Chapter 4: Our people

The AIHW's staffing profile and information about how the AIHW supports its staff can be found in this chapter.

The AIHW's fifth strategic direction (SD5) recognises that valued, expert and versatile people are critical to the achievement of its corporate objectives. The AIHW aims to:

• support and develop the capabilities of staff to meet our work requirements
• attract and retain skilled, adaptable and responsive people
• promote a culture in which people work within and across teams to maximise expertise and produce results that benefit the AIHW as a whole
• refine organisational approaches to reflect the requirements of a dynamic mid-sized organisation which has the capacity to respond quickly and flexibly to meet emerging requirements.

The AIHW's People Unit plays an important role in achieving this strategic direction. It provides human resource services such as workforce management, recruitment, learning and development, information about conditions of service and advice to managers on performance management. It also provides facilities services including management of office accommodation and supplies, and occupational health and safety.

Staff profile

Staff numbers at 30 June 2011 were 360.5 full-time equivalent staff (393 total staff) (Table 8). This was a 4.3% increase on the 345.8 full-time equivalent staff (372 total staff) employed as at 30 June 2010. There was a 5.6% increase in total staff numbers during 2010–11.

About two-thirds (67%) of the AIHW's staff are female (263) and nearly 86% of staff (337) are ongoing employees. The proportion of ongoing employees decreased over the year from 91% at 30 June 2010.

The AIHW has a high level of part-time employment, with 22% of staff—74 ongoing and 14 non-ongoing—employed part-time. This proportion remains similar to that at 30 June 2010.

Table 8: Category of staff employment, 30 June 2010 and 30 June 2011

	All staff 2010	All staff 2011	Male staff 2011	Female staff 2011
Number of staff
Ongoing
Full-time	252	243	90	153
Part-time	69	74	17	57
Long-term leave	18	20	4	16
Non-ongoing
Full-time	20	42	17	25
Part-time	11	14	2	12
Long-term leave	2	0	0	0
Total	372	393	130	263
Number of full-time equivalent staff
Total	345.8	360.5	124.7	235.8

Notes:
1. 'Ongoing staff' refers to staff employed on an ongoing basis by the AIHW.
2. 'Non-ongoing staff' refers to staff employed by the AIHW on contracts or temporary transfer for specified terms and specified tasks, including staff on transfer from other Australian Public Service agencies.

More women are employed part-time at the AIHW than men (69 women compared with 19 men, or 26% of female staff compared with 15% of male staff at 30 June 2011). Sixteen women and four men were on long-term leave at 30 June 2011.

The most common levels of staff employment at the AIHW are Executive Level (EL) 1 with 130 staff (33% of total staff numbers) and Australian Public Service (APS) 6 level with 92 staff (23%) (Table 9).

Table 9: Level of staff employment, 30 June 2010 and 30 June 2011

	All staff 2010	All staff 2011	Male staff 2011	Female staff 2011
Number of staff
Director (CEO)	1	1	1	0
SES Band 2	2(a)	0	0	0
SES Band 1	9(b)	8	3	5
EL 2	43	47	20	27
EL 1	125	130	46	84
APS 6	82	92	28	64
APS 5	61	58	15	43
APS 4	31	40	12	28
APS 3	13	13	4	9
APS 2	5	4	1	3
Total	372	393	130	263

(a) One female officer was on long-term leave.
(b) Two officers, one male and one female, were serving in short-term acting arrangements while Senior Executive Service (SES) Band 1 officers were on annual leave.
Note: Staff on higher duties are included at the level at which they are acting.

Over the year, staff numbers increased at the EL 2, EL 1, APS 6 and APS 4 levels with the largest percentage increases being for the APS 4 level—an increase of 30%, from 31 to 40 staff—and the APS 6 level—an increase of 12%, from 82 to 92. At other levels staff numbers remained steady or dropped.

The relatively high proportion of females at the AIHW is less prominent at the EL 2 level. More than half the staff employed at each level (except CEO level) are female.

The AIHW recently conducted a skills and qualifications survey of all staff. Nearly three-quarters of all employees (288) responded. Of these, 262 reported having a bachelor degree or higher qualification (Figure 7). The most common fields of study identified were sciences (15%), health or public health (13%), mathematics or statistics (13%) and psychology (12%).

Recruitment strategies

The AIHW continues to attract and retain talented staff by offering challenging and fulfilling work, competitive salaries, excellent learning and development opportunities, good work–life balance and a friendly and inclusive work environment.

