Annual Report 2003–04
Management of human resources
Workforce planning
Through workforce planning processes, the department successfully responded to the unpredictable and fluctuating work demands generated by the Senate. This included additional tasks generated on sitting days, and the high volume of work that was referred to committees.
The department continued to maintain high productivity levels while incurring only a small increase in its overall staffing levels. The increase in staffing levels occurred primarily in the Committee Office, to deal with an increase in the number of inquiries referred to committees by the Senate. Figure 28 shows that the Staff Numbers Management Policy has been significant in reducing staffing levels since it came into effect in conjunction with the 2001–03 certified agreement. The policy requires managers to consider a range of possible staffing arrangements, including redistribution of workloads, temporary filling of positions and mobility options.
Figure 28 Effects of the Staff Numbers Management Policy
Note: The significant reduction in staff numbers in 2003–04 reflects the transfer of security staff to the then Joint House Department in October 2003. With security staff excluded from the 2002–03 and 2003–04 figures, staffing levels increased by five, from 162 to 167.
See Appendix 3 for further statistics on staffing.
In order to meet the Senate’s requirements, existing staffing levels were supplemented by the use of non-ongoing staff, Working in the Senate (WISE) program participants, and staff transferred on a temporary basis from the Australian Public Service or from the other parliamentary departments.
A greater pool of potential employees for non-ongoing work, particularly in the Committee Office, was achieved by targeting particular skills more precisely, and by advertising the department’s employment registers more regularly. The Committee Office, in consultation with the Human Resource Management Section, will further review its workforce planning procedures in order to more effectively anticipate and manage periods of peak workload during the next parliament.
The level of recruitment activity increased in 2003–04, mainly because of the increase in workload in the Committee Office and the finalisation of the restructuring of the Black Rod’s Office. The majority of recruitment activity was for non-ongoing employees (78), with a further 17 employees recruited on an ongoing basis. The average time taken to complete selection processes (from the date the vacancy was advertised to the new employee’s commencement date) was 11 weeks—the same as in 2002–03. The efficiency of the selection processes minimised the impact that vacancies had on the department’s ability to meet the Senate’s requirements.
A total of 164 staff separated from the department during the year. Excluding the departures of 79 security staff, who transferred to Joint House Department, there were seven fewer separations than in 2002–03.
| Reason | 2002–03 | 2003–04 |
|---|---|---|
| Resignation | 13 | 12 |
| Retirement (age) | 11 | 6 |
| Retirement (other) or death | 1 | 6 |
| Return to home agency | 4 | 8 |
| End of non-ongoing employment | 51 | 43 |
| Transfer to another agency | 12 | 10 |
| Security staff transfer to Joint House Department | – | 79 |
| Total | 92 | 164 |
The impact of impending separations, such as retirements and staff movements, was minimised as a result of staff succession reviews in a number of work areas. The reviews concentrated on ensuring that contingency staffing arrangements were adequate for unexpected departures, and that proper planning took place to minimise the effect of vacancies. Managers were better able to anticipate staff movements as a result of improved reporting information provided to them by the Human Resource Management Section.
A major accomplishment, through effective workforce planning, was the smooth transfer of the 79 security personnel, and their records, to the then Joint House Department in October 2003. The department’s internal auditors subsequently issued a favourable report on the transfer.
Occupational health and safety
The department achieved success in its efforts to reduce the risk of injury to staff, and to lower the compensation costs arising from injuries. During 2003–04, two compensation claims were received—the same number as in 2002–03—both relating to back injuries. The lower annual number of injuries achieved in recent years was reflected in a reduction in the department’s compensation premium, the first since 2000–01.
Regular hazard audits of all work areas, instruction on safety procedures for new employees, and ergonomic assessments of new employees’ workstations all contributed to improvements in workplace safety during the year.
As a result of workplace injuries previously sustained by staff in the Printing Unit, ensuring that the area meets safe working standards was a high priority during the year. Improved chemical‑handling procedures were implemented, an inspection of the workplace resulted in recommendations to improve the design of the area, and training was provided to staff on dealing with hazardous substances and using safe handling practices.
The department’s occupational health and safety (OH&S) committee met on five occasions during the year, to monitor the implementation of legislative requirements, review reported injuries, and discuss accident prevention and health initiatives. The committee made recommendations on ways to avoid impacts of paint fumes on staff, minimise injury resulting from slippery surfaces, and improve hygiene in toilet areas.
Senate staff participated in a Parliament-wide OH&S committee, which convened on seven occasions during the year to address shared concerns, particularly relating to the common areas of Parliament House, including car park safety, signage in the building and the use of chemicals.
Certified agreements
Two certified agreements operated in the department during the year, one covering clerical staff and the other covering security operational staff. Departmental responsibility for the latter agreement ceased when security staff were transferred to the then Joint House Department in October 2003.
A new certified agreement for clerical staff came into effect on 17 December 2003. The agreement will operate for approximately 12 months longer than previous agreements, and will nominally expire on 30 June 2006. Although the agreement received majority staff support, it registered a lower affirmative vote than did previous agreements. The requirement to fund salary increases from departmental appropriations is proving more difficult with each new certified agreement.
