2004-05 Budget Paper 4: Portfolio Statements · Portfolio summary • Ministerial Responsibilities...

PORTFOLIO STATEMENT

Presented by the Honourable Kevin Foley MPDeputy Premier and Treasurer of South Australia

on the Occasion of the Budget for 2006–07

2006 07

BUDGET PAPER 4 Vol 1B

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Table of Contents

VOLUME ONE

Introduction

Portfolio – Premier and Cabinet ..........................................................................................................1

Portfolio – Trade and Economic Development ...................................................................................2

Portfolio – Treasury and Finance .........................................................................................................3

Portfolio – Justice ...................................................................................................................................4

Accounting Standards

VOLUME TWO

Introduction

Portfolio – Primary Industries and Resources ....................................................................................5

Portfolio – Transport, Energy and Infrastructure ..............................................................................6

Portfolio – Health ...................................................................................................................................7

Portfolio – Administrative and Information Services .........................................................................8

Portfolio – Education and Children’s Services....................................................................................9


VOLUME THREE

Introduction

Portfolio – Tourism ..............................................................................................................................10

Portfolio – Families and Communities ...............................................................................................11

Portfolio – Environment and Conservation and the River Murray ................................................12

Portfolio – Further Education, Employment, Science and Technology ..........................................13

Auditor-General ...................................................................................................................................14


INTRODUCTION

The Portfolio Statements outline financial and non-financial information about the services provided to, and on behalf of, the community by each portfolio. The following discussion outlines key aspects of the Statements.

FINANCIAL STATEMENTS

The financial statements contained in the 2006-07 Portfolio Statements are special purpose financial reports. These are the first financial statements to be prepared largely in accordance with Australian equivalents to International Financial Reporting Standards (AIFRS). Financial statements in previous portfolio statements were based on Generally Accepted Accounting Principles (GAAP).

Comparative figures (2004-05 and 2005-06) in the 2006-07 Portfolio Statements have been restated largely on an AIFRS basis.

The adoption of AIFRS has resulted in the following changes that are reflected in the Portfolio Statements:

• the introduction of a fourth financial statement (Statement of Changes in Equity);

• changes to identification and measurement rules relating to post-employment benefits;

• changes to recognition and measurement rules relating to certain intangible items; and

• changes to recognition and measurement rules relating to certain financial instruments.

The Income Statement, Balance Sheet and Statement of Changes in Equity have been prepared on an accrual basis and are in accordance with the historic cost convention, except for certain assets and liabilities that are valued in accordance with the valuation policy applicable. The Cash Flow Statement has been derived to reflect cash payments and receipts.

The financial statements for each portfolio include separate presentation of controlled and (where applicable) administered items. Portfolio statements typically reflect a consolidation of controlled items within each portfolio. Where a portfolio contains a single agency, only the agency statements are provided.

The format of the financial statements is consistent with the South Australian Government Model Financial Report, which is the preferred reporting format for South Australian general government entities.

DEFINITIONS

Portfolio

A portfolio is an entity that provides management coordination and administrative support for a defined group of agencies. A portfolio may comprise a single agency.

Agency

An agency is an administrative unit created under the Public Sector Management Act 1975 (PSM) 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 grouping of related sub-programs or activities that contributes to the achievement of a particular agency’s and, in turn, the government’s objectives. A sub-program is a grouping of activities that contribute to a more specific objective.

PORTFOLIO STATEMENT OVERVIEW

The Portfolio Statements outline details of projected portfolio activity and performance for 2006-07. Each Portfolio Statement conforms to the following standard presentation structure:

Portfolio summary

• Ministerial Responsibilities – details Minister, Agency, Program, Sub-Program and Administrative Items relationships and

responsibilities

• Portfolio Cost of Service Summary (where the portfolio comprises more than one agency) – a summary of total agency cost of services

• Investing Payments Summary (where the portfolio comprises more than one agency) – total agency investing payments

• Portfolio Financial Statements (where the portfolio comprises more than one agency) – budgeted financial statements for controlled items

• Workforce Summary – total workforce details

• Ministerial Office(s) resources – details of resources provided to Ministerial office(s)

Agency summary

• Objective – details of agency objectives

• Targets / Highlights – targets for the budget year and highlights for the prior year

• Program Cost of Services Summary – summary of the net cost of agency programs

• Investing Payments Summary – the investing payments for the agency

• Program Information – a description / objective and summary income statement – commentary and performance measures for individual agency sub-programs

• Agency Financial Statements – budgeted financial statements for controlled and administered items

• Agency Financial Commentary – commentary on variances, trends, etc in the financial statements

PRESENTATION OF CHANGES IN PROGRAM STRUCTURES

Where an agency is transferred between portfolios, program information for previous years is reflected in the current program structure of the receiving portfolio. Similarly, where programs or sub-programs are transferred between agencies information is reflected in the receiving agency’s program structure.

In contrast, the agency financial statements line net cost of providing services (in the income statement) 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 agency section.

Portfolio: Premier and Cabinet

Premier Minister for Social Inclusion Minister for the Arts Minister for Sustainability and Climate Change Minister for the City of Adelaide Minister for Aboriginal Affairs and Reconciliation

TABLE OF CONTENTS

PORTFOLIO SUMMARY

Ministerial Responsibilities................................................................................................... 1.1

Portfolio Net Cost of Services Summary .............................................................................. 1.2

Investing Payments Summary ............................................................................................... 1.2

Portfolio Financial Statements

Income statement...................................................................................................... 1.3

Balance sheet............................................................................................................ 1.4

Statement of changes in equity................................................................................. 1.5

Cash flow statement ................................................................................................. 1.6

Workforce Summary ............................................................................................................. 1.7

Ministerial Office Resources ................................................................................................ 1.7

Agency Summaries

Department of the Premier and Cabinet ................................................................................ 1.8

Office of Public Employment................................................................................................ 1.42

PORTFOLIO: PREMIER AND CABINET

MINISTERIAL RESPONSIBILITIES

Minister Agency Programs Sub-Programs

1. Executive Government Nil

2. Social Inclusion Nil

3. Sustainability and Climate Change

Nil

4. Library and Information Services

4.1 Provision of State Library and Statewide Information Services

4.2 Provision of Support to Public Libraries and Community Information Services

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

Nil

Department of the Premier and Cabinet

6. Arts Industry Development and Access to Artistic Product

Nil

The Hon. Michael Rann MA, JP, MP Premier Minister for Social Inclusion Minister for the Arts Minister for Sustainability and Climate Change

Office of Public Employment

1. Public Sector Human Resources Management

1.1 Workforce Strategy 1.2 Public Sector Renewal

The Hon. Jane Lomax–Smith Minister for the City of Adelaide


7. Capital City Nil

The Hon. Jay Weatherill Minister for Aboriginal Affairs and Reconciliation


8. Aboriginal Affairs and Reconciliation

Nil

Administered items

In addition to the above responsibilities the Portfolio administers the following items on behalf of Minister(s).

• Targeted Voluntary Separation Package (TVSP) Fund

• State Disaster Relief Fund

• Commonwealth Essential Service Capital Works Fund (formerly the Aboriginal and Torres Strait Islander Commission Capital Works Fund)

• Payments made from Consolidated Account

1.1

Statutes

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

PORTFOLIO NET COST OF SERVICES SUMMARY

Agency 2006-07 Budget

2005-06 Estimated Result

2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Department of the Premier and Cabinet 173 760 155 027 142 576 133 444

Office of Public Employment 5 668 5 714 5 557 7 633

Total 179 428 160 741 148 133 141 077

Reconciliation to agency net cost of providing services (as per Income statement)

Add: net cost of programs/functions transferred out

Immigration SA and Population Policy Unit transferred to the Department of Trade and Economic Development .......... n.a. 1 176 4 691 4 468

Office for Volunteers transferred to the Department of Primary Industries and Resources................................................. n.a. 1 410 1 426 1 392

Subtotal ........................................................... 179 428 163 327 154 250 146 937

Less: net cost of programs/functions transferred in

Office for Sustainability transferred from the Department for Environment and Heritage............................................. n.a. 2 420 2 265 2 304

Equals: Net cost of providing services (as per agency Income statement) ................. 791 428 160 907 151 985 144 633

INVESTING PAYMENTS SUMMARY



2005-06 Budget

2004-05 Actual

$000 $000 $000 $000 Department of the Premier and Cabinet 416 613 5 942 309

Office of Public Employment — — — —

Total Investing Payments 416 613 5 942 309

1.2

PREMIER AND CABINET

Income statement__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Expenses

Employee benefits and costs — Salaries, wages, annual and sick leave ..................................... 29 567 28 337 26 271 25 022 Long service leave .................................................................... 952 894 896 1 368 Payroll tax ................................................................................ 1 660 1 632 1 593 1 584 Superannuation ......................................................................... 3 820 3 742 3 528 3 111 Other ......................................................................................... 695 1 733 886 2 019Supplies and services — General supplies and services .................................................. 30 797 31 938 28 365 25 503 Consultancy expenses .............................................................. 991 851 851 1 051Depreciation and amortisation ..................................................... 1 250 1 330 1 330 1 453Grants and subsidies ..................................................................... 43 035 26 013 25 227 28 198Intra government transfers ........................................................... 74 606 75 938 72 936 77 277Other expenses ............................................................................. 42 536 — 1 067

Total expenses .............................................................................. 187 415 172 944 161 883 167 653

Income

Commonwealth revenues ............................................................. 1 289 2 111 2 092 2 167Intra government transfers ........................................................... 2 606 4 208 1 422 4 530Sales of goods and services .......................................................... 3 269 3 262 4 729 3 914Interest revenues ........................................................................... — 915 615 2 021Net gain or loss from disposal of assets ....................................... — — — -43Resources received free of charge ................................................ — — — 284Other income ................................................................................ 823 1 541 1 040 10 147

Total income ................................................................................. 7 987 12 037 9 898 23 020

Net cost of providing services ...................................................... 179 428 160 907 151 985 144 633

Income from / Expenses to SA Government

Income — Appropriation ........................................................................... 178 812 147 523 152 868 149 243 Other income ............................................................................ — 7 161 — 540Expenses — Cash alignment ......................................................................... — — — 31 604

Net income from / expenses to SA Government .......................... 178 812 154 684 152 868 118 179

Net result before restructure(s) ..................................................... -616 -6 223 883 -26 454

Net income from / expenses from administrative restructure(s) .. — 195 — —

Net result after restructure(s) ........................................................ -616 -6 028 883 -26 454

1.3

PREMIER AND CABINET

Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Assets

Current assets

Cash and cash equivalents ............................................................ 15 143 13 737 12 902 13 318Receivables ................................................................................... 1 932 1 960 2 762 1 959Inventories .................................................................................... — — 16 — Other current assets ...................................................................... 350 350 380 350

Total current assets ....................................................................... 17 425 16 047 16 060 15 627

Non current assets

Land and improvements ............................................................... 21 577 21 633 19 122 22 120Plant and equipment ..................................................................... 638 1 416 6 874 1 646Heritage assets .............................................................................. 47 47 47 47

Total non-current assets ............................................................... 22 262 23 096 26 043 23 813

Total assets ................................................................................... 39 687 39 143 42 103 39 440

Liabilities

Current liabilities

Payables ........................................................................................ 5 093 4 811 4 803 4 816Short-term borrowings ................................................................. 29 29 36 29Employee benefits — Salaries and wages ................................................................... 386 386 274 386 Annual leave ............................................................................. 2 142 2 113 1 885 2 088 Long service leave .................................................................... 1 042 1 023 1 442 1 012Short-term provisions ................................................................... 85 83 128 83Other current liabilities ................................................................. 322 322 436 435

Total current liabilities ................................................................. 9 099 8 767 9 004 8 849

Non current liabilities

Long-term employee benefits — Long service leave .................................................................... 6 357 5 708 5 257 5 119Long-term provisions ................................................................... 214 208 189 212

Total non-current liabilities .......................................................... 6 571 5 916 5 446 5 331

Total liabilities .............................................................................. 15 670 14 683 14 450 14 180

Net assets ...................................................................................... 24 017 24 460 27 653 25 260

Equity

Contributed capital ....................................................................... 5 401 5 228 5 228 — Retained earnings ......................................................................... 8 661 9 277 13 932 15 305Asset revaluation reserve ............................................................. 9 955 9 955 6 192 9 955Other reserves ............................................................................... — — 2 301 —

Total equity .................................................................................. 24 017 24 460 27 653 25 260

Balances as at 30 June end of period.

1.4

PREMIER AND CABINET

Statement of changes in equity__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Contributedcapital

$000

Assetrevaluation

reserve

$000

Retainedearnings

$000

Total

$000

Balance at 30 June 2005 ............................................................... — 9 955 15 305 25 260Adjustments .................................................................................. — — — —

Restated balance at June 2005 ...................................................... — 9 955 15 305 25 260

Net gain/loss on revaluation of property, plant and equipment during 2005-06 ............................................................................ — — — — Net changes in reserves ................................................................ — — — —

Net income/expense recognised directly in equity for 2005-06 ... — — — — Net result after restructure for 2005-06 ........................................ — — -6 028 -6 028

Total recognised income and expense for 2005-06 — — -6 028 -6 028

Equity contributions from SA Government ................................. 5 228 — — 5 228Repayment of equity contributions from SA Government .......... — — — —

Estimated balance at 30 June 2006 5 228 9 955 9 277 24 460


Net income/expense recognised directly in equity for 2006-07 ... — — — — Net result after restructure for 2006-07 ........................................ — — -616 -616

Total recognised income and expense for 2006-07 — — -616 -616

Equity contributions from SA Government ................................. 173 — — 173Repayment of equity contributions from SA Government .......... — — — —


1.5

PREMIER AND CABINET

Cash flow statement__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000

OPERATING ACTIVITIES:

Cash outflows

Employee payments ..................................................................... 35 901 35 626 32 462 32 024Supplies and services ................................................................... 31 696 32 697 29 124 25 605Grants and subsidies ..................................................................... 43 035 26 013 25 227 28 415Net GST paid ................................................................................ — — — 9 929Intra government transfers ........................................................... 74 606 75 938 72 936 78 172Other payments ............................................................................ -60 438 -98 159

Cash used in operations ................................................................ 185 178 170 712 159 651 174 304

Cash inflows

Intra government transfers ........................................................... 2 606 4 208 1 422 5 425Commonwealth receipts ............................................................... 1 289 2 111 2 092 2 191Sales of goods and services .......................................................... 3 269 3 157 4 624 4 184Interest received ........................................................................... 29 915 615 2 346Net GST received ......................................................................... — — — 9 048Other receipts ............................................................................... 822 1 515 1 014 2 475

Cash generated from operations ................................................... 8 015 11 906 9 767 25 669

SA GOVERNMENT:

Appropriation ............................................................................... 178 812 147 523 152 868 149 243Other receipts ............................................................................... — 7 161 — 540Payments — Cash alignment ......................................................................... — — — 31 604

Net cash provided by Government ............................................... 178 812 154 684 152 868 118 179

Net cash provided by (+) / used (-) in operating activities ........... 1 649 -4 122 2 984 -30 456

INVESTING ACTIVITIES:

Cash outflows

Purchase of property, plant and equipment .................................. 416 613 5 942 309

Cash used in investing activities .................................................. 416 613 5 942 309

Net cash provided by (+) / used in (-) investing activities ........... -416 -613 -5 942 -309

FINANCING ACTIVITIES:

Cash inflows

Capital contributions from Government ...................................... 173 5 228 5 228 — Proceeds from restructuring activities .......................................... — -74 — —

Cash generated from financing activities ..................................... 173 5 154 5 228 —

Net cash provided by (+) / used in (-) financing activities ........... 173 5 154 5 228 —

Net increase (+) / decrease (-) in cash equivalents ....................... 1 406 419 2 270 -30 765

Cash and cash equivalents at the beginning of the financial year 13 737 13 318 10 632 44 083

Cash and cash equivalents at the end of the financial year .......... 15 143 13 737 12 902 13 318

1.6

WORKFORCE SUMMARY

Agency FTEs as at 30 June

2006-07 Budget Estimate


2004-05 Actual

Department of the Premier and Cabinet 680.0 638.7 666.0(a)

Office of Public Employment 46.7 44.2 —(b)

Total 726.7 682.9 666.0

(a) The Full Time Equivalent (FTE) figure varies from the figures published by the Office of Public Employment (OPE) primarily due to the inclusion of the Unattached Unit within OPE.

(b) The 2004-05 FTE numbers for OPE are included in the Department of the Premier and Cabinet FTE numbers. OPE commenced operations on 1 July 2005.

MINISTERIAL OFFICE RESOURCES

Minister 2006-07 Budget

Cost of provision $000

FTEs

The Hon. Michael Rann 4 680 31.7

1.7

TABLE OF CONTENTS

AGENCY: DEPARTMENT OF THE PREMIER AND CABINET

Objective ......................................................................................................................................... 1.9

Targets / Highlights ......................................................................................................................... 1.10

Program Net Cost of Services Summary......................................................................................... 1.12

Investing Payments Summary ......................................................................................................... 1.12

Program Information

Description / Objective ......................................................................................................... 1.13

Summary income statement .................................................................................................. 1.13

Sub–program Statements and Performance Criteria.............................................................. 1.14

Financial Statements

Income statement .................................................................................................................. 1.29

Balance sheet......................................................................................................................... 1.30

Statement of changes in equity ............................................................................................. 1.31

Cash flow statement .............................................................................................................. 1.32

Income statement — Administered Items............................................................................. 1.33

Balance sheet — Administered Items ................................................................................... 1.34

Statement of changes in equity — Administered Items........................................................ 1.35

Cash flow statement — Administered Items ........................................................................ 1.36

Financial Commentary .................................................................................................................... 1.37

1.8


Agency: Department of the Premier and Cabinet

Objective

The Department of the Premier and Cabinet (DPC) supports the Premier and Cabinet by leading the implementation of the agenda of the Government within the South Australian public sector and community.

It achieves this by leading whole of government policy development and implementation, driving reform in government services, creating and developing innovative approaches, aligning government accountability and responsiveness with community expectations and implementing specific programs.

The major objective is to drive the implementation of South Australia’s Strategic Plan and achieving its targets, particularly in the areas of government reform, improving Aboriginal well being, managing climate change, supporting social inclusion initiatives and building the arts.

1.9

2006-07 Targets / 2005-06 Highlights

Targets 2006-07 Highlights 2005-06 • Lead the development and implementation of the revised

South Australia’s Strategic Plan which reflects the community’s priorities

• Continue the ongoing community engagement with interested community stakeholders on South Australia’s Strategic Plan

• Coordinate and monitor the implementation of South Australia’s Strategic Plan targets for which DPC has lead agency responsibility

• Support the development and adoption of a national greenhouse emissions trading scheme

• Introduce climate change legislation to Parliament, targeting a reduction of greenhouse gas emissions to less than 60 per cent of 1990 levels by 2050, and an increase in the use of renewable energy so that it comprises 20 per cent of total electricity consumption by 2014

• Release Tackling Climate Change: South Australia’s Greenhouse Strategy and accompanying Government Action Plan

• Develop policy responses to ensure that South Australia achieves the Kyoto targets for stabilising greenhouse emissions and limiting South Australia’s Ecological Footprint

• Establish the Premier’s Climate Change Council to engage businesses and the wider community in the development and implementation of policy responses to climate change

• Successfully manage the Thinkers in Residence Program, including: Dr Ilona Kickbusch on capacity building strategies for creating a healthy society; Dr Stephen Schneider on climate change; and one other residency linked to the objectives and targets of South Australia’s Strategic Plan

• Consider Professor Stephen Schneider’s report and recommendations to government on climate change

• Establish the Office of the Commissioner for Social Inclusion • Implement innovative initiatives that address juvenile offending

and impact of youth crime • Identify options to improve pathways from school to further

education, employment and training for young people with disabilities

• Oversee programs and initiatives to improve the health and well-being of Aboriginal South Australians

• Facilitate systems change and community activity to reduce the incidence of chronic homelessness

• Identify options to reform the mental health system and improve the delivery of mental health services in South Australia

• Facilitate systems change and activity that assists young people to stay at school longer and retain connection with opportunities for learning and employment

• Review the Public Sector Management Act and introduce a Bill into Parliament to replace the Public Sector Management Act 1995

• Drive public sector reform in line with South Australia’s Strategic Plan objectives

• Participate in various emergency management exercises, including pandemic influenza planning, cyber terrorism and the proposed Asia-Pacific Economic Cooperation meeting in 2007

• Continue the implementation of Baroness Professor Susan Greenfield’s initiatives to promote science initiatives in South Australia

• Continue to support initiatives of the ‘Science Outside the Square’ program

• Open a branch of Carnegie Mellon’s Software Engineering Institute in Adelaide

• Provided whole of government leadership to the implementation of South Australia’s Strategic Plan

• Managed a comprehensive community engagement program on South Australia’s Strategic Plan

• Prepared the first biennial public report on progress towards South Australia’s Strategic Plan targets

• Contributed to the broader public sector reform agenda • Coordinated arrangements to establish a major solar cities trial

in Adelaide in conjunction with the Commonwealth Government and secured the International Solar Cities Congress for Adelaide in 2008

• Released Tackling Climate Change: South Australia’s draft Greenhouse Strategy for public consultation

• Completed a Greening of Government Operation (GoGO) reporting scorecard pilot study

• Continued implementation of energy efficiency measures across government

• Facilitated an agreement to enable access to the Woomera Prohibited Area (WPA) for exploration and mining

• Successfully managed Rosanne Haggarty’s Thinkers in Residence Program with the establishment of the ‘Common Ground Adelaide’ project – a project to combat homelessness in the State

• Undertook two successful seasons of the promotion of science through the program ‘Science Outside the Square’

• Established and launched the Australian Science Media Centre • Organised and supported Community Cabinet for 2006 • Implemented specialist support services for rough sleepers

which has resulted in the reduction of the number of homeless people in the inner city

• Commenced the Young Offender Program which targets reducing offending behaviour for repeat offenders

• Implemented School Retention Programs which have demonstrated improved educational outcomes and increased opportunities for engagement and re-engagement of young people in education and training

• Continued to work with the Office of Public Employment to make the public sector an employer of choice and address the demographic issues facing the Public Service

• Implemented a new bushfire mitigation program • Implemented a Local Grants Scheme to improve preparedness

for emergency management and security • Coordinated the development of South Australia’s capability for

dealing with large building/structure collapses • Coordinated the framework and legislation for regularising

ammonium nitrate use in South Australia • Coordinated planning and South Australia’s participation in

Mercury 05, Australia’s largest ever counter terrorism exercise • Established two schools of Carnegie Mellon University, the

H. John Heinz III School of Public Policy and Management and the Entertainment Technology Centre

• Completed the construction of Stages 1 and 2 of the new central power station on the APY Lands and appointed a licensed operator for electrical power distribution in remote Aboriginal communities

• Signed an Overarching Agreement on Indigenous Affairs between the Commonwealth Government and State Government

• Continued to coordinate and improve the delivery of programs and services to the Aboriginal communities across the State

• Country Arts SA collaborated with Indigenous communities to determine their needs and priorities for arts centres

1.10

Targets 2006-07 Highlights 2005-06 • Facilitate the Cranfield University’s (Defence College of

Management and Technology Defence Academy of the United Kingdom) presence in Adelaide

• Identify and develop further opportunities to attract world class tertiary institutions to Adelaide

• Continue to oversee the implementation of programs and services in the Anangu Pitjantjatjara Yankunytjatjara (APY) Lands and build strong links between Anangu, State and Commonwealth Governments to improve conditions on the APY Lands and in other communities across the State

• Construct electrical distribution lines to connect Aboriginal communities to the new central power station on the APY Lands

• Implement the recommendations of the 2005 Orchestras Review that allows for the divestment of the Adelaide Symphony Orchestra from the Australian Broadcasting Corporation and its establishment as a public company limited by guarantee

• Complete and implement a South Australian Indigenous Arts Strategy

• Develop a strategy for the storage of the State’s heritage collections

• Plan for South Australia’s new Regional Centre of Culture Program

• Provide support to the Adelaide Festival Centre to present new programming in 2006-07 and beyond

• Provide support to the South Australian Youth Arts Board to develop the program for the International Association of Theatre for Young People in 2008

• Provide support to the Adelaide Fringe Incorporated for the Fringe to become an annual celebration and platform for emerging independent artists and companies

• Commence a major upgrade of the Dunstan Playhouse, Tutto Ku restaurant and Artspace at the Festival Centre

• In association with the Department of Education and Children’s Services (DECS), review the Artsmart Strategy and identify program priorities for 2007-08

• In association with DECS advance outcomes from the residencies of Charles Landry, Peter Wintonick and the Blast Theory program, especially in building pathways and opportunities for young people through school, Vocational, Education and Training and tertiary training into the film, television and digital screen-based production sector

• Provided support to the Adelaide Festival Corporation to present a 2006 Festival of Arts with universal appeal

• The History Trust of South Australia continued its a review of registered and accredited museums and continued the audit of the State History collection

• Introduced a metropolitan arts strategy with funding to the Out of the Square consortium initiative for performances, suburban touring and associated activity

• Successfully commissioned the installation of prominent images / art work for the new Adelaide airport

• Initiated a cross-government program to support the business development and export earnings of the creative industries

• Secured the Australian Performing Arts Market for Adelaide for 2008, 2010 and 2012

• Simplified and harmonised the application and reporting processes for small-medium arts companies in partnership with the Australia Council

• Maximised results for the Adelaide Symphony Orchestra from the Commonwealth initiated 2005 Orchestra Review

• Negotiated the 2006-07 to 2010-11 Memorandum of Agreement for State Government funding of the South Australian public libraries network and community information

1.11

Program net cost of services summary

Program Net Cost of Services

2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

1. Executive Government........................................... 36 691 37 661 29 824 20 350 2. Social Inclusion...................................................... 3 919 3 437 2 354 2 464 3. Sustainability and Climate Change ........................ 2 597 2 420 2 265 2 304 4. Library and Information Services .......................... 29 657 29 042 28 722 28 822 5. Access to Art, Museum and Heritage Services

and Preservation of State Collections..................... 23 465 22 682 22 055 21 058 6. Arts Industry Development and Access to

Artistic Product ...................................................... 50 790 46 288 44 054 48 990 7. Capital City ............................................................ 1 269 364 222 200 8. Aboriginal Affairs and Reconciliation ................... 25 372 13 133 13 080 9 256

Total 173 760 155 027 142 576 133 444



Immigration SA and Population Policy Unit transferred to the Department of Trade and Economic Development...................................... n.a. 1 176 4 691 4 468 Office for Volunteers transferred to the Department of Primary Industries and Resources............................................................ n.a. 1 410 1 426 1 392 Office of Public Employment established as a separate entity 1 July 2005.................................. n.a. n.a. n.a. 7 633

Subtotal 173 760 157 613 148 693 146 937 Less: net cost of programs/functions transferred in

Office for Sustainability transferred from the Department for Environment and Heritage n.a. 2 420 2 265 2 304

Equals: Net cost of providing services (as per Income statement) 173 760 155 193 146 428 144 633

Investing payments summary

Investments 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Works in Progress Anangu Pitjantjatjara Yankunytjatjara Lands Central Power Station ........................ —(a) 500 5 660 —

Lion Arts Centre Upgrade ............................ 300 — — —

Total Works in Progress ................................ 300 500 5 660 —

Minor Works.................................................... 116 113 282 309


(a) This project has been reclassified as operating expenditure from 2006-07

1.12


Program Information

Program 1: Executive Government

Description/Objective: Support the Premier and Cabinet by leading the implementation of the agenda of the Government within the South Australian public sector and community. This is achieved by leading whole of government policy development and implementation, driving reform in government services, creating and developing innovative approaches, aligning government accountability and responsiveness with community expectations and implementing specific programs.

Summary income statement

Program 1: Executive Government 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 16 473 16 907 14 627 15 318 Supplies and services .......................................... 17 793 20 076 13 974 13 322 Grants and subsidies............................................ 3 234 2 660 2 118 5 322 Depreciation and amortisation............................. 860 860 860 838 Other ................................................................... — 495 — —

Total expenses.................................................... 38 360 40 998 31 579 34 800

Income Sale of goods and services................................... 178 158 158 492 Interest................................................................. — 167 167 921 Grants and subsidies............................................ — — — 3 430 Commonwealth revenue...................................... 602 1 533 1 430 1 917 Other ................................................................... 889 1 479 — 7 690

Total income ...................................................... 1 669 3 337 1 755 14 450

Net cost of providing services ........................... 36 691 37 661 29 824 20 350

1.13

Program 1: Performance Criteria:

Program: 1 Executive Government This program includes the core services of the department to provide whole of government advice and policy development for the Premier and Cabinet on current and emerging issues, identify and drive reforms across government services and manage the Cabinet process. It also includes the development, promotion and implementation of South Australia’s Strategic Plan and management of specific initiatives including the Thinkers in Residence Program and the Carnegie Mellon University.

2006-07 Budget


2005-06 Budget

2004-05 Actual

Net cost of program(a) $36 691 000 $37 661 000 $29 824 000 $20 350 000

Performance Commentary

In 2005-06 the department provided whole of government leadership to the implementation of South Australia’s Strategic Plan. This included the management of a comprehensive community engagement program and the preparation of the first biennial public report on progress towards its targets. The department, through the Adelaide Thinkers in Residence program, successfully managed Roseanne Haggarty’s residency with the establishment of the ‘Common Ground Adelaide’ project – a project to combat homelessness in the State. The department established two schools of Carnegie Mellon University and the Australian Science Media Centre and was instrumental in two successful seasons of the promotion of science through ‘Science outside the square’. The department, through the Security Emergency Management Office, implemented a new bushfire mitigation program and a Local Grants Scheme, coordinated the development of the State’s capability for dealing with large building/structure collapses and coordinated the framework and legislation for regularising ammonium nitrate use in the State.

In 2006-07 the department will continue to lead the development and implementation of the revised South Australia’s Strategic Plan, which reflects the community’s priorities. This will include ongoing community engagement with interested stakeholders and the implementation of targets for which the department has lead agency responsibility. The department, through the Adelaide Thinkers in Residence program, will manage Dr Fraser Mustard’s residency on integrated early childhood services; Dr Ilona Kickbusch on capacity building strategies for creating a healthy society; Dr Stephen Schneider on climate change; as well as manage one other residency. The department will continue the implementation of Baroness Professor Susan Greenfield’s initiatives in the policy for science in Australia and support initiatives of ‘Science outside the square’ program. A branch of Carnegie Mellon’s Software Engineering Institute will be opened in Adelaide and the presence of the Cranfield University will be facilitated.

Footnote (a) All indirect costs for the department are included within this program. This presentation ensures consistency with the department’s annual financial statements.

1.14


Program Information

Program 2: Social Inclusion

Description/Objective: Support the work of the Social Inclusion Board by researching and constructing improved social policy and practices to achieve improved outcomes for disadvantaged people in South Australia.


Program 2: Social Inclusion 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 1 719 1 561 1 653 1 567 Supplies and services .......................................... 600 602 579 842

Grants and subsidies............................................ 1 795 2 251 385 466

Total expenses.................................................... 4 114 4 414 2 617 2 875

Income Sales of goods and services ................................. — — — 4 Other ................................................................... 195 977 263 407

Total income ...................................................... 195 977 263 411


1.15


Program: 2 Social Inclusion The Social Inclusion Unit supports the work of the Social Inclusion Board. The Board advises the Premier on Social Inclusion policy and practices to achieve improved outcomes for disadvantaged people in South Australia. The Social Inclusion Unit has responsibility for researching and constructing improved social policy, designing implementation plans, monitoring delivery and identifying system changes to ensure ongoing timely and factual policy advice that serves all South Australians.

2006-07 Budget


2005-06 Budget

2004-05 Actual

Net cost of program(a) $3 919 000 $3 437 000 $2 354 000 $2 464 000


In 2005-06, the Social Inclusion Unit supported the continuing implementation of action plans to reduce homelessness, increase school retention and address suicide in country South Australia. School retention rates continue to improve and people who have experienced long term homelessness are now housed. A new activity for 2005-06 included the implementation of a program to reduce chronic youth offending and the launching of the South Australian Indigenous Sports Training Academy. Extensive research and consultation has been undertaken in relation to policy review, program redesign and improved service delivery systems in mental health.

In 2006-07, targets for the Unit include: the establishment of the Office of the Commissioner for Social Inclusion; the implementation of innovative initiatives that address juvenile offending and the impact of youth crime; identifying options to improve pathways from school to further education; employment and training for young people with disabilities; overseeing programs and initiatives to improve the health and well-being of Aboriginal South Australians; facilitating systems change and community activity to reduce the incidence of chronic homelessness; identifying options to reform the mental health system and improve the delivery of mental health services in South Australia; and facilitating systems change and activity that assists young people to stay at school longer and retain a connection with opportunities for learning and employment.

Footnote (a) All indirect costs for this program are included within Program 1 Executive Government. This presentation ensures consistency with the department’s annual financial statements.

1.16


Program Information

Program 3: Sustainability and Climate Change

Description/Objective: Implementing the Government's commitments on climate change and sustainability within South Australia. This includes international and national leadership in areas such as the development of renewable energy policy and initiatives, and the reduction of greenhouse gas emissions.


Program 3: Sustainability and Climate Change

2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 1 905 1 892 1 837 1 608 Supplies and services .......................................... 692 528 528 723 Grants and subsidies............................................ — — — 20

Total expenses.................................................... 2 597 2 420 2 365 2 351

Income Sale of goods and services................................... — — — 5 Commonwealth revenue...................................... — — 100 42

Total income ...................................................... — — 100 47


1.17


Program: 3 Sustainability and Climate Change

2006-07 Budget


2005-06 Budget

2004-05 Actual

Net cost of program(a) $2 597 000 $2 420 000 $2 265 000 $2 304 000 Performance Commentary Following the South Australian election in March 2006, the Premier, the Hon. Mike Rann, MP, established the Sustainability and Climate Change Portfolio and became the first Minister for Sustainability and Climate Change in Australia. On April 1 2006, the Sustainability and Climate Change Division was established in the Department of the Premier and Cabinet. In 2005-06, the new Sustainability and Climate Change Division: • released Tackling Climate Change: South Australia’s draft Greenhouse Strategy for public consultation; • completed a reporting scorecard pilot study following Cabinet’s endorsement of the Greening of Government Operations (GoGO) Action

Plan; and • created the Council of Australian Government’s Climate Change Working Group to progress national initiatives.

In 2006-07, initiatives will include:

• developing policy responses to ensure that South Australia achieves the Kyoto target (stabilising greenhouse emissions below 108 per cent of 1990 levels by 2012);

• developing and implementing plans to limit South Australia’s Ecological Footprint; • preparing South Australia’s Climate Change legislation for introduction to Parliament in late 2006; • establishing the Premier’s Climate Change Council to engage business and the wider community in the development and implementation of

policy responses to climate change; • releasing Tackling Climate Change: South Australia’s Greenhouse Strategy and accompanying Government Action Plan; and • establishing South Australia as an international and national leader in responding to climate change.

The climate change legislation will target a reduction of greenhouse gas emissions to less than 60 per cent of 1990 levels by 2050 and an increase in the use of renewable energy so that it comprises 20 per cent of total electricity consumption by 2014.


1.18


Program information

Program 4: Library and Information Services

Description/Objective: To provide information to the public, industry and government agencies and to fund services provided by Public Library Services (formerly known as PLAIN Central Services) to public libraries.


Program 4: Library and Information Services

2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000 Expenses Employee benefits and costs ............................... 1 067 1 172 965 819 Supplies and services .......................................... 668 632 513 377 Grants and subsidies............................................ 28 276 27 945 27 753 28 045 Depreciation and amortisation............................. 19 19 20 9 Other ................................................................... — — — 92

Total expenses.................................................... 30 030 29 768 29 251 29 342

Income Sale of goods and services................................... 373 371 469 375 Interest................................................................. — 119 60 140 Commonwealth revenue...................................... — 236 — — Other ................................................................... — — — 5

Total income ...................................................... 373 726 529 520


1.19


Sub-program: 4.1 Provision of State Library and Statewide Information Services To provide information to the public, industry and government agencies.

2006-07 Budget


2005-06 Budget

2004-05 Actual

Net cost of sub–program $13 393 000 $13 196 000 $12 841 000 $13 423 000


The State Library of South Australia, Community Information Strategies Australia and the Disability Information Resource Centre are funded to provide a range of information services across the State. Some key performance indicators for the State Library of South Australia are listed below.

Performance Indicators 2006-07 Budget


2005-06 Budget

2004-05 Actual

No. of State Library visitors 1.100m 1.081m 1.100m 1.021m

No. of State Library website hits 16.5m 14.6m 16m 12.5m

% of library reference enquiries resolved within customer agreed timeline

99% 100% 99% 99%

Amount of external revenue received and % this represents of total revenue:

• State Library of SA $1.100m (8.3%)(a)

$1.978m (14.1%)(b)

$0.766m (6.3%)

$2.984m (19.9%)

Footnotes (a) External revenue is anticipated to be lower than 2005-06 due to lower level of donations and lower investment income.

(b) External revenue lower than 2004-05 levels due to once-off donation and sponsorship revenue for supplementary funded works associated with the redevelopment of the State Library in 2004-05.

Sub–program: 4.2 Provision of Support to Public Libraries and Community Information Services Services provided by Public Library Services (formerly PLAIN Central Services) to public libraries.

2006-07 Budget


2005-06 Budget

2004-05 Actual

Net cost of sub–program $16 264 000 $15 846 000 $15 881 000 $15 399 000


Public Library Services are funded to provide a range of services to public libraries across the State. Some key performance indicators for these services are listed below.



2005-06 Budget

2004-05 Actual

No. of items purchased and catalogued 256 086 246 805 233 039 240 222

% of help desk enquiries resolved or passed to Telstra Support on the first ‘call’

97% 96% 90% 93%

Average time taken to resolve help desk enquiries 24 minutes 26 minutes 30 minutes 30 minutes

1.20


Program Information

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

Description/Objective: Provision of services that enable the State’s cultural, heritage and arts assets to be maintained and to be accessible to the community


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

2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 3 770 3 934 3 067 3 087 Supplies and services .......................................... 1 609 1 603 3 087 1 056 Grants and subsidies............................................ 19 917 18 889 18 838 18 299 Depreciation and amortisation............................. 35 36 36 18 Other ................................................................... — — — 240

Total expenses.................................................... 25 331 24 462 25 028 22 700

Income Sale of goods and services................................... 1 466 1 500 2 861 1 239 Interest................................................................. — 196 112 280 Commonwealth revenue...................................... 400 84 — — Other ................................................................... — — — 123

Total income ...................................................... 1 866 1 780 2 973 1 642


1.21


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

2006-07 Budget


2005-06 Budget

2004-05 Actual

Net cost of program $23 465 000 $22 682 000 $22 055 000 $21 058 000


The Art Gallery of SA, Carrick Hill, the SA Museum, Artlab and the History Trust of SA were funded to provide a range of museum, visual arts and preservation services across the State. Some key performance indicators for these services are listed below.



2005-06 Budget

2004-05 Actual

No. of items treated by Artlab:

• cost under $1000 1 400 1 400 1 300 1 296

• cost $1001–$2000 300 250 280 216

• cost $2001–$6000 180 180 190 199

• cost above $6001 40 30 30 52

No. of visitors to the:

• Art Gallery of SA 520 000 526 000 500 000 500 000

• SA Museum 700 000 730 032 625 000 653 782

• Carrick Hill 45 000 44 832 40 250 31 500

• History Trust of SA 280 000 305 804 280 000 303 028

Effectiveness of preservation performed by Artlab based on level of customer satisfaction

excellent excellent excellent excellent

% of jobs delivered by Artlab on or before deadline against total jobs

95% 98% 95% 95%

Amount of non–Arts SA revenue received and % this represents of total revenue:

• Art Gallery of SA $4.000m (40%)

$6.891m(a) (53%)

$4.000m (40%)

$6.908m (52%)

• SA Museum $3.400m (37%)

$3.681m (42%)

$3.000m (30%)

$3.120m (32%)

• Carrick Hill $0.257m(b) (39%)

$0.265m(c) (40%)

$0.160m (20%)

$0.159m (20%)

• History Trust of SA $0.963m (25%)

$1.016m (27%)

$1.000m (22%)

$1.040m (28%)

• Artlab $0.700m (35%)

$0.600m (30%)

$0.600m (30%)

$0.625m (31%)

Footnotes (a) The 2005-06 Estimated Result includes unbudgeted bequests and donations revenue.

