Purpose 4 Efficient and cost-effective corporate management

Providing high quality, timely  management of corporate services, supporting business innovation and  improvement by leading corporate planning and building the capability of our  people.

Performance criteria Source
High client satisfaction with corporate management—Percentage and number of clients satisfied with response times, professionalism and customer service, consistency of response, resolution of their enquiry and quality of communication. Corporate Plan KRA 7

Result

The Corporate Management Group Client Satisfaction Survey (January 2016) showed a 67 per cent overall  satisfaction with service delivery of Corporate Management Group.

The table below provides the average percentage of client satisfaction for five specific performance measures  across all of the Corporate Management Group teams.

Table 11: 2016 Corporate Management Group Client Satisfaction Survey  results

Performance measure Client satisfaction
Response times 78.8%
Professionalism and customer service 77.4%
Consistency of response 73.4%
Resolution of their enquiry 77.4%
Quality of communication 72.2%

Performance criteria Source
Cost savings achieved—Percentage change and dollar savings achieved Corporate Plan KRA 7

Result

Indicative operational savings to date are approximately $2.4 million. Comcare is on track to achieve a 20 per cent savings target. More information will be available at the end of the 2016–17 reporting period.

Performance criteria Source
Corporate plan and strategic plans are developed, used, reviewed, and implemented based on learnings and emerging business needs—Qualitative evaluation using focus groups with Comcare managers and employees, and desktop reviews Corporate Plan KRA 8

Result

The corporate plan and all strategic plans were developed, used, reviewed and implemented throughout  2015–16. Comcare has explored learnings from the 2015–16 corporate planning process and business needs, which have emerged in the past twelve months, through consultation with employees to inform and improve Comcare’s future planning processes.

The table below also shows that Comcare employees have a strong understanding of the corporate plan and relevant business plans.

Table 12: 2016 APS Employee Census results—Agency specific questions

Agency specific questions Comcare 2016 positive    response
I have a clear understanding of how my role contributes to the Comcare 2015–16 Corporate Plan. 86%
I have a clear understanding of how my role contributes to my Group’s 2015–16 Business Plan. 86%

Performance criteria Source
High levels of Comcare employee engagement—Rating on the leadership category for Comcare within the Australian Public Service State of the Service survey report Corporate Plan KRA 8

Result

Comcare scored higher in all four elements of engagement compared to similar agencies. Comcare’s  engagement scores across all four elements also improved between 2014–15 and  2015–16.

Table 13: APS Employee Census results—Elements of engagement

Elements of engagement1 Comcare 2016 score Comcare 2015 score Similar agencies2
Job engagement 7.5 7.2 7.0
Team engagement 7.2 7.1 6.7
Supervisor engagement 7.9 7.5 7.3
Agency engagement 6.4 5.9 5.8

1 A score of 1 equals strongly disagree and a score of 10 equals  strongly agree

2 Small operation  agencies—organisations with less than 1000 employees involved in the  implementation of policy

Performance criteria Source
Strategic vision understood internally and externally—Qualitative evaluation using focus groups with Comcare managers and employees Corporate Plan KRA 8

Result

In developing the Corporate Plan, Comcare undertook a series of workshops and forums with managers and employees.

The Corporate Plan outlines Comcare’s strategic vision. The Corporate Plan was communicated to Comcare employees through a permanent presence on Comcare’s intranet, an internal event with presentations from senior executive, group discussions and team discussions.

The general understanding of how internal teams and individuals contribute to the overall goals of the organisation improved based on results from the 2016 APS Employee Census. The table below shows the percentage of Comcare employees who responded positively in the 2016 APS Employee Census.

Table 14: APS Employee Census results—Employee engagement

Employee engagement question Comcare 2016
positive response1
Comcare 2015
positive response1
I have a clear understanding of how my workgroup contributes to Comcare’s strategic direction 92% 89%

1 Positive response is a measure of Comcare employees responding that  they strongly agree or agree

In September 2016, Comcare  promoted the Corporate Plan on the Comcare website. Comcare also promoted the Corporate Plan through Comcare’s electronic newsletter, Safety Essentials. Comcare’s Corporate Plan has  been viewed electronically approximately 3500 times and our electronic newsletter is distributed to approximately 6000 individuals.

Performance criteria Source
Risks are known and managed—Qualitative evaluation of the use of risk management using structured interviews with key leaders, and case studies Corporate Plan KRA 9

Result

As part of the Comcover Risk Management Survey and the Internal Audit into Comcare Risk Management  Framework a number of structured interviews were held with all senior executive, key functional Directors, project managers and contracted resources, following the implementation of the new Risk Management Framework for Comcare and its business areas. These interactions validated the continual improvement in risk management in Comcare. Both the survey and audit provided focused review on key areas such as implementation, oversight and culture.

Comcare’s Risk Management Framework was audited and a report finalised on 14 July 2016. The  report referred to key elements of the Commonwealth Risk Management Policy and evaluated the implementation of these elements in each of Comcare’s business areas.
The report’s findings concluded that Comcare demonstrates effective risk identification and management at the higher levels of the organisation through the Enterprise Risk Register and Group Risk Registers.

In 2016–17, Comcare will continue to promote and engage with project managers and teams to ensure a strong understanding and application of risk management.

Performance criteria Source
All business areas have applied risk management to their business context—Percentage and number of business areas that have applied risk management to their business context Corporate Plan KRA 9

Result

All of Comcare’s business areas (4 out of 4, 100 per cent) across Comcare have developed risk management  plans. These risk management plans are reviewed quarterly and contributed to group and team business planning in 2016–17. Recent audit findings on Comcare’s internal risk management are driving further improvements at the project and  team levels. A component of the Internal Audit of the Risk Management Framework  consisted of a survey of 100 staff across the organisation—75.5 per cent of respondents were aware of the Comcare Risk Management Framework.

