This Part provides information on
the Department of Parliamentary Services (DPS) management and
corporate governance practices, and how we meet our accountability
obligations. It includes several specific reports required under
Commonwealth legislation.
Introduction
The President of the Senate and the
Speaker of the House of Representatives (The Presiding Officers)
have joint powers in relation to DPS similar, but not identical, to
those of a Minister administering a department of state.
Parliamentary departments are distinct from government departments,
in that they serve the Parliament, not the Government, and operate
under the Parliamentary Service Act 1999, not the Public Service
Act 1999.
The Presiding Officers are assisted
by the Joint House Committee, the Joint Standing Committee on the
Parliamentary Library, the Security Management Board, the Presiding
Officers' Information Technology Advisory Group and the Art
Advisory Committee. The role of each of these committees is
outlined below.
Committees advising the Presiding Officers
Joint House Committee
The Joint House Committee (JHC)
consists of the members of the House Committees of the Senate and
the House of Representatives. Members of those committees are
appointed under Senate Standing Order 21 and House of
Representatives Standing Order 327 respectively. The two committees
meet together as the Joint House Committee.
The JHC advises the Presiding
Officers on the provision of services and amenities to Senators,
Members and staff located in Parliament House.
Security Management Board
The Security Management Board (SMB)
is established pursuant to section 65A of the Parliamentary Service
Amendment Act 2005. The function of the SMB is to provide advice to
the Presiding Officers on security policy and the management of
security measures for Parliament House.
Membership of the SMB is as
follows:
- the Secretary of DPS;
- the Usher of the Black Rod; and
- the Serjeant-at-Arms.
In addition, the SMB may invite
representatives of organisations involved in the development of
security policy and provision of security services to Parliament
House to attend meetings. Representatives include officials from
the Australian Federal Police, the Attorney-General's Department,
the Department of Finance and Deregulation as well as DPS.
Joint Standing Committee on the Parliamentary Library
The Joint Standing Committee on the
Parliamentary Library was re-established for the 42nd Parliament by
motions of the Senate and the House of Representatives on 12
February 2008.
At the commencement of each
Parliament, six Senators and seven Members of the House of
Representatives are appointed to the committee.
Information about the role and
functions of the Joint Standing Committee on the Parliamentary
Library, including its terms of reference, can be found in Part 3
of this report.
Presiding Officers' Information Technology Advisory Group
The Presiding Officers' Information
Technology Advisory Group (POITAG) comprises seven Senators and
eight Members of the House of Representatives, appointed at the
commencement of each Parliament.
POITAG's terms of reference are
to:
- identify and advise the Presiding Officers on
the information and communication technology (ICT) requirements of
Senators and Members;
- monitor and assess the performance of those
areas of the parliamentary administration providing ICT-related
services; and
- advise and assist the Presiding Officers on
issues relating to the efficient and cost-effective use of ICT in
the Parliament.
Art Advisory Committee
The purpose of the Art Advisory
Committee (AAC) is to assist the Presiding Officers in determining
the suitability of artworks for addition to the Rotational
Collection within the Parliament House Art Collection (PHAC).
Membership of the AAC includes:
- the Presiding Officers;
- the Deputy President;
- the Deputy Speaker; and
- the Secretary of DPS.
AAC meetings are attended by an
independent art adviser from the staff of the National Gallery of
Australia.
The AAC's terms of reference are
to:
- provide guidance on the Rotational Collection
Acquisition Policy, and set short-term priorities for
acquisitions;
- assess acquisition proposals in accordance
with the acquisition policy and priorities; and
- provide advice on other matters relating to
the display and management of artworks in the Parliament House Art
Collection as considered necessary by the Presiding Officers.
DPS committees
Strategy and Finance Committee
The Strategy and Finance Committee
(SFC) is an essential part of DPS's corporate governance
arrangements, and consists of the Secretary, the Deputy Secretary,
the Parliamentary Librarian, the Chief Finance Officer and the
Assistant Secretary, Strategy and Business Services Branch[32].
