Chapter 7 - Management and Accountability

Overview

This chapter includes an overview of the NCA’s Authority members, internal and external review mechanisms, internal corporate functions, corporate governance, community involvement, and human resource statistics.

Major Achievements and Highlights

On 23 April 2015 the National Archives of Australia approved the NCA Records Authority for files created from 1989 onwards. The Records Authority will allow the NCA to continue to improve its management of agency-specific records into the future.

In 2015 the NCA digitised 12,500 images, which together constitute half of the image collection held by NCA.

The Authority

The Act provides that the Authority consist of a Chair, a Chief Executive and up to three other members, all of whom are appointed by the Governor-General.

The Chief Executive is a full-time position and the other members serve on a part-time basis (section 33 of the Act). The Chief Executive manages the affairs of the NCA under the general direction of the Authority (sections 45 and 46 of the Act).

The Authority is the NCA’s primary decision-making body and provides its strategic direction. During 2014–15 the Authority met six times. The Authority keeps minutes of its meetings. A public record of each meeting is also produced and published on the NCA’s website.

Authority Membership

In 2014–15 the Authority members consisted of the following:

Terry Weber, Chair

On 1 January 2015 Mr Terry Weber was appointed as Chair of the Authority, having already accepted a five-year part-time Authority membership on 12 June 2014.

Mr Weber is a Senior Partner and Federal Government Lead Partner in PricewaterhouseCoopers Canberra consulting practice. He provides specialist guidance in the areas of property, infrastructure and facilities management, financial management, and service delivery models for Australian and international governments and major corporate organisations.

From 2000 to 2008 Mr Weber was the Chief Executive Officer for UGL (United) Services, a leading global corporate real estate and outsourcing business services organisation. Mr Weber is an active member of several boards, including the Canberra Raiders, the Ricky Stuart Foundation and Australia21.

From 14 June 2012 to 31 December 2014, prior to Mr Weber’s appointment as Authority Chair, the role was held by Ms Shelley Penn.

Malcolm Snow, Chief Executive

Since 13 January 2014 Mr Malcolm Snow has been serving as the Chief Executive of the NCA as part of his five-year term. He joined the NCA following a diverse career working with, and being a member of, many statutory and commercial boards. He has extensive senior executive experience, including a decade during which he was Head of Urban Design with the City of Melbourne, a Director of international consulting firm Urbis, and CEO of South Bank Corporation in Brisbane.

Mr Snow is one of Australia’s leading placemakers and managers. He was the inaugural Chairman of the Place Leaders Association and is acknowledged for the breadth of his place design and development experience and his advocacy for creating better cities. With qualifications in urban planning and landscape architecture and a career spanning nearly four decades, he has led major city revitalisation programs throughout Australia, Asia and the United Kingdom, both as an urban planning consultant and as an advisor to all spheres of government.

Members

On 18 September 2014 Ms Chris Faulks was appointed as a part-time member for five years.

Between 2007 and 2015 Ms Faulks was the Chief Executive Officer of the Canberra Business Council (now Canberra Business Chamber), an organisation that forms strategic alliances with industry and government to support Canberra’s economic development.

Prior to this role she spent 13 years as an adviser and Chief of Staff to Federal Government Ministers and was General Manager, Public Affairs and Government Relations at Diabetes Australia. Ms Faulks has been involved in a wide range of community organisations in Canberra for 38 years. Ms Faulks also holds a number of other Board positions, including with Obesity Australia, where she is Director, and with the University of Canberra Council.

‘It has been a privilege to support the high quality of Canberra as a well planned and well maintained Capital and to contribute to a more widespread understanding of the importance of the National Capital.’

MS SHELLEY PENN, FORMER AUTHORITY CHAIR OF THE NCA.

On 11 December 2014 Mr Glenn Keys was appointed as a part-time member for five years.

Mr Keys is the co-founder and Managing Director of Canberra-based Aspen Medical, one of the world’s leading providers of outsourced healthcare solutions.

Prior to building and leading businesses in the private sector, he had a distinguished career in the Australian Defence Force. His service saw him undertake a range of tasks from test flying and engineering to logistics support for Army aircraft.

Mr Keys is a passionate advocate of Corporate Social Responsibility, and places social responsibility and community involvement at the heart of Aspen Medical’s culture.

As the Chairman of Special Olympics ACT, Mr Keys has worked tirelessly to provide opportunities for athletes with a disability. He is also on a number of boards, including the National Disability Insurance Agency and the ACT Canberra Business Chamber.

