Our outcome is to: Support the functions of Parliament and parliamentarians through the provision of professional services, advice and facilities and maintain Australian Parliament House.
In support of this Outcome, DPS met 13 of the total 18 performance criteria outlined in our 2016–17 PBS and 2016–17 Corporate Plan. The 2016–17 Corporate Plan for DPS reflects our purpose in our four strategic themes and outlines how we seek to achieve that purpose. Each strategic theme is linked to our performance criteria and allows us to track our performance against our purpose.
Further analysis provides detail in relation to where DPS’ performance requires the greatest attention and where efforts should be made for development and improvement. There were a number of areas in which we saw improvement across the performance criteria from the 2015–16 results however we need to continue to strengthen our processes to continue to meet and improve on our targets.
Table 14: 2016–17 Performance criteria results
| Performance Criteria |
2016–17 Target |
2016–17 Results |
Target achieved (Gap) |
| Number and types of visitor interactions |
| Number of Visitors |
(equivalent or greater to the same period last year) |
759,005 |
(+33,013) |
| Number of virtual visitors |
(equivalent or greater to the same period last year) |
5,190,519 |
(+484,115) |
| Number of visitors for DPS school tours |
(equivalent or greater to the same period last year) |
127,176 |
(-116) |
| Number of participants to DPS organised tours and events |
(equivalent or greater to the same period last year) |
73,879 |
(-950) |
| Visitor satisfaction with Australian Parliament House Experience |
| % of visitor feedback indicating their visit met or exceeded expectations |
85% |
96.70% |
(+11.70) |
| % of virtual visitor feedback indicating their visit met or exceeded expectations |
85% |
85.71% |
(+0.71) |
| % of school visitor feedback indicating their visit met expectations |
85% |
96.62% |
(+11.62) |
| % of participants attending DPS tours and events indicating their visit met or exceeded expectations |
85% |
97.94% |
(+12.94) |
| Building occupant satisfaction with timeliness and quality of DPS services |
| % of building occupant feedback indicating a satisfied or neutral rating within timeliness and quality of DPS services |
75% |
90.17% |
(+15.17) |
| Breakdown by service category |
| Food and beverage/catering services |
|
88.34% |
(+13.34) |
| Retail/sporting services |
|
94.85% |
(+19.85) |
| Maintenance/cleaning services |
|
89.34% |
(+14.34) |
| Security services |
|
93.08% |
(+18.08) |
| Parliamentary reporting and recording |
|
97.67% |
(+22.67) |
| ICT services |
|
86.05% |
(+11.05) |
| Visitor/Art services |
|
94.98% |
(+19.98) |
| Parliamentary Library Service KPIs are achieved |
| % of Library Services KPIs set out in the annual Library Resource Agreement that are achieved |
90% |
90% |
(+0.0) |
| ICT Service Standards are achieved |
| % of ICT Service Standards outlined in the ICT SLA that are achieved |
90% |
88.33% |
(-1.67) |
| Hansard Service KPIs are achieved |
| % of Individual draft speeches delivered within two hours of speech finishing |
85% |
91.74% |
(+6.74) |
| % of electronic proof Hansard reports delivered within agreed timeframes |
95% |
90.09% |
(-4.91) |
| % of committee transcripts delivered within agreed timeframes |
95% |
98.78% |
(+3.78) |
| Continuity of Design Integrity |
| % of projects that have a material impact on design integrity of the building where design integrity is maintained or improved |
90% |
90.00% |
(+0.0) |
| Building Condition Rating |
| % of building areas reviewed that are assessed as being in good or better condition |
80% |
80.88% |
(+0.88) |
| Landscape Condition Rating |
| % of landscaped areas reviewed that are assessed as being in good or better condition |
85% |
87.67% |
(+2.67) |
| Engineering Systems Condition Rating |
| % of critical engineering systems reviewed that are assessed as being in good or better condition |
90% |
49.56% |
(-40.44) |
A breakdown of performance across the two Programs delivered by DPS provides high level insight into the performance for 2016–17.
Outcome 1—Program 1: Parliamentary Services
DPS has three strategic themes related to Program 1:
- respond to the changing needs of the Parliament
- develop our capability to promote strong stewardship and robust organisational resilience, and
- enhance the Parliament’s engagement with the community.
Underneath these strategic themes sit the objectives DPS is trying to achieve; these are outlined in our 2016–17 PBS and Corporate Plan.