The salary ranges available to staff under the agreement are shown in Appendix 3. Key features of the agreement are described in the following paragraphs.
Salary increases
The agreement allows for the payment of salary increases of 4 per cent in 2004, 4 per cent in 2005 and 5 per cent in 2006, comprising:
- 2 per cent in May 2004, May 2005, and May 2006, conditional on satisfactory individual performance as assessed under the department’s performance communication scheme
- 2 per cent in May 2004, in recognition of the implementation of a range of administrative and cost-saving measures outlined in the agreement
- 2 per cent in May 2005, conditional on achieving departmental productivity improvements, including those achieved through implementation of the Staff Numbers Management Policy, and a reduction in operating costs
- 2 per cent in May 2006, conditional on achieving further departmental productivity improvements and operating costs savings, including those arising from the extension of the agreement to a three‑year term
- 1 per cent based on a reduction in short‑term sick leave absences over the life of the agreement.
Flexible hours of duty
In order to continue to respond to the needs of the Senate and senators, the agreement includes proposals to improve the flexibility of hours that staff will work. The span of hours in which staff may work without attracting overtime payments has been broadened to 7:30 am–7:30 pm (previously 8:00 am–6:00 pm). Staff may also build up additional hours during peak work periods and take the equivalent time off in non‑peak periods when it is more convenient to the department’s operational requirements.
Staff will also receive recognition, in the form of time off duty, for extensive periods of work-related travel that they may be required to undertake in their own time.
Occupational health and safety
The agreement proposes to retain and broaden existing OH&S provisions, including measures to reduce the risk of occupational overuse syndrome injuries, and proposes a wider range of options available to staff to improve their fitness for work, including reimbursement for flu vaccinations and eyesight testing for users of screen-based equipment.
Learning and development
The certified agreement continues to include a commitment to maintaining and improving the skills and knowledge of staff in areas relevant to the department’s operations. Measures include an ongoing development program for all staff, a target of three days of off-the-job learning activities in each financial year for each employee, and assistance for staff undertaking relevant formal studies.
Productivity and cost savings measures
In addition to the productivity and cost‑saving measures (outlined above) which are linked specifically to the pay increases, the proposed agreement also has a number of other changes to generate savings and improve productivity, including:
- a reduction in costs associated with overtime and meal allowances
- strategies to reduce sick leave usage
- improved management and administrative arrangements relating to part-time work, performance management, allowances, leave provisions, hours of duty, review processes, and management of excess employees
- strategies to reduce the department’s leave liability, including a ‘cash out’ option for all or part of a staff member’s accrued recreation leave, provided that person has taken leave in the previous 12 months, and an ability to take part-day recreation leave.
To help meet the objectives of the certified agreement, program managers established a working group, comprising staff and management representatives, to recommend a strategy to reduce and manage short-term sick leave absences over the life of the agreement. Staff were advised of the criteria for measuring the reduction in short‑term sick leave absences in June 2004. The working group will monitor implementation of the strategy and report, every six months, to program managers, the SMAG and the WRC.
Australian Workplace Agreements and Senior Executive Service remuneration
A new collective Australian Workplace Agreement (AWA) for Senior Executive Service (SES) employees came into effect in April 2004. Under the AWA, a 4 per cent pay increase was delivered in May 2004 in recognition of individual and departmental performance outcomes. Further salary increases are in line with the increases contained in the department’s clerical certified agreement and are linked to further productivity and cost-saving measures. The salary ranges for SES staff are shown in Appendix 3.
No other departmental staff were covered by AWAs.
Performance pay
The department’s certified agreements and AWAs do not provide for individual or team-based performance pay.
Training and development
A range of options was made available to Senate staff to increase their skills and knowledge. These included on-the-job coaching, Senate-specific in-house programs and seminars, external personal development courses, and assistance with formal study.
During the year, the focus of in-house development programs was on increasing staff knowledge and understanding of parliamentary and Senate operations and processes.
Due to its popularity, PEP UP (the Parliamentary Executive Professional Upgrade Program)—which was delivered originally to executive level staff in 2002— was modified and presented to Australian Parliamentary Service (APS) Level 6 staff in 2003. Staff at the APS levels 5 and 4 are undertaking the program in 2004. Participants in the WISE program—staff from other departments, working in the Senate to exchange skills and expand their understanding of the Parliament—were also involved in the program in both 2003 and 2004.
An evaluation of the 2003 PEP UP program revealed that the majority of participants had recorded that the program met its objectives.
A second in-house development program operating in 2004 (STEP UP) involves delivering in-depth information on Senate operations and topical parliamentary issues to Parliamentary Executive Level (PEL) 2 staff. WISE participants also extended their knowledge beyond PEP UP by attending these sessions.
A total of 19 Senate staff received financial support and paid leave to undertake formal studies in areas that benefit the department in meeting its responsibilities. During the year four staff members completed their formal studies, in information technology, legislation and legislative drafting, law, and business administration.
