Agency Statements 2011-12 Strong ...€¦ · Portfolio statements have been replaced with agency statements. The previous portfolio statements included an additional layer of information,

Agency Statements 2011-12

Budget Paper 4 Volum

e 2

Department of Treasury and Finance

State Administration Centre, 200 Victoria Square, Adelaide, South Australia, 5000

GPO Box 1045, Adelaide, South Australia, 5001

Telephone: +61 (08) 8226 9500

Web: www.treasury.sa.gov.au

Strong. Secure. Supportive.www.statebudget.sa.gov.au

2011-12 Budget Paper 4Agency Statements | Volume 2

2011–12 Budget PapersBudget Paper 1 Budget Overview

Budget Paper 2 Budget Speech

Budget Paper 3 Budget Statement

Budget Paper 4 Agency Statements – Volumes 1, 2, 3, 4

Budget Paper 5 Capital Investment Statement

Budget Paper 6 Budget Measures Statement

AcknowledgementsContent from this publication may be reproduced with

appropriate acknowledgement, as permitted under the

Copyright Act.

© Government of South Australia 2011

Published June 2011

ISSN 1440-8589

www.statebudget.sa.gov.au

Budget Paper 4

2011−12 Agency Statements

Volume 2

Presented by The Honourable J.J. Snelling M.P.

Treasurer of South Australia on the Occasion of the Budget

for 2011−12

General enquiries regarding budget papers should be directed to:

The Under Treasurer Department of Treasury and Finance State Administration Centre 200 Victoria Square Adelaide 5000 SOUTH AUSTRALIA

Copies may be obtained from:

SERVICE SA Government Legislation Outlet Ground Floor EDS Centre 108 North Terrace Adelaide SA 5000

Website: www.treasury.sa.gov.au www.statebudget.sa.gov.au

Agency statements by volume

Volume 1

Attorney-General

Auditor-General

Correctional Services

Courts

Defence SA

Education and Children’s Services

Electoral Commission

Volume 2

Emergency Services ― CFS

Emergency Services ― MFS

Emergency Services ― SAFECOM

Emergency Services ― SES

Environment and Natural Resources

Environment Protection Authority

Families and Communities

Further Education, Employment, Science and Technology

Volume 3

Health

Planning and Local Government

Police

Premier and Cabinet

Primary Industries and Resources

Volume 4

Tourism

Trade and Economic Development

Transport, Energy and Infrastructure

Treasury and Finance

Water

Zero Waste

Volume 2 contents

Introduction.....................................................................................................................................3

Emergency Services ― CFS ...........................................................................................................9

Emergency Services ― MFS.........................................................................................................27

Emergency Services ― SAFECOM...............................................................................................47

Emergency Services ― SES .........................................................................................................67

Environment and Natural Resources............................................................................................87

Environment Protection Authority ...............................................................................................123

Families and Communities .........................................................................................................139

Further Education, Employment, Science and Technology ........................................................189

Accounting standards .................................................................................................................221

2011–12 Agency Statements — Volume 2 1

2011–12 Agency Statements — Volume 22

Introduction

Portfolio statements have been replaced with agency statements. The previous portfolio statements included an additional layer of information, aggregating information by portfolios. This information is no longer required.

The 2011−12 Agency Statements outline financial and non-financial information about the services each agency provides to ― and on behalf of ― the South Australian community.

To assist readers who may not be familiar with official agency names, the agency statements are presented in alphabetical order as indicated in the list below.

Alphabetical list order Agency name Abbreviation

Attorney-General Attorney-General’s Department AGD

Auditor-General Auditor-General’s Department

Correctional Services Department of Correctional Services DCS

Courts Courts Administration Authority CAA

Defence SA Defence SA

Education and Children’s Services Department of Education and Children’s Services DECS

Electoral Commission Electoral Commission of South Australia ECSA

Emergency Services ― CFS South Australian Country Fire Service CFS

Emergency Services ― MFS South Australian Metropolitan Fire Service MFS

Emergency Services ― SAFECOM South Australian Fire and Emergency Services Commission

SAFECOM

Emergency Services ― SES South Australian State Emergency Service SES

Environment and Natural Resources Department of Environment and Natural Resources DENR

Environment Protection Authority Environment Protection Authority EPA

Families and Communities Department for Families and Communities DFC


Department of Further Education, Employment, Science and Technology

DFEEST

Health Department of Health DH

Planning and Local Government Department of Planning and Local Government DPLG

Police South Australia Police SAPOL

Premier and Cabinet Department of the Premier and Cabinet DPC

Primary Industries and Resources Department of Primary Industries and Resources PIRSA

Tourism South Australian Tourism Commission SATC

Trade and Economic Development Department of Trade and Economic Development DTED

Transport, Energy and Infrastructure Department for Transport, Energy and Infrastructure DTEI

Treasury and Finance Department of Treasury and Finance DTF

Water Department for Water DFW

Zero Waste Zero Waste SA ZWSA


Definitions

Agency

An agency is an administrative unit created under the Public Sector Act 2009 or a statutory authority that is accountable for the delivery of programs on behalf of the government.

Programs and sub-programs

A program is a group of related activities that contribute to achieving one of an agency’s ― and, in turn, the government’s ― objectives. Many programs are further divided into sub-programs with more specific objectives.

Overview

The agency statements outline projected agency activity and performance for 2011–12. Each agency statement conforms to the following standard presentation structure:

Objective ― outlines the agency’s objectives

Ministerial responsibilities ― identifies the minister responsible for each program/sub-program and identifies any items administered by the agency on behalf of the minister(s)

Ministerial office resources ― details the resources provided to ministerial office(s)

Workforce summary ― summarises the agency’s workforce

Program net cost of services summary ― summarises the net cost of agency programs

Investing expenditure summary ― summarises investing expenditure for the agency

Program/sub-program information ― for each agency program/sub-program, provides a description/objective, program summary (expenses and income statement), financial commentary, highlights and targets and performance indicators

Financial statements ― budgeted financial statements for controlled and administered items

Summary of major variations ― commentary on variances and trends in the financial statements.

Presentation of changes in program structures

Where a program or function is transferred between agencies, program information for previous years is reflected in the current program structure of the receiving agency.

In contrast, the agency financial statements line ‘net cost of providing services’ in the statement of comprehensive income is based on the actual program structure for the agency as it operated or is expected to operate in each year. This distinction in treatment is drawn so that financial statements accurately reflect events while, at the same time, program information is comparable and not duplicated.

Reconciliation of the financial statements to the current program structure is contained in the program net cost of services summary located at the beginning of each relevant agency section.

Introduction


Financial statements

The estimated financial statements included in the 2011−12 Agency Statements are special purpose financial statements and include, for each agency, a statement of comprehensive income, a statement of financial position and a statement of cash flows.

The format of these estimated financial statements is consistent with the model financial statements (prepared by the Department of Treasury and Finance for statutory reporting requirements) and is consistent with the requirements of AASB 101 Presentation of Financial Statements and AASB 107 Statement of Cash Flows.

Estimates in these financial statements have been prepared:

on a basis that is consistent with Australian Accounting Standards (Australian Accounting Standards and/or interpretations that have been issued or amended but are not yet effective have not been adopted early)

on an accrual basis, except for the statement of cash flows which has been derived from the statement of comprehensive income and statement of financial position to reflect cash payments and receipts

using historical cost convention, except for certain assets and liabilities that are valued in accordance with the valuation policy applicable.

Consistent with Australian Accounting Standards, estimated transactions and balances that are controlled are budgeted for, and reported on, separately to estimated transactions and balances which are administered but not controlled by the agency.

Ministerial responsibilities

The ministerial responsibilities summary table following provides a comprehensive list of the agencies and programs which fall under the responsibility of each minister and is presented in Ministerial Order of Precedence.

Introduction


Minister Agency Programs

1. Cabinet Office

2. Ethical Standards and Professional Integrity

3. Strategic Policy Initiatives

4. Library and Information Services

5. Access to Art, Museum and Heritage Services and Preservation of State Collections

6. Arts Industry Development and Access to Artistic Product

7. Integrated Design Commission

Department of the Premier and Cabinet

8. Support Services

Department of Trade and Economic Development

1. A Strategic Approach to Economic Development

1. Defence Industry Development

2. Defence Precincts

The Hon. MD Rann Premier Minister for Economic Development Minister for Social Inclusion Minister for the Arts Minister for Sustainability and Climate Change

Defence SA(a)

3. Workforce Development

1. Legal Services

2. Forensic Science

3. Policy, Planning and Legislation

4. Police Complaints Authority

5. Ombudsman Services

6. Registration Services

7. Justice Portfolio Services

8. Building Communities ― Equal Opportunity

Attorney-General’s Department

9. Building Communities ―

Advocacy and Guardianship Services

1. Court and Tribunal Case Resolution Services

2. Alternative Dispute Resolution Services

Courts Administration Authority

3. Penalty Management Services

Electoral Commission of South Australia 1. Electoral Services

Department of the Premier and Cabinet 9. Capital City

Department of Planning and Local Government

1. Urban Development and Planning

1. Destination Development

2. Tourism Events

The Hon. JR Rau Deputy Premier Attorney-General Minister for Justice Minister for the Urban Development, Planning and the City of Adelaide Minister for Tourism Minister for Food Marketing

South Australian Tourism Commission

3. Tourism Marketing


2. Thriving Regions

10. Community Services Department of the Premier and Cabinet

11. Public Sector Performance Commission

10. Consumer and Business Affairs

11. Building Communities ― Status of Women

12. Liquor Regulatory Services

Attorney-General’s Department

13. Gambling Regulatory Services

Department for Transport, Energy and Infrastructure

1. Service SA

The Hon. GE Gago Minister for Regional Development Minister for Public Sector Management Minister for the Status of Women Minister for Consumer Affairs Minister for Government Enterprises Minister for Gambling

Department of Treasury and Finance 1. Gambling Policy

Introduction



2. Policy and Planning

3. Transport Infrastructure Services

4. Transport Safety and Regulation Services

5. Public Transport Services

6. State Infrastructure Facilitation

7. Information and Communication Technology Services

8. Building Management


9. Land Services

Department of the Premier and Cabinet 12. Industrial Relations

Attorney-General’s Department 14. Employee Advocacy

The Hon. PF Conlon Minister for Transport Minister for Infrastructure Minister for Industrial Relations Minister for State/Local Government Relations


2. State/Local Government Relations

1. Public Safety

2. Crime Prevention and Criminal Justice Services

South Australia Police

3. Road Safety

South Australian Fire and Emergency Services Commission

1. Fire and Emergency Services Strategic Services and Business Support

South Australian Country Fire Service 1. Country Fire Service

South Australian Metropolitan Fire Service

1. South Australian Metropolitan Fire Service

South Australian State Emergency Service

1. State Emergency Service

The Hon. KO Foley Minister for Defence Industries Minister for Police Minister for Emergency Services Minister Assisting the Premier with the Olympic Dam Expansion Project

Department of Primary Industries and Resources

1. Olympic Dam Taskforce

1. Policy, Clinical Services and Administration

2. Public Health

Department of Health

3. Health Services

The Hon. JD Hill Minister for Health Minister for Mental Health and Substance Abuse Minister for the Southern Suburbs


3. Office for the Southern Suburbs

1. Early Years Education and Care (Birth to Preschool)

2. Education ― Early Years Education (R−2)

Department of Education and Children’s Services

3. Education ― Primary and Secondary Education (3−12)

The Hon. JW Weatherill Minister for Education Minister for Early Childhood Development Minister for Science and Information Economy


1. Science, Technology and Information Economy

1. Housing

2. Families

3. Disability

4 Ageing

5. Communities and Partners

The Hon. JM Rankine Minister for Families and Communities Minister for Housing Minister for Ageing Minister for Disability

Department for Families and Communities

6. Organisational Capability

Introduction



1. Natural Resource Stewardship

2. Agency Leadership and Support

Department of Environment and Natural Resources

3. Botanic Gardens

Environment Protection Authority 1. Environment and Radiation Protection

Zero Waste SA 1. Waste Reduction and Resource Recovery

1. Water Planning Management and Compliance

2. Murray-Darling Basin

3. Policy and Programs

The Hon. P Caica Minister for Environment and Conservation Minister for the River Murray Minister for Water

Department for Water

4. Science and Monitoring

Department of Primary Industries and Resources

2. Mineral Resources Development

3. Globally Integrating the SA Economy

4. Evolving Businesses in SA

5. Marketing SA for Economic Growth

6. Opportunities for Small Business


7. Corporate Governance

1. Rehabilitation and Reparation

2. Custodial Services

The Hon. T Koutsantonis Minister for Mineral Resources Development Minister for Industry and Trade Minister for Small Business Minister for Correctional Services

Department for Correctional Services

3. Community Based Services

3. Agriculture, Food and Fisheries Department of Primary Industries and Resources

4. Forestry Policy


10. Energy Policy and Regulation

The Hon. MF O’Brien Minister for Agriculture and Fisheries Minister for Forests Minister for Energy Minister for the Northern Suburbs


4 Office for the Northern Suburbs

2. Accountability for Public Sector Resources

3. Financial Services Provision

4. Shared Services


5. State Procurement and Vehicles for Ministers, Leader of the Opposition, MPs and VIPs

The Hon. JJ Snelling Treasurer Minister for Employment, Training and Further Education


2. Employment and Skills Formation

Department of the Premier and Cabinet 13. Aboriginal Affairs and Reconciliation

The Hon. G Portolesi Minister for Aboriginal Affairs and Reconciliation Minister for Multicultural Affairs Minister for Youth Minister for Volunteers

Attorney-General’s Department 15. Building Communities ―

Multicultural, Youth and Volunteers Services

16. Recreation, Sport and Racing Attorney-General’s Department

17. Building Communities ― Veterans’ Affairs

The Hon. TR Kenyon Minister for Recreation, Sport and Racing Minister for Road Safety Minister for Veterans’ Affairs Department for Transport, Energy and

Infrastructure 11. Road Safety Policy, Planning and

Services

(a) The Minister for Economic Development has delegated powers and functions in relation to Defence SA to the Minister for Defence Industries.

Introduction


Agency: South Australian Country Fire Service

Minister for Emergency Services

9

Emergency Services — CFS


Contents

Objective....................................................................................................................................... 12

Ministerial responsibilities............................................................................................................. 12

Workforce summary ..................................................................................................................... 12

Program net cost of services summary ........................................................................................ 13

Investing expenditure summary.................................................................................................... 13

Program 1: Country Fire Service ...............................................................................................14

Financial statements..................................................................................................................... 23

Summary of major variations ........................................................................................................ 26



Objective

The South Australian Country Fire Service (CFS) is a community based fire and emergency service dedicated to protecting life, property and environmental assets in rural and semi-urban South Australia.

The objectives of the CFS are:

community and environmental risk reduction so that loss and damage from fires and emergencies is reduced

organisational preparedness so that CFS is capable and prepared to manage fire and emergencies

effective emergency response and management so that the impact of fire and other emergencies is minimised by appropriate response to incidents

valuing and supporting our people

managing our business better so that CFS activities reflect the principles of business excellence and continuous improvement.


Minister Programs Sub-programs

The Hon. KO Foley


1. Country Fire Service 1.1 Leadership

1.2 Prevention and Community Preparedness

1.3 Operational Preparedness

1.4 Response

1.5 Recovery

1.6 Business Excellence

Statutes

The Department of the Premier and Cabinet maintains a list of statutes applicable to ministers.

Workforce summary

FTEs as at 30 June

Agency 2011−12

Budget(a)

2010−11 Estimated

Result(a) 2009−10Actual(b)

South Australian Country Fire Service .............................................. 124.5 124.5 124.8

Total 124.5 124.5 124.8

(a) The 2011−12 Budget and 2010−11 Estimated Result reflect the established FTE caps.

(b) The 2009−10 Actual FTEs are based on data collected by the Office for Ethical Standards and Professional Integrity (Department of the Premier and Cabinet).



Program net cost of services summary

Net cost of services (a)

2011−12Budget

2010−11Estimated

Result2010−11 Budget

2009−10Actual

Program $000 $000 $000 $000

1. Country Fire Service ........................................... 60 786 59 314 59 920 64 319

Total 60 786 59 314 59 920 64 319

(a) The net cost of services excludes intra-government transfers from the Community Emergency Services Fund.

Investing expenditure summary

2011−12Budget

2010−11Estimated


2009−10Actual

Investments $000 $000 $000 $000

Existing projects

CFS Light Vehicle Fleet ......................................... 2 216 1 511 1 511 ―

Total existing projects 2 216 1 511 1 511 ―

Annual programs

Annual programs.................................................... 12 755 12 223 12 444 14 829

Total annual programs 12 755 12 223 12 444 14 829

Total investing expenditure 14 971 13 734 13 955 14 829



Program 1: Country Fire Service

Description/objective

The CFS is a community based fire and emergency service dedicated to protecting life, property and environmental assets in rural and semi-urban South Australia.

CFS works with other agencies, industry and the community to reduce risks and control hazards.

CFS provides information about hazards so that the important things to the community are protected. This helps people understand the risks they face and what they need to do to deal with those risks.

CFS is well recognised and highly respected in the community for competent advice, response and management of incidents and support of community recovery.

CFS is a statutory authority reporting to the Minister for Emergency Services through the South Australian Fire and Emergency Services Commission Board. The CFS consists of approximately 15 000 volunteers and 124.5 full-time equivalent staff, providing a range of fire and emergency services to all communities in the CFS area across South Australia from over 423 locations. The extraordinary contribution of CFS volunteers is vital in ensuring the ongoing delivery of fire and emergency services to the community of South Australia.

CFS attends around 8000 incidents each year. These incidents include:

bushfires

fire protection at road crashes

rescue of trapped persons from road crashes

hazardous materials spills

structure and motor vehicle fires

support to the South Australian Metropolitan Fire Service and the South Australian State Emergency Service.

In addition, CFS performs an important role with local government in fuel removal and bushfire prevention, and in community bushfire and fire safety education.

With a vision of ‘a safer community’, the CFS mission is to protect life, property and the environment from fire and other emergencies, whilst protecting and supporting CFS personnel and continually improving.

Sub-programs

1.1 Leadership



1.4 Response

1.5 Recovery




Program summary ― expenses and income

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses

Employee benefit expenses ......................................... 10 793 10 569 10 567 10 675

Supplies and services................................................... 41 169 39 168 39 803 41 924

Depreciation and amortisation expenses...................... 12 285 12 317 12 317 12 337

Grants and subsidies.................................................... 64 95 95 252

Other expenses ............................................................ 397 390 363 2 746

Total expenses 64 708 62 539 63 145 67 934

Income

Commonwealth revenues............................................. 1 871 1 871 1 871 2 423

Sales of goods and services......................................... 1 043 362 362 293

Other income................................................................ 1 008 992 992 899

Total income 3 922 3 225 3 225 3 615

Net cost of providing services 60 786 59 314 59 920 64 319

Sub-program 1.1: Leadership


This sub-program provides organisational leadership by developing and implementing sound corporate governance that fosters a common strategic direction, shared goals and accountability.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 2 729 2 683 2 675 2 588

Income 7 7 7 14

Net cost of sub-program 2 722 2 676 2 668 2 574

Financial commentary

2011−12 Budget/2010−11 Estimated Result

No major variations.

2010−11 Estimated Result/2010−11 Budget


2010−11 Estimated Result/2009−10 Actual




Highlights 2010−11

A planning workshop was conducted involving senior CFS volunteers, staff and stakeholders to review the strategic priorities for CFS.

A youth advisory council was established to enable younger volunteers to have greater input into the strategic directions of CFS.

Contributed to the development of national policies and standards for the use of residential sprinklers.

Targets 2011−12

Undertake a comprehensive review of CFS and develop a revised three-year CFS strategic plan.

Implement and guide the CFS Youth Advisory Council.

Continue to partner the Bureau of Meteorology roll out of Next Gen weather forecasting.

Continue the adaptation and adoption of the Victorian Bushfires Royal Commission findings relevant to South Australia.

Sub-program 1.2: Prevention and Community Preparedness


This sub-program minimises the likelihood and consequences of emergencies through regulation, support and community education.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 5 230 5 143 5 126 4 217

Income 745 74 74 118




The $0.7 million increase in income is due to the introduction of fees and charges in 2011−12 for certain CFS fire safety services such as fire alarm monitoring and false alarm attendances.




The $0.9 million increase in expenses is primarily due to ongoing resources for the ‘Prepare.Act.Survive.’ bushfire awareness and preparedness education campaign.




The nine bushfire management area committees were established and held their first meetings as part of the introduction of the new bushfire management framework.

Completed the identification of bushfire safer places for all high bushfire risk areas.

Adopted the national framework for scaled bushfire advice and warnings to the South Australian community.

Progressed the Prepare.Act.Survive. bushfire community education campaign initiatives including new advertising and website improvements.

The Bushfire Taskforce has transitioned to a sub-committee of the State Bushfire Coordination Committee, who are monitoring the progress of the program.

Targets 2011−12

Establish CFS fees and charges to encourage building owners to maintain their fire alarms in good working order and reduce false alarms.

Continue the Prepare.Act.Survive. bushfire awareness and preparedness education campaign, including the development of a smart phone application for the community to access bushfire information.

Contribute to the national development of fire safety standards and codes.

Performance indicators

2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

No. of participants at community education programs 15 000 15 000 15 000 14 405

No. of native vegetation clearance applications 40 <40 40 42

% of native vegetation clearance applications completed within 10 days

90% 90% 90% 99%

No. of households participating in the Community Fire Safe program

2 500 <2 500 2 500 2 215

No. of building development assessments 780 <780 780 804

% of building development assessments within 42 days/legislative requirements by CFS

90% 90% 90% 92%

Sub-program 1.3: Operational Preparedness


This sub-program prepares for effective emergency service delivery to the community.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 37 398 35 984 36 645 40 794

Income 2 315 2 297 2 297 2 269






The $1.4 million increase in expenses is primarily due to:

additional training resources announced in the 2011−12 Budget

the carryover of funds for the E-mergency Connect volunteer information technology project from 2010−11 to 2011−12.




The $4.8 million decrease in expenses is primarily due to:

extraordinary actual costs incurred in 2009−10 for the extension of aerial firefighting aircraft to cover the high bushfire risk period for the 2009−10 bushfire season

workers compensation expenses.


Commenced a review of the Standards of Fire and Emergency Cover (SFEC) risk based resourcing model used by CFS.

Completed construction of new fire stations at Hamley Bridge, Balaklava and Wilmington.

Delivered operations update seminar program.

Assisted South Australian Fire and Emergency Services Commission (SAFECOM) in successfully bidding for Digital Regions Initiative grant funding to complement the E-mergency Connect roll out of computers and information technology support to volunteers.

Targets 2011−12

Continue the roll out of new command and logistics vehicles for use by CFS volunteers.

Progress the review of the Standards of Fire and Emergency Cover (SFEC) risk based resourcing model used in CFS.

Support SAFECOM in the roll out of computers and information technology support to volunteers and the Digital Regions Initiative program.




2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

No. of state level 3 exercises conducted 1 1 1 1

No. of regional level 2 exercises conducted 6 4 6 (1 per region) 2

No. of accredited training courses: 2 200 >2 200 2 200 2 212

bushfire 970 >970 970 971

road crash rescue 20 >20 20 22

structural 70 <70 70 68

hazmat 15 <15 15 13

leadership 25 <25 25 25

other 1 100 >1 100 1 100 1 113

No. of volunteers: 14 700 <15 100 15 100 14 703

firefighters 10 700 <11 000 11 000 10 699

operational support 2 950 <3 000 3 000 2 951

cadets 1 050 <1 100 1 100 1 053

No. of injuries per 100 000 operational hours <15 <15 <15 25

Sub-program 1.4: Response


This sub-program provides emergency response services to minimise the effects of emergencies on communities.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 12 772 12 559 12 553 13 742

Income 543 538 538 816








The $1.2 million decrease in expenses is primarily due to higher actual bushfire response costs incurred during the 2009−10 bushfire season.


Although the 2010−11 bushfire season was relatively quiet due to generally favourable weather conditions, CFS volunteer firefighters were kept busy responding to other incident types.



In particular, responding to storm damage and flooding emergency calls associated with a number of severe weather events during the year and responding to motor vehicle accidents.

Progressed the development of the South Australian Computer Aided Dispatch (SACAD) system policies and procedures in CFS.

Targets 2011−12

Support the implementation of the South Australian Computer Aided Dispatch (SACAD) system in CFS.

Further explore options for integrating service delivery and structure with SES and MFS for service delivery to the community.

Reduce the number of preventable fire deaths and injuries in CFS areas.


2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

No. of fire deaths per million people in CFS areas (3-year average)

<4.9 <5.3 <5.3 5.5

No. of fire injuries per 100 000 people in CFS areas (3-year average)

<15.8 <16 <16 12.0

No. of Bushfire Information Hotline calls from the community

<20 000 <10 000 <20 000 19 266

No. of CFS website hits >5 000 000 <5 000 000 >5 000 000 4 875 885

No. of aircraft operating hours <900 252 <900 734

No. of incidents attended: <8 000 >8 000 <8 000 8 137

bushfire <1 300 <1 300 <1 300 1 339

structure <400 <400 <400 405

motor vehicle accidents <2 500 <2 500 <2 500 2 505

Hazmat (hazardous materials) <200 <200 <200 212

other <3 600 >3 600 <3 600 3 676

Volunteer hours in attendance at incidents <300 000 >300 000 <300 000 200 553

Sub-program 1.5: Recovery


This sub-program provides recovery services that reduce the social and economic impacts of emergencies. Recovery includes supporting communities and returning to a state of preparedness after responding to incidents.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 333 327 326 497

Income ― ― ― 34

Net cost of sub-program 333 327 326 463


20 2011–12 Agency Statements — Volume 2







The $0.2 million decrease in expenses is primarily due to higher actual bushfire response costs incurred during the 2009−10 bushfire season.


2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

No. of trained accredited bushfire cause investigators 70 70 70 68

% of fires for which a cause is determined 80% 80% 80% 79%

Sub-program 1.6: Business Excellence


This sub-program provides business and improvement services including risk, human resource, physical and financial management.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 6 246 5 843 5 820 6 096

Income 312 309 309 364




The $0.4 million increase in expenses is primarily due to the carryover of funds for the E-mergency Connect volunteer information technology project from 2010−11 to 2011−12.








Implemented a new occupational health, safety and welfare consultative structure and commenced the implementation of improvement initiatives for the safety of volunteers and staff.

Contracted independent market research services to survey the South Australian public to evaluate the effectiveness of bushfire education initiatives.

Targets 2011−12

Progress the implementation of the occupational health, safety and welfare corrective action plan to minimise risk to volunteers and staff.


2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

% of items registered with the Centre for Lessons Learned that are actioned within 12 months

75% 75% 75% 75%



Country Fire ServiceStatement of comprehensive income___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000

Expenses

Employee benefit expenses Salaries, wages, annual and sick leave ............................ 9 059 8 840 8 838 8 647 Long service leave ............................................................ 79 109 109 516 Payroll tax ......................................................................... 473 463 463 486 Superannuation ................................................................ 782 765 765 826 Other ................................................................................. 400 392 392 200Supplies and services General supplies and services .......................................... 40 978 38 981 39 616 41 898 Consultancy expenses ...................................................... 191 187 187 26Depreciation and amortisation expenses .............................. 12 285 12 317 12 317 12 337Grants and subsidies ............................................................ 64 95 95 252Other expenses .................................................................... 397 390 363 2 746

Total expenses 64 708 62 539 63 145 67 934

Income

Commonwealth revenues ..................................................... 1 871 1 871 1 871 2 423Intra-government transfers ................................................... 64 359 60 157 60 546 64 516Other grants .......................................................................... 63 63 63 — Fees, fines and penalties ...................................................... — — — 84Sales of goods and services ................................................. 1 043 362 362 293Interest revenues .................................................................. 269 254 254 145Net gain or loss from disposal of assets ............................... -19 -19 -19 -59Resources received free of charge ....................................... — — — 190Other income ........................................................................ 695 694 694 539

Total income 68 281 63 382 63 771 68 131

Net cost of providing services -3 573 -843 -626 -197

Income from/expenses to state government

Income Other income .................................................................... — 2 500 2 500 156

Net income from/expenses to state government — 2 500 2 500 156

Net result 3 573 3 343 3 126 353

Other comprehensive income

Changes in property, plant and equipment assetrevaluation surplus ................................................................ — — — 1 203

Total comprehensive result 3 573 3 343 3 126 1 556



Country Fire ServiceStatement of financial position___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000

Assets

Current assetsCash and cash equivalents ................................................... 9 132 8 267 7 576 6 007Receivables .......................................................................... 1 908 1 908 2 069 1 908Inventories ............................................................................ 940 940 1 500 940Other financial assets ........................................................... 2 040 2 040 1 620 2 040

Total current assets 14 020 13 155 12 765 10 895

Non current assetsLand and improvements ....................................................... 53 980 56 212 52 600 57 423Plant and equipment ............................................................. 100 924 96 275 99 505 93 916Intangible assets ................................................................... 286 286 — 286

Total non-current assets 155 190 152 773 152 105 151 625

Total assets 169 210 165 928 164 870 162 520

Liabilities

Current liabilitiesPayables ............................................................................... 4 308 4 431 1 668 4 438Employee benefits Salaries and wages .......................................................... 109 317 299 285 Annual leave ..................................................................... 960 960 867 960 Long service leave ............................................................ 209 209 175 209Short-term provisions ............................................................ 591 591 593 591

Total current liabilities 6 177 6 508 3 602 6 483

Non current liabilitiesLong-term employee benefits Long service leave ............................................................ 2 050 1 946 1 783 1 842Long-term provisions ............................................................ 2 557 2 621 1 739 2 685

Total non-current liabilities 4 607 4 567 3 522 4 527

Total liabilities 10 784 11 075 7 124 11 010

Net assets 158 426 154 853 157 746 151 510

Equity

Retained earnings ................................................................. 106 319 102 746 106 828 99 403Asset revaluation reserve ..................................................... 52 107 52 107 50 918 52 107

Total equity 158 426 154 853 157 746 151 510

Balances as at 30 June end of period.



Country Fire ServiceStatement of cash flows___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000

Operating activities

Cash outflowsEmployee benefit payments ................................................. 11 077 10 497 10 495 11 493Payments for supplies and services ..................................... 41 176 39 175 39 810 44 842Grants and subsidies ............................................................ 64 95 95 252Other payments .................................................................... 397 390 363 884

Cash used in operations 52 714 50 157 50 763 57 471

Cash inflowsIntra-government transfers ................................................... 64 359 60 157 60 546 64 516Commonwealth receipts ....................................................... 1 871 1 871 1 871 2 925Other grants .......................................................................... 63 63 63 — Fees, fines and penalties ...................................................... — — — 84Sales of goods and services ................................................. 1 043 362 362 636Interest received ................................................................... 269 254 254 137GST received ........................................................................ — — — 5 476Other receipts ....................................................................... 695 694 694 525

Cash generated from operations 68 300 63 401 63 790 74 299

State government

Other receipts ....................................................................... — 2 500 2 500 156

Net cash provided by state government — 2 500 2 500 156

Net cash provided by (+)/used in (-) operating activities 15 586 15 744 15 527 16 984

Investing activities

Cash outflowsPurchase of property, plant and equipment .......................... 14 971 13 734 13 955 14 829Other payments .................................................................... — — — 420

Cash used in investing activities 14 971 13 734 13 955 15 249

Cash inflowsProceeds from sale of property, plant and equipment .......... 250 250 250 592

Cash generated from investing activities 250 250 250 592

Net cash provided by (+)/used in (-) investing activities -14 721 -13 484 -13 705 -14 657

Net increase (+)/decrease (-) in cash equivalents 865 2 260 1 822 2 327

Cash and cash equivalents at the start of the period 8 267 6 007 5 754 3 680

Cash and cash equivalents at the end of the period 9 132 8 267 7 576 6 007

Non cash transactions

Assets received (+) / donated (-) free of charge ................... — — — 190



Summary of major variations

The following commentary relates to variations between the 2011−12 Budget and the 2010−11 Estimated Result.

Statement of comprehensive income ― controlled

The $2.7 million decrease in the net cost of services is primarily due to funding for Prepare.Act.Survive. program being provided directly by the state government in 2010–11 rather than through the Community Emergency Service Fund — these payments are not included in ‘total income’ but are shown as ‘income from state government’ ($2.5 million).

