DPRS Portfolio Budget Statement 2003-2004  
   

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Preface

User Guide

Departmental Overview

Budget Statement

Section 1: Appropriations and Budget Measures Summary

> Section 2: Outcome and Outputs Information

Section 3: Budgeted Financial Statements

Glossary

Acronyms

 

 

 

PART C – Budget Statement

SECTION 2: OUTCOME AND OUTPUTS INFORMATION

The chart below shows the relationship between outcome, output groups and contributing outputs for the department.

Table 2.1 shows how the 2003–2004 appropriation translates to total resourcing for the department’s outcome, Revenue from Government (Appropriations) for Outputs and Total Price of Outputs.

OUTPUT COST ATTRIBUTION

The department runs an activity based costing system and uses a monthly step down method to allocate overheads. All Corporate overheads are initially allocated to operational cost centres. The corporate overheads are then allocated to cost centre activities along with other cost centre specific overheads.

Each activity is aligned to an output sub-group, group and finally the outcome.

RELATIONSHIP BETWEEN OUTCOME AND OUTPUTS

Relationship between outcome and outputs

RESOURCES FOR OUTCOME

TABLE 2.1: Total Resources for Outcome ($'000)

Outcome – The Commonwealth Parliament to have international standard broadcasting, transcription and information technology services and the Australian community to be able to see, hear and read the work of the Parliament.

 

Estimated Actual

 

Budget
 

2002-03

  

2003-04
 

$'000

  

$'000

Departmental appropriations

Departmental appropriations

Output Group 1 Broadcast and Transcription

Output Group 1 Services

Output 1.1 Broadcast Production
8,554

Output 1.1 Client Services
2,718

Output 1.2 Transcription
12,698

Output 1.1 Broadcasting

6,074
   

Output 1.2 Transcription

 12,986

Subtotal Output Group 1
21,252

Subtotal Output Group 1
21,778

Output Group 2 Support and Technology

Output Group 2 Infrastructure and Communications Support

Output 2.1 Infrastructure
17,925

Output 2.1 Information Technology Infrastructure Support
12,685

Output 2.2 Services

5,279

Output 2.2 Communications Support
6,151

Subtotal Output Group 2
23,204

Subtotal Output Group 2
18,835

Total revenue from government (appropriations)
contributing to price of departmental outputs
44,456

 
40,613

Revenue from other sources

 

Sales of goods and services
2,717

 
3,731

Interest
49

 
Nil

Other revenue
100

 
100

Resources provided free
2,600

 
2,610

Total revenue from other sources
5,466

 
6,441

Total price of departmental outputs

 
(Total revenue from government and from other sources)
49,922
  
47,054
 

2002-03

  

2003-04
Average operational staffing level (number) 290   295
Average capitalised staffing level (number)
27
  
25

Total average staffing level (number)

 317

 

 320

 

PERFORMANCE INFORMATION 2003-2004

Detailed below is a break-up of the activities to be undertaken by outputs and output groups together with performance information which the department will use to assess its level of achievement in meeting its stated outcome in 2003Æ2004.

ACTIVITIES, OUTPUTS AND OUTPUT GROUPS

Changes to Output Groups

This year, the output groups have been revised to more clearly align outputs with the organisational structure. The new "Services" output group reflects the existing Client Services Group structure, and the new "Infrastructure and Communications Support" output group equates to the Technical Services Group structure.

The performance indicators have been moved into this new reporting structure and revised where necessary.

These changes are represented in the following diagram:

Activities, outputs and output groups

ACTIVITIES, OUTPUTS AND OUTPUT GROUPS

Activities, outputs and output groups

OUTPUT GROUP 1: SERVICES

Success

Performance Indicator

Basis for Comparison

Client Services Quantity

    
Client Services output

Number of client services provided, by category:
a) Help desk calls
b) Training services
c) Client consultations

Trends over time

Client Services Price (cost)

 

  

Cost effective Client Services

Direct and full cost for client services, by category:
a) Help desk calls
b) Training services
c) Client consultations

 Trends over time

Client Services Quality

    