Video clips on the AIHW's website promote the attractions of working at the Institute. They feature staff and graduates discussing the benefits of the Graduate Program, the range of career opportunities offered by the Institute and the general advantages of AIHW employment.

The videos are available for public viewing and are frequently the subject of positive feedback from AIHW job applicants.

AIHW representatives attended several Australian Public Service Commission Career Fairs during the year to promote the career opportunities available at the AIHW and to encourage applications for the Indigenous Graduate and Cadet Programs.

Although staff turnover has increased slightly over the past 12 months, the separation rate of 4.4%—which excludes staff transferring to other Australian Public Service agencies—remains well below the rate for the wider Australian Public Service (6.4%).

AIHW graduates

The AIHW continues to offer excellent employment opportunities for graduates and postgraduates seeking to apply their qualifications in the field of health and welfare information (see the 'snapshot' below). Fourteen new graduates were employed by the AIHW in the 2010–11 intake, eight of whom relocated from interstate. All took up APS 4 positions. They were given the opportunity to participate in training organised by the Australian Public Service Commission and in strategic project work in many areas of the AIHW. They were also offered a variety of learning and development opportunities specifically tailored for APS graduates. This year the AIHW is trialling a developmental toolkit that provides advice for graduates on making the transition to a professional career. The kit contains a handbook, a workbook, a journal and CDs through which graduates can work independently at their own pace or with their supervisor as a means of assessing and enhancing their skills and capabilities.

Of the 21 graduates in the 2009–10 intake, 17 remain at the AIHW. Ten have been promoted to the APS 5 level and one to the APS 6 level.

Figure 7: Highest level of staff qualifications, 2011

 

Sponsorship of overseas employees

In March 2010, the AIHW invited the Canadian Institute for Health Information (CIHI) to nominate staff for temporary engagement with the AIHW, as approved under Department of Immigration and Citizenship sponsorship arrangements (see the 'snapshot'). Three Canadian staff have made a very valuable contribution to the AIHW. One AIHW manager is currently on a temporary transfer with CIHI for 12–24 months.

Managing for performance

The AIHW places a strong emphasis on two-way communication between managers and staff and conducts formal staff performance feedback and communication twice a year. The practice aims to improve formal communication between managers and staff on work priorities, workload, performance, learning and development and other matters. Staff also receive feedback on their performance against the five standard Australian Public Service Commission Integrated Leadership System selection criteria and against relevant technical and professional skills. In August 2010, more than 98% of staff participated in formal performance discussions. This is the highest level of participation to date across the AIHW and was repeated in February 2011.

To support staff in managing teams, a number of performance management workshops were offered to managers during the year. The programs included Giving and Receiving Feedback, Managing for Performance, and Difficult Conversations.

Workplace behaviour

The AIHW recognises that a positive work environment encourages workplace diversity, innovation and creativity and helps reduce absenteeism and employee turnover. All new employees are provided with training and information on behaviour in the workplace, and existing staff have been given the opportunity to attend courses on workplace practices with the objective of ensuring that the AIHW will be free of bullying and harassment.

The AIHW has four fully trained Harassment Contact Officers. They represent varying classification levels and AIHW locations, and include staff from both genders. They are available to provide confidential support to managers and staff on bullying and harassment issues.

Workplace diversity

The AIHW continues to recognise and celebrate the diverse talents and experiences brought to the workplace by its staff.

The AIHW conducts a range of activities that increase awareness and appreciation of Aboriginal and Torres Strait Islander cultures. This year it has celebrated several significant Indigenous events, including NAIDOC Week, Close the Gap Day and Reconciliation Week, by inviting guest speakers and artists to share their experiences with staff on these occasions.

The AIHW has also presented a number of new staff programs and seminars to raise awareness of mental health issues in the workplace. The AIHW currently has seven staff with a reported disability. Over the coming year the Institute will investigate recruitment strategies, programs and Australian Public Service Commission initiatives to increase the employment of staff with disabilities.

The opportunities provided by the Institute for flexible working arrangements also encourage workplace diversity.

Reconciliation Action Plan

The AIHW's Reconciliation Action Plan (RAP) working group reports annually to the AIHW Board and Reconciliation Australia on the AIHW's progress in meeting the plan's objectives. The plan's objectives are to:

• enhance awareness of Aboriginal and Torres Strait Islander cultures at the AIHW
• shape policy and community debate by highlighting issues affecting Aboriginal and Torres Strait Islander people, drawing upon relevant statistics and advice
• develop and build capacity in Aboriginal and Torres Strait Islander people and organisations in relation to data and statistical collection and analysis.

