anywhere, anytime.

Learnhub has become a pivotal tool for capturing and extracting learning and development data for internal and external reporting purposes.

The Chief Executive is personally committed to providing continuing learning and development opportunities for all NBA staff. These opportunities contribute to and empower staff to be part of a productive, progressive, innovative and engaged workforce, and develop their skills to support the role of government in delivering services to the Australian community at the highest standard.

The introduction of Learnhub is the latest in the NBA's ongoing commitment to investing in the development of its staff, as this is crucial for engaging people and creating a high performing workplace.

TABLE 3.10 All ongoing employees current report period (2018-19)

TABLE 3.11 All non-ongoing employees current report period (2018-19)

TABLE 3.12 All ongoing employees previous report period (2017-18)

TABLE 3.13 All non-ongoing employees previous report period (2017-18)

TABLE 3.14 Australian Public Service Act employment type by location current report period (2018-19)

TABLE 3.15 Australian Public Service Act employment type by location previous report period (2017-18)

We have a diverse workforce with 14 per cent of NBA employees identifying as being from non-English speaking backgrounds and 27 per cent were born outside of Australia. In 2018-19 the NBA did not have any employees who reported as identifying themselves as Indigenous.

In 2018-19 the NBA made efforts to attract indigenous employees through open/non- targeted recruitment and retention processes that included exploring alternate pathways such as the Australian Government Indigenous Program. In addition, previously established relationships with indigenous recruitment organisations have been strengthened.

Staff turnover and retention

Staff turnover reduced from 12.3 per cent in 2017-18 to 11.1 per cent in 2018-19. Nine people departed the NBA during 2018-19.

The average length of service for staff at the NBA is 5.3 years, which is consistent with the previous year and 46.66 per cent of staff average length of service at the NBA is more than five years.

NBA Enterprise Agreement

The current enterprise agreement (EA) was approved on 12 January 2016. On 24 December 2018, a Determination was made under Section 24(1) of the Public Service Act 1999 to continue the current terms and conditions of employment for staff under the EA and increase salaries by 2 per cent per annum for each of the next three years. The first salary increase was effective on 19 January 2019.

The table below details salary ranges by classification level (reflecting the full span of salaries available under the Determination and in any Individual Flexibility Agreements).

TABLE 3.16 Australian Public Service Act employment arrangements current report period (2018-19)

Chief Executive NOT included in above figures

TABLE 3.17 Australian Public Service Act employment salary ranges by classification level (minimum/maximum) current report period (2018-19)

Other - Legal 1

Non–salary benefits

The EA and other employment arrangements provide a range of non-salary benefits in addition to those consistent with national employment standards and the Fair Work Act 2009. The benefits provided are very similar to those provided by many other agencies and are detailed in the EA and available on the NBA website at https://www.blood.gov.au/employment-benefits.

Productivity gains

During the year, the NBA continued to adjust staffing levels to meet program and resourcing demands and contribute to the government's efficiency dividend strategy.

The NBA has commenced a review of all governance processes, procedures and guidance materials to streamline practices, aimed at improving the utilisation of corporate and executive resources. The review includes HR, financial and reporting policies and practices ensuring they align with the NBA's appetite for risk and support the Agency's corporate strategy and business plan.

The NBA continued services through the Department of Health Shared Services Centre. The NBA also continued to use Commonwealth panel arrangements for the external provision of services such as recruitment, training, annual influenza vaccinations and the Employee Assistance Program (EAP).

Remuneration and performance pay

Total remuneration for senior executive officers is determined through negotiation between individual officers and the Chief Executive, taking into account the broader economic environment as well as APS and Remuneration Tribunal benchmark data. Performance pay is not available to NBA staff.

TABLE 3.18 Information about remuneration for key management personnel

¹ Amounts are reported on an accrual basis.

² Ms Quinn joined the NBA in October 2018 so the amounts reported are for part year.

TABLE 3.19 Information about remuneration for senior executives

Professional and personal development

Employee development in the APS is an important contributor to a productive, progressive, innovative and engaged workforce. The NBA recognises the importance of ensuring that staff members continue to develop their skills and this is facilitated through sourced internal training, in-house training programs and external training and development opportunities such as stakeholder engagement and conferences.

NBA explored options for implementing an eLearning management system in support of ongoing professional and personal development for staff. The NBA considered the Learnhub eLearning management system to be the most appropriate system which will strengthen and build upon existing staff skills as well as satisfy annual mandatory training requirements. In August 2018, the NBA implemented Learnhub.

Following on from a recent restructure, analysis of the 2018-19 APS employee census results and as part of the broader People Strategy, the NBA has identified the need to build and develop the existing people capability within the agency, in particular at the executive level (EL). The EL cohort comprises a significant proportion of NBA staff numbers and is a key dependency in the delivery of the NBA's strategic and operational objectives. An EL development training program is currently under development.

Work health and safety (WHS)

Workplace health and safety matters are standing agenda items that are routinely discussed at a variety of organisational reporting meetings such as HR reporting to the senior executive management group, the Business Committee and the SPF.

There was one reportable incident lodged with Comcare during the reporting year. No investigations were conducted by Comcare during the reporting year.

Initiatives that were undertaken by the NBA during the year to maintain its ongoing commitment to a safe and secure workplace included:

• the continued availability of workstation assessments for all new starters as well as assessments for existing staff who felt it necessary for their wellbeing
• access to the EAP
• expansion of ICT remote working capabilities to cover all staff, enabling staff to work from outside the office on an ad hoc basis
• sit-to-stand desks
• implementation and ongoing management of the WHS governance framework.

Health and wellbeing

The NBA recognises the value of encouraging a work environment that supports the health and wellbeing of its employees. Some of the eligible activities which are open to staff members include:

• health memberships
• specialist advice/programs
• annual influenza vaccinations for staff and their immediate families.