High level of client satisfaction

Number of clients satisfied or very satisfied
with client services

 Trends over time

timely problem resolution

Number of service requests resolved
within service standard

 Trends over time

Broadcast Quantity

    
Broadcast output

Number of hours broadcast, by category:
a) Chambers
b) Committees
c) Client specific broadcast services

Trends over time

Broadcast Price (cost)

 

  

Cost effective broadcasting

Direct and full cost per hour for broadcast,
by category:
a) Televised
b) Audio only
c) Client specific broadcast services

 Trends over time

Broadcast Quality

    

High level of client satisfaction

Number of clients satisfied or very satisfied
with broadcasting services

 Trends over time

Community access to parliamentary proceedings

Number of access requests and hours
broadcast, by category:
a) Internet access requests
b) Hours broadcast

 Trends over time

Transcription Quantity

   

Transcription output

Number of hours transcribed, by category:
a) Chambers
b) Committees
c) Client specific transcription services

 Trends over time

Transcription Price (cost)

   

Cost effective transcription

Direct and full cost per hour for transcription,
by category:
a) Chambers
b) Committees
c) Client specific transcription services

 Trends over time

Transcription Quality

    

High level of client satisfaction

Number of clients satisfied
or very satisfied with
transcription services

 Trends over time

Accurate transcription

Error rate by number of pages transcribed,
as notified by clients, by category:
a) Chambers
b) Committees

 Trends over time

Timely transcription

Number of transcripts delivered within
standard, by category:
a) Chambers
b) Committees

 Trends over time
Community access to parliamentary proceedings Number of access requests and transcripts
disseminated, by category:
a) Internet access requests
b) Transcripts disseminated		 Trends over time

 

OUTPUT GROUP 2: INFRASTRUCTURE AND COMMUNICATIONS SUPPORT

Success

Performance Indicator

Basis for Comparison

Quantity

   

Reasonable output

Number and percentage change in the number of
registered information technology users supported

 Trends over time

Price (cost)

   

Cost effective infrastructure

Full and average cost for:
a) Information technology
b) Communications

 Trends over time

Quality

   
High level of system availability

Number and percentage of hours of system availability in:
a) Information technology infrastructure (including servers and applications) during sitting days, non sitting days and other times
b) Communications infrastructure (including telephones and facsimile) at all times
c) Broadcasting infrastructure (critical services including chamber and committee vision and audio services, division bells, general audio recording and the House Monitoring Service) on sitting days

 Trends over time
Projects meet quality standards and objectives

Projects are delivered on time, on budget, with
clients satisfied with project deliverables

Annual Quality Assurance certification

Trends over time

Trends over time

 

COMPETITIVE TENDERING AND CONTRACTING

The department has for a number of years contracted out on a competitive tender basis a range of services and functions that it believes can be performed more cost effectively and efficiently by outside organisations/agencies. These functions include the following:

  • the provision of telecommunications support to the Parliament;
  • the printing and distribution of Hansard;
  • the maintenance of the department's mainframe computing infrastructure;
  • the repair and maintenance of clocks, televisions, video cassette recorders and digital audio equipment;
  • the provision of transcription and/or sound reinforcement support for some parliamentary committee hearings;
  • the provision of courier services and stationery and stores purchasing; and
  • the provision of the department's Human Resource Management Information System (HRMIS) through bureau arrangements.

The department also uses contract staff and organisations to assist in the development of computing applications and perform project work on an as needs basis.

In 2002 DPRS undertook an independent analysis of internal overheads to identify areas of possible savings and efficiencies. That review has resulted in savings being made.

From 1 July 2003, DPRS will provide, on a fee for service basis, information technology support services to Senators’ and Members’ electorate offices, a function for which the Department of Finance and Administration is responsible.

From May 2003, DPRS will provide, on a fee for service basis, computer systems support and associated services and advice to the Joint House Department to support the Joint House Department's Outcome, corporate plan and business plans.

During 2003–2004 DPRS will continue to examine its functions to identify areas suitable for outsourcing or contracting out.

  
   

© Department of the Parliamentary Reporting Staff 2003-04