managing the outcome 1 department environment · and 17 division heads. the names and...

Outcome 1Environment

Managing the Department

248 | Department of the Environment, Water, Heritage and the Arts

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Corporate governance

The department’s governance framework consists of strategies and controls to foster a high performance culture. During 2008–09 the department reviewed its network of executive committees, to improve policy setting and performance monitoring.

Senior executive and responsibilities

The Secretary, Ms Robyn Kruk AM, is the chief executive officer of the department. Ms Kruk is assisted in the management of the organisation by an executive team of four deputy secretaries and 17 division heads. The names and responsibilities of the division heads are shown in the organisation chart in the executive summary chapter.

Senior executive team

Ms Robyn Kruk AM was appointed Secretary of the Department of the Environment, Water, Heritage and the Arts, from 2 March 2009. Ms Kruk has extensive experience in public policy, having been Director General of the Department of Premier and Cabinet in NSW, Director General of NSW Health and Director General of the NSW National Parks and Wildlife Services. Ms Kruk’s experience includes policy development and management in the areas of environmental planning and assessment, water management and reform, resource security and endangered species protection. She spearheaded development of Australia’s first state Biodiversity Conservation Strategy, has been a member of the NSW Heritage Council and Chaired the Indigenous Protected Areas Advisory Council.

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Annual Report 2008–2009 | 249

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entMr Gerard Early PSM has been a long-term officer in the environment

portfolio; for more than twenty years at senior executive level. He was appointed as Deputy Secretary in 2007, prior to which he held a range of division head positions in the department, with executive responsibility for various aspects of natural resource management. In addition to various division head positions in the department, Mr Early has been Deputy CEO in both the Australian Heritage Commission and the Australian Nature Conservation Agency and was Head of the Territories Office. Mr Early also worked in the offices of two environment ministers (as Chief of Staff to the Hon Barry Cohen MP in 1987 and as a consultant to Senator the Hon Graham Richardson from 1988 to 1989). Mr Early has a Master of Public Administration from the University of Canberra, a Bachelor of Arts from the Australian National University and a Graduate Diploma of Administration from the University of Canberra. He was awarded the Public Service Medal in the June 2007 Queen’s Birthday Honours List for outstanding public service in the protection and conservation of Australia’s natural environment and cultural heritage.

Mr Mark Tucker is the Deputy Secretary responsible for the Arts Division, the Culture Division, the Heritage Division, and the National Portrait Gallery. From October 2007 he was Deputy Secretary, Arts, Sports and Indigenous at the Department of Communications, Information Technology and the Arts. Prior to this, Mr Tucker had a long association with the environment department, holding various senior executive positions from 1995. They included responsibility for Regional Forest Agreements, development of the EPBC Act, water and environmental protection policy, Marine and Water Division, National Oceans Office, Natural Resource Management Division and Policy Coordination Division. Mr Tucker has also worked in the Departments of the Prime Minister and Cabinet and Primary Industries and Energy.


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Dr James Horne is the Deputy Secretary responsible for the Water Efficiency Division, the Water Governance Division and the Water Reform Division. He transferred into that position in January 2007, from Head of the Office of Water Resources in the Department of the Prime Minister and Cabinet. Dr Horne joined the Department of the Prime Minister and Cabinet in August 2000 as First Assistant Secretary of the Industry, Infrastructure and Environment Division. He had responsibility for advising the Prime Minister on a broad range of microeconomic policy issues. Between 1992 and 2000 Dr Horne held senior executive positions in Treasury, covering budget policy, labour markets and macroeconomic policy. He was Minister (Economic) at the Australian Embassy in Tokyo (1994-1996) and later Chief Executive of the South Australian Department of Transport, Energy and Infrastructure (2005–2006). He has a background in economics and a PhD in political science.

Mr Malcolm Forbes is the acting Deputy Secretary responsible for the Renewables and Energy Efficiency Division, Australian Government Land and Coasts Division, Marine Division, Parks Australia Division and the Australian Antarctic Division (AAD). Mr Forbes is Chair of the Indigenous Policy and Leadership Group and the Marine and Coastal Committee. Mr Forbes is a long-term officer in the environment portfolio, where he has held a number of senior management positions in policy, program or regulatory areas, especially in environment impact assessments, natural resource management and nature conservation. More recently he has headed divisions in water, natural resource management and corporate strategies. Mr Forbes holds a Bachelor of Science (honours) and a Master of Science from Monash University. Prior to joining the Australian Public Service, he worked as a consultant on resource developments in Australia and South East Asia.


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Mr David Borthwick PSM retired from his position as Secretary of the Department of the Environment, Water, Heritage and the Arts on 2 January 2009. Mr Borthwick was appointed Secretary of the department (then known as the Department of the Environment and Heritage) in February 2004. In a career spanning more than 36 years, Mr Borthwick worked in six departments and served six governments.

Prior to being appointed Secretary to the department, Mr Borthwick served as Deputy Secretary in the Department of the Prime Minister and Cabinet (from July 2001). In that role, he was responsible for policy advice on a broad range of matters, including economic, industry, and environmental issues, and the Cabinet Secretariat and Implementation Unit. From 1998 to 2001 he was a Deputy Secretary in the Department of Health and Aged Care, where he had oversight of the health side of the department. From 1993 to 1998 he was a Deputy Secretary in the Treasury, responsible for financial markets, corporate law, structural policy and international economic issues. Prior to that appointment Mr Borthwick headed four of Treasury’s Divisions: Fiscal Policy; Structural Policy; Economic Policy; and Taxation Policy. He was first appointed to the Senior Executive Service in the Treasury in 1979. In 1991 Mr Borthwick was appointed to serve as Australia’s Ambassador to the OECD in Paris. In 1972 he graduated with First Class Honours in Economics from Monash University in Melbourne.

Mr Borthwick presided as head of the department during a period of significant expansion of its responsibilities. All staff of the department join in wishing him well in his retirement.

New appointments and retirements

Farewell to Mr David Borthwick on retirement from his position as Secretary of the department.


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Mr Mike Callaghan, Deputy Secretary of the department, was formally transferred back to Treasury in 19 February 2009, at the request of the Secretary of the Treasury, Dr Ken Henry AC. In late 2008 Mr Callaghan was appointed by the Prime Minister as his Special Envoy to assist in managing Australia’s response to the global financial crisis. Given his expertise in international and Australian financial systems, the move was made permanent. Since Mr Callaghan’s departure Mr Malcolm Forbes has been acting in the role of Deputy Secretary for the Australian Antarctic Division, Renewables and Energy Efficiency Division, Marine Division, Australian Government Land and Coasts Division and Parks Australia Division.

Executive committees

The Secretary and the four Deputy Secretaries make up the department’s Senior Executive Management committee which meets weekly to provide key policy and management decision making. The Executive Management Group (EMG), formally the Executive Roundtable, is the key senior management forum. It meets fortnightly to monitor performance and review significant issues across the department and portfolio. Members are: the Secretary (chair), Deputy Secretaries, heads of all divisions of the department, the Chief Financial Officer and the Assistant Secretary of Strategic Advice Branch. The Director of National Parks (DNP) and the Great Barrier Reef Marine Park Authority (GBRMPA) are also members of EMG because their responsibilities cross over with the department.

In recognition of their direct responsibilities to the portfolio ministers, agencies established

under the Financial Management and Accountability Act (FMA agencies) meet at least twice a year at an Agencies Roundtable meeting. Agencies will also be invited by the Chair of EMG to attend the EMG meetings, when relevant items are scheduled.

A summary of outcomes from the EMG meetings is made available to all employees on the department’s intranet and through regular meetings with staff held in each division and agency.

The department has a new framework for committee reporting, with each committee directing specific aspects of the department’s internal affairs. In addition to the Executive Management Group, the department now has three departmental business committees:

• Information Management Committee

• Workforce Management Committee

• Audit Committee

Reporting to these departmental business committees and the EMG are seven sub-committees:

• Indigenous Policy Leadership Group

• Compliance Executive Committee

• Risk Panel

• Consultative Committee

• Graduate Steering Committee

• Occupational Health and Safety Committee, and

• Marine and Coastal Coordination Committee

The roles and achievements of committees in 2008–09 are summarised in the following table.


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entRoles and achievements of the departmental business committees and

sub-committees 2008–09Information Management Committee

Roles: Identifies investment priorities in information acquisition and creation, the development and maintenance of information infrastructure and systems, and coordinates the development of policies and standards for information and its management.

Achievements: Met 5 times in 2008–09 and membership was expanded to cover issues in the Arts and Culture areas.

Planning day held to better understand how information management issues are being addressed elsewhere in government agencies, and ensure that the department’s information management focus is aligned with its evolving business requirements.

Approved a strategy for progressing information management within the department.

Workforce Management Committee

Roles: Provides strategic oversight for workforce issues, such as workforce planning, recruitment, performance management, learning and development, and occupational health and safety.

Achievements: Initiated the DEWHA 2008 Staff Survey and commenced implementation, across the department, of improvement strategies linked to the 2006–09 Workforce Plan.

Commenced negotiation of the 2009 Collective Agreement.

Endorsed the DEWHA Disability Action Plan 2008–2010.

Undertook a review of Occupational Health and Safety practices across the department, including amending the Health and Safety Management Arrangements to ensure legislative compliance.

Endorsed continuation and expansion of the leadership program.

Undertook a review and streamlining of recruitment practices.

Undertook implementation of the Indigenous Employment Capability Strategy.

Reviewed the Graduate Recruitment Program and increased the intake for 2009.

Endorsed continuation of the School Leaver Traineeship.

Continued the Indigenous secondment program across the department.

Audit Committee Roles: Oversees the internal audit program, risk management, fraud prevention, financial and management reporting, and compliance with legislation.

Achievements: Developed the 2009-10 audit priorities, guided by the department’s Enterprise Risk Management plan.

Implemented a program of progressive assessment of the department’s internal controls.


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Roles and achievements of the departmental business committees and sub-committees 2008–09Indigenous Policy Leadership Group

Roles: Provides guidance and coordination to the portfolio on the development of policies, and the effective implementation of programs that affect Indigenous peoples, in line with whole-of-government policies.

Ensures effective coordination and appropriate engagement with stakeholders across the department.

Achievements: Developed and endorsed a portfolio-wide Indigenous strategy. Provided advice on the development of an Indigenous National Caring for Country Strategy being championed by the Indigenous Advisory Committee.

Revised and endorsed the department’s Reconciliation Action Plan.

Supported and provided advice on whole of government issues, such as Closing the Gap and the Northern Territory Emergency Response.

Compliance Committee Roles: Sets departmental policy and direction for legislative compliance, endorses operational policies and practices, sets performance measures and reviews performance on compliance and governance.

Achievements: Expanded a centralised compliance support capability for the department, which came to be recognised as a core function.

Established a centralised intelligence/collation function.

Implemented a common framework for the management and oversight of authorised officers under departmental legislation.

Initiated work upon the department’s first Strategic Plan for Compliance and Enforcement.

Oversight of a review of the department’s compliance and enforcement database requirements.

Initiated a review of the department’s compliance and enforcement policy.

Risk Panel Roles: Continue to improve the department’s enterprise-wide risk management policies and practices. The goal is to establish a culture where employees routinely use risk management to implement the department’s responsibilities.

Review key risks for the department and advise senior management about those risks.

Provide assurance to the Secretary, through the department’s Audit Committee that risk management is contributing to the successful operation of the department.

Achievements: All divisions completed divisional risk assessment plans.

The department’s Enterprise Risk Management Plan (ERMP) was updated at six-monthly intervals and given to the Audit Committee and executive.


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sub-committees 2008–09Consultative Committee Roles: Promote good industrial relations in the department by improving mutual

understanding. Provide a forum for consultation and exchange of information between management and employees.

Achievements: Facilitated consultation and discussion on a range of issues affecting departmental staff members, including: the DEWHA policies on travel and clothing; the Enterprise Agreement; and the new building project.

Graduate Steering Committee

Roles: Provide strategic policy and direction for the graduate program. Monitor the appropriateness and quality of learning and development activities and rotation bids.

Achievements: Conducted a review of the graduate program, resulting in a better funding model, an enhanced learning and development program, and improved policies and processes for rotations and final placements.

Selected useful rotations for the graduate cohort.

Placed all of the graduates in fulfilling jobs at the end of the program.

Guided the continued recruitment of high quality employees.

Occupational Health and Safety Committee

Roles: Consider Occupational Health and Safety (OHS) specific issues of a strategic nature that may impact on the department as a whole.

Review and approve OHS policies and policy improvements.

Oversight the local committees including:

• ensuring departmental compliance with the Occupational Health and Safety Act 1991

• assisting the department to develop, implement, disseminate and review effective measures to protect and promote the health and safety of all departmental employees

• consider local committee outcomes, statistics and other information. Advise the Workforce Management Committee on effective and efficient measures to improve departmental outcomes for all employees.

Achievements: None to report in 2008–09.

The OHS committee did not meet in 2008-2009 due to issues identified with the existing structure of the committee, namely non-compliance with the requirements of the Occupational Health and Safety Act 1991. Due to the suspension of OHS Committee meetings, health and safety issues in the department were addressed through the Workforce Management Committee and local committees continued to operate. Refer to the Workforce Management Committee listing in this table for coverage on OHS issues.


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Roles and achievements of the departmental business committees and sub-committees 2008–09Marine and Coastal Coordination Committee

Roles: Coordinate domestic and international marine and coastal policies and programs across the portfolio. Achievements: Coordinated portfolio engagement in the NRM Ministerial Council’s Marine and Coastal Committee.

Progressed the finalisation of the Threat Abatement Plan for Marine Debris.

Progressed the development of a Dugong Wildlife Conservation Plan.

Coordinated the portfolio’s contribution to implementation of the NRM Ministerial Council’s National Cooperative Approach to Integrated Coastal Zone Management.

Considered the implications for the portfolio of the extension of Australia’s Continental Shelf.

Committees of the Executive Management Group (formerly Executive Roundtable) develop additional operational plans for specific aspects of the department’s work. At the direction of the executive, major activities are required to be addressed in specific project plans.

Audit, risk and fraud control

Protiviti Pty Ltd provides independent internal audit, risk management, fraud control and investigation services, and advice to the department’s Audit Committee.

Audit Committee

The Audit Committee provides independent assurance to the Secretary on the integrity and reliability of the department’s management of financial processes, risk and fraud control. The committee also evaluates the robustness of the department’s internal controls and legislative compliance frameworks, to ensure that it is able to meet its accountability responsibilities. The committee seeks to maintain an effective and efficient internal audit function in the department.

Corporate and operational planning

The department’s 2008–09 strategic plan provided the business planning framework for the work plans of each division, branch, section and individual. The strategic plan is made available to all employees on the department’s intranet.

The annual strategic plan was prepared on the basis of the department’s three-year corporate plan. The corporate plan provides a high level view of the department’s role as part of the Australian Government and a succinct statement of its mission. The corporate plan contains information about our values and how the department works with its stakeholders.

The department will take a fresh approach to corporate and strategic planning in 2009–10. Corporate and operational planning will be focused in a single strategic planning document. This new strategic plan will be reviewed and updated annually, to better reflect government and departmental priorities, while also giving clear direction for business planning.


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entThe committee has five members, as set out in

the table below. Ms Evelyn Bosak was appointed in December 2008, replacing Ms Jenny Morrison whose term expired in August 2008. Seven meetings were held during 2008–09.

Observers at the committee meetings include the Chief Financial Officer, the First Assistant Secretary of Corporate Strategies Division, the Chair of the Risk Panel, the Chief Governance Officer and representatives of the Australian National Audit Office and the internal audit service provider.

The committee’s major activities in 2008–09 are reported in the table on the Roles and achievements of the departmental business committees and sub-committees 2008–09.

Risk Management

The Risk Panel was established by the Secretary in October 2006, under the Chief Executive’s Instructions to oversee risk management in the organisation. It was planned to have up to six executives and four to six meetings per year. The membership was maintained at four regular executive members and four regular observers. The panel’s objectives are to improve enterprise-wide risk management, policies, procedures, practices and reporting schemes.

