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Section 2: Outcome and outputs2.1 Summary of outcomes and contribution to outcomesThe relationship between activities of the Department of the Senate and the planned outcome is summarised in Figure 5, on the following page. 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. Outcome and output groups There have been no changes to the number or structure of outcomes or output groups from the 2005-06 PBS. Trends in resourcingFigure 4 shows the departmental appropriation at $20.1m in 2006-07 (up from $19.6m in 2005-06), and historical levels of departmental funding. |
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For the department’s output groups, performance is monitored on the basis of:
Price
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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. |
| Output Group 2: Table Office | |
Provision of programming and procedural support to the Senate. Processing of legislation. Preparation and publication 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. Provision of secretariat support to the Appropriations and Staffing, Selection of Bills 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. 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. 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. 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 advisory and drafting services to non-government senators. Provision of secretariat support to the Regulations and Ordinances and Scrutiny of Bills Committees. 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.
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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. Procedural advice is accurate and covers all foreseeable eventualities. Amendments and bills are accurate and legally sound. Public information and parliamentary research is accurate, comprehensive and targeted for particular needs. Education Centre Teaching and other PEO projects accurately reflect the Parliament and its work. Timeliness: Procedural advice is timely. During sitting periods, amendments drafted as soon as possible after receipt of instructions Scrutiny committee meetings held, documentation provided and reports produced within timeframes set by the Senate or the committees, as relevant. Seminars and lectures held on time and in accordance with advertised schedule; public information projects delivered according to programmed schedule. PEO teaching programs held on time and in accordance with booking schedule. PEO projects delivered according to programmed schedule. 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’ Services Provision of office support and information technology support services for senators and Senate office-holders in their Parliament House offices. Provision of support services, in conjunction with the Department of the House of Representatives, to the Former Members’ Association. Administered items Administration of senators’ printing entitlements. Payment of parliamentary salaries and allowances to senators and office-holders of the Senate.
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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. |
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.
For the 2006-07 financial year, the following areas within the department may be subject to an internal audit:
The planned internal audit program for 2006-07 will be finalised in consultation with the executive and approved by the Audit and Evaluation Committee in August 2006.
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 next survey of senators' satisfaction with departmental services is due in 2007. 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.
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.
