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PORTFOLIO BUDGET STATEMENTS 2011-12BUDGET RELATED PAPER NO. 1.15A

PRIME MINISTER AND CABINET PORTFOLIO

BUDGET INITIATIVES AND EXPLANATIONS OFAPPROPRIATIONS SPECIFIED BY OUTCOMESAND PROGRAMS BY AGENCY

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RTF Version: ISBN 978-1-921739-39-2

With the exception of the Commonwealth Coat of Arms and where otherwise noted all material presented in this document is provided under a Creative Commons Attribution 3.0 Australia (http://creativecommons.org/licenses/by/3.0/au/) licence.

The details of the relevant licence conditions are available on the Creative Commons website (accessible using the links provided) as is the full legal code for the CC BY 3.0 AU licence (http://creativecommons.org/licenses/by/3.0/au/legalcode).

The document must be attributed as the Portfolio Budget Statements 2011-12 Budget Related Paper No.1.15A Prime Minister and Cabinet Portfolio.

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Abbreviations and conventionsThe following notation may be used:

NEC/nec not elsewhere classified nil.. not zero, but rounded to zerona not applicable (unless otherwise specified)nfp not for publication$m $ million$b $ billion

Figures in tables and in the text may be rounded. Figures in text are generally rounded to one decimal place, whereas figures in tables are generally rounded to the nearest thousand. Discrepancies in tables between totals and sums of components are due to rounding.

EnquiriesShould you have any enquiries regarding this publication please contact Mr Matthew King, Chief Financial Officer, Department of the Prime Minister and Cabinet on (02) 6271 5652.

A copy of this document can be located on the Australian Government Budget website at: http://www.budget.gov.au.

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User Guideto the

Portfolio Budget Statements

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User Guide

USER GUIDE

The purpose of the 2011-12 Portfolio Budget Statements is to inform Senators and Members of Parliament of the proposed allocation of resources to Government outcomes by agencies within the portfolio. Agencies receive resources from the annual appropriations acts, special appropriations (including standing appropriations and special accounts), and revenue from other sources.

A key role of the Portfolio Budget Statements is to facilitate the understanding of proposed annual appropriations in Appropriation Bills (No. 1) and (No. 2) 2011-12. In this sense the Portfolio Budget Statements are Budget related papers and are declared by the Appropriation Acts to be ‘relevant documents’ to the interpretation of the Acts according to section 15AB of the Acts Interpretation Act 1901.

The Portfolio Budget Statements provide information, explanation and justification to enable Parliament to understand the purpose of each outcome proposed in the Bills.

For the purpose of this document:Outcomes are referred to as the intended result, consequence or impact of government actions on the Australian Community.Programs are referred to as an activity that delivers benefits, services or transfer payments to individuals, industry and/or the community as a whole, with the aim of achieving the intended results specified in an outcome statement.Program components are items of activity that are reported below the program level where those areas of activity are significant and/or or public interest considerations dictate a more detailed and transparent level of reporting.For example: Program 1.1 refers to Outcome 1, program 1.Program 1.1.1 refers to Outcome 1, program 1, program component 1.Agencies are not required to provide reporting below the level of program however agencies can do so if it provides greater transparency.

Portfolio Budget Statements are not required for the four Commonwealth Companies within the portfolio, the Australia Business Arts Foundation, the Australian Sports Foundation, the Bundanon Trust, and the National Australia Day Council as they are not funded by direct appropriation.

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Further, this document does not include the Portfolio Budget Statements of the Department of Regional Australia, Regional Development and Local Government and its related entity the National Capital Authority, which are part of the Prime Minister and Cabinet portfolio but for which statements are tabled separately (refer Budget Related Paper No.1.15B).

As required under section 12 of the Charter of Budget Honesty Act 1998, non-general government sector entities are not consolidated into the Commonwealth general government sector fiscal estimates and accordingly, these entities are not reported in the Portfolio Budget Statements.

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CONTENTS

Portfolio Overview.......................................................................................................1Prime Minister and Cabinet Portfolio Overview..............................................................3

Agency Resources and Planned Performance........................................................19Department of the Prime Minister and Cabinet............................................................21Australia Council..........................................................................................................81Australian Film, Television and Radio School............................................................103Australian National Martime Museum.........................................................................121Australian Sports Commission...................................................................................141National Film and Sound Archive of Australia............................................................167National Gallery of Australia.......................................................................................189National Library of Australia.......................................................................................211National Museum of Australia....................................................................................233Screen Australia.........................................................................................................253Australian Institute of Family Studies.........................................................................277Australian National Audit Office..................................................................................299Australian Public Service Commission.......................................................................325Australian Sports Anti-Doping Authority.....................................................................359National Archives of Australia....................................................................................381Office of National Assessments.................................................................................411Office of the Australian Information Commissioner....................................................433Office of the Commonwealth Ombudsman.................................................................453Office of the Inspector-General of Intelligence and Security......................................475Office of the Official Secretary to the Governor-General............................................497Old Parliament House................................................................................................525

Glossary.................................................................................................................... 553

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Portfolio Overview

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PRIME MINISTER AND CABINETPORTFOLIO OVERVIEW

The Prime Minister and Cabinet portfolio has a unique and privileged role at the forefront of public and government administration. The principal responsibilities of the Prime Minister and Cabinet portfolio are best described in the Administrative Arrangement Order (AAO) of 14 September 2010, amended 14 October 2010, and comprise:

advice to the Prime Minister across government on policy and implementation

assistance to the Prime Minister in managing the Cabinet program

work and family policy coordination

national security policy coordination

counter terrorism policy coordination

cyber policy coordination

intergovernmental relations and communications with state and territory governments

social inclusion, non-profit sector and volunteering

coordination of government administration

cultural affairs, including movable cultural heritage and support for the arts

Old Parliament House

Australian Government employment workplace relations policy, including equal employment opportunity and administration of the framework for agreement making and remuneration and conditions

privacy

freedom of information

management of government records

sport and recreation

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Australian honours and symbols policy

government ceremonial and hospitality

The structure and outcomes of the portfolio are depicted in diagrammatic form on pages 12 -15.

The legislation administered by the portfolio includes:

Administrative Arrangements Act 1987

Archives Act 1983

Auditor-General Act 1997

Australia Council Act 1975

Australian Capital Territory Government Service (Consequential Provisions) Act 1994

Australian Film, Television and Radio School Act 1973

Australian Information Commissioner Act 2010

Australian National Maritime Museum Act 1990

Australian Sports Anti-Doping Authority Act 2006

Australian Sports Anti-Doping Authority (Consequential and Transitional Provisions) Act 2006

Australian Sports Commission Act 1989

Defence Act 1903, Part IIIAAA insofar as it relates to the powers or functions of the Prime Minister as an authorising minister and sections 58F to 58Q, 61, 61A, 61B, 61C, 118A and 118B

Equal Employment Opportunity (Commonwealth Authorities) Act 1987

Family Law Act 1975, Part XIVA

Film Licensed Investment Company Act 2005

Film Licensed Investment Company (Consequential Provisions) Act 2005

Flags Act 1953

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Portfolio Overview

Freedom of Information Act 1982

Governor-General Act 1974, except to the extent administered by the Minister for Finance and Deregulation

House of Representatives (Quorum) Act 1989

Independent National Security Legislation Monitor Act 2010

Inspector-General of Intelligence and Security Act 1986

Judicial and Statutory Officers (Remuneration and Allowances) Act 1984

Long Service Leave (Commonwealth Employees) Act 1976

Maternity Leave (Commonwealth Employees) Act 1973

National Film and Sound Archive Act 2008

National Gallery Act 1975

National Library Act 1960

National Museum of Australia Act 1980

Office of National Assessments Act 1977

Ombudsman Act 1976

Parliamentary Commission of Inquiry (Repeal) Act 1986

Parliamentary Presiding Officers Act 1965

Privacy Act 1988, except to the extent administered by the Attorney-General

Protection of Movable Cultural Heritage Act 1986

Public Lending Right Act 1985

Public Service Act 1999

Remuneration and Allowances Act 1990

Remuneration and Allowances Alteration Act 1986

Remuneration Tribunal Act 1973

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Resale Royalty Right for Visual Artists Act 2009

Resource Assessment Commission Act 1989

Royal Commissions Act 1902

Royal Powers Act 1953

Royal Style and Titles Act 1973

Screen Australia Act 2008

Screen Australia and National Film and Sound Archive (Consequential and Transitional Provisions) Act 2008

Screen Australia (Transfer of Assets) Act 2011

Senate (Quorum) Act 1991

As demonstrated, the Prime Minister and Cabinet portfolio has a diverse range of responsibilities and legislation within its domain of administration. This range has increased significantly since the 2010-11 Portfolio Budget Statements with the portfolio now accountable to 11 portfolio ministers, including two assisting ministers, and consisting of 27 separate agencies. Detailed changes are best described in the 2010-11 Portfolio Additional Estimates Statements.

The portfolio comprises two Departments of State, twelve prescribed agencies, nine Commonwealth authorities and four Commonwealth companies.

These Portfolio Budget Statements detail the allocation of resources for the Department of the Prime Minister and Cabinet and where required, its related agencies.

Departments of State:

Department of the Prime Minister and Cabinet

Department of Regional Australia, Regional Development and Local Government

Commonwealth authorities:

Australia Council

Australian Film, Television and Radio School

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Portfolio Overview

Australian National Maritime Museum

Australian Sports Commission (Australian Institute of Sport)

National Film and Sound Archive of Australia

National Gallery of Australia

National Library of Australia

National Museum of Australia

Screen Australia

Commonwealth companies:

Australia Business Arts Foundation Limited

Australian Sports Foundation Limited

Bundanon Trust

National Australia Day Council Limited

Prescribed agencies:

Australian Institute of Family Studies

Australian National Audit Office

Australian Public Service Commission

Australian Sports Anti-Doping Authority

National Archives of Australia

Office of National Assessments

Office of the Australian Information Commissioner

Office of the Commonwealth Ombudsman

Office of the Inspector-General of Intelligence and Security

Office of the Official Secretary to the Governor-General


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National Capital Authority

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Portfolio Overview

The Department of the Prime Minister and Cabinet (PM&C) is a Department of State. The principal function of PM&C is to provide support to the Prime Minister, the Cabinet, portfolio ministers and parliamentary secretaries and to achieve a coordinated and innovative approach to the development and implementation of government policies. PM&C also provides oversight and management of the sport and recreation, and arts and culture functions.

The Australia Council (the Council) is a Commonwealth authority responsible for the creation, presentation and appreciation of distinctive cultural works by providing assistance to Australian artists and making their works accessible to the public. The Council operates under the Australia Council Act 1975, and is the Australian Government’s principal arts funding and advisory body. It aims to enrich our nation’s culture through support and promotion of the arts.

The Australian Film, Television and Radio School (AFTRS) is a Commonwealth authority responsible for the education and development of creative talent for the screen arts and broadcast industries. AFTRS operates under the Australian Film, Television and Radio School Act 1973 and aims to provide a more sustainable screen and broadcasting industry through advanced industry-focused education and training for talented students, professionals and organisations. It achieves this through its award course program for which all students are selected on merit; through its open program which provides short courses for industry practioners or those wanting to further develop their skills and knowledge; and through collaborative activities with industry practioners, associations and organisations.

The Australian National Maritime Museum (ANMM) is a Commonwealth authority and statutory agency and is responsible for increasing knowledge, appreciation and enjoyment of Australia’s maritime heritage by managing the National Maritime Collection and staging programs, exhibitions and events. The ANMM operates under the Australian National Maritime Museum Act 1990 to explore and manage maritime heritage in ways that enlighten, inspire and delight people everywhere.

The Australian Sports Commission (ASC) is a Commonwealth authority that supports and invests in sport at all levels in Australia; provides leadership, coordination and support for the sport sector, and promotes an effective national sporting system.

The National Film and Sound Archive of Australia (NFSAA) is a Commonwealth authority and statutory agency. NFSAA is responsible for increasing understanding and appreciation of Australia’s audiovisual history by developing, preserving, maintaining and promoting the national

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audiovisual collection and providing access to audiovisual material of historic and cultural significance. The NFSAA operates under the National Film and Sound Archive Act 2008 to ensure Australia’s audiovisual heritage is preserved for all to share.

The National Gallery of Australia (NGA) is a Commonwealth authority responsible for increasing understanding, knowledge and enjoyment of the visual arts by providing access to, and information about, works of art locally, nationally and internationally. The NGA operates under the National Gallery Act 1975 to serve the public by enhancing understanding and enjoyment of the visual arts.

The National Library of Australia (NLA) is a Commonwealth authority and statutory agency responsible for enhanced learning, knowledge creation, enjoyment and understanding of Australian life and society by providing access to a national collection of library material. The NLA’s role is to ensure that documentary resources of national significance relating to Australia and the Australian people, as well as significant non-Australian library materials, are collected, preserved and made accessible either through the Library itself or through collaborative arrangements with other libraries. The NLA operates under the National Library of Australia Act 1960.

The National Museum of Australia (NMA) is a Commonwealth authority and statutory agency responsible for increasing awareness and understanding of Australia’s history and culture by managing the National Museum’s collections and providing access through public programs and exhibitions. The role of the NMA is to research Australian history, develop and maintain a national collection of historical material, create exhibitions and programs which explore our heritage and history, and make it more accessible to more Australians. The NMA operates under the National Museum of Australia Act 1980.

Screen Australia (SA) is a Commonwealth authority and statutory agency responsible for enhancing Australia’s screen culture, nationally and internationally, by supporting the development of the Australian screen production industry and by developing, producing, promoting and providing access to diverse Australian programs. Screen Australia operates under the Screen Australia Act 2008 to enable creative individuals and businesses, through financial and other assistance, to make high quality film, television and other screen programs and for these programs to attract Australian audiences and international markets.

The Australia Business Arts Foundation Limited (AbaF) is a Commonwealth company that connects the arts, business and donors.

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Portfolio Overview

The Australian Sports Foundation (ASF) is a Commonwealth company that assists sporting, community, educational and other government organisations to raise funds for the development of sport infrastructure.

The Bundanon Trust (The Trust) is a Commonwealth company whose mission is to support arts practice and understanding of the arts through its residency, education, exhibition and performance programs. In preserving the natural and cultural heritage of its site, Bundanon promotes the value of landscape in all our lives.

The National Australia Day Council (NADC) is a Commonwealth company responsible for the coordination of Australia Day celebrations across the nation and for the Australian of the Year Awards.

The Australian Institute of Family Studies (AIFS) is a statutory body established under the Family Law Act 1975. The role of AIFS is to conduct research and communicate findings to policymakers, service providers and the broader community about factors that affect family wellbeing.

The Australian National Audit Office (ANAO) is a statutory body established under the Auditor-General Act 1997 that assists the Auditor-General in undertaking the performance of their functions under the Act.

The Australian Public Service Commission (APSC) is a statutory agency with a number of defined functions under the Public Service Act 1999 and has a central role in leading a range of broad public service reforms as articulated in the government’s Ahead of the Game: Blueprint for the Reform of Australian Government Administration. The APSC has a key role in developing a human capital strategy to support a united, citizen-centric APS, fostering talent and leadership, assuring agencies’ organisational capability, revising and embedding APS Values, supporting high ethical standards and coordinating workplace relations for Australian Government employment.

The Australian Sports Anti-Doping Authority (ASADA) is a statutory agency under the Australian Sports Anti Doping Authority Act 2006 that works to deter athletes from using prohibited substances through a comprehensive anti-doping program, encompassing deterrence, detection and enforcement.

The National Archives of Australia (NAA) is an executive agency under the Public Service Act 1999 that helps Australian Government agencies to create and manage records accounting for their actions; determines the period for which such records must be retained to protect the entitlements of Australians and of the Commonwealth; selects records fit to be included in the national archival collection; secures, describes and preserves those

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records and ensures that Australians across the nation have access to them as provided by the Archives Act 1983.

The Office of National Assessments (ONA) is a statutory agency operating under the Office of National Assessments Act 1977. The ONA provides assessments on international developments, including political, strategic and economic developments, to the Prime Minister, senior ministers and senior officials. ONA is also responsible for coordinating and evaluating Australia’s foreign intelligence activities.

The Office of the Australian Information Commissioner (OAIC) is an independent statutory agency established under the Australian Information Commissioner Act 2010 that brings together the functions of information management policy and independent oversight of privacy protection and freedom of information.

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Portfolio Overview

The Office of the Commonwealth Ombudsman (the Ombudsman’s office) is a independent statutory agency under the Ombudsman Act 1976 that works to ensure that administrative action by Australian Government agencies is fair and accountable.

The Office of the Inspector-General of Intelligence and Security (OIGIS) is a independent statutory agency under the Inspector-General of Intelligence and Security Act 1986 that works to provide assurance that Australia’s intelligence agencies act legally and with propriety.

The Office of the Official Secretary to the Governor-General (OOSGG) is a statutory agency that supports the Governor-General to enable her to perform her official duties. The position of the Official Secretary to the Governor-General (the Official Secretary) has existed since 1901. The Office was established in December 1984 by amendment to the Governor-General Act 1974.

Old Parliament House (OPH) is an executive agency under the Public Service Act 1999. OPH aims to inspire and engage Australians to celebrate, debate and experience the past, present and future of Australia’s democracy and to ensure the conservation and management of the nationally significant heritage site.

The Department of Regional Australia, Regional Development and Local Government (DRARDLG) is a Department of State. Further information can be obtained by reference to the DRARDLG Portfolio Budget Statements 2011-12 Budget Related Paper No.1.15B.

The National Capital Authority is a prescribed agency. Further information can be obtained by reference to the DRARDLG Portfolio Budget Statements 201-12 Budget Related Paper No.1.15B.

For budget purposes, separate documents are prepared for the Department of Regional Australia, Regional Development and Local Government and its related agency, the National Capital Authority. Further information can be obtained by reference to the Department of Regional Australia, Regional Development and Local Government Portfolio Budget Statements 2011-12 Budget Related Paper No.1.15B.

More details about each agency’s responsibilities appear in individual agency resource and planned performance section contained in these Portfolio Budget Statements.

Portfolio Budget Statements are not required for the four Commonwealth companies within the portfolio, the Australia Business Arts Foundation, the

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Portfolio Overview

Australian Sports Foundation, the Bundanon Trust, and the National Australia Day Council as they are not funded by direct appropriation.

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Portfolio Overview

Figure 1: Prime Minister and Cabinet portfolio structure and outcomes

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Prime Minister — The Hon Julia Gillard MPMinister for Regional Australia, Regional Development and Local Government — The Hon Simon Crean MP

Minister for the Arts — The Hon Simon Crean MPMinister for Social Inclusion — The Hon Tanya Plibersek MP

Minister for Privacy and Freedom of Information — The Hon Brendan O’Connor MPMinister for Sport — Senator the Hon Mark Arbib

Special Minister of State for the Public Service and Integrity — The Hon Gary Gray AO MPParliamentary Secretary to the Prime Minister — Senator the Hon Kate Lundy

Cabinet Secretary — The Hon Mark Dreyfus QC MPMinister Assisting the Prime Minister on Digital Productivity — Senator the Hon Stephen Conroy

Minister Assisting the Prime Minister on the Centenary of ANZAC — The Hon Warren Snowdon MP

Department of the Prime Minister and Cabinet Secretary: Mr Terry Moran AO

Outcome 1: Coordination of government activities; policy development; advice and program delivery to support and inform the Prime Minister, Cabinet and the Cabinet Secretary.

Outcome 2: Participation in, and access to, Australia’s arts and culture through developing and supporting cultural expression.

Outcome 3: Improved opportunities for community participation in sport and recreation, and excellence in high-performance athletes, including through investment in sport infrastructure and events, research and international cooperation.

Australia Council Chief Executive Officer: Ms Kathy Keele

Outcome: The creation, presentation and appreciation of distinctive cultural works by providing assistance to Australian artists and making their works accessible to the public.

Australian Film, Television and Radio School Chief Executive Officer: Ms Sandra Levy

Outcome: A more sustainable screen and broadcasting industry through advanced industry-focused education and training for talented students, professionals and organisations.

Australian National Maritime Museum Director: Ms Mary-Louise Williams

Outcome: Increased knowledge, appreciation and enjoyment of Australia’s maritime heritage by managing the National Maritime Collection and staging programs, exhibitions and events.

Australian Sports Commission Executive Director: Mr Matt Miller

Outcome 1: Improved participation in structured physical activity, particularly organised sport, at the community level, including through leadership and targeted community-based sports activity.

Outcome 2: Excellence in sports performance and continued international sporting success, by talented athletes and coaches, including through leadership in high performance athlete development, and targeted science and research.

continued on next page

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Portfolio Overview

Prime Minister and Cabinet portfolio structure and outcomes (continued)

National Film and Sound Archive of Australia Acting Chief Executive Officer: Ms Ann Landrigan

Outcome: Increased understanding and appreciation of Australia’s audiovisual history by developing, preserving, maintaining and promoting the national audiovisual collection and providing access to audiovisual material of historic and cultural significance.

National Gallery of Australia Director: Dr Ron Radford AM

Outcome: Increased understanding, knowledge and enjoyment of the visual arts by providing access to, and information about, works of art locally, nationally and internationally.

National Library of Australia Director-General: Ms Anne-Marie Schwirtlich

Outcome: Enhanced learning, knowledge creation, enjoyment and understanding of Australian life and society by providing access to a national collection of library material.

National Museum of Australia Director: Mr Andrew Sayers AM

Outcome: Increased awareness and understanding of Australia’s history and culture by managing the National Museum’s collections and providing access through public programs and exhibitions.

Screen Australia Chief Executive Officer: Dr Ruth Harley

Outcome: Enhancement to Australia’s screen culture, nationally and internationally, by supporting the development of the Australian screen production industry and by developing, producing, promoting and providing access to diverse Australian programs.

Australia Business Arts Foundation Limited Chief Executive Officer: Ms Jane Haley

Outcome: A cultural environment that enriches the lives of all Australians.

Australian Sports Foundation Limited General Manager: Mr Rod Philpot Outcome: Improved Australian sporting infrastructure through assisting eligible organisations to raise funds for registered sporting projects.

Bundanon Trust Chief Executive Officer: Ms Deborah Ely

Mission: Bundanon Trust will support arts practice and understanding of the arts through its residency, education, exhibition and performance programs. In preserving the natural and cultural heritage of its site Bundanon promotes the value of landscape in all our lives.

continued on next page

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National Australia Day Council Chief Executive Officer: Mr Warren Pearson AM

Outcome: A shared celebration of Australia and Australians through promoting the meaning of and participation in Australia Day and the Australian of the Year Awards.

Australian Institute of Family Studies Director: Professor Alan Hayes

Outcome: Increased understanding of factors affecting how families function by conducting research and communicating findings to policy makers, service providers, and the broader community.

Australian National Audit Office Auditor-General: Mr Ian McPhee PSM

Outcome 1: To provide assurance on the fair presentation of financial statements of Australian Government entities by providing independent audit opinions and related reports for the information of Parliament and the Executive.

Outcome 2: To improve the efficiency and effectiveness of the administration of Australian Government programs and entities by undertaking a program of independent performance audits and assurance reviews for the information of Parliament and the Executive.

Australian Public Service Commission Commissioner: Mr Stephen Sedgwick

Outcome: Increased awareness and adoption of best practice public administration by the public service through leadership, promotion, advice and professional development, drawing on research and evaluation.

Australian Sports Anti-Doping Authority Chief Executive Officer: Aurora Andruska PSM

Outcome: Protection of the health of athletes and the integrity of Australian sport, including through deterrence, detection and enforcement to eliminate doping.

National Archives of Australia Acting Director-General: Dr Stephen Ellis

Outcome 1: Authentic, reliable and useable Commonwealth records through the provision of information management products and services to Australian Government agencies.

Outcome 2: Greater understanding of our heritage and democracy through preserving, describing and providing access to the national archival collection.

Office of National Assessments Director-General: Allan Gyngell

Outcome: Advancement of Australia’s national interests through increased government awareness of international developments affecting Australia.

Office of the Australian Information Commissioner Commissioner: Professor John McMillan AO

Outcome: Provision of public access to Commonwealth Government information, protection of individuals’ personal information, and performance of information commissioner, freedom of information and privacy functions.

Continued on next page.

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Portfolio Overview


Office of the Commonwealth Ombudsman Ombudsman: Mr Allan Asher

Outcome: Fair and accountable administrative action by Australian Government agencies by investigating complaints, reviewing administrative action and inspecting statutory compliance by law enforcement agencies.

Office of the Inspector-General of Intelligence and Security Inspector-General: Dr Vivienne Thom

Outcome: Independent assurance for the Prime Minister, senior ministers and Parliament as to whether Australia’s intelligence and security agencies act legally and with propriety by inspecting, inquiring into and reporting on their activities.

Office of the Official Secretary to the Governor-General Official Secretary: Mr Stephen Brady

Outcome: The performance of the Governor-General’s role is facilitated through organisation and management of official duties, management and maintenance of the official household and property and administration of the Australian Honours and Awards system.

Old Parliament House Director: Ms Jenny Anderson

Outcome: An enhanced appreciation and understanding of the political and social heritage of Australia for members of the public, through activities including the conservation and upkeep of, and the provision of access to, Old Parliament House and the development of its collections, exhibitions and educational programs.

Department of Regional Australia, Secretary: Ms Glenys Beauchamp PSMRegional Development and Local GovernmentOutcome 1: Coordinated community infrastructure and services in rural, regional and local government areas through financial assistance.

Outcome 2: Good governance in Australian Territories through the maintenance and improvement of the overarching legislative framework for self-governing territories, and laws and services for non self-governing territories.

National Capital Authority Chief Executive Officer: Mr Gary Rake

Outcome: Manage the strategic planning, promotion and enhancement of Canberra as the National Capital for all Australians through the development and administration of the National Capital Plan, operation of the National Capital Exhibition, delivery of education and awareness programs and works to enhance the character of the National Capital.

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PORTFOLIO RESOURCES

Table 1 shows the total new resources provided to the portfolio in the 2011-12 budget year, by agency.

Table 1: Portfolio Resources 2011-12Receipts Total

Bill No. 1 Bill No. 2 Special$'000 $'000 $'000 $'000 $'000

Department of the PrimeMinister & CabinetAdministered appropriations 257,406 - - - 257,406 Departmental appropriations 205,559 735 - 16,679 222,973 Total: 462,965 735 - 16,679 480,379 Australia CouncilAdministered appropriations - - - - - Departmental appropriations 176,681 - - 10,883 187,564 Total: 176,681 - - 10,883 187,564


Administered appropriations - - - - - Departmental appropriations 24,140 - - 4,692 28,832 Total: 24,140 - - 4,692 28,832 Australian National Maritime MuseumAdministered appropriations - - - - - Departmental appropriations 21,692 1,668 - 6,665 30,025 Total: 21,692 1,668 - 6,665 30,025 Australian Sports CommissionAdministered appropriations - - - - - Departmental appropriations 268,693 - - 34,492 303,185 Total: 268,693 - - 34,492 303,185 National Australia Day CouncilAdministered appropriations - - - - - Departmental appropriations - - - 6,419 6,419 Total: - - - 6,419 6,419 National Film and Sound ArchiveAdministered appropriations - - - - - Departmental appropriations 24,980 766 2,300 28,046 Total: 24,980 766 - 2,300 28,046 National Gallery of AustraliaAdministered appropriations - - - - - Departmental appropriations 29,609 16,219 - 5,980 51,808 Total: 29,609 16,219 - 5,980 51,808

Appropriation


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Portfolio Overview

Table 1: Portfolio Resources 2011-12 (continued)Receipts Total


National Library of AustraliaAdministered appropriations - - - - - Departmental appropriations 48,989 9,779 - 11,278 70,046 Total: 48,989 9,779 - 11,278 70,046 National Museum of AustraliaAdministered appropriations - - - - - Departmental appropriations 40,280 1,924 - 4,878 47,082 Total: 40,280 1,924 - 4,878 47,082 Screen AustraliaAdministered appropriations - - - - - Departmental appropriations 19,781 - - 82,902 102,683 Total: 19,781 - - 82,902 102,683 Australian Institute of Family StudiesAdministered appropriations - - - - - Departmental appropriations 3,717 - - 6,065 9,782 Total: 3,717 - - 6,065 9,782 Australian National Audit OfficeAdministered appropriations - - - - - Departmental appropriations 75,590 - 474 3,324 79,388 Total: 75,590 - 474 3,324 79,388 Australian Public Service CommissionAdministered appropriations - - 47,870 - 47,870 Departmental appropriations 26,014 - - 26,084 52,098 Total: 26,014 - 47,870 26,084 99,968 Australian Sports Anti-Doping AuthorityAdministered appropriations - - - - - Departmental appropriations 13,337 - - 1,731 15,068 Total: 13,337 - - 1,731 15,068 National Archives of AustraliaAdministered appropriations - - - - - Departmental appropriations 62,390 - - 1,259 63,649 Total: 62,390 - - 1,259 63,649 Office of National AssessmentsAdministered appropriations - - - - - Departmental appropriations 35,078 - - - 35,078 Total: 35,078 - - - 35,078

Appropriation


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Table 1: Portfolio Resources 2011-12 (continued)Receipts Total


Office of the Australian Information CommissionerAdministered appropriations - - - - - Departmental appropriations 11,045 - - 872 11,917 Total: 11,045 - - 872 11,917 Office of the Commonwealth OmbudsmanAdministered appropriations - - - - - Departmental appropriations 20,757 - - 1,715 22,472 Total: 20,757 - - 1,715 22,472 Office of the Inspector-General of Intelligence and SecurityAdministered appropriations - - - - - Departmental appropriations 2,250 - - 114 2,364 Total: 2,250 - - 114 2,364 Office of the Official Secretary to the Governor-GeneralAdministered appropriations 1,739 - 394 - 2,133 Departmental appropriations 11,417 1,070 - 14 12,501 Total: 13,156 1,070 394 14 14,634 Old Parliament HouseAdministered appropriations 2,008 154 - - 2,162 Departmental appropriations 13,827 52 - - 13,879 Total: 15,835 206 - - 16,041

Portfolio total 1,706,430 Less amounts transferred

w ithin portfolio 1 83,098

Resources available w ithin portfolio: 1,623,332

Appropriation

1 Amounts transferred within the portfolio includes grant payments to the National Australia Day Council $3.3m, Screen Australia $72.0m, and the Australia Council $7.7m.

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Agency Resources andPlanned Performance

Department of Prime Minister and Cabinet..............................................................21

Australia Council........................................................................................................81

Australian Film, Television and Radio School.......................................................103

Australian National Maritime Museum...................................................................121

Australian Sports Commission...............................................................................141

National Film and Sound Archive of Australia......................................................167

National Gallery of Australia...................................................................................189

National Library of Australia...................................................................................211

National Museum of Australia.................................................................................233

Screen Australia.......................................................................................................253

Australian Institute of Family Studies....................................................................277

Australian National Audit Office.............................................................................299

Australian Public Services Commission................................................................325

Australian Sports Anti-Doping Authority...............................................................359

National Archives of Australia................................................................................381

Office of National Assessments.............................................................................411

Office of the Australian Information Commissioner.............................................433

Office of the Commonwealth Ombudsman............................................................453

Office of the Inspector-General of Intelligence and Security...............................475

Office of the Official Secretary to the Governor-General......................................497

Old Parliament House..............................................................................................525

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Agency resources and planned performance

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PM&

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PM&C Budget Statements

DEPARTMENT OF THE PRIME MINISTER AND CABINET

Section 1: Agency overview and resources.............................................251.1 Strategic Direction Statement.........................................................251.2 Agency resource statement............................................................251.3 Budget measures............................................................................29

Section 2: Outcomes and planned performance......................................312.1 Outcome 1 and performance information........................................312.2 Outcome 2 and performance information........................................512.3 Outcome 3 and performance information........................................58

Section 3: Explanatory tables and budgeted financial statements.........643.1 Explanatory tables..........................................................................643.2 Budgeted financial statements........................................................67

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DEPARTMENT OF THE PRIME MINISTER AND CABINET

Section 1: Agency overview and resources

1.1 STRATEGIC DIRECTION STATEMENT

The role of the Department of the Prime Minister and Cabinet (PM&C) is to provide policy advice and support to the Prime Minister, the Cabinet, the Cabinet Secretary, the Parliamentary Secretary, the Minister for Social Inclusion, the Minister for Privacy and Freedom of Information, the Special Minister of State for the Public Service and Integrity, the Minister for the Arts, the Minister for Sport, the Minister Assisting the Prime Minister on Digital Productivity and the Minister Assisting the Prime Minister on the Centenary of ANZAC.

Strategically, the Department continues to strive to achieve a coordinated and innovative approach to the development and implementation of government policies. This requires well considered advice on a range of issues, drawing together input from across portfolios to address the long term challenges and opportunities facing Australia. Priority areas for PM&C are to:

• support the Government’s program of reform through strategic policy advice and coordination and implementation of government policy

• deliver all administrative and logistical arrangements for the Commonwealth Heads of Government Meeting (CHOGM) scheduled to be held in Perth during October 2011

• continue to foster improved relationships with the states and territories by coordinating the Council of Australian Governments (COAG) arrangements

• promote excellence in artistic effort, provide support for cultural heritage and encourage public access to arts and culture

• increase participation in physical and active recreation activities by all Australians, strengthening sports pathways and ensuring Australia’s continued success in international competition.

A more detailed strategy for each Outcome is outlined in Section 2.

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1.2 AGENCY RESOURCE STATEMENT

Table 1.1 shows the total resources from all sources. The table summarises how resources will be applied by outcome and by administered and departmental classification.

Table 1.1: Department of the Prime Minister and Cabinet Resource Statement — Budget Estimates for 2011-12 as at Budget May 2011

Estimate Proposed Total Actualof prior + at Budget = estimate available

year amounts appropriation available in

2011-12 2011-12 2011-12 2010-11$'000 $'000 $'000 $'000

Ordinary annual services1

Departmental appropriationPrior year departmental appropriation2 34,767 5,201 39,968 27,068 Departmental appropriation3 - 200,358 200,358 156,693 s31 relevant agency receipts4 - 16,679 16,679 20,984 Total 34,767 222,238 257,005 204,745

Administered expenses5

Outcome 1: Policy & Support - 18,188 18,188 10,241 Outcome 2: Arts & Cultural Development 17,269 201,365 218,634 91,396 Outcome 3: Sport & Recreation - 37,853 37,853 34,300 Payments to CAC Act bodies - 654,845 654,845 269,348 Total 17,269 912,251 929,520 405,285

Total ordinary annual services A 52,036 1,134,489 1,186,525 610,030 Other services6

Administered expensesSpecific payments to States,

ACT, NT and local government - - 249 Total - - - 249

New administered expenses - - - - Total - - - -

Departmental non-operatingEquity injections - 735 735 3,453 Previous years' programs - - - 500 Total - 735 735 3,953

Administered non-operatingAdministered assets and liabilities - - - Payments to CAC Act bodies -

non-operating - 30,356 30,356 7,039 Total - 30,356 30,356 7,039

Total other services B - 31,091 31,091 11,241 Total available annual

appropriations 52,036 1,165,580 1,217,616 621,271 Special appropriationsTotal special appropriations C - - - - Total appropriations excluding

Special Accounts 52,036 1,165,580 1,217,616 621,271 Continued on next page

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Table 1.1: Department of the Prime Minister and Cabinet Resource Statement — Budget Estimates for 2011-12 as at Budget May 2011 (continued)



2011-12 2011-12 2011-12 2010-11$'000 $'000 $'000 $'000

Special AccountsOpening balance7 10,743 - 10,743 11,015 Appropriation receipts8 - 1,373 1,373 1,491 Non-appropriation receipts to Special Accounts - 4,960 4,960 4,920

Total Special Account D 10,743 6,333 17,076 17,426 Total resourcingA+B+C+D 62,779 1,171,913 1,234,692 638,697 Less appropriations drawn from

annual or special appropriations aboveand credited to special accountsand/or CAC Act bodies through annual appropriations - 686,574 686,574 277,878

Total net resourcing for agency 62,779 485,339 548,118 360,819 1 Appropriation Bill (No.1) 2011-12.2 Estimated adjusted balance carried forward from previous year. The $5.201m for 2011-12 will be

appropriated in Appropriation Bill (No. 1) 2011-12, however it is recognised as revenue in 2010-11.3 Includes an amount of $7.682m in 2011-12 for the Departmental Capital Budget (refer to table 3.2.5 for

further details). For accounting purposes this amount has been designated as 'contributions by owners'.4 s31 Relevant Agency receipts — estimate.5 Includes an amount of $1.905m in 2011-12 for the Administered Capital Budget (refer to table 3.2.10 for

further details). For accounting purposes this amount has been designated as 'contributions by owners'.6 Appropriation Bill (No.2) 2011-12.7 Estimated opening balance for special accounts (less ‘Special Public Money’ held in the Other Trust

Monies accounts (OTM). For further information on special accounts see Table 3.1.2.8 Includes appropriation receipts from PM&C annual departmental and administered appropriations for

2011-12.All figures are GST exclusive.

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Table 1.1: Department of the Prime Minister and Cabinet Resource Statement — Budget Estimates for 2011-12 as at Budget May 2011 (continued)Third party payments from and on behalf of other agencies

2011-12 2010-11$'000 $'000

Receipts received from other agencies for the provision of services(disclosed above within Departmental section 31) 5,644 8,652 - -

Payments made to CAC Act bodies within the Portfolio Administered Bill 1

Australia Council 176,681 40,802 Australian Film Television & Radio School 24,140 9,897 Australian National Maritime Museum 21,692 8,572 Australian Sports Commission 268,693 153,501 National Film & Sound Archive 24,980 10,261 National Gallery of Australia 29,609 12,333 National Library 48,989 20,420 National Museum of Australia 40,280 11,151 Screen Australia 19,781 2,411 Total Administered Bill 1 654,845 269,348

Administered Bill 2Australian National Maritime Museum 1,668 683 National Film & Sound Archive 766 297 National Gallery of Australia 16,219 2,000 National Library 9,779 4,059 National Museum of Australia 1,924 - Total Administered Bill 2 30,356 7,039

Total CAC Act body payments1 685,201 276,387 1 Increase reflects full year impact of the Administrative Arrangement Orders of 14 September 2010.

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1.3 BUDGET MEASURES

Budget measures relating to PM&C are detailed in Budget Paper No. 2 and are summarised below.

Table 1.2: Department of the Prime Minister and Cabinet 2011-12 Budget measures

Program 2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

Expense measures New Zealand earthquake 1.1 - contribution to recovery effort

Administered expenses - - - - - Departmental expenses 5,000 - - - -

Total 5,000 - - - - Natural Disaster Recovery and Rebuilding - Commission of Inquiry into Queensland Floods

Administered expenses 1.1 - - - - - Departmental expenses (81) (87) - - -

Total (81) (87) - - - United States Studies Centre - contribution

Administered expenses 1.1 - - - - - Departmental expenses - 556 557 557 -

Total - 556 557 557 -

National Mental Health Reform - establishment of a National Mental Health Commission1

Administered expenses 1.1 - 1,531 4,166 4,021 4,132 Departmental expenses - 1,814 2,683 2,711 2,745

Total - 3,345 6,849 6,732 6,877 Council of Australian Governments - additional resources to support the COAG reform agenda

Administered expenses 1.1 - - - - - Departmental expenses - 1,608 1,620 1,632 1,642

Total - 1,608 1,620 1,632 1,642

Contemporary Music Touring Program2

Administered expenses 2.1 - 400 400 400 400 Departmental expenses - 22 22 21 21

Total - 422 422 421 421 Get Reading! - reduced funding

Administered expenses 2.1 - (400) (400) (400) (400) Departmental expenses - (22) (22) (21) (21)

Total - (422) (422) (421) (421) Continued on next page

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Table 1.2: Department of the Prime Minister and Cabinet 2011-12 Budget measures (continued)

Program 2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

New Support for the ArtsAdministered expenses 2.1 - 900 1,400 2,400 2,400 Departmental expenses - 100 100 100 100

Total - 1,000 1,500 2,500 2,500 Illicit Drugs in Sport and the Sport Anti-Doping programs - savings

Administered expenses 3.1 (1,700) (1,600) (1,200) (1,100) - Departmental expenses - - - - -

Total (1,700) (1,600) (1,200) (1,100) - Supporting football in the lead up to the 2015 Asian Cup

Administered expenses 3.1 10,630 3,460 - - - Departmental expenses 201 1,095 1,104 1,112 1,119

Total 10,831 4,555 1,104 1,112 1,119 Efficiency dividend - temporary increase in the rate

Administered expenses all - (151) (321) (427) (535) Departmental expenses - (756) (1,557) (1,951) (2,427)

Total - (907) (1,878) (2,378) (2,962)

Total expense measuresAdministered all 8,930 4,140 4,045 4,894 5,997 Departmental 5,120 4,330 4,507 4,161 3,179

Total 14,050 8,470 8,552 9,055 9,176 Capital measures National Mental Health Reform - establishment of a National Mental Health Commission1

Administered capital 1.1 - - - - - Departmental capital - 624 - - -

Total - 624 - - - Efficiency dividend - temporary increase in the rate

Administered capital all - (10) (21) (26) (33) Departmental capital - (28) (70) (93) (119)

Total - (38) (91) (119) (152) Total capital measures

Administered all - (10) (21) (26) (33) Departmental - 596 (70) (93) (119)

Total - 586 (91) (119) (152) 1 Funding for the Mental Health Commission will be transferred to the entity upon establishment.2 The Contemporary Music Touring Program is funded internally from existing administered resources. Prepared on a Government Finance Statistics (fiscal) basis.

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Section 2: Outcomes and planned performance

2.1 OUTCOME 1 AND PERFORMANCE INFORMATION

Government outcomes are the intended results, impacts or consequences of actions by the Government on the Australian community. Commonwealth programs are the primary vehicle by which government agencies achieve the intended results of their outcome statements. Agencies are required to identify the programs that contribute to government outcomes over the Budget and forward years.

Each of PM&C’s three Outcomes as described below, together with the related programs, specify the performance indicators and targets used to assess and monitor the performance of PM&C in achieving government outcomes.

Outcome 1: Coordination of government activities; policy development; advice and program delivery to support and inform the Prime Minister, Cabinet and the Cabinet Secretary.

Outcome 1 strategyPM&C’s primary role is to provide advice for, and support to, the Prime Minister, the Cabinet, portfolio ministers and parliamentary secretaries to achieve a coordinated and innovative approach to the development and implementation of government policies.

PM&C provides advice to the Prime Minister on major domestic, international and national security policy, including all matters considered by Cabinet. The Prime Minister and Cabinet are given accurate, clear and timely advice that takes into account the views of all portfolios. Secretariat support is provided for meetings of Cabinet, its committees and the Federal Executive Council and the processes to facilitate the decision-making role of Cabinet. The department provides support for the Government’s Community Cabinet meetings across Australia.

Forward-looking research and analysis projects will continue to be provided to advise Ministers on emerging issues and strategic policy challenges. PM&C also monitors the implementation of key government initiatives, policies, programs and reform agendas.

PM&C is the primary source of advice on the management of Government Business and on machinery of government matters and the interaction between the Parliament and the public service, including coordination of the Government’s legislation program.

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PM&C actively advances cooperation between the Australian Government and other governments in Australia by carrying forward an extensive range of work through the COAG, including a revitalised and broadened national reform agenda. PM&C coordinate arrangements and provide secretariat support for meetings of COAG and advises the Prime Minister on the implications of proposals for Commonwealth–state relations.

PM&C provides high-level support for major events, such as visits by heads of state, ceremonies and state occasions, and coordinates the logistical arrangements for the Prime Minister’s overseas visits. This will include facilitating the CHOGM in Perth in 2011.

A range of support services are provided to the Prime Minister, the Cabinet, portfolio ministers, parliamentary secretaries, and the Government. These services include assisting the Leader of the House and the Manager of Government Business in the Senate to schedule government business in parliament. PM&C supports the operations of the Prime Minister’s official residences and provides staffing and administrative services to former Governors-General.

Outcome Expense Statement

Table 2.1 provides an overview of the total expenses for Outcome 1, by program and program component. Since the 2010-11 Budget, component reporting has been aligned to reflect the outcome/program reporting structure. For instance, in the 2011-12 Budget, Domestic Policy program shows as program 1.1.1 compared to 1.1 in the 2010-11 Budget. This change aligns PM&C with the Government’s reporting framework where components are shown as the third element of the naming convention i.e. 1.1.1 refers to Outcome 1, program 1, component 1.

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Table 2.1: Budgeted expenses for Outcome 1Outcome 1: Coordination of government activities; policy 2010-11 2011-12development, advice and program delivery to support Estimated Estimatedand inform the Prime Minister, Cabinet and the actual expensesCabinet Secretary expenses

$'000 $'000Program 1.1 Prime Minister & Cabinet1.1.1: Domestic policyAdministered expenses

Ordinary annual services (Appropriation Bill No. 1) 75 7,532 Departmental expenses

Departmental appropriation1 47,169 47,502 Expenses not requiring appropriation in the Budget year2 1,558 1,577 Total for Program 1.1.1 48,802 56,611

1.1.2: National security and international policyAdministered expenses

Ordinary annual services (Appropriation Bill No. 1) 109 111 Departmental expenses


1.1.3: Strategic policy and implementationDepartmental expenses

Departmental appropriation1 9,692 8,860 Expenses not requiring appropriation in the Budget year2 874 849 Total for Program component 1.1.3 10,566 9,709

1.1.4: Support services for government operationsAdministered expenses

Ordinary annual services (Appropriation Bill No. 1) 3,498 3,918 Departmental expenses


1.1.5: Commonwealth Heads of Government MeetingDepartmental expenses

Departmental appropriation1 17,869 39,409 Expenses not requiring appropriation in the Budget year2 - 688 Total for Program 1.1.5 17,869 40,097


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Table 2.1: Budgeted expenses for Outcome 1 (continued)Program 1.2: Official and ceremonial support1.2: Official and ceremonial supportAdministered expenses


Departmental appropriation1 3,255 3,180 Expenses not requiring appropriation in the Budget year2 118 113 Total for Program 1.2 9,030 8,838

Outcome 1 Totals by appropriation typeAdministered Expenses


Departmental appropriation1 146,355 155,479 Expenses not requiring appropriation in the Budget year2 8,622 9,009

Total expenses for Outcome 1 164,316 181,594

2010-11 2011-12Average Staffing Level (number)3 631 648

1 Departmental appropriation combines "Ordinary annual services (Appropriation Bill No. 1)" and “Revenue from independent sources (s31)".

2 Expenses not requiring appropriation in the Budget year includes depreciation expense and resources received free of charge including audit fees and staff resources seconded to PM&C.

3 ASL in 2010-11 was lower than budgeted due to significantly lower recruitment during the extended caretaker period. The 2011-12 ASL of 648 includes 10 ASL for the establishment of the Mental Health Commission (with resourcing to be transferred from PM&C following the establishment of the entity).

Reader note: Departmental appropriation splits and totals are indicative estimates and may change in the course of the budget year as government priorities change.

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Contributions to Outcome 1

Program 1.1: Prime Minister and Cabinet

Program component 1.1.1: Domestic policy

Program component 1.1.1 objectiveThis program is delivered through the Domestic Policy Group, the COAG Reform Council and the Office for the Not-for-Profit Sector.

Domestic Policy Group Domestic Policy Group supports the development of economic, environmental, productivity and social policies, advising on:• industry, infrastructure and environmental policies, including

regulatory reform and competition policy, transport, communications, digital economy, energy, resources, tourism, science, innovation, sustainability, water, climate change, heritage, rural, regional Australia, local government and agriculture matters

• domestic and international economic conditions, fiscal policy, taxation policy, superannuation, Commonwealth–state financial relations, monetary policy, financial markets, corporations law, wages policy and industrial relations matters, and international economic and financial policy

• health, aged care and sporting policy, Indigenous affairs, employment, education and training, and youth affairs

• a wide range of other issues, including early childhood development and child care, workforce participation, families, women’s issues, community services, social security, housing, employment, disability, carers, seniors, veterans, immigration, citizenship, disaster recovery and social inclusion, and managing the department’s relationship with the Australian Institute of Family Studies

• policy and coordinating arrangements and briefing for COAG and senior officials meetings.

COAG Reform CouncilThe COAG Reform Council’s main objective is to strengthen public accountability and encourage the progress of reform through objective, credible assessment and reporting of the performance of governments in national reform areas referred by COAG.

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Office for the Not-for-Profit SectorThe Office for the Not-for-Profit-Sector’s main objective is to support volunteering, philanthropy and the National Compact with not-for-profit organisations including provision and administration of grant funding for volunteering activities.

Program component 1.1.1 expensesAdditional funding has been provided to the Domestic Policy Group in the 2011-12 Budget to:• establish the Mental Health Commission. Funding will be transferred to

the Commission and is notionally allocated against program component 1.1.1 until the Commission is established.

• ensure continued effective oversight of the implementation of agreements and reforms as determined by COAG.

Administered items related to this program component include:

• volunteer management program for volunteer resource centres.

2010-11 2011-12 2012-13 2013-14 2014-15Revised Budget Forw ard Forw ard Forw ardbudget year 1 year 2 year 3

$'000 $'000 $'000 $'000 $'000Annual administered expenses:

National Compact, Philanthropy

& Volunteering1 75 6,001 5,523 5,537 5,558

Mental Health Commission - 1,531 4,165 4,022 4,131 Annual departmental expenses:

Domestic Policy2 47,169 47,502 50,037 48,675 48,848

Expenses not requiring appropriation inthe budget year 1,558 1,577 1,780 1,793 1,775

Total program expenses 48,802 56,611 61,505 60,027 60,312 1 National Compact, Philanthropy and Volunteering transferred to PM&C from the Department of

Families, Housing, Community Services and Indigenous Affairs during 2010-11 as a result of the AAO.2 Annual departmental expenses for Domestic Policy Group includes funding notionally allocated to this

program that will be transferred to the Mental Health Commission upon establishment of the entity.Reader note: Departmental appropriation splits and totals are indicative estimates and may change in the course of the budget year as government priorities change. Corporate support costs are allocated across program components, based on average staffing levels, to reflect the full cost of delivery.

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Program component 1.1.1 deliverablesDomestic Policy Group• Policy advice and support to the Prime Minister, the Cabinet, portfolio

ministers and parliamentary secretaires in key reform areas.

• Whole-of-government coordination and monitoring of delivery of the government’s decisions, policies and strategic priorities in relation to COAG.

• Contribution to government decision making processes, including Cabinet and its committees.

• Development of reform proposals with other Commonwealth agencies and state and territory governments for consideration by COAG and coordination of COAG’s work program.

COAG Reform Council• Reports to COAG on the monitoring and assessment of the

performance of governments in implementing nationally agreed reforms.

Office for the Not-for-Profit Sector• Effective coordination and administration of the volunteer

management program.

Program component 1.1.1 key performance indicatorsDomestic Policy Group• High level of satisfaction of the Prime Minister, Cabinet committee

chairs, portfolio ministers and the parliamentary secretaries with the quality and timeliness of advice, briefing and support in relation to domestic policy development and implementation, the budget process and international economic and financial policy.

• High level of satisfaction of the Secretary and the departmental executive with the quality and timeliness of policy advice on industry, infrastructure, environmental, economic and social policy issues.

• Satisfaction of other central agencies and portfolio departments, with the cooperation and collaboration of the department in managing its responsibilities and input to the Budget process and coordination of the

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government’s key strategic priorities.

• High level of satisfaction of the Cabinet committee chairs with timeliness and quality of advice and briefing with respect to the matters coming forward before the committees and administration of the forward program of committee work.

• High level of satisfaction of the Prime Minister and of other agencies with the department’s contribution to COAG. Successful coordination and support for COAG meetings and ensuring a well-coordinated delivery of the broad COAG agenda.

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COAG Reform Council• High level of satisfaction of the Prime Minister, Premiers and Chief

Ministers with the quality of performance assessment and reporting provided by the COAG Reform Council.

Office for the Not-for-Profit Sector• High level of satisfaction of the Minister for Social Inclusion with the

advice provided in relation to the Government’s Social Inclusion and Not-for-Profit reform agendas.

• High level of satisfaction of the chair of the Australian Social Inclusion Board and the Not-for-Profit Sector Reform Council with the quality of support provided by the departmental secretariat.

2010-11 2011-12 2012-13 2013-14 2014-15Key Performance Revised Budget Forw ard Forw ard Forw ard

Indicators budget target year 1 year 2 year 3

Number of individuals assisted tow ards volunteering: Volunteer Management

190,000 190,000 190,000 190,000 190,000

Program component 1.1.2: National Security and International Policy

Program component 1.1.2 objectiveThe program is delivered through the National Security and International Policy Group, which:• provides advice, coordination and leadership in the development of a

secure, coordinated and effective national security information management environment and the strategic leadership and coordination of whole-of-government cyber policy

• advances the government’s foreign, trade, overseas aid and international law priorities through provision of policy advice, and related whole-of-government leadership and coordination, including oversight of policy implementation across government

• advances the government’s national security objectives through leadership of the national security community and provision of advice, coordination and leadership on integrated, whole-of-government policy, priorities and strategy in the areas of defence, intelligence coordination and cooperation matters and national security, science and innovation policy and programs

• provides advice, coordination and leadership on integrated, whole-of-government policy matters, priorities and strategy for national security covering critical infrastructure protection, non-proliferation,

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disarmament, counter-terrorism, law enforcement, border security and emergency management issues

• provides advice, coordination and leadership of whole-of-government efforts to strengthen the functioning of Australia’s intelligence community, including by increasing cooperation and interoperability.

Program component 1.1.2 expensesAdditional funding has been provided to the National Security and International Policy Group in the 2011-12 Budget to:• contribute to the United States Studies Centre

• contribute to the New Zealand earthquake recovery effort.

Administered items related to this program component include:• national counter-terrorism committee secretariat.


$'000 $'000 $'000 $'000 $'000Annual administered expenses:National counter-terrorism committee secretariat 109 111 111 109 112

National security and international policy1 25,379 20,889 17,945 17,377 17,441

Research support for counter-terrorism

grants program2 4,700 3,300 - - -

New Zealand earthquake - contribution to recovery effort

5,000 - - - -


Total program expenses 39,968 28,829 22,608 22,120 22,267 1 Funding for the Australian Government Management of Border Security and Maritime People

Smuggling measure lapses on 30 June 2011 and the Review into the Intelligence Community will be completed on 30 June 2012.

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2 The research support for counter-terrorism grants program terminates on 30 June 2012.Reader note: Departmental appropriation splits and totals are indicative estimates and may change in the course of the budget year as government priorities change. Corporate support costs are allocated across program components, based on average staffing levels, to reflect the full cost of delivery.

Program component 1.1.2 deliverables• Provide strategic leadership and coordination of Australia’s national

security community.

• Policy advice, briefing and support to the Prime Minister on foreign, trade and aid policy matters, priorities and strategy, including bilateral relations, and engagement with regional and international priorities.

• Policy advice on Defence matters including operations, Force 2030 initiatives and the Strategic Reform Program.

• Coordination and leadership of the national intelligence community, particularly through the support for the National Security Adviser’s chairing of the National Intelligence Coordination Committee and its subordinate processes, including secretariat support, collection management and intelligence policy advice.

• Policy advice, briefing and support to the Prime Minister and Parliamentary Secretary to the Prime Minister on coordination and leadership in the development of a secure, coordinated and effective national security environment, including information management and strategic leadership and coordination of whole-of-government cyber policy, non-proliferation, disarmament, counter-terrorism, border protection, critical infrastructure protection, security of hazardous materials and law enforcement matters.

• Support the Prime Minister on international engagements, including overseas visits, leader level meetings and at regional and multilateral meetings.

• Coordinated development and implementation of policy related to international priorities across government.

• Periodic review and update of the National Security Statement and national security priorities.

• Coordinated whole-of-government responses to major national security related crises or emergencies.

• A whole-of-government policy coordination around tackling people smuggling and irregular migration, driving policy development and

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overseeing implementation.

• Development and implementation of the strategic policy framework for national security, including whole-of-government national security priorities, evaluation of the performance of the national security executive community and a coordinated national security budget.

• Oversight of and support for the implementation of actions arising from the Homeland and Border Security Review and the Counter-Terrorism White Paper.

• Administration of the Research Support for National Security grants program and the review of its future resourcing requirements.

• Provision of support for the conduct of the 2011 Independent Review of the Intelligence Community, including provision of advice to Government on the recommendations or other outcomes from the Review, including implementation issues.

• Secretariat support for the National Counter-Terrorism Committee (administered item).

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Program component 1.1.2 key performance indicators

• High level of satisfaction of the Prime Minister and Parliamentary Secretary to the Prime Minister with advice, briefing and support in relation to international and national security priorities, policy, programs and strategy matters.

• Successful leadership and coordination of the defined national security community through implementation of the Homeland and Border Security Review, budget and performance oversight and the enhancement of information sharing, collaboration and cooperation.

• High level of satisfaction of the Prime Minister with advice in relation to the progress of and challenges, risks and opportunities regarding Defence operations, Force 2030 and the Strategic Reform Program.

• Advancement of the Government’s international priorities that promote Australia’s security, prosperity, international profile and influence.

• Successful leadership and coordination of the national intelligence community, including enhanced levels of cooperation and interoperability across the community leading to provision of valuable intelligence support to government.

• Successful conclusion of the 2011 Independent Review of the Intelligence Community and the provision of high quality advice to the Government on its recommendations and on implementation issues.

• Effective whole-of-government responses to major national security related crises or emergencies.

• Successful development and whole-of-government integration of foreign and international security strategies as required by the Government.

• Successful development and management of domestic and international collaborative national security science and innovation research programs.

• Satisfaction of the National Counter-Terrorism Committee with secretariat support provided to the committee.

• Successful strategic leadership and coordination of a whole-of-government approach to cyber policy.

Program 1.1.3: Strategic policy and implementation

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Program component 1.1.3 objectiveThe program is delivered through the Strategic Policy and Implementation Group, which:• provides advice to the Prime Minister, the Cabinet and Cabinet

committees on long-term strategic issues and complex, cross-cutting public policy challenges

• plays a role in the analysis of the delivery of government policy objectives and the improvement of implementation and service delivery

• works across government to ensure that key government priorities are developed and implemented on time, on budget and to expectations.

Program component 1.1.3 expensesNo additional funding has been provided to the Strategic Policy and Implementation Group in the 2011-12 Budget. There are no administered items related to this program component.


$'000 $'000 $'000 $'000 $'000Annual departmental expenses:

Strategic policy and implementation 9,692 8,860 8,805 8,491 8,519 Expenses not requiring appropriation in

the budget year 874 849 876 888 896 Total program expenses 10,566 9,709 9,681 9,379 9,415 Reader note: Departmental appropriation splits and totals are indicative estimates and may change in the course of the budget year as government priorities change. Corporate support costs are allocated across program components, based on average staffing levels, to reflect the full cost of delivery.

Program component 1.1.3 deliverables• Forward-looking research and analysis projects to advise the Prime

Minister and Cabinet on medium to long term issues and cross-cutting public policy challenges, with a focus on the Government’s major domestic priorities.

• Monitoring and reporting on the development and implementation of key government priorities.

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Program component 1.1.3 key performance indicators• High level of satisfaction of the Prime Minister with the quality,

accuracy and timeliness of advice and achievement of key tasks.

Program component 1.1.4: Support services for government operations

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Program component 1.1.4 objectivePM&C supports government operations and takes a leadership role in providing advice on public governance and reform across the APS by:• providing secretariat services for the Cabinet, Cabinet committees and

the Federal Executive Council, and overseeing programming of Cabinet business and access to and custody of Cabinet documents

• managing the program of Community Cabinet meetings

• advising on legislation programming, parliamentary affairs, ministerial arrangements, machinery of government, public service matters, legal and constitutional matters, litigation, administrative review, royal commissions and other inquiries, the Lobbying Code of Conduct and the Register of Lobbyists, electoral matters, privacy, territories, access to government information (including freedom of information), archives and national honours and symbols

• managing a range of support functions for ministerial offices in the Prime Minister’s portfolio, including the coordination of briefings, correspondence and advice

• coordination and delivery of departmental services to the portfolio ministers and parliamentary secretaries

• high-level support for major events, such as visits by heads of state, ceremonies and state occasions; coordination of the logistical arrangements for the Prime Minister’s overseas visits; support for the operations of the Prime Minister’s official residences; and the provision of services to former Governors-General

• support for the audit committee and policy relating to corporate governance activities and risk management.