Performance criteria Source
People Plan is implemented—Percentage and number of People Plan strategies that are implemented by the specified date Corporate Plan KRA 10

Result

In January 2016, Comcare’s Executive endorsed the Comcare People Plan 2016–2019 (People Plan). The People Plan includes 19 strategies; one strategy (5 per  cent) has been completed, 17 strategies (90 per cent) are in progress and one is yet to commence.

Strategies in the People Plan will be implemented progressively across the three-year period. All strategies in the People Plan are on track to be delivered within the specified period.

Performance criteria Source
High Comcare employee satisfaction with the People Plan—Qualitative evaluation using the results of the Australian Public Service State of the Service report, and comments by managers and Comcare employees in their PEP assessments Corporate Plan KRA 10

Result

The Comcare People Plan 2016–19 (People Plan) includes five key strategic people themes of leadership, capability, cohesiveness, health, safety and wellbeing and, innovation.

The table below outlines Comcare’s results from the 2016 APS Employee Census against four performance measures—these measures provide insight into Comcare employee impressions of the key People Plan activities.

Table 15: 2016 APS Employee Census results—Comcare employees impressions

  Comcare 20161 Comcare 20151
My workplace provides access to effective learning and development (e.g. formal training, learning on the job, e-learning, secondments) 78% 65%
I am satisfied with the opportunities for career progression in my agency 45% 34%
My agency is committed to creating a diverse workforce (e.g. gender, age, cultural and linguistic background, disability status, Indigenous status) 73% 62%
In general, the workforce in my agency is managed well (e.g. filling vacancies, finding the right person for the right job) 47% 27%

1 Results are measured as a percentage of Comcare employees who responded positively (strongly agree or agree).

Comcare’s People team reports on the progress of the People Plan on a quarterly basis to the People Committee. Opportunities are available through PEP discussions for managers and employees to provide comments and feedback on the implementation of the People Plan.

Performance criteria Source
Digital Strategy is implemented—Percentage and number of Digital Strategy actions that are implemented by the specified date Corporate Plan KRA 10

Result

Comcare initiated 80 per cent of work planned for 2015–16 in the Comcare Digital Strategy 2015–20 for 2015-16. This includes four of the five planned strategic projects and four of the five planned tactical projects.

The residual work planned for 2015–16, has been rolled into work plans for 2016–17. Delays in some actions were due to projects and resources being reprioritised.

Performance criteria Source
Low level of injury and harm to Comcare employees—Injury rate, reported by type of injury Corporate Plan KRA 11

Result

The table below shows the mechanism of injury for accepted claims between 2013–14 and 2015–16.

Table 16: Mechanism of injury for Comcare accepted claims for 2013–14 to 2015–16

Mechanism of injury 2013–14 2014–15 2015–16
Falls, trips and slips 2 1 0
Hitting objects with body 0 0 0
Being hit by moving objects 0 0 0
Sound and pressure 0 0 0
Body stressing 5 1 0
Heat, electricity and other environmental factors 0 0 0
Chemicals and other substances 0 0 0
Biological factors 0 0 0
Mental stress 6 7 2
Vehicle incidents 0 0 0
Other and unspecified 0 4 0
Total 13 13 2

Performance criteria Source
Recovery at and early return to work—Percentage and number of Comcare employees on reduced income continuance—reported by time period: 4, 13, 26 and 52 weeks Corporate Plan KRA 11

Result

In 2015–16, 23 Comcare employees received incapacity payments. The table below shows the continuance rate (reported by time period) for Comcare employees who received incapacity payments.

Table 17: Comcare employees on reduced income, continuance reported by time period

Time period 2015–16
Number of employees (percentage)
Less than 4 weeks 2 (8.7%)
4 weeks 4 (17.4%)
13 weeks 3 (13.0%)
26 weeks 4 (17.4%)
52 weeks 10 (43.5%)

Note: This is a new measure for the 2015–16 reporting period—comparison information with previous years is unavailable.

Performance criteria Source
Low premium rate—Percentage change and dollar value of premiums Corporate Plan KRA 11

Result

For 2016–17, Comcare’s workers’ compensation premium rate decreased to 4.44 per cent from 5.65 per cent in 2015–16. The table below shows the percentage change and dollar value of Comcare’s premium. Comcare has seen a decrease in the dollar value of its premium (prescribed amount) between 2015–16 and 2016–17 of 19 per cent.

Table 18: Comcare premiums between 2015–16 and 2016–17—as notified by Comcare in June 2016

Premium 2015–16 2016–17
Comcare premium rate (prescribed rate)1 5.65% 4.44%
Total premium (dollar value)2 $2 632 245 $2 742 215
Prescribed amount (dollar value)3 $2 953 210 $2 383 009
Percentage change in dollar value (Prescribed amount) 2015–16 to 2016–17   -19%
Commonwealth average premium rate 1.85% 1.72%

1 Premium rate excluding GST

2 Total premium (excluding GST) includes bonus or penalty and additional margin

3 Prescribed amount excluding GST

For 2015–16, Comcare saw an improvement in claims performance and therefore received a bonus amount of $513 352. This has resulted in a significantly lower total premium compared with Comcare’s prescribed amount for 2015–16.

Comcare aims to have a premium below the premium payer average by 2018.