Statement of financial position ― controlled


Statement of cash flows ― controlled




Agency: South Australian Metropolitan Fire Service


27

Emergency Services — MFS


Contents

Objective....................................................................................................................................... 30





Program 1: South Australian Metropolitan Fire Service............................................................. 32





Objective

The South Australian Metropolitan Fire Service (MFS) is a statutory authority committed to protecting life, property and the environment from fire and other emergencies. The objectives of the MFS are to:

demonstrate leadership and confidently advance our services

engage with our stakeholders and effectively plan to meet community needs

minimise the frequency and impacts of emergencies through safety regulation, community support and public education

be prepared in order to provide efficient and effective emergency services

provide a response service that minimises the effects of emergencies

provide a recovery service that reduces the social and economic impacts of emergencies

pursue service innovation and efficiencies.



The Hon. KO Foley


1. South Australian Metropolitan Fire Service

1.1 Leadership



1.4 Response

1.5 Recovery


Statutes


Workforce summary

FTEs as at 30 June

Agency 2011−12

Budget(a)

2010−11 Estimated


South Australian Metropolitan Fire Service ....................................... 925.0 925.0 938.4

Total 925.0 925.0 938.4

(a) The 2011−12 Budget and 2010−11 Estimated Result reflects the established FTE caps.





Net cost of services(a)

2011−12Budget

2010−11Estimated


2009−10Actual

Program $000 $000 $000 $000

1. South Australian Metropolitan Fire Service ......... 110 332 108 799 108 518 105 923

Total 110 332 108 799 108 518 105 923

(a) The net cost of services excludes intra-government transfers from the Community Emergency Services Fund.


2011−12Budget

2010−11Estimated


2009−10Actual

Investments $000 $000 $000 $000

Existing projects

Paradise Fire Station ............................................. ― ― ― 1

Port Lincoln Fire Station......................................... ― ― ― 4 012

Port Lincoln Firefighting Appliance......................... ― ― ― 786

Seaford Fire Station and Fire Appliance ................ ― ― ― 3 042

Total existing projects ― ― ― 7 841

Annual programs

Annual programs.................................................... 6 702 4 289 4 039 3 788





Program 1: South Australian Metropolitan Fire Service


The MFS is a statutory authority committed to protecting life, property and the environment from fire and other emergencies throughout greater metropolitan Adelaide and 16 major regional centres. The MFS is governed by the Fire and Emergency Services Act 2005.

The MFS maintains a trained professional workforce that includes full-time and retained firefighters, as well as non-operational management and support staff.

The MFS reports against performance indicators for the following major areas of activity: prevention, preparedness, response, and recovery. From 2008−09, the MFS has provided performance commentary for the additional areas of activity: leadership and business excellence.

Sub-programs

1.1 Leadership



1.4 Response

1.5 Recovery


Program summary — expenses and income

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses




Intra-government transfers ........................................... 290 290 290 ―

Other expenses ............................................................ 22 1 195 21 4 366

Total expenses 116 089 115 130 113 675 111 958

Income

Commonwealth revenues............................................. 856 835 835 1 063

Fees, fines and penalties.............................................. 3 811 3 232 3 232 2 933

Sales of goods and services......................................... 4 4 4 440

Interest revenue............................................................ 829 829 829 1 159

Net gain or loss from disposal of assets ....................... ― 1 174 ― 15

Other income................................................................ 257 257 257 425

Total income 5 757 6 331 5 157 6 035



32 2011–12 Agency Statements — Volume 2



This sub-program provides emergency services sector leadership by developing and implementing a common strategic direction, shared goals and accountability.

The Government of South Australia is actively driving a public sector reform agenda that aims to foster high-performance leadership based on capability, accountability and results. The MFS is strongly committed to developing innovative, flexible and responsive leaders through the provision of clear and realistic career pathways and through access to innovative, best practice leadership development programs.

The MFS is recognised as a leading provider of emergency services, business excellence and as a quality employer. The MFS employs innovative initiatives to improve performance, workplace diversity and promote the MFS as an employer of choice.

The MFS believes that actively fostering, recognising and promoting excellence improves organisational morale and success, and ensures the MFS better serves our community.

2011−12Budget

2010−11Estimated

Result2010−11

Budget(a) 2009−10

Actual

$000 $000 $000 $000

Expenses 2 804 2 781 2 746 2 704

Income ― ― ― ―


(a) Since the 2010−11 Budget, costs have been reallocated across sub-programs.









Exceeded its target of generating 50 kilowatts of electricity through photovoltaic (solar) systems by 2014. During 2010−11 MFS photovoltaic capacity exceeded 80 kilowatts.

Enrolled an additional seven senior officers in post-graduate management degrees.

Targets 2011−12

Increase the percentage of senior MFS managers who hold post-graduate qualifications.

Contribute to the Government of South Australia’s environmental sustainability objectives through a 25 per cent reduction in energy usage by 2014. The MFS has increased its annual target for the generation of photovoltaic electricity to 90 kilowatts.





This sub-program minimises the likelihood and consequences of emergencies through fire cause investigation, safety inspections of public buildings, regulation, community support and public education. Our personnel also provide engineering advice and assistance with the development of alternate building fire safety solutions.

Our community safety programs focus on understanding then engaging the community and other partners to increase awareness of risk and improve community safety. Key services include community education, incident investigation and inspection and commissioning of safety systems.

2011−12Budget

2010−11Estimated

Result2010−11

Budget(a) 2009−10

Actual

$000 $000 $000 $000

Expenses 634 629 621 612

Income 273 300 244 286











Expanded its capability to deliver the highly successful Road Awareness Program.

Targets 2011−12

Improve identification of risks associated with fire and other emergencies by investigating the causes of structure fires.

Increase delivery of community education programs especially those provided to at risk members of our community. Targets include 600 educational visits to community groups and a total of 100 000 participants or recipients of resources.

Increase safety inspections of public places and education and health facilities.




2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

Identify risks associated with fire and other emergencies(a):

no. of fires investigated (MFS) 200 153 200 152

no. of fires investigated (CFS) 70 70 70 53

deliberate/accidental/undetermined 100/140/40 84/130/20 100/140/40 74/113/18

Foster behaviours that increase community preparedness:

no. of educational visits to community groups, including schools

600 500(b) 600 636

no. of participants at educational visits to community groups, including schools

100 000 70 000(b) 100 000 116 544

Ensure South Australian environs are safe places to live and work:

no. of building development proposals assessed 160 128(c) 160 212

no. of public places inspected 900 800(d) 900 729(d)

no. of education and health facilities inspections and fire safety surveys

200 175(d) 200 247

no. of hazard complaint sites investigated 100 104 100 137

no. of fire alarm inspections and connections 250 281 250 308

% of building development assessments appealed ― ― ― ―

% of building development assessments completed within 28 days

100% 100% 100% 100%

no. of booster/hydrant tests/commissioning 160 225 160 212

no. of Building Fire Safety Committee meetings/inspections

160 114 160 219

(a) The MFS reports the total number of fires investigated and the percentages of these fires assessed as deliberate, accidental or undetermined. Targets are set on the basis of longitudinal data.

(b) There were fewer requests for educational visits from schools during 2010−11.

(c) There has been a shift in building development proposals from a large volume of relatively small jobs to fewer but significantly larger developments. This target will be reviewed for 2011−12 in consideration of this industry shift.

(d) Total number of inspections of public places and education and health facilities was adversely impacted by industrial action by operational personnel.



The goal of the operational preparedness sub-program is to prepare for excellent emergency service delivery to the community.

Operational preparedness contributes directly to community confidence in the Government of South Australia’s capability to respond to emergencies and to protect the community, infrastructure and the environment. Operational preparedness is essential to support high quality, effective emergency management and its cost includes the employee expenses of all operational staff and the provision of efficient equipment and infrastructure.

Key components include learning and development programs, the procurement and management of operational communications systems, information and communications technology, and the provision of effective infrastructure and logistics services.

The MFS continues to provide its workforce with access to both nationally recognised competency-based training through the staff development framework and tertiary level qualifications through the executive development program. These programs enjoy high participation rates and have been developed and implemented through industry leading partnerships with the South Australian TAFE and university sectors.



2011−12Budget

2010−11Estimated

Result2010−11

Budget(a) 2009−10

Actual

$000 $000 $000 $000

Expenses 7 365 7 304 7 211 7 102

Income 263 289 236 276











Acquisition of four new firefighting appliances. Combined with eight appliances acquired in 2009−10 the MFS commissioned a total of 12 fire appliances during the 2010−11 financial year contributing to a reduction of overall fleet age during this period.

Exceeded projected enrolments of personnel in Vocational Education Training (VET) with 200 personnel voluntarily enrolling against a target of 100 personnel.

Targets 2011−12

Achieve a minimum of 300 personnel enrolments in total for both mandatory and voluntary enrolments (approximately 30 per cent of the full-time workforce) in 1500 VET units of competency.

Maintain the 100 per cent operational fleet capability required to protect the South Australian community through maintenance of a minimum reserve capability of two appliances and less than 12 per cent of appliances requiring replacement within two years.


2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

Establish and maintain effective career development and management systems:

total number of personnel enrolled in VET 300 534 300 483

mandatory personnel enrolments in VET 200 338 200 236

voluntary personnel enrolments in VET 100 198 100 123

the total units of study MFS personnel enrolled in 1 500 1 918 1 500 2 710

units enrolled on mandatory basis 1 250 1 431 1 250 2 343

units enrolled in on a voluntary basis 250 616 250 309

no. of personnel recruited 18 18 18 72

continued



2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

Develop and maintain the core skills of personnel:

no. of programs delivered 8 8 8 8

no. of external partnerships utilised 5 5 5 5

Ensure our infrastructure including our appliances and specialist equipment meets the needs of a modern emergency service(a):

maintenance of fleet (e.g. capability is maintained at 100% operational availability)

100% 100% 100% n.a.

maintenance of fleet reserve capability (min of 2 reserve appliances available 100% of time)

80% 92% 80% n.a.

% of MFS fleet requiring replacement within two years <12% 11%(b) <12% n.a.

% of all critical infrastructure faults responded to within 4 hours

80% 100% 80% n.a.

fit-for-purpose PPE (personal protection equipment) is available for 100% of operational firefighters 100% of time

100% 100% 100% n.a.

(a) These infrastructure targets were first reported during the 2010−11 financial year.

(b) This figure has been favourably impacted by the commissioning of 12 appliances during 2010−11.



This sub-program provides a response service that minimises the effects of emergencies on the community. The provision of response services is the primary responsibility of the MFS metropolitan and regional operations.

The MFS is the primary provider of structural firefighting services to South Australia. The MFS is also responsible for the management of urban search and rescue, hazardous materials incidents and road crash rescue in its gazetted areas.

The risk of urban fire is expected to either remain at current levels or increase as the effects of fire prevention programs are offset by urban consolidation and an ageing and increasingly diverse population.

New risks to the community include potential chemical, biological and radiological hazards, highly inflammable modern synthetic products and greater congestion on our urban roads, which put pressure on response times.

2011−12Budget

2010−11Estimated

Result2010−11

Budget(a) 2009−10

Actual

$000 $000 $000 $000

Expenses 102 537 101 689 100 405 98 889

Income 3 667 4 033 3 285 3 844













Assisted in response to major natural disasters including the Queensland floods and the Christchurch earthquake, including the deployment of specialist urban search and rescue personnel and equipment.

Responded to a number of major fires including Paddy’s Market at Pooraka, the grain bulk handling facility at Wallaroo and a pallet factory at Wingfield.

Deployed the MV Gallantry fire vessel to assist in the management of an oil spill resulting from a collision between the bulk grain carrier MV Grand Rodosi, and the tuna vessel Apollo S.

Targets 2011−12

Continue to respond to emergency incidents. The MFS aims to achieve at least 75 per cent of arrivals within 7 minutes in metropolitan areas with a full-time crew. A target time of 11 minutes is applied at stations that are staffed by retained personnel.


2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

Ensure appropriate response is committed to all incident types(a)(b):

no. of responses to structure fires 1 250 1 100 1 250 1 405

no. of responses to vehicle fires 1 000 800 1 000 1 204

no. of responses to other fires 3 500 2 300 3 500 3 935

no. of responses to dangerous substances 700 725 700 1 004

no. of responses to rescues 3 400 3 984 3 400 2 997

no. of responses to fire alarms 7 000 8 300 7 000 8 350

no. of other responses 3 300 4 500 3 300 3 377

total number of incidents generating a response 20 000 19 600 20 000 22 364

Ensure response provided within appropriate timeframes:

% of MFS arrivals within 7 minutes of callout in a metropolitan area with a full-time MFS crew

75% 78% 75% 80.2%

% of MFS arrivals within 11 minutes of callout in a regional area with a retained MFS crew

75% 83.9% 75% 83.1%

% of MFS arrivals within 11 minutes of callout in a town/area with a retained + full-time crew

95% 87.5% 95% 91.3%

% of MFS arrivals within 11 minutes of callout in a town/area with a retained + full-time day working crew

90% 91.8% 90% 88.7%

(a) The MFS reports on the total number of emergency incidents, by type, attended during the financial year. Targets are set on the basis of longitudinal data and provide a benchmark for the review of community risk factors.

(b) MFS responses to incidents are based on the total number of incidents that occur. It is an aim of the MFS to reduce the number of preventable incidents which occur.





This sub-program provides recovery services that reduce the social and economic impacts of emergencies.

Recovery includes supporting communities in their reconstruction of physical infrastructure and restoration of emotional, social, economic and physical wellbeing (and returning emergency service providers to a state of preparedness after responding to incidents). Key internal services include operational recovery and personnel support.

It is increasingly recognised that property value alone does not reflect the true economic impact of fire and other emergencies. The MFS has recognised the need for an increased focus on the effective recovery services both to emergency service personnel and to victims of fire and other emergencies. The MFS therefore ensures all employees are provided with access to an effective post-incident support process through the Employee Assistance Program (EAP).

2011−12Budget

2010−11Estimated

Result2010−11

Budget(a) 2009−10

Actual

$000 $000 $000 $000

Expenses 794 788 778 766












Supported operational personnel, extra-agency personnel such as engineers and other agency specialists during major natural disasters including the Queensland floods and the Christchurch earthquake through the EAP.

Targets 2011−12

Continue to support members of the public with access to post-incident support services from operational firefighters, community safety personnel and through the provision of resources including MFS’s After the Fire brochure.

Continue to provide assistance intervention to employees and their families to enhance the ongoing welfare of our workforce.




2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

Provide effective post-incident support and development to:

the community ― % of significant fires (>$25 000) where MFS provided support to victims of emergency incidents in the community

10% 10% 10% 10%

personnel ― MFS employee assistance interventions 75 74 75 52




The sector aims to comply with AS/NZS 8000 Good Governance Principles. Key governance principles are encapsulated in the South Australian Fire and Emergency Commission’s (SAFECOM’s) governance policy and framework which place governance obligations on each agency and the board.

The business excellence goal is drawn from the Justice portfolio strategic plan. MFS monitors its current effectiveness, efficiency and innovation in order to set informed targets for improvement.

Since many services provided by MFS to external clients (the community) rely on third parties (including SAFECOM), it is important to ensure service level agreements are effective.

2011−12Budget

2010−11Estimated

Result2010−11

Budget(a) 2009−10

Actual

$000 $000 $000 $000

Expenses 1 955 1 939 1 914 1 885

Income 1 554 1 709 1 392 1 629













Considerable progress has been made in developing a consistent governance framework for the South Australian emergency services sector.

Targets 2011−12

Additional targets for the governance sub-program are being developed as a South Australian emergency services sector initiative.


2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

Ensure effective corporate governance(a):

Four SAFECOM Board quarterly reports submitted 4 4 4 ―

Minimum of 10 corporate governance committee meetings conducted

10 10 10 ―

Minimum of 10 planning and resilience committee meetings conducted

10 10 10 ―

Minimum of 10 finance committee meetings conducted 10 10 10 ―

Minimum of three risk and audit committee meetings conducted

3 3 3 ―

(a) The MFS has introduced these measures from 2010−11.



South Australian Metropolitan Fire ServiceStatement of comprehensive income___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000

Expenses

Employee benefit expenses Salaries, wages, annual and sick leave ............................ 77 590 75 231 75 120 71 459 Long service leave ............................................................ 2 829 3 271 3 265 3 192 Payroll tax ......................................................................... 4 236 4 122 4 115 4 049 Superannuation ................................................................ 8 474 8 269 8 257 7 930 Other ................................................................................. 2 630 2 854 2 571 — Supplies and services General supplies and services .......................................... 11 477 11 560 11 698 14 051 Consultancy expenses ...................................................... — — — 34Depreciation and amortisation expenses .............................. 8 541 8 338 8 338 6 877Intra-government transfers ................................................... 290 290 290 — Other expenses .................................................................... 22 1 195 21 4 366

Total expenses 116 089 115 130 113 675 111 958

Income

Commonwealth revenues ..................................................... 856 835 835 1 063Intra-government transfers ................................................... 99 946 96 125 96 490 97 722Fees, fines and penalties ...................................................... 3 811 3 232 3 232 2 933Sales of goods and services ................................................. 4 4 4 440Interest revenues .................................................................. 829 829 829 1 159Net gain or loss from disposal of assets ............................... — 1 174 — 15Other income ........................................................................ 257 257 257 425

Total income 105 703 102 456 101 647 103 757



Income Other income .................................................................... — 277 — —

Net income from/expenses to state government — 277 — —

Net result -10 386 -12 397 -12 028 -8 201



Total comprehensive result -10 386 -12 397 -12 028 -1 569



South Australian Metropolitan Fire ServiceStatement of financial position___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000

Assets

Current assetsCash and cash equivalents ................................................... 14 474 20 900 19 924 28 414Receivables .......................................................................... 1 003 1 003 1 358 1 002Inventories ............................................................................ 1 150 1 150 — 1 150




Total assets 156 796 165 106 157 580 176 714

Liabilities

Current liabilitiesPayables ............................................................................... 4 368 4 253 3 554 5 345Employee benefits Salaries and wages .......................................................... 2 289 1 854 2 096 1 419 Annual leave ..................................................................... 7 043 6 936 6 801 6 859 Long service leave ............................................................ 2 137 1 887 1 996 1 637Short-term provisions ............................................................ 1 596 1 596 1 552 1 596


Non current liabilitiesLong-term employee benefits Long service leave ............................................................ 16 702 15 533 15 800 14 414Long-term provisions ............................................................ 7 254 7 254 4 888 7 254



Net assets 115 407 125 793 120 893 138 190

Equity


Total equity 115 407 125 793 120 893 138 190




South Australian Metropolitan Fire ServiceStatement of cash flows___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000


Cash outflowsEmployee benefit payments ................................................. 93 798 91 873 91 367 86 704Payments for supplies and services ..................................... 11 762 11 845 11 983 14 612GST paid ............................................................................... — — — 1 591Intra-government transfers ................................................... 290 290 290 — Other payments .................................................................... 22 1 195 21 —


Cash inflowsIntra-government transfers ................................................... 99 946 96 125 96 490 97 722Commonwealth receipts ....................................................... 856 835 835 1 303Fees, fines and penalties ...................................................... 3 811 3 232 3 232 3 642Sales of goods and services ................................................. 4 4 4 — Interest received ................................................................... 829 829 829 1 163GST received ........................................................................ — — — 2 330Other receipts ....................................................................... 257 257 257 425


State government

Other receipts ....................................................................... — 277 — —

Net cash provided by state government — 277 — —

Net cash provided by (+)/used in (-) operating activities -169 -3 644 -2 014 3 678


Cash outflowsPurchase of property, plant and equipment .......................... 6 302 5 089 4 839 11 660


Cash inflowsProceeds from sale of property, plant and equipment .......... 45 1 219 45 15

Cash generated from investing activities 45 1 219 45 15


Net increase (+)/decrease (-) in cash equivalents -6 426 -7 514 -6 808 -7 967







Statement of comprehensive income — controlled

Expenses


Income


Statement of financial position — controlled

The $8.3 million decrease in total assets is primarily due to a decrease in cash due to the funding of increases approved under the South Australian Metropolitan Fire Service Enterprise Agreement by use of the MFS’s cash balances ($6.4 million).

The $2.1 million increase in total liabilities is primarily due to increase in long service leave liability, both with current and long-term balances.

Statement of cash flows — controlled

The movements in cash outflows and inflows are consistent with the changes discussed above under the statement of comprehensive income and the statement of financial position.





Agency: South Australian Fire and Emergency Services Commission


47

Emergency Services — SAFECOM


Contents

Objective....................................................................................................................................... 50





Program 1: Fire and Emergency Services Strategic Services and Business Support ............... 52



Additional information for administered items............................................................................... 66



Objective

To create a safer community by providing a unified strategic direction to the emergency services sector for service delivery, governance and accountability.



The Hon. KO Foley


1. Fire and Emergency Services Strategic Services and Business Support

1.1 Leadership



1.4 Response

1.5 Recovery


Administered items

In addition to the above responsibilities, the agency administers the following items on behalf of the minister:

Community Emergency Services Fund.

Statutes


Workforce summary

FTEs as at 30 June

Agency 2011−12

Budget(a)

2010−11 Estimated


South Australian Fire and Emergency Services Commission............ 58.7 96.7 97.6

Total 58.7 96.7 97.6







2011−12Budget

2010−11Estimated


2009−10Actual

Program $000 $000 $000 $000

1. Fire and Emergency Services Strategic Services and Business Support .......................... 26 626 17 138 24 227 18 285

Total 26 626 17 138 24 227 18 285

(a) The net cost of services excludes transfers from the Community Emergency Services Fund and Commonwealth revenue.


2011−12Budget

2010−11Estimated


2009−10Actual

Investments $000 $000 $000 $000

New projects

State Emergency Information Call Centre.............. 125 ― ― ―

Total new projects 125 ― ― ―

Existing projects

Emergency Information Warning System............... 1 419 1 861 1 769 ―

Prepare.Act.Survive ............................................... ― ― ― 186

Total existing projects 1 419 1 861 1 769 186

Annual programs

Annual programs.................................................... ― 1 053 130 662

Total annual programs ― 1 053 130 662

Total investing expenditure 1 544 2 914 1 899 848



Program 1: Fire and Emergency Services Strategic Services and Business Support


The emergency services sector is comprised of the South Australian Fire and Emergency Services Commission (SAFECOM), the South Australian Metropolitan Fire Service (MFS), the South Australian Country Fire Service (CFS) and the South Australian State Emergency Service (SES). SAFECOM performs the following functions for the sector:

the development and implementation of an emergency management framework for South Australia in the national context

the development and maintenance of a strategic and policy framework across the emergency services sector

the development and maintenance of a framework of sound corporate governance and provision of corporate services across the emergency services sector.

Sub-programs

1.1 Leadership



1.4 Response

1.5 Recovery



2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses



Depreciation and amortisation expenses...................... 711 422 422 250

Grants and subsidies.................................................... 11 407 1 920 5 999 1 692

Intra-government transfers ........................................... ― 50 ― ―

Total expenses 27 361 17 802 24 891 19 657

Income

Other income................................................................ 735 664 664 1 372

Total income 735 664 664 1 372






This sub-program provides sector leadership by developing and implementing sound corporate governance that fosters a common strategic direction, shared goals and accountability.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 1 206 2 130 1 790 1 688





The $0.9 million decrease in expenses is primarily due to the impact of budget savings measures.






Developed and initiated emergency sector five-year strategic plan.

Presented emergency services delivery standards (based on community risk) to the SAFECOM Board.

Targets 2011–12

Implement structural reform embracing a secretariat model.

Lead the development of the state emergency management risk assessment register.

Review of the State Water Safety Plan 2011–2013.

Jointly represent the state on the National Emergency Management Committee.





This sub-program is to minimise the likelihood and consequences of emergencies through regulation, support and community education.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 13 490 3 730 11 368 5 462





The $9.8 million increase in expenses is primarily due to the carryover of the Natural Disaster Resilience Program, Natural Disaster Mitigation Program and Bushfire Mitigation Program.


The $7.6 million decrease in expenses is primarily due the carryover of the Natural Disaster Resilience Program, Natural Disaster Mitigation Program and Bushfire Mitigation Program.


The $1.7 million decrease in expenses is primarily due to reduced expenditure on the Prepare.Act.Survive. initiative as it moves from the implementation phase to ongoing ($2.0 million).


Further sustainment and development of Alert SA.

Implemented Natural Disaster Resilience Program.

Significant progress on the development of the state emergency risk register in accordance with program plan and national guidelines.

Commenced Zone Emergency Management Committee’s local risk planning process.

Targets 2011–12

Implement final version of Alert SA system.

Continue Natural Disaster Resilience Program.

Finalise the state emergency risk register in accordance with program plan and national guidelines.

Finalise recommendation to government on private swimming pool legislation.






2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 3 489 3 113 2 925 2 777






the new E-mergency Connect program ($0.7 million)

the ongoing component of the State Emergency Information Call Centre ($0.2 million)

partially offset by

the impact of budget savings measures ($0.4 million).






Successful application for grant funding under the Commonwealth Government’s Digital Regions Initiative program (E-mergency Connect).

Implemented interim State Emergency Information Call Centre capability.

Targets 2011–12

Roll out first stage of E-mergency Connect infrastructure.

Implement ongoing State Emergency Information Call Centre capability.

Develop a cross sector marketing/branding strategy.






2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 725 883 855 777











Significantly increased the South Australian Country Fire Service (CFS) internet functionality and content to provide timely response information to the community.

Targets 2011–12

Further improve the availability of information to the Logistics Functional Services which are the group of agencies that perform functional roles that support response and recovery activities during an emergency, as specified in the State Emergency Management Plan.





This sub-program provides recovery services that reduce the social and economic impacts of emergencies. Recovery includes supporting communities and returning emergency service providers to a state of preparedness after responding to incidents.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 445 483 483 542











Stress Prevention and Management Team undertook significant sector wide training.

Early intervention successfully diminished consequences of volunteer and worker injury.

Targets 2011–12

Maintain systems of early intervention and stress management.






2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 8 006 7 463 7 470 8 411

Income 735 664 664 1 372




The $0.5 million increase in expenses is primarily due to the new E-mergency Connect program ($0.7 million).






Implemented a sector wide model for delivery of health safety and welfare services, increasing volume of services provided to volunteers and ensuring a consistent approach.

Implemented a pilot building maintenance system.

Developed a rolling three-year capital expenditure plan.

Trained users and implemented the whole of government e-procurement system.

Introduced a cross-sector common training platform for specific training programs.

Targets 2011–12

Implement SAFECOM restructure embracing secretariat model.

Continue implementation of 10-year property plan.

Further development of the three-year information communication technology plan and implementation strategy.



South Australian Fire and Emergency Services CommissionStatement of comprehensive income___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000

Expenses

Employee benefit expenses Salaries, wages, annual and sick leave ............................ 5 866 7 752 7 701 7 734 Long service leave ............................................................ 225 290 290 441 Payroll tax ......................................................................... 378 434 426 429 Superannuation ................................................................ 736 831 830 838 Other ................................................................................. 411 675 416 659Supplies and services General supplies and services .......................................... 7 515 5 320 8 699 7 367 Consultancy expenses ...................................................... 104 102 102 — Depreciation and amortisation expenses .............................. 711 422 422 250Borrowing costs .................................................................... 7 5 5 — Grants and subsidies ............................................................ 11 407 1 920 5 999 1 692Intra-government transfers ................................................... — 50 — — Other expenses .................................................................... 1 1 1 247

Total expenses 27 361 17 802 24 891 19 657

Income

Commonwealth revenues ..................................................... 3 356 5 743 2 441 1 752Intra-government transfers ................................................... 13 567 16 591 15 657 19 217Sales of goods and services ................................................. 547 534 534 553Interest revenues .................................................................. 70 12 12 185Other income ........................................................................ 118 118 118 634

Total income 17 658 22 998 18 762 22 341

Net cost of providing services 9 703 -5 196 6 129 -2 684


Income Other income .................................................................... — 254 — 872

Net income from/expenses to state government — 254 — 872

Total comprehensive result -9 703 5 450 -6 129 3 556



South Australian Fire and Emergency Services CommissionStatement of financial position___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000

Assets

Current assetsCash and cash equivalents ................................................... 1 114 11 658 230 8 413Receivables .......................................................................... 1 215 1 215 1 282 1 215


Non current assetsLand and improvements ....................................................... 272 324 362 296Plant and equipment ............................................................. 4 407 3 522 3 429 978Intangible assets ................................................................... 765 765 — 765


Total assets 7 773 17 484 5 303 11 667

Liabilities

Current liabilitiesPayables ............................................................................... 1 766 1 869 1 334 1 809Employee benefits Salaries and wages .......................................................... 128 289 293 256 Annual leave ..................................................................... 731 731 806 760 Long service leave ............................................................ 274 274 262 274Short-term provisions ............................................................ 100 100 104 100


Non current liabilitiesLong-term employee benefits Long service leave ............................................................ 3 048 2 712 3 068 2 409Long-term provisions ............................................................ 454 454 327 454



Net assets 1 272 11 055 -891 5 605

Equity

Retained earnings ................................................................. 1 248 11 031 -915 5 581Asset revaluation reserve ..................................................... 24 24 24 24

Total equity 1 272 11 055 -891 5 605




South Australian Fire and Emergency Services CommissionStatement of cash flows___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000


Cash outflowsEmployee benefit payments ................................................. 7 544 9 615 9 231 10 284Payments for supplies and services ..................................... 7 619 5 422 8 801 9 065Interest paid .......................................................................... 7 5 5 — Grants and subsidies ............................................................ 11 407 1 920 5 999 1 692Intra-government transfers ................................................... — 50 — — Other payments .................................................................... 81 81 81 —


Cash inflowsIntra-government transfers ................................................... 13 567 16 591 15 657 19 217Commonwealth receipts ....................................................... 3 356 5 743 2 441 1 693Sales of goods and services ................................................. 547 534 534 595Interest received ................................................................... 70 12 12 195GST received ........................................................................ — — — 2 346Other receipts ....................................................................... 118 118 118 634


State government

Other receipts ....................................................................... — 254 — 872

Net cash provided by state government — 254 — 872

Net cash provided by (+)/used in (-) operating activities -9 000 6 159 -5 355 4 511


Cash outflowsPurchase of property, plant and equipment .......................... 1 544 2 914 1 899 848

Cash used in investing activities 1 544 2 914 1 899 848

Net cash provided by (+)/used in (-) investing activities -1 544 -2 914 -1 899 -848

Net increase (+)/decrease (-) in cash equivalents -10 544 3 245 -7 254 3 663


Cash and cash equivalents at the end of the period 1 114 11 658 230 8 413



Administered items for the South Australian Fire and Emergency Services CommissionStatement of comprehensive income___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000

Expenses

Supplies and services General supplies and services .......................................... 7 733 7 004 7 004 6 742Grants and subsidies ............................................................ 2 730 5 364 5 189 2 001Intra-government transfers ................................................... 214 878 210 030 208 107 216 871

Total expenses 225 341 222 398 220 300 225 614

Income

Intra-government transfers ................................................... 223 238 223 252 215 476 217 722Fees, fines and penalties ...................................................... 300 650 370 — Sales of goods and services ................................................. — — — 292Interest revenues .................................................................. 1 600 1 600 2 500 1 887

Total income 225 138 225 502 218 346 219 901

Total comprehensive result -203 3 104 -1 954 -5 713



Administered items for the South Australian Fire and Emergency Services CommissionStatement of financial position___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000

Assets

Current assetsCash and cash equivalents ................................................... 8 646 8 849 189 5 745Receivables .......................................................................... 4 599 4 599 3 113 4 599


Total assets 13 245 13 448 3 302 10 344

Liabilities

Current liabilitiesPayables ............................................................................... 9 004 9 004 3 516 9 004



Net assets 4 241 4 444 -214 1 340

Equity

Retained earnings ................................................................. 4 241 4 444 -214 1 340

Total equity 4 241 4 444 -214 1 340




Administered items for the South Australian Fire and Emergency Services CommissionStatement of cash flows___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000


Cash outflowsPayments for supplies and services ..................................... 7 733 7 004 7 004 6 742Grants and subsidies ............................................................ 2 730 5 364 5 189 2 001Intra-government transfers ................................................... 214 878 210 030 208 107 211 383


Cash inflowsIntra-government transfers ................................................... 223 238 223 252 215 476 216 296Fees, fines and penalties ...................................................... 300 650 370 — Sales of goods and services ................................................. — — — 292Interest received ................................................................... 1 600 1 600 2 500 1 827


Net cash provided by (+)/used in (-) operating activities -203 3 104 -1 954 -1 711

Net increase (+)/decrease (-) in cash equivalents -203 3 104 -1 954 -1 711








Expenses


carryover of the Natural Disaster Resilience Program, Natural Disaster Mitigation Program and Bushfire Mitigation Program ($9.0 million)

carryover of the E-mergency Connect program ($1.9 million)

partially offset by

the impact of budget savings measures ($2.5 million).

