At 30 June 2012, AFMA employed 205 staff (177 ongoing and 28 non-ongoing). The majority of staff were located in the Canberra office, with 35 staff located in the Darwin office, 6 on Thursday Island, and 22 casual field observers undertaking duties on commercial fishing vessels around Australia. The total of 205 also included 8 employees on long-term leave or on temporary transfer to other APS agencies.

AFMA’s employment profile has not changed significantly from 2010-11. The proportion of part-time staff has decreased slightly to 12.8 per cent in 2011-12 from 13.7 per cent in 2010-11.

The proportion of females has slightly reduced from 35 per cent in 2010-11 to 30 per cent in 2011-12. However the percentage of women at EL1-2 levels declined from 29.5 per cent in 2010-11 to 15 per cent in 2011-12.

In 2011-12 there were seven staff who were born overseas and whose first language spoken was a language other than English. The number of staff where both parents came from a non-English speaking background was twelve. The number of Aboriginal and Torres Strait Islander staff members was three down from six in the previous year. We had four employees who identified as having a disability slightly down from six 2010-2011.

Level NESB1 NESB2 People with disability Aboriginal and Torres Strait Islander Women Men Total staff at level
APS 2-4 2 4 3 2 26 45 71
APS 5-6 5 6 0 1 26 50 76
EL1 0 2 0 0 9 30 39
EL2 0 0 1 0 6 9 15
SES 0 0 0 0 0 4 4
Total 7 12 4 3 67 138 205

NESB1: Non-English Speaking Background (NESB1)—is based on an employee’s who were born overseas whose First Language spoken was Language other than English

NESB2: Persons where both parents came from a non-English speaking background

Correction to the Equal Opportunity Profile figures provided on page 56 in the 2010–11 Annual Report.

The figure recorded for NESB1 included all employees born overseas. This NESB1 figure should only include employees born overseas whose first language was a language other than English. The correct figure is 9. Due to a reporting error the figure recorded for NESB2 was reported as 30. The actual figure was 11.

TABLE 5: Ongoing staff employed by location, gender and employment status as at
30 June 2012
Level Location Female Male Total staff at level
Part time Full time Part time Full time
APS 1-2 Canberra 4 0 0 1 5
Darwin 2 0 0 0 2
Thursday Island 0 0 0 0 0
APS 3-4 Canberra 6 9 0 13 28
Darwin 0 2 0 9 11
Thursday Island 0 0 0 0 0
APS 5-6 Canberra 6 17 2 31 56
Darwin 0 2 0 15 17
Thursday Island 0 0 0 1 1
EL1 Canberra 1 6 2 23 32
Darwin 0 1 0 3 4
Thursday Island 0 1 0 1 2
EL2 Canberra 3 3 0 9 15
Darwin 0 0 0 0 0
Thursday Island 0 0 0 0 0
SES Canberra 0 0 0 3 3
Darwin 0 0 0 1 1
Thursday Island 0 0 0 0 0
Total   22 41 4 110 177

* This figure includes staff on long-term leave staff on temporary transfer to other Australian Public Service agencies.


TABLE 6: Non-ongoing staff employed by location, gender and employment status as at
30 June 2012
Level Location Women Men Total staff at level
Part time Full time Part time Full time
APS 1-2 Canberra 1 1 18 0 20
Darwin 0 0 0 0 0
Thursday Island 0 1 0 0 1
APS 3-4 Canberra 0 0 3 1 4
Darwin 0 0 0 0 0
Thursday Island 0 0 0 0 0
APS 5-6 Canberra 0 0 0 1 1
Darwin 0 1 0 0 1
Thursday Island 0 0 0 0 0
EL1 Canberra 0 0 0 1 1
Darwin 0 0 0 0 0
Thursday Island 0 0 0 0 0
EL2 Canberra 0 0 0 0 0
Darwin 0 0 0 0 0
Thursday Island 0 0 0 0 0
SES Canberra 0 0 0 0 0
Darwin 0 0 0 0 0
Thursday Island 0 0 0 0 0
Total   1 3 21 3 28

*These figures include 21 observers who are engaged as intermittent/irregular (casual) employees.