The role of the SFC includes:
- deciding the strategies and strategic
policies of DPS, and monitoring their implementation;
- coordinating DPS input into
whole-of-Parliament operational and strategic issues;
- formulating DPS policy on all financial
matters;
- allocating annual budgets, and reallocating
funding during the year as required;
- monitoring financial performance; and
- allocating asset replacement and administered
funds to approved projects to be delivered by DPS and monitoring
the progress of approved projects for expenditure of asset
replacement and administered funds.
Executive Committee
The Secretary is assisted in the
management of the department by the Executive Committee (EC), which
includes the Deputy Secretary, Parliamentary Librarian and all DPS
Branch Managers. The Executive Committee advises the Secretary and
the Parliamentary Librarian on policy and operational matters
affecting DPS as a whole or affecting significant parts of DPS.
This committee considers the
development and implementation of the DPS governance framework and
associated processes, including risk management and business
planning. The EC also deals with a range of policy matters in areas
such as Occupational Health and Safety, environmental issues, and
departmental organisation issues.
Discussion at the Executive
Committee informs decisions of the Strategy and Finance
Committee.
The committee also acts as a
communication tool and venue for discussing major departmental
events.
The Assistant Secretaries relay
information about the activities of the Executive Committee to
their staff. Minutes of meetings are also published on the intranet
(DPS Staff Portal).
Audit Committee
The Audit Committee (AC) is an
important part of DPS's corporate governance arrangements. Its
primary responsibilities are to:
- ensure DPS compliance with obligations under
the Financial Management and Accountability Act 1997 (FMA Act),
associated Financial Management and Accountability Act Regulations
1997 (FMA Act Regulations) and the Finance Minister's Orders
(FMO);
- oversee, on behalf of the Executive, the
integrity of DPS financial reporting controls and other procedures
or systems for the management of risk and good governance; and
- provide a forum of communication between the
DPS Secretary, senior DPS managers and DPS internal and external
auditors.
The Audit Committee comprises an
independent chair, Mr Will Laurie, and between three and five
senior DPS managers appointed for two-year terms.
During 2008-09, five DPS members
served on the AC—the Deputy Secretary, the Parliamentary
Librarian, and the Assistant Secretary of the Strategy and Business
Services Branch for the whole year. The Assistant Secretary from
the Product and Service Development Branch served until December
2008 and was replaced by the Assistant Secretary of the Content
Management Branch (in January 2009).
The Chief Finance Officer,
representatives of the Australian National Audit Office and our
internal auditors also attend Audit Committee meetings.
During the reporting period, DPS
tendered for the provision of internal audit services. The contract
with the successful tenderer, WalterTurnbull Pty Ltd, was signed on
30 March 2009.
Although the tendering process led
to a slight reduction in the internal audit program, the Audit
Committee continued its reviews of financial, procurement and
personnel processes for DPS. In addition, the committee reviewed a
range of matters relating to information technology systems and
projects, and continued reviewing aspects of risk management and
fraud control.
Audits conducted during the
reporting year made a number of recommendations directed at
enhancing efficiency and effectiveness. No serious problems were
identified. The AC monitors implementation of the
recommendations.
Risk management, fraud control and
the certificate of compliance are standing items on the committee's
agenda, and were considered progressively throughout the year.
The Audit Committee met five times
during 2008-09. Members' attendance at the meetings is set out in
the table below.
Figure
54—Audit Committee attendance
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Mr Will Laurie
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Independent Chair
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5
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5
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Mr David Kenny
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Deputy Secretary
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4
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5
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Ms Roxanne Missingham
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Parliamentary Librarian
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4
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5
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Ms Freda Hanley
|
Assistant Secretary, Product and Service
Development Branch
|
2
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3
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Ms Therese Lynch
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Assistant Secretary, Content Management
Branch
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2
|
2
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Mr Terry Crane
|
Assistant Secretary, Strategy and Business
Services Branch
|
5
|
5
|
Other governance matters
Risk management
DPS made substantial progress in the
implementation of its revised Risk Management Policy and Framework
in 2008-09. New risk assessment documentation and templates were
produced and made available to staff. The documentation was used to
undertake a DPS fraud risk assessment in November 2008 and a
non-fraud risk assessment in February and March 2009.