Income

The $5.3 million decrease in income is primarily due to:

legacy Commonwealth funding received in 2010-11 for the Natural Disaster Mitigation Program and Bushfire Mitigation Program ($2.4 million)

reduced funding from the Community Emergency Services Fund due to the impact of budget savings measures ($2.5 million).


The $9.7 million decrease in total assets is primarily due to a reduced cash balance from projected expenditure in 2011–12 on the Natural Disaster Resilience Program, Natural Disaster Mitigation Program and Bushfire Mitigation Program carried forward from previous years ($9.0 million).



Statement of comprehensive income — administered items

Expenses


Income


Statement of financial position — administered items


Statement of cash flows — administered items


Additional information for administered items

Additional information on administered items is included in the following table.



Additional information for administered items for the South Australian Fire and Emergency Services Commission Statement of cash flows

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000


Cash outflows

Intra-government transfers

Community Emergency Services Fund ― emergency services agencies ............................................................. 191 255 186 960 185 037 188 854

Community Emergency Services Fund ― emergency services provided by other government agencies............. 23 623 23 070 23 070 22 529

Payments for supplies and services

Community Emergency Services Fund ― levy collection .. 6 495 6 336 6 336 6 219

Community Emergency Services Fund ― other expenses and projects ..................................................... 547 534 534 523

Community Emergency Services Fund ― other supplies and services ..................................................................... 691 134 134 ―

Grants and subsidies

Volunteer support and community grants ........................ 2 730 5 364 5 189 2 001

Total operating payments 225 341 222 398 220 300 220 126

Cash inflows


Emergency services levy ― fixed property collections (government) .................................................................... 2 752 2 648 2 562 2 550

Emergency services levy ― fixed property collections (private ― including local government)............................. 95 003 93 056 89 512 87 165

Emergency services levy ― mobile property ..................... 32 209 31 626 31 226 29 618

Emergency services levy ― remissions ............................. 86 416 89 422 84 888 90 768

Emergency services levy ― pensioner concessions.......... 6 858 6 500 7 288 6 195

Fees, fines and penalties

Emergency services levy ― certificate sales and other .... 300 650 370 ―

Sales of goods and services

Emergency services levy ― certificate sales and other .... ― ― ― 292

Interest received

Community Emergency Services Fund ― from fund cash balance..................................................................... 1 600 1 600 2 500 1 827

Total operating receipts 225 138 225 502 218 346 218 415

Net cash provided by (+) / used in (-) operating activities -203 3 104 -1 954 -1 711

Net increase (+) / decrease (-) in cash equivalents -203 3 104 -1 954 -1 711

Opening cash balance as at 1 July 8 849 5 745 2 143 7 456

Closing cash balance as at 30 June 8 646 8 849 189 5 745



Agency: South Australian State Emergency Service


67

Emergency Services — SES


Contents

Objective....................................................................................................................................... 70





Program 1: State Emergency Service ....................................................................................... 72





Objective

On 1 October 2005, the Fire and Emergency Services Act 2005 came into operation. This Act provides for the South Australian State Emergency Service (SES) to:

assist the Commissioner of Police in dealing with any emergency

assist the state coordinator, in accordance with the State Emergency Management Plan, in carrying out prevention, preparedness, response and recovery operations under the Emergency Management Act 2004

assist the Chief Executive, Department of Health, in accordance with the Public Health Emergency Management Plan, in carrying out prevention, preparedness, response or recovery operations under the Public and Environmental Health Act 1987

assist the South Australian Metropolitan Fire Service (MFS) and South Australian Country Fire Service (CFS) in dealing with any emergency

deal with any emergency caused by flood or storm damage, or where there is no other body or person with lawful authority to assume control of operations for dealing with the emergency

deal with any emergency until such time as any other body or person that has lawful authority to assume control of operations for dealing with the emergency has assumed control

respond to emergency calls and, where appropriate, provide assistance in any situation of need (whether or not the situation constitutes an emergency)

undertake rescues.



The Hon. KO Foley


1. State Emergency Service 1.1 Leadership



1.4 Response

1.5 Recovery


Statutes


Workforce summary

FTEs as at 30 June

Agency 2011−12

Budget(a)

2010−11 Estimated


South Australian State Emergency Service ........................................ 38.0 39.0 38.6

Total 38.0 39.0 38.6







2011−12Budget

2010−11Estimated


2009−10Actual

Program $000 $000 $000 $000

1. State Emergency Service ................................... 11 886 11 776 10 777 12 932

Total 11 886 11 776 10 777 12 932

(a) The net cost of services excludes transfers from the Community Emergency Services Fund.


2011−12Budget

2010−11Estimated


2009−10Actual

Investments $000 $000 $000 $000

Existing projects

SES Light Vehicle Fleet ......................................... 200 25 200 ―

Flood Management Kits ......................................... ― 510 ― ―

Total existing projects 200 535 200 ―

Annual programs

Annual programs.................................................... 3 060 2 815 2 985 3 504





Program 1: State Emergency Service


The SES provides a community based volunteer emergency service across the state. Provisions under the State Emergency Management Plan, established by the Emergency Management Act 2004, confer responsibilities on SES to act as a control agency for emergencies associated with flooding, extreme weather and structural collapse, and as a functional service in its own right. SES is also responsible as a hazard leader for maintaining the state plan for extreme weather.

Accredited SES rescue units are strategically located in both urban and rural centres across South Australia. SES regularly reviews the disposition of units and the resources allocated to ensure assets and resources are strategically located to mitigate community risk.

SES currently consists of 67 units (54 units are based in rural areas) and approximately 1700 volunteers. The SES also provides support for volunteer marine rescue (VMR) organisations, their 14 flotillas and approximately 580 operational and 2000 affiliated VMR volunteers strategically located along South Australia’s coastline.

The rescue and support services SES volunteer units provide include:

storm and flood mitigation

general and disaster rescue

road crash rescue

structural collapse and confined space search

land search

animal rescue

vertical rescue of all forms (cliffs, caves and structures)

marine search and rescue (rivers, lakes and sea)

operations support

aerial observation and logistics support

base support operations (bushfire response staging areas).

In addition to volunteer response training and operations, the SES is also involved in community education (through Community FloodSafe) and emergency management activities including planning, training and provision of executive support to zone emergency management committees (ZEMCs).

In 2010−11, SES continued to develop its capabilities to provide a more comprehensive approach to incident management. SES has adopted the prevention, preparedness, response and recovery approach in the planning and management of taskings. This process will continue into 2011−12 to ensure that SES provides the South Australian community with services that meet their evolving needs.

In the future, SES aims to develop its capabilities in community education, incident management and emergency management planning to build community resilience and reduce the impact of changing natural disaster risk profiles on the community.



Sub-programs

1.1 Leadership



1.4 Response

1.5 Recovery


Program summary ― expenses and income

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses




Other expenses ............................................................ 112 110 96 78

Total expenses 12 144 12 338 11 706 13 770

Income

Commonwealth revenues............................................. ― 16 671 580

Other grants.................................................................. ― 80 ― ―

Interest revenue............................................................ 94 30 ― 39

Net gain or loss from disposal of assets ....................... 45 45 ― ―

Other income................................................................ 119 391 258 219

Total income 258 562 929 838




This sub-program provides SES and sector leadership by developing and implementing sound corporate governance that fosters a common strategic direction, shared goals and accountability.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 365 359 351 410

Income 8 6 28 22












Appointed a new chief officer.

Implemented the results of the SES feedback forums conducted in 2009−10.

Progressed a number of new initiatives including:

– development of a SES strategic framework and annual business plan for 2011−12

– development of improved communication systems and reporting structures

– developed an organisational development framework for all staff and volunteers

– introduced new quarterly newsletters focused on safety and technical standards, training, emergency management and assets and infrastructure.

Participated in the Council of Australian Governments’ (COAG) emergency management and disaster resilience reform agenda through the National Emergency Management Committee (NEMC), the National Capability Development Committee, the Australian Council of State Emergency Services (ACSES) and the Australasian Fire and Emergency Services Authorities Council (AFAC).

Targets 2011−12

Reduce the number of volunteer injuries and improve occupational health, safety and welfare systems and improve volunteer retention rates.

Redesign training programs to take advantage of e-learning opportunities and improve internal communications.

Implement new asset management frameworks, databases and methodologies for management of facilities, fleet and major equipment.

Improve the scope of SES education and mitigation activities to reduce community impacts from emergencies.

Increase the numbers of volunteers and staff participating in incident management training.

Reform service delivery models and develop improved operational doctrine in flood and storm management.



Performance indicators(a)

2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

Participation in relevant national emergency management forums (NEMC, CDSC, ACSES and AFAC)

10 10 n.a. n.a.

No. of SES unit visits conducted by agency executive 67 60 n.a. n.a.

No. of internal SES publications distributed to volunteer units 24 10 n.a. n.a.

No. of meetings of the SES executive advisory group 12 6 n.a. n.a.

(a) All new indicators for 2011−12.



Prevention services covers the identification and treatment of hazards to minimise threat to life and property.

The SES provides services to meet South Australia’s Strategic Plan priorities for public safety, fostering coordinated approaches to emergency service delivery.

Following the implementation of the Local Government Act 1999, councils are required to take measures to protect their areas from natural and other hazards, to mitigate the effect of such hazards and to work collaboratively with the Commonwealth and state governments and regional organisations to achieve this objective. With this legislated responsibility for local government and the responsibility as control agency for flood response and hazard leader for extreme weather under the Emergency Management Act 2004, SES has focused on building strong working relationships with local councils.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 728 848 703 790

Income 15 142 56 144




The $0.1 million decrease in expenses and income is primarily due to the Community Floodsafe project agreements with local councils not being finalised for 2011−12 by the 2011−12 Budget.


The $0.1 million increase in expenses and income is primarily due to the recognition of grant funds provided for the Community Floodsafe project (including carryover from 2009−10).






Successfully continued the Community Floodsafe project in conjunction with local councils, Department for Water and the Adelaide and Mount Lofty Ranges Natural Resources Management Board.

Progressed development of zone emergency management committees (ZEMCs) across the state allowing a wider cross section of stakeholders to better coordinate resources and emergency management plans.

Implemented a community education media campaign and local community and business engagement strategy to raise awareness of risks from flood waters in the River Murray system.

Completed the annual multi-agency emergency management exercise ‘team spirit’, supported and facilitated by Disaster Management Services.

Updated the state’s extreme heat plan taking account of activations of the plan over the 2009−2010 summer period.

Targets 2011−12

Further develop the Community Floodsafe program to include additional and improved flood information and widen the range of the project to include more parts of the state.


2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

No of emergency management courses conducted(a) 20 20 18 20

No of major exercises conducted(a) 5 5 4 5

No of ZEMC meetings held(a) 44 44 n.a. n.a.

No of emergency management workshops facilitated(a) 5 6 4 5

No. of emergency management plans created/reviewed(a) 11 11 11 6

No. of Community FloodSafe activities and programs conducted(b)

70 70 65 95

No. of local government councils participating in ZEMCs(a)(c) 57 53 48 40

(a) Indicator not previously reported.

(b) Nine council authorities have now signed up to the program and the community education capability continues be developed with over 37 dedicated volunteers recruited to the program.

(c) Total of 68 councils in South Australia.




Operational preparedness contributes directly to community confidence in the Government of South Australia’s capability to respond to emergencies and to protect the community, infrastructure and the environment. Operational preparedness is essential to support high quality, effective emergency management and its cost includes the expenses of operational staff and the provision of efficient and effective training, equipment and infrastructure.



2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 7 044 6 952 6 790 7 411

Income 150 121 539 428






The $0.4 million decrease in income is primarily due to the cessation of the Commonwealth-funded State Support Package ― the state government has increased funding in response to the cessation of Commonwealth funding.




Finalised the planning processes and commenced building works on new unit facilities for Campbelltown, Tumby Bay and Whyalla.

Finalised the fit-out and commissioning of three new river rescue boats and six new flood management kits.

Progressed the rollout of new digital Government Radio Network (GRN) handsets to units and the development of HF radios in remote areas of the state for use in areas currently outside the GRN radio footprint.

Facilitated the state disaster rescue challenge and progressed planning for South Australia to hold the National Disaster Rescue Competitions in July 2011.

Commenced a review of the SES training system with a view to simplifying training pathways and opportunities for recognising current competency and prior learning.

Targets 2011−12

Complete the building works on Campbelltown, Tumby Bay and Whyalla unit facilities and commence planning for new unit facilities for Eastern and Western Adelaide.

Finalise the implementation of the South Australian Computer Aided Dispatch (SACAD) system in conjunction with other agencies and finalise the rollout of the new digital GRN radio handsets.

Finalise the procurement process to commence the commissioning of a new category of mid-sized rescue trucks.

Complete a review of the SES training framework and implement revised arrangements.

Commence targeted risk specific integrated response planning.

Develop improved online training tools in conjunction with the other emergency services sector entities, and roll out improved computer assets and infrastructure to ensure connectivity to all volunteer units across the state.




2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

Regional response plans reviewed annually 100% 100% 100% 75%

No. of emergency response/recovery exercises developed or reviewed

84 82 80 78

% of personnel achieving and maintaining required levels of competency

90% 60% 90% 50%

No. of training resource kits developed or reviewed 3 3 3 3

% of units equipped to meet their core standards of emergency response for first response

100% 100% 100% 100%

No. of councils utilising emergency management planning and training services

55 52 50 42

No. of emergency management training programs delivered 47 44 44 42

No. of state government departments and non-government agencies (e.g. retirement villages) utilising SES emergency management and training services

30 27 27 25




The South Australian emergency services sector measures the total number of responses to emergencies and the time taken to arrive at and control each incident. SES routinely reviews response and control times to ensure that targets are met or mitigating circumstances are identified and rectified. Effective response is contingent on having sufficient SES personnel at unit level as well as having robust incident management capabilities to coordinate and control response activities.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 2 550 2 740 2 458 2 870

Income 54 268 195 155












Successfully managed a large number of incidents associated with storm events in November and December 2010 including significant flooding around Stockport and in Northern Barossa.

Successfully completed a sustained campaign of community engagement and preparedness along the River Murray in 2011.

Undertook seven deployments involving over 200 volunteers to assist in flood recovery operations in Victoria and Queensland and assistance during recovery operations in Queensland after the impact of Cyclone Yasi.

Targets 2011−12

Develop a new flood doctrine for deployment across the organisation in conjunction with the ongoing development of the Community FloodSafe program.

Commence development of a volunteer recruiting capability within SES focusing on skills and products to mount targeted recruiting campaigns.

Develop and implement an improved incident management framework for SES.

Enhance training resources to support incident management.


2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

% of SES responses meeting standards of emergency response of callouts to Priority A incidents (life threatening) in a town/area with an SES unit

>90% >90% >90% >90%

Operational response measures:

total incidents 7 200 7 900 6 000 7 188

total operational hours(a) 120 000 163 000 120 000 125 767

No. of operational community response teams 6 6 6 6

(a) SES continues to experience difficulties in tracking volunteer incident time due to measurement issues. A national study of volunteer time in state and territory SES agencies indicated that only 14 per cent of volunteers’ total time is spent on active incident response. The majority of the remaining time is divided between preparation activities (22 per cent) and training activities (61 per cent).



This sub-program provides recovery services that reduce the social and economic impacts of emergencies. Recovery includes supporting communities and returning emergency service providers to a state of preparedness after responding to incidents.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 243 240 234 1 309

Income 5 4 19 15

Net cost of sub-program 238 236 215 1 294








2010−11 Budget/2009−10 Actual

The $1.1 million decrease in expenses is primarily due to the impact of higher than budgeted volunteer injury costs in 2009−10 and associated liability revaluation.


Finalised the re-equipping of the Port Lincoln unit and move into new accommodation after the unit’s destruction in the Eyre Peninsula fire.

Reduced the number of volunteer injuries compared to 2009−10.

Targets 2011−12

Development of improved occupational health, safety, welfare and injury management documentation, procedures and training to further reduce the number of volunteer injuries and improve WorkCover compliance.

Implement a safety and wellbeing plan for SES.


2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

% of major incidents evaluated to determine the effectiveness of prevention, preparedness, response and recovery activities

100% 100% 100% 100%

% of incidents where recovery commenced within 24 hours of the incident

100% 100% 100% 100%

% of incidents where material requested by the Coroner or Ombudsman was submitted on time

100% 100% 100% 100%





This sub-program provides business and improvement services including risk, human resource, physical and financial management to meet legislated standards of transparency and accountability for the organisation.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 1 214 1 199 1 170 980

Income 26 21 92 74

Net cost of sub-program 1 188 1 178 1 078 906






2010−11 Budget/2009−10 Actual



Progressed full implementation of training administration software.

Completed the redevelopment of the SES website to allow secure intranet access for volunteers.

Targets 2011−12

Improve asset tracking for financial, operational and occupational health, safety, welfare and injury management purposes through the implementation of new web-based asset management software.

Review service delivery models for specialist capabilities.



State Emergency ServiceStatement of comprehensive income___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000

Expenses

Employee benefit expenses Salaries, wages, annual and sick leave ............................ 3 257 3 309 3 180 4 171 Long service leave ............................................................ 78 87 86 — Payroll tax ......................................................................... 149 147 147 141 Superannuation ................................................................ 326 327 318 292 Other ................................................................................. 136 133 133 230Supplies and services General supplies and services .......................................... 6 318 6 478 5 999 7 126 Consultancy expenses ...................................................... — — — 9Depreciation and amortisation expenses .............................. 1 768 1 747 1 747 1 723Other expenses .................................................................... 112 110 96 78

Total expenses 12 144 12 338 11 706 13 770

Income

Commonwealth revenues ..................................................... — 16 671 580Intra-government transfers ................................................... 13 383 14 581 12 344 13 048Other grants .......................................................................... — 80 — — Interest revenues .................................................................. 94 30 94 39Net gain or loss from disposal of assets ............................... 45 45 45 — Other income ........................................................................ 119 391 119 219

Total income 13 641 15 143 13 273 13 886

Net cost of providing services -1 497 -2 805 -1 567 -116

Net result 1 497 2 805 1 567 116


Changes in property, plant and equipment assetrevaluation surplus ................................................................ — — — 794

Total comprehensive result 1 497 2 805 1 567 910



State Emergency ServiceStatement of financial position___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000

Assets

Current assetsCash and cash equivalents ................................................... 2 102 2 063 2 047 686Receivables .......................................................................... 257 257 210 257Other financial assets ........................................................... 214 214 137 214Other current assets ............................................................. — — 35 —




Total assets 34 535 33 004 31 414 30 024

Liabilities

Current liabilitiesPayables ............................................................................... 1 042 1 067 728 1 033Employee benefits Salaries and wages .......................................................... 43 111 112 97 Annual leave ..................................................................... 264 264 330 264 Long service leave ............................................................ 57 57 63 57Short-term provisions ............................................................ 258 258 169 258


Non current liabilitiesLong-term employee benefits Long service leave ............................................................ 807 680 824 553Long-term provisions ............................................................ 1 173 1 173 406 1 173



Net assets 30 891 29 394 28 782 26 589

Equity


Total equity 30 891 29 394 28 782 26 589




State Emergency ServiceStatement of cash flows___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000


Cash outflowsEmployee benefit payments ................................................. 3 989 3 905 3 766 4 112Payments for supplies and services ..................................... 6 317 6 477 5 998 7 896Other payments .................................................................... 36 34 20 74


Cash inflowsIntra-government transfers ................................................... 13 383 14 581 12 344 13 048Commonwealth receipts ....................................................... — 16 671 608Other grants .......................................................................... — 80 — — Interest received ................................................................... 94 30 94 41Other receipts ....................................................................... 119 391 119 1 080




Cash outflowsPurchase of property, plant and equipment .......................... 3 260 3 350 3 185 3 440Other payments .................................................................... — — — 77


Cash inflowsProceeds from sale of property, plant and equipment .......... 45 45 45 13

Cash generated from investing activities 45 45 45 13


Net increase (+)/decrease (-) in cash equivalents 39 1 377 304 -809

Cash and cash equivalents at the start of the period 2 063 686 1 743 1 495







Expenses


Income


a once-off working capital injection from the Community Emergency Services Fund in 2010−11 ($1.0 million)

additional capital funding for new flood rescue kits provided in 2010−11 ($0.5 million).


The $1.5 million increase in total assets is primarily due to the acquisition of new buildings, rescue vehicles, plant and equipment for SES units across the state.


The movements in cash outflows and inflows are consistent with the changes discussed above under the statement of comprehensive income.





Agency: Department of Environment and Natural Resources

Minister for Environment and Conservation

87



Contents

Objective....................................................................................................................................... 90


Ministerial office resources ........................................................................................................... 90




Program 1: Natural Resource Stewardship ............................................................................... 93

Program 2: Agency Leadership and Support........................................................................... 102

Program 3: Botanic Gardens ................................................................................................... 106

Financial statements................................................................................................................... 109

Summary of major variations ...................................................................................................... 116

Additional information for administered items............................................................................. 118



Objective

The Department of Environment and Natural Resources (DENR) aims for a sustainable and prosperous South Australia where natural resources are used wisely and a healthy environment is understood to be the foundation of our quality of life.



1. Natural Resource Stewardship 1.1 Policy

1.2 Regional Delivery

1.3 Client Services

2. Agency Leadership and Support

2.1 Strategy

2.2 Corporate Services

The Hon. P Caica


3. Botanic Gardens Nil

Administered items


Board of the Botanic Gardens and State Herbarium

Caring for Our Country

Coast Protection Fund

Dog and Cat Management Board

Ministerial other items allocations

National Action Plan (NAP) for Salinity and Water Quality

Native Vegetation Fund

Natural Heritage Trust

Natural Resources Management (NRM) Fund

Pastoral Board

Surplus Land and Property Sales Account.

Statutes


Ministerial office resources

2011−12 Budget

Cost of provision

Minister $000 FTE

The Hon. P Caica ................................................................................. 1 736 12.9



Workforce summary

FTEs as at 30 June

Agency 2011−12

Budget(a)

2010−11 Estimated


Department of Environment and Natural Resources ......................... 1 055.8 1 160.0 1013.7

Administered items for the Department of Environment and Natural Resources............................................................................. 2.0 2.0 2.0

Total 1 057.8 1 162.0 1 015.7




Net cost of services

2011−12Budget

2010−11Estimated


2009−10Actual

Program $000 $000 $000 $000

1. Natural Resource Stewardship............................ 92 966 122 218 96 601 101 008

2. Agency Leadership and Support ......................... 29 590 36 002 32 556 42 614

3. Botanic Gardens ................................................. 3 935 6 318 6 016 5 864

Total 126 491 164 538 135 173 149 486

Reconciliation to agency net cost of providing services

Less: Net costs transferred in:

NRM functions from the Department for Water(a) ............................................................. ― ― ― 13 375

Equals: Net cost of providing services (as per agency statement of comprehensive income)

126 491 164 538 135 173 136 111

(a) Responsibility for natural resources management transferred from the Department for Water on 1 July 2010.




2011−12Budget

2010−11Estimated


2009−10Actual

Investments $000 $000 $000 $000

New projects

Fire Management on Public Land ― Enhanced Capabilities ............................................................ 1 878 ― ― ―

Total new projects 1 878 ― ― ―

Existing projects

Adelaide Botanic Garden’s Aquifer Storage and Recovery................................................................ 3 580 1 009 1 010 341

Adelaide Living Beaches........................................ 20 949 1 700 13 000 623

Adelaide Zoo ― Botanic Park Entrance................. ― ― ― 418

Belair National Park Facilities Upgrade.................. 1 300 2 600 2 600 1 637

Black Hill Conservation Park Facilities Upgrade .... ― 1 990 ― ―

Botanic Gardens Western Entrance....................... 250 320 ― ―

Innes National Park Infrastructure and Facilities Upgrade ................................................................. ― 32 ― 619

Museum of Economic Botany ................................ ― 173 ― ―

Lincoln National Park ― Road Sealing .................. 1 000 1 000 ― ―

Plane Tree Drive Upgrade ..................................... ― 1 149 1 100 915

Seal Bay Conservation Park Facilities Upgrade .... 1 719 700 700 39

Total existing projects 28 798 10 673 18 410 4 592

Annual programs .......................................................

Annual programs.................................................... 7 196 6 318 9 862 11 533





Program 1: Natural Resource Stewardship


Aims to conserve natural systems and ensure the sustainable use of natural resources. It includes policy development, land-use decision making and delivery of the government’s environment and natural resources management agenda across the state.

Sub-programs

1.1 Policy

1.2 Regional Delivery

1.3 Client Services


2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses





Intra-government transfers ........................................... 5 194 7 117 3 532 3 183

Other expenses ............................................................ 796 868 726 955

Total expenses 138 886 176 031 152 330 150 646

Income



Other grants.................................................................. 1 475 1 548 2 029 805

Fees, fines and penalties.............................................. 745 748 732 744

Sales of goods and services......................................... 20 285 19 161 16 910 19 024

Interest revenue............................................................ 122 119 119 160

Other income(a) ............................................................. 994 973 2 217 1 950

Total income 45 920 53 813 55 729 49 638


(a) Data for previous years has been disaggregated to facilitate comparison.



Sub-program 1.1: Policy


Policy advice for DENR, government and partner organisations.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 26 212 29 139 34 542 41 018

Income 5 594 3 157 3 384 7 072





reduced expenditure on the Adelaide Living Beaches project ($1.0 million)

reallocation of the natural resources management (NRM) function between sub-programs ($0.7 million)

reduced expenditure in 2011−12 resulting from the savings measures in the 2010−11 Budget ($0.3 million).

The $2.4 million increase in income is primarily due to an increase in revenue from cost recovery measures in the 2010−11 Budget.



reallocation between sub-programs of the NRM function transferred from the former Department of Water, Land and Biodiversity Conservation (DWLBC) ($7.6 million)

re-profiling of expenditure for the Trans-Australia Eco-Link project to future financial years ($0.4 million)

partially offset by

increase in expenditure for the State NRM Program previously reported under DENR administered items ($1.4 million)

reallocation of the 2010−11 Budget savings target between sub-programs ($0.3 million).

2010−11 Estimated Result /2009−10 Actual


the variances identified above between the 2010−11 Budget and 2010−11 Estimated Result

reduced expenditure for externally funded NRM projects in the former DWLBC ($2.8 million)

reduced expenditure for the Adelaide Living Beaches project ($1.2 million)

expenditure in 2009−10 only for the Perpetual Lease Accelerating Freeholding Project ($1.0 million)

reduced expenditure relating to the 2010−11 Budget savings measures ($0.9 million).



The $3.9 million decrease in income is primarily due to reduced income for:

externally funded NRM projects in the former DWLBC ($2.6 million)

dredging services provided to the Department of Transport, Energy and Infrastructure as part of the Adelaide Living Beaches project ($0.7 million).


Introduced amendments to the Natural Resources Management Act 2004 to parliament to refine, simplify and clarify administrative processes in the legislation.

Commenced a statutory review of the State Natural Resources Management Plan, which sets the direction for integrated management of the state’s natural resources over the next decade and beyond.

Released indicative sanctuary zone scenarios for 19 marine parks in November 2010 to assist marine park local advisory groups to develop their preferred zoning scenarios.

Announced that the government was proceeding with the 900 000 hectare Nullarbor wilderness protection area that would double the total area of land in South Australia given the highest form of environmental protection to 1.8 million hectares. A total of 16 new parks and additions to existing parks were proclaimed. A draft protected area strategy to guide future planning was released for consultation with key stakeholders during 2010−11.

Released the South Australian Code of Practice for the Care and Management of Animals in the Pet Trade for public consultation.

Released People and Parks: A Draft Visitor Strategy for South Australia’s Parks and Reserves for public consultation.

Recycled more than 70 000 cubic metres of sand on metropolitan beaches by transferring it from areas where it accumulates to areas of erosion, thereby maintaining Adelaide’s beaches and assisting to minimise the risk of damage to public or private infrastructure from storm events.

Targets 2011−12

Complete the review of the State Natural Resources Management Plan and release the revised plan.

Amend the National Parks and Wildlife Act 1972 to implement a new reserve classification system and the concept of private reserves.

Develop and release South Australia's marine park draft management plans for statewide public consultation; analyse submissions received; and recommend final marine park management plans to government for approval.

Provide advice on conservation management options for the Arkaroola Wilderness Sanctuary.

Finalise and commence implementation of People and Parks: A Draft Visitor Strategy for South Australia’s Parks and Reserves, including detailed planning for the delivery of a multi-day walk on Kangaroo Island.

Enter into cooperative management arrangements over the Flinders Ranges, Gawler Ranges and Lake Gairdner national parks.




2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

Environmental associations represented in the protected area system of South Australia (National Parks and Wildlife Act 1972, Wilderness Act 1992, Crown Lands Act 1929)

59% 59% 59% 59%

Parks/reserves covered by management plans 220 208 220 201

No. of native vegetation clearance applications processed(a) 200 200 200 286

Significant environment benefit payment $1 000 000 $1 000 000 $1 000 000 $1 848 955

Quality

% of native vegetation clearance applications processed within agreed timeframes(b)

85% 90% 85% 95%

Ratio of area protected from native vegetation clearance or planted against area approved for clearance(c)

― 5:1 4:1 6:1

Ratio of area to be revegetated against area of trees approved for clearance(d)

― 10:1 9:1 10:1

No. (and %) of listed threatened species for which recovery plans or related action plans have been developed(e)

― n.a. 285 of 487 (58%)

280 of 487(57%)

% of heritage related development application comments accepted by council (i.e. not referred to Development Assessment Commission)(f)

― n.a. 98% 99%

State’s waters covered by environmental capability guidelines(g)

― n.a. 100% 100%

19 draft marine park management plans developed 19 n.a. n.a. n.a.

Vulnerable areas along the metropolitan coast that meet the dune buffer standard (i.e. twice that required to withstand a 1-in-100 year storm)(h)

― n.a. 100% 100%

Coast Protection Board advice on development applications accepted by planning authorities(i)

― n.a. 100% 87%

(a) Native vegetation clearance applications include matters considered under Section 28 of the Native Vegetation Act 1911 and matters under Native Vegetation Regulations 2003.

(b) Based on an agreed timeframe of eight weeks. The eight weeks begin at the time the Native Vegetation and Biodiversity Management Unit are supplied with or obtain all of the information required for the Native Vegetation Council to make a decision and ceases at the time the applicant receives notification of decision advice.

(c) Figures include native vegetation clearance approved under both the Native Vegetation Act 1991 and the Native Vegetation Regulations 2003. The ratio is calculated on those applications comprised of only native vegetation clearance that has been offset by the revegetation or protection of native vegetation. It does not include those applications offset by a monetary value or those applications comprised of both monetary and protection/revegetation offsets. Brush cutting applications are excluded from the statistics as no offset is required for these applications due to the natural regeneration of brush. This indicator will discontinue from 2010−11 as it is not a good example of tracking performance.

(d) Ratio represents the area of planted or managed vegetation in relation to the area of scattered trees cleared. This figure assumes that a scattered tree has an area of 0.05 hectares. This indicator will discontinue from 2010−11 as it is not a good example of tracking performance.

(e) The monitoring of this performance indicator will discontinue from 2010−11 as the target has been met. Ongoing monitoring will be undertaken through reporting against South Australia’s Strategic Plan target T3.1 ‘Lose no species’.

(f) Indicator now sits with Sub-program 1.3 ‘Client Services’.

(g) This indicator will discontinue from 2010−11 as the focus has changed from marine planning to marine parks.

(h) This indicator will discontinue from 2010−11 as the data is no longer being collected.

(i) Reporting of Coastal Protection Board advice on development applications accepted by planning authorities has ceased. This activity is primarily a board responsibility rather than departmental responsibility so is no longer reported.



Sub-program 1.2: Regional Delivery


Integrated delivery in the regions with a direct connection to natural resources management (NRM) boards.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 86 412 118 078 92 048 82 914

Income 36 061 46 419 47 833 37 600





reduced expenditure relating to Coorong, Lower Lakes and Murray Mouth (CLLMM) projects ($30 million)

reduced expenditure in 2011−12 resulting from the savings measures in the 2010−11 Budget ($2.9 million)

partially offset by

increased expenditure relating to fire management on DENR public land ($1.5 million).

