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37th Annual Report 1996-97
Support Services

Objectives

  • To maximise the effectiveness of services delivered to clients through the staff and other resources available.
  • To provide our staff with a working environment in which they may develop and make increasing contributions to our objectives.

The Library meets its support services objectives by providing a range of corporate services from the Corporate Services Division, which is organised into five streams: resource management; building and administrative services; information technology; executive support; and corporate communications. The Corporate Services Division works closely with divisional support units.

During the year, the Corporate Services Division responded to a range of government initiatives designed to ensure that the most cost-effective corporate support services are in place, that these services add value to program delivery functions, and that the quality of support services is appropriate. As a result, corporate support staffing and administrative costs were further reduced by 6%, continuing a cost reduction trend commenced in 1994–95.

Resource management

In the area of human resource management, the Library undertook a range of initiatives in line with the Achieving Cost-Effective Personnel Services report issued by the Public Service and Merit Protection Commission in 1995. The Library’s human resource management sections participated in a business process re-engineering review to simplify work processes, to eliminate unnecessary tasks and duplication, and to apply the principles of risk management. A new flatter and more efficient structure was achieved which allowed a significant reduction in the cost of providing these services, and an improved framework for a more strategically focused approach to human resource management.

The Human Resource Management Committee continued to refine the Human Resource Management Plan, first developed in 1995–96, to ensure that policies and strategies have the best possible match with corporate objectives.

The introduction of Personal Development Plans allowed significant progress to be made in devolving responsibility for training outcomes to staff and supervisors. The central training program is now derived from training needs expressed in the Personal Development Plans. Within the training program, significant emphasis was placed on strategies to manage change in the Library.

The Library continued its strong emphasis on occupational health and safety strategies which are designed to minimise workplace injury. As a result, the number and cost of compensation claims declined, leading to a reduction in the workers’ compensation premium.

In the area of financial management, planning began for replacement of the Library’s financial management and information system. This involved selection of a new system from the buyers’ guide produced by the Office of Government Information Technology. The new system will be implemented in late 1997. It will provide a wider range of financial management and budgeting support services, including support for accrual accounting.

Building and Administrative Services

The Library employs a continuous improvement program for the management of the Library building, and provision of general administrative support services. A key achievement was the continuation of the air-conditioning refurbishment program which began in 1995–96 following the discovery of asbestos in air-conditioning ductwork. This program aims to reduce the operational costs of air-conditioning systems, and to improve environmental conditions for Library users, staff and collections.

Other outcomes in the building and administrative services area included:

  • planning construction of a new collection storage facility in Hume, ACT, near the Library’s existing off-site warehouse;
  • improved reliability and efficiency of the Library’s lift systems through a lift modernisation program completed in June 1997;
  • update of the physical security risk analysis, and revision of the security policy to ensure that the level of security is appropriate to the threat/risk;
  • implementation of remote energy monitoring and energy conservation strategies designed to achieve savings in the order of 6 per cent of energy costs;
  • ongoing review of asset management strategies to ensure that maximum cost-benefit is derived through procurement processes;
  • standardisation and reduced cost of building works procedures using a project management model.

Information technology support services

Many of the Library’s information technology initiatives rely on the efficient provision of technology support services within the Library. Significant outcomes included:

  • improved internal and external corporate and work group communications through the upgrade of desktop office technology facilities;
  • enhanced access to administrative documents through the progressive conversion of file and document management systems from paper-based to electronic formats;
  • replacement of the mainframe processor and disk systems resulting in improved performance and substantial savings in operating costs;
  • initiatives to improve Internet security, to upgrade gateway capacity for Internet users accessing the Australian Bibliographic Network, and to maintain high performance levels on the Library’s local area network;
  • introduction of a dial-in capability to allow staff using their home computers to access the full range of computer services available to them at work.

Executive support

During the year, executive support activities were refocused towards providing more direct support for the Director-General and the Corporate Management Group, and strengthening the Library’s strategic management framework.

The Library began an ongoing program of performance evaluations, in keeping with the greater emphasis being placed by the government on continuous improvement, business process re-engineering and performance measurement strategies.

The Library began to compile a Customer Service Charter for completion in 1998, in response to the government’s commitment to improve the quality of customer service, while emphasising accountability to the public.


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Last updated 11 November 1997
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