An Enterprise Risk Management Plan was established in 2008. Ensuring that risk management practices were incorporated into projects was a major achievement over the last half of 2008–09.

Environment Audit Committee membership and meeting attendance 2008–09

Member RoleNumber eligible to attend as member

Number of meetings attended

Andrew Podger Independent Chair 7 7

Mark Tucker Member 7 7

Virginia Mudie Member 7 5

Rod Shogren Independent Member 7 6

Evelyn Bosak Independent Member 4 4

Jenny Morrison Member until August 2008 2 2

Risk Panel membership and meeting attendance 2008–09

Member RoleNumber eligible to attend as member

Number of meetings attended

Malcolm Thompson Chair 3 3

Malcolm Forbes Member 3 2

Peter Burnett Member 3 2

Sally Basser Member. 3 2

Alex Rankin Member 1 1


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Summary of achievements

After implementing the first Enterprise Risk Management Plan in May 2008, the panel performed two six-monthly reviews (November 2008 and April 2009):

• The Enterprise Risk Management Plan was presented to the department’s Audit Committee following the reviews, in December 2008 and May 2009. The Audit Committee used the plan to prepare for the 2009–10 internal audit work. It was submitted to the Secretary in May 2009.

• An improved and updated corporate risk assessment tool was approved for divisional risk assessments.

• The department undertook a review of its risk framework, as part of Comcover’s Risk Management Assessment Service. Comcover is the Australian Government’s general insurer.

• A Risk Management Working Group was established, to focus on improving the tools, policies and procedures for better business.

• Risk assessments were incorporated into the department’s project management tools and training.

In 2009–10, the focus for the panel will be on improvements to communications and training and on review and monitoring.

Corporate Project Management Office (CPMO)

The Corporate Project Management Office (CPMO) was established in August 2008. Its role is to develop and maintain a robust project management framework that meets the needs of the department. The department

has an increasing number of large and complex projects.

The department’s Executive Management Group approved the framework which was then released in a staged approach from October 2007 to June 2009.

Release 1 identified and classified departmental projects into a three-tiered project classification system, with corresponding templates and sponsorship levels. For example, Tier 1 projects have a sponsor at Deputy Secretary level, and Tier 2 projects a sponsor at First Assistant Secretary level.

Release 2 saw the introduction of a comprehensive in-house training program, including: a two-day fundamental course; Certificate IV Project Management for graduates; e-learning modules; and sponsor information packages.

Release 3 rolled out the major component of the framework, including: process maps; toolkits; templates and guidelines; list of external consultants; and status reports linking to departmental outcomes and the new corporate reporting framework.

The CPMO is currently working on Release 4, the development and implementation of a corporate project management software system, to support the Framework.

Prior to establishment of the CPMO, an internal audit on project management used a standardised project management maturity model to measure the department’s project management maturity. The department received a 1.2 out of 5. It is envisaged that the


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rise to 3.7.

Fraud control

The department’s anti-fraud program is supervised by both the Audit Committee and the Risk Panel.

The department investigates or takes action on all allegations of fraud and/or serious misconduct related to the business of the department. Where appropriate, it works with other law enforcement agencies. The department has a large and varied workforce and a comprehensive plan and processes to control internal fraud and corruption.

The department is updating its fraud control plan, which will set out actions to reduce the risk of fraud against the department.

Of 13 cases of suspected fraud during 2008–09, 10 cases were referred to the Australian Federal Police.

Business Continuity Plan

The department’s Business Continuity Plan describes the arrangements that it will use to ensure the continuity of key services after a major, unexpected and disruptive incident. It details the management structure, staff roles and responsibilities, and actions that are to be implemented after a major incident.

The need for developing and maintaining the Business Continuity Plan has arisen from the department’s commitment to sound risk management and corporate governance practices.

The current plan has been endorsed by the Secretary for the period 1 January 2008 to 31 December 2011. It applies to the department’s operations conducted from, or using facilities located at, the its premises at the John Gorton Building, Canberra. It will be regularly reviewed and updated as necessary during this period.

The department has a separate pandemic plan which was implemented during the outbreak of the H1N1 Influenza 09 (Human Swine Flu).

Certificate of Compliance

Beginning in 2006–07, chief executives of Australian Government departments and agencies were required to provide a completed Certificate of Compliance to their portfolio minister and a copy to the Minister for Finance and Deregulation by 15 October each year.

The certificate focuses on agencies’ compliance during the previous financial year with the following:

• Financial Management and Accountability Act 1997

• Financial Management and Accountability Regulations 1997

• Financial Management and Accountability Orders 2005

• Financial Management and Accountability (Finance Minister to Chief Executives) Delegation 2007 (No. 2), as amended from time to time

• Australian Government’s foreign exchange risk management requirements

• Legal and financial requirements for the management of Special Accounts


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• The financial management policies of the Commonwealth.

The certificate integrates these requirements, allowing chief executives to certify compliance with the financial legislation and associated policies in a single document.

For the financial period 2008–09, the department identified 107 breaches in the annual Certificate of Compliance process. The Secretary will provide a completed Certificate of Compliance for the department, covering 2008–09, to the relevant ministers by 15 October 2009.

Stakeholder relations

The department strives to provide a high standard of service to its clients. These include: ministers; other Australian Government departments and agencies; state, territory and local government bodies; non-government organisations; industry; and members of the wider community.

The department values the views of its clients and stakeholders. It acknowledges and values the right of stakeholders to scrutinise its actions.

Formal and informal consultation is conducted with relevant external stakeholders in the course of policy development, and also during the design and implementation of programs run by the department.

During the year, the department supported ministers in major public consultations on energy efficiency and water policy. The department also conducted significant consultations on: the proposal for a national

waste policy; the implementation of the Caring for our Country program; as part of its review of the Protection of Movable Cultural Heritage legislation; to inform development of a national arts and disability strategy; and on marine bioregional planning processes.

Ethical Standards

The department is committed to ensuring its employees maintain the high ethical standards of the Australian Public Service (APS). Employees must comply with the APS Values and APS Code of Conduct. New arrangements ensure all staff members participate in training in the code.

The People Management Branch has increased its activity on the Code of Conduct and underperformance, by an extension of greater support to line areas. This has resulted in an increase in awareness of policy and processes among managers and staff members.

The department has participated in the commencement of the Australian Public Service Commission Ethics Advisory Service. As a result, the department is undertaking further development of its ethical standards arrangements and has appointed an Ethics Contact Officer. During 2008–09 the department commenced the review and development of a range of people -related policies, which will contribute over time to a strengthening of the department’s ethical framework.


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services

The department advises and supports portfolio ministers and the parliamentary secretary, through briefings and policy advice, assistance in responding to their correspondence and administrative assistance to organise and transact government business.

Ministerial workflow system

In March 2009 the department commenced a review of its ministerial workflow system and processes to establish a development path for future arrangements. This coincides with the work of the Common Parliamentary Business Process Steering Committee (CPBPSC). The Committee is focused on delivering common business processes and a governance framework for parliamentary workflow and management solutions, across government agencies. The department’s internal review will make its preliminary recommendations in August 2009.

From December 2007 the Department of Climate Change (DCC), after its establishment, adopted the department’s ministerial workflow system (Slipstream) as part of the broader support arrangements provided by the department. This arrangement ended in March 2009, when DCC moved its parliamentary workflow activities to another system.

Workflow Statistics for 2008–09

In 2008–09, 19 472 items of correspondence were received by ministers and registered on the department’s database. The department again prepared over 3000 briefing submissions for ministers; it aims to ensure

that submissions arrive in the minister’s office a minimum of five working days before a decision is required.

The following chart shows the growth in ministerial correspondence over the past five years. After a record year in 2007–08, the volume of correspondence received was down in 2008–09. However, given the continued strong public interest in environmental issues, a return to higher volumes would not be unexpected.

Number of ministerial correspondence items over the last five years

YearNumber of

correspondence items

2004–05 8507

2005–06 10 844

2006–07 15 831

2007–08 21 820

2008–09 19 472

The department’s Ministerial and Parliamentary Services Section monitors the timeliness and accuracy of briefs and draft replies to correspondence provided to the minister. It uses rejection rates as a measure of accuracy. This provides a surrogate indicator of the minister’s satisfaction. In 2008–09, 844 items of correspondence were returned to the department for redrafting, 4.3 per cent of total correspondence received.

One recent noticeable change has been an increase in the number of questions placed on notice by senators at, or following, Senate Estimates hearings. The number almost tripled in 2008–09, compared to the previous year, as indicated in the following table:


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Senate Estimates – Questions on NoticeYear Number of Questions

2005–06 205

2006–07 188

2007–08 267

2008–09 741

Community information

The increase in portfolio programs brought a significant rise in requests for information. In response, the department engaged the services of external contact centres to provide additional information services. The details of these services can be found in the reports of the relevant program outcomes.

The department continues to maintain a Community Information Unit in-house that receives requests for information and feedback on the department’s services. The unit also manages the department’s publications shopfront.

In 2008–09 the Community Information Unit responded to 40 944 enquiries from the Australian community; 62 per cent about grant and rebate programs and 38 per cent seeking general information about the department and its programs. The unit distributed 140 077 publications.

Service charter

The department’s service charter for 2005–2008 set out the standards of service clients can expect and how to give feedback on performance. The service charter was reviewed during the year, and the new charter was put in place from 1 July 2009, covering the period 2009–2012. The charter is available at www.environment.gov.au/ about/publications/charter.html or in hard copy by contacting the Community Information Unit toll free on 1800 803 772.

The Client Service Officer can be contacted at:

Client Service Officer Department of the Environment, Water, Heritage and the Arts GPO Box 787 Canberra ACT 2601 Phone: 02 6274 1323 Fax: 02 6274 1322 Email: [email protected]

The department received 54 enquiries through its Client Service Officer in 2008–09. The majority of these were requests for information and assistance, which were forwarded to the appropriate work area for action.

Community Information 2006–07 to 2008–09 2006–07 2007–08 2008–09

Enquiries 48 618 49 695 40 944

Publications distributed 264 083 211 233 140 077

Shopfront visitors 9959 7982 6627

Website visits 12 269 321 13 179 064 11 382 861


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The department received one complaint through its Client Service Officer in 2008–09. The complaint related to the handling of a funding application.

Feedback on performance of service delivery

The department received 23 responses on its service delivery standards through its Client Service Officer in 2008–09. Of these, 12 rated the department as providing adequate or excellent service and 11 rated 11 as providing inadequate or poor service. Many of the negative responses related to delays in providing information.

Access and equity

The department contributed to the Australian Government’s Access and Equity Report 2006–08, which was tabled in parliament on 18 March 2009. It reports on progress in implementing the Charter of Public Service in a Culturally Diverse Society.

The department is committed to the concept of valuing differences and adapting work practices to take into account the individuality of staff and government policy on Equal Employment Opportunity, Human Rights, Equity and Merit. This commitment is reflected in the department’s Disability Action Plan 2009–2011. For more information refer to the section on Human Resources in this chapter.

The department has a culturally diverse client base and a range of Australian Government programs administered by the department aim to support Indigenous arts, culture, languages

and broadcasting. Refer to the Outcome–4 Arts and Culture chapter, for more information about these programs.

External scrutiny

Courts and tribunals

During the year, the Federal Court determined a number of applications for review of Ministerial decisions. These included the Gunns Pulp Mill (Lawyers for Forests v. Minister for the Environment, Heritage and the Arts); Christmas Island (Phosphate Resources Ltd v. Minister for the Environment, Heritage and the Arts); and McArthur River Mining (Lansen v. Minister for the Environment and Heritage, Full Federal Court).

These decisions, and others, are set out in more detail in the second volume of this set of annual reports.

Commonwealth Ombudsman

In June 2009, the Commonwealth Ombudsman released a report into delays in preparation of heritage strategies by Australian Government agencies concerning compliance with s 341ZA of the Environment Protection and Biodiversity Conservation Act 1999. The report was the result of an ‘own motion’ investigation by the Ombudsman. It highlighted the lack of awareness by Australian Government agencies of their obligations in relation to preparation of a heritage strategy, as a result of insufficient or unclear advice provided by the department. Consistent with the recommendations of the report, the department will write to Australian Government


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departments to clarify their obligations. It will also recommend that obligations for heritage strategies be reviewed, as part of the Independent Review of the EPBC Act. The department will report to the Ombudsman within 18 months on the progress of Government agencies in completing heritage strategies.

There was one finding of administrative deficiency in the processing of a Freedom of Information request.

Freedom of Information

This section is presented in accordance with the requirements of section 8 of the Freedom of Information Act 1982 (the FOI Act). The FOI Act gives the Australian community the right to access information held by the Australian Government. The only limits are exemptions needed to protect essential public interests and privacy.

Members of the public seeking access to documents under the Act make a request in writing to the department and enclose the $30 fee. Requests must include contact details and an Australian address to which notifications can be posted.

Applications received

The department received 49 applications pursuant to the Act during 2008–09. There was one request for review by the Administrative Appeals Tribunal. This request was by a third party, about the department’s internal review decision to release documents.

Information about the department

Under section 8 of the FOI Act, the department has to make available information about its functions, organisation, operations and powers that affect members of the public. Relevant information is contained elsewhere in this annual report (the executive summary presents an overview).

Information about categories of documents

Under section 8 of the FOI Act, the department has to report details of certain categories of documents it maintains. The department holds a large range of documents in the following categories:

General policy—administrative files, consultants’ reports, memorandums of understanding, agreements, permits, licences, submissions, guidelines for programs, grant documents, financial records, staffing records, instructions of the secretary, legal documents, and tender evaluations.

Specific—Australian Antarctic Division records, committee records, and court documents and records.

Parliamentary—briefing documents, Cabinet documents, ministerial submissions, policy advice, ministerial correspondence, explanatory memorandums to Acts, Ordinances and Regulations.

Manuals—In accordance with section 9 of the FOI Act, the department maintains a list of unpublished manuals and other documents used by departmental staff members as a guide to procedures and practices to be


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list is available on request from: the Freedom of Information Coordinator, any office of the National Archives of Australia (NAA), or the NAA website at www.naa.gov.au.

Some documents may have been transferred into archival custody or destroyed in accordance with the Archives Act 1983.

Arrangements for outside participation

Under section 8 of the FOI Act, the department has to report details of arrangements whereby members of the public can participate in certain kinds of decision-making.

The department consults members of the public, and bodies outside the Australian Government’s administration, when developing policy and programs, and in administering legislation and schemes. In addition to general public consultation, which may be a requirement of particular legislation, the department and the relevant minister receive advice from various scientific and expert committees and other bodies. A list is available at: www.environment.gov.au/about/councils/index.html

Generally, people can participate by making oral or written representations to the minister or the department, or by putting submissions to the various working groups chaired by the department.

Formal arrangements under the Environment Protection (Sea Dumping) Act 1981, Sea Installations Act 1987, Environment Protection and Biodiversity Conservation Act 1999, and the environmental impact assessment provisions of the Antarctic Treaty (Environment

Protection) Act 1980, provide for proposals to be examined publicly and for comments to be received.

Formal arrangements under the Territory of Heard Island and McDonald Islands Environment Protection and Management Ordinance 1987, provide for public consultation during the development of management plans.

Formal arrangements under the Environment Protection (Alligator Rivers Region) Act 1978, provide for public consultation on scientific research programs and the effects of uranium mining operations on the environment in the Alligator Rivers region.

Water Act 2007

Several formal arrangements under the Water Act 2007 exist to facilitate input from Basin States, members of the public and other bodies. Basin States refers to New South Wales, Victoria, Queensland, South Australia and the Australian Capital Territory.

Basin Plan Consultation

The Act provides for public consultation and submissions on the development of the Basin Plan, once the new Murray-Darling Basin Authority (the Authority) comes into being (s 43(4)).

An invitation to the public will be published in the Gazette, in newspapers and on the Authority’s website (s 43(5)). The public will also be invited to make submissions on any proposed amendment to the Basin Plan (s 47(4)).