To assist DPS staff to undertake
risk assessments, a series of detailed tip sheets were published on
the intranet (DPS Staff Portal). It was regularly updated with new
content during 2008-09.
DPS participated in the Comcover
2009 Risk Management Benchmarking Survey. Our score improved from
5.3 in 2008 to 6.9 in 2009, reflecting progress in the
implementation of the Risk Management Policy and Framework and
further improvements to business continuity planning.
Staff throughout DPS continued to
participate in 2008-09 in training provided by Comcover on various
aspects of risk management. Recent course topics included risk
sharing, risk management fundamentals and business continuity
management.
DPS made good progress in the
development of business continuity plans. In 2008-09 15 plans were
identified as high priority, and by June 2009 13 had been
finalised. The other two are in draft form. DPS is now preparing to
exercise elements of the plans by simulating various scenarios.
DPS also continued work on
developing a Parliament-wide business continuity plan. An
alternative venue has been selected and DPS has begun preparing
detailed plans to facilitate a sitting of Parliament at the
site.
Fraud control
There were three instances of fraud
reported in 2008-09 and all were of a minor nature. They were dealt
with by the processes contained in the DPS Fraud Control Plan. No
cases were found to be sufficiently serious to be referred to the
Commonwealth Director of Public Prosecutions.
DPS undertook a fraud risk
assessment and produced a new Fraud Control Plan in late 2008 in
accordance with the Commonwealth Fraud Control Guidelines. The
2009-11 Fraud Control Plan is available to all DPS staff through
the intranet (DPS Staff Portal).
A number of fraud-related articles
were published in the DPS Dispatch newsletter to maintain fraud
awareness amongst staff during 2008. Further fraud awareness
articles are planned for later in 2009.
As required by S.2.2 of the
Financial Management and Accountability Orders 2008, DPS submitted
a report on fraud control activities to the Presiding Officers in
2009.
Appropriate ethical
standards
The standards embraced in DPS
reflect the Parliamentary Service Values and Code of Conduct
contained in the Parliamentary Service Act 1999. These are promoted
in DPS corporate documents including the DPS Strategic Plan
2007-2010, DPS Fraud Control Policy and Framework, guidelines on
the acceptance of gifts and benefits, procurement procedures, and
other financial and human resource documents. Amongst other things,
these documents outline the standards that are expected of
employees in their day-to-day work and interactions with third
parties, including tenderers and contractors.
Strategic plan
The DPS Strategic Plan 2007-10
provides high-level direction to guide branch business planning and
priorities, and is intended to ensure that all DPS staff recognise,
and share, a set of common goals for the future of the department.
The plan is publicly available on the Parliament House web site at
http://www.aph.gov.au.
Business planning
The DPS Business Planning Policy and
Framework provides for the Strategy and Finance Committee to decide
strategic business directions and priorities each year, and
integrates information collected from other strategic, risk
management and fraud control plans. Each branch develops an annual
business plan that includes initiatives designed to deliver
strategic, fraud, risk, and ongoing service objectives.
DPS services catalogue
The DPS Services Catalogue provides
a comprehensive overview of all services available to our customers
and includes guidance on how to access the services and associated
service level expectations.
The catalogue is available to all
building occupants in hardcopy, or electronically on the intranet
(DPS Staff Portal). It is also available on the Parliament House
web site at http://www.aph.gov.au/dps/services.pdf.
Staffing, salary and classification structures
Remuneration for Senior Executive Service (SES) employees
The remuneration for all SES
employees during 2008-09 was prescribed in Australian Workplace
Agreements (AWAs), and took account of each employee's
responsibilities within the department as well as SES pay levels
elsewhere in the public sector.
The level of remuneration, and in
some cases the conditions attaching to remuneration, vary from
employee to employee, but in general terms all salary increases
provided to SES employees depend upon a rating of fully effective
or higher through the performance management arrangements. Salaries
for SES positions range from $133,690 to $213,820.