The $10.4 million decrease in income is primarily due to reduced Commonwealth income relating to the CLLMM projects ($10 million).



the transfer of the State NRM Program from DENR administered items ($10.0 million)

reallocation between sub-programs of the NRM function transferred from the former Department of Water, Land and Biodiversity Conservation (DWLBC) ($5.6 million)

increased expenditure on the CLLMM projects ($10.6 million).


a variation to the CLLMM Early Works project ($5.9 million)

partially offset by increased income

for various projects funded by NRM boards ($1.0 million)

from the Commonwealth for Caring for Our Country projects ($1.0 million)

relating to seasonal fire fighting, funded by SA Water ($1.0 million)

due to realignment of revenue from corporate services ($0.7 million).



2010−11 Estimated Result /2009−10 Actual



additional expenditure relating to CLLMM projects ($6.6 million)

additional depreciation expense ($2.8 million).

The $8.8 million increase in income is primarily due to:


additional income for the CLLMM projects ($11.5 million).


Introduced a new DENR commercial tour licensing and permitting policy which introduces extended licence opportunities for commercial tourism in parks.

Progressed upgrading of visitor facilities including:

– completion of Stage 1 of the Seal Bay Boardwalk and visitor centre upgrade and introduction of new guided tour formats and interpretation for commercial operators

– completion of the Belair National Park main entry precinct works

– upgrades of the Lincoln National Park, including the Surfleet campground/day visitor area

– completion of Stage 2 of the road sealing and civil works on Stamford Hill day use area.

Released the regional integration plan ― Improving Natural Resource Management in South Australia: Regional Integration of South Australia’s Environment and Natural Resource Management Delivery. The eight NRM regions delivered significant projects in partnership with landholders, local councils and community volunteers.

Coordinated volunteer programs with approximately 1880 volunteers, contributing over 80 000 hours of in-kind labour across all components of the State NRM Program. In addition, 140 Friends of Parks and other volunteer groups assisted with approximately 6000 volunteers working on over 1450 projects in parks and reserves in areas such as biodiversity, education and promotion, heritage, trails and visitor management. Approximately 4000 people have also assisted with the Million Trees Program through projects and activities to achieve 200 000 local native plants established across public land.

Analysed the recommendations contained in the Victorian Royal Commission final report and confirmed the department’s approach for reducing the impact of bushfires on public lands. Despite above average rainfall in spring and summer, the department’s prescribed burning program to reduce fuels in strategic locations continued, along with the development of further risk based fire management plans, which now cover approximately 45 per cent of public lands managed by DENR.

Implemented the CLLMM revegetation and bioremediation project, funded through the Early Works project and the Commonwealth’s $10 million Lower Lakes Bioremediation and Revegetation initiative. In addition, the bund in the Narrung Narrows and the temporary flow regulator in the Goolwa Channel near Clayton were partially removed to allow the reconnection of the lakes and Coorong. DENR and the Department for Water are now working to fully remove these structures and the third regulator in Currency Creek.



Targets 2011−12

Complete Stage 2 of the upgrades to Seal Bay Boardwalk and visitor centre and undertake new marketing initiatives.

Complete the Gum and Main Ovals facilities upgrades at Belair National Park.

Continue with the prescribed burning program on DENR managed land, including five per cent treatment in high fire risk areas. Commence development of five fire management plans, including the development and completion of a code of practice for fire management on public land in South Australia. A strategic assessment will be finalised as a requirement under the Environment Protection and Biodiversity Conservation Act 1999 for DENR fire policy and procedures.

Implement projects and activities under the Million Trees Program to achieve 200 000 local native plants established across public land throughout Greater Adelaide.

Effectively deliver NRM services through an annual integrated business plan for each region to regionalise service delivery and the integration of services from eight boards, four departments and three tiers of governments.

Allocate $2.0 million to deliver over 130 projects as part of the NRM community grants scheme and increase the community in-kind labour contribution to NRM to 81 000 hours ($1.8 million).

Implement the CLLMM full program, with management actions detailed in the long-term plan and business case to be undertaken with funding from the Commonwealth Government.


2011−12

Target

2010−11 Estimated

Result 2010−11

Target 2009−10

Actual

No. of visits to all parks 4 600 000 4 540 000 4 650 000 4 500 000

Satisfaction rate with facilities(a) ― 90% 90% 90%

% of the population visiting parks(b) 39% 38% 38% 37%

Park revenue $10.45m $9.96m $9.96m $9.85m

Volunteer days spent on land management projects in parks each year(c)

22 000 21 000 21 000 26 420

% of River Murray Forest project sites audited(d) 100% 100% 100% n.a.

% of DENR staff who are trained and accredited fire fighters (including contractors)(e)

48% 43%(e) 36% 85%

% of DENR managed land covered by fire management plans 60% 50% ― ―

% of annual works programs implemented to meet fire management plan objectives(f):

prescribed burn program(g) 100% 56% ― ―

minor works program 100% 100% 100% 100%

Appointed additional staff under the Twenty New Rangers initiative(h) ― 4 4 5

No. of volunteer groups engaged in natural resources management activities(i)

550 545 542 537

No. of local native plants established through on-ground habitat restoration projects planned and delivered across public lands throughout Greater Adelaide under the Million Trees program(j)

200 000 ― ― ―

No. of community involvement activities at targeted project sites planned and delivered(j)

10 events ― ― ―

No. of people involved in community projects funded through partnerships with local government(j)

1 000 ― ― ―

No. of on-ground educational projects planned and delivered on school grounds(j)

20 ― ― ―

(a) Indicator will discontinue from 2010−11 as the target has been met.

(b) New indicator in line with new strategic direction to increase the percentage of South Australian’s visiting parks.

(c) Volunteer days are calculated based on a 7.5 hour day in accordance with Volunteering Australia standards.



(d) This indicator will continue to be measured through monitoring the performance of audits and plantings commissioned on private land.

(e) Calculated on the number of 494 brigade staff as a percentage of the total number of 1141 DENR staff (including staff transferred in from the Department for Water). Last financial year calculation was based on 1100 DENR staff.

(f) The annual prescribed burn program was hampered by above average rainfall in spring, summer and early autumn, which resulted in late curing of fuels and an increase in green growth.

(g) This figure is based on expected burns to be completed by DENR, SA Water and ForestrySA.

(h) In the 2006−07 Budget the government approved an ongoing commitment to create 20 additional park ranger positions. $7.2 million was approved for a four-year period from 2006−07 to 2009−10. The creation of 20 extra ranger positions has been achieved and will remain ongoing in line with the government’s budget approval. This indicator will discontinue from 2011−12.

(i) Note: there will be some overlap between the number of volunteers days reported by the department.

(j) This is a new indicator in 2011−12 so prior results are not available.

Sub-program 1.3: Client Services


Technical services, advice and information, largely to external clients.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 26 262 28 814 25 740 26 714

Income 4 265 4 237 4 512 4 966





reduced expenditure in 2011−12 resulting from the savings measures in the 2010−11 Budget and the 2008−09 Mid-Year Budget Review ($1.3 million)

reallocation of funding between sub-programs ($0.5 million).



reallocation between sub-programs of the natural resources management (NRM) function transferred from the former Department of Water, Land and Biodiversity Conservation (DWLBC) ($0.9 million)

reallocation of the 2010−11 Budget savings target between sub programs ($0.5 million)

increased expenditure relating to the NRM Research and Innovation Network ($0.2 million)

increased expenditure relating to the transfer of the State NRM Program from DENR administered items ($0.2 million).






an increase in depreciation expenditure ($0.2 million)

partially offset by

reduced expenditure relating to the 2010−11 Budget savings measures ($1.4 million).


reduced rental income ($0.5 million)

reallocation of revenue between sub-programs ($0.5 million).


Implemented 19 business improvement initiative (BII) information communication technology projects across the department to increase delivery capabilities and improve business processes.

Commenced the implementation of Science Directions 2010−2015 to improve strategic directions including the effectiveness of research partnerships for investment priorities, and to enhance scientific capabilities to inform policy and decision making.

Established the Natural Resource Management Research and Innovation Network to improve strategic scientific partnership between tertiary and government institutions.

Continued to develop the Environmental Information project in partnerships with the University of Adelaide, to develop a spatially integrated biological data model to meet the department’s scientific business requirements.

Commenced an e-commerce project to develop online systems for delivery of parks passes to improve delivery and capability.

Completed the spatial environment and online mapping upgrade of spatial delivery systems to a new technology platform to improve capabilities. The upgrade allows greater sharing of spatial data with other key government agencies through the Spatial Data Sharing Initiative (SDSI).

Further developed access to online State Herbarium publications and published them on the DENR internet site. The State Herbarium collection of preserved plant specimens exceeds one million.

Targets 2011−12

Implement the Heritage Register and Crown Lands Workflow business improvement initiatives (BII) to improve and automate development planning systems and improve business outcomes.

Implement the SDSI Agreement established through the Resource and Infrastructure (RI) cluster for the sharing of technical infrastructure and spatial information across government agencies.

Continue to improve the effectiveness of research investment and partnerships in order to inform decision making and policy development.

Increase the number of electronic transactional services delivered to stakeholders and the community in order to improve services and reduce costs.

The Flora of South Australia will be progressively published online as plant family descriptions are completed.



Program 2: Agency Leadership and Support


Provides strategic direction and positioning of DENR, the development of organisational capability, evaluation and reporting of its performance, and the provision of a range of business support services.

Sub-programs

2.1 Strategy

2.2 Corporate Services


2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses





Intra-government transfers ........................................... ― ― ― 4

Other expenses ............................................................ 310 350 295 4 254

Total expenses 30 012 36 745 33 801 43 953

Income

Intra-government transfers ........................................... 123 451 ― 691

Sales of goods and services......................................... 84 74 199 128

Net gain or loss from disposal of assets ....................... ― ― ― -588

Other income................................................................ 215 218 1 046 1 108

Total income 422 743 1 245 1 339


Sub-program 2.1: Strategy


Departmental strategic direction, governance and community engagement.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 7 123 8 432 7 912 8 041

Income 31 31 31 426







reallocation of funding between sub-programs ($0.6 million)

reduced expenditure in 2011−12 resulting from the savings measures in the 2010−11 Budget ($0.2 million).


The $0.5 million increase in expenses is primarily due to the reallocation between sub-programs of the NRM function transferred from the former Department of Water, Land and Biodiversity Conservation (DWLBC) ($0.3 million).


The $0.4 million increase in expenses is primarily due to the variance identified above between the 2010−11 Budget and 2010−11 Estimated Result.

The $0.4 million decrease in income is primarily due to once-off revenue in 2009−10 for reimbursement of salaries for seconded staff.


Developed a strategic branding and marketing plan for the parks of South Australia and related campaign marketing plans for three priority commercial or revenue raising sites.

Launched a new citizen centric website for DENR that provides up-to-date information about the department’s products and services, with ‘web2’ capacity for interactive community engagement. The website includes a quarterly online publication called Landscapes which presents a collection of stories that celebrate the environmental achievements of the department.

Ran a series of free community events under the Stirring the Possum banner aimed at engaging the community and the corporate sector in creating a sustainable South Australia.

Implemented a governance framework and a legislative compliance framework that outlines how the department is governed and controlled, taking into account legislation, DENR planning strategies and accountability and compliance mechanisms.

Implemented a policy development toolkit to provide direction and guidance for staff to develop policies that meet our responsibilities under the Acts assigned to our minister as well as whole of government Acts and instruments.

In consultation with government agencies, released a discussion paper on South Australia's Strategic Plan environmental targets that aligns with DENR’s corporate direction, for targeted stakeholder consultation.

Targets 2011−12

Develop a cultural development strategy to support the delivery of the DENR corporate plan.

Review the department’s planning, reporting, monitoring and evaluation framework.

Run a series of free community events under the Stirring the Possum banner aimed at engaging the community and the corporate sector in creating a sustainable South Australia.

Develop and implement a grants management framework.



Sub-program 2.2: Corporate Services


Financial, facilities and assets, risk management, human resources and occupational health and safety.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 22 889 28 313 25 889 35 912

Income 391 712 1 214 913






once-off expenditure relating to targeted voluntary separation package (TVSP) payments ($1.1 million)


reduced expenditure relating to the Shared Services SA annual price review ($0.7 million)

once-off contribution from the Environment Protection Authority for the Electronic Document and Records Management Solution ($0.2 million).

The $0.3 million decrease in income is primarily due to a once-off contribution:

from the Environment Protection Authority for the Electronic Document and Records Management Solution ($0.2 million)

for the Strategic Water Information project ($0.2 million).



once-off expenditure relating to targeted voluntary separation package (TVSP) payments ($1.1 million)

reallocation between sub-programs of the natural resources management (NRM) function transferred from the former Department of Water, Land and Biodiversity Conservation (DWLBC) ($0.6 million).


realignment of revenue between sub-programs ($0.7 million)

partially offset by

a once-off contribution from the Environment Protection Authority for the electronic document and records management solution ($0.2 million).





the variance identified above between the 2010−11 Budget and 2010−11 Estimated Result

increased targeted voluntary separation package (TVSP) payments made in 2009−10 ($7.1 million)

once-off expenditure in 2009−10 relating to contributed assets transferred to the Board of Botanic Gardens and State Herbarium ($3.1 million).


Completed the build phase of the electronic document and records management system (EDRMS) and launched the first group of business units using the software.

Approved the agency’s leadership and management development framework with the conclusion of the 2010 Emerging Leaders Program. The program will recommence in 2011.

Introduced the e-procurement system in association with Shared Services SA.

Implemented the machinery of government changes effective from 1 July 2010 in which certain natural resources management functions and State Flora operations transferred from the former DWLBC to DENR.

Implemented a central business district strategic accommodation plan and commenced a regional accommodation review.

Progressed the elimination of occupational health, safety and welfare system non-conformances.

Targets 2011−12

Undertake phase 2 of the review of the chart of accounts.

Implement Timewise (electronic timesheet system) modules for fire management and weekly paid employees by December 2011.

Continue the roll-out of the new EDRMS across DENR as part of a three-year transition.

Launch an online learning and development system and e-learning modules.

Continue the review of regional accommodation and commence implementation of associated outcomes.

Complete DENR strategic asset management plans, park asset management plans and regional asset plans.



Program 3: Botanic Gardens


Management of the natural and cultural resources of the Botanic Gardens to advance plant appreciation, knowledge and conservation through our natural and cultural collections and programs.


2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses




Intra-government transfers ........................................... ― 93 ― 90

Other expenses ............................................................ 5 4 90 46

Total expenses 7 819 8 874 8 324 8 474

Income


Other grants.................................................................. 224 275 204 15

Sales of goods and services......................................... ― ― 4 570

Other income(a) ............................................................. 28 45 ― 27

Total income 3 884 2 556 2 308 2 610


(a) Data for previous years has been disaggregated to facilitate comparison.






reduced expenditure on the Sustainable Landscape program ($0.1 million)

transfer from investing to operating expenditure for the Adelaide Botanic Garden’s Aquifer Storage and Recovery (ASR) project ($0.1 million).


an increase in Commonwealth income relating to the ASR project ($1.5 million)

partially offset by

additional income for the Museum of Economic Botany project in 2010−11 ($0.2 million).





increased expenditure on the Sustainable Landscape program ($0.1 million)

transfer from investing to operating for the ASR project ($0.1 million)

additional expenditure funded from the Board of Botanic Gardens and State Herbarium for an event coordinator in the Botanic Gardens ($0.1 million).

The $0.2 million increase in income is primarily due to increased income for the Museum of Economic Botany project.


The $0.4 million increase in expenses is primarily due to the variances identified above between the 2010−11 Budget and 2010−11 Estimated Result.


Completed the visitor accessibility and safety upgrade of Botanic Park including finalisation of the Plane Tree Drive car park modifications and pedestrian and bicycle pathways.

Commenced construction of the First Creek Wetland and ASR project which will ultimately reduce Adelaide Botanic Garden’s reliance on potable mains water, as well as providing an educational facility for schools, community and industry.

Launched the Native Garden Trail and brochure, as part of the Native Garden Initiative, promoting and demonstrating the use of native plants in South Australian gardens.

Completed construction of the new landscape elements for the Garden of Health and finalised the development of the new western entrance precinct.

Delivered education and community programs to build capacity in existing and emerging kitchen gardens in schools and communities in South Australia.

Achieved conservation of 57 per cent of South Australia’s scheduled threatened native plant species in the Adelaide Botanic Garden’s conservation seed bank.

Targets 2011−12

Complete earthworks for the First Creek Wetland and ASR project prior to planting of appropriate wetland plant species and implementation of the education and interpretative elements (to be completed in 2012−13).

Opening of the western entrance of the Adelaide Botanic Garden, including the launch of the completed Garden of Health.

Progress plans for development of a kitchen garden.

Continue the focus on collection, study and long-term storage of South Australian plant species through the Botanic Gardens Seed Conservation program and active engagement in national and international collaborative conservation partnerships.

Undertake a remodelled Sustainable Landscapes program using the green infrastructure framework to maintain and improve urban liveability and to drive sustainability and resilience to climate change.




2011−12

Target2010−11

Estimated Result2010−11

Target 2009−10

Actual

No. of visits to the Botanic Gardens of Adelaide 1 800 000 1 800 000 1 800 000 1 805 000

No. of major cultural events 7(d) 8(c) 8(b) 9(a)

% satisfaction rate with facilities 97% 97% 97% 97%

% of South Australian threatened plant species safeguarded in the conservation seedbank(e)

59% 57% ― ―

No. of participants in formal plant-based learning programs 45 000 45 000 ― ―

(a) SALA (South Australian Living Arts) Festival, Tasting Australia, Parklife, National Rose Trial Public Judging, ASO Alfresco Adelaide, Moonlight Cinema, Blackwood Lions Music Festival, Adelaide Fringe, WOMADelaide.

(b) SALA Festival, Parklife, ASO Alfresco Adelaide, Moonlight Cinema, Blackwood Lions Music Festival, Adelaide Fringe, ASO Alfresco Mount Lofty, WOMADelaide.

(c) SALA Festival, Parklife, ASO Alfresco Adelaide, Moonlight Cinema, Blackwood Lions Music Festival, Adelaide Fringe, ASO Alfresco Mount Lofty, WOMADelaide.

(d) SALA Festival, Parklife, Moonlight Cinema, Blackwood Lions Music Festival, Adelaide Fringe, ASO Alfresco Mount Lofty, WOMADelaide.

(e) Partially dependent on external funding.



Department for Environment and Natural ResourcesStatement of comprehensive income___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000

Expenses

Employee benefit expenses Salaries, wages, annual and sick leave ............................ 69 184 76 704 68 936 67 025 Long service leave ............................................................ 2 828 2 885 2 700 2 708 Payroll tax ......................................................................... 4 114 4 569 3 703 3 756 Superannuation ................................................................ 8 025 8 925 7 090 6 857 Other ................................................................................. 2 798 4 144 3 027 11 619Supplies and services General supplies and services .......................................... 59 887 89 800 79 657 63 307 Consultancy expenses ...................................................... 219 115 215 93Depreciation and amortisation expenses .............................. 20 755 21 255 21 255 18 113Grants and subsidies ............................................................ 2 602 4 821 3 229 3 957Intra-government transfers ................................................... 5 194 7 210 3 532 257Other expenses .................................................................... 1 111 1 222 1 111 5 250

Total expenses 176 717 221 650 194 455 182 942

Income

Commonwealth revenues ..................................................... 4 956 10 337 5 928 5 522Intra-government transfers ................................................... 21 098 23 614 29 894 21 080Other grants .......................................................................... 1 699 1 823 2 233 800Fees, fines and penalties ...................................................... 745 748 732 739Sales of goods and services ................................................. 20 369 19 235 17 113 17 057Interest revenues .................................................................. 122 119 119 160Net gain or loss from disposal of assets ............................... — — — -588Other income ........................................................................ 1 237 1 236 3 263 2 061

Total income 50 226 57 112 59 282 46 831



Income Appropriation .................................................................... 126 491 144 763 136 273 120 564 Other income .................................................................... — 1 460 — 8 165

Net income from/expenses to state government 126 491 146 223 136 273 128 729

Net result — -18 315 1 100 -7 382


Changes in property, plant and equipment assetrevaluation surplus ................................................................ — — — -279

Total comprehensive result — -18 315 1 100 -7 661



Department for Environment and Natural ResourcesStatement of financial position___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000

Assets

Current assetsCash and cash equivalents ................................................... 73 948 87 908 84 331 102 639Receivables .......................................................................... 5 832 5 832 9 539 5 832Inventories ............................................................................ 2 364 2 364 2 303 1 202Other current assets ............................................................. 861 861 436 861


Non current assetsFinancial assets .................................................................... 3 3 3 3Land and improvements ....................................................... 279 623 260 179 260 433 264 195Plant and equipment ............................................................. 42 565 44 352 50 559 42 104Heritage assets ..................................................................... 1 539 1 539 1 564 1 539Intangible assets ................................................................... 1 427 1 967 2 382 2 357Other non-current assets ...................................................... — 555 555 —


Total assets 408 162 405 560 412 105 420 732

Liabilities

Current liabilitiesPayables ............................................................................... 19 935 19 935 22 239 19 629Employee benefits Salaries and wages .......................................................... 179 179 — 2 261 Annual leave ..................................................................... 6 029 5 796 5 788 5 038 Long service leave ............................................................ 1 196 1 174 1 782 1 089Short-term provisions ............................................................ 318 313 310 354Other current liabilities .......................................................... 834 834 637 834


Non current liabilitiesLong-term employee benefits Long service leave ............................................................ 20 812 18 528 18 363 14 893Long-term provisions ............................................................ 1 327 1 269 1 180 1 167Other non-current liabilities ................................................... 1 220 1 220 1 633 1 220



Net assets 356 312 356 312 360 173 374 247

Equity


Total equity 356 312 356 312 360 173 374 247




Department for Environment and Natural ResourcesStatement of cash flows___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000


Cash outflowsEmployee benefit payments ................................................. 83 855 97 968 85 739 93 556Payments for supplies and services ..................................... 60 106 89 915 79 872 74 098Grants and subsidies ............................................................ 2 602 4 821 3 229 4 092Intra-government transfers ................................................... 5 194 7 210 3 532 257Other payments .................................................................... 1 048 1 161 1 046 1 237


Cash inflowsIntra-government transfers ................................................... 21 098 23 614 29 894 21 080Commonwealth receipts ....................................................... 4 956 10 337 5 928 5 522Other grants .......................................................................... 1 699 1 823 2 233 3 160Fees, fines and penalties ...................................................... 745 748 732 739Sales of goods and services ................................................. 20 369 19 235 17 113 22 419Interest received ................................................................... 122 119 119 145GST received ........................................................................ — — — 6 027Other receipts ....................................................................... 1 237 1 236 3 263 2 061


State government

Appropriation ........................................................................ 126 491 144 763 136 273 120 564Other receipts ....................................................................... — 1 460 — 8 165

Net cash provided by state government 126 491 146 223 136 273 128 729



Cash outflowsPurchase of property, plant and equipment .......................... 37 872 16 991 28 272 17 438


Cash inflowsProceeds from sale of property, plant and equipment .......... — — — 27

Cash generated from investing activities — — — 27


Net increase (+)/decrease (-) in cash equivalents -13 960 -14 731 -6 135 -769




Assets received (+) / donated (-) free of charge ................... — — — -3 082



Administered items for the Department for Environment and Natural ResourcesStatement of comprehensive income___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000

Expenses

Employee benefit expenses Salaries, wages, annual and sick leave ............................ 384 377 380 157 Long service leave ............................................................ 3 3 3 15 Payroll tax ......................................................................... 7 7 7 33 Superannuation ................................................................ 12 12 12 52 Other ................................................................................. — — — 155Supplies and services General supplies and services .......................................... 2 114 3 096 14 363 2 153Depreciation and amortisation expenses .............................. 2 163 2 163 2 163 2 205Grants and subsidies ............................................................ 6 047 10 964 9 646 5 048Intra-government transfers ................................................... 33 359 42 168 40 504 1 439Other expenses .................................................................... 482 3 659 1 111 3 709

Total expenses 44 571 62 449 68 189 14 966

Income

Taxation ................................................................................ 92 92 18 — Commonwealth revenues ..................................................... 17 346 17 346 17 346 — Intra-government transfers ................................................... 9 125 9 359 11 320 190Other grants .......................................................................... 89 89 89 — Fees, fines and penalties ...................................................... 1 985 2 591 1 998 1 204Sales of goods and services ................................................. 842 842 681 906Interest revenues .................................................................. 182 892 567 155Net gain or loss from disposal of assets ............................... — — — 3 444Resources received free of charge ....................................... — 6 310 5 250 3 081Other income ........................................................................ 291 118 944 1 308

Total income 29 952 37 639 38 213 10 288


Income Appropriation .................................................................... 11 100 13 527 22 072 5 347


Net result -3 519 -11 283 -7 904 669



Total comprehensive result -3 519 -11 283 -7 904 1 696



Administered items for the Department for Environment and Natural ResourcesStatement of financial position___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000

Assets

Current assetsCash and cash equivalents ................................................... 13 693 14 878 12 864 9 207Receivables .......................................................................... 774 774 1 013 310Inventories ............................................................................ 207 207 154 207


Non current assetsLand and improvements ....................................................... 114 568 116 478 111 460 79 794Plant and equipment ............................................................. 3 359 3 587 2 038 3 814Heritage assets ..................................................................... 5 906 5 906 5 878 5 906


Total assets 138 507 141 830 133 407 99 238

Liabilities

Current liabilitiesPayables ............................................................................... 4 268 4 268 1 318 3 719Short-term borrowings .......................................................... — — 796 —



Net assets 134 239 137 562 131 293 95 519

Equity


Total equity 134 239 137 562 131 293 95 519




Administered items for the Department for Environment and Natural ResourcesStatement of cash flows___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000


Cash outflowsEmployee benefit payments ................................................. 406 399 402 412Payments for supplies and services ..................................... 2 114 3 096 14 363 2 135Grants and subsidies ............................................................ 6 047 10 964 9 646 5 048Intra-government transfers ................................................... 33 359 42 168 40 504 1 439Other payments .................................................................... 482 3 659 1 111 3 655


Cash inflowsTaxation ................................................................................ 92 92 18 — Intra-government transfers ................................................... 9 125 9 359 11 320 190Commonwealth receipts ....................................................... 17 346 17 346 17 346 — Other grants .......................................................................... 89 89 89 — Fees, fines and penalties ...................................................... 1 985 2 591 1 998 1 267Sales of goods and services ................................................. 842 842 681 1 088Interest received ................................................................... 182 892 567 149Other receipts ....................................................................... 291 118 944 1 308


State government

Appropriation ........................................................................ 11 100 13 527 22 072 5 347


Net cash provided by (+)/used in (-) operating activities -1 356 -15 430 -10 991 -3 340


Cash outflowsPurchase of property, plant and equipment .......................... 25 113 3 231

Cash used in investing activities 25 113 3 231

Cash inflowsProceeds from sale of property, plant and equipment .......... 196 3 485 937 6 629

Cash generated from investing activities 196 3 485 937 6 629

Net cash provided by (+)/used in (-) investing activities 171 3 372 934 6 398



Administered items for the Department for Environment and Natural ResourcesStatement of cash flows___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000

Financing activities

Cash inflowsProceeds from restructuring activities ................................... — 17 729 17 729 —

Cash generated from financing activities — 17 729 17 729 —

Net cash provided by (+)/used in (-) financing activities — 17 729 17 729 —

Net increase (+)/decrease (-) in cash equivalents -1 185 5 671 7 672 3 058




Assets received (+) / donated (-) free of charge ................... — 6 310 5 250 3 081






Expenses


reduced expenditure in 2011−12 relating to Coorong, Lower Lakes and Murray Mouth (CLLMM) projects ($30 million)


once-off expenditure relating to targeted voluntary separation package (TVSP) payments in 2010−11 ($1.1 million)

reduced expenditure on the Adelaide Living Beaches project ($1.0 million)

reduced expenditure on a number of externally funded programs ($0.9 million)

reduced expenditure as a result of full-time equivalent (FTE) savings in the 2008−09 Mid-Year Budget Review ($0.8 million)

reduced expenditure relating to the Shared Services SA price review for 2011−12 ($0.7 million)

partially offset by

increased expenditure relating to fire management on DENR public land ($1.5 million).

Income


reduced income in 2011−12 relating to CLLMM projects ($10 million)

reduced income for various small externally funded projects ($0.5 million)

partially offset by

increase in the 2010−11 Budget revenue target ($2.9 million)

increase in Commonwealth income relating to the Adelaide Botanic Garden’s Aquifer Storage and Recovery project (ASR) ($1.5 million).


The $2.6 million increase in total assets is primarily due to:

growth in non current assets ($16.6 million) due to the 2011−12 capital program ($37.9 million) exceeding depreciation ($20.8 million)

partially offset by

a reduction in cash holdings primarily due to a decrease in the accrual appropriation excess funds account as a result of the annual Department of Treasury and Finance review ($13.1 million).

The increased 2011−12 capital program is primarily due to the Adelaide Living Beaches project ($20.9 million).

The $2.6 million increase in total liabilities is primarily due to growth in accruing leave entitlements.





Statement of comprehensive income — administered

Expenses


National Action Plan (NAP) and Natural Heritage Trust programs nearing completion ($10.8 million)

payments to the Consolidated Account relating to the sale of Crown lands ($2.5 million)

a decrease in expenditure for the Native Vegetation Fund ($1.6 million)

grant funding to the Royal Zoological Society of South Australia pulled forward from 2011−12 to 2010−11 ($1.0 million)

a decrease in expenditure for the Board of Botanic Gardens and State Herbarium ($0.9 million)

Caring for Our Country grant refunds to be returned to the Commonwealth in 2010−11 ($0.6 million).

Income


once-off receipts of donated land in 2010−11 ($6.4 million)

Native Vegetation Fund additional revenue received in 2010−11 ($0.6 million)

Caring for Our Country grant refund revenue received in 2010−11 ($0.3 million).

Statement of financial position — administered

The $3.3 million decrease in net assets is primarily due to:

a reduction in non-current assets due to increased accumulated depreciation ($2.1 million)

a reduction in cash holdings ($1.2 million).

Statement of cash flows — administered


The $3.3 million decrease in investing receipts is primarily due to additional sales of surplus Crown lands in 2010−11.



