The Department of Parliamentary
Services (DPS) is one of three departments which
comprise the Parliamentary Service, the other two being the
Department of the Senate and the Department of the House of
Representatives.
The Secretary, reporting to the
Presiding Officers of the Parliament (the President of the Senate
and the Speaker of the House of Representatives), is responsible
for managing DPS and providing advice to the Presiding Officers on
matters relating to DPS.
The Presiding Officers have approved
the following Outcome statement for DPS:
Occupants of Parliament House
are supported by integrated services and facilities, Parliament
functions effectively and its work and building are accessible to
the public.
DPS has an Executive and eight
branches, as illustrated in our organisational chart provided at
Figure 1.
Our organisational structure is
referred to as a Plan/Build/Run model. Work units are grouped
according to whether they contribute predominantly to business
planning, capability development/capital investment or operational
service delivery.
Supporting the business model are
our core business principles of continuous improvement, seamless
service delivery and accountability. Specifically, the
organisational structure is designed to improve management
decision-making, increase transparency and accountability, more
effectively allocate resources, better interact with clients and
customers to meet their needs and enhance our overall
performance.
The Secretary is Chief Executive
Officer (CEO) and the principal officer of the
department's leadership team. Executive officers reporting directly
to the Secretary are the Parliamentary Librarian, the Deputy
Secretary and the Chief Finance Officer (CFO).
The office of Parliamentary
Librarian is a statutory one created by the Parliamentary Service
Act 1999 (the Act). The Parliamentary Librarian
reports to the Presiding Officers in respect of statutory functions
detailed in the Act. However, for the exercise of normal management
functions, including as detailed in the Act and the Financial
Management and Accountability Act 1997, the Parliamentary Librarian
reports to the Secretary.
The Parliamentary Librarian is
responsible for the Research Branch and the Information Access
Branch. Under the Act the Parliamentary Librarian is required to
prepare an annual report to the Presiding Officers. The
Parliamentary Librarian's annual report is included at Part 3 of
this document.
The Deputy Secretary is responsible
for the activities of five branches (Strategy and Business
Services[1], Building Services, Infrastructure
Services, Content Management and Product and Service
Development).
The CFO is responsible for the
activities of the Chief Finance Officer Branch.
Each branch within DPS is headed by
an Assistant Secretary and is divided into sections. The roles and
responsibilities of each branch and their achievements and
highlights for the 2008-09 year are described further in
Departmental services (see Departmental
Services).
Figure
1—DPS Departmental Structure at 30 June 2009 (Click on the
image to view a higher resolution version):
The services we provide are
broad-ranging, encompassing the management, maintenance and
provision of information, security, facilities, visitor, building,
maintenance, landscaping, IT network, telecommunications,
broadcasting and Hansard services. Details of the many services
provided by DPS are contained in the DPS Services Catalogue,
available on our web site at
http://www.aph.gov.au/dps/services.pdf. The work of each branch and
their achievements and highlights for the 2008-09 year are
described below.
Parliamentary Library
The Parliamentary Library provides
information, analysis and advice to the Parliament and comprises
the Office of the Parliamentary Librarian and two branches, the
Research Branch and the Information Access Branch.
More detail on the role, functions
and services provided by the Parliamentary Library can be found in
Part 3 of this report.
Building Services Branch
The Building Services Branch (BSB)
delivers a range of services to occupants of and visitors to
Parliament House. These include security and emergency services,
facilities management, retail services, health and wellbeing
services, and guide services. BSB also manages a contract with the
Australian Federal Police (AFP) for the provision of security
within the Parliamentary Precincts.
The protection portfolio of the
Australian Federal Police-Uniform Protection (AFP-UP)—is
contracted to deal with security incidents within the precinct and
provide an armed first response capability for Parliament House.
The AFP-UP also provides security services for the Prime Minister's
Suite and the Cabinet Suite. The AFP officerincharge undertakes the
role of Parliament House Protective Security Controller
(PHPSC).
Of our two security sections,
Security Operations provides operational security and emergency
services largely through Parliamentary Security Service (PSS)
officers, while Security Planning and Administration does workforce
planning functions for the PSS, security training, administration
of security systems, management of keys and locks, as well as
overseeing the pass office and the PSS roster office.