Program component 1.1.4 expensesNo additional funding has been provided to support services for government operations in the 2011-12 Budget.

Funding has transferred from the Attorney-General’s Department for the Parliament House briefing room in the 2011-12 Budget.

Administered items related to this program component include:• Parliament House briefing room

• grant payment to the National Australia Day Council

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• compensation and legal expenses.



Parliament House Brief ing Room1 - 417 421 428 435

National Australia Day Council 3,380 3,388 3,400 3,436 3,471 Compensation and legal expenses 118 113 114 118 118

Annual departmental expenses:Support services for government operations 33,291 32,339 32,213 31,266 31,395


Total program expenses 38,081 37,510 37,464 36,574 36,734 1 Funding for the Parliament House briefing room transferred from the Attorney-General’s Department

in the 2011-12 Budget.Reader note: Departmental appropriation splits and totals are indicative estimates and may change in the course of the budget year as government priorities change. Corporate support costs are allocated across program components, based upon average staffing levels, to reflect the full cost of delivery.

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Program component 1.1.4 deliverables• Provision of secretariat and support services for the Cabinet Secretary,

the Cabinet, its committees and the Federal Executive Council.

• Delivery of community cabinet meetings and the development and management of other community engagement activities, including www.pm.gov.au.

• Provision of services for the Prime Minister, portfolio ministers, parliamentary secretaries and their ministerial offices.

• Management of visits to Australia by guests of the Government and the delivery of support for major events.

• Management of PM&C’s internal governance arrangements (including the audit program).

• Advice and support on parliamentary, machinery of government, and legal policy matters.

• Administration of the Register of Lobbyists and the Lobbying Code of Conduct.

• Advice and support to portfolio ministers and government on policies relating to certain Acts, particularly the Archives Act 1983, Auditor-General Act 1997, Australian Information Commissioner Act 2010, Flags Act 1953, Freedom of Information Act 1982, Ombudsman Act 1976, Privacy Act 1988, Public Service Act 1999 and Royal Commissions Act 1902.

• Policy advice and operational support in relation to Australia’s honours system and national symbols.

• Administration of government grant funding for the National Australia Day Council.


Indicators budget target year 1 year 2 year 3Cabinet and Committee meetings 200 200 200 200 200Federal Executive Council meetings 30 30 30 30 30 Secretaries Committee on National Security 15 15 15 15 15

Community Cabinet 1 4 10 10 10 101 Lower number of community cabinet meeting in 2010-11 reflects the Election and caretaker period.

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Program component 1.1.4 key performance indicators• High level of satisfaction of the Cabinet and its committees, the Prime

Minister, portfolio ministers and parliamentary secretaries, the Governor-General and Federal Executive Council with the timeliness and quality of advice and support.

• High level of satisfaction of portfolio ministers with advice and support on policies relating to the Acts listed under ‘Program deliverables’ above.

• High level of satisfaction of other stakeholders with liaison, advice and assistance.

• National Australia Day Council grant administered in compliance with the reporting mechanisms, objectives and other provisions of the grant funding deed.

• High level of satisfaction of key stakeholders and achievement of key tasks delivered to agreed timeframes for the meetings of Cabinet and sub-committees of Cabinet detailed in the preceding table, under ‘Program deliverables’.

Program component 1.1.5: Commonwealth Heads of Government Meeting 2011

Program component 1.1.5 objectiveTo facilitate a successful Commonwealth Heads of Government Meeting (CHOGM) in Perth in 2011.

Program component 1.1.5 expenses Funding was provided to PM&C in the 2010-11 budget for CHOGM

2011.



Commonw ealth Heads of GovernmentMeeting 2011 17,869 39,409 - - -

Expenses not requiring appropriation inthe budget year - 688 - - -

Total program expenses 17,869 40,097 - - - Linked to: The Treasury, Program 1.10 - National Partnership Payments to the States.

Program component 1.1.5 deliverables

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• The CHOGM 2011 taskforce will deliver all administrative and logistical arrangements for CHOGM 2011.

• Coordinate and provide oversight of protective security arrangements.

Program component 1.1.5 key performance indicators• High level of satisfaction of the Prime Minister with the management of

CHOGM 2011.

• The successful promotion of Australia to international delegates through the meeting arrangements.

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Program 1.2: Official and ceremonial support

Program 1.2 objectiveThis program:• supports the operations of the Prime Minister’s official residences

• provides staffing and administrative services to former Governors-General

• provides high-level support for major events and meetings, such as visits by heads of state, ceremonies and state occasions, and coordinates the logistical arrangements for the Prime Minister’s overseas visits.

Program 1.2 expensesNo additional funding was provided to Official and Ceremonial Support in the 2011-12 Budget.

The official and ceremonial support program comprises three components:• operations support of the Prime Minister’s official residences

• support to former Governors-General

• state occasions and official visits.



Prime Minister's official residences 1,652 1,655 1,671 1,693 1,802

Support to former Governors-General1 781 648 587 3,582 581

State occasions and off icial visits 3,224 3,242 3,264 3,300 3,458 Annual departmental expenses:

Support for off icial establishments 846 827 818 781 780 Ceremonial and hospitality 2,409 2,353 2,329 2,223 2,219

Expenses not requiring appropriation inthe budget year 118 113 118 118 115

Total program expenses 9,030 8,838 8,787 11,697 8,955 1 PM&C brought to account a provision for projected future entitlements including office

accommodation, support and official travel at 1 July 2009 for each former Governor-General in line with the requirements of AASB 119. The annual expense figure reflects the unwinding of the discount on the provision. The increase in 2013-14 reflects the expected write-on of a provision.

Reader note: Departmental appropriation splits and totals are indicative estimates and may change in the course of the budget year as government priorities change. Corporate support costs are allocated across

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program components, based on average staffing levels, to reflect the full cost of delivery.

Program 1.2 deliverables• Secretariat support for the Official Establishments Trust.

• Provision of entitlements to former Governors-General (excluding pension entitlements).

• Facilitation of visits by heads of state, ceremonies and state occasions.

• Coordination of logistical arrangements for the Prime Minister’s overseas visits.

• Hospitality for overseas dignitaries and official ceremonies.

Program 1.2 key performance indicators• High level of satisfaction with quality and timeliness of advice and

secretariat support for the Official Establishments Trust.

• High level of satisfaction from the Governor-General designate (when relevant) and former Governors-General with the level of support and payment of allowances.

• High level of satisfaction of key stakeholders with the management of the government’s hospitality for overseas dignitaries, official ceremonies and program of official visits.

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Outcome 2: Participation in, and access to, Australia’s arts and culture through developing and supporting cultural expression.

Outcome 2 strategyThe Office for the Arts supports the Australian Government to achieve its arts and culture policy objectives to promote excellence in artistic effort, provide support for cultural heritage and encourage public access to arts and culture.

New initiatives and programs announced in this Budget include a significant investment in the Australian film and television industry and extra funding for the Australia Council to support up to 150 new artistic projects.

The targeted investment in the arts in this year’s Budget also lays the foundation for the Australian Government development this year of a National Cultural Policy that will provide a strategic national direction for the arts and creative industries.

The National Cultural Policy will be an over-arching strategy designed to harness the vast creative talents of the nation to be used across the economy at large. It will foster a strategic change in direction for the arts sector to enable new opportunities through new technologies, such as high speed broadband.

Effective support for the Australian screen production sector is key to its viability and success. The enhancements announced in this Budget provide support to a wider range of productions and permit a greater number of production expenses to be claimed as qualifying expenditure under the Producer, Location and Post, Digital and Visual Effects (PDV) Offsets. The package of enhancements is the Government’s initial response to the findings of the 2010 Review of the Australian Independent Screen Production Sector and fulfils the Government’s commitment to work with the sector in response to the findings of the 2010 paper Investing in a Creative Australia.

The extra funding for the Australia Council fulfils the Government’s election commitment to invest in a creative Australia. This initiative will focus on supporting artists to build sustainable careers, assisting new and emerging artists and assist artists facing specific access barriers - in particular, artists with a disability, artists from non-English speaking culturally diverse backgrounds, and artists in regional and remote areas.

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The Office for the Arts will continue to work closely with stakeholders to implement the Government’s arts and culture agenda, including:• increasing opportunities for all Australians to learn, enjoy and participate

in a wide range of cultural endeavours

• supporting activities for the Indigenous arts and crafts industry, maintaining, reviving and developing Indigenous culture and languages and supporting Indigenous television and community radio services in urban, regional and remote areas

• promoting Australian literature including through incentives and recognition of excellence

• encouraging and facilitating sponsorship and philanthropic support for the cultural sector

• providing assistance and incentives to support the performing and visual arts, Australian film, television and creative industries

• administering Artbank, to help create a market for emerging artists and enhancing access to contemporary Australian art.

The National Portrait Gallery (NPG) increases the understanding and appreciation of the Australian people, their identity, history, creativity and culture, through portraiture. The NPG will continue to develop and maintain a national collection of high quality portraits, enhance the cultural value and accessibility of portraiture and foster enquiry, research and interpretation of portraiture.

Outcome 2 expense and resource statement

Table 2.1 provides an overview of the total expenses for Outcome 2, by program and program component. Since the 2010-11 Budget, the expenses relating to this program have transferred from Outcome 5 in the Department of Sustainability, Environment, Water, Population and Communities to Outcome 2 in the Department of the Prime Minister and Cabinet. Program objectives, deliverables and key performance indicators relating to Arts and Culture are detailed on the following pages.

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Table 2.2 Budgeted expenses and resources for Outcome 2Outcome 2: Participation in, and access to, Australia’s arts 2010-11 2011-12and culture through developing and supporting cultural Estimated Estimatedexpression actual expenses

expenses$'000 $'000

Program 2.1: Arts and Cultural DevelopmentAdministered expenses


Departmental appropriation1 25,799 46,800 Special accounts 4,388 4,422 Expenses not requiring appropriation in the Budget year2 3,252 6,578 Total for Program 2.1 125,406 259,165

Outcome 2 Totals by appropriation typeAdministered expenses


Departmental appropriation1 25,799 46,800 Special accounts 4,388 4,422 Expenses not requiring appropriation in the Budget year2 3,252 6,578





3 ASL in 2011-12 reflects the full year impact of the Arts and Culture function.

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Program 2.1 Arts and Cultural Development

Program 2.1 objectiveTo administer a range of activities which support excellence in the arts and culture, develop and promote access to cultural activities, support Australian film production, and protect Australia's movable cultural heritage. Cultural Development• Increase access to the arts around Australia through support for

cultural touring and regional cultural activities.

• Support the provision of elite training and development opportunities across a range of artforms.

• Support the development and promotion of Australia's national collections.

• Support the Australian performing and visual arts, film, television and creative industries through provision of funding assistance, incentives and the resale royalty scheme.

• Recognise individual excellence in Australian literature through the Prime Minister's Literary Awards.

• Regulate the export and import of significant Australian and international movable cultural heritage to ensure protection of the most significant Australian items and the return of movable cultural heritage material of other countries illegally imported into Australia.

Indigenous arts, culture, languages and broadcasting• Build a more sustainable and ethical Indigenous visual arts industry.

• Support the maintenance of Indigenous culture, including by addressing the erosion and loss of Indigenous languages through support for Indigenous languages centres and community based languages projects.

• Support Indigenous community radio and broadcast services to provide culturally appropriate news services and programs, including promotion of health, education, employment messages and locally produced community content.

• Facilitate the return of Indigenous ancestral remains and secret sacred

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objects from Australian and overseas institutions to their Aboriginal and Torres Strait Islander community of origin.

National Portrait Gallery• Develop and maintain an outstanding national collection of high quality

Australian portraits across time, including subjects that reflect the diversity and culture of Australia.

• Develop and engage a national audience through exhibitions, education, research, publishing, public programs and online programs that foster an understanding and appreciation of Australian and international portraits and portraiture.

Program 2.1 expensesAdditional funding has been provided to the Arts and Cultural Development program in the 2011-12 Budget to enable the Office of the Arts to provide support to the Australia Council to invest in new and innovative Australian work.

A decision has been made in the 2011-12 Budget to continue to support the Contemporary Music Touring Program. This will be met within existing resources.



Arts & Cultural Development 91,967 201,365 198,915 198,697 201,542

Special account expenses: National Portrait Gallery 670 650 650 650 650 Cultural Ministers' Council 518 472 464 464 464 Art Rental 3,200 3,300 3,465 3,640 3,820

Annual departmental expenses:Program support 25,799 46,800 46,831 47,506 48,512


Total program expenses 125,406 259,165 256,986 257,716 261,759 Reader note: The Office for the Arts transferred to PM&C from the Department of Sustainability, Environment, Water, Population and Communities (SEWPaC) during 2010-11 as a result of the AAO.Departmental appropriation splits and totals are indicative estimates and may change in the course of the budget year as government priorities change.

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Program 2.1 deliverablesEfficient and effective administration of programs that support Cultural Development generally and the Major Performing Arts, Indigenous arts, culture, languages, broadcasting and repatriation sectors in particular.• Funding agreements for funded organisations are administered in

accordance with the Australian National Audit Office better practice and program guidelines to assist these organisations to meet their stated objectives and reporting requirements.

• Touring and regional programs (Playing Australia, Festivals Australia, Visions of Australia, the Contemporary Music Touring Program and the Regional Arts Fund) increase access to high quality cultural experiences particularly in regional and remote areas.

• Administration of Indigenous arts, culture, languages, broadcasting and repatriation programs.

• Administration of the Prime Minister’s Literary Awards and the Public Lending Right and Educational Lending Right schemes in order to increase the profile of Australian writing in the community.

• Administration of the Location Offset and Post, Digital and Visual Effects (PDV) Offset which support film and television.

• Administration of the Australian Government International Exhibitions Insurance Program and the National Collecting Institutions Touring Outreach Program in order to support the staging of significant internal exhibitions in Australia and the capacity of our National Collecting Institutions to tour their works.

• Administration of the Protection of Movable Heritage Act 1986 is in accordance with legislative requirements to protect Australia’s heritage of movable cultural objects.

• The NPG deliverables directly underpin its strategy to increase the understanding and appreciation of the Australian people by developing and providing access to the national portrait collection and by creating a safe and welcoming environment.

• Develop and maintain the national portrait collection in accordance with the published collection development policy, international

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museum standards and legislative obligations.

• The NPG stages innovative and diverse exhibitions and collection displays underpinned by a broad range of public educational programs and events.

• The NPG building is maintained in accordance with the 40 year strategic asset management plan, providing a safe and secure environment for people and works of art.

Program 2.1 key performance indicators Performance of this program will generally be measured through Australians’ access to artistic and cultural endeavours including:• Access to high quality cultural experiences particularly in regional and

remote areas is maintained or increased as measured by the number of funded activities, performances, exhibitions and events reported by state/territory and metropolitan/regional/remote categories.

• Access for Indigenous people to high quality cultural experiences is maintained or increased as measured by the number and range of projects supported and the level of achievement of projects against key delivery requirements and program objectives.

• Access to Australian books in public and educational libraries is maintained or increased.

• Increased sales of Prime Minister’s Literary Award shortlisted or winning titles.

• Applications (with all supporting documentation provided) for the Location and PDV offsets are assessed within 15 weeks.

• 100 per cent of applications or referrals considered under the Protection of Movable Cultural Heritage Act 1986 are processed and considered in accordance with the requirements of the Act.

• Arts training organisations provide access to high quality elite level performing arts training for emerging Australian artists, including in performance, design and production, as measured by the number of participants and range of training provided.

• The NPG stages innovative and diverse exhibitions and collection displays underpinned by a broad range of public access and learning programs and events.

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Indicators budget target year 1 year 2 year 3Overall positive NPG visitor experience 90% 90% 90% 90% 90%Signif icant NPG temporary exhibitions 4 4 4 4 4 Preventable infrastructure or systems failures at the NPG

- - - - -

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Outcome 3: Improved opportunities for community participation in sport and recreation, and excellence in high-performance athletes, including through investment in sport infrastructure and events, research and international cooperation.

Outcome 3 strategyThe Office for Sport supports the Australian Government to achieve its sport and recreation policy objectives to increase participation in physical and active recreational activities by all Australians and to use participation in sport as a means to increase social inclusion and build strong communities. Following on from the Australian Government’s announcement in 2010 of a new strategic direction and an integrated whole-of-sport approach to the Australian Sports System as outlined in Australian Sport: The Pathway to Success, (the Government’s response to the Independent Sport Panel report, 2009), the Commonwealth and the state and territory governments will implement a new National Sport and Active Recreation Policy Framework.

This framework will guide the development and alignment of policies, strategies and programs by governments within their own jurisdictions in pursuit of a high performing sport and active recreation system that delivers: increased participation; success in international competition; and strong national sporting competition, as well as contributes to whole of government objectives including improved health and education outcomes.

In addition, a number of initiatives outlined in Australian Sport: The Pathway to Success will be progressed. These include: • The Sport and Education Strategy - to improve the delivery of quality

sport in schools and boost the number of our children participating in sport.

• The Social Inclusion and Sport Strategy – to support the development of pathways to increase opportunities for all Australians in sport, particularly those who may be marginalised or disadvantaged.

The Office for Sport will continue to coordinate the Australian Government’s involvement in the bidding for, and staging of, major international sporting events. In particular, in 2011-12, the Office for Sport will work with Football Federation Australia and relevant states and territories to begin preparations for the 2015 Asian Cup. The next 12 months will focus on establishing the Local Organising Committee and undertaking detailed

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project planning. The Office for Sport will also coordinate the Australian Government’s involvement in Queensland’s bid to host the 2018 Commonwealth Games on the Gold Coast.

The Australian Government also supports a competitive, drug-free sports sector based on excellence, integrity and leadership. To support integrity in sport, a national policy to deter and deal with match fixing in sport is being developed for agreement by all Australian governments. This will build on other integrity measures administered by the Office for Sport, including an illicit drugs in sport program and anti-doping programs.

The Australian Government will continue, through the Office for Sport, to administer water and snow safety programs and Indigenous sport and recreation programs and will provide assistance for sport and recreation infrastructure development.

The Office for Sport will continue to work closely with the states and territories, international sporting bodies, the Australian Sports Commission and other key national sporting organisations to develop, implement and promote policies and strategies to support participation, achievement and integrity in Australian sport.

Outcome 3 expense and resource statement

Table 3.1 provides an overview of the total expenses for Outcome 3, by program and program component. Since the 2010-11 Budget, the expenses relating to this program have transferred from Outcome 15 in the Department of Health and Ageing to Outcome 3 in the Department of the Prime Minister and Cabinet. Program objectives, deliverables and key performance indicators relating to Sport and Recreation are detailed on the following pages.

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Table 2.3 Budgeted expenses and resources for Outcome 3Outcome 3: Improved opportunities for community 2010-11 2011-12participation in sport and recreation, and excellence in Estimated Estimatedhigh-performance athletes, including through investment actual expensesin sport infrastructure and events, research and expensesinternational cooperation $'000 $'000

Program 3.1: Sports & RecreationAdministered expenses

Ordinary annual services (Appropriation Bill No. 1) 44,930 37,853 Other services (Appropriation Bill No. 2) 250 - Special Accounts 508 508

Departmental expensesDepartmental appropriation1 4,294 7,076 Expenses not requiring appropriation in the Budget year2 155 252

Total for Program 3.1 50,137 45,689

Outcome 3 Totals by appropriation typeAdministered expenses

Ordinary annual services (Appropriation Bill No. 1) 44,930 37,853 Other services (Appropriation Bill No. 2) 250 - Special Accounts 508 508

Departmental expensesDepartmental appropriation1 4,294 7,076 Expenses not requiring appropriation in the Budget year2 155 252





3 ASL in 2011-12 reflects the full year impact of the transfer of the Sport & Recreation function.

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Contributions to Outcome 3 Program 3.1 Sport & Recreation

Program 3.1 objectiveThe Australian Government, through this program, aims to: • improve public health and social inclusion outcomes through

supporting national strategies on regular physical activity through sport and active recreation activities

• increase Indigenous Australians’ participation and employment in, and encourage community ownership and management of, sport and active recreation activities

• maintain a best practice, evidence-based anti-doping regime to ensure Australia maintains a robust system that continues to meet international obligations

• support the bidding for and hosting of selected major international sporting events

• support sporting integrity, success and participation growth through policies and programs to maximise the impact of public investment in high performance and community sport.

Program 3.1 expensesAdditional funding has been provided to the Sport and Recreation program in the 2011-12 Budget to establish a Local Organising Committee and a Commonwealth Taskforce following Australia being announced as host of the 2015 Asian Cup.


$'000 $'000 $'000 $'000 $'000

Annual administered expenses:Sports and recreation program 44,930 37,853 32,324 32,356 34,036 Administered Special Purpose Payment 250 - - - -

Special account expenses: Sport and Recreation Special Account 508 508 508 508 508

Annual departmental expenses:Program support 4,294 7,076 7,118 7,171 8,290

Expenses not requiring appropriation inthe budget year 155 252 268 280 319

Total program expenses 50,137 45,689 40,218 40,315 43,153 Reader note: The Office for Sport transferred to PM&C from the Department of Health and Ageing during 2010-11 as a result of the AAO.

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Departmental appropriation splits and totals are indicative estimates and may change in the course of the budget year as government priorities change.

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Program 3.1 deliverables• Production of relevant and timely evidence-based policy advice to the

satisfaction of the Ministers’ offices and the departmental executive.

• Nationally agreed frameworks and agreements, reports on reviews, strategy documents providing evidence of implementation of initiatives announced in the Government’s policy document and response to the Crawford Report, Australian Sport: The Pathway to Success and other Government priorities.

• Participation by stakeholders in program development through avenues such as regular consultative committees, conferences, stakeholder engagement forums, surveys, submissions on departmental discussion papers and meetings.

• Water and snow safety funding agreements in place to enhance the safety of people engaging in water and snow activities.

• Indigenous Sport and Recreation program funding agreements in place to promote participation by Indigenous Australians in sport and physical recreation.

• Job Creation Package funding agreements in place to provide a number of Indigenous Australians with employment in the Indigenous sport and recreation industry.

• Illicit Drugs in Sport funding agreements in place to provide education and where appropriate testing programs to support integrity and member protection policies of national sporting organisations.

• Completed new and upgraded sport and recreation facilities providing opportunities for increased participation in sport and active recreation.

• Contracts to deliver research aimed at improving detection and deterrence of doping in sport.

• Funding agreements, memorandums of understanding in place and other evidentiary documentation which reflects the Government’s policy position and priorities associated with its support for the Commonwealth’s involvement in supporting bids and staging major international sporting events.

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Program 3.1 key performance indicators• Successful completion of funding agreements for new and upgraded

sport and recreation facilities.

• Maintenance of best practice anti-doping regime through continuous review ensuring the Anti-Doping regime is aligned with United Nations Educational Scientific and Cultural Organisation International Convention against Doping in Sport and World Anti-Doping code and associated international standards.

• Funded research contributes to improved detection and deterrence of doping in sport.

• Illicit Drugs in Sport grants programs deliver effective education and testing programs for participating athletes.

• Execution of funding agreements and arrangements with participating jurisdictions and the Local Organising Committee for the 2015 Asian Cup.


Indicators budget target year 1 year 2 year 3Number of projects funded through the Indigenous Sport and Recreation program that successfully meet funding agreement requirements

90 90 90 90 90

Number of full time equivalent positions funded through the Job Creation Package that successfully meet funding agreement requirements

75 75 75 75 75

Number of anti-doping research projects meeting funding agreement milestones1 8 4 4 4 4

Percentage of sports participating in illicit drugs initiatives that meet program standards2

100% 100% 100% 100% N/A

1 Figures are higher in 2010-11 due to higher than expected number of projects funded in prior years.2 The program ceases in 30 June 2014.

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Section 3: Explanatory tables and budgeted financial statements

Section 3 presents explanatory tables and budgeted financial statements which provide a comprehensive snapshot of agency finances for the 2011-12 budget year. It explains how budget plans are incorporated into the financial statements and provides further details of the reconciliation between appropriations and program expenses, movements in administered funds, special accounts and government Indigenous expenditure.

3.1 EXPLANATORY TABLES

3.1.1 Movement of administered funds between yearsAdministered funds can be provided for a specified period, for example under annual Appropriation Acts. Funds not used in the specified period with the agreement of the Finance Minister may be moved to a future year. Table 3.1.1 shows the movement of administered funds approved between years.

Table 3.1.1: Movement of Administered Funds between years2010-11 2011-12 2012-13 2013-14 2014-15

$'000 $'000 $'000 $'000 $'000Outcome 2:

Arts and Culture Development (5,272) 5,272 - - -

Outcome 3:

Sport and Recreation (3,046) 3,046 - - -

Total Movement of (8,318) 8,318 - - - Administered Funds

Reader note: Figures displayed as a negative (-) represent a decrease in funds and a positive reflects an increase in funds.

3.1.2 Special AccountsSpecial accounts provide a means to set aside and record amounts used for specified purposes. Special accounts can be created by a Finance Minister’s Determination under the FMA Act or under separate enabling legislation. Table 3.1.2 shows the expected additions (receipts) and reductions (payments) for each account used by PM&C.

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Table 3.1.2: Estimates of Special Account Flows and BalancesOpening Closingbalance Receipts Payments Adjustments balance2011-12 2011-12 2011-12 2011-12 2011-122010-11 2010-11 2010-11 2010-11 2010-11

Outcome $'000 $'000 $'000 $'000 $'0001 5 1 1 - 5

1 6 2 - 5

2 230 270 500 - -

36 464 270 - 230

2 1,613 3,300 3,400 - 1,513

1,713 3,200 3,300 - 1,613

2 23 472 482 - 13

645 518 1,140 - 23

2 226 - 226 - -

366 - 140 - 226

2 5,840 917 800 - 5,957

5,769 871 800 - 5,840

2 2,255 836 836 - 2,255

1,952 826 523 - 2,255

3 556 537 508 - 585

533 531 508 - 556

Total Special Accounts 2011-12 Budget estimate 10,748 6,333 6,753 - 10,328

Total Special Accounts2010-11 estimated actual 11,015 6,416 6,683 - 10,748

Return of Indigenous Cultural Property Special Account - s20 FMA Act Det 2005/45 (D)

Sport and Recreation Special Account - s 20 FMA Act Det 2006/20 (A)

Service for other entities and trust monies - s20 FMA Act Det 2008/13 (D)

National Cultural Heritage Account - s21 FMA Act [Protection of Movable Cultural Heritage Act 1986 ] (A)

Art Rental Special Account - s20 FMA Act Det 2006/18 (D)

Cultural Ministers' Council Special Account - s20 FMA Act Det 2005/43 (D)

National Collections Special Account - s20 FMA Act Det 2005/42 (D)

National Portrait Gallery Special Account - s20 FMA Act Det 2005/42 (D)

Reader note: All Special accounts except the Service for other entities and trust monies special account were transferred to PM&C under the AAO.The 2011-12 estimates are in bold and the 2010-11 estimates are shown in italics.(A) = Administered(D) = Departmental

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3.1.3 Australian Government Indigenous ExpenditureAustralian Government Indigenous Expenditure for PM&C decreases from $106.1 million in 2010-11 to $81.2 million in 2011-12. This decrease is primarily as a result of the transfer of the Indigenous Broadcasting Program to the Department of Broadband, Communications and the Digital Economy effective from 1 July 2011.Table 3.1.3: Australian Government Indigenous Expenditure

Other Total ProgramBill Bill Special Total

No. 1 No. 2 approp approp$'000 $'000 $'000 $'000 $'000 $'000


Outcome 1Departmental 2011-12 1,316 - - 1,316 - 1,316 1.1Departmental 2010-11 1,336 - - 1,336 - 1,336 1.1Total outcome 2011-12 1,316 - - 1,316 - 1,316 1.1Total outcome 2010-11 1,336 - - 1,336 - 1,336 1.1

Outcome 2Administered 2011-12 48,546 - - 48,546 - 48,546 2.1Administered 2010-11 74,835 - - 74,835 - 74,835 2.1Departmental 2011-12 14,029 - - 14,029 - 14,029 2.1Departmental 2010-11 13,906 - - 13,906 - 13,906 2.1Total outcome 2011-12 62,575 - - 62,575 - 62,575 2.1Total outcome 2010-11 88,741 - - 88,741 - 88,741 2.1

Outcome 3Administered 2011-12 15,742 - - 15,742 - 15,742 3.1Administered 2010-11 15,003 - - 15,003 - 15,003 3.1Departmental 2011-12 1,565 - - 1,565 - 1,565 3.1Departmental 2010-11 993 - - 993 - 993 3.1Total outcome 2011-12 17,307 - - 17,307 - 17,307 3.1Total outcome 2010-11 15,996 - - 15,996 - 15,996 3.1

Total administered 2011-12 64,288 - - 64,288 - 64,288 Total administered 2010-11 89,838 - - 89,838 - 89,838

Total departmental 2011-12 16,910 - - 16,910 - 16,910 Total departmental 2010-11 16,235 - - 16,235 - 16,235

Total AGIE 2011-12 81,198 - - 81,198 - 81,198 Total AGIE 2010-11 106,073 - - 106,073 - 106,073

Appropriations

Reader note: The 2010-11 year reflects the full year estimated expense.

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3.2 BUDGETED FINANCIAL STATEMENTS

3.2.1 Differences in agency resourcing and financial statementsDepartmental items

The agency resource statement (Table 1.1) provides a consolidated view of all the resources available to the agency in 2011-12. For departmental items this includes equity injections and appropriation receivable that is yet to be drawn down to cover payables and provisions on the balance sheet. The income statement (Table 3.2.1) shows only the operating appropriation provided each year.

Administered items

The 2011-12 administered expense figure of $912.3m includes the cash appropriation for payments of former Governors-General entitlements including office accommodation, support and official travel. A provision for the total estimated value of these entitlements is recognised in the financial statements each time a Governor-General is appointed. Accordingly, payment of these entitlements results in a reduction to the provision rather than an operating expense.

The schedule of budgeted income and expense (Table 3.2.7) includes non-cash appropriation items including depreciation and amortisation expense, makegood and the unwinding of the discount on the provision for former Governors-General entitlements. The following Table shows the reconciliation between the 2011-12 appropriation, as per Table 1.1, and the expense as shown in Table 3.2.7.

Reconciliation of differences in administered resourcing (Table 1.1) and financial statements (Table 3.2.7)

Budget

Estimate

2011-12

$'000Table 3.2.7 Operating expenses 911,677

Less Depreciation and amortisation expense (1,905) Unw inding of discount on former Governors-General entitlements provision (515)

Sport and Recreation Special Account (508) plus

Capital budget 1,905 Payments from the former Governors-General entitlement provision 1,597

Table 1.1 Administered expenses - total ordinary annual services 912,251

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3.2.2 Analysis of budgeted financial statementsDepartmentalComprehensive income statementRevenue from government will increase from $155.5 million in 2010-11 to $192.7 million in 2011-12. This reflects:• the full year impact of the Office for the Arts ($19.6 million) and the

Office for Sport ($1.7 million) transferred to the Department in the Administrative Arrangement Orders (AAO) of 14 September 2010

• the increase in appropriation for the Commonwealth Heads of Government Meeting of $21.5 million (program component 1.1.5 on page 48 refers)

• additional funding as detailed in Table 1.2

• offset by measures that lapse as at 30 June 2011.

Revenue from other sources totals $21.1 million in 2011-12 which principally reflects the recovery of costs for the provision of information technology services to other government departments and special account receipts for the Art Rental Special Account. Balance SheetThe budgeted net asset position for 2011-12 of $179.6 million has significantly increased from the position published in the 2010-11 Additional Estimates. This is primarily due to the transfer of assets and liabilities from Department of Sustainability, Environment, Water, Population and Communities (SEWPaC) in 2010-11 as a result of the AAO. The transfer of these assets and liabilities occurred post Additional Estimates.

Non-financial assets have increased to $182.5 million reflecting the transfer of the National Portrait Gallery and its associated works ($96.5 million) and assets for special accounts totalling $48.8 million (including $36.7 million relating to the Art Rental Special Account).

Liabilities have increased to $47.8 million reflecting the transfer of employee provisions from SEWPaC and the Department of Health and Ageing.

Net assets are estimated to decrease over the forward estimates period as fixed assets are depreciated in line with the Department’s Capital Management Plan.

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AdministeredSchedule of budgeted income and expenses administered on behalf of governmentExpenses administered on behalf of the government are estimated to increase from $416.3 millions in 2010-11 to $911.7 millions in 2011-12. This primarily reflects the full year impact of the transfer of the Office for the Arts and the Office for Sport administered programs following the AAO.

The decrease in the estimated expenses administered on behalf of the government in the forward years primarily reflects the drop in Commonwealth Authorities and Companies Act 1997 (CAC Act) body payments to the Australian Sports Commission as a result of the cessation of the Active After Schools Community measure and one off costs associated with hosting the 2015 Asian Cup.

Schedule of budgeted assets and liabilities administered on behalf of government The budgeted total administered assets for 2011-12 of $7,314.3 million has significantly increased from the position published in the 2010-11 Portfolio Additional Estimates. The change is attributable to the transfer of responsibility for CAC Act bodies from SEWPaC as part of the AAO in 2010-11. Administered investments in CAC Act bodies are budgeted to increase to $7,280.9 million in 2011-12 and continue to increase over the forward estimates in line with the Government’s contribution for CAC Act bodies to purchase assets. The following table shows the contribution to administered investments in CAC Act bodies:

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Administered Investments in CAC Act bodies 2010-11

investment balance

Investments in CAC Act

bodies during 2011-12

2011-12 investment

balance Australia Business Arts Foundation Limited 1,089 - 1,089 Australia Council 18,897 - 18,897 Australian Film, Television and Radio School 10,817 - 10,817 Australian National Maritime Museum 291,178 1,668 292,846 Australian Sports Commission 260,452 - 260,452 Australian Sports Foundation Limited 6,113 - 6,113 Bundanon Trust 32,070 - 32,070 National Australia Day Council Limited 773 - 773 National Film and Sound Archive 219,468 766 220,234 National Gallery of Australia 4,237,961 16,219 4,254,180 National Library of Australia 1,697,427 9,779 1,707,206 National Museum of Australia 397,350 1,924 399,274 Screen Australia 76,969 - 76,969 Total1 7,250,564 30,356 7,280,920

1 Investment balance represents the asset values as at the transfer date of the AAO change updated to reflect the Government’s investment in CAC Act bodies in 2011-12.

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3.2.3 Budgeted financial statements tablesTable 3.2.1 Comprehensive Income Statement (Showing Net Cost of Services)(for the period ended 30 June)

Estimated Budget Forw ard Forw ard Forw ardactual estimate estimate estimate estimate

2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

EXPENSESEmployee benefits 88,509 111,450 106,973 103,794 104,680 Supplier expenses 83,447 102,007 66,404 67,227 69,091

Grants1 13,994 5,949 2,349 2,367 2,416 Depreciation and amortisation 6,902 10,201 10,520 10,654 10,656 Finance costs 13 9 - - - Total expenses 192,865 229,616 186,246 184,042 186,843 LESS: OWN-SOURCE INCOMERevenueSale of goods and rendering of services 20,984 16,679 16,617 16,837 16,967

Other2 4,388 4,422 4,579 4,754 4,934 Total revenue 25,372 21,101 21,196 21,591 21,901 GainsOther3 5,127 5,638 5,051 5,144 5,249 Total gains 5,127 5,638 5,051 5,144 5,249 Total own-source income 30,499 26,739 26,247 26,735 27,150 Net cost of (contribution by)

services 162,366 202,877 159,999 157,307 159,693 Revenue from Government 155,464 192,676 149,479 146,653 149,037 * * * *Surplus (Deficit) (6,902) (10,201) (10,520) (10,654) (10,656) Surplus (Deficit) attributable to

the Australian Government (6,902) (10,201) (10,520) (10,654) (10,656) Note: Reconciliation of comprehensive income attributable to the agency

2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

Operating result attributable to theAustralian Government (6,902) (10,201) (10,520) (10,654) (10,656)

plus non-appropriated expensesdepreciation and amortisation expenses 6,902 10,201 10,520 10,654 10,656

Total Comprehensive Income (loss) Attributable to the agency - - - - -

1 Grants expense in 2010-11 is higher as a result of the New Zealand earthquake – contribution to recovery effort.

2 Other revenue reflects receipts from non-appropriated special accounts.3 Other gains reflects resources received free of charge such as audit fees, seconded staff and donated

works of art to the National Portrait Gallery.Prepared on Australian Accounting Standards basis.

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Table 3.2.2: Budgeted departmental balance sheet(as at 30 June)


2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

ASSETSFinancial assets

Cash and cash equivalents 1,000 1,000 1,000 1,000 1,000 Trade and other receivables1 40,081 41,211 38,452 32,954 35,718 Other 2 3,357 2,669 2,657 2,693 2,714

Total financial assets 44,438 44,880 42,109 36,647 39,432 Non-financial assets

Land and buildings 81,544 82,536 81,267 80,416 79,814 Infrastructure, plant and equipment 55,072 52,802 52,123 51,728 48,423 Intangibles 4,982 4,291 4,382 6,807 5,121 Heritage and cultural 41,384 41,665 42,035 42,402 42,767 Prepayments 2,873 1,168 1,183 1,226 1,254 Other 30 30 30 30 30

Total non-financial assets 185,885 182,492 181,020 182,609 177,409 Total assets 230,323 227,372 223,129 219,256 216,841 LIABILITIESPayables

Suppliers 9,399 7,796 7,928 8,028 8,319 Other 3 5,940 7,029 7,608 8,198 8,799

Total payables 15,339 14,825 15,536 16,226 17,118 Interest bearing liabilities

Leases 4,849 5,258 5,463 5,459 5,418 Total interest bearing l iabilities 4,849 5,258 5,463 5,459 5,418 Provisions

Employee provisions 28,550 27,631 26,454 25,716 25,946 Other 216 73 73 73 73

Total provisions 28,766 27,704 26,527 25,789 26,019 Total liabilities 48,954 47,787 47,526 47,474 48,555 Net assets 181,369 179,585 175,603 171,782 168,286 EQUITYParent entity interest

Contributed equity 157,230 165,647 172,185 179,018 186,178 Reserves 8,162 8,162 8,162 8,162 8,162 Retained surplus

(accumulated deficit) 15,977 5,776 (4,744) (15,398) (26,054) Total parent entity interest 181,369 179,585 175,603 171,782 168,286

Total Equity 181,369 179,585 175,603 171,782 168,286 1 Balance decreases reflecting the use of cash reserves for asset replacements.2 Other financial assets consist of estimated accrued revenue.3 Other Payables consists of an estimate of accrued salary and wages for the Department and unearned

revenue associated with the Art Rental Special Account.Prepared on Australian Accounting Standards basis.

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Table 3.2.3: Departmental statement of changes in equity — summary of movement (Budget year 2011-12)

Retained Asset Contributed Totalearnings revaluation equity/ equity

reserve capital$'000 $'000 $'000 $'000

Opening balance as at 1 July 2011Balance carried forw ard from

previous period 15,977 8,162 157,230 181,369 Adjustment for changes in

accounting policies - - - - Adjusted opening balance 15,977 8,162 157,230 181,369 Sub-total comprehensive income - - - -

Surplus (def icit) for the period (10,201) - - (10,201) Total comprehensive income

recognised directly in equity (10,201) - - (10,201) Transactions w ith owners

Contributions by ownersAppropriation (equity injection) - - 735 735 Appropriation (departmental)capital budget - - 7,682 7,682

Sub-total transactions with owners - - 8,417 8,417

Estimated closing balanceas at 30 June 2012 5,776 8,162 165,647 179,585 Less: non-controlling interests -

Closing balance attributable to the Australian Government 5,776 8,162 165,647 179,585

Prepared on Australian Accounting Standards basis.

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Table 3.2.4: Budgeted departmental statement of cash flows(for the period ended 30 June)


2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

OPERATING ACTIVITIESCash received

Goods and services 22,996 23,818 23,229 23,495 23,849 Appropriations 155,464 192,676 149,479 146,653 149,037 Cash to the OPA - - 2,656 5,498 - Net GST received 4,911 7,110 3,734 3,803 3,920

Total cash received 183,371 223,604 179,098 179,449 176,806 Cash used

Employees 83,995 112,369 108,150 104,532 104,450 Suppliers 71,971 103,454 65,893 66,970 68,691 Grants 15,498 6,484 2,560 2,580 2,633 Cash to the OPA 3,689 1,192 - - 2,764 Borrow ing costs 13 9 - - -

Total cash used 175,166 223,508 176,603 174,082 178,538 Net cash from (used by)

operating activities 8,205 96 2,495 5,367 (1,732) INVESTING ACTIVITIESCash received

Proceeds from sales of property,plant and equipment 8 - - - -

Total cash received 8 - - - - Cash used

Purchase of property, plant and equipment 12,240 8,513 9,033 12,200 5,428


investing activities (12,232) (8,513) (9,033) (12,200) (5,428) FINANCING ACTIVITIESCash received

Contributed equity 4,288 8,417 6,538 6,833 7,160 Total cash received 4,288 8,417 6,538 6,833 7,160

Cash usedTotal cash used - - - - - Net cash from (used by)

financing activities 4,288 8,417 6,538 6,833 7,160 Net increase (decrease)

in cash held 261 - - - - Cash and cash equivalents at the

beginning of the reporting period 739 1,000 1,000 1,000 1,000 Cash and cash equivalents at the

end of the reporting period 1,000 1,000 1,000 1,000 1,000 Prepared on Australian Accounting Standards basis.

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Table 3.2.5: Departmental Capital Budget StatementEstimated Budget Forw ard Forw ard Forw ard

actual estimate estimate estimate estimate2010-11 2011-12 2012-13 2013-14 2014-15

$'000 $'000 $'000 $'000 $'000CAPITAL APPROPRIATIONS

Capital budget - Bill 1 (DCB) 3,570 7,682 6,538 6,833 7,160 Equity injections - Bill 2 718 735 - - -

Total capital appropriations 4,288 8,417 6,538 6,833 7,160 Total new capital appropriationsRepresented by:

Purchase of non-f inancial assets 4,288 8,417 6,538 6,833 7,160 Total Items 4,288 8,417 6,538 6,833 7,160 PURCHASE OF NON-FINANCIAL

ASSETSFunded by capital appropriations1 4,844 735 - - -

Funded by capital appropriation - DCB 7,396 7,778 9,033 12,200 5,428 TOTAL 12,240 8,513 9,033 12,200 5,428

RECONCILIATION OF CASHUSED TO ACQUIRE ASSETSTO ASSET MOVEMENT TABLE

Total purchases 12,240 8,513 9,033 12,200 5,428 Total cash used to

acquire assets 12,240 8,513 9,033 12,200 5,428 1 Includes the following sources of funding: annual and prior year appropriations.DCB = Departmental Capital Budget.Prepared on Australian Accounting Standards basis.

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Table 3.2.6: Statement of Departmental Asset Movements (2011-12)Buildings Other property, Heritage Intangibles Total

plant and and culturalequipment assets

$'000 $'000 $'000 $'000 $'000As at 1 J uly 2011Gross book value 83,024 59,234 41,813 8,503 192,574 Accumulated depreciation/amortisation

and impairment 1,480 4,162 429 3,521 9,592

Opening net book balance 81,544 55,072 41,384 4,982 182,982

CAPITAL ASSET ADDITIONSEstimated expenditure on

new or replacement assetsBy purchase - appropriation equity 1 111 624 - - 735 By purchase - appropriation ordinary

annual services 2 4,396 895 1,310 1,177 7,778 Total additions 4,507 1,519 1,310 1,177 8,513 Other movementsDepreciation/amortisation expense 3,515 3,789 1,029 1,868 10,201 As at 30 J une 2012Gross book value 87,531 60,753 43,123 9,680 201,087 Accumulated depreciation/amortisation

and impairment 4,995 7,951 1,458 5,389 19,793 Closing net book balance 82,536 52,802 41,665 4,291 181,294

1 "Appropriation equity" refers to equity injections provided through Appropriation Bill (No.2) 2011-12.2 "Appropriation ordinary annual services" refers to funding provided through Appropriation Bill (No.1) 2011-12. Prepared on Australian Accounting Standards basis.

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Table 3.2.7: Schedule of budgeted income and expenses administered on behalf of Government (for the period ended 30 June)


2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

INCOME ADMINISTERED ONBEHALF OF GOVERNMENT

RevenueNon-taxation revenue

Other1 531 537 537 537 537 Total non-taxation revenue 531 537 537 537 537 Total revenues administered

on behalf of Government 531 537 537 537 537 EXPENSES ADMINISTERED ON

BEHALF OF GOVERNMENTEmployee benefits 842 860 883 904 925 Supplier expenses 25,861 27,107 27,766 31,523 29,205 Grants 118,869 226,445 220,002 219,092 223,254 Depreciation and amortisation 853 1,905 1,904 1,906 1,947 Finance costs2 569 515 448 361 421 CAC Act body payment item3 269,348 654,845 638,240 623,806 627,925

Total expenses administeredon behalf of Government 416,342 911,677 889,243 877,592 883,677

1 Special Account revenue for the Sport and Recreation Special Account. 2 Relates to provision for projected future entitlements for former Governors-General in line with the

requirements of AASB 119. The annual expense figure reflects the unwinding of the discount on the provision.

3 Appropriations can only be made to Financial Management and Accountability Act 1997 (FMA Act) agencies. While Commonwealth Authorities and Companies Act 1997 (CAC Act) agencies may receive funds from appropriations, this is made as a payment from government rather than CAC Act bodies being appropriated directly. As a result these funds are reported by PM&C as the portfolio department and show as an administered expense. The increased expense in 2011-12 reflects a full year impact of costs transferred from SEWPaC and DoHA as part of the AAO.


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Table 3.2.8: Schedule of budgeted assets and liabilities administered on behalf of Government (as at 30 June)


2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

ASSETS ADMINISTERED ON BEHALF OF GOVERNMENT

Financial assetsCash and cash equivalents - - - - - Receivables 52 23 23 25 25

Other investments1 7,250,564 7,280,920 7,311,710 7,342,791 7,374,798 Total financial assets 7,250,616 7,280,943 7,311,733 7,342,816 7,374,823 Non-financial assets

Land and buildings2 32,429 32,429 32,429 32,429 32,429 Property, plant and equipment 948 948 948 948 948

Total non-financial assets 33,377 33,377 33,377 33,377 33,377 Total assets administered

on behalf of Government 7,283,993 7,314,320 7,345,110 7,376,193 7,408,200 LIABILITIES ADMINISTERED ON

BEHALF OF GOVERNMENTPayables

Suppliers 1,057 1,112 1,140 1,291 1,196 Total payables 1,057 1,112 1,140 1,291 1,196 Provisions

Employee provisions 270 274 277 281 284

Other3 10,230 9,136 7,711 8,797 7,007 Total provisions 10,500 9,410 7,988 9,078 7,291

Liabilities included in disposalgroups held for sale - - - - -

Total liabilities administeredon behalf of Government 11,557 10,522 9,128 10,369 8,487

1 Represents investments in CAC Act bodies within the PM&C portfolio.2 Reflects the National Institute of Dramatic Arts which transferred to PM&C as part of the AAO.3 Mainly represents the provision for former Governors-General. The provision reduces as payments are

made against the provision rather than expensed in accordance with AASB 119.Prepared on Australian Accounting Standards basis.

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Table 3.2.9: Schedule of budgeted administered cash flows(for the period ended 30 June)


2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Sales of goods and rendering of services 592 585 585 585 585

Net GST received 12,904 22,767 22,251 22,230 22,682 Total cash received 13,496 23,352 22,836 22,815 23,267 Cash used

Grant payments 129,567 246,825 239,802 238,810 243,347 Personal benefits 1,469 1,597 1,865 2,203 2,211 Suppliers 27,434 29,685 30,524 31,187 32,139 Employees 832 856 880 900 922 CAC Act body payment 269,348 654,845 638,240 623,806 627,925


operating activities (415,154) (910,456) (888,475) (874,091) (883,277) INVESTING ACTIVITIESTotal cash received - - - - - Cash used

Purchase of property, plantand equipment 198 1,905 1,904 1,906 1,947

CAC Act body investments 7,039 30,356 30,791 31,081 32,007 Total cash used 7,237 32,261 32,695 32,987 33,954 Net cash from (used by)

investing activities (7,237) (32,261) (32,695) (32,987) (33,954) FINANCING ACTIVITIESCash receivedNet cash from (used by)

financing activities - - - - - Net increase (decrease) in

cash heldCash and cash equivalents at

beginning of reporting period 12 - - - - Cash from Off icial Public Account for:

- Appropriations 422,922 943,254 921,707 907,615 917,768 422,934 943,254 921,707 907,615 917,768

Cash to Official Public Account for:- Appropriations (543) (537) (537) (537) (537)

(543) (537) (537) (537) (537) Cash and cash equivalents at endof reporting period - - - - -


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Table 3.2.10: Schedule of Administered Capital BudgetEstimated Budget Forw ard Forw ard Forw ard



Capital budget - Bill 1 (ACB) 284 1,905 1,943 1,906 1,947 Total capital appropriations 284 1,905 1,943 1,906 1,947 Total new capital appropriationsRepresented by:

Purchase of non-financial assets 198 1,905 1,904 1,906 1,947 Other Items 86 - 39 - -

Total Items 284 1,905 1,943 1,906 1,947 PURCHASE OF NON-FINANCIAL

ASSETSFunded by capital appropriation - ACB1 198 1,905 1,904 1,906 1,947

TOTAL 198 1,905 1,904 1,906 1,947


Total purchases 198 1,905 1,904 1,906 1,947 Total cash used to

acquire assets 198 1,905 1,904 1,906 1,947 1 Includes purchases from current and previous year's administered capital budgets.ACB = Administered Capital Budget.Prepared on Australian Accounting Standards basis.

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Table 3.2.11: Schedule of Asset Movements — Administered

Buildings Other Totalproperty,plant and

equipment$'000 $'000 $'000

As at 1 July 2011Gross book value 39,486 1,248 40,734 Accumulated depreciation/amortisation and

impairment 7,057 300 7,357 Opening net book balance 32,429 948 33,377


new or replacement assetsBy purchase - appropriation ordinary

annual services 1 1,702 203 1,905 Total additions 1,702 203 1,905

Other movementsDepreciation/amortisation expense 1,702 203 1,905

As at 30 June 2012Gross book value 41,188 1,451 42,639 Accumulated depreciation/amortisation and

impairment 8,759 503 9,262 Closing net book balance 32,429 948 33,377

Asset Category

1 "Appropriation ordinary annual services" refers to funding provided through Appropriation Bill (No.1) 2011-12 ACBs.


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AUSTRALIA COUNCIL

Section 1: Agency overview and resources.............................................851.1 Strategic Direction Statement.........................................................851.2 Agency resource statement............................................................871.3 Budget measures............................................................................88

Section 2: Outcomes and planned performance......................................892.1 Outcomes and performance information.........................................89

Section 3: Explanatory tables and budgeted financial statements.........933.1 Explanatory tables..........................................................................933.2 Budgeted financial statements........................................................94

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Australia Council Budget Statements

AUSTRALIA COUNCIL



The Australia Council (the Council) is the Australian Government’s principal arts funding and advisory body. The Council’s vision is to enrich the nation by supporting the practice and enjoyment of the arts through:

funding and supporting Australian artists and arts organisations to create excellent art

preserving, maintaining and developing the distinctive features of Australian culture

ensuring that all Australians have the opportunity to engage with the arts and enjoy a rich cultural life

shaping a future in which the arts play a meaningful and vital role in the everyday lives of Australians and their communities.

The Council focuses on one outcome in pursuing this vision - the creation, presentation and appreciation of distinctive cultural works by providing assistance to Australian artists and making their works accessible to the public.

The Council achieves this outcome by:

investing in artistic production and the development of artistic practice

supporting the presentation of distinctive Australian cultural work, nationally and internationally

promoting understanding, enjoyment, participation and appreciation of the arts

developing the capacity of Australia’s creative arts sector

providing research, promotional and advisory services.

Guided by peers, committees, boards, research and the executive team, the Council develops an annual plan and strategic priorities that focus on gaps and issues common across the sector.

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The Council’s current priorities are:

Artist careers - since 2008, the Council has increased grants to individual artists and introduced programs to support young and emerging artists. The current focus is on building programs that support artists through all stages of their careers.

Artistic innovation - encourages artists and arts organisations to innovate, take risks and stretch the boundaries of their arts practice.

Giving to the Arts - aims to increase support for the arts from the business and general community through cultural philanthropy, including setting new targets for the Artsupport Australia initiative which has directly facilitated over $47 million in new partnerships since 2003.

Arts leadership - the strength and sustainability of each artform depends on creative leadership. The Council seeks to explore the characteristics of successful sector leadership and develop programs for future leaders.

Arts content in the digital era - the Council has an ongoing priority to support the creation, promotion, distribution, enjoyment, access and preservation of Australian arts through digital platforms. This includes exploring new arts practices and content, building new audiences and creating new digital opportunities for artists.

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Table 1.1: Australia Council Resource Statement — Budget Estimates for 2011-12 as at Budget May 2011



2011-12 2011-12 2011-12 2010-11Source $'000 $'000 $'000 $'000

Opening balance/Reserves at bank 15,507 - 15,507 18,381

REVENUE FROM GOVERNMENTOrdinary annual services1

Outcome 12 - 176,681 176,681 172,264

Total ordinary annual services - 176,681 176,681 172,264

Total annual appropriations - 176,681 176,681 172,264

Payments from related entities3

Amounts from the portfolio department - 7,706 7,706 7,548 Total - 7,706 7,706 7,548

Total funds from Government 184,387 184,387 179,812

FUNDS FROM OTHER SOURCESInterest - 2,400 2,400 2,700 Other - 777 777 2,554 Total - 3,177 3,177 5,254

Total net resourcing for agency 15,507 187,564 203,071 203,447 1 Appropriation Bill (No.1) 2011-12.2 $1.671m relates to prior year funding for the Opportunities for Young & Emerging Artists government

initiative.3 Funding provided by a government body that is not specified within the annual appropriation bills as a

payment to the CAC Act body.Reader note: The Australia Council is not directly appropriated as it is a CAC Act body. Appropriations are made to the Department of the Prime Minister and Cabinet which are then paid to the Australia Council and are considered 'departmental' for all purposes. All figures are GST exclusive.

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1.3 BUDGET MEASURES

Budget measures relating to the Council are detailed in Budget Paper No. 2 and are summarised below.

Table 1.2 Australia Council 2011-12 Budget MeasuresProgram 2010-11 2011-12 2012-13 2013-14 2014-15

$'000 $'000 $'000 $'000 $'000

Expense measures Efficiency dividend - temporary increase in the rate all

Departmental expenses - (390) (786) (963) (1,169) Total - (390) (786) (963) (1,169) Total expense measures

Departmental - (390) (786) (963) (1,169) Total - (390) (786) (963) (1,169)

Prepared on a Government Finance Statistics (fiscal) basis.

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2.1 OUTCOMES AND PERFORMANCE INFORMATION


The Council’s outcome is described below together with its related programs, specifying the performance indicators and targets used to assess and monitor the performance of the Council in achieving government outcomes.

Outcome 1: The creation, presentation and appreciation of distinctive cultural works by providing assistance to Australian artists and making their works accessible to the public.

Outcome 1 StrategyThe Council continues to support the creation of new works, professional development, cultural exchange such as fellowships and residencies, art form awards, mentoring opportunities, organisational investment, business planning advice and other industry investments. It also funds individual artists and organisations that present, exhibit, publish, distribute and promote Australian works.

The Council plays an important role in helping more Australians engage with the arts. It continues to invest significantly in community based arts and community cultural development programs, audience development initiatives, arts marketing and promotional programs, and analysis of the arts sector.

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Table 2.1 provides an overview of the total expenses for Outcome 1.

Table 2.1: Budgeted Expenses for Outcome 1 2010-11 2011-12

Estimated Estimatedactual expenses

expenses$'000 $'000

Program 1: Investment in the ArtsRevenue f rom Government

Ordinary annual services (Appropriation Bill No. 1) 173,935 175,010 Payment from related entities 7,548 7,706

Revenues from other independent sources 5,254 3,177

Total for Program 1 186,737 185,893

2010-11 2011-12Average Staffing Level (number) 122 122

Outcome 1: The creation, presentation and appreciation of distinctive cultural works by providing assistance to Australian artists and making their work accessible to the public


Program 1.1: Investment in the arts

Program 1.1 objective To invest in the development and production of excellent Australian

artistic work.

To assist the presentation of artistically vibrant works, nationally and internationally.

To promote the access, participation in and appreciation of the arts by Australians.

To assist the development of Australian arts infrastructure.

To provide policy development, research and advisory services to promote the arts.

Program 1.1 expenses

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Expenses for Program 1.1 are detailed in the following table.


$'000 $'000 $'000 $'000 $'000

Annual departmental expenses:Departmental item 173,935 175,010 177,808 178,664 181,747 Expenses not requiring appropriation in

the Budget year 12,802 10,883 11,981 11,161 12,163 Total departmental expenses 186,737 185,893 189,789 189,825 193,910

Program 1.1 deliverables

Invest in the development and production of excellent Australian artistic workThe Council invests in artistic production and in the development of artistic practice by providing grants and other forms of financial support to individual artists and organisations through a range of support programs:

the creation of new work

professional development opportunities for individual artists in the form of residencies, mentoring relationships and other development programs

awards for the recognition of outstanding achievement or artistic potential.

Assist the presentation of artistically vibrant works, nationally and internationallyThe Council runs programs to increase resources, opportunities and audiences for Australian art through funding for projects that present, exhibit, publish, distribute and promote Australian work in a range of art forms and practice areas.

Promote the access, participation in and appreciation of the arts by AustraliansThe Council runs programs to increase national and international audiences and markets for Australian arts; support a diverse range of arts and cultural activities in communities and utilise the arts to build stronger communities.

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Assist the development of Australian arts infrastructureThe Council provides:

grants to arts organisations to develop and maintain sustainable and vibrant arts infrastructure

other forms of support and capacity development programs including collaboration, partnerships and professional development.

Provide policy development, research and advisory services to promote the artsThe Council: undertakes research, analysis and evaluation to inform future policy

and program development

through its Artsupport Australia project, provide private sector giving advisory services

advocates in support of the arts sector.

2010-11 2011-12 2012-13 2013-14 2014-15Revised Budget Forw ard Forw ard Forw ard

Deliverables budget year 1 year 2 year 3Number of grants and projects 1,850 1,850 1,850 1,850 1,850 Number of individual artists funded 750 750 750 750 750 Number of organisations funded 1,100 1,100 1,100 1,100 1,100 Number of countries presented in 60 60 60 60 60 Number of grants supporting Australian artists internationally

350 350 350 350 350

Program 1.1 key performance indicators The key performance indicators demonstrate the performance of the program in achieving its objectives and contributing to the Council’s outcome, are provided in the table below.


Indicators budget target year 1 year 2 year 3Number of new artistic w orks created

6,500 6,500 6,500 6,500 6,500

Number of artistic w orks exhibited, performed and published

8,500 8,500 8,500 8,500 8,500

Number of attendances at Australia Council supported arts activities in millions

14 14 14 14 14

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3.1.1 Movement of administered funds between yearsThere are no movements of administered funds between years for the Council.

