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Annual Report 2001–02 You are currently viewing: Annual
report > Departmental Overview Departmental Overview
Role and functionsThe Department of the House of Representatives is established under the Parliamentary Service Act 1999 and is one of five parliamentary departments supporting the Australian Parliament. The other four parliamentary departments, the Department of the Senate, the Department of the Parliamentary Reporting Staff, the Department of the Parliamentary Library, and the Joint House Department, report separately to Parliament. The departments purpose, as set out in its corporate plan, is to support the House of Representatives and the Parliament by providing advice and services of the highest standard. The department provides services to support the work of the House of Representatives and its committees and a number of joint committees. The department provides a range of services for members, principally in Parliament House. The department is responsible also for the Parliaments international and regional relations and for activities to promote the work of the House in the community. The department works in partnership with the Department of the Senate and other parliamentary departments, the Office of the Official Secretary to the Governor-General and other government agencies to ensure that the outcomes of parliamentary proceedings are processed and recorded accurately and on time.
StructureIn financial year 200102, the department comprised 10 offices managed by the Senior Executive that is, the Clerk of the House, the Deputy Clerk and, until March 2002, three Clerks Assistant (Senior Executive Service Band 1). In March 2002, one of the departments Clerks Assistant was designated the Serjeant-at-Arms and assumed management responsibility for members services and corporate support functions, previously the responsibility of the Clerk Assistant (Corporate Services). The Clerk Assistant (Table) retained responsibility for the Table and Chamber Research Offices and assumed responsibility for the Liaison and Projects Office. The Clerk Assistant (Committees) retained responsibility for the Committee Office and the Parliamentary Relations Office. The organisational structure prior to March 2002 is shown in Figure 1 and the organisational structure at 30 June 2002 is shown in Figure 2.
Organisational StructureFigure 1 Organisational structure (prior to March 2002) Figure 2 Organisational structure (as at 30 June 2002)
Outcome and output structureThe department contributes to a single outcome: The House of Representatives fulfils its role as a representative and legislative body. Although the departments organisational structure changed during the financial year, the outcome and output structure and reporting framework for 200102 remained consistent with those described in the departments 200102 Portfolio Budget Statements. The departments outcome and outputs structure is shown in Figure 3 and the relationship between the output structure and the organisational structure is shown in Figure 4. As part of its strategy to align better its output and organisational structures, the department reduced the number of output groups from four to three with effect from 1 July 2002, as reflected in the departments 200203 Portfolio Budget Statements. The new outcome and output structure will be the basis on which the department will report in financial year 200203. Figure 3 Outcome and outputs structure (as at 30 June 2002) Figure 4 Organisational contribution to outcome (to 30 June 2002)
Financial performanceIn financial year 200102 the department recorded a surplus from normal departmental operations of $2.7 million after taking into consideration the imposition of the capital use charge. This represented a turnaround from the previous two financial years, in which the department recorded a loss from normal operations. The change in the operating result of the department reflected an increase in departmental revenue and, to an extent, a reduction in expenses. While there was a decrease in demand for departmental services in 200102, such as occurs in an election year, expenses remained relatively stable over the period, reflecting variations in expenditure for asset replacement. The decreased demand in 200102 will be offset by higher demand for departmental services over the next two years of the parliamentary cycle. Revenue was higher in 200102 because the department obtained additional funding to account for additional depreciation and capital use charge liabilities that had not been recognised at the time the base was set in 199899. In addition, funding was also received to cover the administrative support costs incurred by the department in supporting two additional members of the House of Representatives, the number of members rising from 148 to 150. Figure 5 provides comparative information on the departments financial performance for the period 19992000 to 200102.
Service standardsDuring the year, a working group formulated two service charters one for members of the House of Representatives and one for persons interested in the Parliament. Both charters present an opportunity for the department to create better awareness of the services it provides and the service standards it aims to achieve. More importantly, the charters provide a basis for members and other persons interested in the Parliament to assess the quality of services they receive. The Department of the House of Representatives Service Charter was published in the Members Handbook produced for the Fortieth Parliament. The Service Charter: Community Service Standards was published on the departments website, at www.aph.gov.au/house/dept/service.htm, and made available in a leaflet.  Enhancements to the departments management reporting mechanisms during the financial year were designed to assist managers in their decision making. Further enhancements will be made in 200203, with the implementation of a new financial management information system Oracle Financials. Implementation of the PeopleSoft human resource management information system also enabled the department to reflect more accurately prices against outputs (see Table 1 Summary of resources for Outcome 1). You are currently viewing: Annual
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