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The Authority must consult with the Basin States, the Basin Officials Committee and the Basin Community Committee, when preparing the Basin Plan (s 42(1)) or an amendment to it (s 46(1)).

The Basin states must also be given the opportunity to make submissions on the proposed Basin Plan (s 43(3)) or a proposed amendment to it (s 47(3)).

A plain English summary of the proposed Basin Plan, or a proposed amendment to it, must be provided to the relevant state ministers and made available to the public at the same time that submissions are sought (s 43(2) and s 47(2)).

At least 16 weeks must be allowed for members of the public and Basin states to make submissions on the proposed plan and eight weeks for submissions on a proposed amendment.

All submissions from the Basin states and members of the public must be considered by the Authority (s 43(10)(a) and s 47(10)(a)).

Note also that section 49 of the Water Act 2007 provides that regulations may be made under that Act, providing that the Authority may make specified kinds of minor or non-substantive amendments to the Basin Plan, in accordance with a process set out in the regulations. Such minor or non-substantive amendments will not be subject to the consultation arrangements specified in sections 46, 47 and 48 of the Act.

The Authority must review the Basin Plan if all of the Basin states request it to do so (s 50(2)(b)). There are some limitations on when the states can request such a review.

Water Resource Plan consultation

During the formulation of a water resource plan, if the Minister gives the plan back to the Authority with suggestions under the Water Act 2007, it must undertake such consultations about the suggestions as it considers necessary and appropriate (s 69(2)(b)).

If the water resource plan is adjacent to another water resource plan, located in another Basin state, the Authority must prepare the plan in consultation with that Basin state (s 68(10)). The same consultation must occur where there is a plan prepared by a Basin state, which needs to be accredited and that plan is adjacent to another water resource plan (s 63(2)).

Other consultation areas under the Water Act 2007

Public consultations, consultations with Basin states and with irrigation infrastructure operators, are also to be undertaken in the making, amending or revoking of water charge rules, and water market rules (s 93(6) and 98(5)).

The Authority must also consult with: holders of environmental water; owners of environmental assets; and managers of planned environmental water; in implementing the environmental watering plan (s 29).

In the preparation of the National Water Information Standards, the Director of Meteorology must consult with the states and territories (s 132(1)), as well as undertake such other consultation as the director considers appropriate (s 132(2)).


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a review must occur in consultation with the states.

Procedures for gaining access to information

Freedom of information matters within the department, are handled by the Legal Section in the Policy Coordination Division. Contact details for the Freedom of Information Coordinator are:

Phone: (02) 6275 2721 Fax: (02) 6274 1587 Email: [email protected]

Written requests for access to documents should be addressed to:

The Freedom of Information Coordinator Legal Section Department of the Environment, Water, Heritage and the Arts GPO Box 787 Canberra ACT 2601

Privacy matters

The department responded to the Privacy Commissioner’s survey on the use of portable storage devices containing personal information.

Auditor-General reports

The department was included in the Australian National Audit Office (ANAO) Report Number 14 on the Audits of the Financial Statements of Australian Government Entities, for the period ended 30 June 2008. The report was tabled in parliament on 17 December 2008.

Financial statement audits are an independent examination of the financial accounting and reporting of public sector entities.

The report recognised that the machinery of government changes that occurred in 2007–08, and resulted in the department gaining responsibility for the heritage and cultural entities from the former Communications, Information Technology and the Arts portfolio, had added a significant workload to the department’s finance and corporate areas.

No significant or moderate audit issues were identified during the audit of the department’s 2007–08 financial statements.

The department’s sustainability guidelines are referred to in ANAO Report Number 25 on Green Office Procurement and Sustainable Office Management. The report was tabled in parliament on 11 March 2009. Ninety-five per cent of the Australian Government agencies audited stated that they found the Department of the Environment, Water, Heritage and the Arts’ website on sustainability in government, to be of use. This is an improvement on the 2005 survey results, where only 73 per cent of agencies found the website guidance of use.


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Parliamentary committees

Senate Standing Committee on the Environment, Communications and the Arts

Management of Australia’s waste streams (including consideration of the Drink Container Recycling Bill 2008)

The Senate Inquiry was undertaken in response to the introduction of the Drink Container Recycling Bill 2008 into the Senate on 13 March 2008, by the Family First Party. The Senate referred the matter to the Senate Committee for Environment, Communications and the Arts for further inquiry, and expanded the terms of reference to consider the management of Australia’s waste streams.

The report was tabled on 3 September 2008, and highlighted the complexity of waste management. Its 18 recommendations are broad, reflecting this sector’s diversity. Twelve recommendations were referred to the Environment Protection and Heritage Council for consideration. Key themes included:

• the importance of developing national approaches to dealing with waste management policy

• the need for waste management policy to be grounded in rigorous cost-benefit analysis

• the need for the expedited establishment of Extended Producer Responsibility arrangements, for products of national significance

• the importance of setting national waste reduction standards, and

• the re-establishment of a national waste data scheme.

Great Barrier Reef Marine Park and Other Legislation Amendment Bill 2008

The Senate Standing Committee on Environment, Communications and the Arts inquired into the Great Barrier Reef Marine Park and Other Legislation Amendment Bill 2008. The department made a submission and appeared before a public hearing of the committee, which reported to the Senate on 15 September 2008. The Bill was passed with amendments on 24 November 2008.

Save Our Solar (Solar Rebate Protection) Bill 2008 [No. 2]

The Senate Standing Committee on Environment, Communications and the Arts report on the Inquiry into the Save Our Solar (Solar Rebate Protection) Bill 2008 [No. 2], was tabled on 25 August 2008. The Bill was not passed, consistent with a recommendation by the committee. The department made a submission to the inquiry, and also appeared before a committee public hearing. The committee’s report included a minority report from the Australian Greens.

The Operation of the Environment Protection and Biodiversity Conservation Act 1999 (First Report)

The Senate Standing Committee on Environment, Communications and the Arts held an inquiry into the operation of the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act) and other natural resource protection programs. The department made a written submission and, upon request, a supplementary written submission and written responses to questions from the committee.


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hearing of the committee.

The committee produced two reports – the first tabled on 18 March 2009 and the second and final report on 30 April 2009. Both reports included additional comments from the Coalition Senators and the Australian Greens.

The committee’s recommendations have been referred to Dr Allan Hawke for consideration as part of his independent review of the EPBC Act. Dr Hawke will report to the minister towards the end of 2009.

Senate Standing Committee on Rural and Regional Affairs and Transport

Water Management in the Coorong and Lower Lakes (including consideration of the Emergency Water (Murray-Darling Basin Rescue) Bill 2008)

In 2008–09, the Senate Standing Committee on Environment, Communication and the Arts completed one report and the Senate Standing Committee on Rural and Regional Affairs and Transport, two reports relevant to the department’s work on water.

Inquiry into the Water Amendment (Saving the Goulburn and Murray Rivers) Bill 2008

The Senate Standing Committee on Environment, Communication and the Arts report into the proposed private member’s Bill, the Water Amendment (Saving the Goulburn and Murray Rivers) Bill 2008, was tabled on 7 May 2009. The committee recommended that the Bill should not be passed. The report included a minority report by the Liberal Party, National Party, Australian

Greens and Independent Senator Xenophon, recommending that the Bill be passed.

Inquiry into the Water Amendment Bill 2008

The Senate Standing Committee on Rural and Regional Affairs and Transport report into the Water Amendment Bill 2008, was tabled on 21 November 2008. The committee found that the Bill would enable water resources in the Murray-Darling Basin to be managed in the national interest, optimising environmental, economic and social outcomes. It considered that the Bill represents the basis for the long-term reform of water management in the Murray-Darling Basin. The committee noted that the Bill allows the Basin Agreement to be independently and regularly amended, and considered that this would ensure that future issues were dealt with expeditiously and efficiently. The committee found that while a number of issues were raised about the legislation during the inquiry, the benefits of the Bill would materialise in the implementation of the agreement and the development of the plan. The committee agreed that the Bill should be passed.

The report included additional comments from the Liberal Party and National Party members of the committee and a minority report from the Australian Greens and Independent senator Xenophon.

The Senate passed the Bill on 4 December 2008 and it received assent on 8 December 2008.


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Inquiry into water management of the Lower Lakes and Coorong

The Senate Inquiry considered water management in the Coorong and Lower Lakes, including consideration of the private members Bill, the Emergency Water (Murray-Darling Basin Rescue) Bill 2008. The committee found that there was not enough water in the system and that this was the result of historic over-allocations, the current unprecedented drought, and the emerging impacts of climate change. The committee made a number of recommendations for action by governments, including that: impediments to trading water should be lifted to allow a more efficient water market; the value of bioremediation of exposed acid sulphate soils should be investigated further; and if the admission of seawater into the lower lakes becomes necessary, the potential environmental impact should be subject to further investigation and community consultation. These three recommendations have been the subject of further action by the government.

The report included additional comments from Liberal Party and National Party members of the committee and a minority report from the Australian Greens and Independent senator Xenophon.

Joint Standing Committee on Treaties (JSCOT)

Report 93: Review into Treaties tabled on 12 March and 14 May 2008.

Australia, as a Party to the Convention on the International Trade in Endangered Species (CITES), is obliged to regulate trade in

CITES-listed species, in accordance with the Convention. At the CITES 14th Conference of the Parties (CoP14) Australia proposed an amendment to the US/Kenya proposal to list all species of sawfish in Appendix I and to list pristis microdon (freshwater sawfish) in Appendix II, with an annotation allowing only trade in live animals. The amendment was sought on the grounds that a small and highly regulated trade in pristis microdon from robust populations, such as in Australia, is sustainable, and also has an important conservation benefit. Amendments adopted at CoP14 entered into force automatically 90 days after CoP14, that is, 13 September 2007.

The Joint Standing Committee on Treaties (JSCOT) reviewed and agreed with the amendments. It made four recommendations about the freshwater sawfish listing and CITES administration, and these were included in report 93: Review into Treaties tabled on 12 March and 14 May 2008, which was tabled on 4 September 2008.

The department prepared the whole-of-government response to the recommendations of JSCOT. In preparing the response, the department consulted with the Attorney General’s Department and the Departments of Finance and Deregulation; Foreign Affairs and Trade; Agriculture, Fisheries and Forestry (Australian Fisheries Management Authority); Prime Minister and Cabinet; and the Treasury.

The government agreed in part with recommendation 1, citing existing assessment processes and funding of research projects to fill information gaps about population status and the impacts of threats on freshwater sawfish.


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recommendation 2, saying that inviting appropriately qualified non-government organisation representatives to meetings of the CITES Conference of Parties, contributes significantly to open and transparent government.

The government agreed in part with recommendation 3, citing provisions for public comment on most non-detriment findings and the utilisation of this mechanism where the freshwater sawfish was concerned.

The government did not agree with recommendation 4, as existing processes for approvals under the EPBC Act are considered appropriate and sufficient.

The response was tabled in parliament on 19 March 2009.

Parliamentary Standing Committee on Public Works

Inquiry into Energy Efficiency in Government Operations

The Energy Efficiency in Government Operations (EEGO) policy requires the department to provide advice to the Parliamentary Standing Committee on Public Works, on energy efficiency issues in agency submissions for new buildings and major refurbishment works. In 2008–2009, the department reviewed nine agency submissions. For each of these, the department provided comments on their compliance with the EEGO policy and, if necessary, suggestions for further improvement in the energy efficiency of the proposed projects.

Senate Standing Committee on Finance and Public Administration

Inquiry into the Appropriation (Nation Building and Jobs) Bill (No. 1) 2008–09 and 5 related bills.

The department appeared before the Senate Standing Committee on Finance and Public Administration inquiry into the Appropriation (Nation Building and Jobs) Bill (No. 1) 2008–2009 and 5 related bills. Officials of the department’s Renewables and Energy Efficiency Division gave evidence on elements of the Energy Efficient Homes Package, including the Home Insulation Program and Solar Hot Water Rebate programs. The committee report, tabled 10 February 2009, recommended passage of the Bills as a matter of urgency. A dissenting report was tabled by Liberal and National Party Committee members.

House of Representatives Standing Committee on Climate Change, Water, Environment and the Arts

Inquiry into the Resale Royalty Right for Visual Artists Bill 2008

The House of Representatives Standing Committee on Climate Change, Water, Environment and the Arts held an inquiry into the Resale Royalty Right for Visual Artists Bill 2008. The department made a written submission and appeared before a public hearing of the committee.

The committee reported to the House on 20 February 2009. The report made 10 recommendations and the


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committee concluded that, subject to its recommendations, the Bill should proceed.

The government response was tabled on 28 May 2009.

The Bill is currently before the House for consideration.

Environmental sustainability

This section is presented in accordance with the requirements of section 516A of the EPBC Act.

Section 516A requires government departments to report on:

• how their activities accord with the principles of ecologically sustainable development (subsection 6a)

• how their outcomes, specified in relevant Appropriation Acts, contributed to ecologically sustainable development (subsection 6b) , and

• the environmental impacts of their operations during the year, and measures taken to minimise those impacts (subsections 6c, d and e).

How the department applies the principles

The department administers the EPBC Act and the Natural Heritage Trust of Australia Act 1997, both of which support the principles of conserving biodiversity and protecting the environment.

Examples of how the department applies the principles of ecologically sustainable development are summarised in the table

below. More details on specific programs are contained in other chapters of this annual report.

Contribution of outcomes

The department is the lead Australian Government agency for developing and implementing national policy, programs and legislation to protect and conserve the natural environment. One of the key functions of the department is to promote and support ecologically sustainable development.

The department’s outcomes contribute to ecologically sustainable development as follows:

Outcome 1: Protecting and conserving the environment helps to maintain the ecological processes on which life depends.

Outcome 2: Australia’s Antarctic interests include a strong focus on protecting the Antarctic environment, and managing the sustainable use of marine resources.

Outcome 3: Australia’s water resources are managed and used sustainably and efficiently.


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How the department applies the principles of ecologically sustainable development Principles Activities

Integration principle: decision-making processes should effectively integrate both long-term and short-term economic, environmental, social and equitable considerations.

Integrated natural resource management: The department develops and invests in natural resource management plans and other strategies to maintain ecosystems These include the regional component of the Caring for our Country initiative and bioregional marine plans. These plans integrate long-term and short-term economic, environmental, social and equitable considerations. Integrated reporting: The department publishes a State of the Environment report.

Precautionary principle: if there are threats of serious or irreversible environmental damage, lack of full scientific certainty should not be used as a reason for postponing measures to prevent environmental degradation.

Environmental impact assessments: The department applies the precautionary principle to prevent serious environmental damage when assessing the possible environmental impacts of proposed actions. Assessments must often be made in the absence of full scientific certainty, most notably assessments under the EPBC Act, and through chemical and gene technology assessment schemes. National response to climate change: The department provides policy input for Australia’s national and international response to the threat of climate change in the absence of full scientific certainty. It manages for uncertainty, including preparing Australia for unavoidable climate change impacts.


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How the department applies the principles of ecologically sustainable development Principles Activities

Intergenerational principle: the present generation should ensure that the health, diversity and productivity of the environment is maintained or enhanced, for the benefit of future generations.

Pollution prevention: The department applies laws and National Environment Protection Measures to prevent environmentally harmful substances entering the environment. Laws include the Environment Protection (Sea Dumping) Act 1981, the Hazardous Waste (Regulation of Exports and Imports) Act 1989, the Fuel Quality Standards Act 2000 and the Ozone Protection and Synthetic Greenhouse Gas Management Act 1989. Whole-of-government policy development: The department seeks to ensure that environmental protection is appropriately considered in the development of other Australian Government policies, including major energy and water reforms. Community capacity building: The department administers the Australian Government’s major natural resource management programs that have an environmental focus, including the Caring for our Country program. These programs increase the capacity of Australians to conserve ecosystems for future generations.

Biodiversity principle: the conservation of biological diversity and ecological integrity should be a fundamental consideration in decision-making.