We met 10 out of the 14 performance criteria against Program 1, a result of 71.43 per cent.
Program 1 has seen a slight decline in results from 2015–16. Where performance criteria targets have not been met, this has been by very small margins in all cases for Program 1, results below target have been within 5 percentage points of the target.
In 2016–17 we continued to provide high quality connected services to parliamentarians, building occupants and visitors to APH. Our commitment to providing excellent client service is reflected in our performance criteria results.
The areas in which DPS performed well over the 2016–17 reporting period include visitors to APH, virtual visitor numbers, building occupant satisfaction, Parliamentary Library services and Hansard services. While the Building Occupant Satisfaction Survey achieved results well above the target, this indicates that the target should be reviewed and potentially be lifted to reflect the standard DPS aims to achieve. We are committed to undertaking further work on this and other performance criteria prior to the 2018–19 PBS.
While there have been a number of positive achievements in 2016–17, further work is required to strengthen our accountability at all levels and to improve the quality of service we provide to achieve our purpose.
We did not achieve four of the 14 Program 1 performance criteria. Number of visitors for DPS school tours, number of participants to DPS organised tours and events, ICT service standards and percentage of electronic proof Hansard reports delivered within agreed timeframes all came in below the target. As outlined in the analysis for each of these performance criterion, a range of different factors have contributed to these results and some were very close to the target. In each area, work is under way, and ongoing, to improve results against these criteria and ensure we meet the performance targets for 2017–18.
In the 2016–17 reporting period we focussed on working collaboratively with the other parliamentary departments, moral rights holders and external entities to improve the way we deliver against our purpose. We recognise further growth is essential to continue to maintain and build relationships for the benefit of our clients.
Outcome 1—Program 2: Parliament House Works Program
DPS has one strategic theme related to Program 2:
- effective stewardship of APH.
Underneath this strategic theme sit the objectives DPS is trying to achieve; these are outlined in our 2016–17 PBS and Corporate Plan.
We met three out of the four performance criteria against Program 2, a result of 75 per cent.
Program 2 has seen an increase on the results from 2015–16. This is a positive result; however the improvement has been assisted through changes to the methodology and targets for the performance criteria in the 2016–17 reporting period.
Results for both the BCR and the ESCR in 2016–17 showed a decrease over the 2015–16 results. While the BCR met the 2016–17 target the results declined by 7.57 percentage points from 2015–16. This was influenced by the change in methodology which we believe will provide a more accurate analysis of the building condition of APH.
The ESCR had a much sharper decline of 39.17 percentage points. The decline is a result of DPS engaging an independent third party expert to review the methodology applied to the ESCR and assess the condition of APH essential building services and assets. This comprehensive review confirmed that the previous methodology did not meet DPS’ requirement and highlighted opportunities for improvement. This review additionally confirmed the capital works program will improve performance in this area over the next four years and improve services for parliamentarians and building occupants and visitors.
A number of significant activities planned under this Program over the next four years include:
Table 15: Program 2 activities
| Project Name / Priority |
Description |
Timeframe (estimated delivery date) |
| Boiler Plant Replacement |
Replacement of the boiler plant supplying hot water to APH |
June 2019 |
| Carpark enhancement |
Works to improve accessibility and way finding in the public car park |
June 2018 |
| Height safety |
Relates to all WHS risks associated with working at heights together with any risk to staff or the general public created by areas exposed to heights |
June 2018 |
| Building information |
Capital works documentation updating and records management |
June 2018 |
| Emergency Generator Upgrade/ Review of electrical essential power requirements |
Review of electrical essential power requirements and replacement of end-of-life emergency generators |
June 2018 |
| Fire systems |
Upgrade to the fire sprinkler services to meet current standards |
February 2018 |
| Passive fire audit and rectification |
June 2019 |
| Fire Safety Strategy and Policy |
June 2020 |
| Air-conditioning |
Replacement of all major HVAC air handling plant |
June 2020 |
| Lighting systems |
Light fitting upgrades to lower energy luminaires |
June 2020 |
| Emergency lighting monitoring |
June 2020 |
| Lighting Control Upgrade |
November 2020 |
| Lift Systems Upgrade |
End of life systems refurbishment and code compliance works |
June 2020 |
| APH Preventative Maintenance |
Ongoing building maintenance program to ensure the continuing operation of the Parliament |
Ongoing |