AFMA’s Enterprise Agreement 2011 commenced on 7 November 2011 and has a nominal end date of 30 June 2014. The agreement provides improvements in conditions for staff and is offset against a number of efficiencies. This agreement was negotiated in good faith and consistent with the government’s direction though the APS Bargaining Framework. The agreement includes a nine per cent salary increase over three years and additional improvements to terms and conditions for employees.  The additional improvements included paid leave for NAIDOC purposes, increase in the at sea allowance for observers, inclusion of paid community service leave for emergency service volunteers, changes to adoption and foster care leave provisions, changes to bereavement/compassionate provisions and increase in overtime arrangements for employees on restricted duty.

A new Workplace Consultative Committee has been established to promote discussion and interaction between management and staff in relation to employment terms and conditions.

In May 2011, we conducted a staff survey to gather staff opinions about its work culture, management, systems and processes. Some of the key issues identified in the survey included the health and wellbeing of staff, fairness in staff selection and promotion, timely recruitment, managing underperformance and recognising good performance.

Since 2009 AFMA has had a People’s Initiatives Committee as a forum for staff to provide feedback to the AFMA Executive and identify initiatives that assist in the running of the organisation. The People’s Initiatives Committee undertook a range of activities during 2011-12 including reviewing and monitory responses to the staff survey.

During 2011-12, we implemented some key programs and processes to address these areas which included the implementation of a 45 day rule for all recruitment processes to be finalised and training for all Executive Level 1 and Executive Level 2 staff in selection panel processes and continued a focus on health and wellbeing program including health seminars, vaccinations and annual health checks.

A new Performance Recognition Scheme was also introduced, with an additional focus on managing underperformance and promotion of a rewards and recognition program to help recognise good performance.

During 2011-12 we implemented an enhancement to E-Recruitment (our online job application system). The new interview scheduler streamlines the process for scheduling interviews via an online booking system.

A new Performance Development Scheme was implemented on 1 July 2011. The new scheme was designed after extensive staff consultation through focus groups at several stages of the process. The new scheme has provided a greater focus on linking learning and development to individual needs, and on regular feedback and improvement advice.

We implemented an online training program for staff, with the inaugural online training to raise staff awareness about information security.

In the Canberra office staff were relocated across three floors rather than the previous four floors. A relocation working group was established with representatives from areas impacted by the move. The group ensured regular and ongoing communication and consultation with staff and management to address the issues faced with the move. The accommodation move was completed on 1 February 2012.

Our high performing staff members were acknowledged through a number of rewards and recognition programs throughout the year. Each year AFMA offers staff the opportunity to nominate for a Development Award. The award recognises and rewards performance on the part of the individual whilst at the same time providing an opportunity for personal development that will ultimately benefit both the individual and AFMA. The annual achievement awards were presented in December to the team/s and individual/s who had made a significant contribution to AFMA during the year.

In 2011 the individual outstanding achievement award went to Glen Salmon, Manager National Compliance Operations for his commitment to achieving sustainable fisheries management both within and outside the Australian Fishing Zone.

The team outstanding achievement award was presented to members of staff responsible for the implementation of JADE, a case management and intelligence system that has significantly improved AFMA’s ability to accurately manage investigations and track and manage up to date intelligence information from the field.

AFMA conducted an internal audit review by Oakton Accounting and Assurance and we are using these recommendations in conjunction with Australian Public Service Workforce Planning guidance to ensure we have a coherent, enterprise-wide workforce planning framework in place, and that the workforce planning process will assist AFMA in meeting its business objectives.

The staff turnover rate for AFMA is similar to other small agencies of comparable size. In 2011-12, 40 staff left AFMA; 42.5 per cent to another APS agency; 12.5 per cent to the private sector; and 20 per cent to state, territory or other non-APS Commonwealth government agencies. The remaining 25 per cent retired or left for personal or other reasons.