NCA Organisational Structure

The NCA’s organisational structure (Figure 12) is aligned with its statutory responsibilities and Portfolio Budget Statement output reporting requirements. Its structure includes the Authority and senior management positions, such as the Chief Executive, Chief Planner and Executive Director National Capital Estate. The organisational structure provides for advisors and advisory panels and comprises four functional areas:

The Chief Executive and Senior Executives

Malcolm Snow (Chief Executive)

The Chief Executive manages the affairs of the NCA under the general directions of the Authority.

As Chief Executive, Mr Snow is responsible for the overall leadership, strategic direction and operations of the NCA. In consultation with the Authority and the Executive team, Mr Snow determines the NCA’s priorities and the proper allocation of resources and funding.

Andrew Smith (Deputy Chief Executive and Chief Planner)

Mr Smith leads the National Capital Plan unit, which is responsible for keeping the Plan under constant review and proposing amendments to it when necessary. Mr Smith’s work involves preparing policy Masterplans (which form the basis of amendments to the Plan) and Development Control Plans, assessing Works Approval applications and monitoring the quality of buildings and other developments once completed.

Alison Walker Kaye (Executive Director, National Capital Estate) and Helen Badger (Acting Executive Director, National Capital Estate)

Ms Walker-Kaye (currently on long-service leave) holds the position of Executor Director, National Capital Estate; in her absence, Ms Badger leads the unit responsible for all aspects of maintaining the National Capital Estate. This includes:

  • estate development and renewal
  • estate management, including the Diplomatic Estate
  • administration of leases and licences
  • venue management.

Corporate Governance

The governance framework adopted by the NCA aims to ensure it achieves its overall outcomes in such a way as to enhance confidence in the agency, its decisions and its actions in an open and transparent way. It encompasses accountability, stewardship, leadership, direction and control exercised in the NCA.

As part of its commitment to good governance, the NCA values and promotes a culture that encourages leadership, achievement, professionalism and innovation. The NCA provides ongoing support for all employees, who in turn are accountable for their actions in delivering professional and quality services to the public in accordance with the APS Values.

The NCA’s corporate governance framework includes audit and assurance activities, risk management, fraud prevention and control, the Accountable Authority Instructions, policies and guidelines, business planning, performance agreements and various committees.

‘The NCA has developed collaborative working relationships focused on the community.’

NCA STAKEHOLDER

Committees

To support the Chief Executive, the NCA has a number of groups and committees:

  • Executive Team
  • Audit Committee
  • Remuneration Board
  • Authority Consultative Committee
  • Health and Safety Committee
  • ICT Steering Committee.
Executive Team

The Executive Team comprises the Chief Executive, the Deputy Chief Executive (Chief Planner), the Executive Director, National Capital Estate, the Director Finance (Chief Finance Officer), the Director Corporate, and the Director National Engagement. The Executive Team meets weekly to share information about emerging and current issues facing the NCA and individual business units.

Following regular Executive Team meetings, individual business units hold debriefs with staff to discuss the outcomes and actions arising for the NCA in the coming weeks.

Audit Committee

The role of the Audit Committee is to provide independent assurance and assistance to the Chief Executive on the NCA’s risk, control and compliance framework and on its external accountability responsibilities.

In 2014–15 the Audit Committee comprised an independent Chair and two internal NCA officers – the Executive Director, National Capital Estate, and the Director Corporate. The Chief Finance Officer attends the meetings as an observer, and the Australian National Audit Office has a standing invitation to attend committee meetings as an observer.

During 2014–15 the Audit Committee met twice to consider the internal audit plan, the annual work program and internal audit reports on performance and compliance issues. The Audit Committee also reviewed the financial statements and annual Certificate of Compliance assurance framework, and continued to monitor the implementation of the control framework, including the fraud control plan and risk management framework.

Remuneration Board

The Remuneration Board is made up of the Chief Executive, the Deputy Chief Executive (Chief Planner) and the Executive Director, National Capital Estate.

The Board meets in June each year to discuss the performance of employees for the current financial year, based on end-of-year performance appraisal reports. These individual performance reports aid the Board in providing a final performance rating for each employee and in setting his or her annual salary and other terms and conditions for the next financial year.