The PSS officers—who are DPS
employees—provide access control and security screening at
all entrance points, a mobile and static security presence
throughout Parliament House, and security services to functions,
official visits and other significant activities within Parliament
House. The PSS provides an unarmed first response capability to
security incidents and duress alarms within the building, as well
as providing an initial first aid service.
Both security sections and the PHPSC
contribute to the development of security policy, and to the
implementation of security and emergency policy, procedures and
response protocols for Parliament House.
The Facilities section administers
the Presiding Officers' policies on the use of Parliament House
facilities by building occupants and members of the public.
Responsibilities include managing the contracts for various
commercial activities such as catering, child care, post office and
bank, providing a range of visitor services (including guided tours
for building visitors and school groups) as well as operating the
Parliament Shop. It also manages the Nurses Centre, which provides
first aid and a limited range of other health services to building
occupants, and the Health and Recreation Centre, with facilities
that include a gymnasium, squash courts, tennis courts, a
multipurpose netball court, a swimming pool, and external playing
fields.
BSB highlights and achievements
Of significant interest to building
occupants, and the public, was the opening of the Capital Hill
Early Childhood Centre in February 2009. The success of the child
care centre project is explored further in the case study on page
22.
Facilities Management successfully
transitioned two new catering contractors into Parliament House
from 1 July 2008. The two contracts cover a range of catering
services including: Queen's Terrace Café, the Staff Dining
Room, Members' Guests Dining Room, functions in the Great Hall and
room service. Improved administrative arrangements were
incorporated into the contracts, particularly in gathering and
responding to customer feedback.
We have also begun reviewing the
licensing arrangements for the provision of commercial services and
tenancies within Parliament House as they are due for renewal.
These reviews incorporate a more commercial management approach to
each licensing arrangement. Some reviews were completed in 2008-09,
and the remainder should be finished in 2009-10.
A comprehensive restructure of the
security and facilities components of BSB was completed during the
2008-09 year, resulting in a number of administration and process
changes which are improving our efficiency and financial
sustainability.
A notable achievement of the Health
and Recreation Centre was the conversion of two under-utilised
tennis courts into a multi-purpose court. The change in purpose
will provide building occupants with enhanced opportunities to
engage in a broader range of sports activities, including netball
and basketball.
During 2008-09 we also developed the
Security Action Plan, which outlines priorities for future security
infrastructure investment. The Security Action Plan complements the
Parliament House Security Strategic Plan 2009-2014, which was also
approved during the reporting year. We are very proud of our
rigorous approach to constant testing of our security arrangements,
and 24 security validation exercises were conducted over the
reporting period.
A review of security arrangements at
Parliament House by the Attorney-General's Department commenced in
March 2009. The final report is expected to be delivered in the
first quarter of 2009-10. The recommendations of the review will
have an impact on both the Security Action Plan and the Security
Strategic Plan.
Infrastructure Services Branch
Looking after the building and the
utility and IT systems of Parliament House is the Infrastructure
Services Branch (ISB). ISB provides day-to-day support to building
occupants and visitors through a number of teams.
The first of these, Maintenance
Services section, operates and maintains the power, airconditioning
and hydraulic services of the building as well as maintaining the
exterior & interior of the building.The section also maintains
engineering drawings and the technical manual library as well as
Parliament House's landscape.
Our Client Support section looks
after customers who use IT, broadcasting and Hansard services. As
well, it provides IT training and assistance, most commonly through
the Client Support 2020 help desk. There are almost 4,800
registered IT users in Parliament House and electorate offices.
Responsibility for second line software and hardware support for
desktop and mobile computing devices, printers, televisions and
pagers is also the responsibility of this section. Over the last 12
months, Client Support has taken over responsibility for office ICT
purchasing and asset management.
Computing Services section takes
care of the central computer facilities such as computer rooms,
server and storage hardware, system and data backup and
restoration, database, application and web site support, software
deployment to workstations and notebooks, IT change control, ICT
security operations and computer account management. The
Information Technology Security Adviser (ITSA) role assists the
chamber departments with their ITSA functions and manages IT
security generally.