(b) The 2006-07 Budget includes revenue for the biennial French Festival, increased admission charges to the historic house at Carrick Hill, donations from 20th Anniversary Appeal and targeted sponsorship from professional bodies.

(c) The 2005-06 Estimated Result includes some once-off revenue items: funding from the Carrick Hill Development Foundation for the remake of Ursula’s Garden and the Children’s Literary Trail, the donation of a statue and additional funding for a new irrigation project.

1.22


Program Information

Program 6: Arts Industry Development and Access to Artistic Product

Description/Objective: Provision of services that enhance opportunities for artists, cultural tourism, festivals and events and provide for productions, exhibitions, tours and events to the community.


Program 6: Arts Industry Development and Access to Artistic Product

2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 2 309 2 246 2 142 1 951 Supplies and services .......................................... 1 606 1 844 1 491 1 095 Grants and subsidies............................................ 47 879 44 072 41 665 47 071 Depreciation and amortisation............................. 185 185 184 241 Other ................................................................... — — — 909

Total expenses.................................................... 51 979 48 347 45 482 51 267

Income Sale of goods and services................................... 289 292 300 274 Interest................................................................. — 385 228 547 Grants and subsidies............................................ — — — 356 Commonwealth revenue...................................... — 311 — — Other ................................................................... 900 1 071 900 1 100

Total income ...................................................... 1 189 2 059 1 428 2 277


1.23


Program: 6 Arts Industry Development and Access to Artistic Product

2006-07 Budget


2005-06 Budget

2004-05 Actual



A number of arts industry development companies, major organisations (including Country Arts SA, State Opera of South Australia, State Theatre Company of South Australia and the Adelaide Festival Centre Trust) and individual artists were funded to provide a range of arts services for the community. Some key performance indicators for these services are listed below.



2005-06 Budget

2004-05 Actual

No. of project assistance grant applications 270 264 268 266

No. of project assistance grant applications approved

120 115 112 108

Average size of a project assistance grant $8 500 $8 391 $10 500 $8 185

Total no. of attendances achieved by:

• Country Arts SA

− paid seats at performances and exhibition/gallery attendances

70 000 68 000 80 000 75 000

− unpaid attendances 90 000 90 000 120 000 110 000

• State Opera

− paid seats at performances 18 735(a) 21 931 19 100 26 282(b)

− unpaid attendances 1 265 985 1 500 1 177

• State Theatre

− paid seats at performances 50 637 49 930 54 552 54 692

− unpaid attendances 3 400 5 912 8 400 7 400

• Adelaide Festival Centre 720 000 713 253 760 000 740 791

Level of customer satisfaction: attendees and hirers at the Adelaide Festival Centre (average percentage)

88% 86% 88% 87%

Amount of external revenue received and % this represents of total revenue:

• Country Arts SA $3.900m (48%)

$3.900m (48%)

$3.100m (44%)

$3.400m (45%)

• State Opera $2.775m (73%)

$2.084m (69%)

$2.203m (78%)

$9.153m(b) (79%)

• State Theatre $2.983m (63%)

$2.912m (63%)

$2.817m (62%)

$2.892m (64%)

• Adelaide Festival Centre $17.094m(c) (68%)

$16.513m (61%)

$13.100m (61%)

$21.600m (72%)

Footnotes (a) The budgeted decrease in 2006-07 reflects no Festival being held in that year.

(b) The 2004-05 Actual reflects the first Australian production of Wagner’s Ring Cycle, which was performed in November/December 2004.

(c) The external revenue reduced from 2004-05 due to a change in catering arrangements. These arrangements have been restructured and are now provided by individual caterers. As a result, gross revenues of approximately $4m are no longer the property of the Adelaide Festival Centre Trust.

1.24


Program Information

Program 7: Capital City

Description/Objective: Support the work of the Capital City Committee, a partnership between the State Government and the Adelaide City Council, by providing executive support to the Committee and assisting coordination between the Government and the Council to identify potential opportunities for the City.


Program 7: Capital City 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 316 491 326 315 Supplies and services .......................................... 1 193 107 130 84

Total expenses.................................................... 1 509 598 456 399

Income Other ................................................................... 240 234 234 199

Total income ...................................................... 240 234 234 199

Net cost of providing services ........................... 1 269 364 222 200

1.25


Program: 7 Capital City 2006-07

Budget 2005-06

Estimated Result 2005-06 Budget

2004-05 Actual

Net cost of program(a) $1 269 000 $364 000 $222 000 $200 000


Highlights for 2005-06 include:

• the finalisation and implementation of the Social Sustainability Agreement between State Government support agencies and the Adelaide City Council;

• construction of a roof top garden as part of an affordable housing scheme in Whitmore Square; • opening the new water feature on North Terrace and finalisation of the North Terrace Solar Precinct with solar panels being fitted; • securing the International Solar Cities Congress for 2008; • completion of stages 2 and 3 of the Building Tune Ups Program; • creation of a Zero Waste Action Plan for the City; and • hosting numerous conferences and delivery of papers on the sustainability attributes of Adelaide to several major international events

such as the World Urban Forum, Planning for Long term Urban Sustainability (PLUS) Sustainable Cities Network and the International Solar Cities Congress.

Targets for 2006-07 are to:

• ensure that effective linkages are made between the tram development and Riverbank precinct; • liaising with the Department for Administrative and Information Services to maximise the number of Government offices located in

the CBD; • prepare a Film Friendly strategy for the City; • aim for Adelaide to be the most accommodating city in Australia for trialling new renewable energy technologies; and • to complete the solar panels project at the new Adelaide Airport.


1.26


Program information

Program 8: Aboriginal Affairs and Reconciliation

Description/Objective: Improve the well being of Aboriginal people by providing high level strategic policy advice and across government coordination and monitoring, facilitating community development initiatives, protecting Aboriginal culture and heritage, managing essential services and community infrastructure, and supporting the State’s landholding authorities.


Program 8: Aboriginal Affairs and Reconciliation

2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000 Expenses Employee benefits and costs ............................... 4 634 4 955 4 754 2 860 Supplies and services .......................................... 5 052 4 735 4 948 4 452

Grants and subsidies............................................ 16 540 4 859 4 645 3 668

Depreciation and amortisation............................. 150 230 230 347

Total expenses.................................................... 26 376 14 779 14 577 11 327

Income Sale of goods and services................................... — — — 316 Interest................................................................. — 48 48 133 Commonwealth revenue...................................... 687 267 661 250 Other ................................................................... 317 1 331 788 1 372

Total income ...................................................... 1 004 1 646 1 497 2 071


1.27


Program: 8 Aboriginal Affairs and Reconciliation

2006-07 Budget


2005-06 Budget

2004-05 Actual

Net cost of program $25 372 000(a) $13 133 000 $13 080 000(b) $9 256 000(c)


In 2005-06, the Aboriginal Affairs and Reconciliation Division was restructured to achieve improved operational efficiencies. The achievements for the division in 2005-06 include:

• completion of Stages 1 and 2 of the new central power station on the APY Lands and the appointment of a licensed operator for electrical power distribution in remote Aboriginal communities;

• the signing of an Overarching Agreement on Indigenous Affairs between the Commonwealth and the State; • overseeing the provision of a swimming pool at the Mimili community on the APY Lands; • successfully negotiating with the Commonwealth on a Housing and Community Infrastructure Agreement for Aboriginal Communities in

South Australia; • working across government to improve the monitoring and reporting on initiatives which are aimed at reducing the gap between outcomes

for South Australia’s Aboriginal population in comparison to the rest of the State’s population; • continuing to oversee the implementation of programs and services in the APY Lands; • the development of stronger links between the Anangu community, State Government and Commonwealth Government to improve

conditions on the APY Lands and in other communities across the State; • continuing to protect and preserve Aboriginal culture and heritage; and • the establishment and support of the Aboriginal Advisory Council.

In 2006-07, the division will:

• continue to oversee the implementation of programs and services in the APY Lands and in other communities across the State; • continue to work across government to monitor and report on initiatives to improve the well-being of Aboriginal people in South Australia; • strengthen the protection and preservation of Aboriginal culture and heritage and improve the administration of the Aboriginal Heritage

Act, 1988; • construct electrical distribution lines to connect Aboriginal communities to the central power station on the APY Lands and manage a range

of other essential services and community infrastructure projects; • provide high level strategic policy advice and facilitate community development initiatives; • commence implementation of the Housing and Community Infrastructure Bi-lateral Agreement; • oversee the provision of a swimming pool at the Amata community on the APY Lands; and • continue to support the Aboriginal Advisory Council and the State’s three statutory landholding authorities.

Footnotes (a) The increase in net cost of program in 2006-07 is due to the APY central power station project being reclassified from investing to operating and the approval of additional operating expenditure to complete Stage 3 of the project.

(b) The 2005-06 Budget has been adjusted to include the former Department for Aboriginal Affairs and Reconciliation and the Indigenous Affairs and Special Projects Division (IASP). The IASP Division was previously recorded under Program 1 (Executive Government) however is now included within the restructured Aboriginal Affairs and Reconciliation Division.

(c) The 2004-05 Actual results have been adjusted to include the former Department for Aboriginal Affairs and Reconciliation and the IASP. The IASP Division was previously recorded under Program 1 (Executive Government) however is now included within the restructured Aboriginal Affairs and Reconciliation Division.

1.28

DEPARTMENT OF THE PREMIER AND CABINET


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Expenses

Employee benefits and costs — Salaries, wages, annual and sick leave ..................................... 26 064 25 145 22 836 25 022 Long service leave .................................................................... 849 792 794 1 368 Payroll tax ................................................................................ 1 454 1 451 1 391 1 584 Superannuation ......................................................................... 3 280 3 243 3 029 3 111 Other ......................................................................................... 545 1 511 729 2 019Supplies and services — General supplies and services .................................................. 28 186 29 506 25 990 25 503 Consultancy expenses .............................................................. 985 845 845 1 051Depreciation and amortisation ..................................................... 1 250 1 330 1 330 1 453Grants and subsidies ..................................................................... 43 035 26 011 25 227 28 198Intra government transfers ........................................................... 74 606 75 582 72 936 77 277Other expenses ............................................................................. 42 536 — 1 067

Total expenses .............................................................................. 180 296 165 952 155 107 167 653

Income

Commonwealth revenues ............................................................. 1 289 2 111 2 092 2 167Intra government transfers ........................................................... 2 396 4 206 1 422 4 530Sales of goods and services .......................................................... 2 306 2 321 3 788 3 914Interest revenues ........................................................................... — 915 615 2 021Net gain or loss from disposal of assets ....................................... — — — -43Resources received free of charge ................................................ — — — 284Other income ................................................................................ 545 1 206 762 10 147

Total income ................................................................................. 6 536 10 759 8 679 23 020



Income — Appropriation ........................................................................... 173 144 141 944 147 311 149 243 Other income ............................................................................ — 7 026 — 540Expenses — Cash alignment ......................................................................... — — — 31 604


Net result before restructure(s) ..................................................... -616 -6 223 883 -26 454

Net income from / expenses from administrative restructure(s) .. — 195 — —

Net result after restructure(s) ........................................................ -616 -6 028 883 -26 454

1.29


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Assets

Current assets

Cash and cash equivalents ............................................................ 15 143 13 737 12 902 13 318Receivables ................................................................................... 1 932 1 960 2 762 1 959Inventories .................................................................................... — — 16 — Other current assets ...................................................................... 350 350 380 350


Non current assets



Total assets ................................................................................... 39 687 39 143 42 103 39 440

Liabilities

Current liabilities

Payables ........................................................................................ 5 093 4 811 4 803 4 816Short-term borrowings ................................................................. 29 29 36 29Employee benefits — Salaries and wages ................................................................... 386 386 274 386 Annual leave ............................................................................. 2 142 2 113 1 885 2 088 Long service leave .................................................................... 1 042 1 023 1 442 1 012Short-term provisions ................................................................... 85 83 128 83Other current liabilities ................................................................. 322 322 436 435



Long-term employee benefits — Long service leave .................................................................... 6 357 5 708 5 257 5 119Long-term provisions ................................................................... 214 208 189 212



Net assets ...................................................................................... 24 017 24 460 27 653 25 260

Equity

Contributed capital ....................................................................... 5 401 5 228 5 228 — Retained earnings ......................................................................... 8 661 9 277 13 932 15 305Asset revaluation reserve ............................................................. 9 955 9 955 6 192 9 955Other reserves ............................................................................... — — 2 301 —

Total equity .................................................................................. 24 017 24 460 27 653 25 260


1.30



Contributedcapital

$000

Assetrevaluation

reserve

$000

Retainedearnings

$000

Total

$000













1.31



2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash outflows

Employee payments ..................................................................... 31 399 31 430 28 067 32 024Supplies and services ................................................................... 29 079 30 259 26 743 25 605Grants and subsidies ..................................................................... 43 035 26 011 25 227 28 415Net GST paid ................................................................................ — — — 9 929Intra government transfers ........................................................... 74 606 75 582 72 936 78 172Other payments ............................................................................ -60 438 -98 159


Cash inflows

Intra government transfers ........................................................... 2 396 4 206 1 422 5 425Commonwealth receipts ............................................................... 1 289 2 111 2 092 2 191Sales of goods and services .......................................................... 2 306 2 216 3 683 4 184Interest received ........................................................................... 29 915 615 2 346Net GST received ......................................................................... — — — 9 048Other receipts ............................................................................... 544 1 180 736 2 475


SA GOVERNMENT:

Appropriation ............................................................................... 173 144 141 944 147 311 149 243Other receipts ............................................................................... — 7 026 — 540Payments — Cash alignment ......................................................................... — — — 31 604


Net cash provided by (+) / used (-) in operating activities ........... 1 649 -4 122 2 984 -30 456


Cash outflows



Net cash provided by (+) / used in (-) investing activities ........... -416 -613 -5 942 -309


Cash inflows

Capital contributions from Government ...................................... 173 5 228 5 228 — Proceeds from restructuring activities .......................................... — -74 — —


Net cash provided by (+) / used in (-) financing activities ........... 173 5 154 5 228 —

Net increase (+) / decrease (-) in cash equivalents ....................... 1 406 419 2 270 -30 765



1.32

ADMINISTERED ITEMS FOR THE DEPARTMENT OF THE PREMIER AND CABINET


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Income from / Expenses to SA Government

Income — Appropriation ........................................................................... 22 891 20 742 18 274 14 550 Other income ............................................................................ — 100 — — Expenses — Cash alignment ......................................................................... 4 873 — — —


Income from other sources

Commonwealth revenues ............................................................. — 3 800 3 000 11 988Interest revenues ........................................................................... 22 19 4 343Other income ................................................................................ — — — 2 471

Total income from other sources .................................................. 22 3 819 3 004 14 802

Total income ................................................................................. 18 040 24 661 21 278 29 352

Expenses

Employee benefits and costs — Salaries, wages, annual and sick leave ..................................... 553 542 542 586 Payroll tax ................................................................................ — — — 30Supplies and services — General supplies and services .................................................. 7 901 5 988 8 172 5 337Grants and subsidies ..................................................................... 1 320 4 760 2 260 12 343Intra government transfers ........................................................... 13 967 13 025 9 156 3 526Other expenses ............................................................................. 1 500 1 500 1 500 2 598

Total expenses .............................................................................. 25 241 25 815 21 630 24 420

Net result ...................................................................................... -7 201 -1 154 -352 4 932

1.33


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Assets

Current assets

Cash and cash equivalents ............................................................ 2 915 10 116 6 646 11 270Receivables ................................................................................... 679 679 30 679


Total assets ................................................................................... 3 594 10 795 6 676 11 949

Liabilities

Current liabilities

Payables ........................................................................................ 1 247 1 247 340 1 247Short-term borrowings ................................................................. — — 6 893 — Other current liabilities ................................................................. 5 240 5 240 2 217 5 240



Net assets ...................................................................................... -2 893 4 308 -2 774 5 462

Equity

Retained earnings ......................................................................... -2 893 4 308 -2 774 5 462

Total equity .................................................................................. -2 893 4 308 -2 774 5 462


1.34



Contributedcapital

$000

Assetrevaluation

reserve

$000

Retainedearnings

$000

Total

$000

Balance at 30 June 2005 ............................................................... — — 5 462 5 462Adjustments .................................................................................. — — — —

Restated balance at June 2005 ...................................................... — — 5 462 5 462




Equity contributions from SA Government ................................. — — — — Repayment of equity contributions from SA Government .......... — — — —

Estimated balance at 30 June 2006 — — 4 308 4 308





Estimated balance at 30 June 2007 — — -2 893 -2 893

1.35



2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash inflows

Commonwealth receipts ............................................................... — 3 800 3 000 2 946Interest received ........................................................................... 22 19 4 370Other receipts ............................................................................... — — — 2 434

Cash generated from operations ................................................... 22 3 819 3 004 5 750

Cash outflows

Employee payments ..................................................................... 553 542 542 616Supplies and services ................................................................... 7 901 5 988 8 172 5 536Grants and subsidies ..................................................................... 1 320 4 760 2 260 11 828Intra government transfers ........................................................... 13 967 13 025 9 156 3 526Other payments ............................................................................ 1 500 1 500 1 500 2 005


SA GOVERNMENT:

Appropriation ............................................................................... 22 891 20 742 18 274 14 087Other receipts ............................................................................... — 100 — — Payments — Cash alignment ......................................................................... 4 873 — — —


Net cash provided by (+) / used in (-) operating activities ........... -7 201 -1 154 -352 -3 674

Net increase (+) / decrease (-) in cash equivalents ....................... -7 201 -1 154 -352 -3 674



1.36


Financial Commentary — major variations

The following commentary relates to the Agency Financial Statements presented in the previous section. The discussion relates to variations between the 2005-06 Estimated Result and the 2006-07 Budget.

Income statement — Controlled

On 1 October 2005, Immigration SA and the Population Policy Unit transferred from DPC to the Department of Trade and Economic Development. On 1 April 2006, the Office of Volunteers transferred from DPC to the Department of Primary Industries and Resources and the Office for Sustainability transferred to DPC from the Department for Environment and Heritage. These restructures are a major source of variation between the 2005-06 Estimated Result and the 2006-07 Budget.

In relation to specific variations in the Income statement:

• The increase in salaries and wages between the 2005-06 Estimated Result and the 2006-07 Budget is due to the transfer of the Office for Sustainability to DPC, new initiative funding for the Carnegie Mellon Software Engineering Institute and the Office of the Commissioner for Social Inclusion, additional expenditure for social inclusion initiatives (Young Offenders and Aboriginal Health) and the establishment of the Carnegie Mellon University Support Unit. These increases have been partially offset by the transfer of Immigration SA, the Population Policy Unit and the Office for Volunteers from DPC, and a reduction in salaries expenditure due to Targeted Voluntary Separation Package (TVSP) acceptances by departmental staff.

• The decrease in supplies and services expenditure between the 2005-06 Estimated Result and the 2006-07 Budget is due to the transfer of Immigration SA, the Population Policy Unit and the Office for Volunteers from DPC, and a decrease in expenditure for the Carnegie Mellon Support Unit from its 2005-06 level (due to initial set-up costs incurring in 2005-06). These decreases have been partially offset by an increase in expenditure due to the transfer of the Office for Sustainability to DPC, new initiative funding for the Carnegie Mellon Software Engineering Institute and the Bragg initiative, additional expenditure for Social Inclusion Initiatives (Young Offenders and Aboriginal Health) and the carryover of expenditure from 2005-06 to 2006-07 for the solar panels at Adelaide Airport, Urban Search and Rescue Program and Adelaide Thinkers in Residence sponsored residencies.

• The increase in grants between the 2005-06 Estimated Result and the 2006-07 Budget is due to the carryover of expenditure from 2005-06 for the Natural Disaster Mitigation Program, the Bushfire Mitigation Program and the South Australian Museum Pacific Cultures Gallery. The APY central power station project has been reclassified from investing to operating and additional operating expenditure has been approved for the completion of Stage 3 of the project. The 2006-07 Budget also includes funding for a number of new initiatives, including annual funding to stage the Adelaide International Guitar Festival, Adelaide Fringe Festival, South Australia’s Regional Centre for Culture initiative, and the rejuvenation of the Dunstan Playhouse auditorium and public foyers, Artspace and Tutto Ku restaurant at the Adelaide Festival Centre. In 2006-07 the contribution towards the construction of the University of South Australia Art Museum will also occur. These increases were partially offset by the transfer of Immigration SA, the Population Policy Unit and the Office for Volunteers from DPC.

1.37

• The decrease in Commonwealth revenue between the 2005-06 Estimated Result and the 2006-07 Budget is due to a reduction in revenue for Aboriginal Affairs and Reconciliation and Security Emergency Management Office initiatives. The 2005-06 Commonwealth revenue also included revenue associated with the holding of the biennial Australian Performing Arts, which is not applicable to 2006-07.

The increase in appropriation between the 2005-06 Estimated Result and 2006-07 Budget reflects variances discussed above, as well as accrual appropriation funding and additional appropriation to ensure that the department maintains sufficient cash in the operating account as per the cash alignment policy.

Balance sheet — Controlled

Current assets have increased between the 2005-06 Estimated Result and 2006-07 Budget due to movements in cash at bank. Please refer to Cash flow statement for further information.

Non-current assets have decreased between the 2005-06 Estimated Result and 2006-07 Budget due to the reclassification of the APY central power station project from investing to operating and the reclassification of a portion of the department’s annual programs from investing to operating.

Non-current liabilities have increased between 2005-06 Estimated Result and 2006-07 Budget largely due to increased long service leave provisions as a result of the transfer of the Office for Sustainability from the Department for Environment and Heritage to DPC.

Statement of changes in equity — Controlled

The decrease in equity position is largely due to the movement in retained earnings. Please refer to Income statement for further information.

Cash flow statement — Controlled

Operating Cash flow variances reflect the variances discussed above in relation to the Income statement. Please refer to the section for further information.

The decrease in payments for property, plant and equipment is due to the reclassification of the APY central power station project from investing to operating. This decrease is partially offset by new initiative funding for the Lion Arts Centre upgrade to air-conditioning, disabled toilets and external façade.

Income statement — Administered Items

Commonwealth receipts and expenditure for the Commonwealth Essential Services Fund have been removed in 2006-07 pending confirmation from the Commonwealth on the amount and timing of funding for any new infrastructure programs prior to 30 June 2007. The 2006-07 expenditure for the Commonwealth Essential Services Fund relates to capital works programs currently under progress, which were funded by the Commonwealth in previous years.

In line with the cash alignment policy, surplus cash is to be returned to Government in 2006-07. Appropriation will be received in 2006-07 to ensure that the Administered Items maintain sufficient cash in the operating account to meet budgeted expenses.

1.38

Balance sheet — Administered Items

Current assets have decreased between the 2005-06 Estimated Result and 2006-07 Budget due to movements in cash at bank. Please refer to Cash flow statement for further information.

There are no significant variances in liabilities, which are expected to remain unchanged.

Statement of changes in equity — Administered Items

The decrease in equity position is largely due to the movement in retained earnings. Please refer to Income statement for further information.

Cash flow statement — Administered Items

Operating Cash flow variances reflect the variances discussed above in relation to the Administered Income statement. Please refer to the section for further information.

Additional Information for Administered Items

Detailed information on Administered Items is included in the following table.

1.39

Additional Information for Administered Items Department of the Premier and Cabinet

Cash flow statement

2006-07Budget

2005-06Estimated

result

2005-06 Budget

2004-05Actual

$000 $000 $000 $000

CASH FLOWS FROM: Operating activities Receipts Commonwealth Receipts —

Commonwealth Essential Service Capital Works Fund ............... — 3 800 3 000 946 APY Lands – Additional Services................................................ — — — 2 000

Interest — Commonwealth Essential Service Capital Works Fund ............... — — — 357 State Disaster Fund ...................................................................... 22 19 4 13

State Government – Appropriation — State Government – Outputs Purchased ....................................... 22 891 20 742 18 274 14 087 Other Government Revenue......................................................... — 100 — —

Other — Commonwealth Essential Service Capital Works Fund ............... — — — 236 APY Lands – Additional Services................................................ — — — 947 State Disaster Fund ...................................................................... — — — 1 251

Total operating receipts ...................................................................... 22 913 24 661 21 278 19 837 Payments Employee payments —

Agent-General.............................................................................. 295 289 289 293 Parliamentary Salaries and Electorate and Expenses Allowances...................................................................................

258 253 253 323

Supplies and services — APY Lands — Additional Services.............................................. 4 010 160 1 123 — Commonwealth Essential Service Capital Works Fund ............... 3 891 3 760 3 356 5 536 Promotion of the State.................................................................. — 1 141 — — State Disaster Fund ...................................................................... — 100 — — Social Inclusion — School Retention........................................... — 827 3 693 —

Grants and subsidies — APY Lands — Additional Services.............................................. 6 528 6 429 3 035 3 526 Commonwealth Essential Service Capital Works Fund ............... — — — — Elizabeth City Centre Redevelopment ......................................... — 2 260 2 260 — Promotion of the State — 109 — — Social Inclusion — Homelessness ............................................... 5 000 6 121 6 121 3 842 Social Inclusion — School Retention........................................... 3 759 2 866 — 7 986

Other — Promotion of the State.................................................................. 1 500 1 500 1 500 1 332 State Disaster Fund ...................................................................... — — — 561 Commonwealth Essential Service Capital Works Fund ............... — — — 112 Cash alignment............................................................................. 4 873 — — —

Total operating payments ................................................................... 30 114 25 815 21 630 23 511

Net cash provided by operating activities ....................................... -7 201 -1 154 -352 -3 674

Net Increase (+) / decrease (-) in cash held ..................................... -7 201 -1 154 -352 -3 674

Opening cash balance as at 1 July ................................................... 10 116 11 270 6 998 14 944

Closing cash balance as at 30 June .................................................. 2 915 10 116 6 646 11 270

1.40

1.41

TABLE OF CONTENTS

AGENCY: OFFICE OF PUBLIC EMPLOYMENT

Objective ......................................................................................................................................... 1.43



Program Information



Sub–program Statements and Performance Criteria.............................................................. 1.46








1.42


Agency: Office of Public Employment

Objective

To foster an inclusive, ethical, high performing and accountable public sector.


Targets 2006-07 Highlights 2005-06 • Undertake workforce planning and analysis for the

South Australian public sector and the Government including the ongoing identification and development of whole of sector, and where appropriate agency, workforce strategies

• Actions to substantially reduce average length of recruitment process

• Actions to improve retention rates, particularly for graduates • Develop an overarching and improved strategic approach to

sourcing and developing skills for the South Australian public sector

• Continue to improve the monitoring, evaluating and reporting of the state of the South Australian Public Service

• Contribute to the review of legislation, Human Resources (HR) standards, guidelines and supporting materials

• Continue to improve the leadership and management capability of the public sector workforce

• Foster and support agencies in their implementation of the Indigenous Employment Strategy and associated workforce development

• Contribute to the public sector having the best people operating in the best environment by focusing on performance and culture

• Created the Office of Public Employment as an Administrative Unit

• Developed and improved standards, guidelines and provided strategic advice in relation to the Public Sector Management Act 1995

• Developed a State of the Service report and a revised monitoring, evaluation and reporting framework

• Produced the South Australian Public Sector Workforce Information Summary Report – June 2005

• Developed strategies to address significant demographic, workforce and structural issues in the South Australian public sector (eg youth employment and ageing workforce)

• Improved the leadership and management capability of the public sector workforce through chief executive and executive summits, structured workshops, online learning through the Savvy website and the Public Sector Management Program

• Launched the HR Roundtable – a ‘Community of Practice’ website to support agency HR managers and practitioners

• Assisted in the procurement of a whole of government structured development program to 80 new graduate officers

• Supported Aboriginal women in the public sector through an Aboriginal Women’s Forum ‘Where We’ve Been; Where We Are, Where We’re Going’, and produced a film to document successful Aboriginal women in today’s public sector Sistas in the Sector

• Supported Aboriginal employment and workforce networks including a senior consultative committee

• Promoted Aboriginal employment strategies • Developed the Cultural Inclusion Framework for

South Australia, in partnership with the Social Inclusion Unit, for the South Australian public sector

• To promote the South Australian public sector as an employer of choice, the Office of Public Employment developed frameworks to support mobility across the sector; surveyed graduates and leadership groups; continued work on competency based position descriptions; and conducted a survey of senior managers and executives on experiences of work, life and leadership

• Supported the South Australian Public Sector Demographic Strategy through the establishment and coordination of sub groups with significant progress in Flexible Retirement, Youth Group and Flexible Working Practices

• Improved the capability of workforce planning in the South Australian public sector through the development of a Workforce Planning Seminar Series and consultative group

1.43

Targets 2006-07 Highlights 2005-06 • Contributed to rewards and recognition through the

Commissioner’s Awards for HR Achievement • Provided a service to the Premier on the employment and

management of ministerial contract staff • Supported a Targeted Voluntary Separation Package scheme

implementation by providing policy and advice



2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

1. Public Sector Human Resources Management .......................................... 5 668 5 714 5 557 7 633

Total 5 668 5 714 5 557 7 633



Office of Public Employment established as a separate entity 1 July 2005.............................................. n.a. n.a. n.a. 7 633

Equals: Net cost of providing services (as per Income statement) .......................... 5 668 5 714 5 557 —(a)

(a) The 2004-05 Actuals for the Office of Public Employment are included in the Department of the Premier and Cabinet figures. The Office of Public Employment commenced operations on 1 July 2005.

1.44


Program Information

Program 1: Public Sector Human Resources Management

Description/Objective: This program provides strategic human resource management planning, policy development, monitoring and reporting to facilitate a skilled, dynamic and responsive public sector workforce.


Program 1: Public Sector Human Resources Management

2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 4 502 4 196 4 395 5 787 Supplies and services .......................................... 2 617 2 438 2 381 3 280 Grants and subsidies............................................ — 358 — 10

Total expenses.................................................... 7 119 6 992 6 776 9 077

Income Sale of goods and services................................... 963 941 941 1 214 Intra government transfers................................... 210 2 — — Other ................................................................... 278 335 278 230

Total income ...................................................... 1 451 1 278 1 219 1 444


1.45


Sub-program: 1.1 Workforce Strategy Improving human resource management across the public sector by: • undertaking strategic workforce planning; • developing and reviewing policy on key and emerging human resource management issues; and • providing high level advice to Government and agencies on Workforce strategies.

2006-07 Budget


2005-06 Budget

2004-05 Actual

Net cost of sub-program $3 277 000 $3 093 000 $2 223 000 $4 246 000(a)


The review of the Office for the Commissioner for Public Employment during 2004-05 resulted in significant changes to the work of this sub-program. Prescriptive Commissioner’s Determinations were replaced with Commissioner’s Standards to reflect the increased responsibilities and accountability of Chief Executives for the recruitment and management of staff. Sector wide workforce planning groups were set up to assist agencies improve their workforce planning capability in response to the Demographic Strategy that identified significant issues emerging for the public sector. Improvements were made to the quality of workforce data collection and analysis. Agencies were supported in applying the Indigenous Employment Strategy to recruit, retain and develop Aboriginal staff to achieve South Australia’s Strategic Plan Target 6.2.

Footnote (a) Net cost of services has reduced since 2004-05 following the review of work undertaken by the Office of Public Employment (OPE). Functions which were previously undertaken by OPE have since been devolved to individual agencies

Sub-program: 1.2 Public Sector Renewal • Promoting a strategic approach to human resource management practices through the use of competency

approaches. • Designing and providing a suite of leadership development programs across government. • Monitoring reporting and evaluating agency performance in human resource management.

2006-07 Budget


2005-06 Budget

2004-05 Actual

Net cost of sub-program $2 391 000 $2 621 000 $3 334 000 $3 387 000


The focus of this sub-program shifted to sector wide recruitment, retention and evaluation issues. A range of activities occurred including: developing a State of the Service Report; researching employee retention to provide information to address critical skill shortages; enhancing the graduate recruitment register to allow graduates to apply online over a much longer timeframe; commencing work on competency based position descriptions; establishing the OPE Roundtable, a ‘Community of Practice’ website and HR Director’s forum to improve communication; and liaising with the Office of the Executive Committee of Cabinet to support leaders achieve targets in South Australia’s Strategic Plan.

1.46

OFFICE OF PUBLIC EMPLOYMENT


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Expenses

Employee benefits and costs — Salaries, wages, annual and sick leave ..................................... 3 503 3 192 3 435 — Long service leave .................................................................... 103 102 102 — Payroll tax ................................................................................ 206 181 202 — Superannuation ......................................................................... 540 499 499 — Other ......................................................................................... 150 222 157 — Supplies and services — General supplies and services .................................................. 2 611 2 432 2 375 — Consultancy expenses .............................................................. 6 6 6 — Grants and subsidies ..................................................................... — 2 — — Intra government transfers ........................................................... — 356 — —

Total expenses .............................................................................. 7 119 6 992 6 776 —

Income

Intra government transfers ........................................................... 210 2 — — Sales of goods and services .......................................................... 963 941 941 — Other income ................................................................................ 278 335 278 —

Total income ................................................................................. 1 451 1 278 1 219 —

Net cost of providing services ...................................................... 5 668 5 714 5 557 —


Income — Appropriation ........................................................................... 5 668 5 579 5 557 — Other income ............................................................................ — 135 — —

Net income from / expenses to SA Government .......................... 5 668 5 714 5 557 —

Net result ...................................................................................... — — — —

1.47

OFFICE OF PUBLIC EMPLOYMENT


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash outflows

Employee payments ..................................................................... 4 502 4 196 4 395 — Supplies and services ................................................................... 2 617 2 438 2 381 — Grants and subsidies ..................................................................... — 2 — — Intra government transfers ........................................................... — 356 — —

Cash used in operations ................................................................ 7 119 6 992 6 776 —

Cash inflows

Intra government transfers ........................................................... 210 2 — — Sales of goods and services .......................................................... 963 941 941 — Other receipts ............................................................................... 278 335 278 —

Cash generated from operations ................................................... 1 451 1 278 1 219 —

SA GOVERNMENT:

Appropriation ............................................................................... 5 668 5 579 5 557 — Other receipts ............................................................................... — 135 — —

Net cash provided by Government ............................................... 5 668 5 714 5 557 —

Net cash provided by (+) / used (-) in operating activities ........... — — — —

Net increase (+) / decrease (-) in cash equivalents ....................... — — — —

Cash and cash equivalents at the beginning of the financial year — — — —

Cash and cash equivalents at the end of the financial year .......... — — — —

1.48

ADMINISTERED ITEMS FOR THE OFFICE OF PUBLIC EMPLOYMENT


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Income from SA Government

Income — Appropriation ........................................................................... — — — 2 336

Net income from / expenses to SA Government .......................... — — — 2 336

Total income ................................................................................. — — — 2 336

Expenses

Employee benefits and costs — Other ......................................................................................... — — — 282Intra government transfers ........................................................... — — — 23Other expenses ............................................................................. — — — 50

Total expenses .............................................................................. — — — 355

Net result ...................................................................................... — — — 1 981

1.49


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Assets

Current assets

Cash and cash equivalents ............................................................ 6 6 316 6

Total current assets ....................................................................... 6 6 316 6

Total assets ................................................................................... 6 6 316 6

Liabilities

Current liabilities

Payables ........................................................................................ 6 6 316 6

Total current liabilities ................................................................. 6 6 316 6

Total liabilities .............................................................................. 6 6 316 6

Net assets ...................................................................................... — — — —


1.50



2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash outflows

Employee payments ..................................................................... — — — 14 242Intra government transfers ........................................................... — — — 23Other payments ............................................................................ — — — 58

Cash used in operations ................................................................ — — — 14 323

SA GOVERNMENT:

Appropriation ............................................................................... — — — 2 336

Net cash provided by Government ............................................... — — — 2 336

Net cash provided by (+) / used in (-) operating activities ........... — — — -11 987

Net increase (+) / decrease (-) in cash equivalents ....................... — — — -11 987

Cash and cash equivalents at the beginning of the financial year 6 6 316 11 993

Cash and cash equivalents at the end of the financial year .......... 6 6 316 6

1.51





There are no significant variances to report in the Income statement.


The Office of Public Employment (OPE) has no budgeted Balance sheet items. OPE was transferred out of the Department of the Premier and Cabinet on 1 July 2005 and no budgeted Balance sheet was transferred at this time. A budgeted Balance sheet will be set in 2006-07, based on the closing balances as at 30 June 2006.


There is no change expected in the equity position.


There are no significant variances to report in the Cash flow statement.

Administered


OPE’s single administered item is the TVSP Fund. The most recent TVSP scheme, administered by OPE, ended in 2003-04. In 2004-05 finalised TVSP reimbursements to agencies occurred.

A TVSP scheme was undertaken in 2005-06, but was not administered by OPE. Individual agencies managed their own TVSP payments.

There are no transactions expected to occur in the Administered Items in 2006-07.


There is no change expected in the Balance sheet.


There is no change expected in the equity position.

1.52


No payments are expected to occur from the TVSP Fund in 2006-07.



1.53

Additional Information for Administered Items Office of Public Employment

Cash flow statement

2006-07Budget

2005-06Estimated

result

2005-06 Budget

2004-05Actual

$000 $000 $000 $000

CASH FLOWS FROM: Operating activities Receipts Grants —

Targeted Voluntary Separation Package Scheme................... — — — 2 336

Total operating receipts ................................................................ — 2 336

Payments Employee payments —

Targeted Voluntary Separation Package Scheme................... — — — 14 242 Other —

Targeted Voluntary Separation Package Scheme................... — — — 58 Intra government transfers —

Targeted Voluntary Separation Package Scheme................... — — — 23

Total operating payments ............................................................. — — — 14 323

Net cash provided by operating activities.................................. — — — (11 987)

Net Increase (+) / decrease (-) in cash held ................................ — — — (11 987)

Opening cash balance as at 1 July.............................................. 6 6 316 11 993

Closing cash balance as at 30 June............................................. 6 6 316 6

1.54

1.55

Portfolio: Trade and Economic Development

Minister for Economic Development Minister for Industry and Trade Minister for Regional Development Minister for Small Business

TABLE OF CONTENTS

PORTFOLIO SUMMARY

Ministerial Responsibilities ................................................................................................... 2.1




Agency Summaries

Department of Trade and Economic Development .............................................................. 2.4

Port Adelaide Maritime Corporation ..................................................................................... 2.34

Office of the Venture Capital Board ..................................................................................... 2.52

PORTFOLIO: TRADE AND ECONOMIC DEVELOPMENT


Minister Agency Programs

Department of Trade and Economic Development

1. Economic Strategy and Policy Development 2. Defence Industry Development

The Hon. Michael Rann Minister for Economic Development(a)

Port Adelaide Maritime Corporation

1. Strategy and Policy 2. Common User Facility 3. Precinct Development and Operation 4. Workforce Development


3. Business Growth 4. International Market Development 5. Investment Attraction 6. Corporate Leadership, Governance and Support 9. Population and Migration

The Hon. Kevin Foley Minister for Industry and Trade

Office of the Venture Capital Board

1. Venture Capital

The Hon. Karlene Maywald Minister for Regional Development Minister for Small Business


7. Small Business Growth 8. Regional Development

(a) The Minister for Economic Development has delegated all commercial and financial responsibilities for the Port Adelaide Maritime Corporation to the Minister for Industry and Trade.

Administered items

In addition to the above responsibilities the Portfolio has administered the following item on behalf of Ministers.

• Minister’s salary and allowances pursuant to Parliamentary Remuneration Act 1990.

Statutes


2.1



$000


$000

2005-06 Budget

$000

2004-05 Actual $000

Department of Trade and Economic Development 66 248 59 700 59 335 146 100

Port Adelaide Maritime Corporation 8 255 -1 145 — —

Office of the Venture Capital Board 1 547 1 525 1 520 1 345

Total 76 050 60 080 60 855 147 445



$000


$000

2005-06 Budget

$000

2004-05 Actual $000

Department of Trade and Economic Development — — — 891

Port Adelaide Maritime Corporation 94 919 835 — —

Office of the Venture Capital Board — — — —

Total Investing Payments 94 919 835 — 891

WORKFORCE SUMMARY




2004-05 Actual

Department of Trade and Economic Development 191.8 164.8 143.4

Port Adelaide Maritime Corporation 16.4 10.0 —

Office of the Venture Capital Board 6.4 6.4 4.4

Total 214.6 181.2 147.8

2.2

2.3

TABLE OF CONTENTS

AGENCY: DEPARTMENT OF TRADE AND ECONOMIC DEVELOPMENT

Objective ......................................................................................................................................... 2.5




Program Information



Performance Criteria ............................................................................................................. 2.10



Balance sheet......................................................................................................................... 2.28




Cash flow statement — Administered Items......................................................................... 2.32


2.4


Agency: Department of Trade and Economic Development

Objective

The Department of Trade and Economic Development (DTED) will facilitate the long-term sustainable economic development of South Australia by working in partnership with industry and other stakeholders, and provide leadership across government on economic development.