Toward the end of 2008-09 the
department commenced the process of transferring SES officers out
of the AWA employment framework into a set of Determinations. The
underpinning remuneration and other conditions were not changed in
any material sense.
Performance-based salary advancement for
non-SES staff
For non-SES staff, salary
advancement is based on performance assessment of individuals as
required by the certified agreements and performance management
arrangements.
The collective agreement for DPS
staff—the Department of Parliamentary Services Union
Collective Agreement 2008-2011 (the Agreement)—came into
operation on 30 October 2008. It replaced the Department of
Parliamentary Services Certified Agreement 2005-2008 and the
Department of Parliamentary Services (Parliamentary Security
Service) Certified Agreement 2006-2008. The Agreement provides for
salary advancement within a salary range subject to the achievement
of an overall rating of effective or higher through the performance
management arrangements.
Salary increases under the collective
agreement
An increase in salary and allowances
was paid under the Union Collective Agreement 2008-2011.
Overview of classification structures
Figure 55 sets out the non-SES
classifications and salary ranges for DPS staff as at 30 June
2009.Staff progress through the salary range in 3.5% increments,
based on performance.
Figure
55—Classification and salary ranges as at 30 June 2009
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Parliamentary Service Level 1
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$39,865 - $46,430
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Parliamentary Service Level 2
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$47,359 - $50,842
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Parliamentary Service Level 3
|
$51,973 - $54,311
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Parliamentary Service Level 4
|
$55,397 - $60,195
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Parliamentary Service Level 5
|
$61,399 - $65,871
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Parliamentary Service Level 6
|
$67,188 - $75,514
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Parliamentary Executive Level 1
|
$81,762 - $93,352
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Parliamentary Executive Level 2
|
$95,219 - $112,905
|
Figure 56 sets out actual staff (a
headcount), by classification (including the broad-banded and
apprenticeship levels separately), as at 30 June 2009. It includes
inoperative staff and staff acting at a higher level, for any
period, as at 30 June 2009 (ie these staff are listed against their
higher classification).
Figure
56—Staff numbers as at 30 June 2009
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Apprentice 1/2
|
0
|
0
|
0
|
0
|
1
|
1
|
0
|
0
|
0
|
0
|
1
|
1
|
2
|
|
Apprentice 2/3
|
0
|
0
|
0
|
0
|
4
|
0
|
0
|
0
|
0
|
0
|
4
|
0
|
4
|
|
PSL 1/2 DPS
|
84
|
6
|
29
|
3
|
0
|
0
|
0
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0
|
13
|
1
|
126
|
10
|
136
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|
PSL 2/3 DPS
|
29
|
0
|
0
|
0
|
0
|
0
|
0
|
0
|
0
|
0
|
29
|
0
|
29
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|
PSL 4/5 DPS
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3
|
2
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0
|
0
|
0
|
0
|
0
|
0
|
0
|
0
|
3
|
2
|
5
|
|
PSL 5/6 DPS
|
14
|
23
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6
|
19
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0
|
0
|
0
|
0
|
0
|
0
|
20
|
42
|
62
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PSL 1 DPS
|
9
|
0
|
0
|
0
|
0
|
0
|
0
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0
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5
|
9
|
14
|
9
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23
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|
PSL 2 DPS
|
14
|
15
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8
|
21
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2
|
1
|
0
|
0
|
2
|
0
|
26
|
37
|
63
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PSL 3 DPS
|
36
|
22
|
0
|
5
|
0
|
0
|
0
|
0
|
0
|
0
|
36
|
27
|
63
|
|
PSL 4 DPS
|
58
|
33
|
2
|
5
|
1
|
0
|
0
|
1
|
6
|
5
|
67
|
44
|
111
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PSL 5 DPS
|
32
|
19
|
0
|
10
|
0
|
0
|
0
|
1
|
1
|
10
|
33
|
40
|
73
|
|
PSL 6 DPS
|
80
|
27
|
0
|
7
|
4
|
2
|
0
|
0
|
1
|
2
|
85
|
38
|
123
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|
PEL 1 DPS
|
76
|
46
|
6
|
15
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2
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0
|
0
|
0
|
0
|
0
|
84
|
61
|
145
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|
PEL 2 DPS
|
30
|
22
|
0
|
0
|
0
|
0
|
0
|
0
|
1
|
0
|
31
|
22
|
53
|
|
Senior Executive Service 1
|
3
|
6
|
0
|
0
|
0
|
0
|
0
|
0
|
0
|
0
|
3
|
6
|
9
|
|
Parliamentary Librarian
|
0
|
1
|
0
|
0
|
0
|
0
|
0
|
0
|
0
|
0
|
0
|
1
|
1
|
|
Senior Executive Service 3
|
1
|
0
|
0
|
0
|
0
|
0
|
0
|
0
|
0
|
0
|
1
|
0
|
1
|
|
Secretary
|
1
|
0
|
0
|
0
|
0
|
0
|
0
|
0
|
0
|
0
|
1
|
0
|
1
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|
|
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Management of human
resources
Introduction
In the reporting year, the HR
Services Section (HRS) continued to implement the DPS People
Strategy 2007-2010. The strategy aims to build and improve DPS's
organisational capability through integrated people management
practices. Priorities were allocated to implementing the DPS
learning and development framework, employee induction and staff
selection processes.
