bw-home-icon[1] Cultural Facilities Corporation home u Annual Report 2013-14

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E. Human Resources Management Reporting

 

E.1 Human Resources Management 93

E.2 Learning and Development 93

E.3 Work Health and Safety 

E.4 Workplace Relations  95

E.5 Staffing Profile

 

E.1 Human Resources Management

 

The CFC’s approach to Human Resources (HR) management and workforce planning is through the ongoing implementation and review of its HR Plan.  Further information about HR management is provided in Section B.2.1.3 (c).

 

E.2 Learning and Development

 

The CFC places high importance on staff training and development, and during 2013-14, staff attended formal training courses, a range of conferences and seminars and other professional development opportunities.  Refer to Appendix 11 for further details.  The CFC also undertakes performance management/skills development assessment programs.  Further information is provided under Section B.2.1.3 (c).

 

Expenditure on staff training and professional development during 2013-13 amounted to $49,819.46.  This amount includes membership fees for professional development programs, staff training and conference fees. Associated travel and accommodation costs are not included in this amount.

 

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E.3 Work Health and Safety

 

The CFC is committed to maintaining the health, safety and welfare of its employees.  Workplace Health and Safety (WHS) is managed in accordance with the statutory provisions of the Work Health and Safety Act 2011.

 

The CFC has :

 

·         adopted a CFC WHS Policy Statement, which has been advised to all staff;

·         nominated Health and Safety Representatives;

·         established a Work Health and Safety Committee and a Health and Safety Representatives Committee; and

·         ensured that WHS issues are discussed at each fortnightly meeting of the CFC senior management committee – refer to C.1.1.

 

The CFC’s WHS arrangements operate as part of the ACT Workplace Health and Safety and Injury Management Improvement Strategy, which commits ACT Government employers and employees to high standards of workplace health and safety.  The CFC’s WHS arrangements also acknowledge the targets set by the ACT Government for improving WHS performance, injury management and prevention.

 

In 2013-14, the CFC continued to work with Chief Minister and Treasury Directorate Safety Support Team on the CFC Workplace Health and Safety Management System Improvement Plan.  This Plan serves to ensure that CFC has the appropriate systems in place to not only comply with the Work Health and Safety Act 2011, but also to develop short, medium and long term improvement strategies to ensure all workplaces have contemporary systems to prevent injury, as well as systems to manage injury and health issues that occur.

 

The CFC Board receives a WHS report at each meeting.  These reports include information about : accidents or incidents; outcomes and corrective action from previous accidents or incidents; risk assessments undertaken; meetings of the Work Health and Safety Committee and Health and Safety Representatives Committee, together with key issues discussed at these meetings; training provided on WHS;  progress on Gap Analysis implementation; and other WHS matters, such as asbestos.  

 

In addition, every six months, a further report is provided to the Board on key WHS risks in the CFC, together with risk controls and risk treatment strategies. 

 

Work Health and Safety Act 2011

 

In 2013-14, the CFC received no notices of improvement, prohibition, or non-disturbance  under Part 10 of the Work Health and Safety Act 2011.

 

In 2013-14, the CFC received no notices of enforceable undertakings under Part 11 of the Work Health and Safety Act 2011.

 

In 2013-14, the CFC received no notices of failure to comply with a safety duty under Part 2, Division 2.2, 2.3 or 2.4 of the Work Health and Safety Act 2011.

 

The CFC has seven elected work safety representatives.

 

In 2013-14, CFC staff members have been trained in workplace health and safety through participation in a number of courses, including :

 

·         Health and Safety Representative training;

·         introduction to the Work Health and Safety Act 2011; and

·         training in the Whole of Government Risk Management.

 

There was one accident or dangerous occurrence reported to Workcover under Part 3, Section 38 of the Work Health and Safety Act 2011 in 2013-14.