The department’s objectives are to:

• maintain an internationally competitive business environment;

• increase business investment and facilitate major projects;

• foster the development of innovative, globally competitive businesses;

• increase international trade;

• develop a vibrant and entrepreneurial small business sector;

• ensure the supply of a highly skilled workforce to meet the needs of business;

• build sustainable communities in regional South Australia;

• deliver highly valued services and advice to government and industry; and

• develop an organisational environment that is consistent with its guiding principles and enables the department to conduct its business in an effective and efficient way.

2.5


Targets 2006-07 Highlights 2005-06 • Establish a dedicated team to facilitate BHP Billiton’s proposed

$5 billion Olympic Dam expansion – the single biggest minerals expansion investment ever undertaken in Australia

• Deliver $1 million in export grants to South Australia’s small to medium enterprises via the Market Access Program

• Develop a State investment attraction strategy with a focus on the target sectors of resources, defence, information and communication technology (ICT) and services

• Roll-out the government-wide Case Management Framework • Establish the Mineral Resources and Heavy Engineering

Skills Centre • Expand the Centre for Innovation to increase the success rate of

commercialisation processes in South Australia, and to leverage access to other State and Commonwealth programs

• Work in partnership with BHP Billiton to develop a desalination plant in the Upper Spencer Gulf

• Develop and implement the Air Services Sustainability Plan • Improve South Australia’s ranking against other states regarding

business compliance costs • Develop workforce plans for major projects and key sectors —

initially defence/AWD and resources/Olympic Dam • Work with Regional Development Boards to ensure alignment

with South Australia’s Strategic Plan • Expand the Young Indigenous Entrepreneurs Program to five

projects and extend the program to Port Augusta • Small Business Month 2006 to be held in October • Facilitate improvements to South Australia’s development

planning system and availability of affordable land supply • Promote and market the Magic Millions Carnival and

Adelaide Cup • Commence the Rural Town Development program in Port

Augusta in 2006-07 — established to initiate significant ‘iconic’ projects that will build upon the visual appeal of townships and to help to improve the experience towns provide for visitors and locals

• Support regional infrastructure development through the Regional Development Infrastructure Fund to expand industry production and capability

• Run a pilot program with Business SA to encourage, welcome and orientate new migrant arrivals to South Australia

• Increase the number of manufacturers engaged in green manufacturing

• Actively pursue industry market opportunities arising from Free Trade Agreements and other trade initiatives

• Develop growth strategies for identified key service industries • Increase South Australia’s share of migrant intake from the

skilled migration stream or employer sponsorships • Develop a strategic Aerospace industry capability focusing on

Unmanned Aerial Vehicles and Surveillance • Establish Carnegie Mellon Software Engineering Institute in

South Australia • Develop a proposal for a Secure Electronic Common User

Facility in South Australia • Develop South Australia’s defence and related land force

industry capabilities including supporting Stewart & Stevenson’s bid for Land 121

• Established Australia’s Centre of Excellence in Defence Industry Systems Capability, comprising defence, industry, government, international and research collaborative participants

• Successfully delivered a business case to the Commonwealth Department of Defence to attract a greater full-time Army presence to South Australia

• Successfully supported ASC Pty Ltd in its bid for the AWD Program

• The State and Commonwealth Governments committed $5 million and $41.4 million respectively under the Structural Adjustment Fund for South Australia for Industry Assistance Grants. This resulted in $211.5 million of new investment approved for South Australia, creating 948 direct jobs

• Small Business Week 2005 attracted over 1500 business owners to attend events held in all areas of South Australia

• The Regional Development Infrastructure Fund and the Outback Enterprise Zone Fund assisted in the realisation of projects in regional areas valued in excess of $138 million

• The South Australia Murray Darling Basin Resource Information Centre was established in conjunction with the Department of Water, Land and Biodiversity Conservation and the Riverland Development Corporation

• 13 new companies were established in Edinburgh Parks leading to an increase of approximately 850 jobs

• The Centre for Innovation was established to promote and assist improved industry competitiveness and a culture of innovation

• Gained commitment to the establishment of a Mineral Resources and Heavy Engineering Skills Centre to broker workforce development solutions for the sector

• An Industrial Land Strategy for metropolitan Adelaide was developed with Planning SA

• The Young Indigenous Entrepreneur Program was launched • International and domestic air services and seat capacity to

Adelaide significantly increased benefiting exporters and the tourism industry

• Cabinet approved the mandated use of the Commonwealth Business Cost Calculator for assessing all regulatory proposals and other proposals with an impact on business

• South Australia’s Strategic Plan forum on Growing Prosperity and Fostering Creativity attracted 230 participants and focused on global competitiveness, workforce development, innovation and creativity

• Facilitated industry input to the South Australian Greenhouse Strategy and developed a Business Case for Sustainability based on the competitive advantage gained by South Australian companies

• The Premier led the first of a series of missions to India to promote South Australia and strengthen trade and investment linkages

• Finalised an economic model of regional South Australia • Small Business Assistance grants totalling almost $23 000 were

made to five businesses affected by the floods in the Adelaide Plains

• Attracted 7276 skilled migrants to South Australia through effective use of State Specific and Regional Migration schemes representing one third of the national intake

• The Adelaide. Make the Move campaign, including skills expos in Victoria and New South Wales, attracted 6557 interstate enquiries

2.6



2006-07 Budget $000


$000

2005-06 Budget

$000

2004-05 Actual $000

1. Economic Strategy and Policy Development ............................................ 5 306 4 755 4 696 3 863

2. Defence Industry Development................ 5 138 6 781 6 156 2 992 3. Business Growth ...................................... 9 379 7 164 8 909 4 810 4. International Market Development .......... 8 800 8 379 9 255 5 663 5. Investment Attraction............................... 6 008 2 055 6 489 4 886 6. Corporate Leadership, Governance and

Support..................................................... 9 799 7 297 3 415 108 410 7. Small Business Growth ............................ 2 824 4 391 4 852 2 881 8. Regional Development............................. 12 311 11 482 10 872 8 127 9. Population and Migration......................... 6 683 7 396 4 691 4 468

Total 66 248 59 700 59 335 146 100



Industry Attraction Funds transferred to Administered Items for the Department of Treasury and Finance(a) n.a n.a 15 354 10 368

Subtotal ........................................................ — — 15 354 10 368


Immigration SA and Population Policy unit from the Department of the Premier and Cabinet................................ n.a. 1 176 4 691 4 468

Equals: Net cost of providing services (as per agency Income statement) ............... 66 248 58 524 69 998 152 000

(a) Industry Attraction Funds are now presented in the ‘Administered Items for the Department of Treasury and Finance Other Accounts Cash flow statement’ in the line ‘Industry Financial Assistance Deposit Account’.

2.7


Investment 2006-07 Budget

$000


$000

2005-06 Budget

$000

2004-05 Actual $000

Works in Progress Osborne Ship Lift and Precinct Development Funds....................................

— — — 688

Total Works in Progress .............................. — — — 688 Minor Works

Other Projects ............................................. — — — 203

Total Minor Works ...................................... — — — 203

Total Investing Payments — — — 891

2.8


Program Information

Program 1: Economic Strategy and Policy Development

Description/Objective: Economic Strategy and Policy Development includes the Economic Analysis and Policy division and the Office of the Economic Development Board, which, in association with the Economic Development Board, provides leadership across government in developing the economic development policy framework for South Australia.

The objective of this program is a clear strategic direction for the economic development of South Australia with a focus on ‘workforce’ and a business environment that is competitive and supports development.

This will be achieved by promoting partnerships between industry, the community and other government departments and assessing opportunities and constraints on future growth. It will also assist in developing industry strategies and economic development policies.


Program 1: Economic Strategy and Policy Development

2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 2 545 2 160 1 637 2 233 Supplies and services........................................... 1 978 528 949 270 Grants and subsidies............................................ 313 1 873 1 477 1 212 Payments to consultants ...................................... 470 202 633 148

Total expenses.................................................... 5 306 4 763 4 696 3 863

Income Other.................................................................... — 8 — —

Total income....................................................... — 8 — —

Net cost of providing services .......................... 5 306 4 755 4 696 3 863

2.9


Program: 1 Economic Strategy and Policy Development

2006-07 Budget


2005-06 Budget

2004-05 Actual

Net cost of Program $5 306 000 $4 755 000 $4 696 000 $3 863 000

Performance Commentary In 2005-06 this program has contributed substantially to South Australia’s economic development strategy – leading the development of implementation plans for ten targets in South Australia’s Strategic Plan related to Growing Prosperity and Building Communities. This program facilitated the development of DTED’s Strategic Directions 2005-2008 which clearly articulates the department’s strategies to contribute to these targets.

DTED, in partnership with the Department of Further Education, Employment, Science and Technology, led the development of an implementation plan related to Workforce Development and gained commitment to the establishment of a Mineral Resources and Heavy Engineering Skills Centre to broker workforce development solutions for the sector.

In partnership with the Economic Development Board DTED commenced addressing the challenge of reducing red tape and enhancing South Australia’s business competitiveness. Key outcomes include the development of a strategy to ensure an adequate supply of competitively priced industrial land and gaining Cabinet’s approval to mandate the use of the Commonwealth Business Cost Calculator for assessing all regulatory and other proposals with an impact on business that are submitted to Cabinet.

The focus for this program in 2006-07 is on implementation of the strategies embodied in DTED’s Strategic Directions 2005-2008, together with providing support to the Economic Development Board and the Competitiveness Council in ensuring that South Australia is the most competitive place to do business in Australia and New Zealand. This requires an assessment of opportunities and constraints on future growth and development and facilitating actions to respond.

Priorities for 2006-07 include:

• reducing business red tape – to achieve a reduction of 25 per cent by July 2008; • workforce development for major projects and key industry sectors including minerals, defence, advanced manufacturing, electronics

and ICT; and • implementing the actions identified in the Industrial Land Strategy for Metropolitan Adelaide.

2.10


Program Information

Program 2: Defence Industry Development

Description/Objective: This program consists of the Government of South Australia’s Defence Unit, which assists the Defence Industry Advisory Board in the development and implementation of strategies to further grow defence business opportunities in South Australia.

The objective of this program is to double defence industry contribution to Gross State Product and increase defence employment in South Australia over the coming decade.

To achieve these goals the Defence Unit will focus policy initiatives on detailed sector plans to help industry take advantage of defence business opportunities. These plans focus on the four defence sectors — naval, land force, aerospace and electronics.


Program 2: Defence Industry Development 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 1 128 647 568 624 Supplies and services........................................... 1 596 1 989 4 887 1 041 Grants and subsidies............................................ 1 871 2 953 344 474 Payments to consultants ...................................... 543 1 188 357 847 Accommodation and services costs ..................... — 4 — 47

Total expenses ................................................... 5 138 6 781 6 156 3 033

Income Other.................................................................... — — — 41

Total income....................................................... — — — 41


2.11


Program: 2 Defence Industry Development

2006-07 Budget


2005-06 Budget

2004-05 Actual

Net Cost of Program $5 138 000 $6 781 000 $6 156 000 $2 992 000


To grow future defence business opportunities in South Australia, key elements of South Australia’s Defence Sector Plan were implemented throughout 2005-06.

The Osborne Maritime Precinct was further developed along with other major support programs for the Air Warfare Destroyer project. The federal government awarded the contract to South Australian shipbuilder ASC Pty Ltd.

A detailed business case for the Commonwealth Department of Defence was developed to highlight the benefits of South Australia as a location for a greater full-time army presence. The Chief of Army announced in December 2005 that a new mechanised battalion would be established in Adelaide over the next five years.

2.12


Program Information

Program 3: Business Growth

Description/Objective: Business Growth is made up of the Business Development Services division which includes the Office of Manufacturing, who in association with the Manufacturing Consultative Council, contribute to the competitiveness and growth of the manufacturing and traded services sectors, the Centre for Innovation and the Industry Capability Network SA.

The goal of this program is to promote a competitive and vibrant manufacturing and traded services sector and work with industry and other stakeholders in addressing issues and promoting growth.

This will be achieved by promoting the development and uptake of new technologies in partnership with tertiary institutions, facilitating import replacement, and maximising Australian content in major investment projects and developing and implementing the strategy for manufacturing.


Program 3: Business Growth 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 2 806 2 620 2 810 2 015 Supplies and services........................................... 1 980 1 738 4 579 1 002 Grants and subsidies............................................ 4 293 2 826 1 133 1 446 Payments to consultants ...................................... 300 43 387 493 Accommodation and services costs ..................... — 22 — —

Total expenses.................................................... 9 379 7 249 8 909 4 956

Income Sale of goods and services................................... — 85 — 146

Total income........................................................ — 85 — 146

Net cost of providing services ............................ 9 379 7 164 8 909 4 810

2.13


Program: 3 Business Growth

2006-07 Budget


2005-06 Budget

2004-05 Actual


Performance Commentary Facilitated the establishment of 13 new companies creating 800 additional jobs at Edinburgh Parks. Conducted a wide range of awareness raising forums covering specialist areas and international developments which were attended by over 1500 people and registered a satisfaction rating of 85 per cent. 29 teams participated in the Machine Changeover Competition achieving measured improvements in productivity in excess of $14 million. The TechFast Program evaluated 170 companies, assisted 50 companies in terms of advice on the introduction of new technology and supported seven companies to commercialise technology from Australian universities and research institutions. Delivered a comprehensive Growing Global Businesses Program for the ICT sector ranging from widely available workshops attended by over 600 people, to programs tailored to the needs of 50 rapid growth companies, such as capital raising, trade exhibitions and new export markets. Market successes included export orders of $2.7 million and national recognition via 19 finalists in the Secrets of IT competition. Assisted Mitsubishi Motors Australia Ltd in the disposal process for Lonsdale and in attracting three new businesses to the site. Assisted 20 companies in implementing Lean Manufacturing techniques and 25 companies in improved process engineering initiatives.

2.14


Program Information

Program 4: International Market Development

Description/Objective: International Market Development includes the Office of Trade, which in association with the Export Council supports industries in their efforts to develop market access strategies, export culture and capabilities. International Market Development also involves representing South Australia’s interest in Commonwealth deliberations on trade issues.

The objective of this program is to maximise export opportunities for South Australian based companies and to ensure that South Australia’s interests are reflected in all trade agreements.

This will be achieved by implementing export strategies, disseminating market intelligence, providing business matching services, promoting the value of exports to young South Australians and participating in national trade consultations.


Program 4: International Market Development

2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 1 659 1 597 1 422 1 361 Supplies and services........................................... 5 253 4 638 5 708 3 537 Grants and subsidies............................................ 1 808 1 917 1 958 789 Payments to consultants ...................................... — 217 167 22 Other.................................................................... 80 80 — 3

Total expenses.................................................... 8 800 8 449 9 255 5 712

Income Other.................................................................... — 70 — 49

Total income....................................................... — 70 — 49


2.15


Program: 4 International Market Development

2006-07 Budget


2005-06 Budget

2004-05 Actual


Performance Commentary Export growth built throughout the 2005-06 financial year due to key export industries recovering market share and the rise in demand for mineral exports, particularly from China. There are still significant challenges for several of the State’s traditional export earners, with wine and food exports yet to return to a strong growth path and automotive exports largely dependent on the success of Holden’s new VE Commodore.

The review and subsequent refinement of the Market Access Program has seen the scope of the program expanded, with more South Australian companies accessing the program for the first time, including regional exporters. This resulted in the program’s funding being expanded to $1 million.

The Government’s efforts to promote trade through its network of overseas commercial representative offices and domestic trade development managers continues to drive strong outcomes with significant, or potentially significant export contracts being facilitated in the Chinese, Indian, Middle Eastern, South East Asian, European and American markets.

The department is now focused on leveraging the opportunities arising from the minerals boom and the growth in the defence industry in South Australia. In addition, opportunities arising in digital media, services, manufacturing, education, and food and wine industries will be pursued on behalf of South Australian companies with specific programs developed to assist Small to Medium Enterprises as well as larger corporate exporters.

Significant progress has been made to implement the Export Council’s change in focus from strategy development to implementation. The Council is expecting strong outcomes from its efforts to appear throughout 2006-07.

2.16


Program Information

Program 5: Investment Attraction

Description/Objective: Investment Attraction includes the Commercial division, which constitutes the Investment, Case Management and Commercial Advice units which in association with the Economic Development Board, promote South Australia as an attractive place to invest, work and live as well as managing major projects of strategic importance.

The objective of this program is to help facilitate major projects and secure new investment in South Australia.

This will be achieved by identifying strategic investment opportunities, working across South Australian Government to reduce impediments to investing in South Australia and providing high quality services to investors.


Program 5: Investment Attraction 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 2 121 1 016 1 127 874 Supplies and services........................................... 2 076 688 2 948 2 954 Grants and subsidies............................................ 1 306 185 2 170 969 Payments to consultants ...................................... 505 194 244 113

Total expenses ................................................... 6 008 2 083 6 489 4 910

Income Other.................................................................... — 28 — 24

Total income....................................................... — 28 — 24


2.17


Program: 5 Investment Attraction

2006-07 Budget


2005-06 Budget

2004-05 Actual


Performance Commentary In May 2006, the structure of the Investment Attraction Program was altered to refocus and expand its role. DTED commenced the implementation of the Commercial division which incorporated the former Strategic Projects division, now called Investment division and expanded to include Case Management and Commercial Units. This section of DTED is principally responsible for Investment Attraction program delivery.

The priority outcome for the program is the facilitation of major developments in South Australia through the case management of process, provision of sound advice and attraction of new investment including the identification of areas for new business development and the securing of major new investment in South Australia. This also includes major private sector projects that are of strategic and economic significance to the State. In 2005-06, Investment Attraction Program continued the facilitation of two major projects for South Australia:

• BHP Billiton’s $5 billion Olympic Dam expansion. DTED is leading the cross government taskforce and the pre-feasibility study; and • OneSteel’s $355 million magnetite project, Project Magnet. Full operation is expected in the third quarter of 2007.

The department also facilitated the establishment of a $20 million state-of-the-art Alcan Inc facility to produce screw caps for wine bottles.

With benefits to exports and tourism in South Australia, new international air services in Adelaide were increased including daily flights by Singapore Airlines and doubling Cathay Pacific flights. Also the attraction of a Jetstar crew base to Adelaide created 87 new jobs.

The Structural Adjustment Fund for South Australia (SAFSA) is a joint initiative between the Commonwealth Government ($41.4 million) and the State Government ($5 million). The department actively promoted SAFSA locally, which resulted in 15 applications being approved in 2005-06 with a total investment of $211.5 million and 948 direct jobs.

2.18


Program Information

Program 6: Corporate Leadership, Governance and Support

Description/Objective: This program delivers administrative, financial, risk management, information technology and human resource services. It also includes Ministerial and Chief Executive support.

The objective of this program is to deliver services that are customer focused, timely and effective and in support of all Department of Trade and Economic Development divisions and offices.


Program 6: Corporate Leadership, Governance and Support

2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 3 644 5 112 4 328 4 646 Supplies and services........................................... 3 603 3 601 4 302 3 557 Grants and subsidies............................................ — 29 — 7 Payments to consultants ...................................... 206 195 — 149 Depreciation and amortisation............................. 210 210 210 223 Accommodation and services costs ..................... 1 930 1 689 — 1 986 Other.................................................................... 359 275 77 120 433

Total expenses ................................................... 9 952 11 111 8 917 131 001

Income Sale of goods and services................................... 153 3 294 3 145 19 992 Other.................................................................... — 520 2 357 2 599

Total income....................................................... 153 3 814 5 502 22 591


2.19


Program: 6 Corporate Leadership, Governance and Support

2006-07 Budget


2005-06 Budget

2004-05 Actual



During the year the department progressed the risk management agenda through the DTED Audit and Risk Management Committee by reviewing the DTED risk management policy, ensuring the system enabled capture, management and reporting on risk from across the whole agency. This has resulted in an enhanced risk management culture within the agency through revised support documentation and awareness sessions for staff, divisional risk management registers and a comprehensive enterprise wide internal audit function which was resourced for the first time in 2005-06.

In keeping with our guiding principle of ‘developing the best in our people’, DTED launched a leadership development program across the agency to enhance individual and group competencies in line with the Executive Leadership Competencies Framework for the South Australian Public Sector.

As part of the revised procurement accreditation requirements under the State Procurement Act 2004, DTED initiated a comprehensive review of the purchasing protocols and approval processes. This has resulted in the department raising its procurement delegation from $350 000 to $1.1 million. The suite of support tools provided to all staff includes detailed policy and procedural documents such as template contracts and tender documentation, training sessions and dedicated support resources.

2.20


Program Information

Program 7: Small Business Growth

Description/Objective: This program includes the Office of Small Business, which supports the Small Business Development Council and provides Small Business Advocate services and emergency management response. It also includes small business services provided by the Business Development Services division and working with the various Business Enterprise Centres in delivering services to small business.

The objective of the Small Business program is to ensure that small business issues are represented at the State Government level and that their interests are taken into account in the delivery of programs or development of policies.

Through partnerships and networks, this program will deliver advice and training on business management and skills, on the ground support in emergencies and the promotion of small business in South Australia.


Program 7: Small Business Growth 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 1 208 1 282 1 095 972 Supplies and services........................................... 1 600 1 472 1 591 768 Grants and subsidies............................................ 65 1 600 1 996 1 124 Payments to consultants ...................................... 21 38 170 81

Total expenses.................................................... 2 894 4 392 4 852 2 945

Income Sale of goods and services................................... 70 1 — 64

Total income....................................................... 70 1 — 64


2.21


Program: 7 Small Business Growth

2006-07 Budget


2005-06 Budget

2004-05 Actual



The Small Business Development Council initiative, SA Small Business Week 2005, was successfully held in October 2005. The two day conference and expo was held at the Adelaide Hilton and was attended by 486 participants. The content of the conference was rated as good or excellent by 97.8 per cent of participants. The satisfaction level with speakers was similarly high. A total of 1500 people attended the 40 associated events held throughout metropolitan and regional South Australia. The success of this event has led to the development of SA Small Business Month which will be held in 2006.

The Business Enterprise Centres (BECs) completed the first year of their three year funding agreements. BEC Managers and Business Advisers have received comprehensive training over the year to assist in the delivery of quality services to clients. BECs in South Australia have:

• provided advice and assistance to 1997 target enterprises; • enrolled 154 businesses in the Business Owners’ Coaching Program; • facilitated 100 Better Business Series (BBS) Workshops; and • facilitated 96 Starting Your Own Business (SYOB) Workshops. BEC’s have reported for 2005-06: • 34 260 telephone contacts; • 373 new businesses established; • 470 full time jobs created; • 99 part time jobs created; • 160 referrals to DTED Specialist Services; • 3054 people attended training programs other than KPI programs; and • 752 Business Licence Information Service (BLIS) packages were provided. On top of the programs delivered by the BECs, DTED also delivers workshops and services to small businesses. In total, services delivered and assistance provided is extensive: • 111 SYOB workshops attended by 1369 participants; • 174 BBS workshops attended by 2576 participants; • 8058 telephone calls received for information services; • 8184 SYOB and information kits sent to enquirers; and • 1509 BLIS packages provided.

2.22


Program Information

Program 8: Regional Development

Description/Objective: Regional Development includes the Office of Regional Affairs, which in association with the Regional Communities Consultative Council and the Regional Development Board network actively promotes sustainable development of regional communities in South Australia.

The objective of this program is to improve economic, social and environmental wellbeing in South Australia’s regions.

This will be achieved by working in partnership with the three spheres of government and local communities, in addition to the enhancement of community and business capacity and the improved coordination of government activities impacting on regions.


Program 8: Regional Development 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 1 407 1 157 1 258 1 033 Supplies and services........................................... 636 708 1 729 451 Grants and subsidies............................................ 10 083 9 563 7 798 6 672 Payments to consultants ...................................... 260 156 87 43

Total expenses.................................................... 12 386 11 584 10 872 8 199

Income Other.................................................................... 75 102 — 72

Total income....................................................... 75 102 — 72


2.23


Program: 8 Regional Development

2006-07 Budget


2005-06 Budget

2004-05 Actual



The Regional Development Program continues to deliver jobs and new investment into regional South Australia. Direct investment via the Regional Development Infrastructure Fund and the Upper Spencer Gulf and Outback Enterprise Zone Fund has assisted in the realisation of projects in regional areas valued in excess of $138 million.

In conjunction with the Department of Water, Land and Biodiversity Conservation, DTED has established the South Australia Murray-Darling Basin Resource Information Centre. The Loxton office was opened by the Hon. Karlene Maywald in November 2005.

The State’s Regional Development Board (RDB) network report that they have assisted in the facilitation of over $87 million in investment in regional South Australia with the result of 668 full time equivalent job outcomes. The RDBs have attracted a total of $1.48 million in Commonwealth funding for projects in regional South Australia.

The Regional Communities Consultative Council (RCCC) offers timely advice on regional concerns to the government. In 2006 the RCCC aligned their strategic approach with South Australia’s Strategic Plan.

DTED has continued its commitment to community capacity building through the delivery of the community Builders Program, which encourages volunteerism and community engagement in rural and regional centres across South Australia.

2.24


Program Information

Program 9: Population and Migration

Description/Objective: The Population and Migration program includes Immigration SA, the Population Policy unit and Marketing—Adelaide. Make the Move and focuses on migration, fertility and ageing, intertwined with labour force and skills development.

The objective of this program is to work in partnership with the Population Advisory Group and other government agencies to meet the targets in Prosperity through People—A Population Policy for South Australia.

This will be achieved by encouraging, promoting and supporting increased overseas/interstate migration to South Australia, through positive messages about South Australia’s job opportunities, housing affordability, quality education systems, lifestyle and recreational advantages. Population Policy unit will also take a lead role across government in Prosperity through People—A Population Policy for South Australia.


Program 9: Population and Migration 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 1 698 1 568 650 815 Supplies and services........................................... 2 869 3 525 1 736 1 482 Grants and subsidies............................................ 1 873 2 190 2 305 2 177 Payments to consultants ...................................... 171 55 — — Accommodation and services costs ..................... 72 58 — —

Total expenses.................................................... 6 683 7 396 4 691 4 474

Income Other.................................................................... — — — 6

Total income....................................................... — — — 6


2.25


Program: 9 Population and Migration

2006-07 Budget


2005-06 Budget

2004-05 Actual



The Population and Migration Program has continued to implement strategies from the Prosperity through People – A Population Policy for South Australia, initiated in March 2004. Early successes in these initial strategies have the State tracking toward South Australia’s Strategic Plan target of increasing the State’s population to two million by 2050 (Target T1.7). The department’s use of regional and state-specific migration schemes to attract skilled migrants to South Australia and its growing reputation for rapid sponsorship processing have been central to these achievements to date.

However, natural increase (the difference between births and deaths) also improved and the State’s net outflow of people interstate dropped from 2004 to 2005. Although it is too early to attribute this interstate migration outcome to policy intervention, the marketing campaign Adelaide. Make the Move has proved successful in evaluation surveys in enhancing other states’ awareness of lifestyle and employment opportunities in South Australia. The campaign will continue to support the Creating Opportunity targets of South Australia’s Strategic Plan as economic and employment opportunities are proving to be the key motivations of people looking to relocate their home.

Much of the department’s progress towards population targets in South Australia’s Strategic Plan is attributable to successes in skilled migration strategies. In the financial year to 31 May 2006, DTED facilitated the highly effective use of State Specific and Regional Migration schemes (SSRM) to achieve positive visa outcomes for 7276 skilled migrants to South Australia. This comprised almost one third of the national SSRM intake and was second only to Victoria. There were 4396 settler arrivals in South Australia in the six months to December 2005, a 63 per cent increase on the same period in 2004. Overall, net overseas migration to South Australia increased 57 per cent to 7755 for the 12 months to December 2005.

DTED’s campaign to attract skilled people from interstate had its first full financial year in 2005-06. The Adelaide. Make the Move campaign attracted 6557 enquiries in that year. Other skills attraction programs included participation as prime exhibitors at the National Careers Expos in Melbourne and Sydney – two of South Australia’s key markets. 22 employers partnered with the department to market their jobs under the Adelaide. Make the Move banner and reported a high level of success.

2.26

DEPARTMENT OF TRADE AND ECONOMIC DEVELOPMENT


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Expenses

Employee benefits and costs — Salaries, wages, annual and sick leave ..................................... 14 469 12 483 12 107 10 894 Long service leave .................................................................... 398 404 301 205 Payroll tax ................................................................................ 778 803 653 693 Superannuation ......................................................................... 1 218 1 421 1 184 1 311 Other ......................................................................................... 1 353 1 767 — 655Supplies and services — General supplies and services .................................................. 23 593 20 228 29 974 15 185 Consultancy expenses .............................................................. 2 476 2 288 1 856 1 887Depreciation and amortisation ..................................................... 210 210 210 223Grants and subsidies ..................................................................... 19 391 20 632 20 839 18 102Intra government transfers ........................................................... 2 221 2 041 — — Other expenses ............................................................................. 439 355 8 376 126 101

Total expenses .............................................................................. 66 546 62 632 75 500 175 256

Income

Commonwealth revenues ............................................................. — 70 — — Intra government transfers ........................................................... — 197 — 241Sales of goods and services .......................................................... 223 3 380 3 145 20 291Interest revenues ........................................................................... — 249 249 2 462Net gain or loss from disposal of assets ....................................... — — 2 108 -142Other income ................................................................................ 75 212 — 404

Total income ................................................................................. 298 4 108 5 502 23 256



Income — Appropriation ........................................................................... 60 261 45 536 59 469 61 255 Other income ............................................................................ — 732 — 375Expenses — Cash alignment ......................................................................... — — — 86 760

Net income from / expenses to SA Government .......................... 60 261 46 268 59 469 -25 130

Net result before restructure(s) ..................................................... -5 987 -12 256 -10 529 -177 130

Net income from / expenses from administrative restructure(s) .. — -6 367 — —

Net result after restructure(s) ........................................................ -5 987 -18 623 -10 529 -177 130

2.27


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Assets

Current assets

Cash and cash equivalents ............................................................ 16 279 12 182 19 632 21 868Receivables ................................................................................... 11 787 21 661 78 820 30 388Other current assets ...................................................................... 17 17 53 17


Non current assets

Land and improvements ............................................................... 335 335 3 376 335Plant and equipment ..................................................................... 761 971 1 431 1 181


Total assets ................................................................................... 29 179 35 166 103 312 53 789

Liabilities

Current liabilities

Payables ........................................................................................ 1 256 1 256 2 819 1 256Short-term borrowings ................................................................. — — 3 — Employee benefits — Salaries and wages ................................................................... 168 168 1 373 168 Annual leave ............................................................................. 830 830 644 830 Long service leave .................................................................... 163 163 194 163Short-term provisions ................................................................... 26 26 24 26



Long-term employee benefits — Long service leave .................................................................... 1 463 1 463 1 920 1 463Long-term provisions ................................................................... 70 70 — 70Other non-current liabilities ......................................................... — — 55 —



Net assets ...................................................................................... 25 203 31 190 96 280 49 813

Equity

Retained earnings ......................................................................... 25 203 31 190 96 194 49 813Asset revaluation reserve ............................................................. — — 86 —

Total equity .................................................................................. 25 203 31 190 96 280 49 813


2.28



Contributedcapital

$000

Assetrevaluation

reserve

$000

Retainedearnings

$000

Total

$000













2.29



2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash outflows

Employee payments ..................................................................... 18 216 16 878 13 361 13 513Supplies and services ................................................................... 26 069 22 516 31 763 17 186Grants and subsidies ..................................................................... 19 391 20 632 20 839 19 083Net GST paid ................................................................................ — — — 8 661Intra government transfers ........................................................... 2 221 2 041 — — Other payments ............................................................................ 439 355 6 497 237


Cash inflows

Intra government transfers ........................................................... — 197 — 241Commonwealth receipts ............................................................... — 70 — — Sales of goods and services .......................................................... 223 3 380 2 919 970Interest received ........................................................................... 21 249 249 2 462Net GST received ......................................................................... — — — 7 349Other receipts ............................................................................... 9 928 2 572 8 620 1 361


SA GOVERNMENT:

Appropriation ............................................................................... 60 261 45 536 59 469 61 255Other receipts ............................................................................... — 732 — 375Payments — Cash alignment ......................................................................... — — — 86 760

Net cash provided by Government ............................................... 60 261 46 268 59 469 -25 130

Net cash provided by (+) / used (-) in operating activities ........... 4 097 -9 686 -1 203 -71 427


Cash outflows

Purchase of property, plant and equipment .................................. — — — 891

Cash used in investing activities .................................................. — — — 891

Cash inflows

Proceeds from sale of property, plant and equipment .................. — — 2 108 629Repayment of advances ................................................................ — — 1 204 — Other receipts ............................................................................... — — — 1 184

Cash generated from investing activities ..................................... — — 3 312 1 813

Net cash provided by (+) / used in (-) investing activities ........... — — 3 312 922

Net increase (+) / decrease (-) in cash equivalents ....................... 4 097 -9 686 2 109 -70 505



2.30

ADMINISTERED ITEMS FOR THE DEPARTMENT OF TRADEAND ECONOMIC DEVELOPMENT


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual


Income — Appropriation ........................................................................... — 158 210 230

Net income from / expenses to SA Government .......................... — 158 210 230

Total income ................................................................................. — 158 210 230

Expenses

Employee benefits and costs — Salaries, wages, annual and sick leave ..................................... — 158 209 230 Superannuation ......................................................................... — — 1 —

Total expenses .............................................................................. — 158 210 230

Net result ...................................................................................... — — — —

2.31

ADMINISTERED ITEMS FOR THE DEPARTMENT OF TRADEAND ECONOMIC DEVELOPMENT


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash outflows

Employee payments ..................................................................... — 158 210 230

Cash used in operations ................................................................ — 158 210 230

SA GOVERNMENT:

Appropriation ............................................................................... — 158 210 230

Net cash provided by Government ............................................... — 158 210 230

Net cash provided by (+) / used in (-) operating activities ........... — — — —


Cash and cash equivalents at the beginning of the financial year — — — —

Cash and cash equivalents at the end of the financial year .......... — — — —

2.32


Financial Commentary – major variations

The following commentary relates to the Department of Trade and Economic Development Financial Statements presented in the previous section. The discussion relates to variations between the 2005-06 Estimated Result and the 2006-07 Budget.


Total expenses have increased from $62.6 million in 2005-06 to $66.5 million in 2006-07.

The variance in employee related expenditure is due in part to Cabinet approved increases in staffing for the Defence Unit and Olympic Dam Taskforce.

The variance in Supplies and Services and Grants and Subsidies is due mainly to Cabinet approved funding in the 2006-07 Budget for the following programs — Expansion of Centre for Innovation, Olympic Dam Taskforce, Magic Millions Carnival and Adelaide Cup support, supporting the acquisition of land and buildings at North Plympton, Rural Town Development and the Business SA Migration Welcoming Service initiatives.

The decrease in total income is attributable to the recognition of the final sale proceeds for the transfer of Edinburgh Parks to the Land Management Corporation (LMC) in 2005-06 only. In addition the change in the interest bearing status on the DTED bank account will result in the cessation of interest revenue in 2006-07.

The increase in Appropriation income reflects the programs approved in the 2006-07 Budget as detailed above.

The 2005-06 Estimated Result includes $6.4 million for administrative restructure which is due to the transfer of industry assistance programs to the Administered Items for the Department of Treasury and Finance, offset by the transfer of Population and Migration from the Department of the Premier and Cabinet.


There is a decrease in receivables and increase in cash and cash equivalents due to anticipated operating receipts of $9.8 million in 2006-07 from LMC for Edinburgh Parks land sales.


The trend reflected in the Cash flow statement is consistent with the trend reflected in the Income statement and the Balance sheet.

Administered Items

The Minister’s Office was transferred to the Department of Primary Industries and Resources during 2005-06, resulting in no budget for 2006-07.

2.33

TABLE OF CONTENTS

AGENCY: PORT ADELAIDE MARITIME CORPORATION

Objective ......................................................................................................................................... 2.35




Program Information

Description/Objective ........................................................................................................... 2.38





Balance sheet......................................................................................................................... 2.47




2.34


Agency: Port Adelaide Maritime Corporation

Objective

The Port Adelaide Maritime Corporation came into existence on 1 December 2005 as a statutory authority established under the Public Corporations (Port Adelaide Maritime Corporation) Regulations 2005.

The corporation is responsible for the governance, delivery and ongoing maintenance and development of the:

• State’s infrastructure commitment at Techport Australia, incorporating the Common User Facility;

• Techport Australia industrial park including the supplier precinct and the commercial and education precinct;

• Techport Australia workforce development program, including the Maritime Skills Centre;

• Air Warfare Destroyer Systems Centre; and

• business planning to ensure maximisation of the development and growth of Techport Australia and the Northern LeFevre Peninsula.

2.35


Targets 2006-07 Highlights 2005-06 • Complete planning, design and pre-construction of the

Common User Facility (CUF) at Techport Australia • Complete planning and design of ship lift and transfer system

for the CUF • Progress the design and construction of the Maritime Skills

Centre • Complete planning and design of the Techport Australia

supplier and commercial and education precincts and commence preparatory works

• Progress targeted marketing to potential Techport Australia tenants and infrastructure users

• Develop business cases for delivery of Techport Australia supplier and commercial and education precincts

• Commence planning and design of purpose-built facilities to house the Air Warfare Destroyer (AWD) Systems Centre at Techport Australia

• Support AWD Alliance member organisations to meet AWD project skills requirements

• Work closely with government and industry to integrate and increase defence industries workforce development planning and implementation to meet growing skill demand

• Complete the Northern LeFevre Peninsula land-use master planning project

• Established Port Adelaide Maritime Corporation (PAMC) including appointment of a high calibre board and senior management team

• Secured the decision of the Australian Government to establish the AWD Systems Centre in Adelaide, securing 200 high-end jobs, and facilitated its rapid establishment in interim facilities at Felixstow

• Staged national launch of Techport Australia – naval and defence industry hub (formerly Osborne Maritime Precinct) and commenced targeted marketing to potential tenants

• Supported leading US naval architectural firm Gibbs & Cox Inc, preferred AWD designer, to establish its Australian headquarters in Adelaide, leading to the creation of 100 highly skilled jobs

• Commenced planning, design and pre-construction of CUF infrastructure at Techport Australia

• Commenced procurement of supply, installation and commissioning of ship lift and transfer system for the CUF

• Supported the expansion of CUF infrastructure, accessible by multiple users and central to creating a sustainable shipbuilding and repair industry at Techport Australia

• Commenced planning, design and site preparation works for the 35 hectare supplier precinct at Techport Australia for contractors and suppliers to set up operations on site and establish strong and efficient supply chains

• Commenced planning and design of the commercial and education precinct at Techport Australia

• Supported ASC Shipbuilding Pty Ltd and other AWD Alliance members to meet AWD project skills requirements

• Progressed planning and design of the Maritime Skills Centre, to deliver trade and technical requirements for Techport Australia tenants

• Commenced the transfer of strategic government owned land on the LeFevre Peninsula, Torrens Island and Gilman to PAMC and holistic development of a master plan for the Peninsula in conjunction with state and local government agencies

• Led preparation of the Government of South Australia’s submission to the Parliament of Australia’s Senate Inquiry into Naval Shipbuilding in Australia

2.36



2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

1. Strategy and Policy .................................. -700 -1 544 — —

2. Common User Facility ............................. — 810 — —

3. Precinct Development and Operation....... 6 824 -469 — —

4. Workforce Development .......................... 2 131 58 — —

Total 8 255 -1 145 — —


Investment 2006-07 Budget

$000


$000

2005-06 Budget

$000

2004-05 Actual $000

New works Techport Australia — Common User Facility........................................................ 17 140 — — — Techport Australia — Commercial and Education Precinct...................................... 4 185 — — — Techport Australia — Supplier Precinct ..... 3 196 — — — Techport Australia — Maritime Skills Centre ......................................................... 3 475 50 — —

Total New Works.......................................... 27 996 50 — —

Works in Progress LeFevre Peninsula — Master Plan Land Acquisition ................................................. 66 923 785 — —

Total Works in Progress .............................. 66 923 785 — —

Total Investing Payments 94 919 835 — —

2.37


Program Information

Program 1: Strategy and Policy

Description/Objective: Support the Port Adelaide Maritime Corporation (PAMC) Board and Minister through the provision of high level strategic, operational and financial advice in order to:

• deliver South Australia’s obligations under the Infrastructure Assistance Agreement;

• maximise the economic, social and environmental benefits for South Australia and the local area as a result of the Air Warfare Destroyer (AWD) project; and

• enable the corporation to meet the obligations of its charter and annual performance statement.