HRS continued to work on developing
a range of policies and guidelines on personnel and workplace
relations issues. The other substantial activity undertaken by the
section was implementing a new Union Collective Agreement to
replace the previous two certified agreements.
Workforce planning,
staff retention and turnover
Figure 57 provides information on
staff retention and turnover for DPS during 2008-09 compared to the
previous year.
Figure
57—Staff retention and turnover statistics
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Staff Number
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929
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904
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-25
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Staff Separations (total)
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141
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114
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-27
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Turnover
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15.2%
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12.7%
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-2.5%
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transfers/promotions
|
24
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17
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-7
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resignations
|
42
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33
|
-9
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|
age retirements
|
10
|
7
|
-3
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|
invalidity retirements
|
1
|
0
|
-1
|
|
voluntary retirements
|
30
|
14
|
-16
|
|
terminations
|
2
|
4
|
2
|
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death
|
1
|
1
|
0
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|
end of temporary
contract
|
31
|
33
|
2
|
|
end of temporary
transfer
|
0
|
5
|
5
|
|
|
|
|
|
|
|
Interviews held
|
41
|
34
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-17%
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Participation rate
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29%
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30%
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1%
|
During the year, staff turnover fell
from 15.2% in 2007-08 to 12.7% in 2008-09.
The increase in the number of end of
temporary contracts from 31 to 33 continues to reflect the use of
nonongoing employee arrangements to manage short-term increases in
workloads and project activity.
Staff development and
training
The DPS Training Calendar was
launched in August 2008 to deliver a range of in-house corporate
training courses and workshops. Training services are provided
through the DPS Training Services Panel. During 2008-09 all panel
members were invited to quote for the delivery of services.
During 2008-09, a total of 457 staff
attended training provided through the DPS Training Calendar.
Corporate training focused on developing skills in the areas of
public sector writing, effective reading, performance management,
giving and receiving feedback, personal wellbeing, staff
recruitment and selection, job application writing and interview
skills, occupational health and safety awareness, and record
keeping.
HRS revised and launched the DPS
Induction Program that includes the presentation of workshops to
new employees. A parliamentary service specific Induction
e-learning module for new employees was also developed by HRS, in
partnership with the Departments of the Senate and the House of
Representatives.
DPS also sent a representative to
the Australian Public Service Commission's Career Development
Assessment Centre.
Individual development plans (IDPs)
completed as part of the performance management scheme, are a key
avenue for identifying development needs. In May 2009, IDPs were
the source of a corporate skills development needs analysis. The
results have been used to develop a training calendar that
addresses high demand training needs for 2009-10.
DPS provided support for external
study to 41 staff members. Support includes time to attend study
activities and financial assistance towards compulsory costs in
some cases.