A number of measurable targets were identified to achieve these objectives. All targets were achieved and several exceeded. The AIHW RAP working group met regularly during 2010–11 to ensure the implementation across the AIHW of actions outlined in the plan. The group focused on increasing and retaining Indigenous staff numbers at the AIHW and continuing to raise awareness of Indigenous issues (see the 'snapshot').

The AIHW participates in the APS Indigenous Cadetship Program. During the year, the Institute sponsored two cadets who gained valuable experience through working on projects such as Closing the Gap Clearinghouse and Healthy for Life. The program, subsidised by the Department of Education, Employment and Workplace Relations, provides financial assistance for cadets while they are completing their tertiary studies and offers them a 12-week work placement each year with the AIHW. At the end of their studies, the cadets are guaranteed ongoing employment with the AIHW.

Each year, Indigenous students from Macquarie University are invited to visit the AIHW. These annual visitors are second-year, mature-age students undertaking a Bachelor in Community Management through the Warawara Department of Indigenous Studies. They work in various government and community-based organisations in New South Wales, Queensland and the Northern Territory. The students gain an understanding of how Indigenous programs are coordinated at the national level and an awareness of AIHW publications that can assist them with their community work. The annual visits raise the profile of the AIHW and enhance Indigenous community access to health and welfare information.

The number of AIHW Indigenous employees has increased from five to six over the year, and now represent 1.5% of the AIHW workforce.

Staff awards

Long service awards

During 2010–11, the AIHW recognised six staff for their long service with the AIHW (Table 10). This brings to 41 the number of existing staff members who, as at 30 June 2011, have celebrated 10 years or more service with the AIHW—just over 10% of the AIHW's total workforce.

Table 10: Staff long service awards, 2010–11

10 years' service
Timothy Beard	Evon Bowler	Janice Miller
Susana Senes	Toni Stepniak	Linda Wallace

Director's awards

During 2010–11, Director's awards were presented to 12 staff members in recognition of their outstanding contribution to the AIHW (Table 11).

Table 11: Director's awards, 2010–11

Name	Unit
Cid Riley, Scott Lee, Mark Petricevic, John Sant and Tim Holloway	Housing and Homelessness Integration (Team Award)
Sarah Christie	Publishing Services
Mark Short	Cancer and Screening
Cheree West	People
Penny Siu	Specialist Homelessness Services Collection
Sally Bullock	Health Performance Indicators
Nadia August	Drug Surveys and Services
Jess Cumming	Communications, Media and Marketing

Learning and development

The AIHW's Learning and Development Strategy 2008–2010, developed in consultation with the Institute's Learning and Development Advisory Committee, focuses on continually building staff capabilities in:

• statistics, analytical and data management skills
• communications (with a focus on writing capability)
• project management and team work
• leadership and management.

The strategy is currently being reviewed.

In 2010–11, the AIHW continued to focus on the development of leadership skills among middle managers and supervisors by providing access to several of the in-house courses linked to the Australian Public Service Commission's Integrated Leadership System.

Part of the 1 July 2011 pay rise to AIHW staff was conditional on at least 92% of the staff who had worked at the AIHW for more than four months participating in five learning and development activities (pro rata for part-time staff and staff with less than 12 months tenure). This target, which was set by the AIHW Consultative Committee (established under the AIHW's Collective Agreement), was achieved, with 96% of eligible staff completing the required number of activities.

In-house courses

The AIHW offered in-house courses to staff during the year in the broad skill areas of communication, management and leadership, and computing and other technical skills. In addition, a formal induction program was offered for new staff (Table 12).

Table 12: In-house learning and development courses for staff, 2010–11

Course type	Occasions course offered	Occasions staff attended
Corporate induction (for new staff)	3	55
Communication	34	475
Management and leadership	24	268
Computing and other technical skills	34	320

Note: Some staff attended more than one course.

Individual courses offered within these broad subject areas included strategic thinking, stakeholder engagement, essentials for new team leaders, assessing leadership capability, medical terminology and coding, giving and receiving feedback, media and presentations, minute taking, project management, risk management, negotiation skills, selection criteria and interview skills, career directions, occupational health and safety, bullying and harassment awareness, and Indigenous cultural appreciation. Statistical and IT training—in SAS Enterprise Guide, SAS additional topics and advanced programming, METeOR and Microsoft Excel—and statistical writing, writing for the web and AIHW-specific writing workshops continued (see 'Strengthening communication'). SAS training is now being provided by an AIHW employee who is a SAS specialist with facilitation skills.