3.1.2 Special AccountsThe Council does not manage any special accounts.

3.1.3 Australian Government Indigenous ExpenditureTable 3.1.3: Australian Government Indigenous ExpenditureOutcome Other Total Program

Bill Bill Special TotalNo. 1 No. 2 approp approp$'000 $'000 $'000 $'000 $'000 $'000

Australia CouncilOutcome 1[title/agency]Departmental 2011-12 6,176 - - 6,176 - 6,176 1 Departmental 2010-11 6,227 - - 6,227 - 6,227 1 Total outcome 2011-12 6,176 - - 6,176 - 6,176 1 Total outcome 2010-11 6,227 - - 6,227 - 6,227 1

Total AGIE 2011-12 6,176 - - 6,176 - 6,176 1 Total AGIE 2010-11 6,227 - - 6,227 - 6,227 1

Appropriations

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3.2.1 Differences in agency resourcing and financial statementsThere are no differences between the resource information presented in the Budget Papers and the Portfolio Budget Statements as a result of differences between Australian Accounting Standards (AAS) and Government Finance Statistics.

3.2.2 Analysis of budgeted financial statementsThe Council’s 2011-12 budget has been built on the principle of a balanced base budget. That is, annual expenditure reflects the annual revenue forecast to be received.

Income StatementIncome Total income is budgeted at $185.89 million.

The appropriation includes funding for a number of government initiatives:

the Creative Communities initiative that builds culturally and artistically vibrant communities through the arts

the Opportunities for Young and Emerging Artists program that focuses on skills development, collaborations and mentorships to support artists in the early stages of their careers

Artstart for recent arts graduates to help them establish an income-generating professional arts practice.

the Artists in Residence initiative, run in conjunction with state arts and education departments, employing professional artists in schools to introduce young people to a creative arts practice.

Other income includes $5.7 million for the Visual Arts & Craft Strategy initiative and $2.0 million for the Get Reading! program. Both these initiatives are funded through the Government via the Department of the Prime Minister and Cabinet. Additional revenue is received from third parties for jointly funded collaborative programs, forecast donations for the Venice Biennale and returned grant monies. Table 3.2.1 shows a decrease in own source income of approx $1.9 million predominately resulting from the bi-annual receipt of Venice Biennale donations and reduced forecast for external party funding contributions.

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ExpenseTotal expense is budgeted at $185.89 million.

$163.75 million is budgeted for grants to individual artists, major performing arts and small to medium arts organisations and initiatives to increase national and international audiences and markets for Australian arts. Table 3.2.1 shows a decrease of approx $2.5m in forecast grants expenses compared with 2010-11. Grant payments from prior year funding have been included in the 2010-11 estimated actual results. Program related employee and supplier related costs to manage government and council initiatives are included in the employee and supplier related expense line items. Operational overheads remain at 9 per cent or below of total expenses.

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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

EXPENSESEmployee benefits 12,247 13,125 13,725 14,046 14,467 Supplier expenses 7,537 8,370 8,725 8,592 8,850 Grants 166,273 163,748 166,639 166,487 169,893 Depreciation and amortisation 680 650 700 700 700 Total expenses 186,737 185,893 189,789 189,825 193,910 LESS: OWN-SOURCE INCOMEOwn-source revenueInterest 2,700 2,400 2,400 2,400 2,400 Rental income 60 62 64 67 69 Other 10,042 8,421 9,517 8,694 9,694 Total own-source revenue 12,802 10,883 11,981 11,161 12,163 Total own-source income 12,802 10,883 11,981 11,161 12,163 Net cost of (contribution by)

services 173,935 175,010 177,808 178,664 181,747 Revenue from Government 173,935 175,010 177,808 178,664 181,747

Surplus (Deficit) - - - - - Surplus (Deficit) attributable to the

Australian Government - - - - - OTHER COMPREHENSIVE INCOMETotal comprehensive income - - - - - Total comprehensive income

attributable to theAustralian Government - - - - -

Reader note: The Budget measure to provide $10 million over five years for the Australia Council to invest in new artistic works is included in the Portfolio Budget Statements for the Department of the Prime Minister and Cabinet.Prepared on Australian Accounting Standards basis.

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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Cash and cash equivalents 15,507 17,221 17,314 17,406 17,406 Trade and other receivables 3,871 2,200 2,200 2,200 2,200


Land and buildings 2,001 1,958 1,915 1,872 1,829 Property, plant and equipment 1,507 1,368 1,229 1,090 951 Intangibles 933 1,065 1,147 1,229 1,411 Other 168 175 182 190 190


Suppliers 700 700 700 700 700 Grants 2,100 2,100 2,100 2,100 2,100 Other 250 250 250 250 250

Total payables 3,050 3,050 3,050 3,050 3,050

ProvisionsEmployee provisions 1,350 1,350 1,350 1,350 1,350 Other 690 690 690 690 690

Total provisions 2,040 2,040 2,040 2,040 2,040 Total liabilities 5,090 5,090 5,090 5,090 5,090 Net assets 18,897 18,897 18,897 18,897 18,897 EQUITY*

Contributed equity - - - - - Reserves 4,878 4,878 4,878 4,878 4,878 Retained surplus 14,019 14,019 14,019 14,019 14,019

(accumulated deficit) - - - - - Total equity 18,897 18,897 18,897 18,897 18,897

* 'Equity' is the residual interest in assets after deduction of liabilities.Prepared on Australian Accounting Standards basis.

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Retained Asset Other Contributed Totalearnings revaluation reserves equity/ equity

reserve capital$'000 $'000 $'000 $'000 $'000


previous period 14,019 2,983 1,895 - 18,897 Adjusted opening balance 14,019 2,983 1,895 - 18,897 Comprehensive incomeSub-total comprehensive income - - - - -

Surplus (def icit) for the period - - - - - Total comprehensive income

recognised directly in equity - - - - -

Estimated closing balanceas at 30 June 2012 14,019 2,983 1,895 - 18,897

Closing balance attributable to the Australian Government 14,019 2,983 1,895 - 18,897


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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Appropriations 172,264 176,681 177,808 178,664 181,747 Interest 2,700 2,400 2,400 2,400 2,400 Other 10,639 8,476 9,574 8,753 9,763


Employees 12,400 13,125 13,725 14,046 14,467 Suppliers 8,315 8,370 8,725 8,592 8,850 Grants 167,112 163,748 166,639 166,487 169,893


operating activities (2,224) 2,314 693 692 700

INVESTING ACTIVITIESCash used

Purchase of property, plant and equipment (650) (600) (600) (600) (700)

Total cash used (650) (600) (600) (600) (700) Net cash from (used by)

investing activities (650) (600) (600) (600) (700)

FINANCING ACTIVITIESNet cash from (used by)

financing activities - - - - - Net increase (decrease)

in cash held (2,874) 1,714 93 92 - Cash and cash equivalents at the

beginning of the reporting period 18,381 15,507 17,221 17,314 17,406 Cash and cash equivalents at the


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$'000 $'000 $'000 $'000 $'000CAPITAL APPROPRIATIONSPURCHASE OF NON-FINANCIAL

ASSETSFunded internally from

departmental resources1650 600 600 600 700

TOTAL 650 600 600 600 700


Total purchases 650 600 600 600 700 Total cash used to

acquire assets 650 600 600 600 700 1 Includes purchases from current and previous year's appropriation.Prepared on Australian Accounting Standards basis.

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Table 3.2.6: Statement of Asset Movements (2011-12)

Land Buildings Other property, Intangibles Totalplant and

equipment$'000 $'000 $'000 $'000 $'000

As at 1 July 2011Gross book value 149 5,906 2,339 2,606 11,000 Accumulated depreciation/amortisation

and impairment - 4,054 832 1,673 6,559 Opening net book balance 149 1,852 1,507 933 4,441 CAPITAL ASSET ADDITIONSEstimated expenditure on

new or replacement assetsBy purchase - Government funding - - - 600 600 Total additions - - - 600 600

As at 30 June 2012Gross book value 149 5,906 2,339 3,206 11,600 Accumulated depreciation/amortisation

and impairment - 4,097 971 2,141 7,209 Closing net book balance 149 1,809 1,368 1,065 4,391

Asset Category


Australia

Council Budget Stat

ements

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AUSTRALIAN FILM, TELEVISION AND RADIO SCHOOL

Section 1: Agency overview and resources...........................................1071.1 Strategic Direction Statement.......................................................1071.2 Agency resource statement..........................................................1081.3 Budget measures..........................................................................109

Section 2: Outcomes and planned performance....................................1102.1 Outcomes and performance information.......................................110

Section 3: Explanatory tables and budgeted financial statements.......1143.1 Explanatory tables........................................................................1143.2 Budgeted financial statements......................................................115

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AFTRS Budget Statements

AUSTRALIAN FILM, TELEVISION AND RADIO SCHOOL



The Australian Film, Television and Radio School (AFTRS) was established through the Australian Film, Television and Radio School Act 1973. AFTRS is the leading institution for advanced education and training for Australia’s screen broadcast industries.

AFTRS educates and develops the future creative talent of the screen and broadcast industries through a commitment to excellence in the generation of original ideas and their application through innovation and enterprise.

Its purpose is to provide advanced education and training to develop the skills and knowledge of talented individuals to meet the evolving needs of Australia’s screen and broadcast industries.

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AFTRS Budget Statement



Table 1.1: AFTRS Resource Statement — Budget Estimates for 2011-12 as at Budget May 2011



2011-12 2011-12 2011-12 2010-11Source $'000 $'000 $'000 $'000


REVENUE FROM GOVERNMENTOrdinary annual services¹

Outcome 1 - 24,140 24,140 23,746


Total annual appropriations - 24,140 24,140 23,746

Total funds from Government - 24,140 24,140 23,746

FUNDS FROM OTHER SOURCESInterest - 176 176 176 Sale of goods and services - 4,489 4,489 4,279 Other - 27 27 27 Total - 4,692 4,692 4,482

Total net resourcing for agency 7,271 28,832 36,103 35,544 1 Appropriation Bill (No.1) 2011-12.Reader note: AFTRS is not directly appropriated as it is a CAC Act body. Appropriations are made to the Department of the Prime Minister and Cabinet which are then paid to AFTRS and are considered 'departmental' for all purposes.All figures are GST exclusive.

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1.3 BUDGET MEASURES

Budget measures relating to AFTRS are detailed in Budget Paper No. 2 and are summarised below.

Table 1.2 AFTRS 2011-12 Budget MeasuresProgram 2010-11 2011-12 2012-13 2013-14 2014-15

$'000 $'000 $'000 $'000 $'000

Expense measuresEfficiency dividend - temporary increase in the rate

Departmental expenses all - (123) (249) (315) (381) Total - (123) (249) (315) (381) Total expense measures

Departmental - (123) (249) (315) (381) Total - (123) (249) (315) (381)


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Government outcomes are the intended results, impacts or consequences of actions by the Government on the Australian community. Commonwealth programs are the primary vehicle by which government agencies achieve the intended results of their outcome statements. Agencies are required to identify the programs that contribute to government outcomes over the Budget and forward years.Each outcome is described below together with its related programs, specifying the performance indicators and targets used to assess and monitor the performance of AFTRS in achieving government outcomes.

Outcome 1: A more sustainable screen and broadcasting industry through advanced industry-focused education and training for talented students, professionals and organisations.

Outcome 1 StrategyThe Outcome strategy for AFTRS is to: develop future talent for the Australian screen arts and broadcast

industry

maintain its Open Program to deliver courses that meet the skills needs of industry.


Table 2.1 provides an overview of the total expenses for Outcome 1

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Table 2.1: Budgeted Expenses for Outcome 12010-11 2011-12


expenses$'000 $'000

Program 1.1: Delivery of advanced education to meet the diverse creative needs of students and the skill requirements of industry by means of award courses and the Open Program coursesRevenue from Government

Ordinary annual services (Appropriation Bill No. 1) 23,746 24,140 Revenues from other independent sources 4,482 4,692


Outcome 1 Totals by resource typeRevenue from Government

Ordinary annual services (Appropriation Bill No. 1) 23,746 24,140 Revenues from other independent sources 4,482 4,692

Total expenses for Outcome 1 28,228 28,832 2010-11 2011-12

Average Staffing Level (number) 140 140

Outcome 1: A more sustainable screen and broadcasting industry through advanced industry-focused education and training for talented students, professionals and organisations

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Program 1.1: Delivery of advanced education to meet the diverse creative needs of students and the skill requirements of industry by means of award courses and the Open Program courses.

Program 1.1 objectiveAFTRS provides a range of award courses at different levels designed to meet the creative and development needs of students at different stages of their careers; to meet the skill needs of industry; and to ensure its graduates are equipped to take advantage of new opportunities in content creation, production and distribution.

AFTRS award courses include:

generalist beginner level Foundation Diploma

intermediate level Graduate Certificate courses

highly specialised advanced level Graduate Diplomas.

Courses that are offered in part-time mode enable participants to continue working in their careers while studying. All applicants to AFTRS award courses are selected on merit. Students are connected with industry through their courses and are taught by experienced industry practitioners whose expertise guides them in extending their creative skills in their chosen specialisations. Where appropriate, students are connected with industry mentors to support them through the development of their work. Students also benefit from industry attachments and internships.

AFTRS maintains the relevancy of its programs to industry by continuing and developing creative partnerships with industry and other appropriate organisations. AFTRS utilises its industry networks to ensure its Open Program courses meets industry skills needs.

AFTRS supports industry by making its facilities available to industry associations and organisations and by hosting a wide range of screen arts and broadcast industry related events which are attended by students and members of industry. AFTRS Open Days bring its activities and programs to the wider public. AFTRS is open on the weekends and its library offers membership to the public.

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Program 1.1 expensesThere are no significant variations in program expenses over the forward estimates.



Departmental item 28,228 28,832 29,367 29,820 30,185 Total departmental expenses 28,228 28,832 29,367 29,820 30,185

Program 1.1 deliverables Through the offer of award courses at different levels, AFTRS meets the creative and developmental needs of students across the different stages of their careers and meets the skills needs of the screen arts and broadcast industry. AFTRS maintains its strong relationship with industry by:

partnering on the design and delivery of course modules

delivering events, such as AFTRS weekly forum ‘Friday on My Mind’, that provide industry practitioners with formal opportunities to share their expertise with students, staff and the wider industry

encouraging staff to attend and address a wide range of industry conferences and events

providing AFTRS facilities to industry organisations and associations for events and activities.

The range of courses offered are:

Beginner level Foundation Diploma - a generalist year targeted at young people to explore key conceptual ideas behind creating compelling story for screen.

Intermediate level Graduate Certificates - for students who know what discipline they want to specialise in and wish to continue working in their careers while studying.

Advanced level Graduate Diploma - for industry experienced and promising practitioners to undertake rigorous and challenging highly

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advanced work appropriate to the specialisation they are pursuing.

Master of Arts Research - for advanced students who wish to conduct in-depth self-directed research into a practical, theoretical, technical or creative topic of relevance and significance to screen culture or screen industry.

Open Program - offers courses designed to meet the skills needs of industry, the needs of individuals wishing to get experience in the industry or the general public wishing to expand their skills and knowledge of the screen and broadcast industries.


Deliverables budget year 1 year 2 year 3Number of aw ard courses 29 25 25 25 25Number of Open Program Courses 235 250 280 320 340

Number of forums for industry practitioners to share their expertise 40 40 40 40 40

Number of times school facilities used by industry for events and activities

90 120 120 120 120

Regular consultations on skills requirements of industry nationally

annually annually annually annually annually

Program 1.1 key performance indicators The program is measured through the following key performance indicators:

2010-11 2011-12 2012-13 2013-14 2014-15Key Performance Revised Budget Forw ard Forw ard Forw ard Indicators budget target year 1 year 2 year 3

Number of new student applications 721 750 800 800 800

Number of new and ongoing student enrolments

346 350 400 400 400

Number of student completions 311 320 350 350 350

Number of open program enrolments 2,456 3,500 4,000 5,000 6,000

Annual attendance by industry and w ider public at fora, events, activities and Open Days

7,000 7,000 7,000 7,000 7,000

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3.1.1 Movement of administered funds between yearsAFTRS does not have any movement of administered funds between years.

3.1.2 Special AccountsAFTRS does not have any Special Accounts.

3.1.3 Australian Government Indigenous ExpenditureAFTRS does not have any Indigenous-specific expenses.

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3.2.1 Differences in agency resourcing and financial statementsThere are no significant differences between the resource information presented and the financial statements.

3.2.2 Analysis of budgeted financial statementsThe budgeted financial statements for 2011-12 do not show significant variations from current year’s reviewed forecast and reflect modest impacts of consumer price index adjustments and small increase in course activities.

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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

EXPENSESEmployee benefits 16,312 16,757 17,349 17,913 18,495 Supplier expenses 5,412 5,417 5,200 4,924 4,561 Depreciation and amortisation 2,100 2,100 2,100 2,100 2,100 Other 4,404 4,558 4,718 4,883 5,029 Total expenses 28,228 28,832 29,367 29,820 30,185 LESS: OWN-SOURCE INCOMEOwn-source revenueSale of goods and rendering of 4,279 4,489 4,710 4,942 5,090 Interest 176 176 176 176 176 Other 27 27 27 27 28 Total own-source revenue 4,482 4,692 4,913 5,145 5,294 Total own-source income 4,482 4,692 4,913 5,145 5,294 Net cost of (contribution by)



Australian Government - - - - - OTHER COMPREHENSIVE INCOMETotal comprehensive income - - - - - Total comprehensive income



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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Cash and cash equivalents 7,271 7,091 6,906 6,906 6,906 Trade and other receivables 1,122 1,122 1,122 1,122 1,122 Other 316 316 316 316 316


Property, plant and equipment 9,599 9,599 9,599 9,599 9,599 Intangibles 306 306 306 306 306 Other 214 184 164 164 164


Suppliers 995 940 900 900 900 Other 4,150 3,965 3,780 3,780 3,780


Deposits 3 3 3 3 3 Total interest bearing liabilities 3 3 3 3 3 Provisions

Employee provisions 2,863 2,893 2,913 2,913 2,913 Total provisions 2,863 2,893 2,913 2,913 2,913 Total liabilities 8,011 7,801 7,596 7,596 7,596 Net assets 10,817 10,817 10,817 10,817 10,817 EQUITY *Parent entity interest

Retained surplus 10,817 10,817 10,817 10,817 10,817 (accumulated deficit) - - - - -

Total parent entity interest 10,817 10,817 10,817 10,817 10,817 Total Equity 10,817 10,817 10,817 10,817 10,817


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reserve capital$'000 $'000 $'000 $'000 $'000


previous period 10,817 - - - 10,817 Adjusted opening balance 10,817 - - - 10,817 Comprehensive income

Surplus (deficit) for the period - - - - - Estimated closing balance

as at 30 June 2012 10,817 - - - 10,817 Closing balance attributable to the

Australian Government 10,817 - - - 10,817 Prepared on Australian Accounting Standards basis.



2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Goods and services 4,279 4,489 4,710 4,942 5,090 Appropriations 23,746 24,140 24,454 24,675 24,891 Interest 176 176 176 176 176 Other 27 27 27 27 28


Employees 16,272 16,727 17,329 17,913 18,495 Suppliers 9,901 10,185 10,123 9,807 9,590


operating activities 2,055 1,920 1,915 2,100 2,100

Cash usedPurchase of property, plant

and equipment 2,100 2,100 2,100 2,100 2,100 Total cash used 2,100 2,100 2,100 2,100 2,100 Net cash from (used by)

investing activities (2,100) (2,100) (2,100) (2,100) (2,100) Net increase (decrease)

in cash held (45) (180) (185) - - Cash and cash equivalents at the



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$'000 $'000 $'000 $'000 $'000

PURCHASE OF NON-FINANCIALASSETSFunded internally from

departmental resources2

2,100 2,100 2,100 2,100 2,100

TOTAL 2,100 2,100 2,100 2,100 2,100



acquire assets 2,100 2,100 2,100 2,100 2,100 1 Includes the following sources of funding: annual and prior year appropriations, donations and

contributions, gifts, and proceeds from the sale of assets.Prepared on Australian Accounting Standards basis.


Other property, Intangibles Totalplant and

equipment$'000 $'000 $'000

As at 1 July 2011Gross book value 21,920 978 22,898 Accumulated depreciation/amortisation

and impairment 12,321 672 12,993

Opening net book balance 9,599 306 9,905 CAPITAL ASSET ADDITIONSEstimated expenditure on


annual services 1 1,963 137 2,100 Total additions 1,963 137 2,100 Other movementsDepreciation/amortisation expense 1,963 137 2,100 As at 30 June 2012Gross book value 23,883 1,115 24,998 Accumulated depreciation/amortisation

and impairment 14,284 809 15,093 Closing net book balance 9,599 306 9,905

Asset Category

1 "Appropriation ordinary annual services" refers to funding provided through Appropriation Bill (No.1) 2011-12 for depreciation / amortisation expenses, DCBs / ACBs or other operational expenses.


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AFTRS Budget Statement

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Australian National Maritime Museum


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ANMM Budget Statements

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AUSTRALIAN NATIONAL MARITIME MUSEUM




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AUSTRALIAN NATIONAL MARITIME MUSEUM



The role of the Australian National Maritime Museum (ANMM) is to promote a broad interpretation of maritime heritage and culture, to preserve it and to bring it to life.

The ANMM’s strategic direction is to explore and manage maritime heritage in ways that enlighten, inspire and delight people everywhere by:

developing and managing the National Maritime Collection through research, acquisition, conservation, and interpretation

exhibiting the National Maritime Collection and other historical material

presenting maritime heritage information through public and educational programs, events, the internet and publications

expanding sponsorship, marketing and other commercial revenue sources.

The ANMM is located on one of Australia’s landmarks, Sydney Harbour. In November this year the ANMM celebrates its 20th year of service to the community. At the same time its buildings and facilities are ageing and in need of upgrade and repair. The ANMM has embarked upon a site improvement plan to extend its public programs space, upgrade facilities for 500 volunteer staff and build on new commercial opportunities. Work has begun and will be completed by the end of 2011.

The ANMM is also embracing technologies, such as the internet, to enable staff to extend services around Australia and overseas. It has embarked upon a strategic ICT development program which will enable the ANMM to operate more efficiently and provide wider access to its collection, education and public programs.

The ANMM’s Outreach Program is already well established and this year will provide advisory and practical assistance to communities across Australia. It will assist volunteer-run museums by hosting internship training programs for staff and distribute grants for collection management projects for small museums. It will also tour several exhibitions to all states.

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One of the ANMM’s most ambitious projects over the next 18 months will be the voyage around Australia for Bark Endeavour. Over the next year the vessel will visit 12 ports, some in remote parts of the country. It will carry 39 Indigenous trainees on board and attract 116,000 visitors at towns when it opens up as a museum. The museum is involving state and local museums, other government departments, the media, sponsors and scientific research organisations in the development and delivery of public programs during the voyage.

The ANMM is collaborating with Canada’s One Drop Foundation (Cirque de Soleil) to bring an immersive style exhibition about the world’s management of water resources to Australia. The ANMM will also collaborate with the UK’s Natural History Museum on an exhibition about Antarctic explorer Robert Falcon Scott and develop programs associated with events such as the ANZAC Centenary and the 100th anniversary of the Royal Australian Navy.

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Table 1.1: ANMM Resource Statement — Budget Estimates for 2011-12 as at Budget May 2011



2011-12 2011-12 2011-12 2010-11Source $'000 $'000 $'000 $'000



Outcome 1 - 21,692 21,692 21,551

Total ordinary annual services - 21,692 21,692 21,551 Other services²

Non-operating - 1,668 1,668 1,638

Total other services - 1,668 1,668 1,638 Total annual appropriations - 23,360 23,360 23,189


FUNDS FROM OTHER SOURCESInterest - 850 850 850 Sale of goods and services - 5,120 5,120 6,110 Other - 695 695 645 Total - 6,665 6,665 7,605

Total net resourcing for agency 19,736 30,025 49,761 61,343 1 Appropriation Bill (No.1) 2011-12.2 Appropriation Bill (No. 2) 2011-12.Reader note: ANMM is not directly appropriated as it is a CAC Act body. Appropriations are made to the Department of the Prime Minister and Cabinet which are then paid to the ANMM and are considered 'departmental' for all purposes. All figures are GST exclusive.

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1.3 BUDGET MEASURES

Budget measures relating to the ANMM are detailed in Budget Paper No. 2 and are summarised below.

Table 1.2 ANMM 2011-12 Budget MeasuresProgram 2010-11 2011-12 2012-13 2013-14 2014-15

$'000 $'000 $'000 $'000 $'000

Expense measures Efficiency dividend - temporary increase in the rate


Departmental - (110) (223) (279) (336) Total - (110) (223) (279) (336) Capital measures Efficiency dividend - temporary increase in the rate

Departmental capital all - (8) (18) (22) (27) Total - (8) (18) (22) (27) Total capital measures


Prepared on a Government Finance Statistics (fiscal) basis

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Each outcome is described below together with its related programs, specifying the performance indicators and targets used to assess and monitor the performance of the ANMM in achieving government outcomes.

Outcome 1: Increased knowledge, appreciation and enjoyment of Australia’s maritime heritage by managing the National Maritime Collection and staging programs, exhibitions and events.

Outcome 1 StrategyThe ANMM’s strategic direction is to explore and manage maritime heritage in ways that enlighten, inspire and delight people everywhere. Key strategies for the ANMM are identified in Section 1.1.


Table 2.1 provides an overview of the total expenses for Outcome 1, by program.

2010-11 2011-12Estimated

actual expenses

$'000

Estimated expenses

$'000

Program 1.1: Management of Maritime HeritageRevenue from Government

Ordinary annual services (Appropriation Bill No. 1) 21,551 21,692 Revenues from other independent sources 9,155 8,365 Expenses not requiring apppropriation in the Budget year 2,278 3,500




Outcome 1: Increased knowledge, appreciation and enjoyment of Australia's maritime heritage by managing the National Maritime Collection and staging programs, exhibitions and events

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Contributions to Outcome 1 Program 1.1: Management of maritime heritage

Program 1.1 objectiveIn the budget and forward years the objectives of the ANMM program can be stated and measured as:

increased awareness and use of ANMM programs across Australia

care and research of Australia’s maritime heritage and material culture, particularly through the management of the National Maritime Collection

maintaining ANMM’s reputation as a pre-eminent and innovative cultural institution

ensuring all ANMM resources are the best they can be.

Program 1.1 expensesThe table below provides an overview of program expenses for the ANMM. There are no significant variations to program expenses over the forward estimates.


$'000 $'000 $'000 $'000 $'000

Annual departmental expenses:Departmental item 32,984 33,557 30,969 30,958 30,989 Total departmental expenses 32,984 33,556 30,969 30,958 30,989

Program 1.1 deliverables The ANMM’s targets for the 2011-12 budget year are a variety of educational and entertaining programs, exhibitions and events focusing on Australia’s maritime heritage and regional outreach.

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Program 1.1 key performance indicatorsThe performance indicators for the ANMM have been selected to measure the effectiveness of the program objectives.


Indicators budget target year 1 year 2 year 3Number of site visitors 450,000 450,000 500,000 500,000 500,000 Percentage increase in unique w ebsite users

10% 10% 10% 10% 10%

Overall visitor satisfaction rating 95% 95% 95% 95% 95%Number of paying crew for the Endeavour circumnavigation

120 530 n/a n/a n/a

Number of remote and regional visitors to the Endeavour circumnavigation

16,000 116,500 n/a n/a n/a

Number of Collection items digitised

2,500 2,500 2,500 2,500 2,500

Percentage increase in Collection objects on display

2.5% 2.5% 2.5% 2.5% 2.5%

Percentage increase in the number of partnerships

5% 5% 5% 5% 5%

Percentage increase in academic and practice forum participation

5% 5% 5% 5% 5%

Proportion of acquisitions in accordance w ith Collection Development Policy

100% 100% 100% 100% 100%

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3.1.1 Movement of administered funds between yearsThe ANMM does not have any movements of administered funds.

3.1.2 Special AccountsThe ANMM does not manage any Special Accounts.



ANMMOutcome 1Departmental 2011-12 60 - - 60 - 60 1 Departmental 2010-11 67 - - 67 - 67 - Total outcome 2011-12 60 - - 60 - 60 Total outcome 2010-11 67 - - 67 - 67 -

Total AGIE 2011-12 60 - - 60 - 60 - Total AGIE 2010-11 67 - - 67 - 67 -

Appropriations

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3.2.1 Differences in agency resourcing and financial statementsThere are no differences between the resource information presented in the Budget Papers and Portfolio Budget Statements as a result of differences between Australian Accounting Standards and Government Finance Statistics.

3.2.2 Analysis of budgeted financial statementsThe budgeted financial statements are prepared on an accrual basis and are in accordance with the Australian Equivalent to International Financial Reporting Standards (AEIFRS).

Comprehensive Income StatementThe Comprehensive Income Statement shows a net deficit for the 2011-12 budget year due to depreciation expense of non-financial assets which is not funded through appropriation. The budget does not include depreciation of heritage and cultural assets. The ANMM anticipates a decrease in own-source revenues for the 2011-12 budget year due to a vacancy in a commercial tenancy in its Wharf 7 building.

Departmental Capital BudgetThe Departmental Capital Budget(DCB) indicates that expected capital expenditure is largely funded internally from departmental resources.

The ANMM’s buildings and facilities are ageing and in need of upgrade and repair. Accordingly, the museum has embarked upon a site improvement plan to extend its public programs space, upgrade facilities for 500 volunteer staff and build on new commercial opportunities. Work has begun and will be completed by the end of 2011.

Funding for the Collection Development Acquisition Budget is considered to be an equity injection through Bill 2 for 2011-12 and forward years.

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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

EXPENSESEmployee benefits 11,991 12,359 12,682 12,689 12,689 Supplier expenses 10,546 10,757 10,265 10,247 10,278 Grants 115 115 115 115 115 Depreciation and amortisation 10,332 10,326 7,907 7,907 7,907 Total expenses 32,984 33,557 30,969 30,958 30,989 LESS: OWN-SOURCE INCOMEOwn-source revenueSale of goods and rendering of 6,110 5,320 6,090 6,090 6,090 Interest 850 850 850 850 850 Other 2,195 2,195 2,195 2,195 2,195 Total own-source revenue 9,155 8,365 9,135 9,135 9,135 Total own-source income 9,155 8,365 9,135 9,135 9,135 Net cost of (contribution by)


Surplus (Deficit) (2,278) (3,500) 20 77 77 Surplus (Deficit) attributable to the

Australian Government (2,278) (3,500) 20 77 77 OTHER COMPREHENSIVE INCOMETotal comprehensive income (2,278) (3,500) 20 77 77 Total comprehensive income

attributable to theAustralian Government (2,278) (3,500) 20 77 77

Note: Reconciliation of comprehensive income attributable to the agency2010-11 2011-12 2012-13 2013-14 2014-15

$'000 $'000 $'000 $'000 $'000Operating result attributable to the

Australian Government (2,278) (3,500) 20 77 77 plus non-appropriated expenses

heritage and cultural depreciationand amortisation expenses - - - - -

Operating result attributable to the agency (2,278) (3,500) 20 77 77


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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Cash and cash equivalents 19,736 20,962 20,810 20,316 17,743 Trade and other receivables 708 822 738 738 815


Land and buildings 193,989 191,450 190,725 188,005 190,185 Property, plant and equipment 9,543 7,845 7,766 10,687 11,158 Heritage and Cultural Assets 66,426 67,543 69,784 71,895 73,577 Intangibles 2,584 2,843 3,572 3,579 3,586 Inventories 188 188 188 188 188 Other 461 561 561 561 561

Total non-financial assets 273,191 270,430 272,596 274,915 279,255 Assets held for sale 215 215 215 215 215

Total assets 293,850 292,429 294,359 296,184 298,028 LIABILITIESPayables

Suppliers 1,222 1,383 1,381 1,381 1,381 Other 1,908 1,908 1,936 1,936 1,936

Total payables 3,130 3,291 3,317 3,317 3,317

ProvisionsEmployee provisions 2,542 2,792 2,942 2,942 2,942

Total provisions 2,542 2,792 2,942 2,942 2,942 Total liabilities 5,672 6,083 6,259 6,259 6,259 Net assets 288,178 286,346 288,100 289,925 291,769

EQUITY*Parent entity interest

Contributed equity 5,364 7,032 8,766 10,514 12,281 Reserves 221,403 221,403 221,403 221,403 221,403 Retained surplus - - - - -

(accumulated deficit) 61,411 57,911 57,931 58,008 58,085 Total parent entity interest 288,178 286,346 288,100 289,925 291,769

Total Equity 288,178 286,346 288,100 289,925 291,769 * 'Equity' is the residual interest in assets after deduction of liabilities.Prepared on Australian Accounting Standards basis.

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reserve capital$'000 $'000 $'000 $'000 $'000


previous period 61,411 221,403 - 5,364 288,178 Adjusted opening balance 61,411 221,403 - 5,364 288,178 Comprehensive income

Surplus (deficit) for the period (3,500) - - - (3,500) Total comprehensive income

recognised directly in equity (3,500) - - - (3,500) Transactions with owners

Contributions by ownersAppropriation (equity injection) - - - 1,668 1,668

Sub-total transactions with owners - - - 1,668 1,668

Estimated closing balanceas at 30 June 2012 57,911 221,403 - 7,032 286,346

Closing balance attributable to the Australian Government 57,911 221,403 - 7,032 286,346


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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Goods and services 6,110 5,120 6,041 6,090 6,090 Appropriations 21,551 21,692 21,854 21,900 21,931 Interest 850 850 850 850 850 Other 645 695 695 695 339


Employees 10,341 10,709 11,032 11,189 11,061 Suppliers 10,763 10,510 10,113 10,249 10,127 Other 115 115 105 115 115


operating activities 7,937 7,023 8,190 7,982 7,907 INVESTING ACTIVITIESCash used



investing activities (20,388) 7,474 (10,065) (10,226) (12,247)

FINANCING ACTIVITIESCash received


Net cash from (used by) financing activities 1,638 1,668 1,732 1,750 1,767

Net increase (decrease)in cash held (10,813) 1,217 (143) (494) (2,573) Cash and cash equivalents at the



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Equity injections - Bill 2 1,638 1,668 1,732 1,750 1,767 Total capital appropriations 1,638 1,668 1,732 1,750 1,767 Represented by:

Purchase of non-f inancial assets 1,638 1,668 1,732 1,750 1,767 Total represented by 1,638 1,668 1,732 1,750 1,767 ADDITIONS OF NON-FINANCIAL

ASSETSFunded by capital appropriations 1,638 1,668 1,732 1,750 1,767 Funded internally from

departmental resources1 18,750 5,806 8,333 8,476 10,480 TOTAL 20,388 7,474 10,065 10,226 12,247

1 Includes the following sources of funding: annual and prior year appropriations, donations and contributions, gifts, internally developed assets, s31 relevant agency receipts, and proceeds from the sale of assets.


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Table 3.2.6: Statement of Departmental Asset Movements (2011-12)Heritage and Cultural Collections Institutions

Land Buildings Other Heritage Intangibles Other Totalproperty, and culturalplant and assets

equipment$'000 $'000 $'000 $'000 $'000 $'000 $'000

As at 1 July 2011Gross book value 80,706 134,297 32,142 66,426 4,123 215 317,909 Accumulated depreciation/amortisation

and impairment - 21,014 22,599 - 1,539 - 45,152 Opening net book balance 80,706 113,283 9,543 66,426 2,584 215 272,757 CAPITAL ASSET ADDITIONSEstimated expenditure on

new or replacement assets

By purchase - appropriation equity 1 - - - 1,126 - - 1,126 By purchase or internally funded - 4,848 715 - 785 - 6,348 Total additions - 4,848 715 1,126 785 - 7,474 Other movementsDepreciation/amortisation expense - 7,387 2,413 - 526 - 10,326 As at 30 June 2012Gross book value 80,706 139,145 32,857 67,552 4,908 215 325,383 Accumulated depreciation/amortisation

and impairment - 28,401 25,012 - 2,065 - 55,478 Closing net book balance 80,706 110,744 7,845 67,552 2,843 215 269,905

Asset Category

1 "Appropriation equity" refers to equity injections or Administered Assets and Liabilities appropriations provided through Appropriation Bill (No.2) 2011-12, including CDABs.


ANMM

Budget Stat

ements

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Estimated operating expenditure in income statement for heritage and cultural assets

Operations and MaintenancePreservation and Conservation 1,574 Totals 1,574

Australian Sports Commission


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AUSTRALIAN SPORTS COMMISSION




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ASC Budget Statements

AUSTRALIAN SPORTS COMMISSION



The Australian Government, through the Australian Sports Commission (ASC), provides leadership, coordination and support for Australian sport. The ASC promotes and supports the development of a cohesive and effective national sports sector that creates opportunities for all Australians to participate and excel in sport. The ASC aims to improve participation in sport, excellence in sports performance and continued international success.

The role and functions of ASC are set out in the Australian Sports Commission Act 1989. ASC is prescribed as a Commonwealth Authority under the Commonwealth Authorities and Companies Act 1997.

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Table 1.1 shows the total resources from all sources. The table summarises how resources will be applied by outcome.

Table 1.1: ASC Resource Statement — Budget Estimates for 2011-12 as at Budget May 2011



2011-12 2011-12 2011-12 2010-11Source $'000 $'000 $'000 $'000



Outcome 1 - 97,841 97,841 93,533 Outcome 2 - 170,852 170,852 175,968



FUNDS FROM OTHER SOURCESInterest - 2,568 2,568 4,096 Sale of goods and services - 31,924 31,924 30,205 Total - 34,492 34,492 34,301

Total net resourcing for agency 48,391 303,185 351,576 355,889 1 Appropriation Bill (No.1) 2011-12. Reader note: ASC is not directly appropriated as it is a CAC Act body. Appropriations are made to the Department of the Prime Minister and Cabinet which are then paid to ASC and are considered 'departmental' for all purposes.All figures are GST exclusive.

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ASC Budget Statement

1.3 BUDGET MEASURES

Budget measures relating to the ASC are detailed in Budget Paper No. 2 and are summarised below.

Table 1.2: ASC 2011-12 Budget measuresProgram 2010-11 2011-12 2012-13 2013-14 2014-15

$'000 $'000 $'000 $'000 $'000Expense measures Supporting football in the lead up to the 2015 Asian Cup

Departmental expenses 1 (201) (1,100) (1,101) (1,102) (1,101) Total (201) (1,100) (1,101) (1,102) (1,101) Australian Sports Commission - administrative savings

Departmental expenses 1 - - - (1,400) (1,400) Total - - - (1,400) (1,400)

Active After-School Communities program - extension

Departmental expenses 1 - 21,761 22,103 - - Total - 21,761 22,103 - -

The People of Australia - Australia's Multicultural Policy1

Departmental expenses 1 - - - - - Total - - - - - Efficiency dividend - temporary increase in the rate

Departmental expenses all - (1,363) (2,546) (2,909) (3,532) Total - (1,363) (2,546) (2,909) (3,532)

Total expense measuresDepartmental (201) 19,298 18,456 (5,411) (6,033)

Total (201) 19,298 18,456 (5,411) (6,033) 1 This measure is funded internally from existing resources of the Australian Sports Commission.Prepared on a Government Finance Statistics (fiscal) basis.

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Government outcomes are the intended results, impacts or consequences of actions by the Government on the Australian community. Commonwealth programs are the primary vehicle by which government agencies achieve the intended results of their outcome statements. Agencies are required to identify the programs which contribute to government outcomes over the Budget and forward years.

Each outcome is described below together with the ASC’s one program, specifying the performance indicators and targets used to assess and monitor the performance of the ASC in achieving government outcomes.

Outcome 1: Improved participation in structured physical activity, particularly organised sport, at the community level, including through leadership and targeted community-based sports activity. Outcome 2: Excellence in sports performance and continued international success, by talented athletes and coaches, including through leadership in high performance athlete development, and targeted science and research.

Outcome StrategyThe Australian Government’s Australian Sport: The Pathway to Success charted the new direction for Australian sport for the coming years. It focuses on:

increasing the numbers of Australians participating in sport for the benefit of our community

strengthening sporting pathways by linking grass roots and high performance sport to ensure sustained participation through a strengthened development pathway

ensuring Australia continues to excel in international sporting competition.

Fundamental to this new approach is developing a collaborative, efficient and integrated national sport sector. The National Sport and Active Recreation Policy Framework, endorsed by the Sport and Recreation Ministers Council (SRMC) in 2010-11, establishes a shared national direction for sport and provides guidance for the ASC to strengthen sporting pathways, enhance opportunities for participation and better support our high performance athletes.

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To achieve its outcomes, the ASC will:

deliver key programs in line with the Australian Government’s sport policy objectives

provide financial support and other assistance to national sporting organisations, including those for people with a disability, to deliver participation and high performance outcomes and improve their capability, sustainability and effectiveness

build collaboration, alignment and effectiveness within the Australian sporting sector.

The Australian Institute of Sport (AIS), a division of the ASC, will take responsibility for the strategic direction of high performance sport in Australia. A key focus for the AIS during 2011-12 will be:

working with state and territory institutes and academies of sport to implement and monitor the National Institutes of Sport Intergovernmental Agreement endorsed by SRMC in 2010-11

continuing to deliver scholarship and related programs to prepare athletes for international success

building the high performance capability of national sporting organisations.

The ASC will continue to deliver the Active After-school Communities program, providing children with a positive introduction to sport that encourages ongoing participation.

The capacity, capability and sustainability of national sporting organisations and their affiliated bodies, is integral to the success of Australian sport sector. A key focus for the ASC in 2011-12 will be to continue to work with these sporting organisations and state and territory departments of sport and recreation to support the attainment of these outcomes. The ASC will also work with national sporting organisations and state and territory departments of sport and recreation to promote greater alignment between national and state sporting organisations in their planning, and to develop national strategies that provide innovative solutions to current and future needs within the Australian sport sector.

The ASC’s new strategic direction prompted a review of its deliverables and key performance indicators. The 2011-12 deliverables and key performance indicators provide a more comprehensive view of the ASC’s activities than previous measures. As many of these indicators are new, there are no 2010-11 targets.

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Table 2.1 provides an overview of the total expenses for Outcomes 1 and 2, for the ASC’s one program.

Table 2.1: Budgeted Expenses for Outcome2010-11 2011-12


expenses$'000 $'000

Program 1.1Revenue f rom Government

Ordinary annual services (Appropriation Bill No. 1) 93,533 97,841 Revenues from other independent sources 19,007 19,526 Expenses not requiring appropriation in the Budget year 480 - Total expenses for Outcome 1 113,020 117,367

2010-11 2011-12Estimated Estimated

actual expensesexpenses

$'000 $'000

Program 2.1Revenue f rom Government

Ordinary annual services (Appropriation Bill No. 1) 175,968 170,852 Revenues from other independent sources 18,227 17,613 Expenses not requiring appropriation in the Budget year 1,120 -



Outcome 1: Improved participation in structured physical activity particularly organised sport, at the community level, including through leadership and targeted community-based sports activity

Outcome 2: Excellence in sports performance and continued international sporting success, by talented athletes and coaches, including through leadership in high-performance athlete development, and targeted science and research

Program Expenses2010-11 2011-12 2012-13 2013-14 2014-15Revised Budget Forw ard Forw ard Forw ardbudget year 1 year 2 year 3

$'000 $'000 $'000 $'000 $'000

Annual departmental expenses:Ordinary annual services 269,501 268,693 248,876 229,419 229,376

Expenses not requiring appropriation inthe Budget year 38,834 37,139 33,855 33,404 27,534

Total departmental expenses 308,335 305,832 282,731 262,823 256,910

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Program 1.1: Australian Sports Commission

Program 1.1 objectivesThis outcome is focused on developing the Australian sport sector to increase participation in sport. To achieve this, the ASC will:

provide children with a positive introduction to sport that encourages their ongoing participation

support national sporting organisations to build the sustainability of their sport

work together with sporting organisations and state and territory departments of sport and recreation, to develop a more cohesive and effective sport sector which provides opportunities for all Australians to participate and excel.

Program 1.1 deliverablesThe ASC will produce the following qualitative deliverables to achieve Program 1.1 Objectives in 2011-12.

Continued delivery of the Active After-school Communities program.

Support for identified national sporting organisations to develop, implement and review their plans and strategies in collaboration with their state associations and other delivery partners.

Provision of strategic investment in national sporting organisation participation plans.

Support for national sporting organisations to build their organisational capacity to grow their sport’s participation base, particularly with under-represented groups.

Provision of strategic investment into the community to grow participation and involvement of under-represented groups.

Coordination of the implementation of government policy for which it is responsible with state and territory departments of sport and recreation and institutes and academies of sport.

Provision of advice on the use of sport as a tool to meet other portfolio

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outcomes.

Expansion and enhanced access to sport knowledge, innovative practice and evidence- based research.

National strategies that will assist the sport sector to plan for and shape its future.

The following table outlines the quantitative deliverables being pursued by the ASC to achieve the Program 1.1 objectives in 2011-12.


Quantitative Deliverables budget year 1 year 2 year 3Delivering participation programsNumber of schools and out-of-school hours care services delivering the Active After-school Communities program

3,270 3,270 3,270 n/a n/a

Sustainable sportNumber of national sporting organisations funded to implement plans to increase community participation

16 29 29 29 29

Percentage of funded national sporting organisations w ith current w hole-of-sport strategic plans

100% 100% 100% 100% 100%

Number of national sporting organisations supported to improve their business capacity through governance and management interventions or commercialisation

10 10 10 10 10

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Program 1.1 key performance indicators2010-11 2011-12 2012-13 2013-14 2014-15

Key Perfomance Revised Budget Forw ard Forw ard Forw ard Indicators budget year 1 year 2 year 3Delivering participation programsPercentage of children w ithin the Active After-school Communities program that are more positive tow ards participation in sport

n/a 80% 80% n/a n/a

Percentage of children w ithin the Active After-school Communities program that have expressed interest in joining a sporting club or team

n/a 60% 60% n/a n/a

Sustainable sportPercentage of priority national sporting organisations that achieved the key performance indicators listed in their participation plans

n/a 75% 75% 80% 80%

Number of priority national sporting organisations funded for participation w hich implement specif ic strategies, programs or approaches to increase participation by under-represented groups

n/a 22 22 22 23

Percentage of f inancially sound national sporting organisations

75% 80% 80% 85% 85%

Percentage of funded national sporting organisations demonstrating effective planning and performance monitoring processes

80% 80% 85% 85% 90%

Cohesive and effective national sport sectorPercentage of sector partners satisf ied w ith ASC sector leadership 80% 80% 80% 80% 85%

Percentage of sector partners w ho agree that the national strategies, guiding principles, tools and resources have contributed to their ability to grow participation

n/a 80% 80% 85% 85%

Percentage of sector partners w ho agree that ASC initiatives have resulted in improved sharing of know ledge and evidence across the Australian sport sector

n/a 80% 80% 80% 85%

Percentage of state and territory departments of sport and recreation and national sporting organisations satisf ied w ith the participation planning and monitoring processes

n/a 75% 75% 80% 80%

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Program 2.1: Australian Sports Commission

Program 2.1 objectiveIn implementing the program, the ASC will:

deliver programs and initiatives, including applied research, in an athlete centred coach driven environment that contribute to international success

support national sporting organisations to build the high performance capacity and capability of their sport

work together with sport and government (including national sporting organisations, peak sporting bodies and state and territory institutes and academies of sport) to strengthen the capability of the Australian high performance system.

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The ASC will produce the following qualitative deliverables to achieve Program 1.2 Objectives in 2011-12.

Delivery of AIS scholarship programs.

National Training Centre activities.

Provision of coaching, management, sports science, sports medicine, welfare, education and vocational support for Australian athletes.

Applied research that changes practice to better prepare athletes and teams.

A performance planning and review system that monitors and enhances program delivery.

Provision of direct athlete support.

Strategic investment in national sporting organisation high performance plans.

High performance best practice clearly defined.

Interventions to support the development of high performance capability.

Seminars and workshops addressing high performance capability.

National sport sector high performance strategy.

Efficient and effective National Elite Sports Council and national network of sport institutes and academies.

High performance best practice for delivery agencies.

Delivery of national programs across applied research, sports science, quality assurance, athlete career and education and other identified themes.

The following table outlines the quantitative deliverables being pursued by the ASC to achieve the Program 1.1 objectives in 2011-12.

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Quantitative Deliverables budget year 1 year 2 year 3Delivering high performance programs and initiativesNumber of AIS scholarship programs 38 35 35 35 35Number of athletes supported through the AIS athlete scholarship programs

700 700 700 700 700

Number of applied research projects completed and delivered to athletes and coaches

n/a 15 15 15 15

Building high performance capacity and capability of national sporting organisationsNumber of national sporting organisations funded to implement high performance plans

n/a 31 31 31 31

Program 2.1 key performance indicators

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2010-11 2011-12 2012-13 2013-14 2014-15Key Perfomance Revised Budget Forw ard Forw ard Forw ard Indicators budget year 1 year 2 year 3Delivering high performance programs and initiativesProportion of Australian medals at benchmark events w on by athletes supported by the AIS, state and territory institutes and academies of sport, the Australian Paralympic Committee and relevant universities

n/a 75% 75% 80% 80%

Building high performance capacity and capability of national sporting organisationsPercentage of national sporting organisations that achieved the key performance indicators listed in their high performance plans

n/a 75% 75% 80% 80%

Percentage of national sporting organisations satisf ied w ith ASC initiatives to improve their capability to deliver their high performance programs

n/a 75% 75% 80% 80%

Strengthening sector capabilityPercentage of national sporting organisations satisf ied w ith the support provided by the high performance netw ork through a nationally aligned approach

n/a 75% 75% 80% 80%

Percentage of state and territory institute and academy of sport w ho agree that ASC initiatives have resulted in improved sharing of know ledge and improved practice in the delivery of high performance programs

n/a 75% 75% 80% 80%

Percentage of state and territory institutes and academies of sport and national sporting organisations satisf ied w ith the high performance planning and monitoring processes

n/a 75% 75% 80% 80%

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Section 3 presents explanatory tables and budgeted financial statements which provide a comprehensive snapshot of agency finances for the 2011-12 budget year. It explains how budget plans are incorporated into the financial statements and provides further details of the reconciliation between appropriations and program expenses, and government Indigenous expenditure.


3.1.1 Movement of administered funds between yearsThe ASC does not have any movement of administered.

3.1.2 Special AccountsThe ASC does not have any Special Accounts.

3.1.3 Australian Government Indigenous ExpenditureTable 3.1.3: Australian Government Indigenous ExpenditureOutcome Other Total


Outcome 1

Departmental 2011-12 2,806 - - 2,806 1,876 4,682 Departmental 2010-11 2,866 - - 2,866 2,376 5,242 Total outcome 2011-12 2,806 - - 2,806 1,876 4,682 Total outcome 2010-11 2,866 - - 2,866 2,376 5,242

Outcome 2

Departmental 2011-12 - - - - 600 600 Departmental 2010-11 - - - - 600 600 Total outcome 2011-12 - - - - 600 600 Total outcome 2010-11 - - - - 600 600

Total departmental 2011-12 2,806 - - 2,806 2,476 5,282 Total departmental 2010-11 2,866 - - 2,866 2,976 5,842

Total AGIE 2011-12 2,806 - - 2,806 2,476 5,282 Total AGIE 2010-11 2,866 - - 2,866 2,976 5,842

Appropriations

Australian Sports Commission

National Sport System Development

National Elite Athlete Development

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3.2.2 Analysis of budgeted financial statementsAn analysis of the ASC’s budgeted financial statements for 2011-12 is provided below. Departmental Resources Comprehensive Income Statement The ASC is budgeting for an operating loss of $1.6 million in 2010-11. This operating loss has arisen from additional and unfunded depreciation on buildings following a revaluation of buildings in June 2010. The ASC is budgeting for a break even operating result for 2011-12 and the three forward years. The impact of the additional depreciation has not been factored into the Budget and forward estimates whilst the Department of Finance and Deregulation undertakes a review of the depreciation funding arrangements for bodies subject to the Commonwealth Authorities and Companies Act 1997 (CAC Act).

Revenue from Government in 2011-12 has increased by $19 million since that published in the 2010-11 Portfolio Additional Estimates Statements largely reflecting the new government measure – Active After-school Communities Extension to 31 December 2012, offset by savings to contribute to the 2015 Asian Cup and the application of an increased efficiency dividend. This has resulted in an overall increase in employee, supplier and grants expenditure estimates.

Balance Sheet The ASC’s balance sheet shows a stable asset base from 2011-12 consisting mainly of non-financial assets. Receivables are expected to decrease by $2 million in 2011-12 as a result of the repayment of principals of loans.

Liabilities are otherwise also expected to remain stable and cover current and future supplier and employee entitlements for 2011-12 and the forward years.

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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

EXPENSESEmployee benefits 76,484 78,612 71,671 64,615 65,554 Supplier expenses 53,583 53,738 51,201 46,403 47,708 Grants 160,632 156,992 142,371 133,528 125,107 Depreciation and amortisation 17,466 16,410 17,441 18,277 18,541 Finance costs 170 80 47 - - Total expenses 308,335 305,832 282,731 262,823 256,910 LESS: OWN-SOURCE INCOMEOwn-source revenueSale of goods and rendering of 33,138 34,571 31,062 30,285 23,969 Interest 4,096 2,568 2,793 3,119 3,565 Total own-source revenue 37,234 37,139 33,855 33,404 27,534 Total own-source income 37,234 37,139 33,855 33,404 27,534 Net cost of (contribution by)


Surplus (Deficit) (1,600) - - - - Surplus (Deficit) attributable to the

Australian Government (1,600) - - - - OTHER COMPREHENSIVE INCOMETotal comprehensive income - - - - - Total comprehensive income



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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Cash and cash equivalents 48,391 53,707 58,934 68,940 77,231 Trade and other receivables 7,673 5,673 4,673 4,673 4,673


Land and buildings 205,170 194,430 183,615 172,850 163,457 Property, plant and equipment 22,297 25,848 29,724 31,624 32,321 Intangibles 3,422 2,975 2,181 1,340 2,001 Inventories 1,147 1,147 1,147 1,147 1,147 Other 582 582 582 582 582


Suppliers 4,396 4,396 4,396 4,396 4,396 Grants 1,637 1,637 1,637 1,637 1,637 Other 6,706 4,059 3,059 3,059 3,059


Loans 3,000 1,000 - - - Total interest bearing liabilities 3,000 1,000 - - - Provisions

Employee provisions 14,532 14,859 13,353 13,653 13,909 Total provisions 14,532 14,859 13,353 13,653 13,909 Total liabilities 30,271 25,951 22,445 22,745 23,001 Net assets 258,411 258,411 258,411 258,411 258,411 EQUITY*Parent entity interest


(accumulated deficit) (13,539) (13,539) (13,539) (13,539) (13,539) Total parent entity interest 258,411 258,411 258,411 258,411 258,411


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reserve capital$'000 $'000 $'000 $'000


previous period (13,539) 123,240 148,710 258,411 Adjusted opening balance (13,539) 123,240 148,710 258,411

Surplus (def icit) for the period - - - - Total comprehensive income

recognised directly in equity - - - -

Estimated closing balanceas at 30 June 2012 (13,539) 123,240 148,710 258,411


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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Goods and services 30,205 31,924 30,062 30,285 23,969 Appropriations 269,501 268,693 248,876 229,419 229,376 Interest 4,096 2,568 2,793 3,119 3,565


Employees 76,006 78,285 73,177 64,315 65,298 Suppliers 53,583 53,738 51,201 46,403 47,708 Borrow ing costs 170 80 47 - - Grants 160,632 156,992 142,371 133,528 125,107


operating activities 13,411 14,090 14,935 18,577 18,797 INVESTING ACTIVITIESCash received

Repayment of loans 1,000 2,000 1,000 - - Total cash received 1,000 2,000 1,000 - - Cash used



investing activities (16,107) (6,774) (8,708) (8,571) (10,506) FINANCING ACTIVITIESCash used

Repayments of borrow ings 1,000 2,000 1,000 - - Total cash used 1,000 2,000 1,000 - - Net cash from (used by)

financing activities (1,000) (2,000) (1,000) - - Net increase (decrease)

in cash held (3,696) 5,316 5,227 10,006 8,291 Cash and cash equivalents at the



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$'000 $'000 $'000 $'000 $'000PURCHASE OF NON-FINANCIAL


departmental resources117,107 8,774 9,708 8,571 10,506

TOTAL 17,107 8,774 9,708 8,571 10,506




contributions, gifts, internally developed assets, and proceeds from the sale of assets.Prepared on Australian Accounting Standards basis.

164



equipment$'000 $'000 $'000 $'000 $'000

As at 1 July 2011Gross book value 8,250 210,609 35,835 6,926 261,620 Accumulated depreciation/amortisation

and impairment - 13,689 13,538 3,504 30,731

Opening net book balance 8,250 196,920 22,297 3,422 230,889 CAPITAL ASSET ADDITIONSEstimated expenditure on


annual services 1 - 50 7,890 834 8,774 Total additions - 50 7,890 834 8,774 Other movementsDepreciation/amortisation expense - 10,790 4,339 1,281 16,410 As at 30 June 2012Gross book value 8,250 210,659 43,725 7,760 270,394 Accumulated depreciation/amortisation

and impairment - 24,479 17,877 4,785 47,141 Closing net book balance 8,250 186,180 25,848 2,975 223,253

Asset Category




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3.2.4 Notes to the financial statementsThe Budgeted Financial Statements for ASC are prepared for the Budget year, previous year and three forward years. Departmental Financial Statements Comprehensive income statement (showing net cost of services) This statement provides a picture of the expected financial results for ASC by identifying accrual expenses and revenues showing the net cost of services. This statement also provides for the first time, revenues and expenses taken through equity to provide for a comprehensive income and expense. Budgeted departmental balance sheet The statement shows the financial position of ASC. It enables decision-makers to track the management of ASC’s assets and liabilities. Departmental statement of changes in equity – summary of movement This table shows the movements in equity during the Budget year. Budgeted departmental statement of cash flows Budgeted cash flows as reflected in the statement of cash flows, provides important information on the extent and nature of cash flows by characterising them into expected cash flows from operating activities, investing activities and financing activities. Capital budget statement This table shows the appropriations from government for the purchase of capital items and purchases of non-financial assets from capital and internal sources. This table has been amended for the 2011-12 Budget to provide a reconciliation between the asset purchases and cash flow statement. Statement of asset movements (2011-12) This table shows the movements in asset classes through addition (e.g. purchases) and other movements (e.g. depreciation and amortisation). Purchases are reconciled in the Capital Budget Statement to the Statement of Cash Flows as described above and include sources of funding for asset purchases.

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ASC

Budget Stat

ements

ASC

ASC

Budget Stat

ements

National Film and Sound Archive of Australia


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NATIONAL FILM AND SOUND ARCHIVE OF AUSTRALIA




169

NFSAA Budget Statements

NATIONAL FILM AND SOUND ARCHIVE OF AUSTRALIA



From 1 July 2011 the former National Film and Sound Archive will become the National Film and Sound Archive of Australia (NFSAA) bringing the agency’s name into line with the majority of the Australian Government collecting institutions. The change enables the agency to be identified internationally as Australia’s premier audiovisual collecting institution.

The NFSAA plays a key role in documenting, preserving, interpreting and making accessible the Australian experience by actively contributing to the development of Australia's audiovisual cultural heritage.

The NFSAA collects, stores, preserves and makes available film, video, audio recordings, associated documentation and artefacts, and digital production relevant to Australia's culture.

The legislated functions of the NFSAA, as outlined in the National Film and Sound Archive Act 2008, are to:

• develop, preserve, maintain, promote and provide access to a national collection of programs and related material

• support and promote the collection by others of programs and related material in Australia

• support, promote or engage the preservation, maintenance and provision of access to programs and related material that are not in the national collection

• support and promote greater understanding and awareness in Australia of programs.

