QUEENSLAND PERFORMING ARTS CENTRE ANNUAL REPORT ...

QUEENSLAND PERFORMING ARTS CENTRE
Human Resources
QPAC’s performance management framework underwent a review during 2011 and 2012. The main purpose of this review
was to develop a tool that would provide a vital link between QPAC’s Operational Plan, the Unit’s Individual Business Unit
Plans, its vision and guiding principles, and the individual. This will ensure that goals and objectives fl ow from the top of the
organisation to the personal objectives of each employee. It will foster engagement and will ensure our employees reach their
full potential. For the fi rst time performance reviews were also introduced for our casual employees to promote an increased
level of engagement with QPAC and the value and importance which QPAC places on our casual employees’ contribution.
QPAC recorded 100% compliance with the Enterprise Bargaining Agreement and nil hours were lost to industrial disputation
during this process. QPAC Enterprise Agreement gained an overwhelming 94% support for the ratifi cation of the agreement
through Fair Work Australia. QPAC’s Joint Consultative Committee plays a vital role to ensure that employee representative’s
have the opportunity to raise and work through organisational issues in a consultative forum with management. This process
has fostered closer working relationships between QPAC and employee union representatives throughout 2011 and 2012 with
four committee meetings being held.
QPAC’s workforce is made up of 337 full time equivalent staff and the permanent attrition rate is 4.15% and the permanent
retention rate is 95.85%.
A Voluntary Separation Program was introduced as part of the Mid-Year Fiscal and Economic Review in January 2011. This
program was one of a number of measures designed to deliver additional savings and reprioritise spending. The program was
targeted primarily at non-frontline areas, as a service reprioritisation strategy to ensure continued growth in frontline areas.
QPAC sought expressions of interest from selected support areas within the organisation. In 2011-12 six employees accepted
offers of voluntary separation packages at a cost of $445,602.
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