Authority Consultative Committee

The Authority Consultative Committee represents all employees at the NCA who are covered by the National Capital Authority Enterprise Agreement 2011–14 (Enterprise Agreement) and provides a forum for management and employees to discuss matters affecting the workplace. One of the committee’s primary responsibilities is to monitor implementation of the Enterprise Agreement.

The membership of the Authority Consultative Committee comprises the Chief Executive (Chair), the Director Corporate, two employee representatives and a representative from the Community and Public Sector Union.

The Consultative Committee met once during the reporting period.

Health and Safety Committee

The NCA’s Health and Safety Committee (HSC) is formed in accordance with the Work Health and Safety Act 2011 (WHS Act). Membership includes management, health and safety representatives and employee nominees from across the NCA. The HSC is chaired by the Director Corporate and meets quarterly in accordance with the WHS Act.

The role of the HSC is to facilitate discussion and cooperation between management and employees and others who work at NCA-occupied premises, including the Treasury Building, the National Capital Exhibition, Blundells Cottage and the depot, regarding health and safety issues in the workplace.

Please see page 75 for a report on the NCA’s performance on Work Health and Safety and compliance with the WHS Act.

ICT Steering Committee

The Information and Communications Technology (ICT) Steering Committee (the ICT Steering Committee) was established in 2013–14 to better align IT investments with NCA business objectives and priorities.

The ICT Steering Committee includes NCA Executives, Chief Information Officer (CIO), the ICT Manager and operational representatives from each business unit. Each meeting is chaired by the CIO with final decisions made by the Chief Executive. The ICT Steering Committee meets at least once a month and focuses on IT governance in the areas of ICT strategic planning, project prioritisation and project approval.

The ICT Steering Committee ensures future IT needs of the NCA are met in accordance with available budget funding and IT projects are performing and delivered within allocated resources, timeframes and budgets.

Business Continuity Plan

To ensure the continuation of NCA business during and following any critical incident resulting in disruption to normal operational capability, the NCA has a Business Continuity Plan. The NCA reviews its Business Continuity Plan twice each year on set dates – or earlier if there are major changes to business priorities or senior staffing arrangements that impact on the allocation of key responsibilities. A major update of the plan will be completed in November 2015.

Fraud Control Plan

Fraud control arrangements maintained by the NCA meet our legislative obligations as required by section 10 of the Public Governance, Performance and Accountability Rule 2014 (the Fraud Rule).

In 2014–15 fraud control arrangements at the NCA included:

  • preventive measures, such as the maintenance of a fraud control policy and procedural framework; fraud awareness training for personnel; a range of business and system controls, such as post-transaction reviews; separation of duties across payments; and financial reconciliations
  • detection activities based on a compliance and internal audit program, including fraud risk assessments
  • assigning personnel with responsibility for assessing and investigating allegations of suspected fraud both internally and externally, and for recovering any proceeds of fraud
  • reporting fraud control activities to the Audit and Risk Committee and completing the annual Australian Institute of Criminology fraud against the Commonwealth survey.

Certification of Agency Fraud Control Arrangements

I certify, in accordance with Section 10 of the Public Governance, Performance and Accountability Rule 2014, that for the financial year 2014-15 the National Capital Authority:

(a) has prepared fraud risk assessments and fraud control plans

(b) has in place appropriate fraud prevention, detection, investigation, reporting mechanisms that meet the specific needs of the agency

(c) has taken all reasonable measures to appropriately deal with fraud relating to the department.

Malcolm Snow Chief Executive 23 November 2015

Security Plan

During 2014–15 the NCA continued to monitor and maintain an appropriate level of assurance to meet its obligations under the Australian Government’s Protective Security Policy Framework (PSPF).

The agency’s Security Plan reflects the NCA’s approach to protective security within the agency to ensure compliance with the PSPF.

Risk Management

The NCA is committed to taking a proactive approach to managing risk by adopting an integrated risk management framework.

The NCA’s Risk Management Policy and Risk Management Guidelines are based on AS/NZS ISO ‘31000:2009 Risk Management – Principles and Guidelines’.

To improve reporting, reviewing and monitoring of ongoing risks, the Executive Team identifies which projects in the Business Plan present a significant or higher risk to the NCA. For those particular tasks, project managers are required to complete a risk assessment and risk treatment plan.

In March 2014 the NCA participated in Comcover’s 2014 Risk Management Benchmarking Program. By participating in the program, the NCA was able to receive an independent assessment of its current risk management capabilities which identified both its strengths and areas that may need further development.

