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Chapter ThreeOrganisational review,development and innovationThroughout 2011–12, the Office continued itsprogram of efficiency and productivity gains andfound further opportunities to contemporiseits operations:• the new National Emergency Medal andassociated systems, processes and resourcingwere implemented• a policies, procedures and practices day for theCouncil for the Order of Australia was initiatedto enhance efficiency and transparency measuressurrounding the Order; including publishing onthe Office website aspects of the Bonsey Reviewinto the honours system, and information relatingto a number of policies, procedures and practicesagreed by the Council• phase one and two recommendationsidentified as part of a 2010–11 review onstreamlining honours systems and processeswere implemented• further enhancements were made to internalfinance management processes, including inrelation to travel requisitions and acquittals andmonthly compliance reporting• significant reductions in supplier expensescontinued to be achieved through a concertedcampaign of working smarter and frugally• further enhancements to the Office’s BlackBerryinfrastructure were made, including the roll-outof BlackBerry tablets to key operational officersworking away from the Office’s information andcommunications technology (ICT) infrastructure,thus increasing connectivity and productivity• the Office’s website was developed andenhanced to capitalise on the record numbers ofhits, including improving content and accessibility,and moving web-hosting to the Department ofthe Prime Minister and Cabinet• the Human Resources Management InformationSystem (HRMIS) was transferred to theDepartment of the Prime Minister and Cabinet,and a new electronic performance managementmodule was procured• the range of information published as part ofthe IPS was further developed and enhanced,including proactively publishing the official giftspolicy and register• reviews of internal gifts management policieswere conducted to enhance processesand procedures• an in-house capacity to record and disseminatevodcasts was developed, enabling the Governor-General to increase her community engagementand outreach in a cost-effective manner• the invitations database was upgraded to enableguest lists to be electronically populated, savingsignificant staff resources• the Honours Business Support Systemwas upgraded to improve functionality andcreate efficiencies.The Governor-General meets students from Geraldton Grammar School during their visit to Government House on 29 June 201254 OFFICE OF THE OFFICIAL SECRETARY TO THE GOVERNOR-GENERAL
Management and accountabilityManagement of assets and financial processesAsset managementIn 2011–12, the Office received funding for theseventh year of the Master Plan for the ongoingmaintenance of the two vice-regal properties. TheGovernment’s commitment to this ten year worksprogram enables the Office to address deficienciesin building, plant and equipment assets that havedeteriorated or reached the end of their life cycles,are inappropriate or inadequate for their purpose, donot comply with Australian Standards, have adverseenvironmental impacts, or create WHS concerns.The implementation of the Master Plan helps toensure the heritage properties are appropriatelydeveloped and maintained for the benefit of allAustralians now and into the future. Furtherinformation is provided under Propertymanagement in the Report on Performance.In 2011–12, the Office undertook plannedcyclical stock takes, in accordance with its assetmanagement policy.In 2011–12, a total of $366,577 was spent onitems of infrastructure, plant and equipment, andcomputer software that had an individual valuegreater than the Office’s asset threshold of $3,000.This comprised $342,268 for replacement of otherinfrastructure, plant and equipment and $24,309 forcomputer software.PurchasingThe Commonwealth Procurement Guidelines (CPGs)and the Office’s Chief Executive Instructions (CEIs)provide the framework within which decisionsabout the procurement of goods and servicesare made. The Office’s procurement policies andpractices focus on:• value for money• encouraging competition• the efficient, effective, economical and ethical useof government resources• accountability and transparency.The Office’s CEIs reflect the principles set outin the CPGs and the need for compliance withCommonwealth policy by all staff when choosingprocurement methods, sourcing potential suppliersor entering into contracts.The CPGs provide for the tendering of ‘covered’procurements with a value greater than $80,000,and of construction services valued at more than$9 million. The Office’s CEIs allow for the adoptionof the most appropriate procurement method belowthese thresholds or where the procurement is notclassified by the CPGs as a ‘covered’ procurement.Purchasing activities during the year were conductedin accordance with the CPGs and the Office’sCEIs. A range of positions within the Office havedelegated responsibility for the exercise of powersunder the FMA Act. Branch heads continue to beresponsible for the expenditure of funds and themanagement of assets under their control.The Office has ongoing contracts to provide avariety of contractor services, including internalaudit, banking, payroll, office cleaning, and propertymaintenance and minor works.The Office’s annual procurement plan for 2011–12was published on AusTender on 30 June 2011.ConsultantsThe Office engages consultants on an ad hoc basisto provide professional and specialist servicesfor building works and architectural services,administrative projects, information technologysupport and systems development, and to facilitateorganisational change and management reformswhere the Office does not have the required skillsor there is a need for independent research.Prior to engaging consultants, the Office takesinto account the skills and resources requiredfor the task, the skills available internally, and thecost-effectiveness of engaging external expertise.The decision to engage a consultant is madein accordance with the FMA Act and relatedregulations including the CPGs and relevantinternal policies.During 2011–12, the Office entered into tennew consultancy contracts, involving total actualexpenditure of $90,236 (including GST). In addition,four ongoing consultancy contracts were activeduring the 2011–12 year, involving total actualexpenditure of $121,253. Information on thevalue of contracts and consultancies is availableon the AusTender website www.tenders.gov.au.Information on trends in consultancies is set out inAppendix G, Table G1.Annual Report 2011–201255
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Chapter Three© 2012, Commonwealth
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ContentsChapter 1: Overview 1Offici
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The Conspicuous Service Cross(CSC)
Page 9: OverviewOffice overviewThe Office o
Page 12 and 13: Medal of the Orderof Australia(OAM)
Page 14: Chapter TwoOutcome performanceThe O
Page 17 and 18: Report on performanceThe Governor-G
Page 20: Chapter TwoMr Chandy Paul (second f
Page 23 and 24: Report on performanceTable 3: Finan
Page 25 and 26: Report on performanceProfileMargare
Page 27 and 28: Report on performanceConstitutional
Page 29: Report on performanceCommander-in-C
Page 32 and 33: Chapter TwoCeremonial activitiesIn
Page 34 and 35: Chapter TwoOfficial overseas visits
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Page 38 and 39: Chapter TwoPatronagesThe Governor-G
Page 40 and 41: Chapter TwoD e sp atchSouth Pacific
Page 42 and 43: Chapter TwoOfficial properties andc
Page 44 and 45: Chapter TwoProperty managementThe V
Page 46 and 47: Chapter TwoTABLE 6: FINANCIAL PERFO
Page 48 and 49: Chapter TwoProfileDebbie Bowden,Ass
Page 50 and 51: Chapter Twoof Australia provides fo
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Page 55 and 56: Management and accountabilityFinanc
Page 57 and 58: Management and accountabilityBusine
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Page 69 and 70: AppendicesMembers - ex officioMr Du
Page 71 and 72: AppendicesTable B1 Cont.LocalGovern
Page 73 and 74: AppendicesTable B2 Cont.Library &Re
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