Annual Report 2005–06
Management of human resources
Workforce planning
A light parliamentary sitting pattern during 2005–06 resulted in a decrease in the number of full‑time equivalent staff employed. The reduced sitting days in the Senate meant that fewer sessional staff were required to support the chamber and deliver services to the Senate and senators.
Figure 24 shows that the number of full‑time equivalent staff has steadily reduced since 2000–01, with 2005–06 recording the lowest staffing numbers in six years. The greatest reduction in staff numbers was in the Black Rod’s Office, where full‑time equivalent staff fell from 51 in 2004–05 to 44 in 2005–06.
Figure 24 Full‑time equivalent staff numbers
Note: In order to provide meaningful comparisons, the figures in the first four columns have been adjusted to exclude parliamentary security and Pass Office staff, who were transferred to the then Joint House Department during 2003 and 2004. Also note that the 2004–05 annual report incorrectly showed the 2004–05 figure as 166 instead of 160.
Existing staffing levels were supplemented in 2005 and 2006 by three ongoing Australian Public Service officers who participated in the department’s Working in the Senate (WISE) development program. During their 11‑month placement, participants assisted with committee inquiries and completed brief assignments in the Table and Procedure offices.
The total number of staff employed at 30 June 2006 was 158, comprising 141 (89 per cent) ongoing staff and 17 (11 per cent) non‑ongoing staff. Of the 158 staff, 134 (85 per cent) were employed full time and 24 (15 per cent) were employed part time.
As shown in Table 5, 45 staff separated from the department during the year, 15 fewer than in 2004–05. The overall separation rate of ongoing employees during 2005–06 (as a percentage of ongoing staff at 30 June 2006) was 16 per cent.
| Reason | 2003–04 | 2004–05 | 2005–06 |
|---|---|---|---|
| Resignation | 12 | 13 | 9 |
| Retirement (age) | 6 | 2 | 2 |
| Retirement (other) or death | 6 | 5 | – |
| Return to home agency | 8 | – | – |
| End of non‑ongoing employment | 43 | 35 | 22 |
| Transfer or promotion to another agency | 10 | 5 | 12 |
| Total | 85 | 60 | 45 |
As would be expected with the lighter Senate sittings, the majority of separations were of sessional and non‑ongoing staff, whose services were not required during Senate non‑sitting periods. See Appendix 3 for further statistics on staffing.
The new human resource management information system used by the department since July 2005 has resulted in more efficient payroll processing. It has also provided the department with an information system that can assist with other areas of processing, such as recruitment and OH&S recording. In addition, the system enables managers to access accrued leave details of their staff and thereby effectively plan leave arrangements within the work areas.
The government’s new arrangements for superannuation choice were implemented on 1 July 2005, 12 months ahead of the required time. To date few staff have chosen a scheme other than the default fund.
To assist managers with their workforce planning requirements, the department issued an attendance policy. The document provides guidance on ways to manage leave effectively and sets out a range of issues for managers to consider when approving the different types of leave available under the workplace agreement and various Acts.
Occupational health and safety
In July 2005, the department signed a statement of commitment to Commonwealth-wide OH&S and rehabilitation performance improvement targets. The four targets aim to reduce the incidence of workplace injury and disease, eliminate workplace fatalities, reduce the average time lost due to injury, and reduce the time taken for rehabilitation intervention. The department performed well above the targets set for the reporting period.
During the year three compensation claims were accepted by Comcare. Two were for occupational overuse injuries and the other involved a fall. The department’s proactive approach to eliminating or minimising risks of injury has kept the costs and time lost due to injuries to a minimum. This approach includes an ergonomic assessment of all new employees’ workstations and an annual OH&S inspection of all work areas. In addition, OH&S‑related training sessions are provided to staff involved in the management of hazardous substances and dangerous goods and to those required to undertake manual handling tasks.
The department’s OH&S committee met on five occasions during 2005–06. The committee endorsed a new format for hazard reports which incorporates risk assessment levels to enable managers to identify high risks and prioritise the management of identified hazards in their work areas. The committee also endorsed an implementation plan for achieving the department’s OH&S and rehabilitation performance improvement targets.
Certified agreements
The department’s certified agreement, which had been operating since December 2003, nominally expired on 30 June 2006.
The final salary increase under the agreement was paid to staff in May 2006. The increase comprised 2 per cent based on ‘effective or better’ individual performance, 2 per cent based on achieving productivity improvements across the department and a reduction in operating costs, and 1 per cent based on achieving a reduction in short‑term sick leave absences.
The certified agreement will be replaced with a new employee collective agreement, which will operate from July 2006 until June 2010. The new agreement will provide for staff to receive a salary increase in May each year, contingent upon achieving effective or better individual performance. It will also implement a range of productivity improvement and cost savings measures to assist in funding the agreement.
Australian Workplace Agreements and Senior Executive Service remuneration
In accordance with the provisions of the Australian Workplace Agreements, and consistent with provisions of the department’s certified agreement, Senior Executive Service staff received a 5 per cent pay increase in May 2006 in recognition of individual and departmental performance outcomes. The salary range for SES staff is shown in Appendix 3.
Performance pay
The department does not provide individual or team‑based performance pay.
Training and development
The department’s training and development program during 2005–06 comprised the delivery of a series of in‑house information sessions, staff access to formal studies at tertiary and other educational institutions, and access to external training programs so staff can meet their individual performance improvement objectives.
Several sessions, delivered by senior departmental officers including the Clerk and Deputy Clerk, were conducted for staff and WISE participants to broaden their knowledge of the Senate and parliamentary processes.
Other in‑house sessions included information on presentation skills; refresher training for workplace harassment contact officers; a workshop to assist staff with their health, performance and wellbeing; and several induction seminars for new employees.
Thirteen employees received financial assistance, paid leave, or both to help them complete tertiary studies in fields relevant to the department’s objectives. One staff member completed studies during the reporting period, becoming a Master of New Media.