The total number of staff employed in the NBA fell from 52 in 2007–08 to 44 at the end of June 2009. These changes were implemented at the EL1 and APS 6 levels. The reduction in staffing numbers has necessitated a redesign of a number of functions and a remodelling of our internal service delivery models. The changes were implemented as part of our process of ensuring that we are allocating our resources to best meet the needs of stakeholders. Table 4.3 shows NBA staff numbers, by classification, at 30 June 2009
TABLE 4.3 Number of NBA staff at 30 June 2009
| Substantive role classification | Female (full time) |
Female (part time) |
Male (full time) |
Male (part time) |
Total |
|---|---|---|---|---|---|
| Statutory office holder | 1 | 1 | |||
| Senior Executive Service | 2 | 2 | 4 | ||
| Health Economist | 1 | 1 | |||
| Principal Medical Officer | 1 | 1 | |||
| EL 2 | 4 | 3 | 7 | ||
| EL Legal | 0 | ||||
| APS 6 Legal | 0 | ||||
| EL 1 | 8 | 10 | 18 | ||
| APS 6 | 5 | 1 | 6 | ||
| APS 5 | 2 | 1 | 3 | ||
| APS 4 | 2 | 1 | 3 | ||
| APS 3 | 0 | ||||
| Total | 24 | 3 | 16 | 1 | 44 |
Staff turnover in 2008–09 significantly reduced from previous years to just 16 per cent. This is an important achievement for the NBA since staff loss was previously a risk. The average length of service for NBA staff is now 2.7 years. More than 61 per cent of our staff have now been with the NBA for more than two years. Within this stable staff profile we are fortunate to have a diverse range of skills, experience and backgrounds. To illustrate the diversity of the age, experience and knowledge of our staff, this 2008–09 annual report sees the commencement of a series of profiles on our staff. We hope you will enjoy getting to know us.
This stability in our staff profile might to some extent reflect the uncertainty in the wider economy, but it also reflects our recruitment strategy and our commitment to understanding staff preferences for work styles and providing a responsive and reasonably flexible work environment. It also demonstrates our achievements against the capability strategy developed in 2007, which was designed to minimise the impact of staff turnover.
During 2008–09 the NBA conducted two surveys—one to assess current staff skills and capabilities and the other to gauge staff satisfaction.
Emeritus Professor Susan Bambrick is one of our most distinguished staff members. She is the NBA’s research analyst, undertaking horizon scanning, locating new products and identifying trends.
An economist with experience in many areas of her discipline, she graduated from the University of Queensland after honours studies in public finance and international economics. Her PhD is from the Research School of Social Sciences at The Australian National University, with a thesis on Australian price indexes. At ANU she taught micro-economics, macro-economics, resource economics, international economics, and industrial organisation. Many of her publications have been on the subject of industry economics. She was awarded an OBE ‘for service to education, particularly in the field of mineral and energy economics’. Cambridge University Press selected her to edit the Cambridge Encyclopaedia of Australia.
Susan was awarded the first Australian Scholar-in-Residence to the United States, headquartered at Pennsylvania State University and with extended visits to Harvard, the University of Texas at Austin and the University of Oregon. She has also been a Visiting Fellow at the East–West Center, Hawaii. In addition, Susan has served on a number of councils for the Commonwealth—including the Council of the National Library of Australia, the Trade Development Council, the CSIRO Advisory Council and the Uranium Advisory Council. She has served on the Science and Industry Forum of the Australian Academy of Science and has been Federal President of the Australian Institute of Energy. Susan has also worked for the Commonwealth Grants Commission. She is an OzReader for the Australian Research Council and an assessor for the Australian Learning and Teaching Council.
Susan was Pro Vice-Chancellor (Academic and Access) at La Trobe University in Victoria and Deputy Vice-Chancellor (Academic) at the University of Southern Queensland. She has lived and worked in three states and the Australian Capital Territory, in both metropolitan and regional areas and has been appointed to state and territory committees dealing with a range of matters, including restrictive trade practices, regional development and multiculturalism.
She spent several years as President of the Board of Management of the University Pre-School and Child Care Centre at The Australian National University, was Deputy Chair of the Board of Canberra Grammar School and is now a board member of Canberra Girls’ Grammar School. She has also served on school boards in Victoria, New South Wales and Queensland.
Susan is a Professor Emeritus of the University of Southern Queensland and an Honorary Fellow (as well as former Master) of University House at The Australian National University.
