Corporate governance

Corporate governance mechanisms

The department’s operations are governed by the Parliamentary Service Act 1999 and the Financial Management and Accountability Act 1997 and are subject to provisions of the Fair Work Act 2009 and other legislation.

In 2010–11, the department’s mechanisms to implement best practice corporate governance included senior management and consultative committees and a strategic corporate plan.

Management committees

At the strategic level, two groups under the supervision of the Clerk’s Office, the Program Managers’ Group and the Audit and Evaluation Committee, are responsible for implementing and monitoring corporate governance principles. The department’s Senate Management Advisory Group assists the Program Managers’ Group. During the reporting period, the Deputy Clerk assumed the chair of the Program Managers’ Group. The Clerk, Deputy Clerk and the program managers also met as a senior officer group periodically throughout the year.

The Workplace Consultative Committee is the forum through which formal consultation on workplace relations occurs between the department and staff.

In addition, the department participates in the interdepartmental committees through which the parliamentary departments coordinate Parliament House–wide matters.

The role, membership and activities of the department’s senior management committees and advisory groups are described in figure 20.

Figure 20 Management and advisory groups, 2010–11
  Audit and Evaluation Committee Program Managers' Group Senate Management Advisory Group Workplace Consultative Committee



  • internal and external audits
  • administrative, operating and accounting controls
  • risk management.

Supervise the annual internal audit program.

Ensure best practice financial management and reporting, fraud control and business risk monitoring.

Coordinate corporate governance matters, including:

  • human resource management
  • risk management and planning
  • financial planning
  • departmental service quality.

Discuss departmental proposals, policy initiatives and changes. Advise the Program Managers’ Group on leadership and managerial matters.

Serve as the principal forum for formal consultation between the department and staff on workplace relations.

Monitor and evaluate the impact of the department’s enterprise agreement.

Consider employment-related initiatives and matters that affect staff in the workplace.


4 meetings

Considered various matters which were reviewed by the department’s internal audit service provider, including:

  • certificate of compliance processes
  • procurement and contract management processes
  • payroll services review.

Prepared an annual report to the Clerk and to the Senate Appropriations and Staffing Committee.

8 meetings

Examined matters including:

  • budget planning and reporting
  • business continuity plans
  • development of a new enterprise agreement for non-SES staff
  • human resource delegations, authorisations and policies
  • the Parliament of Australia Graduate and Working in the Senate programs
  • workforce planning
  • information technology issues
  • the department’s structural review
  • election period projects.

8 meetings

Reviewed various redrafted and new departmental policies.

Contributed to the department’s structural review by:

  • organising two facilitated meetings to consider the review’s terms of reference
  • preparing a submission for the review steering group.

Considered for future review the group’s terms of reference and its future role and activities in the strategic management of the department.

4 meetings

Provided advice and recommendations on:

  • various redrafted and new departmental policies
  • work level standards
  • the meal allowance rate
  • the department’s health promotion program
  • the role and responsibilities of the committee.


Program managers and an independent member.

Chaired by the Deputy Clerk.

Observers: Chief Finance and Information Technology Officer, representatives from the Australian National Audit Office and the department’s internal audit service provider.

Program managers.

Chaired by the Deputy Clerk.

All departmental Parliamentary Executive Level 2 staff.

Convenor elected annually by the group.

The Usher of the Black Rod, the Clerk Assistant (Procedure), up to 12 elected staff representatives and union representatives.

Chaired by the Usher of the Black Rod.

Structural review

As mentioned in the Clerk’s Office section, the structural review referred to in last year’s annual report was finalised during the reporting period. In particular, the duties of the Deputy Clerk were redefined to include an increased governance role and responsibility for information management and inter-parliamentary relations. Preliminary planning also commenced to establish the Senate Public Information Office (SPIO) and the learning and development framework for staff was designed and implemented. Several projects recommended as part of the review were also commenced (and some completed) during 2010–11.  

Corporate plan and work plans

The corporate plan outlines the department’s strategic direction in providing non-partisan advice, support and information to senators, and information about the Senate and its committees to the public. The department continued to implement the current corporate plan throughout 2010–11 and work has commenced on its revision.

Annual work plans detail the tasks and expected performance results for each office of the department. Regular reports to the Clerk showed continued progress on the work plans during 2010–11.

Fraud control and business risk management

The department has in place appropriate fraud prevention, detection, investigation and reporting mechanisms that comply with the Commonwealth Fraud Control Guidelines, as certified by the Clerk in appendix 3.

This framework for managing risk is revised regularly and made available to all staff via the department’s intranet.

Consistent with the Financial Management and Accountability Act 1997, the Clerk’s Instructions and Financial Management Guidelines promote the proper use of the department’s resources. They are reviewed on an annual basis to maintain their applicability and coverage.

Risk mitigation strategies and the assessment of existing risk controls are regularly considered by senior management and reported to the department’s Audit and Evaluation Committee.

During 2010–11, the department conducted a fraud risk assessment and reviewed the fraud control plan which was endorsed by the Audit and Evaluation Committee, which has fraud control as a standing item on its meeting agendas. In addition, the risk management plan is a standing item for consideration at meetings of both the Program Managers’ Group and the Audit and Evaluation Committee.

Ethical standards

The department upholds the Parliamentary Service Values and employees are required to comply with the Parliamentary Service Code of Conduct set out in the Parliamentary Service Act 1999. The values and code are integrated into departmental policies, where relevant, and into the corporate plan, which expresses the department’s commitment to:

  • independence and integrity
  • good management and continuous improvement
  • probity and accountability.