Workplace relations
The focus of activity in the first
quarter of the year was to finalise the negotiation of the new
collective agreement. Both certified agreements had a nominal
expiry date of 30 June 2008. The rest of the year involved the
implementation of the Union Collective Agreement 2008-2011, which
became operational on 30 October 2008 to replace the two existing
certified agreements.
Other activity included the
continuing administration of the two previous agreements and the
new agreement. This was done through:
- the provision of secretariat support to the
DPS Consultative Forum;
- membership on the Workplace Consultative
Committee convened by Building Services Branch for the
Parliamentary Security Service;
- the review and development of supporting
policy documents; and
- the provision of advice to management and
employees.
Occupational health and safety
(OHS)
The DPS Occupational Health and
Safety Committee met four times during the year. The work of the
committee has primarily been directed at reviewing OHS policies and
procedures. The DPS Contractors' OHS Sub-committee also met four
times. This forum provides a valuable mechanism to address OHS
issues involving the work performed by the large number of
contractors at Parliament House.
As a result of revised Health and
Safety Management arrangements within DPS, branches hold Branch OHS
Committee meetings on a quarterly basis to address, as far as
possible, OHS issues at the local level.
A range of OHS-related training was
provided to staff throughout the year, including generic induction
and OHS awareness sessions. Occupation-specific OHS training was
also provided including: first aid, working in confined spaces,
working at heights, manual handling and back care, chainsaw safety,
basic bushfire fighting, defensive tactics, chemical safety and
ultraviolet awareness.
All DPS staff are entitled to access
the Parliament House Health and Recreation Centre as a condition of
their employment. In addition, a number of health-related
activities were supported during the year including the National
Ride to Work Day, a 10,000 Steps Challenge and construction of a
multi-purpose sports court in the Parliamentary Precincts. Staff
also made a significant number of blood donations to the Red Cross
Blood Bank during the year.
During the 2008-09 year, eight
incidents were notified to Comcare in accordance with section 68 of
the Occupational Health and Safety (Commonwealth Employment) Act
1991 (the OHS Act). Each incident was also examined by DPS and
remedial work was undertaken where required.
Comcare did not conduct any formal
investigations in relation to any of the reported incidents.
There were no Provisional
Improvement Notices issued under section 29 of the OHS Act and no
directions or notices given under section 45, 46 or 47 of the OHS
Act.
Workplace diversity
A new DPS Workplace Diversity
program for the period 2008-11 was developed and implemented during
the reporting year. An annual diversity action plan was also
developed to support the rollout of diversity program initiatives.
In 2008-09, all of the diversity action plan activities were
completed. Some of the key achievements included the:
- development of a cultural diversity calendar
for employees and the promotion of events through employee
newsletters and information portal;
- implementation of an APH disability services
directory for DPS employees;
- promotion of events and activities supporting
diversity awareness (eg NAIDOC Week and Families Week);
- participation in the Department of
Immigration and Citizenship 2006-2008 Access and Equity survey;
and
- attainment of breastfeeding family friendly
accreditation for Parliament House, in partnership with the other
parliamentary departments.
Commonwealth Disability
Strategy
DPS has three roles under the
Commonwealth Disability Strategy (CDS)—provider, employer and
purchaser.
Provider
DPS is the principal support agency
for the operations of Parliament. In providing services for the
occupants of and visitors to Parliament House, DPS maintained its
compliance with the CDS.
During 2008-09, DPS engaged CRS
Australia to conduct a functional access assessment of Parliament
House, for the purposes of identifying work to improve access for
disabled persons. The OHS & Injury Management Unit of HRS
developed an action plan to address the recommendations arising
from this report. Some of the recommendations will be addressed
through planned maintenance, while others will require physical
changes to the building that will be managed by the Building and
Security Projects section.
In relation to physical changes to
the building, all work is carried out in accordance with the
Building Code of Australia (BCA). The BCA requires that Australian
Standard 1428 (disabled access requirements) are met in any new
works. During 2008-09, the following projects specifically relating
to disabled access were undertaken:
- an audit of hearing loops within Parliament
House;
- modifications to the doorways in the Senate
car park; and
- upgrades to public toilets, including
disabled toilets, within Parliament House.