The elements in which the NCA has the strongest risk management capability are:

  • establishing a risk management policy
  • defining responsibility for managing risk
  • establishing a risk management framework.

The elements in which the NCA can improve risk capability are:

  • developing a positive risk culture
  • communications and consulting about risk
  • understanding and managing shared risk.

In June 2015 the NCA commenced a review designed to update its Risk Management Framework.

Ethical Standards

The Enterprise Agreement, the Australian Workplace Agreements (AWA) and individual Common Law Contracts (CLC) all endorse the NCA’s commitment to, and compliance with, the APS Code of Conduct and APS Values. At initial induction sessions the importance of the APS Code of Conduct and APS Values are outlined to each employee. The NCA’s Performance Management and Appraisal Scheme (PMAS) reinforces the ongoing need for employees to comply with the APS Values and Code of Conduct.

The NCA’s Fraud Control Plan and Learning and Development Plan also identify the importance of ongoing education and awareness of these APS attributes by mandating that all employees attend in-house APS Code of Conduct and Values training at least once every two years. During 2014–15 the NCA provided in-house APS Code of Conduct and Values training.

The NCA is a member of the Australian Public Service Commission’s Ethics Contact Officer Network. Employees are encouraged to access these services to discuss and seek advice on ethical issues that may arise in the workplace.

Customer Service

The NCA’s Service Charter sets out the standards of service stakeholders can expect, including their rights, responsibilities and avenues for feedback. The charter aims to facilitate a strong and genuine relationship between the NCA and its stakeholders. Information contained in the charter includes:

  • the NCA’s commitment to service as per its role and functions
  • the rights and responsibilities of stakeholders
  • how to provide feedback on the NCA’s performance.

Service Charter Performance

The NCA undertakes to assess Works Approval applications and respond to written requests for advice within 15 working days. During 2014–15 the NCA approved 449 Works Approval applications, of which 85 per cent were finalised within 15 working days.

Partnerships and Community Collaboration

During 2014–15 the NCA worked with the following community organisations and partners:

  • The Friends of Grasslands: this community organisation is focused on reinvigorating two ecologically significant grassy ecosystems on the NCA Estate: the natural temperate grassland at Yarramundi Reach and the grassy yellow box woodland at Stirling Ridge.
  • The ACT Rural Fire Service: with the assistance of the Rural Fire Service volunteers, the NCA implemented hazard reduction and ecological burns over the year at Yarramundi Grasslands, the Lindsay Pryor National Arboretum and Stirling Park.
  • Volunteers: these manage the Old Parliament House Gardens, NCA visitor attraction interpretation and aid in research.
  • Lake User Group: the NCA provided Secretariat services for the Lake User Group, a cooperative forum of lake users and interest groups of Lake Burley Griffin.
  • The NCA continued to foster and maintain mutually beneficial relationships with agencies on the ACT Flood Planning Group, the ACT Joint Emergency Coordination Group, the ACT Dam Liaison Committee, the Upper Murrumbidgee Catchment Coordination Committee and the Integrated Catchment Management Working Group.

Sponsorship

The sponsorship from Colliers International (ACT) for the National Carillon services and program ceased in July 2014. A proposal was put to an aeronautical company in early 2015. However, this did not result in a new partner. There are currently no sponsors/partners of any NCA assets.

Visual Communication

The web and graphics team provides advice and services to the NCA in the areas of print and web design, multimedia production and photography. This team ensures all publicly released materials are consistent and appropriate to the various target audiences.

During 2014–15 the web and graphics team released materials that supported the NCA’s core business areas. These included materials on parking management in the Parliamentary Zone, Development Control Plans, several information and education initiatives, and events at the National Carillon. Each year the team is also responsible for the design and layout of the NCA’s Annual Report. Early research and development work was conducted for the roll-out of a new NCA website, scheduled to go live in the 2015–16 financial year.

Visual Communication

The web and graphics team provides advice and services to the NCA in the areas of print and web design, multimedia production and photography. This team ensures all publicly released materials are consistent and appropriate to the various target audiences.

During 2014–15 the web and graphics team released materials that supported the NCA’s core business areas. These included materials on parking management in the Parliamentary Zone, Development Control Plans, several information and education initiatives, and events at the National Carillon. Each year the team is also responsible for the design and layout of the NCA’s Annual Report. Early research and development work was conducted for the roll-out of a new NCA website, scheduled to go live in the 2015–16 financial year.