Program 1: Strategy and Policy 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 1 646 827 — — Supplies and services........................................... 704 130 — — Payments to consultants ...................................... 50 260 — —

Total expenses.................................................... 2 400 1 217 — —

Income Intra government transfers(a)................................ 3 100 2 761 — —

Total income....................................................... 3 100 2 761

Net cost of providing services .......................... -700 -1 544 — — (a) Represents appropriation received through the Administered Items for the Department of Treasury and Finance.

2.38


Program: 1 Strategy and Policy

2006-07 Budget


2005-06 Budget

2004-05 Actual

Net Cost of Program -$700 000 -$1 544 000 — —


As a new organisation the focus of 2005-06 was the establishment of a governance and management framework that will support the efficient delivery of the State’s commitment to the AWD project.

A board was appointed with Robert Champion de Crespigny AC, as the inaugural Chairman. The Chief Executive was appointed in December 2005 and a management team was put in place through the first half of 2006 and is now fully operational. The focus of the board and the management team in 2006-07 will be:

Strategic matters

• A holistic approach (government, industry, university and training sectors) and action to develop an appropriately skilled workforce to support the AWD program and a sustainable defence industry in South Australia

• Continued Commonwealth Government and industry liaison/communication to maximise the defence and other industry opportunities for Techport Australia

• Planning of the long-term development of the Northern LeFevre Peninsula • Positioning of PAMC and the State to take advantage of opportunities that may emerge from the sale of ASC Pty Ltd

Operational matters

• Finalisation of legal agreements between the Commonwealth Government and the State Government • Execution of major contracts for the CUF • The scoping and implementation of a commercial delivery model for the development of the Supplier and Commercial and Education

Precincts

2.39


Program Information

Program 2: Common User Facility

Description/Objective: Establish and manage a project delivery model that will enable the design, construction, operation and maintenance of a Common User Facility (CUF) that meets the functional requirements of the AWD project and other potential users. The CUF will comprise a ship lift, runway, wharf, dry berth and hard stand areas, transfer system, entrance roads and other supporting infrastructure.


Program 2: Common User Facility 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... — 24 — — Supplies and services........................................... — 629 — — Payments to consultants ...................................... — 157 — —

Total expenses.................................................... — 810 — —

Total income....................................................... — — — —

Net cost of providing services ........................... — 810 — —

2.40


Program: 2 Common User Facility

2006-07 Budget


2005-06 Budget

2004-05 Actual

Net Cost of Program — $810 000 — —


An independent report recommended that the delivery mechanism most likely to meet the functional requirements of the AWD project was an Early Contractor Involvement procurement model, split into two phases. The first phase would include the planning, design and other pre-construction activities, tendering and selection of a ship lift contractor, and the preparation of a project implementation plan leading to a risk adjusted price and the negotiation of a construction contract. The second phase is implementation and construction.

Under the model a ‘managing contractor’ would be appointed to undertake the phase one services and subject to satisfactory performance, would be awarded the construction contract. The managing contractor has overall project delivery responsibility and is involved in the assessment, selection and project management of the ship lift contractor and any other sub-contractors.

In February 2006, a public Invitation to Register Interest (IRI) was released to identify appropriately qualified managing contractors. Respondents were short listed in March and following further evaluation by a panel comprising PAMC and Department for Transport, Energy and Infrastructure employees, plus specialist technical advisors, two proponents were selected for further consideration. A preferred proponent was nominated and a contract approved in June 2006.

Concurrent with the managing contractor process, an IRI for a ship lift contractor was released in April 2006. The short listed respondents submitted the full tender information in August 2006. The evaluation of tenders will be undertaken in September 2006 with a preferred ship lift supplier to be selected and appointed.

With the completion of the two main contracting processes, the focus of 2006-07 will be the development of a project implementation plan. Based on the plan the managing contractor in negotiation with PAMC will prepare a risk-adjusted price for the design and construction of the facility. Subject to the timing of Commonwealth approvals, construction is estimated to commence in July 2007.

Expenditure incurred in 2005-06 reflects the costs incurred in establishing a project delivery model, undertaking the procurement process and selecting a preferred managing contractor. All works incurred in 2006-07 will be capitalised and the estimated cost for the CUF is reflected in the Investing Payments Summary and Capital Investment Statement Budget Paper Five.

2.41


Program Information

Program 3: Precinct Development and Operation

Description/Objective: Maximise the economic, social and environmental benefits for South Australia and the local area through the managed development of the LeFevre Peninsula. This will be achieved through:

• the design and construction of the Techport Australia Commercial and Education Precinct (including entrance hub) and Supplier Precinct;

• promoting and marketing the opportunities of Techport Australia to local, national and international companies that will support the AWD project and other complementary companies and suppliers; and

• the creation of a master plan for the peninsula that will identify the long term infrastructure requirements to support a sustainable industrial precinct.


Program 3: Precinct Development and Operation

2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 389 95 — — Supplies and services........................................... 6 285 198 — — Payments to consultants ...................................... 150 113 — —

Total expenses.................................................... 6 824 406 — —

Income Intra government transfers(a)................................ — 865 — — Other.................................................................... — 10 — —

Total income....................................................... — 875 — —

Net cost of providing services ........................... 6 824 -469 — — (a) Includes $785 000 in appropriation received through the Administered Items for the Department of Treasury and Finance.

2.42


Program: 3 Precinct Development and Operation

2006-07 Budget


2005-06 Budget

2004-05 Actual

Net Cost of Program $6 824 000 -$469 000 — —


The implementation of the necessary headworks infrastructure, land fill and remediation to meet the functional requirements for the AWD project and environmental standards in a cost effective way is the key challenge of this program. Targeted achievements and the path ahead for the next 12 months are:

• The valuation of surplus land held by other government agencies (including land for the Supplier Precinct) was agreed in July 2006. The transfer of titles at the agreed market value will commence from October 2006. A master planning report, jointly funded by seven government agencies and the Port Adelaide Enfield Council for the Northern LeFevre Peninsula was commissioned in April 2006. Once completed a Planning Amendment Report (PAR) process will be undertaken. Community consultation and stakeholder input will be managed as part of the PAR.

• A land division approval was granted in August 2006 for the Supplier Precinct. Geotechnical and earthwork trials aimed at identifying innovative and lower-cost land fill/remediation options commenced in June 2006. Detailed design and planning for headworks and sub-division commenced in July and will be completed in December 2006. The evaluation of the preferred project delivery methodology and the selection of the preferred contractor(s) or partner(s) will occur through the latter quarter of 2006. Development works and intensive marketing of opportunities within the precinct will commence during the first quarter of 2007.

• Master planning and concept development for the Commercial and Education Precinct will be completed in September 2006. Remediation and land development is estimated to commence in November 2006. This will enable the construction of the Maritime Skills Centre (MSC) to commence in March 2007. The development of design concepts, the selection of the preferred design and undertaking of detailed design for the MSC commenced in June 2006. Negotiations with the Commonwealth on the functional requirements, scoping, costing and detailed design of the AWD System Centre to be located within the Commercial and Education Precinct have commenced and will be completed by mid 2007.

2.43


Program Information

Program 4: Workforce Development

Description/Objective: Support South Australia in meeting the skill growth required by modern shipbuilding, with particular focus on the immediate requirements of the AWD project and Techport Australia development. This will be achieved through focused and innovative delivery of investment and skills attraction and development programs, appropriately integrated with whole-of-state workforce development efforts.


Program 4: Workforce Development 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 65 14 — — Supplies and services........................................... 1 935 44 — — Grants and subsidies............................................ 1 236 — — —

Total expenses ................................................... 3 236 58 — —

Income Intra government transfers................................... 1 105 — — —

Total income....................................................... 1 105 — — —

Net cost of providing services .......................... 2 131 58 — —

2.44


Program: 4 Workforce Development

2006-07 Budget


2005-06 Budget

2004-05 Actual

Net Cost of Program $2 131 000 $58 000 — —


The establishment of the Maritime Skills Centre is underway and the centre will commence delivery of trade and technical skills required for the AWD project and Techport Australia tenants from early 2008. PAMC has facilitated the ongoing consolidation of naval shipbuilding expertise in South Australia, with the establishment in Adelaide of the AWD Systems Centre (200 high-end jobs) and the Australian headquarters of leading United States’ naval architecture firm Gibbs & Cox Inc (up to 100 high-end jobs).

PAMC has commenced delivery of an innovative suite of recruitment, skilled migration and relocation services to ASC Shipbuilding and to the AWD Alliance and will continue to actively promote and contribute to a strategic and integrated whole-of-state approach to workforce development efforts, particularly with respect to the defence industries.

2.45

PORT ADELAIDE MARITIME CORPORATION


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Expenses

Employee benefits and costs — Salaries, wages, annual and sick leave ..................................... 1 540 692 — — Payroll tax ................................................................................ 100 40 — — Superannuation ......................................................................... 160 68 — — Other ......................................................................................... 300 160 — — Supplies and services — General supplies and services .................................................. 8 924 1 001 — — Consultancy expenses .............................................................. 200 530 — — Grants and subsidies ..................................................................... 1 236 — — —

Total expenses .............................................................................. 12 460 2 491 — —

Income

Intra government transfers ........................................................... 4 205 3 626 — — Other income ................................................................................ — 10 — —

Total income ................................................................................. 4 205 3 636 — —

Net cost of providing services ...................................................... 8 255 -1 145 — —


Income — Appropriation ........................................................................... 10 395 — — — Other income ............................................................................ — 50 — —

Net income from / expenses to SA Government .......................... 10 395 50 — —

Net result ...................................................................................... 2 140 1 195 — —

2.46


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Assets

Current assets

Cash and cash equivalents ............................................................ — 360 — —

Total current assets ....................................................................... — 360 — —

Non current assets

Land and improvements ............................................................... 78 614 835 — — Plant and equipment ..................................................................... 17 140 — — —

Total non-current assets ............................................................... 95 754 835 — —

Total assets ................................................................................... 95 754 1 195 — —

Net assets ...................................................................................... 95 754 1 195 — —

Equity

Contributed capital ....................................................................... 92 419 — — — Retained earnings ......................................................................... 3 335 1 195 — —

Total equity .................................................................................. 95 754 1 195 — —


2.47



Contributedcapital

$000

Assetrevaluation

reserve

$000

Retainedearnings

$000

Total

$000

Balance at 30 June 2005 ............................................................... — — — — Adjustments .................................................................................. — — — —

Restated balance at June 2005 ...................................................... — — — —


Net income/expense recognised directly in equity for 2005-06 ... — — — — Net result after restructure for 2005-06 ........................................ — — 1 195 1 195

Total recognised income and expense for 2005-06 — — 1 195 1 195







Estimated balance at 30 June 2007 92 419 — 3 335 95 754

2.48



2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash outflows

Employee payments ..................................................................... 2 100 960 — — Supplies and services ................................................................... 9 124 1 531 — — Grants and subsidies ..................................................................... 1 236 — — —

Cash used in operations ................................................................ 12 460 2 491 — —

Cash inflows

Intra government transfers ........................................................... 4 205 3 626 — — Other receipts ............................................................................... — 10 — —

Cash generated from operations ................................................... 4 205 3 636 — —

SA GOVERNMENT:

Appropriation ............................................................................... 10 395 — — — Other receipts ............................................................................... — 50 — —

Net cash provided by Government ............................................... 10 395 50 — —

Net cash provided by (+) / used (-) in operating activities ........... 2 140 1 195 — —


Cash outflows

Purchase of property, plant and equipment .................................. 94 919 835 — —

Cash used in investing activities .................................................. 94 919 835 — —

Net cash provided by (+) / used in (-) investing activities ........... -94 919 -835 — —


Cash inflows

Capital contributions from Government ...................................... 92 419 — — —

Cash generated from financing activities ..................................... 92 419 — — —

Net cash provided by (+) / used in (-) financing activities ........... 92 419 — — —

Net increase (+) / decrease (-) in cash equivalents ....................... -360 360 — —

Cash and cash equivalents at the beginning of the financial year 360 — — —

Cash and cash equivalents at the end of the financial year .......... — 360 — —

2.49



2006-07 is the first full year of operations for PAMC. The 2005-06 Estimated Result reflects revenues and expenses for seven months and once-off start-up costs for a new organisation.


The increase in employee expenses reflects the first full year of operations. The increase in supplies and services is primarily due to the commencement of project expenditure (non-investing) for the development of the Supplier Precinct.

The increase in appropriation reflects the source of funding for project expenditure related to the Supplier Precinct (non-investing), Workforce Development and the PAMC operating budget.

The majority of intra–government transfer income relates to appropriation received through the Administered Items for the Department of Treasury and Finance.


The increase in assets reflects land purchases and work-in-progress of the Common User Facility, Maritime Skills Centre and Precinct development.


The variation in cash from operations reflects the first full year of operations. The large investing and contributed capital estimates reflect the expenditure cash flow profile of the projects highlighted in the Balance sheet commentary.

2.50

2.51

TABLE OF CONTENTS

AGENCY: OFFICE OF THE VENTURE CAPITAL BOARD

Objective ......................................................................................................................................... 2.53



Program Information

Description/Objective ........................................................................................................... 2.55





Balance sheet......................................................................................................................... 2.58




2.52


Agency: Office of the Venture Capital Board

Objective

The Office of the Venture Capital Board (OVCB) assists the Venture Capital Board, in response to South Australia’s Strategic Plan, to develop a strong private equity industry in South Australia. The objective is to positively influence innovation and development in the local business community and develop an entrepreneurial culture. A key objective is to grow South Australia’s share of the Australian professional private equity market from:

• $36.7 million (three-year average to 30 June 2003) to over $90 million (three year average to 30 June 2009) invested in South Australia; and

• 5.3 per cent (average three years to 30 June 2003) to over 9 per cent (average three years to 30 June 2009) for the number of investments made in South Australia.

The Venture Capital Board has the following objectives:

• increase the supply of private equity in South Australia, including regional South Australia;

• manage the Government’s investment, via the original South Australian Private Equity (SAPE) Program, in the Paragon Private Equity Fund 1;

• investigate the possible establishment of a further locally based private equity fund, by 30 June 2008, under a second round of the SAPE Program, as an indication of a sustainable private equity industry in South Australia;

• provide a more coordinated and improved approach to educating and training South Australian businesses seeking private equity;

• coordinate and develop networking opportunities for private equity firms and private investors seeking investments in South Australia;

• assist South Australian businesses to present their expansion plans to private equity firms and private investors, so as to improve their chances of attracting investment; and

• influence a culture of innovation and small business development, and facilitate commercialisation opportunities in South Australia’s educational and research institutions.

2.53


Targets 2006-07 Highlights 2005-06 • Achieve pro-rata progress toward growing South Australia’s

share of the Australian professional private equity market from $36.7 million (three year average to 30 June 2003) to over $90 million (three year average to 30 June 2009) invested in South Australia

• Achieve pro-rata progress toward growing South Australia’s share of the Australian professional private equity market from 5.3 per cent (three year average to 30 June 2003) to over 9 per cent (three year average to 30 June 2009) for the number of investments in South Australia

• Hold a Private Equity Forum in May 2007 • Undertake a public ‘Request for Proposals’ process for a

possible round two of the South Australian Private Equity Program

• Conduct a minimum of three private equity ‘educational’ workshops

• Conduct at least 10 ‘Will Your Idea Work as a Business?’ seminars

• Conduct at least eight ‘Equity Ready’ seminars

• Whilst the $50 million invested in South Australia in 2004-05 was a slight reduction from the record level of $60.8 million invested in 2003-04, it was higher than any other previous year and reflects the historical volatility in these statistics. The three year average to 30 June 2005 of $49.1 million is on track to achieve the forecast target average of $90 million invested in the three year period to 30 June 2009

• As at 30 June 2005 South Australia’s share of total private equity investments in Australia equated to 7.4 per cent (three year average). This is above the trend line for the forecast target of 9 per cent (three year average) to 30 June 2009

• Funding of up to $10 million was committed to funds managed by Paragon Advisory Pty Ltd under the South Australian Private Equity Program

• Two Private Equity Workshops were held during 2005-06 and a third Private Equity Workshop was held in the first week of July 2006

• 13 ‘Turning Your Idea into a Business’ seminars were conducted

• Eight ‘Equity Ready’ seminars were conducted



2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

1. Venture Capital 1 547 1 525 1 520 1 345

Total 1 547 1 525 1 520 1 345

2.54


Program Information

Program 1: Venture Capital

Description/Objective: The Office of the Venture Capital Board (OVCB) assists the Venture Capital Board, in response to South Australia’s Strategic Plan to develop a strong private equity industry in South Australia. The objective is to positively influence innovation and development in the local business community and develop an entrepreneurial culture.

A key objective is to grow South Australia’s share of the Australian professional private equity market from $36.7 million (three year average to 30 June 2003) to over $90 million (three year average to 30 June 2009) invested in South Australia and 5.3 per cent (average three years to 30 June 2003) to over 9 per cent (average three years to 30 June 2009) for the number of investments made in South Australia.

The OVCB aims to achieve this through the South Australian Private Equity Program and a range of education, networking and commercialisation initiatives in the private equity ‘space’, some delivered in conjunction with other government agencies.


Program 1: Venture Capital 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 817 814 515 828 Supplies and services........................................... 608 591 1 005 552 Payments to consultants ...................................... 49 48 — 73 Grants and subsidies............................................ 68 67 — — Other.................................................................... 5 5 — —

Total expenses .................................................. 1 547 1 525 1 520 1 453

Income Fees, fines and penalties ...................................... — — — 47 Other.................................................................... — — — 61

Total income....................................................... — — — 108


2.55


Program: 1 Venture Capital

2006-07 Budget


2005-06 Budget

2004-05 Actual



The South Australian Private Equity (SAPE) Program, along with the comprehensive range of private equity educational and networking activities undertaken during the year have received positive feedback from industry participants and have played a major role in raising the profile and interest in private equity amongst the South Australian business community.

Documentation detailing the Government’s commitment of up to $10 million in funds managed by Paragon Advisory Pty Ltd, under the SAPE Program, was executed in June 2006.

The number of private equity investment managers, excluding the Government owned Playford Capital, has increased from nil in 2003, when the Venture Capital Board (VCB) was established, to 5.2 Full Time Equivalents (FTEs) by 30 June 2006 and a forecast 6.2 FTEs by 31 December 2006.

Recent developments in the Australian private equity industry have seen a number of very large buy-out funds emerge, resulting in a greater number of large deals being undertaken. Most large deals will be recorded as New South Wales or Victorian investments given that most head offices of large corporations are domiciled in those states. Whilst the head office may be in that state, operational activities are often spread throughout Australia. Consequently, the VCB members considered that, rather than using South Australia’s percentage share of the total level of Australian investment, measured in dollars as a performance guide, the more important statistic is the long term trend line of the level of dollars invested in South Australia. The $50 million in professional private equity invested in South Australia for the 2004-05 year was a slight reduction from the record level of $60.8 million in 2003-04, but higher than any other previous year. The three year average to 30 June 2005 of $49.1 million is on track to achieve the forecast target average of $90 million invested in the three year period to 30 June 2009.

In terms of number of investments, South Australia’s share was 8.4 per cent of the Australian total, for a three year average of 7.4 per cent, which is above the trend line of the VCB’s key objective of achieving a three year average of 9 per cent by 30 June 2009.

Feedback from ‘Equity Ready’ Program participants led to the introduction of two new workshops, namely ‘Developing an Information Memorandum’ and ‘Building a Management Team and Advisory Board’, which were piloted with excellent feedback from those who attended.

Four local private equity investment managers attended the 31st Venture Capital Institute Educational Program in Atlanta, Georgia, USA in September 2005, as part of the VCB Scholarship program. For 31 years the United States based Venture Capital Institute has provided sound educational training for over 4000 industry professionals from around the world.

2.56

OFFICE OF THE VENTURE CAPITAL BOARD


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Expenses

Employee benefits and costs — Salaries, wages, annual and sick leave ..................................... 532 529 514 583 Long service leave .................................................................... 17 17 — 16 Payroll tax ................................................................................ 32 32 — 40 Superannuation ......................................................................... 53 53 1 55 Other ......................................................................................... 183 183 — 134Supplies and services — General supplies and services .................................................. 608 591 1 005 552 Consultancy expenses .............................................................. 49 48 — 73Grants and subsidies ..................................................................... 68 67 — — Other expenses ............................................................................. 5 5 — —

Total expenses .............................................................................. 1 547 1 525 1 520 1 453

Income

Sales of goods and services .......................................................... — — — 47Interest revenues ........................................................................... — — — 21Other income ................................................................................ — — — 40

Total income ................................................................................. — — — 108



Income — Appropriation ........................................................................... 9 547 2 520 10 520 2 493 Other income ............................................................................ — 5 — 4


Net result ...................................................................................... 8 000 1 000 9 000 1 152

2.57


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Assets

Current assets

Cash and cash equivalents ............................................................ 327 327 208 1 327Receivables ................................................................................... 26 26 10 26

Total current assets ....................................................................... 353 353 218 1 353

Non current assets

Financial assets ............................................................................. 10 000 2 000 10 000 —

Total non-current assets ............................................................... 10 000 2 000 10 000 —

Total assets ................................................................................... 10 353 2 353 10 218 1 353

Liabilities

Current liabilities

Payables ........................................................................................ 42 42 51 42Employee benefits — Salaries and wages ................................................................... 7 7 8 7 Annual leave ............................................................................. 72 72 90 72 Long service leave .................................................................... 6 6 5 6Short-term provisions ................................................................... 1 1 — 1



Long-term employee benefits — Long service leave .................................................................... 55 55 47 55Long-term provisions ................................................................... 2 2 — 2Other non-current liabilities ......................................................... — — 1 —

Total non-current liabilities .......................................................... 57 57 48 57


Net assets ...................................................................................... 10 168 2 168 10 016 1 168

Equity

Retained earnings ......................................................................... 10 168 2 168 10 016 1 168

Total equity .................................................................................. 10 168 2 168 10 016 1 168


2.58



Contributedcapital

$000

Assetrevaluation

reserve

$000

Retainedearnings

$000

Total

$000













2.59



2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash outflows

Employee payments ..................................................................... 817 814 515 823Supplies and services ................................................................... 657 639 1 005 642Grants and subsidies ..................................................................... 68 67 — — Net GST paid ................................................................................ — — — 62Other payments ............................................................................ 5 5 — 5


Cash inflows

Sales of goods and services .......................................................... — — — 45Interest received ........................................................................... — — — 15Net GST received ......................................................................... — — — 54Other receipts ............................................................................... — — — 40

Cash generated from operations ................................................... — — — 154

SA GOVERNMENT:

Appropriation ............................................................................... 9 547 2 520 10 520 2 493Other receipts ............................................................................... — 5 — 4


Net cash provided by (+) / used (-) in operating activities ........... 8 000 1 000 9 000 1 119


Cash outflows

Other payments ............................................................................ 8 000 2 000 9 000 —

Cash used in investing activities .................................................. 8 000 2 000 9 000 —

Net cash provided by (+) / used in (-) investing activities ........... -8 000 -2 000 -9 000 —

Net increase (+) / decrease (-) in cash equivalents ....................... — -1 000 — 1 119

Cash and cash equivalents at the beginning of the financial year 327 1 327 208 208

Cash and cash equivalents at the end of the financial year .......... 327 327 208 1 327

2.60



The following commentary relates to the Office of the Venture Capital Board Financial Statements presented in the previous section. The discussion relates to variations between the 2005-06 Estimated Result and the 2006-07 Budget.


The only major variance in the Income statement relates to appropriation from the Government of South Australia. The 2006-07 Budget is higher due to payments required for the South Australian Private Equity (SAPE) program.


The major variance relates to the increase in financial assets due to the investment in the South Australian Private Equity (SAPE) program.


The increase in equity reflects the investment in the South Australian Private Equity (SAPE) program.


The trend reflected in the Cash flow statement is consistent with the trend reflected in the Income statement and the Balance sheet.

2.61

Portfolio: Treasury and Finance

Treasurer Minister for Gambling

TABLE OF CONTENTS

PORTFOLIO SUMMARY



Ministerial Office Resources ................................................................................................ 3.2

Agency Summaries

Department of Treasury and Finance .................................................................................... 3.4

PORTFOLIO: TREASURY AND FINANCE


Minister Agency Programs Sub-Programs 1. Accountability for

Public Sector Resources

1.1 Policy Analysis and Advice

1.2 Budget and Financial Management

The Hon. Kevin Foley Treasurer

Department of Treasury and Finance

2. Financial Services Provision

2.1 Revenue Collection and Management

2.2 Financing Services 2.3 Superannuation

Services 2.4 Insurance Services 2.5 Ministerial Support

Services

The Hon. Paul Caica Minister for Gambling

Department of Treasury and Finance

3. Gambling Policy Nil

Statutes


3.1

WORKFORCE SUMMARY




2004-05 Actual

Department of Treasury and Finance 621 571 566

Administered Items 222 223 217

Trainees 56 31 37

Total 899 825 820

MINISTERIAL OFFICE RESOURCES


Cost of provision Workforce $000 Average FTE

The Hon. Kevin Foley MP 1 342 10

3.2

3.3

TABLE OF CONTENTS

AGENCY: DEPARTMENT OF TREASURY AND FINANCE

Objective ......................................................................................................................................... 3.5




Program Information



Sub-program Statements and Performance Indicators .......................................................... 3.8



Balance sheet......................................................................................................................... 3.18






Cash flow statement — Administered Items — Consolidated Account Items ..................... 3.24

Cash flow statement — Administered Items — Administered Items Account .................... 3.29

Cash flow statement — Administered Items — Other Accounts ......................................... 3.32


3.4

Portfolio: Treasury and Finance

Agency: Department of Treasury and Finance

Objective

To ensure that the South Australian public sector is accountable in both policy and financial terms to the Government of the day. To provide economic and financial services to, and on behalf of, the Government of South Australia.


Targets 2006-07 Highlights 2005-06 • Continue to support implementation of South Australia’s

Strategic Plan Objectives • Augment existing monthly budget monitoring and reporting

with monthly consolidated reports for the general government sector

• Support the Government in ensuring budget processes and outcomes continue to be consistent with government priorities and a sound financial position for the State

• Continuing to provide analysis and advice on key policy issues relating to education, health, housing, justice, community services and administrative and information services

• Assisting with implementation of the Review of Priorities • Continuing to provide advice in relation to Council of

Australian Governments (COAG) human capital and related reforms

• Complete the Taxation Revenue Management System project procurement phase

• Production of the 2006-07 and 2007-08 State Budgets • Implement the framework for a centralised funds management

model for the South Australian public sector • Strengthen the State’s taxation base by legislating against land

rich stamp duty avoidance practices • Increase targeted tax compliance programs through the

provision of further investigation staff with estimated revenue improvements of $4.0 million in 2006-07 and $8.0 million per annum in the forward years

• Liaise with the National Water Commission on urban water and wastewater pricing issues

• Develop and implement shared services reform across government

• Oversight of Public Private Partnership projects including schools, facilities for Correctional Services and a youth detention facility

• Redeveloped the budget management system as a basis for improved consolidated financial reporting and more timely monitoring of agency financial management

• Assisted South Australian Government Agencies in the development of current and prospective projects under the Partnerships SA program

• Oversaw the successful delivery of South Australia’s first Public Private Partnership project. The project involved the construction of regional police and court facilities across the State. New facilities were available much sooner and more cheaply than would have otherwise been possible through public procurement methods

• Continued to work collaboratively with the portfolios on a range of issues identified during, and since completion of, the expenditure reviews of the Education, Health, Families and Communities, Justice and DAIS portfolios

• Prepared discussion paper on cost effectiveness indicators • Secretariat to the Review of Priorities undertaken by an

independent consultant • Implementation of land tax relief package effective from the

2005-06 land tax assessment year • Further improvements were made in monthly monitoring and

critical financial analysis of agencies, increasing the accuracy of financial information and the quality of briefing materials provided to Ministers, the Expenditure Review and Budget Cabinet Committee (ERBCC) and Cabinet

• Finalisation of reviews of Treasurer’s Instruction 17 and the Guidelines for the Evaluation of Public Sector Initiatives in response to recommendations from the Economic Development Board, for implementation in 2006-07

• Provision of assistance to the Department for Transport Energy and Infrastructure (DTEI) in implementing strategic monitoring arrangements for capital projects throughout the State

• Completion of a baseline study of information and communication technology costs throughout the general government sector

• Prepared a framework for a centralised funds management model for the South Australian public sector

• Successfully integrated the management and administration of contracts associated with the Industry Investment Attraction Fund (IIAF), and other industry assistance programs into SAFA’s operations

• Successfully introduced a financial planning referral service for superannuation members through an alliance with Industry Funds Financial Planning (IFFP)

• Insurance arrangements were enhanced for the Triple S Scheme and a significant increase in the number of members taking additional insurance cover was recorded

3.5



2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000 1. Accountability for Public Sector

Resources ........................................... 18 779 17 739 17 319 17 718

2. Financial Services Provision .............. 26 549 24 927 22 753 21 102 3. Gambling Policy ................................ 298 328 375 303

Total 45 626 42 994 40 447 39 123 Reconciliation to agency net cost of providing services (as per agency Income statement)

Add: net cost of programs/functions

transferred out

Energy & Infrastructure Policy Program transferred to the Department for Transport, Energy and Infrastructure ................................. n.a. n.a. n.a. 2 750

Equals: Net cost of providing services (as per agency Income statement) .......... 45 626 42 994 40 447 41 873




2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Works in Progress

Taxation Revenue Management System project...................................... 1 323 — 8 600 1 013

Total Works in Progress .......................... 1 323 — 8 600 1 013

Minor Works

Other Projects ...................................... 1 498 1 258 1 054 4 838

Total Minor Works .................................. 1 498 1 258 1 054 4 838

Total Investing Payments 2 821 1 258 9 654 5 851

3.6


Program Information

Program 1: Accountability for Public Sector Resources

Description/Objective: Treasury and Finance has the role of ensuring accountability for public sector resources through providing policy, economic and financial advice to the Government and coordinating resource allocations for government programs and priorities at the whole of government level.


Program 1: Accountability for Public Sector Resources

2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 14 337 14 380 13 750 12 580 Supplies and services .......................................... 4 528 4 529 4 918 6 712 Depreciation and amortisation............................. 849 763 537 656 Other ................................................................... 176 163 — 232

Total expenses.................................................... 19 890 19 835 19 205 20 180

Income Sale of goods and services................................... 829 1 792 1 031 1 327 Fees, fines and penalties...................................... — — — 30 Other ................................................................... 282 304 855 1 105

Total income ...................................................... 1 111 2 096 1 886 2 462


3.7


Sub-program: 1.1 Policy Analysis and Advice Provision of policy advice on a range of issues including revenue, Commonwealth–State relations, National Competition Policy, microeconomic policy and economic conditions; provision of strategic analysis of policy issues facing government and the development of appropriate policy frameworks, along with the evaluation of existing policy positions across these frameworks.

2006-07 Budget


2005-06 Budget

2004-05 Actual



Provided substantive policy comment on full range of issues considered by Cabinet.

Finalised Department for Administrative and Information Services Stage 2 expenditure review reports and completed Stage 1 of the Justice Portfolio expenditure review.

The joint Department of Treasury and Finance (the department) – Department of Education and Children’s Services (DECS) Financial Management Improvement Coordination Group continued to meet to monitor progress on the department’s financial management improvement program and the high level action plan. Much of the high level action plan has now been implemented and the remaining items were incorporated as part of the revised terms of reference for the DECS financial management improvement coordination group.

Performance indicators in the social policy portfolios were reviewed and compared with other jurisdictions and best practice principles. A discussion paper on cost effectiveness indicators was also prepared.

Contributed to work being undertaken to progress the new COAG human capital reform agenda announced in February 2006.

Secretariat to the Review of Priorities undertaken by an independent consultant.

The department provided policy advice regarding South Australia’s participation in Ministerial Council for Commonwealth–State Financial Relations, Heads of Treasuries and Commonwealth Grants Commission processes to ensure that the State’s access to Commonwealth funding is on a fair and equitable basis.

Ensured that the necessary legislative processes were undertaken to implement budget measures announced in the 2005-06 Budget including the land tax reduction package and Intergovernmental Agreement tax reforms relating to rental and mortgage duty.

Developed and implemented an expansion of the South Australian Petroleum Subsidy Scheme allowing subsidy to be paid on petroleum products containing biodiesel and ethanol.

Provided advice in respect of a range of economic and social issues including long term care, COAG national reform agenda, population and migration and housing market issues.

3.8

Sub-program: 1.2 Budget and Financial Management Management of the State Budget process; provision of policy advice to Government on whole of government budgetary and financial issues including financial risk management; monitoring and reporting of financial performance; provision of advice to Government on its consolidated financial position, on budgetary and structural reform and facilitation of best practice financial management reforms.

2006-07 Budget


2005-06 Budget

2004-05 Actual



A range of measures were carried out to improve financial management across government. The timeliness and accuracy of monthly monitoring of agency finances was improved by the automated collection of financial information direct from agency ledgers replacing manual processes. Regular reports were provided to the Expenditure Review and Budget Cabinet Committee (ERBCC) regarding monitoring of budget outcomes and specific budget expenditure and saving initiatives. These reports allowed Ministers to be well informed about progress so that remedial action could be taken where necessary.

Two government accounting information forums were held providing detailed information on changes in accounting and taxation standards and processes to finance managers from across government.

Model financial statements for government departments and statutory authorities were updated and released to provide guidance and support for agencies in the production of 2005-06 financial statements under Australian equivalents to international financial reporting standards.

A comprehensive review of Treasurer’s Instructions was completed as part of a process of continuous improvement to financial management governance arrangements.

Provided commercial and financial advice to Government agencies in the development of major capital projects, including Public Private Partnerships.

Provided commercial and policy advice to government on major commercial initiatives and activities of Government owned business enterprises.

The 2005-06 Mid-Year Budget Review was released in early 2006, providing an updated budget outlook from the 2005-06 Budget presented in May 2005.

The 2005-06 State Budget was delivered on 26 May 2005.

Continued refinements to the State Budget process occurred, with improvements in the quality of agency forward estimates achieved through the introduction of improved processes and critical analysis of information submitted by agencies during the annual adjustment cycle, including expenditure and fees and charges.

Support was provided to the 2006 election process through monitoring and financial analysis of election documentation of both parties for the purposes of advising the incoming government.

Finance Branch continued to provide advice to the Treasurer and Government on enterprise bargaining agreements for setting remuneration rates and employment conditions for the Government’s workforce and commenced analysis of non-salary employee entitlement expenses, examining accrual appropriation funding arrangements for annual leave, long service leave and worker’s compensation.

Regular forums were conducted for Senior Finance Officers (SFO Forum) across government to facilitate increased understanding and communication regarding improvements to and compliance with budget and financial processes.

3.9


Program Information

Program 2: Financial Services Provision

Description/Objective: Treasury and Finance has the role of providing a range of whole of government services including liability management, collection of taxes, and insurance and superannuation administration.

Summary income

Program 2: Financial Services Provision 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 32 357 30 909 29 225 26 170 Supplies and services .......................................... 23 467 20 483 20 254 18 449 Depreciation and amortisation............................. 2 067 1 832 1 408 1 781 Other ................................................................... 608 603 — 1 527

Total expenses.................................................... 58 499 53 827 50 887 47 927

Income Sale of goods and services................................... 31 091 27 579 26 777 25 147 Fees, fines and penalties...................................... 661 867 237 184 Other ................................................................... 198 454 1 120 1 494

Total income ...................................................... 31 950 28 900 28 134 26 825


3.10


Sub-program: 2.1 Revenue Collection and Management Management of taxation legislation, revenue systems and compliance systems to enable the Government to raise revenue using its taxation powers and the provision of policy advice on taxation issues. Management of various grants and subsidy schemes for the Government.

2006-07 Budget


2005-06 Budget

2004-05 Actual



Taxation revenue collected by RevenueSA in 2005-06 exceeded budget estimates reflecting a stronger than anticipated property market, continuing growth in property values and stronger employment and wages growth. These effects were partly offset by the impacts of changes in land tax payment arrangements (in 2004-05 and 2005-06) on land tax cash collections.

Performance Indicators 2006-07 Target


2005-06 Target

2004-05 Actual

Taxation revenue collected by RevenueSA $2.6b $2.5b(a) $2.2b $2.4b

$ increase in revenue resulting from compliance initiatives

$40.5m collected

$42.3m collected

$46m determined

$40.5m collected

$40.9m collected

% of revenue banked on day of receipt >99.5% >99.5% >99.5% >99.5%

Cost for collection of $100 tax (on a cash basis) <70 cents 67 cents(b) <75 cents(b) 59 cents

Footnotes (a) Tax collections have exceeded budget estimates for 2005-06 mainly due to higher than anticipated stamp duty receipts ($126 million) and payroll tax ($28 million) partly offset by lower than expected collections from land tax due to changes in payment arrangements introduced in 2004-05 and modified further in 2005-06 ($21 million).

(b) Costs for collection include intergovernmental charges. The 2005-06 results include an increase of $2.385 million in intra-government charges for valuation information that is provided by DAIS. This has a consequential impact on the cost of collection performance indicator.

3.11

Sub-program: 2.2 Financing Services Management of the Government’s financial assets and liabilities and provision of certainty of funding to the State; provision of financial risk management advisory services to public organisations.

2006-07 Budget


2005-06 Budget

2004-05 Actual

Net cost of sub-program $1 325 000 $919 000 $79 000 $110 000


The South Australian Government Financing Authority (SAFA) achieved favourable outcomes against its performance indicators in 2005-06.



2005-06 Target

2004-05 Actual

% of debt financing demands of the State and its instrumentalities met during year

100% 100% 100% 100%

Yield margins of SAFA benchmark borrowing issues relative to those of other comparable government issues in the Australian market, allowing for differences in issuers’ credit ratings and liquidity

Maintenance of borrowing margins relative to other issuers

Borrowing costs relative to other comparable government issuers maintained

Maintenance of borrowing margins relative to other issuers

Borrowing costs relative to other comparable government issuers maintained

% of clients satisfied with SAFA’s services(a) 90% n.a.(b) 90% 100%

Footnotes (a) Criteria include timeliness, cost effectiveness and flexibility in delivery.

(b) No result in 2005-06 as client survey is undertaken biennially – last conducted March 2005.

3.12

Sub-program: 2.3 Superannuation Services Administration of the various public sector superannuation schemes for the Superannuation Board, as well as the superannuation arrangements for parliamentarians, judges and governors; provision of superannuation policy and legislative advice to the Superannuation Board, the Under Treasurer and the Treasurer.

2006-07 Budget


2005-06 Budget

2004-05 Actual

Net cost of sub-program -$429 000 -$152 000 -$259 000 $1 005 000


Super SA has maintained a high quality service to its members on an ongoing basis with the implementation of a financial planning advice referral service in alliance with IFFP, offering cost effective post-retirement products to members, the provision of better or equivalent superannuation services at a lower cost and enhancement of the Triple S insurance.