The conditions of employment for all AFMA staff, except senior executives, are covered by AFMA’s Enterprise Agreement 2011 and associated policies. Senior executive salaries are determined through individual agreements.

Under the new enterprise agreement, staff may make an individual flexibility agreement with the agency head to vary the effect of terms of the agreement if the arrangement deals with one or more of the following matters: arrangements about when work is performed; overtime rates; penalty rates; allowances; remuneration; and/or leave and the arrangement meets the genuine needs of the agency and employee.

AFMA made 14 Individual Flexibility Agreements during 2011-12. The details of the agreements made since the new enterprise came into effect are shown in table 7.

Recipients of the 2010 AFMA Development Award -Gavin Thomson, Rachel French, David Power and Kylie Tonon

AFMA made 14 Individual Flexibility Agreements during 2011-12. The details of the agreements made since the new enterprise came into effect are shown in table 7.


AFMA’s salary ranges are contained in AFMA’s Enterprise Agreement 2011. The salary minimum and maximum amounts at each classification as at 30 June 2012 are shown in table 8.

In accordance with AFMA’s Enterprise Agreement, the Agency Head may approve additional salary of up to 20 per cent.

Eleven staff members received performance bonuses averaging $3685.29. These bonuses were paid in July 2011 and related to performance during 2010-11. AFMA no longer has performance bonuses.

AFMA’s salary ranges for senior executive staff are contained in AFMA’s Executive Remuneration Policy. The salary amounts as at 30 June 2012 are shown in table 9.

The remuneration of senior executives is determined with reference to the remuneration survey published by the Australian Public Service Commission and is commensurate with the assessed complexity of their work. Senior executives are not eligible for a bonus amount after a performance assessment by the Chief Executive Officer. This component was rolled into salary effective 1 July 2011. In addition to the salary ranges above, and as part of their total remuneration package, senior executive officers are also eligible to access additional provisions, including salary in lieu of a vehicle and car parking. Due to the small numbers of senior executives within AFMA, further breakdown of senior executive remuneration packages are not made available to avoid identification of individuals.

Remuneration for the Chief Executive Officer is determined by the Remuneration Tribunal. Details are available from the Remuneration Tribunal website. AFMA did not generally make use of any non-salary benefits in 2011-12.

Training and development

AFMA is highly committed to providing opportunities for staff development to ensure we have a capable workforce, and to encourage continuous learning. In 2011-12 we had a particular focus on training in the following areas:

• Leadership and management
• Policy and ministerial writing
• Sea safety training
• First Aid and fire warden training
• Using Microsoft Excel – introductory to advanced
• Selection panel training
• Providing feedback
• Workstation assessment training
• Respect and courtesy in the workplace
• Project management
• Applying for promotion

Training needs are identified by annual performance capability plans which identify essential and desirable training for each staff member. The needs identified in the plans are compiled to assess agency training requirements. Individuals can also self-nominate or be nominated by a manager for any specific training. This system has worked well for AFMA in determining training priorities and ensuring individuals are given opportunities they require for their roles and responsibilities and for self-development.

AFMA also offers a studies assistance program to staff wanting to pursue formal recognised qualifications. Assistance can be in the form of funding and/or study leave. In 2011-12, 14 staff members were granted studies assistance for studies in various areas including fisheries policy, law, marine science, public administration, project management and public policy.

AFMA works in partnership with key stakeholders when developing management arrangements.

Students from Tagai College learn about fisheries careers on ‘Careers Day’ on Thursday Island with AFMA Senior Management Officer Adam Leatherbarrow.

Work health and safety performance

For details on AFMA’s work health and safety performance see Appendix 6.

Ethical standards

In working towards AFMA’s goals and objectives, staff are expected to maintain the highest standards of business and personal ethics. These expectations are underpinned by:
• APS Code of Conduct
• APS Values
• AFMA Code of Conduct
• Respect: ensuring a positive workplace culture free from bullying and harassment.