Electronic Records Management

Since 2007 the NCA has used TRIM as an electronic document and records management system. During 2014–15 NCA continued its commitment to implementing electronic records and information management practices throughout the agency.

Human Resources

Australia Day Achievement Medallions

In January 2015 four employees, Mrs Roslyn Hull, Mr Anthony Devenny, Mr Duncan MacLennan and Mr Nathan Ward, were presented with Australia Day Achievement Medallions for their outstanding contribution to the work of the NCA during the previous 12 months.

Learning and Development

The NCA’s annual learning and development plan identifies mandatory and priority in-house corporate and individual training activities for the current financial year. The learning and development plan is based on individual development plans completed by each employee and priority training identified by the Executive Team to meet immediate and future skills in order for the NCA to deliver its organisational outcomes.

Where possible the NCA uses the expertise and skills of its own employees to deliver specific training needs in-house.

During 2014–15 key corporate learning and development topics conducted in-house included:

  • asbestos awareness training
  • cultural awareness training
  • successful tendering and contract management
  • dealing with difficult clients, colleagues and situations
  • risk management fundamentals
  • performance management
  • MS Excel
  • electronic records management
  • creating accessible documentation for the web.

Throughout 2014–15 external learning and development opportunities attended by employees included:

  • APS EL Leadership Program and expansion
  • project management
  • policy writing
  • confined spaces
  • delegations and authorisations
  • FOI and privacy
  • Construction and Industry Induction Card (White Card)
  • PGPA Act
  • report writing
  • contract management
  • leadership and management
  • strategic thinking
  • writing skills.

The NCA also provided study leave and/or financial support to its employees directly relevant to current responsibilities or enhancement of long-term career development as follows:

  • Post-Graduate Degree – Urban and Regional Planning.

Figure 13: Employment Arrangements at 30 June 2015

Employment Agreements and Remuneration

On 14 July 2011 the Enterprise Agreement was approved by Fair Work Australia and commenced operating from 21 July. The Enterprise Agreement provides a number of attractive leave practices aimed at providing a more flexible and family friendly environment for employees and include:

  • entitlement to 24 months’ part-time work on return to work from maternity leave, adoption leave or foster carer’s leave
  • provisions for returning to former duties or other duties the employee is qualified to undertake on return to work from maternity leave, adoption leave or foster carer’s leave
  • access to 16 weeks’ paid leave for maternity leave, adoption leave or foster carer’s leave;
  • access to paid parental leave at half pay
  • specification of the types of leave that fall within the broad category of discretionary leave rather than deductions from personal leave
  • simplification of accrual rates for personal leave for ongoing and non-ongoing employees
  • three days’ paid compassionate leave on each occasion.

In addition to the Enterprise Agreement, the NCA has a number of other employment arrangements, which provide for more flexible remuneration and employment conditions that meet the NCA’s operational needs and suit individual employees. These include:

  • individual Common Law Contracts (CLC), which provide for the remuneration and other conditions of employment for NCA SES employees
  • section 24 determinations (s24 det), which provide for the remuneration and other conditions of employment for NCA SES employees
  • individual Australian Workplace Agreements.

Figure 13 provides a summary of NCA employees covered by AWA, CLC/s24 dets and the Enterprise Agreement.

As at 30 June 2015, the Chief Executive’s remuneration was determined in accordance with the ‘Remuneration Tribunal Determination 2015/0710 – Remuneration and Allowances for Holders of Full-Time Public Office’.

Key: SES – Senior Executive Service; EL – Executive Level; APS – Australian Public Service

Note: These figures do not include employees on long-term leave where the period is greater than 1 month.

The salary ranges for the NCA’s classification levels covering the Enterprise Agreement, the AWA and CLC/S24 dets are set out in Table 5.

Table 5: Salary Ranges as at 30 June 2015
Classification Minimum Maximum
SES Band 1 $192,887 $194,093
EL 2 $109,519 $140,669
EL 1 $92,785 $120,558
APS 6 $73,286 $87,918
APS 5 $66,456 $70,884
APS 4 $59,612 $65,389
APS 3 $53,183 $58,246
APS 2 $46,760 $51,983
APS 1 $40,213 $44,445

Key: SES – Senior Executive Service; EL – Executive Level; APS – Australian Public Service

Note: The table does not include the Chief Executive remuneration.

Performance Management

The NCA’s PMAS links individual performance agreements to specific activities in the Business Plan. This ensures performance expectations are clearly identified and aligned with business outcomes.