The Communication Networks section
provides data and voice communications services to building
occupants. This involves managing data network services such as
connection from the desktop to the network servers, internet and
connections to electorate offices. The section also manages voice
communications services including fixed line telephones and mobile
phone coverage within Parliament House.
Broadcasting Infrastructure and
Support provides day-to-day and strategic direction for the
maintenance of broadcast assets. This includes technical and
maintenance support for the Parliament's broadcasting systems
including television and radio production facilities, audio and
video recording, public address systems for chambers and committee
rooms, the internal multi-channel radio and television system,
internet broadcasting, Emergency Warning and Intercommunication
System (EWIS), division bells and lights and portable recording
equipment for interstate committees.
ISB highlights and achievements
We are heavily involved in improving
environmental and sustainability outcomes for Parliament House. Of
particular concern has been continuing water restrictions applying
in the ACT. A key action to reduce our water consumption has been
trials of various grass species that need less water. Based on a
number of earlier small trials, two varieties of couch grass were
selected for further trials on a larger scale in 2008-09. The
larger scale trials were conducted on the Senate playing field and
the viewing strip directly north of the field. Lessons learnt from
these larger trials will be used to explore the potential for
expanding the use of couch grass across the broader parliamentary
landscape.
In 2008, DPS agreed to participate
in the Whole of Government approach to the electricity market to
negotiate a new electricity contract. Under the new contract, DPS
is purchasing a total 25% of green energy, 15% more than the
contract-stipulated minimum of 10%. Energy consumption and
emissions are covered in more detail in Part 5 of this report.
We conducted an audit of Hearing
Loop systems installed in a number of areas at Parliament House.
The audit confirmed our compliance with current Australian building
and OHS hearing standards, and has provided valuable information
for use in improving facilities for the hearing impaired.
To replace the aging Mobile
Messaging System (MMS), in conjunction with the Department of
Finance and Deregulation we commenced a pilot of BlackBerry
technology in January 2009. The successful piloting of the
BlackBerries allowed us, from May 2009, to commence a program of
replacing Senators' and Members' MMS phones as they reached their
end-of-life. The project should be completed in 2009-10, and will
mean Senators and Members are provided with modern personal
electronic devices that deliver better services and
reliability.
We implemented several major IT
systems during 2008-09 including ParlInfo Search, a new intranet
(DPS Staff Portal), and the piloting of the Windows Vista operating
environment. Between July and December 2008, Parliament House and
electorate offices were upgraded to Microsoft Office 2007, with
Client Support providing training, information sessions and support
from July 2008. Online self help for users of the Parliamentary
Computing Network (PCN) was also implemented during the year.
We installed new spam management
software during the year, with greatly improved spam management
functionality for all PCN users. What had been several hundred spam
messages daily came down to less than 10 on most days.
With a large number of new IT system
installations occurring over 2008-09, including during
parliamentary sitting periods, ISB is very proud of the high levels
of system availability achieved during the year. The result
reflects the time and effort we have invested in planning and
maintenance scheduling.
Content Management Branch
Content Management Branch (CMB) is
responsible for broadcasting and archiving the audio-visual record
of chamber and committee proceedings and for producing the Hansard
record. CMB also coordinates the management of DPS records and
knowledge.
Broadcasting Content section
produces and distributes live audio and video coverage of all
proceedings of the two chambers and the Main Committee of the House
of Representatives. It televises selected parliamentary committee
proceedings in Parliament House, provides audio coverage of
hearings held in other venues around Australia and a public address
system for these venues, as well as systems for the
hearing-impaired in many locations within Parliament House. The
proceedings are broadcast internally and also webcast via the
internet.
Our Hansard section transcribes and
prepares for publishing reports of proceedings in both Houses of
Parliament and the Main Committee of the House of Representatives
as well as all parliamentary committee hearings.
The Knowledge Management section is
responsible for the document and records management of DPS,
ensuring DPS complies with the Archives Act 1983, with audit
recommendations for records management and with Commonwealth
Intellectual Property Principles.
During 2008-09, the Knowledge
Management section amalgamated with the Web Content section and now
also has responsibility for developing and disseminating policy and
guidelines to ensure compliance with web content legislation and
best practice.