Biodiversity conservation: The department applies laws for the conservation of biodiversity to protect wildlife and places with environmental values, including the EPBC Act, and, through the Caring for our Country program, marine protected areas, terrestrial parks and reserves.

Valuation principle: improved valuation, pricing and incentive mechanisms should be promoted.

Conservation incentives: The department promotes incentives for protecting wildlife and habitats on private land through covenants. It supports fishing industry adjustment processes to reduce pressures on the marine environment. Waste reduction incentives: The department provides incentives for more efficient use of resources. This includes: markets for waste products, such as used lubricating oils, and water efficiency labelling. It also contributes to reducing packaging waste, as a signatory to the National Packaging Covenant.


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operations

Sustainability in Government

The Sustainability in Government program, aims to achieve improvements in the contributions made by the public sector to sustainability (particularly ecological sustainability), through actions including: better environmental management; energy efficiency; public reporting; and sustainable purchasing.

The department helps agencies to develop and implement ISO14001 environmental management systems and to integrate environmental considerations into public procurement decisions. During 2008–09, the department:

• released the report Energy Use in the Australian Government Operations 2006–2007. This report outlines the levels of energy usage and emissions for the Australian Government, at both a whole-of-government and an individual agency/department level. It encourages individual agencies to improve their performance over time, and meet the 2011 energy targets already set under the Energy Efficiency in Government Operations policy

• coordinated the participation of all 128 Commonwealth agencies in Earth Hour 2009. This resulted in a combined total of Commonwealth office floor area of over 3.7 million square metres in more than 1500 buildings participating in Earth Hour

• conducted an Energy Forum for Australian Government agencies, to facilitate energy efficiency, particularly in lighting technology

• worked alongside the Department of Defence to establish more comprehensive metering and monitoring of selected key defence bases, as part of the Energy Efficiency in Government Operations policy

• negotiated a further two-year supply for the whole-of-government electricity contract, with 10 per cent of this being greenpower purchased on behalf of agencies in the ACT, and

• negotiated energy efficiency strategies with stakeholders of the Australian Government special purpose buildings, as part of the Energy Efficiency in Government Operations policy.

National Environment Protection Measures

The department provides support to enable Australian Government agencies to report against National Environment Protection Measures (NEPMs), and coordinates their responses. NEPMs are statutory instruments that outline agreed national objectives for protecting or managing particular aspects of the environment. In fulfilling the legislative requirement for annual reporting on NEPM implementation, agencies must consider the strategies they have employed to reduce their environmental footprint for that reporting year.

Coordination activities this year included:

• convening a workshop for government agencies to inform them of their reporting responsibilities, and

• drafting the Australian Government NEPM implementation annual report.


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Model Environmental Management System (EMS)

The department updated the Model EMS, first published in 2003, with the new EMS Tool, which assists other government agencies and office-based organisations wishing to establish, or improve, their own Environmental Management System. The new EMS Tool is based on the international standard for environmental management systems and has been updated to reflect the 2004 version of the standard. It is anticipated that the tool will help to reduce the time and cost often associated with implementing an EMS, and also provide a well developed system for the management of environmental impacts resulting from the day to day operations of office-based organisations. The EMS Tool can be found on the department’s website at www.environment.gov.au/settlements/government/ems/index.html

New Building Project

In conjunction with the Department of Finance and Deregulation, the department is involved in the development of a concept for a new building to accommodate all of the department’s office-based operations in Canberra. The project is still in the conceptual stage but potentially provides an opportunity to set a new benchmark for exemplary, environmentally sustainable, design and construction for commercially-viable office accommodation.

Environmental performance

Canberra Offices

Through its environmental management policy, the department continues to be committed to adopting ecologically sustainable work practices. As part of this commitment, the department has maintained certification of the environmental management system for its main office in Canberra, to the international standard for environmental management (ISO 14001).

Greenhouse Gas Emissions

Greenhouse gas emissions associated with the department’s business activities in Canberra resulted from air travel (2 185 tonnes of carbon dioxide equivalent, or CO2-e), our use of electricity for tenant light and power (842 tonnes CO2-e) and use of fuel in our vehicle fleet (204 tonnes CO2-e)1.

Air Travel

Emissions from business air travel contributed 68 per cent of total emissions associated with our Canberra-based operations. The department provides staff with access to video and teleconferencing facilities in our main offices and the aim is to reduce the overall amount of air travel undertaken by the department in 2009–10.

1 Greenhouse gas emission calculations for air travel are taken from ‘Guidelines to DEFRA’s GHG Conversion Factors for company reporting’ published by the UK Department for Environment, Food and Rural Affairs. Calculations for emissions resulting from fuel use and electricity use are made using the Online System for Comprehensive Activity Reporting using current conversion factors provided by the Department of Climate Change.


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Emissions associated with consumption of electricity (not including Green Power) contributed 26 per cent of total emissions. Our goal is to continue to reduce the amount of electricity consumed per employee and increase the proportion of electricity sourced from renewable supplies. In 2008–09 our electricity consumption was 5566 megajoules per person2. This is just above our set target of 5000 megajoules per person, but still within the government target of 7500 megajoules per person. To reduce the amount of greenhouse gas emissions associated with the use of electricity, 70 per cent of the electricity purchased for our Canberra tenancies was certified Green Power.

During 2008–09 the department implemented server virtualisation, which will reduce the department’s electricity use by 356 400 megajoules per annum. The department also conducted a desktop virtualisation trial using thin client technology. Results of this trial indicate further energy savings can be achieved and we will continue to investigate the advantages of thin client technology, compared with traditional desktop personal computers.

Fuel use

Emissions associated with use of fuel in our vehicle fleet contributed six per cent of total emissions. The department continued to seek improvements in fuel efficiency when leasing our pool vehicles in 2008–09. The department’s vehicle pool fleet in Canberra includes 14 cars, with an average Green Vehicle Guide (GVG) rating of 16.8 (out of 20). The total fleet has an average rating of 12.8, which far exceeds the government target of 28 per cent of fleet vehicles rating higher than 10.53. To offset the 204 tonnes of CO2-e resulting from fuel used by our total vehicle fleet, the department funded the planting of 660 trees by Greenfleet4.

To provide alternative transport options for staff travelling between our offices in Canberra, the department purchased two additional electric bicycles for our bike fleet. The bicycles are made available to staff in the department three main offices, for commuting between offices, for business meetings close by, and for recreational rides at lunch time.

Procurement

The department’s main procurement activities include: office fit out and refurbishment; leasing of Information and Communication Technology (ICT) equipment; and purchasing of office consumables (mainly copy paper).

2 In the 2007–08 Annual Report, the Canberra offices reported electricity consumption as 4,907MJ/person. The correct amount has since been found to be 5,439MJ/person.The incorrect reporting of this figure was due to inconsistent measuring of data.This inconsistency in measurement has been remedied.

3 See www.greenfleet.com.au for calculations used in determining offset requriements.4 See www.greenvehicleguide.com.au for guide to ratings.


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During 2008–09 the department conducted a desktop and local area network services procurement process. The department specified strict environmental criteria in this tender including the requirement for ICT products to meet a minimum performance standard of Electronic Products Environmental Assessment Tool (EPEAT) silver5. It was also a requirement that tenderers be able to demonstrate a commitment to environmentally-sound practices in their broader operations.

We are also implementing an internal policy for the purchasing of 100 per cent recycled copy paper in all Canberra offices. We aim to change to a new stationery contract in 2009–10, which will enable the provision of environmentally-preferred options for office products, where possible.

Waste

Last year we disposed of approximately 158 397kg of waste, including 118 858kg of paper waste. Of this, roughly five per cent was sent to landfill, 83 per cent was recycled (including commingled material and paper) and 12 per cent was composted. In addition to general office waste, we also provided our Canberra staff with drop-off points for recycling mobile phones (63 kilograms), batteries (105 kilograms) and corks (29 kilograms). We continue to recycle all of the broken fluorescent lamps from our offices (195 kilograms).

Environmental Management

In May 2009, the department underwent a two-day external audit and gained re-certification

to the international standard for environmental management (ISO 14001), for its main office (the John Gorton Building) in Canberra. Departmental managers meet each quarter to review the effectiveness of measures taken to minimise environmental impact and set new targets for improvement.

Supervising Scientist Division

The Supervising Scientist Division contributes to the department’s sustainability objectives through a range of measures, aimed at continuously improving the environmental performance of its business operations and minimising associated environmental impacts. The division manages its environmental performance as part of its broader internal risk management framework. The division also contributes to other Australian Government environmental management and reporting initiatives, as required.

Staffing – Darwin Office and Jabiru Field Station

Environmental performance data, on a per employee basis, have been calculated using a total staffing number for 2008–09 of 64.5 employees–57.5 for the Darwin office (including Parks Australia North staff) and 7 for the Jabiru Field Station.

Electricity

Total electricity use for the division in 2008–09, increased by five per cent. Darwin office electricity use increased by four per cent and Jabiru Field Station use increased by 12 per

5 See www.epeat.net


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was 53 744 megajoules, up eight per cent from last year. This increase is partly due to the reduction in staffing levels, compared to last year. The division is committed to improving the energy efficiency of its operations, through: the use of timers on air-conditioning systems; sensor activated and on demand lighting systems; and improved staff awareness and compliance with departmental energy management requirements. The division is also subject to third party audit of its energy use efficiency as part of its building lease conditions. The division does not currently use green power but may investigate this in the future, when it becomes available in the Northern Territory.

Fuel and Transport

The division’s vehicles travelled 214 736 kilometres in 2008–09 (approximately 3329 kilometres per employee). Total fuel used for the division decreased by eight per cent and distance travelled by vehicles decreased by four per cent. There has been a 24 per cent decrease in unleaded fuel consumption and a six per cent decrease in diesel consumption. This was due mainly to the reduction in the division’s vehicle fleet and some changes to more fuel-efficient vehicles during the reporting year.

Water

Total water use by the division in 2008–09, increased by eight per cent. Darwin office water use decreased by 18 per cent. While Jabiru Field Station water use increased by 25 per cent, the bulk of this water was used by Kakadu Native Plants – a local indigenous-

owned plant nursery that also operates out of the Jabiru Field Station site. The division implements a range of measures to improve its water use efficiency, including use of automated watering systems, dual flush toilets and other water-saving devices.

Greenhouse Gas Emissions

The division generated a total of 804 tonnes of greenhouse gas emissions during 2008–09 (12.47 tonnes per employee), which is an increase of around 2.5 per cent. Most of the division’s greenhouse gas emissions were generated from electricity consumption.

Paper

The division is committed to the use of partly recycled paper for all office printing. It also promotes recycling and reuse of waste paper where possible. A total of 770 reams of partly recycled and four reams of virgin paper (totalling 1.9 tonnes) were used by the division in 2008–09, or approximately 12 reams per employee , representing no change in total per capita consumption over the previous year. Use of virgin paper reduced by 60 per cent compared with last year.

Procurement

The division takes environmental sustainability into account as part of its purchasing decisions but does not record green procurement separately from other purchases. Where possible, the division purchases environmentally friendly and recyclable materials and products. All contractors and other service providers are required to comply with the division’s environmental management policies and procedures while on site.


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Waste

The division generated 19.68 tonnes of waste in 2008–09, comprising: 0.82 tonnes of plastic/glass; 3.50 tonnes of paper/cardboard; and 15.36 tonnes of non-recyclable waste. Recycling of plastic and glass increased by 12 per cent and recycling of paper and cardboard increased by 21 per cent, in 2008–09. There was also a 20 per cent reduction in waste going to landfill. The division provides facilities for separation of recyclable and non-recyclable wastes, including: organic material; paper; toner cartridges; batteries; glass; cardboard; and plastic. Most organic waste is processed through an on-site worm farm, to provide live feed for breeding populations of fish used in research activities.

Environmental Management System

The division utilises a range of measures to manage, monitor and report on its environmental performance. It has developed a draft Environmental Management System (EMS) based on the International Organisation for Standardisation (ISO)14001 standard. As implementation of the draft EMS was deferred in early 2009 due to resource constraints, a

number of other strategies for managing the division’s environmental performance were considered. These included: integration of environmental aspects into the division’s broader risk management framework; use of external environmental audits, associated with lease conditions; and review of policies and procedures to minimise potential environmental impacts associated with the division’s field based work. It is anticipated that these strategies will be finalised during the 2009–10 financial year

Performance Tables

The following tables summarise the environmental performance of the department’s four major operational areas in 2008–09:

• head offices in the John Gorton Building, the Burns Centre, Farrell Place and Allara Street in Canberra and the Fyshwick and Queanbeyan warehouses

• Australian Antarctic Division in Tasmania and the Australian Antarctic Territory

• Parks Australia Division

• Supervising Scientist Division in Darwin and Jabiru.


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Environmental PerformanceJohn Gorton Building, Burns Centre, Farrell Place and Allara Street in Canberra and Fyshwick and Queanbeyan warehouses Performance 2008–09

Greenhouse gas emissions

Total greenhouse gas emissions (after offsets) 3,026 Tonnes CO2-e

Total emissions offset (including Green Power) 2,154Tonnes CO2-e

Electricity Use (tenant light and power)

Total electricity consumed 9,393,691 MJ

Total electricity consumed per employee (offices only) 5,566 MJ per employee

GreenPower purchased 6,561,795 MJ

Air Travel

Total distance travelled 20,617,402 km

Total number of flights 19,910 flights

Average flights per employee 10 flights per employee

Vehicle use

Vehicles in use (owned or leased by the organisation) 38 vehicles

Proportion of alternative fuel or hybrid vehicles 34%

Total distance travelled 812,409 km

Fuel consumed (Unleaded Petrol) 28,148 litres

Fuel consumed (E10) 27,597 litres

Fuel consumed (Diesel) 22,305 litres

Paper use

Total paper purchased 27, 615 reams

Paper purchased per employee 13.8 reams per employee

Waste generated

Solid waste generated per employee 79 kg per employee

Solid waste diverted from landfill 95%


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Environmental PerformanceAustralian Antarctic Division Performance 2008–09

General The AAD complied with all applicable environmental laws and agreements, and required compliance with them by participants in activities supported by the AAD, by other Australian visitors to the Antarctic, and by our contractors and suppliers.

The AAD continues to enhance its implementation of measures to prevent or minimise pollution, waste and other human impacts in all environments in which we operate.

EMS The AAD continues to operate a certified EMS to the international standard AS/NZS ISO 14001. This system ensures that management measures to protect the environment are implemented for those aspects of the organisation’s activities most likely to have more than a negligible environmental effect. Australia is a major proponent of this systematic approach to environmental management through the International Committee for Environmental Protection.

For the AAD to meet its triennial recertification requirements, the external auditor undertook a surveillance audit at the AAD headquarters in Kingston and the Cargo facility, during September 2008. This surveillance audit was successful, with the AAD maintaining its certification for a further three years to 30 September 2011.

Energy (electricity) The offices, laboratories and workshops in Kingston consumed 4 228 610 kilowatt hours.

Transport The AAD’s Kingston-based fleet vehicles consumed 16 438 litres of fuel. The fleet includes a Toyota Prius hybrid vehicle.

Vehicular fuel consumption for 2008–09 at the AAD’s four stations, was 131 485 litres.

Greenhouse gas emissions The division’s greenhouse gas emissions totalled 20 906 tonnes.

Water The Kingston site consumed 3442 kilolitres of water. It should be noted that reuse of stormwater for watering the landscaping saved 2 900 kilolitres of fresh water.

The AAD’s three stations in Antarctica and one on Macquarie Island (sub-Antarctic), consumed 5371 kilolitres of water.

Potable water management plans are in place for all stations, monitoring results are recorded in State of the Environment reporting.


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Australian Antarctic Division Performance 2008–09

Waste (including paper) 548 reams of A4 equivalent paper were purchased for use at the Kingston offices and the stations.

The waste returned to Australia statistics for 2008–09 were very different from previous years due to the use of a very large cargo ship, which brought back large quantities of waste materials that had been stored on stations for some time. The old Davis station was also dismantled and returned on the cargo ship, accounting for over half of the total waste tonnage that went to landfill. Of the waste returned to Australia other than the old Davis station, 50% went to landfill, 29% was recycled and reused, 21% was treated and disposed. Including the old Davis station, total waste returned to Australia was 68% landfilled, 18% recycled and reused and 14% treated and disposed.

