Page 1936 - Week 07 - Wednesday, 16 June 1993
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Ms Ellis: I raise a point of order, Mr Deputy Speaker. I seek the guidance of the Chair in advising Mr Stevenson that there is no need to yell at the rate he is. I find it most disturbing. We can easily hear him without that sort of noise.
MR STEVENSON: I would beg to differ.
MR DEPUTY SPEAKER: Order, please! Please moderate your tone, Mr Stevenson. We can all hear you very clearly.
MR STEVENSON: Thank you, Mr Deputy Speaker. I would beg to differ. I do not think people are being heard at all. I do not think the staff in the Chief Minister's Department that have worked there for many years, or that answered this survey, are being heard. What is the proof of that? They were asked what good would come of the survey. What did they say? Only 14 per cent felt that there would be any constructive result from the money and the time that went into doing the survey. So I do not think people are listening at all. It will not wear with me, and what we are talking about is solid facts.
Once again, there is the famous Follett smile, as she shakes her head. I grant you that you have a smile, but when it comes to management you need more than a smile, Chief Minister. I think it is shown that the Chief Minister does not have the bottom line that is needed within management. You need entrepreneurial skills. You need to be able to run a department and get a result.
Mr Lamont: Just like your own businesses, Dennis.
Mr Berry: You have a great record.
MR STEVENSON: By all means, bring it up. Give me a chance to reply. What we need to do is attract people within the public service at senior managerial levels or promote people that have a proven track record. There obviously needs to be more movement within the public service and within the private enterprise sector; there is no doubt about that. What should be done now? Obviously, an autocratic attitude would have to change, but I think we need to have targets for staff that are effective. We need to have a focus. Most staff feel that there is no direction. We need to make sure that there are not injustices within this area with those sorts of demoralised results. There are injustices and they need to be addressed.
I think it is obvious that staff need to be listened to. The suggestions that come from staff need to be accepted, where feasible. The talent in the public service abounds. There needs to be genuine communication. We have had the survey for quite some time. It is mentioned in the survey that an evaluation of the survey process will be conducted in early 1993. Where is the evaluation? I would also ask: Where are the detailed implementation programs? That is a question I put on record here and now. Where are the detailed implementation programs that are leading to a change for staff who were asked to rate morale, and who gave it a 7 per cent rating out of 100? Once again, I think staff labour under great hardship within the Chief Minister's Department. The survey shows us that there is a great deal of work to be done and, unfortunately, there are grave problems.
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