1999-2000
Outcome 10: Portfolio Leadership
The 1999-2000 Portfolio Budget Statements, informs Senators and Members of Parliament of the proposed allocation of resources to portfolios outcomes and their objectives and targets including the agencies within the Health and Family Services portfolio.
Leadership and management of the Department to ensure development and implementation of world class policy and practices for health and aged care services for all Australians.
Outcome Summary - The Year Ahead
The activities under this outcome will ensure that the Department is able to meet the priorities of the Ministers and Parliamentary Secretary as well as the obligations placed on it as a Department of State. The outputs produced under this outcome include executive services and the provision of strategic assistance to the ministerial team on cross-portfolio policy issues, such as preparing the Budget and performance assessment framework. Key strategic initiatives in this area in 1999-2000 include:
- strategic policy work on health financing and aged care reform which cuts across the other portfolio outcomes;
- improving information management and technology in the health and aged care sector to enable the use of new developments in disease management and patient-oriented care;
- micro-economic reform, including regulatory best practice and commercialisation of business units and the outsourcing of information technology infrastructure services;
- the provision of the best available financial information (including estimates), in a timely manner, to assist good decision making by Government;
- the development of nationally consistent performance information for the health and aged care sector; and
- continuing to improve the information that the Department provides to the public and other stakeholders on Government policy and programs.
Through the Community Sector Support Scheme (CSSS), the Department provides funds to a range of nationally representative peak organisations. Using specifically targeted outcomes based contracts, the program contributes to portfolio leadership by facilitating input and comment on programs and policies from the organisations. This ensures programs and policies remain relevant and responsive to community needs.
On the international front the Department will continue to strengthen Australia's bilateral and multilateral relationships in the health and aged care services sector. In particular, with the World Health Organisation, the Organisation for Economic Cooperation and Development and the World Bank, both to contribute to and to draw down international best practice in the health and aged care sector. The Department will also work with other portfolio agencies and the private sector to promote greater international trade in Australian health products and services.
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Performance Information and Resource Allocation
The following indicators are designed to measure how effectively this outcome has been achieved.
| Indicator 1: | Development and production of authoritative and timely statistics and information on Australians and their health and welfare. |
| Target: | High level of stakeholder satisfaction with leadership shown by the Department. |
| Info source/rept freq: | Informal surveys of stakeholders. |
| Indicator 2: | Quality of accountability reporting as reviewed by external assessors. |
| Target: | Reporting assessed as high quality. |
| Info source/rept freq: | Ad hoc feedback from Central Agencies, the Auditor-General and Senate Legislation Committees. Annual. |
| Indicator 3: | Quality of financial information provided for Government. |
| Target: | High level of satisfaction by Department of Finance and Administration with the accuracy and timeliness of financial information. |
| Info source/rept freq: | As required by Budget/Financial Management Cycle (eg. Budget, October and March Reviews, and Additional Estimates). |
| Indicator 4: | Quality of regulatory review exercises including compliance with Regulation Impact Statement requirements. |
| Target: | The Office of Regulation Review (ORR) assesses performance as at least good. |
| Info source/rept freq: | Report by ORR in Regulation and its Review. |
| Indicator 5: | Improved business export opportunities. |
| Target: | 25% of business participants report improved opportunities. |
| Info source/rept freq: | Surveys of business participants, Annual.
Departmental data, Annual. |
Resource Allocation
The allocation of resources for Outcome 10 is described in the following two Tables:
- Table C10.1 describes the relationship between the appropriation structure for Outcome 10 and the 1998-99 appropriation structure; and
- Table C10.2 sets out the allocation of resources across administered items and output groups for the Department and the Portfolio agencies that contribute to Outcome 10.
Table C10.1 Relationship between the old appropriation structure and the new Outcome structure for Outcome 10
| Outcome | Program |
| 10. Leadership and management of the Department to ensure development and implementation of world class policy and practices for health and aged care services for all Australians | 5.1 Executive Services
5.2 Corporate Services (part) |
| Appropriations
Department Appropriation Bill 1 Departmental outputs Administered expenses
| Appropriations
Sub-program 5.1 Appropriation Bill 1 International health (340.2.05) Social and economic micro-simulation modelling (340.2.07) Compensation and legal expenses (340.2.01) (p) Running Costs, including Section 31 receipts (340.1) (p) Sub-program 5.2 Appropriation Bill 1 Community sector support scheme (340.2.04) Running Costs, including Section 31 receipts (340.1) (p) Other Appropriation Bill 1 Compensation and legal expenses (340.2.01) (p) |
Table C10.2 Resource Summary
Contribution of Administered Items and Departmental Outputs to Outcome 10
To ensure the achievement of this outcome the Department will provide a range of outputs in seven output groups. There will be a strong focus on policy advice on issues relevant to the whole portfolio and on the provision of high quality services to the Ministers and Parliament which ensure that the Department meets the obligations placed on it as a Department of State.