Additional information for administered items for the Department of Environment and Natural Resources Statement of cash flows

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000


Cash outflows

Employee benefit payments

Botanic Gardens and State Herbarium Board Trust.......... 80 80 90 91

Coast Protection Fund ...................................................... ― ― ― 12

Dog and Cat Management Board ..................................... 63 61 61 66

Parliamentary salaries and electorate and expense allowances ........................................................................ 263 258 251 243


Botanic Gardens and State Herbarium Board Trust.......... 588 1 000 1 083 519

Coast Protection Fund ...................................................... 141 138 111 139

Dog and Cat Management Board ..................................... 1 237 1 411 1 247 772

War concessions............................................................... 8 8 8 ―

Surplus Land and Property Sales Account ....................... ― 93 93 705

Native Vegetation Fund .................................................... 130 111 69 91

Pastoral Board .................................................................. 10 10 10 7

NRM Fund ........................................................................ ― ― ― 32

NAP for Salinity and Water Quality ................................... ― 185 ― 3

Natural Heritage Trust....................................................... ― 50 ― ―

Caring for Our Country...................................................... ― 90 ― ―

Complementary State NRM Program ............................... ― ― 11 742 ―

Grants and transfers

Botanic Gardens and State Herbarium Board Trust.......... 655 1 286 580 1 376


Dog and Cat Management Board ..................................... ― ― ― 165

Royal Zoological Society of SA Inc ................................... 2 626 3 626 3 126 3 126

Adelaide City Council parklands ....................................... 1 390 1 356 1 356 1 315

War concessions............................................................... ― ― ― 8

Surplus Land and Property Sales Account ....................... ― ― ― 19

NRM Alliance Fund ........................................................... ― ― ― 518

NRM Fund ........................................................................ 13 128 12 794 11 738 11 741

Natural Heritage Trust....................................................... ― 2 483 2 256 92

NAP for Salinity and Water Quality ................................... 1 170 8 598 8 542 7 725

Caring for Our Country...................................................... 17 346 17 993 17 492 19 178

Complementary State NRM Program ............................... ― ― 758 14 423

Payroll tax subsidy paid to NRM boards ........................... 700 1 035 1 035 ―

Native Vegetation Fund .................................................... 2 005 3 574 2 762 3 214

Other Payments

Surplus Land and Property Sales Account ....................... 196 2 741 193 3 655

Botanic Gardens and State Herbarium Board Trust.......... 36 35 35 ―

NAP for Salinity and Water Quality ................................... 250 883 883 ―



2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000


Cash inflows

Taxation

NRM Fund ........................................................................ 92 92 18 ―


Botanic Gardens and State Herbarium Board Trust.......... ― ― ― 180

Dog and Cat Management Board ..................................... ― ― ― 10


NRM Fund(a)...................................................................... 9 125 8 851 11 320 9 879

Caring for Our Country...................................................... 17 346 17 671 17 346 17 522

Natural Heritage Trust....................................................... ― 183 ― 631

NAP for Salinity and Water Quality ................................... ― ― ― 696

Complementary State NRM Program ............................... ― ― ― 139

Native Vegetation Fund .................................................... ― ― ― 933

Other grants

Botanic Gardens and State Herbarium Board Trust.......... 89 89 89 ―


Fees, fines and penalties

Dog and Cat Management Board ..................................... 1 279 1 272 1 289 1 115



NRM Fund ........................................................................ ― ― ― 772

Native Vegetation Fund .................................................... 625 1 239 625 1 367




Native Vegetation Fund .................................................... 10 10 10 ―

Interest received


Dog and Cat Management Board ..................................... 21 21 21 34


NAP for Salinity and Water Quality ................................... 20 420 235 527

NRM Fund ........................................................................ ― ― ― 91

Natural Heritage Trust....................................................... ― 50 ― ―

Caring for Our Country...................................................... ― 90 ― ―

Other receipts

Botanic Gardens and State Herbarium Board Trust.......... 291 118 944 1 307

Coast Protection Fund ...................................................... ― ― ― 1




2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

State government

Appropriation


Royal Zoological Society of SA Inc ................................... 2 626 3 626 3 126 3 126

Adelaide City Council parklands ....................................... 1 390 1 356 1 356 1 315

War concessions............................................................... 8 8 8 8

Parliamentary salaries and electorate and expense allowance.......................................................................... 263 258 251 243


NRM Fund ........................................................................ 3 911 3 851 400 2 676


Payroll tax subsidy paid to NRM boards ........................... 700 1 035 1 035 1 002

NAP for Salinity and Water Quality ................................... 700 1 919 1 919 ―

Complementary State NRM Program ............................... ― ― 12 500 14 500

Pastoral Board .................................................................. 15 13 13 13


Net cash provided by (+)/used in (-) operating activities -1 356 -15 430 -10 991 -8 110


Cash outflows Purchase of property, plant and equipment

Botanic Gardens and State Herbarium Board Trust.......... 20 20 ― 84

Dog and Cat Management Board ..................................... ― 90 ― 147

Pastoral Board .................................................................. 5 3 3 ―

Cash used in investing activities 25 113 3 231

Cash inflows Proceeds from sale of property, plant and equipment

Surplus Land and Property Sales Account ....................... 196 3 485 937 6 629

Cash generated from investing activities 196 3 485 937 6 629

Net cash provided by (+)/used in (-) investing activities 171 3 372 934 6 398


Cash inflows

Proceeds from restructuring activities ............................... ― 17 729 17 729 ―

Net cash provided by (+)/used in (-) financing activities ― 17 729 17 729 ―

Net increase (+)/decrease (-) in cash equivalents -1 185 5 671 7 672 -1 712

Cash and cash equivalents at the start of the financial year (as at 1 July)

14 878 9 207 5 192 29 753

Cash and cash equivalents at the end of the financial year (as at 30 June)

13 693 14 878 12 864 28 041



Additional information for administered items for the Department of Environment and Natural Resources Reconciliation to statement of cash flows

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Reconciliation to operating payments

Operating payments (as per additional information for administered items) ................................................................ 42 408 60 286

66 026 69 713

Less: Transferred in:

Various NRM functions from the Department for Water administered items............................................................ ― ― 57 024

Equals: Operating payments (as per administered items statement of cash flows)

42 408 60 286 66 026 12 689

Reconciliation to operating receipts

Operating receipts (as per additional information for administered items) ................................................................ 29 952 31 329 32 963 37 132

Less: Transferred in:

Various NRM functions from the Department for Water administered items............................................................ ― ― ― 33 130

Equals: Operating receipts (as per administered items statement of cash flows)

29 952 31 329 32 963 4 002

(a) The NRM Fund was transferred from the Department for Water (DFW) on 1 July 2010. In previous years, NRM water levy revenue was recognised as taxation revenue in DFW. From 2010−11, DFW will collect the NRM water levy and transfer it to DENR for receipt into the NRM Fund.





Agency: Environment Protection Authority


123



Contents

Objective..................................................................................................................................... 126

Ministerial responsibilities........................................................................................................... 126

Workforce summary ................................................................................................................... 126

Program net cost of services summary ...................................................................................... 126

Investing expenditure summary..................................................................................................127

Program 1: Environment and Radiation Protection.................................................................. 128





Objective

To achieve a clean, healthy and valued environment that supports social and economic wellbeing for all South Australians now and in the future.



The Hon. P Caica


1. Environment and Radiation Protection

1.1 Environment Protection

1.2 Radiation Protection

Statutes


Workforce summary

FTEs as at 30 June

Agency 2011−12

Budget(a)

2010−11 Estimated


Environment Protection Authority ...................................................... 213.8 211.8 210.0

Total 213.8 211.8 210.0

(a) The 2011−12 Budget and 2010−11 Estimated Result reflects the established FTE caps.




2011−12Budget

2010−11Estimated


2009−10Actual

Program $000 $000 $000 $000

1. Environment and Radiation Protection................ -2 525 3 242 3 578 4 257

Total -2 525 3 242 3 578 4 257




2011−12Budget

2010−11Estimated


2009−10Actual

Investments $000 $000 $000 $000

Existing projects

Licensing Information Technology System ............ 2 070 430 1 500 —

Total existing projects 2 070 430 1 500 —

Annual programs

Annual programs.................................................... 555 541 541 692

Total annual programs 555 541 541 692

Total investing expenditure 2 625 971 2 041 692



Program 1: Environment and Radiation Protection


To achieve a clean, healthy and valued environment that supports social and economic wellbeing for all South Australians now and in the future.

Sub-programs

1.1 Environment Protection

1.2 Radiation Protection


2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses



Depreciation and amortisation expenses...................... 973 966 1 499 980



Other expenses ............................................................ 236 228 228 304

Total expenses 43 487 39 270 39 462 42 937

Income

Commonwealth revenues............................................. 112 121 90 291

Intra-government transfers ........................................... 439 498 434 1 080

Fees, fines and penalties.............................................. 45 248 35 166 35 094 37 286

Sales of goods and services......................................... 111 113 164 —

Interest revenue............................................................ 102 102 102 139

Net gain or loss from disposal of assets ....................... — — — -149

Other income................................................................ — 28 — 33

Total income 46 012 36 028 35 884 38 680

Net cost of providing services -2 525 3 242 3 578 4 257

Sub-program 1.1: Environment Protection


Environmental Goals ― these goals have a long time horizon and are met through both direct Environment Protection Authority (EPA) regulatory and policy effort as well as through collaboration with others in government, industry and the community. The environmental goals associated with the purpose and objectives for this sub-program are:

clean and healthy air

land and water that is fit for purpose

communities protected from unacceptable noise

sustainable use of resources.



The EPA exercises the powers, functions and duties of the Environment Protection Act 1993 to minimise, monitor and evaluate human impacts on the environment by:

administering and enforcing the Act

licensing, inspecting and auditing activities that have an impact on the environment

undertaking environmental assessment of new developments

delivering avoidance and reduction programs for water, catchments, air, noise and waste

promoting best practice compliance and resource efficiency programs for licensees

providing support to local government

monitoring and reporting on air and water quality

assessing and reporting on industry monitoring programs

delivering a program of works to improve water quality in the Mount Lofty Ranges watershed and Murraylands

developing statutory and non-statutory environmental policies

undertaking state of the environment reporting.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 42 287 38 045 38 237 41 696

Income 43 460 34 554 34 410 37 185

Net cost of sub-program -1 173 3 491 3 827 4 511




an increase in the transfer of solid waste levy revenue to Zero Waste SA ($3.5 million)

the illegal dumping taskforce initiative ($0.8 million).


an increase in solid waste levy revenue ($7.0 million)

an increase in other revenue to meet the EPA full cost recovery target ($1.8 million).





once−off expenditure in 2009−10 for:

– targeted voluntary separation package (TVSP) reimbursements ($2.0 million)

– externally funded projects ($0.5 million)

a decrease in office accommodation expenditure ($0.6 million).



The $2.6 million decrease in income is primarily due to a decrease in:

licence fee revenue ($1.6 million)

externally funded projects ($0.7 million).


Consulted with stakeholders and industry groups on the new Environment Protection (Waste to Resources) Policy, to encourage awareness of responsibilities under the new policy. Progressed the development of guidance materials as part of the first year of the three-year implementation plan for the policy.

Worked actively with South Australian businesses to expand on the Sustainable Licence program that promotes beyond compliance and sustainability outcomes.

Worked with the Murray-Darling Basin Authority and other key stakeholders to ensure appropriate water quality environmental values were incorporated into the Guide to the Proposed Basin Plan.

Completed development of the technical content of the Code of Practice for Managed Aquifer Recharge and the Code of Practice for Industrial Retail and Commercial Premises.

Completed a consultative review of the Guidelines for the Site Contamination Audit System and the Guidelines for Assessment and Remediation of Groundwater Contamination.

Implemented changes to allow for responding to new questions under the Land and Business (Sale and Conveyancing) Act 1994.

Provided management, scientific and operational input into the delivery of the Save the River Murray program and the SA Drought Response program.

Developed aquatic ecosystem condition reports in consultation with other portfolio partners and in support of the Water for Good plan ‘Action 46’.

Targets 2011−12

Improve the accessibility of information held by the EPA.

Continue to progress improvements to the EPA licensing system.

Finalise the LeFevre Peninsula Strategy as a pilot for the State Air Quality Plan.

Implement the Environment Protection (Waste to Resources) Policy and related resource recovery specifications.




2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

Improved air quality as indicated by the number of days per calendar year where the air quality NEPM PM10 particle standard of 50 micrograms of particles per cubic metre air is exceeded at the following sites:

LeFevre No more than 5 days

1 day No more than 5 days

6 days

Christie Downs No more than 5 days

0 days No more than 5 days

7 days

Elizabeth No more than 5 days


4 days

Netley No more than 5 days


6 days

Improved air quality in Port Pirie as measured by the annual average concentration for airborne lead:

Frank Green Park Not to exceed

0.5 µg/m3

0.18 µg/m3 Not to exceed 0.5 µg/m3

0.21 µg/m3

Port Pirie Ellen Street Not to exceed

1.80 µg/m3


2.45 µg/m3

Port Pirie Oliver Street Not to exceed

0.5 µg/m3


0.32 µg/m3

Pirie West Primary School Not to exceed

0.5 µg/m3


0.62 µg/m3

Improved air quality in Whyalla as indicated by a decrease in the number of exceedences of the air quality NEPM PM10 particle standard (50 micrograms of particles per cubic metre air), measured at Schulz Reserve

No more than 5 days

0 days Not to exceed more than 5 days

8 days

% of priority water bodies where community agreed environmental values and water quality objectives have been developed

n.a.(a) n.a.(a) n.a.(a) 1 of 8 NRM regions completed (12.5%) and 1 region commenced

Minimise industrial emission loads to air and water across South Australia as indicated by % change per financial year reported for calculated key pollutant loads of air and water emissions from major point sources and licensees reporting to the National Pollutant Inventory in both years over the 5-year timeframe

n.a.(b) n.a.(b) No increase Decreases in all water discharges and in all air emissions. Comparing 2008−09 to 2003−04

Ensure activities of licensees comply with the Act, through the number of inspections of licensed premises, audits and other environmental measures

650 inspections

654 inspections(c)

900 inspections

961 inspections

% of development plan amendment responses made within statutory timeframes

100% 100% 100% 94%

% of development application responses and approvals made within statutory timeframe

100% 90% 100% 96%

Support to local government to deliver local environment protection services

n.a.(d) 50 councils supported

50 councils supported

50 councils supported

(a) This indicator has been discontinued.

(b) This indicator has been discontinued. A new indicator is currently being developed.

(c) In 2010−11 the methodology for recording inspections changed from ‘number of EPA officers’ undertaking an inspection to ‘number of sites’ inspected. Number of sites inspected is considered to be a more appropriate measure than number of EPA officers.

(d) A new model for environmental service delivery is under development, including new performance indicators.



Sub-program 1.2: Radiation Protection


Environmental Goals ― these goals have a long time horizon and are met through both direct EPA regulatory and policy effort as well as through collaboration with others in government, industry and the community. The environmental goal associated with the purpose and objectives for this sub-program is:

communities protected from unacceptable radiation.

The EPA exercises the powers, functions and duties of the Radiation Protection and Control Act 1982 to minimise adverse impacts of radiation on human health and the environment by:

administration and enforcement of the Act

assessment of applications for new radiation sources, premises and users

monitoring and surveillance of radiation management at operating uranium mines and former mining and milling sites

monitoring and surveillance of radiation use by industry, science, medicine, the public and in the environment

development of options and assessment of proposals for radioactive waste management

assessment of proposals for new projects involving radiation or radioactive materials

development and review of statutory and non-statutory radiation protection policies

provision of advice on ionising and non-ionising radiation protection to government departments, workers, industry and the public.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 1 200 1 225 1 225 1 241

Income 2 552 1 474 1 474 1 495

Net cost of sub-program -1 352 -249 -249 -254



The $1.1 million increase in income is primarily due to an increase in radiation licence fees under the new full cost recovery fee structure associated with the administration of licences and registrations issued under the Radiation Protection and Control Act 1982 ($0.9 million).








Continued to implement third party accredited testing of X-ray apparatus (stages two to four).

Targets 2011−12

Continue the implementation of the third party accredited testing of X-ray apparatus (stages two to four).

License, inspect and ensure compliance of the expanding uranium mining industry.


2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

Ensure radioactive sources, premises and users of radiation comply with the Radiation Protection and Control Act 1982 through assessments, inspections and audits

100% of new applications for registration of radioactive sources and premises assessed

100% of new applications assessed.(a) 100% licences finalised and 20% registrations finalised

100% of new applications for registration of radioactive sources and premises assessed

100% of new sources and user applications assessed

Ensure licensed uranium mines and proposals for new projects comply with the Radiation Protection and Control Act 1982

100% of radiation reports fromuranium mines and all new projects are assessed

100% of radiation reports from uranium mines and all new projects assessed

100% of radiation reports from uranium mines and all new projects are assessed

100% of radiation reports from uranium mines and all new projects assessed

Ensure X-ray machines comply with regulations 75% of all new dental, medical and veterinary X-ray machines registered in a timely fashion(b)

50% of all new dental, medical and veterinary X-ray machines registered in a timely fashion(b) (c)

80% of all new dental, medical and veterinary X-ray machines registered in a timely fashion(b)

100% high risk machines registered and 50% new low risk machines registered

(a) Priority is given to licence finalisation.

(b) A ‘timely fashion’ is defined as within 6 months of application (metro areas) or within 12 months of application (rural and remote areas).

(c) Percentage has reduced due to a significant ongoing increase in the number of new X-ray machine applications.



Environment Protection AuthorityStatement of comprehensive income___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000

Expenses

Employee benefit expenses Salaries, wages, annual and sick leave ............................ 16 594 15 941 15 895 15 577 Long service leave ............................................................ 679 720 720 875 Payroll tax ......................................................................... 815 797 797 940 Superannuation ................................................................ 1 424 1 395 1 394 1 783 Other ................................................................................. 716 712 712 2 764Supplies and services General supplies and services .......................................... 6 817 6 686 6 812 7 384 Consultancy expenses ...................................................... — 96 — 11Depreciation and amortisation expenses .............................. 973 966 1 499 980Grants and subsidies ............................................................ 146 293 147 422Intra-government transfers ................................................... 15 087 11 436 11 258 11 897Other expenses .................................................................... 236 228 228 304

Total expenses 43 487 39 270 39 462 42 937

Income

Commonwealth revenues ..................................................... 112 121 90 291Intra-government transfers ................................................... 439 498 434 1 080Fees, fines and penalties ...................................................... 45 248 35 166 35 094 37 286Sales of goods and services ................................................. 111 113 164 — Interest revenues .................................................................. 102 102 102 139Net gain or loss from disposal of assets ............................... — — — -149Other income ........................................................................ — 28 — 33

Total income 46 012 36 028 35 884 38 680

Net cost of providing services -2 525 3 242 3 578 4 257


Income Appropriation .................................................................... 1 062 2 398 3 578 5 327 Other income .................................................................... — 6 — 2 122


Net result 3 587 -838 — 3 192


Changes in property, plant and equipment assetrevaluation surplus ................................................................ — — — 174

Total comprehensive result 3 587 -838 — 3 366



Environment Protection AuthorityStatement of financial position___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000

Assets

Current assetsCash and cash equivalents ................................................... 15 300 7 463 4 436 8 395Receivables .......................................................................... 2 280 2 280 2 090 2 280Other current assets ............................................................. 127 194 207 75


Non current assetsLand and improvements ....................................................... 522 537 4 753 552Plant and equipment ............................................................. 7 984 5 944 2 271 5 572Intangible assets ................................................................... 376 749 906 1 101


Total assets 26 589 17 167 14 663 17 975

Liabilities

Current liabilitiesPayables ............................................................................... 1 707 1 645 1 691 1 740Employee benefits Salaries and wages .......................................................... 68 68 — 553 Annual leave ..................................................................... 1 196 1 183 1 140 1 181 Long service leave ............................................................ 600 594 599 604Short-term provisions ............................................................ 26 25 23 29Other current liabilities .......................................................... 157 157 81 157


Non current liabilitiesLong-term employee benefits Long service leave ............................................................ 3 851 3 359 3 224 2 867Long-term provisions ............................................................ 275 186 171 97Other non-current liabilities ................................................... 710 777 777 844



Net assets 17 999 9 173 6 957 9 903

Equity

Contributed capital ................................................................ 8 434 3 195 3 195 3 087Retained earnings ................................................................. 9 125 5 538 2 540 6 376Asset revaluation reserve ..................................................... 440 440 1 222 440

Total equity 17 999 9 173 6 957 9 903




Environment Protection AuthorityStatement of cash flows___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000


Cash outflowsEmployee benefit payments ................................................. 19 503 19 700 19 653 22 041Payments for supplies and services ..................................... 6 884 6 849 6 879 7 455Grants and subsidies ............................................................ 146 293 147 426Intra-government transfers ................................................... 15 087 11 436 11 258 11 893Other payments .................................................................... 231 223 223 310


Cash inflowsIntra-government transfers ................................................... 439 498 434 1 080Commonwealth receipts ....................................................... 112 121 90 291Fees, fines and penalties ...................................................... 45 248 35 166 35 094 37 104Sales of goods and services ................................................. 111 113 164 — Interest received ................................................................... 102 102 102 132Other receipts ....................................................................... — 28 — 33


State government

Appropriation ........................................................................ 1 062 2 398 3 578 5 327Other receipts ....................................................................... — 6 — 2 122


Net cash provided by (+)/used in (-) operating activities 5 223 -69 1 302 3 964


Cash outflowsPurchase of property, plant and equipment .......................... 2 625 971 2 041 433Purchase of intangibles ........................................................ — — — 259

Cash used in investing activities 2 625 971 2 041 692

Net cash provided by (+)/used in (-) investing activities -2 625 -971 -2 041 -692


Cash inflowsCapital contributions from state government ........................ 5 239 108 108 —

Cash generated from financing activities 5 239 108 108 —

Net cash provided by (+)/used in (-) financing activities 5 239 108 108 —

Net increase (+)/decrease (-) in cash equivalents 7 837 -932 -631 3 272








Expenses


an increase in the transfer of solid waste levy revenue to Zero Waste SA ($3.5 million)

the illegal dumping taskforce initiative ($0.8 million).

Income

The $10.0 million increase in income is primarily due to an increase in:

solid waste levy revenue ($7.0 million)

other revenue to meet the EPA full cost recovery target ($1.8 million)

radiation licence fee revenue ($0.9 million).


The $9.4 million increase in total assets is primarily due to the increase in deposits of cash from increased solid waste levy revenue.


The movements in cash outflows and inflows are consistent with the changes discussed above under the statement of comprehensive income.

The $1.7 million increase in investing payments is due to the Licensing Information Technology System upgrade.





Agency: Department for Families and Communities

Minister for Families and Communities

Minister for Housing

Minister for Ageing

Minister for Disability

139



Contents

Objective..................................................................................................................................... 142


Ministerial office resources ......................................................................................................... 143




Program 1: Housing................................................................................................................. 145

Program 2: Families ................................................................................................................ 148

Program 3: Disability ............................................................................................................... 155

Program 4: Ageing................................................................................................................... 161

Program 5: Communities and Partners ................................................................................... 166

Program 6: Organisational Capability ...................................................................................... 171



Additional information for administered items............................................................................. 186



Objective

The Department for Families and Communities (DFC) is responsible for setting strategic priorities, policy development and administration of public and community housing, child protection, ageing and community care services and disability services.



1. Housing Nil

2. Families 2.1 Family Support and Child Safety

2.2 Guardianship and Alternative Care

2.3 Youth Justice

3. Disability 3.1 Office for Disability and Client Services

3.2 Disability Services

4 Ageing 4.1 Office for the Ageing

4.2 Domiciliary Care SA

5. Communities and Partners 5.1 Community Connect

5.2 Community Support Services

The Hon. JM Rankine

Minister for Families and Communities

Minister for Housing

Minister for Ageing

Minister for Disability

6. Organisational Capability 6.1 People and Development

6.2 Business Services and Improvement

6.3 Resources Management

Administered items


Charitable and Social Welfare Fund

Client Trust Account

Community service obligations (CSOs)

Concessions

Gamblers Rehabilitation Fund

Home for the Incurables Trust

Minister’s salary

State Emergency Relief Fund

Supported Residential Facilities Fund.

Statutes




Ministerial office resources

2011−12 Budget

Cost of provision

Minister $000 FTE

The Hon. JM Rankine........................................................................... 1 456 8.8

Workforce summary

FTEs as at 30 June

Agency 2011−12

Budget(a)

2010−11 Estimated


Department for Families and Communities(c)..................................... 5 015.3 5 042.1 4 845.8

Administered items for the Department for Families and Communities .............................................................................. 1.0 1.0 1.0

Total 5 016.3 5 043.1 4 846.8



(c) Excludes South Australian Housing Trust (SAHT) employees paid by the Department for Families and Communities (DFC), for which DFC are reimbursed by SAHT.



2011−12Budget

2010−11Estimated


2009−10Actual

Program $000 $000 $000 $000

1. Housing............................................................... 333 937 331 352 327 103 332 884

2. Families............................................................... 293 899 287 436 281 795 258 007

3. Disability(a)........................................................... 371 394 366 142 358 980 330 168

4. Ageing(a) .............................................................. 79 069 98 099 97 907 86 480

5. Communities and Partners.................................. 28 112 28 498 26 835 24 965

6. Organisational Capability .................................... 56 502 51 432 50 064 56 657

Total 1 162 913 1 162 959 1 142 684 1 089 161

(a) From 1 July 2011, as part of the National Health and Hospital Network (NHHN) Agreement, the Commonwealth will take full funding and policy responsibility for aged care and specialist disability services for people aged 65 years and over (50 years and over for Indigenous Australians). The states will take over responsibility for packaged community care and residential care services currently delivered by the Commonwealth to persons under the age of 65 (50 years for Indigenous Australians). The 2011−12 Australian Government Budget included notional estimates of the financial adjustments that will occur in 2011−12 associated with these reforms, the mechanics of which are still subject to negotiation between the Commonwealth and the states. The 2011−12 Budget figures have been adjusted to reflect the Commonwealth budget estimates, and as such this results in a decrease in the net cost of services in 2011−12. These reforms are budget neutral at the whole of government level, and the adjustments do not affect in themselves the level of services in the ageing and disability sectors.




2011−12Budget

2010−11Estimated


2009−10Actual

Investments $000 $000 $000 $000

New projects

Community Residential Care Facilities .................. 2 028 — — —

Strathmont Centre Sustainment............................. 366 30 — —

Total new projects 2 394 30 — —

Existing projects

Cavan Youth Training Centre ― New Centre at Goldsborough Road............................................... 47 895 18 038 57 200 818

Cavan Youth Training Centre ― Upgrade of Jonal Drive Centre .......................................................... 1 500 803 2 950 6

Client and Case Management System................... — 792 751 1 096

Client Management System................................... 260 — 660 —

Community Residential Care Facilities .................. — 1 129 1 997 3 423

Connected Service Centre ― Mount Gambier ........ — — — 2 251

Customer Service Centres ― Improvements .......... — — 1 500 —

Domiciliary Care SA Northern Office...................... 930 474 1 500 49

Staff Accommodation ― Anangu Pitjantjatjara Yankunytjatjara (APY) Lands................................. — 1 132 935 3 086

Other small projects ............................................... — 154 345 1 398


Annual programs

Cavan Youth Training Centre ― Sustainment ........ 500 — — —

Domiciliary Equipment Services............................. 1 025 1 000 1 000 1 221


Total investing expenditure(a) 54 504 23 552 68 838 13 348

(a) The total investing expenditure in this table does not equal the investing expenditure line in the financial statements for Families and Communities as it does not include $2.0 million held in the Department of Treasury and Finance contingency provisions in 2011−12 for Community Residential Care Facilities.



Program 1: Housing


The focus of this program is to develop and implement better housing and service responses for people at risk or in high need, and to work with others to expand and improve affordable housing choices across the state.

This program encompasses the management of grants for housing services to low income households, people in high need and supported accommodation assistance for people in crisis. This includes grants for the provision of private rental services, public, Aboriginal and community managed housing, the regulation of community housing and homelessness and support services. The program also provides housing strategy, policy development and advice (including financial advice) to the South Australian Housing Trust.


2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses



Other expenses ............................................................ 1 660 1 613 — 1 792

Total expenses 473 450 519 273 527 977 834 125

Income



Total income 139 513 187 921 200 874 501 241





decrease in grant payments to the South Australian Housing Trust (SAHT) from reductions in National Partnership Agreement receipts ($49.9 million)

decrease in grant payments to SAHT arising from reforms in SAHT rental charges ($9.1 million)

partially offset by

additional reimbursement to SAHT for anticipated increase in land tax payments ($9.0 million).


decrease in Commonwealth receipts for the Nation Building ― Economic Stimulus Plan ($54.1 million)

partially offset by

increase in receipts for the National Partnership Agreement on Remote Indigenous Housing ($3.9 million).





deferral of grant payment to SAHT related to the Nation Building ― Economic Stimulus Plan ($16.0 million)

partially offset by

increase in SAHT employee related expenditure arising from Commonwealth funded activities ($4.0 million)

increase in additional reimbursement to SAHT for land tax payments ($3.8 million).

The $13.0 million decrease in income is primarily due to the changes in Commonwealth receipts and employee expense reimbursements outlined above.



reduction in grant payments made to SAHT arising from the reduction in Commonwealth receipts for the Nation Building ― Economic Stimulus Plan and National Partnership agreements on Remote Indigenous Housing and Social Housing (which ceased in 2009−10) ($307.8 million)

reduction in grant payments made to SAHT following a once-off grant received from the Commonwealth’s Housing Affordability Fund in 2009−10 ($9.5 million).

The $313.3 million decrease in income is primarily due to reduced Commonwealth receipts as mentioned above ($317.3 million).


Completed more than half of 500 affordable rental houses through the Affordable Housing Innovations Fund and passed the milestone of 2000 commitments from developers through 15 per cent Affordable Zoning.

Expanded the not-for-profit social housing sector via Nation Building ― Economic Stimulus Plan funded properties.

Commenced construction and renovation programs in selected Aboriginal Lands Trust communities.

Implemented Stage 2 services for homelessness sector reform.

Implemented electronic case management model across the specialist homelessness sector.

Opened the ‘Ladder’ St Vincent Street youth accommodation service.

Completed construction of Melrose Park accommodation for aged homeless.

Commenced construction of the Woodville West Urban Renewal Project.



Targets 2011−12

Complete construction of new social housing dwellings funded through the Nation Building ― Economic Stimulus Plan.

Complete Westwood Urban Renewal Project.

Facilitate consultation on South Australia’s housing strategy with government agencies, the housing industry and community sector.

Construct 54 new dwellings and refurbish a further 45 dwellings in remote communities through the National Partnership Agreement on Remote Indigenous Housing.

Complete construction of Findon Family Housing Project and UNO inner city youth crisis accommodation in Waymouth Street.


2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

No. of affordable home purchase and rental opportunities provided by Housing SA

52 524 52 103 51 850 50 974

No. of South Australians experiencing housing stress assisted by Housing SA

29 495 28 588 26 686 26 265

No. of high needs clients placed in housing by Housing SA 5 200 5 136 4 170 4 414

No. of ‘rough sleepers’ in South Australia assisted by Housing SA(a)

100 85 100 85

No. of Aboriginal customers assisted into housing by Housing SA(b)(c)

1 800 1 600 2 000 1 950

Note: As part of the Cabinet approved changes to the budget process, public non-financial corporations, such as the South Australian Housing Trust (SAHT), are no longer separately included in the budget papers. As such, performance activity that was previously reported under the SAHT has been included above. Consistent with the reporting arrangements respecting other public non-financial corporations, the SAHT financial performance and activities are provided to parliament in the SAHT annual report which is tabled after the end of each financial year.

(a) Only includes ‘rough sleepers’ supported into long-term housing through the Street to Home Project.

(b) Excludes community housing tenantable dwellings.

(c) Customers assisted are self identified Aboriginal and Torres Strait Islanders.



Program 2: Families


This program encompasses family support and child safety, alternative care for children and young people not able to be cared for by their own families, case management and support for young people under the Guardianship of the Minister, adoption and post care services and youth justice services as directed by the Youth Court.

The program also includes the provision of emergency financial assistance, domestic violence assistance, poverty preventative programs and recovery services for victims of disasters.

Services are provided to Aboriginal children, young people, families and communities with the objective of strengthening capacity and reducing over representation of Aboriginal children and young people in care and protection and youth justice activities. This includes working in partnership with Aboriginal communities to address family violence.

Sub-programs

2.1 Family Support and Child Safety

2.2 Guardianship and Alternative Care

2.3 Youth Justice


2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses





Intra-government transfers ........................................... 577 864 563 —

Other expenses ............................................................ 3 446 3 183 2 943 2 777

Total expenses 297 401 291 271 284 557 265 337

Income

Commonwealth revenues............................................. 899 883 883 1 457

Intra-government transfers ........................................... 1 191 1 575 198 1 871

Other grants.................................................................. 457 446 — —

Fees, fines and penalties.............................................. 207 193 204 230

Sales of goods and services......................................... 360 350 1 210 3 352

Other income................................................................ 388 388 267 420

Total income 3 502 3 835 2 762 7 330




Sub-program 2.1: Family Support and Child Safety


The Family Support and Child Safety sub-program objectives include provision of services to strengthen and support families to keep children and young people safe, nurtured and able to realise their potential; assessing family circumstances and risk to current and future child’s safety; provision of services to assist families to improve their capacity to manage their finances; provision of emergency financial assistance, financial counselling, domestic violence assistance and poverty prevention program; connecting families to services across government and within non-government agencies to address children’s safety, risk and family need; working intensively with families to prevent child placements into alternative care; and seeking court orders for the care and protection of children who are unable to be safely cared for by their families.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 88 131 83 581 84 882 76 212

Income 1 641 1 890 807 1 728




The $4.8 million increase in the net cost of this program is primarily due to additional funding for reunification services to reduce the length of time children spend in alterative care by increasing the numbers of children successfully reunified with their families ($4.7 million).


The $2.4 million decrease in the net cost of this program is primarily due to a transfer of budget between Sub-program 2.1 ‘Family Support and Child Safety’ and Sub-program 2.2 ‘Guardianship and Alternative Care’ ($3.1 million).


The $7.2 million increase in the net cost of this program is primarily due to increases in child protection funding required to meet growth in the number of children entering the alternative care system.


Strengthened the connections between the non-government organisations in the Stronger Families Safer Children targeted early intervention program and Families SA offices.



Targets 2011−12

Develop and implement a new strategic agenda for child protection.

Increase service capacity to return children to the safe care of their families.

Implement the Anti-Poverty Service Reforms.

Implement the Aboriginal and Torres Strait Islander Policy.


