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Annual Report 2007–08You are currently viewing: Annual Report
Clerk’s review
Events and activities during the yearThe last year has been marked by a number of significant events. In some cases, these have been historic occasions for the Parliament as a whole. In other cases, they are particularly significant for the Department of the House of Representatives. I will refer to both kinds of occasions because they serve to highlight in a public way the variety and depth of professional skills of our staff, whether they are working with departmental colleagues or in cooperation with colleagues across the Parliament and beyond. While some of the events have been the special responsibility of one or more work groups in the department, all work areas have cooperated in one way or another to help make these events a success. They include:
The year 2007 was the final year of the Forty-first Parliament, and the House of Representatives was dissolved on 17 October. Apart from the special events referred to, there were high levels of activity across the department for most of the year. Staff working across the department—in Chamber support, committee support, information systems and publishing, the Serjeant-at-Arms’ Office, interparliamentary relations, finance, and people strategies offices—all contributed to the completion of our work in that parliament, and to preparation for the Forty-second Parliament. This included finalisation of the legislative program, committee inquiries, the retirement and departure of some members, the arrival of new members, and office movements for almost all continuing members. Since the House sat on 12 February 2008, our staff have been variously involved in orientation and briefing programs for members and their staff, implementation of the new legislative program, and the commencement of many committee inquiries. Corporate prioritiesIn last year’s annual report, I referred to our new Corporate Plan, which was developed with the assistance of most of our staff. Our challenge now is to ensure that the plan is implemented fully and has continuing life and relevance. The plan’s priorities for the department for the period 2007 to 2010 are, broadly, to improve our ability to serve our clients; to develop our people; to sustain our capability; and to maintain strong relationships within the department, the Parliament, and beyond. In this overview, I will consider our performance in these major areas. Service—ensuring strong client serviceThis report is a formal means of accountability for the department to the Speaker and the House. In informal ways—for example, in the members’ bulletin, House Update, and in the drop-in centre conducted each sitting week—we make relevant information available to members, we seek their views and we respond to them. Because we work closely with members, particularly when the House is sitting, there are many opportunities for them to discuss the services and advice we provide. We also endeavour to ascertain their views in more comprehensive ways. This year we have again conducted a survey of members. Results of the survey demonstrate an overall level of satisfaction with the department’s services and advice. A detailed review of the survey is contained at Appendix 11. People—developing leaders and professionalsIn accordance with our usual practice, our staff survey included questions about the departmental leadership, and the results are quite satisfactory. Some decreases were noted in staff satisfaction with the competitiveness of the department’s pay and benefits compared with external employers and with perceptions of the way grievances are treated. On the other hand, there were increasing levels of satisfaction regarding perceptions of the department’s purpose, commitment to quality of work and to work relationships. More detail is available in the Management and Accountability chapter. A continuing focus at annual planning days and other departmental events has been on leadership capacity and the responsibility for demonstrating it that exists at all levels within the department’s staffing structure. At this year’s planning day, on 6 May, we concluded that a priority for our staff development program in the coming year will be to focus on what leadership means and to develop potential leaders. Programs in leadership and other skills development will continue to be a priority for us because they increase our collective capacity. Naturally, they are also personally satisfying to our staff. It is our aim that all our people develop quickly an understanding of the work of the House as a whole, the requirements of their own role in that work, and how best they can meet those requirements. New staff of the department are required to adapt quickly to the parliamentary environment and they bring to us new perspectives and energy. And, during the year, a number of continuing staff have taken the opportunity to change their roles, whether through transfer or promotion within the department. We take seriously the concept of continuous improvement, and our staff demonstrate their commitment to it in various ways. The strong attendance from all areas of the department that we see at Parliamentary Briefings (where we discuss issues as diverse as ethics, parliamentary privilege, and the House’s working documents), at sitting week debriefs (where we discuss current parliamentary procedural issues) and at Committee Office debriefs and training days (where we discuss procedural and administrative issues relevant to committees) is heartening. These gatherings are valuable opportunities to share knowledge and discuss innovations, and, as a result, to improve our capacity and our performance. The contributions our people have made to the Parliamentary Studies Centre (established by the Australian National University, with support from our department and the Department of the Senate) have been impressive. A number of our staff have taken the opportunity during the election period to provide papers to the centre, and others are in the process of finalising papers. It is important that our department contributes to an understanding of the Australian parliamentary system and the perspective of the House of Representatives in particular. Our work with the centre is a useful way of ensuring that a high quality of work is maintained and becomes available to a broad audience. Sustainability—people and resourcesWe must also ensure the sustainability and quality of our systems and processes. During the year, we have worked in partnership with the other parliamentary departments on major information technology projects to replace ParlInfo, the Parliament’s largest research database, and the Parliament’s bills system. This investment will enhance the provision of legislative and parliamentary information to members and the public, commensurate with international standards, and sustain our systems into the future. Part of our motivation for giving priority to developing our staff professionally and personally—through a variety of means—and to investing in information and communications technologies results from our consciousness of the finite resources we have, both human and financial. I am conscious that we need to ensure, to the end of the Forty-second Parliament and beyond, that our people are willing and able to perform well, and that our financial resources continue to support this. Our financial resources will be under pressure in future years as the impact of continuing efficiency dividends—and of the additional 2 per cent efficiency dividend from March 2008, which will have continuing effect—reduces the capacity of the department to fund its core support and services. Relationships—within the department, the Parliament, and beyondAs a small department, in a high-profile environment, it is essential for us to have good working relationships. This necessity begins within the department, in our own teams, and extends across the department and, most importantly, to the other parliamentary departments and the executive agencies with which we work. It was pleasing to have senior representatives of the three parliamentary departments meet twice during the year to consider parliament-wide aims and objectives. These meetings have been cooperative and productive. The quality of the service we provide to members—our principal clients—is also influenced by the quality of our relationships with them, as we seek to understand and endeavour to meet their needs. Our essential work with other parliamentary colleagues, in Australia and internationally, will also be either enhanced or diminished by the nature of our relationships with them. The Australian community, too, expects from us responsive treatment, and I am satisfied that such treatment was provided during 2007–08—for example, through the provision of current information on the House online, through seminars and briefings, activities such as Parliament House Open Day, and in the About the House magazine and television presentation. Acknowledgment of the effectiveness of our staff—whether for their work on special occasions or for their everyday support of the work of the House—has been made publicly and in private by members, former members, and members of the public (and will be referred to throughout the report). I have been pleased to pass this on to my departmental colleagues and to add to it my thanks for their sustained efforts and goodwill throughout the year. OutlookWe are in the first year of the new parliament, traditionally a time of challenge and interest, as new legislative and committee programs are launched, and members and staff renew or adjust to their roles. I am confident that, given the necessary resources, the department will continue to support the work of the House and members through timely and effective services and advice, and to work cooperatively with the other parliamentary departments to support the Parliament as a whole. The department’s projections indicate that it will face difficulty in maintaining services unless additional funding can be obtained, and further attention will be given to this matter during 2008–09.
Discussions between Professor John Uhr of the Parliamentary Studies Centre and staff of the department and the Department of the Senate. Picture courtesy of Auspic
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Clerk’s review