CMB highlights and achievements
2008-09 saw substantial increases in
parliamentary workload which had a direct impact on Hansard and
broadcasting services. Parliamentary committee workload has doubled
since 2007. There was also a noticeable increase in the number of
requests for 24 hour turnaround on transcripts for committee jobs,
often during already busy sitting weeks. Absorbing the additional
workload within existing resources has been challenging, and we are
particularly proud of having met our customers' needs during this
very busy time.
With the demanding combination of
increased workload and budgetary constraint, we have investigated
ways to streamline our work practices and processes. For example,
for interstate parliamentary committee hearings the longstanding
practice was to send both a Hansard officer and a broadcasting
officer to support the committee's work. In 2008-09 we commenced a
trial of single officer support, by sending only the broadcasting
staff member. In addition to capturing an audio record of the
proceedings the broadcasting officer now also records the voice log
used to assist subsequent transcription from the audio record.
Results so far are very promising and suggest the possibility of
significantly reduced travel costs involved in providing the
service, as well as increasing resources available in Parliament
House for transcription of committee hearings.
The above is but one example of the
kind of smarter, leaner, Broadcasting and Hansard services that CMB
has delivered during 2008-09.
During the year, our Knowledge
Management section commenced a phased implementation of DPS's new
Electronic Document and Records Management System (EDRMS). The
EDRMS allows our staff to capture and electronically file corporate
documents and records, including emails. Nearly 15 per cent of
staff have been trained to use the EDRMS, and training will
continue throughout 2009-10. Implementing the EDRMS has
significantly increased our ability to find and retrieve
information, avoid duplication and ensure recordkeeping compliance.
It also has environmental benefits, as fewer paper files are being
created. A gradual decrease in the number of physical records
requiring storage is expected.
During 2008-09 we embarked on a
project to transfer Parliament House Construction Authority (PHCA)
records to the National Archives. The PHCA records comprise
drawings and plans of Parliament House, plus details of all the
contract and building works relating to the building's
construction. The project required DPS to assess the records,
sentence them, and take action accordingly under the DPS Records
Authority. The transfer of these nationally important records to
the National Archives ensures their survival for future
generations.
Finally, work commenced on a project
to modernise our video and audio equipment and records. The project
will replace existing equipment with a server-based video and audio
information capture, storage and replay system, and includes
transferring old video and audio broadcasting records from
tape-based media to digital formats. The project will allow us to
streamline some of our broadcasting operations and provide
additional online services.
Product and Service Development Branch
The Product and Service Development
Branch (PSDB) is responsible for the management and delivery of
projects within DPS. PSDB also manages the Parliament House Art
Collection.
The Building and Security Projects
section is responsible for managing the delivery of building,
engineering and security projects related to refurbishment,
modification, upgrade, replacement or new works in Parliament House
and the Parliamentary Precincts.
The Technology Projects section
manages the delivery of projects related to the installation and
implementation of IT, broadcasting, communication and security
technology systems and infrastructure.
The Project Management Office is
responsible for ensuring all projects are undertaken using a
consistent project management methodology, including providing
project management guidance and support to all project stakeholders
and providing performance reporting on project progress.
Finally, the Art Services section
manages the Parliament House Art Collection, with responsibilities
including artwork acquisitions, collection conservation and
managing access to artworks for display in Parliament House and the
Parliamentary Precincts. The section also administers the Historic
Memorials and Gifts Collections.
PSDB highlights and achievements
A major achievement this year was
the successful completion of the project to establish a child care
centre within Parliament House. The project involved converting the
old staff bar into a modern child care facility that included
indoor and outdoor play areas. The project was delivered on time
and within budget, and the Capital Hill Early Childhood Centre
opened in early February 2009 (see the case study on page 22).
We also completed a major
refurbishment of the Staff Dining Room, including a complete
redesign of the servery area and complete kitchen upgrade. New
dining room furniture and lighting systems, and an upgrade of the
disabled toilet were delivered in stages following the opening of
the servery area in February 2009. To open in time for the
resumption of Parliament was pleasing given the tight construction
timeframe over the Christmas/New Year period, which is usually a
shut down period for the construction industry.
Another project completed in 2008-09
upgraded disabled access from the Senate basement car park to the
Senate entry foyer. The work included widening doors and installing
actuators to comply with standard disability access
requirements.