In addition to its responsibility for collection development and preservation, the Government has a clear expectation that the NFSAA will place priority on enhancing access to, and interpretation of, the collection for a wide range of audiences.

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To meet the Government’s expectations, the NFSAA is focusing on the following key priority areas in 2011-12:

• continued development of a comprehensive collection of heritage and contemporary works and items that support and represent Australia’s screen, sound and new media developments

• ensuring the highest level of curatorial standards underpin all the work of the NFSAA

• strengthening the intellectual and cultural capacity of the NFSAA and its people

• development of national and international access channels

• broadening existing and establishing new outreach programs, particularly through new online programs, that represent the diversity of Australian cultures

• optimising technological infrastructure for preservation and access

• cultivating alliances, partnerships, networks, and collaborations with relevant sectors.

From 1 July 2011, the NFSAA will be responsible for Screen Australia’s film library and its associated sales and digital learning functions. The film library is a substantial archival and social history resource and the transfer will enhance and complement the NFSAA’s new direction of providing greater online content and improving access to the collection of audiovisual materials.

Significant challenges that may impact upon the NFSAA’s capacity to meet the key priority areas identified above include digitisation of the collection and effectively dealing with increasing volumes of digital media, storage and legal deposit of audiovisual and associated documents and artefacts. The NFSAA is addressing these challenges by:

• developing a digital strategy to identify and prioritise the most at risk items and for digital preservation while also making these and other material available

• improving and increasing collection storage facilities to cater for predicted increases in the collection.

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Table 1.1: NFSAA Resource Statement — Budget Estimates for 2011-12 as at Budget May 2011



2011-12 2011-12 2011-12 2010-11Source $'000 $'000 $'000 $'000

Opening balance/Reserves at bank 6,620 - 6,620 7,709REVENUE FROM GOVERNMENTOrdinary annual services¹

Outcome 1 - 24,980 24,980 24,627 Total ordinary annual services - 24,980 24,980 24,627

Other services²Non-operating - 766 766 712 Total other services - 766 766 712 Total annual appropriations - 25,746 25,746 25,339

Total funds from Government - 25,746 25,746 25,339 FUNDS FROM OTHER SOURCES

Interest - 350 350 400 Royalties - 100 100 100 Sale of goods and services - 1,750 1,750 700 Other - 100 100 200 Total - 2,300 2,300 1,400

Total net resourcing for agency 6,620 28,046 34,666 34,448 1 Appropriation Bill (No.1) 2011-12.2 Appropriation Bill (No.2) 2011-12.Reader note: The NFSAA is not directly appropriated as it is a CAC Act body. Appropriations are made to the Department of the Prime Minister and Cabinet which are then paid to NFSAA and are considered 'departmental' for all purposes. All figures are GST exclusive.

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1.3 BUDGET MEASURES

NFSAA has the following budget measures in 2011-12.

Table 1.2 NFSAA 2011-12 Budget MeasuresProgram 2010-11 2011-12 2012-13 2013-14 2014-15

$'000 $'000 $'000 $'000 $'000

Expense measures Efficiency dividend - temporary increase in the rate all

Departmental expenses - (127) (257) (324) (391) Total - (127) (257) (324) (391) Total expense measures

Departmental - (127) (257) (324) (391) Total - (127) (257) (324) (391) Capital measures Efficiency dividend - temporary increase in the rate all

Departmental capital - (4) (8) (11) (13) Total - (4) (8) (11) (13) Total capital measures



174





Each outcome is described below together with its related programs, specifying the performance indicators and targets used to assess and monitor the performance of NFSAA in achieving government outcomes.

Outcome 1: Increased understanding and appreciation of Australia’s audiovisual history by developing, preserving, maintaining and promoting the national audiovisual collection and providing access to audiovisual material of historic and cultural significance.

Outcome 1 StrategyThe NFSAA continues to build on key business strategies and implementation plans to support the NFSAA’s role in developing, preserving, maintaining, promoting and providing access to the national audiovisual collection. Strategies of highest priority include effectively dealing with digitisation and storage challenges, with a particular focus on identifying short, medium and long-term solutions.

The NFSAA’s Collection Policy has undergone substantial review to ensure it provides the framework for building the collection across a broad range of audiovisual and related material. In the absence of a legal deposit regime, whereby audiovisual materials are required to be deposited, the NFSAA proactively develops the collection through industry partnerships and agreements and on a case-by-case basis.

Implementation of the NFSAA’s Collection Preservation Strategy and Cross Media Preservation Plan ensure decisions about preservation priorities are determined by taking into account a range of factors including: significance; external demand for access; potential for profiling the NFSAA; physical decay and obsolescence. Criteria for selecting film, sound, broadcasting, new media, documents and artefacts preservation copying projects reflect the strategic objectives that are established in the NFSAA Corporate Plan.

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Promoting and enhancing access to the collection is being pursued through the implementation of a number of related strategies that focus on opening the collection to users and promoting it as a resource for research and learning. This is being achieved through partnerships with the education sector and by connecting with targeted culturally diverse communities, in particular, Indigenous communities. These partnerships open up access to Indigenous material and identify and return copies of culturally significant works. Audience research is being undertaken to enable the NFSAA to better understand the needs of its audiences and to support the refinement and implementation of a range of programs and activities.





expenses

$'000 $'000

Program 1.1: Develop, preserve and present Australia's national collection and other related collections and make them available to all Australians

Departmental expensesDepartmental appropriation 1 26,027 27,280

Expenses not requiring appropriation in the Budget year 2 3,000 3,000 Total for Program 1.1 29,027 30,280



Outcome 1: Increased understanding and appreciation of Australia's audiovisual history by developing, preserving, maintaining and promoting the national audiovisual collection and providing access to audiovisual material of historic and cultural significance

1 Departmental appropriation combines "Ordinary annual services (Appropriation Bill 1)" and "Revenue from independent sources".

2 Expenses not requiring appropriation in the Budget year is made up of depreciation and amortisation expense for heritage and cultural assets and gains from collection donations.

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Program 1.1: Develop, preserve and present Australia’s national collection and other related collections and make them available to all Australians.

Program 1.1 objective• The establishment of the NFSAA, with a mandate to collect, preserve

and share the national audiovisual collection, is in recognition of the importance that maintaining a collection of Australia’s audiovisual heritage has to providing an understanding of our past, present and future and place in the world.

• Development of the collection focuses across the broad range of audiovisual material and includes acquisition of all Australian feature length films and select commercial sound recordings, a selection of short films, television works, radio programs, associated documents and artefacts, and new media materials.

• Preservation of the collection is fundamental to its permanent availability to all Australians. The NFSAA defines preservation as 'all the practices and procedures necessary to ensure permanent accessibility (with a minimum loss of quality) of the visual or sonic content of the materials'. These practices and procedures include copying, maintaining appropriate environmental conditions, monitoring and testing.

• Interpreting and making the collection accessible to all people is being pursued in many ways - by supplying footage and recordings for use in television and radio productions, by encouraging and supporting research into the collection, by providing high quality information about the collection, by running regular screenings of selected Australian films, through innovative exhibitions, travelling shows, live presentations, educational programs, video and audio products, and online through ‘Search The Collection’, australianscreen online and the digital learning websites drawn from the former Film Australia Library that were transferred to the NFSAA from Screen Australia during 2009-10.

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Program 1.1 expensesNo new funding was provided to NFSAA in the 2011-12 Budget.



Employee benefits 16,028 17,110 17,438 17,770 18,111 Suppliers 7,325 7,377 7,417 7,382 7,059 Depreciation and amortisation 2,854 2,945 2,977 3,008 3,041 Finance costs 10 10 10 10 10

Expenses not requiring appropriation inthe Budget year 1 2,810 2,838 2,867 2,895 2,924

Total departmental expenses 29,027 30,280 30,709 31,065 31,145 1 Expenses not requiring appropriation in the Budget year is made up of depreciation and amortisation

expense for heritage and cultural assets.

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Program 1.1 deliverables• Through acquisition and preservation the NFSAA will build and maintain

a unique and comprehensive collection of Australian audiovisual and new media material.

• The NFSAA will facilitate access to the collection, nationally and internationally, online and through provision of a wide variety of public programs that promote and enhance understanding, relevance, appreciation and interpretation of the collection.


Deliverables budget year 1 year 2 year 3Number of Australian feature length f ilms acquired

100 100 100 100 100

Number of Australian short films acquired

100 100 100 100 100

Number of television w orks acquired 2,000 2,000 2,000 2,000 2,000

Number of new media w orks acquired

100 100 100 100 100

Number of documentaries aquired 150 150 150 150 150Number of recorded sound w orks acquired

8,000 8,000 8,000 8,000 8,000

Number of documents and artefacts acquired

25,000 25,000 25,000 25,000 25,000

Number of Oral History titles acquired

100 100 100 100 100

Number of international f ilm titles acquired

200 200 200 200 200

Number of international sound recordings acquired

50 50 50 50 50

Number of titles preserved and made accessible

6,250 6,250 6,250 6,250 6,250

Percentage of storage standards achieved w ithin set parameters

95% 95% 95% 95% 95%

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Program 1.1 key performance indicatorsPerformance of this program is measured through acquisition and preservation rates and visitor numbers to the NFSAA, its activities and events and online.


Indicators budget target year 1 year 2 year 3Number of interactions w ith the national collection

41,200 41,200 41,200 41,200 41,200

Number of collection w orks physically accessed

8,000 8,000 8,000 8,000 8,000

Number of interactions w ith the NFSAA

141,500 141,500 141,500 141,500 141,500

Percentage of service delivery requests responded to in accordance w ith the Service Charter obligations

90% 90% 90% 90% 90%

Percentage of feedback records high level of satisfaction regarding quality of service delivery to researchers, donors and clients

95% 95% 95% 95% 95%

Number of increased digital collection items available to users online via Search The Collection (ie >13,600)

15,000 15,500 16,000 16,500 17,000

Number of total unique visits across NFSA w ebsite in millions

1.00 1.01 1.02 1.03 1.04

Number of w orks relocated to improved storage conditions

12,000 25,000 25,000 25,000 25,000

Number of acquisitions made in accordance w ith Collection Policy

100 100 100 100 100

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3.1.1 Movement of administered funds between yearsNFSAA does not have any movement of administered funds.3.1.2 Special AccountsNFSAA does not have any special accounts.



NFSAOutcome 1Departmental 2011-12 630 - - 630 - 630 1.1 Departmental 2010-11 618 - - 618 - 618 1.1 Total outcome 2011-12 630 - - 630 - 630 1.1 Total outcome 2010-11 618 - - 618 - 618 1.1

Total AGIE 2011-12 630 - - 630 - 630 1.1 Total AGIE 2010-11 618 - - 618 - 618 1.1

Appropriations

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3.2.1 Differences in agency resourcing and financial statementsThere are no differences between the resource information presented in the Budget Papers and Portfolio Budget Statements as a result of differences between Australian Accounting Standards (AAS) and Government Finance Statistics (GFS).

3.2.2 Analysis of budgeted financial statementsThe budgeted financial statements for 2011-12 do not show significant variations from current year’s reviewed forecast and reflect modest impacts of consumer price index adjustments.

182




2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

EXPENSESEmployee benefits 16,028 17,110 17,438 17,770 18,111 Supplier expenses 7,325 7,377 7,417 7,382 7,059 Depreciation and amortisation 5,664 5,783 5,844 5,903 5,965 Finance costs 10 10 10 10 10 Total expenses 29,027 30,280 30,709 31,065 31,145 LESS: OWN-SOURCE INCOMEOwn-source revenueSale of goods and rendering of 700 1,750 1,750 1,750 1,750 Interest 400 350 300 275 250 Royalties 100 100 100 100 100 Other 200 100 100 100 100 Total own-source revenue 1,400 2,300 2,250 2,225 2,200 GainsCollection donations 3,000 3,000 3,000 3,000 3,000 Other - - 200 400 400 Total gains 3,000 3,000 3,200 3,400 3,400 Total own-source income 4,400 5,300 5,450 5,625 5,600 Net cost of (contribution by)

services 24,627 24,980 25,259 25,440 25,545 Revenue f rom Government 24,627 24,980 25,259 25,440 25,545


Australian Government - - - - - Note: Reconciliation of comprehensive income attributable to the agency

2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

Operating result attributable to the Australian Government - - - - -

plus non-appropriated expensesheritage and cultural depreciationand amortisation expenses 2,810 2,838 2,867 2,895 2,924

Operating result attributable to the agency 2,810 2,838 2,867 2,895 2,924


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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Cash and cash equivalents 2,620 1,069 982 1,337 757 Trade and other receivables 379 379 379 379 379 Investments 4,000 2,000 1,000 1,000 1,000


Land and buildings 35,580 37,708 37,825 37,031 37,326 Property, plant and equipment 6,036 6,652 6,852 6,561 6,154 Heritage and cultural assets 173,648 175,576 177,534 179,473 181,392 Intangibles 1,830 1,615 1,397 1,174 945 Inventories 605 605 605 605 605 Other 346 347 346 346 346

Total non-financial assets 218,045 222,503 224,559 225,190 226,768

Total assets 225,044 225,951 226,920 227,906 228,904 LIABILITIESPayables

Suppliers 566 566 566 566 566 Other 124 124 124 124 124

Total payables 690 690 690 690 690 Interest bearing liabilities

Leases 80 80 80 80 80 Total interest bearing liabilities 80 80 80 80 80 Provisions


Total provisions 4,388 4,529 4,672 4,824 4,979 Total liabilities 5,158 5,299 5,442 5,594 5,749 Net assets 219,886 220,652 221,478 222,312 223,155 EQUITY*


(accumulated deficit) 213,058 213,058 213,058 213,058 213,058 Total Equity 219,886 220,652 221,478 222,312 223,155


184




reserve capital$'000 $'000 $'000 $'000


previous period 213,058 5,414 1,414 219,886 Adjusted opening balance 213,058 5,414 1,414 219,886 Comprehensive income

Total comprehensive incomerecognised directly in equity - - - -

Transactions w ith ownersContributions by owners

Appropriation (equity injection) - - 766 766 Sub-total transactions with owners - - 766 766 Estimated closing balance

as at 30 June 2012 213,058 5,414 2,180 220,652 Closing balance attributable to the

Australian Government 213,058 5,414 2,180 220,652 Prepared on Australian Accounting Standards basis.

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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Goods and services 880 1,940 1,940 1,940 1,940 Appropriations 24,627 24,980 25,259 25,440 25,545 Interest 400 350 300 275 250 Net GST received 653 618 628 632 603 Other 200 100 300 500 500





Investments - 2,000 1,000 - - Total cash received - 2,000 1,000 - - Cash used




Contributed equity 712 766 826 834 843 Total cash received 712 766 826 834 843

Cash usedOther 34 - - - -

Total cash used 34 - - - - Net cash from (used by)

financing activities 678 766 826 834 843 Net increase (decrease)

in cash held (1,089) (1,551) (87) 355 (580) Cash and cash equivalents at the

beginning of the reporting period 3,709 2,620 1,069 982 1,337 Cash and cash equivalents at the

end of the reporting period 2,620 1,069 982 1,337 757 Prepared on Australian Accounting Standards basis.

186





Equity injections - Bill 2 712 766 826 834 843 Total capital appropriations 712 766 826 834 843 Represented by:

Purchase of non-financial assets 712 766 826 834 843 Total represented by 712 766 826 834 843 ADDITIONS OF NON-FINANCIAL

ASSETSFunded by capital appropriations 712 766 826 834 843 Funded internally from

departmental resources 1 6,855 9,475 7,075 5,700 6,700 TOTAL 7,567 10,241 7,901 6,534 7,543

1 Includes the following sources of funding: annual and prior year appropriations, donations and contributions, gifts, internally developed assets and receipts from independent sources.


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Table 3.2.6: Statement of Asset Movements (2011-12)1 "Appropriation equity" refers to equity injections provided through Appropriation Bill (No.2) 2011-12, including CDABs.2 "Appropriation ordinary annual services" refers to funding provided through Appropriation Bill (No.1) 2011-12 for depreciation / amortisation expenses, DCBs / ACBs

or other operational expenses.Prepared on Australian Accounting Standards basis.


188


Operations and Maintenance 2,784 Preservation and Conservation 5,755 Totals 8,539


189

National Gallery of Australia


189

NGA Budget Statements

NG

A


NATIONAL GALLERY OF AUSTRALIA




191

NG

A


NATIONAL GALLERY OF AUSTRALIA



The purpose of the National Gallery of Australia (NGA) is to serve the public by enhancing understanding and enjoyment of the visual arts. It serves the public through the effective and efficient use of its collections, which are developed, researched, preserved, displayed, interpreted, promoted and complemented with exhibitions and loans.

This purpose is consistent with the National Gallery Act 1975 which requires the NGA to:

develop and maintain its collection of works of art

exhibit, or make available for exhibition by others, works of art from the NGA’s collection, or works of art that are in the possession of the NGA

maximise use of the national collection in the national interest

provide information and access to works of art locally, nationally and internationally.

The NGA demonstrates its commitment to fulfilling its national charter by providing improved access to the visual arts and engagement with the Australian people. In 2010, the NGA completed and opened the Stage 1 South Entrance and Indigenous Australian Galleries. This project provides improved arrival, entry and visitor facilities, enhanced collection display spaces and purpose designed galleries for Aboriginal and Torres Strait Islander art.

The NGA protects, preserves and grows an unparalleled national collection. It presents compelling displays of art and exhibitions of the highest quality in Canberra as well as touring exhibitions across Australia. It also aims to increase access to the collection locally, nationally and internationally through loans, partnerships and joint ventures.

The NGA’s respected educational, research, scholarship and publishing activities, promotion and public profile contribute to Australia’s cultural enrichment. The NGA seeks to maximise opportunities to encourage public and corporate support. Underpinning these programs are high standards of

193


NG

A


governance, entrepreneurial activity and a commitment to best museum practice by NGA staff.

194


NG

A


Challenges that may impact deliverables include:

the continuing requirement to identify and achieve operational efficiencies

the care and maintenance of a growing national collection

the increasing costs of exhibition development

the NGA’s ability to continue to raise commercial revenue and attract support and benefaction from private sources.

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NG

A




Table 1.1: NGA Resource Statement — Budget Estimates for 2011-12as at Budget May 2011



2011-12 2011-12 2011-12 2010-11Source $'000 $'000 $'000 $'000



Outcome 1 - 29,609 29,609 29,598 Total ordinary annual services - 29,609 29,609 29,598

Other services2

Non-operating - 16,219 16,219 17,775


Total funds from Government - 45,828 45,828 47,373 FUNDS FROM OTHER SOURCES

Interest - 385 385 385 Dividends - 75 75 75 Sale of goods and services - 4,670 4,670 4,659 Other - 850 850 850 Total - 5,980 5,980 5,969

Total net resourcing for agency 6,202 51,808 58,010 64,399 1 Appropriation Bill (No.1) 2011-12.2 Appropriation Bill (No.2) 2011-12.Reader note: NGA is not directly appropriated as it is a CAC Act body. Appropriations are made to the Department of the Prime Minister and Cabinet which are then paid to the National Gallery of Australia and are considered 'departmental' for all purposes.All figures are GST exclusive.

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1.3 BUDGET MEASURES

Budget measures relating to NGA are detailed in Budget Paper No. 2 and are summarised below.

Table 1.2 NGA 2011-12 Budget MeasuresProgram 2010-11 2011-12 2012-13 2013-14 2014-15

$'000 $'000 $'000 $'000 $'000






Reader note: The National Gallery of Australia building refurbishment and enhancement project – additional funding measure has not been included in Table 1.2 (2010-11: $2m). This measure was previously published in the 2010-11 Additional Estimates Statements (page 90).Prepared on a Government Finance Statistics (fiscal) basis.

197

NG

A





Each outcome is described below together with its related programs, specifying the performance indicators and targets used to assess and monitor the performance of the NGA in achieving government outcomes.

Outcome 1: Increased understanding, knowledge and enjoyment of the visual arts by providing access to, and information about, works of art locally, nationally and internationally.

Outcome 1 StrategyBy improving understanding and enjoyment of the visual arts, the Government can provide social benefits for the Australian community and enhance Australia’s international reputation. These improvements can be realised through developing and maintaining a quality collection and providing access to information about both the collection and works of art on loan to the NGA.

The NGA is responsible for maintaining and presenting the national art collection. It develops, researches, preserves, displays, interprets and promotes the collection. In addition, the NGA enhances the understanding and enjoyment of the visual arts through an innovative public program, dissemination of information and a diverse education program.

In 2011-12 the NGA will continue to develop and maintain the collection. It will provide access to these works through loans, exhibitions, publications, displays and public programs.

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expenses$'000 $'000

Revenue f rom GovernmentOrdinary annual services (Appropriation Bill No. 1) 29,598 29,609

Revenues from industry sources 1,150 1,150 Revenues from other independent sources 9,661 9,957




Outcome 1: Increased understanding, knowledge and enjoyment of the visual arts by providing access to, and information about, works of art locally, nationally and internationally

Program 1.1: Collection development, management, access and promotion

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NG

A



Program 1.1: Collection development, management, access and promotion.

Program 1.1 objectiveThe NGA aims to build a collection of outstanding quality through purchase, gift and bequest. It also refines the collection through the disposal of works that no longer comply with collection development policies.

The NGA’s collection is carefully catalogued to provide information about the collection. The NGA stores, secures and conserves its collection in order to preserve it for the Australian people now and in the future.

The NGA provides access to works of art by displaying, exhibiting and lending its collection, as well as borrowing works from other sources. Access to works from the collection that are not on display is also provided. The NGA enhances the understanding, knowledge and enjoyment of art through publications, visitor services, education, public programs and multimedia.

The NGA aims to achieve the widest possible audience for the collection by attracting visitors to the Gallery and sending works of art around Australia and overseas.

Program 1.1 expensesThe increase in program expenses from 2010–11 to 2011–12 is primarily attributable to an increase in building depreciation, interest on borrowings, employee expenditure that is offset by a reduction in supply expenditure. Program expenditure relating to estimated staffing and supplier requirements will remain relatively stable over forward years.


$'000 $'000 $'000 $'000 $'000

Annual departmental expenses:Departmental item 40,409 40,716 41,256 41,462 41,634

Total departmental expenses 40,409 40,716 41,256 41,462 41,634

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Program 1.1 deliverablesThe NGA aims to strengthen the national collection by acquiring, researching and documenting works of art that complement and build on the current strengths of the collection. It will continue to maintain the collection in accordance with endorsed standards.


Deliverables budget year 1 year 2 year 3Percentage of w orks acquired researched and documented in accordance w ith endorsed standards

100% 100% 100% 100% 100%

Number of w orks digitised 10,000 10,000 10,000 10,000 10,000Number of w orks subjected to conservation treatment

1,800 1,800 1,800 1,800 1,800

Number of w orks of art loaned 1,200 1,200 1,200 1,200 1,200

Program 1.1 key performance indicators The NGA is committed to building and maintaining an outstanding art collection for the nation and providing access to the collection locally, nationally, and internationally. This will be achieved through the ongoing development of the collection and delivery of inspirational exhibitions supported by research, scholarships, education and public programs.

The performance of this program will be measured through increased access to the collection and increased levels of visitor satisfaction.

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A



Indicators budget target year 1 year 2 year 3Percentage of w orks acquired in accordance w ith the endorsed Acquisition Policy and the 10-Year Acquisition Strategy

100% 100% 100% 100% 100%

Number of incidents of signif icant damage or deterioration to w orks of art in the collection or on loan to the NGA

Nil Nil Nil Nil Nil

Number of people visiting the NGA as w ell as accessing the collection through travelling exhibitions, loans and the collection study room in millions

3 3 3 3 3

Percentage of NGA visitors satisf ied w ith displays and exhibitions

87% 89% 90% 90% 90%

Number of people w ho accessed information through the NGA w ebsite in millions

1.4 1.6 1.8 2 2

Percentage of visitors w ho believed their know ledge and understanding of the visual arts w as enhanced

87% 89% 90% 90% 90%

Attendance numbers at NGA events

112,000 114,000 116,000 118,000 120,000

Percentage of attendees satisf ied w ith NGA events

87% 89% 90% 90% 90% Section 3: Explanatory tables and budgeted financial statements



3.1.1 Movement of administered funds between yearsThere NGA does not have any movement of administered funds.

3.1.2 Special AccountsThe NGA does not manage any special accounts.

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NGAOutcome 1Departmental 2011-12 850 - - 850 - 850 1 Departmental 2010-11 450 - - 450 - 450 1 Total outcome 2011-12 850 - - 850 - 850 1 Total outcome 2010-11 450 - - 450 - 450 1

Total departmental 2011-12 850 - - 850 - 850 1 Total departmental 2010-11 450 - - 450 - 450 1

Total AGIE 2011-12 850 - - 850 - 850 1 Total AGIE 2010-11 450 - - 450 - 450 1

Appropriations

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3.2.1 Differences in agency resourcing and financial statementsThere are no differences between the resource information presented in the Budget Papers and the Portfolio Budget Statements as a result of differences between Australian Accounting Standards (AAS) and Government Finance Statistics.

3.2.2 Analysis of budgeted financial statementsThe budgeted financial statements are prepared on an accrual basis and are in accordance with the Australian Equivalents to International Financial Reporting Standards (AEIFRS). It is government policy not to recognise any possible depreciation expense for heritage and cultural assets from the financial years 2009-10 and beyond pending a review of the NGA’s curatorial and preservation policies. Consequently, the budget for the 2011-12 financial year does not include depreciation of heritage and cultural assets. An analysis of the budgeted statements for 2011–12 is provided below.

Income statementNet cost of services for the NGA are expected to be $29.585 million in 2011-12. Government funding has been reduced by $3 million in lieu of the second instalment of a loan repayment. Included in total revenue is a debt waiver of $3 million which in turn has been offset by the reduction in cash received from government for the second instalment of the loan repayment.

Total revenue is expected to be $40.740 million, an increase of $0.322 million from the estimate for 2010–11. The increase in revenue comprises additional government funding of $0.011 million for depreciation and operational expenses and an increase in independent revenue of $0.311 million from an estimated increase in sale of goods and services.

Total expenses for 2011–12 are estimated to be $40.716 million which is an increase of $0.307 million over the estimate for 2010–11. This includes an increase in building depreciation of $0.039 million and interest on borrowings of $0.314 million together with an increase in employee benefits of $0.365 offset by a reduction in supplier expenses of $0.333 million. Interest payments have been funded by a reduction in supplier expenses as a result of a reduction in program costs.

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Balance SheetThe NGA’s total assets are budgeted to increase in 2011–12 by $13.340 million. This mainly comprises capital expenditure on improvements to the building and purchases of works of art. In 2011–12 the NGA will also repay $3 million of its loan principal which was applied to the Stage 1 South Entrance and Indigenous Australian Galleries project. The NGA will also receive a combined equity injection and a capital development acquisition budget of $16.219 million in 2011–12 for the development of its collection of works of art.

Statement of Cash flowsThe cash balance is budgeted to increase by $0.998 million in 2011–12 due to expenditure and funding differences for the building project and purchases of heritage and cultural assets.

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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

EXPENSESEmployee benefits 20,179 20,544 20,946 21,054 21,593 Supplier expenses 13,559 13,226 13,409 13,464 12,747 Depreciation and amortisation 6,518 6,557 6,669 6,869 7,219 Write-dow n and impairment of assets 75 75 75 75 75 Other 78 314 157 - - Total expenses 40,409 40,716 41,256 41,462 41,634 LESS: OWN-SOURCE INCOMEOwn-source revenueSale of goods and rendering of services 6,210 6,521 7,030 7,080 7,100 Interest 385 385 385 385 385 Dividends 75 75 100 100 100 Other 1,150 1,150 1,150 1,150 1,150 Total own-source revenue 7,820 8,131 8,665 8,715 8,735 GainsOther 3,000 3,000 3,000 - - Total gains 3,000 3,000 3,000 - - Total own-source income 10,820 11,131 11,665 8,715 8,735 Net cost of (contribution by)


Surplus (Deficit) 9 24 14 10 - Surplus (Deficit) attributable to the

Australian Government 9 24 14 10 - Total comprehensive income 9 24 14 10 - Total comprehensive income

attributable to theAustralian Government 9 24 14 10 -



Australian Government 9 24 14 10 - plus non-appropriated expenses

heritage and cultural depreciationand amortisation expenses - - - - -

Operating result attributable to the agency 9 24 14 10 -


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Table 3.2.2: Budgeted departmental balance sheet (as at 30 June)Estimated Budget Forw ard Forw ard Forw ard


$'000 $'000 $'000 $'000 $'000ASSETSFinancial assets

Cash and cash equivalents 6,202 7,200 7,690 7,798 7,898 Trade and other receivables 1,432 1,432 1,432 1,432 1,432 Other investments 1,260 1,260 1,260 1,260 1,260 Other 132 132 132 132 132


Land and buildings 310,015 306,865 303,652 303,652 303,652 Property, plant and equipment 1,773 1,473 1,773 1,773 1,773 Heritage & cultural assets 3,951,764 3,967,556 3,983,516 4,000,115 4,017,508 Intangibles 317 317 317 317 317 Inventories 703 703 703 703 703 Other 145 145 145 145 145

Total non-financial assets 4,264,717 4,277,059 4,290,106 4,306,705 4,324,098 Total assets 4,273,743 4,287,083 4,300,620 4,317,327 4,334,820 LIABILITIESPayables

Suppliers 6,346 6,346 6,346 6,346 6,346 Other 1,803 1,803 1,803 1,803 1,803


Loans 6,000 3,000 - - - Total interest bearing liabilities 6,000 3,000 - - - Provisions

Employee provisions 5,849 5,946 6,044 6,142 6,242 Total provisions 5,849 5,946 6,044 6,142 6,242 Total liabilities 19,998 17,095 14,193 14,291 14,391 Net assets 4,253,745 4,269,988 4,286,427 4,303,036 4,320,429

EQUITY*Parent entity interest

Contributed equity 199,941 216,160 232,585 249,184 266,577 Reserves 3,384,477 3,384,477 3,384,477 3,384,477 3,384,477 Retained surplus 669,327 669,351 669,365 669,375 669,375

(accumulated deficit) - - - - - Total parent entity interest 4,253,745 4,269,988 4,286,427 4,303,036 4,320,429 Total Equity 4,253,745 4,269,988 4,286,427 4,303,036 4,320,429


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reserve capital$'000 $'000 $'000 $'000 $'000


previous period 669,327 3,384,477 - 199,941 4,253,745 Adjusted opening balance 669,327 3,384,477 - 199,941 4,253,745 Comprehensive income

Surplus (deficit) for the period 24 - - - 24 Total comprehensive income

recognised directly in equity 24 - - - 24 Transactions w ith owners

Contributions by ownersAppropriation (equity injection) - - - 4,000 4,000 Appropriation (departmental)capital budget - - - 12,219 12,219


Estimated closing balanceas at 30 June 2012 669,351 3,384,477 - 216,160 4,269,988

Closing balance attributable to the Australian Government 669,351 3,384,477 - 216,160 4,269,988

* This disclosure is not required if an entity does not have non-controlling interests.Prepared on Australian Accounting Standards basis.

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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Goods and services 4,659 4,670 7,028 7,078 7,098 Appropriations 29,598 29,609 29,605 32,757 32,899 Interest 385 385 385 385 385 Dividends 75 75 100 100 100 Net GST received 1,849 1,849 - - - Other 850 850 1,150 1,150 1,150


Employees 20,179 20,447 20,848 20,956 21,493 Suppliers 11,171 10,620 13,481 13,537 12,820 Borrow ing costs 78 314 157 - - Net GST paid 2,679 2,679 - - -







Net cash from (used by) financing activities 17,775 16,219 16,424 16,599 17,393

Net increase (decrease)in cash held (4,855) 998 490 108 100 Cash and cash equivalents at the



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Table 3.2.5: Departmental Capital Budget Statement – Reconciliation of Heritage and Cultural Asset Funding


2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

CAPITAL APPROPRIATIONSEquity injections - Bill 2 17,775 16,219 16,424 16,599 17,393

Total capital appropriations 17,775 16,219 16,424 16,599 17,393 Represented by:




1 Includes the following sources of funding: annual and prior year appropriations, donations and contributions, gifts, internally developed assets, s31 relevant agency receipts, and proceeds from the sale of assets.


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Table 3.2.6: Statement of Departmental Asset Movements (2011-12)Heritage and Cultural Collection Institutions

Land Buildings Other Heritage Intangibles Totalproperty, and culturalplant and assets

equipment$'000 $'000 $'000 $'000 $'000 $'000

As at 1 July 2011Gross book value 11,075 332,519 8,502 4,038,610 2,117 4,392,823 Accumulated depreciation/amortisation

and impairment - 33,579 6,729 86,846 1,800 128,954 Opening net book balance 11,075 298,940 1,773 3,951,764 317 4,263,869 CAPITAL ASSET ADDITIONSEstimated expenditure on


By purchase - appropriation equity1 - 2,444 600 15,792 63 18,899 By purchase - appropriation ordinary

annual services2 - 5,594 900 - 63 6,557 Total additions - 8,038 1,500 15,792 126 25,456 Other movementsDepreciation/amortisation expense - 5,594 900 - 63 6,557 As at 30 June 2012Gross book value 11,075 334,963 9,102 4,054,402 2,180 4,411,722 Accumulated depreciation/amortisation

and impairment - 39,173 7,629 86,846 1,863 135,511 Closing net book balance 11,075 295,790 1,473 3,967,556 317 4,276,211

Asset Category

1 Appropriation equity refers to equity injections or Administered Assets and Liabilities appropriations provided through Appropriation Bill (No.2) 2011-12, including CDABs.

2 Appropriation ordinary annual services" refers to funding provided through Appropriation Bill (No.1) 2011-12 for depreciation / amortisation expenses, DCBs / ACBs or other operational expenses.



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National Library of Australia


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NATIONAL LIBRARY OF AUSTRALIA




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NLA Budget Statements

NATIONAL LIBRARY OF AUSTRALIA



The functions of the National Library of Australia (NLA) are defined in the National Library Act 1960 to:

maintain and develop a national collection of library material, including a comprehensive collection of library material relating to Australia and the Australian people

make library material in the national collection available

make available such other services in relation to library matters and library material as determined by the National Library Council

cooperate in library matters with authorities or persons, whether in Australia or elsewhere, concerned with library matters.

The NLA actively supports learning, creative and intellectual endeavour and the dissemination of knowledge, ideas and information. The NLA has a strong national focus in its outlook, services, products and activities and is committed to a leadership role in sharing expertise and coordinating key projects across the research, collecting and cultural sectors.

The NLA’s broad strategic objective is to continue to enhance learning and knowledge creation by simplifying and integrating services that allow users to find and get material. The NLA also aims to establish new ways of collecting, sharing, recording, disseminating and preserving knowledge.

The main challenges facing the NLA during the 2011-12 financial year are the care and maintenance of a growing national collection and the need to operate in a digital world, including:

collecting, preserving and making digital collections accessible to all Australians

ensuring our services meet the needs of users in a rapidly evolving landscape which requires significant investment in innovation and IT infrastructure.

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Table 1.1: NLA Resource Statement — Budget Estimates for 2011-12 as at Budget May 2011



2011-12 2011-12 2011-12 2010-11Source $'000 $'000 $'000 $'000



Outcome 1 - 48,989 48,989 49,105


Other services²Non-operating - 9,779 9,779 9,743



FUNDS FROM OTHER SOURCESInterest - 2,280 2,280 3,070 Royalties - 229 229 173 Sale of goods and services - 8,038 8,038 7,820 Other - 731 731 1,275 Total - 11,278 11,278 12,338

Total net resourcing for agency 47,052 70,046 117,098 127,457 1 Appropriation Bill (No.1) 2011-12.2 Appropriation Bill (No.2) 2011-12.Reader note: The NLA is not directly appropriated as it is a CAC Act body. Appropriations are made to the Department of the Prime Minister and Cabinet which are then paid to the NLA and are considered 'departmental' for all purposes.All figures are GST exclusive.

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1.3 BUDGET MEASURES

Budget measures relating to NLA are detailed in Budget Paper No. 2 and are summarised below.

Table 1.2 NLA 2011-12 Budget MeasuresProgram 2010-11 2011-12 2012-13 2013-14 2014-15

$'000 $'000 $'000 $'000 $'000







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Each outcome is described below together with its related programs, specifying the performance indicators and targets used to assess and monitor the performance of the NLA in achieving government outcomes.

Outcome 1: Enhanced learning, knowledge creation, enjoyment and understanding of Australian life and society by providing access to a national collection of library material.

Outcome 1 StrategyCollecting and PreservingThe NLA collects Australian printed publications under the legal deposit section of the Copyright Act 1968 and selected materials in other formats including oral histories, manuscripts, pictures and electronic publications. The NLA also harvests and archives a snapshot of the Australian (.au) Internet domain.

In 2011-12 the NLA will:

implement a new international standard for the bibliographic description of library materials

collaborate with relevant agencies to discuss the extension of legal deposit to non-print resources

plan and design the implementation of a next generation Digital Library Infrastructure to support digital Australian collections.

Providing AccessThe NLA provides access to its collections to all Australians through services to users in the main NLA building and nationally through online information services. The NLA provides reference and lending services to both its on-site users and to those outside Canberra via online services and the digitisation

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of selected resources from its Australian collection. The NLA also delivers a diverse annual program of exhibitions and events.


complete construction of a Treasures Gallery, which will enable the NLA to permanently display its iconic, rare and important collection items to the public

commence work on the integration of the Main and Newspaper reading rooms

implement improved systems and workflows to enhance the supply of copies of collection material to users.

CollaborationThe NLA aims to collaborate nationally and internationally to ensure that Australians have access to the information resources they need on a professional and personal level to undertake their research, study and life-long learning and to understand and appreciate Australia’s history and culture. The NLA’s services are designed so that they are accessible to all Australians.

The NLA works in partnership with other collecting institutions to improve online services and develop common standards, sharing expertise and knowledge. In addition, the NLA represents the interests of the Australian library sector nationally and internationally.


continue to work collaboratively with National and State Libraries Australasia on a series of major projects known as Reimagining Libraries, which aim to transform services offered by the national, state and territory libraries to better meet the needs of Australians for access to library services in the digital age

continue a major oral history project, funded by the Department of Families, Housing, Community Services and Indigenous Affairs, to record the story of the Forgotten Australians and former child migrants

improve our national collection discovery service, Trove, and extend Trove to include journal articles and licensed electronic resources

improve the performance of Libraries Australia, a national resource sharing service, by redeveloping the search interface

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participate in and contribute to the work of international library bodies including the Committee of Principles, the Conference of Directors of National Libraries and the International Federation of Library Associations.

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expenses$'000 $'000

Program 1.1: National Library of AustraliaRevenue f rom Government

Ordinary annual services (Appropriation Bill No. 1) 49,105 48,989 Revenues from other independent sources 14,883 13,866 Expenses not requiring appropriation in the budget year 12,253 13,369




Outcome 1: Enhanced learning, knowledge creation, enjoyment and understanding of Australian life and society by providing access to a national collection of library material

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Program 1.1: The National Library of Australia

Program 1.1 objectiveThe NLA seeks to enhance learning, knowledge creation, enjoyment and understanding of Australian life and society through the following objectives:

ensuring a comprehensive record of Australian history and endeavour and a selected record of the world’s knowledge is collected, cared for and made accessible. Australian library materials and a selection of non-Australian publications will be collected, catalogued and preserved by the NLA for current and future access

delivering, nationally and internationally, information services providing access to the NLA collection that will meet the needs of library users for rapid and easy access to collections and other resources

providing and supporting collaborative projects and services that will lead to improved national access to documentary resources, and to efficiencies in the operation of Australian libraries.

Program 1.1 expensesAs can be noted from the following table the Library does not have any significant trends, changes or variance in program expenses over the forward years.



National Library of Australia 63,988 62,855 62,213 62,214 62,277 Expenses not requiring appropriation in

the Budget year 1 12,253 13,369 13,409 13,368 13,205 Total departmental expenses 76,241 76,224 75,622 75,582 75,482

1 Expenses not requiring appropriation in the Budget year is made up of collection depreciation expense and the current year surplus (see Table 3.2.1).

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Program 1.1 deliverables Develop, store and maintain the national collection.

Provide access to the national collection and other documentary resources.

Provide and support collaborative projects and services to better meet the needs of Australians for access to library services in the digital age.

2011-12 2012-13 2013-14 2014-15Budget Forw ard Forw ard Forw ard

Deliverables year 1 year 2 year 3Number of Collection items stored and maintained in millions

6.338 6.416 6.494 6.572

Number of Collection items catalogued or indexed

75,000 75,000 75,000 75,000

Number of physical Collection items delivered to users

240,000 241,000 242,000 242,000

Number of w ebsite pageview s in millions1 364 389 416 445Number of agencies subscribing to key collaborative services

2,310 2,355 2,390 2,425

Number of records / items contributed by subscribing agencies in millions2 15.059 16.659 16.659 16.659

1 The increase in website access reflects the ongoing growth and development of Trove, the NLA's web based discovery service; and increased access to the NLA's online services.

2 The decrease in records / item contributions in 2011-12 reflects the additional partner records / items received following the implementation of Trove in 2010-11.

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Program 1.1 key performance indicatorsThe NLA will continue to implement strategies to ensure the national collection is stored and maintained to appropriate standards so that no significant damage to, or deterioration of, the collection occurs.

The NLA will provide access to the national collection online through its website and onsite through its reading rooms. It will uphold the standards outlined in our service charter so that our users continue to receive satisfactory service.

The NLA will continue to work with other collecting and research institutions to develop services that benefit library users nationally.


Indicators budget target year 1 year 2 year 3National Collection - Processing standards

95% 95% 95% 95% 95%

National Collection - Storage standards

95% 95% 95% 95% 95%

Collection Access - Service Charter

100% 100% 100% 100% 100%

Collaborative services standards and timeframes

97% 97% 97% 97% 97%

Percentage grow th in National Collection - Delivered1 2% 0% 1% 1% 1%

Percentage grow th in w ebsite pageview s

7% 7% 7% 7% 7%

1 The decrease reflects an expected reduction in demand for inter-library loan requests and also the expected impact of a new pricing structure for inter-library loans.

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3.1.1 Movement of administered funds between yearsThe NLA does not have any movements of administered funds.

3.1.2 Special AccountsThe NLA does not manage any special accounts.

3.1.3 Australian Government Indigenous ExpenditureThe NLA has no Indigenous-specific expenditure.

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3.2.1 Differences in agency resourcing and financial statementsThere are no differences between the resource information presented in the Budget Papers and the Portfolio Budget Statements as a result of differences between Australian Accounting Standards (AAS) and Government Finance Statistics (GFS).

3.2.2 Analysis of budgeted financial statementsIncome StatementBudgeted income for 2011-12, including government appropriations, totals $62.9 million and budgeted operating expenses total $76.2 million. It should be noted that from an income statement perspective, the Library does not receive appropriation funding for heritage and cultural depreciation totalling $13.5 million. After adjusting for the unfunded collection depreciation the Library is estimated to have an operating surplus of $0.2 million and this compares to an estimated budgeted operating surplus of $0.9 million for 2010-11 after also adjusting for unfunded heritage and cultural depreciation. Table 3.2.1 includes a note to reconcile the operating result attributable to the NLA.

IncomeTotal budgeted income for 2011-12 of $62.9 million is $1.1 million lower than the estimated actual income for 2010-11.

There is a minor decrease in appropriation revenue from 2010-11 estimated actual of $0.1 million or 0.2 per cent as the result of parameter adjustment less the effect of the efficiency dividend. There is a small increase in sales of goods and services totalling $0.2 million or 2.8 per cent. Other budgeted revenue decreases by $1.2 million or 17.5 per cent and is largely due to a decrease in interest revenue of $0.8 million as a result of a reduction in the funds available for investment and a decline in donations reflecting the receipt of a bequest totalling $0.6 million in the 2010-11 financial year.

ExpensesTotal budgeted operating expenses for 2011-12 are $76.2 million. The larger variations within operating expenses comprise an increase in depreciation expenses of $0.4 million or 2.0 per cent associated with the Library’s collection and a small decrease in supplier expenses of $0.6 million or 3.2 per cent.

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Balance SheetTotal AssetsThe value of the NLA’s total assets will decrease by $3.4 million to $1,704.3 million or 0.2 per cent. The net decrease in total assets reflects the use of equity injection funding of $9.8 million to acquire collection assets, the net operating result of -$13.4 million, resulting mostly from unfunded collection depreciation and a minor movement in liabilities of $0.1 million.

Total LiabilitiesThe value of the NLA’s total liabilities are planned to increase by $0.1 million or 0.8 per cent, when compared with the 2010-11 estimated actuals to $17.0 million. The minor increase in total budgeted liabilities relates to a 1.1 per cent increase in employee entitlements.

EquityThe NLA’s total equity is planned to decrease by $3.5 million to $1,687.3 million or 0.2 per cent in 2011-12. The decrease is the net result of the 2011-12 operating deficit of $13.4 million, resulting mostly from unfunded collection depreciation and the receipt of an equity injection of $9.8 million for the acquisition of Library collections.

Cash Flow StatementThere is a decrease in budgeted net cash from operating activities ($0.9 million or 11.7 per cent). The primary reason for this variance is the reduction in interest receipts of $0.8 million as a consequence of the reduction in available funds for investment.

Net cash used by investing activities is estimated to increase by $5.0 million or 40.0 per cent. There are a number of factors contributing to this variance including a reduction in the flow of cash from investments (i.e. interest bearing deposits with terms greater than 90 days) of $7.9 million and a decrease in the acquisition of property, plant and equipment of $3.4 million. The majority of this decrease relates to the construction of the Library’s new Treasures Gallery with the greater part of the construction being undertaken in the 2010-11 financial year, with completion planned in late 2011.

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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

EXPENSESEmployee benefits 36,881 37,016 37,016 37,016 37,016 Supplier expenses 17,980 17,401 16,791 16,751 16,651 Grants 445 442 450 450 450 Depreciation and amortisation 20,788 21,214 21,214 21,214 21,214 Write-dow n and impairment of assets 100 100 100 100 100 Other 47 51 51 51 51 Total expenses 76,241 76,224 75,622 75,582 75,482 LESS: OWN-SOURCE INCOMEOwn-source revenueSale of goods and rendering of services 7,820 8,038 7,840 7,840 7,840 Interest 3,070 2,280 1,890 1,720 1,540 Royalties 173 229 230 230 230 Other 3,820 3,319 3,205 3,205 3,205 Total own-source revenue 14,883 13,866 13,165 12,995 12,815 Total own-source income 14,883 13,866 13,165 12,995 12,815 Net cost of (contribution by)


Surplus (Deficit) (12,253) (13,369) (13,409) (13,368) (13,205) Surplus (Deficit) attributable to the

Australian Government (12,253) (13,369) (13,409) (13,368) (13,205) OTHER COMPREHENSIVE INCOMETotal comprehensive income (12,253) (13,369) (13,409) (13,368) (13,205) Total comprehensive income

attributable to theAustralian Government (12,253) (13,369) (13,409) (13,368) (13,205)



Australian Government (12,253) (13,369) (13,409) (13,368) (13,205) plus non-appropriated expenses

heritage and cultural depreciationand amortisation expenses 13,108 13,534 13,534 13,534 13,534

Operating result attributable to the agency 855 165 125 166 329


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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000




Land and buildings 191,696 194,978 197,771 197,603 196,632 Property, plant and equipment 1,458,569 1,458,468 1,459,077 1,459,399 1,461,122 Intangibles 4,243 4,772 4,707 4,337 3,594 Inventories 1,836 1,886 2,016 2,016 2,016 Other 1,793 1,793 1,793 1,793 1,793


Suppliers 4,300 4,300 4,300 4,300 4,300 Grants 31 31 31 31 31 Other 179 179 179 179 179

Total payables 4,510 4,510 4,510 4,510 4,510 Provisions

Employee provisions 12,370 12,511 12,510 12,625 12,733 Total provisions 12,370 12,511 12,510 12,625 12,733 Total liabilities 16,880 17,021 17,020 17,135 17,243 Net assets 1,690,858 1,687,268 1,683,700 1,680,241 1,677,031 EQUITY*Parent entity interest

Contributed equity 40,491 50,270 60,111 70,020 80,015 Reserves 235,944 235,944 235,944 235,944 235,944 Retained surplus 1,414,423 1,401,054 1,387,645 1,374,277 1,361,072

(accumulated deficit) - - - - - Total parent entity interest 1,690,858 1,687,268 1,683,700 1,680,241 1,677,031

Total Equity 1,690,858 1,687,268 1,683,700 1,680,241 1,677,031 * 'Equity' is the residual interest in assets after deduction of liabilities.Prepared on Australian Accounting Standards basis.

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reserve capital$'000 $'000 $'000 $'000


previous period 1,414,423 235,944 40,491 1,690,858 Adjusted opening balance 1,414,423 235,944 40,491 1,690,858 Comprehensive incomeSub-total comprehensive income - - - -

Surplus (def icit) for the period (13,369) - - (13,369) Total comprehensive income

recognised directly in equity (13,369) - - (13,369) Transactions w ith owners

Contributions by ownersAppropriation (equity injection) - - 9,779 9,779

Sub-total transactions with owners - - 9,779 9,779 Estimated closing balance

as at 30 June 2012 1,401,054 235,944 50,270 1,687,268 Prepared on Australian Accounting Standards basis.

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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Goods and services 7,820 8,038 7,840 7,840 7,840 Appropriations 49,105 48,989 49,048 49,219 49,462 Interest 3,070 2,280 1,890 1,720 1,540 Other 1,448 960 890 890 890






Investments 13,850 6,000 7,000 2,000 3,285 Total cash received 14,400 6,000 7,000 2,000 3,285 Cash used




Contributed equity 9,743 9,779 9,841 9,909 9,995 Total cash received 9,743 9,779 9,841 9,909 9,995 Net cash from (used by)


in cash held 4,631 (1,209) (36) (1,128) 174 Cash and cash equivalents at the


end of the reporting period 8,767 7,558 7,522 6,394 6,568 Prepared on an Australian Accounting Standards basis.

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1 Includes the following sources of funding: annual and prior year appropriations, donations and contributions, gifts, internally developed assets, revenue from independent sources, and proceeds from the sale of assets.


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Land Buildings Other Heritage Intangibles Totalproperty, and culturalplant and assets

equipment$'000 $'000 $'000 $'000 $'000 $'000

As at 1 July 2011Gross book value 15,935 179,879 17,522 1,468,877 11,655 1,693,868 Accumulated depreciation/amortisation

and impairment - 4,118 2,147 25,683 7,412 39,360 Opening net book balance 15,935 175,761 15,375 1,443,194 4,243 1,654,508 CAPITAL ASSET ADDITIONSEstimated expenditure on


By purchase - appropriation equity 1 - - - 9,779 - 9,779 By purchase - appropriation ordinary

annual services 2 - 4,118 2,147 - 1,415 7,680 By purchase - other - 3,282 2,246 - 529 6,057 Assets received as gifts/donations - - 7 1,401 - 1,408 Total additions - 7,400 4,400 11,180 1,944 24,924 Other movementsDepreciation/amortisation expense - 4,118 2,147 13,534 1,415 21,214 As at 30 June 2012Gross book value 15,935 187,279 21,922 1,480,057 13,599 1,718,792 Accumulated depreciation/amortisation

and impairment - 8,236 4,294 39,217 8,827 60,574 Closing net book balance 15,935 179,043 17,628 1,440,840 4,772 1,658,218

Asset Category

1 "Appropriation equity" refers to equity injections or Administered Assets and Liabilities appropriations provided through Appropriation Bill (No.2) 2011-12.



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Operations and Maintenance 14,522,000 Non-capital collection acquisitions 3,587,000 Preservation and Conservation 1,055,000 Totals 19,164,000



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NMA Budget Statements

NATIONAL MUSEUM OF AUSTRALIA

Section 1: Agency overview and resources...........................................2371.1 Strategic Direction Statement......................................................2371.2 Agency resource statement.........................................................2381.3 Budget measures........................................................................239

Section 2: Outcomes and planned performance....................................2402.1 Outcomes and performance information.....................................240

Section 3: Explanatory tables and budgeted financial statements.......2453.1 Explanatory tables.......................................................................2453.2 Budgeted financial statements....................................................246

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NATIONAL MUSEUM OF AUSTRALIA



The National Museum of Australia (NMA) has stewardship of the National Historical Collection; creates exhibitions and other public programs on Australia’s past, present and future; contributes to research on Australian history and undertakes relevant commercial activities in support of these functions. All of this is mandated under the National Museum of Australia Act 1980.

The NMA’s vision is to be a recognised world-class museum exploring Australia’s past, illuminating the present and imagining the future.

The NMA’s mission is to promote an understanding of Australia’s history and an awareness of future possibilities by:

developing, preserving and exhibiting a significant collection

taking a leadership role in research and scholarship

engaging and providing access for audiences nationally and internationally

delivering innovative programs.

The NMA’s Strategic Plan addresses a period of expected continuing high interest in museums. It is anticipated that Australians will keep exploring their history at national, regional and local levels and engage in cultural heritage tourism.

The NMA engages actively with Australian communities and its visitors in developing, delivering and reaching out beyond Canberra with exhibitions, programs, publications and other activities.

The NMA also provides innovative and distinctive learning programs for visiting school groups and develops curriculum-based resources and programs directly to schools nationally.

Technological developments will continue to enhance the NMA’s communication with its audiences, help undertake research and deliver services. This will support the NMA in maintaining its role as a national

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institution that services regional and metropolitan Australia. It will also aid in the development of NMA’s international reputation.

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Table 1.1: NMA Resource Statement — Budget Estimates for 2011-12 as at Budget May 2011



2011-12 2011-12 2011-12 2010-11Source $'000 $'000 $'000 $'000



Outcome 1 - 40,280 40,280 40,144

Total ordinary annual services - 40,280 40,280 40,144 Other services²

Non-operating - 1,924 1,924 1,887


FUNDS FROM OTHER SOURCESInterest - 2,500 2,500 2,902 Sale of goods and services - 2,178 2,178 3,704 Other - 200 200 615 Total - 4,878 4,878 7,221

Total net resourcing for agency 38,485 47,082 85,567 97,275 1 Appropriation Bill (No.1) 2011-12.2 Appropriation Bill (No.2) 2011-12.Reader note: The NMA is not directly appropriated as it is a CAC Act body. Appropriations are made by the Department of the Prime Minister and Cabinet which are then paid to the NMA and are considered ‘departmental' for all purposes.All figures are GST exclusive.

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1.3 BUDGET MEASURES

Budget measures relating to NMA are detailed in Budget Paper No. 2 and are summarised below.

Table 1.2 NMA 2011-12 Budget MeasuresProgram 2010-11 2011-12 2012-13 2013-14 2014-15

$'000 $'000 $'000 $'000 $'000







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Government outcomes are the intended results, impacts or consequences of actions by the Government on the Australian community. Commonwealth programs are the primary vehicle by which government agencies achieve the intended results of their outcome statements. Agencies are required to identify the programs which contribute to government outcomes over the Budget and forward years.

Each outcome is described below together with its related programs, specifying the performance indicators and targets used to assess and monitor the performance of the NMA in achieving government outcomes.

Outcome 1: Increased awareness and understanding of Australia's history and culture by managing the National Museum's collections and providing access through public programs and exhibitions.

Outcome 1 StrategyThe NMA has identified the following strategic priorities to achieve the results specified in Outcome 1:

Create a place that people love and is renowned for its excellence – this will be achieved by improving visitor access to the Acton Peninsula site and planning future enhancements to the site and to the Museum’s permanent exhibitions.

Reach and involve people whoever they are and wherever they are – this will be achieved by continuing to develop and present public programs, education, travelling exhibitions and online content as well as maximising partnership opportunities across Australia.

Use the collection to the full – this will be achieved by allowing for more of the Museum’s collection to be displayed and utilised in temporary exhibitions and improving access to the collection in storage.

Treat the whole Museum and its activities as an integrated educational experience – this will be achieved by aligning NMA programs with the developing national curriculum framework and pursuing opportunities to promote life-long learning.

Harness the capacity of NMA staff to maximum effect and utilise their ideas, research capacity, diverse experiences and energy – this will be achieved by implementing a new Enterprise Agreement and seeking to

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improve staff amenity and developing opportunities across all Museum sites.

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Increase NMA resources and maximise their use – this will be achieved by increasing levels of revenue through commercial activities and encouraging private philanthropy as well as seeking improvements in efficiency and accountability in all areas of the Museum’s activity.





expenses$'000 $'000

Program 1.1: Collection, Management, Research, Exhibitions and ProgramsRevenue from Government

Ordinary annual services (Appropriation Bill No. 1) 40,144 40,280 Revenues from other independent sources 7,000 5,664 Expenses not requiring appropriation in the Budget year1 950 1,450


Outcome 1 Totals by resource typeTotal expenses for Outcome 1 48,094 47,394


Outcome 1: Increased awareness and understanding of Australia's history and culture by managing the National Museum's collections and providing access through public programs and exhibitions

1 Expenses not requiring appropriation in the Budget year is made up of depreciation expense for heritage and cultural assets and in 2011-12 an approved operating loss for the expensing of a

prepaid exhibition where appropriation was provided in a prior year.

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Contributions to Outcome 1 Program 1.1: Collection Management, Research, Exhibitions and Programs

Program 1.1 objective Conduct activities to ensure the NMA has a relevant and high quality

collection of objects and associated material. This includes activities associated with maintaining the collection in appropriate condition, and ensuring it is available to be used in exhibitions and other programs to meet the NMA’s objectives.

Conduct activities whereby visitors access objects in the collection or information about objects, and Australian history and cultures, through visiting exhibitions and attending programs throughout Australia and overseas.

Undertake research to enhance awareness of Australian history and cultures, and maintain a print and web publishing program for the public.

Program 1.1 expensesProgram expenditure relating to estimated staffing and supplier requirements will remain relatively stable over the forward years.


$'000 $'000 $'000 $'000 $'000

Annual departmental expenses:Departmental item 47,144 45,944 45,088 45,283 45,822 Expenses not requiring appropriation inthe Budget year1 950 1,450 950 950 950 Total departmental expenses 48,094 47,394 46,038 46,233 46,772

1 Expenses not requiring appropriation in the Budget year is made up of depreciation expense for heritage and cultural assets and in 2011-12 an approved operating loss for the expensing of a

prepaid exhibition where appropriation was provided in a prior year.

Program 1.1 deliverables Continue to develop the Museum’s collections to represent the breadth

and depth of Australian history and culture.

Ensure displays maintain their currency through an active changeover program.

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Market the Museum effectively and uniquely.

Investigate planning options for long-term development of the Museum.

Deliver travelling exhibitions and programs for regional Australia.

Develop and deliver a diverse program of temporary exhibitions.

Present public programs that engage with the concerns of contemporary Australia.

Create and disseminate easily accessible collection information for internal and external users.

Increase public access to collections.

Develop a whole-of-Museum research strategy to maintain excellence in scholarship.

Deliver educational and public programs that promote learning opportunities at every stage of life-long learning.


Deliverables budget year 1 year 2 year 3Dollar value of heritage and cultural assets acquisitions budget in millions

1.887 1.934 1.99 2.017 2.043

Number of permanent galleries 1 - - - -redevelopedNumber of temporary gallery 6 8 5 3 3programs deliveredNumber of travelling exhibitions delivered

9 4 2 3 1

Program 1.1 key performance indicatorsThe performance indicators for this program have been selected to measure the effectiveness of the following specific elements:

the relevance and quality of the collection

the maintenance of the collection in appropriate condition

access to the NMA’s collections, exhibitions, programs and websites

the proportion of visitors satisfied.

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Some of these key performance indicators are measured against internally and externally developed guidelines such as the Collection Development Framework and museum storage standards.