Performance indicators 2006-07 Target


2005-06 Target

2004-05 Actual

No. of contributors/members in State schemes (activity level indicator)

165 000 members including 25 200 active contributors to the Triple S Scheme

165 000 members including 24 500 active contributors in the Triple S Scheme



% achievement of service level standards agreed with Super SA Board by June 30 each year

95% 95% 95% 86%

Issue of member statements 95% issued by 31 August 2006

95% issued by 31 August 2005

95% issued by 30 September 2005

99.7% issued by 30 September 2004

Issue of Superannuant Group Certificates 100% issued by 14 July 2006

100% issued by 4 July 2005



Benchmarking of administrative costs with industry standards

Continue to remain in the lowest quartile of industry standards while providing additional services to members




3.13

Sub-program: 2.4 Insurance Services Provision of insurance cover to government agencies through the insurance and reinsurance of government risks; provision of advice to the Government on issues relating to the insurance and management of those risks.

2006-07 Budget


2005-06 Budget

2004-05 Actual

Net cost of sub-program $40 000 $36 000 $38 000 -$101 000


The Government’s reinsurance program was successfully renewed at 30 September 2005 with the same levels of cover as the existing program and an overall premium reduction of about $480 000. This was an excellent result in view of the significant impact of Hurricane Katrina on the international insurance market.



2005-06 Target

2004-05 Actual

No. of clients issued with agency agreements 145 138 134 134

Comprehensive government catastrophe reinsurance program at a competitive market price

Selected catastrophic risks covered at competitive market prices




% of clients provided with agency agreements/ renewal certificates and invoices by 31 July

80% 83% 80% 83%

$ operating expense per $100 premium revenue

<$4.00 $3.10 <$4.00 $2.84

Sub-program: 2.5 Ministerial Support Services Operation of Treasurer’s Office including departmental support.

2006-07 Budget


2005-06 Budget

2004-05 Actual



Treasurer’s Office has operated effectively.

3.14


Program Information

Program 3: Gambling Policy

Description/Objective: Treasury and Finance provides policy advice to the Government on economic, social and regulatory issues associated with gambling.


Program 3: Gambling Policy 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 257 283 304 264 Supplies and services .......................................... 40 50 75 46 Depreciation and amortisation............................. 1 1 1 2 Other ................................................................... 1 — — 5

Total expenses.................................................... 299 334 380 317

Income Sale of goods and services................................... 1 5 3 4 Other ................................................................... — 1 2 10

Total income ...................................................... 1 6 5 14

Net cost of providing services ........................... 298 328 375 303

3.15


2006-07 Budget


2005-06 Budget

2004-05 Actual

Net cost of program $298 000 $328 000 $375 000 $303 000


The department commenced a thorough review of Lottery and Gaming Regulations 1993 with the release of an initial consultation paper on 14 October 2005. It addressed ten key areas including, licensing and financial limits, distribution of proceeds, scope of approved purpose and age restrictions. The primary purpose of the review is to minimise the administrative burden faced primarily by the charity sector. Work on the outcomes of the review will continue.

Legislation to amend the Collections for Charitable Purpose Act 1939 to improve disclosure by the charity sector in relation to fundraising collections and events was prepared. There has been extensive consultation on the proposed changes. The consultation paper released on 28 February 2006 specifically focused on the new disclosure requirements to apply to charity events. A range of interested parties made submissions that are being considered.

The department is responsible for South Australia’s participation in the Ministerial Council on Gambling. The department chaired the national working party on access to cash at gambling venues established by the Ministerial Council on Gambling on 7 October 2005. The national working party is examining the possibility of establishing an agreed national approach to restricting access to cash from automatic teller machines at gambling venues. The national working party has representatives from government, the financial transaction sector and the community sector.

Advice was also provided to the Minister and Cabinet on a range of gambling issues that arose throughout the year.

3.16

TREASURY AND FINANCE


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Expenses

Employee benefits and costs — Salaries, wages, annual and sick leave ..................................... 39 167 38 002 35 707 32 897 Long service leave .................................................................... 609 597 551 971 Payroll tax ................................................................................ 2 170 2 116 1 958 2 086 Superannuation ......................................................................... 4 508 4 369 5 063 3 866 Other ......................................................................................... 497 488 — 1 059Supplies and services — General supplies and services .................................................. 27 527 24 453 24 712 25 266 Consultancy expenses .............................................................. 508 609 535 1 085Depreciation and amortisation ..................................................... 2 917 2 596 1 946 2 455Other expenses ............................................................................. 785 766 — 1 796

Total expenses .............................................................................. 78 688 73 996 70 472 71 481

Income

Intra government transfers ........................................................... — — 6 100 — Fees, fines and penalties ............................................................... 661 867 237 214Sales of goods and services .......................................................... 31 921 29 376 21 711 26 501Interest revenues ........................................................................... — 348 348 836Other income ................................................................................ 480 411 1 629 2 057

Total income ................................................................................. 33 062 31 002 30 025 29 608



Income — Appropriation ........................................................................... 45 722 39 400 40 507 43 038 Other income ............................................................................ — 549 — 342Expenses — Cash alignment ......................................................................... — — — 13 450


Net result before restructure(s) ..................................................... 96 -3 045 60 -11 943

Net income from / expenses from administrative restructure(s) .. — 258 258 122

Net result after restructure(s) ........................................................ 96 -2 787 318 -11 821

3.17


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Assets

Current assets

Cash and cash equivalents ............................................................ 11 026 9 395 6 697 10 511Receivables ................................................................................... 967 971 1 242 923Other current assets ...................................................................... 944 943 768 943


Non current assets

Plant and equipment ..................................................................... 4 295 1 659 13 594 653Intangible assets ........................................................................... 3 987 6 719 7 252 10 748


Total assets ................................................................................... 21 219 19 687 29 553 23 778

Liabilities

Current liabilities

Payables ........................................................................................ 2 771 2 742 2 703 3 475Employee benefits — Salaries and wages ................................................................... 1 962 1 232 1 588 543 Annual leave ............................................................................. 2 614 2 530 2 395 2 563 Long service leave .................................................................... 727 693 634 658 Other ......................................................................................... — — 8 — Other current liabilities ................................................................. 48 48 55 48



Long-term employee benefits — Long service leave .................................................................... 8 299 7 740 8 217 7 317Other non-current liabilities ......................................................... 123 123 114 123



Net assets ...................................................................................... 4 675 4 579 13 839 9 051

Equity

Contributed capital ....................................................................... — — 4 299 — Retained earnings ......................................................................... 4 567 4 471 9 432 8 943Asset revaluation reserve ............................................................. 108 108 108 108

Total equity .................................................................................. 4 675 4 579 13 839 9 051


3.18



Contributedcapital

$000

Assetrevaluation

reserve

$000

Retainedearnings

$000

Total

$000

Balance at 30 June 2005 ............................................................... — 108 8 943 9 051Adjustments .................................................................................. — — -1 685 -1 685

Restated balance at June 2005 ...................................................... — 108 7 258 7 366





Estimated balance at 30 June 2006 — 108 4 471 4 579


Net income/expense recognised directly in equity for 2006-07 ... — — — — Net result after restructure for 2006-07 ........................................ — — 96 96

Total recognised income and expense for 2006-07 — — 96 96



3.19



2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash outflows

Employee payments ..................................................................... 45 515 44 423 42 130 40 159Supplies and services ................................................................... 28 035 25 442 25 247 25 222Net GST paid ................................................................................ — — — 5 466Other payments ............................................................................ 785 1 154 — 1 772


Cash inflows

Intra government transfers ........................................................... — — 6 100 — Fees, fines and penalties ............................................................... 661 867 237 214Sales of goods and services .......................................................... 31 921 29 376 21 711 26 528Interest received ........................................................................... 53 348 348 873Net GST received ......................................................................... — — — 5 630Other receipts ............................................................................... 430 363 1 581 1 872


SA GOVERNMENT:

Appropriation ............................................................................... 45 722 39 400 40 507 43 038Other receipts ............................................................................... — 549 — 342Payments — Cash alignment ......................................................................... — — — 13 450


Net cash provided by (+) / used (-) in operating activities ........... 4 452 -116 3 107 -7 572


Cash outflows

Purchase of property, plant and equipment .................................. 2 821 1 258 9 654 5 851

Cash used in investing activities .................................................. 2 821 1 258 9 654 5 851

Net cash provided by (+) / used in (-) investing activities ........... -2 821 -1 258 -9 654 -5 851


Cash inflows

Capital contributions from Government ...................................... — — 4 299 — Proceeds from restructuring activities .......................................... — 258 258 —

Cash generated from financing activities ..................................... — 258 4 557 —

Net cash provided by (+) / used in (-) financing activities ........... — 258 4 557 —

Net increase (+) / decrease (-) in cash equivalents ....................... 1 631 -1 116 -1 990 -13 423



3.20

.

.

.

.

ADMINISTERED ITEMS FOR THE DEPARTMENT OF TREASURY AND FINANCE

Income statement(a)

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual


Income — Appropriation(b) .............................................................................. 966 742 1 166 503 1 091 622 981 370

Net income from / expenses to SA Government ............................... 966 742 1 166 503 1 091 622 981 370


Taxation .............................................................................................. 2 720 933 2 651 224 2 498 106 2 595 889Commonwealth revenues ................................................................... 3 596 063 3 573 586 3 560 167 3 362 755Intra government transfers .................................................................. 9 423 110 720 5 177 377 490Fees, fines and penalties .................................................................... 18 238 19 829 16 278 18 782Sales of goods and services ................................................................ 151 147 4 447 — Interest revenues ................................................................................. 103 495 79 333 78 597 92 159Other income ...................................................................................... 441 325 543 904 524 856 636 456

Total income from other sources ........................................................ 6 889 628 6 978 743 6 687 628 7 083 531

Total income ....................................................................................... 7 856 370 8 145 246 7 779 250 8 064 901

Expenses

Employee benefits and costs — Salaries, wages, annual and sick leave ........................................... 240 224 224 233 Superannuation .............................................................................. 2 261 -1 164 640 - 58 1 457 100Supplies and services — General supplies and services ......................................................... 47 259 47 120 47 135 46 282Borrowing costs .................................................................................. 512 568 599 668 583 285 635 474Grants and subsidies .......................................................................... 145 126 134 212 167 639 92 287Intra government transfers .................................................................. 288 753 351 842 397 127 257 317Other expenses(b) ................................................................................ 7 084 795 7 105 626 6 700 218 6 739 184

Total expenses .................................................................................... 8 081 002 7 074 052 7 895 570 9 227 877

Net result ............................................................................................ - 224 632 1 071 194 - 116 320 -1 162 976 (a) This statement reflects the consolidated transactions of the Department of Treasury and Finance Consolidated Account Items and the Treasury and Finance Administered Items Account.

(b) The Income statement includes appropriation income received from the South Australian Government and payments made to the Consolidated Account. The 2005-06 Budget data has been recast consistent with this presentation.

3.21

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Assets

Current assets

Cash and cash equivalents .................................................................. 1 645 578 1 685 923 1 613 322 1 540 334Receivables ......................................................................................... 1 261 049 1 321 178 1 416 315 1 318 935

Total current assets ............................................................................. 2 906 627 3 007 101 3 029 637 2 859 269

Non current assets

Financial assets ................................................................................... 822 357 857 723 822 072 1 009 829Plant and equipment ........................................................................... — — 9 524 —

Total non-current assets ...................................................................... 822 357 857 723 831 596 1 009 829

Total assets ......................................................................................... 3 728 984 3 864 824 3 861 233 3 869 098

Liabilities

Current liabilities

Payables .............................................................................................. 22 443 39 831 29 540 23 496Short-term borrowings ....................................................................... 1 637 232 1 678 744 1 617 849 1 540 334Employee benefits — Salaries and wages .......................................................................... — — — 1 529 Annual leave ................................................................................... — — 9 000 5 566 Superannuation ............................................................................... 261 900 251 900 250 788 249 600Other current liabilities ....................................................................... 669 19 269 5 655 28 214

Total current liabilities ....................................................................... 1 922 244 1 989 744 1 912 832 1 848 739


Long-term borrowings ........................................................................ 2 571 466 2 526 734 2 778 667 2 650 498Long-term employee benefits — Superannuation ............................................................................... 5 950 700 5 894 800 6 318 549 6 977 500Long-term provisions ......................................................................... 55 660 — — — Other non-current liabilities ............................................................... 31 419 31 419 32 772 31 419

Total non-current liabilities ................................................................ 8 609 245 8 452 953 9 129 988 9 659 417

Total liabilities .................................................................................... 10 531 489 10 442 697 11 042 820 11 508 156

Net assets ............................................................................................ -6 802 505 -6 577 873 -7 181 587 -7 639 058

Equity

Retained earnings ............................................................................... -6 802 505 -6 577 873 -7 181 587 -7 639 058

Total equity ......................................................................................... -6 802 505 -6 577 873 -7 181 587 -7 639 058



Balance sheet(a)

(a) This statement reflects the consolidated transactions of the Department of Treasury and Finance Consolidated Account Items and the Treasury and Finance Administered Items Account.

3.22


Statement of changes in equity(a)

Contributedcapital

$000

Assetrevaluation

reserve

$000

Retainedearnings

$000

Total

$000

Balance at 30 June 2005 ..................................................................... — — -7 639 058 -7 639 058Adjustments ........................................................................................ — — - 10 009 - 10 009

Restated balance at June 2005 ............................................................ — — -7 649 067 -7 649 067

Net gain/loss on revaluation of property, plant and equipment during 2005-06 ................................................................................... — — — — Net changes in reserves ...................................................................... — — — —

Net income/expense recognised directly in equity for 2005-06 ......... — — — — Net result after restructure for 2005-06 .............................................. — — 1 071 194 1 071 194

Total recognised income and expense for 2005-06 — — 1 071 194 1 071 194

Equity contributions from SA Government ........................................ — — — — Repayment of equity contributions from SA Government ................. — — — —

Estimated balance at 30 June 2006 — — -6 577 873 -6 577 873

Net gain/loss on revaluation of property, plant and equipment during 2006-07 ................................................................................... — — — — Net changes in reserves ...................................................................... — — — —

Net income/expense recognised directly in equity for 2006-07 ......... — — — — Net result after restructure for 2006-07 .............................................. — — - 224 632 - 224 632

Total recognised income and expense for 2006-07 — — - 224 632 - 224 632

Equity contributions from SA Government ........................................ — — — — Repayment of equity contributions from SA Government ................. — — — —

Estimated balance at 30 June 2007 — — -6 802 505 -6 802 505

(a) This statement reflects the consolidated transactions of the Department of Treasury and Finance Consolidated Account Items and the Treasury and Finance Administered Items Account.

3.23

Administered Items For The Department Of Treasury And Finance Consolidated Account Items

Cash flow statement

2006-07Budget

2005-06 Estimated

result

2005-06 Budget

2004-05Actual

$000 $000 $000 $000

CASH FLOWS FROM:

Operating Activities

Receipts

Taxation —

Payroll tax ....................................................................................... 1 017 300 959 700 932 600 894 974

Commonwealth places mirror payroll tax(a) .................................... 17 800 16 800 16 300 15 661

Stamp duties .................................................................................... 1 092 530 1 124 130 997 530 1 104 095

Commonwealth places mirror stamp duties(a) ................................. 1 100 700 1 000 689

Land tax .......................................................................................... 360 200 251 600 272 400 274 523

Commonwealth places mirror land tax(a).......................................... 900 800 1 300 808

Debits tax ........................................................................................ — 5 600 5 100 60 063

Commonwealth places mirror debits tax(a) ....................................... — — — 415

Other taxes on property ................................................................... 10 64 10 13

Save the River Murray Levy ........................................................... 21 000 20 100 19 700 19 351

Contribution from Lotteries Commission of South Australia........... 77 809 75 746 78 324 75 309

Contributions from small lotteries ................................................... — — — 595

Recoup from Recreation and Sport Fund ........................................ 200 — 200 —

Interest —

Interest on investments .................................................................... 103 495 79 333 78 597 92 159

Interest recoveries ............................................................................ 51 788 55 628 64 087 63 897

Dividends and distributions —

Department for Administrative and Information Services —

Dividend(b) ..................................................................................... 21 105 19 143 100 552 101 701

Income tax equivalent ................................................................... 2 986 3 074 3 562 1 201

Local government rate equivalent ................................................. 638 623 623 1 284

Department for Transport, Energy and Infrastructure(c) —

Dividend ....................................................................................... — — 3 688 473

Income tax equivalent ................................................................... — — — 5 057

Local government rate equivalent ................................................. 76 82 82 84

Department of Further Education, Employment, Science and Technology —

Income tax equivalent ................................................................... — — — 22

Department of Trade and Economic Development —

Dividend ....................................................................................... 936 1 196 1 196 —

ForestrySA —

Dividend ....................................................................................... 29 220 24 563 20 181 11 566


Local government rate equivalent ................................................. 1 027 989 1 —

Funds SA —


3.24


Cash flow statement

2006-07Budget

2005-06 Estimated

result

2005-06 Budget

2004-05Actual

$000 $000 $000 $000

HomeStart Finance —


Land Management Corporation —

Dividend ....................................................................................... 63 015 34 728 14 180 2 180



Lotteries Commission of South Australia —

Dividend ....................................................................................... — — — 6 374



Police Security Services —

Income tax equivalent ................................................................... 131 126 112 169

Private —

Local government rate equivalent ................................................. 189 182 — 661

Public Trustee Office —

Dividend ....................................................................................... 704 1 195 769 1 372

Income tax equivalent ................................................................... 502 388 474 121


SA Water Corporation —

Dividend ....................................................................................... 211 301 217 511 201 357 165 189


Local government rate equivalent ................................................. 1 978 1 930 1 930 1 134

South Australian Asset Management Corporation —

Dividend ....................................................................................... 10 864 6 000 6 000 73 200

South Australian Government Captive Insurance Corporation —

Income tax equivalent ................................................................... — 1 552 1 552 5 459

South Australian Government Employee Residential

Properties —

Dividend ....................................................................................... 1 156 1 156 1 156 1 156

Income tax equivalent ................................................................... 1 942 1 059 493 467

South Australian Government Financing Authority —

Dividend ....................................................................................... 7 664 89 000 89 000 37 564


South Australian Housing Trust —

Income tax equivalent ................................................................... — 7 511 15 015 —

TransAdelaide —

Dividend ....................................................................................... 5 401 34 757 4 063 2 296

Income tax equivalent ................................................................... 768 1 272 1 262 —


West Beach Trust —

Income tax equivalent ................................................................... 390 380 379 1 921

3.25


Cash flow statement

2006-07Budget

2005-06 Estimated

result

2005-06 Budget

2004-05Actual

$000 $000 $000 $000

Commonwealth grants and payments —

Commonwealth general purpose grants —

Competition grants ........................................................................ — 51 300 50 300 50 409

GST revenue grants ...................................................................... 3 557 500 3 454 600 3 460 500 3 313 411

Transitional Grant Overpayment/Recovery ................................... — — — -22 047

Commonwealth specific purpose grants —

Additional First Home Owner Grants ........................................... — — — 35

Concessions to pensioners and others ........................................... 19 963 19 538 19 519 18 862

Debt redemption assistance ........................................................... — 29 848 29 848 3 745

National Disaster Relief Assistance............................................... — 3 600 — —

Other receipts —

Contingency provisions — recoveries ............................................. — — — 35

Department for Transport, Energy and Infrastructure(c) ................... 3 780 3 688 — —

Department of Primary Industries and Resources............................. — 22 — —

Environmental Enhancement Levy .................................................. — — 3 663 —

Essential Services Commission of South Australia ......................... 5 443 4 977 4 977 4 632

Guarantee fees ................................................................................. 18 238 19 829 16 278 18 782

Independent Gaming Corporation contribution to Gambler’s Rehabilitation Fund ......................................................................... 1 500 1 500 1 500 1 500

Light motor vehicle fleet — rental payments recovery ................... — — 4 300 3 026

National Tax Equivalent Program ................................................... 50 50 12 —

Return of cash to Consolidated Account

– Cash Alignment Policy ................................................................. 93 320 56 631 40 935 150 474

Return of cash to Consolidated Account

– Cash Alignment Policy - interest ................................................... — — 27 750 —

Return of deposit account balances ................................................. — 476 — 15 059

Return of deposit account balances – superannuation ...................... 30 000 34 000 — —

Sundry fees ...................................................................................... 27 26 26 20

Sundry recoups ................................................................................ 124 121 121 6 661

Surplus from Consolidated Account ................................................ — 102 033 — 377 490

Unclaimed monies ........................................................................... 1 743 1 785 1 562 1 280

United Water ................................................................................... 449 416 — —

WorkCover Levy on State Government superannuation payments .. — — — 176

Total receipts for Consolidated Account .......................................... 6 975 309 6 962 467 6 715 310 7 087 214

Surplus from Consolidated Account ................................................. — 102 033 — 377 490

3.26


Cash flow statement

2006-07Budget

2005-06 Estimated

result

2005-06 Budget

2004-05Actual

$000 $000 $000 $000

Payments

Employee entitlements —

Minister’s salary, electorate and expense allowance ....................... 240 224 224 233

Grants, subsidies and transfers —

First Home Owner Grants ................................................................ 67 900 68 700 61 600 61 618

Payment to fund Consolidated Account .......................................... 40 290 — 84 260 — Total payments appropriated under various Acts ........................... 68 140 68 924 61 824 61 851

Total payments funded by borrowings ............................................. 40 290 — 84 260 — Investing Activities Receipts Repayment of advances — Adelaide Festival Centre Trust ........................................................ — — 926 775 Administered Items for Transport, Energy and Infrastructure ......... 161 151 151 142 Basketball Association of South Australia ....................................... 3 763 — — — Department for Administrative and Information Services ............... — — — 52 226 Department for Transport, Energy and Infrastructure(d) ................... — 1 319 — 749 Department of Health ...................................................................... 802 551 551 396 Department of Primary Industries and Resources ............................ 1 015 1 017 1 017 665 Land Management Corporation ....................................................... 107 79 79 50 Lotteries Commission of South Australia ........................................ 1 738 1 637 1 637 1 542 Medical Board of South Australia .................................................... — 12 12 44 Minister for Education and Children’s Services .............................. 1 500 1 500 1 500 2 000 Minister for Recreation, Sport and Racing ....................................... — — — 38 Renmark Irrigation Trust ................................................................. 95 91 91 86 SA Country Arts Trust ..................................................................... 20 20 20 20 South Australian Government Employee Residential Properties ..... — — 1 193 34 992 South Australian Housing Trust ...................................................... 19 415 18 558 18 558 17 742 South Australian Tourism Commission ........................................... 158 147 147 138 TransAdelaide ................................................................................. 5 381 6 166 5 381 5 381 University of South Australia ........................................................... — 15 000 15 000 — West Beach Trust ............................................................................ 88 80 80 — Other recoveries .............................................................................. 5 — 4 4 Return of capital — Department for Administrative and Information Services ............... 26 687 54 547 9 545 23 619 Department of Health ...................................................................... — 16 963 16 963 — SA Water Corporation ..................................................................... — 74 340 74 340 — South Australian Asset Management Corporation............................ 8 679 — — — South Australia Police ..................................................................... — 6 256 — 18 813 Sale of Property — Proceeds from sale of residual CBA Lease vehicles......................... — 10 996 — —

Total receipts for Consolidated Account .......................................... 69 614 209 430 147 195 159 422

3.27


Cash flow statement

2006-07Budget

2005-06 Estimated

result

2005-06 Budget

2004-05Actual

$000 $000 $000 $000

Financing Activities Receipts Borrowings — Borrowings to fund Consolidated Account ...................................... 40 290 — 84 260 — Other — Deposits with Treasurer ................................................................... 245 666 493 882 232 459 297 397 Total borrowings ................................................................................ 40 290 — 84 260 —

Total receipts re cash and deposits ................................................... 245 666 493 882 232 459 297 397 Payments Repayment of borrowings — South Australian Government Financing Authority ........................ — 102 033 — 377 490 Deposits with Treasurer ................................................................... 286 011 348 293 134 016 504 474 Total payments funded by Consolidated Account surplus .............. — 102 033 — 377 490

Total payments re cash and deposits ................................................ 286 011 348 293 134 016 504 474 Net impact on Consolidated Account ............................................... 6 976 783 7 000 940 6 800 681 6 807 295

Net impact on cash and deposits ........................................................ -40 345 145 589 98 443 -207 077 (a) Taxes akin to State taxes are levied on activities conducted on Commonwealth places under authority of Commonwealth mirror tax

legislation. Revenue is retained by the State.

(b) Formerly, Administered Items for the Department for Administrative and Information Services paid a dividend to Administered Items for the Department of Treasury and Finance in relation to land services fees collections. These payments are now made directly to the Consolidated Account.

(c) Formerly Transport Services, which is now included in the Department for Transport, Energy and Infrastructure.

(d) Formerly Office of Public Transport, which is now included in the Department for Transport, Energy and Infrastructure.

3.28

Administered Items For The Department Of Treasury And Finance Treasury and Finance Administered Items Account(a)

Cash flow statement

2006-07 Budget

2005-06Estimated

result

2005-06 Budget

2004-05Actual

$000 $000 $000 $000

CASH FLOWS FROM:


Receipts

State Government — Appropriation ................................................ 898 602 1 097 579 1 029 798 919 521

Total operating receipts...................................................................... 898 602 1 097 579 1 029 798 919 521

Payments

Employee entitlements —

Superannuation payments not covered by the South Australian Superannuation Act ......................................................................... 61 60 86 179

Past service superannuation payments ............................................. 251 900 259 900 241 100 241 600

Supplies and services —

Administration of banking facilities and other services ................... 545 1 186 1 186 565

Repayment of unclaimed monies ..................................................... 154 150 150 709

State share of GST administration costs .......................................... 46 500 45 814 45 500 45 007

Interest and other financial payments —

Interest paid on deposit accounts and other monies ......................... 38 594 70 606 75 554 76 320

Interest on borrowings ..................................................................... 160 302 182 969 201 206 208 499

Grants, subsidies and transfers —

Adelaide Convention Centre ........................................................... — 1 000 — —

Benefits to households in goods and services................................... 3 206 3 128 3 128 4 415

Charitable and Social Welfare Fund................................................. 4 000 4 000 4 000 4 000

Community Development Fund ...................................................... 20 000 20 000 20 000 20 000

Contingency provisions – employee entitlements(b) ........................ 19 972 148 529 69 440 98 962

Contingency provisions – investing contingencies(b) ....................... 16 417 300 8 030 1 560

Contingency provisions – supplies and services(b) ........................... 102 327 35 204 152 332 17 114

Debt redemption assistance .............................................................. — 29 848 29 848 3 745

Department for Families and Communities ..................................... 3 845 3 845 3 845 1 602

Department for Transport, Energy and Infrastructure(c).................... 3 378 3 056 — —

Department of Primary Industries and Resources(c) ......................... — — 3 056 2 758

Electricity Operating Account – RESI Corporation ......................... 1 700 — 1 700 200

Electricity Supply Industry Planning Council ................................. 2 065 1 921 1 921 1 874

Emergency Services Levy remissions ............................................. 70 283 62 280 61 966 62 519

Essential Services Commission of South Australia .......................... 623 695 451 592

Ex-gratia payments........................................................................... — — — 471

Fire damage and insurance costs ..................................................... 7 000 7 000 7 000 7 000

Flinders University ........................................................................... — 1 000 — —

ForestrySA ...................................................................................... — 4 690 5 054 3 950

Funding of Targeted/Voluntary Separation Package Schemes ........ — — — 2 336

Gamblers Rehabilitation Fund ......................................................... 1 500 1 500 1 500 1 500

3.29


Cash flow statement

2006-07 Budget

2005-06Estimated

result

2005-06 Budget

2004-05Actual

$000 $000 $000 $000

Government Contribution to REMCO and ENVESTRA ................ 2 199 2 523 2 523 2 672

Industry Financial Assistance Fund.................................................. 14 984 11 311 — — Interest rate subsidy to Racing Industry .......................................... — — — 64 Land Management Corporation ....................................................... 16 683 12 616 11 947 10 043 Lower Eyre Peninsula Fund ............................................................. — 504 — 5 363 Metropolitan drainage systems maintenance .................................... 100 250 250 649 Ministerial Council on Gambling .................................................... 50 50 50 41 National Tax Equivalent Program ................................................... 60 60 19 4 Petrol subsidies(d) ............................................................................. 14 400 14 300 15 000 14 561 Port Adelaide Maritime Corporation ................................................ 3 100 3 546 — — Reconciliation SA............................................................................. — 200 — — Residual Electricity Entities ............................................................ 500 900 900 900 SA Infrastructure Corporation ......................................................... — — — 3 000 SA Water Corporation ..................................................................... 1 723 2 422 2 035 2 194 South Australian Cricket Association............................................... — 16 000 — — South Australian Motor Sport Board ............................................... 2 271 2 300 2 300 3 040 South Australian National Football League ..................................... — 12 952 828 828 South Australian Netball Association............................................... — 1 000 — — Sport and Recreation Fund .............................................................. 3 500 3 500 3 500 3 500 Support Services to Parliamentarians(e) ........................................... 16 863 15 155 14 332 13 273 University of Adelaide Heritage Foundation.................................... — 1 000 — — Other Payments — Light motor vehicle fleet – rental payments ..................................... — — 280 — Payments to the South Australian Superannuation Fund.................. 30 000 34 000 — 8 000 Refunds and remissions ................................................................... 34 012 38 244 18 511 39 458 Other payments................................................................................. — 44 — 18

Total operating payments................................................................... 894 817 1 061 558 1 010 528 915 085

Net cash provided by operating activities ........................................ 3 785 36 021 19 270 4 436 Investing activities Payments Other payments — Advances granted ............................................................................ — 1 200 — —

Total investing payments ................................................................... — 1 200 — —

Net cash provided by investing activities .......................................... — -1 200 — —

3.30


Cash flow statement

2006-07 Budget

2005-06Estimated

result

2005-06 Budget

2004-05Actual

$000 $000 $000 $000

Financing Activities Payments Payments for finance leases — Termination of State Vehicle Fleet CBA Lease .............................. — 16 875 — — Repayment of borrowings — South Australian Government Financing Authority ........................ 3 785 17 946 19 270 4 436 Total financing payments .................................................................. 3 785 34 821 19 270 4 436

Net cash provided by financing activities ........................................ -3 785 -34 821 -19 270 -4 436 Net increase (+) / decrease (-) in cash held ....................................... — — — — Opening cash balance as at 1 July .................................................... — — — —

Closing cash balance as at 30 June ................................................... — — — — (a) The Department of Treasury and Finance Administered Items Account commenced on 1 July 2006. At the 2005-06 Budget these items

were presented in the ‘Consolidated Account Items’ Cash flow statement. The 2005-06 Budget and 2004-05 Actuals data for the items previously reflected in the ‘Consolidated Account Items’ Cash flow statement has been included in this statement for presentation and comparative purposes.

(b) Contingency provision payments have been reclassified since the 2005-06 Budget to correctly reflect the nature of the payments made by Administered Items for the Department of Treasury and Finance. All contingency provision payments are now classified as grant payments, whereas previously payments were classified as employee entitlements, supplies and services payments and investing payments. The 2005-06 Budget and 2004-05 Actuals data has been presented on this basis for presentation and comparative purposes.

(c) Payments to the Office of the Technical Regulator within the Department for Transport, Energy and Infrastructure, formerly within the Department of Primary Industries and Resources.

(d) Petrol subsidies have been reclassified from other payments to grants, subsidies and transfers. The 2005-06 Budget and 2004-05 Actuals data have been presented on this basis for presentation and comparative purposes.

(e) Transactions for Support Services to Parliamentarians are now included in the ‘Other Accounts’ Cash flow statement. The Department of Treasury and Finance Administered Items Account receives appropriation for these payments and makes an intra-government transfer to Support Services to Parliamentarians. The 2005-06 Budget and 2004-05 Actuals data has been presented on this basis for presentation and comparative purposes.

3.31

Administered Items For The Department Of Treasury And Finance Other Accounts

Cash flow statement

2006-07Budget

2005-06Estimated

result

2005-06 Budget

2004-05Actual

$000 $000 $000 $000

CASH FLOWS FROM:


Receipts

Taxation —

Emergency Services Levy — State Government .......................... 2 083 2 314 1 977 1 621

Emergency Services Levy — Other ............................................. 76 891 72 798 71 350 68 383

Sale of goods and services and Services —

Housing Loans Redemption Fund ................................................ 3 4 4 4

South Australian Government Captive Insurance Corporation(a) — 47 596 47 861 38 954

South Australian Motor Sport Board ........................................... 13 962 17 483 13 622 15 314

Treasurer’s Interest in National Wine Centre .............................. — — — 16

Interest —

Community Emergency Services Fund ........................................ — — — 177

Country Price Equalisation Scheme ............................................. — — — 577

Home Purchase Assistance Account ............................................ 12 17 17 27


Independent Gambling Authority ................................................ — — — 65

Local Government Disaster Fund ................................................ 2 015 2 015 2 015 2 244


South Australian Motor Sport Board ........................................... — 240 — 254

Intra-government transfers —

Community Development Fund ................................................... 20 000 20 000 20 000 20 000

Community Emergency Services Fund — State Government ..... 2 883 2 455 2 504 2 433

Community Emergency Services Fund — Other ......................... 67 400 59 825 59 462 60 086

Electricity Supply Industry Planning Council .............................. 2 065 1 921 1 921 1 874

Essential Services Commission of South Australia ..................... 623 695 451 592

Industry Financial Assistance Deposit Account(b) ........................ 14 984 11 611 — —

Local Government Concessions ................................................... 2 200 1 955 1 766 3 565



Support Services to Parliamentarians(c)......................................... 16 863 15 155 14 332 13 273

Dividends —

South Australian Government Captive Insurance Corporation(a) — 5 284 — —

Receipts from Government —

Electricity Supply Industry Planning Council .............................. — 29 — —

Essential Services Commission of South Australia ..................... — 25 — 29

Independent Gambling Authority ................................................ 1 438 1 412 1 386 1 363

Support Services to Parliamentarians(c)......................................... — 586 — —

3.32


Cash flow statement

2006-07Budget

2005-06Estimated

result

2005-06 Budget

2004-05Actual

$000 $000 $000 $000

Other Receipts —

Essential Services Commission of South Australia ..................... 9 794 9 076 9 320 9 473

Home Purchase Assistance Account ............................................ 76 108 108 —

Industry Financial Assistance Deposit Account(b) ........................ 4 903 4 000 — —

South Australian Government Captive Insurance Corporation(a) — 792 792 —

Support Services to Parliamentarians(c)......................................... — — — 923


Total receipts ................................................................................... 240 882 288 379 259 869 252 958

Payments

Employee Entitlements —

Electricity Supply Industry Planning Council .............................. 1 071 1 056 1 027 910


Independent Gambling Authority ................................................ 758 749 723 683

South Australian Motor Sport Board ........................................... — 407 — 764

Support Services to Parliamentarians(c)......................................... 10 835 10 648 9 178 10 566


Supplies and Services —

Country Price Equalisation Scheme ............................................. 99 99 99 —

Electricity Supply Industry Planning Council .............................. 819 800 800 819


Independent Gambling Authority ................................................ 680 863 863 598

Home Purchase Assistance Account ............................................ 10 10 10 3


Local Government Disaster Fund ................................................ 40 40 40 40



Support Services to Parliamentarians(c) ........................................ 6 028 5 093 5 154 3 630

Treasurer’s Interest in National Wine Centre .............................. 33 32 32 146

Interest —

Home Purchase Assistance Account ............................................ 78 115 115 —

Intra-government transfers —

Community Development Fund ................................................... 20 000 20 000 20 000 20 000

Community Emergency Services Fund ........................................ 149 257 137 392 135 293 132 523


Industry Financial Assistance Deposit Account(b)......................... 1 000 — — —

Grants and subsidies —

Industry Financial Assistance Deposit Account(b)......................... 13 172 3 114 — —

Local Government Concessions ................................................... 2 200 1 955 1 766 1 770

Local Government Disaster Fund ................................................ 1 189 2 627 1 160 1 076

3.33


Cash flow statement

2006-07Budget

2005-06Estimated

result

2005-06 Budget

2004-05Actual

$000 $000 $000 $000

Tax Equivalent Payments —


Other Payments —

Home Purchase Assistance Account ............................................ — — — 24

Industry Financial Assistance Deposit Account(b)......................... 5 698 3 807 — —

South Australian Motor Sport Board ........................................... 21 20 — 19

Total payments ................................................................................ 239 616 261 015 245 051 230 905

Net cash provided by operating activities ..................................... 1 266 27 364 14 818 22 053

Investing Activities

Receipts

Proceeds from sale of property, plant and equipment

South Australian Motor Sport Board ........................................... — — — 20

Total receipts .................................................................................... — — — 20

Payments

Purchase of Plant and Equipment —

Electricity Supply Industry Planning Council .............................. 72 70 70 —

Essential Services Commission of South Australia ...................... 50 101 101 21

Independent Gambling Authority ................................................ — — — 7

South Australian Motor Sport Board ........................................... — — — 1 214

Purchase of Investments —


Total payments ................................................................................ 122 10 171 10 171 11 242

Net cash provided by investing activities ....................................... -122 -10 171 -10 171 -11 222

Financing Activities

Receipts

Proceeds from Other Financial Assets


Total receipts .................................................................................... — — — 170

Payments

Repayment of Interest Bearing Liabilities —


Total payments ................................................................................. — — — 170

3.34


Cash flow statement

2006-07Budget

2005-06Estimated

result

2005-06 Budget

2004-05Actual

$000 $000 $000 $000

Net cash provided by financing activities ...................................... — — — —

Net increase (+) / decrease (-) in cash held .................................... 1 144 17 193 4 647 10 831

Opening cash balance as at 1 July ................................................. — — — —

Closing cash balance as at 30 June ................................................ 1 144 17 193 4 647 10 831

(a) On 1 July 2006, the South Australian Government Captive Insurance Corporation was transferred from the general government sector to the public financial corporation sector.

(b) On 1 July 2005 the Industry Financial Assistance Deposit account was transferred from the Department of Trade and Economic Development to the Department of Treasury and Finance.

(c) The Support Services to Parliamentarians was previously reported as a Consolidated Account item.

3.35



The following commentary relates to the Agency Financial Statements presented in the previous section. The discussion relates to variations between the 2005-06 Estimated Result and the 2006-07 Budget. The 2005-06 Estimated Result is based on the 2005-06 Budget with approved variations.


Expenses are estimated to increase by $4.7 million, from the estimated result of $74.0 million in 2005-06 to $78.7 million in 2006-07. The increase mainly relates to:

• increased expenditure due to allowances for salary increases and indexation on goods and services of approximately $1.7 million;

• increased operating expenditure of $1.4 million by Super SA to establish new office accommodation. A further $0.9 million increase in expenditure is due to Board elections in 2006-07, the provision of improved services to members and the administration of the South Australian Ambulance Fund;

• increased expenditure of $1.0 million by SAFA on the Industry Investment Attraction Fund (IIAF) function. This increase is largely the result of adjustments in timing for expenditure on administration costs;

• increased expenditure of $708 000 by RevenueSA for increased State taxation revenue compliance activity;

• impact of $214 000 carried over from 2005-06 as a result of the changed timing of the 2006-07 State Budget;

• increased expenditure of $255 000 by RevenueSA for the administration of land rich assessments for stamp duty;

• expenditure reductions of $1.0 million for savings strategies to be implemented in 2006-07; and

• reduction of $0.5 million for once-off expenditure in 2005-06 which was recovered from other agencies.

Income is expected to increase by $2.1 million, from the estimated result of $31.0 million in 2005-06 to $33.1 million in 2006-07. The increase mainly relates to:

• increased income of $2.7 million relating to Super SA for recoveries from various superannuation schemes;

• increased income from SAFA of $1.0 million primarily due to expenditure on IIAF as described above;

• reduction in income of $666 000 for the government banking administration fee as a result of the change in policy of not providing agencies with interest on special deposit accounts;

• reduction in revenue of $357 000 for interest revenue as a result of policy changes that cease interest receipts on agency special deposit accounts; and

3.36

• reduction in income of $338 000 relating to expenditure savings strategies in cost recovery areas.

Income from / expenses to the South Australian Government is estimated to increase by $5.8 million from $39.9 million in the 2005-06 Estimated Result to $45.7 million in 2006-07, due primarily to:

• additional appropriation of $2.2 million due to changes in accrual appropriation and impacts associated with the deferral of expenditure on the Taxation Revenue Management System project.