Other significant projects PSDB
completed during 2008-09 included the ParlInfo Search project, the
new Bills System, the Document Production System upgrade and the
installation of a wireless computer network for users of the
parliamentary network.
In 2008-09, 93 new artworks were
purchased for the Parliament House Art Collection. The new
acquisitions address under-represented priority areas for
acquisition, including works by indigenous and female artists.
Eighteen artworks received conservation treatment in 2008-09.
Community engagement with the
Parliament's art collections is an important goal, achieved through
a program of specific exhibitions at Parliament House and
reciprocal loan arrangements with other institutions.
A significant installation was the
display of 33 indigenous artworks in the Presiding Officers
Exhibition Area from December 2008 to January 2009. In addition, a
permanent display of the Apology manuscript by Gemma Black, and
glass coolamon by Bai Bai Napangarti, has been installed in the
Members Hall.
Important new loans of artworks
established during the reporting year included five portrait busts
and one painting to the National Portrait Gallery for the opening
of their new building in December 2008, and a number of artworks
for the opening of the Museum of Australian Democracy at Old
Parliament House in May 2009.
Substantial improvements in PSDB
administration and processes occurred during the year, including
the establishment of panel contracts for architectural design and
engineering services, formation of pre-qualified lists of
construction contractors and consultants, and the development of a
suite of industry standard construction contracts. These process
enhancements have reduced tendering times, improved the quality of
construction projects delivered, and reduced contract
administration complexity for both the industry and DPS.
Strategy and Business Services Branch
Strategy and Business Services
Branch[2]
(SBSB) provides strategic planning and business services to support
DPS's operations and strategic aims. The four SBSB sections
primarily contribute to the plan services as well as general
corporate support to the department.
The first of these sections,
Strategic Planning and Policy (SPP), works with other areas of DPS
to develop strategy, particularly relating to energy and water,
heritage management, Broadcasting, IT and security. Other
significant areas of SPP's work include collaboration with other
areas of the department to ensure that technical and design
integrity standards are maintained, including compliance with
Building Code of Australia standards and regulations.
SPP also manages Parliament House
environmental matters, including energy and water usage and waste
management. The section includes the Parliamentary Service Liaison
Officer (PSLO), a position funded by the three parliamentary
departments. The PSLO provides advice to the parliamentary
departments on service-wide issues and matters related to the
Parliamentary Service Act 1999.
The HR Services section provides a
complete range of human resources services to DPS, including
payroll and personnel records management, recruitment, learning and
development, performance management, workplace diversity, workers'
compensation and rehabilitation, occupational health and safety
(OHS) and workplace relations.
Governance and Business Management
section is responsible for risk and fraud management, internal
audit functions, insurance and legal liaison, performance reporting
and external statutory reporting including portfolio budget
statements and annual reports. The section also supports the Audit
and Joint House Committees.
The fourth section, Customer
Services and Communication, is the first point of contact for all
enquiries relating to new projects and potential new services.
Responsibilities include customer account management for the
chamber departments and the Department of Finance and Deregulation
(Finance), administration of the Request Approval Process (RAP),
maintaining the DPS Services Catalogue, and the preparation and
delivery of customer surveys.
SBSB highlights and achievements
In the reporting year, Strategy and
Business Services Branch focused on providing improved corporate
services to DPS, and there were a number of notable highlights.
Many of our environmental and
heritage achievements are included in the Part 5 of this report.
However, we are particularly proud of finalising the Waste
Strategic Plan 2008-2011, which will help Parliament House in
achieving its environmental and sustainability goals for the next
three years. We also undertook an energy audit for Parliament
House, which included transport for building occupants travelling
to work (excluding Senators' and Members' and their staff's air
travel). The audit has helped identify priorities for future energy
improvements. More detailed information on the Waste Strategic Plan
and the energy audit can be found in Part 5 of this report.
The first online DPS Suggestion Box
went live in December 2008 to facilitate suggestions from all DPS
staff. Eighteen suggestions and comments were received by the end
of the reporting year. These covered a range of topics including
our intranet (staff portal), building facilities, catering, IT and
corporate services. Some of the suggestions have been very
valuable. For example, visitors travelling to Parliament House by
public transport have to alight at the bus stops located at the
Senate and House of Representatives entrances which do not allow
public access to the building. Visitors are often unsure of how to
get to the public entrance. The suggestion focused on improving
signs at the public bus stops. DPS has taken this suggestion on
board and is in the process of developing clearer signs.