Proportion of acquisitions acquired in accordance w ith Collection Development Framew ork

100% 100% 100% 100% 100%

Percentage of the National Historical Collection stored in accordance w ith appropriate museum standards

75% 80% 80% 80% 80%

Percentage of acquisitions and inw ard loans identif ied for conservation treatment w hich receive such treatment

not reported

80% 85% 90% 90%

Percentage of documented acquisitions made available to the public via the Museum’s online collections catalogue

not reported

47% 49% 51% 53%

Number of visitors and users of the Museum’s collections, programs and w eb in millions

4.478 4.149 4.157 4.302 4.367

Proportion of surveyed visitors satisf ied w ith the exhibitions, programs and services

85% 85% 85% 85% 85%

Proportion of school visits that meet core curriculum requirements

not reported 95% 95% 95% 95%

Reader note: The NMA reviewed and adjusted the KPI's based on recommendations from an internal performance audit conducted during 2010-11. Adjustments were made to KPI's 3 and 4 to move the measurement base from numerical to a percentage, and KPI 7 has been reinstated.

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3.1.1 Movement of administered funds between yearsThe NMA has no movements of administered funds.

3.1.2 Special AccountsThe NMA does not manage any special accounts.



Outcome 1 Departmental 2011-12 1,532 - - 1,532 - 1,532 1.1 Departmental 2010-11 2,156 - - 2,156 - 2,156 Total outcome 2011-12 1,532 - - 1,532 - 1,532 Total outcome 2010-11 2,156 - - 2,156 - 2,156


Appropriations

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3.2.2 Analysis of budgeted financial statementsIncome StatementThe Comprehensive Income Statement shows a decrease in interest revenue of $0.5 million for 2011-12 reflecting a reduction in available investment funds. Revenue from Government shows an increase of $0.1 million. Revenue from sales of goods and services is expected to show a decrease of $0.4 million primarily as a result of reduced catering income. In total, revenue will decrease by $1.3 million.

ExpensesSupplier expenses show an increase of $0.8 million. Employee expenses show a reduction of $3.0 million reflecting a voluntary redundancy program undertaken in 2010-11 and the resulting reduction in program delivery. The forecast deficit of $1.5 million reflects the impact of the Government Operation Sunlight policy which moved depreciation funding for heritage and cultural assets to a net-cash basis ($1 million), and a technical accounting loss of $0.5 million relating to the expensing of prepayments for a major exhibition, due to be held in 2011-12.

Balance SheetIn the Departmental Balance Sheet the reduction in investments reflects the use of cash to fund the capital budget. Annual land and buildings revaluations result in an increase to the value of land and buildings, and the associated reserves. The increase in employee provisions includes the estimated impact of future pay increases on employee leave entitlements.

Capital Budget StatementThe Departmental Capital Budget Statement shows total expected capital expenditure of $11.7 million largely funded internally from departmental resources. The Schedule of Heritage and Cultural Assets Capital Budget shows in 2011-12 the Government is providing an equity injection of $1.9 million to fund heritage and cultural acquisitions.

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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

EXPENSESEmployee benefits 22,953 19,989 20,532 20,451 21,021 Supplier expenses 18,911 19,795 17,296 17,971 17,740 Depreciation and amortisation 6,230 7,610 8,210 7,811 8,011 Total expenses 48,094 47,394 46,038 46,233 46,772 LESS: OWN-SOURCE INCOMEOwn-source revenueSale of goods and rendering of services 3,365 2,964 2,065 2,106 2,224 Interest 3,020 2,500 2,200 2,100 1,700 Other 615 200 400 400 1,000 Total own-source revenue 7,000 5,664 4,665 4,606 4,924 Total own-source income 7,000 5,664 4,665 4,606 4,924 Net cost of (contribution by)


Surplus (Deficit) (950) (1,450) (950) (950) (950) Surplus (Deficit) attributable to the

Australian Government (950) (1,450) (950) (950) (950) OTHER COMPREHENSIVE INCOMEChanges in asset revaluation reserves 9,358 9,735 10,320 10,939 11,595

Total Other comprehensive 9,358 9,735 10,320 10,939 11,595 Total comprehensive income

attributable to theAustralian Government 8,408 8,285 9,370 9,989 10,645



Australian Government (950) (1,450) (950) (950) (950) plus non-appropriated expenses

heritage and cultural depreciationand amortisation expenses 950 950 950 950 950

Operating result attributable to the agency - (500) - - -


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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Cash and cash equivalents 2,208 2,033 2,145 2,426 365 Trade and other receivables 1,442 1,442 1,442 1,442 1,442 Investments 36,277 33,277 31,277 32,277 30,277


Land and buildings 101,944 114,373 124,826 134,431 144,746 Property, plant and equipment 271,547 273,047 276,005 277,720 284,639 Intangibles 2,624 2,521 2,489 2,080 1,637 Inventories 400 400 400 400 400 Other 700 200 200 200 200


Suppliers 1,772 1,789 1,789 1,772 1,737 Other 1,218 731 620 565 565

Total payables 2,990 2,520 2,409 2,337 2,302


Total provisions 6,507 6,919 7,182 7,467 7,578 Total liabilities 9,497 9,439 9,591 9,804 9,880 Net assets 407,645 417,854 429,193 441,172 453,826 EQUITY*Parent entity interest


(accumulated deficit) 264,200 262,750 261,800 260,850 259,900 Total parent entity interest 407,645 417,854 429,193 441,172 453,826


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reserve capital$'000 $'000 $'000 $'000 $'000


previous period 264,200 125,862 - 17,583 407,645 Adjusted opening balance 264,200 125,862 - 17,583 407,645 Comprehensive income

Comprehensive income recogniseddirectly in equity:

Gain/loss on revaluation ofproperty - 9,735 - - 9,735

Sub-total comprehensive income - 9,735 - - 9,735 Surplus (deficit) for the period (1,450) - - - (1,450)

Total comprehensive incomerecognised directly in equity (1,450) 9,735 - - 8,285

Transactions with ownersContributions by owners

Appropriation (equity injection) - - - 1,924 1,924 Sub-total transactions with owners - - - 1,924 1,924 Estimated closing balance

as at 30 June 2012 262,750 135,597 - 19,507 417,854 Prepared on Australian Accounting Standards basis.

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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Goods and services 3,704 2,178 1,954 2,051 2,224 Appropriations 40,144 40,279 40,419 40,673 40,893 Interest 2,902 2,500 2,200 2,100 1,700 Net GST received 3,682 3,045 2,814 2,577 3,075 Other 615 200 400 400 1,000


Employees 22,355 19,277 20,269 20,166 20,910 Suppliers 18,835 19,277 17,292 17,984 17,770 Other 3,682 3,045 2,814 2,577 3,075



Investments 9,500 3,000 2,000 - 2,000 Total cash received 9,500 3,000 2,000 - 2,000 Cash used


Investments - - - 1,000 - Total cash used 17,600 11,701 11,269 8,783 13,207 Net cash from (used by)

investing activities (8,100) (8,701) (9,269) (8,783) (11,207)

FINANCING ACTIVITIESCash received



in cash held (38) (174) 112 281 (2,061) Cash at the beginning of

the reporting period 2,246 2,208 2,034 2,146 2,427 Cash at the end of the

reporting period 2,208 2,034 2,146 2,427 366 Prepared on Australian Accounting Standards basis.

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departmental resources 1 15,713 9,778 9,300 5,793 11,198 TOTAL 17,600 11,702 11,269 7,783 13,207

1 Includes the following sources of funding: annual and prior year appropriations, donations and contributions, gifts, other receipts from independant sources.


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Table 3.2.6: Statement of Asset Movements (2011-12)1 "Appropriation equity" refers to equity injections provided through Appropriation Bill (No.2) 2011-12, including CDABs depreciation / amortisation expenses.


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Operations and MaintenancePreservation and ConservationTotals

1,744,9381,280,1053,025,043

NMA Budget Stat

ements

Screen Australia


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SCREEN AUSTRALIA




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NMA Budget Stat

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Screen Australia Budget Statements

SCREEN AUSTRALIA



Screen Australia is the Australian Government’s primary funding body for the Australian screen production industry, established as a statutory authority in 2008. Its functions are to support and promote the development of a highly creative, innovative and commercially-sustainable Australian screen production industry.

Screen Australia’s goals are to:

grow demand for Australian content

support the development of a more commercially sustainable screen industry

increase the quality, variety, innovation and ambition of projects and talent

ensure that Indigenous content is central to the wider success of the Australian screen industry

lead industry debate by being an authoritative source of information about the Australian screen industry

be an efficient, responsive and accountable organisation.

Screen Australia achieves this through:

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supporting production of a range of content including features, documentaries, television drama and children’s programs

supporting the growth of screen business

supporting marketing and screen culture initiatives which focus on engaging audiences with Australian content

developing high-quality scripts and proposals

facilitating innovation and audience-engaging online content

supporting Indigenous talent and distinctive stories

administering the Government’s Producer Offset and International Co-production Program to increase the commercial sustainability of production in Australia

providing authoritative, timely and relevant data and research to the industry and government.

Screen Australia co-finances its projects with private financing sources. A fragile world economy and tightening of credit markets may impact the availability of private funds for screen projects. The environment for feature film producers is also characterised by uncertain access to distribution and a small domestic market. In addition, the difficult economic climate may affect the level of recoupment of investment flowing to Screen Australia.

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Table 1.1: Screen Australia Resource Statement — Budget Estimates for 2011-12as at Budget May 2011



2011-12 2011-12 2011-12 2010-11Source $'000 $'000 $'000 $'000

Opening balance/Reserves at bank¹ 46,110 - 46,110 48,510

REVENUE FROM GOVERNMENTOrdinary annual services²

Outcome 1 - 19,781 19,781 17,411

Total ordinary annual services - 19,781 19,781 17,411 Other services

Non-operating - - - -

Total other services - - - - Total annual appropriations - 19,781 19,781 17,411

Payments from related entities 3

Amounts from the portfolio department - 71,987 71,987 71,987 Amounts from other agencies - 155 155 155 Total - 72,142 72,142 72,142


FUNDS FROM OTHER SOURCESInterest - 2,250 2,250 3,227 Royalties - - - 860 Sale of goods and services - 2,510 2,510 2,510 Other - 6,000 6,000 6,100 Total - 10,760 10,760 12,697

Total net resourcing for agency 46,110 102,683 148,793 150,760 1 Cash at bank and investment deposits: $36.368m is set aside for film funding commitments.2 Appropriation Bill (No.1) 2011-12.3 This is a payment from the Department of the Prime Minister and Cabinet Arts and Cultural Development

Administered Program.Reader note: Screen Australia is not directly appropriated as it is a CAC Act body. Appropriations are made to the Department of the Prime Minister and Cabinet which are then paid to Screen Australia and are considered departmental' for all purposes.All figures are GST exclusive.

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1.3 BUDGET MEASURES

Budget measures relating to Screen Australia are detailed in Budget Paper No. 2 and are summarised below.

Table 1.2 Screen Australia 2011-12 Budget MeasuresProgram 2010-11 2011-12 2012-13 2013-14 2014-15

$'000 $'000 $'000 $'000 $'000Expense measures Enhancements from the Review of the Australian Independant Screen Production Sector

Departmental expenses 1 - 2,500 3,500 3,500 3,500 Total - 2,500 3,500 3,500 3,500

Efficiency dividend - temporary increase in the rate


Departmental - 2,412 3,323 3,277 3,229 Total - 2,412 3,323 3,277 3,229


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Each outcome is described below together with its related programs, specifying the performance indicators and targets used to assess and monitor the performance of Screen Australia in achieving government outcomes.

Outcome 1: Enhancement to Australia's screen culture, nationally and internationally, by supporting the development of the Australian screen production industry and by developing, producing, promoting and providing access to diverse Australian programs.

Outcome 1 StrategyScreen Australia aims to:

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support creative story-telling and the identification and development of Australian talent

support, through the Enterprise Program, further growth of existing screen businesses, encourage new business partnerships and alliances, and support creatively outstanding businesses to develop strong slates of projects

support Indigenous talent and distinctive stories

invest in quality screen productions

engage local and international audiences with Australian content and help Australian productions reach wider audiences on a variety of platforms

contribute to the development of a commercially-sustainable screen industry by promoting the effective use of the Producer Offset and the International Co- production Program

provide authoritative, timely and relevant data and research to the industry and government, and ensure such information results in continued improvements to Screen Australia’s programs.

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Table 2.1: Budgeted Expenses for Outcome 1Outcome 1: Enhancement to Australia's screen culture, 2010-11 2011-12nationally and internationally, by supporting the Estimated Estimateddevelopment of the Australian screen production actual expensesand by developing, producing, promoting and providing expensesaccess to diverse Australian programs $'000 $'000

Program 1.1: Foster the Australian screen industry through strengthening the skills of screen content practitioners and developing, investing in producing Australian screen content, and promoting it to audiences

Revenue from GovernmentOrdinary annual services (Appropriation Bill No. 1) 17,411 19,781 Payment from related entities 72,142 72,142

Expenses not requiring appropriation in the Budget year 16,027 13,760 Total for Program 1.1 105,580 105,683

Outcome 1 Totals by resource typeRevenue from Government

Ordinary annual services (Appropriation Bill No. 1) 17,411 19,781 Payment from related entities 72,142 72,142

Expenses not requiring appropriation in the Budget year 16,027 13,760



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Program 1.1: Foster the Australian screen industry through strengthening the skills of screen content practitioners and developing, investing in producing Australian screen content and promoting it to audiences.

Program 1.1 objectiveThe key results will be for creative individuals and businesses, through financial and other assistance, to make high quality film, television and other screen programs; and for these programs to attract Australian audiences and international markets.

Program 1.1 expensesRevenue from Government has increased from 2010-11 to 2011-12 and onwards due to the new budget measures for the screen industry survey and support of low budget documentaries. Own-sourced revenue is expected to be lower in 2011-12 due to the transfer of the Library, Sales and Distribution function to NFSA effective 1 July 2011. Program expenses have also increased as a result of the new budget measure.


$'000 $'000 $'000 $'000 $'000



Total departmental expenses 105,580 105,683 106,416 106,182 104,624 1 Own-source revenue includes interest, recoupment of film investments, rent and sale of goods and

services.

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Development - supporting creative story-telling:

o to foster the development of the craft skills of producers, writers and directors

o to encourage innovation.

State and Industry partnerships - growing screen businesses:

o the growth of sustainable Australian screen businesses supported through the Enterprise Program.

Indigenous - support Indigenous talent and distinctive stories:

o identify and nurture talented Indigenous filmmakers.

Production Investment - investing in quality screen productions:

o invest in a range of audience-engaging and culturally-relevant programs, including feature films, television drama, children’s television and documentaries.

Marketing - engaging audiences:

o increase interest and awareness of Australian screen content across a range of platforms

o promote greater engagement of Australian filmmakers with the international and domestic market places.

Delivery of Producer Offset and International Co-production programs:

o further support the commercial sustainability of production in Australia through the effective administration of the Producer Offset and Co-production programs

o a streamlined application process that is well understood by the industry and accepted by the financial sector.

Program 1.1 key performance indicators Over a three year period (2010-11 to 2012-13) Screen Australia will develop appropriate methodologies to measure performance. The

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objective is to expand traditional audience measurements to capture audience reach figures for Screen Australia productions across multiple delivery platforms. Until that time, Screen Australia compiles and analyses a wide array of internal and external data, such as the National Drama and Documentary Surveys; theatrical release and box office; free to air television release and ratings; video (DVD and Blu-ray) retail sales; festival screenings and awards.

2010-11 2011-12 2012-13 2013-14 2014-15Key Performance Revised Budget Forw ard Forw ard Forw ard Indicators budget target year 1 year 2 year 3DevelopmentNumber of identif ied projects w th strong audience-engaging potential

5 5 5 5 5

Percentage of projects developed by SA that proceed into production 10% 10% 10% 10% 10%

Number of digital media projects w ith critical and/or commercial success

2 2 2 2 2

State and industry partnershipsPercentage increase in number of projects completed by companies funded under Enterprise Program

15% 15% 15% 15% 15%

Percentage increase in revenue of companies funded under the Enterprise Program

12% 12% 12% 12% 12%

Perrcentage increase in number of people being mentored or attached to companies as interns in companies funded under Enterprise Program

15% 15% 15% 15% 15%

IndigenousPercentage of drama scripts w ith SA development assistance seeking f inance, in production or complete w ithin three years

15% 15% 15% 15% 15%

Percentage of feature f ilms w ith SA production investment achieving Australian theatrical release or TV broadcast commitment or major festival selection

75% 75% 75% 75% 75%

Number of internships and mentor programs offered annually

3 3 3 3 3


Program 1.1 key performance indicators(continued)

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2010-11 2011-12 2012-13 2013-14 2014-15Key Performance Revised Budget Forw ard Forw ard Forw ard Indicators budget target year 1 year 2 year 3Production Investment Percentage of feature f ilm slate selected for screening at major international festivals each year

25% 25% 25% 25% 25%

Dollar value of production generated for each dollar of Screen Australia investment in features

3 3.1 3.2 3.3 3.4

Percentage of documentary slate selected for screening at major international festivals each year

25% 25% 25% 25% 25%

Dollar value of production generated for each dollar of Screen Australia investment in documentaries

2 2.1 2.2 2.3 2.4

Percentage of adult TV slate given premiere at major market each year

25% 25% 25% 25% 25%

Dollar value of production generated for each dollar of Screen Australia investment in adult TV

4 4.1 4.2 4.3 4.4

Percentage of children's TV slate given premiere at major market each year

20% 20% 20% 20% 20%

Dollar value of production generated for each dollar of Screen Australia's investment in children's TV

3 3.1 3.2 3.3 3.4

MarketingNumber of P&A support to f ilms for theatrical release

5 5 5 5 5

Number of P&A support to f ilms for release on other platforms

5 5 5 5 5

Number of Filmmakers funded to travel to international events

50 50 50 50 50

Number of times support is provided to festivals and/or touring programs each year ensuring screenings in capital cities and/or regional centres

10 10 10 10 10

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3.1.1 Movement of administered funds between yearsScreen Australia does not have any movement of administered funds between years.

3.1.2 Special AccountsScreen Australia does not manage any special accounts.



Screen AustraliaOutcome 1Screen AustraliaDepartmental 2011-12 4,720 - - 4,720 - 4,720 - Departmental 2010-11 4,760 - - 4,760 - 4,760 - Total outcome 2011-12 4,720 - - 4,720 - 4,720 - Total outcome 2010-11 4,760 - - 4,760 - 4,760 -

Total departmental 2011-12 4,720 - - 4,720 - 4,720 - Total departmental 2010-11 4,760 - - 4,760 - 4,760 -

Total AGIE 2011-12 4,720 - - 4,720 - 4,720 - Total AGIE 2010-11 4,760 - - 4,760 - 4,760 -

Appropriations

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3.2.2 Analysis of budgeted financial statementsSurplus (Deficit)Screen Australia is budgeting for a $3.0m deficit for 2011–12. The budget is expected to be in deficit in the amount of $3.0m per year for the forward years of 2012-13 and 2013-14. The budget deficit is due to the accounting timing difference of announcing film investment commitments and subsequent contracting of the film investment funding obligation, and to a smaller extent, from a change in accounting policy.

Income

Screen Australia’s revenue from Government for 2011–12 is $91.9 million. Screen Australia is also expecting to generate $10.8 million in own-source income in 2011–12. This will predominantly be sourced from sales of goods and services, interest income, and recoveries of film investments and loans written-off in prior financial years as recoupment was considered unlikely at the time.

ExpensesTotal expenses for 2011–12 are estimated to be $105.7 million. These expenses will be used to fund activities that contribute towards delivering Program 1.1.

Write-down of and impairment of assets expenses includes providing for all screen investments to be fully expensed in the year in which they are contracted, subject to certain material exceptions and that ensuring loans are not being carried in the balance sheet in excess of their recoverable amounts.

Budgeted Departmental Balance Sheet

Equity

Screen Australia’s budgeted equity (or net asset position) of $47.4 million for 2011-12 is expected to comprise total assets of $67.6m million and total liabilities of $20.2 million.

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Financial Assets

A significant proportion of the cash at bank balance and investments in term deposits held by Screen Australia has been committed under contracts to film industry assistance related investments and can only be expended subject to contract conditions being met by film developers and producers.

The Other investments category in the budgeted departmental balance sheet comprises assistance provided to the film industry in the form of investments for the development and production of film and interactive media projects. Other investments are disclosed net after any recoveries, provision for loss and write-offs. Film investments are recognised as Financial Instruments under AASB 139.

All screen investments are fully expensed in the year in which they are contracted subject to certain material exceptions where the fair value of investments can be reliably estimated. The carrying amount of loans are reviewed annually to ensure that these assets are not being carried in the balance sheet in excess of their recoverable amounts.

Non-financial Assets

Screen Australia’s non-financial assets are estimated to be $17.4 million in 2010-11 and include land and buildings and plant and equipment. Purchases of property (land, buildings and leasehold improvements), and plant and equipment are recognised initially at cost in the budgeted departmental balance sheet, except for purchases costing less than $2,000, which are expensed in the year of acquisition.

Payables

Payables predominantly relates to prepayments and Screen Australia’s Sydney accommodation lease, which provides for a lease incentive in the form of a fit-out. The proposed lease incentive has been accounted for in accordance with UIG Abstract 3, Lease Incentives and UIG Interpretation 115, Operating Leases - Incentives, which require the lease incentive to be treated as a liability. The liability then reduces over the lease term as it is repaid through a component of the periodic rental payments.

Provisions

Provisions predominantly relate to employee leave entitlements and provision for onerous film contracts. Provision is made for the excess of the funds provided to film makers over the amounts expected to be recouped.

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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

EXPENSESEmployee benefits 15,105 14,300 14,000 14,000 14,000 Supplier expenses 11,673 9,581 10,494 10,260 9,702 Grants 11,150 14,150 14,150 14,150 14,150 Depreciation and amortisation 1,772 1,772 1,772 1,772 1,772 Write-dow n and impairment of assets 65,880 65,880 66,000 66,000 65,000 Total expenses 105,580 105,683 106,416 106,182 104,624 LESS: OWN-SOURCE INCOMEOwn-source revenueSale of goods and rendering of 50 50 50 50 50 Fees and f ines 1,400 1,400 1,200 1,200 1,400 Interest 3,227 2,250 2,250 2,075 2,694 Rental income 1,060 1,060 860 660 660 Royalties 860 - - - - Other 6,100 6,000 6,000 6,000 6,500 Total own-source revenue 12,697 10,760 10,360 9,985 11,304 GainsTotal gains - - - - - Total own-source income 12,697 10,760 10,360 9,985 11,304 Net cost of (contribution by)


Surplus (Deficit) (3,330) (3,000) (3,000) (3,000) - Surplus (Deficit) attributable to the

Australian Government (3,330) (3,000) (3,000) (3,000) - OTHER COMPREHENSIVE INCOMETotal comprehensive income - - - - - Total comprehensive income



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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000




Land and buildings 17,454 16,702 15,950 15,198 14,446 Property, plant and equipment 428 385 342 299 256 Intangibles 153 176 199 222 245 Inventories 10 - - - - Other 90 100 100 100 100


Suppliers 1,133 1,133 1,133 1,133 1,133 Total payables 1,133 1,133 1,133 1,133 1,133

ProvisionsEmployee provisions 2,720 2,720 2,720 2,720 2,720 Other 16,328 16,328 15,556 14,784 14,012


Contributed equity 53,220 53,220 53,220 53,220 53,220 Reserves - - - - - Retained surplus - - - - -

(accumulated deficit) (2,812) (5,812) (8,812) (11,812) (11,812) Total parent entity interest 50,408 47,408 44,408 41,408 41,408 Total Equity 50,408 47,408 44,408 41,408 41,408


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reserve capital$'000 $'000 $'000 $'000 $'000


previous period (2,812) - - 53,220 50,408 Adjusted opening balance (2,812) - - 53,220 50,408 Comprehensive incomeSub-total comprehensive income - - - - -

Surplus (def icit) for the period (3,000) - - - (3,000) Total comprehensive income

recognised directly in equity (3,000) - - - (3,000)

Estimated closing balanceas at 30 June 2012 (5,812) - - 53,220 47,408

Closing balance attributable to the Australian Government (5,812) - - 53,220 47,408


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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Goods and services 3,370 2,510 2,110 1,910 2,110 Appropriations 89,553 91,923 93,056 93,197 93,320 Interest 3,227 2,250 2,250 2,075 2,694 Other 6,100 6,000 6,000 6,000 6,500


Employees 15,105 14,300 14,000 14,000 14,000 Suppliers 11,673 9,581 10,494 10,260 9,702 Other 11,150 14,150 14,150 14,150 14,150



Proceeds from sales of f inancialinstruments 220,000 220,000 220,000 220,000 220,000



Purchase of f inancial instruments 220,000 220,000 220,000 220,000 220,000 Investments 63,322 63,652 63,772 63,772 65,772


investing activities (64,322) (64,652) (64,772) (64,772) (66,772) FINANCING ACTIVITIESNet cash from (used by)

financing activities - - - - - Net increase (decrease)

in cash held - - - - - Cash and cash equivalents at the



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contributions, gifts, internally developed assets, s31 relevant agency receipts, and proceeds from the sale of assets.


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equipment$'000 $'000 $'000 $'000 $'000

As at 1 J uly 2011Gross book value 9,000 11,424 2,069 412 22,905 Accumulated depreciation/amortisation

and impairment - 2,970 1,641 259 4,870

Opening net book balance 9,000 8,454 428 153 18,035 CAPITAL ASSET ADDITIONSEstimated expenditure on


annual services1 - 130 720 150 1,000 Total additions - 130 720 150 1,000 Other movementsDepreciation/amortisation expense - 882 763 127 1,772 As at 30 J une 2012Gross book value 9,000 11,554 2,789 562 23,905 Accumulated depreciation/amortisation

and impairment - 3,852 2,404 386 6,642 Closing net book balance 9,000 7,702 385 176 17,263

Asset Category



Screen

Australia

Budget Stat

ements

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Australian Institute of Family Studies


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AUSTRALIAN INSTITUTE OF FAMILY STUDIES




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AIFS Budget Statements

AUSTRALIAN INSTITUTE OF FAMILY STUDIES



Australian Institute of Family Studies (AIFS) is a Melbourne-based agency of the Australian Government that conducts, facilitates and communicates research about issues affecting families in Australia. AIFS was established in 1980 under part XIVA of the Family Law Act 1975.

The planned outcome of AIFS is to increase understanding of factors affecting how families function by conducting research and communicating findings to policy makers, service providers and the broader community.

To achieve its outcome, AIFS undertakes a range of research activities underpinned by its research principles of rigour, relevance and responsiveness. Research findings are communicated to key stakeholders including the Australian Government; state, territory and local governments; providers of services to families and children; researchers; and the broader community.

The AIFS Strategic Plan and Research Plan 2009-10 to 2011-12 set the framework for its research and communications activities. The research of AIFS focuses on six themes:

economic wellbeing of families

families and work

social inclusion

violence, abuse and neglect

family transitions and family law

children, young people and their families.

New Strategic and Research Plans will be developed during 2011-12 for the following three financial years.

The activities of AIFS underpin policy development in areas such as early childhood education and development; middle childhood, adolescence and young adulthood; family law; child protection; addressing family

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joblessness; disadvantaged communities, social inclusion; regional and remote area families; the impact of drought and climate change on families; family relationship services; sexual assault services; balancing work and family life; the impact of the welfare system on workforce participation; and, Indigenous families & communities.

During 2011-12, AIFS will continue to undertake impartial policy-relevant research on a broad range of family-related issues. Emphasis will be placed on further strengthening its partnerships and networks to extend its research capacity, facilitating dissemination of the research findings of AIFS and other organisations, and further enhancing the policy relevance and impact of AIFS research.

AIFS will continue to focus on key longitudinal studies, particularly Growing up in Australia: The Longitudinal Study of Australian Children and the Australian Temperament Project. These studies generate the evidence-base to inform policy development and research undertaken both within AIFS and by others. AIFS clearinghouses, which are important vehicles for disseminating sector-specific research and data, will continue to communicate research findings to policymakers and family service providers.

Preparation will commence for the 2012 AIFS Conference and the AIFS’ seminar series to provide a national forum for debate about family-related issues.

AIFS will continue to extend its research capability and communications reach by building strategic partnerships with organisations both in Australia and internationally. AIFS has memoranda of understanding (MOUs) with the departments of the Prime Minister and Cabinet; Attorney-General; Education, Employment and Workplace Relations; Families, Housing, Community Services and Indigenous Affairs; and, with the Australian Bureau of Statistics; the Australian Institute of Criminology; and the Australian Institute of Health and Welfare. In 2011-12, under MOU and contractual arrangements, AIFS will continue to provide a range of services, including research analyses, reviews, reports and presentations.

AIFS will maintain high standards of corporate governance and accountability guided by its Risk Assessment and Audit Committee.

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Table 1.1: AIFS Resource Statement — Budget Estimates for 2011-12 as at Budget May 2011



2011-12 2011-12 2011-12 2010-11$'000 $'000 $'000 $'000


Departmental appropriationPrior year departmental appropriation2 1,830 - 1,830 3,179 Departmental appropriation3 - 3,717 3,717 3,748

s31 relevant agency receipts4 - 6,065 6,065 5,965 Total 1,830 9,782 11,612 12,892

Total ordinary annual services A 1,830 9,782 11,612 12,892

Other services5

Total other services B - - - - Total available annual appropriations 1,830 9,782 11,612 12,892 Special appropriationsTotal special appropriations C - - - - Total appropriations excluding Special Accounts 1,830 9,782 11,612 12,892 Special AccountsTotal Special Account D - - - - Total resourcingA+B+C+D 1,830 9,782 11,612 12,892 Total net resourcing for agency 1,830 9,782 11,612 12,892

1 Appropriation Bill (No.1) 2011-12.2 Estimated adjusted balance carried forward from previous year.3 Includes an amount of $0.205m in 2011-12 for the Departmental Capital Budget (refer to table 3.2.5 for

further details). For accounting purposes this amount has been designated as 'contributions by owners'.4 s31 Relevant Agency receipts – estimate.5 Estimated opening balance for special accounts (less ‘Special Public Money’ held in accounts like Other

Trust Monies accounts (OTM), Services for other Government and Non-agency Bodies accounts (SOG), or Services for Other Entities and Trust Moneys Special accounts (SOETM)). For further information on special accounts see Table 3.1.2.

All figures are GST exclusive.

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1.3 BUDGET MEASURES

Budget measures relating to AIFS are detailed in Budget Paper No. 2 and are summarised below.

Table 1.2 AIFS 2011-12 Budget MeasuresProgram 2010-11 2011-12 2012-13 2013-14 2014-15

$'000 $'000 $'000 $'000 $'000Expense measures Efficiency dividend - temporary increase in the rate all

Departmental expenses - (18) (36) (45) (54) Total - (18) (36) (45) (54) Total expense measures

Departmental - (18) (36) (45) (54) Total - (18) (36) (45) (54) Capital measures Efficiency dividend - temporary increase in the rate all

Departmental capital - (1) (2) (3) (4) Total - (1) (2) (3) (4) Total capital measures



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The outcome is described below, together with its related program, specifying the performance indicators and targets used to assess and monitor the performance of AIFS in achieving government outcomes.

Outcome 1: Increased understanding of factors affecting how families function by conducting research and communicating findings to policymakers, service providers and the broader community.

Outcome 1 strategy

AIFS has a single planned outcome. The Strategic Plan 2009-12 and the Research Plan 2009-12 (available on the AIFS website), which commenced on 1 July 2009, articulate the strategic direction and priority areas for research and dissemination.

The research program monitors and analyses social and demographic trends, tracking changes in family form, functioning and behaviour within the wider context of social, economic and demographic change.

In 2011-12, AIFS resources will be directed towards major longitudinal studies including:

Growing up in Australia: The Longitudinal Study of Australian Children

government reviews, research projects, submissions and reports

the management of AIFS’ national clearinghouses.

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AIFS communicates research findings through its research publications, websites, clearinghouses, information services, presentations and the print, electronic and social media. Communication of research findings is targeted to three broad groups:

policymakers - to inform the development and review of policies and programs affecting families

service providers - to improve professional practice that supports families

the general and research communities - to raise understanding of factors affecting family functioning.



Table 2.1: Budgeted Expenses for Outcome 1Outcome 1: Increased understanding of factors affecting 2010-11 2011-12how families function by conducting research and Estimated Estimatedcommunicating findings to policy makers, service providers,

actual expensesand the broader community expenses

$'000 $'000Program 1.1: Australian Institute of Family StudiesDepartmental expenses

Departmental appropriation 1 9,471 9,582 Expenses not requiring appropriation in the Budget year 2 330 373


Outcome 1 Totals by appropriation typeDepartmental expenses



Average Staffing Level (number) 64 64 1 Departmental Appropriation combines "Ordinary annual services (Appropriation Bill No. 1)" and

"Revenue from independent sources (s31)".2 Expenses not requiring appropriation in the Budget year is made up of depreciation expense,

amortisation expense and audit fees.Reader note: Departmental appropriation splits and totals are indicative estimates and may change in the course of the budget year as government priorities change.

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Program 1.1 Australian Institute of Family Studies

Program 1.1 objective

The program objective of the Australian Institute of Family Studies is to increase understanding among policymakers, service providers and the broader community of factors affecting how families function.

The AIFS Strategic Plan and Research Plan set the framework for our research and communication activities. The objectives detailed in the Strategic Plan explain how AIFS will: conduct high-quality research relevant to policy and practice on a

broad range of issues regarding families in Australia

expand the national knowledge base of factors affecting families through collaborative partnerships

increase the effectiveness of communications to foster greater understanding about factors that affect families

build organisational capacity to achieve research and communication objectives.

Program 1.1 expenses2010-11 2011-12 2012-13 2013-14 2014-15Revised Budget Forw ard Forw ard Forw ardbudget year 1 year 2 year 3


Departmental item 9,471 9,582 9,845 10,310 10,603 Expenses not requiring appropriation in

the Budget year 1 330 373 444 481 445 Total departmental expenses 9,801 9,955 10,289 10,791 11,048

1 Expenses not requiring appropriation in the Budget year is made up of depreciation expense and audit fees.

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AIFS delivers research-based information and services through:

research outputs commissioned by external bodies, including literature reviews, government program and legislative reviews or reports, evaluations and longitudinal studies

submissions made to parliamentary inquiries and advisory services to government

publications, such as the Family Matters journal, issues papers, clearinghouse publications, and articles in externally published journals and books

communications services, including management of national clearinghouses, distribution of electronic newsletters, management of websites, and library helpdesk services

AIFS and Longitudinal Study of Australian Children conferences and AIFS Seminar Series, external presentations, and workshops and forums.


Deliverables budget year 1 year 2 year 3Number of research publications 100 100 100 100 100Number of submissions to parliamentary inquiries

5 6 6 6 6

Number of Library Helpdesk inquiry responses

700 700 700 700 700

Number of bibliographic records generated

1,200 1,200 1,200 1,200 1,200

Number of w ebsites and subsites maintained

7 7 7 7 7

Number of conferences and seminars hosted

13 13 13 13 13

Number of presentations given 100 80 100 80 100Number of external advisory, reference and referee representation 65 65 65 65 65

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AIFS performance indicators quantify the quality, relevance and responsiveness of AIFS research activities and the effectiveness and reach of its communications across all target groups.

Key performance indicators for research objective:

number of commissioning bodies and funding agreements

number of public submissions to government inquiries that cite AIFS-authored research

representation on external bodies.

Key performance indicators for communication objective:

number of AIFS publications distributed and downloaded

number of media mentions—online, print, television, radio.

Key performance indicators for organisational capability objective:

qualifications and professional experience of AIFS staff.


Indicators budget target year 1 year 2 year 3Number of funding agreements 41 42 42 42 42Number of commissioning agencies 19 20 20 20 20Number of public submissions that cite Institute research

19 20 20 20 20

Number of publications distributed and dow nloaded in millions

1.700 1.750 1.800 1.850 1.900

Number of media mentions 2,600 2300 2,800 2,500 2,800 Number of AIFS staff representation on external bodies

70 72 74 76 76

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3.1.1 Movement of administered funds between yearsAIFS does not receive administered funds.

3.1.2 Special AccountsAIFS special account was closed during 2010-11. There were no special account transactions.

3.1.3 Australian Government Indigenous ExpenditureAIFS does not have any Indigenous-specific expenditure.

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3.2.1 Differences in agency resourcing and financial statementsThe agency resource statement (Table 1.1) provides a consolidated view of all the resources available to the agency in 2011-12. This includes equity injections and appropriation receivable that is yet to be drawn down to cover payables and provisions on the balance sheet. The income statement (Table 3.2.1) shows only the operating appropriation provided in 2011-12.3.2.2 Analysis of budgeted financial statementsIncome statementAIFS is budgeting for a break-even position in 2011-12 and the forward years after adjusting for depreciation and amortisation expenses.

The deficits are attributable to the depreciation costs for 2011-12 and forward years.

Total expenses for AIFS for 2011-12 are expected to be $9.9 million, compared to the expected $9.8 million for 2010-11.

Balance sheetAIFS’ overall net asset position continues to enable it to maintain an adequate level of working capital. However, the change to net cash appropriation arrangements would potentially reduce the net asset balance in the long term, depending on the level of departmental capital budget compared to the depreciation costs.

Provisions for employee entitlements are AIFS’ main liabilities ($1.7 million) and represent accruing leave entitlements for staff. Other liabilities relate to the lease incentive (approximately $0.4 million) received from the landlord at the beginning of the lease term, recognised as a liability and amortised over the life of the lease; some unearned revenue ($1.0 million), resulting from timing differences in receipt of contract revenue; and, revenue recognised as earned based on the status of work completed.

Infrastructure, plant and equipment are not expected to change significantly over the reporting period. AIFS has budgeted for some upgrading of computer equipment in 2011-12.

Statement of cash flowsAIFS continues to have a level of cash reserves sufficient to maintain its operations.

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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

EXPENSESEmployee benefits 6,450 6,671 6,921 7,194 7,479 Supplier expenses 3,045 2,935 2,948 3,140 3,148 Depreciation and amortisation 306 349 420 457 421 Total expenses 9,801 9,955 10,289 10,791 11,048 LESS: OWN-SOURCE INCOMEOw n-source revenueSale of goods and rendering of services 5,917 6,038 6,312 6,760 7,026 Royalties 36 32 32 32 32 Total own-source revenue 5,953 6,070 6,344 6,792 7,058 GainsOther 24 24 24 24 24 Total gains 24 24 24 24 24 Total own-source income 5,977 6,094 6,368 6,816 7,082 Net cost of (contribution by)

services 3,824 3,861 3,921 3,975 3,966 Revenue f rom Government 3,518 3,512 3,501 3,518 3,545 * * * *Surplus (Deficit) (306) (349) (420) (457) (421) Surplus (Deficit) attributable to

the Australian Government (306) (349) (420) (457) (421) OTHER COMPREHENSIVE INCOMETotal comprehensive income - - - - - Total comprehensive income

attributable to the Australian Government - - - - -



Australian Government (306) (349) (420) (457) (421) plus non-appropriated expenses

depreciation and amortisation expenses 306 349 420 457 421



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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Cash and cash equivalents 327 338 338 337 337 Trade and other receivables 463 492 495 552 553 Other 2,906 3,061 2,844 3,162 2,943


Property, plant and equipment 1,361 1,389 1,124 899 711 Intangibles 25 24 21 17 18 Other 186 186 186 186 186

Total non-financial assets 1,572 1,599 1,331 1,102 915 Total assets 5,268 5,490 5,008 5,153 4,748 LIABILITIESPayables

Suppliers 128 123 124 132 134 Other 1,533 1,741 1,346 1,515 1,080

Total payables 1,661 1,864 1,470 1,647 1,214




(accumulated deficit) 79 (270) (690) (1,147) (1,568) Total parent entity interest 1,841 1,697 1,429 1,200 1,013


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reserve capital$'000 $'000 $'000 $'000 $'000


previous period 79 - - 1,762 1,841 Adjusted opening balance 79 - - 1,762 1,841 Comprehensive incomeSub-total comprehensive income - - - - -

Surplus (deficit) for the period (349) - - - (349) Total comprehensive income

recognised directly in equity (349) - - - (349) Transactions with owners

Contributions by ownersAppropriation (departmental)capital budget - - - 205 205

Sub-total transactions with owners - - - 205 205

Estimated closing balanceas at 30 June 2012 (270) - - 1,967 1,697

Closing balance attributable to the Australian Government (270) - - 1,967 1,697


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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Goods and services 5,965 6,065 6,365 6,759 7,081 Appropriations 4,186 3,184 3,718 3,199 3,764 Other 8 1 - - -




operating activities 256 11 - (1) - INVESTING ACTIVITIESCash used

Purchase of property, plant and equipment 182 376 152 228 234

Total cash used 182 376 152 228 234 Net cash from (used by)

investing activities (182) (376) (152) (228) (234) FINANCING ACTIVITIESCash received


Net cash from (used by) financing activities 182 376 152 228 234

Net increase (decrease)in cash held 256 11 - (1) - Cash and cash equivalents at the

beginning of the reporting period 71 327 338 338 337 Cash and cash equivalents at the

end of the reporting period 327 338 338 337 337 Prepared on Australian Accounting Standards basis.

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Capital budget - Bill 1 (DCB) 230 205 152 228 234 Total capital appropriations 230 205 152 228 234 Total new capital appropriationsRepresented by:

Purchase of non-financial assets 230 205 152 228 234 Total Items 230 205 152 228 234 PURCHASE OF NON-FINANCIAL

ASSETSFunded by capital appropriation - DCB1 59 376 152 228 234

Funded internally fromdepartmental resources2

123 - - - - TOTAL 182 376 152 228 234



acquire assets 182 376 152 228 234 1 Includes purchases from current and previous year's department capital budgets.2 Includes the following sources of funding: annual and prior year appropriations, donations and


DCB = Departmental Capital Budget.Prepared on Australian Accounting Standards basis.

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equipment$'000 $'000 $'000


and impairment 490 107 597



annual services1 366 10 376 Total additions 366 10 376 Other movementsDepreciation/amortisation expense 338 11 349 As at 30 June 2012Gross book value 2,217 142 2,359 Accumulated depreciation/amortisation

and impairment 828 118 946 Closing net book balance 1,389 24 1,413

Asset Category



3.2.4 Notes to the financial statementsThe budgeted financial statements have been prepared on an accrual basis in accordance with accounting standards.

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Australian National Audit Office


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Department abbreviation Budget Statements

AN

AO

ANAO Budget Statements

AUSTRALIAN NATIONAL AUDIT OFFICE


Section 2: Outcomes and planned performance....................................3072.1 Outcome 1 and performance information......................................3072.2 Outcome 2 and performance information......................................311


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AUSTRALIAN NATIONAL AUDIT OFFICE



The Australian National Audit Office’s (ANAO) vision is to be an international leader on the provision of independent public sector audit and related services.

In 2011-12, the ANAO will focus on:

delivering a range of timely and relevant products on topics that provide opportunities for improvement in administration across the Australian Government Public Sector

building our relationship with the Parliament, particularly the Joint Committee of Public Accounts and Audit, to promote our work and improve the understanding of our work and our contribution to improving public administration.

working with entities’ audit committees to promote the implementation of our report recommendations

pursuing initiatives to improve the efficient delivery of the audit program

maintaining our involvement in national and international auditing bodies, and assistance to audit institutions in developing nations.

The ANAO’s two planned outcomes will be met through the achievement and implementation of the ANAO’s objectives and strategies in four key result areas:

clients

product and services

people

business performance.

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In order to achieve our outcomes, the ANAO recovers some of its costs from Commonwealth authorities and companies and their subsidiaries subject to the Commonwealth Authorities and Companies Act 1997 based on a scale determined by the Auditor-General under section 14 of the Auditor-General Act 1997. These fees are calculated based on an output cost attribution model. Revenues from these audit fees are paid into the Official Public Account and are not available to the ANAO. The revenue and receipts are shown in Table 3.2.7 (Schedule of budgeted income and expenses administered on behalf of government) and Table 3.2.9 (Schedule of budgeted administered cash flows), respectively.

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Table 1.1: ANAO Resource Statement — Budget Estimates for 2011-12as at Budget May 2011



2011-12 2011-12 2011-12 2010-11$'000 $'000 $'000 $'000


Departmental appropriation

Prior year departmental appropriation2 17,925 - 17,925 13,139 Departmental appropriation3 - 75,590 75,590 73,254 s31 relevant agency receipts4 - 3,324 3,324 3,324 Total 17,925 78,914 96,839 89,717

Total ordinary annual services A 17,925 78,914 96,839 89,717 Other servicesDepartmental non-operating

Equity injections5 - - - 650 Total - - - 650

Total other services B - - - 650 Total available annual

appropriations 17,925 78,914 96,839 90,367 Special appropriationsSpecial appropriations limited

by criteria/entitlementAuditor-General remuneration and expense - Auditor-General Act 1997. Schedule 1, sections 3 and 7 - 474 474 470

Total special appropriations C - 474 474 470 Total appropriations excluding

Special Accounts 17,925 79,388 97,313 90,837 Special AccountsTotal Special Account D - - - - Total resourcingA+B+C+D 17,925 79,388 97,313 90,837 Total net resourcing for agency 17,925 79,388 97,313 90,837


further details). For accounting purposes this amount has been designated as 'contributions by owners'.4 s31 Relevant Agency receipts — estimate.5 Appropriation Bill (No.2) 2011-12.All figures are GST exclusive.

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1.2 BUDGET MEASURES

Budget measures relating to the ANAO are detailed in Budget Paper No. 2 and are summarised below.

Table 1.2 ANAO 2011-12 Budget MeasuresProgram 2010-11 2011-12 2012-13 2013-14 2014-15

$'000 $'000 $'000 $'000 $'000


Departmental expenses all - (380) (776) (977) (1,180) Total - (380) (776) (977) (1,180) - Total expense measures

Departmental - (380) (776) (977) (1,180) Total - (380) (776) (977) (1,180) - Capital measuresEfficiency dividend - temporary increase in the rate all

Departmental capital - (6) (11) (14) (20) Total - (6) (11) (14) (20) - Total capital measures



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Each outcome is described below together with its related programs, specifying the performance indicators and targets used to assess and monitor the performance of the ANAO in achieving government outcomes.

The ANAO has management information systems in place to allow it to fully cost all audit and support activities. All audit-related costs are directly costed to the relevant audit or related services. All other costs not directly attributable to audits or related services are allocated having regard to the nature of the expenditure.


Outcome 1: To provide assurance on the fair presentation of financial statements of Australian Government entities by providing independent audit opinions and related reports for the information of Parliament and the Executive.

Outcome 1 StrategyThrough its audit services, the ANAO contributes to providing assurance to individual agencies, the Executive and the Parliament about the financial reporting and administration of public sector entities.

The main activity that contributes to this outcome is the auditing of annual financial statements of Australian Government entities. The ANAO also audits the annual Consolidated Financial Statements of the Australian Government. The Consolidated Financial Statements present the consolidated whole-of-government financial result inclusive of all Australian Government controlled entities, including entities outside the general government sector.

These audits are designed to give assurance to stakeholders that an entity’s financial statements fairly represented its financial operations and financial position at year end. The ANAO makes recommendations for improvements in financial administration.

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expenses$'000 $'000

Program 1.1: Assurance Audit ServicesDepartmental expenses

Departmental appropriation 1 42,228 46,369 Special appropriations 235 237

Expenses not requiring appropriation in the Budget year 2 1,045 1,121







Outcome 1: To provide assurance on the fair presentation of financial statements of Australian Government entities by providing independent audit opinions and related reports for the information of Parliament and the Executive

1 Departmental appropriation combines "Ordinary annual services (Appropriation Bill No. 1)" and "Revenue from independent sources (s31)".

1 Expenses not requiring appropriation in the Budget year is made up of depreciation expense and, amortisation expense.


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Program 1.1: Assurance Audit Services

Program 1.1 objectiveTo provide assurance on the fair presentation of financial statements of Australian Government entities by providing independent audit opinions and related reports for the information of Parliament and the Executive.

Program 1.1 expensesSignificant expenditure includes employee expense (51%) and contractors (28%).


$'000 $'000 $'000 $'000 $'000

Special Appropriations

Auditor-General remuneration and expenses - Auditor-General Act 1997 235 237 241 245 249

Annual departmental expenses:1

Employee expenses 22,569 24,424 25,286 25,286 25,986 Suppliers 19,659 21,945 22,039 22,625 22,830

Expenses not requiring appropriation in

the Budget year2 1,045 1,121 1,046 1,046 910 Total program expenses 43,508 47,727 48,612 49,202 49,975

1 Departmental expenses includes program support costs.2 Expenses not requiring appropriation in the Budget year is made up of depreciation expense and amortisation expense.

Program 1.1 components2010-11 2011-12 2012-13 2013-14 2014-15Revised Budget Forw ard Forw ard Forw ardbudget year 1 year 2 year 3

$'000 $'000 $'000 $'000 $'000Special appropriationsAuditor-General remuneration and expenses - Auditor-General Act 1997

235 237 241 245 249

Annual departmental expenses:Financial statement audit reports 40,677 44,628 45,443 45,987 46,703 Other assurance reports 865 954 976 990 1,008 Assistance to Parliament 433 477 488 495 504 National and international representations and developing nation support

1,298 1,431 1,464 1,485 1,512

Total program expenses 43,508 47,727 48,612 49,202 49,975


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The program delivers independent audit and assurance opinions and also shares ANAO expertise in advancing public sector auditing and assisting developing nations.


Deliverables budget year 1 year 2 year 3Number of f inancial statement audit opinions to be issued

250 250 250 250 250

Other regulatory assurance reports 59 59 59 59 59Number of f inancial statement related report products to be produced 2 2 2 2 2

Engagements that contribute to public sector auditing and support developing nations

20 20 20 20 20


Key Performance Revised Budget Forw ard Forw ard Forw ardIndicators budget target year 1 year 2 year 3

Percentage of ANAO delivered audit opinions on f inancial statements received from all Australian government entities that are subsequently tabled in the parliament

100% 100% 100% 100% 100%

Percentage of Parliamentarians surveyed expressed satisfaction w ith ANAO products and services directed tow ards improving public sector administration

90% 90% 90% 90% 90%

Reader note: The ANAO has updated its key performance indicators for 2011-12 to include a quantifiable target. Using survey results as published in the annual report, the ANAO had met the previous KPIs.

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Outcome 2: To improve the efficiency and effectiveness of the administration of Australian Government programs and entities by undertaking a program of independent performance audits and assurance reviews for the information of Parliament and the Executive.

Outcome 2 StrategyThrough the provision of audit services, the ANAO contributes to improvements in the efficiency and administrative effectiveness of the Australian Government Public Sector.

The major contribution to this outcome is the conduct of performance audit services. The ANAO’s performance audit and audit-related activities include the review of all or part of an entity’s operations to assess its efficiency or administrative effectiveness. The ANAO identifies areas where improvements can be made to aspects of public administration, and makes specific recommendations to help public sector agencies improve their program management. The ANAO also undertakes an assurance review of the Defence Materiel Organisation major projects report.

The ANAO also contributes to improvements in Commonwealth public administration by identifying and promoting better practice, which assists agencies to perform at their most efficient level and add value to their outputs and services. Adopting better practices can help transform and improve business process and potentially can lead to overall improvements in the administration of the entity as a whole.

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expenses$'000 $'000

Program 2.1: Performance Audit ServicesDepartmental expenses


Expenses not requiring appropriation in the Budget year 2 641 565







Outcome 2: To improve the efficiency and effectiveness of the administration of Australian Government programs and entities by undertaking a program of independent performance audits and assurance reviews for the information of Parliament and the Executive


2 Expenses not requiring appropriation in the Budget year is made up of depreciation expense and amortisation expense.


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Program 2.1: Performance Audit Services

Program 2.1 objectiveTo improve the efficiency and effectiveness of the administration of Australian Government programs and entities by undertaking a program of independent performance audits and assurance reviews for the information of Parliament and the Executive.

Program 2.1 expensesThe majority of direct audit expenses (86%) are for employees or labour related services.


$'000 $'000 $'000 $'000 $'000

Special AppropriationsAuditor-General remuneration and expenses - Auditor-General Act 1997 235 237 241 245 249

Annual departmental expenses:1

Employee expenses 15,815 17,181 17,774 17,842 18,433 Suppliers 13,404 14,191 13,942 13,784 12,698

Expenses not requiring appropriation inthe Budget year 2 641 565 640 640 776

Total program expenses 30,095 32,174 32,597 32,511 32,156 1 Departmental expenses includes program support costs.2 Expenses not requiring appropriation in the Budget year is made up of depreciation expense and

amortisation expense.

Program 2.1 components


$'000 $'000 $'000 $'000 $'000Special appropriations:Auditor-General remuneration and expenses - Auditor-General Act 1997 235 237 241 245 249 Annual departmental expenses:

Performance audit services 26,874 28,727 29,086 28,996 28,664 Other audit and related services 448 482 490 490 486 Better Practice Guides 1,493 1,605 1,635 1,635 1,621 Assistance to Parliament 746 802 818 818 812 National and International representation and developing nation support 299 321 327 327 324

Total program expenses 30,095 32,174 32,597 32,511 32,156

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Program 2.1 deliverablesThe program deliverables inform the Parliament and the Executive of issues concerned with the administration of government programs or agencies, promote better practice and also share ANAO expertise in advancing public sector auditing and assisting developing nations.


Deliverables budget year 1 year 2 year 3Number of performance audits to be produced ¹

55 55 54 54 54

Number of review 's of DMO Major Projects Report

1 1 1 1 1

Number of Better Practice Guides to be produced

3 5 4 4 4

Number of appearances and submissions to Parliamentary committees

20 20 20 20 20

Number of annual audit w ork programs

1 1 1 1 1

Number of engagements that contribute to public sector auditing and support developing nations

20 20 20 20 20

1 These deliverables are dependent on ANAO capacity, and changes to the public sector environment which influences the scale and scope of performance audits undertaken.



Percentage of public sector entities that acknow ledge the value added by ANAO products and services

90% 90% 90% 90% 90%

Percentage of audited entities that agreed w ith the recommendations included in performance audit reports

90% 90% 90% 90% 90%

Percentage of Parliamentarians surveyed that expressed satisfaction w ith ANAO products and services directed tow ards improving public sector administration

90% 90% 90% 90% 90%

Reader note: The ANAO has updated its KPIs for 2011-12 to include a quantifiable target. Using survey results as published in the annual report, the ANAO had met the previous KPIs.

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3.1.1 Movement of administered funds between yearsThe ANAO does not have any movement of administered funds.

3.1.2 Special AccountsThe ANAO does not have any special accounts.

3.1.3 Australian Government Indigenous ExpenditureTable 3.1.3: Australian Government Indigenous Expenditure

Other Total ProgramBill Bill Special Total

No. 1 No. 2 approp approp$'000 $'000 $'000 $'000 $'000 $'000

Australian National Audit OfficeOutcome 2Performance Audit Services ¹Departmental 2011-12 2,393 - - 2,393 - 2,393 2.1 Departmental 2010-11 2,393 - - 2,393 - 2,393 Total outcome 2011-12 2,393 - - 2,393 - 2,393 Total outcome 2010-11 2,393 - - 2,393 - 2,393


Appropriations

1 This reflects the Indigenous component of our Performance Audit program.

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3.2.1 Differences in agency resourcing and financial statementsThe agency resource statement (Table 1.1) provides a consolidated view of all the resources available to an agency in 2011-12. This includes equity injections and appropriation receivable that is yet to be drawn down to cover payables and provisions on the balance sheet. The income statement (Table 3.2.1) shows the operating appropriation provided in 2011-12.

3.2.2 Analysis of budgeted financial statementsDepartmentalIncome StatementTotal income in 2011-12 is estimated at $78.2 million (2010-11: 76.0 million). Revenue from government (appropriation funding) has increased from $72.7 million to $74.9 million. This reflects additional funding for: the Performance Audit program, IT and other specialist capabilities,

technical support and QA capability - $1.1 million

National Broadband Network audit - $0.5 million.

Other revenue is expected to remain steady at $3.3 million. This revenue relates to:

AusAID funding of $2.2 million to support the Indonesian Board of Audit and the PNG Audit office

own sourced revenue, of $1.1 million, for ‘audits by arrangement’ under section 20(2) of the Auditor-General Act.

Operating expenses for 2011-12 are estimated to total $79.9 million (2010-11: $73.6 million). Employee expenses will increase in 2011-12 to accommodate salary increases and additional staff required to undertake new work. Supplier expenses will increase due to additional audit work and support expenses required to be undertaken.

Balance SheetThe departmental balance sheet shows the ANAO’s net asset position remaining stable.

At this point, no major financial transactions have been planned for 2011-12. And the total assets and liabilities values are expected to remain stable.

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Statement of cash flowsThe cash flow is consistent with, and representative of, the transactions reported in the income statement, adjusted for non-cash items and anticipated capital purchases.

The ANAO’s working cash balance is $0.7 million in accordance with the ANAO’s agreement with the Department of Finance and Deregulation.

Capital budget statementThe departmental capital budget statement shows the expected capital works program for the current and forward years. In 2010-11 the ANAO received funding to enhance the professional capability, including IT hardware and audit methodology software. Total capital expenditure in 2010-11 is estimated to be $1.2 million. In addition, the ANAO forecasts spending a further $3.5 million over the forward estimates.

AdministeredSchedule of budgeted income and expenses administered on behalf of governmentEstimated revenues from the provision of audit services to certain Australian Government agencies reflect the estimated recovery of audit costs.

Schedule of budgeted assets and liabilities administered on behalf of governmentThe estimated administered assets and liabilities relate to ongoing audit activity. No non-financial administered assets are held.

Schedule of budgeted administered cash flowsAdministered monies are transferred to the Official Pubic Account on an ongoing basis.

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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

EXPENSESEmployee benefits 38,854 42,079 43,542 43,618 44,917 Supplier expenses 33,063 36,136 35,981 36,409 35,528 Depreciation and amortisation 1,686 1,686 1,686 1,686 1,686 Total expenses 73,603 79,901 81,209 81,713 82,131 LESS: OWN-SOURCE INCOMEOwn-source revenueSale of goods and rendering of services 1,100 1,100 1,100 1,100 1,100 Rental income 200 200 200 200 177 Other 2,024 2,024 2,024 2,024 2,024 Total own-source revenue 3,324 3,324 3,324 3,324 3,301 Total own-source income 3,324 3,324 3,324 3,324 3,301 Net cost of (contribution by)

services 70,279 76,577 77,885 78,389 78,830 Revenue f rom Government 72,709 74,891 76,199 76,703 77,144 * * * *Surplus (Deficit) 2,430 (1,686) (1,686) (1,686) (1,686) Surplus (Deficit) attributable to

the Australian Government 2,430 (1,686) (1,686) (1,686) (1,686) OTHER COMPREHENSIVE INCOMETotal comprehensive income - - - - - Total comprehensive income




Australian Government 2,430 (1,686) (1,686) (1,686) (1,686) plus non-appropriated expenses

depreciation and amortisation expenses 1,686 1,686 1,686 1,686 1,686

Total Comprehensive Income (loss) Attributable to the agency 4,116 - - - -


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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Cash and cash equivalents 698 698 698 698 698 Trade and other receivables 18,297 18,061 17,941 17,377 17,377 Other 1,461 1,461 1,461 1,461 1,461


Land and buildings 5,721 4,937 4,152 3,367 3,367 Property, plant and equipment 910 1,199 1,393 1,594 1,376 Intangibles 2,091 2,073 2,146 2,171 1,994 Other 920 920 920 920 920


Suppliers 1,637 1,637 1,637 1,637 1,637 Total payables 1,637 1,637 1,637 1,637 1,637 Provisions

Employee provisions 11,256 11,256 11,534 11,534 11,534 Other 2,490 2,254 1,901 1,337 1,337


Contributed equity 6,702 7,875 8,998 10,125 11,416 Reserves 149 149 149 149 149 Retained surplus 7,864 6,178 4,492 2,806 1,120

(accumulated deficit) - - - - - Total Equity 14,715 14,202 13,639 13,080 12,685


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reserve capital$'000 $'000 $'000 $'000 $'000


previous period 7,864 149 - 6,702 14,715 Adjusted opening balance 7,864 149 - 6,702 14,715

Surplus (def icit) for the period (1,686) - - - (1,686) Total comprehensive income


Contributions by ownersAppropriation (departmental)capital budget - - - 1,173 1,173


Estimated closing balanceas at 30 June 2012 6,178 149 - 7,875 14,202

Closing balance attributable to the Australian Government 6,178 149 - 7,875 14,202


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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Goods and services 3,324 3,324 3,324 3,324 3,301 Appropriations 72,740 75,127 76,199 76,703 77,144




operating activities - - - - - INVESTING ACTIVITIESCash used









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Capital budget - Bill 1 (DCB) 915 1,173 1,123 1,127 1,291 Equity injections - Bill 2 650 - - - -


Purchase of non-financial assets 1,565 1,173 1,123 1,127 1,291

Total Items 1,565 1,173 1,123 1,127 1,291 PURCHASE OF NON-FINANCIAL

ASSETSFunded by capital appropriations 650 - - - -

Funded by capital appropriation - DCB 915 1,173 1,123 1,127 1,291

TOTAL 1,565 1,173 1,123 1,127 1,291



acquire assets 1,565 1,173 1,123 1,127 1,291 DCB = Departmental Capital Budget.Prepared on Australian Accounting Standards basis.