• additional appropriation of $1.0 million to match an equivalent reduction in revenue as a result of reductions in banking administration fees and cessation interest revenue on deposit accounts;

• additional appropriation of $708 000 for RevenueSA for increased State taxation revenue compliance activity;

• additional appropriation of $380 000 for carryover of funding for IIAF;

• impact on appropriation of $428 000 due to an expenditure carryover of $214 000 from 2005-06 as a result of the changed timing of the 2006-07 State Budget;

• additional appropriation of $255 000 to RevenueSA for land rich assessments for stamp duty;

• additional appropriation of approximately $1.1 million due to allowances for salary increases and indexation of the costs of goods and services; and

• reduction of appropriation of $687 000 for various savings initiatives to be implemented in 2006-07.


The net asset position of the department is estimated to increase by $100 000, from $4.6 million in 2005-06 to $4.7 million in 2006-07.

Total assets are estimated to increase by $1.5 million in 2006-07. The variance is mainly due to:

• capitalisation of costs associated with accommodation works for Super SA and the Taxation Revenue Management System project; and

• impacts of accrual appropriation in 2006-07 resulting in an increase in cash deposits of $900 000.

Total liabilities are estimated to increase by $1.4 million in 2006-07 mainly because of an increase in accrued employee entitlements.


The changes in equity are a result of an accounting reclassification of $1.7 million as a result of the transition to the Australian Equivalent of International Financial Reporting Standards (AIFRS) and because of the Net Results reported in the Income statement.


The cash flows from operating activities are consistent with the discussion on the Income statement.

The investing cash flows reflect continued activity on the Taxation Revenue Management System project and works associated with new office accommodation for Super SA.

3.37

Administered Items

Discussion of Trends

The Administered Items for the Department of Treasury and Finance include Consolidated Account Items, Special Deposit Accounts and the assets and liabilities held on behalf of the State by the Treasurer. The more significant assets and liabilities include cash and deposits at call, loans made to other government entities, past superannuation liabilities and borrowings. For presentation purposes, three Cash flow statements have been prepared: one for the Consolidated Account items, one for the Treasury and Finance Administered Items special deposit account and one for the remaining Administered Items special deposit accounts. This format has been used to provide clarity given the volume of items administered by the department.

The Consolidated Account items Cash flow statement presents administered receipts collected on behalf of the Government and paid to the Consolidated Account. The statement also includes administered payments that are funded by specific appropriation authorised in various Acts.

The Treasury and Finance Administered Items Account Cash flow statement presents payments administered on behalf of the Government and funded by appropriation authorised in the annual Appropriation Act.

The Other Accounts Cash flow statement presents the receipts and payments for the remaining Administered Items special deposit accounts.

Cash flow statement — Consolidated Account Items

Factors contributing to changes between the 2006-07 Budget and 2005-06 Estimated Result in the receipt lines include:

• growth in taxable payrolls impacting on payroll tax revenue for private and government taxpayers;

• an assumed softening in property market activity in 2006-07 contributing to a budgeted decline in stamp duty receipts;

• the introduction of quarterly billing for land tax in 2005-06 which resulted in less than a full year’s cash collections in 2005-06; the change in the timing of tax collections has the effect of exaggerating growth in land tax revenue between 2005-06 and 2006-07 although there is also underlying growth in assessable land values;

• the abolition of debits tax on 1 July 2005 with only small residual amounts of tax relating to prior periods being collected in 2005-06;

• an increase in interest on investments, reflecting higher interest rates;

• a special dividend payment from the Land Management Corporation in 2006-07 associated with the sale of land to the Port Adelaide Maritime Corporation;

• a reduced distribution from the South Australian Financing Authority following the payment of a special dividend in 2005-06;

• proceeds from the sale of tram infrastructure assets to the Department for Transport, Energy and Infrastructure resulted in higher distributions from TransAdelaide in 2005-06;

• the abolition of competition grants from 1 July 2006;

3.38

• growth in the GST revenue pool and the Commonwealth Grants Commission’s 2006 Relativity Update impacting on GST revenue grants;

• finalisation of debt redemption assistance grants from the Commonwealth Government in 2005-06, with the final maturity of debt covered under the Financial Agreement Act 1994;

• higher levels of surplus cash returned to the Consolidated Account under the Cash Alignment Policy in 2006-07;

• a Consolidated Account deficit in 2006-07 compared with an estimated surplus in 2005-06;

• final repayment in 2005-06 of loans provided to the University of South Australia for the City West Campus project;

• lower levels of equity capital contributions returned to the Consolidated Account in 2006-07 following a large return from SA Water in 2005-06, resulting from the first stage of the application of a new ownership framework for public non-financial corporations; and

• the receipt of the net proceeds from the disposal of residual lease vehicles on the termination of the State Vehicle Fleet CBA Lease in 2005-06.

Cash flow statement — Treasury and Finance Administered Items Account

Factors contributing to changes between the 2006-07 Budget and 2005-06 Estimated Result in the payment lines include:

• a significant reduction in interest paid on deposit accounts in 2006-07, as interest will no longer be paid on the balance of agency operating accounts from 1 July 2006;

• finalisation of debt redemption assistance payments in 2005-06, with the final maturity of debt covered under the Financial Agreement Act 1994;

• the payment of a once-off grant to the South Australian Cricket Association in 2005-06 to assist with the upgrading of the Adelaide Oval;

• the termination of the grant agreement between the Treasurer and the South Australian National Football League with an upfront payment in 2005-06, and an additional once-off grant in 2005-06 to upgrade infrastructure at AAMI Stadium; and

• the payment to the Commonwealth Bank of Australia to terminate the State Vehicle Fleet CBA Lease in 2005-06.

Cash flow statement — Other Accounts

Major variations between the 2005-06 Estimated Result and the 2006-07 Budget for operating receipts include: • an increase of $3.9 million in Emergency Services Levy (ESL) taxation receipts from private and

government fixed property taxpayers in 2006-07 mainly due to growth in capital values. Effective ESL rates on fixed property will remain unchanged from their level in 2005-06;

3.39

• an increase of $8.0 million in intra-government transfers for ESL remissions in respect of private and government taxpayers. Remission rates are set to fund the shortfall between emergency services expenditure and actual levy collections from property holders. The increase in remission costs between 2005-06 and 2006-07 is larger than normal because in 2005-06 part of the shortfall between emergency services expenditure and levy collections from property holders was met by running down cash balances in the Community Emergency Services Fund. In 2006-07, all of the target expenditure shortfall will be funded through remissions;

• an increase of $3.4 million in intra-government transfers to the Industry Financial Assistance Deposit Account mainly due to delayed timing of anticipated industry assistance payments from the Industry Investment Attraction Fund, the Structural Adjustment Fund for South Australia and the Strategic Industry Support Fund; and

• a reduction of $3.5 million for the South Australian Motor Sport Board due to a once-off increase in receipts in 2005-06.

Major variations between the 2005-06 Estimated Result and the 2006-07 Budget for operating payments include: • an increase of $11.9 million in intra-government transfers to the Community Emergency Services

Fund inclusive of remissions, pensioner concessions and levy payments by private and government owners of fixed property. The increase is reflective of a rise in levy receipts from property holders, mainly due to growth in capital values, and an increase in remission receipts;

• an increase of $11.1 million mainly due to delayed timing of anticipated industry assistance payments from the Industry Investment Attraction Fund, the Structural Adjustment Fund for South Australia and the Strategic Industry Support Fund;

• a reduction of $3.7 million for the South Australian Motor Sport Board due to a once-off increase in expenditure in 2005-06;

• a reduction of $1.4 million in intra-government transfers to the Local Government Disaster Fund to reflect once-off expenditure in 2005-06 on claims relating to damage sustained by councils as a result of flooding; and

• an increase of $1.9 million in other payments for the Industry Financial Assistance Deposit Account to reflect revised estimates for payroll tax refunds and remissions.

3.40

3.41

Portfolio: Justice

Minister for Police Attorney-General Minister for Justice Minister for Multicultural Affairs Minister for Emergency Services Minister for Correctional Services Minister for Road Safety Minister for Consumer Affairs Minister for Gambling

TABLE OF CONTENTS

PORTFOLIO SUMMARY




Portfolio Financial Statements

Income statement...................................................................................................... 4.6

Balance sheet............................................................................................................ 4.7

Statement of changes in equity................................................................................. 4.9

Cash flow statement ................................................................................................. 4.10


Ministerial Offices Resources .............................................................................................. 4.12

Agency Summaries

South Australia Police ........................................................................................................... 4.14

Courts Administration Authority........................................................................................... 4.46

State Electoral Office ............................................................................................................ 4.70

Attorney-General’s Department ............................................................................................ 4.86

Department for Correctional Services ................................................................................... 4.130

South Australian Fire and Emergency Services Commission ............................................... 4.144

South Australian Metropolitan Fire Service.......................................................................... 4.160

Country Fire Service ............................................................................................................. 4.174

State Emergency Service....................................................................................................... 4.188

PORTFOLIO: JUSTICE



South Australia Police 1. Public Order 1.1 Police Response Services

1.2 Event Management

2. Crime Prevention 2.1 Crime Prevention — the person

2.2 Crime Prevention — property

2.3 Crime Prevention — illegal drug activity

2.4 Community Programs and Education

3. Road Safety* 3.1 Road Use Regulation 3.2 Road Use Education 3.3 Vehicle Collision

Prevention

4. Emergency Response and Management

4.1 Emergency Response 4.2 Emergency

Management and Coordination

The Hon. Paul Holloway Minister for Police * The Hon. Carmel Zollo, Minister for Road Safety also has responsibility for Road Safety across agency programs

5. Criminal Justice Services

5.1 Criminal Justice Services

5.2 Custodial Services

Courts Administration Authority

1. Court and Tribunal Case Resolution Services

1.1 Criminal Jurisdiction 1.2 Specialist Courts 1.3 Civil Jurisdiction 1.4 Coroner

The Hon. Michael Atkinson Attorney-General Minister for Justice Minister for Multicultural Affairs 2. Alternative Dispute

Resolution Services Nil

3. Penalty Management Services

3.1 Criminal Jurisdiction 3.2 Civil Jurisdiction

State Electoral Office 1. Electoral Services 1.1 Parliamentary Electoral Services

1.2 Non-parliamentary Electoral Services

Attorney-General’s Department

1. Policy Advice and Legal Services

1.1 Crown Solicitor 1.2 Public Prosecutions 1.3 Parliamentary Counsel 1.4 Solicitor-General

4. Multicultural Services 4.1 Multicultural Services and Advice

4.2 Interpreting and Translating Services

5. Equal Opportunity 5.1 Education Services 5.2 Complaint Services

6. Police Complaints Authority

Nil

7. Ombudsman Services Nil

8. Crime Prevention Nil

4.1

MINISTERIAL RESPONSIBILITIES (continued)


9. Crime Statistics Nil The Hon. Michael Atkinson continued 10. Justice Portfolio

Services Nil

11. Guardianship Services

Nil

Department for Correctional Services

1. Rehabilitation and Reparation

Nil

2. Custodial Services Nil

The Hon. Carmel Zollo Minister for Emergency Services Minister for Correctional Services Minister for Road Safety

3. Community Based Services

Nil

South Australian Fire and Emergency Services Commission

1. Fire and Emergency Services Strategic and Corporate Support

1.1 Strategic Services 1.2 Support Services

South Australian Metropolitan Fire Service

1. South Australian Metropolitan Fire Service

1.1 Prevention and Community Preparedness Services

1.2 Operational Preparedness Services

1.3 Response Services 1.4 Recovery Services

Country Fire Service 1. Country Fire Service 1.1 Prevention Services — community risk reduction

1.2 Preparedness Services 1.3 Response Services 1.4 Recovery Services

State Emergency Service 1. State Emergency Service

1.1 Prevention Services 1.2 Preparedness Services 1.3 Emergency Incident

Response Management 1.4 Recovery Services


2. Consumer and Business Affairs

2.1 Residential Tenancies 2.2 Births, Deaths and

Marriages 2.3 Business and

Occupational Services 2.4 Legal Enforcement and

Policy 2.5 Consumer Affairs 2.6 Education and

Information Services

The Hon. Jennifer Rankine Minister for Consumer Affairs

3. Liquor Regulatory Services

Nil

The Hon. Paul Caica Minister for Gambling


12. Gambling Regulatory Services

Nil

4.2

Administered Items

In addition to the above responsibilities the Portfolio administers the following items on behalf of Ministers.


• Agents Indemnity Fund

• Bodies in the Barrel Case

• Child Abuse Program

• Children in State Care Inquiry

• Companies Liquidation Account

• Compensation — Companies Regulation

• Computer Aided Dispatch

• Consumer Credit Fund

• Contribution to the Legal Services Commission for Legal Aid

• Cooperatives Liquidation Account

• Crown Solicitor’s Trust Account

• Expensive State Criminal Cases

• HIH fund

• Kapunda Road Royal Commission

• Legal Practitioners Act Fund

• Payment of Liquor Subsidies to Licensees

• Portfolio Radio and Telecommunications

• Private Plated Vehicle Contribution

• Provision of State Rescue Helicopter Services

• Racing Services

• Remission of Fees and Charges

• Residential Tenancies Trust Account

• Retail Shop Leases Trust Account

• Second Hand Motor Vehicles Dealers Compensation Fund

4.3

• Special Acts - Ministerial salary and allowances, Statutory Officer salaries (Ombudsman and Solicitor-General)

• Taxation Receipts (Casino, Gaming, Lottery Licences)

• Unclaimed salaries and wages

• Victims of Crime Fund

• Wangary Coronial Inquest

• War Graves

Courts Administration Authority

• Court Fees and Fines

• Judicial Salaries and Expenses

• Probate Fees

• Transcript Fees and Expenses

South Australian Fire and Emergency Services Commission

• Community Emergency Services Fund

South Australia Police

• Exhibit Monies

• Grant to the Australian Crime Prevention Council

• Grant to Safer Communities Australia Inc

• National Crime Authority secondments /references

• Statutory Officer salaries (Police Commissioner)

• Revenue from Expiation Notices

• SA Water Corporation — water rate concession for emergency services

• Unclaimed Monies

State Electoral Office

• Electoral Boundaries Commission

• Statutory Officer salaries (Electoral Commissioner and Deputy Electoral Commissioner)

Statutes


4.4




2005-06 Budget(a)

2004-05 Actual

$000 $000 $000 $000 South Australia Police 520 671 486 124 491 458 448 385

Courts Administration Authority 74 464 70 241 68 123 65 087

State Electoral Office 1 940 10 107 9 671 2 518

Attorney-General’s Department 67 140 70 524 68 794 60 980

Department for Correctional Services 142 281 137 686 133 855 133 527

South Australian Fire and Emergency Services Commission 11 317 11 478 11 028 1 585

South Australian Metropolitan Fire Service 88 264 83 144 81 475 82 540

Country Fire Service 46 966 50 313 49 359 49 269

State Emergency Service 9 960 10 985 11 393 9 778

Total 963 003 930 602 925 156 853 669

Footnote (a) There is a variation between the 2005-06 Budget presented above and 2005-06 Budget published in the 2005-06 Portfolio Statements. This variation relates to a reorganisation in the Emergency Services sector, which resulted in the creation of the South Australian Fire and Emergency Services Commission and the State Emergency Service as separate entities in 2005-06.




2005-06 Budget

2004-05 Actual

$000 $000 $000 $000 South Australia Police 23 627 11 343 18 662 11 489

Courts Administration Authority 7 519 5 570 5 675 1 265

State Electoral Office — 100 100 —

Attorney-General’s Department 786 742 976 1 755

Department for Correctional Services 9 451 4 075 5 875 9 375

South Australian Fire and Emergency Services Commission 89 87 — —

South Australian Metropolitan Fire Service 9 273 9 921 11 435 11 668

Country Fire Service 12 651 10 063 10 098 12 770

State Emergency Service 2 686 3 640 3 327 4 472


4.5

JUSTICE


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Expenses

Employee benefits and costs — Salaries, wages, annual and sick leave ..................................... 603 188 580 852 569 575 510 323 Long service leave .................................................................... 19 894 18 854 17 627 24 050 Payroll tax ................................................................................ 37 091 35 473 35 233 32 724 Superannuation ......................................................................... 77 895 71 328 66 523 63 944 Other ......................................................................................... 4 786 8 109 7 082 34 562Supplies and services — General supplies and services .................................................. 264 483 258 654 270 240 237 008 Consultancy expenses .............................................................. 689 912 489 735Depreciation and amortisation ..................................................... 46 963 44 489 45 649 40 889Borrowing costs ............................................................................ 1 251 1 299 1 515 2 160Grants and subsidies ..................................................................... 11 921 11 443 11 189 11 640Intra government transfers ........................................................... 1 314 1 466 1 044 2 216Other expenses ............................................................................. 4 325 4 836 4 543 7 620

Total expenses .............................................................................. 1 073 800 1 037 715 1 030 709 967 871

Income

Commonwealth revenues ............................................................. 4 886 4 289 5 302 4 652Intra government transfers ........................................................... 218 546 215 385 197 921 184 778Other grants .................................................................................. — — 27 765Fees, fines and penalties ............................................................... 32 885 29 588 29 199 30 497Sales of goods and services .......................................................... 56 939 56 752 54 165 43 268Interest revenues ........................................................................... 738 3 906 3 553 7 479Net gain or loss from disposal of assets ....................................... 934 609 609 -376Resources received free of charge ................................................ — — — 8 873Other income ................................................................................ 6 801 6 496 20 395 26 551

Total income ................................................................................. 321 729 317 025 311 171 306 487



Income — Appropriation ........................................................................... 753 417 707 317 720 470 623 411 Other income ............................................................................ — 9 336 — 30 547Expenses — Tax equivalent .......................................................................... 131 126 126 182 Cash alignment ......................................................................... 472 5 679 — 14 626


Net result ...................................................................................... 743 -9 842 806 -22 234

4.6

JUSTICE

Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Assets

Current assets

Cash and cash equivalents ............................................................ 125 198 133 119 111 420 133 303Receivables ................................................................................... 15 645 15 860 19 285 17 224Inventories .................................................................................... 881 876 970 871Other current assets ...................................................................... 2 553 2 469 3 095 2 396


Non current assets

Land and improvements ............................................................... 553 055 538 045 528 057 528 745Plant and equipment ..................................................................... 164 308 159 561 163 140 151 168Heritage assets .............................................................................. 621 621 621 621Other non-current assets ............................................................... 103 103 101 103


Total assets ................................................................................... 862 364 850 654 826 689 834 431

Liabilities

Current liabilities

Payables ........................................................................................ 51 965 51 260 52 040 49 006Short-term borrowings ................................................................. 200 200 3 5 426Employee benefits — Salaries and wages ................................................................... 13 278 12 683 10 292 12 131 Sick leave ................................................................................. — — 1 — Annual leave ............................................................................. 36 246 35 588 29 614 34 163 Long service leave .................................................................... 12 067 11 477 10 082 10 726 Superannuation ......................................................................... — — 12 — Other ......................................................................................... 666 433 634 -8Short-term provisions ................................................................... 16 271 15 740 15 333 14 883Other current liabilities ................................................................. 3 267 3 179 2 638 3 441



Long-term borrowings .................................................................. 21 054 21 876 22 367 22 698Long-term employee benefits — Annual leave ............................................................................. 2 220 2 220 1 489 2 220 Long service leave .................................................................... 142 182 135 781 125 038 127 251 Superannuation ......................................................................... — — 9 — Other ......................................................................................... 16 8 12 — Long-term provisions ................................................................... 78 805 76 575 67 610 73 062Other non-current liabilities ......................................................... 17 421 1 346 823



Net assets ...................................................................................... 484 110 483 213 488 169 478 609

4.7

JUSTICE

Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Equity

Contributed capital ....................................................................... 3 294 3 140 9 396 6 256Retained earnings ......................................................................... 318 857 318 114 329 919 312 212Asset revaluation reserve ............................................................. 161 842 161 842 148 740 160 024Other reserves ............................................................................... 117 117 114 117

Total equity .................................................................................. 484 110 483 213 488 169 478 609


4.8

JUSTICE


Contributedcapital

$000

Assetrevaluation

reserve

$000

Retainedearnings

$000

Total

$000

Balance at 30 June 2005 ............................................................... 6 256 160 592 328 098 494 946Adjustments .................................................................................. — — -25 -25

Restated balance at June 2005 ...................................................... 6 256 160 592 328 073 494 921

Net gain/loss on revaluation of property, plant and equipment during 2005-06 ............................................................................ — — — — Net changes in reserves ................................................................ — 1 250 — 1 250

Net income/expense recognised directly in equity for 2005-06 ... — 1 250 — 1 250Net result after restructure for 2005-06 ........................................ — — -9 842 -9 842

Total recognised income and expense for 2005-06 — 1 250 -9 842 -8 592

Equity contributions from SA Government ................................. 3 140 — — 3 140Repayment of equity contributions from SA Government .......... -6 256 — — -6 256







4.9

JUSTICE


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash outflows

Employee payments ..................................................................... 734 504 706 000 687 803 619 809Supplies and services ................................................................... 264 926 259 297 270 460 235 243Borrowing costs ............................................................................ 1 251 1 299 1 515 2 156Grants and subsidies ..................................................................... 11 921 11 443 11 189 11 640Net GST paid ................................................................................ — — — 31 623Intra government transfers ........................................................... 1 314 1 466 1 044 2 216Other payments ............................................................................ 1 353 1 413 1 099 1 686

Cash used in operations ................................................................ 1 015 269 980 918 973 110 904 373

Cash inflows

Intra government transfers ........................................................... 218 546 215 385 197 921 184 778Commonwealth receipts ............................................................... 4 886 4 289 5 302 3 407Other grants .................................................................................. — — 27 25Fees, fines and penalties ............................................................... 32 885 29 588 29 199 30 501Sales of goods and services .......................................................... 56 733 56 295 53 824 36 671Interest received ........................................................................... 942 3 931 3 578 7 480Net GST received ......................................................................... — — — 31 140Other receipts ............................................................................... 6 951 8 613 20 548 31 029


SA GOVERNMENT:

Appropriation ............................................................................... 753 417 707 317 720 470 623 411Other receipts ............................................................................... — 9 336 — 30 547Payments — Tax equivalents ........................................................................ 131 126 126 169 Cash alignment ......................................................................... 472 5 679 — 14 626




Cash outflows



Cash inflows

Proceeds from sale of property, plant and equipment .................. 296 3 275 3 275 1 221

Cash generated from investing activities ..................................... 296 3 275 3 275 1 221


4.10

JUSTICE


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash outflows

Repayment of borrowings ............................................................ — 5 226 5 226 — Repayment of SA Government contributed capital ..................... — 6 256 — 18 813Finance lease payments ................................................................ 777 777 777 735

Cash used in financing activities .................................................. 777 12 259 6 003 19 548

Cash inflows

Capital contributions from Government ...................................... 154 3 140 3 140 — Proceeds from borrowings ........................................................... — — 147 —


Net cash provided by (+) / used in (-) financing activities ........... -623 -9 119 -2 716 -19 548

Net increase (+) / decrease (-) in cash equivalents ....................... -7 921 -3 354 2 044 -6 828



4.11

WORKFORCE SUMMARY




2004-05 Actual

South Australia Police 5 293.0 5 087.6 4 926.5

Courts Administration Authority 762.7 743.4 663.7

State Electoral Office 26.0 26.0 26.0

Attorney-General’s Department 1 072.6 1 082.0 1 032.6

Department for Correctional Services 1 435.6 1 412.4 1 351.4

South Australian Fire and Emergency Services Commission(a) 113.0 113.0 —

South Australian Metropolitan Fire Service 823.5 817.5 804.6

Country Fire Service 107.0 107.0 71.9

State Emergency Service 35.0 35.0 34.0

Total 9 668.4 9 423.9 8 910.7

Footnote (a) On 1 October 2005 the Fire and Emergency Services Act 2005 was proclaimed, initiating a reorganisation in the Emergency Services sector and the creation of the South Australian Fire and Emergency Services Commission and the State Emergency Service as separate entities in 2005-06. This resulted in the transfer of staff in the Emergency Services Administrative Unit to other entities under the new Emergency Services structure.

MINISTERIAL OFFICES RESOURCES


Cost of provision FTEs $000

The Hon. Michael Atkinson 1 329 11.0

The Hon. Carmel Zollo 1 133 10.5

4.12

4.13

TABLE OF CONTENTS

AGENCY: SOUTH AUSTRALIA POLICE

Objective ......................................................................................................................................... 4.15




Program Information



Sub-program Statements and Performance Criteria.............................................................. 4.19



Balance sheet......................................................................................................................... 4.34








4.14

Portfolio: Justice

Agency: South Australia Police

Objectives

To prevent crime, uphold the law, preserve the peace, assist the public in emergency situations, coordinate and manage emergency incidents, regulate road use and prevent vehicle collisions.


Targets 2006-07 Highlights 2005-06 • Commence recruiting 400 extra police over four years • Continue the Rural Highway Saturation Management Plan to

increase rural road safety • Implement the SAPOL Road Safety Strategy • Commence random drug testing of drivers • Complete Golden Grove and Aldinga police stations • Take delivery of a new police response aircraft • Commence the upgrade of Christies Beach police station • Develop and implement strategies for the broader use of

volunteers in SAPOL • Implement SAPOL’s Domestic Violence Strategy and Policing

model • Host the Australasian Neighbourhood Watch Conference in

October 2006 • Implement a new Internet site for SAPOL • Implement changes to the DNA management system to provide

better linkages with Forensic Science South Australia and meet new legislative requirements

• Commence adaptation of SAPOL systems to exchange information with national CrimTrac systems Minimum Nationwide Person Profile and Australian National Child Offender Register

• Host the International Emergency Management Conference and Exhibition at the Adelaide Convention Centre in March 2007

• Host the World Police and Fire Games in Adelaide in March 2007

• Host the Australasian Police Ministers’ Council in November 2006

• Recruited 200 additional police • Continued implementation of the Road Safety Reform Strategies • Introduction of the SAPOL Road Safety Strategy 2006-2010 • Implemented the Rural Highway Saturation Management Plan • Completed new police stations at Berri, Port Lincoln, Mount

Barker, Gawler and Victor Harbor • Maintained a permanent police presence within the Anangu

Pitjantjatjara Yankunytjatjara (APY) Lands • Continued to work with Justice agencies, Northern Territory and

Western Australian Police on the Cross Border Justice Project to coordinate policing services within the Ngaanyatjarra Pitjantjatjara Yankunytjatjara Lands

• Operation Nomad successfully reduced the instances of bushfires while increasing the number of offenders apprehended for fire-related offences

• Participated in the CrimTrac Police Reference System (CPRS) program to improve operational access to nationwide information

• Developed a SAPOL Domestic Violence Strategy • Continued implementation of SAPOL IT Architectures

integration program (transition to new technology) • Enhanced Mobile Data Terminal application • Documented business processes to contribute to a Shared Justice

Bail Management System • Held a Celebrating Success – Leadership Forum for women in

SAPOL • Completed management of DNA samples Phase 2 • South Australia and Victoria were the primary hosts for

Mercury ‘05, the largest multi-jurisdictional national counter terrorist exercise held in Australia to date

• Hosted the International Police Tattoo in May 2006 at the Adelaide Entertainment Centre

• Hosted the Australasian Police Ministers’ Council in June 2006

4.15



2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000 1. Public Order ............................................................. 172 077 162 044 180 927 163 789 2. Crime Prevention...................................................... 184 466 170 724 158 760 146 413 3. Road Safety .............................................................. 61 865 57 292 49 359 42 136 4. Emergency Response and Management ................... 37 224 35 311 38 185 37 492 5. Criminal Justice Services ......................................... 65 039 60 753 64 227 58 555

Total 520 671 486 124 491 458 448 385

4.16




2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

New Works

Additional Police Shopfronts......................................... 450 — — — Christies Beach Police Complex - Accommodation Consolidation................................................................. 500 — — —

Expiation Notices Branch Systems Enhancements........ 436 — — — Refurbish PSSB Security Control Centre ...................... 625 — — — Recruit 400 .................................................................... 2 179 — — —

Total New Works.............................................................. 4 190 — — —

New Works Carried Forward

APY Lands Police Station Upgrades ............................. 1 000 — — — Replacement Aircraft..................................................... 4 700 — 4 700 —

Total New Works Carried Forward ............................... 5 700 — 4 700 —

Works in Progress

National Exchange — Police Data ................................ 2 282 115 1 655 — Counter terrorism and state disaster response................ — 255 — 956 Golden Grove, Para Hills and Aldinga Police Stations .......................................................................... 1 810 4 387 4 345 5 Livescan fingerprint scanning technology ..................... — — — 1 230 Road safety reform ........................................................ — — — 308 Mobile data terminals .................................................... 734 847 1 424 2 673 Call centre ..................................................................... — — — 199 Road Safety and Speed Detector Equipment ................. 2 175 657 — — Australian National Child Offender Registry ................ 352 6 329 142 Portfolio radio and telecommunications ........................ — — 779 — Human Resource Management Information System ..... 217 661 824 698

Total Works in Progress .................................................. 7 570 6 928 9 356 6 211

Minor Works

Annual programs ........................................................... 6 167 4 415 4 606 5 278

Total Minor Works .......................................................... 6 167 4 415 4 606 5 278


4.17


Program Information

Program 1: Public Order

Description/Objective: Provision of police services to the community, the investigation and management of public order offences and the management of major events in the State. The outcome is a community that is reassured and protected from crime and disorder, making South Australia a safe place to live, visit and conduct business.


Program 1: Public Order 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 147 776 140 562 150 792 146 928 Supplies and services .......................................... 33 730 31 720 36 872 29 087 Depreciation and amortisation............................. 3 655 3 132 4 589 3 887 Other ................................................................... 1 146 1 323 2 352 2 035

Total expenses.................................................... 186 307 176 737 194 605 181 937

Income Sale of goods and services................................... 11 040 11 279 10 187 12 316 Fees, fines and penalties...................................... 2 867 2 757 2 757 2 691 Commonwealth revenue...................................... — — — 758 Other ................................................................... 323 657 734 2 383

Total income ...................................................... 14 230 14 693 13 678 18 148


4.18


Sub-program: 1.1 Police Response Services This sub-program includes providing accessible customer-focused police station services, providing a responsive, visible and accessible police presence through directed patrols and targeting public order offences, such as street offences. By providing services that protect the public from crime and disorder, SAPOL contributes positively to the economic, social and cultural security and well-being of the South Australian community.

2006-07 Budget


2005-06 Budget

2004-05 Actual



Providing accessible police services through initiatives such as the 131 444 police assistance telephone number, and taking Police Incident Reports (PIR) at the Call Centre, continues to provide an efficient means of responding to calls for police assistance. The increased level of community satisfaction with police reflects SAPOL's problem-solving approach in providing an accessible and responsive police service.



2005-06 Target

2004-05 Actual

No. of police patrol taskings in the metropolitan area

— 319 101 — 304 169

% of Call Centre calls answered within 10 seconds(a)

≥90% Target achieved

≥90% Target achieved

No. of PIRs taken by the Call Centre as a % of all PIRs recorded by police

— 22.1% — 22.0%

No. of offences against public order recorded per 100 000 head of population

≥3 591.8 3 420.8 ≥3 361.6 3 200.9

No. of operational stations 139 136 ≥137 136

Level of community satisfaction with police services

≥75.0% 74.7% ≥73.0% 68.4%

No. of priority B taskings in the metropolitan area(a)

— 233 934 — 221 911

Footnotes (a) These indicators were formerly reported under sub-program 4.1

Sub-program: 1.2 Event Management This sub-program includes policing of sporting and other public events, policing public demonstrations and providing protective security for dignitaries and other public figures to ensure that order and safety are maintained.

2006-07 Budget


2005-06 Budget

2004-05 Actual



Police management of events continues to maintain community order thereby providing public safety.



2005-06 Target

2004-05 Actual

No. of special, major and local events planned and managed by police — 961 — 1 301

No. of close personal protection taskings conducted by Special Task and Rescue (STAR) Group

— 29 — 20

4.19


Program Information

Program 2: Crime Prevention

Description/Objective: Provision of crime prevention services through the investigation and management of crimes against the person and property and illegal drug activity together with community programs and education. The outcome is that the incidence and effects of crime are reduced, making South Australia a safe place to live, visit and conduct business.


Program 2: Crime Prevention 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 146 596 137 799 128 375 124 487

Supplies and services .......................................... 35 149 32 375 28 264 24 620

Depreciation and amortisation............................. 3 757 3 214 3 211 2 743

Other ................................................................... 1 136 1 297 2 002 1 722

Total expenses.................................................... 186 638 174 685 161 852 153 572

Income

Sale of goods and services................................... 1 431 2 917 2 106 652

Fees, fines and penalties...................................... 415 399 399 389

Commonwealth revenue...................................... — — — 367

Other ................................................................... 326 645 587 5 751

Total income ...................................................... 2 172 3 961 3 092 7 159


4.20


Sub-program: 2.1 Crime Prevention — the Person This sub-program includes targeting crimes against the person such as robbery, serious assault and sexual offences. The aim is to achieve a reduction in the incidence and effects of crimes against the person.

2006-07 Budget


2005-06 Budget

2004-05 Actual



While some sub-categories recorded slight increases for the 2005-06 Estimated Result, other sub-categories continued to decrease. The overall result shows a flat trend for the rate of crimes against the person.



2005-06 Target

2004-05 Actual

No. of recorded offences against the person as reported by/on behalf of victims per 100 000 head of population

≤1 331.6 1 401.6 ≤1 339.9 1 399.9

No. of recorded homicide and related offences as reported by/on behalf of victims per 100 000 head of population

≤5.28 5.56 ≤4.30 5.14

No. of recorded assaults as reported by/on behalf of victims per 100 000 head of population ≤958.2 1 008.6 ≤948.9 988.7

No. of recorded sexual assaults as reported by/on behalf of victims per 100 000 head of population ≤135.7 142.8 ≤145.7 149.3

No. of recorded robberies as reported by/on behalf of victims per 100 000 head of population ≤71.9 75.7 ≤70.8 76.7

No. of offences against the person detected by police and recorded on Apprehension Report ≥9 296 8 854 ≥8 788 8 372

% of the community who think physical assault in a public place is a problem in their neighbourhood

<34.8% 34.8% ≤41.0% 37.3%

% of the community who think sexual assault is a problem in their neighbourhood <30.2% 30.2% ≤36.0% 31.9%

4.21

Sub-program: 2.2 Crime Prevention — property This sub-program includes targeting crimes against property such as serious criminal trespass, theft of and from motor vehicles. The aim is to achieve a reduction in the incidence and effects of crimes against property.

2006-07 Budget


2005-06 Budget

2004-05 Actual



The overall result shows a reduction in the rate of recorded offences against property.



2005-06 Target

2004-05 Actual

No. of recorded offences against property as reported by/on behalf of victims per 100 000 head of population

≤ 8 712.4 9 170.9 ≤9 563.4 9 903.3

No. of recorded theft offences (excluding theft of motor vehicle) as reported by/on behalf of victims per 100 000 head of population

≤3 922.7 4 129.1 ≤4 221.5 4 394.2

No. of recorded motor vehicle thefts/illegal use of motor vehicles as reported by/on behalf of victims per 100 000 head of population

≤493.8 519.8 ≤650.5 660.8

No. of recorded serious criminal trespass offences as reported by/on behalf of victims per 100 000 head of population

≤1 480.6 1 558.5 ≤1 589.5 1 653.8

No. of recorded property damage offences as reported by/on behalf of victims per 100 000 head of population

≤2 287.6 2 407.9 ≤2 534.4 2 606

No. of recorded deception/manipulation offences as reported by/on behalf of victims per 100 000 head of population

≤240.3 252.9 ≤226.4 239.5

No. of offences against property detected by police and recorded on Apprehension Report ≥20 540 19 562 ≥21 665 20 912

% of the community who think motor vehicle theft is a problem in their neighbourhood <55.6% 55.6% ≤62.0% 58.1%

% of the community who think housebreaking is a problem in their neighbourhood <63.4% 63.4% ≤69.0% 65.8%

4.22

Sub-program: 2.3 Crime Prevention — illegal drug activity This sub-program includes targeting of illegal drug activity through investigating the use, cultivation, manufacture and trafficking of illegal drugs. The aim is a reduction in the incidence and effects of crimes involving illegal drug activity.

2006-07 Budget


2005-06 Budget

2004-05 Actual



The overall result shows an increase in the number of proactive detections of illicit drug offences.



2005-06 Target

2004-05 Actual

No. of illicit drug offences detected by police and recorded on Apprehension Report

≥3 183 3 031 ≥2 895.2 2 623

No. of offences detected by police for sell/trade illicit drugs recorded on Apprehension Report

≥874 832 ≥634.2 588

No. of offences detected by police for produce/manufacture illicit drugs recorded on Apprehension Report

≥1 376 1 310 ≥1 426.6 1 278

No. of Expiation Notices Issued for cannabis offences

≥5 792 5 516 ≥4 617.2 4 806

% of the community who think illegal drugs are a problem in their neighbourhood

<54.3% 54.3% ≤63.0% 58.2%

Sub-program: 2.4 Community Programs and Education Through this sub-program SAPOL works together with other agencies and the community to ensure effective crime reduction strategies through shared problem solving approaches. The aims are a reduction in the incidence and fear of crime.

2006-07 Budget


2005-06 Budget

2004-05 Actual



By working together with the community, SAPOL has increased support for Watch groups and continued support for other community programs, which has resulted in a high rating of community satisfaction with police support of community programs.



2005-06 Target

2004-05 Actual

No. of participants attending Blue Light functions ≥50 000 54 352 ≥50 000 58 713

No. of active Watch groups ≥571 560 ≥560 548

No. of Watch areas launched/relaunched ≥10 12 ≥12 6

No. of calls to BankSA Crime Stoppers ≥15 900 15 147 ≥17 000 18 643

Ratio of apprehensions to actions sent out by Crime Stoppers — 1:8.3 n.a.(a) n.a.(a)

% of the community who are satisfied with police support of community programs ≥75.0% 78.4% ≥77.3% 74.6%

Footnotes (a) This is a new performance indicator.

4.23


Program Information

Program 3: Road Safety

Description/Objective: Provision of road safety services such as the regulation of road use, road use education, and vehicle collision prevention. The outcomes are improved road safety and efficient traffic movement. This provides personal and economic benefits to the community, making South Australia a safe place to live, visit and conduct business.


Program 3: Road Safety 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000



Depreciation and amortisation............................. 1 386 1 174 1 410 1 089

Other ................................................................... 388 445 591 636

Total expenses.................................................... 64 165 60 346 51 462 45 854

Income

Sale of goods and services................................... 2 180 2 829 1 907 2 983


Other ................................................................... 120 225 196 622

Total income ...................................................... 2 300 3 054 2 103 3 718


4.24


Sub-program: 3.1 Road Use Regulation This sub-program includes targeted, directed and general traffic patrols, operating speed cameras and random mobile and static breath testing stations, and controlling traffic at incidents and special events. The aims are increased detection of drivers exceeding speed limits and/or affected by alcohol and other drugs, improved driver behaviour and efficient traffic movement.

2006-07 Budget


2005-06 Budget

2004-05 Actual



SAPOL has continued to take a proactive, problem-solving approach to road safety issues. Examples include targeted operations during Christmas 2005 and Easter 2006 combined with traffic enforcement and driver education to improve driver behaviour. Activities including speed detection, random breath testing and enhancing community awareness through enforcement of road traffic legislation aim to reduce the number of offending road users.



2005-06 Target

2004-05 Actual

No. of traffic offences detected by police and recorded on Apprehension Report

≥64 909 61 818 ≥67 586.4 63 830

No. of drink driving related offences detected by police and recorded on Apprehension Report

≥9 097 8 664 ≥7 991.2 7 835

No. of speed detection hours (mobile cameras, mobile radars and lasers)

≥125 000 114 090 ≥80 678 122 460

No. of traffic offences issued on Expiation Notices

406 000 359 279 508 000 383 407

No. of Random Breath Tests conducted ≥600 000 665 455 ≥600 000 669 840

No. of detections as a % of no. of vehicles passing speed cameras

≤0.75% 0.75% 1.16% 0.99%

Static Random Breath Test (RBT) detection rate as a % of the no. of drivers tested

≤0.50% 0.71% 0.59% 0.63%

Mobile RBT detection rate as a % of the no. of drivers tested

3.32% 3.32% 3.15% 2.99%

Sub-program: 3.2 Road Use Education This sub-program includes educating the public on the dangers of drink driving, drug driving, speed and inattention. This raises the awareness of all motorists of their responsibilities for themselves and other vulnerable road users such as students, pedestrians and cyclists. The aims are improved road safety and driver awareness.