Continued improvements in DPS's risk
management policy and framework, coupled with significant advances
in business continuity planning, were recognised. As a consequence
we had an improved score in Comcover's Risk Management Benchmarking
Survey, increasing from 5.3 in 2008 to 6.9 in 2009. Aside from
confirming improvements to our risk management capability, the
improved score led to a useful reduction on our Comcover
premium.
Successful negotiation of a new
three year Union Collective Agreement with effect from 30 October
2008 was a major achievement. This in turn meant a significant
implementation workload, with a very tight deadline, for the HR
section. HR managed the implementation on time with a mix of skill
and commitment. Importantly, the new agreement replaced two
previous agreements, and represents a productivity improvement for
the management and delivery of DPS payroll services.
Enhanced induction processes
implemented during the year included a more comprehensive induction
package and improved monitoring of induction and probation
activities. The changes provide a better induction experience for
incoming employees, with better information on induction and
probation effectiveness and outcomes for the department.
A significant review conducted in
2008-09 looked at access to Parliament House services and
facilities by disabled persons. Implementation of the review's
recommendations of the review will be occurring over 2009-10. This
should result in significantly improved disabled access for
building occupants and visitors, and improved return to work
capability for DPS staff.
The completion of the Parliament
House Security Strategic Plan 2009-2014, and the development and
implementation of the Information Technology Security Policy, were
particular highlights of the Strategic Planning and Policy section
in 2008-09. Together, these documents will greatly assist delivery
of security services for all building occupants.
Chief Finance Officer Branch
The Chief Finance Officer Branch
(CFOB) of DPS consists of two sections providing advice to the
Executive, Assistant Secretaries and other DPS managers on a range
of financial issues including compliance with statutory
requirements. The branch maintains the Chief Executive's
Instructions (CEIs), Chief Executive's Procedures (CEPs) and
various financial delegations.
The Finance section provides
financial information supporting internal management
decision-making. Key services include compiling monthly and annual
financial statements and monthly management reports, developing
internal accounting policies and procedures, performing a treasury
function and providing asset and taxation management. Furthermore,
the section is responsible for accounts payable and receivable,
developing and maintaining the CEIs, CEPs and procedural guides,
and budget preparation for all internal cost centres.
Our Procurement, Contract Management
and Logistics section provides advice on a range of procurement
issues and manages the general services contracts. It develops and
issues procurement and contract management policies to ensure
legislative, regulatory and procedural obligations are observed. It
also provides specialised procurement, contract development and
tendering advice and services to ensure that value for money is
being achieved in our various contracts. The Logistics sub-section
receipts, tracks and delivers mail and other goods into Parliament
House, records all outgoing consignments and manages a waste
service.
CFOB highlights and achievements
During the reporting period, Finance
staff generated unqualified financial statements for 2007-08 for
the sixth consecutive year. In addition, no financial issues were
raised at the 2008-09 interim audit. These outstanding financial
results have helped DPS receive a low risk accreditation by the
Australian National Audit Office, and reflect the high level of
confidence held by external stakeholders in the effectiveness of
our financial controls and operations.
A major review of our procurement
and support services roles was undertaken, resulting in a
restructure of the area and reallocation of responsibilities. This
has resulted in administrative and cost savings for DPS, enabling a
higher level of concentration on contract management. In
conjunction with the implementation of a new centralised
procurement management model, these changes have helped ensure that
we obtain value for money through more efficient, effective and
ethical procurement practices. In turn, this has led to lower
procurement costs and better levels of accountability.
The 2008-09 year also saw the
implementation of a new contracts database, which has significantly
improved contract management and enhanced our contract reporting
capability. The new database is used in managing the contract life
cycle, from identification of a need and approach to market,
through to contract monitoring and contract performance
management.
The Logistics sub-section undertook
a range of activities that have enhanced safety for the work area
and for building occupants generally. These include the
implementation of enhanced security processes for receiving
incoming goods, improved food-handling processes in collaboration
with parliamentary catering providers, and a number of occupational
health and safety enhancements.