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Section 2: Outcome and outputs information
Outcome and output groups
Figure 4 on the following page shows the relationship between the planned outcome and the contributing outputs for the Department of the Senate. Financial details for the planned outcome by outputs and output groups appear in Table 2.1 (Total Resources for Outcome 1) while non-financial information appears in Table 2.2 (Performance Information for Outcome 1).
Output cost attribution
The cost of corporate support and other corporate overheads is allocated across all output groups on the basis of average staffing levels.
Administration of parliamentary security
The transfer of security staff from the two chamber departments to the Joint House Department was completed in October 2003. From this date until June 2004, a Memorandum of Understanding between the Joint House Department (and then the Department of Parliamentary Services, or DPS, from February 2004) and the two chamber departments operated for the provision of security services. The full appropriation and assets relating to the security function were transferred from the chamber departments to DPS with effect from 1 July 2004, although the appropriation bills and the PBS for 2004-05 continued to show the full amount has being part of the department. The PBS and appropriation bills for 2005-06 now reflect the new structure.
Outcome and output groups
There has been no change to the department's outcome. The only change to the department's output groups is the elimination of Output 5.2: Security, as discussed above. The value of this output in the 2004-05 PBS was $11.0m. This is the amount of appropriation that was transferred to DPS during 2004-05 (adjusted for the amount of $1.2m representing savings that DPS is required to achieve as a consequence of the amalgamation of the three parliamentary service departments in February 2004).
Figure 4: Outcomes and output groups and administered items
Trends in Resourcing
Figure 5 shows the departmental appropriation at $19.6m in 2005-06, down from $29.4m in 2004-05. The chart highlights a peak in its budget in 2003-04 (when the budget was significantly increased to implement new security measures), a small decline in 2004-05, and then the major decrease in 2005-06, representing the recognition of the appropriation transferred to DPS during 2004-05.
Figure 5: Trends in departmental appropriation ($'000)
Outcome 1 – Effective provision of services to support the functioning of the Senate as a House of the Commonwealth Parliament
To achieve this outcome with the funds appropriated by the Parliament, the department provides the Senate, its committees, the President of the Senate, senators and the public with a broad range of advisory and support services.
The work of the department is determined almost entirely by the Senate and its committees. The department is responsible to the Senate and all senators, and maintains complete impartiality in serving equally senators from all political parties and independent senators.
The department’s four main areas of service provision are:
- Senate support – advice and secretariat support for the functioning of the Senate.
- Committee support – advice and secretariat support for the operation of Senate and some joint committees.
- Senators’ services – advice and services relating to office services, information technology, printing, ceremonial, security, and other support services for senators and Senate office-holders in Parliament House.
- Public education and awareness – promotion of public knowledge and awareness of the role and activities of the Senate and its committees.
These areas are reflected as intermediate outcomes in Figure 1 on page 2.
Outcome 1 — Resourcing
Table 2.1 shows the total resources from all origins for 2005-06, including appropriations and revenue from other sources. The total annual appropriation for the department in the 2005-06 Budget is $20.4 million.
Table 2.1: Total resources for Outcome 1 ($'000)
Table 2.1: Total resources for Outcome 1 ($’000) (continued)
Outcome 1 — contribution of outputs
The department’s contribution to the achievement of Outcome 1 is assessed using indicators and processes which cover all of the department’s output groups, as well as using indicators and processes which are specific to particular output groups. Indicators and assessment processes covering quality, timeliness, quantity and price are outlined in Table 2.2.
Achievement of planned performance will be reported in the Department of the Senate’s 2005-06 annual report.
Performance information for Outcome 1
Table 2.2: Performance information
| Performance information across output groups |
For the department’s output groups, performance is monitored on the basis of:Quality
- The degree of satisfaction of the President, Deputy President and senators as expressed through formal and informal feedback mechanisms, with the accuracy, quality and timeliness of advice and support and the achievement of key tasks.
Timeliness
- Advice or material given on request of senator in time to be used for the purpose for which it was required.
- Key business documents for the Senate and its committees, including minutes, agendas, messages and schedules of amendments and reports, produced in accordance with predetermined requirements and the requirements of the Senate and its committees.
Quantity
- On the basis of recent experience, in 2005-06 the Department would expect to support the Senate on approximately 60 sitting days and committees in accordance with their requirements.
Price
- The total price of the department’s outputs in 2005-06 is estimated to be $24.9m.
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| Performance Information for Individual Outputs |
| In addition to the foregoing performance indicators and assessments that apply to the department’s output groups, the following indicators and assessments apply to the individual outputs indicated. |
| Output |
Performance Information |
| Output Group 1: Clerk’s Office |
Provision of sound and timely advice on proceedings of the Senate and its committees and provision of leadership and strategic direction for the department.
Provision of secretariat and advisory support to the Procedure Committee, the Committee of Privileges and the Committee of Senators’ Interests.
Provision of procedural information and related services to senators and the Senate department. |
Quality: The degree of satisfaction of the President, Deputy President, committee members and senators, as expressed through formal and informal feedback mechanisms, with the quality and timeliness of advice and support and the achievement of key tasks.
Advice, documentation, publications and draft reports are accurate and of a high standard.
Timeliness: Meetings held, documentation provided and reports produced within timeframes set by the Senate or the committee, as relevant.
Odgers’ Australian Senate Practice updated each six months; new printed edition produced regularly.
Procedural Information Bulletin produced two days after end of sitting fortnights.Other procedural resources updated and augmented as required.
Quantity: As required, on request, or proactively, to facilitate proceedings.