In March 2006 the NBA conducted a skills and capabilities audit. The analysis from this audit showed that at that time the NBA had a very good level of competency and knowledge in relation to its core business. The main gaps that were reported and were subsequently addressed through targeted training commitments included presentation skills, negotiation skills, ability to understand the physiology of blood, project management, and team building.
To ensure the continued effective targeting of our training efforts, the NBA conducted a new skills survey in late 2008. This survey showed that our generic skills and knowledge and our contextual knowledge of the blood sector are strong. It also revealed an interest on the part of staff in further improving their skills in the broader public sector context, such as knowledge of parliamentary processes and accountability arrangements, and training in project management, cause-and-effect analysis, targeted research and demand analysis.
Options for the most cost-effective delivery of this training are being identified, and a detailed program of training will begin early in 2009–10.
In November 2006 the NBA conducted a survey designed to gauge staff’s overall job satisfaction and understanding of their work environment and to highlight any areas for improvement. Management also gave a commitment to conduct a further survey in two years’ time. Communication, leadership and stakeholder relations were areas in which the majority of staff felt we could improve.
The results of the 2008–09 survey show sound progress against core concerns and have highlight the need to continue to focus on our communication processes and in particular better developing our culture of working across teams effectively.
Strategies to address these issues will be developed by each team, and priorities for action will be agreed with the staff participation forum.
Table 4.4 shows the numbers of NBA employees covered by the NBA Collective Agreement (CA), common law agreements or section 24 determinations, and Australian Workplace Agreements (AWA), at 30 June 2009.
TABLE 4.4 Numbers of NBA staff on types of employment agreements
| Staff | CA | AWA | Common law or s.24 |
|---|---|---|---|
| SES | Nil | 7 | |
| Non–SES | 23 | 10 | 4 |
The second NBA Collective Agreement was signed in October 2007, and staff are due to receive the second pay increase payable under this agreement on 1 July 2009. Table 4.5 shows salary levels at 30 June 2009.
TABLE 4.5 NBA Collective Agreement: 30 June 2009 salary levels
| Classification | Minimum | Maximum |
|---|---|---|
| Executive Level 2 | 95 743 | 107 914 |
| Executive Level 1 | 80 247 | 91 540 |
| Legal 1 | 80 250 | 97 159 |
| Legal APS Level 6 | 64 212 | 71 780 |
| APS Level 6 | 65 302 | 73 669 |
| APS Level 5 | 59 195 | 62 477 |
| APS Level 4 | 54 424 | 57 506 |
| APS Level 3 | 48 036 | 53 246 |
The Collective Agreement and other employment frameworks provide a range of non-salary benefits in addition to those consistent with national minimum employment standards. These benefits are commensurate with the NBA’s status as a small agency with limited scope for further productivity gains. The benefits that are provided are similar to those provided by many other agencies. They are detailed in the NBA Collective Agreement, available on the NBA website, and can be summarised as follows:
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| Senior Executive Service staff and others on Australian Workplace Agreements, common law agreements or s.24 determinations |
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Information on performance-based pay awarded during 2008–09 is not included in this report because of the very small number of individuals involved.
Eighty-one per cent of NBA staff met our internally determined training target of 30 points, which represents about seven days of training and development activities during a year. A wide range of training programs are available to staff so they can extend their knowledge and skills.
The NBA attaches high priority to developing staff in various areas to enhance skills, through either sourced internal training or our knowledge management forums, or through external training—conferences, seminars, accredited training organisations and learning institutions. Performance against training targets is measured internally and reported to the NBA Board. The list of topics covered by our knowledge forums has grown over the years, and we now have the delightful ‘problem’ of fitting all suggestions and offers for presentations into the year. Highlights of this year’s knowledge forum program focusing on blood issues included:
As in other years, the knowledge forums continue to provide the opportunity for us to ensure that all staff attend a selected range of mandated training sessions. In 2008–09 these included:
The effectiveness of this training is assessed through quarterly discussions between staff and managers in relation to their personal development agreements, focusing on the core deliverables that staff must meet to ensure achievement of the goals in the operational plan. A central part of the discussion is to have clear agreement on the support and skills needed by staff members to achieve these goals. At the end of each quarter progress in obtaining the required skills and the relevance and value of the training provided are discussed.
The NBA Staff Wellbeing Program continued in 2008–09, with staff participating in a range of activities throughout the year, including a cardio fitness class, yoga and a walking club. Staff also contributed to a range of community causes, including:
The NBA fun run tee shirt
Lunchtime Yoga