2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

No. of child protection notifications screened 26 000 24 500 26 000 25 377

No. of child protection notifications confirmed 2 050 2 000 2 350 1 815

% of confirmed child protection notifications involving Aboriginal children and families

28% 29% 30% 31%

% of children who were the subject of a confirmation of abuse during the previous year who were the subject of a subsequent confirmation within 12 months

20% 20% 21% 21%

No. of financial support services provided(a) n.a. 19 500 25 000 23 411

No. of financial support services provided to Aboriginal and/or Torrens Strait Islander clients(a)

n.a. 4 250 5 250 4 808

No. of emergency financial assistance payments provided(a)(b)

n.a. 16 000 20 000 18 182

No. of emergency financial assistance payments provided to Aboriginal and/or Torrens Strait Islander clients(a)

n.a. 4 000 5 000 4 316

No. of domestic violence assistance payments provided(a) n.a. 1 500 1 800 1 745

No. of domestic violence assistance payments provided to Aboriginal and/or Torrens Strait Islander clients(a)

n.a. 380 500 410

(a) Anti-Poverty Services are currently under review with final recommendations yet to be released.

(b) The counting rule has been changed from the number of payments by type to the number of occasions of payment to a client.



Sub-program 2.2: Guardianship and Alternative Care


The Guardianship and Alternative Care sub-program focuses on the provision of case management and support services to children and young people under the Guardianship of the Minister; the provision of alternative care settings which promote safety, stability and ‘real family’ environments; contracting with non-government service providers for home based care, stabilisation and transition services, emergency 24/7 care facilities, small congregate care settings and for services to return children to the safe care of their families; recruiting, training and supporting relative and kinship carers; and managing adoption processes to encourage success in family placements.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 157 055 156 732 148 465 139 650

Income 1 509 1 556 1 573 5 114






The $8.3 million increase in the net cost of this program is primarily due to:

increase in child protection funding required to meet growth in the number of children entering the alternative care system ($5.6 million)

transfer of budget from Sub-program 2.1 ‘Family Support and Child Safety’ ($3.1 million).


The $20.6 million increase in the net cost of this program is primarily due to:

increase in expenditure to meet the growth in the number of children entering the alternative care system up to the end of 2010−11 ($16.0 million)

decrease in income due to once-off recoveries in 2009−10 and reduced Commonwealth reimbursement for refugee services ($3.5 million).


Worked with schools to increase the percentage of children and young people under Guardianship of the Minister with an individual education plan.

Constructed and commissioned the Noarlunga Downs Community Residential Care facility.

Strengthened the application of the Aboriginal and Torres Strait Islander Child Placement Principle.



Targets 2011−12

Implement the Directions for Alternative Care in South Australia 2011−2015, particularly through:

– alternative options for guardianship

– developing the foundations for therapeutic residential care.


2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

No. of children under the Guardianship of the Minister until 18 years of age, as at 30 June

2 320 2 150 2 090 1 952

No. of children under the Guardianship of the Minister for up to 12 months, as at 30 June

300 320 350 348

% of children under Guardianship of the Minister who are Aboriginal

24.5% 24.8% 24.0% 24.7%

No. of placements made for alternative care (excluding respite placements)

2 600 2 550 2 530 2 457

No. of children in alternative care, as at 30 June:

placed with relatives or kin(a) 1 030 940 958 847

placed with foster carers(a) 1 066 1 040 1 029 1 017

non-home based placements 404 360 407 324

all placements 2 500 2 340 2 394 2 188

% of children in alternative care placed with relatives or kin 41.0% 40.0% 40.0% 38.7%

% of children exiting alternative care after less than 12 months who had three placements or less

92.0% 91.0% 90.0% 91.0%

% of children exiting alternative care after more than 12 months who had three placements or less

50.0% 50.0% 65.0% 46.0%

% of Aboriginal children placed in accordance with the Aboriginal Child Placement Principle

75.0% 74.0% 80.0% 73.3%

No. of adoption orders granted 35 37 35 26

No. of active foster carers, as at 30 June 1 150 1 100 1 120 1 013

(a) Only includes children for whom a client payment was made.



Sub-program 2.3: Youth Justice


The objective of this sub-program is to provide services to assist children and young people who have offended to reduce the risk of re-offending; facilitate the restitution to victims and communities as appropriate; and provide secure youth training facilities for young people who are detained.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 52 215 50 958 51 210 49 475

Income 352 389 382 488










Increased community support for young people on their release from youth training centres to reintegrate them with their communities.

Continued to design and develop the service model of the new youth training centre.

Targets 2011−12

Implement the new service model at youth training centres.




2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

No. of youth justice clients who had one or more community based orders issued

680 693 700 708

No. of youth justice clients who had one or more secure youth training centre admissions

500 510 530 530

No. of 10−12 year olds admitted to a secure youth training centre

16 17 17 22

No. of Aboriginal young people who had one or more admissions to a secure youth training centre

185 188 190 195

% of sentences that are the second or subsequent sentences in the young person’s youth justice contact with Families SA(a)

n.a. n.a. 58% n.a.

% of sentences involving Aboriginal young people that are the second or subsequent sentence in the young person’s youth justice contact with Families SA(a)

n.a. n.a. 67% n.a.

(a) Families SA is in transition with its client information system. The phased implementation of the Connected Client Case Management System results in youth justice data on two platforms. It is currently not possible to track young people across the full spectrum of data and years that this indicator requires.



Program 3: Disability


The objective of this program is to promote and develop opportunities for people with a disability to actively engage in the community; and to ensure delivery, both directly and through partnership with non-government organisations, of services to support people with a disability and to enhance their options and choices.

Sub-programs

3.1 Office for Disability and Client Services

3.2 Disability Services


2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses





Intra-government transfers ........................................... — 353 3 —

Other expenses ............................................................ 4 176 4 076 4 123 4 391

Total expenses(a) 441 528 395 495 386 657 362 322

Income




Interest revenue............................................................ — — — 6


Other income................................................................ 42 40 87 213

Total income(a) 70 134 29 353 27 677 32 154

Net cost of providing services(a) 371 394 366 142 358 980 330 168

(a) From 1 July 2011, as part of the National Health and Hospital Network (NHHN) Agreement, the Commonwealth will take full funding and policy responsibility for aged care and specialist disability services for people aged 65 years and over (50 years and over for Indigenous Australians). The states will take over responsibility for packaged community care and residential care services currently delivered by the Commonwealth to persons under the age of 65 (50 years for Indigenous Australians). The 2011−12 Australian Government Budget included notional estimates of the financial adjustments that will occur in 2011−12 associated with these reforms, the mechanics of which are still subject to negotiation between the Commonwealth and the states. The 2011−12 Budget figures have been adjusted to reflect the Commonwealth budget estimates, and as such this results in a decrease in the net cost of services in 2011−12. These reforms are budget neutral at the whole of government level, and the adjustments do not affect in themselves the level of services in the ageing and disability sectors.



Sub-program 3.1: Office for Disability and Client Services


The Office for Disability and Clients Services (ODACS) works in partnership with Disability Services, the non-government sector and other parts of government to facilitate services for people with disabilities in South Australia.

ODACS leads inter-governmental relations for the disability sector, contributing to the national reform agenda and South Australia’s participation in inter-governmental agreements and negotiations; leads strategic policy, planning and program development across the disability sector; manages the relationship with the non-government disability services sector, including grant funding and performance monitoring; and leads the Promoting Independence strategy, which promotes access and inclusion for all people with disabilities across government and the community.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 175 849 146 311 145 492 138 759

Income 16 497 3 086 4 270 4 845





estimated impact of the aged care funding reform arising from the need to reimburse the Commonwealth for persons with a disability who are under 65 and are being accommodated within the residential aged care sector ($26.6 million)

impact of standard indexation for grant payments to non-government organisations, salaries and wages and supplies and services ($4.5 million)

partially offset by

a reduction due to the transfer of the Integrated Economic Disadvantage and Disability program to the Department of Education and Children’s Services (DECS) ($1.7 million).


an increase in the Commonwealth contribution for specialist disability services to the over 65s arising from the aged care funding reform ($14.9 million)

partially offset by

the transfer of the Integrated Economic Disadvantage and Disability program to DECS ($1.7 million).







the impact of standard indexation ($4.2 million)

delayed grant program funding to non-government organisations ($2.7 million)

transfers of budget to other sub-programs to provide services during 2009−10 ($2.1 million)

partially offset by

the transfer of the Supported Accommodation Demonstration projects to the Department of Health ($1.4 million).

The $1.8 million decrease in income is primarily due to a reduction in funding from the Department of Health arising from the transfer of the Supported Accommodation Demonstration projects ($1.4 million).


Increased people with disabilities’ choices and active participation in the community including signing off on the first self-managed funding agreements.

Continued to improve the quality of services, including major reform of the way disability and ageing services are provided.

Targets 2011−12

Implement the next phases of self-managed funding, incorporating learning from the evaluation of Phase One: Self-managed Funding initiative and consultation with the disability community.

Implement the outcomes of the review of Promoting Independence strategy to deliver improved access and inclusion of people with disability across state government departments.

Implement the findings of the review of the Disability Services Act 1993 to achieve a modern legislative framework for disability services.

Continue to refine key features of the disability and ageing reform.

Contribute to the implementation of national and state initiatives.

Implement a consumer engagement strategy for the disability portfolio that will broaden the opportunities for input from consumers.

Develop and implement strategies protecting vulnerable people with disabilities.




2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

No. of non-government accommodation support services:

institutional/large residential facilities(a) 324 361 333 336

community accommodation and care(b) 736 691 707 612

in home support and alternative care 4 320 4 270 4 200 4 228

No. of non-government community support services 6 600 6 580 6 358 6 539

No. of non-government community access services(c) 8 266 8 206 8 054 8 120

No. of non-government respite services(d) 2 300 2 260 2 349 2 235

% of disability services provider panel organisations with disability action plans

95% 95% 95% 89%

% of disability services provider panel organisations required to have a quality improvement program that is accredited

85% 80% 80% 67%

No. of supported residential facilities (SRF) residents assisted to achieve improved quality of life through the provision of a sustainment subsidy (board and care)

840 820 824 865

No. of SRF residents with high and complex needs 360 365 330 354

(a) In August 2010, Minda Inc launched its master plan for the future use of the Brighton campus. Under the plan, Minda Inc has incorporated its existing targets under its program of deinstitutionalisation (including the Minda Project 105). This essential work to develop and launch the master plan has meant that the scheduled move of approximately 30 clients from institutional settings to the community has been delayed, but are anticipated to occur in 2011−12.

(b) Whilst the expected transition of approximately 30 clients from institutional places at Minda Inc did not occur within 2010−11 financial year, a number of other services were developed including 14 transitional accommodation places for clients previously in long-term respite, 20 places that did transition from institutionalised places, 35 group home places on the Bedford Balyana site and 10 ad-hoc places.

(c) Reflects the increase in clients taking up the offer of an individual funding allocation to purchase a day service.

(d) The 2010−11 Estimated Result is lower that the 2010−11 Target due to a number of transitional accommodation places being created during the year through the consolidation of respite funding packages.



Sub-program 3.2: Disability Services


Disability Services is the Government of South Australia’s service provider for people with disabilities. Responsible for providing services across the state, including supported accommodation, service coordination for adults and children, families and carers, specialist services including allied health, therapy and community nursing and services for children including the early childhood program, the school age and youth program and child and youth specialist services.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 265 679 249 184 241 165 223 563

Income 53 637 26 267 23 407 27 309





new and additional support services to clients ($10.3 million)

the impact of standard indexation and enterprise bargaining outcomes ($5.4 million)

the relocation of 32 Strathmont Centre residents into new community housing constructed under the Nation Building ― Economic Stimulus Plan ($2.1 million).

The $27.4 million increase in income is primarily due to an increase in the Commonwealth contribution for specialist disability services to the over 65s arising from the aged care funding reform ($26.8 million).





increased client support programs ($16.2 million)

increased employee expenses resulting from enterprise bargaining agreements ($8.6 million).

Targets 2011−12

Relocation of a further 32 clients from the Strathmont Centre to the community.

Increase the range of accommodation options for people with a disability.




2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

No. of accommodation support services:

institutional/large residential facilities(a) 248 280 262 313

community accommodation and care(a) 544 512 534 505

No. of community support services: 12 000 13 500 14 000 15 794

case management services(b) 9 000 10 500 10 000 10 137

No. of respite services(c) 80 80 45 57

No. of clients receiving information services(d) 48 000 46 000 43 000 41 760

No. of people with exceptional needs successfully transitioning to the community(e)

330 300 250 265

(a) Number of services of people who have come in and out as opposed to the number of clients.

(b) Currently all clients within the service coordination system are counted under case management. Disability Services will be implementing a modified model of service in adult community teams. The model aims to streamline the provision of service and response. Within these services, some clients/families will not require case management but will require access to good, timely information. This group of clients/families will not be recorded under case management but will be identified under ‘information’ category and as a consequence there is a decrease in the 2010−11 Target. If clients/families do require an intervention, then this will be recoded for the period of time the intervention takes place. Further progression of this system will lead to a further decrease in the count of case management for the 2011−12 financial year.

(c) Increase in episodes of respite is due to a fourth bed being available for emergency purposes.

(d) Information service figures have increased above target primarily due to circulation of the magazine InfoLink to additional service partners including education facilities and health services.

(e) The increase in the 2010−11 Estimated Result relates to the success of the Homelessness Support Program’s Riverland Assertive Outreach and Case Management initiative in partnership with the Homelessness Strategy Division.

(f) The performance indicators for the number of new pieces of disability equipment/home modifications supplied and the number of repair and maintenance requests are now reported under Sub-program 4.2 ‘Domiciliary Care SA’.



Program 4: Ageing


To work with partners and directly in the community to ensure opportunities, services and support are available for older South Australians, and to recognise and promote the important contribution older South Australians make in the community.

Sub-programs

4.1 Office for the Ageing

4.2 Domiciliary Care SA


2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses




Borrowing costs ............................................................


Intra-government transfers ........................................... 34 072 32 753 26 859 —

Other expenses ............................................................ 540 575 524 512

Total expenses 213 847 212 090 215 213 193 592

Income



Fees, fines and penalties.............................................. 1 1 — 1




Other income................................................................ 436 426 426 1 033

Total income(a) 134 778 113 991 117 306 107 112

Net cost of providing services(a) 79 069 98 099 97 907 86 480

(a) From 1 July 2011, as part of the National Health and Hospital Network (NHHN) Agreement, the Commonwealth will take full funding and policy responsibility for aged care and specialist disability services for people aged 65 years and over (50 years and over for Indigenous Australians) and the states for packaged community care and residential care services currently delivered by the Commonwealth to persons under the age of 65 (50 years for Indigenous Australians). The 2011−12 Australian Government Budget included notional estimates of the financial adjustments that will occur in 2011−12 associated with these reforms, the mechanics of which are still subject to negotiation between the Commonwealth and the states. The 2011−12 Budget figures have been adjusted to reflect the Commonwealth budget estimates, and as such this results in a decrease in the net cost of services in 2011−12. These reforms are budget neutral at the whole of government level, and the adjustments do not affect in themselves the level of services in the ageing and disability sectors.



Sub-program 4.1: Office for the Ageing


The Office for the Ageing (OFTA) objectives are to develop innovative policies and strategies, facilitate new research, administer targeted programs, and monitor diverse factors impacting on older people to enable improved well being and community participation for older people across South Australia. OFTA also promotes in the community and across government, the aims and objectives of Improving with Age: Our Ageing Plan for South Australia, including recognising the needs of older people in Aboriginal and culturally and linguistically diverse communities, and implements the Office for the Ageing Act 1995 and the Retirement Villages Act 1987.

OFTA administers key ageing programs including the Home and Community Care program (HACC), the Aged Care Assessment Program (ACAP), the South Australian Seniors Card Program and grants for positive ageing development, seniors, ethnic aged care and peak bodies.

OFTA also directly manages funding and initiatives to implement Improving with Age: Our Ageing Plan for South Australia.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 146 995 143 978 143 739 125 769

Income 113 444 93 265 95 143 85 095




The $20.2 million increase in income is primarily due to an increase in the Commonwealth contribution for aged care services to the over 65s arising from the aged care funding reform ($16.7 million).





additional Commonwealth funded expenditure to provide support services for the aged community arising from an increase to the ageing population ($10.2 million)

the impact of standard indexation ($4.8 million)

deferred expenditure arising from delays in completing long-term HACC projects ($4.2 million).

The $8.2 million increase in income is primarily due to growth in Commonwealth contributions to the HACC and other programs.




Continued to implement initiatives and projects from Improving with Age: Our Ageing Plan for South Australia including the commencement of the first phase of the home visiting scheme under the Seniors Wise SA program.

Developed and implemented the new Personal Alert System Rebate Scheme.

Continued to improve awareness of the strategy for the prevention of abuse of older people.

Targets 2011−12

Continue expansion of basic home and community care maintenance and support for frail older people and their carers.

Implement the expansion of Access2HomeCare across the Adelaide metropolitan region to further streamline entry to the community care service system.

Implement initiatives and projects to support Improving with Age: Our Ageing Plan for South Australia, and the State Reform Agenda’s Adding Life to Years initiative, through the:

– Seniors Wise SA program, including a home visiting service

– South Australian Age Friendly Environments and Communities (SAAFEC)

– flexible working arrangements for older people.

Continue to improve and expand the Community Passenger Networks to ensure older South Australians in regional areas do not become isolated.

Provide 770 new clients with rebates under the Personal Alert Systems Rebate Scheme.


2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

Total hours of HACC service(a) 4 206 600 4 061 200 3 866 300 3 962 400

No. of people receiving HACC services(b) 99 500 96 100 96 300 95 600

No. of people receiving ACAT assessments(c) 16 000 16 400 16 400 17 142

No. of agencies which have had national service standards appraised or externally reviewed(d)

42 40 41 56

No. of senior card holders (includes non-current address) 322 000 310 000 310 000 301 251

(a) The total hours of HACC service and number of people receiving HACC services is inclusive of HACC services provided by the Department of Health, Disability and Domiciliary Care Services in 2011−12. Targets for 2011−12 will be commensurate with HACC growth funding levels provided by the Commonwealth in the 2011−12 transition year.

(b) The state has adopted the Commonwealth Department of Health and Ageing’s methodology for counting clients. Previously where both the carers and care recipient receive a service the state counted this as two clients, it is now counted as one client.

(c) Number of Adelaide Aged Care Assessment Team (ACAT) assessments reduced due to changes in Commonwealth legislation which reduced number of assessments required. In addition, improved screening of referrals at intake reduced inappropriate referrals.

(d) All agencies that deliver HACC services to clients are appraised within a three-year cycle against HACC National Service Standards prior to 1 March 2011 and the Community Care Common Standards after 1 March 2011. As the size and complexity of each appraisal differs, the actual number of Quality Reviews undertaken each year fluctuates. In addition, the introduction and training of the Community Care Common Standards in 2010−11 slowed the rate of appraisals.



Sub-program 4.2: Domiciliary Care SA


Provision of community care services primarily to frail older people with reduced ability to care for themselves, assisting them to stay living in their homes. The service includes physical assistance, rehabilitation and social support for those in need as well as respite and support for their caregivers. The services provided include personal care, domestic assistance, respite care, falls prevention and intervention, case management/service coordination, specialist dementia support and therapy services, rehabilitation, palliative care, allied health assessment and therapy.

Domiciliary Care SA (DCSA) operates the Domiciliary Equipment Service which provides equipment and coordinates home modifications for clients of Disability Services and DCSA. The Adelaide Aged Care Assessment Team (ACAT) also operates from DCSA. DCSA is currently the demonstration site for the Commonwealth Government’s access point project for aged and community care.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 66 852 68 112 71 474 67 823

Income 21 334 20 726 22 163 22 017





once-off expenditure incurred in 2010−11 to reduce the 2009−10 waiting lists for adult and children’s disability equipment ($4.9 million)

partially offset by

additional recurrent funding for equipment and home modifications for adults, children and older people with disabilities ($2.6 million).


The $3.4 million decrease in expenses is primarily due to decreased employee expenses from savings and a reprioritisation of services ($2.8 million).




Continued to improve awareness of the strategy for the prevention of abuse of older people.

Implemented actions arising from the review of the Aboriginal and Torres Strait Islander Services Strategy.



Targets 2011−12

Undertake a formal evaluation of outcomes of the awareness of the strategy for the prevention of abuse of older people.

Finalise actions arising from the review of the Aboriginal and Torres Strait Islander Services Strategy.

Implement the Preventing Falls and Harm from Falls in Older People ― Best Practice Guidelines for Australian Community Care 2009 within Domiciliary Care SA.


2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

Total direct annual service hours 410 000 430 000 410 000 471 057

No. of active clients at 30 June 7 000 7 200 7 500 7 564

Monthly average direct hours of service per client(a) 6.00 6.00 6.00 7.32

No. of Aboriginal and Torres Strait Islander clients at 30 June 120 132 120 129

No of culturally and linguistically diverse clients at 30 June 1 300 1 086 1 300 1 165

Total annual ACAT assessments completed 12 300 12 000 12 300 10 623

No. of new pieces of equipment/home modifications supplied to people with a disability(b)(c)

2 600 2 273 2 000 1 978

No. of equipment repair and maintenance requests completed for people with a disability(c)

6 800 6 927 7 000 7 133

(a) 2009−10 Actual includes direct and indirect average hours of service. 2011−12 and 2010−11 targets are calculated on average direct hours of service.

(b) The 2010−11 Estimated Result reflects an increased number of home modifications completed and continued high levels of equipment provision. The figure refers to the number of new items issued and does not include refurbished items. The increases are consistent with the increased budget for people with disabilities in 2010−11.

(c) Previously shown under Sub-program 3.2 ‘Disability Services’.



Program 5: Communities and Partners


To build and maintain solid relationships with the non-government community services sector and other key partners of the department to help develop and support South Australian families and communities.

Sub-programs

5.1 Community Connect

5.2 Community Support Services


2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses





Other expenses ............................................................ 16 1 — 80

Total expenses 31 661 32 361 29 998 30 207

Income

Commonwealth revenues............................................. 376 752 — 1 155


Sales of goods and services......................................... 739 736 573 1 045

Other income................................................................ — — 89 51

Total income 3 549 3 863 3 163 5 242




Sub-program 5.1: Community Connect


Community Connect coordinates and promotes initiatives that improve service delivery of non-government community service agencies funded by the department and reports on funding provided to community organisations. It undertakes planning and management of grant programs to community organisations that provide services to help families and improve the quality of life of the community. These programs include Community Benefit SA (CBSA), the Family and Community Development Program (F&CD), the Stronger Families Safer Children program (SFSC), Dame Roma Mitchell grants, Aboriginal Youth Development Program and Aboriginal Youth Action Committees. Community Connect provides quality and continuous improvement guidance and training to organisations through the Service Excellence program.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 19 575 19 026 19 252 18 889

Income 192 191 243 940










Improved the quality of services provided by community organisations funded by the Department for Families and Communities through the Service Excellence community service quality standards.

Targets 2011−12

Undertake a comprehensive evaluation of the Stronger Families Safer Children Program.




2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

Agencies funded through F&CD achieve agreed outcomes within service agreements

97% 97% 97% 97%

Agencies funded by Community Benefit SA achieve agreed outcomes as defined in service agreements

90% 90% 90% 89%

No. of funded agencies engaging in the Service Excellence program

250 250 240 230

No. of children assisted by the SFSC program(a) n.a. 1 000 1 000 918

No. of new children assisted by the SFSC program(a) 600 450 450 —

(a) The program’s first year of operation was 2009−10. In 2010−11, there was less capacity to accept new referrals, as a portion of clients from the previous financial year continued to receive a service in 2010−11. The addition of this performance indicator will offer a more meaningful statistic for comparative purposes in the future.



Sub-program 5.2: Community Support Services


Community Support Services provides various services that directly or indirectly support South Australians and their communities and includes the delivery of support for South Australians on low incomes by administering a range of state concessions, the Funeral Assistance Program and the Gamblers Rehabilitation Fund.

It also includes coordinating state disaster recovery and relief, and the registering and mobilising of volunteers for emergency recovery. Objectives also include ensuring a consistent approach to the management of volunteers engaged directly by the department or by organisations receiving departmental grants, and working to increase the number of volunteers.

This sub-program includes the Office for Carers which administers the Carers Recognition Act 2005 and works to raise the profile of carers to ensure that they are recognised and valued.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 12 086 13 335 10 746 11 318

Income 3 357 3 672 2 920 4 302




The $0.9 million decrease in net cost is primarily due to once−off transfers from Sub-program 4.1 ‘Office for the Ageing’ in 2010−11 ($1.2 million).


The $1.8 million increase in net cost is primarily due to once−off transfers from Sub-program 4.1 ‘Office for the Ageing’ ($1.5 million).


The $2.6 million increase in net cost is primarily due to once−off transfers from Sub-program 4.1 ‘Office for the Ageing’ ($1.5 million).

Targets 2011−12

Support the government’s target of maintaining the level of volunteering at a 50 per cent participation rate or higher by improving the contribution of volunteers in the Department for Families and Communities (DFC).

Implement the Carers Recognition Act 2005.

Provide and coordinate services to help problem gamblers and their families.




2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

% of DFC staff volunteering(a) 65% n.a. 65% n.a.

No. of volunteers engaged directly by DFC divisions and units

1 685 1 685 1 650 1 685

% of DFC funded non-government organisations engaging volunteers(b)

80% n.a. 80% n.a.

No. of Funeral Assistance payments provided 365 320 350 392

No. of concessions 1 500 000 1 455 787 1 500 000 1 422 418

(a) No results are available for 2010−11 and 2009−10 as the survey is not conducted every year. The last survey was conducted in 2006−07. A survey will be conducted in 2011−12.

(b) No results are available for 2010−11 and 2009−10 as the survey is not conducted every year. The last survey was conducted in 2007−08. A question will be added in the 2012 annual Partner Satisfaction Survey of DFC funded non-government organisations.



Program 6: Organisational Capability


To establish and maintain business practices that support delivery of South Australia’s Strategic Plan as it affects the department, including ensuring timely decision making, improving administrative efficiency, increasing customer satisfaction and promoting sustainability.

To continue to build a capable, creative workforce that engages with our customers and partners to ensure effective service provision. Social innovation and continuous improvement will be fostered and our infrastructure will support connected services.

Sub-programs

6.1 People and Development

6.2 Business Services and Improvement

6.3 Resources Management


2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses




Grants and subsidies.................................................... 1 986 2 061 386 1 179


Other expenses ............................................................ 4 693 4 537 2 491 1 968

Total expenses 83 049 86 224 84 056 92 159

Income

Commonwealth revenues............................................. 205 210 176 —


Other grants.................................................................. — — — 3 086



Net gain or loss from disposal of assets ....................... — 296 — -101

Resources received free of charge............................... — 7 475 7 475 —

Other income................................................................ 837 624 515 5 626

Total income 26 547 34 792 33 992 35 502




Sub-program 6.1: People and Development


Workforce planning and management to attract, retain and develop a workforce that sustains the right mix of skills, experience, abilities and backgrounds to effectively serve our customers. Address the learning and development needs of employees. Undertake national criminal history checks and background screening assessment during recruitment processes.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 12 815 12 605 14 443 11 903

Income 3 522 2 878 3 367 2 717






The $1.4 million decrease in net cost is primarily due to the reallocation of budgets to other sub-programs during the year.



Targets 2011−12

Continue to increase the number of people with a disability employed by the department through the promotion of the disability employment register.

Continue to promote executive opportunities to women and maintain 50 per cent representation.

Improve retention of Aboriginal and Torres Strait Islander employees through continuing programs that provide culturally relevant support.




2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

% of new ongoing employees who attended corporate induction

75.0% 76.8% 65.0% 66.0%

No. of managers that have participated in learning programs

500 670 400 562

No. of national qualifications completed by staff through the College for Learning and Development

850 933 650 1 071

% of performance development agreements completed (Public Sector Act 2009 employees only)(a)(b)

85.0% 45.0% 50.0% 38.7%

% of Aboriginal and Torres Strait Islander people employed in the department, spread across all classifications

5.0% 3.8% 5.0% 4.1%

% of women in executive level positions 50.0% 58.0% 59.0% 57.8%

% of people with disabilities employed in the department’s workforce

6.0% 4.4% 6.0% 4.3%

(a) Current statistics do not capture instances where performance plans have been developed but not entered onto the department’s human resource information system.

(b) The target for performance development agreements has been increased to 85 per cent. New strategies will be implemented to include the development of team performance agreements and coaching assistance to managers to ensure the required performance data is captured.

The new target level for 2011−12 excludes the following:

employees on extended leave without pay, for example maternity leave or personal reasons

employees on WorkCover, casuals and employees on suspension from duties.



Sub-program 6.2: Business Services and Improvement


Delivery of corporate services and advice to support organisational operations, including financial, legal, procurement, grants management, project management, strategic policy advice, strategic and business planning, internal and external reporting and risk management. Undertake and manage research and analyse and disseminate corporate statistical data for the department.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 14 876 14 786 15 013 14 086

Income 3 315 3 230 2 703 3 155











Sub-program 6.3: Resources Management


Provide infrastructure to the department including coordination of public building and technology capital programs. Effective management and utilisation of department infrastructure and resources and the services to support and maintain them including facility and accommodation services, information communication and technology services, financial and insurance services, records management, geographic information services, library services, information management, greening of government, and transport and fleet management.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 55 358 58 833 54 600 66 170

Income 19 710 28 684 27 922 29 630





once-off operating expenditure in 2010−11 in relation to approved investing projects ($2.2 million)

additional savings targets for departmental efficiencies, corporate administration reduction, e-procurement and advertising ($1.3 million).

The $9.0 million decrease in income is primarily due to the transfer of leasehold improvement assets relating to the Riverside Centre from the Department for Transport, Energy and Infrastructure in 2010−11 ($7.5 million).



the removal of the budget savings associated with the closure and sale of the Parks Community Centre ($1.3 million)

adjustments relating to corporate recharges for leasing and fleet costs ($1.3 million)

reclassification in 2010−11 of investing payments into operating expenditure in relation to approved capital projects ($1.2 million).



once-off cost in 2009−10 due to an increase in long service leave provisions arising from an actuarial valuation ($4.3 million)

operating expenditure in 2009−10 on various approved investing initiatives ($4.2 million).




The department participated in an Australia-wide trial looking at the viability of electric cars and leased the electric powered Mitsubishi Electric Vehicle (iMiEV).

Continued upgrade works at the existing Cavan Youth Training Centre.

Continued sustainment works at the Magill Youth Training Centre to address health and safety issues.

Targets 2011−12

Continue to implement sustainment works at the Magill Youth Training Centre to ensure it remains operational until closed.

Construction of the new 60-bed Cavan Youth Training Centre at Goldsborough Road.