Green Procurement The division’s purchasing accords with departmental guidelines. The environmental guidelines are under review.

Other Fuel usage for power and heating at the stations was 1 785 661 litres.


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Environmental PerformanceParks Australia Division Performance 2008–09

General More detailed sustainability reporting is provided in the Director of National Parks Annual Report for 2008–09.

Management plans for individual protected areas include environmental management goals and prescriptions. Climate change strategies with actions to minimise carbon footprint, were drafted for Kakadu National Park, Booderee National Park and the Australian National Botanic Gardens (ANBG).

Environmental performance data for Parks Australia’s staff based in Canberra are included in the department’s results and staff based in Darwin are included in the Supervising Scientist division results.

Greenhouse gas emissions The division’s greenhouse gas emission totalled 6317 tonnes, which is an increase of 4% over last year. This is due to a combination of factors as reported below.

Energy (electricity) Purchased electricity use was increased by 1.6% from last year, across relevant areas of the division.

The ANBG which consume 61% of Parks Australia’s total purchased electricity, continued to source 10% of contracted electricity purchased from Green Power, under a bulk government agency purchasing arrangement.

Uluru-Kata Tjuta recorded a 9.8% increase in diesel used to generate power as a result of a breakdown in the main generator and resultant reliance in a less efficient back-up.

Transport Booderee National Park continued its BioDiesel (B5) trial. On completion of vehicle services, no notable service or operation issue emerged that could be directly linked to the use of biodiesel fuel. External funding for the trial ended during 2008–09.

Diesel use in Kakadu was down 44.9% due in part to a lower number of vehicles being used across the year and a corresponding decrease in travel of 36 349kms.

Waste (including paper) At the ANBG, where statistics are available, 98.3m3 of co-mingled waste and 129.4m3 of cardboard were recycled.

Available data suggests staff used 5.4 reams of paper per person per year, a 3.8% increase on 2007–08.


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Parks Australia Division Performance 2008–09

Water Booderee National Park’s water usage was up 60% due to a leak in the water mains at Bristol Point and Green Patch. Remedial action has been undertaken. Uluru-Kata Tjuta National Park’s water use was down 8.5%, compared with 2007–08. (The Park and the Mutitjulu community together consumed 72 855 kilolitres). The ANBG consumed 165 965 kilolitres, which is up 7.1% due to a dry summer and high winds.

The ANBG continued to implement its water management strategy, including: the use of soil moisture sensors; latest technology irrigation emitters and drip systems; ball values which reduce low end water loss from sprinkler systems; and valve maintenance to reduce low-end drainage for sprinkler heads. In addition, irrigation infrastructure was altered to reduce the incidence of double watering in some areas, by capping and relocating sprinkler heads Solar powered remote solenoid control units were installed and integrated into the Irrinet system.

The ANBG continued the project to design and construct new potable infrastructure for on-site buildings, to separate out the non-potable water for the irrigation system. In June 2009, agreement was reached with the National Capital Authority and ACT Government, to deliver 170 megalitres of water from Lake Burley Griffin to the Gardens.

Green Procurement Increased awareness and application of Parks Australia’s environmental purchasing guidelines included in the Director of National Parks’ Chief Executive Instructions.


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Environmental PerformanceSupervising Scientist Division (including Policy Services Section, Parks Australia North) Performance 2008–09

Indicator Quantity Measure Change

Energy use and greenhouse gas emissions (GGE)

Total energy use:

Per employee:

962 607 KWh

53 744 MJ

+ 5%

+ 8%

Total GGE:

Per employee:

804 tonnes CO2 e

12.5 tonnes CO2 e

+ 2.5%

No change

Paper use

Total paper used:

• partly recycled

• virgin

Per employee:

774 reams

770 reams

4 reams

12 reams

+ 12%

+ 13%

- 60%

No change

Waste

Total waste generated:

Per employee:

19.68 tonnes

0.30 tonnes

- 16%

Total recycling:

• paper/cardboard

• plastic/glass

4.32 tonnes

3.50 tonnes

0.82 tonnes

+ 19%

+ 21%

+ 12%

Total waste to landfill: 15.36 tonnes - 20%

Total waste diverted from landfill: 4.32 tonnes

Transport – vehicles

Total distance travelled:

Per employee:

Total unleaded:

Total diesel:

214 736 kilometres

3329 kilometres

9797 litres

13202 litres

- 4%

-1%

-24%

-6%

Water use

Total water used: 9575 kilolitres + 8%

• Darwin Office

• Jabiru Field Station

1997 kilolitres

7577 kilolitres

- 18%

+ 25%


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The Department of the Environment, Water, Heritage and the Arts aims to attract, develop, engage and retain quality people to ensure corporate goals are achieved and changing business needs are met.

Results 2008–09• Implemented the government’s new

employment framework, which included new arrangements for agreement making in the Australian Public Service (APS). Commenced negotiations on a new Collective Agreement for the department.

• Conducted the DEWHA 2008 Staff Survey, which provided the basis for a number of departmental priorities for action.

• Initiated a number of key initiatives as part of the department’s workforce planning strategy, to address issues such as an ageing workforce, greater diversity and skills shortages. Initiatives included increasing the number of recruits in the graduate program, continuation of the school leavers traineeship and an intra-departmental Indigenous secondment program.

• Strengthened performance in the occupational health and safety area through a comprehensive review of policies and procedures and the implementation of new health and safety arrangements.

• Implemented a comprehensive leadership program for executive level employees, aimed at consolidating leadership and management skills at the frontline manager level, and strengthening the succession pipeline in the department.

• Continued development of an accommodation strategy for the department’s Canberra employees, which would result in all staff working in a single location.

• Launched the department’s Disability Action Plan 2009–2011. Implementation strategies include stakeholder briefings and seminars to raise awareness in employees.

Workforce planning, Staff retention and turnover

The department initiated its first comprehensive workforce planning process in 2006–07, with publication of the DEWHA Workforce Plan 2007–2009. The majority of strategies from the plan have now been implemented and work has progressed on the development of a new plan, covering the period 2009–2012. The issues of an ageing workforce, succession management and changing economic conditions have been identified as key workforce planning concerns. Workforce planning strategies to address these concerns include: expansion of the graduate recruitment program and continuation of the School Leaver Traineeship program.

The department recognises that workforce planning must be sufficiently flexible to meet changing circumstances. For example, of the 60 graduates recruited in 2008 (a doubling of the program from the previous year), 10 were transferred to the newly created Department of Climate Change at the commencement of their third rotation. The number of people recruited as part of the graduate program was increased to 64 in February 2009, continuing the department’s role as a significant employer


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of graduates in the APS. During their first year, graduates complete placements in three different areas of the department and undertake a comprehensive development program. Strong retention rates and feedback demonstrating high levels of satisfaction with the program have been maintained, despite its rapid expansion.

The school leaver traineeship program introduced in 2008 was continued, following the success of the pilot program. Of the nine trainees who started in 2008, seven completed the program and were offered ongoing employment with the department. In the 2009 program, ten recent Year 12 school leavers are undertaking a Certificate IV in Government course and three rotation placements throughout the department. Once again, trainees who successfully complete the program will be offered ongoing employment with the department.

Two Indigenous graduates were recruited through the Australian Public Service Commission’s centralised program, for the department’s 2009 graduate program. The three Indigenous undergraduate students recruited in 2008 for the Indigenous cadetship program continue to be financially supported to undertake full-time tertiary studies and work in the department during vacations.

The DEWHA 2008 Staff Survey provided information for workforce planning, especially on staff attraction and retention. The survey was conducted from 24 November to 5 December 2008 and sought staff perceptions on a wide range of workplace issues including: leadership; attraction and engagement; communication; working environment; career

development; and business systems. The survey received a total of 1750 responses, an overall response rate of 64 per cent, with the majority of divisions achieving greater than 75 per cent participation. The overall survey results were encouraging: 84 per cent of staff indicated satisfaction with their job and 88 per cent responded that they would recommend the department as a good place to work.

The retention rate for ongoing employees in 2008–09 was 86.5 per cent, compared to 90.3 per cent in 2007–08. The overall separation rate (including promotions and transfers to other APS agencies) was 23.99 per cent, a slight rise from 23.13 per cent in 2007–08. This figure includes the department’s non-ongoing employees, primarily employed to meet seasonal operational demands in the AAD and some of the national parks. Excluding these employees, the separation rate for ongoing employees was 9.45 per cent, a rise from 8.75 per cent in 2007–08. Work commenced in 2008–09 on revamping the department’s induction process, as a further step in reducing attrition, particularly in new employees.

Workforce profile

The department has a diverse workforce, carrying out a range of responsibilities across Australia and in Australia’s external territories.

The department’s workforce statistics are presented in the tables on the following pages. All statistics are as at 30 June 2009.


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Secretary Secretary of the department

PEO Principal Executive Officer. Refers to the Director of National Parks, a statutory office holder.

SES 1—3Senior Executive Service bands 1—3. Includes Chief of Division, Australian Antarctic Division.

EL 1—2 Executive Level bands 1—2. Includes equivalent Australian Antarctic Division bands 7—8.

APS 1—6Australian Public Service levels 1—6. Includes equivalent Australian Antarctic Division levels 1—6. Includes graduate, school leaver and cadet recruits.

RS 1—3Research Scientist (equivalent to APS 6 or EL 1), Senior Research Scientist (equivalent to EL 2) and Principal Research Scientist (equivalent to EL 2).

AMP 1—2 Antarctic Medical Practitioner levels 1—2 (Expeditioner).

AE 1—3 Antarctic Expeditioner bands 1—3.

LO 1—3Legal Officer (equivalent to APS 3—6), Senior Legal Officer (equivalent to EL 1) and Principal Legal Officer (equivalent to EL 2).

PAO 1—4Public Affairs Officer 1—2 (equivalent to APS 3—6), Public Affairs Officer 3 (equivalent to EL 1) and Senior Public Affairs Officer (equivalent to EL 2).


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Employment agreements

New arrangements for making agreements in the Australian Public Service (APS), were introduced by the government from February 2008. A key feature was the prohibition on new Australian Workplace Agreements (AWAs) in the Australian workforce, while existing AWAs were to continue until replaced or terminated under the Workplace Relations Act 1996. Within the department 18 per cent of staff continue to be covered by an AWA, predominantly at the SES and Executive Levels. The majority of AWAs have a nominal expiry date of 30 June 2009.

Employment conditions for employees not on AWAs are set out in the department’s Collective Agreement (the Department of the Environment and Heritage Collective Agreement 2006–09). This has a notional expiry date of 10 August 2009. Staff who joined the department from the then Department of Communications, Information Technology and the Arts, as a result of

machinery of government changes in December 2007, retain some conditions from that department’s 2007–2010 Collective Agreement.

For new non-SES employees, the Collective Agreement is the principal instrument that sets out terms and conditions of employment. Where necessary to attract quality candidates, supplementary terms and conditions are managed through the use of determinations under the applicable employing legislation (generally a s 24(1) determination under the Public Service Act 1999).

Remuneration arrangements for SES employees are determined by the Secretary, based on individual capacity and job requirements. General conditions were agreed and previously set through a comprehensive AWA. For new SES employees, a determination under s 24(1) of the Public Service Act 1999 is being used to set terms and conditions of employment.

Number of employees under each type of employment agreement

Type of agreement

Classification

Total SES non-SES

Australian Workplace Agreements 53 542 595

Collective agreement (department) - 2668 2668

Other 21 55 76

Total 74 3265 3339


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Base salaries

Classification Collective agreement Australian Workplace

Agreement

Australian Public Service Level 1—2 $35,182 – $44,417

Australian Public Service Level 3 $45,902 – $50,156

Australian Public Service Level 4 $51,664 – $54,810 $51,664 – $54,810



Executive Level 1 $75,868 – $84,158 $75,868 – $91,271

Executive Level 2 $90,891 – $102,299 $90,891 – $114,400

Public Affairs Officer 1 $51,664 – $59,890

Public Affairs Officer 2 $65,445 – $72,099 $65,445 – $72,099

Public Affairs Officer 3 $79,548 – $99,319 $79,548 – $99,319

Senior Public Affairs Officer 1—2 $102,299 – $108,532 $102,299 – $111,532

Legal Officer $47,280 – $69,795

Senior Legal Officer $75,868 – $93,618 $75,868 – $93,618

Principal Legal Officer $99,319 – $105,372 $99,319 – $108,372

Research Scientist $61,688 – $84,158 $61,688 – $84,158

Senior Research Scientist $87,701 – $108,532 $87,701 – $111,532

Principal Research Scientist $111,788 – $122,154 $111,788 – $125,154

Senior Principal Research Scientist $129,483 – $141,491 $129,483 – $144,491

Antarctic Medical Practitioner Level 1 (Head Office) $102,299 – $115,143 $102,299 – $115,143

Antarctic Medical Practitioner Level 2 (Head Office) $118,597 – $129,483 $118,597 – $132,483

Expeditioner Band 1 $44,796 – $59,984



Antarctic Medical Practitioner Level 1 (Expeditioner) $118,597 – $132,483

Chief of Division 1 $124,200 – $143,000

Senior Executive Service 1 $124,200 – $143,000



Note: Does not include salaries relating to the Principal Executive Officer position or the Secretary, as they are not employed under the collective agreement or an Australian Workplace Agreement.


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Performance Payments

In December 2008 a decision was made to end the performance pay scheme for SES staff. SES salaries were increased on a cost neutral basis to compensate for the loss of performance pay, with appropriate reductions for the cost of superannuation.

Some non-SES employees, whose employment conditions are covered by AWAs or s 24(1) determinations, are eligible for performance bonuses. Details of payments made during 2008–09 are detailed below. Payment is linked directly to an individual’s performance assessment outcome.

A table showing performance pay by level, average and range is set out below:

Performance pay for employees up to executive level 2

Performance pay statistic

Classification

APS 1–6 Executive Level 1 Executive Level 2

2007–08 2008–09 2007–08 2008–09 2007–08 2008–09

Number of performance payments

7 1 347 382 233 249

Average performance pay

$4,932.00 $3,366 $4,556 $5,338 $6,685 $6,737

Range of performance pay

$1,215 – $7,417

$3,366 $243 – $13,285

$546 – $10,099

$233 – $12,163

$704 – $17,084

Total paid $34,527 $3,366 $1,581,132 $2,039,456 $1,557,747 $1,677,629

Notes: Performance pay bonus payments made in 2007–08 are for the 2006–07 appraisal cycle. Performance pay bonus payments made in 2008–09 are for the 2007–08 appraisal cycle. Some payments were made on a pro-rata basis as employment did not span the full appraisal period.

Performance pay for senior executive service employees

Performance pay statistic

Classification

SES bands 2 and 3 SES band 1

2007–08 2008–09 2007–08 2008–09

Number of performance payments 22 52

Average performance pay $12,472.00 $7,720.55

Range of performance pay $4,626.00 – $26,400.00

$1,697.00 – $17,160.00

Total paid $274,384.00 $401,469.00

Notes: Performance pay bonus payments made in 2007–08 are for the 2006–07 appraisal cycle. Performance pay bonus payments made in 2008–09 were limited to a small number of SES not affected by the decision to end performance bonuses and roll in a commensurate amount to salary.

Some payments were made on a pro-rata basis as employment did not span the full appraisal period.

Payments do not include the Secretary and the Principal Executive Officer.


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The department’s current performance management scheme has been in place since 2005, although there have been variations in ratings systems for those on the Collective Agreement; those covered by AWAs and s 24(1) determinations; and those who joined from the Department of Communications, Information Technology and the Arts, after the December 2007 Machinery of Government changes.

