Section 1: Introduction and objectives

1. Title

1.1          This Agreement shall be known as the Department of the Senate Employee Collective Agreement 2006 - 2010.

2. Principles and objectives

2.1          The key objectives of this Agreement are to:

1. deliver services to the Senate, senators and others in an efficient, flexible and effective manner; and
2. provide fair, equitable and competitive pay and conditions of employment for existing staff, that are also attractive to prospective employees.

2.2          The following commitments will help achieve these objectives:

1. using technology and innovation to improve performance and productivity by:
   1. considering and implementing ways to improve the management and co-ordination of Committee Office inquiry processes;
   2. considering technology of the future, and planning to deliver to senators, the chamber and committees, fully-integrated modern and cost-effective equipment and services;
   3. fully implementing the new HR information system (CHRIS) to assist with HR administration and providing improved reporting to assist with workforce planning;
   4. fully implementing the reporting functionality in the new FM information system (Finance One) to provide enhanced financial reporting to managers; and
   5. reviewing the services and administration of all work areas on an annual basis with a view to implementing better use of technology and innovative work practices to deliver services and reduce costs.
2. managing our resources effectively to match the work demands of the Senate by:
   1. co-ordinating staffing arrangements across the department so all staff are productively employed, and additional staffing needs are kept to a minimum;
   2. planning for staff to use their accrued leave during lighter work periods so that they can recuperate and re-energise, and be fully productive during peak work times;
   3. providing opportunities for staff to undertake assignments and projects outside their current work area during periods when the workload of the area is reduced; and
   4. exploring the option of recruiting ongoing part-time employees for sessional work in place of recruiting non-ongoing staff.
3. planning for the future to meet the challenges that lie ahead by:
   1. implementing a process of workforce planning which:
      • identifies:
        • short to medium term services and changing needs; and
        • the resources required to meet the short to medium term needs, including skill or knowledge gaps; and
      • develops and implements a plan to address the gaps;
   2. developing strategies to minimise the effects of an ageing workforce, including succession management plans; and
   3. establishing a register of staff leaving the department (or who are taking extended leave) and who would be available for periods of future non-ongoing work.
4. providing a healthy and safe working environment for staff, and managing the risks and costs associated with accidents and illness by:
   1. implementing the Commonwealth-wide OH&S targets and strategies;
   2. providing staff with access to paid influenza vaccinations to reduce the impact of the virus and its spread to other staff; and
   3. providing a Fit-for-Work subsidy to assist staff with the costs of maintaining their health.
5. matching information systems, furniture and equipment with departmental needs by:
   1. using appropriate information systems which are cost-effective, and require minimal administration;
   2. ensuring equipment, such as photocopiers and printers, matches the needs of each work area;
   3. planning and co-ordinating asset replacement programs with a view to cost-effectiveness and efficiency; and
   4. considering energy efficiency and environmental friendliness when making equipment purchases.
6. ensuring our supervisors are skilled in managing their staff and resources to achieve results by:
   1. providing supervisors with information and training to enable them to:
      • provide leadership, manage performance and motivate staff;
      • manage leave and absenteeism;
      • deal with complex staffing issues; and
      • manage their obligations in relation to procurement and protective security; and
   2. providing all new and prospective supervisors with structured training in supervision and resource management, and adequate on-the-job coaching and feedback during the early stages of their new role.

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