2011−12

Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

Energy reduction across DFC 26% 25% 25% 23%



Department for Families and CommunitiesStatement of comprehensive income___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000

ExpensesEmployee benefit expenses Salaries, wages, annual and sick leave ............................ 373 616 367 738 365 630 345 364 Long service leave ............................................................ 9 213 9 987 9 613 15 658 Payroll tax ......................................................................... 19 945 19 904 19 707 19 192 Superannuation ................................................................ 38 420 37 919 38 363 35 061 Other ................................................................................. 4 044 3 968 2 862 11 149Supplies and services General supplies and services .......................................... 242 699 210 587 203 491 195 717 Consultancy expenses ...................................................... 888 873 1 061 668Depreciation and amortisation expenses .............................. 8 635 5 496 6 055 4 369Grants and subsidies ............................................................ 396 138 386 178 385 484 375 627Intra-government transfers ................................................... 432 807 480 079 486 111 763 417Other expenses .................................................................... 14 531 13 985 10 081 11 520

Total expenses 1 540 936 1 536 714 1 528 458 1 777 742

IncomeCommonwealth revenues ..................................................... 246 603 234 368 252 269 542 234Intra-government transfers ................................................... 10 404 13 375 10 243 14 684Other grants .......................................................................... 457 446 — 3 086Fees, fines and penalties ...................................................... 208 194 204 231Sales of goods and services ................................................. 118 648 116 123 114 199 121 186Interest revenues .................................................................. — — — 41Net gain or loss from disposal of assets ............................... — 296 — -224Resources received free of charge ....................................... — 7 475 7 475 — Other income ........................................................................ 1 703 1 478 1 384 7 343

Total income 378 023 373 755 385 774 688 581

Net cost of providing services 1 162 913 1 162 959 1 142 684 1 089 161

Income from/expenses to state governmentIncome Appropriation .................................................................... 1 233 555 1 170 130 1 188 014 1 067 759 Other income .................................................................... — 8 619 — — Expenses Payments to Consolidated Account................................... 68 000 396 28 000 —

Net income from/expenses to state government 1 165 555 1 178 353 1 160 014 1 067 759

Net result 2 642 15 394 17 330 -21 402


Changes in property, plant and equipment assetrevaluation surplus ................................................................ 700 — 700 14 016

Total comprehensive result 3 342 15 394 18 030 -7 386



Department for Families and CommunitiesStatement of financial position___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000

Assets

Current assetsCash and cash equivalents ................................................... 79 261 41 905 40 056 41 514Receivables .......................................................................... 41 998 41 998 37 625 41 998Inventories ............................................................................ 319 319 371 319Other current assets ............................................................. 466 466 300 466


Non current assetsLand and improvements ....................................................... 270 048 293 546 301 487 270 443Plant and equipment ............................................................. 15 014 13 941 7 644 10 979Intangible assets ................................................................... 2 901 4 635 3 692 6 369


Total assets 410 007 396 810 391 175 372 088

Liabilities

Current liabilitiesPayables ............................................................................... 40 427 40 427 34 076 62 627Employee benefits Salaries and wages .......................................................... 2 963 2 963 1 107 11 180 Annual leave ..................................................................... 33 667 33 183 30 655 32 994 Long service leave ............................................................ 15 829 14 796 15 490 13 792Short-term provisions ............................................................ 9 468 8 886 11 012 8 304Other current liabilities .......................................................... 3 271 3 271 3 273 3 271


Non current liabilitiesLong-term borrowings ........................................................... 285 285 285 285Long-term employee benefits Long service leave ............................................................ 66 725 59 923 55 328 53 374 Other ................................................................................. 79 79 69 79Long-term provisions ............................................................ 27 452 26 498 29 093 25 603



Net assets 209 841 206 499 210 787 160 579

Equity

Contributed capital ................................................................ 74 325 74 325 74 325 43 799Retained earnings ................................................................. 19 267 16 625 33 844 1 231Asset revaluation reserve ..................................................... 116 249 115 549 102 618 115 549

Total equity 209 841 206 499 210 787 160 579




Department for Families and CommunitiesStatement of cash flows___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000


Cash outflowsEmployee benefit payments ................................................. 436 919 441 011 438 137 424 206Payments for supplies and services ..................................... 243 587 211 460 204 552 186 273Grants and subsidies ............................................................ 396 138 386 178 385 484 360 822GST paid ............................................................................... — — — 355Intra-government transfers ................................................... 432 807 480 079 486 111 763 417Other payments .................................................................... 12 995 33 688 8 977 —

Cash used in operations 1 522 446 1 552 416 1 523 261 1 735 073

Cash inflowsIntra-government transfers ................................................... 10 404 13 375 10 243 17 770Commonwealth receipts ....................................................... 246 603 234 368 252 269 542 271Other grants .......................................................................... 457 446 — — Fees, fines and penalties ...................................................... 208 194 204 — Sales of goods and services ................................................. 118 648 116 123 114 199 114 113Interest received ................................................................... — — — 41Other receipts ....................................................................... 1 703 1 478 1 384 5 497


State government

Appropriation ........................................................................ 1 233 555 1 170 130 1 188 014 1 067 759Other receipts ....................................................................... — 8 619 — — Payments Payments to Consolidated Account .................................. 68 000 396 28 000 —

Net cash provided by state government 1 165 555 1 178 353 1 160 014 1 067 759

Net cash provided by (+)/used in (-) operating activities 21 132 -8 079 15 052 12 378


Cash outflowsPurchase of property, plant and equipment .......................... 52 476 23 552 68 838 6 601Purchase of intangibles ........................................................ — — — 6 747


Cash inflowsProceeds from sale of property, plant and equipment .......... 68 700 1 496 28 950 180

Cash generated from investing activities 68 700 1 496 28 950 180

Net cash provided by (+)/used in (-) investing activities 16 224 -22 056 -39 888 -13 168



Department for Families and CommunitiesStatement of cash flows___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000


Cash inflowsCapital contributions from state government ........................ — 30 526 30 526 1 911

Cash generated from financing activities — 30 526 30 526 1 911

Net cash provided by (+)/used in (-) financing activities — 30 526 30 526 1 911

Net increase (+)/decrease (-) in cash equivalents 37 356 391 5 690 1 121




Assets received (+) / donated (-) free of charge ................... — 7 475 7 475 -1 050



Administered items for the Department for Families and CommunitiesStatement of comprehensive income___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000

Expenses

Employee benefit expenses Salaries, wages, annual and sick leave ............................ 263 258 251 254 Payroll tax ......................................................................... — — — 1 Superannuation ................................................................ — — — 1 Other ................................................................................. — — — 14Supplies and services General supplies and services .......................................... 14 398 14 013 13 838 13 050 Consultancy expenses ...................................................... — — — 59Depreciation and amortisation expenses .............................. 761 761 659 659Grants and subsidies ............................................................ 168 627 157 452 162 140 138 975Intra-government transfers ................................................... 5 311 5 023 5 023 4 727

Total expenses 189 360 177 507 181 911 157 740

Income

Intra-government transfers ................................................... 9 845 9 845 9 845 10 091Other grants .......................................................................... 110 110 110 1 113Sales of goods and services ................................................. — — — 5 030Interest revenues .................................................................. 1 022 927 778 680Other income ........................................................................ 13 371 13 043 13 043 12 970

Total income 24 348 23 925 23 776 29 884


Income Appropriation .................................................................... 164 404 151 750 157 743 141 106Expenses Cash alignment ................................................................. — 7 556 — —


Net result -608 -9 388 -392 13 250



Total comprehensive result -608 -9 388 -392 17 744



Administered items for the Department for Families and CommunitiesStatement of financial position___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000

Assets

Current assetsCash and cash equivalents ................................................... 42 700 42 547 34 351 51 174Receivables .......................................................................... 1 086 1 086 1 300 1 086


Non current assetsInvestment properties ........................................................... 2 594 2 594 2 324 2 594Land and improvements ....................................................... 35 344 36 105 31 713 36 866


Total assets 81 724 82 332 69 688 91 720

Liabilities

Current liabilitiesPayables ............................................................................... 5 709 5 709 3 685 5 709Short-term borrowings .......................................................... 21 21 — 21Employee benefits Salaries and wages .......................................................... 17 17 14 17Other current liabilities .......................................................... 2 2 2 2



Net assets 75 975 76 583 65 987 85 971

Equity


Total equity 75 975 76 583 65 987 85 971




Administered items for the Department for Families and CommunitiesStatement of cash flows___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000


Cash outflowsEmployee benefit payments ................................................. 263 258 251 268Payments for supplies and services ..................................... 45 640 44 940 44 765 36 848Grants and subsidies ............................................................ 137 385 126 525 131 213 113 212Intra-government transfers ................................................... 5 311 5 023 5 023 4 727


Cash inflowsIntra-government transfers ................................................... 9 845 9 845 9 845 10 091Other grants .......................................................................... 110 110 110 1 537Sales of goods and services ................................................. — — — 4 944Interest received ................................................................... 1 022 927 778 615Other receipts ....................................................................... 13 371 13 043 13 043 12 641


State government

Appropriation ........................................................................ 164 404 151 750 157 743 141 106Payments Cash alignment ................................................................. — 7 556 — —


Net cash provided by (+)/used in (-) operating activities 153 -8 627 267 15 879

Net increase (+)/decrease (-) in cash equivalents 153 -8 627 267 15 879








Expenses


the estimated impact of aged care funding reform, whereby the Commonwealth will take full funding responsibility for aged care and disability services for people aged 65 years and over ($26.6 million)

additional expenditure to provide additional ongoing support services to disability clients ($10.3 million)

additional reimbursement to South Australian Housing Trust (SAHT) for anticipated increase in land tax expense ($9.0 million)

additional expenditure for reunification services to reduce the length of time children spend in alterative care by increasing the numbers of children successfully reunified with their families ($4.7 million)

the impact of standard indexation, provision adjustments, deferred expenditure and prior year budget decisions

partially offset by

decrease in grant payments to the SAHT due to reductions in National Partnership agreements including Nation Building ― Economic Stimulus Plan funding ($49.9 million)

decrease in grant payment to SAHT arising from reforms in SAHT rental charges ($9.1 million)

additional savings targets for departmental efficiencies, fleet management and utilisation, e-procurement and advertising ($2.5 million).

Income


estimated impacts of aged care funding reform ($58.4 million)

partially offset by

reduction in Commonwealth receipts for National Partnership agreements including the Nation Building ― Economic Stimulus Plan ($49.9 million).

The $31.8 million net increase in income arising from the aged care funding reforms, as detailed above, is offset by a matching reduction in the level of Commonwealth specific purpose grants revenue presented within the Department of Treasury and Finance administered items. These reforms are therefore budget neutral at the whole of government level.


The $3.3 million increase in net assets is primarily due to:

projected increases in cash and cash equivalents ($37.4 million)

partially offset by

net reduction in fixed assets due to asset sales ($23.5 million)

increase in employee benefit liabilities ($6.8 million).





Statement of comprehensive income — administered items

The $11.9 million increase in expenses is primarily due to increases in concessions ($12.3 million).

Statement of financial position — administered items


Statement of cash flows — administered items


Additional information for administered items

Additional information on administered items is included in the following table.



Additional information for administered items for the Department for Families and Communities Statement of cash flows

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000


Cash outflows

Employee benefit payments

Charitable and Social Welfare Fund ................................. — — — 16

Home for the Incurables Trust .......................................... — — — 6

Minister’s salary ................................................................ 263 258 251 246


Charitable and Social Welfare Fund ................................. 182 182 182 89

Client Trust Fund .............................................................. 13 525 13 140 12 965 12 052

Concessions ..................................................................... 31 242 30 927 30 927 23 848

Gamblers Rehabilitation Fund .......................................... 691 691 691 836

Home for the Incurables Trust .......................................... — — — 23

Grants and subsidies

Charitable and Social Welfare Fund ................................. 3 818 3 952 3 818 3 903

Community service obligations ......................................... 12 557 12 444 12 444 11 929

Concessions ..................................................................... 115 591 103 646 109 646 91 961

Gamblers Rehabilitation Fund .......................................... 5 419 6 483 5 305 5 419


Community services obligations........................................ 4 751 4 475 4 475 4 191


Home for the Incurables Trust .......................................... 414 402 402 390


Cash inflows


Charitable and Social Welfare Fund ................................. 4 000 4 000 4 000 4 000

Concessions ..................................................................... — — — 246

Gamblers Rehabilitation Fund .......................................... 5 845 5 845 5 845 5 845

Other grants

Concessions ..................................................................... — — — 1 427



Charitable and Social Welfare Fund ................................. — — — 93

Client Trust Fund .............................................................. — — — 284

Concessions ..................................................................... — — — 4 296

Gamblers Rehabilitation Fund .......................................... — — — 271

Interest received

Client Trust Fund .............................................................. 572 503 328 318

Gamblers Rehabilitation Fund .......................................... — — — 37

Home for Incurables Trust ................................................ 446 420 420 257

State Emergency Relief Fund ........................................... 3 3 25 2



2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Supported Residential Facilities Fund............................... 1 1 5 1

Other receipts

Client Trust Fund .............................................................. 12 953 12 637 12 637 12 087

Home for the Incurables Trust .......................................... 414 402 402 326

Minister’s salary ................................................................ — — — 226

Supported Residential Facilities Fund............................... 4 4 4 2


State government

Appropriation .......................................................................... 164 404 151 750 157 743 141 106

Payments

Cash alignment ................................................................. — 7 556 — —


Net cash provided by (+)/used in (-) operating activities 153 -8 627 267 15 879

Net increase (+)/decrease (-) in cash equivalents 153 -8 627 267 15 879

Cash and cash equivalents at the start of the financial year (as at 1 July)

42 526 51 153 34 084 35 274

Cash and cash equivalents at the end of the financial year (as at 30 June)

42 679 42 526 34 351 51 153





Agency: Department of Further Education, Employment, Science and Technology

Minister for Science and Information Economy

Minister for Employment, Training and Further Education

189



Contents

Objective..................................................................................................................................... 192





Program 1: Science, Technology and Information Economy................................................... 195

Program 2: Employment and Skills Formation ........................................................................ 201





Objective

The objective of the Department of Further Education, Employment, Science and Technology (DFEEST) is to develop the skills and capability of the state’s workforce and support the application of science and technology to maximise the opportunities for all South Australians to engage in work and enhance economic development and social inclusion.

DFEEST plays a central role in achieving 14 South Australia’s Strategic Plan targets in the areas of employment, education and training, and science, technology and innovation.

DFEEST undertakes a range of functions in order to meet its objective and contribute to the achievement of the South Australia’s Strategic Plan objectives and targets. These include:

the provision of strategic policy advice for developing the state’s workforce, in conjunction with the Training and Skills Commission

ensuring high quality vocational education and training (VET) is delivered by TAFE institutes under the Office of TAFE SA, private registered training organisations and adult community education providers

regulation of VET providers, non-university higher education providers, and providers of English Language Intensive Courses for Overseas Students

regulation, administration and funding of apprenticeships and traineeships

managing state funded employment and training support programs

supporting the government’s strategic direction in the higher education sector

raising the profile of South Australia in the international education market place

developing policies and strategies, and delivering programs, that create opportunities for Aboriginal people, young people, people with a disability and older workers

provision of strategic advice and delivery of programs in the areas of science, technology and information economy.



The Hon. JW Weatherill

Minister for Science and Information Economy

1. Science, Technology and Information Economy

1.1 Science and Innovation

1.2 Information Economy

1.3 Bioscience Industry Development

The Hon. JJ Snelling

Minister for Employment, Training and Further Education

2. Employment and Skills Formation

2.1 Vocational Education and Training

2.2 Learning, Workforce Participation and Workforce Development

2.3 Regulatory Services

2.4 International and Higher Education

Note: Program numbers have changed due to changes in ministerial responsibilities.

Statutes




Workforce summary

FTEs as at 30 June

Agency 2011−12

Budget(a)

2010−11 Estimated


Department of Further Education, Employment, Science and Technology................................................................................. 3 330.9 3 303.4 3 425.9

Administered items for the Department of Further Education, Employment, Science and Technology ............................................. ― ― ―

Total 3 330.9 3 303.4 3 425.9





2011−12Budget

2010−11Estimated


2009−10Actual

Program $000 $000 $000 $000

1. Science, Technology and Information Economy ............................................................. 19 525 24 785 25 276 31 086

2. Employment and Skills Formation....................... 390 381 381 896 422 864 328 706

Total 409 906 406 681 448 140 359 792

Reconciliation to agency net cost of providing services

Less: Net costs transferred in

Restructure from the Department of the Premier and Cabinet(a).........................................................

― ― ― 1 557

Equals: Net cost of providing services (as per agency statement of comprehensive income)

409 906 406 681 448 140 358 235

(a) Bragg Initiative and Ri Australia transferred from the Department of the Premier and Cabinet on 1 July 2010.




2011−12Budget

2010−11Estimated


2009−10Actual

Investments $000 $000 $000 $000

New projects

Regency TAFE Energy Efficiency Measures ......... 4 474 ― ― ―

Total new projects 4 474 ― ― ―

Existing projects

Better TAFE Facilities ............................................ ― 137 ― 15 728

Campus Refurbishment ......................................... 4 155 150 4 305 ―

Narungga Redevelopment ..................................... ― ― ― 78

Student Information System................................... 2 601 5 221 3 032 8 089

Sustainable Industries Education Centre ............... 52 681 1 077 11 883 ―

Trade Training Centres ― Berri .............................. ― 3 333 ― 72

Trade Training Centres ― Flinders ......................... ― 188 188 232

Trade Training Centres ― Lower North .................. ― 132 132 ―

Training Infrastructure Investment for Tomorrow (TIIFT)................................................... ― 200 200 17 197

Victor Harbor ― New TAFE Campus...................... ― 1 988 3 091 6 286

Minor works ........................................................... 3 000 2 850 2 850 2 017


Annual programs

Purchase of plant and equipment ― Libraries ........ 614 598 598 589

Purchase of plant and equipment ― TAFE............. 1 287 1 703 1 300 1 301





Program 1: Science, Technology and Information Economy


Provides the government’s principal strategic focus for science, technology, information economy and innovation policy development and program delivery to link government, business, industry and education sectors.

Sub-programs

1.1 Science and Innovation

1.2 Information Economy

1.3 Bioscience Industry Development


2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses


Supplies and services................................................... 539 617 595 1 266



Other expenses ............................................................ 30 29 36 4

Total expenses 20 048 25 311 25 760 31 371

Income

Commonwealth revenues............................................. 348 351 309 146

Intra-government transfers ........................................... 175 175 175 ―

Other grants.................................................................. ― ― ― 15

Sales of goods and services......................................... ― ― ― 2


Other income................................................................ ― ― ― 124

Total income 523 526 484 285


Sub-program 1.1: Science and Innovation


Provide high level strategic advice to the Minister on maximising economic, environmental and social benefits from the state’s scientific and research performance and investments by:

identifying strategic priorities for state government investment in science and research

raising awareness and understanding of the benefits of science and innovation amongst government, business and the community

facilitating coordinated and strategic bids for Commonwealth grants

facilitating coordination of education and research activity with end-user (industry) requirements to maximise the benefits for South Australia

providing seed capital and business guidance to a portfolio of innovative companies commercialising research and development.



2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 10 893 14 192 14 247 18 533

Income 175 175 175 148




The $3.3 million decrease in net cost is primarily due to:

lower expenditure on the National Collaborative Research Infrastructure Strategy (NCRIS) ($1.2 million)

carryover of expenditure associated with the Education Investment Fund from 2009−10 into 2010−11 ($1.0 million)

lower expenditure associated with the Playford Centre ($0.9 million).





lower expenditure associated with NCRIS ($2.2 million)

expenditure associated with the Bragg Initiative and Ri Australia which will not occur in 2010–11 ($1.6 million).


Facilitated $7.3 million of state government funding for the Institute for Photonics and Advanced Sensing at the University of Adelaide to advance the state's research capacities in a number of areas including defence, environmental monitoring and preventative health.

Coordinated the development of a whole of government STEM (science, technology, engineering and mathematics) Skills Strategy.

Assisted the chief scientist for South Australia in establishing the Goyder Institute for Water Research, a partnership between the state government (including the Department for Water), the Commonwealth Scientific and Industrial Research Organisation, and the state’s local universities, which will position South Australia as a world leader in water innovation and science.

Managed various grants, including:

– support for four applicants to the Cooperative Research Centre Program, of which two successfully received funding from the Commonwealth Government

– $3.3 million allocated to six projects as part of the Premier’s Science and Research Fund

– $1.2 million allocated in the final year of the National Collaborative Research Infrastructure Strategy.

Playford Capital expected to invest $4.1 million in 2010−11 through the Playford Capital Innovation Investment Follow-on Fund Trust (PC IIFF Trust) in South Australian innovation technology companies and assist its investee companies to raise a further $2.0 million from private co-investors and other public sources.



Targets 2011−12

Facilitate Commonwealth Government consultation with the South Australian research community to develop the 2011 Strategic Roadmap for Australian Research Infrastructure.

Evaluate and recommend new state co-investment to enhance the state’s success in leveraging funding from the Commonwealth Government and other sources for science and research.

Coordinate the collection of data on whole of government research and development expenditure and support the chief scientist working collaboratively with the Economic Development Board in a strategic review of state government support for research and development.

Assist the chief scientist in reviewing the role, membership and operation of the Premier’s Science and Research Council to ensure it continues to meet the strategic needs of the government.

Oversee the implementation of the whole of government STEM Skills Strategy.

Playford Capital to invest $1.5 million through the PC IIFF Trust in South Australian innovative technology companies and assist its investee companies to raise a further $0.5 million from private co-investors and other public sources.


2011−12Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

Public expenditure on research and development as a per cent of GSP

0.8%(a) 1.2% 0.8% 1.2%(a)

(a) South Australia’s Strategic Plan target is to match or exceed average investment compared to other Australian states as a proportion of Gross State Product (GSP). The most recent Australian Bureau of Statistics data is for 2008−09. The data shows public investment on research and development was 1.2 per cent of GSP in 2008−09 compared with average national investment of 0.8 per cent of GSP.

Sub-program 1.2: Information Economy


Provide high level strategic policy advice to the Minister and government on the information economy and the information and communications technology (ICT) sector to maximise the community, business and economic benefits of ICT across the state through:

raising awareness and understanding of the information economy among government, business, industry and education providers to build the capability of South Australians in using ICT

developing strategy and facilitating programs and projects for promoting the information economy and supporting the deployment, availability and effective use of broadband across the state

supporting strategic investments projects that deliver on the information economy objectives.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 2 814 4 229 4 474 5 282

Income 348 351 309 137






The $1.4 million decrease in net cost is due to the completion of the Broadband Development initiative.




The $1.3 million decrease in net cost is primarily due to lower expenditure associated with the Broadband Development initiative ($1.1 million).


Completed the joint AdamMax initiative between the state government, Commonwealth Government and Adam Internet providing up to 55 000 residential and business premises across Adelaide with the opportunity to access high speed broadband services through the construction of 59 WiMAX towers for 350 blackspot areas across metropolitan Adelaide.

Implemented projects to deliver broadband services to the Mid North and Southern Mallee regions.

Provided public internet access and digital literacy programs to Aboriginal communities in Oodnadatta and Marree.

Continued to attract new participants to the Outback Connect digital literacy programs, maintained a satisfaction rating with the quality and content of training above 95 per cent and successfully trialled a digital literacy program for job seekers through Job Services Australia agencies.

Commenced implementation of the recommendations of Dr Genevieve Bell, Thinker in Residence, contained in the report Getting Connected, Staying Connected: Exploring South Australia’s Digital Futures, including:

– strong engagement with all stakeholders participating in the state’s first release National Broadband Network (NBN) site in Willunga to maximise the success of enhanced digital connectivity

– creation of the Digital Literacy Skills for All framework, to develop the foundation digital literacy skills of all South Australians.

Targets 2011−12

Optimise the success and use of the emerging NBN by ensuring fibre deployment in the state is maximised and that South Australians have the skills and knowledge to exploit the new technology and services.

Improve digital literacy and STEM (science, technology, engineering and mathematics) skills to grow the state’s prosperity, increase productivity and enhance wellbeing by increasing the uptake and completion of education and training in STEM.

Provide public internet access to a total of five remote Aboriginal communities and implement the recommendations of the Outback Connect digital literacy evaluation program to support broadband access and training in remote and regional South Australia.

Increase the size and capability of the digital content and applications industry in collaboration with MEGA stakeholders.




2011−12Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

Broadband as a per cent of internet connections to households

Within 5 percentage points of national average(a)




Broadband Development funds for the implementation of South Australia’s broadband strategy

―(b) $1.4m(c) $1.7m(c) $2.5m

(a) The South Australia’s Strategic Plan target for broadband use to 2010 is to exceed the Australian national average and maintain thereafter. The most recent data published by the Australian Bureau of Statistics on Household Use of Information Technology is for 2008−09. The next biennial publication on results for 2010−11 is expected in December 2011.

(b) Broadband Development funds will be fully expended in 2010−11.

(c) The 2010−11 Estimated Result is $1.4 million as $0.3 million of the $1.7 million target was expended in 2009−10.

Sub-program 1.3: Bioscience Industry Development


Develop the bioscience industry by providing assistance in business development, finance, infrastructure and marketing.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 6 341 6 890 7 039 7 556





The $0.5 million decrease in net cost is due to:

savings measures to reduce the operating costs of Bio Innovation SA ($0.7 million)

partially offset by

indexation of expenditure ($0.2 million).




The $0.7 million decrease in net cost is due to:

savings measures to reduce the operating costs of Bio Innovation SA ($0.9 million)

partially offset by

indexation of expenditure ($0.2 million).




Occupancy of the Bio Innovation SA Business Incubator, which provides laboratory and office accommodation for early stage bioscience companies, exceeded 97 per cent.

Contributed to the development of South Australia’s bioscience industry by attracting a new bioscience company specialising in nano-materials platform technologies from interstate.

Provided Bio Innovation SA grants of $3.2 million to support pre-clinical, proof of concept, pilot manufacturing and clinical studies by bioscience companies in South Australia to facilitate company growth.

Bio Innovation SA continued to provide business support to bioscience companies through access to venture capital managed by Terra Rossa Capital, with investment of $2.0 million leveraging $6.2 million of investment in companies by other equity investors.

Targets 2011−12

Attract another new bioscience company from interstate to strengthen the industry base in South Australia.

Assist in raising further venture capital required to maintain the growth of South Australian companies.

Confirm interest from the private sector to fund construction of the Stage 2 Incubator building at Thebarton to meet expected industry demand for specialised infrastructure.

Sell one parcel of land to establish additional facilities at the Thebarton Bioscience Precinct.

Host the national AusBiotech bioscience industry conference in Adelaide, expected to attract 1200 national and international delegates.


2011−12Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

New biotechnology companies created 3 4 3 4

Total number of bioscience projects assisted(a) 25(b) 45 30 34

Bioscience grants provided to companies $3.1m $3.4m $3.2m $3.2m

Bioscience marketing activities ― number of short courses and networking functions held(c)

9 7 4 6

(a) The indicator represents bioscience projects undertaken by research organisations and companies.

(b) The focus on larger projects in 2011−12 will result in a lower number of overall projects assisted.

(c) The indicator has been revised to include short courses from 2011−12.



Program 2: Employment and Skills Formation


Strengthen the economic prosperity and social wellbeing of South Australians through strategic employment, skills formation and workforce development.

Sub-programs

2.1 Vocational Education and Training

2.2 Learning, Workforce Participation and Workforce Development

2.3 Regulatory Services

2.4 International and Higher Education


2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses






Other expenses ............................................................ 3 084 2 975 3 674 683

Total expenses 541 653 517 214 548 125 507 822

Income



Other grants.................................................................. 7 539 7 581 5 664 5 370


Interest revenue............................................................ ― ― ― 11


Other income................................................................ 3 088 3 188 2 346 4 246

Total income 151 272 135 318 125 261 179 116


Sub-program 2.1: Vocational Education and Training


Provide post-secondary vocational education and training (VET) through TAFE SA and other registered training organisations through:

the investment of public funds to support individuals and employers to develop workforce skills

funding apprenticeships and traineeships

supporting post-secondary training and education

providing state and national policy advice.



2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 503 342 476 966 510 258 467 720

Income 144 782 125 319 119 387 176 489




The $6.9 million increase in net cost is primarily due to:

higher expenditure associated with the Productivity Places Program ($17.6 million)

higher expenditure associated with the 100 000 new training places initiative ($13.4 million)

higher expenditure associated with various Commonwealth funded projects ($7.1 million)

lower Commonwealth revenue for the Berri Trade Training Centre ($3.7 million)

partially offset by

higher Commonwealth revenue associated with the Productivity Places Program ($24.3 million)

a decrease in net costs associated with savings initiatives ($10.7 million).



lower expenditure associated with the 100 000 new training places initiative to align with the estimated rate of growth in demand for skills over the six year period of the commitment ($23.9 million)

expenditure relating to the Productivity Places Program carried over into future years ($6.7 million)

higher Commonwealth revenue mainly relating to the Berri Trade Training Centre, Better TAFE Facilities program and Training Infrastructure Investment for Tomorrow program ($6.8 million)

reclassification of operating expenditure to investing relating to the Student Information System ($2.1 million)

expenditure mainly relating to the Phoenix project and the Maritime Skills Centre carried over into 2011−12 ($1.6 million)

partially offset by

lower revenue associated with the revised expenditure profile for the 100 000 new training places initiative ($1.7 million).



lower Commonwealth revenue associated with the Better TAFE Facilities and Training Infrastructure Investment for Tomorrow programs ($30.0 million)

higher expenditure associated with the Productivity Places Program ($15.7 million)

lower Commonwealth revenue associated with the Productivity Places Program ($18.5 million)

higher employee expenses associated with recent enterprise bargaining agreements ($14.2 million)

commencement of the additional investment in the 100 000 new training places initiative ($8.6 million)



partially offset by

higher employee expenses in 2009−10 associated with the targeted voluntary separation package (TVSP) scheme ($13.6 million)

expenditure carried over into future years, reclassification of Student Information System operating expenditure to investing and a reduction in depreciation expense ($4.6 million)

higher Commonwealth revenue for the Berri Trade Training Centre ($3.7 million)

lower actual net costs for 2009−10 due to activities associated with vocational education and training being budgeted within Sub-program 2.2 ‘Learning, Workforce Participation and Workforce Development’.


Launched the Skills for All policy to modernise and revitalise the VET system and increase the skills, qualification levels and employment participation of South Australians.

Work continued to deliver an additional 100 000 training places by 2016 as set out in the state government’s Job Strategy initiative.

Substantially completed the detailed facility design of the Sustainable Industries Education Centre at Tonsley Park.

Completed construction of the new Victor Harbor TAFE Campus to expand training in the South Coast region.

The number of full-year training equivalents increased to an estimated 35 500 in 2010 from 32 800 in 2009 with expenditure per full-year training equivalent expected to fall to an estimated $9400 in 2010 from $10 224 in 2009.

The proportion of VET graduates satisfied with the overall quality of their training was 90.5 per cent in 2009, the highest percentage of all the states and territories and 1.6 percentage points higher than the national average.

TAFE SA delivered an estimated total of 21.1 million hours of training (of which 16.6 million hours were funded by the state and Commonwealth governments), with 79.6 per cent of qualifications being at Certificate III and above.

The proportion of apprentices and trainees completing their training contract before the nominal completion date increased to 71.5 per cent from 69.3 per cent in 2009−10.

Targets 2011−12

Implement the Skills for All policy direction to modernise and revitalise the state’s VET system.

Commence implementation of reformed arrangements to support school students who undertake VET within the South Australian Certificate of Education (SACE). The first phase starts with TAFE SA and is subsequently implemented across the VET system.

Implement with TAFE SA a trial of learner support services to improve the rate of course completions by the most disadvantaged students.

Establish the Office of TAFE SA to provide TAFE SA with increased flexibility, autonomy and greater commercial accountability and by July 2012 establish TAFE SA as a separate government owned statutory authority.

Increase the supply of skills in accordance with industry demand, by continuing to work with industry to address critical sector needs for training and workforce development in the context of the Skills for All policy.

Achieve more than 1200 course enrolments by Aboriginal people at Certificate III and above.

Commence construction of the Sustainable Industries Education Centre.

Complete the TAFE SA Adelaide level 3 redevelopment (Campus Refurbishment), the refurbishment of the Berri Campus Trade Training Centre and successful implementation of the Student Information System.



Performance indicators(a)

2011−12Target

2010−11Estimated

Result2010−11

Target 2009−10Actual(b)

Proportion of South Australians aged 15−64 participating in VET(c)

12.0% 11.3% 12.0% 10.9%

Student groups as a proportion of all VET students:

Indigenous students(d) 5.0% 4.4%(d) 5.0% 4.1%(d)

students who speak a language other than English (LOTE) at home(e)

13.0% 11.9% 13.0% 11.9%

students with a disability 8.0% 7.9% 8.0% 6.6%

low socioeconomic status(f) 27.0% 25.5% 27.0% 26.1%

Full-year training equivalent(g) 36 000 35 500 35 900 32 800

Load pass rates(h) 87.0% 87.0% 80.0% 86.6%

Proportion of qualification completions at Certificate III and above(i)

70.0% 69.4% 70.0% 67.4%(j)

Proportion of qualification completions at Certificate III and above categorised by student groups(i):

Indigenous students 61.0% 50.5% 61.0% 44.4%(j)

students who speak a language other than English (LOTE) at home(e)

75.0% 70.0% 75.0% 63.4%(j)

students with a disability 66.0% 56.1% 66.0% 55.4%(j)

low socioeconomic status 66.0% 60.2% 66.0% 58.0%(j)

Proportion of User Choice funds expended on Certificate III qualifications and above(k)

95.0% 95.0% 94.0% 94.0%

Proportion of apprentices and trainees completing their training contract(l)

62.0% 61.0% 60.0% 61.9%

Proportion of VET graduates rating their satisfaction with quality of training at four or more on a scale of 1 (strongly disagree) to 5 (strongly agree)(m)

90.0% 89.5% 90.0% 90.5%

Proportion of graduates unemployed before their TAFE SA course who found work after training(n)

46.0% 45.4%(n) 55.0% 39.3%

Proportion of VET graduates employed or in further study after the training(n)

90.0% 88.5% 90.0% 85.4%

Proportion of international students in VET 2.0% 2.0% 2.0% 1.9%

Expenditure per full-year training equivalents(g) $9 000 $9 400 $10 150 $10 224

(a) All performance indicator data is aligned to Commonwealth and state recurrent and specific funding under the National Agreement for Skills and Workforce Development with the Commonwealth, unless otherwise stated.