Buildings Other property, Intangibles Totalplant and

equipment$'000 $'000 $'000 $'000

As at 1 J uly 2011Gross book value 5,721 910 5,263 11,894 Accumulated depreciation/amortisation

and impairment - - 3,172 3,172

Opening net book balance 5,721 910 2,091 8,722 CAPITAL ASSET ADDITIONSEstimated expenditure on


annual services - 473 700 1,173 Total additions - 473 700 1,173 Other movementsDepreciation/amortisation expense 784 184 718 1,686 As at 30 J une 2012Gross book value 5,721 1,383 5,963 13,067 Accumulated depreciation/amortisation

and impairment 784 184 3,890 4,858 Closing net book balance 4,937 1,199 2,073 8,209

Asset Category


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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000



Fees and fines 10,099 10,982 12,088 12,810 12,900 Total non-taxation revenue 10,099 10,982 12,088 12,810 12,900 Total revenues administered

on behalf of Government 10,099 10,982 12,088 12,810 12,900

Total income administeredon behalf of Government 10,099 10,982 12,088 12,810 12,900

EXPENSES ADMINISTERED ONBEHALF OF GOVERNMENT

Total expenses administeredon behalf of Government - - - - -




2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Financial assetsReceivables 1,549 1,549 1,549 1,549 1,549 Other 1,602 1,602 1,602 1,602 1,602

Total financial assets 3,151 3,151 3,151 3,151 3,151 Total assets administered

on behalf of Government 3,151 3,151 3,151 3,151 3,151 LIABILITIES ADMINISTERED ON


Other 175 175 175 175 175 Total payables 175 175 175 175 175 Total liabilities administered

on behalf of Government 175 175 175 175 175 Prepared on Australian Accounting Standards basis.

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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Sales of goods and rendering of services 11,109 12,003 12,088 12,810 12,900


Net GST paid 1,111 1,200 1,208 1,280 1,290 Total cash used 1,111 1,200 1,208 1,280 1,290 Net cash from (used by)

operating activities 9,998 10,803 10,880 11,530 11,610 FINANCING ACTIVITIESCash used

Other 9,998 10,803 10,880 11,530 11,610 Total cash used 9,998 10,803 10,880 11,530 11,610 Net cash from (used by)

financing activities (9,998) (10,803) (10,880) (11,530) (11,610) Net increase (decrease) in


beginning of reporting period - - - - - Cash and cash equivalents at endof reporting period - - - - -


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AUSTRALIAN PUBLIC SERVICE COMMISSION




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AUSTRALIAN PUBLIC SERVICE COMMISSION



The APSC takes a central, leadership role in providing expertise, guidance, performance monitoring and some centralised services to all agencies. The APSC also undertakes statutory functions under the Public Service Act 1999 (the Act), including functions to strengthen the Australian Public Service’s (APS) integrity.

The planned outcome of the Australian Public Service Commission (the APSC) is to increase awareness and adoption of best practice public administration by the public service through leadership, promotion, advice and professional development, drawing on research and evaluation.

In 2011–12 the APSC will provide a strong leadership role across the APS and aims to:• support people management reforms, including through building an APS-

wide human capital framework that provides a strategic and coordinated approach to the development of APS leaders and its people

• ensure greater consistency for a united APS, including through promotion of the APS values (as revised from time to time) and its ethical framework and coordination of workplace relations for Australian Government employees

• assure agency capability and effectiveness, including through processes for improved workforce planning, agency capability reviews and input to the Human Capital Priority Plan and the Leadership and Development Strategy.

The APSC will continue to report publicly on the state of the APS, and report to government on the implementation of the recommendations of the report Ahead of the Game: Blueprint for the Reform of Australian Government Administration (the Blueprint) and the associated reform strategy across the APS.

The APSC is responsible for Australian Government policies for agreement-making, classification structures, APS pay and employment conditions, work level standards and workplace relations advice. Through the strengthened Australian Government Employment Bargaining Framework, the APSC will encourage agencies to develop a more consistent approach to common

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terms and conditions of employment for APS employees when negotiating agreements, to support the aim of moving towards one APS.

The APSC will continue its internal change strategy to build internal capability and capacity to deliver a wide range of new initiatives and to consolidate its new workplace relations responsibilities.

APS-wide agency engagement and capability is critical to the success of the reform strategy. The APSC will continue to support agencies through:

• effective communication strategies that minimise the burden on agencies in adopting new guidelines and frameworks

• the use of compatible information technology and data solutions

• the provision of advice on agency-specific processes and capability development.



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Table 1.1: APSC Resource Statement — Budget Estimates for 2011-12 as at Budget May 2011



2011-12 2011-12 2011-12 2010-11$'000 $'000 $'000 $'000


Departmental appropriation

Prior year departmental appropriation2 15,875 - 15,875 15,069 Departmental appropriation3 - 26,014 26,014 30,655



Other services5

Departmental non-operatingEquity injections - - - - Total - - - -

Total other services B - - - - Total available annual

appropriations 15,875 52,098 67,973 67,123 Special appropriationsSpecial appropriations limited

by criteria/entitlementRemuneration Tribunal Act 1973 - s7(13)

- 24,732 24,732 19,719 Remuneration and Allowances Act 1990

- 23,138 23,138 17,214 Total special appropriations C - 47,870 47,870 36,933 Total appropriations excluding

Special Accounts 15,875 99,968 115,843 104,056 Special Accounts

Opening balance6 - - - - Non-appropriation receipts to Special Accounts - - - -

Total Special Account D - - - - Total resourcingA+B+C+D 15,875 99,968 115,843 104,056 Total net resourcing for agency 15,875 99,968 115,843 104,056


further details). For accounting purposes this amount has been designated as 'contributions by owners'.4 s31 Relevant Agency receipts — estimate.5 Appropriation Bill (No.2) 2011-12.6 Estimated opening balance for special accounts (less ‘Special Public Money’ held in accounts like Other



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1.3 BUDGET MEASURES

Budget measures relating to the APSC are detailed in Budget Paper No. 2 and are summarised below.

Table 1.2 APSC 2011-12 Budget MeasuresProgram 2010-11 2011-12 2012-13 2013-14 2014-15

$'000 $'000 $'000 $'000 $'000Expense measuresEfficiency dividend - temporary increase in the rate


Departmental - (131) (237) (283) (343) Total - (131) (237) (283) (343) Capital measuresEfficiency dividend - temporary increase in the rate




Measures announced between 2010-11 Budget and 2011-12 Budget but not yet reported in a subsequent portfolio statement

Program 2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

Measures Australian Public Service Commission - eff iciencies

Departmental expense 1.1 (8,167) (8,980) (8,975) - - Departmental capital 1.1 (3,333) (20) (25) - -

Total (11,500) (9,000) (9,000) - -

Total measuresDepartmental (11,500) (9,000) (9,000) - -

Total (11,500) (9,000) (9,000) - - Prepared on a Government Finance Statistics (fiscal) basis.

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Each outcome is described below together with its related programs, specifying the performance indicators and targets used to assess and monitor the performance of the APSC in achieving government outcomes.

Outcome 1: Increased awareness and adoption of best practice public administration by the public service through leadership, promotion, advice and professional development, drawing on research and evaluation.

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expenses$'000 $'000

Program 1.1: Australian Public Service CommissionDepartmental expenses

Departmental appropriation1 51,489 51,914 Expenses not requiring appropriation in the Budget year 2 1,107 987

Total for Program 1.1 52,596 52,901 Program 1.2: Parliamentarian’s and Judicial Office Holders Remuneration and EntitlementsAdministered expenses

Special appropriations 36,933 47,870

Total for Program 1.2 36,933 47,870 Outcome 1 Totals by appropriation typeAdministered Expenses

Special appropriations 36,933 47,870 Departmental expenses

Departmental appropriation1 51,489 51,914 Expenses not requiring appropriation in the Budget year 2 1,107 987



Outcome 1: Increased awareness and adoption of best practice public administration by the public service through leadership, promotion, advice and professional development, drawing on research and evaluation.

1 Departmental appropriation combines ‘Ordinary annual services (Appropriation Bill No. 1)’ and ‘Revenue from independent sources (s31)’.

2 Expenses not requiring appropriation in the Budget year is made up of depreciation expense, amortisation expense and audit fees.


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Program 1.1: Australian Public Service Commission

Program 1.1 expensesThe reduction in the level of expense in 2012-13 is due to the APS Indigenous Employment Strategy Budget Measure terminating in 2011-12. Revenue funding for APS Reform Blueprint activities commences from 2011-12.




the Budget year1 1,107 987 877 812 1,126 Total departmental expenses 52,596 52,901 51,104 49,288 50,189


Program component 1.1.1: APS People and Organisational Performance

Program component 1.1.1 objectivesThe APS undertakes a broad range of activities related to policy, regulation, program implementation and program delivery.To improve the effectiveness of the APS, the APSC will develop a human capital framework. Capability reviews of APS departments and selected agencies will be undertaken.The objectives are to:• enhance employment frameworks within the APS that support effective

deployment and management of Human Capital

• advise government on amendments to the Act and provide quality policy advice, and employment services, on matters covered by it

• manage and provide quality policy advice on the Public Service Commissioner’s statutory responsibilities for SES employment and recruitment of agency heads and statutory office holders

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• work with agencies to embed APS Values (if legislated) in the APS that are effective in driving performance and cultural change, and promote public service ethics and integrity

• ensure a more systematic approach to APS-wide human capital and workforce planning through development of a human capital framework and workforce planning framework

• streamline and improve APS workforce attraction, recruitment, induction, mobility and diversity strategies while upholding the merit principle

• undertake pilot agency capability reviews to assist agencies to improve institutional capabilities and strengthen accountability of agency performance

• support the review, inquiry and reporting functions of the Public Service Commissioner and the Merit Protection Commissioner

• provide assurance and intervention (as appropriate) as to the quality of employment decisions across the APS

• provide evidence-based analysis of performance to inform debate on the state of the APS

• deliver the strategies detailed in the Indigenous Employment Strategy, including increasing employment and retention of Indigenous employees in the APS; building the skills and capabilities of Indigenous employees; and improving the representation of Indigenous employees across the APS.

Program component 1.1.1 expensesExpenses reduce in 2011-12 due to a decreasing level of funding for the APS reform Blueprint. Expenses also reduce in 2012-13 as the APS Indigenous Employment Strategy Budget Measure terminates in 2011-12. Expenses further decline in 2013-14 as the APS Reform Budget Measure terminates in 2012-13.

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$'000 $'000 $'000 $'000 $'0001.1.1 - APS People and Organisational PerformanceAnnual departmental expenses:Departmental item 20,157 18,656 16,488 14,787 14,849 Expenses not requiring Appropriation inthe Budget year 538 391 354 333 438 Total component expenses 20,695 19,047 16,842 15,120 15,287 Reader note: Expenses not requiring appropriation in the Budget year is made up of depreciation expense, amortisation expense and audit fees.

Program component 1.1.1 deliverablesThe APSC’s key deliverables are:

• maintenance of tools for embedding the APS Values

• Ethics Advisory Service

• human capital, workforce planning and capability frameworks and benchmarking processes reflected in the APS Human Capital Priority Plan and the leadership development strategy for the APS

• best practice standards for recruitment, induction, mobility, diversity and provision of a model for more effective induction and transition programs and succession and talent management

• best practice standards for managing performance, training and communications strategy for the APS

• policy advice and exercise of statutory responsibilities in relation to recruitment to SES roles, separation of SES employees and recruitment of agency heads and statutory office holders

• agency capability reviews, reports and capability improvement plans (subject to government decision after the trial of capability reviews)

• accurate, quality and timely review and employment services

• data analysis on APS employment delivered through the State of the Service Report and other reports, including international and inter-jurisdictional comparisons where appropriate, to assist in its advice to government and the APS

• strategies to improve and increase Indigenous representation across the APS through increased employment and targeted development of Indigenous employees in the APS. This should result in a positive trend

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in APS Indigenous employee satisfaction as reported in the State of the Service Report.

Program component 1.1.1 deliverables (continued)2010-11 2011-12 2012-13 2013-14 2014-15Revised Budget Forw ard Forw ard Forw ard

Deliverables budget year 1 year 2 year 3Number of review s f inalised on behalf of the Merit Protection Commissioner

235 235 235 235 235

Percentage of review s conducted on behalf of the Merit Protection Commissioner completed w ithin published timeframes

70% 70% 70% 70% 70%

Number of responses to w histleblow ing reports made to the Public Service Commissioner or the Merit Protection Commissioner

22 22 22 22 22

Percentage of w histleblow ing reports responded to w ithin 6 w eeks, w ith any further investigations conducted promptly

70% 70% 70% 70% 70%

Number of State of the Service Report and associated publications

2 2 2 2 2

Percentage of State of the Service Report tabled in accordance w ith tabling requirements

100% 100% 100% 100% 100%

Nubmer of fee-for-service employment related services

500 500 500 500 500

Nubmer of Secretariat service provided to APS 200 and the Public Service Commissioner’s Conference

4 8 8 8 8

Program component 1.1.1 key performance indicators• Degree of satisfaction of Minister and agency heads, as expressed

through feedback about the quality and timeliness of services and advice provided by the APSC.

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• Developing programs and strategies to assist APS agencies with recruitment, training and retention to reach at least 2.7 per cent of Indigenous representation across the APS workforce by 2015.


Indicators budget target year 1 year 2 year 3Percentage of high level of use and satisfaction w ith the State of the Service Report and other research and evaluation reports by the SES, agencies and other clients

75% 75% 75% 75% 75%

Program component 1.1.2: Investing in APS Development and Capability

Program component 1.1.2 objectivesAPS workforce capability will be critical to improving APS performance in the future. Its leaders shape the culture and values of the APS. Strong and effective leadership skills supported by investment in learning and development are essential components in building a high-performing, innovative and agile APS.

The objectives are:• reinvigorated strategic leadership capability by:– identifying high quality, strategically aligned leadership programs

which produce the skills agencies and the APS need, deliver value for money and minimise duplication of leadership development activities

– investing in the talent management of top performers in the APS.

• support, guide and encourage APS agencies to invest as required in the capability development of their people, to raise overall APS capability

• provide APS agencies access to thought leadership and guidance on how to enhance leadership development and talent management

• support agencies via a suite of core learning and development programs and deliver cost effective APS products and services

• support leadership, learning and development opportunities that build knowledge, capabilities, skills and behaviours through international programs.

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Program component 1.1.2 expensesThe increase in resourcing is for the operations of the Strategic Centre for Leadership, Learning and Development.


$'000 $'000 $'000 $'000 $'0001.1.2 - Investing in APS Development and CapabilityAnnual departmental expenses:Departmental item 21,190 22,444 23,389 24,060 24,523 Expenses not requiring Appropriation inthe Budget year 342 337 301 278 382 Total component expenses 21,532 22,781 23,690 24,338 24,905

Reader note: Expenses not requiring appropriation in the Budget year is made up of depreciation expense, amortisation expense and audit fees.

Program component 1.1.2 deliverablesThe APSC’s key deliverables are:• a leadership development strategy based on current and emerging

priorities oversighted by the Strategic Centre for APS Leadership, Learning and Development Advisory Board

• the identification of aligned contemporary leadership programs and (where of value) the central procurement of programs

• quality assessments of professional development programs and providers and improved evaluation of program outcomes

• thought leadership and support and advice for agencies and APS leaders, in identifying and nurturing top talent across the APS and providing opportunities to develop high-performing individuals

• the delivery of leadership development programs (including those used as part of the approach to talent management) as identified by the Strategic Centre for APS Leadership, Learning and Development and the Secretaries Board

• leadership, learning and development programs that build knowledge, capabilities, skills and behaviours, consistent with the Blueprint recommendations

• support for leadership excellence through international programs and work with the states and territories on public sector educational training needs.


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Program component 1.1.2 deliverables (continued)

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Deliverables budget year 1 year 2 year 3Number of seminars and forums delivered

30 30 30 30 30

Number of leadership programs delivered

78 78 78 78 78

Number of agencies using the leadership learning development panel to deliver training

58 58 58 58 58

Number of APS 1-6 and Executive level programs delivered

270 270 270 270 270

Percentage of agencies engaged through at least one scheduled event, activity or netw ork focused on leadership

75% 75% 75% 75% 75%

Percentage of new SES attending orientation program

80% 80% 80% 80% 80%

Percentage of SES and Executive level programs that w ere rated 5 or 6 on a 6-point scale for relevance, usefulness and administration and coordination

85% 85% 85% 85% 85%

Percentage of panel services that w ere rated 5 or 6 on a 6-point scale for how w ell the program w as delivered and coordinated

85% 85% 85% 85% 85%

Number of APS agencies using accreditation services

30 30 30 30 30

Manage SES high potential program for target number of participants (to be determined by SCLLD Advisory Board)

As agreed As agreed As agreed As agreed As agreed

Program component 1.1.2 key performance indicators• APS has sufficient leadership capability to meet current and future

business requirements - to become more citizen centric, be able to solve complex problems, operate as one-APS, anticipate challenges and implement effectively.

• Assurance that the leadership development system creates effective leaders.

• APS agencies have access to thought leadership & guidance on how to enhance Agency specific leadership development.

• APS agencies have access to high quality, strategically aligned leadership programs which deliver the skills Agencies and the APS need.

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• The learning and development programs lead to increased choice, opportunity and better work performance.

• Increasing the acquisition of skills and knowledge leads to better service delivery within the APS.

• Degree of satisfaction of the Secretaries Board with the progress in implementing the Blueprint recommendations where APSC is the lead agency.



Percentage of responding surveyed participants consider that APSC programs have equipped them w ith the know ledge and skills they need in order to perform their roles more effectively

85% 85% 85% 85% 85%

Percentage of responding surveyed participants consider that APSC program learning objectives w ere met effectively

85% 85% 85% 85% 85%

Percentage of responding surveyed participants agree that attending APSC programs and/or events assisted in building their aw areness of issues, developments and priorities to enable them to w ork more effectively

85% 85% 85% 85% 85%

Percentage of responding surveyed participants agree that attending APSC leadership development activities increased their leadership skill, capability and know ledge

85% 85% 85% 85% 85%

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Program component 1.1.3: Australian Government Employment Workplace Relations

Program component 1.1.3 objectivesThe objectives are to:• provide advice and support in relation to workplace relations within

Australian Government Employment (AGE)• strengthen and streamline the employment bargaining framework for

the APS to support one APS• enhance and maintain employment frameworks, including classification

and work level standards, to support cost-effective whole-of-APS delivery to government and stakeholders

• assist the Remuneration Tribunal and the Defence Force Remuneration Tribunal to meet its respective statutory obligations through the provision of high-quality advisory and administrative support.

Program component 1.1.3 expensesFrom 2011-12 contributions are received from agencies for establishing the 2014 workplace relations framework. Expense reduces (offsetting change) in 2012-13 due to reductions in APS Reform funding.


$'000 $'000 $'000 $'000 $'0001.1.3 - Australian Government Employment Workplace RelationsAnnual departmental expenses:Departmental appropriation 10,142 10,814 10,350 9,629 9,691 Expenses not requiring Appropriation inthe Budget year 227 259 222 201 306 Total component expenses 10,369 11,073 10,572 9,830 9,997

Reader note: Expenses not requiring appropriation in the Budget year is made up of depreciation expense, amortisation expense and audit fees.

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Program component 1.1.3 deliverablesThe APSC’s key deliverables are:• policy advice to the Minister on workplace arrangements in AGE• advice and support to Australian Government agencies and employees

to ensure compliance with Australian government policy and relevant legislative requirements

• administer the enterprise bargaining arrangements for Australian Government employment

• progress a review of APS classification structures and work-level standards to ensure that these arrangements support a united APS and meet the needs of employers and employees

• implementation of government objectives relating to the size and capability of the SES

• secretariat support to the Defence Force Remuneration Tribunal• provision of high-quality advisory and administrative support to the

Remuneration Tribunal.

Program component 1.1.3 key performance indicators• Advice to the Minister on AGE workplace relations is timely and of high

quality.• Agencies generally consider the guidance and advice provided is

accurate and timely.• Agencies consider that the review of the classification structure and

APS-wide work level standards leads to outcomes that support their business and one APS.

• Level of satisfaction of the President of the Defence Force Remuneration Tribunal with the quality and timeliness of the services provided by the Secretariat.

• Level of satisfaction of the President of the Remuneration Tribunal with the quality and timeliness of the services provided by the Tribunal Secretariat.

• SES numbers reflect government policy objectives.Continued on next page.

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Program component 1.1.3 key performance indicators (continued)2010-11 2011-12 2012-13 2013-14 2014-15


Percentage of agency enterprise agreements are assessed against the bargaining framew ork w ithin 10 w orking days

100% 100% 100% 100% 100%

Percentage of all variations to remuneration and entitlements are processed in a timely manner w ith an accuracy of at least 99 per cent w ithin published timeframes

99% 99% 99% 99% 99%

Level of satisfaction of the President of the Defence Force Remuneration Tribunal w ith the quality and timeliness of the services provided by the Secretariat

very good or above

very good or above

very good or above

very good or above

very good or above

Level of satisfaction of the President of the Remuneration Tribunal w ith the quality and timeliness of the services provided by the Tribunal Secretariat

very good or above

very good or above

very good or above

very good or above

very good or above

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Program 1.2: Parliamentarians’ and Judicial Office Holders Remuneration and Entitlements.

Program 1.2 objectiveTo facilitate the payment of Parliamentarians’ and Judicial Office Holders remuneration, allowances and entitlements.

The Department of the Senate, the Department of the House of Representatives and the Attorney-General’s Department make all payments for this program.

Program expensesThis program was transferred from the Department of Education, Employment and Workplace Relations during 2010-11. Expenses for 2010-11 are disclosed on a part year basis.


$'000 $'000 $'000 $'000 $'000Special Appropriations:

Remuneration Tribunal Act 1973 - s7(13) 19,719 24,732 25,424 26,339 26,339 Remuneration and Allowances Act 1990 17,214 23,138 24,012 24,372 24,372

Total administered expenses 36,933 47,870 49,436 50,711 50,711

Program 1.2 deliverablesThe key deliverable is the payment of Parliamentarians’ and Judicial Office Holders remuneration, allowances and entitlements.Data is not provided for deliverables because the administered items are paid by the Department of the Senate, the Department of the House of Representatives and the Attorney-General’s Department.

Program 1.2 key performance indicators• All variations to remuneration and entitlements are processed in a

timely manner with an accuracy of at least 99 per cent.

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Indicators budget target year 1 year 2 year 3Percentage of all variations to remuneration and entitlements are processed in a timely manner w ith an accuracy of at least 99 per cent.

99% 99% 99% 99% 99%

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3.1.1 Movement of administered funds between yearsAPSC have no movement of Administered funds.

3.1.2 Special AccountsAPSC does not manage any special accounts other than the Other Trust Monies Account.

Opening Closingbalance Receipts Payments Adjustments balance2011-12 2011-12 2011-12 2011-12 2011-122010-11 2010-11 2010-11 2010-11 2010-11

Outcome $'000 $'000 $'000 $'000 $'000Other Trust monies (D) 1 - - - - -

- - - - -

Total Special Accounts 2011-12 Budget estimate - - - - -

Total Special Accounts2010-11 estimate actual - - - - -

Reader note: The Other Trust Monies Account (OTM) contains $0.001 million receipted into the account during 2009-10.(D) = Departmental

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Bill TotalNo. 1 approp$'000 $'000 $'000 $'000

Australian Public Service CommissionOutcome 1Australian Public Service Departmental 2011-12* 3,325 3,325 466 3,791 1.2Departmental 2010-11* 3,553 3,553 508 4,061 1.2Total outcome 2011-12 3,325 3,325 466 3,791 1.2Total outcome 2010-11 3,553 3,553 508 4,061 1.2

Total departmental 2011-12 3,325 3,325 466 3,791 1.2Total departmental 2010-11 3,553 3,553 508 4,061 1.2

Total AGIE 2011-12 3,325 3,325 466 3,791 1.2Total AGIE 2010-11 3,553 3,553 508 4,061 1.2

Appropriations

* Departmental allocations are notional.

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3.2.1 Differences in agency resourcing and financial statementsThe agency resource statement (Table 1.1) provides a consolidated view of all the resources available to the agency in 2011-12 including both departmental and administered funding. This includes appropriation that is yet to be drawn down to cover departmental payables and provisions on the balance sheet. The departmental income statement (Table 3.2.1) shows only the departmental operating appropriation provided in each year.

3.2.2 Analysis of budgeted financial statementsDepartmental income statementThe APSC is budgeting for a break-even operating result, adjusted for depreciation and amortisation expense and the non-cash impact of straight lining minimum lease payments for office rent.

Appropriation revenue will decrease by $4.3 million from $30.1 million in 2010-11 to $25.8 million in 2011-12. This reflects reduction in the funding for the APS reform budget measure.

Goods and services income is expected to increase by $4.7 million from $21.4 million in 2010-11 to $26.1 million in 2011-12, as there is expected to be new activities that are aligned with the reform agenda, including Capability Reviews and support for the Strategic Centre for Leadership, Learning and Development and Workplace Relations.

Departmental balance sheetNet equity will reduce over the budget and forward years as the level of departmental capital budget funding is lower than the loss incurred due to net cash appropriation arrangements.

Receivables vary in line with the APSC’s capital investment cycle for FMA s. 31 funded activities. An increase of around $0.3 million will occur in 2011-12 to build reserves to allow for future asset reinvestment.

The APSC’s primary liability continues to be provision for employee entitlements of $5.8 million.

Cash balances are maintained at a working capital level of $0.5 million. Cash holdings above this level are transferred as a receivable held in the Official Public Account.

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Administered financial statementsThe only administered transactions are payments of Parliamentarians’ and Judicial Office Holders remuneration and entitlements. These payments are funded by special appropriations. These payments are disclosed in the administered schedule of income and expenses and schedule of cash flows. There are no administered liabilities or assets as all remuneration and entitlements are paid in the month in which they are incurred.

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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

EXPENSESEmployee benefits 28,509 30,631 30,385 28,614 29,123 Supplier expenses 22,641 20,808 19,387 19,439 19,617 Depreciation and amortisation 1,429 1,446 1,316 1,221 1,436 Finance costs 17 16 16 14 13 Total expenses 52,596 52,901 51,104 49,288 50,189 LESS: OWN-SOURCE INCOMEOwn-source revenueSale of goods and rendering of services 21,393 26,084 26,904 26,263 26,663 Total own-source revenue 21,393 26,084 26,904 26,263 26,663 GainsOther 39 40 41 42 43 Total gains 39 40 41 42 43 Total own-source income 21,432 26,124 26,945 26,305 26,706 Net cost of (contribution by)

services 31,164 26,777 24,159 22,983 23,483 Revenue f rom Government 30,096 25,830 23,323 22,213 22,400 * * * *Surplus (Deficit) (1,068) (947) (836) (770) (1,083) Surplus (Deficit) attributable to

the Australian Government (1,068) (947) (836) (770) (1,083) OTHER COMPREHENSIVE INCOMETotal comprehensive income (1,068) (947) (836) (770) (1,083) Total comprehensive income

attributable to the Australian Government (1,068) (947) (836) (770) (1,083)



Australian Government (1,068) (947) (836) (770) (1,083) plus non-appropriated expenses

operating lease rental expense 243 170 99 36 (39) depreciation and amortisation expenses 825 777 737 734 1,122



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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Cash and cash equivalents 450 450 450 450 450 Trade and other receivables 18,842 19,151 19,107 18,677 18,315


Land and buildings 3,335 2,777 2,305 2,405 2,220 Property, plant and equipment 1,790 1,403 1,528 1,739 1,570 Intangibles 549 454 415 372 308 Inventories 189 189 189 189 189 Prepayments paid 449 449 449 449 449


Suppliers 5,015 5,196 5,285 5,292 5,210 Prepayments received 5,844 5,844 5,844 5,844 5,844


Lease incentives 1,431 1,266 1,100 934 768 Total interest bearing liabilities 1,431 1,266 1,100 934 768 Provisions

Employee provisions 5,850 5,850 5,850 5,850 5,850 Provision for restoration obligations 347 363 379 307 320


Contributed equity (688) (504) (37) 802 1,340 Reserves 1,302 1,302 1,302 1,302 1,302 Retained surplus - - - - -

(accumulated deficit) 6,503 5,556 4,720 3,950 2,867 Total parent entity interest 7,117 6,354 5,985 6,054 5,509 Total Equity 7,117 6,354 5,985 6,054 5,509


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reserve capital$'000 $'000 $'000 $'000 $'000


previous period 6,503 1,302 - (688) 7,117 Adjusted opening balance 6,503 1,302 - (688) 7,117 Comprehensive incomeSub-total comprehensive income - - - - -

Surplus (def icit) for the period (947) - (947) Total comprehensive income




Estimated closing balanceas at 30 June 2012 5,556 1,302 - (504) 6,354 Less: non-controlling interests * -

Closing balance attributable to the Australian Government 5,556 1,302 - (504) 6,354


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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Goods and services 23,532 28,692 29,594 28,889 29,329 Appropriations 30,096 25,830 23,323 22,213 22,400 Other 263 - 44 430 362




operating activities 780 222 463 737 480 INVESTING ACTIVITIESCash received



Purchase of property, plant and equipment 1,073 151 710 1,344 873

Purchase of intangibles 200 255 220 145 145 Restoration obligations 91 - - 87 -

Total cash used 1,364 406 930 1,576 1,018 Net cash from (used by)

investing activities (1,358) (406) (930) (1,576) (1,018) FINANCING ACTIVITIESCash received

Contributed equity 559 184 467 839 538 Total cash received 559 184 467 839 538 Net cash from (used by)


in cash held (19) - - - - Cash and cash equivalents at the



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Purchase of non-f inancial assets 468 185 472 763 547 Other Items 91 - - 87 -

Total Items 559 185 472 850 547 PURCHASE OF NON-FINANCIAL

ASSETSFunded by capital appropriation - DCB1 559 184 467 839 538 Funded internally from

departmental resources2 805 222 463 737 480 TOTAL 1,364 406 930 1,576 1,018


Total purchases 1,273 406 930 1,489 1,018 plus restoration costs 91 - - 87 - Total cash used to

acquire assets 1,364 406 930 1,576 1,018 1 Includes purchases from current and previous year's departmental capital budgets.2 Includes the following sources of funding: annual and prior year appropriations, donations and



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equipment$'000 $'000 $'000 $'000

As at 1 J uly 2011Gross book value 4,415 2,688 2,466 9,569 Accumulated depreciation/amortisation

and impairment 1,080 898 1,917 3,895

Opening net book balance 3,335 1,790 549 5,674 CAPITAL ASSET ADDITIONSEstimated expenditure on


annual services1 - 151 255 406 Total additions - 151 255 406 Other movementsDepreciation/amortisation expense 558 538 350 1,446 As at 30 J une 2012Gross book value 4,415 2,839 2,721 9,975 Accumulated depreciation/amortisation

and impairment 1,638 1,436 2,267 5,341 Closing net book balance 2,777 1,403 454 4,634

Asset Category



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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

EXPENSES ADMINISTERED ONBEHALF OF GOVERNMENTEmployee benefits 36,933 47,870 49,436 50,711 50,711



3.2.8: Schedule of budgeted assets and liabilities administered on behalf of Government (as at 30 June)The APSC does not administer any assets or liabilities on behalf of the Australian Government.

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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

OPERATING ACTIVITIESCash used

Employees 36,933 47,870 49,436 50,711 50,711 Total cash used 36,933 47,870 49,436 50,711 50,711 Net cash from (used by)

operating activities (36,933) (47,870) (49,436) (50,711) (50,711)

Net increase (decrease) in cash heldCash and cash equivalents at

beginning of reporting period - - - - - Cash from Off icial Public Account for:

- Appropriations 36,933 47,870 49,436 50,711 50,711 36,933 47,870 49,436 50,711 50,711

Cash and cash equivalents at endof reporting period - - - - -


3.2.10: Schedule of Administered Capital Budget

The APSC does not administer any Capital on behalf of the Australian Government.

3.2.11: Schedule of Asset Movements — Administered

The APSC does not administer any Assets on behalf of the Australian Government.

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Australian Sports Anti-Doping Authority


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AUSTRALIAN SPORTS ANTI-DOPING AUTHORITY




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ASADA Budget Statements

AUSTRALIAN SPORTS ANTI-DOPING AUTHORITY



The Australian Government, as a signatory to the United Nations Educational, Scientific and Cultural Organisation International Convention Against Doping in Sport (the Convention), implements anti-doping arrangements that are consistent with the principles of the World Anti-Doping Code.

The Australian Sports Anti-Doping Authority (ASADA) provides a comprehensive anti-doping program for the Australian sports community, encompassing deterrence, detection and enforcement. The role and functions of ASADA are set out in the Australian Sports Anti-Doping Authority Act 2006, the Australian Sports Anti-Doping Authority Regulations 2006 and the National Anti-Doping Scheme. ASADA is prescribed as a Statutory Agency under the Financial Management and Accountability Act 1997.

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Table 1.1 shows the total resources from all sources. The table summarises how resources will be applied by outcome and by administered and departmental classifications.

Table 1.1: ASADA Resource Statement — Budget Estimates for 2011-12 as at Budget May 2011



2011-12 2011-12 2011-12 2010-11$'000 $'000 $'000 $'000


Departmental appropriationPrior year departmental appropriation2 1,690 - 1,690 1,850

Departmental appropriation3 - 13,337 13,337 13,370



Other services5

Total other services B - - - - Total available annual

appropriations 1,690 15,068 16,758 16,789 Special appropriationsTotal special appropriations C - - - - Total appropriations excluding

Special Accounts 1,690 15,068 16,758 16,789

Special AccountsTotal Special Account D - - - - Total resourcingA+B+C+D 1,690 15,068 16,758 16,789 Total net resourcing for agency 1,690 15,068 16,758 16,789


further details). For accounting purposes this amount has been designated as 'contributions by owners'.4 s31 Relevant Agency receipts - estimate.5 Appropriation Bill (No.2) 2011-12.All figures are GST exclusive.

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1.3 BUDGET MEASURES

Budget measures relating to ASADA are detailed in Budget Paper No. 2 and are summarised below.

Table 1.2 ASADA 2011-12 Budget MeasuresProgram 2010-11 2011-12 2012-13 2013-14 2014-15

$'000 $'000 $'000 $'000 $'000

Expense measures Efficiency dividend - temporary increase in the rate -

Departmental expenses all - (65) (131) (165) (200) Total - (65) (131) (165) (200) - Total expense measures -



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Each outcome is described below together with its related programs, specifying the performance indicators and targets used to assess and monitor the performance of ASADA in achieving government outcomes.

Outcome 1: Protection of the health of athletes and the integrity of Australian sport, including through deterrence, detection and enforcement to eliminate doping.

Outcome 1 StrategyASADA aims to develop a sporting culture free from doping, in which performance is purely dependent on an athlete’s talent, determination, courage and honesty. To achieve this, the Government provides a comprehensive anti-doping program for the Australian sports community. This program encompasses deterrence, detection and enforcement activities:

Deterrence is achieved through communication and education initiatives, including building awareness with athletes, support personnel and other stakeholders.

Detection is achieved through the coordinated implementation of an integrated program of intelligence gathering, targeted testing, and investigation.

Enforcement is achieved by managing cases of possible anti-doping rule violations and presenting these cases to the Court of Arbitration for Sport, other sporting tribunals and the Administrative Appeals Tribunal.

Doping occurs when an athlete or support person commits a violation under the World Anti-Doping Code (the Code). Anti-doping rule violations include (but are not limited to) the presence of a prohibited substance in an athlete’s sample, use of a prohibited substance or prohibited method, and trafficking in a prohibited substance.

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As a signatory to the Convention, the Australian Government will maintain and strengthen its strategic, targeted and efficient anti-doping program, so that Australia stays at the forefront of international anti-doping efforts. This includes cooperation with relevant organisations to share, where appropriate, information, expertise and experience on effective anti-doping programs. The Government will also work with other nations to help build effective anti-doping frameworks and strengthen the global effort against doping in sport, so that Australian athletes are able to participate internationally on an equitable basis.

ASADA works collaboratively with the National Measurement Institute (the Department of Innovation, Industry, Science and Research), the Australian Customs and Border Protection Service, the Therapeutic Goods Administration, the Australian Federal Police and state and territory law enforcement bodies.





expenses$'000 $'000

Program 1.1: Deterrence, detection and enforcementDepartmental expenses





Outcome 1: Protection of the health of atheletes and the integrity of Australian sport, including through deterrence, detection and enforcement to eliminate doping

1 Departmental Appropriation combines ‘Ordinary annual services (Appropriation Bill No. 1)’ and ‘Revenue from independent sources (s31)’.

2 Expenses not requiring appropriation in the Budget year is made up of depreciation expense, amortisation expense, makegood expense, and audit fees provided free of charge.

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Program 1.1: Deterrence, Detection and Enforcement

Program 1.1 objectiveMajor Activities undertaken by ASADA to achieve this program objective include:

Building awareness of anti-doping responsibilitiesThe Government aims to promote awareness of athlete and support personnel obligations under the Code. To achieve this, ASADA will increase awareness through its education and communications programs.

In 2011-12, ASADA will deliver a suite of education products and services based on input from athletes, support personnel, sporting organisations and the World Anti-Doping Agency. Activities will include online education providing all members of the Australian sporting community (particularly athletes and support personnel) with access to anti-doping education, face-to-face education tailored to the needs of particular categories of athletes and support personnel, publication of educational products and handbooks, and provision of regular information and updates through direct communication with athletes.

ASADA will direct the attention of athletes and support personnel to their responsibilities under the Code. ASADA will also provide essential information to athletes and support personnel on meeting their responsibilities, as well as minimising the risk to their health and wellbeing.

High profile athletes are well placed to be positive role models for our current and future athletes and to the broader community. They will be used in ASADA’s education and awareness-raising activities.

Assisting sporting organisations meet anti-doping responsibilities The Government aims to ensure that Australian sport meets its commitments under the Code. To achieve this, ASADA will continue working with sporting organisations to improve their understanding and encourage adoption of their obligations under the Code.

In 2011-12, ASADA will hold a series of forums on Code requirements. This work will build on activities undertaken by ASADA in previous years. In addition, ASADA will continue to maintain regular contact with sporting organisations to monitor and encourage their continued compliance with the Code. This will ensure that Australian sporting organisations take a

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uniform, coordinated approach to meeting their Code obligations.

Detection of anti-doping rule violationsThe Government aims to protect the health of athletes and the integrity of sport through a range of efficient and effective activities targeted at detecting doping. ASADA will continue to develop and deliver quality, holistic and high impact programs that maximise the detection of potential violations of the Code.

In 2011-12, ASADA will continue to build on its relationships with other Australian Government agencies, such as the Australian Customs and Border Protection Service and law enforcement agencies, in an effort to maintain the cooperative framework necessary to identify possible anti-doping rule violations.

ASADA will design and deliver its Pure Performance programs, tailored to individual sports using criteria such as the risk profile and doping history of the relevant sport. These programs will provide clean athletes and the general public with confidence in ‘a level playing field’.

Enforcement of anti-doping rulesThe Government aims to protect the health of athletes and the integrity of sport, by the efficient management of alleged anti-doping rule violations. ASADA will continue efforts to build a leading edge capability for the effective management of alleged violations.

In 2011-12, ASADA will engage with stakeholders, such as the World Anti-Doping Agency and organisations responsible for implementing anti-doping programs in other countries, to exchange ideas, particularly on violations that raise novel issues. This will provide increased confidence to athletes, support personnel, sporting organisations and the general community that ASADA is well-equipped to manage all potential violations of the Code consistently and robustly. If ASADA’s detection activities reveal evidence that an anti-doping rule violation may have occurred, the enforcement function will manage the case through the detailed steps and procedures required by ASADA legislation and the Code, as well as the processes of sporting or other review tribunals.

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Program 1.1 deliverablesASADA will produce the following qualitative deliverables to achieve the program objective in 2011-12:

• A comprehensive education and communications program delivered to athletes and support personnel from all recognised or funded national sporting organisations.

• The provision of effective advice and support to national sporting bodies to ensure the development, implementation and management of consistent and enforceable anti-doping rules across all Australian sport.

• The delivery of a leading edge detection program, in accordance with ASADA’s legislation and the Code, that integrates investigations and testing and is targeted towards sports and athletes assessed as being at greater risk of doping.

• The development of ASADA’s expert capability to ensure all alleged anti-doping rule violations of the Code are well managed and rigorously pursued.

Table 2.1.1 outlines the quantitative deliverables being pursued by ASADA to achieve the program objective in 2011-12.

Table 2.1.1: Quantitative Deliverables for Program 1.1

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Quantitative Deliverables budget year 1 year 2 year 3Build awareness of anti-doping responsibilitiesNumber of participants in ASADAeducation and communication 8,000 8,000 8,000 8,000 8,000programsAssist sporting organisationsmeet anti-dopingresponsibilitiesNumber of sport forums and liaison 4 4 4 4 4activities undertakenDetection of violationsNumber of Government funded detection tests1

3,500 to4,200

3,500 to4,200

3,500 to4,200

3,500 to4,200

3,500 to4,200

Number of Pure Performanceprograms implemented 2 2 2 2 21 Range in planned tests reflects operational flexibility to conduct more technically complex (blood and

urine) and intelligence-based target testing.

Program 1.1 key performance indicators • Perform annual stakeholder survey and program evaluations to

measure the effectiveness of ASADA’s education programs.

• Assist other national anti-doping organisations to build capability, increase the effectiveness of their programs and share information and expertise on effective doping programs.

• Undertake independent audits to measure ASADA’s compliance with relevant legislation, including the Australian Sports Anti-Doping Authority Act 2006 and the National Anti-Doping Scheme.

Table 2.1.2 outlines the quantitative key performance indicators for Program 1.1.

Table 2.1.2: Quantitative Key Performance Indicators for Program 1.1

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2010-11 2011-12 2012-13 2013-14 2014-15Key Performance Revised Budget Forw ard Forw ard Forw ardIndicators budget target year 1 year 2 year 3Build awareness of anti-doping responsibilitiesPercentage of national sporting organisations, athletes and 77% 79% 80% 81% 81%support personnel satisf ied w itheducation and aw areness raisingprogramsPercentage of sportingorganisations, athletes and 77% 79% 80% 81% 81%support personnel aw are ofASADA legislation and the CodeAssist sporting organisations meet anti-doping responsibilitiesPercentage of recognised or funded sports monitored to ensure compliance w ith the Code

100% 100% 100% 100% 100%

Detection of violationsPercentage of athletes, supportpersonnel and sportingorganisations w ith confidence that 77% 79% 80% 81% 81%ASADA's activities maximise doping detectionEnforcement of anti-doping rulesPercentage of successful challenges on procedural grounds of non-compliance w ith ASADA ≤ 5% ≤ 5% ≤ 5% ≤ 5% ≤ 5%legislation and Code

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3.1.1 Movement of administered funds between yearsASADA does not have any movement of administered funds.

3.1.2 Special AccountsASADA does not have any special accounts.

3.1.3 Australian Government Indigenous ExpenditureASADA does not have any Indigenous-specific expenses.

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3.2.2 Analysis of budgeted financial statementsAn analysis of ASADA’s budgeted financial statements for 2011-12 is provided below.

Income StatementASADA is showing a zero operating result attributable to the agency in the budget year and all of the forward years.

Total operating revenue for 2011-12 is estimated at $14.649 million and comprises appropriation funding for ordinary annual services of $12.883 million and revenue from independent sources of $1.766 million.

Total expenses in 2011-12 are anticipated to be $15.489 million including $0.840 million in depreciation and amortisation costs.

Balance SheetASADA’s balance sheet shows a stable base predominantly comprising of receivables and non-financial assets.

Liabilities also remain stable predominantly comprising of employee entitlements and supplier payables.

Cash FlowCash flows are consistent with projected income and expense, the approved Departmental Capital Budget (DCB) from government, and purchase of property, plant and equipment.

374




2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

EXPENSESEmployee benefits 7,969 8,107 8,350 8,601 8,859 Supplier expenses 6,610 6,499 6,448 6,373 6,296 Depreciation and amortisation 698 840 833 817 810 Other 43 43 43 43 43 Total expenses 15,320 15,489 15,674 15,834 16,008 LESS: OWN-SOURCE INCOMEOwn-source revenueSale of goods and rendering of services 1,569 1,723 1,895 1,989 2,089 Total own-source revenue 1,569 1,723 1,895 1,989 2,089 GainsOther 43 43 43 43 43 Total gains 43 43 43 43 43 Total own-source income 1,612 1,766 1,938 2,032 2,132 Net cost of (contribution by)










375

ASA

DA




2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Cash and cash equivalents 130 130 130 130 130 Receivables 2,794 2,885 2,953 2,952 2,952 Accrued Revenue 199 199 199 199 199


Land and buildings 1,376 1,173 970 767 564 Property, plant and equipment 486 555 561 310 104 Intangibles 1,093 841 613 631 711 Inventories 139 139 139 139 139 Other 46 47 47 46 46


Suppliers 560 564 565 565 565 Other 315 315 315 315 315

Total payables 875 879 880 880 880 Provisions



Contributed equity 1,253 1,707 2,115 2,496 2,977 Reserves 155 155 155 155 155 Retained surplus 2,084 1,244 411 (406) (1,216)

(accumulated deficit) - - - - - Total parent entity interest 3,492 3,106 2,681 2,245 1,916


376




reserve capital$'000 $'000 $'000 $'000 $'000


previous period 2,084 155 - 1,253 3,492 Comprehensive income



Contributions by ownersDepartmental Capital Budget - - - 454 454





377

ASA

DA




2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Goods and services 1,569 1,731 1,795 1,998 2,089 Appropriations 13,272 12,843 13,003 12,976 13,066 Net GST received 766 805 828 863 863


Employees 8,058 8,049 8,350 8,601 8,859 Suppliers 6,587 6,465 6,448 6,373 6,296 Net GST paid 521 865 828 863 863


operating activities 441 - - - - INVESTING ACTIVITIESCash used

Purchase of property, plant and equipment 44 304 268 - -

Purchase of Intangibles 666 150 140 381 481 Total cash used 710 454 408 381 481 Net cash from (used by)




in cash held 92 - - - - Cash and cash equivalents at the



378






Purchase of non-f inancial assets 360 454 408 381 481 Total Items 360 454 408 381 481 PURCHASE OF NON-FINANCIAL

ASSETSFunded by capital appropriation - DCB1 360 454 408 381 481 Funded internally f rom

departmental resources2 350 - - - - TOTAL 710 454 408 381 481



acquire assets 710 454 408 381 481 1 Includes purchases from current and previous year's department capital budgets.2 Includes the following sources of funding: annual and prior year appropriations, donations and



379

ASA

DA




equipment$'000 $'000 $'000 $'000

As at 1 J uly 2011Gross book value 2,053 1,276 2,155 5,484 Accumulated depreciation/amortisation

and impairment 677 790 1,062 2,529

Opening net book balance 1,376 486 1,093 2,955


new or replacement assetsBy purchase - appropriation equity 1 - 304 150 454 Total additions - 304 150 454 Other movementsDepreciation/amortisation expense 203 235 402 840 As at 30 J une 2012Gross book value 2,053 1,580 2,305 5,938 Accumulated depreciation/amortisation

and impairment 880 1,025 1,464 3,369 Closing net book balance 1,173 555 841 2,569

Asset Category



380


3.2.4 Notes to the financial statementsThe Budgeted Financial Statements for ASADA are prepared for the Budget year, previous year and three forward years.

Departmental Financial StatementsComprehensive income statement (showing net cost of services) (for the period ended 30 June)This statement provides a picture of the expected financial results for ASADA by identifying accrual expenses and revenues showing the net cost of services.

Budgeted departmental balance sheet (as at 30 June)The statement shows the financial position of ASADA. It enables decision-makers to track the management of ASADA’s assets and liabilities.

Departmental statement of changes in equity – summary of movement (Budget year 2011-12)This table shows the movements in equity during the Budget year.

Budgeted departmental statement of cash flows (for the period ended 30 June)Budgeted cash flows as reflected in the statement of cash flows, provides important information on the extent and nature of cash flows by characterising them into expected cash flows from operating activities, investing activities and financing activities.

Capital budget statement This table shows the appropriations from government for the purchase of capital items and purchases of non-financial assets from capital and internal sources.

Statement of asset movements (2011-12)This table shows the movements in asset classes through addition (e.g. purchases) and other movements (e.g. depreciation and amortisation).

Purchases are reconciled in the Capital Budget Statement to the Statement of Cash Flows as described above and include sources of funding for asset purchases and include amounts received under net cash resourcing arrangements.

381

ASA

DA


382

ASA

DA

National Archives of Australia


381

NA

AN

AA

NATIONAL ARCHIVES OF AUSTRALIA


Section 2: Outcomes and planned performance....................................3892.1 Outcome 1 performance information.............................................3892.2 Outcome 2 performance information.............................................394


383

NAA Budget Statements

NATIONAL ARCHIVES OF AUSTRALIA



The National Archives of Australia (NAA) has two planned outcomes:

Authentic, reliable and usable Commonwealth records through the provision of information management products and services to Australian Government agencies.

Greater understanding of our heritage and democracy through preserving, describing and providing access to the national archival collection.

The roles and responsibilities of the NAA are spelled out in the Archives Act 1983 (Archives Act). These can be broadly grouped into the following areas:

supporting Australian Government agencies (agencies) in creating and managing authentic, reliable and usable Commonwealth records by setting standards for the management of Australian Government information and records

authorising retention and disposal of all Commonwealth records including the identification of those of national archival value

transferring records of national archival value from agencies and securing, describing and preserving them

providing access to the records of national archival value that the NAA hold in accordance with the Archives Act.

The NAA’s outcome, program and program component structure is designed to ensure that progress can be reported in each of these areas of core business, and that these program components are appropriately resourced to enable the NAA to undertake its core business.

The Government has approved additional resources beyond the forward estimates period to secure appropriate preservation and storage facilities that will allow the NAA to continue to accept transfers of records from agencies well into the future. The NAA will develop and implement a number of integrated strategies to deliver additional preservation and storage capacity over the next six to eight years.

385

NA

A


The NAA will continue to respond to changes in the information environment, including government policies relating to information and the increasing volume of digital information.

The NAA will continue to assist agencies to build capability to meet information requirements of whole-of-government initiatives and promote accountability in information and records management. As the rate of transfer from agencies of records in digital formats increases, the NAA will need to expand its capability to manage and preserve these records.

Importantly, the NAA will continue to foster effective relationships with agencies and other strategic stakeholders, including the information and communication technology and tertiary education sectors. It will also work closely with the Office of the Australian Information Commissioner to ensure that digital records management issues are addressed in government information strategies, standards and policies.

The NAA remains committed to providing access to the national archival collection. In recent years, the public has shown a marked preference for accessing the archive using online technologies. In response, the NAA will continue to make it accessible via its website. The NAA will explore opportunities for promotion and access to records of national archival value and will continue to identify and provide public engagement with these records through its exhibitions, public programs and online services, particularly highlighting anniversaries of key people and events. This will include delivery of services to all Australians, in cities and regional areas.

The NAA will continue planning and implementing revised service delivery arrangements from its offices around the country, including exploring options for co-location with state or territory records offices or other appropriate agencies.

386

NA

A




Table 1.1: NAA Resource Statement — Budget Estimates for 2011-12 as at Budget May 2011



2011-12 2011-12 2011-12 2010-11$'000 $'000 $'000 $'000


Departmental appropriationPrior year departmental appropriation2 12,229 - 12,229 11,412 Departmental appropriation3 - 62,390 62,390 62,490 s31 relevant agency receipts4 - 1,259 1,259 1,243 Total 12,229 63,649 75,878 75,145

Total ordinary annual services A 12,229 63,649 75,878 75,145 Other servicesTotal other services B - - - - Total available annual

appropriations 12,229 63,649 75,878 75,145 Total special appropriations C - - - - Total appropriations excluding

Special Accounts 12,229 63,649 75,878 75,145 Special Accounts

Opening balance5 66 - 66 - Non-appropriation receipts to Special Accounts - 30 30 30

Total Special Account D 66 30 96 30 Total resourcingA+B+C+D 12,295 63,679 75,974 75,175 Total net resourcing for agency 12,295 63,679 75,974 75,175


further details). For accounting purposes this amount has been designated as 'contributions by owners'.4 s31 Relevant Agency receipts — estimate.5 Estimated opening balance for special accounts (less ‘Special Public Money’ held in accounts like Other



387

NA

A


1.3 BUDGET MEASURES

Budget measures relating to the NAA are detailed in Budget Paper No. 2 and are summarised below.

Table 1.2: NAA 2011-12 Budget measuresProgram 2010-11 2011-12 2012-13 2013-14 2014-15

$'000 $'000 $'000 $'000 $'000Expense measures National Archives Preservation Facility 2.1

Departmental expenses - - - (100) (60) Total - - - (100) (60) Efficiency dividend - temporary increase in the rate






388



2.1 OUTCOME 1 PERFORMANCE INFORMATION


Each outcome is described below together with its related programs, specifying the performance indicators and targets used to assess and monitor the performance of the NAA in achieving government outcomes.

Outcome 1: Authentic, reliable and usable Commonwealth records through the provision of information management products and services to Australian Government agencies.

Outcome 1 StrategyAgencies face huge challenges in managing information given increasing demands for openness and new ways of using information in a digital environment. The NAA’s outcomes are important in assisting agencies to meet their obligations under the Archives Act in this environment.

The NAA’s major contribution to this outcome is through assisting agencies with the effective and efficient management of their information and records in a digital environment by:

setting Australian Government standards for information and records management

providing practical assistance with new information and records management products and advice to guide agencies

advising agencies on changes in information and record management approaches and technologies

contributing to, and consulting on, broader information and record management approaches that meet government expectations for transparency and accountability and the business needs of agencies, and lay the foundation for an accessible digital national archive.

389

NA

A


Outcome 1 Expense Statement




expenses$'000 $'000

Program Component 1.1.1: Delivering information and records management standards products and servicesDepartmental expenses

Departmental appropriation 1 4,476 5,002 Expenses not requiring appropriation in the Budget year 2 1,708 1,831

Total for Program Component 1.1.1 6,184 6,833





Outcome 1: Authentic, reliable and useable Commonwealth records through the provision of information management products and services to Australian Government agencies


2 Expenses not requiring appropriation in the Budget year is made up of depreciation expense, amortisation expense, makegood expense, and audit fees.


390



Program 1.1: Supporting Outcome 1

Program component 1.1.1: Delivering information and records management standards products and services.

Program component 1.1.1 objectiveTo strengthen information management capability in agencies.

To achieve this the NAA will:

develop information and records management standards and policies to guide agencies

provide advice and practical products to assist agencies to manage all their information and records digitally and in an holistic and integrated way

collaborate with information managers and other stakeholders in agencies to communicate best practice in information management

develop strategic relationships with key government organisations, the information industry and the tertiary education sector to assist agencies to build information and records management capability.

Program component 1.1.1 expensesThere are no significant changes to the program component expenses over the forward years.


$'000 $'000 $'000 $'000 $'000



Total departmental expenses 6,184 6,833 6,824 6,828 6,835 1 Expenses not requiring appropriation in the Budget year is made up of depreciation expense,

amortisation expense, makegood expense and audit fees.

391

NA

A


Program component 1.1.1 deliverablesThe NAA will identify records of national archival value by encouraging the development and implementation of Records Authorities that meet agency business needs and the NAA’s objectives. This includes: negotiating with agencies to identify records of national archival value

and ensure their appropriate maintenance

authorising the retention or destruction of records that do not have national archival value

permitting the transfer of custody or ownership of records outside the Australian Government where appropriate.

The NAA will also develop best practice information management standards, policies and guidance. This includes: contributing to and supporting whole-of-government information and

records management policies and initiatives

setting standards and policies for the digital management of information and records across the Australian Government

developing and maintaining productive strategic relationships with the wider information management industry, both within and external to the Australian Government, to address information management concerns.

The NAA will provide services to agencies to enhance their information management capabilities. This will include: advice and training to assist agencies to move to a digital work

environment where the management of information and records is fully integrated into everyday business processes

up-to-date information and records management advice, and policy implementation guidance and practical products

proactive forums to engage with agencies and industry to identify and address information management issues and opportunities

regular surveys to establish the state of information management in agencies.

392


Program component 1.1.1 deliverables (continued)2010-11 2011-12 2012-13 2013-14 2014-15Revised Budget Forw ard Forw ard Forw ard

Deliverables budget year 1 year 2 year 3Reach and accessibility of training and events:Number of locations 10 10 10 10 15

Program component 1.1.1 key performance indicatorsTo determine the effectiveness of this program component, either through take-up of activities or changes in circumstances, the NAA will measure the following key performance indicators:

the satisfaction with products, measured through formal evaluation

the take-up, reach and accessibility of services by number of participants, percentage of agencies represented, location of events and satisfaction with services.


Indicators budget target year 1 year 2 year 3Percentage increase in number of hits on online information and records management products

5% 5% 5% 5% 5%

Satisfaction rating on information and records management products, services and advice

77% 85% 90% 92% 95%

Take-up and accessibility of training and events:

Number of participants 1,100 1,200 1,300 1,300 1,400 Percentage of agencies participating

65% 70% 75% 75% 75%

393

NA

A


2.2 OUTCOME 2 PERFORMANCE INFORMATION

Outcome 2: Greater understanding of our heritage and democracy through preserving, describing and providing access to the national archival collection.

Outcome 2 StrategyOutcome 2 will be achieved by ensuring that records of national archival value generated by agencies are secured and protected for future use by government and the public. The NAA aims to do this by:

arranging the transfer of records of national archival value from agencies when they no longer have a business need for them

documenting, describing and indexing the records held by the NAA to enable their retrieval and use by researchers

storing records of national archival value in appropriate conditions

preserving and conserving records of national archival value at risk of deterioration.

Providing access to the national archival collection allows Australians to interact, explore, and study the records held by the NAA to better understand Australia’s heritage and democracy and the role of the NAA.

The NAA provides access throughout metropolitan and regional Australia in numerous ways, including through the provision of the national reference and copying service to enable Australians to view records in reading rooms or online at a time and place of their choosing. Access is also provided to a range of audiences and stakeholders, including professional researchers, academics, genealogists, students, the media and agencies.

Understanding is enhanced through interpretation of records in exhibitions, events, publications, websites, and education and information programs.