Access to pay point advancement under the Enterprise Agreement and salary increases and performance pay under an individual AWA are conditional upon the employee performing at a satisfactory level at a minimum.

In 2014–15 one employee received a bonus payment of $3,014. The payment was made in July 2015 and related to the employee’s performance in the 2014–15 financial year.

Personnel Services and Salary Processing

From 1 July 2011 to 23 October 2014 the Department of the Prime Minister and Cabinet provided payroll processing and related services to the NCA through a shared services arrangement. Since 24 October 2014 payroll processing and related services have been provided by Aurion Pty Ltd.

Figure 14: Total Employee Numbers at 30 June 2014–15

Staffing Summary and Profile

At 30 June 2015 the NCA had 59 employees (Figure 14) engaged under the Public Service Act 1999. The Chief Executive is appointed under the Act. All employees are located in Canberra.

Note: These figures include the Chief Executive, as a non-ongoing employee. These figures do not include employees on long-term leave where the period is greater than 1 month.

Tables 6 and 7 provide a report on the number of employees in the NCA as at 30 June 2015 and 2014 by classification, employment category and gender.

Table 6: Ongoing and non-ongoing employees at 30 June 2015
Classification Men Women Total
  Ongoing Non-Ongoing Ongoing Non-Ongoing  
Chief Executive
Full-time 0 1 0 0 1
Part-time 0 0 0 0 0
SES Band 1
Full-time 1 0 0 1 2
Part-time 0 0 0 0 0
EL 2
Full-time 1 0 4 1 6
Part-time 0 0 1 0 1
EL 1
Full-time 8 1 1 1 11
Part-time 0 0 1 1 2
APS 6
Full-time 4 0 2 3 9
Part-time 0 0 1 0 1
APS 5
Full-time 1 0 2 0 3
Part-time 0 0 1 1 2
APS 4
Full-time 2 0 4 1 7
Part-time 0 0 0 0 0
APS 3
Full-time 0 1 1 1 3
Part-time/Casual 0 1 1 1 3
APS 1–2
Full-time 1 0 0 0 1
Part-time/Casual 0 1 1 6 8
Total 18 5 20 17 60
Table 7: Ongoing and non-ongoing employees at 30 June 2014
Classification Men Women Total
  Ongoing Non-Ongoing Ongoing Non-Ongoing  
Chief Executive
Full-time 0 1 0 0 1
Part-time 0 0 0 0 0
SES Band 1
Full-time 1 0 1 0 2
Part-time 0 0 0 0 0
EL 2
Full-time 3 0 2 0 5
Part-time 0 0 2 0 2
EL 1
Full-time 8 1 2 0 11
Part-time 0 0 2 0 2
APS 6
Full-time 5 0 3 1 9
Part-time 0 0 2 0 2
APS 5
Full-time 2 0 3 1 6
Part-time 0 0 0 1 1
APS 4
Full-time 1 0 3 1 5
Part-time 0 0 0 0 0
APS 3
Full-time 2 0 2 1 5
Part-time/Casual 0 1 1 0 2
APS 1–2
Full-time 2 0 0 1 3
Part-time/Casual 0 3 2 3 8
Total 24 6 25 9 64

Key: SES – Senior Executive Service; EL – Executive Level; APS – Australian Public Service

Note: These figures do not include employees on long-term leave where the period is greater than 1 month.

Tables 8 and 9 provide a report on the number of employees in the NCA as at 30 June 2015 and 2014 by classification and gender.

Table 8: Staffing numbers by classification and gender at 30 June 2015
Classification Men Women Total
Chief Executive 1 0 1
SES Band 1 1 1 2
EL 2 1 6 7
EL 1 9 4 13
APS 6 4 6 10
APS 5 1 4 5
APS 4 2 5 7
APS 3 2 4 6
APS 1–2 2 7 9
Total 23 37 60

Key: SES – Senior Executive Service; EL – Executive Level; APS – Australian Public Service

Note: These figures do not include employees on long-term leave where the period is greater than 1 month.

Table 9: Staffing numbers by classification and gender at 30 June 2014
Classification Men Women Total
Chief Executive 1 0 1
SES Band 1 1 1 2
EL 2 3 4 7
EL 1 9 4 13
APS 6 5 6 11
APS 5 2 5 7
APS 4 1 4 5
APS 3 3 4 7
APS 1–2 5 6 11
Total 30 34 64

Key: SES – Senior Executive Service; EL – Executive Level; APS – Australian Public Service.