With the vast majority of AWAs expiring at the end of the current performance cycle, the department has taken the opportunity to revise the policy, ratings and template to ensure alignment across all parts of the organisation. The department is also increasing its commitment to identifying and addressing performance issues by providing increased support to managers and employees. Targeted training for managers on performance leadership was also commenced in 2009, building on an enhanced leadership program outlined in the following section. The online recording of participation and ratings, through the employee self service system, commenced to provide accurate statistics and data for salary increases, and to monitor participation in the scheme.

Learning and development strategies

Effective and targeted learning and development strategies continue to be a fundamental element of the department’s ability to retain quality staff, and strengthen our talent identification and succession management strategies. To ensure all staff members have access to the learning and development opportunities needed to

undertake their work, each one is required, under the terms of the Collective Agreement, to have a learning and development plan, which clearly identifies both the learning needs and the solutions.

During 2008–09, the highly successful leadership program for Executive Level employees was expanded to include additional segments, specifically addressing performance. This aimed at delivering skills in how to maximise performance. It directly addressed outcomes from the staff survey, where staff expressed concern that performance issues were not being adequately addressed by managers. Over 350 Executive Level and Senior Executive Service staff members have participated in one or more of the leadership program elements to date.

Other learning and development programs developed to address specific business needs were delivered during the year. They included negotiation skills, ministerial writing and project management.

The department continued to use online learning to educate employees about concepts, business processes and computer applications. The online orientation program, which enables new employees to rapidly gain knowledge of departmental practices and procedures, has been significantly expanded during the year, to ensure that all new staff members are properly inducted into the department, with the expectation that this will reduce attrition in the first year of work. Online IT training programs assist staff members to improve their computer skills. Other online programs have been developed to provide easily accessible training in aspects of finance and security.


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Workplace Diversity sessions were held on five occasions throughout the year, to raise the awareness of existing employees about the importance of diversity, and to increase prospects of retaining a diverse workforce. Work commenced on preparation of a new Diversity Plan 2009–2012 for the department.

A new Indigenous Development Coordinator was appointed during the year, to continue the implementation of the Indigenous Employment and Capability Strategy (IndECS). An Indigenous mentoring program was launched at Indigenous staff conferences held in Jervis Bay and Darwin. The mentoring program is supported by a training program for mentors of Indigenous staff. Four Indigenous Cultural Awareness programs were conducted. The Australian Public Service Commission also ran two of its Indigenous career trek programs, one at Booderee National Park and one at Kakadu National Park.

Staff continued to utilise external development programs, where the focus is on broader management and leadership skill development. Four staff members are undertaking the Public Sector Management Program and a further five attended the Career Development Assessment Centre (CDAC) program of the Australian Public Service Commission. Another two employees are undertaking the Executive Masters in Public Administration, through the Australian and New Zealand School of Government. These courses, along with the department’s leadership development program, are important elements of the department’s succession management and talent development programs.

Rewards and Recognition

The department has developed a range of reward and recognition programs, both formal and informal, to help ensure that initiative, commitment and high performance are recognised in appropriate and timely ways. This includes participation in formal Australian Public Service-wide recognition programs, as well as celebrating department-wide employee excellence by recognising outstanding team and individual performance.

A key program is the annual Australia Day Achievement Awards. Twenty-five awards were announced, for 10 individuals and 15 teams, at the department’s 2009 Award ceremony on 3 February. Award recipients included: an officer who has made a significant contribution to the conservation of Christmas Island’s unique biodiversity, by guiding the Christmas Island Mine Site Forest Rehabilitation Team to deliver a world-class rainforest rehabilitation program; a team award for the National Portrait Gallery for the successful transition to their new building; and to the Leadership Team for their excellent work in implementing a new large-scale Leadership Development Program, for all the department’s Senior Executive Service and Executive Level employees.

A second important cross-department recognition program is the annual Secretary’s Awards. In October 2008, the Secretary presented a total of 50 achievement awards in three categories. The first category recognised 17 individuals for their contribution as effective mentors and role models. Category Two recognised 17 teams for their effective knowledge-sharing and team work. Category Three recognised 14 individuals and two


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entteams for their consistently good efforts and

for setting a high benchmark for the type of work they do.

Outstanding work was also recognised at a divisional level, with individuals and teams being recognised by relevant division heads, who awarded certificates for contributions to the work and outcomes of their divisions.

Occupational health and safety

The department is committed to providing and maintaining a safe and healthy workplace for all its employees and visitors, in accordance with the Occupational Health and Safety Act 1991. The department’s Health and Safety Management Arrangements (HSMA) and Occupational Health and Safety (OHS) Policy detail how this will be achieved. Where incidents do occur, the department is committed to supporting ill and injured employees and assisting them to return to work in a safe and supportive environment. This is in accordance with the department’s rehabilitation policy and guidelines.

The focus for 2008–09 has been on establishing the HSMA. This included:

• establishing OHS committees along the changed guidelines

• ensuring all designated work groups are represented by an elected or selected health and safety representative, and

• health and safety representatives undergoing training in their role.

To actively promote a healthy workforce, the department:

• offered influenza vaccinations to all employees

• developed posters on reducing the spread of coughs and colds in the workplace

• conducted the 10,000 step challenge

• provided information sessions on posture and energy, to reduce the risk of manual handling related injuries

• developed and reviewed internal policies and procedures, to ensure currency and to address any new or emerging hazards

• promoted the use of the employee assistance program, and

• addressed the issues of bullying and harassment within the workplace.

In accordance with Section 68 of the Occupational Health and Safety Act 1991, certain incidents are notifiable to Comcare within specific time frames. The following table details the incidents that were notified in 2008–09.

Notice Type Canberra workplaces Parks AustraliaAustralian Antarctic

Division (AAD)

Death 0 0 0

Serious Personal Injury 0 6 7

Dangerous Occurrence 1 3 7

Incapacity >30 working days/shifts 1 0 2


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There were no provisional improvement notices issued by a Health and Safety Representative. During 2008–09, Comcare did not conduct any investigations or issue any notices to the department for Canberra workplaces or Parks Australia. One issue from 2007–08, about an improvement notice at Uluṟu-Kata Tjuṯa National Park, has not yet been finalised. Recommendations are being addressed. Refer to the Outcome–2 Antarctica chapter for further coverage of AAD’s OHS compliance statistics.

Commonwealth Disability Strategy

The Commonwealth Disability Strategy is a framework for Australian Government departments to help them improve access for people with disabilities to government programs, services and facilities. The strategy includes a performance reporting framework built around the five key roles of government: policy adviser, regulator, purchaser, provider and employer. Departments must include reports on their performance in implementing the strategy in their annual reports.

The department’s Disability Action Plan 2009–2011 was launched in February 2009. It is a part of a strategy for changing our business practices to better engage people with disability, and avoid unintentional discrimination. It is an agreement that demonstrates our commitment to improving:

• employment opportunities for people with disability, and

• the accessibility of business premises and/or shop fronts, to enable both employees and clients with disability to enjoy equal access.

Key strategies

In developing the strategies included in the Disability Action Plan, wide ranging consultation was undertaken with the executive and other employees throughout Australia, until the launch of the plan in February 2009.

Following the launch, the department is conducting comprehensive briefings to ensure that all employees with primary responsibility for strategies within the plan are aware of their responsibilities and accountabilities. All employees are being actively encouraged to implement and act on the strategies. Planned awareness raising sessions will also ensure employees are aware of the disability related strategies within the plan. They will encourage staff to foster continued employment and retention of people with disability.

The department has a commitment to ongoing implementation of the objectives and recommendations of the Management Advisory Committee Report–Employment of People with Disability in the APS. The department’s Human Resource Information System includes the recommended definition of disability in the equity and diversity section, where employees are asked to self-identify for any disability. All employees are encouraged to identify their equity and diversity information, based on this definition. Employees who self-identify are contacted to ascertain whether the department can provide any assistance in the workplace, to assist in the management of their disability. The department uses this data to formulate strategies aimed at improving the working environment of employees with disability.


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entThe National Portrait Gallery’s new building,

which opened in December 2008, is a significant achievement in design. It is open, accessible and inviting, with a rich diversity of public spaces on a single level. The gallery provides electric scooters and wheel chairs, to assist mobility impaired visitors. Accredited disability awareness training was provided to staff during the year.

Performance against 2008–09 indicators

The department is committed to strengthening consultation with, and consideration of, the changing needs of both potential and existing employees with disability.

The department’s performance in implementing the Commonwealth Disability Strategy Performance indicator Results 2008–09

Policy adviser

New or revised policy/program proposals assess the impact on the lives of people with disabilities prior to decision.

The department’s newly launched Disability Action Plan 2009–2011, continues to ensure that the department meets the performance reporting requirements established by the Commonwealth Disability Strategy. The action plan also addresses the recommendations of the Management Advisory Committee (MAC) Report – Employment of People with Disability in the APS.

People with disabilities are included in consultation about new or revised policy/ program proposals.

Under the Disability Action Plan, policy developers and reviewers are required to complete a: Checklist for Developing Reports, Policies and Procedures in Consultation with People with Disabilities.

Commonwealth Disability Strategy principles must be addressed before sign off, on both internal and external policies and procedures.

Public announcements of new or proposed policy/program initiatives are available, in accessible formats, for people with disabilities.

Legislation is accessible via the internet at www.environment.gov.au/about/legislation.html.

Additional fact sheets are available on request from the Community Information Unit.

Legislative instruments are accessible via the internet at www.comlaw.gov.au. Administrative instruments are available in the Australian Government Gazette and, where required, on the department’s website.

For information provided on the website, the department is committed to meeting best practice guidelines and the priority-one requirements of the World Wide Web Consortium Content Accessibility Guidelines.


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Regulator role

Publicly available information on regulations and quasi-regulations is available, in accessible formats, for people with disabilities. Publicly available regulatory compliance reporting is available, in accessible formats, for people with disabilities.

Legislation is accessible via the internet at www.environment.gov.au/about/legislation.html.

Additional fact sheets are available on request from the Community Information Unit.

Legislative instruments are accessible via the internet at www.comlaw.gov.au. Administrative instruments are available in the Australian Government Gazette and, where required, on the department’s website.

The department responds to specific requests by fax, email or post.

Purchaser role

Processes for purchasing goods and services with a direct impact on the lives of people with disabilities are developed in consultation with people with disabilities.

Purchasing specifications and contract requirements for the purchase of goods and services are consistent with the requirements of the Disability Discrimination Act 1992, and are available, in accessible formats, for people with disabilities.

Where procurement action is taken through the AusTender site, information is available, in accessible formats, for people with disabilities.

In the purchase and deployment of Information and Communications Technology, the department uses the Assistive Technology for Employees of Australian Government Better Practice Checklist6.

All procurement actions stipulate the need for equipment that is user friendly for people with disabilities.

The department has a user group to address the needs of users of voice activated software. A help desk is also available to assist them. Contracts/licensing arrangements for voice-activated software, ensure that all users of such software within the department are working with the same software version.

Complaints/grievance mechanisms, including access to external mechanisms, are in place to address any concerns raised about procurement.

Purchasing specifications and contract requirements for the purchase of goods and/or services are consistent with the requirements of the Disability Discrimination Act 1992.

The department’s procurement guidelines have been updated, to complement the Commonwealth Procurement Guidelines issued in December 2008. They are consistent with the requirements of the Disability Discrimination Act 1992.

Long and short form contracts both make reference to the Disability Discrimination Act 1992.


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entThe department’s performance in implementing the Commonwealth

Disability Strategy Performance indicator Results 2008–09

Publicly available information on agreed purchase specifications is provided, in accessible formats, for people with disabilities.

The department’s procurements valued at $80,000 or more are advertised and are available for download on AusTender, which meets the Australian Government online standards on access for people with disabilities.

Complaints/grievance mechanisms, including access to external mechanisms, are available to address issues and concerns about purchasers’ performance.

The department has a complaints and grievance mechanism in place in accordance with the Commonwealth Procurement Guidelines 2008.

Service Provider role

Mechanisms are in place for quality improvement and assurance.

Service Providers have established mechanisms for ongoing quality improvement and assurance.

Where practicable and safe, access is provided to public areas of Commonwealth parks and reserves. However, physical access to the terrestrial reserves varies according to the nature of the terrain.

Information on parks and reserves is available, in accessible formats, on the department’s website at www.environment.gov.au/parks and reserves and in hard copy from park management.

Service charters have been developed that specify the roles of the provider and consumer and adequately reflect the needs of people with disabilities.

The department’s service charter commits the department to be respectful and sensitive to the needs of all clients.

Complaints/grievance mechanisms, including access to external mechanisms, are available to address concerns raised about performance.

There were no reported access-related complaints received by the department in 2008–09.

Employer role

Recruitment information for potential job applicants is available, in accessible formats, on request.

Applicants are requested to advise whether they require accessible formats when preparing their application. Applicants are also asked to advise whether they require special arrangements during the recruitment process.

Agency recruiters and managers apply the principle of reasonable adjustment.

The department’s recruitment and selection policy and procedures require recruiters and managers to actively apply the principle of reasonable adjustment.

Training and development programs consider the needs of employees with disabilities.

In-house training and development programs incorporate information on people with disabilities, where this is relevant, and ensure that accessible venues are used to meet the needs of disabled participants.


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Training and development programs include information on disability issues, as they relate to the content of the programs.

For in-house training, all internal and external providers must ensure that disability issues are addressed in the delivery of their programs.

Managers are responsible for monitoring whether information on disability issues is provided, when referring employees to individual programs provided by the private sector.

Complaints or grievance mechanisms, including access to external mechanisms, are in place to address issues and concerns raised by employees.

The Collective Agreement 2006–2009 sets out complete procedures for complaints and grievances. These procedures apply to all employees and situations.

Australian Government Information Management Office, Assistive Technology for Employees of Australian Government, Better Practice Checklist No. 22.


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Financial Performance

The two comparison tables below explain the main features of the department's financial performance in 2008–09.

DepartmentalDepartment of the Environment, Water, Heritage and the Arts

2007-08 Actuals

$’000

2008-09 Actuals

$’000

2008-09 Variance

$’000

Departmental Outcome 1

Income 348,828 310,535 (38,293)

Expenses (341,859) (314,345) 27,514

Surplus/(Deficit) 6,969 (3,810) (10,779)


Income 111,765 120,733 8,968

Expenses (135,996) (151,254) (15,258)

Surplus/(Deficit) (24,231) (30,521) (6,290)


Income 42,691 66,667 23,976

Expenses (37,004) (60,879) (23,875)

Surplus/(Deficit) 5,687 5,789 102


Income 47,651 56,048 8,397

Expenses (44,391) (57,056) (12,665)

Surplus/(Deficit) 3,260 (1,008) (4,268)

Total Departmental Income 550,935 553,983 3,048

Expenses (559,250) (583,534) (24,284)

Surplus/(Deficit) (8,315) (29,551) (21,236)


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AdministeredDepartment of the Environment, Water, Heritage and the Arts

2007-08 Actuals

$’000

2008-09 Actuals

$’000

2008-09 Variance

$’000

Administered Outcome 1 Income 8,937 37,440 28,503

Expenses (789,853) (1,045,891) (256,038)

Administered Outcome 2 Income – – –

Expenses (224) – 224

Administered Outcome 3 Income 3,995 494,419 490,424

Expenses (235,992) (269,018) (33,026)

Administered Outcome 4 Income 548 11,047 10,499

Expenses (113,660) (198,563) (84,903)

Total Administered Income 13,480 542,906 529,426

Expenses (1,139,729) (1,513,472) (373,743)

Summary resource tablesKey to column headings in the previous tables

2007-08 Actuals Actual Income and Expenses for 2007-08 as at 30 June 2008

2008-09 Actuals Actual Income and Expenses for 2008-09 as at 30 June 2009

2008-09 Variance The difference between the actual results for 2008-09 and 2007-08, i.e. 2008-09 Actuals minus 2007-08 Actuals


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entComparison of departmental financial performance with previous year

Funding Class Income Expenses

Departmental Outcome 1 Income decreased from 2007-08 by $38.293 million due mainly to lapsing programs:

• Measures in the energy and climate change action of $34.873 million.

• Conservation of the land and inland waters measures of $16.1 million.