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| Output Group 2: Table Office |
Provision of programming and procedural support to the Senate.
Processing of legislation and maintenance of related information systems.
Preparation and maintenance of the record of proceedings of the Senate, records of current and outstanding business, and statistical information on the business of the Senate.
Processing of tabled documents and maintenance of safe custody of Senate records, and provision of a document distribution and inquiries service to senators, staff, government departments and the public.
Provision of secretariat support to the Appropriations and Staffing Committee, Selection of Bills Committee and Publications Committees. |
Quality: The degree of satisfaction of the President, Deputy President, committee members and senators, as expressed through formal and informal feedback mechanisms, with the quality and timeliness of advice and support and the achievement of key tasks.
Key business documents are accurate and of a high standard.
Timeliness: Order of Business finalised and distributed prior to sittings and advice prepared proactively or as required.
Journals of the Senate for the previous day and Notice Paper for the current day available prior to sittings; statistical and other documentation available as required or in accordance with predetermined requirements.
Running sheets available as soon as practicable; proposed amendments distributed in accordance with requirements; schedules of amendments and prints of bills available in accordance with predetermined requirements.All inquiries answered and documents stored or distributed on a timely basis.
Meetings held, documentation provided and reports produced within timeframes set by the Senate or the committee, as relevant.
Quantity: As required to facilitate proceedings; quantities meet predetermined distribution requirements or are accessible electronically or both.
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| Output Group 3: Procedure Office |
Provision of legislative drafting services to non government senators.
Provision of secretariat support to the Regulations and Ordinances Committee and Scrutiny of Bills Committee.
Provision of parliamentary information services to the community.
Provision of parliamentary education services to schools, teachers and students.Provision of policy advice and secretariat support for the maintenance and development of interparliamentary relations including the Inter-Parliamentary Union, overseas conferences and delegations program for senators.
Administered item:Support for the Citizenship Visits Program for school children visiting Parliament House.
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Quality: The degree of satisfaction of the President, Deputy President, committee members and senators, as expressed through formal and informal feedback mechanisms, with the quality and timeliness of advice and support and the achievement of key tasks.
Amendments and bills are accurate and legally sound.
Public information and parliamentary research is accurate, comprehensive and targeted for particular needs.
Curriculum materials and Education Centre programs are consistent with national and state curriculum frameworks and standards.
Timeliness: Meetings held, documentation provided and reports produced within timeframes set by the Senate or the committee, as relevant.
During sitting periods, amendments drafted as soon as possible after receipt of instructions.
Information available on the internet and in publications is up to date and available as soon as practicable. |
| Output Group 4: Committee Office |
| Provision of secretariat support to the Senate legislative and general purpose standing committees, select committees and certain joint committees. |
Quality: The degree of satisfaction of the President, Deputy President, committee members and senators, as expressed through formal and informal feedback mechanisms, with the quality and timeliness of advice and support and the achievement of key tasks.
Advice, documentation, publications and draft reports are accurate and of a high standard.
Timeliness: Meetings held, documentation provided and reports produced within timeframes set by the Senate or the committee, as relevant.
Tabling deadlines met in all but extraordinary circumstances.
Quantity: Documentation is sufficient for committee purposes and material available to the public is available promptly, electronically or in hard copy. |
| Output Group 5: Black Rod’s Office |
Senators’ ServicesProvision of office, information technology, printing, and ceremonial support services and security advice for senators and Senate office-holders in their Parliament House offices.
Provision of support services, in conjunction with the House of Representatives, to the Former Members’ Association.
Administered items:
Support for the offices of the President of the Senate and the Deputy President of the Senate.
Payment of parliamentary salaries and allowances to senators and office-holders of the Senate.
Administration of senators' printing entitlements.
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Quality: The degree of satisfaction of the President, Deputy President, committee members and senators, as expressed through formal and informal feedback mechanisms, with the quality and timeliness of advice and support and the achievement of key tasks.
Advice, documentation and publications are accurate and of a high standard.
Timeliness: All support services delivered in a timely manner.
Quantity: All support services and supplies delivered in accordance with entitlements on request. |
Evaluations
The department’s activities are evaluated through both internal and external audits. The Audit and Evaluation Committee is an important part of the department’s evaluation strategy. Reviews conducted throughout the year are tabled at each Audit and Evaluation Committee meeting and members consider the findings and recommendations. Agreed recommendations are incorporated in the department’s practices and procedures.
The department’s Strategic Internal Audit Plan 2003-2006 focuses on areas of highest risk and where management feels the greatest value can be added. The audit program includes a combination of compliance and comprehensive reviews. There are usually between 6 and 10 audits conducted each year.
For the 2005-06 financial year, the following areas within the department may be subject to an internal audit:
- FBT and GST processes;
- accounts processing function; and
- staff performance assessment processes.
The planned internal audit program for 2005-06 will be finalised in consultation with the executive and approved by the Audit and Evaluation Committee in July 2004.
The department is also covered by the program of the Australian National Audit Office (ANAO) and may be involved in some cross-portfolio audits or benchmarking activities.
Senators are surveyed biennially on the quality of the full range of services provided by the department. The 2005 survey of senators' satisfaction with departmental services was completed in April 2005. Results will be reported in the department's 2004-05 Annual Report. The Appropriations and Staffing Committee and the Finance and Public Administration Legislation Committee also play an important role in monitoring the performance of the department.
Competitive tendering and contracting
Purchasing activities within the department are in accordance with the Commonwealth Procurement Guidelines. Major service providers are selected on the basis of value for money through competitive tendering processes as required.
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