Note: These figures do not include employees on long-term leave where the period is greater than 1 month

Staff Retention and Turnover

During 2014–15 there were 25 employees (five ongoing and 20 non-ongoing) who commenced with the NCA and 28 employees (14 ongoing and 14 non-ongoing) who separated from employment with the NCA.

Table 10: 2014–15, movements into and out of the NCA
Classification Men Women Total
Chief Executive
Commencements 0 0 0
Separations 0 0 0
SES
Commencements 0 1 1
Separations 0 0 0
EL 1–2
Commencements 3 7 10
Separations 5 5 10
APS 1–6
Commencements 2 13 15
Separations 7 11 18

Key: SES – Senior Executive Service; EL – Executive Level;

APS – Australian Public Service

Workplace Diversity

The NCA continues to reflect a diverse workforce. As at 30 June 2015 the NCA staff profile was made up of 61.7 per cent female employees, 18.3 per cent from a culturally or linguistically diverse background, 3.3 per cent who identified as having a disability and 5 per cent who identified as being of Aboriginal and Torres Strait Islander descent (Table 11).

The NCA’s Workplace Diversity Plan provides a framework to support its goals and principles of equity and diversity in the workplace. Its key objectives are to:

  • promote awareness of workplace diversity within the NCA
  • develop and maintain a highly-skilled, diverse and effective workforce, where all employees are valued, encouraged and provided with opportunities to develop their potential
  • develop a supportive workplace culture that allows staff members to balance their work and personal life
  • provide a discrimination and harassment free workplace
  • embrace workplace diversity principles in recruitment and selection processes.
Table 11: At 30 June 2015, NCA staff from diverse backgrounds
Equal Employment Opportunity Group Number % Total Staff
Women 37 61.7%
Aboriginal and Torres Strait Islander descent 3 5%
People with a disability 2 3.3%
Culturally and linguistically diverse background 11 18.3%

Note: These figures include the Chief Executive, but do not include employees on long-term leave where the period is greater than 1 month.

Work Health and Safety

In 2014–15, as part of the NCA’s ongoing commitment to provide a safe working environment, minimise any potential WHS risks and facilitate a work-life balance, the HSC in cooperation with management undertook the following initiatives:

  • the provision and training of NCA emergency contacts including first aid officers, fire wardens, health and safety representatives and harassment contact officers
  • annual safety inspections of NCA premises where employees or volunteers work
  • ongoing safety awareness training to NCA volunteers, with additional training provided to horticultural volunteers on the safe use of gardening tools.

In addition to the above initiatives, the NCA held ‘Healthy Breakfasts’ for staff during the year. The breakfasts are designed to promote the benefits of an active and healthy lifestyle with promotional information on the Employee Assistance Program (EAP), healthy eating and nutrition made available to attendees.

In May 2015 the NCA provided free influenza vaccinations for employees and volunteers. NCA employees and their family members continue to be provided with access to EAP, a service that provides free and confidential counselling and guidance.

First aid officers are located throughout premises occupied by the NCA to ensure immediate assistance is available when needed (section 35 of the WHS Act). There were no notifications to Comcare of an injury or dangerous incident during the year. There were no directions or notices issued to the NCA (sections 70, 85, 90, 191, 195 and 198 of the WHS Act).

Freedom of Information and Information Publication Scheme

The NCA is subject to the Freedom of Information Act 1982 (FOI Act) and therefore required to publish information for public access as part of the Information Publication Scheme (IPS). The requirement is in Part II of the FOI Act and has replaced the former requirement to publish a section 8 statement in an Annual Report. Each agency must display on its website a plan showing what information it publishes. The NCA maintains information on its website in accordance with the IPS requirements. The NCA’s IPS can be found at: www.nationalcapital.gov.au.

NCA documents which may be available for inspection under the FOI Act include records and files on administration, correspondence, contracts, financial statements, plans and project details and decisions of the Authority.

The NCA received 12 Freedom of Information requests during the year. At 30 June 2015 the NCA had no outstanding requests for documents under the FOI Act.

Enquiries and requests under the FOI Act should be made to:

The Freedom of Information Officer National Capital Authority GPO Box 373 Canberra ACT 2601

Telephone: +61 2 6271 2888

Facsimile: +61 2 6273 4427

Email: foi@nca.gov.au

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