The Department plays an important national leadership role, representing Australia and contributing to international fora. The Department also directly delivers services relating to the placement of World Health Organisation (WHO) fellows and the designation of WHO collaboration centres. A WHO collaboration centre is an institute designated by the WHO Director-General to undertake research or other activities to support the WHO.
These activities will be supported by a range of information services on health and aged care issues provided to State and Territory Governments, community and industry groups, international organisations and the general public.
The Government has decided to appropriate $14m in administered funds to assist in the achievement of this Outcome. These funds will contribute to the work of the WHO and enable input to policy and program delivery from community organisations through the Community Sector Support Scheme. These funds will be managed effectively through contract administration and funds management services. The Department will also produce outputs related to the implementation of the Government's microeconomic reform agenda.
The following performance information provides a comprehensive overview of the administered items and departmental outputs together with performance measures for these items and outputs.
Table C10.3: Performance Information for Administered Items
| 1. International health policies and standard setting which support and inform best practice in Australia and accord with Australia's health objectives. | Quality: High quality and timely contributions by the Department to the work of the WHO, which are accepted by that organisation. |
| 2. Peak community organisations' input into policy and program development and delivery, through the Community Sector Support Scheme. | Quality: High level of satisfaction of Minister and Department with input by peak community organisations into policy and program development and delivery. |
Table C10.4: Performance Information for Departmental Outputs
1. Policy advice to the Ministers and Government by the Departmental Executive and other senior advisers in relation to:
| Quality: A high level of satisfaction of the Minister and Parliamentary Secretary with the relevance, quality and timeliness of policy advice provided.
Quantity: Policy, research and advice service commensurate with the funds allocated. Price: $2.958m. |
2. Services to the Ministers and Parliament in relation to:
| Quality: A high level of satisfaction of the Ministers and Parliament with the relevance, quality and timeliness of services provided.
Provision of evidence to Parliamentary Committees in a timely manner. Agreed timeframes met for responses to ministerial correspondence, Question Time Briefs, Parliamentary Questions on Notice and ministerial requests for briefings. Production of 2000-01 Portfolio Budget Statements by required deadline. Production of 2000-01 Budget strategy and related papers by required deadline. Production of 1998-99 Annual Report by required deadline. Production of accurate estimates as required by Budget cycle. Quantity: Number of responses to ministerial correspondence, Question Time Briefs, Parliamentary Questions on Notice and ministerial requests for briefing will be recorded during 1999-00 and used as a benchmark. Financial information entered into Accrual Information Management System (AIMS) on a monthly basis. Price: $3.497m. |
3. National leadership, including:
| Quality: A high level of satisfaction of stakeholders with the quality and timeliness of Commonwealth inputs to national and international policy, planning and strategy development and implementation.
Placements arranged to achieve optimum development of fellows. A high level of satisfaction with the work of the collaborating centres. Quantity: 250 World Health Organisation fellows placed. 30 World Health Organisation Collaboration centres designated. National leadership service commensurate with the funds allocated. Price: $1.123m. |
4. Information, including:
| Quality: Occasional Papers published on time, in accordance with schedule of publications.
Production of electorate profiles for 1998-99 financial year by November 1999. A high level of satisfaction with Australian responses and contributions to the work of international organisations and other countries. Responses to requests for information on taxation issues provided within 30 days.
Quality: A high level of satisfaction with the relevance and timeliness of information provided for informed decision making on cross-portfolio issues. A high level of consumer satisfaction with HealthInsite. Quantity: 12 Occasional Papers to be published in 1999-00. Federal Electorate Profile for each electorate produced in 1999-00. Significant usage of HealthInsite from its launch in late 1999. Price: $1.495m. |
5. Contract Administration and Funds Management in relation to:
| Quality: Stakeholder satisfaction with guidance provided on Department's requirements, and responsiveness to organisation's needs in relation to contract.
100% of payments are made accurately and on time. Quantity: Twelve national organisations continue to receive CSSS funds. Payment of contributions to four international organisations. Four grants to national bodies under the Australia/Russia Agreement and World Health Organisation Regional Training Centre initiative. 1-5 contracts signed for development of integrated portfolio information. Price: $0.918m. |
6. Regulatory activity
| Quality:Provision of timely and comprehensive information.
Quantity:Reports to the Productivity Commission, Treasury and other agencies on a range of microeconomic reform measures. Price: $0.571m. |
Performance Assessment: Evaluations and Reviews
No major evaluations or reviews are planned for this outcome in 1999-2000.