Employer
As required under section 18 of the
Parliamentary Service Act 1999, DPS has a workplace diversity
program. The DPS Workplace Diversity Program 2006-2008 was revised
during 2008-2009 and another three year program established
following consultation with DPS staff. The 2008-11 program is
supported by an annual action plan. Both the program and the action
plan include provisions to ensure that the department's employment
policies and procedures support equitable working conditions for
employees, including those with disabilities.
All press and gazette advertising
includes a reference to a TTY (Telephone Typewriter) number for
potential applicants with hearing or speech disabilities. The
reasonable adjustments principles are followed during the
recruitment of new employees and for the management of departmental
staff.
Purchaser
The department's tender
documentation includes a provision that requires contractors to
comply with their legislative obligations regarding the Disability
Discrimination Act 1992.
Overview
The purchasing of assets and
services by DPS during 2008-09 was conducted with the aim of
realising core business objectives, while achieving operational
effectiveness and value-for-money outcomes. Purchasing was managed
in accordance with the Commonwealth Procurement Guidelines (CPGs),
and DPS Chief Executive's Instructions and supporting
procedures.
DPS's primary purchasing objectives
were:
- to ensure the principle of value for money
was consistently observed through:
- encouraging competition;
- promoting efficiency, effectiveness and
ethical use of resources; and
- conducting our business in an environment of
accountability and transparency;
b) to support the business
requirements of each branch within the department through a focus
on better-practice procurement; and
c) to involve small to medium
enterprises wherever practicable.
DPS has a specialist procurement
unit to facilitate and monitor contracting and tendering activity
across the department. The procurement unit ensures that
established guidelines and procedures are observed and statutory
reporting responsibilities are met.
Consultants
During 2008-09, 44 consultancies
were entered into involving total actual expenditure of $754,127
(GST inclusive). In addition, 57 ongoing consultancy arrangements
continued from previous years, involving total actual expenditure
of $414,223 (GST inclusive) during the reporting year.
DPS used a combination of in-house
resources and external consultants to deliver services according to
the nature of each requirement. Private sector specialists were
engaged under panel or discrete contract arrangements to provide
the skills and expertise necessary to assist with the achievement
of DPS objectives.
It is the policy of DPS to engage
external consultants where they will add value to the operational
effectiveness of the department. Each proposal to engage a
consultant is carefully scrutinised and considered on its
individual merits, and justifying reasons include:
- need for independent research or
assessment;
- a need for specialised or professional
skills; and
- skills currently unavailable within the
agency.
The method of procurement for
consultants is determined by the complexity, nature and value of
each specific requirement. The methods used include open tendering,
select tendering, or a direct sourcing arrangement. The method
chosen is that which will achieve the best value-for-money outcome
in each circumstance, and the Mandatory Procurement Procedures
within the CPGs are applied where appropriate.
DPS currently has in place standing
offer panel arrangements for the following consultancy
services:
- legal;
- architectural;
- engineering;
- information technology;
- audit; and
- building management.
Particulars of consultancy contracts
awarded with a value of $10,000 or more during 2008-09 are shown at
Appendix A.
Information about expenditure on
contracts and consultancies is also available on the AusTender web
site (http://www.tenders.gov.au).
Competitive
tendering and contracting
During 2008-09, DPS did not allow
any provisions in contracts prohibiting the Auditor-General's
access. DPS did not conduct any competitive tendering and
contracting processes that involved contracting out the delivery of
government activities, previously performed by this agency, to
another organisation.
Exempt
contracts
During 2008-09, no DPS contracts or
standing offers were exempted by the Chief Executive from being
published via AusTender on the basis that they would disclose
exempt matters under the Freedom of Information Act 1982.
Asset management
The Parliament House building has a
current replacement cost of $2.05 billion[33] and an expected remaining life of some
185[34] years. The building represents a
public investment, is a national and international tourist
attraction and is an eminent work of architecture. The building is
expected to adapt to the changing functional requirements of
Parliament.
DPS provides asset management
services to Parliament House. The department has implemented
sophisticated asset management systems to ensure that the building
fulfils its role as a functional parliamentary building, an office
for the executive government and a publicly accessible place of
significant community interest.