2006-07 Budget


2005-06 Budget

2004-05 Actual



SAPOL has contributed to educating road users through conducting road use and road safety programs and contributing to road safety awareness campaigns.



2005-06 Target

2004-05 Actual

No. of sessions conducted by Traffic Training and Promotion Section

≥1 100 1 158 ≥1 100 1 182

No. of traffic cautions issued as recorded on Expiation Notice

— 20 296 — 20 520

4.25

Sub-program: 3.3 Vehicle Collision Prevention This sub-program includes promoting road safety through the media, attending and investigating vehicle collisions, collecting and analysing data, and conducting research on the reasons for major vehicle collisions. The aims are the maintenance of high quality vehicle collision investigation capacity to support efficient traffic movement and reduction in vehicle collisions.

2006-07 Budget


2005-06 Budget

2004-05 Actual



SAPOL has taken a problem-solving approach to vehicle collision prevention. Peak casualty crash times and ‘hot spot’ locations have been identified and targeted through traffic operations. This approach has been complemented by road use education and regulation to improve road safety.



2005-06 Target

2004-05 Actual

No. of casualty crashes (including fatal crashes) per 100 000 head of population

≤357 387.6 ≤435.3 412.02

Number of drivers treated at hospital following a casualty crash recording a blood alcohol concentration exceeding the prescribed concentration of alcohol

≤286 341 ≤286 428

No. of crashes attended by police in the metropolitan area as recorded by Police Communications Centre

— 9 505 — 9 474

No. of corporate/state-wide traffic operations 12 12 8 8

4.26


Program Information

Program 4: Emergency Response and Management

Description/Objective: Provision of rapid and effective management and response services to reduce the incidence and effects of emergencies, thereby maximising the capacity to receive and manage calls for assistance. The outcome is that the effects on individuals and the community from emergency and disaster situations are minimised, making South Australia a safe place to live, visit and conduct business.


Program 4: Emergency Response and Management

2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs .............................. 26 979 25 670 27 812 27 172


Depreciation and amortisation............................. 847 732 1 107 958

Other ................................................................... 209 242 434 613

Total expenses.................................................... 37 224 35 311 38 185 37 492

Total income ...................................................... — — — —


4.27


Sub-program: 4.1 Emergency Response This sub-program includes receiving and managing calls for assistance, and responding quickly, efficiently and effectively to emergencies. The aim is timely assistance in times of emergency.

2006-07 Budget


2005-06 Budget

2004-05 Actual



SAPOL continues to manage calls for assistance, to maintain the ability to respond quickly and efficiently to emergency situations.



2005-06 Target

2004-05 Actual

No. of priority A taskings in the metropolitan area

— 85 167 — 82 258

No. of calls received by Call Centre — 332 978 — 328 028

No. of 000 calls presented to police Communications Centre by Telstra

— 119 643 — 108 301

% of priority A taskings responded to within 15 minutes in the metro area

≥65% 69.3% n.a.(a) n.a.(a)

% of 000 calls presented to Police Communications Centre by Telstra answered within 10 seconds

≥90% target achieved ≥90% target achieved


4.28

Sub-program: 4.2 Emergency Management and Coordination Management and coordination of emergency responses, thereby contributing to preparedness for response and mitigation of the effects of emergency and disaster situations. The aim is that the effects on the community from emergency and disaster situations are minimised.

2006-07 Budget


2005-06 Budget

2004-05 Actual



The Police Operations Centre continues to be used for emergency incidents including fires and declared Major Crimes. Joint emergency services exercises continue to ensure a state of preparedness to respond to emergency and disaster situations.



2005-06 Target

2004-05 Actual

No. of emergency incidents in metro area managed by SAPOL

— 54 165 — 53 804

No. of high-risk incidents attended by Special Task and Rescue (STAR) Group

— 126 — 124

No. of search and rescue operations attended by STAR Group

— 335 — 277

No. of times Police Operations Centre activated — 27 — 27

No. of times State Emergency Operations Centre activated

— 6 — 10

% of first responding unit arriving at emergency incident within 15 mins of tasking in metro area

≥65.0% 69.9% n.a.(a) n.a.(a)

No. of joint emergency services exercises conducted

≥ 56 64 ≥ 30 52


4.29


Program Information

Program 5: Criminal Justice Services

Description/Objective: Provision of services that promote public confidence in the judicial system through the enforcement of court orders and execution of warrants, prosecution services, and the safekeeping and supervision of persons in police custody. The outcome is an efficient, effective, safe and fair support service to the judicial system, making South Australia a safe place to live, visit and conduct business.


Program 5: Criminal Justice Services 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000



Depreciation and amortisation............................. 1 164 996 1 210 1 027

Other ................................................................... 414 476 818 637

Total expenses.................................................... 66 011 62 366 65 569 62 020

Income

Sale of goods and services................................... 698 1 221 940 1 142

Fees, fines and penalties...................................... 173 166 166 162


Other ................................................................... 101 226 236 1 974

Total income ...................................................... 972 1 613 1 342 3 465


4.30


Sub-program: 5.1 Criminal Justice Services Provision of effective prosecution services, legislative reform and diversion programs in addition to presentation of evidence in court, coronial enquiries, issuing cautions and protection of witnesses. The aim is to improve levels of confidence in the criminal justice system within South Australia.

2006-07 Budget


2005-06 Budget

2004-05 Actual



Prosecutions finalised by a guilty verdict or guilty plea have continued to increase. Diversionary options continue to be utilised through legislated programs such as the Police Drug Diversion Initiative and other initiatives.



2005-06 Target

2004-05 Actual

No. of Apprehension Reports and application files received at Criminal Justice Sections

— 68 489 ≥69 330 66 145

No. of prosecution charges initiated by police in State courts

— 110 008 ≥133 911 100 579

No. of coronial investigation reports (deaths) submitted by police to the State Coroner’s Office

— 1 311 — 1 229

No. of investigations referred by the State Coroner to SAPOL Coronial Investigation Section

— 85 — 67

No. of drug diversions recorded as part of the Police Drug Diversion Initiative

≥1 795 1 710 ≥1 164 1 358

No. of informal cautions (juvenile) issued ≥4 480 4 267 ≥5 192 4 714

No. of formal cautions (juvenile) issued ≥1 911 1 820 ≥1 800 1 727

No. of family conference referrals (juvenile) by police

≥1 072 1 021 ≥1 034 1 000

% of SAPOL prosecutions which are finalised by a guilty verdict or guilty plea

≥80% 82.5% ≥80% 80.4%

Proportion of juveniles for which an Apprehension Report is created entering into a diversionary conference(a)

— 10.1% — 15.5%

Footnotes (a) Juveniles subject to traffic infringements, traffic cautions, informal cautions and the Police Drug Diversion Initiative are not included in calculating this figure.

4.31

Sub-program: 5.2 Custodial Services This sub-program includes providing a safe environment for all prisoners and visitors to police holding facilities, efficient suspect and offender processing, and bail and warrant processing. The aim is that a safe environment is maintained for persons held in police custody and while being transported by police.

2006-07 Budget


2005-06 Budget

2004-05 Actual



SAPOL has continued to be diligent in providing a safe environment for persons in police custody by undertaking Commissioner’s Inquiries into incidents with serious consequences and implications.



2005-06 Target

2004-05 Actual

No. of prisoners processed through police holding facilities — 31 569 — 28 781

No. of deaths in police custody — 4 — 1

No. of attempted suicides in police custody — 4 — 4

No. of escapes from holding facilities — 0 — 2

No. of Commissioner’s Inquiries for custody-related matters — 7 — 4

4.32

SOUTH AUSTRALIA POLICE


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Expenses

Employee benefits and costs — Salaries, wages, annual and sick leave ..................................... 341 793 325 438 324 440 283 653 Long service leave .................................................................... 11 621 10 953 10 977 16 135 Payroll tax ................................................................................ 21 663 20 449 20 378 18 845 Superannuation ......................................................................... 49 769 44 118 43 937 40 175 Other ......................................................................................... — 943 — 26 066Supplies and services — General supplies and services .................................................. 101 292 94 408 96 526 80 549 Consultancy expenses .............................................................. 105 105 105 105Depreciation and amortisation ..................................................... 10 809 9 248 11 527 9 704Other expenses ............................................................................. 3 293 3 783 3 783 5 643

Total expenses .............................................................................. 540 345 509 445 511 673 480 875

Income

Intra government transfers ........................................................... 53 884 52 644 52 396 53 959Other grants .................................................................................. — — — 740Fees, fines and penalties ............................................................... 3 455 3 322 3 322 3 242Sales of goods and services .......................................................... 15 349 18 246 15 140 17 093Interest revenues ........................................................................... — 1 503 1 503 2 703Net gain or loss from disposal of assets ....................................... 870 250 250 211Resources received free of charge ................................................ — — — 7 076Other income ................................................................................ — — — 1 425

Total income ................................................................................. 73 558 75 965 72 611 86 449



Income — Appropriation ........................................................................... 466 918 427 046 439 438 363 704 Other income ............................................................................ — 1 930 — 26 144Expenses — Tax equivalent .......................................................................... 131 126 126 182 Cash alignment ......................................................................... — 413 — —


Net result ...................................................................................... — -5 043 250 -4 760

4.33


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Assets

Current assets

Cash and cash equivalents ............................................................ 41 191 46 956 37 598 49 376Receivables ................................................................................... 4 831 4 902 4 048 6 652Inventories .................................................................................... 203 203 208 203Other current assets ...................................................................... 1 553 1 542 1 446 1 542


Non current assets

Land and improvements ............................................................... 145 795 141 302 138 632 141 063Plant and equipment ..................................................................... 43 219 34 185 42 560 33 169


Total assets ................................................................................... 236 792 229 090 224 492 232 005

Liabilities

Current liabilities

Payables ........................................................................................ 21 121 20 662 20 417 20 185Short-term borrowings ................................................................. 200 200 — 200Employee benefits — Salaries and wages ................................................................... 9 979 9 528 7 573 9 120 Sick leave ................................................................................. — — 1 — Annual leave ............................................................................. 17 751 17 127 15 599 16 527 Long service leave .................................................................... 7 140 6 891 6 231 6 651 Other ......................................................................................... 268 238 433 — Short-term provisions ................................................................... 10 267 9 753 9 818 9 127Other current liabilities ................................................................. 593 586 123 586



Long-term borrowings .................................................................. — — 200 — Long-term employee benefits — Annual leave ............................................................................. 756 756 — 756 Long service leave .................................................................... 90 017 86 881 78 389 83 866Long-term provisions ................................................................... 49 085 46 853 41 460 44 073



Net assets ...................................................................................... 29 615 29 615 44 248 40 914

Equity

Contributed capital ....................................................................... — — 6 256 6 256Retained earnings ......................................................................... 8 778 8 778 15 337 13 821Asset revaluation reserve ............................................................. 20 837 20 837 22 655 20 837

Total equity .................................................................................. 29 615 29 615 44 248 40 914


4.34



Contributedcapital

$000

Assetrevaluation

reserve

$000

Retainedearnings

$000

Total

$000

Balance at 30 June 2005 ............................................................... 6 256 20 837 13 821 40 914Adjustments .................................................................................. — — — —

Restated balance at June 2005 ...................................................... 6 256 20 837 13 821 40 914




Equity contributions from SA Government ................................. — — — — Repayment of equity contributions from SA Government .......... -6 256 — — -6 256

Estimated balance at 30 June 2006 — 20 837 8 778 29 615


Net income/expense recognised directly in equity for 2006-07 ... — — — — Net result after restructure for 2006-07 ........................................ — — — —

Total recognised income and expense for 2006-07 — — — —



4.35



2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash outflows

Employee payments ..................................................................... 420 903 397 630 395 461 353 347Supplies and services ................................................................... 100 949 94 183 96 301 80 765Net GST paid ................................................................................ — — — 10 006Other payments ............................................................................ — — — 120


Cash inflows

Intra government transfers ........................................................... 53 884 52 644 52 396 53 959Fees, fines and penalties ............................................................... 3 455 3 322 3 322 3 242Sales of goods and services .......................................................... 15 253 18 147 15 041 7 413Interest received ........................................................................... 167 1 503 1 503 2 671Net GST received ......................................................................... — — — 9 923Other receipts ............................................................................... 7 1 849 — 6 631


SA GOVERNMENT:

Appropriation ............................................................................... 466 918 427 046 439 438 363 704Other receipts ............................................................................... — 1 930 — 26 144Payments — Tax equivalents ........................................................................ 131 126 126 169 Cash alignment ......................................................................... — 413 — —




Cash outflows



Cash inflows

Proceeds from sale of property, plant and equipment .................. 161 1 090 1 090 1 165

Cash generated from investing activities ..................................... 161 1 090 1 090 1 165


4.36



2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash outflows

Repayment of SA Government contributed capital ..................... — 6 256 — 18 813

Cash used in financing activities .................................................. — 6 256 — 18 813

Net cash provided by (+) / used in (-) financing activities ........... — -6 256 — -18 813

Net increase (+) / decrease (-) in cash equivalents ....................... -5 765 -2 420 2 240 143



4.37

ADMINISTERED ITEMS FOR SOUTH AUSTRALIA POLICE


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual


Income — Appropriation ........................................................................... 592 6 807 5 547 6 325

Net income from / expenses to SA Government .......................... 592 6 807 5 547 6 325


Intra government transfers ........................................................... — 512 512 1 480Fees, fines and penalties ............................................................... 80 093 56 144 66 185 51 586Sales of goods and services .......................................................... — 1 655 1 655 1 579

Total income from other sources .................................................. 80 093 58 311 68 352 54 645

Total income ................................................................................. 80 685 65 118 73 899 60 970

Expenses

Employee benefits and costs — Salaries, wages, annual and sick leave ..................................... 246 241 241 287Supplies and services — General supplies and services .................................................. 205 6 942 5 732 8 408Grants and subsidies ..................................................................... 141 146 86 81Intra government transfers ........................................................... 3 782 3 330 — 50Other expenses ............................................................................. 76 311 54 469 67 840 62 063

Total expenses .............................................................................. 80 685 65 128 73 899 70 889

Net result ...................................................................................... — -10 — -9 919

4.38


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Assets

Current assets

Cash and cash equivalents ............................................................ 5 996 5 996 3 172 6 006Receivables ................................................................................... 2 653 2 653 1 541 2 653Other current assets ...................................................................... — — 197 —


Non current assets

Plant and equipment ..................................................................... — — 11 116 —

Total non-current assets ............................................................... — — 11 116 —

Total assets ................................................................................... 8 649 8 649 16 026 8 659

Liabilities

Current liabilities

Payables ........................................................................................ 8 427 8 427 4 584 8 427



Net assets ...................................................................................... 222 222 11 442 232

Equity

Retained earnings ......................................................................... 222 222 11 442 232

Total equity .................................................................................. 222 222 11 442 232


4.39



Contributedcapital

$000

Assetrevaluation

reserve

$000

Retainedearnings

$000

Total

$000

Balance at 30 June 2005 ............................................................... — — 232 232Adjustments .................................................................................. — — — —

Restated balance at June 2005 ...................................................... — — 232 232





Estimated balance at 30 June 2006 — — 222 222






4.40



2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash inflows

Intra government transfers ........................................................... — 512 512 792Fees, fines and penalties ............................................................... 80 093 56 144 66 185 51 586Sales of goods and services .......................................................... — 1 655 1 655 3 730


Cash outflows

Employee payments ..................................................................... 246 241 241 287Supplies and services ................................................................... 205 11 524 10 314 8 392Grants and subsidies ..................................................................... 141 146 86 81Intra government transfers ........................................................... 3 782 3 330 — 50Other payments ............................................................................ 76 311 49 887 63 258 49 648


SA GOVERNMENT:

Appropriation ............................................................................... 592 6 807 5 547 6 330

Net cash provided by Government ............................................... 592 6 807 5 547 6 330

Net cash provided by (+) / used in (-) operating activities ........... — -10 — 3 980


Cash outflows

Purchase of property, plant and equipment .................................. — — — 1 270

Cash used in investing activities .................................................. — — — 1 270

Net cash provided by (+) / used in (-) investing activities ........... — — — -1 270

Net increase (+) / decrease (-) in cash equivalents ....................... — -10 — 2 710



4.41





The increase in State Government appropriation includes funding for enterprise bargaining, superannuation, fuel and indexation. In addition investing funds have been received for the replacement of the police aircraft, expenditure for National Exchange – Police Data, purchase of road safety and speed detector equipment, Christies Beach Police complex accommodation consolidation and Anangu Pitjantjatjara Yankunytjatjara (APY) Land police station upgrades. Election commitment funding has been provided for additional police shopfronts in Hallett Cove, Munno Para and the Campbelltown area, DNA testing, purchase of wheel clamps as part of the Hoon legislation initiative and the phasing in of 400 additional police over four years. This is offset to a minor degree by an appropriation reduction to achieve efficiency and cost savings measures from 2006-07.

The increase in 2006-07 Total expenses reflects funding for enterprise bargaining, superannuation, fuel and indexation. Increased expenditure also reflects election commitment funding for DNA testing, purchase of wheel clamps as part of the Hoon legislation initiative and the phasing in of 400 additional police over four years.


The increase in non current assets mainly reflects replacement of an aircraft, expenditure for National Exchange – Police Data, purchase of road safety and speed detector equipment, Golden Grove, Aldinga and Para Hills Police Stations and APY Lands police station upgrades. Election commitments include additional police shopfronts in Hallett Cove, Munno Para and the Campbelltown area and equipment purchases and building works relating to the additional 400 police initiative. This is partly offset by increased depreciation expense.

The increase in liabilities mainly reflects an increase in workers compensation, long service leave and annual leave liabilities.


No major issues.


Revenue and expenditure shifts in the Cash flow statement are consistent with those in the Income statement as outlined above.

The increase in purchase of property, plant and equipment in 2006-07 mainly reflects the replacement of the police aircraft, expenditure for National Exchange – Police Data, purchase of road safety and speed detector equipment, APY Lands police station upgrades and Christies Beach Police complex accommodation consolidation. The increase in 2006-07 also includes election commitment funding for additional police shopfronts in Hallett Cove, Munno Para and the Campbelltown area and equipment purchases and building works associated with the 400 police initiative.

4.42

Administered


The decrease in State appropriation mainly reflects the transfer of the State Rescue Helicopter Service (SRHS) to the Attorney-General’s Department from 2006-07.

The increase in fines and penalties reflects the impact of the Road Safety Reform initiatives, including increased enforcement through additional red light and speed cameras, the rural highway saturation plan and random drug testing.

The decrease in supplies and services expenditure mainly reflects the transfer of SRHS to the Attorney-General’s Department from 2006-07.

The increase in other expenses mainly reflects payments to the consolidated account associated with increased expiation revenue.


No major issues.


No major issues.


Revenue and expenditure shifts in the Cash flow statement are consistent with those in the Income statement as outlined above.



4.43

Additional Information for Administered Items South Australia Police

Cash flow statement

2006-07Budget

2005-06Estimated

Result

2005-06 Budget

2004-05Actual

$000 $000 $000 $000

OPERATING ACTIVITIES: Cash inflows Intra government transfers —

Audio management system .................................................... — — — 293 Helicopter Service.................................................................. — 512 512 499

Fees, fines and penalties — Infringement notice scheme – expiated fee ............................ 76 311 52 814 66 185 49 034 Victims of Crime levy............................................................ 3 782 3 330 — 2 552

Sales of goods and services — Helicopter Service – recovery of costs and sponsorship ........ — 1 655 1 655 1 347 Other Receipts........................................................................ — — — 2 383

Cash generated from operations ................................................... 80 093 58 311 68 352 56 108 Cash Outflows Employee payments —

Commissioner of Police ......................................................... 246 241 241 287 Supplies and services —

National Crime Authority ...................................................... 199 199 199 — Provision of helicopter service............................................... 6 6 743 5 483 5 770 Firearms acquisition / compensation...................................... — — — 43 SA Water – concession for emergency services..................... — — 50 — Audio management system .................................................... — — — 45 Victims of Crime levy............................................................ — 214 214 2 534 Payments to consolidated account.......................................... — 4 368 4 368 —

Grants and subsidies — Crime Prevention Council...................................................... 3 3 3 3 Safer Communities Australia ................................................. 88 93 83 78 SA Water – concession for emergency services..................... 50 50 — —

Intra government transfers — SA Water – concession for emergency services..................... — — — 50 Victims of Crime levy............................................................ 3 782 3 330 — —

Other payments — Payments to consolidated account.......................................... 76 311 49 887 63 258 49 648

Cash used in operations................................................................ 80 685 65 128 73 899 58 458 SA GOVERNMENT:

Expenses for Administered Items .......................................... 592 6 807 5 547 6 330 Net cash provided by Government ............................................... 592 6 807 5 547 6 330 Net cash provided by (+) / used in (-) operating activities....... — -10 — 3 980 INVESTING ACTIVITIES Cash Outflows

Audio management system.................................................... — — — 1 270 Total investing payments.............................................................. — — — 1 270 Net cash provided by investing activities.................................. — — — -1 270

4.44

Additional Information for Administered Items South Australia Police

Cash flow statement

2006-07Budget

2005-06Estimated

Result

2005-06 Budget

2004-05Actual

$000 $000 $000 $000

Net Increase (+) / decrease (-) in cash equivalents ................... — -10 — 2 710 Cash and cash equivalents at the beginning of the financial year .............................................................................................. 5 996 6 006 3 172 3 296 Cash and cash equivalents at the end of the financial year..... 5 996 5 996 3 172 6 006

4.45

TABLE OF CONTENTS

AGENCY: COURTS ADMINISTRATION AUTHORITY

Objective ......................................................................................................................................... 4.47




Program Information

Description / Objective ........................................................................................................ 4.49





Balance sheet......................................................................................................................... 4.59








4.46

Portfolio: Justice

Agency: Courts Administration Authority

Objectives

The South Australian Courts exist to administer justice on behalf of the people of South Australia.

The State Courts Administration Council, directly and through the efforts of all the staff and volunteers of the Courts Administration Authority (CAA), aims to:

• provide administrative support to the courts of this State;

• increase the community’s understanding of the operations of the courts and provide new and increased avenues for community feedback into the operations of the courts;

• improve court facilities and other aspects of dealing with the courts;

• foster an environment and a management framework wherein judicial officers, staff and volunteers can contribute to improved performance of the courts system;

• keep up to date with technological developments and apply those that are appropriate to the improved performance of the courts system; and

• cooperate with other parts of the justice system to improve access to justice and the overall performance of the justice system.


Targets 2006-07 Highlights 2005-06 • Implement recommendations of the Criminal Listings Review • Implement the use of electronic transcripts in the Court of

Criminal Appeal as a cost effective method of improving courtroom and administrative staff efficiency

• Establish Court Assessment and Referral Drug Scheme at Mount Gambier

• Establish the Magistrates Court Diversion program at Murray Bridge

• Introduce a drug intervention program into the Nunga Court at Port Adelaide

• Implement new Supreme Court Civil Rules that came into effect on 4 September 2006

• Establish dedicated court facilities at Amata and Ernabella • Complete the Port Augusta and Port Lincoln Courts

developments

• Established Youth Court Assessment and Referral Drug Scheme • Implemented electronic filing in the Higher Courts • Criminal Listings Review completed and report released • Completed Public Private Partnerships (PPP) Court

developments at Port Pirie, Berri and Victor Harbor • Commenced the Port Lincoln PPP development • Introduced Justices of the Peace to undertake bench duties in

the Magistrates Court of Summary Jurisdiction • Undertook tender appraisal and commenced construction of the

Port Augusta Courts development • Implemented the Coroner’s Act 2003 • Improved closed circuit television facilities in the Supreme

Court for vulnerable witnesses as part of the Layton Report into Child Protection recommendations

• Established regional Magistracy at Berri

4.47



2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

1. Court and Tribunal Case Resolution Services .... 65 503 62 670 60 533 61 014 2. Alternative Dispute Resolution Services ............ 2 421 2 377 2 190 2 299 3. Penalty Management Services............................ 6 540 5 194 5 400 1 774

Total 74 464 70 241 68 123 65 087




2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Works in Progress

Port Augusta Courts Development.......................... 6 824 4 875 5 000 561

Total Works in Progress .......................................... 6 824 4 875 5 000 561

Minor Works.............................................................. 695 695 675 704


4.48


Program Information

Program 1: Court and Tribunal Case Resolution Services

Description/Objective: Fair and just resolution of matters brought before the courts and tribunals, including administrative services which support, and services which resolve matters in the State’s courts and tribunals.


Program 1: Court and Tribunal Case Resolution Services

2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 37 594 37 928 35 020 35 040 Supplies and services .......................................... 23 398 21 113 21 934 22 024 Depreciation and amortisation............................. 4 299 3 805 3 712 4 446 Other ................................................................... 1 356 1 472 1 389 2 029

Total expenses.................................................... 66 647 64 318 62 055 63 539

Income Sale of goods and services................................... 611 603 741 931 Fees, fines and penalties...................................... 465 389 165 211 Other ................................................................... 68 656 616 1 383

Total income ...................................................... 1 144 1 648 1 522 2 525


4.49


Sub-program: 1.1 Criminal Jurisdiction Provides for a fair and just resolution of matters brought before the criminal courts.

2006-07 Budget


2005-06 Budget

2004-05 Actual



The number of Magistrates Appeals finalised includes previously unrecorded finalisations, as a result of data checking. The backlog indicators for all three courts are satisfactory, although the time taken to bring matters to trial in the two higher courts (this figure is not reported separately) is greater than it should be. The courts are currently trying to remedy this.



2005-06 Target

2004-05 Actual

No. of finalisations:(a)

• Court of Criminal Appeal 130 113 160 160

• Magistrates Appeals 175 222 175 162

• Supreme Court(b) 250 226 250 213

• District Court(b) 1 500 1 490 1 750 1 465

• Magistrates Court(c) 75 000 77 689 52 500 68 180

• Youth Court(c) 7 500 8 132 7 500 8 216

Backlog Indicators:(d)

Supreme Court (not including appeals)

No more than 10% of lodgements pending completion are to be more than 12 months old

10% 25% 10% 22%

No lodgements pending completion are to be more than 24 months old

0% 5% 0% 10%

District Court


10% 26% 10% 26%


0% 7% 0% 8%

Magistrates Court


10% 32% 10% 43%


0% 14% 0% 25%

Footnotes (a) Terminology has been amended from previous years and finalisations are now used instead of disposals. The measurement relates to defendants.

(b) Previously reported as combined higher courts criminal. (c) Previously reported as Magistrates Court Criminal (including Youth Court). (d) Backlog indicators have been amended to reflect the indicators used in the Productivity Commission’s Report

on Government Services (ROGS). The figures reported may vary to those reported for ROGS as ROGS does not count all functions performed by the courts.

4.50

Sub-program: 1.2 Specialist Courts Provides for the administration of the Drug Court Program and the Mental Impairment Program. The Drug Court is a diversion program, which targets people with significant drug problems who have committed offences that would otherwise attract terms of imprisonment. The purpose of the Mental Impairment Program is to divert individuals with a mental impairment away from the traditional court processes.

2006-07 Budget


2005-06 Budget

2004-05 Actual



There is a steady increase in referrals to both programs and this is reflected in the rising number of defendants accepted on to the programs. As the Drug Court program has developed, practices have been streamlined and services better targeted to meet the needs of participants, and completion rates in the program have steadily increased. Whether this translates into reduced offending is a question that will require additional research. The introduction of the intervention program amendments to the Criminal Law (Sentencing) Act 1988 enables a magistrate to dismiss a charge if the defendant suffers from a mental impairment and has participated in an intervention program to address related behaviour issues. This has resulted in an increase in the number of people diverted from the traditional court processes in the past six months.



2005-06 Target

2004-05 Actual

Drug Court — no. of offenders accepted on to the program(a)

75 91 70 62

Mental Impairment Court — no. of defendants accepted on to the program(a)

230 259 230 235

Drug Court — % of participants completing the program(b)

40% 40% 40% 40%

Mental Impairment Court — % of participants completing the program(b)

80% 81% 80% 85%

% of people appearing in the Mental Impairment Court who receive an outcome which diverts them from the Criminal Justice System(b)

60% 55% 50% 47%

Footnotes (a) Indicator description updated to better reflect the process. (b) New performance indicator introduced.

4.51

Sub-program: 1.3 Civil Jurisdiction Provides for a fair and just resolution of matters brought before the civil courts.

2006-07 Budget


2005-06 Budget

2004-05 Actual



The Supreme Court performance against the 12 month standard is consistent with the previous year and has improved against the 24 month standard. Although there has been some improvement this year, the ability of the Court to further improve its performance is dependent on many external factors. The ability of the Courts to meet the performance standard is dependent on the number of lodgements. Despite an increase in lodgements of approximately 10% in the District Court, the delay in civil matters has been contained.



2005-06 Target

2004-05 Actual

No. of finalisations:(a)

• Full Court Appeals 75 76 75 50

• Supreme Court 1 300 1 702 1 100 1 352

• Probate(b) 5 000 5 004 4 700 4 719

• District Court (all jurisdictions) 3 500 3 693 2 500 3 419

• Magistrates Civil and Miscellaneous Appeals

75 88 65 66

• Magistrates Court 40 000 41 816 30 000 36 457

Backlog Indicators:(c)

Supreme Court (not including appeals or probate)


10% 20% 10% 20%


0% 7% 0% 10%

District Court (all jurisdictions)


10% 26% 10% 26%


0% 12% 0% 10%

Magistrates Court

% of all civil trial matters determined within 30 weeks of filing for defence

70% 71% 60% 73%

% of all civil trial matters determined within 52 weeks of filing for defence (b)

90% 87% 90% 88%

Footnotes (a) Terminology has been amended from previous years and finalisations are now used instead of disposals, and relates to the number of files finalised.

(b) New Performance Indicator introduced. (c) Backlog indicators for the Supreme Court and District Court jurisdictions have been amended to reflect the

indicators used in the Productivity Commission’s Report on Government Services (ROGS). The figures reported may vary to those reported for ROGS as ROGS does not count all functions performed by the courts.

4.52

Sub-program: 1.4 Coroner Provides for the independent enquiry and investigation of matters relating to the loss of life, disappearance of individuals and injury to people and property from accidents and fires.

2006-07 Budget


2005-06 Budget

2004-05 Actual



The number of finalisations has decreased and the target has not been met due to legislative changes, which have impacted on the number of cases reported to the Coroner. This reduction relates to cases which require minimal resources.



2005-06 Target

2004-05 Actual

No. of finalisations

• Coroner 2 400 2 239(a) 3 500 3 695

Backlog Indicators(b)


10% 29% 10% n.a.(b)


0% 13% 0% n.a.(b)

Footnotes (a) Previously reported data included approximately 2000 cases relating to nursing home deaths for patients with dementia which are no longer required to be reported to the Coroner.

(b) New backlog indicators have been introduced to reflect the indicators used in the Productivity Commission’s Report on Government Services (ROGS) with 2004-05 Actual amounts unable to be measured.

4.53


Program Information

Program 2: Alternative Dispute Resolution Services

Description/Objective: Provision of family conferencing, family care meetings, mediation and negotiation services which are alternative to the formal court process, thereby aiming to provide an alternative means of resolution of matters in dispute.


Program 2: Alternative Dispute Resolution Services

2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 1 909 1 897 1 571 1 895 Supplies and services .......................................... 439 404 518 427 Depreciation and amortisation............................. 12 10 101 7 Other ................................................................... 61 66 — 69

Total expenses.................................................... 2 421 2 377 2 190 2 398

Income Sale of goods and services................................... — — — 5 Other ................................................................... — — — 94

Total income ...................................................... — — — 99


4.54


Program: 2 Alternative Dispute Resolution Services Provides an alternative means of resolution of matters in dispute including family conferencing, family care meetings and mediation and negotiation services. These services are an alternative to formal court processes and therefore provide the community with a cheaper form of dispute resolution.

2006-07 Budget


2005-06 Budget

2004-05 Actual



Alternative dispute resolution services have been provided in an effective and efficient manner. Case flow delays affecting finalisation of family conference matters have been caused by temporary staffing issues, which have now been addressed. There is a steady increase in referrals to Care and Protection and the additional workload has been maintained with extra resources being allocated.



2005-06 Target

2004-05 Actual

Family Conference

No. of youths referred to family conference(a) 1 400 1 429 1 400 1 463

% of family conferences which are resolved without referral to court

98% 95% 98% 98%

% of family conference referrals finalised within eight weeks

80% 65% 80% 80%

Care and Protection(b)

No. of children referred to family care meeting 860 795 800 736

% of family care meetings which result in valid agreements for care and protection of children

75% 77% 75% 80%

% of family care meeting referrals finalised within eight weeks

80% 82% 80% n.a.

Footnotes (a) Indicator description updated to clarify that the indicator is youth referrals. (b) New performance indicators introduced.

4.55


Program Information

Program 3: Penalty Management Services

Description/Objective: Dealing with penalties arising from court orders, the enforcement of court orders, recovery of debts and the administration and execution of warrants, thus managing the finalisation of penalties imposed by the courts.


Program 3: Penalty Management Services 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 7 792 6 235 5 850 2 974 Supplies and services .......................................... 1 846 1 917 2 459 1 520 Depreciation and amortisation............................. 46 41 42 13 Other ................................................................... 156 154 38 38

Total expenses.................................................... 9 840 8 347 8 389 4 545

Income Sale of goods and services................................... 19 18 9 18 Fees, fines and penalties...................................... 3 281 3 135 2 940 2 753 Other ................................................................... — — 40 —

Total income ...................................................... 3 300 3 153 2 989 2 771


4.56


Sub-program: 3.1 Criminal Jurisdiction Management of the finalisation of penalties imposed in the criminal jurisdiction of the courts, and demonstration to the community that penalty matters arising from a criminal court process are appropriately managed.

2006-07 Budget


2005-06 Budget

2004-05 Actual



The impact of the implementation of the Road Safety Program initiative during 2006-07 will increase the number of fines imposed and expiation notices lodged. The increase in workforce to manage this initiative will achieve higher collection rates.



2005-06 Target

2004-05 Actual

No. of fines imposed and expiation notices lodged for enforcement

260 000 207 501 209 000 191 556

% of fines collected 70% 68% 70% 65%

% of Fines Payment Unit (FPU) warrants executed

70% 65% 70% 70%

% of FPU warrants executed within 12 weeks 85% 89% 85% 85%

Sub-program: 3.2 Civil Jurisdiction Management of the finalisation of penalties imposed in the civil jurisdiction of the courts, and demonstration to the community that penalty matters arising from a civil court process are appropriately managed.

2006-07 Budget


2005-06 Budget

2004-05 Actual

Net cost of sub-program — — — -$77 000


The processing of civil enforcements has been managed in an efficient and effective manner. The target for 2005-06 was reduced as amendments to the Magistrates Court Civil Rules and an increase in fees were expected to reduce the number of civil enforcement processes, however, this has not eventuated. This sub-program is self-funding.



2005-06 Target

2004-05 Actual

No. of civil court orders to enforce 27 000 27 830 20 000 27 550

% of civil court orders which are executed 75% 71% 75% 72%

% of civil court orders enforced within 12 weeks 85% 89% 85% 88%

4.57

COURTS ADMINISTRATION AUTHORITY


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Expenses

Employee benefits and costs — Salaries, wages, annual and sick leave ..................................... 39 367 37 891 35 218 31 954 Long service leave .................................................................... 1 000 905 1 332 1 435 Payroll tax ................................................................................ 2 345 2 231 2 178 2 018 Superannuation ......................................................................... 4 125 3 959 3 484 3 508 Other ......................................................................................... 458 1 074 230 994Supplies and services — General supplies and services .................................................. 25 668 23 418 24 858 23 959 Consultancy expenses .............................................................. 42 42 53 12Depreciation and amortisation ..................................................... 4 357 3 856 3 856 4 466Borrowing costs ............................................................................ 1 251 1 299 1 417 1 341Grants and subsidies ..................................................................... — — 9 — Other expenses ............................................................................. 295 367 — 795

Total expenses .............................................................................. 78 908 75 042 72 635 70 482

Income

Intra government transfers ........................................................... 67 67 40 861Other grants .................................................................................. — — 27 — Fees, fines and penalties ............................................................... 3 746 3 524 3 106 2 964Sales of goods and services .......................................................... 630 621 750 952Interest revenues ........................................................................... — 589 589 616Net gain or loss from disposal of assets ....................................... — — — 2Other income ................................................................................ 1 — — —

Total income ................................................................................. 4 444 4 801 4 512 5 395



Income — Appropriation ........................................................................... 74 464 68 758 68 123 65 263 Other income ............................................................................ — 1 443 — 415Expenses — Cash alignment ......................................................................... — 1 304 — 244


Net result ...................................................................................... — -1 344 — 347

4.58


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Assets

Current assets

Cash and cash equivalents ............................................................ 11 395 14 876 14 618 15 113Receivables ................................................................................... 404 404 664 404Other current assets ...................................................................... 175 175 595 175


Non current assets

Land and improvements ............................................................... 106 763 102 985 109 742 101 144Plant and equipment ..................................................................... 4 866 5 482 2 332 5 609Heritage assets .............................................................................. 498 498 498 498


Total assets ................................................................................... 124 101 124 420 128 449 122 943

Liabilities

Current liabilities

Payables ........................................................................................ 2 418 2 371 2 707 2 324Employee benefits — Salaries and wages ................................................................... 723 614 458 505 Annual leave ............................................................................. 2 078 2 078 1 903 2 078 Long service leave .................................................................... 533 533 772 533 Other ......................................................................................... -8 -8 — -8Short-term provisions ................................................................... 453 453 369 453Other current liabilities ................................................................. 867 822 822 777



Long-term borrowings .................................................................. 21 054 21 876 21 876 22 698Long-term employee benefits — Annual leave ............................................................................. 238 238 205 238 Long service leave .................................................................... 6 963 6 661 5 931 6 359Long-term provisions ................................................................... 2 339 2 339 1 745 2 339



Net assets ...................................................................................... 86 443 86 443 91 661 84 647

Equity

Contributed capital ....................................................................... 3 140 3 140 3 140 — Retained earnings ......................................................................... 75 934 75 934 77 824 77 278Asset revaluation reserve ............................................................. 7 369 7 369 10 697 7 369

Total equity .................................................................................. 86 443 86 443 91 661 84 647


4.59



Contributedcapital

$000

Assetrevaluation

reserve

$000

Retainedearnings

$000

Total

$000













4.60



2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash outflows

Employee payments ..................................................................... 46 884 45 649 42 031 37 822Supplies and services ................................................................... 25 663 23 413 24 864 23 946Borrowing costs ............................................................................ 1 251 1 299 1 417 1 340Grants and subsidies ..................................................................... — — 9 — Net GST paid ................................................................................ — — — 2 182Other payments ............................................................................ 294 366 — 790


Cash inflows

Intra government transfers ........................................................... 67 67 40 861Other grants .................................................................................. — — 27 — Fees, fines and penalties ............................................................... 3 746 3 524 3 106 2 968Sales of goods and services .......................................................... 630 621 750 1 230Interest received ........................................................................... — 589 589 594Net GST received ......................................................................... — — — 2 147Other receipts ............................................................................... — -1 — —


SA GOVERNMENT:

Appropriation ............................................................................... 74 464 68 758 68 123 65 263Other receipts ............................................................................... — 1 443 — 415Payments — Cash alignment ......................................................................... — 1 304 — 244




Cash outflows



Cash inflows

Proceeds from sale of property, plant and equipment .................. — — — 2

Cash generated from investing activities ..................................... — — — 2


4.61



2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash outflows

Finance lease payments ................................................................ 777 777 777 735

Cash used in financing activities .................................................. 777 777 777 735

Cash inflows

Capital contributions from Government ...................................... — 3 140 3 140 —

Cash generated from financing activities ..................................... — 3 140 3 140 —

Net cash provided by (+) / used in (-) financing activities ........... -777 2 363 2 363 -735

Net increase (+) / decrease (-) in cash equivalents ....................... -3 481 -237 1 002 5 156



4.62

ADMINISTERED ITEMS FOR THE COURTS ADMINISTRATION AUTHORITY


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual


Income — Appropriation ........................................................................... 27 333 26 695 26 368 24 683



Fees, fines and penalties ............................................................... 54 986 44 503 41 118 35 029Sales of goods and services .......................................................... 1 235 1 235 1 235 1 181Other income ................................................................................ — — — 6 372


Total income ................................................................................. 83 554 72 433 68 721 67 265

Expenses

Supplies and services — General supplies and services .................................................. — — — 859Intra government transfers ........................................................... 7 094 6 009 — 5 513Other expenses ............................................................................. 77 042 67 389 69 686 61 165

Total expenses .............................................................................. 84 136 73 398 69 686 67 537

Net result ...................................................................................... -582 -965 -965 -272

4.63


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Assets

Current assets

Cash and cash equivalents ............................................................ 11 323 11 323 495 11 438Receivables ................................................................................... 1 291 1 101 1 035 911


Total assets ................................................................................... 12 614 12 424 1 530 12 349

Liabilities

Current liabilities

Payables ........................................................................................ 13 940 13 750 2 233 13 560Employee benefits — Salaries and wages ................................................................... 436 436 185 436 Annual leave ............................................................................. 996 996 811 996 Long service leave .................................................................... 1 425 1 425 755 1 540Other current liabilities ................................................................. 330 165 165 —



Long-term employee benefits — Annual leave ............................................................................. 255 255 236 255 Long service leave .................................................................... 2 836 2 836 3 794 2 836Other non-current liabilities ......................................................... 1 217 800 800 —



Net assets ...................................................................................... -8 821 -8 239 -7 449 -7 274

Equity

Retained earnings ......................................................................... -8 821 -8 239 -7 449 -7 274

Total equity .................................................................................. -8 821 -8 239 -7 449 -7 274


4.64



Contributedcapital

$000

Assetrevaluation

reserve

$000

Retainedearnings

$000

Total

$000

Balance at 30 June 2005 ............................................................... — — -7 274 -7 274Adjustments .................................................................................. — — — —

Restated balance at June 2005 ...................................................... — — -7 274 -7 274











4.65



2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash inflows

Fees, fines and penalties ............................................................... 54 796 44 313 40 928 34 894Sales of goods and services .......................................................... 1 235 1 235 1 235 1 181Other receipts ............................................................................... — — — 5 938


Cash outflows

Employee payments ..................................................................... — 115 — — Intra government transfers ........................................................... 7 094 6 009 — 6 372Other payments ............................................................................ 76 270 66 234 68 531 59 785


SA GOVERNMENT:

Appropriation ............................................................................... 27 333 26 695 26 368 24 683


Net cash provided by (+) / used in (-) operating activities ........... — -115 — 539

Net increase (+) / decrease (-) in cash equivalents ....................... — -115 — 539

Cash and cash equivalents at the beginning of the financial year 11 323 11 438 495 10 899

Cash and cash equivalents at the end of the financial year .......... 11 323 11 323 495 11 438

4.66





The increase in budgeted employee expenses is mainly due to anticipated wage increases and the impact of road safety initiatives, partially offset by Targeted Voluntary Separation Packages paid in 2005-06 and the associated salary reductions thereafter.