Induction courses for new staff were held three times during the year, each comprising three half-day programs. In addition to information about the AIHW itself, they now incorporate greater detail than previously on APS practices as a whole (for example, code of conduct, values and ethics) than previously.

External study

Through its Studybank Program, the AIHW continues to provide assistance for staff members who wish to undertake external study to further develop their knowledge and skills. Thirteen staff received Studybank assistance during 2010–11. These staff were each studying for a postgraduate degree or certificate, most commonly in epidemiology, biostatistics, psychology, public health or management.

Seminars

Internal staff seminars about statistical, research and other issues are held on a regular basis (see for example the 'snapshot' below). Informal lunchtime seminars are offered to staff every 6–8 weeks on health and wellbeing related topics.

Statistical consultancy panel

AIHW staff continue to rely on the expertise of the statistical consultancy panel established to provide them with advice and support in statistical methodology, and how to work as part of a multidisciplinary team and to participate in the development of new research projects. The AIHW also employs a part-time statistician to advise staff in relation to their statistical work. The AIHW statistical manual provides a ready source of information to staff on the AIHW's statistical practices. The manual is updated on an as-needed basis by the AIHW's Statistical and Analytical Methods Advisory Committee.

Ecologically sustainable development

The Environment Protection and Biodiversity Conservation Act 1999 identifies the following principles of ecologically sustainable development:

• Decision-making processes should effectively integrate both long-term and short-term economic, environmental, social and equitable considerations.
• If there are threats of serious or irreversible environmental damage, lack of full scientific certainty should not be used as a reason for postponing measures to prevent environmental degradation.
• The principle of inter-generational equity: the present generation should ensure that the health, diversity and productivity of the environment is maintained or enhanced for the benefit of future generations.
• The conservation of biological diversity and ecological integrity should be a fundamental consideration in decision making.
• Improved valuation, pricing and incentive mechanisms should be promoted. Section 516A of the Environment Protection and Biodiversity Conservation Act 1999 requires the AIHW to report on the following issues.

Under this Act the AIHW is required to report on the matters included in the list below.

Ecologically sustainable development reporting
Legislation administered during 2010–11 accords with the principles of ecologically sustainable development	The AIHW does not administer legislation.
Outcome contribution to ecologically sustainable development	The functions of the AIHW are such that none of its activities contributing to its single outcome under the PBS (see Portfolio Budget Statements) address the principles of, or had direct relevance to, ecologically sustainable development as described above.
The effect of the AIHW's activities on the environment	The AIHW's key environmental impacts relate to the consumption of energy and goods, and waste generated by staff in the course of business activities.
Measures taken to minimise the impact of activities on the environment	In accordance with the AIHW's commitment to protecting the environment, the AIHW has adopted a number of practices aimed at reducing the environmental impact of its day-to-day operations: a Green Group meets on a quarterly basis to examine and advise on options to further reduce the AIHW's environmental impact environmentally friendly tips and information on the AIHW intranet provision of amenities for staff who ride bicycles to work use of energy-efficient lighting movement activated lighting that turns off after 20 minutes when no movement is detected solar tinting on the windows to increase heating/cooling efficiency installation of modern, efficient air-conditioning boiler and chiller by building owner, as well as a new Building Management System to better monitor fuel usage provision of designated car parks for staff who car-pool participating in Earth Hour 2010 water-saving devices in all showers (4) and toilets (37) recycling of toner cartridges, paper, ring binders and other relevant waste recycling bins in kitchens for co-mingled waste, and for organic waste (food scraps, bread and paper towels). The latter is fed to composting worms and recycled into an organic fertiliser. During 2010–11, 2,051 kilograms of organic kitchen waste was collected (Figure 8).
Mechanisms for reviewing and improving measures to minimise the impact of the AIHW on the environment	The AIHW strives to continually improve its environmental performance through the activities of its Green Group.

Organic waste collection at AIHW

As of June 2011, there were 13 bins in AIHW kitchens for the collection of organic waste such as food scraps, coffee grounds, tea bags, bread and paper towels. The waste is fed to worms and recycled into an organic fertiliser in a process called vermicomposting. Over five tonnes of organic waste has been collected since collection began in 2008 (Figure 8).

Figure 8: Organic waste collected, 2008–09 to 2010–11

 

Occupational health and safety

The AIHW is committed to maintaining an environment where all levels of management and staff cooperate to ensure a safe and healthy workplace. The Health and Safety Management Arrangements, developed in consultation with staff, are the primary vehicle for developing and implementing strategies to achieve this aim. The AIHW Director is assisted in occupational health and safety matters by the Occupational Health and Safety Committee which comprises management and staff representatives.