• This was offset by the increase in sale of goods and services of $12.721 million.

Expenses decreased from 2007-08 by $27.514 million mainly as a result of funding decrease in energy and climate change action of $18.862 million and conservation of the land and inland waters of $10.438 million.

Departmental Outcome 2 Income increased from 2007-08 by $8.968 million due mainly to the increase in cost recovered programs of $10.445 million undertaken by the Antarctic Science and Policy, offset by the minor reduction in funding of $1.477 million.

Expenses increased from 2007-08 by $15.258 million mainly in the Antarctic Science program due to additional depreciation and amortisation costs, and continuing costs pressures in logistics and fuel costs.

Departmental Outcome 3 Income increased from 2007-08 by $23.976 million due to the funding commencement of the new 10-year water framework, ‘Water for the Future’.

Expenses increased from 2007-08 by $23.875 million due to the increased funding to support the ‘Water for the Future’ program.

Departmental Outcome 4 Income increased from 2007-08 by $8.397 million reflects the commencement of the National Portrait Gallery and the restructure of Old Parliament House part way through the year.

Expenses increased from 2007-08 by $12.665 million reflects the associated costs involved in Artbank and the commencement of operation of the National Portrait Gallery part way through the year.


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Comparison of administered financial performance with previous yearFunding Class Income Expenses

Administered Outcome 1 Income increased by $28.503 million from 2007-08 due mainly to a grant repayment of $15 million from Point Nepean Community Trust and the gain accounted for due to the recognition for the first time the Halon of National Halon Bank of $13 million.

Expenses increased by $256.038 million from 2007-08 due mainly to the grants and rebates paid under the Solar Homes and Communities, and Home Owner Insulation programs; and the one off loss resulting from transfer of the Point Nepean assets to the Victorian Government.

Administered Outcome 2 Not applicable Not applicable

Administered Outcome 3 Income increased by $490.424 million from 2007-08 due mainly to the gain accounted for in the de-recognition of the Murray Darling Basin Commission investments.

Expenses increased by $33.026 million from 2007-08 due mainly to the commencement of the funding expenditures in the ‘Water for the future program’.

Administered Outcome 4 Income increased by $10.499 million from 2007-08 due mainly to the gain in the de-recognition of the investments in Film Australian Ltd ($4.9 million), Australian Film Commission ($4.2 million), and Film Finance Corporation ($0.6 million).

Expenses increased by $84.903 million from 2007-08 due mainly to the increased funding expenses in Cultural Development Programme, Indigenous Arts and Culture and broadcasting, and Connect Australia.

Financial PositionMeasurement 2007-08 $ million 2008-09 $ million

Assets 584.481 651.442

Liabilities 304.004 354.251

Total equity 280.477 297.191


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entAssets

The written down value of assets administered directly by the department in 2008–09 increased from the previous year by $66.961 million. The primary movements were as a result of bringing the National Portrait Gallery’s building into assets of $84 million, and the decrease in financial assets of $17 million due mainly to the operating deficit for the year of $29.5 million.

Liabilities

Liabilities administered directly by the department in 2008–09 amounted to $354.251 million. This was an increase from the previous year of $50.247 million. The increase was due to an increase in employee provisions and make good provisions for the Australian Antarctic buildings.

Total equity

The department ended the year with total equity of $297.191 million, an increase of $16.714 million from the equity of $280.477 million in 2007–08.

Asset management

The department’s assets are located throughout Australia. The largest material component of assets is attached to the Australian Antarctic Division. Assets continue to age perpetually putting pressure on funding for their upkeep and replacement.

Procurement activities

Purchasing and procurement

The department’s procurement activities in 2008–09 were conducted in accordance with the Commonwealth Procurement Guidelines (CPGs). Under the CPGs the core principle underpinning procurement is value for money.

Department’s Procurement Framework

The department has adopted a devolved procurement framework which places responsibility for procurement with the appropriate financial delegate. To support these delegates the department has established Chief Executive Instructions for procurement and provides awareness training; maintains relevant documentation; provides central advice on risk management, probity, specification writing and maintains standard tender and contract templates.

A central procurement cell in the Financial Management Branch provides assistance to line areas conducting procurement and ensures compliance with relevant instructions, policies and procedures.

Department’s performance against core purchasing policies

In 2008–09 the department complied with the mandatory procurement procedures as outlined in the CPGs.

The department advertises tender opportunities through the AusTender website. Our Annual Procurement Plan for 2008–09 was published on AusTender in June 2008 and updated throughout the year. Our Annual Procurement Plan for 2009–10 was published on AusTender in June 2009.

Reporting

The department met the requirement to report on the AusTender website all contracts entered into in 2008–09 with a value of $10,000 or more.


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The department met the requirement to report on the Senate Order on Government Agency contracts for the financial year and the calendar year. All contracts over $100,000 are listed at www.environment.gov.au/about/contracts.

The department met the requirement to report to the Department of Finance and Deregulation on projects requiring Regulation 10 authorisation.

Consultancy services1

The department conducts procurement for consultancy services in accordance with the established procurement framework and in accordance with the CPGs. The selection and engagement of consultants is determined by the principle of value for money.

Expenditure on consultancies during 2008–09

During 2008–09, 264 new consultancy contracts were entered into involving total actual expenditure of $11.65 million. In addition, 112 ongoing consultancy contracts were active during the 2008–09 year, involving total actual expenditure of $9.91 million.

The list of consultancy contracts let in 2008–09 to the value of $10,000 or more is available as a PDF file. You will need Adobe Acrobat Reader installed on your computer to view the PDF file.

The list of consultancy contracts let in 2008– 09 to the value of $10,000 or more is at www.environment.gov.au/about/publications/annual-report/08-09.

If you cannot access this list, please contact the department to organise a suitable alternative format.

Information on expenditure on contracts and consultancies is also available on the AusTender website, www.tenders.gov.au.

Exempt contracts

During 2008–09 there were no standing offers or contracts in excess of $10,000 (inclusive of GST) exempted by the chief executive from being published on AusTender under the Freedom of Information Act 1982.

Access by the Auditor-General

The department’s standard funding agreements allow for access by the Auditor-General. The long form services agreement allows for such access. The short form services agreement does not include a provision allowing for Auditor-General access. There are a number of other program specific funding agreements some of which don’t specifically mention Auditor-General access.

1 The definition of ‘consultant’ used by the department is the definition in the Requirements for Annual Reports published on the website of the Department of the Prime Minister and Cabinet at www.dpmc.gov.au/guidelines/index.cfm.

http://www.environment.gov.au/about/contracts

http://www.environment.gov.au/about/contracts


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entAdvertising and market research

This section is presented in accordance with the requirements of section 311A of the Commonwealth Electoral Act

Market research

Agency Purpose Expenditure $ (GST inclusive)

GfK Blue Moon ResearchEnergy Efficient Homes Package

$102,025

Wallis Consulting Group Research into communicating about household energy efficiency and regulations

$108,745

Winton Sustainable Research Strategies

Research into communication materials for energy efficient lighting and televisions

$30,140

TOTAL $240,910

Advertising

Agency Purpose Expenditure

Boiler RoomConsumer air conditioner information campaign

*Total DEWHA contribution to campaign $581,839.20

TOTAL $581,839.20

Direct mail

Agency Purpose Expenditure

Canberra Mailing and EnvelopesNational Solar Schools Program

$6,298

National Mailing and MarketingEnergy efficient homes package

$2,926

TOTAL $9,224

*A consumer information look for the tick campaign, conducted jointly with the Australian Refrigeration Council, to alert consumers to leaking air conditioners. The campaign ran from November 2008-January 2009, with a total campaign spend of $949,977.94 (including GST), of which the department contributed $581,839.20.


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Grant Programs

List of Discretionary Grants Programs for the period 1 July 2008 to 31 December 2008

Australian Antarctic Science Grants Program

Australian Antarctic Science Program Grants support high-quality research projects which make a significant contribution to Australia’s Antarctic research program.

Greenhouse Gas Abatement Program

GGAP aims to reduce Australia's greenhouse gas emissions by supporting activities that will result in substantial emissions reductions or substantial sink enhancement, particularly in the first Kyoto Protocol commitment period (2008–2012). The program also aims to improve environmental practices in the motor trades sector, including the management of used oil, recycling of consumables, reducing emissions to air, solid and liquid waste management, water conservation and storage of hazardous/dangerous substances.

Low Emissions Technology and Abatement

The Low Emission Technology and Abatement (LETA) measure will reduce greenhouse gas emissions over the longer term by supporting the identification and implementation of cost effective abatement opportunities and the uptake of small-scale low emission technologies in business, industry and local communities.

Solar Cities

The Solar Cities program provides funding to demonstrate the costs and benefits of solar power, smart electricity technologies, energy efficiency and pricing mechanisms in urban settings.

Renewable Remote Power Generation Program

The Renewable Remote Power Generation Program aims to increase the uptake of renewable energy technology in remote areas of Australia. The program assists in providing an effective electricity supply to remote users; assist in the development of the Australian renewable energy industry; help meet the energy infrastructure needs of indigenous communities; and lead to long-term greenhouse gas reductions.

Education for Sustainable Development Grants Program

The Education for Sustainability Grants Program supports strategic community education activities that are national in focus or that have the potential to act as a catalyst for national change in support of more sustainable practices.

LEAD Group

Funding provided to support the Global Lead Advisory Support Service (GLASS) is targeted at achieving one of the Commonwealth Government's environmental priorities. This priority is to reduce environmental exposure to lead and maintain a comprehensive public resource on lead.


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Famous People

Provides funding to projects for the maintenance of graves of former Australian Prime Ministers and Governors-General buried in Australia and projects commemorating people, events and places of national historical significance.

Historic Shipwreck Program

To assist Commonwealth, state and territory government agencies and the Australasian Institute for Maritime Archaeology protect and preserve historic shipwrecks and associated relics and educate the public regarding this cultural resource.

Indigenous Heritage Program

The Indigenous Heritage Program supports projects that identify, conserve and promote the Indigenous heritage values of places important to Aboriginal and Torres Strait Islander people. Projects relating to Indigenous places which are on, or may be suitable for inclusion on, the National Heritage List will be favourably considered.

National Heritage Investment Initiative

The National Heritage Investment Initiative is a four year (2005–06 to 2008–09) grants program that provides assistance to restore and conserve Australia’s most important historic heritage places. Under the program, priority is given to places included in the National Heritage List.

National Trusts Partnership Program

The National Trusts Partnership Program provides assistance to the state and territory National Trusts and the Australian Council of National Trusts to increase public awareness, understanding and appreciation of Australia’s cultural heritage, and to enhance and promote the conservation of Australia’s heritage.

Australian Government's Community Water Grants Program

A community focused component of the Australian Government Water Fund, Community Water Grants support communities organisations, local governments, schools, businesses and Natural Resource Management, regional bodies for on-ground water savings and water quality improvements.

Caring for our Country– Natural Heritage Trust

The Natural Heritage Trust (Natural Heritage Act 1997) is the majority funding source for the Caring for our Country initiative. The initiative aims to achieve an environment that is healthy, better protected, well managed, resilient, and provides essential ecosystem services in a changing climate.

Caring for our Country– Working on Country

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aspirations in caring for country, protect and manage Australia’s environmental and heritage values, and provide nationally accredited training and career pathways for Indigenous people in land and sea management, in partnership with industry and others.

Caring for our Country–Environmental Stewardship

The aim of this initiative is to improve the quality and extent of high quality public environmental assets on private land or impacted by activities on private land. Environmental Stewardship will engage land managers in long term contracts of up to fifteen years to manage targeted assets using market-based measures as appropriate. This initiative complements the use of other existing policy approaches such as regulation, grants programs, setting aside land in national parks and reserves and voluntary conservation on private land through covenants and other mechanisms.

A sustainable Future for Tasmania– Mole Creek

This initiative is being delivered through the Mole Creek Karst Forest Program (MCKFP)–part of the Forest Conservation Fund (FCF) established under the Tasmanian Community Forest Agreement. The aim of the FCF is to protect up to 45 600 hectares of old growth and under-reserved forests on private land in Tasmania through market based mechanisms. The MCKFP was created through a special allocation of $3.6m announced by the then Prime Minister to protect up to 2400 hectares of forest on private land to protect karst values in the Mole Creek area.

A sustainable Future for Tasmania– Forest Tourism

The $3 million Tasmanian Forest Tourism Initiative aims to assist the development of environmentally sensitive tourism infrastructure in Tasmania by enhancing visitor access and experiences of Tasmania's unique forests.

A sustainable Future for Tasmania–Private Lands

The Private Lands initiative is a component of an overarching program, the Forest Conservation Fund (FCF). The FCF is a voluntary program to increase the private land component of the Comprehensive, Adequate, and Representative (CAR) Reserve system to protect up to 45 600 hectares of old growth and under-reserved forests on private land in Tasmania through market based mechanisms.

Commonwealth Environment Research Facilities

A national program to support world class public good research on the significant environmental challenges that Australia faces, drawing on multiple disciplines, collaboration on existing research strengths.

Commonwealth Environment Research Facilities–The Australian Marine Mammal Centre Grants program

The Australian Marine Mammal Centre is the only national research centre dedicated to the understanding and conservation of whales, dolphins, seals and dugongs. It supports applied research and provides scientific input for marine mammal conservation policy. The AMMC manages a national marine research


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research is conducted.

Grants to Voluntary Environment and Heritage Organisations (GVEHO)

The GVEHO program provides administrative funds to help community based environmental and heritage organisations to involve the community in the conservation and protection of Australia's natural environment and cultural heritage.

National Taxonomy Research Grant Program

This program supports the documentation of Australia's biological diversity and facilitates training to increase the national taxonomic effort.

National Reserve System Program (CFOC)

The National Reserve System element of the Caring for our Country initiative meets the requirement under the National Strategy for the Conservation of Australia's Biological Diversity to establish a comprehensively adequate and representative system of terrestrial protected areas.

Indigenous Protected Areas (CFOC)

The Indigenous Protected Areas element of the Caring for our Country initiative supports Indigenous landowners to establish Indigenous Protected Areas on their lands as part of Australia’s National Reserve System. The co-management component of the Indigenous Protected Area element supports Indigenous interests to develop co-management arrangements on existing protected areas.

Indigenous Culture Support Program

The Indigenous Culture Support (ICS) program supports the maintenance and continued development of Indigenous cultures in communities. The emphasis of the program is on participation by members of Indigenous communities in cultural activities and transmission of knowledge and skills across age groups to build sustainable communities. ICS also supports new forms of cultural expression and cultural exchange and projects to increase public awareness of Indigenous culture.

Maintenance of Indigenous Languages and Records Program

The Maintenance of Indigenous Languages and Records program aims to address the steady erosion and loss of Australia’s estimated original 250 Indigenous languages by providing funding support for the maintenance and revival of these languages, particularly through community-based projects.

Indigenous Broadcasting Program

The Indigenous Broadcasting Program (IBP) supports Indigenous community radio broadcasting through direct funding for individual broadcasters, and indirect support of activities such as regional and peak bodies, radio content production and media training for the sector. The program also supports Indigenous Community Television and Imparja Television, Australia’s only Indigenous-owned commercial television service. The program’s main objective is to help provide broadcasting services that promote Indigenous culture and language and inform Indigenous Australians


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on accessing a range of health, legal, education and housing services.

National Arts and Crafts Industry Support

The National Arts and Crafts Industry Support (NACIS) program provides direct funding support to Indigenous art centres and arts support and advocacy organisations. The program’s overall objectives are to assist art centres to become stronger and to build a more sustainable Indigenous visual arts industry.

Cultural Development Program

The department administers a range of programs which support cultural excellence, provide access to cultural activities and promote Australia’s moveable heritage. Funding for many of these programs is collectively grouped under the Cultural Development Program for budgeting purposes and includes:

Playing Australia

National touring program for the performing arts, designed to assist the touring of professionally produced productions across state and territory boundaries, particularly to regional and remote areas, where this is currently not commercially viable and there is a demonstrated audience demand.