394


Outcome 2 Expense Statement




expenses$'000 $'000

Program Component 2.1.1: Securing, describing and preserving records of national archival valueDepartmental expenses

Departmental appropriation 1 32,394 32,847 Special Accounts 20 20


Total for Program Component 2.1.1 44,789 44,038 Program Component 2.1.2: Providing an accessible, visible and interpreted national archival collectionDepartmental expenses



Total for Program Component 2.1.2 26,820 25,056 Outcome 2 totals by appropriation typeDepartmental expenses





Outcome 2: Greater understanding of our heritage and democracy through preserving, describing and providing access to the national archival collection


2 Expenses not requiring appropriation in the Budget year is made up of depreciation expense, amortisation expense, makegood expense and audit fees.


395

NA

A



Program 2.1: Supporting Outcome 2

Program component 2.1.1: Securing, describing and preserving records of national archival value.

Program component 2.1.1 objectiveTo ensure Australians have access to records of national archival value the NAA will:

• protect records of national archival value by bringing them into the custody of the NAA, or other appropriate custody

• control and describe records of national archival value to make them readily accessible

• preserve or copy the content of records of national archival value so they remain accessible to the Government and the public

• provide and manage specialised storage to protect and extend the life of the records of national archival value.



$'000 $'000 $'000 $'000 $'000

Special account expensesAustralian Archives Projects and Sponsored Activities Special Account – s.20 FMA Act Det. 2006/59 20 20 20 20 20





Program component 2.1.1 deliverables

396


A small proportion of the records generated by agencies in the course of public administration are assessed as having national archival value that justifies their ongoing preservation. In order for these records to be managed and protected appropriately, the Archives Act provides that they will be transferred to the NAA, or other appropriate custody as approved by the NAA. The following deliverables address the main functions of the program component objective.The NAA will protect records of national archival value by transferring them from agencies to appropriate custody for storage and preservation to support continued use by the Australian Government and the public. This includes: negotiating the transfer of records of national archival value to the NAA

(or appropriate alternatives) when their use in agencies has expired

reviewing records to confirm their national archival value

providing and managing appropriate environments and storage arrangements for records of national archival value.

The NAA will describe records of national archival value to enable them to be controlled, discovered and retrieved. This includes: maintaining the master administrative record of the Commonwealth

machinery of government

registering agency and series for all records and ensuring their locations are recorded

describing records at item level to increase accessibility by enabling online searching.

The NAA will also preserve records at risk of significant deterioration, prioritising those most likely to be affected within the next five years, according to their format. This includes preservation treatments for records at risk of loss or inaccessibility owing to inherent deterioration or technological obsolescence.

397

NA

A



Deliverables budget year 1 year 2 year 3Transfer of records to archival custody (kilometres)

3.0 4.0 4.0 4.0 4.0

Review of records to confirm their archival value (kilometres)

5.0 5.0 5.0 5.0 5.0

Number of items added to RecordSearch

800,000 500,000 500,000 500,000 400,000

Number of items provided preservation treatment

550,000 350,000 300,000 300,000 300,000

Percentage of records stored in appropriate environments

86% 86% 86% 86% 86%


percentage of items targeted for treatment that have received treatment

percentage of agencies with Records Authorities that have transferred records over the four-period

proportion of total holdings described at item level to enable their ready discovery and retrieval


Indicators budget target year 1 year 2 year 3Percentage of items targeted for preservation treatment that have received treatment

100% 100% 100% 100% 100%

Percentage of eligible agencies that have transferred records over the four-year period

60% 60% 60% 60% 60%

Percentage of total holdings described at item level to enable their ready discovery and retrieval

22% 23% 23% 23% 23%

398


Program component 2.1.2: Providing an accessible, visible and interpreted national archival collection.

Program component 2.1.2 objectiveTo ensure Australians value and use the national archival collection to understand their heritage and democracy, and the role of archives in that democracy, the NAA will: provide access to the national archival collection

promote, interpret and communicate the national archival collection

foster engagement of Australians with the national archival collection.



$'000 $'000 $'000 $'000 $'000

Special account expensesAustralian Archives Projects and Sponsored Activities Special Account – s.20 FMA Act Det. 2006/59 10 10 10 10 10




1 Expenses not requiring appropriation in the Budget year is made up of depreciation expense, amortisation expense, makegood expense, and audit fees.

399

NA

A


Program component 2.1.2 deliverablesThe NAA will provide timely and appropriate access to the collection through the national reference service, reading rooms, and online. Australians in cities and regional areas will have access to the collection through: the national reference service that responds to inquiries with

information, guidance and copies of records

a national network of reading rooms operating in each state and territory capital, that will provide researchers with access to records

the NAA’s websites

the national digitisation service that responds to requests for digital copies from clients.

The NAA will make the collection more accessible by increasing the number of record pages on the NAA’s websites each year.

The NAA will also enable Australians to learn about their heritage and democracy by engaging with life-long education and information programs. These will include:

historical, information and interpretive websites, displays, events and seminars that allow Australians to engage with, explore and find information about the NAA, the national archival collection, and its role and impact on Australia’s democracy, culture and way of life

a national touring exhibition program and an online learning program that takes the national archival collection and its stories to city and regional centers, and a school and community education program that introduces regional visitors to Canberra, to the NAA and the collection

marketing and information programs, including social media, newsletters and media engagement to inform a diverse national audience about the NAA and its programs and services

production of publications that assist Australians to research the national archival collection and enhance their understanding of the NAA, its role and the collection.

400



Deliverables budget year 1 year 2 year 3Number of additional record pages added to the Archives' w ebsite in millions

1.10 1.10 1.10 1.10 1.10

Archives' w ebsite availability 95% 95% 95% 95% 95%Percentage of reference inquiries responded to w ithin 30 days

90% 90% 90% 90% 90%

Percentage of records examined and cleared w ithin 90 days

100% 100% 100% 100% 100%


number of records accessed through the national reference service and reading rooms

number of records accessed online

number of visitors participating in information and education activities

number of unique visits to the NAA websites

401

NA

A



Indicators budget target year 1 year 2 year 3Number of records accessed through the national reference service and reading rooms

100,000 100,000 100,000 100,000 100,000

Number of records accessed online in millions

1.10 2.00 2.00 2.10 2.20

Number of visitors participating in information and education activities

100,000 200,000 200,000 200,000 200,000

Number of unique visits to the NAA w ebsites in millions

1.60 5.00 5.00 5.00 5.00

Percentage of visitors and participants in all NAA activities are satisf ied

90% 90% 90% 90% 90%

Percentage of visitors and participants in all Archives' activities report an increased aw areness and understanding of the Archives and Australia's heritage and democracy

90% 90% 90% 90% 90%

402





3.1.1 Movement of administered funds between yearsThe NAA does not have any administered funds.

3.1.2 Special AccountsSpecial accounts provide a means to set aside and record amounts used for specified purposes. Special accounts can be created by a Finance Minister’s Determination under the FMA Act or under separate enabling legislation. Table 3.1.2 shows the expected additions (receipts) and reductions (payments) for each account used by the NAA.

403

NA

A


Table 3.1.2: Estimates of Special Account Flows and BalancesOpening Closingbalance Receipts Payments Adjustments balance2011-12 2011-12 2011-12 2011-12 2011-122010-11 2010-11 2010-11 2010-11 2010-11

Outcome $'000 $'000 $'000 $'000 $'000Australian Archives Projects and Sponsored Activities Special Account – s20 FMA Act (D)1

2 66 30 30 - 66

66 30 30 - 66

Other Trust Monies – National Archives of Australia Special Account – s20 FMA Act (D)2 2 - 30 30 - -

- 30 30 - -

Total Special Accounts 2011-12 Budget estimate 66 60 60 - 66

Total Special Accounts2010-11 estimate actual 66 60 60 - 66

1 Australian Archives Projects and Sponsored Activities Special Account—s20 FMA Act—Determination 2006/59. The primary purpose of this special account is to conduct projects to: promote reliable record keeping; or preserve, develop, interpret and make accessible, the national archival collection.

2 Other Trust Monies—National Archives of Australia Special Account—s20 FMA Act—Determination 2006/60. The primary purpose of this special account is to disburse amounts temporarily held on trust or otherwise for the benefit of a person other than the Commonwealth.

Reader note: The 2011-12 estimates are in bold and the 2010-11 estimates are shown in italics(D) = Departmental.FMA Act = Financial Management and Accountability Act 1997.

3.1.3 Australian Government Indigenous ExpenditureThe NAA does not have any Indigenous-specific expenses.

404



3.2.1 Differences in agency resourcing and financial statementsThe agency resource statement (Table 1.1) provides a consolidated view of all the resources available to the agency in 2011–12. This includes equity injections and appropriation receivable that is yet to be drawn down to cover payables and provisions on the balance sheet. The income statement (Table 3.2.1) shows only the operating appropriation provided in 2011–12.

3.2.2 Analysis of budgeted financial statementsComprehensive Income StatementThe NAA is budgeting for a loss of $14.1 million in 2011-12 reflecting the withdrawal of depreciation and amortisation funding. This is slightly offset by other revenue recognised from the intake of records of national archival value (the collection) from agencies.

Other revenue is estimated to decrease by $6.4 million in 2011-12 and is directly related to the estimated intake of collection items in the Budget and forward years. Revenue from the sale of goods and rendering of services and rental income is estimated to remain steady.

Total expenses are estimated to decrease by $1.8 million in 2011-12, largely as a result of estimated decreases in depreciation and amortisation due to a large number of assets reaching the end of their useful lives in 2010-11.

Budgeted Balance SheetEquity is estimated at $1,399.9 million at 30 June 2011, reflecting the net effect of the estimated loss of $14.1 million offset by $7.0 million in capital funding for asset replacement.

Net assets are forecast to decline over the forward estimates period largely as a result of the estimated depreciation charge for heritage and cultural assets exceeding revenue associated with the intake of new collection items. At the end of 2011-12 total assets are estimated at $1,415.4 million of which $10.7 million are financial assets. This compares to total liabilities of $15.5 million, which comprise payables of $3.1 million and provisions of $12.4 million.

405

NA

A




2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

EXPENSESEmployee benefits 34,799 34,850 34,550 34,550 34,550 Supplier expenses 21,828 22,494 22,321 22,876 23,410 Grants 40 40 40 40 40 Depreciation and amortisation 19,201 17,212 17,578 17,051 16,601 Finance costs 145 150 157 164 167 Losses from asset sales 1,780 1,181 1,181 1,181 1,181 Total expenses 77,793 75,927 75,827 75,862 75,949 LESS: OWN-SOURCE INCOMEOwn-source revenueSale of goods and rendering of services 1,173 1,189 1,189 1,189 1,189 Rental income 70 70 70 70 70 Other 11,444 5,000 5,000 5,000 5,000 Total own-source revenue 12,687 6,259 6,259 6,259 6,259 GainsOther 75 75 75 75 75 Total gains 75 75 75 75 75 Total own-source income 12,762 6,334 6,334 6,334 6,334 Net cost of (contribution by)

services 65,031 69,593 69,493 69,528 69,615 Revenue f rom Government 55,028 55,421 56,323 56,705 57,133 * * * *Surplus (Deficit) (10,003) (14,172) (13,170) (12,823) (12,482) Surplus (Deficit) attributable to

the Australian Government (10,003) (14,172) (13,170) (12,823) (12,482) OTHER COMPREHENSIVE INCOMETotal comprehensive income - - - - - Total comprehensive income






Total Comprehensive Income (loss) Attributable to the agency 9,198 3,040 4,408 4,228 4,119


406




2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000




Herritage and cultural assets 1,373,237 1,366,830 1,360,401 1,353,950 1,347,477 Property, plant and equipment 21,913 22,281 22,933 25,192 26,840 Intangibles 12,950 14,178 13,151 12,349 11,949 Inventories 414 414 414 414 414 Other 1,042 1,042 1,042 1,042 1,042


Suppliers 2,608 2,608 2,608 2,608 2,608 Other 491 491 491 491 491

Total payables 3,099 3,099 3,099 3,099 3,099 Interest bearing liabilitiesTotal interest bearing liabilities - - - - - Provisions


Total provisions 12,250 12,410 12,567 12,731 12,898 Total liabilities 15,349 15,509 15,666 15,830 15,997 Net assets 1,407,096 1,399,893 1,393,721 1,388,336 1,383,411 EQUITY*Parent entity interest


(accumulated deficit) 1,126,809 1,112,637 1,099,467 1,086,644 1,074,162 Total parent entity interest 1,407,096 1,399,893 1,393,721 1,388,336 1,383,411

Total Equity 1,407,096 1,399,893 1,393,721 1,388,336 1,383,411 * 'Equity' is the residual interest in assets after deduction of liabilities.Prepared on Australian Accounting Standards basis.

407

NA

A




reserve capital$'000 $'000 $'000 $'000


previous period 1,126,809 272,553 7,734 1,407,096 Adjusted opening balance 1,126,809 272,553 7,734 1,407,096 Comprehensive incomeSub-total comprehensive income - - - -

Surplus (deficit) for the period (14,172) - - (14,172) Total comprehensive income

recognised directly in equity (14,172) - - (14,172) Transactions with owners

Contributions by ownersCapital budget - - 6,969 6,969

Sub-total transactions with owners - - 6,969 6,969 Estimated closing balance

as at 30 June 2012 1,112,637 272,553 14,703 1,399,893 Closing balance attributable to the

Australian Government 1,112,637 272,553 14,703 1,399,893 Prepared on Australian Accounting Standards basis.

408




2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Goods and services 1,375 1,392 1,392 1,392 1,392 Appropriations 54,562 57,653 55,534 56,932 56,666 Net GST received 2,859 3,108 2,928 3,111 3,097 Other 77 - - - -


Employees 34,789 34,840 34,550 34,550 34,550 Suppliers 24,612 25,527 25,174 25,912 26,432 Net GST paid 132 133 133 133 133 Other 40 40 40 40 40


operating activities (700) 1,613 (43) 800 - INVESTING ACTIVITIESCash used









409

NA

A





Capital budget - Bill 1 (DCB) 7,462 6,969 6,998 7,438 7,557 Total capital appropriations 7,462 6,969 6,998 7,438 7,557 Total new capital appropriationsRepresented by:


ASSETSFunded by capital appropriation - DCB1 6,762 6,912 6,955 8,238 7,557 Funded internally f rom



Total purchases 18,129 13,582 11,955 13,238 12,557 less Gifted assets 11,367 5,000 5,000 5,000 5,000 Total cash used to

acquire assets 6,762 8,582 6,955 8,238 7,557 1 Includes purchases from current and previous year's department capital budgets.2 Includes the following sources of funding: annual and prior year appropriations, donations and



410

Table 3.2.6: Statement of Asset Movements (2011-12)Asset Category Other Heritage Intangibles Total

property, and culturalplant and assets

equipment$'000 $'000 $'000 $'000

As at 1 July 2011Gross book value 28,859 1,392,906 25,355 1,447,120 Accumulated depreciation/amortisation

and impairment 6,946 19,669 12,405 39,020 Opening net book balance 21,913 1,373,237 12,950 1,408,100 CAPITAL ASSET ADDITIONSEstimated expenditure on


annual services1 5,207 - 3,375 8,582 Assets received as gif ts/donations - 5,000 - 5,000 Total additions 5,207 5,000 3,375 13,582 Other movementsDepreciation/amortisation expense 4,839 10,226 2,147 17,212

(including restructuring)Other - (1,181) - (1,181) As at 30 June 2012Gross book value 34,066 1,396,725 28,730 1,459,521 Accumulated depreciation/amortisation

and impairment 11,785 29,895 14,552 56,232 Closing net book balance 22,281 1,366,830 14,178 1,403,289



411




412


Office of National Assessments


411

ON

A


OFFICE OF NATIONAL ASSESSMENTS




413

NA

A

ONA Budget Statements

OFFICE OF NATIONAL ASSESSMENTS



The planned outcome of the Office of National Assessments (ONA) is the advancement of Australia’s national interests through increased government awareness of international developments affecting Australia.

ONA is an all-source assessment agency that reports directly to the Prime Minister. ONA provides assessments on international developments, including political, strategic and economic developments, to the Prime Minister, senior ministers and senior officials. ONA is also responsible for advancement of Australia’s national interest through the effective coordination and evaluation of Australia’s foreign intelligence activities.

415

ON

A




Table 1.1: ONA Resource Statement — Budget Estimates for 2011-12 as at Budget May 2011



2011-12 2011-12 2011-12 2010-11$'000 $'000 $'000 $'000


Departmental appropriationPrior year departmental appropriation2 - - - - Departmental appropriation3 - 35,078 35,078 35,420 s31 relevant agency receipts4 - - - - Total - 35,078 35,078 35,420

Total ordinary annual services A - 35,078 35,078 35,420

Other services5

Departmental non-operatingEquity injections - - - 2,797 Total - - - 2,797

Total other services B - - - 2,797 Total available annual

appropriations - 35,078 35,078 38,217 Special appropriationsTotal special appropriations C - - - - Total appropriations excluding

Special Accounts - 35,078 35,078 38,217

Total Special Account D - - - - Total resourcingA+B+C+D - 35,078 35,078 38,217 Less appropriations draw n from

annual or special appropriations aboveand credited to special accountsand/or CAC Act bodies through annual appropriations - - - -

Total net resourcing for agency - 35,078 35,078 38,217 1 Appropriation Bill (No.1) 2011-12.2 Estimated adjusted balance carried forward from previous year.3 Includes an amount of $6.053m in 2011-12 for the Departmental Capital Budget (refer to table 3.2.5 for

further details). For accounting purposes this amount has been designated as 'contributions by owners'.4 s31 Relevant Agency receipts – estimate.5 Appropriation Bill (No.2) 2011-12.All figures are GST exclusive.

416

ON

A


1.3 BUDGET MEASURES

Budget measures relating to the ONA are detailed in Budget Paper No. 2 and are summarised below.

Table 1.2 ONA 2011-12 Budget MeasuresProgram 2010-11 2011-12 2012-13 2013-14 2014-15

$'000 $'000 $'000 $'000 $'000

Expense measures United States Studies Centre - contribution

Administered expenses 1 - - - - - Departmental expenses - (56) (57) (57) -

Total - (56) (57) (57) - Efficiency dividend - temporary increase in the rate

Departmental expenses all - (148) (299) (380) (464) Total - (148) (299) (380) (464) - Total expense measures

Departmental - (204) (356) (437) (464) Total - (204) (356) (437) (464) - Capital measuresEfficiency dividend - temporary increase in the rate all

Departmental capital - (31) (36) (45) (73) Total - (31) (36) (45) (73) - Total capital measures -



417

ON

A





Each outcome is described below together with its related programs, specifying the performance indicators and targets used to assess and monitor the performance of ONA in achieving government outcomes.

Outcome 1: Advancement of Australia’s national interests through increased government awareness of international developments affecting Australia.

Outcome 1 StrategyThe strategies by which ONA will seek to achieve its outcome are as follows: Maintaining a strong customer focus:

a. ONA will stay in close contact with its customers, ensuring that ONA and the intelligence collection agencies are aware of the international issues of concern to them

b. provide quality and timely coverage of subjects of political, strategic and economic significance to Australia

c. seek and use customer feedback to assess the effectiveness of its work and improve the service that ONA provides.

Encouraging the highest standards of intelligence analysis and assessment:

d. ONA will employ the best staff available, and assist them to fulfil their potential through on-the-job training, travel and participation in staff development schemes

e. promote objectivity, creativity and analytical rigour

f. facilitate access by staff to the broadest possible range of information and ideas through provision of highly capable information retrieval and storage systems.

418


Keeping Australia’s international intelligence activities under continuous review. ONA will:

g. lead and support processes and committees to coordinate the foreign and broader national security intelligence activities of Australian intelligence agencies

h. monitor their performance and resourcing in relation to the Government’s priorities

i. where appropriate, recommend measures to improve the effectiveness of Australia’s foreign intelligence effort.

Providing a supportive and stimulating work environment. ONA will:

j. cultivate and recognise excellence in analytical and support areas by all means, including the use of the Government’s workplace reforms

k. encourage teamwork and close communication between management and staff at all levels

l. ensure prudent but imaginative use of its financial resources

m.promote the application of equal employment opportunity, industrial democracy, access and equity, and occupational health and safety principles.

ONA depends on regular feedback on its work program from stakeholders (the Prime Minister, ministers and departments) and has developed a variety of mechanisms that help evaluate its effectiveness in achieving planned outcomes and the quality of its outputs.

Close liaison with the Prime Minister and with other ministers and their departments.

Annual review of ONA’s performance by the Department of the Prime Minister and Cabinet.

Regular internal review of ONA’s analytical and resource management objectives and performance.

Evaluation of ONA’s statutory independence by the Inspector-General of Intelligence and Security.

419

ON

A






expenses$'000 $'000

Program 1.1: Assessment and reportsDepartmental expenses


Total for Program 1.1 25,037 25,218 Program 1.2: Coordination and evaluationDepartmental expenses


Total for Program 1.2 10,730 10,832 Outcome 1 Totals by appropriation typeDepartmental expenses




Outcome 1: Advancement of Australia's national interests through increased government awareness of international developments affecting Australia



420



Program 1.1: Assessments and reports

Program 1.1 objectiveProvide accurate and timely assessments and reports to the Prime Minister, senior ministers and officials.

Program 1.1 expensesThe expenses for Program 1.1 are listed in the following table.



Assessment and reports 20,244 20,322 20,531 20,797 21,220 Expenses not requiring appropriation in



Program 1.1 deliverables Accurate and timely assessments and reports to the Prime Minister, senior ministers and officials that: warn of threats and adverse developments and opportunities affecting

Australia’s national interests

inform government policy making.

421

ON

A


Program 1.1 key performance indicatorsThe main key performance indicator for the ONA is that the Prime Minister and other key ministers are satisfied as to the level of analysis and assessment provided to government.

ONA depends on regular feedback on its work program from customers (the Prime Minister, ministers and departments) and has developed a variety of mechanisms that help evaluate its effectiveness in achieving planned outcomes and the quality of its outputs.

Close liaison with the Prime Minister and with other ministers and their departments.

Annual review of ONA’s performance by the Department of the Prime Minister and Cabinet.

Regular internal review of ONA’s analytical and resource management objectives and performance.

Evaluation of ONA’s statutory independence by the Inspector-General of Intelligence and Security.

The measurable targets are: The Prime Minister is satisfied with the timeliness, accuracy and

content of reports.

ONA product is positively judged by customers in terms of uniqueness, timeliness and responsiveness, relevance and accuracy.

422


Program 1.2: Coordination and evaluation

Program 1.2 objectiveAdvance Australia’s national interest through the effective coordination and evaluation of Australia’s foreign intelligence activities.

Program 1.2 expensesThe expenses for Program 1.2 are listed in the following table.



Coordination and evaluation 8,676 8,734 8,823 8,937 9,094 Expenses not requiring appropriation in



Program 1.2 deliverables • Improved intelligence capability and performance through the effective

coordination and evaluation of Australia’s foreign intelligence activities.• Provide advice on the adequacy of resources for foreign intelligence

activities.• Effective intelligence relationships with close allies and partners.

Program 1.2 key performance indicators• ONA’s intelligence coordination mechanisms are credible and effective

and deliver well-coordinated foreign intelligence support to government.

• ONA’s evaluation processes are complete and credible and inform government, including on foreign intelligence resourcing decisions.

423

ON

A





3.1.1 Movement of administered funds between yearsONA does not have any administered funds.

3.1.2 Special AccountsONA does not have any special accounts.

3.1.3 Australian Government Indigenous ExpenditureONA does not have any Indigenous-specific expenses.

424



3.2.1 Differences in agency resourcing and financial statementsThe agency resource statement (Table 1.1) provides a consolidated view of all the resources available to the agency in 2011-12. This includes equity injections and appropriation receivable that is yet to be drawn down to cover payables and provisions on the balance sheet. The income statement (Table 3.2.1) shows only the operating appropriation provided in 2011-12.

3.2.2 Analysis of budgeted financial statementsIncome statementONA is budgeting for a break-even operating result, adjusted for depreciation and amortisation expense, in 2011-12 and the forward years.

In line with net cash appropriation arrangements effective from 2010-11, revenue from government has been reduced by an amount equal to depreciation and amortisation expense. Future asset replacements are funded through the DCB as detailed in Table 3.2.5.

The retained surplus from previous years will contribute to ONA’s fit-out costs in the new ONA accommodation. Supplier and employee expenses have stabilised at approximately $29 million per year and are expected to remain at this level across the forward years.

Balance sheetThe change to net cash appropriation arrangements will potentially reduce the net asset balance and equity position depending upon the level of the DCB compared to the depreciation expense.

Accumulated depreciation cash reserves were extinguished in 2009-10 in the transition to the net cash arrangements.

ONA has ongoing capital commitments to implement a long-term accommodation solution. An opportunity for ONA to relocate closer to its customers and lease a refurbished heritage building in Barton has required a re-phasing of the capital appropriated for the fit-out of the office accommodation. ONA will relocate to the old Patents Office at 2 National Circuit, Barton in 2011.

The project will have an impact on the timing of the drawdown of equity injections as the bulk of the expenditure is in 2010–11.

425

ON

A




2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

EXPENSESEmployee benefits 17,345 17,965 18,500 19,051 21,263 Supplier expenses 11,605 11,121 10,884 10,713 9,081 Depreciation and amortisation 6,817 6,964 6,169 5,587 5,587 Total expenses 35,767 36,050 35,553 35,351 35,931 LESS: OWN-SOURCE INCOMEGainsOther 30 30 30 30 30 Total gains 30 30 30 30 30 Total own-source income 30 30 30 30 30 Net cost of (contribution by)

services 35,737 36,020 35,523 35,321 35,901 Revenue f rom Government 28,920 29,056 29,354 29,734 30,314 * * * *Surplus (Deficit) (6,817) (6,964) (6,169) (5,587) (5,587) Surplus (Deficit) attributable to

the Australian Government (6,817) (6,964) (6,169) (5,587) (5,587) OTHER COMPREHENSIVE INCOMETotal comprehensive income - - - - - Total comprehensive income








426




2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Cash and cash equivalents 699 699 699 699 699 Trade and other receivables 268 268 268 268 268

Total financial assets 967 967 967 967 967 Non-financial assets

Property, plant and equipment 28,203 26,339 24,758 23,434 24,314 Intangibles 4,234 5,156 4,104 3,403 1,702 Other 250 250 250 250 250


Suppliers 50 50 50 50 50 Other 1,000 1,000 1,000 1,000 1,000

Total payables 1,050 1,050 1,050 1,050 1,050 Provisions




(accumulated deficit) 4,103 (2,861) (9,030) (14,617) (20,204) Total parent entity interest 26,231 25,289 22,656 20,631 19,810


427

ON

A




reserve capital$'000 $'000 $'000 $'000 $'000


previous period 4,103 - - 22,128 26,231 Adjusted opening balance 4,103 - - 22,128 26,231 Comprehensive income

Surplus (deficit) for the period (6,964) - - - (6,964) Total comprehensive income


Contributions by ownersAppropriation (departmental)capital budget - - - 6,022 6,022

Sub-total transactions with owners - - - 6,022 6,022 Estimated closing balance

as at 30 June 2012 (2,861) - - 28,150 25,289 Closing balance attributable to the

Australian Government (2,861) - - 28,150 25,289 Prepared on Australian Accounting Standards basis.

428




2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Appropriations 40,240 29,056 29,354 29,734 30,314 Net GST received 4,369 1,717 1,445 1,430 1,382




operating activities 11,320 - - - - INVESTING ACTIVITIESCash used









429

ON

A





Capital budget - Bill 1 (DCB) 6,500 6,022 3,536 3,562 4,766 Equity injections - Bill 2 2,797 - - - -



ASSETSFunded by capital appropriations 14,180 - - - -

Funded by capital appropriation - DCB1 6,500 6,022 3,536 3,562 4,766 Funded internally from

departmental resources2 11,320 - - - - TOTAL 32,000 6,022 3,536 3,562 4,766






430




equipment$'000 $'000 $'000

As at 1 July 2011Gross book value 38,426 8,980 47,406 Accumulated depreciation/amortisation

and impairment 10,223 4,746 14,969

Opening net book balance 28,203 4,234 32,437 CAPITAL ASSET ADDITIONSEstimated expenditure on


annual services 1 2,522 3,500 6,022 Total additions 2,522 3,500 6,022 Other movementsDepreciation/amortisation expense 4,386 2,578 6,964 As at 30 June 2012Gross book value 40,948 12,480 53,428 Accumulated depreciation/amortisation

and impairment 14,609 7,324 21,933 Closing net book balance 26,339 5,156 31,495

Asset Category



431

ON

A

Office of the Australian Information Commissioner


433

OA

IC

OAIC Budget Statements

OFFICE OF THE AUSTRALIAN INFORMATION COMMISSIONER




435

OA

IC


OFFICE OF THE AUSTRALIAN INFORMATION COMMISSIONER



The Office of the Australian Information Commissioner (OAIC) is established under the Australian Information Commissioner Act 2010.

The establishment of the OAIC on 1 November 2010 brings together, for the first time, functions relating to freedom of information (FOI) and privacy, as well as new functions relating to information policy. The Office of the Privacy Commissioner was integrated into the OAIC on 1 November 2010.

The three main functions of the OAIC are:

Information Commissioner functions - strategic functions relating to information management in the Australian Government

Privacy functions - protecting the privacy of individuals by ensuring proper handling of personal information in accordance with the Privacy Act 1988 and other legislation

FOI functions - promoting awareness of the public’s right of access, under the Freedom of Information Act 1982 (the FOI Act), to documents held by the Government.

The planned outcome for the OAIC is the provision of public access to Commonwealth Government information, protection of individuals’ personal information, and performance of information commissioner, freedom of information and privacy functions.

The 2011-12 year will be the OAIC’s first full year of operations. The OAIC will focus on establishing its business models and governance frameworks, and on establishing productive relationships with stakeholders.

The OAIC will monitor its workload and demands on its services to identify and manage any risks to its operations.

437

OA

IC



Table 1.1 shows the total resources from all sources. The table summarises how resources will be applied by outcome and by departmental classification.

Table 1.1: OAIC Resource Statement — Budget Estimates for 2011-12 as at Budget May 2011



2011-12 2011-12 2011-12 2010-11$'000 $'000 $'000 $'000


Departmental appropriationPrior year departmental appropriation2 720 - 720 -


s31 relevant agency receipts4 - 872 872 - Total 720 11,917 12,637 9,444

Total ordinary annual services A 720 11,917 12,637 9,444

Other services5

Departmental non-operatingEquity injections - - - 2,160 Total - - - 2,160

Total other services B - - - 2,160 Total available annual

appropriations 720 11,917 12,637 11,604 Special appropriationsTotal special appropriations C - - - - Total appropriations excluding

Special Accounts 720 11,917 12,637 11,604 Special AccountsTotal Special Account D - - - - Total resourcingA+B+C+D 720 11,917 12,637 11,604 Total net resourcing for agency 720 11,917 12,637 11,604



438

OA

IC


1.3 BUDGET MEASURES

Budget measures relating to the OAIC are detailed in Budget Paper No. 2 and are summarised below.

Table 1.2: OAIC 2011-12 Budget measuresProgram 2010-11 2011-12 2012-13 2013-14 2014-15

$'000 $'000 $'000 $'000 $'000Expense measures Efficiency dividend - temporary increase in the rate




439

OA

IC





Each outcome is described below together with its related programs, specifying the performance indicators and targets used to assess and monitor the performance of the OAIC in achieving government outcomes.

Outcome 1: Provision of public access to Commonwealth Government information, protection of individuals’ personal information, and performance of information commissioner, freedom of information and privacy functions.

Outcome 1 StrategyIn order to achieve its outcome, the OAIC will focus on these key areas:

promoting open government by encouraging proactive publication

participating in the development and implementation of the national information policy framework

promoting and securing the protection of personal information

enhancing the OAIC’s capacity to achieve its vision of ‘An Australia where government information is managed as a national resource and personal information is respected and protected’.

As 2011-12 will be its first full year of operations, the OAIC will carefully monitor its workload and demands on its services to ensure it is able to deliver its expected outcome within its budget allocation.

440




expenses$'000 $'000

Program 1.1: Complaint handling, compliance and monitoring, and education and promotionDepartmental expenses

Ordinary annual service (Appropriation Bill No. 1) 10,291 11,892 Expenses not requiring appropriation in the Budget year 1 50 51

Total for Program 1.1 10,341 11,943 Total expenses for Outcome 1 10,341 11,943


Outcome 1: Provision of public access to Commonwealth Government information, protection of individuals' personal information, and performance of information commissioner, freedom of information and privacy functions


441

OA

IC



Program 1.1 Office of the Australian Information Commissioner

Program 1.1 objectiveThe OAIC’s program objectives are to:

conduct reviews of FOI decisions made by ministers and agencies

monitor, investigate and report on agency compliance with the FOI Act

assist agencies in their implementation of the Information Publication Scheme under the FOI Act, and review agency compliance with the Information Publication Scheme

promote awareness and understanding of the FOI Act and its objectives

investigate complaints about interference with privacy

inquire into acts or practices that may be interferences with privacy

conduct audits of the personal information handling practices of Commonwealth and ACT agencies and other organisations covered by the Privacy Act

foster public discussion and conduct educational programs to promote proactive publication, access to information and privacy protection

advice on information management in Australian Government agencies.

Program 1.1 expensesEmployee expenses are forecast to rise moderately in the out years consistent with the staff certified agreement. Other expenses are anticipated to offset employee increases.




the Budget year 1 50 51 52 52 54 Total program expense 10,341 11,943 12,013 11,926 11,989

1 Expenses not requiring appropriation in the Budget year is made up of depreciation expense,

442



Program 1.1 deliverables The OAIC’s program deliverables are: privacy and FOI complaint handling services

privacy compliance activities

FOI merit review services

Information Publication Scheme compliance reviews

privacy and FOI enquiries services

advice and assistance on information management practices across the Australian Government

promotion and educational activities.


Deliverables budget year 1 year 2 year 3Number of privacy complaints f inalised w ithin 12 months

80% 80% 80% 80% 80%

Number of FOI complaints f inalised w ithin 12 months

80% 80% 80% 80% 80%

Time taken from commencement to f inalisation of audits

6 months 6 months 6 months 6 months 6 months

Number of FOI merit review s completed in 6 months

80% 80% 80% 80% 80%

Number of Information Publication Scheme compliance review s completed

n/a 10 50 50 50

443

OA

IC



Australian Government agencies have implemented and comply with the requirements of the Information Publication Scheme and disclosure logs.

Any reviews requested by the Government as part of the implementation of FOI reforms have been conducted.

Principles on open public sector information have been published and promoted.

A methodology for the measurement of the economic and social value of public sector information has been developed.

OAIC merits review and complaint handling processes meet timeliness and quality benchmarks.

Information and education products on privacy, FOI and information policy have been developed and meet stakeholder needs.

444





3.1.1 Movement of administered funds between yearsThe OAIC does not have any administered funds.

3.1.2 Special AccountsThe OAIC does not have any special accounts.

3.1.3 Australian Government Indigenous ExpenditureThe OAIC does not have any indigenous-specific expenses.

445

OA

IC




3.2.2 Analysis of budgeted financial statementsIncome StatementThe OAIC is budgeting for a break-even operating result, adjusted for depreciation and amortisation expense, in 2011-12 and the forward years.

In line with net cash appropriation arrangements effective from 2010-11, revenue from government has been reduced by an amount equal to depreciation and amortisation expense. Future asset replacements are funded through the DCB as detailed in Table 3.2.5.

Balance SheetThe change to net cash appropriation arrangements will potentially reduce the net asset balance and equity position depending upon the level of the DCB compared to the depreciation expense.

In 2011–12, the OAIC has budgeted for capital expenditure of $25,000 for the maintenance of IT infrastructure, existing communication systems and leasehold improvements.

Statement of Changes in EquityThe departmental statement of changes in equity reflects the approved departmental capital budget funding of $25,000.

446




2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

EXPENSESEmployee benefits 6,122 7,312 7,425 7,315 7,519 Supplier expenses 4,178 4,589 4,545 4,568 4,442 Depreciation and amortisation 26 27 28 28 28 Finance costs 10 10 10 10 - Other 5 5 5 5 - Total expenses 10,341 11,943 12,013 11,926 11,989 LESS: OWN-SOURCE INCOMEOwn-source revenueSale of goods and rendering of services 850 850 850 850 850 Rental income 22 22 22 22 22 Total own-source revenue 872 872 872 872 872 GainsOther 24 24 24 24 26 Total gains 24 24 24 24 26 Total own-source income 896 896 896 896 898 Net cost of (contribution by)

services 9,445 11,047 11,117 11,030 11,091 Revenue from Government 9,419 11,020 11,089 11,002 11,063 * * * *Surplus (Deficit) (26) (27) (28) (28) (28) Surplus (Deficit) attributable to

the Australian Government (26) (27) (28) (28) (28) Note: Reconciliation of comprehensive income attributable to the agency

2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

Operating result attributable to theAustralian Government (26) (27) (28) (28) (28)

plus non-appropriated expensesdepreciation and amortisation expenses 26 27 28 28 28



447

OA

IC




2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Cash and cash equivalents 720 881 861 841 841 Trade and other receivables 372 300 300 300 300




Suppliers 14 14 14 14 14 Other 172 172 172 172 172




Contributed equity 1,836 1,861 1,886 1,911 1,936 Reserves 12 12 12 12 12 Retained surplus - - - - -

(accumulated deficit) 685 658 630 602 574 Total parent entity interest 2,533 2,531 2,528 2,525 2,522 Total Equity 2,533 2,531 2,528 2,525 2,522


448




reserve capital$'000 $'000 $'000 $'000


previous period 685 12 1,836 2,533 Adjusted opening balance 685 12 1,836 2,533 Comprehensive income

Surplus (def icit) for the period (27) - - (27) Total comprehensive income

recognised directly in equity (27) - - (27) Transactions w ith owners

Contributions by ownersAppropriation (departmental)capital budget - - 25 25

Sub-total transactions with owners - - 25 25

Estimated closing balanceas at 30 June 2012 658 12 1,861 2,531


449

OA

IC




2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Goods and services 872 872 872 872 872 Appropriations 9,419 11,020 11,089 11,002 11,063 Cash from the Official Public Account 2,049 - - - - Net GST received 110 110 110 110 110


Employees 5,252 7,062 7,425 7,315 7,519 Suppliers 5,112 4,779 4,666 4,689 4,526 Cash to the Official Public Account 2,394 - - - -


operating activities (308) 161 (20) (20) - INVESTING ACTIVITIESCash used

Purchase of property, plant and equipment 2,000 6 25 25 25

Purchase of intangibles 185 19 - - - Total cash used 2,185 25 25 25 25 Net cash from (used by)

investing activities (2,185) (25) (25) (25) (25) FINANCING ACTIVITIESCash received

Contributed equity 2,185 25 25 25 25 Total cash received 2,185 25 25 25 25 Net cash from (used by)

financing activities 2,185 25 25 25 25 Net increase (decrease)

in cash held (308) 161 (20) (20) - Cash and cash equivalents at the

beginning of the reporting period 1,028 720 881 861 841 Cash and cash equivalents at the


450





Capital budget - Bill 1 (DCB) 25 25 25 25 25 Equity injections - Bill 2 2,160 - - - -

Total capital appropriations 2,185 25 25 25 25 Total new capital appropriationsRepresented by:

Purchase of non-f inancial assets 2,185 25 25 25 25 Total Items 2,185 25 25 25 25 PURCHASE OF NON-FINANCIAL

ASSETSFunded by capital appropriations 2,160 - - - -

Funded by capital appropriation - DCB1 25 25 25 25 25 TOTAL 2,185 25 25 25 25


Total purchases 2,185 25 25 25 25 Total cash used to

acquire assets 2,185 25 25 25 25 1 Includes purchases from current and previous year's department capital budgets.DCB = Departmental Capital Budget.Prepared on Australian Accounting Standards basis.

451

OA

IC




equipment$'000 $'000 $'000





annual services 1 6 19 25 Total additions 6 19 25 Other movementsDepreciation/amortisation expense 17 10 27 Other 23 2 25 As at 30 June 2012Gross book value 2,390 165 2,555 Accumulated depreciation/amortisation

and impairment 57 52 109 Closing net book balance 2,333 113 2,446

Asset Category



452


453

OA

IC

Office of theCommonwealth Ombudsman


453

Om

buds

man

Ombudsman Budget Statements

OFFICE OF THE COMMONWEALTH

OMBUDSMANSection 1: Agency overview and resources...........................................4571.1 Strategic Direction Statement.......................................................4571.2 Agency resource statement..........................................................4591.3 Budget measures..........................................................................460



455

Om

buds

man


OFFICE OF THE COMMONWEALTH OMBUDSMAN



The planned outcome of the Office of the Commonwealth Ombudsman (the Ombudsman’s office) is fair and accountable administrative action by Australian Government agencies by investigating complaints, reviewing administrative action and inspecting statutory compliance by law enforcement agencies.

The Ombudsman’s office safeguards the community in its dealings with Australian Government agencies and related service providers by:

correcting administrative deficiencies through independent review of complaints about administrative action of Australian Government agencies and related service providers (e.g. private registered providers of education services to overseas students, postal industry operators)

fostering good public administration that is fair, lawful, accountable and responsive

assisting people to resolve complaints about government administrative action

developing policies and principles for accountability

reviewing statutory compliance by relevant agencies.

In 2011–12, the Ombudsman’s office will continue its focus on significant and systemic issues arising from complaints, inspections, monitoring and stakeholder engagement. We will continue our endeavours in improving our policies, procedures and practices to deliver efficient, practical, higher quality and more consistent responses to complaints. The strategic priorities of the office are to:

be responsive to areas of need in allocating resources, including new prescribed priorities

target engagement and outreach, relevant information, publications and communication activities to key stakeholders, particularly to identified opportunities for collaboration with intermediaries and partners

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build on work practices and organisational changes to deliver improved quality, efficiency and consistency in managing complaints, investigations and reporting

improve quality assurance and review of complaint handling

develop an enhanced approach to social inclusion including opportunities for effective interaction through social media.

458

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Table 1.1: Ombudsman’s office Resource Statement — Budget Estimates for 2011-12 as at Budget May 2011



2011-12 2011-12 2011-12 2010-11$'000 $'000 $'000 $'000






Other services5

Departmental non-operatingEquity injections - - - 170 Total - - - 170

Total other services B - - - 170 Total available annual


Special Accounts 5,587 22,472 28,059 26,913Special AccountsTotal Special Account D - - - - Total resourcingA+B+C+D 5,587 22,472 28,059 26,913 Total net resourcing for agency 5,587 22,472 28,059 26,913



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1.3 BUDGET MEASURES

Budget measures relating to the Ombudsman’s office are detailed in Budget Paper No. 2 and are summarised below.Table 1.2: Ombudsman’s office 2011-12 Budget measures

Program 2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

Expense measures Commonw ealth Ombudsman - scrutiny of processing of refugee claims1 1.1

Departmental expenses - - - - - Total - - - - -

Efficiency dividend - temporary increase in the rate





1 The lead agency for this measure is the Attorney-General's Department. The full measure description and package details appear in BP2 under the Attorney-General's portfolio. This measure is funded internally from existing resources of the Office of the Commonwealth Ombudsman.Prepared on a Government Finance Statistics (fiscal) basis.

460





Each outcome is described below together with its related programs, specifying the performance indicators and targets used to assess and monitor the performance of the Ombudsman’s office in achieving government outcomes.

Outcome 1: Fair and accountable administrative action by Australian Government agencies by investigating complaints, reviewing administrative action and inspecting statutory compliance by law enforcement agencies.

Outcome 1 StrategyThe key strategies for the Ombudsman’s office in achieving its outcome are:

deliver efficient and effective complaint handling with a particular focus on quality, consistency and throughput

recruit, develop and retain professional and proficient staff

nurture the working relationship with Australian Government agencies and related service providers

provide timely and focused assurance to Parliament and improvement in enforcement agency compliance in the use of covert powers

conduct our own motion investigations and produce publications that promote good public administration

ensure effective communication with key stakeholders and target audiences, including the socially excluded

enhance opportunities for collaborative outcomes through engagement with national integrity agencies, regional and international partners

make submissions to parliamentary and government inquiries and contribute to broader public debates which promote good public

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administration and accessibility of government program design and implementation.





expenses$'000 $'000

Program 1.1: Office of the Commonwealth OmbudsmanDepartmental expenses


Total for Program 1.1 22,238 22,661 Total expenses for Outcome 1 22,238 22,661


Outcome 1: Fair and accountable administrative action by Australian Government agencies by investigating complaints, reviewing administrative action and inspecting statutory compliance by law enforcement agencies



Reader Note: Departmental appropriation splits and totals are indicative estimates and may change in the course of the budget year as government priorities change.

462



Program 1.1: Office of the Commonwealth Ombudsman

Program 1.1 objectiveThe Ombudsman’s office seeks to be an exemplar for government agencies in delivering fair and accountable administration by pursuing the following objectives:

continue high standards in complaint handling by ensuring effective responses to new areas of complaint, without impacting on timeliness, accountability or transparency

continue to develop compliance auditing expertise and improvement of auditing methodologies and reporting

enhance staff capability, attraction and retention to ensure quality standards for complaint handling and reporting

ensure the continued timely effective resolution of complaints through sound working relationships with Australian Government agencies and related service providers

enhance engagement opportunities for collaboration with stakeholders and intermediaries, national integrity agencies, regional and international partners

make targeted submissions to parliamentary and government inquiries, to contribute to debates on key public administration, integrity, accountability, and transparency issues that promote delivery of fair government policies and programs

contribute to improving accountability of government through oversight and administration of prescribed legislative functions

undertake own motion investigations and produce reports.

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Program 1.1 expensesThe Ombudsman’s office’s expenses will remain fairly constant over the forward years.


$'000 $'000 $'000 $'000 $'000




amortisation expense and audit fees.

Program 1.1 deliverables There will be improved public satisfaction with the quality of services

provided by the Ombudsman’s office.

Better targeted stakeholder engagement through the provision of information and education regarding the role and importance of the Ombudsman’s office.

Greater adherence to internal service standards for complaint handling.

The Ombudsman’s office will identify and report on significant and systemic problems in public administration, making recommendations and reporting on implementation.

The Ombudsman’s office will contribute to parliamentary and government inquiries and public debate through the presentation of submissions and papers, and appearances at associated forums.

The quality and timeliness of services of the Ombudsman’s office will be enhanced through the review and development, and improvement of consistent and transparent policies, procedures and practices.

Greater Parliament and public assurance that covert powers are lawfully used by enforcement agencies.

464


Program 1.1 key performance indicators Administration of government programs will be attuned to

accountability obligations and principles of good administration. While complaint numbers to the Ombudsman’s office are unlikely to decline, administration of the areas of government exposed to this office will be improved.

Internal complaint handling within agencies will resolve an increasing proportion of complaints. Through assistance provided by the Ombudsman’s office, agencies’ responsiveness and capability to deal with complaints will improve.

There will be improved compliance with legal requirements by enforcement agencies in the use of covert powers. Inspection reports will be timely and identify areas for improvement.

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3.1.1 Movement of administered funds between yearsThe Ombudsman’s office does not have any movement of administered funds.

3.1.2 Special AccountsThe Ombudsman’s office does not have any special accounts.

3.1.3 Australian Government Indigenous ExpenditureThe Ombudsman’s office received additional funding of $2.5 million over three years in 2009–10 to provide continued independent oversight for the Northern Territory Emergency Response. This funding will terminate in 2011–12.

Table 3.1.3: Australian Government Indigenous ExpenditureOutcome Other Total Program


Office of the Commonwealth Ombudsman Outcome 1

Departmental 2011-12 817 - - 817 - 817 1.1 Departmental 2010-11 821 - - 821 - 821 1.1 Total outcome 2011-12 817 - - 817 - 817 1.1 Total outcome 2010-11 821 - - 821 - 821 1.1

Total departmental 2011-12 817 - - 817 - 817 Total departmental 2010-11 821 - - 821 - 821

Total AGIE 2011-12 817 - - 817 - 817 Total AGIE 2010-11 821 - - 821 - 821

Appropriations

466



3.2.1 Differences in agency resourcing and financial statementsThe agency resource statement (Table 1.1) provides a consolidated view of all the resources available to the office in 2011–12. This includes equity injections and appropriation receivable that is yet to be drawn down to cover payables and provisions on the balance sheet. The comprehensive income statement (Table 3.2.1) shows only the operating appropriation provided in 2011–12.

3.2.2 Analysis of budgeted financial statementsIncome statement The Ombudsman’s office is budgeting for a break-even operating result, adjusted for depreciation and amortisation expense in 2011–12 and the forward years.

Revenue from government (appropriation funding) has increased from $19.5 million to $20.0 million. This primarily reflects additional funding received during additional estimates 2010–11 for the Ombudsman’s role under the public interest disclosure scheme announced by the Government on 17 March 2010. In 2011–12 the office will receive funding of $0.9 million over two years to continue to provide external independent scrutiny of the Department of Immigration and Citizenship’s processing of refugee claims made by irregular maritime arrivals. The cost of the measure will be met from the existing resources of the Ombudsman’s office.

Balance sheetThe Ombudsman’s office’s budgeted net asset position at 30 June 2012 is $2.0 million (2010-11: $2.1 million). The Ombudsman’s office’s primary liability continues to be accrued employee entitlements.

Statement of changes in equityThe statement of changes in equity shows the expected movements in equity over the 2011–12 year. The retained earnings portion of equity will reduce, offset by an increase in the contributed equity portion wherein the funding for the Ombudsman’s office’s Departmental Capital Budget (DCB) is recorded.

Statement of cash flowsThe Ombudsman’s office maintains a working cash balance of $0.2 million.

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Capital budget statementThe capital budget statement shows a continuing investment in non-financial assets. This includes purchase of new assets as well as replacement of existing assets. The table also shows the amount of appropriation budget in relation to the DCB.

Statement of asset movementsThe statement of asset movements expands on the capital budget statement and shows, by category of assets, the change in value from the beginning to the end of the 2011–12 year.

468




2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

EXPENSESEmployee benefits 15,705 15,834 14,709 14,695 14,669 Supplier expenses 5,591 5,928 5,824 5,839 6,024 Depreciation and amortisation 942 899 846 846 846 Total expenses 22,238 22,661 21,379 21,380 21,539 LESS: OWN-SOURCE INCOMEOwn-source revenueSale of goods and rendering of services 1,750 1,734 1,777 1,820 1,849 Total own-source revenue 1,750 1,734 1,777 1,820 1,849 GainsOther 30 30 30 30 40 Total gains 30 30 30 30 40 Total own-source income 1,780 1,764 1,807 1,850 1,889 Net cost of (contribution by)










469

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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Cash and cash equivalents 198 198 198 198 198 Trade and other receivables 5,448 5,482 5,491 5,515 5,515 Other investments 391 - - - -




Suppliers 793 823 867 896 946 Other 2,486 2,420 2,385 2,380 2,330

Total payables 3,279 3,243 3,252 3,276 3,276

ProvisionsEmployee provisions 3,781 3,781 3,781 3,781 3,781 Other 437 116 116 116 116



(accumulated deficit) (929) (1,828) (2,674) (3,520) (4,366) Total parent entity interest 2,143 2,003 1,919 1,838 1,960


470




reserve capital$'000 $'000 $'000 $'000 $'000


previous period (929) 92 - 2,980 2,143 Adjusted opening balance (929) 92 - 2,980 2,143 Comprehensive incomeSub-total comprehensive income - - - - -




Sub-total transactions with owners - - - 759 759 Estimated closing balance

as at 30 June 2012 (1,828) 92 - 3,739 2,003 Closing balance attributable to the

Australian Government (1,828) 92 - 3,739 2,003 Prepared on Australian Accounting Standards basis.

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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Goods and services 1,731 1,715 1,777 1,820 1,849 Appropriations 18,367 19,552 18,307 18,408 18,804


Employees 15,365 15,557 14,420 14,500 14,669 Suppliers 4,717 5,656 5,614 5,685 5,984 Other 130 54 50 43 -


operating activities (114) - - - - INVESTING ACTIVITIESCash used









472





Capital budget - Bill 1 (DCB) 797 759 762 765 968 Equity injections - Bill 2 170 - - - -

Total capital appropriations 967 759 762 765 968 Total new capital appropriationsRepresented by:

Purchase of non-f inancial assets 967 759 762 765 968 Total Items 967 759 762 765 968 PURCHASE OF NON-FINANCIAL

ASSETSFunded by capital appropriations 82 - - - -

Funded by capital appropriation - DCB1 797 759 762 765 968 TOTAL 879 759 762 765 968



acquire assets 879 759 762 765 968 1 Includes purchases from current and previous year's department capital budgets.DCB = Departmental Capital Budget.Prepared on Australian Accounting Standards basis.

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Table 3.2.6: Statement of Asset Movements (2011-12)Asset Category


equipment$'000 $'000 $'000

As at 1 J uly 2011Gross book value 6,024 2,072 8,096 Accumulated depreciation/amortisation

and impairment 3,188 1,568 4,756 Opening net book balance 2,836 504 3,340 CAPITAL ASSET ADDITIONSEstimated expenditure on


annual services 1 499 260 759 Total additions 499 260 759 Other movementsDepreciation/amortisation expense 651 248 899 As at 30 J une 2012Gross book value 6,523 2,332 8,855 Accumulated depreciation/amortisation

and impairment 3,839 1,816 5,655 Closing net book balance 2,684 516 3,200



474


475

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Office of the Inspector-General of Intelligence and Security


475

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OFFICE OF THE INSPECTOR-GENERAL OF INTELLIGENCE AND SECURITY




477

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OIGIS Budget Statements

OFFICE OF THE INSPECTOR-GENERAL OF INTELLIGENCE AND SECURITY



The planned outcome for the Office of the Inspector-General of Intelligence and Security (OIGIS) is the provision of independent assurance for the Prime Minister, senior ministers and Parliament as to whether Australia’s intelligence and security agencies act legally and with propriety by inspecting, inquiring into and reporting on their activities.

OIGIS was established in 1987 to provide a specialised review mechanism for the six agencies that comprise the Australian Intelligence Community: Australian Security Intelligence Organisation (ASIO)

Australian Secret Intelligence Service (ASIS)

Defence Imagery and Geospatial Organisation (DIGO)

Defence Intelligence Organisation (DIO)

Defence Signals Directorate (DSD)

Office of National Assessments (ONA)

A proactive inspection program is undertaken by OIGIS each year into the activities of each Australian Intelligence Community agency. Formal inquiries may also be conducted at the Inspector-General’s own motion, or as a result of complaints received, or by request from relevant ministers. The Prime Minister can request the Inspector-General to inquire into an intelligence or security matter relating to an Australian government agency outside of the Australian Intelligence Community. During formal inquiries, the Inspector-General of Intelligence and Security Act 1986 provides for the use of strong coercive powers, immunities and protections.

In conducting its inquiries and inspections, OIGIS focuses on compliance by the Australian Intelligence Community agencies with Australian law and ministerial directions, the propriety of their activities, and respect for human rights.

479

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OIGIS has received additional funding in the 2011-12 Budget to cover the expected additional costs associated with the proposed whistleblower protection scheme. The scheme, which was announced by the Government on 17 March 2010, includes a key role for OIGIS in the handling of public interest disclosures from within and about Australian Intelligence Community agencies.

During 2011-12 OIGIS is expected to finalise an inquiry into the actions of relevant Australian agencies in relation to the arrest and detention overseas of Mr Mamdouh Habib from 2001 to 2005. This inquiry was commenced in early 2011 at the Prime Minister’s direction and the funding was provided by the Department of the Prime Minister and Cabinet.

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Table 1.1: OIGIS Resource Statement — Budget Estimates for 2011-12 as at Budget May 2011



2011-12 2011-12 2011-12 2010-11$'000 $'000 $'000 $'000


Departmental appropriationPrior year departmental appropriation2 1,426 - 1,426 1,219 Departmental appropriation3 - 2,250 2,250 2,167 s31 relevant agency receipts4 - 114 114 442 Total 1,426 2,364 3,790 3,828


Other services5

Departmental non-operatingPrevious years' programs 108 - 108 - Total 108 - 108 -

Total other services B 108 - 108 - Total available annual


Special Accounts 1,534 2,364 3,898 3,828

Total Special Account D - - - - Total resourcingA+B+C+D 1,534 2,364 3,898 3,828 Total net resourcing for agency 1,534 2,364 3,898 3,828


further details). For accounting purposes this amount has been designated as 'contributions by owners'.4 s31 Relevant Agency receipts — estimate.5 Appropriation Bill (No.2) 2011-12.All figures are GST exclusive.

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1.3 BUDGET MEASURES

Budget measures relating to the OIGIS are detailed in Budget Paper No. 2 and are summarised below.

Table 1.2 OIGIS 2011-12 Budget MeasuresProgram 2010-11 2011-12 2012-13 2013-14 2014-15


Departmental expense all - (11) (23) (29) (35) Total - (11) (23) (29) (35)

Total expense measuresDepartmental - (11) (23) (29) (35)

Total - (11) (23) (29) (35) Prepared on a Government Finance Statistics (fiscal) basis.

Measures announced between 2010-11 Budget and 2011-12 Budget but not yet reported in a subsequent portfolio statement

Program 2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

Measures Transparent and Accountable Government - Giving Whistleblow ers a Place to Go1

Departmental expense 1.1 - 142 143 144 144Total - 142 143 144 144Total measures

Departmental - 142 143 144 144Total - 142 143 144 144

1 Additional funding of $0.3m was provided over 4 years for this measure as part of the 2010-11 Mid-Year Economic and Fiscal Outlook. The full measure description can be found on page 194 of the Mid-Year Economic and Fiscal Outlook.


482





Each outcome is described below together with its related programs, specifying the performance indicators and targets used to assess and monitor the performance of the OIGIS in achieving government outcomes.

Outcome 1: Independent assurance for the Prime Minister, senior ministers and Parliament as to whether Australia’s intelligence and security agencies act legally and with propriety by inspecting, inquiring into and reporting on their activities.

Outcome 1 StrategyThe strategy employed to achieve OIGIS’s single outcome is to: Continue and expand the agency’s inspection activities, which involve

proactively monitoring and reviewing the activities of the Australian Intelligence Community agencies.

Where appropriate, initiate ‘own motion’ inquiries and investigate complaints or referrals about the activities of the Australian Intelligence Community agencies.

At the request of the Prime Minister, inquire into an intelligence and security matter of a non Australian Intelligence Community agency.

483

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expenses$'000 $'000

Program 1.1: Office of the Inspector-General of Intelligence and SecurityDepartmental expenses







Outcome 1: Independent assurance for the Prime Minister, senior ministers and Parliament as to whether Australia's intelligence and security agencies act legally and with propriety by inspecting, inquiring into and reporting on


2 Expenses not requiring appropriation in the Budget year is made up of depreciation expense, amortisation expense, makegood expense, audit fees, IT and other services provided free of charge.


484



Program 1.1: Office of the Inspector-General of Intelligence and Security

Program 1.1 objectiveThe Commonwealth provides funds for the Inspector-General of Intelligence and Security to enable the responsibilities and functions outlined in the Inspector-General of Intelligence and Security Act 1986 to be exercised. The program objective is to fulfil these responsibilities and functions and provide independent assurance for the Prime Minister, senior ministers and Parliament as to whether Australia’s intelligence and security agencies are acting legally and with propriety.

Program 1.1 expensesThe most significant program expenses are employee-related expenses. OIGIS also receives significant assistance free of charge from the Department of the Prime Minister and Cabinet.

In recent years employee numbers have increased in line with increases in the size and activities of the Australian Intelligence Community and in the role of the office. In 2011-12 funding for one additional staff member has been provided under the measure ‘Transparent and Accountable Government – Giving Whistleblowers a place to go’. At this stage there are no further increases in employee numbers budgeted for.