(b) All 2009−10 Actual results are sourced from 2009 calendar year data, unless otherwise stated. Also refer to footnote (a).

(c) Refers to activity based on Commonwealth and state recurrent and specific funding, and domestic and international student fee for service.

(d) There are significant year to year variations for the participation of Indigenous students in VET. The participation rates of Indigenous students in South Australia are high relative to the total Indigenous population.

(e) This indicator has changed from ‘students from a non English speaking background’ for consistency with the term used in the Annual National Report of the Australian VET system.

(f) Low socioeconomic status refers to the most disadvantaged socioeconomic areas (quintile 1) using the Australia Bureau of Statistics Socio-Economic Index for Area-Index of Relative Socio-economic Disadvantage.

(g) Full-year training equivalent represents training activity in terms of equivalent full-time students. One full-year training equivalent is the activity of a student who is training on a full-time basis for one year, or 720 hours.

(h) Load pass rates report the extent to which students pass their assessment in an assessable module or unit of competency.

(i) The Council of Australian Governments (COAG) considers a Certificate III the minimum level qualification to improve employment outcomes and provide a pathway to further education and training. The performance indicator refers to activity based on Commonwealth and state recurrent and specific funding, and domestic fee-for-service students.

(j) There was a lag in the reporting of qualification completions in 2009. The 2008 calendar year result is the latest available. Final completions data for 2009 will be available around July 2011.

(k) Performance indicator relocated from Sub-program 2.3 ‘Regulatory Services’ as the budget for User Choice is contained within this sub-program.

(l) Expired training contracts are excluded from the calculation. Target and results are for the financial year.

(m) Based on a sample survey of publicly funded VET students and TAFE SA domestic fee-for-service students.

(n) The ongoing effects of the global financial crisis have meant a large increase in the number of TAFE graduates that were unemployed before starting their course.



Sub-program 2.2: Learning, Workforce Participation and Workforce Development


Address the state’s economic development and social inclusion objectives by:

providing opportunities for people to participate in employment, training, skills development, and adult community education

meeting the current and future labour and skill needs of industry


2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 26 668 28 805 26 501 31 671

Income 5 645 9 394 5 270 1 907





once-off Commonwealth revenue in 2010–11 associated with the Kickstart Pre-Apprentice Program ($3.5 million)

higher expenditure related to the Kimberly-Clark regional support package ($1.0 million)

partially offset by

lower expenditure associated with savings initiatives ($2.0 million)

carryover of expenditure from 2009−10 into 2010−11 for Commonwealth programs ($0.5 million).


The $1.8 million decrease in net cost is primarily due to the carryover of expenditure for the Kickstart Pre-Apprentice Program ($1.6 million).

There is also a $4.1 million increase in expenses and income due to:

corrections to the classification of the budget for the Kickstart Pre-Apprentice Program ($2.5 million)

the Kickstart Pre-Apprentice and Building Family Opportunities programs ($1.6 million).



higher revenue for the Kickstart Pre-Apprentice and Building Family Opportunities programs ($5.2 million)

lower expenditure associated with the Career Start SA program as a result of the savings initiative to cease salary subsidies to government agencies ($1.5 million)

higher actual net costs for 2009−10 due to activities associated with Sub-program 2.1 ‘Vocational Education and Training’ being budgeted within this sub-program and greater actual costs associated with Sub-program 2.4 ‘International and Higher Education’ being reflected within this sub-program



partially offset by

higher expenditure for the Kickstart Pre-Apprentice and Building Family Opportunities programs ($3.6 million).


Implemented new South Australia Works and Adult Community Education (ACE) strategies with an increased focus on foundation skills and stronger pathways between ACE and the VET system, to raise participation rates for people disadvantaged in the labour market.

Over 7190 people gained a job through employment programs and a further 300 through the Skills Recognition Service.

Secured $3.5 million from the Commonwealth Government’s $20 million Apprentice Kickstart Initiative to provide 500 pre-apprenticeship training opportunities to predominantly young South Australians.

Implemented services to assist retrenched workers from Bridgestone Australia Limited, National Foods, Carter Holt Harvey, Fletchers Freighters and Kimberly-Clark Australia to transition to new employment.

Promoted the use of labour market information amongst key industry stakeholders and enhanced the tools, including the Workforce Wizard tool, which enable users to automatically generate this information.

Targets 2011−12

Provide workforce participation programs and services to over 32 600 South Australians who are most marginalised and who face disadvantage in the labour market.

Deliver more programs in foundation skills and provide entry level pathways into further training and employment for over 13 200 people through ACE.

Facilitate the economic participation of Aboriginal people to address Aboriginal disadvantage and reduce the gap between Aboriginal and non-Aboriginal unemployment rates each year.

Continue to deliver a responsive and effective program to support retrenched workers.

Develop and implement a network of workforce development advisors and produce associated workforce development tools and templates in accordance with the Skills for All policy.

Continue to play a key role in national and state workforce development policy and drive implementation of new initiatives, particularly for foundation skills, learning support services, and career development.




2011−12Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

Total number of participants in workforce participation programs and services(a)

32 627 30 692 27 160 30 252

Total number of participants in employment programs: 11 162(b) 15 547 14 130 16 660

pre-employment programs(c) 6 932 ― ―(c) ―

direct employment programs(c) 4 230(d) ― ―(c) ―

Total number of participants gaining a job through employment programs(e):

6 216(b) 7 198 7 100 7 572

proportion (and total number of participants) gaining a job through pre-employment programs(f)

60% (4 186) ― ― ―

total number of participants commencing a direct employment program(g)

2 030 ― ― ―

Total number of participants in employment programs by priority target group(h):

young people aged 15−24 ―(h) 9 163 8 010 8 717

mature aged people aged 40+ ―(h) 3 067 3 065 4 184

Aboriginal people ―(h) 2 409 1 815 2 261

Proportion (and number of participants) gaining a job through employment programs by priority target group(h):

young people ―(h) 46% (4 198) 50% (4 035) 45% (3 959)

mature aged people 40+ ―(h) 50% (1 522) 50% (1 532) 43% (1 809)

Aboriginal people ―(h) 51% (1 218) 53% (970) 51% (1 163)

Total number of participants in pathways to workforce participation programs(i):

21 465(b) 14 996 13 030 13 592

adult community education 13 290(b) 11 470 9 000 8 672

Tauondi Aboriginal College 690 752 690 678

skills recognition services 2 500(i) 2 500 2 500 3 521

other(s) 4 985(b) 274 840 721

(a) Workforce participation programs and services include employment programs, referral services, advice, assessment and support for individuals to develop foundation skills and participate in training and skills development programs.

(b) The 2011−12 Target reflects a greater emphasis on supporting those disadvantaged in the labour market through pathways to workforce participation programs that support individuals to develop foundation skills, participate in training and skills development programs and gain work experience.

(c) New indicators to make explicit the performance against the two broad types of employment programs ― pre-employment and direct employment programs. Pre-employment programs target job outcomes on the successful completion of the program. Direct employment programs include group training and other programs where participants gain a job on commencement.

(d) The 2011−12 Target includes 2030 participants commencing their direct employment program and 2200 participants continuing from 2010−11.

(e) The indicator makes explicit the number and proportion of jobs that have been gained as an outcome for people participating in pre-employment and direct employment programs.

(f) Participants gaining a job through pre-employment programs as a result from the successful completion of the program.

(g) Direct employment programs include group training and other programs where participants gain a job on commencement. Consequently, the proportion of people gaining a job will always be 100 per cent.

(h) The performance indicators will no longer be measured as they do not represent the broader range of target groups disadvantaged in the labour market that participate in workforce participation programs and services.

(i) Pathways to workforce participation programs include referral services, advice, assessment and support for individuals to develop foundation skills, participate in training and skills development programs, and gain work experience through paid and voluntary work.



Sub-program 2.3: Regulatory Services


Administer the state’s further education and training system through:

registration, accreditation and approval services for registered training organisations

quality oversight of the state vocational education system through the Training and Skills Commission

administering the apprenticeship and traineeship system


2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 6 164 6 195 6 193 5 719

Income 845 605 604 699




The $0.3 million decrease in net cost is primarily due to an increase to accreditation and registration fees charged to training providers ($0.2 million).





additional resources to meet Commonwealth regulatory requirements and the review of the Training and Skills Development Act 2008 ($0.6 million)

partially offset by

an increase in accreditation and registration fees charged to training providers ($0.2 million).


Strengthened the quality of education for international students in South Australia by completing the assessment of 61 providers who applied to be re-registered on the Commonwealth Register of Institutions and Courses for Overseas Students (CRICOS).

DFEEST as the state government accreditation authority for higher education received a very positive audit assessment by the Australian Universities Quality Agency and was recognised for its good practice.

Provided greater protection for domestic and international students coming to South Australia through strengthened regulatory arrangements within the Training and Skills Development (Miscellaneous) Amendment Act 2011 and revised Guidelines for Registered Training Organisations.

Contributed to the development of national legislation and inter-governmental agreements to establish the National VET Regulator and the Tertiary Education, Quality and Standards Agency.



Developed and implemented guidelines for approving applications for the declaration of trades and vocations under the Training and Skills Development Act 2008, and developed guidelines for persons who supervise apprentices and trainees.

Targets 2011−12

Implement strengthened regulatory arrangements through the Training and Skills Development (Miscellaneous) Amendment Act 2011, revised Guidelines for Registered Training Organisations and new policies for the approval of applications for registration.

Manage the operations and risks arising from the transition of regulatory services for tertiary education under the Training and Skills Development Act (2008) to the National VET Regulator and the Tertiary Education, Quality and Standards Agency.

Implement a new data management system to improve the efficiency and effectiveness of regulatory operations.

Provide 15 500 employers with the Guide for Workplace Supervisors to improve the supervision, mentoring and support of trainees and apprentices and increase traineeship and apprenticeship completion rates.

Streamline apprentice support services in collaboration with the Commonwealth and other states and territories.


2011−12Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

Number of applications from training providers assessed against registration requirements

300 302(a) 350 306

Proportion (and number) of registered training providers demonstrating compliance at time of audit

65%(b) (51) 49%(c) (29) 60% (36) 76% (59)

Proportion (and number) of registered training provider applications assessed within client service standards

75% (225) 77% (232) 75% (262) 66% (207)

Number of national training package qualifications made available for delivery during the year

150 150(d) 350 204

Number of South Australian qualifications accredited 30 34 30 103

Number of qualifications made available as a traineeship/ apprenticeship

100 139(e) 100 82

Proportion of clients satisfied with the quality of recognition services provided

95% n.a.(f) 95% 87%

Number of new training contract commencements demand driven 22 000 demand driven 22 147

Proportion of training contracts approved within 10 days from time of receipt

80% 74%(g) 80%

Proportion of satisfied clients as measured through annual sample surveys:

trainees/apprentices 95% ―(h) 95% 93%

employers 95% ―(h) 95% 85%

(a) The 2010−11 Estimated Result is lower than the 2010−11 Target due to less applications compared to previous years.

(b) Target rate of compliance for 2011−12 is anticipated to be higher than 2010−11 following implementation of revised policies for assessment of applications for registration.

(c) Calculated from outcomes of monitoring and renewal audits only. Targeting monitoring audits to higher risk registered training organisations has resulted in a lower rate of compliance than target.

(d) Qualifications made available are determined by the rate of training package development and endorsement at the national level.

(e) The number of qualifications available is determined by the rate of review and endorsement of training packages. The 2010–11 Estimated Result is due to the higher level of review and endorsement of training packages than in previous years.

(f) Client satisfaction data not available for this period. Client service standards for regulatory services have been revised following an internal restructure. Data on client satisfaction will be available for 2011−12.

(g) Calculated from the point at which completed training documentation is received for approval.

(h) The annual client satisfaction survey has commenced and will be completed in June 2011.



Sub-program 2.4: International and Higher Education


Support the development of Adelaide as a centre for education, international education and South Australian education exports including providing marketing services, analysis and student and community support.

Provide high level strategic policy advice to the Minister on higher education policy and planning.

2011−12Budget

2010−11Estimated


2009−10Actual

$000 $000 $000 $000

Expenses 5 479 5 248 5 173 2 712

Income ― ― ― 21








The $2.6 million increase in net cost is primarily due to a portion of actual net costs associated with this sub-program being reported within Sub-program 2.2 ‘Learning, Workforce Participation and Workforce Development’.


Increase in international student enrolments of 1.4 per cent compared to a national decline of 1.8 per cent. South Australia’s growth rate has been above the national rate for six of the past eight years. International education is now the state’s second largest export earner generating more than $1 billion per year and supporting more than 6500 jobs.

Increase in international awareness of the StudyAdelaide brand to 50 per cent in 2010 from 7 per cent in 2007 and international awareness of Adelaide as a destination for study to 62.4 per cent in 2010 from 18 per cent in 2007 (based on the Brand Health Report 2010).

Supported the implementation of the Commonwealth Government’s reform program for the international education sector to ensure a sustainable and high quality sector.

Coordinated the development of the Council of Australian Government’s International Students Strategy for Australia.

Collaborative research project between DFEEST, the Australian Bureau of Statistics (ABS) and the three state universities to identify strategies to improve university access, participation and completion to assist the state to meet the national target that 40 per cent of all 25 to 34 year olds will hold a qualification at bachelor level or above by 2025.



Collaborated with the Commonwealth Government and other jurisdictions to develop legislation underpinning the proposed national Tertiary Education Quality and Standards Agency.

Reassessed policies for post-compulsory education in terms of tertiary education and pathways which will enable optimal access and participation.

Targets 2011−12

Increase South Australia’s share of overseas students to 5.8 per cent in 2011.

Contribute to the retention of international students after completion of their study to address skill needs in the state by improving their job search skills through employment workshops jointly held by DFEEST, Education Adelaide and the Department of Trade and Economic Development.

Continue to work with the Commonwealth Government and other jurisdictions to ensure the state’s tertiary education providers benefit under the new regulatory framework being implemented through the Tertiary Education Quality and Standards Agency.

Explore, in collaboration with the ABS and the three state universities, the implications of revised Commonwealth definitions of socioeconomic status for the state in meeting the national target that 20 per cent of higher education enrolments at the undergraduate level will be people from a low socioeconomic status background by 2020.

Work with universities, VET providers and the Department of Education and Children’s Services (DECS) to strengthen pathways between school, VET and higher education.

Work with the three state universities to improve teaching and learning policies and practices to maximise student experiences and engagement, particularly for first year students.

Engage with the three state universities and DECS to understand the needs, experiences and challenges of first year students who are the first in their family to attend university.


2011−12Target

2010−11Estimated

Result2010−11

Target 2009−10

Actual

South Australia’s share of overseas students(a) 5.8%(c) 5.6%(d) 6.8% 5.6%

Growth in South Australia’s international student commencements(a)(b)

15 000(c) 14 500(d) 15 500 16 721

Growth in South Australia’s international student enrolments(a)(b)

35 400(c) 32 400(d) 34 500 34 391

(a) The Commonwealth Department of Education, Employment and Workplace Relations categorises International Education into Higher Education, Vocational and Technical Education, English Language Intensive Courses for Overseas Students, Schools, and ‘other’ sectors ― ‘other’ includes foundation, bridging and enabling courses plus other courses that do not lead to a qualification under the Australian Qualifications Framework.

(b) Targets and results are shown as total student numbers, with growth being the difference between the years.

(c) The 2011−12 Target is based on consultations with industry for an update to South Australia’s Strategic Plan in 2011. This target may not be met due to factors affecting international student numbers including policy changes to student visas implemented in 2009−10, the high Australian dollar, availability of affordable accommodation, damage to the Australian Education brand through violence against students and negative media coverage and lack of work experience and job opportunities for students.

(d) The 2010−11 Estimated Result is calculated based on consultations with industry for an update to South Australia’s Strategic Plan in 2011. The 2010−11 Target was not met due to factors affecting international student numbers ― refer to footnote (c) for these factors.



Department of Further Education, Employment, Science and TechnologyStatement of comprehensive income___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000

Expenses

Employee benefit expenses Salaries, wages, annual and sick leave ............................ 226 619 224 481 230 210 222 387 Long service leave ............................................................ 6 547 7 204 9 078 8 876 Payroll tax ......................................................................... 12 917 12 871 13 319 12 942 Superannuation ................................................................ 27 215 27 064 27 930 23 543 Other ................................................................................. 1 969 2 938 1 920 22 884Supplies and services General supplies and services .......................................... 188 721 171 306 179 543 155 973 Consultancy expenses ...................................................... 644 245 103 207Depreciation and amortisation expenses .............................. 19 909 19 232 19 863 17 818Grants and subsidies ............................................................ 63 957 62 954 76 684 42 932Intra-government transfers ................................................... 10 089 11 226 11 525 29 373Other expenses .................................................................... 3 114 3 004 3 710 687

Total expenses 561 701 542 525 573 885 537 622

Income

Commonwealth revenues ..................................................... 36 081 21 404 17 142 65 792Intra-government transfers ................................................... 4 049 8 930 4 418 4 518Other grants .......................................................................... 7 539 7 581 5 664 5 371Sales of goods and services ................................................. 101 038 94 741 96 175 99 456Interest revenues .................................................................. — — — 11Net gain or loss from disposal of assets ............................... — — — -131Other income ........................................................................ 3 088 3 188 2 346 4 370

Total income 151 795 135 844 125 745 179 387



Income Appropriation .................................................................... 409 791 391 216 442 078 384 507 Other income .................................................................... — 1 204 — 24 126Expenses Cash alignment ................................................................. — 11 221 — 9 923


Net result -115 -25 482 -6 062 40 475


Net gain on financial assets taken to equity ......................... — — — 685

Total comprehensive result -115 -25 482 -6 062 41 160



Department of Further Education, Employment, Science and TechnologyStatement of financial position___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000

Assets

Current assetsCash and cash equivalents ................................................... 26 036 63 694 73 021 85 981Receivables .......................................................................... 23 261 23 336 26 823 16 411Inventories ............................................................................ 972 972 935 972Other current assets ............................................................. 1 602 1 602 1 241 1 602


Non current assetsFinancial assets .................................................................... 3 891 3 891 3 206 3 891Land and improvements ....................................................... 676 072 626 571 636 796 633 307Plant and equipment ............................................................. 30 769 31 367 29 064 26 286


Total assets 762 603 751 433 771 086 768 450

Liabilities

Current liabilitiesPayables ............................................................................... 43 697 42 715 34 420 41 430Employee benefits Salaries and wages .......................................................... 5 449 4 943 4 279 4 451 Annual leave ..................................................................... 10 084 9 798 9 496 9 559 Long service leave ............................................................ 5 333 5 091 6 653 4 848 Other ................................................................................. 5 190 5 114 5 017 5 040Short-term provisions ............................................................ 2 076 2 005 2 021 1 934Other current liabilities .......................................................... 8 346 8 346 20 535 8 346


Non current liabilitiesLong-term borrowings ........................................................... 2 237 — — — Long-term employee benefits Long service leave ............................................................ 61 130 54 517 57 658 48 379Long-term provisions ............................................................ 6 837 6 565 6 378 6 306



Net assets 612 224 612 339 624 629 638 157

Equity

Retained earnings ................................................................. 386 044 386 159 399 134 411 977Asset revaluation reserve ..................................................... 225 495 225 495 225 495 225 495Other reserves ...................................................................... 685 685 — 685

Total equity 612 224 612 339 624 629 638 157




Department of Further Education, Employment, Science and TechnologyStatement of cash flows___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000


Cash outflowsEmployee benefit payments ................................................. 266 562 266 424 273 644 291 016Payments for supplies and services ..................................... 201 035 182 910 191 005 177 081Grants and subsidies ............................................................ 52 287 51 595 65 325 42 932GST paid ............................................................................... — — — 4 126Intra-government transfers ................................................... 10 089 11 226 11 525 29 373Other payments .................................................................... 2 656 2 561 3 197 835


Cash inflowsIntra-government transfers ................................................... 4 049 8 930 4 418 — Commonwealth receipts ....................................................... 36 081 21 404 17 142 65 792Other grants .......................................................................... 7 539 7 581 5 664 9 831Sales of goods and services ................................................. 101 104 94 807 96 241 93 753Interest received ................................................................... — — — 11GST received ........................................................................ — — — 18 566Other receipts ....................................................................... 2 982 3 085 2 243 8 578


State government

Appropriation ........................................................................ 409 791 391 216 442 078 384 507Other receipts ....................................................................... — 1 204 — 24 126Payments Cash alignment ................................................................. — 11 221 — 9 923




Cash outflowsPurchase of property, plant and equipment .......................... 68 812 17 577 27 579 34 418Purchase of intangibles ........................................................ — — — 7 338Advances paid ...................................................................... — 7 000 7 000 — Other payments .................................................................... — — — 542


Cash inflowsProceeds from sale of property, plant and equipment .......... — — — 613

Cash generated from investing activities — — — 613




Department of Further Education, Employment, Science and TechnologyStatement of cash flows___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000


Cash inflowsProceeds from borrowings .................................................... 2 237 — — —

Cash generated from financing activities 2 237 — — —

Net cash provided by (+)/used in (-) financing activities 2 237 — — —

Net increase (+)/decrease (-) in cash equivalents -37 658 -22 287 -11 489 8 193




Assets received (+) / donated (-) free of charge ................... — — — -17



Administered items for the Department of Further Education, Employment, Scienceand TechnologyStatement of comprehensive income___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000

Expenses

Employee benefit expenses Salaries, wages, annual and sick leave ............................ — 172 409 266 Long service leave ............................................................ — — 6 — Payroll tax ......................................................................... — — 10 — Superannuation ................................................................ — — 21 — Supplies and services General supplies and services .......................................... — — 519 —

Total expenses — 172 965 266


Income Appropriation .................................................................... — 172 255 266

Net income from/expenses to state government — 172 255 266

Total comprehensive result — — -710 —



Administered items for the Department of Further Education, Employment, Scienceand TechnologyStatement of financial position___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000

Assets

Current assetsCash and cash equivalents ................................................... — — 14 —

Total current assets — — 14 —

Total assets — — 14 —

Liabilities

Current liabilitiesOther current liabilities .......................................................... — — 965 —

Total current liabilities — — 965 —

Total liabilities — — 965 —

Net assets — — -951 —

Equity

Retained earnings ................................................................. — — -951 —

Total equity — — -951 —




Administered items for the Department of Further Education, Employment, Scienceand TechnologyStatement of cash flows___________________________________________________________________________________________________________________________________________________________________________________________________________

2011–12Budget

$000

2010–11Estimated

Result

$000

2010–11Budget

$000

2009–10Actual

$000


Cash outflowsEmployee benefit payments ................................................. — 172 446 266Payments for supplies and services ..................................... — — 519 —

Cash used in operations — 172 965 266

State government

Appropriation ........................................................................ — 172 255 266

Net cash provided by state government — 172 255 266

Net cash provided by (+)/used in (-) operating activities — — -710 —

Net increase (+)/decrease (-) in cash equivalents — — -710 —

Cash and cash equivalents at the start of the period — — 724 —

Cash and cash equivalents at the end of the period — — 14 —






Expenses


higher expenditure to create 100 000 additional training places through

– the Productivity Places Program ($17.6 million)

– the Jobs Strategy initiative ($13.3 million)

indexation of existing expenditure ($12.1 million)

partially offset by

lower expenditure mainly associated with savings initiatives ($12.6 million)

higher expenditure in 2010−11 for

– Broadband Development Fund ($1.4 million)

– Australian Flexible Learning Framework ($1.4 million)

– National Collaborative Research Infrastructure Strategy ($1.2 million)

– Trade Training Centres ($1.1 million)

– Education Investment Fund ($1.0 million)

once-off expenditure in 2010−11 relating to various Commonwealth programs ($3.9 million).

Income


higher Commonwealth revenue for the Productivity Places Program ($24.3 million)

partially offset by

higher Commonwealth revenue in 2010−11 for

– Berri Trade Training Centre ($3.7 million).

– Kickstart Pre-Apprenticeship Program ($3.5 million)

– Better TAFE Facilities and Training Infrastructure Investment for Tomorrow ($1.6 million).


The $11.2 million increase in total assets is primarily due to:

an increase in land and improvements mainly associated with the development of the Sustainable Industries Education Centre ($49.5 million)

partially offset by

a decrease in cash and cash equivalents mainly associated with the development of the Sustainable Industries Education Centre ($37.7 million).



The $11.3 million increase in total liabilities is primarily due to:

an increase in non-current long service leave liability ($6.6 million)

an increase in long-term borrowings ($2.2 million)

employee related current liabilities ($1.1 million)

current payables and other current liabilities ($1.1 million).


The movements in cash outflows and inflows relating to operating activities are consistent with the changes discussed above under the statement of comprehensive income and the statement of financial position.

The $44.2 million increase in cash outflows for investing activities is primarily due to:

the Sustainable Industries Education Centre ($51.6 million)

the Regency TAFE Campus energy efficiency upgrade ($4.5 million)

the TAFE SA campus refurbishment ($4.0 million)

partially offset by

projects completed or near completion including:

– the Berri Trade Training Centre ($3.3 million)

– the Student Information System ($2.6 million)

– the New Victor Harbor TAFE Campus ($2.0 million).

Statement of comprehensive income ― administered items

The $0.2 million decrease in expenses is due to the transfer of the budget for Minister Snelling’s salary to the Department of Treasury and Finance.

Statement of cash flows ― administered items

The $0.2 million decrease in expenses is due to the transfer of the budget for Minister Snelling’s salary to the Department of Treasury and Finance.



Accounting standards

The financial statements included in the 2011−12 Agency Statements are special purpose financial statements.

Estimates in these financial statements have been prepared on a basis consistent with:

Australian Accounting Standards, except where these notes indicate otherwise

accounting policies expected to be used in preparing historically-orientated general purpose financial statements for that year ― the same accounting policies have been used for the subsequent forecast years (forward estimates).

Reporting entities

The financial statements include all estimated assets, liabilities, incomes and expenses of individual agencies.

Consistent with Australian Accounting Standards, estimated transactions and balances that are controlled are budgeted for, and reported on, separately to estimated transactions and balances which are administered but not controlled by the agency.

Activities that are ‘controlled’ are those where the agency delivers services and governs the financial and operating policies so as to obtain benefits from these activities and assets in the pursuit of its objectives.

Generally, activities that are ‘administered’ on behalf of the government exist where an agency has no discretion to alter the resources provided or determine how they are spent.

Basis of accounting and measurement

The estimated financial statements include a statement of comprehensive income, a statement of financial position and a statement of cash flows.

The format of these estimated financial statements is consistent with the model financial statements (prepared by the Department of Treasury and Finance for statutory reporting requirements) and is consistent with the requirements of AASB 101 Presentation of Financial Statements and AASB 107 Statement of Cash Flows.

The accrual basis of accounting has been applied in the preparation of the estimated financial statements whereby estimated assets, liabilities, equity, incomes and expenses are recognised in the reporting period to which they relate, regardless of when cash is received or paid.


Assets

Most government assets are valued at their written down current cost. Otherwise, agencies adopt one of the following measurement bases:

market/fair value ― the amount for which an asset could be exchanged between a knowledgeable, willing buyer and a knowledgeable, willing seller in an arm’s length transaction (in many cases agencies use written down current cost as a proxy for fair value)

net market value ― the market value after deducting costs expected to be incurred were the asset to be exchanged

current cost ― the lowest cost at which the gross service potential of that asset could currently be obtained in the normal course of operations.

All non-current tangible assets, with a cost of acquisition greater than $1 million and a useful life of more than three years, are required to be valued at fair value unless excluded from the scope of Australian Accounting Standard AASB 116 Property, Plant and Equipment and/or an alternative valuation is specified by another accounting standard.

All intangible assets are measured at cost.

Depreciation and amortisation

All non-current assets having limited useful lives are systematically depreciated/amortised over their useful lives in a manner that reflects the consumption of their service potential. The most common method used for calculating depreciation expense is the straight line method.

Certain heritage assets have very long and indeterminate useful lives. Their service potential has not, in any material sense, been consumed during the reporting period. As such, no amount for depreciation has been recognised in respect of those assets.

Assets acquired under finance leases are amortised over the period during which the government is expected to benefit from use of the leased asset.

Employee benefits

Employee benefits (including salaries and wages, annual leave, long service leave, sick leave and superannuation benefits) reflect those benefits accrued as a result of services provided by employees up to the reporting date.

Short-term employee benefits (due to be settled within 12 months after the end of the reporting period in which the employee rendered the services) are measured at a nominal amount based on the remuneration rates an agency expects to pay. Examples of short-term employee benefits include salaries and wages and annual leave.

Long-term employee benefits (not due to be settled within 12 months after the end of the period in which the employee rendered the service) are measured at the present value of estimated future cash flows. An example of a long-term employee benefit is long service leave.

Sick leave

For the majority of agencies, no liability will be recognised for sick leave.

There is no liability for non-vesting sick leave (a non-vesting entitlement is that which does not constitute a legal obligation of the employing agency until a valid claim is made by an employee or an event has occurred) if, on average, sick leave taken is less than total entitlements accruing.

Vesting sick leave entitlements are rare for state government employees.



Superannuation

For most state government controlled agencies, the Treasurer assumes the accrued superannuation liability in return for periodic payments from agencies. Therefore, unless there are contributions due but not yet paid at the reporting date, there is no superannuation liability recorded for the agency.

Two types of superannuation plans are in operation currently in the public sector — defined benefit plans and defined contribution plans. In a defined benefit plan, a member’s entitlement is determined by reference to a formula based on years of membership and/or salary levels. In a defined contribution plan, a member’s entitlement is determined by reference to accumulated contributions made to the plan together with investment earnings thereon.

Under existing arrangements, the Treasurer is liable for any net deficiency in assets for the defined benefits plans. Deficits in defined benefit superannuation plans are recognised as liabilities in the statement of financial position for the Treasurer. The deficits are measured as the excess of employees’ accrued benefits resulting from services up to the reporting date over the net market value of the plan’s assets as at the reporting date.

Income recognition

Wherever possible, income is recognised when the transaction or event giving rise to the income occurs. As a result, all items of income are normally reported in the statement of comprehensive income when an agency obtains control over the respective amounts. In circumstances where it is not possible to determine objectively when control over the asset passes to the agency, the amounts are recognised upon receipt.

Appropriation

The investment program requirements for agencies included in the agency statements may be funded through operating appropriation, operating receipts, the proceeds of asset sales, grants and through Commonwealth payments. Where the investment requirements of an agency are not funded from these sources, the state government funding of an agency’s investment program will generally be treated as an equity contribution from the government, as representative owner. These contributions are treated as contributions to equity rather than income in an agency.

Funds appropriated, but not required to meet current year cash outflows will be deposited with the Treasurer and will show as an asset in the agency’s statement of financial position.

Cash alignment policy

Where agencies have returned excess cash held to the Treasurer in accordance with the cash alignment policy, the payment is generally recorded as a ‘payment to government’ in the statement of comprehensive income. Some agencies have elected to repay debt or return contributed capital with excess cash balances. These transactions will be reflected in the statement of financial position.

Rounding

All estimated amounts in the financial statements have been rounded to the nearest thousand dollars, unless otherwise indicated.

Due to rounding, there may be instances where estimated financial statements and tables do not add correctly.



2011–12 Budget PapersBudget Paper 1 Budget Overview

Budget Paper 2 Budget Speech

Budget Paper 3 Budget Statement

Budget Paper 4 Agency Statements – Volumes 1, 2, 3, 4

Budget Paper 5 Capital Investment Statement

Budget Paper 6 Budget Measures Statement

AcknowledgementsContent from this publication may be reproduced with

appropriate acknowledgement, as permitted under the

Copyright Act.

© Government of South Australia 2011

Published June 2011

ISSN 1440-8589

www.statebudget.sa.gov.au

Agency Statements 2011-12

Budget Paper 4 Volum

e 2


State Administration Centre, 200 Victoria Square, Adelaide, South Australia, 5000

GPO Box 1045, Adelaide, South Australia, 5001

Telephone: +61 (08) 8226 9500

Web: www.treasury.sa.gov.au

Strong. Secure. Supportive.www.statebudget.sa.gov.au

2011-12 Budget Paper 4Agency Statements | Volume 2

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Agency Statements 2011-12 Strong ...€¦ · Portfolio statements have been replaced with agency statements. The previous portfolio statements included an additional layer of information,