 

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E.4 Workplace Relations 

 

Special Employment Arrangements (SEAs) and Australian Workplace Agreements (AWAs)

 

 

Description

 

No. Of Individual SEAs

 

No. of Group SEAs

Total employees covered by Group SEAs

 

Total

 

A

B

C

(A+C)

SEAs

Number of SEAs as at

30 June 2014

5

-

-

5

Number of SEAs entered into during the period

1

-

-

1

Number of SEAs terminated during the period

-

-

-

-

Number of SEAs providing for privately plated vehicles as at 30 June 2014

-

-

-

-

Number of SEAs for employees who have transferred from AWAs during the period

-

-

-

-

AWAs

Number of AWAs as at

30 June 2014

-

-

-

-

Number of AWAs terminated/lapsed (including formal termination and those that have lapsed due to staff departures)

-

-

-

-

 

 

Classification Range

Remuneration as at

30 June 2014

Individual and Group SEAs

ASO6 – SOGA

$84,000 - $127,000

AWAs (includes AWAs ceased during the period)

-

-

 

Agency Consultative Committee

 

The CFC has established an Agency Consultative Committee (ACC) consisting of staff, management and union representatives.

 

Key objectives of the ACC, as set out in its Terms of Reference, are to :

·         improve the consultation and communication processes between staff, management and unions regarding change management proposals in the workplace;

·         ensure well informed decisions in respect of change management proposals;

·         promote the sharing of information across the CFC; and

·         encourage greater productivity and job satisfaction through staff participation and input into decision making processes.

 

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E.5 Staffing Profile

 

The CFC’s Staffing Profile as at 16 June 2014 (the last pay date for the 2013-14 financial year) was as follows.

 

FTE and Headcount by gender

 

 

Male

Female

Total

Full Time Equivalent

39

44.2

83.2

Headcount

55

71

126

Percentage of workforce

43.65%

56.35%

100

 

Headcount by classification and gender

 

Classification groups

Male

Female

Total

Apprentice

-

-

-

ASO1

-

-

-

ASO2

4

15

19

ASO3

-

2

2

ASO4

2

6

8

ASO5           

3

6

9

ASO6

4

4

8

GSO4

2

-

2

GSO6

3

-

3

GSO7

4

-

4

PO1

1

8

9

PO2

-

4

4

SOGA

1

-

1

SOGB

2

1

3

SOGC

1

7

8

SPOC

1

-

1

Executive Contract

-

1

1

Box Office

3

5

8

Patron Services

10

8

18

Stage Door

1

1

2

Tech. Level 1

9

3

12

Tech. Level 2

1

-

1

Tech. Level 4

3

-

3

Total

55

71

126

Headcount by employment category and gender

 

Employment Category

Male

Female

Total

Casual

32

31

63

Permanent Full-time

15

14

29

Permanent Part-time

1

10

11

Temporary Full-time

7

11

18

Temporary Part-time

-

5

5

Total

55

71

126

 

FTE and headcount by division/branch

 

Division/branch

FTE

Headcount

Cultural Facilities Corporation

83.2

126

Total

83.2

126

Headcount by division/branch and employment type

Division/branch

Permanent

Temporary

Casual

Cultural Facilities Corporation

40

23

63

Total

40

23

63

Headcount by age group and gender

Age Group

Female

Male

Total

Under 25

11

9

20

25-34

13

14

27

35-44

18

9

27

45-54

14

12

26

55 and over

15

11

26

Headcount by length of service, generation and gender

Average

Length of Service

Pre-Baby

Boomers

(prior to 1946)

Baby

Boomers

(1946-64 inclusive)

Generation X

(1965-79 inclusive)

Generation Y

(from 1980 onwards)

Total

 

F

M

F

M

F

M

F

M

F

M

0-2

-

1

4

8

12

8

16

14

32

31

2-4

-

-

2

1

2

 

3

5

7

6

4-6

-

-

5

2

6

1

2

1

13

4

6-8

-

-

2

2

1

1

2

1

5

4

8-10

-

-

-

-

3

-

-

1

3

1

10-12

2

-

4

1

-

1

-

-

6

2

12-14

-

-

1

1

-

-

-

-

1

1

14+ years

-

-

4

5

-

1

-

-

4

6

Average length of service by gender (headcount)

 

Female

Male

Total

Average length of service

5.45

4.54

4.995

Headcount by diversity group

 

Headcount

Percentage of agency workforce

Aboriginal and Torres Strait Islander

-

-

Culturally and Linguistically Diverse

5

3.97

People with disability

2

1.59

Number of employees who identify in more than one of the above diversity groups

7

5.56

Women

71

56.35

 

Prospective employees of the CFC are asked to identify their ethnicity or disability.  However, declaring this information is not mandatory. 

 

The statistics exclude board members and people on leave without pay.

 

Equal Employment Opportunity is one of a range of issues that may be discussed at meetings of the CFC’s Agency Consultative Committee.

 

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