Source: Regional Arts section

Regional Arts Fund

A devolved program, delivered by the peak regional arts organisation in each state, and by arts departments in the territories, which supports sustainable cultural development in regional and remote communities though

encouraging the formation of productive partnerships to support home-grown arts activities and the creation of networks, to reduce isolation, exchange ideas and publicise opportunities.

Festivals Australia

The Festivals Australia program provides funds to add new innovative one-off cultural activities to existing ongoing regional and community festivals.

Contemporary Music Touring Program

The Contemporary Music Touring Program supports touring opportunities for emerging Australian musicians and increases audience access to live performances of contemporary music across the country.

Visions of Australia Program

The Visions of Australia Program is the Australian Government’s national touring exhibitions funding program, assisting not-for-profit incorporated organisations and public collecting institutions to develop and tour exhibitions of Australian cultural material throughout Australia, particularly to regional and remote areas.

Contemporary Touring Initiative

The Contemporary Touring Initiative (CTI) is part of the Australian Government’s Visual Arts and Craft Strategy. The CTI aims to attract new and existing audiences to contemporary Australian visual arts and craft. The CTI provides assistance to collecting institutions and other incorporated not-for-profit Australian organisations with demonstrated experience in developing and touring exhibitions of visual


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contemporary Australian visual arts and crafts.

Distributed National Collection

The Distributed National Collection program supports our national collections held in regional and community galleries, museums, libraries and archives. Support is delivered through the Australian National Maritime Museum’s Maritime Museums of Australia Support scheme, the National Library of Australia’s Community Heritage Grants program and the Museums Australia Conference.

List of Grants Programs for the period 1 January 2009 to 30 June 2009Action on Energy Efficiency

Advanced Electricity Storage

Alternative Fuels Conversion Program

Australian Biological Resources Study Participatory Program

Blackburn Lakes Land Purchase

Books Alive

Cape York Welfare Relief

Caring for our Country

Climate Change Strategy Programs

Community Water Grants

Connect Australia

Cultural Development Program

Film Finance Corporation Australia

Great Artesian Basin Sustainability

Green Precincts

Greenhouse Gas Abatement Program

Home Owner Insulation

Hot Water Rebate Program

Indigenous Art Culture and Language

Indigenous Broadcasting Program

Indigenous Heritage Program

Kokoda Track assistance Papua New Guinea

Launceston Air Quality

Living Murray Initiative

Local Greenhouse Action Program

Low Emissions

Low Emissions Technology Demo Fund

Maintaining Australia’s Biodiversity Hotspots

Marine and Tropical Science Research Facility

Modernising Irrigation

Murray Darling Basin Commission

Murray Environmental Flows

National Cultural Heritage Account

National Heritage Investment Initiative

National Indigenous Television

National Solar Schools Plan

National Trusts Partner

National Water Security Plan for Cities and Towns

Natural Heritage Trus –Bushcare

Natural Heritage Trust–Coastcare

Natural Heritage Trust–Landcare

Natural Heritage Trust–Rivercare

Commonwealth Environment Research Facilities

National Environment Protection Council Service Corporation


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Northern Territory Flexible Funding Program

Ozone Protection and Synthetic Greenhouse Gas Account

Photovoltaic Rebate Program/ Solar Homes

Point Nepean Community Trust

Prime Minister’s Life

Reef and Aquatic

Renewable Energy Equity Fund

Renewable Remote Power Generation Program

Representative Areas Program – Structural Adjustment Package

Restoring the Balance

Scout Hall Water Program

Solar Cities

Solar Homes and Communities

Stewardship Initiative

Strengthening Tasmania Programs

Taking Early Action

Tasmanian Forests

Tasmanian Water Infrastructure

Urban Water

Water Cycle Management Planning

Water Efficiency Western Australia

Water Resources Assessment and Research

Water Smart Australia

Working on Country

Further information on grants awarded by the Department of the Environment, Water, Heritage and the Arts since 1 January 2009 is available at: www.environment.gov.au/about/grants/index.html

http://www.environment.gov.au/about/grants/index.html




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Actual Available Appropriations for

2008-09 $’000

(a)

Payments Made

2008-09 $’000

(b)

Balance Remaining

$’000

(a)-(b)

Ordinary Annual Services1

Departmental appropriation

Prior year departmental appropriation 108,690 0 108,690

S.12 Reduction of Appropriation (12,103) 0 (12,103)

Departmental appropriation 475,669 477,817 (2,148)

S.31 Relevant agency receipts3 99,679 67,537 32,142

S.32 Transfer of function to DCC (3,940) 0 (3,940)

S.32 Transfer of function to MDBA (18,565) 0 (18,565)

S.32 Transfer of function to OPH (12,313) 0 (12,313)

S.32 Transfer of function to DITRLG (708) 0 (708)

S.32 Transfer of function to Health (2,108) 0 (2,108)

Total 634,301 545,354 88,947

Administered expenses

Outcome 1 866,019 774,653

Outcome 2 0 0

Outcome 3 676,395 174,263

Outcome 4 208,219 168,985

S32 Transfer of function to OPH (Outcome 4) (11,253) 0

Receipts from NT Flexible Funding Pool

Outcome 1 11,230 9,463

Outcome 4 3,960 3,960

Payments to CAC Act Bodies 408,906 408,906

Total 2,163,476 1,540,230

Total ordinary annual services 2,797,777 2,085,584

Other Services2

Administered expenses

Specific payments to States, Act, NT and local government


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Appendix 1: Agency Resource Statement 2008-09Actual Available

Appropriations for 2008-09

$’000 (a)

Payments Made

2008-09 $’000

(b)

Balance Remaining

$’000

(a)-(b)

Outcome 1 45,000 33,248

Outcome 3 239,522 86,927

Total 284,522 120,175

New administered expenses

Outcome 3 0 0

Total 0 0

Departmental non-operating

Equity injections 1,711 1,214 497

Previous years’ outputs 2,737 2,737 0

S.32 Transfer of function to OPH (206) 0 (206)

Total 4,242 3,951 291

Administered Assets & Liabilities non-operating

Administered Assets and Liabilities 404,643 354,581

Previous years’ outputs 9,567 0

S.32 Transfer of function to OPH (11,777) 0

Payments to CAC Act Bodies – non-operating

61,057 61,057

Total 463,490 415,638

Total other services 752,254 539,764


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Appropriations for 2008-09

$’000 (a)

Payments Made

2008-09 $’000

(b)

Balance Remaining

$’000

(a)-(b)

Special appropriations

Special appropriations limited by criteria/entitlement

Natural Heritage Trust of Australia Act 1997 0

Special appropriations limited by amount

Financial Management and Accountability Act 1997 S.28

7

Total special appropriations 7

Special Accounts

Departmental

Opening balance 9,961

Appropriation receipts 908

Appropriation receipts – other agencies3 0

Non-appropriation receipts to Special Accounts 6,014

Payments made 6,202

Closing Balance 10,681

Special Accounts

Administered

Opening balance 408,497

Appropriation receipts 386,484

Appropriation receipts – other agencies3 0

Non-appropriation receipts to Special Accounts

7,771

Payments made 381,091

Closing Balance 421,661

Total Resourcing and Payments 4,369,666 3,012,648


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Appendix 2: Resources for OutcomesOutcome 1: The environment, especially those aspects that are matters of national environmental significance, is protected and conserved

Budget

2008-09 $’000

(a)

Actual Expenses 2008-09

$’000 (b)

Variation

$’000 (a)-(b)

Output 1.1 – Energy efficiency and climate change action

Administered items:

Appropriation Bill 1

Greenhouse Action Abatement Program 1,522 1,419 103

Renewable Remote Power Generation Program 7,150 7,282 (132)

Action on Energy Efficiency 2,220 2,220 –

Tackling Climate Change – Low Emission Plan for Renters – establishment

2,500 2,496 4

Tackling Climate Change – Energy Efficiency of Electrical Appliances

500 500 –

Tackling Climate Change – Green Loans 1,724 690 1,034

Alternative Fuels Conversion Programme – (31) 31

Low Emissions Technology and Abatement Program 1,780 1,695 85

Securing Australia’s Energy Future – Solar Cities 8,361 7,156 1,205

Solar Hot Water Rebate Program 62,800 77,656 (14,856)

Energy Efficiency and Climate Change Action (HIP) 54,351 64,832 (10,481)

Tackling Climate Change – National Solar Schools Plan 69,551 69,551 –

Tackling Climate Change – Solar Homes and Communities Plan

172,252 206,698 (34,446)

Deception Bay Pool 250 250 –


Renewable Remote Power Generation Program 33,278 33,413 (135)

Tackling Climate Change – Solar Homes and Communities Plan

– 292 (292)

Departmental Outputs

Energy efficiency and climate change action 57,121 55,916 1,205

Subtotal for Output Group 1.1 475,360 532,035 (56,675)


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Outcome 1: The environment, especially those aspects that are matters of national environmental significance, is protected and conserved

Budget

2008-09 $’000

(a)


$’000 (b)

Variation

$’000 (a)-(b)

Output 1.2 – Conservation of the land and inland waters

Administered items:


A sustainable future for Tasmania – Mole Creek 150 139 11

A sustainable future for Tasmania – Tourism Program 289 534 (245)

A sustainable future for Tasmania – Private 14,797 14,826 (29)

Australian Biological Resources Study (ABRS) Programme

1,992 1,987 5

Community Water Grants 11,197 11,030 167

Environmental Stewardship Program 5,328 4,896 432

Working on country 7,811 7,750 61

Bushcare Penrith 18 – 18

Scout Hall Water Saving Infrastructure Programme 5,884 9,457 (3,573)

Special Accounts

National Heritage Trust – Care for Our Country (Administered)

385,000 396,356 (11,356)


Conservation of the land and inland waters 94,105 93,254 851

Subtotal for Output Group 1.2 526,571 540,229 (13,658)

Output 1.3 – Conservation of the coasts and oceans


Conservation of the coasts and oceans 39,712 35,320 4,392

Subtotal for Output 1.3 39,712 35,320 4,392

Output 1.4 – Conservation of natural, indigenous and historic heritage

Administered items:


National Trust Partnership Program 911 911 –

National Heritage Investment Initiative 200 199 1

Indigenous Heritage Programme 3,576 3,576 –


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Appendix 2: Resources for OutcomesOutcome 1: The environment, especially those aspects that are matters of national environmental significance, is protected and conserved

Budget

2008-09 $’000

(a)


$’000 (b)

Variation

$’000 (a)-(b)

Point Nepean Community Trust and rental Guarantee 300 300

Point Nepean Heritage Program – 16,800 (16,800)

Point Nepean Heritage Assets – 61,943 (61,943)

Kokoda Track 3,651 2,258 1,393

Jobs Fund Heritage 6,000 5,999 1

Special Accounts

National Cultural Heritage (Administered) 500 371 129


Conservation of natural, indigenous and historic heritage

22,332 24,986 (2,654)

Subtotal for Output 1.4 37,470 117,043 (79,573)

Output 1.5 – Response to the impacts of human settlements

Administered items:


Biofuels taskforce 100 98 2

National Environment Protection Council 429 429 –

Commonwealth Environment Research Facilities 25,395 25,364 31

Special Accounts

Ozone protection and synthetic greenhouse gas (Administered)

4,127 4,848 (721)


Response to the impacts of human settlements 101,873 104,870 (2,997)

Subtotal for Output 1.5 131,924 135,609 (3,685)

Total for Outcome 1

Administered 895,894 1,045,890 (149,996)

Departmental 315,143 314,346 797

1,211,037 1,360,236 (149,199)

Average staffing level (number) 1,528


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Outcome 2: Australia’s interest in Antartica are advanced

Budget

2008-09 $’000

(a)


$’000 (b)

Variation

$’000 (a)-(b)

Output 2.1 – Antarctic Policy


Antarctic Policy 48,389 47,927 462

Subtotal for Output Group 2.1 48,389 47,927 462

Output 2.2 – Antarctic Science


Antarctic Science 102,828 103,327 (499)

Subtotal for Output 2.2 102,828 103,327 (499)

Total for Outcome 2

Administeres – – –

Departmental 151,217 151,254 (37)

151,217 151,254 (37)

Average staffing level (number) 379


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Appendix 2: Resources for OutcomesOutcome 3: More efficient and sustainable use of Australia’s water

Budget

2008-09 $’000

(a)


$’000 (b)

Variation

$’000 (a)-(b)

Output Group 3.1 – Sustainable management of water resources

Administered items:


Water for the future – Restoring the balance in the basin 2,201 590 1,611

Great Artesian Basin 295 273 22

Murray-Darling Basin Commission 4,999 11,969 (6,970)

Murray Environmental Flows 7,500 7,500 –

Water for the Future – Living Murray Initiative 20,061 – 20,061


Great Artesian Basin – – –

Water for the future – The Living Murray 45,033 45,033 –

Water for the future – Restoring the balance in the basin 16,122 16,122 –


Sustainable Management of Water Resources 27,008 25,317 1,691

Subtotal for Output Group 3.1 123,219 106,804 16,415

Output Group 3.2 – Achieving efficiencies in water use

Administered items:


Water for the future – Sustainable Rural Water Use and Infrastructure

7,552 10,200 (2,648)

Water Resources Assessment 175 146 29

Water for the future – Water smart Australia 181,953 144,068 37,885

Tackling climate Change – Green Precincts 3,000 500 2,500

Water for the future – National Rainwater and Greywater Initiative

867 620 247

Water for the future – National Urban Water and Desalination Plan

8,703 4,000 4,703


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Outcome 3: More efficient and sustainable use of Australia’s water

Budget

2008-09 $’000

(a)


$’000 (b)

Variation

$’000 (a)-(b)

Water for the future – National Water Security Plan for Cities and Towns

1,350 350 1,000

Appropriation Bill 2 –

Water for the future – Sustainable Rural Water Use and Infrastructure

7,703 7,109 594

Water for the future – National Water Security Plan for Cities and Towns

12,430 12,691 (261)

Water for the future – National Urban Water and Desalination Plan

26,797 6,000 20,797

Special Accounts

Water Efficiency Labelling and Standards (Administered)

3,149 1,714 1,435

Environmental Water Holdings (Administered) 152 134 18


Achieving Efficiencies in water use 37,936 35,561 2,375

Subtotal for Output Group 3.2 291,767 223,093 68,674

Total for Outcome 3

Administered 350,042 269,019 (368,238)

Departmental 64,944 60,878 4,066

414,986 329,897 85,089



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Appendix 2: Resources for OutcomesOutcome 4: Development of a rich and stimulating cultural sector for all Australians

Budget

2008-09 $’000

(a)


$’000 (b)

Variation

$’000 (a)-(b)

Output Group 4.1 – Policy advice, program management and agency support

Administered items:


Cultural Development Programme 56,870 56,006 864

Indigenous Arts and Culture 24,001 23,706 295

NIDA Depreciation 1,714 1,884 (170)

Screen Australia 60,500 60,500 –

Art Indemnity Australia 3,834 1,751 2,083

Indigenous Broadcasting 14,244 13,886 358

Connect Australia – Backing Indigenious Ability 15,881 15,881 –

Public Lending Right 9,029 8,257 772

Educational Lending Right 10,709 10,680 29

A creative Australia – Prime Ministers Literary Award 400 200 200

Books Alive 2,000 2,000 –

NT Flexible Funding Pool – 3,748 (3,748)

Cape York Welfare Relief – 64 (64)

Special Accounts

National Portrait Gallery (Departmental) 1,040 774 266

Art Rental (Departmental) 3,766 3,725 41

Cultural Ministers Council (Departmental) 1,148 216 932

National Collections (Departmental) 888 867 21

Return of Indigenous Cultural Property (Departmental) 1,800 976 824


Policy Advice, program management and agency support 46,950 50,497 (3,547)

Subtotal for Output Group 4.1 254,774 255,619 (845)

Total for Outcome 4

Administered 199,182 198,563 2,702

Departmental 55,592 57,056 (3,547)


managing the outcome 1 department environment · and 17 division heads. the names and...

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