Health and Safety Management Arrangements

The AIHW's Health and Safety Management Arrangements were revised in 2010–11 in consultation with all levels of management and staff. The arrangements provide the framework within which the AIHW meets its legislative health and safety requirements and integrates occupational health and safety systems into its business activities. The arrangements specify the respective responsibilities of the employer (the Director), senior managers, supervisors, other key roles (for example, health and safety representatives) and staff.

The arrangements outline the functions of the Occupational Health and Safety Committee. The committee, which meets four times a year, monitors incidents in the workplace, ensuring that any issues are dealt with effectively and efficiently, and reviews occupational health and safety related policies.

Occupational health and safety initiatives

Management systems

During 2010–11, the AIHW continued to provide workstation assessments for all new staff. This is aimed at ensuring employee comfort and identifying any individual needs to maintain the low incidence of body-stressing injuries at the AIHW. The AIHW has also purchased several lecterns to allow staff who need it the option of working in a standing position.

Workplace safety inspections

The People Unit undertook four workplace safety inspections during 2010–11 covering all AIHW office buildings (see 'Accommodation'). The Institute's occupational health and safety practices and procedures were also explained in corporate induction sessions. Targeted training sessions were held throughout the year (two sessions for managers and two sessions for staff during 2010–11) as part of an ongoing program to reinforce the importance of occupational health and safety for new and existing staff, and contractors.

Health and wellbeing

The AIHW continues to offer free vaccinations to all staff leading into the influenza season.

In 2010–11, the AIHW supported two new health and wellbeing initiatives, a corporate gym membership and the Global Corporate Challenge. The corporate gym membership provides staff with access to a range of gyms across Canberra at a substantially reduced rate. The membership is paid for by staff and administered by the social club. The Global Corporate Challenge is a worldwide corporate health initiative that encourages participants to increase their daily physical activity over a three-month period. Participants are also encouraged to review their eating habits and adopt a healthier diet through access to daily information and weekly eating plans provided by a nutrition coach. There are 91 staff currently participating in 13 teams of seven.

Employee assistance program

The AIHW continued to use Davidson Trahaire Corpsych to provide short-term counselling services under its Employee Assistance Program. The purpose of the program is to help managers, staff and their immediate families whose lives and work may be adversely affected by personal or work-related problems.

Occupational health and safety performance outcomes

There were no incidents requiring notice to be given under s. 68 of the Occupational Health and Safety Act 1991. The AIHW was not subject to any investigations during the year, and no directions were given under s. 45 or notices provided under ss. 29, 46 or 47 of this Act.

Accommodation

The AIHW operated from four separate office buildings in Canberra in 2010–11:

• 26 Thynne Street, Fern Hill Park, Bruce (main building)
• 28 Thynne Street, Fern Hill Park, Bruce (Trevor Pearcey House, Block A)
• 28 Thynne Street, Fern Hill Park, Bruce (Trevor Pearcey House, Block D)
• 22 Thynne Street, Fern Hill Park, Bruce (Southlake).

The leases for three of these buildings are due to expire in 2014. The lease for Block D expires in September 2011.

In May 2011, the AIHW conducted a staff accommodation survey as part of the process of planning the AIHW's future accommodation requirements.

Commonwealth Disability Strategy

AIHW makes every effort to ensure that all its policies and procedures comply with the principles of the Commonwealth Disability Strategy. The AIHW is both an 'employer' (see 'Workplace diversity') and a 'service provider' under the Commonwealth Disability Strategy Performance Reporting Framework. The AIHW is not a 'policy advisor', 'regulator' or 'purchaser' under the framework.

As a service provider

The major focus of the AIHW is to provide information to other government departments and statutory agencies to help them in their development of policies and programs. Information is also available to the community on the AIHW website and in printed publications.

During 2010–11 all new publications were released simultaneously on the AIHW's website in both Portable Document Format and Rich Text Format, the latter format being more accessible for those with vision impairments. The AIHW invites its website visitors who have difficulty accessing information to seek individual assistance. Facilities and conferences managed by the AIHW comply with accessibility standards for people with disability, including those for wheelchair access, toilets and disabled parking.

Disability reporting

During the year the Commonwealth Disability Strategy was overtaken by a new National Disability Strategy which sets out a ten year national policy framework for improving life for Australians with disability, their families and carers. Disability reporting now occurs though a number of mechanisms. For example, the APS Commission's State of the Service Report and the APS Statistical Bulletin, to which the AIHW contributes, provide information on the 'employer' role.