Factors that may have future resourcing implications include: changes in Australian Intelligence Community activities

changes in the jurisdiction or role of OIGIS

changes in complaint or inquiry numbers.




the Budget year 1 131 131 131 131 131 Total departmental expenses 2,668 2,486 2,379 2,390 2,406

1 Expenses not requiring appropriation in the Budget year is made up of depreciation expense, amortisation expense, makegood expense, audit fees, IT and other services provided free of charge.

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Program 1.1 deliverablesThe program deliverables include: Conducting own motion inquiries as appropriate.

Undertaking a comprehensive inspection and visits program to monitor and review casework.

Providing effective and timely responses to complaints or referrals received from members of the public, ministers or members of parliament.

Undertaking presentations to new and existing members of the Australian Intelligence Community agencies to ensure an awareness and understanding of their responsibilities and accountability.

Liaising with other accountability or integrity agencies in Australia and overseas.

Program 1.1 key performance indicators The effectiveness of the office may be assessed against a range of performance criteria, including: The breadth and depth of inspection work undertaken.

The timeliness of completion of inquiries or complaint resolution.

The level of acceptance by agencies, complainants and ministers of findings and recommendations of inquiries conducted.

The extent to which there has been change within the agencies as a result of activities of the office.

486





3.1.1 Movement of administered funds between yearsThe Office of the Inspector-General of Intelligence and Security does not have any administered funds.

3.1.2 Special AccountsSpecial accounts provide a means to set aside and record amounts used for specified purposes. Special accounts can be created by a Finance Minister’s Determination under the Financial Management and Accountability Act 1997 or under separate enabling legislation.

Until 2009 the office had two special accounts established under section 20 of the Financial Management and Accountability Act 1997. The accounts established were:

Other Trust Monies Account - The purpose of this account is for the expenditure of monies temporarily held in trust or otherwise for the benefit of a person other than the Commonwealth.

Services for Other Governments and Non-Agency Bodies Account - The purpose of this account is for expenditure in connection with services performed on behalf of other governments and bodies that are not Financial Management and Accountability Act 1997 agencies.

These accounts have never been active. The Services for Other Governments and Non-Agency Bodies Account was abolished on 11 September 2009 by Determination 2009/28 issued by the Minister for Finance and Deregulation. The Other Trust Monies Account was abolished on 12 October 2010 by Determination 2010/13 issued by the Minister for Finance and Deregulation.

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3.1.3 Australian Government Indigenous ExpenditureThe OIGIS does not have any Indigenous-specific expenses.


3.2.1 Differences in agency resourcing and financial statementsThe agency resource statement (Table 1.1) provides a consolidated view of all the resources available to the agency in 2011-12. This includes equity injections and appropriations receivable that is yet to be drawn down to cover payables and provisions in the balance sheet. The income statement (Table 3.2.1) shows only the operating appropriation provided in 2011-12.

3.2.2 Analysis of budgeted financial statementsIncome StatementThe Office of the Inspector-General of Intelligence and Security is budgeting for a break-even operating result, adjusted for depreciation and amortisation expense, in 2011-12 and the forward years.

In line with the net cash appropriation arrangements effective from 2010-11, revenue from government has been reduced by an amount equal to depreciation and amortisation expense. Future asset replacements are funded through the departmental capital budget detailed in Table 3.2.5.

As in previous years, the most significant component of the standard operating expenditure will be salary related, which reflects the nature of the agency’s activities and functions.

The 2011-12 budget includes an additional $0.142 to cover the expected additional costs related to the newly established whistleblower protection scheme. These costs include one additional staff member and the associated IT and property costs. The only other significant change in the 2011-12 budget is an additional $0.114 ‘Other Revenue’. This represents funding to be received from the Department of the Prime Minister and Cabinet to cover the costs related to the Habib inquiry undertaken at the Prime Minister’s direction.

The resources received free of charge include the office space occupied in the Department of the Prime Minister and Cabinet building (estimated value: $0.1 million per annum), the financial audit services provided by the Australian National Audit Office (estimated value $14,000 per year) and maintenance of the internal secure communications network provided by the Defence Signals Directorate (estimated value: $2,000 per year).

Balance Sheet

488


In 2011-12, the agency’s assets are expected to increase quite significantly due to the planned upgrade of the internal secure IT network which had originally been planned to occur in 2010-11. The secure IT network represents the most significant component of the agency’s assets. The agency also holds office equipment and furniture, the majority of which are owned by the Department of the Prime Minister and Cabinet and provided free of charge.

The agency operates under a cash-level agreement with the Department of Finance and Deregulation whereby funds are only drawn down from the agency’s appropriation once the cash held falls below $0.2 million.

The agency’s significant liabilities include accrued leave liabilities and $0.114 ‘Other Payable’ which represents revenue received in advance from the Department of the Prime Minister and Cabinet to cover the expected costs of finalising the Habib inquiry in 2011-12.

Statement of Cash FlowsThe cash holdings remain relatively constant over the years due to the cash level agreement between the agency and the Department of Finance and Deregulation.

Capital Budget StatementThe capital budget for 2011-12 is $0.076. The planed expenditure covers the upgrading of the internal secure IT network. The secure IT network represents the most significant component of the agency’s assets and is generally upgraded every three years to maintain its currency.

Statement of Changes in EquityFollowing the Government’s net cash arrangements, whereby depreciation expenses are no longer funded, it is expected that the equity position will continue to decrease across the forward years by the amount of the budgeted depreciation expense for the year.

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2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

EXPENSESEmployee benefits 1,890 1,923 1,883 1,902 1,904 Supplier expenses 765 550 483 475 489 Depreciation and amortisation 13 13 13 13 13 Total expenses 2,668 2,486 2,379 2,390 2,406 LESS: OWN-SOURCE INCOMEOwn-source revenueOther 560 232 118 118 118 Total own-source revenue 560 232 118 118 118 Total own-source income 560 232 118 118 118 Net cost of (contribution by)










490




2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Cash and cash equivalents 191 128 128 193 193 Trade and other receivables - - 13 15 16 Appropriations receivable 1,326 1,255 1,222 1,124 1,111 Other - GST input credits receivable 6 6 6 6 6


Property, plant and equipment 100 163 170 261 294 Total non-financial assets 100 163 170 261 294 Total assets 1,623 1,552 1,539 1,599 1,620 LIABILITIESPayables

Suppliers 49 49 49 36 36 Other 114 - - - -


Employee provisions 488 535 535 535 535 Total provisions 488 535 535 535 535 Total liabilities 651 584 584 571 571 Net assets 972 968 955 1,028 1,049 EQUITY*Parent entity interest

Contributed equity 438 447 447 533 567 Reserves 7 7 7 7 7 Retained surplus 527 514 501 488 475

(accumulated deficit) - - - - - Total parent entity interest 972 968 955 1,028 1,049 Total Equity 972 968 955 1,028 1,049


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reserve capital$'000 $'000 $'000 $'000 $'000


previous period 527 7 - 438 972 Adjusted opening balance 527 7 - 438 972 Comprehensive incomeSub-total comprehensive income - - - - -


recognised directly in equity (13) - - - (13) Transactions w ith ow ners


Sub-total transactions with owners - - - 9 9 Estimated closing balance

as at 30 June 2012 514 7 - 447 968 Closing balance attributable to the

Australian Government 514 7 - 447 968 Prepared on Australian Accounting Standards basis.

492




2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Appropriations 2,198 2,312 2,281 2,355 2,287 Other 556 - - - 118


Employees 1,723 1,876 1,883 1,902 1,904 Suppliers 1,030 484 398 390 502


operating activities 1 (48) - 63 (1) INVESTING ACTIVITIESCash used





Net cash from (used by) financing activities 107 29 20 104 46

Net increase (decrease)in cash held 48 (95) - 65 - Cash and cash equivalents at the



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Capital budget - Bill 1 (DCB) 72 9 - 84 32

Previous years' outputs - Bill 2 - 55 20 20 13

Total capital appropriations 72 64 20 104 45 Total new capital appropriationsRepresented by:

Purchase of non-financial assets 72 64 20 104 45

Total Items 72 64 20 104 45 PURCHASE OF NON-FINANCIAL

ASSETSFunded by capital appropriations - 55 20 20 13

Funded by capital appropriation - DCB1 60 21 - 84 32

TOTAL 60 76 20 104 45



acquire assets 60 76 20 104 46 1 Includes purchases from current and previous year's departmental capital budgets.DCB = Departmental Capital Budget.Prepared on Australian Accounting Standards basis.

494




equipment$'000 $'000 $'000

As at 1 July 2011Gross book value 113 6 119 Accumulated depreciation/amortisation


Opening net book balance 100 - 100 CAPITAL ASSET ADDITIONSEstimated expenditure on

new or replacement assetsBy purchase - appropriation equity 1 55 - 55 By purchase - appropriation ordinary

annual services 2 21 - 21 Total additions 76 - 76 Other movementsDepreciation/amortisation expense 13 - 13 As at 30 June 2012Gross book value 195 - 195 Accumulated depreciation/amortisation

and impairment 32 - 32 Closing net book balance 163 - 163

Asset Category




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Office of the Official Secretary to the Governor-General


497

OO

SGG

OOSGG Budget Statements

OFFICE OF THE OFFICIAL SECRETARY TO THE GOVERNOR-GENERAL




499

OO

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OFFICE OF THE OFFICIAL SECRETARY TO THE GOVERNOR-GENERAL



The planned outcome for the Office of the Official Secretary to the Governor-General (OOSGG) is that the performance of the Governor-General’s role is facilitated through organisation and management of official duties, management and maintenance of the official household and property and administration of the Australian Honours and Awards system.

The Office of Governor-General was established by the Constitution of the Commonwealth of Australia. Under the Constitution, the executive power of the Commonwealth is exercisable by the Governor-General as Her Majesty, The Queen’s representative in Australia, and extends to the execution and maintenance of the Constitution and laws of the Commonwealth.

The statutory office of the Official Secretary to the Governor-General was established in December 1984 by amendment to the Governor-General Act 1974. The Official Secretary and staff constitute the OOSGG. Prior to that amendment, the Governor-General’s Office was administered as part of the Department of the Prime Minister and Cabinet.

The OOSGG’s role is to support the Governor-General to enable her to perform official duties, including support in connection with official functions, the management and maintenance of Government House in Canberra and Admiralty House in Sydney, and the effective administration of the Australian Honours and Awards system. The continuation of the ten-year Vice-Regal Heritage Property Master Plan remains a priority during the forward estimates.

501

OO

SGG



Table 1.1 summarises how resources will be applied by outcome and by administered and departmental classification.Table 1.1: OOSGG Resource Statement — Budget estimates for 2011–12 as at Budget May 2011



2011-12 2011-12 2011-12 2010-11$'000 $'000 $'000 $'000


Departmental appropriationPrior year departmental appropriation2 4,360 - 4,360 4,172 Departmental appropriation3 - 11,417 11,417 11,589

s31 relevant agency receipts4 - 14 14 14 Total 4,360 11,431 15,791 15,775

Administered expensesOutcome 1 - 1,739 1,739 1,669 Total - 1,739 1,739 1,669


Other services5

Departmental non-operatingEquity injections - 1,070 1,070 3,237 Previous years' programs 1,564 - 1,564 3,092 Total 1,564 1,070 2,634 6,329

Administered non-operatingTotal - - - -

Total other services B 1,564 1,070 2,634 6,329 Total available annual

appropriations 5,924 14,240 20,164 23,773 Special appropriations

Special appropriations limitedby amount

Salary to the Governor-General: Governor-General Act 1974 - 394 394 394

Total special appropriations C - 394 394 394 Total appropriations excluding




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SGG


1.3 BUDGET MEASURES

Budget measures relating to OOSGG are detailed in Budget Paper No. 2 and are summarised below.

Table 1.2 OOSGG 2011-12 Budget MeasuresProgram 2010-11 2011-12 2012-13 2013-14 2014-15

$'000 $'000 $'000 $'000 $'000


Administered expenses all - (9) (19) (25) (31) Departmental expenses - (57) (118) (152) (188)

Total - (66) (137) (177) (219) - Total expense measures

Administered - (9) (19) (25) (31) Departmental - (57) (118) (152) (188)

Total - (66) (137) (177) (219) - Capital measuresEfficiency dividend - temporary increase in the rate all

Departmental capital - (2) (5) (6) (9) Total - (2) (5) (6) (9) - Total capital measures



503

OO

SGG





Each outcome is described below together with its related programs, specifying the performance indicators and targets used to assess and monitor the performance of the OOSGG in achieving government outcomes.

Outcome 1: The performance of the Governor-General’s role is facilitated through organisation and management of official duties, management and maintenance of the official household and property and administration of the Australian Honours and Awards system.

Outcome 1 StrategyThe OOSGG will strive to continually improve its support for the Governor-General and the administration of the Australian Honours and Awards system during 2011–12, and the forward estimates period.

In particular the OOSGG will continue to:

• provide a high standard of policy advice and service delivery to the Governor-General and stakeholders

• deliver effective governance and management arrangements in support of the official duties of the Governor-General

• ensure efficient and effective stewardship of the properties in accordance with heritage requirements, approved capital works and maintenance programs

• educate and inform Australians about the role of the Governor-General

• deliver efficient and effective administration of the Australian Honours and Awards system.

504



Table 2.1 provides an overview of the total expenses for Outcome 1, by its program.

Table 2.1: Budgeted Expenses for Outcome 1Outcome 1: The performance of the Governor-General's 2010-11 2011-12role is facilitated through organisation and management Estimated Estimatedof official duties, management and maintenance of the actual expensesofficial household and property and administration of the expensesAustralian Honours and Awards system $'000 $'000

Program 1.1: Support for the Governor-GeneralAdministered expenses

Ordinary annual services (Appropriation Bill No. 1) 1,669 1,739 Special appropriations 394 394




Outcome 1 Totals by appropriation typeAdministered Expenses

Ordinary annual services (Appropriation Bill No. 1) 1,669 1,739 Special appropriations 394 394




Average Staffing Level (number) 88 86 1 Departmental appropriation combines "Ordinary annual services (Appropriation Bill No. 1)" and

"Revenue from independent sources (s31)".2 Expenses not requiring appropriation in the Budget year is made up of depreciation expense,


505

OO

SGG



Program 1.1: Support for the Governor-General and Official Functions

Program 1.1 objectiveThe program comprises two components:• support of the Governor-General

• administration of the Australian Honours and Awards system.

The objectives of this program is to:• provide a high level of policy advice and administrative support to the

Governor-General in support of official duties

• effectively and efficiently manage and maintain the Governor-General’s official residences in Canberra and Sydney, including capital improvements, building and grounds maintenance, and caretaker responsibilities

• administer, on behalf of the Governor-General as Chancellor of the Order of Australia, Australia’s national honours system, including all civilian honours, and awards for meritorious action by members of the Australian Defence Force

• undertake research and prepare recommendations for consideration by the Council for the Order of Australia

• provide efficient and effective secretariat support to the Australian honours advisory bodies

• undertake the efficient procurement of Australian honours medals and insignia, warrants and investiture items.

506


Program 1.1 expensesThere are no significant changes in the level of activity or funding required for this program in 2011-12 or the forward years.



Administered item 1,669 1,739 1,814 1,843 1,860 Special Appropriations:

Special Appropriation Act 1999 394 394 394 394 394 Total administered expenses 2,063 2,133 2,208 2,237 2,254





Program 1.1 componentsThere are two primary components under this program.


$'000 $'000 $'000 $'000 $'0001.1.1 - Component 1 : Support of the Governor-General

Annual administered expenses:Administered item 708 866 1,084 1,224 1,284

Special appropriations:Special Appropriation Act 1999 394 394 394 394 394


Total component expenses 7,281 7,346 7,591 7,826 7,924 1.1.2 - Component 2 : Administration of the Australian Honours and Awards System

Annual administered expenses:Administered item 961 873 730 619 576


Total component expenses 6,016 5,853 5,731 5,698 5,687 Expenses not requiring Appropriation inthe Budget year 369 414 439 404 435 Total program expenses 13,666 13,613 13,761 13,928 14,046

507

OO

SGG


Program 1.1 deliverables The deliverables for the primary components of this program are listed below.

Component 1: Support of the Governor-General• Policy and executive support — includes providing policy advice to the

Governor-General, planning, implementing and managing Their Excellencies’ forward program of engagements, and liaising with representatives of governments, related authorities, and community groups.

• Personal support — includes providing support for Their Excellencies and hospitality services for official functions.

• Administrative services — includes providing governance advice and administrative services to the OOSGG and managing the Governor-General’s official residences, including maintenance of property, equipment and grounds.

Component 2: Administration of the Australian Honours and Awards system• Management of the honours and awards system.

• Providing secretariat support for the Council for the Order of Australia and the Australian Bravery Decorations Council.

• Undertaking research of nominations for awards and preparing recommendations for consideration by the Council for the Order of Australia.

• Contributing to the Australian Government’s promotional campaigns to increase awareness of the Australian honours system.

508


Program 1.1 key performance indicators The key performance indicators for this program are primarily a qualitative measure of the effectiveness of the program in achieving the objective of the Outcome. The key performance indicators focus on the level of the recipient and stakeholder satisfaction with services provided under this program. The key performance indicators are listed below.

Component 1: Support of the Governor-General• The Governor-General is satisfied with the level of policy advice and

administrative support provided that enables her to successfully perform official duties.

• The Governor-General is satisfied with the management of the households.

• The properties are managed in accordance with the requirements of the Environment Protection and Biodiversity Conservation Act 1999, government policies relating to heritage properties, with the standards and requirements of the Official Establishments Trust, and the National Capital Authority.

Component 2: Administration of the Australian Honours and Awards system• The Order of Australia and Bravery Decorations Councils are satisfied

with the quality of research and administrative support provided.

• The medals and insignia meet design specifications.

• 90 per cent of nominations for awards are researched and presented to the Council for the Order of Australia within 18 months.

• 95 per cent of researched nominations for bravery awards are presented to the Australian Bravery and Decorations Council within 6 months.

• 95 per cent of recommendations for long service and occupational awards are processed within 2 months.

509

OO

SGG


• 95 per cent of recommendations for distinguished, conspicuous, gallantry and meritorious awards are processed and gazetted within 6 months.

510





3.1.1 Movement of administered funds between yearsThe OOSGG does not have any movement of administered funds between years.

3.1.2 Special AccountsThe ‘Other Trust Moneys Account (Special Public Account)’ administered by the OOSGG was abolished by the Minister for Finance and Deregulation under Determination 2010/13 on 19 October 2010. The OOSGG has no remaining Special Accounts.

3.1.3 Australian Government Indigenous ExpenditureThe OOSGG does not have any Indigenous-specific expenses.

511

OO

SGG




3.2.2 Analysis of budgeted financial statementsDepartmental

Income statementThe OOSGG is budgeting for a break-even operating result, adjusted for depreciation and amortisation expense, in 2011-12 and the forward years.

In line with net cash appropriation arrangements that became effective from 2010-11, revenue from government has been reduced by an amount equal to depreciation and amortisation expense. Future asset replacements are funded through the DCB as detailed in Table 3.2.5.

The comprehensive income statement sets out the expected operating results for the ordinary annual services provided by the OOSGG, which are funded by departmental appropriations and other revenue.

Balance sheetThe movement in the OOSGG’s net asset position is principally as a result of the procurement of replacement infrastructure, plant and equipment assets owned by the OOSGG. The value of buildings in the balance sheet represents the value of work in progress of assets being developed under the Vice-Regal Heritage Property Master Plan.

The OOSGG’s primary liability is accrued employee entitlements.

512


Administered

Income and expenses administered on behalf of governmentThe OOSGG will receive administered appropriations of $2.1 million in 2011–12 for the Governor-General’s salary, for support of the Australian Honours and Awards system and for administered depreciation.

Assets and liabilities administered on behalf of the governmentThe value of land and buildings are expected to increase in 2011–12 and the forward years due to the completion of projects developed under the Vice-Regal Heritage Property Master Plan.

513

OO

SGG




2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

EXPENSESEmployee benefits 7,777 7,556 7,583 7,626 7,672 Supplier expenses 3,454 3,500 3,546 3,622 3,699 Depreciation and amortisation 331 376 401 366 397 Total expenses 11,562 11,432 11,530 11,614 11,768 LESS: OWN-SOURCE INCOMEOwn-source revenueRental income 14 14 14 14 14 Total own-source revenue 14 14 14 14 14 GainsSale of assets 51 36 4 12 30 Other 38 38 38 38 38 Total gains 89 74 42 50 68 Total own-source income 103 88 56 64 82 Net cost of (contribution by)










514




2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000




Land and buildings 3,690 2,746 886 627 727 Property, plant and equipment 1,052 1,134 1,156 1,197 1,312 Intangibles 251 215 227 206 180 Other 30 30 30 30 30


Suppliers 301 459 495 520 535 Other 150 160 170 170 170

Total payables 451 619 665 690 705



Contributed equity 6,455 4,396 1,994 1,198 1,308 Reserves 107 107 107 107 107 Retained surplus 1,897 1,521 1,120 754 357

(accumulated deficit) - - - - - Total parent entity interest 8,459 6,024 3,221 2,059 1,772 Total Equity 8,459 6,024 3,221 2,059 1,772


515

OO

SGG




reserve capital$'000 $'000 $'000 $'000 $'000


previous period 1,897 107 - 6,455 8,459 Adjusted opening balance 1,897 107 - 6,455 8,459



Distributions to ownersReturns on capital

Restructuring - - - (3,578) (3,578) Contributions by owners

Appropriation (equity injection) - - - 1,070 1,070 Appropriation (departmental)capital budget - - - 449 449

Sub-total transactions with owners - - - (2,059) (2,059)




516




2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Goods and services 14 14 14 14 14 Appropriations 10,939 10,542 11,771 11,840 11,484 Net GST received 452 448 328 306 263


Employees 7,452 7,343 7,352 7,385 7,410 Suppliers 3,444 3,291 3,472 3,559 3,646 Net GST paid 398 454 316 305 259


operating activities 111 (84) 973 911 446 INVESTING ACTIVITIESCash received

Proceeds from sales of property,plant and equipment 92 84 27 89 54

Total cash received 92 84 27 89 54 Cash used



investing activities (5,322) (3,020) (1,431) (1,374) (956) FINANCING ACTIVITIESCash received

Contributed equity 5,204 3,104 458 463 510 Total cash received 5,204 3,104 458 463 510 Net cash from (used by)

financing activities 5,204 3,104 458 463 510 Net increase (decrease)




517

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SGG





Capital budget - Bill 1 (DCB) 461 449 458 463 510 Equity injections - Bill 2 3,237 1,070 - - -

Total capital appropriations 3,698 1,519 458 463 510 Total new capital appropriationsRepresented by:

Purchase of non-f inancial assets 3,698 1,519 458 463 510 Total Items 3,698 1,519 458 463 510 PURCHASE OF NON-FINANCIAL

ASSETSFunded by capital appropriations 4,764 2,634 - - -

Funded by capital appropriation - DCB1 439 470 458 463 510 Funded internally from

departmental resources2211 - 1,000 1,000 500

TOTAL 5,414 3,104 1,458 1,463 1,010





DCB = Departmental Capital Budget.Prepared on Australian Accounting Standards basis

518




equipment$'000 $'000 $'000 $'000

As at 1 July 2011Gross book value 3,690 1,251 632 5,573 Accumulated depreciation/amortisation

and impairment - 199 381 580

Opening net book balance 3,690 1,052 251 4,993 CAPITAL ASSET ADDITIONSEstimated expenditure on

new or replacement assetsBy purchase - appropriation equity 1 2,634 - - 2,634 By purchase - appropriation ordinary

annual services 2 - 406 64 470 Total additions 2,634 406 64 3,104 Other movementsDepreciation/amortisation expense - 276 100 376

From disposal of entities or operations(including restructuring) (3,578) 154 - (3,424)

As at 30 June 2012Gross book value 2,746 1,503 696 4,945 Accumulated depreciation/amortisation

and impairment - 369 481 850 Closing net book balance 2,746 1,134 215 4,095

Asset Category




519

OO

SGG




2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000



Sale of goods and rendering of services 18 20 20 20 20

Total non-taxation revenue 18 20 20 20 20 Total revenues administered

on behalf of Government 18 20 20 20 20

Total income administeredon behalf of Government 18 20 20 20 20

EXPENSES ADMINISTERED ONBEHALF OF GOVERNMENTSupplier expenses 961 873 730 619 576 Personal benefits 394 394 394 394 394 Depreciation and amortisation 708 866 1,084 1,224 1,284



520




2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Financial assetsCash and cash equivalents 1 1 1 1 1 Taxation receivables 5 5 5 5 5


Land and buildings 85,063 87,815 89,602 89,655 88,798 Property, plant and equipment 1,803 1,763 1,752 1,734 1,707 Inventories 1,402 1,402 1,402 1,402 1,402




Suppliers 10 10 10 10 10 Total payables 10 10 10 10 10 Total liabilities administered

on behalf of Government 10 10 10 10 10 Prepared on Australian Accounting Standards basis.

521

OO

SGG




2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Sales of goods and rendering of services 18 20 20 20 20

Net GST received 2 - - - - Total cash received 20 20 20 20 20 Cash used

Personal benefits 394 394 394 394 394 Suppliers 958 873 730 619 576

Total cash used 1,352 1,267 1,124 1,013 970 Net cash from (used by)

operating activities (1,332) (1,247) (1,104) (993) (950) INVESTING ACTIVITIESCash received

Proceeds from sale ofproperty, plant and equipment 40 - - - -


Purchase of property, plantand equipment 5 - - - -

Total cash used 5 - - - - Net cash from (used by)

investing activities 35 - - - - FINANCING ACTIVITIESNet cash from (used by)

financing activities - - - - - Net increase (decrease) in


beginning of reporting period 1 1 1 1 1 Cash from Off icial Public Account for:

- Appropriations 1,355 1,267 1,124 1,013 970 1,356 1,268 1,125 1,014 971

Cash to Official Public Account for:- Appropriations (58) (20) (20) (20) (20)

(58) (20) (20) (20) (20) Cash and cash equivalents at endof reporting period 1 1 1 1 1


522


Table 3.2.10: Schedule of Administered Capital BudgetEstimated Budget Forw ard Forw ard Forw ard




departmental resources11,244 3,578 2,860 1,259 400

TOTAL 1,244 3,578 2,860 1,259 400


Total purchases 1,244 3,578 2,860 1,259 400 less s32 / restructuring 1,244 3,578 2,860 1,259 400 Total cash used to

acquire assets - - - - - 1 Includes the following sources of funding: annual and prior year appropriations, donations and



523

OO

SGG


Table 3.2.11: Schedule of Asset Movements — Administered

Land Buildings Other Totalproperty,plant and

equipment$'000 $'000 $'000 $'000

As at 1 July 2011Gross book value 62,000 24,367 1,888 88,255 Accumulated depreciation/amortisation and

impairment - 1,304 85 1,389 Opening net book balance 62,000 23,063 1,803 86,866


new or replacement assetsFrom acquisition of entities or operations

(including restructuring) - 3,528 50 3,578 Total additions - 3,528 50 3,578

Other movementsDepreciation/amortisation expense - 776 90 866

As at 30 June 2012Gross book value 62,000 27,895 1,938 91,833 Accumulated depreciation/amortisation and

impairment - 2,080 175 2,255 Closing net book balance 62,000 25,815 1,763 89,578

Asset Category


524



525

OPH

OLD PARLIAMENT HOUSE

Section 1: Agency overview and resources...........................................5291.1 Strategic direction statement........................................................5291.2 Agency resource statement..........................................................5301.3 Budget measures..........................................................................532

Section 2: Outcome and planned performance......................................5332.1 Outcome and performance information.........................................533


527

OPH

OPH Budget Statements

OLD PARLIAMENT HOUSE



The planned outcome of Old Parliament House (OPH) is an enhanced appreciation and understanding of the political and social heritage of Australia for members of the public, through activities including the conservation and upkeep of, and the provision of access to, OPH and the development of its collections, exhibitions and educational programs.

The role of OPH is to be the Museum of Australian Democracy at OPH and ensure that its audience is able to enjoy, appreciate and understand the role of democracy in Australia, while conserving the significant national heritage site for future generations.

OPH is committed to providing an inspiring experience for its audiences by:

engaging with them to enrich their understanding of Australia’s past, present and future democracy

providing a range of dynamic and engaging programs relevant to its role

managing, conserving, interpreting and presenting the heritage building and collections.

The agency does this by:

providing high quality visitor experiences, exhibitions, events and public programs onsite, online and through outreach

delivering engaging education programs to schools and the broader community

developing, conserving, documenting and researching its collections

ensuring the building is maintained, conserved and capable of sustainable use in accordance with legislative obligations and the highest heritage standards

implementing effective governance arrangements, planning structures and staffing capability.

529


OPH




530


OPH


Table 1.1: OPH Resource Statement — Budget estimates for 2011–12 as at Budget, May 2011



2011-12 2011-12 2011-12 2010-11$'000 $'000 $'000 $'000




s31 relevant agency receipts4 - - - 299 Total 2,642 13,827 16,469 18,204

Administered expensesOutcome 15 - 2,008 2,008 2,000 Total - 2,008 2,008 2,000

Total ordinary annual services A 2,642 15,835 18,477 20,204 Other servicesDepartmental non-operating

Equity injections6 - 52 52 52

Equity injections7 206 - 206 - Total 206 52 258 52

Administered non-operatingAdministered assets and liabilities - 154 154 154 Total - 154 154 154

Total other services B 206 206 412 206 Total available annual

appropriations 2,848 16,041 18,889 20,410

Special appropriationsTotal special appropriations C - - - - Total appropriations excluding


1 Appropriation Bill (No.1) 2011-12.2 Estimated adjusted balance carried forward from previous year.3 Includes an amount of $0.172m in 2011-12 ($0.709m in 2010-11) see table 3.2.5 Capital Budget. For

accounting purposes this amount has been designated as 'contributions by owners'.4 s31 Relevant Agency receipts - sponsorship funds for a travelling exhibition to remote WA.5 Includes an amount of $2.018m in 2011-12 ($2.000m in 2009-10) for the Administered Capital Budget

(refer to table 3.2.10 for further details). For accounting purposes this amount has been designated as 'contributions by owners'.

6 Appropriation Bill (No.2) 2011-12.7 Appropriation Bill (No.4) 2008-09.All figures are GST exclusive.

531

OPH


1.3 BUDGET MEASURES

Budget measures relating to OPH are detailed in Budget Paper No. 2 and are summarised below.

Table 1.2 OPH 2011-12 Budget MeasuresProgram 2010-11 2011-12 2012-13 2013-14 2014-15


Departmental expenses all - (69) (137) (173) (209) Total - (69) (137) (173) (209)

Total expense measuresDepartmental - (69) (137) (173) (209)

Total - (69) (137) (173) (209)

Capital measures Efficiency dividend - temporary increase in the rate

Administered capital all - (11) (26) (32) (35) Departmental capital - (1) (3) (3) (6)

Total - (12) (29) (35) (41)

Total capital measuresAdministered - (11) (26) (32) (35) Departmental - (1) (3) (3) (6)

Total - (12) (29) (35) (41) Prepared on a Government Finance Statistics (fiscal) basis.

532


Section 2: Outcome and planned performance

2.1 OUTCOME AND PERFORMANCE INFORMATION

Government outcomes are the intended results, impacts or consequences of actions by the government on the Australian community. Commonwealth programs are the primary vehicle by which government agencies achieve the intended results of their outcome statements. Agencies are required to identify the programs that contribute to government outcomes over the budget and forward years.

The outcome and its related program are described below, along with specified performance indicators and targets used to assess and monitor the performance of OPH in achieving government outcomes.

Outcome 1: An enhanced appreciation and understanding of the political and social heritage of Australia for members of the public, through activities including the conservation and upkeep of, and the provision of access to, Old Parliament House and the development of its collections, exhibitions and educational programs.

Outcome 1 Strategy

The strategic focus of OPH in 2011–12 will be to:

continue the promotion, consolidation and awareness of the Museum of Australian Democracy and its programs with an emphasis on outreach and online delivery

ongoing development and implementation of a program of exhibitions, events and education which tells the story of democracy and provides high visitor satisfaction

develop further partnerships with other aligned organisations where appropriate and beneficial

continue the conservation and preservation of the building with particular attention to implementation of the Human Impact Management Program.

533

OPH


Outcome 1 expense and resource statementTable 2.1 provides an overview of the total expenses for Outcome 1 for OPH.

Table 2.1: Budgeted expenses and resources for Outcome 12010-11 2011-12


expenses$'000 $'000

Program 1: Old Parliament HouseAdministered Expenses

Ordinary annual services (Appropriation Bill No. 1) - - Other services (Appropriation Bill No. 2) - - Expenses not requiring appropriation in the Budget year 1 3,859 4,247

Departmental expensesDepartmental appropriation 2 13,755 13,954 Expenses not requiring appropriation in the Budget year 1 504 668



Outcome 1: An enhanced appreciation and understanding of the political and social heritage of Australia for members of the public, through activities including the conservation and upkeep of, and the provision of access to, Old Parliament House and the development of its collections,


2 Departmental appropriation combines ‘Ordinary annual services (Appropriation Bill No. 1)’ and ‘Revenue from independent sources (s31)’.

534



Program 1.1: Conserve, preserve, develop and present OPH as the Museum of Australian Democracy.

Program 1.1 objectivesThe objectives of this program are to:

manage the heritage values of OPH

develop and manage the agency’s collections

increase engagement and participation through onsite, online and outreach programs.

Program 1.1 expenses The program expenses are funded from departmental funding, with the exception of building, Museum of Australian Democracy or heritage collection capital works, which are funded from administered funding. Details are shown below:

Departmental expenses — include running of Museum of Australian Democracy, heritage management and building services and support costs. Costs rise in 2011-12 to reflect exhibition costs funded from sponsorship but then return to normal levels in the forward years.

Administered expenses — include the depreciation costs allocated to this program for the building, Museum of Australian Democracy and heritage furniture collection.



Administered item 3,859 4,247 4,433 4,545 3,381 Total administered expenses 3,859 4,247 4,433 4,545 3,381

Annual departmental expenses:Departmental item 13,755 13,655 13,465 13,552 13,666 Expenses not requiring appropriation inthe Budget year 1 504 967 593 612 550


amortisation expense, audit fees and sponsorship delivery costs.

535

OPH



Manage the heritage values of OPH: ensure adherence to the Environment Protection and Biodiversity

Conservation Act 1999 through ongoing implementation of the Heritage Management Plan, including compliant refurbishment, conservation and preservation works

strategic approach to the Capital Works program

ensure appropriate financial stewardship over the asset collection.

Develop and manage the collections: ensure that Museum of Australian Democracy has appropriate

collections of exhibition, interpretation and research materials that meet agency, public and scholarly needs

ongoing implementation of the Collection Management Policy and Procedures

increase public awareness and community contribution to Museum of Australian Democracy’s collection

implementation of recommendations from Acquisitions Committee processes audit.

Increase engagement and participation through onsite, online and outreach programs: increase accessibility to the collection

develop and deliver high quality exhibitions, events and schools and public programs

encourage use and engagement with the agency website

ensure research and historic information on Museum of Australian Democracy’s website is current, accurate and authoritative

manage a research and scholarship program on Australia’s Prime Ministers and Australian democracy

participate in relevant partnerships and collaborative projects with universities and other relevant organisations

ensure ongoing interpretation of the site and collections in line with the

536


Interpretation Plan 2008-2013

develop strategic marketing campaigns that promote Museum of Australian Democracy and its products and experiences

provide a responsive, timely and accurate reference service through the Australian Prime Ministers Centre.

Program 1.1 key performance indicatorsManage the heritage values of OPH: complete first year of a Floor Conservation Schedule

100 per cent of contractors have heritage training prior to works commencing

implementation of recommendations from Actions Committee processes audit

manage the implementation of a new asset management system to ensure accurate identification, valuation and tracking of existing and new assets.

Develop and manage the collections: implement year one of the Storage Plan

conduct one online program that promotes donations to the collection

implementation of recommendations from Acquisitions Committee processes audit.

Increase engagement and participation through onsite, online and outreach programs: number of collection items on display or otherwise accessible to

increase by 2 per cent

implement second year of the Online Program Strategy measures

continued effective management of the Australian Prime Ministers Centre Fellowships and Summer Scholars program

enter into at least one new collaborative partnership or project

present travelling exhibitions in six locations over two states

537

OPH


complete one new onsite interpretation

sustain satisfaction ratings of 95 per cent and above for onsite schools programs and maintain schools visitation levels at 75,000

development of one new online program for schools

maintain 2009-10 Front-of-House visitation levels (excluding function patrons)

increase awareness of Museum of Australian Democracy by 2 per cent (combined) in ACT, NSW and Victoria

maintain oral history program in partnership with the National Library of Australia.


Indicators budget target year 1 year 2 year 3General visitor numbers1 96,000 100,000 103,000 103,000 103,000

Percentage increase in yearly w ebsite use

5% 5% 5% 5% 5%

School visitor numbers 75,000 75,000 75,000 75,000 75,000 Percentage increase in Museum aw areness

7% 2% 2% 2% 2%

School program satisfaction rating

95% 95% 95% 95% 95%

General visitor satisfaction rating 85% 85% 90% 90% 90%

Number of new travelling exhibitions

0 1 0 1 0

Number of new on-site interpretation

1 1 1 1 1

Number of new online programs 3 1 1 1 1Percentage increase of collection items on display

3% 2% 2% 2% 2%

Number of records of oral histories

10 10 10 10 10

Number of partnerships and collaborative research projects

2 2 2 2 2

1 The key performance indicators last year indicated that general visitor numbers would increase on the prior year by 6,000 visitors annually. Current visitation levels and trends in the Cultural Attraction Visitation Index suggest that this target should be modified downwards and is better expressed as an annual visitation target.

538



Section 3 presents explanatory tables and budgeted financial statements, which provide a comprehensive snapshot of agency finances for the 2011–12 budget year. It explains how budget plans are incorporated into the financial statements and provides further details of the reconciliation between appropriations and program expenses, movements in administered funds, special accounts and government Indigenous expenditure.


3.1.1 Movement of administered funds between yearsOPH has no movement in administered funds.

3.1.2 Special accountsOPH does not have any special accounts.

3.1.3 Australian Government Indigenous expenditureOPH does not have any Indigenous-specific expenses.

539

OPH



3.2.1 Differences in agency resourcing and financial statementsThe agency resource statement (Table 1.1) provides a consolidated view of all the resources available to the agency in 2011–12.

In ‘Departmental’, the resource statement includes operating funds which are shown in the Comprehensive Income Statement (Table 3.2.1) and capital funds which are shown in the Capital Budget Statement (Table 3.2.5).

In ‘Administered’, the resource statement reflects funding for capital works. The depreciation funding of prior years has now been replaced with the Collection Development Budget (CDB) and the Departmental Capital Budget (DCB). Both are shown in the Administered Capital Budget (ACB) (Table 3.2.10).

3.2.2 Analysis of budgeted financial statementsDepartmentalIncome StatementOPH is budgeting for a break-even operating result, adjusted for depreciation and amortisation expense, in 2011–12 and the forward years.

In line with net cash appropriation arrangements effective from 2010–11, revenue from government has been reduced by an amount equal to depreciation and amortisation expense. Future asset replacements are funded through the DCB detailed in Table 3.2.5.

The estimated appropriation revenue for OPH is $13.7 million in 2011–12. Appropriation income in 2011–12 is marginally lower than in 2010–11 due to parameter adjustments. Our own source revenue is expected to be $0.3 million in 2011-12 due to a new sponsorship agreement for a travelling exhibition in remote communities of the Pilbara.

Operating expenses are expected to increase in 2011-12 for the costs associated with the travelling exhibition, then reduce back to normal levels and remain stable from 2012-13 and the out years.

Balance sheetThe budgeted balance sheet reflects a decrease in equity of $0.4 million. Contributed equity by the Government has increased by $0.2 million. This is due to an injection of $0.2 million for the new DCB and the ongoing cultural

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and heritage CDB of $0.1 million per year. This has been offset by the deficit from the change in the treatment of depreciation of $0.6 million.

The remainder of the balance sheet is stable with two exceptions. They are non-financial assets and other payables. Non financial assets are reducing over time as the DCB is lower than the annual depreciation expense. Other payables are higher than normal in 2010-11 as the sponsorship funding is expected to be received in 2010-11 but not spent until 2011-12.

AdministeredIncome and expenses administered on behalf of governmentThe budgeted administered revenue for 2011–12 is $1.4 million, which is primarily from rental income from building tenants and admissions to Museum of Australian Democracy. Admission revenue reflects the anticipated visitor growth shown in the key performance indicators, and rental income is based on current rental contracts. The funds collected are returned to the Official Public Account.

The estimated depreciation for 2011–12 is $4.2 million. Depreciation is higher than the previous budget due to the completion of building upgrade works at the end of the 2010-11 financial year.

Assets and liabilities administered on behalf of governmentThe agency administers the OPH building, the heritage furniture collection and the Museum of Australian Democracy exhibitions on behalf of the Government. The values of these non financial assets are reducing over time as the ACB is lower than the annual depreciation expense. In 2011-12 there is a shortfall of $2.1 million between depreciation expense and the funded capital replacements.

541

OPH


3.2.3 Budgeted financial statements tablesTable 3.2.1: Comprehensive income statement (showing net cost of services) (for the period ended 30 June)


2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

EXPENSESEmployee benefits 7,290 7,793 7,841 8,115 8,458 Supplier expenses 6,515 6,211 5,674 5,487 5,258 Depreciation and amortisation 454 618 543 562 500 Total expenses 14,259 14,622 14,058 14,164 14,216 LESS: OWN-SOURCE INCOMEOwn-source revenueSale of goods and rendering of services - 299 - - - Total own-source revenue - 299 - - - GainsOther 50 50 50 50 50 Total gains 50 50 50 50 50 Total own-source income 50 349 50 50 50 Net cost of (contribution by)









542


Prepared on Australian Accounting Standards basis.Table 3.2.2: Budgeted departmental balance sheet (as at 30 June)


2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000




Property, plant and equipment 1,480 1,230 857 469 237 Intangibles 82 39 46 50 87 Heritage and cultural items 786 838 890 942 995 Other (prepayments) 28 28 28 28 28


Supply of goods and services payable 649 637 625 631 644 Other payables and accrued expenses 307 8 2 2 2

Total payables 956 645 627 633 646




(accumulated deficit) (312) (930) (1,473) (2,035) (2,535) Total parent entity interest 4,027 3,633 3,319 2,987 2,845

Total Equity 4,027 3,633 3,319 2,987 2,845

543

OPH


* ‘Equity’ is the residual interest in assets after deduction of liabilities.Prepared on Australian Accounting Standards basis.Table 3.2.3: Departmental statement of changes in equity—summary of movement (Budget year 2011–12)


reserve capital$'000 $'000 $'000 $'000 $'000


previous period (312) 2 - 4,337 4,027 Adjusted opening balance (312) 2 - 4,337 4,027 Comprehensive income

Surplus (def icit) for the period (618) - - - (618) Total comprehensive income


Contributions by ownersAppropriation (equity injection) - - - 52 52 Appropriation (departmental)capital budget - - - 172 172

Sub-total transactions with owners - - - 224 224 Closing balance attributable to the

Australian Government as at 30 June 2012 (930) 2 - 4,561 3,633

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Prepared on Australian Accounting Standards basis.Table 3.2.4: Budgeted departmental statement of cash flows(for the period ended 30 June)


2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Appropriations 13,707 13,435 13,320 13,492 13,601 s.31 Receipts 299 - - - - Net GST received - 55 18 18 8


Employees 7,269 7,616 7,696 8,079 8,414 Suppliers 6,415 6,173 5,642 5,431 5,195 Net GST paid 23 - - - -


operating activities 299 (299) - - - INVESTING ACTIVITIESCash used






in cash held 299 (299) - - - Cash and cash equivalents at the


end of the reporting period 357 58 58 58 58

545

OPH


Prepared on Australian Accounting Standards basis.Table 3.2.5: Departmental capital budget statement—reconciliation of heritage and cultural asset funding


2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

CAPITAL APPROPRIATIONSCapital budget - Bill 1 (DCB) 709 172 177 178 305 Equity injections - Bill 2 52 52 52 52 53

Total capital appropriations 761 224 229 230 358 Represented by:

Purchase of non-f inancial assets 761 224 229 230 358 Total represented by 761 224 229 230 358 ADDITIONS OF NON-FINANCIAL

ASSETSFunded by capital appropriations - CDB 52 52 52 52 53 Funded by capital appropriation - DCB1 556 325 177 178 305

TOTAL 608 377 229 230 358 1 Includes purchases from current and previous year's departmental capital budgets. The agency plans to

transfer some projects to the value of $0.153m from the DCB in 2010-11 to 2011-12. This is the reason for the difference between the additions and the funding in the first two years.

CDB = Collection Development Budget.DCB = Departmental Capital Budget.Prepared on Australian Accounting Standards basis.Table 3.2.6: Statement of asset movements (2011-12)

Other Heritage Intangibles Totalproperty, and culturalplant and assets

equipment$'000 $'000 $'000 $'000

As at 1 July 2011Gross book value 2,744 786 254 3,784 Accumulated depreciation/amortisation

and impairment 1,264 - 172 1,436 Opening net book balance 1,480 786 82 2,348 CAPITAL ASSET ADDITIONSEstimated expenditure on


By purchase - appropriation equity 1 320 52 5 377 Total additions 320 52 5 377 Other movementsDepreciation/amortisation expense 570 - 48 618 As at 30 June 2012Gross book value 3,064 838 259 4,161 Accumulated depreciation/amortisation

and impairment 1,834 - 220 2,054 Closing net book balance 1,230 838 39 2,107



546


Operations and Maintenance 280 Preservation and Conservation 82 Totals 362


Table 3.2.7: Schedule of budgeted income and expenses administered on behalf of government (for the period ended 30 June)


2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000



Admissions 208 211 222 222 222 Rental income 1,290 1,206 1,209 1,212 1,215

Total non-taxation revenue 1,498 1,417 1,431 1,434 1,437 Total revenues administered

on behalf of Government 1,498 1,417 1,431 1,434 1,437

Total income administeredon behalf of Government 1,498 1,417 1,431 1,434 1,437

EXPENSES ADMINISTERED ONBEHALF OF GOVERNMENTDepreciation and amortisation 3,859 4,247 4,433 4,545 3,381


Prepared on Australian Accounting Standards basis.Table 3.2.8: Schedule of budgeted assets and liabilities administered on behalf of government (as at 30 June)


2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Financial assetsReceivables 182 140 132 133 133 Accrued Revenue 7 7 7 7 7


Land and buildings 68,869 69,641 70,425 70,966 71,331 Property, plant and equipment 2,264 1,793 1,444 1,214 1,175 Intangibles 3,350 2,341 1,272 240 198 Heritage and cultural items 3,927 3,850 3,828 3,800 3,769




Other payables and accrued expenses 306 215 237 239 227

Total payables 306 215 237 239 227 Total liabilities administered

on behalf of Government 306 215 237 239 227

547

OPH


Prepared on Australian Accounting Standards basis.Table 3.2.9: Schedule of budgeted administered cash flows(for the period ended 30 June)


2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000


Sales of goods and rendering of services 1,657 1,447 1,439 1,433 1,437

Net GST received 24 - - - - Total cash received 1,681 1,447 1,439 1,433 1,437 Cash used

Net GST paid - 4 1 - - Total cash used - 4 1 - - Net cash from (used by)


Purchase of property, plantand equipment 3,247 2,162 2,477 2,496 2,334


investing activities (3,247) (2,162) (2,477) (2,496) (2,334)

Net increase (decrease) in cash heldCash and cash equivalents at

beginning of reporting period - - - - - Cash from Off icial Public Account for:

- Appropriations 3,247 2,162 2,477 2,496 2,334 3,247 2,162 2,477 2,496 2,334

Cash to Official Public Account for:- Appropriations (1,681) (1,443) (1,438) (1,433) (1,437)

(1,681) (1,443) (1,438) (1,433) (1,437) Cash and cash equivalents at endof reporting period - - - - -

548


Prepared on Australian Accounting Standards basis.Table 3.2.10: Schedule of administered capital budget—reconciliation of heritage and cultural asset funding


2010-11 2011-12 2012-13 2013-14 2014-15$'000 $'000 $'000 $'000 $'000

CAPITAL APPROPRIATIONSCapital budget - Bill 1 (DCB) 2,000 2,008 2,322 2,340 2,175 Administered assets and

liabilities - Bill 2 154 154 155 156 159 Total capital appropriations 2,154 2,162 2,477 2,496 2,334 Represented by:

Purchase of non-financial assets 2,154 2,162 2,477 2,496 2,334 Total represented by 2,154 2,162 2,477 2,496 2,334 ADDITIONS OF NON-FINANCIAL

ASSETSFunded by capital appropriations - CDB 154 154 155 156 159

Funded by capital appropriation - DCB1 2,000 2,008 2,322 2,340 2,175 Funded internally from

departmental resources2 1,093 - - - - TOTAL 3,247 2,162 2,477 2,496 2,334

1 Includes purchases from current and previous year's department capital budgets.2 Includes prior year appropriations unspent at 2009-10 and spent in 2010-11. CDB = Collection Development Budget.DCB = Departmental Capital Budget.Prepared on Australian Accounting Standards basis.

549

OPH

Table 3.2.11: Schedule of asset movements—administered

Buildings Other Intangibles Heritage Totalproperty, and culturalplant and assets

equipment$'000 $'000 $'000 $'000 $'000

As at 1 July 2011Gross book value 72,990 3,422 5,376 4,250 86,038 Accumulated depreciation/amortisation

and impairment 4,121 1,158 2,026 323 7,628 Opening net book balance 68,869 2,264 3,350 3,927 78,410 CAPITAL ASSET ADDITIONSEstimated expenditure on


By purchase - appropriation equity 1 1,763 245 60 94 2,162 Revaluation 1,300 - - - 1,300 Total additions 3,063 245 60 94 3,462

Other movementsDepreciation/amortisation expense 2,291 716 1,069 171 4,247

As at 30 June 2012Gross book value 76,053 3,667 5,436 4,344 89,500 Accumulated depreciation/amortisation

and impairment 6,412 1,874 3,095 494 11,875 Closing net book balance 69,641 1,793 2,341 3,850 77,625

Asset categories


Reader note: All heritage and cultural costs relating to the administered heritage collection are funded from departmental.Prepared on Australian Accounting Standards basis.


550


551

Glossary

553

Glossary

GLOSSARY

Accumulated depreciation

The aggregate depreciation recorded for a particular depreciating asset.

Actual available appropriation

The actual available appropriation indicates the total appropriations available to the agency for 2011–12 as at the 2011–12 Budget. It includes all appropriations made available to the agency in the year (+/– section 32 transfers, formal reductions, advance to the Finance Minister and movements of funds). It is the same as the comparator figure included in the Appropriation Bills and, as such, provides a comparison with the appropriation proposed for the Budget year.

Additional estimates Where amounts appropriated at Budget time are insufficient, Parliament may appropriate more funds to portfolios through the Appropriation Estimates Acts.

Administered item Appropriation that consists of funding managed on behalf of the Commonwealth. This funding is not at the discretion of the agency and any unspent appropriation is returned to the CRF at the end of the financial year. An administered item is a component of an administered program. It may be a measure but will not constitute a program in its own right.

Agency Generic term for Australian Government General Government Sector entities, including those governed by the FMA Act or CAC Act and the High Court of Australia.

Appropriation An amount of public money parliament authorises for spending (i.e. funds to be withdrawn from the CRF). Parliament makes laws for appropriating money under the Annual Appropriation Acts and under Special Appropriations, with spending restricted to the purposes specified in the Appropriation Acts.

555

Glossary

Appropriation Acts No 1 & 3

These appropriation Acts provide for matters that are considered to be the ordinary annual services of the government. Bills proposing appropriations for ordinary annual services cannot be amended by the Senate under section 53 of the Constitution.

Budget Paper 1 (BP1) Budget Strategy and Outlook. Provides information and analysis on whole-of-government expenditure and revenue.

Budget Paper 2 (BP2) Budget Measures. Provides a description of each budget measure by portfolio.

Budget Paper 3 (BP3) Australia‘s Federal Relations. Provides information and analysis on federal funding provided to the states and territories.

Budget Paper 4 (BP4) Agency Resourcing. Details total resourcing available to agencies.

Capital expenditure Expenditure by an agency on capital projects; for example, purchasing a building.

Consolidated Revenue Fund

The principal operating fund from which money is drawn to pay for the activities of the Government. Section 81 of the Australian Constitution provides that all revenue raised or monies received by the Executive Government forms one consolidated revenue fund from which appropriations are made for the purposes of the Australian Government.

Departmental capital budget (DCB)

Net cash appropriation arrangements involve the cessation of funding for depreciation, amortisation and makegood expenses. Funding for these expenses has been replaced with a collection development and acquisition budget (CDAB) for designated collection institutions (DCIs), and departmental capital budgets (DCBs) for FMA Act agencies.

Departmental item Resources (assets, liabilities, revenues and expenses) that agency chief executive officers control directly. This includes outsourced activities funded and controlled by the agency. Examples of departmental items include agency running costs, accrued employee entitlements and net appropriations. A departmental item is a component of a departmental program.

556

Glossary

Depreciation Apportionment of an asset’s capital value as an expense over its estimated useful life to take account of normal usage, obsolescence, or the passage of time.

Equity or net assets Residual interest in the assets of an entity after deduction of its liabilities.

Entity A department or agency under the Financial Management and Accountability Act 1997 (FMA Act), a company or authority under the Commonwealth Authorities and Companies Act 1997 (CAC Act) or any other Commonwealth statutory authority.

Estimated actual expenses

Details of the current year‘s estimated final figures as included in the Budget documentation. As the Budget is released in May each year, but the financial year does not close off until 30 June, the current year numbers that are used for comparison with Budget amounts can only be estimates.

Expenditure Spending money from the Consolidated Revenue Fund or a notional payment to an FMA agency.

Expense Decreases in economic benefits in the form of outflows or depletions of assets or incurrence of liabilities that result in decreases in equity, other than those relating to distributions to equity participants.

Expenses not requiring appropriation in the Budget year

Expenses not involving a cash flow impact are not included within the calculation of an appropriation. An example of such an event is goods or services received free of charge that are then expensed; for example, ANAO audit services. The ANAO does not charge for audit services; however, the expense must be recognised. Similarly, bad debts are recognised as an expense but are not recognised for the purpose of calculating appropriation amounts to be sought from parliament.

Financial Management and Accountability Act 1997 (FMA Act)

The FMA Act sets out the financial management, accountability and audit obligations of agencies (including departments) that are financially part of the Commonwealth (and form part of the General Government Sector).

557

Glossary

Forward estimates period

The three years following the budget year. For example if 2011–12 is the Budget year, 2012–13 is forward year 1, 2013–14 is forward year 2 and 2014–15 is forward year 3. This period does not include the current or budget year.

Funds Money that has been appropriated but not drawn from the Consolidated Revenue Fund.

Income Total value of resources earned or received to cover the production of goods and services.

Make good Make good is the cost of dismantling and removing an item and restoring the site on which it is located, the obligation for which an entity incurs either when the item is acquired or as a consequence of having used the item during a particular period for purposes other than to produce inventories during that period. A common example of make good in the public sector is the restoration of office premises at the end of a lease period.

Measure A new policy or savings decision of the government with financial impacts on the government’s underlying cash balance, fiscal balance, operating balance, headline cash balance, net debt or net worth. Such proposals are normally made in the context of the annual Budget, and are typically published in Budget Paper No. 2, in the Mid-Year Economic and Fiscal Outlook (MYEFO).

Mid-Year Economic and Fiscal Outlook (MYEFO)

The MYEFO provides an update of the government’s budget estimates by examining expenses and revenues in the year to date, as well as provisions for new decisions that have been taken since the Budget. The report provides updated information to allow the assessment of the government‘s fiscal performance against the fiscal strategy set out in its current fiscal strategy statement.

558

Glossary

‘Movement of funds’ between years

A ‘movement of funds’ process is carried out twice each year in relation to unexpensed administered operating appropriations. This involves portfolio Ministers submitting requests to the Finance Minister advising of timing changes to funding requirements. If agreed by the Finance Minister, there will be an increase in the amount appropriated in later year(s).

Net cash framework The net cash framework, implemented from the 2011–12 Budget, replaces funding for depreciation and amortisation expenses with a departmental capital budget (DCB) and the funding of make good expenses will cease to be paid in advance.The net cash framework applies to general government sector agencies that receive funding from annual appropriations directly or via a special account, with the exception of CAC Act bodies and the Department of Defence and the Defence Materiel Organisation.

Non-operating Sometimes called ‘capital’ costs. Official Public Account (OPA)

The OPA is the Australian Government‘s central bank account held within the Reserve Bank of Australia. The OPA reflects the operations of the Consolidated Revenue Fund.

Operating Normally related to ongoing, or recurring expenses, such as paying salaries or making program payments.

Operating result Equals income less expenses.Outcome An outcome is the intended result, consequence

or impact of government actions on the Australian community.

Portfolio Budget Statements

Budget related paper detailing budget initiatives and explanations of appropriations specified by outcome and program by each agency within a portfolio.

Program Activity that delivers benefits, services or transfer payments to individuals, industry and/or the community as a whole, with the aim of achieving the intended result specified in an outcome statement.

559

Glossary

Program support The agency running costs allocated to a program. This is funded as part of the agency‘s departmental appropriations.

Special account Balances existing within the Consolidated Revenue Fund (CRF) that are supported by standing appropriations (Financial Management and Accountability Act 1997, ss. 20 and 21). Special accounts allow money in the CRF to be acknowledged as set-aside (hypothecated) for a particular purpose. Amounts credited to a special account may only be spent for the purposes of the special account. Special accounts can only be established by a written determination of the Finance Minister (s. 20 of the FMA Act) or through an Act of Parliament (referred to in s. 21 of the FMA Act).

Special appropriations (including standing appropriations)

An amount of money appropriated by a particular Act of Parliament for a specific purpose and number of years. For special appropriations, the authority to withdraw funds from the CRF does not generally cease at the end of the financial year.Standing appropriations are a subcategory consisting of ongoing special appropriations—the amount appropriated will depend on circumstances specified in the legislation.

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Acronyms

FREQUENTLY USED ACRONYMS

AAO Administrative Arrangement Order

AAS Australian Accounting Standards

ACB Administered Capital Budget

AEIFRS Australian Equivalent to International Financial Reporting Standards

AFTRS Australian Film, Television and Radio School

AGE Australian Government Employee

AIFS Australian Institute of Family Studies

AIS Australian Institute of Sport

ANAO Australian National Audit Office

ANMM Australian National Maritime Museum

APS Australian Public Service

APSC Australian Public Service Commission

ASADA Australian Anti-Doping Authority

ASC Australian Sports Commission

CDAB Collection Development and Acquisition Budget

CDB Collection Development Budget

CHOGM Commonwealth Heads of Government Meeting

COAG Council of Australian Governments

DCB Departmental Capital Budget

FMA Financial Management and Accountability

FOI Freedom of Information

561

Acronyms

GFS Government Finance Statistics

MOU Memorandum of Understanding

NAA National Archives of Australia

NFSAA National Film and Sound Archive of Australia

NGA National Gallery of Australia

NLA National Library of Australia

NMA National Museum of Australia

NPG National Portrait Gallery

OAIC Office of the Australian Information Commissioner

OCO Office of the Commonwealth Ombudsman

OIGIS Office of the Inspector-General of Intelligence and Security

ONA Office of National Assessment

OOSGG Office of the Official Secretary to the Governor-General

OPA Official Public Account

OPH Old Parliament House

OTM Other Trust Monies

PMC Department of Prime Minister and Cabinet

SA Screen Australia

SOETM Services for Other Entities and Trust Monies special accounts

SOG Services for Other Government and non-agency bodies accounts

SRMC Sport and Recreation Ministers Council

UNESCO United Nations Educational Scientific and Cultural Organisation

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