Asset management approaches used by
DPS include building management and maintenance management systems,
condition monitoring, asset management plans, performance standards
and benchmarking. Supported by planners, trade staff and
contractors, these complementary management tools combine to ensure
appropriate levels of condition and serviceability are maintained
in a cost-effective manner.
We use a series of performance
indices to measure asset management performance, including:
- the Building Condition Index (BCI), which
measures the current condition of the building fabric of Parliament
House. A discussion on BCI performance and outcomes can be found in
Part 4 of this report (see page 68);
- the Engineering Systems Condition Index
(ESCI), which measures the current operation and condition of the
engineering systems in Parliament House. A discussion on ESCI
performance and outcomes can be found in Part 4 of this report (see
page 69); and
- the Landscape Condition Index (LCI), which
measures the current condition of the landscape surrounding
Parliament House. A discussion on LCI performance and outcomes can
be found in Part 4 of this report (see page 69).
Other major assets of DPS include
information technology, telecommunications, broadcasting and
security equipment and systems, and the Parliament House Art
Collection. A plant and equipment stocktake is conducted annually,
including for information technology and office equipment, and the
details recorded in the DPS asset register are confirmed or
amended.
External scrutiny
ANAO audits
During 2008-09, DPS was the subject
of an external compliance audit by the ANAO in relation to its
financial statements for the period ending 30 June 2008 and, an
interim audit in preparation for the 2008-09 financial statement
audit. The audit on the 2007-08 financial statements was
unqualified.
There were no other ANAO reports
during 2008-09 that directly involved DPS.
Senate
committees
DPS appeared before the Senate
Finance and Public Administration Committee on three occasions
during 2008-09—20 October 2008 (Supplementary Budget
Estimates hearings), 23 February 2009 (Additional Estimates
hearings) and 25 May 2009 (Budget Estimates hearings).
Other scrutiny
DPS was not subject to any
significant judicial decisions or decisions of administrative
tribunals, nor did the Ombudsman report on the activities of DPS in
2008-09.
Freedom of information
While DPS is not subject to the
provisions of the Freedom of Information Act 1982 (the FOI Act),
DPS generally tries to respond to requests for information in
accordance with the spirit of that Act.
DPS maintains documentation on its
daily operations, the Parliamentary Library catalogue, the Hansard
record, a large number of systems manuals, the as-constructed
drawings of Parliament House, and the Central Reference Document (a
document that describes the principles underpinning the design of
Parliament House).
When inquiries for information under
the FOI Act are made, such requests are referred to the Director,
Governance and Business Management.
In 2008-09, one request for
information was received.
Discretionary grants
DPS does not administer any
discretionary grant programs.
Advertising
costs
All Commonwealth departments and
agencies are required, under section 311A of the Commonwealth
Electoral Act 1918, to provide a statement setting out particulars
of amounts paid to:
- advertising agencies;
- market research organisations;
- polling organisations;
- direct mail organisations; and
- media advertising organisations.
Figure 58 sets out amounts over
$10,000 paid by DPS during the reporting year. No money was paid to
any organisation covered in paragraph (b), (c) or (d).
Figure
58—Advertising costs
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|
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Zoo Communications Pty Ltd
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Parliament House promotional materials
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$13,372
|
|
HMA Blaze
|
Recruitment advertisements
|
$101,086
|
|
|
|
|
Legal services expenditure
The Legal Services Directions 2005
(paragraph 11.1(ba)) require FMA Act agencies to make publicly
available their expenditure on legal services. Figure 59 shows the
amount DPS spent on legal services during 2008-09.
Figure
59—Legal services expenditure
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|
|
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External expenditure on professional
fees
|
$276,208.64
|
|
External expenditure on counsel *
|
$8,427.20
|
|
Administrative disbursements on external
legal services
|
$852.34
|
|
Total (legal services
expenditure—all external)
|
|
|
* Male counsel briefed
|
2
|
$5,426.40
|
|
* Female counsel briefed
|
1
|
$3,000.80
|