The increase in budgeted supplies and services expenses is mainly due to CPI increases and unitary charges associated with the Public Private Partnership development of Port Pirie, Berri, Victor Harbor and Port Lincoln police/courts complexes.


The increase in non-current assets reflects the Port Augusta Courts Development to be completed during 2006-07.

The decrease in current assets relates to a decrease in the accrual appropriation reserve fund in 2006-07.


No major variations.


Refer to commentary under Income statement.

The increase in payments for property, plant and equipment in 2006-07 is mainly due to expenditure associated with the Port Augusta Courts Development.

4.67

Administered


The increase in budgeted revenue results mainly from additional fines expected from the road safety initiatives.

The increase in budgeted payments for 2006-07 mainly reflects increased Victims of Crime Levy transfer payments due to road safety initiatives.


No major issues.


No major issues.


Refer to commentary under Income statement.



4.68

Additional Information for Administered Items Courts Administration Authority

Cash flow statement

2006-07Budget

2005-06Estimated

Result

2005-06 Budget

2004-05Actual

$000 $000 $000 $000

CASH FLOWS FROM: Operating activities Receipts Sales of goods and services —

Transcript Fees - Government................................................ 380 380 380 529 Transcript Fees – Non Government ....................................... 855 855 855 652

Fees, Fines and Penalties — Fines and Penalties ................................................................ 36 163 26 363 22 754 17 844 Regulatory Fees —

Summary Fees................................................................. 9 424 9 079 9 303 8 860 Civil Fees ........................................................................ 6 423 6 187 6 187 5 475 Probate Fees .................................................................... 2 786 2 684 2 684 2 715

Other Receipts — Transfer Revenues ................................................................. — — — 5 938

State Government – Appropriation............................................... 27 333 26 695 26 368 24 683

Total operating receipts ................................................................ 83 364 72 243 68 531 66 696

Payments Employee payments ..................................................................... — 115 — — Transfer Payments........................................................................ 7 094 6 009 — 6 372 Other —

Transfer of Revenue to Consolidated Account ...................... 47 892 37 747 42 163 35 099 Judicial Entitlements .............................................................. 28 378 28 487 26 368 24 686

Total operating payments ............................................................. 83 364 72 358 68 531 66 157

Net cash provided by operating activities................................. — -115 — 539 Investing activities Receipts — — — —

Total investing receipts ................................................................ — — — —

Payments — — — —

Total investing payments.............................................................. — — — —

Net cash provided by investing activities.................................. — — — — Financing activities Receipts........................................................................................ — — — —

Total financing receipts ................................................................ — — — —

Payments...................................................................................... — — — —

Total financing payments ............................................................. — — — —

Net cash provided by financing activities ................................. — — — —

Net Increase (+) / decrease (-) in cash held ............................... — -115 — 539

Opening cash balance as at 1 July............................................. 11 323 11 438 495 10 899

Closing cash balance as at 30 June............................................ 11 323 11 323 495 11 438

4.69

TABLE OF CONTENTS

AGENCY: STATE ELECTORAL OFFICE

Objective ......................................................................................................................................... 4.71




Program Information






Balance sheet......................................................................................................................... 4.77








4.70

Portfolio: Justice

Agency: State Electoral Office

Objectives

To provide services which enable the fair and independent election of government and governing bodies and which help and encourage the community to participate with confidence and trust in the democratic processes of representation.


Targets 2006-07 Highlights 2005-06 • Plan and implement programs for the conduct of elections for:

− the South Australian Superannuation Board and Superannuation Funds Management Corporation of SA Board in August 2006; and

− 66 councils in November 2006 • Provide support for electors voting in elections in New South

Wales, Victoria and Queensland • Certification of a review of representation for Adelaide City

Council • Redevelop State specific software for the Electoral Education

Centre to complement the curriculum framework; it will also be available on CD and via the website

• Finalise research marking the sesquicentenary of first bi-cameral elections in South Australia and the establishment, in 1907, of an independent office for State electoral matters. Co-sponsorship with the History Trust of an exhibition and conference marking the passing of the first Constitution and electoral acts for representative government in South Australia

• Complete evaluation and reporting of the conduct of 2006 State and Local Government elections and contribute to legislative discussions on the Electoral Act 1985

• Implement enhancements to Local Government election software, maintain election hardware and IT support for Local Government election processes and continue ICT transition processes

• Improve integration of financial systems and reporting and ensure appropriate systems are in place to achieve full cost recovery in Local Government elections

• Provide support for the 2006-07 Electoral Districts Boundaries Commission

• Planned and implemented programs for the conduct of elections for 11 Legislative Councillors and 47 House of Assembly members of State Parliament

• Initiated planning for the conduct of periodic elections for Local Government in November 2006; contributed to a review of Local Government election legislation; certified representation reviews for 17 councils

• Developed and implemented integrated State election advertising and information strategies using the SEO website, print, radio and TV mediums

• Continued research for material to mark sesquicentenary of first bi-cameral election in South Australia and the establishment, in 1907, of an independent office for State electoral matters

• Conducted initial evaluation and reporting of 2006 parliamentary election conduct

• Implemented enhancements to State election software, procured and installed election hardware, IT support for parliamentary election processes, set up of new hardware and upgrades of software for SEO and continued ICT transition processes

• Improvement in budgeting and reporting controls for State election projects

4.71



2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000 1. Electoral Services 1 940 10 107 9 671 2 518

Total 1 940 10 107 9 671 2 518




2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Minor Works — 100 100 —

Total Investing Payments — 100 100 —

4.72


Program Information

Program 1: Electoral Services

Description/Objective: The State Electoral Office (SEO) conducts fair and independent State, Local Government and nominated agency government elections and utilises its skill base to support non government electoral activities and offer electoral advice across all community sectors.

A range of electoral services and products is provided, covering the parliamentary (funded) and non parliamentary (unfunded) sectors:

• conduct of elections for representatives to sit in the State Parliament, Local Government authorities and other organisations (attendance or postal);

• electoral education and information provision for the South Australian community;

• research and evaluation of electoral matters;

• roll products and maps; and

• support for parliamentary electoral district boundary and council boundary representation reviews.


Program 1: Electoral Services 2006-07 Budget

2005-06 Estimated

Result

2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 1 287 5 240 5 438 1 375 Supplies and services .......................................... 4 997 5 617 8 312 1 775 Depreciation and amortisation............................. 60 64 80 86 Other ................................................................... — 45 — 22

Total expenses.................................................... 6 344 10 966 13 830 3 258

Income Sale of goods and services................................... 4 404 799 4 109 671 Other ................................................................... — 60 50 69

Total income ...................................................... 4 404 859 4 159 740


4.73


Sub-program: 1.1 Parliamentary Electoral Services Ensures the delivery of parliamentary electoral services for the South Australian community.

2006-07 Budget


2005-06 Budget

2004-05 Actual



In March 2006, the first State election took place for a four year set term. Much of the SEO’s efforts went into coordination of operational and community information programs for efficient and effective electoral services for the Statewide electorate. Elections for the upper and lower houses were conducted within acceptable timeframes, no recounts were required and post-election judicial matters did not question process or procedure. Costs were contained within the election budget and preliminary evaluation and reporting of the State election were achieved by 30 June 2006.

During the next financial year it is anticipated the office will contribute to discussions on proposed amendments to the Electoral Act 1985 as well as finalising reporting for the State election.



2005-06 Target

2004-05 Actual

No. of parliamentary elections (general and by-elections) and referenda

as per writ 48 48 —

No. of parliamentary members elected as per writ 58 58 —

No. of interstate/territory electors served(a) >1 000 50 10 305

No. of parliamentary electors served as per writ 1 055 347 >1m —

No. of education activities delivered 5 5 5 5

No. of research projects completed(b) 2 1 2 2

% of people eligible to vote enrolled on the roll >90% >94% >94% >95%

Size of the variance between initial results and any required recount(c)

0.002 0.000 0.002 0.000

% of parliamentary elections declared within 18 days of poll close

100% 100% 100% n.a.

Footnotes (a) In the next reporting year, the office will provide support for electors from New South Wales, Victoria and Queensland to vote in their State elections

(b) Work on sesquicentenary research will be released in 2006-07

(c) No recounts were required in 2005-06

4.74

Sub Program: 1.2 Non-parliamentary Electoral Services The delivery of non-parliamentary electoral services for South Australian organisations and the community at large.

2006-07 Budget


2005-06 Budget

2004-05 Actual

Net cost of sub-program -$226 000 -$10 000 -$122 000 $87 000


During 2005-06, the SEO for the first time conducted mandated elections for the Medical Board and Chiropractic and Osteopathy Board, and in 2006-07 will conduct the elections for the Physiotherapy, Podiatry and Occupational Therapy Boards of South Australia. In addition the office conducted elections in August 2006 for the SA Superannuation Board and Superannuation Funds Management Corporation of SA Board.

As council elections were deferred from May to November 2006, a number of Local Government measures envisaged for 2005-06 will be met in the 2006-07 reporting year. Roll close for Local Government elections occurred on 11 August 2006, with the nominations period between 5-19 September, mail-out of voting packs between 23-27 October, with voting closing on 10 November.

The office will be supporting the Adelaide City Council following enactment of legislation permitting the Council to defer its elections for up to one year, pending a review of its representation. The Electoral Commissioner will be involved in the certification of any review and conduct of subsequent elections, which may occur in the 2007-08 reporting year.



2005-06 Target

2004-05 Actual

No. of Local Government elections and polls >250 12 >250 11

No. of non-parliamentary elections prescribed by Acts of Parliament

5 4 3 1

No. of commercial services provided for client organisations(a)

12 11 12 26

No. of members elected:

• Local Government >700 14 >700 35

• non-government >25 46 >20 34

No. of electors served:

• Local Government >1.2m 76 755 >1.2m 57 679

• non-government >300 000 38 066 >45 000 125 743

No. of information and research programs 2 2 2 2

No. of Local Government representation reviews certified

1 17(b) 15 2

Size of the variance between initial results and any required recount

0.002 0.000 0.002 0.000

% of non-parliamentary elections and polls provisionally declared within:

• 12 working hours from poll close 95% 100% 100% 100%

• 24 working hours from poll close(c) 100% n.a. n.a. n.a.

Footnotes (a) Includes prescribed elections.

(b) The City of Charles Sturt and Light Regional Council conducted voluntary reviews. The office’s target included only those reviews that were prescribed under the Local Government Act 1999 section 12.

(c) New performance indicator introduced for 2006-07.

4.75

STATE ELECTORAL OFFICE


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Expenses

Employee benefits and costs — Salaries, wages, annual and sick leave ..................................... 1 088 4 642 4 990 1 023 Long service leave .................................................................... 20 32 20 180 Payroll tax ................................................................................ 65 276 247 63 Superannuation ......................................................................... 114 290 181 109Supplies and services — General supplies and services .................................................. 4 997 5 617 8 312 1 775Depreciation and amortisation ..................................................... 60 64 80 86Intra government transfers ........................................................... — 45 — — Other expenses ............................................................................. — — — 22

Total expenses .............................................................................. 6 344 10 966 13 830 3 258

Income

Sales of goods and services .......................................................... 4 404 799 4 109 671Interest revenues ........................................................................... — 60 50 56Resources received free of charge ................................................ — — — 13

Total income ................................................................................. 4 404 859 4 159 740



Income — Appropriation ........................................................................... 2 026 9 972 9 843 2 147 Other income ............................................................................ — 129 — 12Expenses — Cash alignment ......................................................................... — — — 184


Net result ...................................................................................... 86 -6 172 -543

4.76


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Assets

Current assets

Cash and cash equivalents ............................................................ 1 008 794 1 023 938Receivables ................................................................................... 258 163 392 52Inventories .................................................................................... 79 79 71 79Other current assets ...................................................................... 17 17 18 17


Non current assets

Plant and equipment ..................................................................... 206 266 248 230Heritage assets .............................................................................. 8 8 8 8

Total non-current assets ............................................................... 214 274 256 238

Total assets ................................................................................... 1 576 1 327 1 760 1 324

Liabilities

Current liabilities

Payables ........................................................................................ 393 368 213 358Employee benefits — Salaries and wages ................................................................... 24 20 14 16 Annual leave ............................................................................. 61 61 44 61 Long service leave .................................................................... 47 47 77 47Other current liabilities ................................................................. 37 37 30 22



Long-term employee benefits — Long service leave .................................................................... 225 245 72 265



Net assets ...................................................................................... 789 549 1 310 555

Equity

Contributed capital ....................................................................... 154 — — — Retained earnings ......................................................................... 635 549 1 310 555

Total equity .................................................................................. 789 549 1 310 555


4.77



Contributedcapital

$000

Assetrevaluation

reserve

$000

Retainedearnings

$000

Total

$000












Estimated balance at 30 June 2007 154 — 635 789

4.78



2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash outflows

Employee payments ..................................................................... 1 299 5 252 5 450 1 204Supplies and services ................................................................... 4 976 5 480 8 175 1 754Net GST paid ................................................................................ — — — 20Intra government transfers ........................................................... — 45 — — Other payments ............................................................................ — — — 22


Cash inflows

Sales of goods and services .......................................................... 4 309 456 3 882 738Interest received ........................................................................... — 60 50 53Net GST received ......................................................................... — — — 111Other receipts ............................................................................... — 116 — 188

Cash generated from operations ................................................... 4 309 632 3 932 1 090

SA GOVERNMENT:

Appropriation ............................................................................... 2 026 9 972 9 843 2 147Other receipts ............................................................................... — 129 — 12Payments — Cash alignment ......................................................................... — — — 184


Net cash provided by (+) / used (-) in operating activities ........... 60 -44 150 65


Cash outflows

Purchase of property, plant and equipment .................................. — 100 100 —

Cash used in investing activities .................................................. — 100 100 —

Net cash provided by (+) / used in (-) investing activities ........... — -100 -100 —


Cash inflows

Capital contributions from Government ...................................... 154 — — —

Cash generated from financing activities ..................................... 154 — — —

Net cash provided by (+) / used in (-) financing activities ........... 154 — — —

Net increase (+) / decrease (-) in cash equivalents ....................... 214 -144 50 65

Cash and cash equivalents at the beginning of the financial year 794 938 973 873

Cash and cash equivalents at the end of the financial year .......... 1 008 794 1 023 938

4.79

ADMINISTERED ITEMS FOR THE STATE ELECTORAL OFFICE


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual


Income — Appropriation ........................................................................... 718 360 412 303

Net income from / expenses to SA Government .......................... 718 360 412 303


Fees, fines and penalties ............................................................... 60 60 60 —

Total income from other sources .................................................. 60 60 60 —

Total income ................................................................................. 778 420 472 303

Expenses

Employee benefits and costs — Salaries, wages, annual and sick leave ..................................... 298 260 312 184 Long service leave .................................................................... — — — 27 Payroll tax ................................................................................ — — — 16 Superannuation ......................................................................... — — — 27Supplies and services — General supplies and services .................................................. 420 100 100 — Other expenses ............................................................................. 60 60 60 —

Total expenses .............................................................................. 778 420 472 254

Net result ...................................................................................... — — — 49

4.80


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Assets

Current assets

Cash and cash equivalents ............................................................ 2 2 2 2Receivables ................................................................................... 128 128 128 128

Total current assets ....................................................................... 130 130 130 130

Total assets ................................................................................... 130 130 130 130

Liabilities

Current liabilities

Payables ........................................................................................ 12 12 26 12Employee benefits — Salaries and wages ................................................................... 2 2 — 2 Annual leave ............................................................................. 9 9 20 9 Long service leave .................................................................... 13 13 17 13



Long-term employee benefits — Long service leave .................................................................... 74 74 96 74



Net assets ...................................................................................... 20 20 -29 20

Equity

Retained earnings ......................................................................... 20 20 -29 20

Total equity .................................................................................. 20 20 -29 20


4.81



Contributedcapital

$000

Assetrevaluation

reserve

$000

Retainedearnings

$000

Total

$000













4.82



2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash inflows

Fees, fines and penalties ............................................................... 60 60 60 —

Cash generated from operations ................................................... 60 60 60 —

Cash outflows

Employee payments ..................................................................... 298 260 312 303Supplies and services ................................................................... 420 100 100 — Other payments ............................................................................ 60 60 60 —

Cash used in operations ................................................................ 778 420 472 303

SA GOVERNMENT:

Appropriation ............................................................................... 718 360 412 303

Net cash provided by Government ............................................... 718 360 412 303

Net cash provided by (+) / used in (-) operating activities ........... — — — —


Cash and cash equivalents at the beginning of the financial year 2 2 2 2

Cash and cash equivalents at the end of the financial year .......... 2 2 2 2

4.83





The reduction in operating expenses and appropriation income between the 2005-06 Estimated Result and the 2006-07 Budget is a reflection of the cyclical nature of expenditure between the conduct of the State Election (2005-06) and the conduct of the 2006 Local Government periodic elections (2006-07). The increase in operating revenue is primarily due to fees to be recovered for the Local Government periodic elections.






The reduction in cash receipts and payments for the 2006-07 Budget are a reflection of the nature of the expenditure and revenues outlined in the Income statement.

4.84

Administered


The increase in revenue and expenses, particularly supplies and services, for the 2006-07 Budget is due to funding for the Electoral Districts Boundaries Commission.






The increase in cash receipts and payments is associated with State Government appropriation for the conduct of the Electoral Districts Boundaries Commission.

4.85

TABLE OF CONTENTS

AGENCY: ATTORNEY-GENERAL’S DEPARTMENT

Objective ......................................................................................................................................... 4.87




Program Information






Balance sheet......................................................................................................................... 4.117








4.86

Portfolio: Justice

Agency: Attorney-General’s Department

The aim of the Attorney-General’s Department — together with the broader Justice Portfolio — is to help create a safe and secure environment in which the public of South Australia can live and work and where the rights of individuals are protected; and to advise government agencies and statutory authorities in minimisation of the Government’s exposure to legal and business risk.

Objectives

The Attorney-General’s Department aims to provide:

• a legal infrastructure for South Australia that fosters:

– a legislative framework that is just, equitable, robust and appropriate for our State;

– increased understanding and adoption of crime prevention strategies, and timely and just resolution of cases before the courts;

– increased public and industry awareness of their rights and responsibilities; and

– an inclusive, fair and cohesive society where cultural, linguistic and religious diversity is supported and valued.

• public access to:

– impartial, timely and appropriate resolution of complaints;

– improved systems and processes to reduce causes of complaints;

– a fair and balanced market place;

– increased public confidence in the protection of people’s rights; and

– equitable services for all South Australians regardless of culture, language, religion or English language proficiency.

4.87


Targets 2006-07 Highlights 2005-06 Agency Wide Initiatives • Continue to work with WA and NT Departments of Justice and

South Australian Justice Agencies to support the implementation of cross border justice legislation

• Establish a high level task force to address recommendations from the Hon. Judge Rice concerning eliminating the backlog of criminal cases in the higher courts

• Coordinate Justice input to update South Australia’s Strategic Plan and report on Justice led targets

• Assess the time taken for alleged offences to proceed from initial police incident report to finalisation

• Commence an evaluation of the Aboriginal Sentencing (Nunga) Court, which has been in operation since 1999

Policy and Legislation • Review and enact an expanded Equal Opportunity Act 1984 to

provide a greater level of protection against discrimination • Enact legislation to establish a Commissioner for Victims’

Rights, strengthen victims’ rights and reform sentencing laws to be more victim-oriented

• Review laws relating to rape, sexual assault and domestic violence

• Introduce legislation to improve the way witnesses, especially vulnerable witnesses, are treated in court

Crown Solicitor’s Office • Manage the demand for legal services to government in relation

to child protection, industrial relations, child abuse and the finalisation of the Wangary Bushfires Coronial Inquest

Office of the Director of Public Prosecutions (ODPP) • Implement the approved recommendations of the organisational

review of the ODPP Office of Consumer and Business Affairs • Introduction to Parliament of the Residential Parks Bill and Real

Estate Industry Reform Bill • In collaboration with other agencies, develop and deliver

corporate governance education for Aboriginal communities • Review Fair Trading Act 1987 and Building Work Contractors

Act 1995 • Commence targeted delivery of services to sectors of the

South Australian population that have low literacy or otherwise suffer disadvantage

• Develop and commence implementation of initiatives to address fringe credit provision and telemarketing

Office of the Liquor and Gambling Commissioner • Implement a new management system in respect of crowd

controllers who intend to operate on licensed premises Guardianship Board (GB) / Office of the Public Advocate (OPA) • Implement a new shared case management system for the OPA

and the GB which will reform client and matter management within and across both organisations

• Increase the level of professional and administrative support in OPA and GB and increase fees to Guardianship board members when sitting alone or in pairs

Multicultural SA • Provide additional grants to the Multicultural Communities

Council and the Migrant Resource Centre • Establish a women’s leadership program in the metropolitan area • Implement the endorsed actions of the SA Government Muslim

Reference Group Plan • Investigate mechanisms for increasing the number of culturally

and linguistically diverse people appointed to government boards and committees

• Implement a new web-based Interpreting and Translating Centre Management System (ITCMS) that improves efficiency of business processes, enables clients to book interpreters/translators online and allows interpreters/translators to communicate online with the Interpreting and Translating Centre

Agency Wide Initiatives • Implemented Aboriginal Justice Action Plans in Ceduna, Port

Augusta, Riverland and Port Adelaide • Implemented Court Assessment and Referral Drug Scheme

(CARDS) in the Youth Court • Developed a judicial education program on child witnesses • Completed graffiti removal pilot at Christies Beach • Implemented a Justice of the Peace system to administer the

application and appointment of Justices and Special Justices, and to provide the public with access to the Roll of Justices via the internet

• Completed a report on the review of the South Australian Rape and Sexual Assault Law and consultation phase

Policy and Legislation • Introduced legislative reform through the Statutes Amendment

(Serious Vehicle and Vessel Offences) Amendment Bill 2005 in relation to reckless drivers who kill or seriously injure someone in ‘aggravated’ circumstances

• Introduced reform through the Criminal Law Consolidation (Throwing Objects at Vehicles) Amendment Bill 2006 targeted at ‘rock throwers’, creating a new offence for throwing a missile at a vehicle

• Introduced changes to the Summary Offences (Dangerous Articles and Prohibited Weapons) Regulations 2000 making it illegal for crossbows to be manufactured, sold or even possessed without lawful excuse in South Australia

• Introduced legislation to provide for a child sex-offender register

• Introduced legislation dealing with child witnesses • Enactment of legislation to reform law on serious drugs • Reform of defamation law consistent with the national model

Bill Crown Solicitor’s Office • Represented the State in Federal Court Native Title hearings,

and provided a wide range of advice on native title and Aboriginal heritage issues

• Provided legal services to the Country Fire Service for the Wangary Bushfires Coronial Inquest

Office of the Director of Public Prosecutions • Implemented IJP Prosecutions Case Tracking, an IT system

intended to improve the effectiveness of file management • Commissioned an organisational review of the ODPP Office of Consumer and Business Affairs • Implemented reforms to crowd controller legislation to reduce

crime in the vicinity of licensed venues • Contributed to a national strategy for the development of

consumer protection mechanisms for indigenous consumers Office of the Liquor and Gambling Commissioner • Reviewed the Code of practice under the Liquor Licensing Act

1997 and dry area guidelines. • Implemented legislation to achieve the proposed reduction in

gaming machine numbers Equal Opportunity Commission • Developed and launched a new website ‘EO 4 Schools’ to

provide students and teachers with a range of resources for learning about and dealing with discrimination.

Multicultural SA • Provided additional grants to not-for-profit community

organisations to improve equity, tolerance and participation in our community

• Established a grants scheme to assist community organisations to meet their land tax obligations

• Established a Women’s Leadership Program in the Riverland

4.88



2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000 1. Policy Advice and Legal Services ................... 37 936 37 130 35 361 31 043 2. Consumer and Business Affairs ...................... -6 014 -2 617 -3 174 -5 691 3. Liquor Regulatory Services............................. 3 451 3 642 3 518 3 105 4. Multicultural Services ..................................... 3 298 3 491 3 178 3 382 5. Equal Opportunity ........................................... 2 338 2 404 2 381 2 018 6. Police Complaints Authority ........................... 1 245 1 227 1 201 1 222 7. Ombudsman Services ...................................... 1 622 1 685 1 843 1 804 8. Crime Prevention............................................. 1 791 1 758 1 688 1 805 9. Crime Statistics ............................................... 1 762 1 588 1 739 1 450 10. Justice Portfolio Services ................................ 12 952 13 344 14 134 15 260 11. Guardianship Services..................................... 3 868 3 856 3 800 3 231 12. Gambling Regulatory Services........................ 2 891 3 016 3 125 2 351

Total 67 140 70 524 68 794 60 980




2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Minor Works 786 742 976 1 755


4.89


Program Information

Program 1: Policy Advice and Legal Services

Description/Objective: The objectives of service provider agencies and independent statutory authorities within the Attorney-General’s Department are to:

• increase the South Australian community’s and industry’s awareness of their rights and responsibilities;

• increase the South Australian community’s confidence that the system of justice is fair, equitable and accessible;

• maintain and enhance the State’s systems of justice and law;

• fairly represent the legal interests of the State and protect the rights of its citizens, and its government and agencies; and

• provide the people of South Australia with an independent and effective prosecution service which is timely, efficient and just.


Program 1: Policy Advice and Legal Services

2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 38 492 37 684 35 589 33 074 Supplies and services .......................................... 12 646 10 993 11 331 8 921 Depreciation and amortisation............................. 880 858 858 775 Other ................................................................... 2 925 2 852 2 680 3 023

Total expenses.................................................... 54 943 52 387 50 458 45 793

Income Sale of goods and services................................... 16 523 14 742 14 126 12 836 Commonwealth revenue...................................... — — 473 53 Other ................................................................... 484 515 498 1 861

Total income ...................................................... 17 007 15 257 15 097 14 750


4.90


Sub-program: 1.1 Crown Solicitor The Crown Solicitor’s Office is a Corporation Sole within the Attorney-General’s Department. Through the Attorney-General, the Crown Solicitor’s Office provides legal services to Ministers, government departments and agencies. The service objective of the Crown Solicitor’s Office is to achieve timely, high quality legal services and advice to the Government where the risk to government is high; there is significant need for a public sector perspective; and the work is otherwise in the public interest. The service objectives are pursued through the provision of legal advice, representation and commercial legal services.

2006-07 Budget


2005-06 Budget

2004-05 Actual



The goal of the Crown Solicitor’s Office is to be the best provider of legal services to government. The Crown Solicitor’s Office provides an accountable, measurable and high quality service to the State, which is competitive with the private sector. The Crown Solicitor’s Office is committed to a process of continuous improvement through strategic planning and achievement of identified goals. Qualitative measures of performance are monitored via regular client and staff surveys. The timeliness outcomes reflect substantially increased demand for Crown Solicitor’s Office services.



2005-06 Target

2004-05 Actual

No. of hours of legal services:

• in-house lawyers 170 000 183 777 168 000 158 355

• out-posted lawyers 40 000 40 820 33 000 37 652

% of available hours allocated to client’s work 70% 79% 70% 79%

% of surveyed clients satisfied with the quality of Crown Solicitor’s Office’s services rated as at least high

90% 87%(a) 90% n.a.(b)

% of surveyed clients satisfied with the timeliness of Crown Solicitor’s Office’s services rated as at least high

75% 59%(a) 80% n.a.(b)

Footnotes (a) Measurements in 2005-06 were undertaken based on the results of a survey sent to all clients with over five hours contact with Crown Solicitor’s Office in the previous three months. All results were analysed and correlated to reflect accurate measurement of quality and timeliness.

(b) The qualitative performance indicators of 2004-05 were measured according to client perception, and assessed by way of personal interview with executives of a small sample of client organisations. This has been replaced with a more statistically reliable process of direct customer survey and hence is not directly comparable with the 2005-06 results.

4.91

Sub-program: 1.2 Public Prosecutions The Director of Public Prosecutions (DPP) is a Statutory Officer independent of the Attorney-General’s Department, who initiates and conducts criminal prosecutions in the Magistrates, District and Supreme courts of South Australia. The DPP also initiates and conducts appeals in the Full Court of South Australia and the High Court of Australia. The objective is to provide the people of South Australia with an independent and effective criminal prosecution service that is timely, efficient and just. This objective is pursued by application of the DPP’s guidelines, and the benefit to the South Australian community is the provision of an effective prosecution service which is essential to the rule of law.

2006-07 Budget


2005-06 Budget

2004-05 Actual



Most performance indicators for 2005-06 remain relatively static compared to the previous year except for victims and witnesses supported by the Witness Assistance Services (WAS), which has increased by 16%, and the number of defendant files finalised by the DPP, which has decreased by 17% compared to 2004-05. The reasons for this latter decline include the increasing complexity of prosecutions and longer trials. The increase in the number of victims and witnesses assisted in 2005-06 reflects the continuing growth in demand for this service. An organisational review of the Office of the Director of Public Prosecutions (the Office) was commissioned in 2005-06. The Office will aim to reduce the backlog of files by concentrating on finalising matters at the committal stage.



2005-06 Target

2004-05 Actual

No. of matters finalised by the Committal Unit(a) 1 600 1 550(b) 1 400 1 363

No. of defendant files finalised by the Director of Public Prosecutions

950 812 950 983

No. of victims/witnesses supported by the Witness Assistance Service

1 050 1 049 950 902

% of matters committed through the Committal Unit in which the DPP enters a nolle prosequi after committal

<10% 9.18% <10% 9.56%

% of committed matters which are finalised by a guilty verdict or guilty plea

>75% 72.58% >75% 73.65%

% of trials where the DPP meets the court timetable requirements for the trial list

95% 93% 95% 92%

Footnotes (a) ‘Finalised by the Committal Unit’ means the Committal Unit has finished with the file but the matter may still be within the Office with the General or Prosecution Sections.

(b) During the year the Office introduced a new prosecutions case tracking IT system. The reporting rules in the new system differ from those in the former system. For six months of 2005-06 both systems were in use, thus the figure quoted combines results from both systems and is an estimate reflecting the counting rules used previously.

4.92

Sub-program: 1.3 Parliamentary Counsel The Office of Parliamentary Counsel (OPC) is part of the Attorney-General’s Department, providing legislative drafting services to the Government and to private members of Parliament and a program for the revision and publication of legislation. The objective of the OPC is to provide a specialist legislative drafting and publication service that contributes to an effective system of parliamentary democracy and a coherent body of statute law that is legally effective and accessible to the public. The services provided by OPC cover legal services, coordination and advice.

2006-07 Budget


2005-06 Budget

2004-05 Actual



The OPC continues to provide a specialist drafting service with respect to the preparation of Bills, Regulations and Proclamations that is consistent with professional standards of legislative drafting. Such standards are principally concerned with the quality of work and the timeliness of the production of drafts for the Executive Government and private members of Parliament. To ensure that the work of the OPC is of the highest quality, drafting partnerships and internal quality control processes have been developed and the ongoing development of drafters has been maintained. The OPC continues to produce work in a timely manner within set timelines. The workflow of the OPC increased in the lead up to the State Election in March 2006. However, a reduction in workflow during the election period was used to increase professional development and prepare for the legislative program following the election. Drafting activity also increased with the commencement of the new Parliament and the end of the 2005-06 financial year. The OPC continued to maintain an active role as a member of the Parliamentary Counsel’s Committee. Major projects undertaken at this level have included Uniform Defamation Laws, model Electricity and Gas legislation, and revised Rail Safety legislation. The activities of the OPC have enabled the Executive to progress its legislative program and have supported the Government’s action through the preparation of subordinate legislation and proclamations for promulgation by the Governor. The publication of consolidations and the South Australian Index of Legislation continues on a fortnightly basis with all work continuing to be completed according to schedule throughout the year. This work enhances the State’s justice system and improves public access to the statute law of the State by providing legislative and associated materials that are accurate, comprehensive and up-to-date. During 2005-06, the OPC also completed the development work for a legislative website managed by the OPC.



2005-06 Target

2004-05 Actual

No. of Bills introduced 115 106 115 149

No. of Acts enacted 85 67(a) 85 83

No. of Regulations made 260 306(b) 250 263

Footnotes (a) The variation from the 2005-06 Target may be attributable to the State Election (b) The variation from the 2005-06 Target is due to the Government’s legislative activity Note: OPC workloads are substantially driven by the Government’s legislative programs. Outcomes depend on

a number of factors, including the promotion of initiatives by Ministers, decisions of Cabinet, the volume and complexity of drafting work generated by Members of Parliament, and the proceedings and decisions of the Parliament itself. Any target set should be viewed as an estimation of workflow based on past experience rather than a figure that the OPC sets out to achieve.

Sub-program: 1.4 Solicitor-General The Solicitor-General is a statutory officer appointed by the Governor under the Solicitor-General Act 1972 and is the State’s second legal officer after the Attorney-General. The Solicitor-General represents the Crown in civil proceedings, as well as providing independent high level advice to the Attorney-General. The Solicitor-General acts on instructions from the Attorney-General and those members of government whom the Attorney-General has authorised to give instructions.

2006-07 Budget


2005-06 Budget

2004-05 Actual

Net cost of sub-program $715 000 $721 000 $710 000 $563 000

4.93


Program Information

Program 2: Consumer and Business Affairs

Description/Objective: The Office of Consumer and Business Affairs (OCBA) is a statutory office within the Attorney-General’s Department that administers fair trading legislation, regulates defined business activities and maintains business and civil records for South Australia.

The objective is to achieve recognition as a policy leader in the development of an informed community which is able to conduct its business fairly, efficiently, competitively and safely.

These objectives are pursued through the provision of court and tribunal case resolution services, alternative dispute resolution services and licensing, regulatory and registration services


Program 2: Consumer and Business Affairs

2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 15 149 15 701 14 785 14 316 Supplies and services .......................................... 6 760 7 012 7 001 6 332 Depreciation and amortisation............................. 599 584 584 506 Other ................................................................... 31 31 29 30

Total expenses.................................................... 22 539 23 328 22 399 21 184

Income Sale of goods and services................................... — — — 2 Fees, fines and penalties...................................... 22 149 19 487 19 487 20 644 Commonwealth revenue...................................... — — — 23 Other ................................................................... 6 404 6 458 6 086 6 206

Total income ...................................................... 28 553 25 945 25 573 26 875

Net cost of providing services ........................... -6 014 -2 617 -3 174 -5 691

4.94


Sub-program: 2.1 Residential Tenancies Provides tenancy related information, advice and conciliation services and support services for the Residential Tenancies Tribunal; and provides a high level of service directly and indirectly to the community.

2006-07 Budget


2005-06 Budget

2004-05 Actual



OCBA provides services to tenants and landlords/agents of residential properties and proprietors and residents of rooming houses in South Australia. Legislative rights and responsibilities are governed by the Residential Tenancies Act 1995 and associated Regulations.



2005-06 Target

2004-05 Actual

No. of residential tenancy bonds lodged 50 000 49 977 50 000 49 464

No. of residential tenancy bonds refunded 45 700 45 598 45 500 45 241

No. of Residential Tenancies Tribunal hearings supported

11 300 10 948 10 000 10 283

Average time taken for staff to answer a phone call (seconds)

<25 39 <25 26

Sub-program: 2.2 Births, Deaths and Marriages Maintains the registers of information on births, deaths, marriages, changes of name and gender reassignments; delivers high-volume and high quality service to the general community.

2006-07 Budget


2005-06 Budget

2004-05 Actual

Net cost of sub-program -$2 377 000 -$1 538 000 -$1 565 000 -$2 317 000


The Births, Deaths and Marriages Registration Office registers all births, deaths and marriages, changes of name, sexual reassignments and adoptions which occur in South Australia. While OCBA has no control over the incidence of these events, and sales levels of certificates are affected by changes in other government and private agencies’ requirements, the Office attempts to maintain high service standards both in timeliness and accuracy of certificate production. This is undertaken in a context where due to the incidence of identity crime, an increasingly rigorous Access Policy and proof of identity protocols are required. OCBA also assists agencies to ensure the validity of the identity of benefit applicants and supports law enforcement agencies at both the state and national level. Service provision has been extended by the introduction of online applications and access for certificate ordering through Service SA outlets. The community’s use of online facilities has increased beyond initial expectations.



2005-06 Target

2004-05 Actual

No. of new birth, death and marriage registrations

37 800 38 291 36 700 37 136

No. of birth, death and marriage certificates issued

102 000 101 685 100 000 102 409

% of birth, death and marriage certificates issued that do not require any follow up action

97% 96.8% 97% 96.5%

% of birth, deaths and marriage certificates issued within three working days of a complete application

90% 89% 92% 89%

4.95

Sub-program: 2.3 Business and Occupational Services The Business and Occupational Services Branch comprises two units: the Occupational Licensing Unit that is involved in the issuing of licences and registrations; and the Registration Unit that registers and maintains the particulars of business names and incorporated associations, thereby ensuring transparency in business dealings. The branch also undertakes a surveillance and compliance function for regulated occupations and activities, the maintenance of civil registers; and the provision of assurance to the community that licensed occupations meet minimum standards.

2006-07 Budget


2005-06 Budget

2004-05 Actual



Significant reforms are being implemented in 2006-07 in relation to the security industry to address concerns regarding the infiltration of organised crime into the hospitality industry and the incidence of assaults in and around licensed premises involving crowd controllers. The Business and Occupational Services Branch has continued to process more than 95 per cent of occupational licensing/registration renewals within ten working days of receipt. Similarly, the Registration Unit has processed greater than 85 per cent of business names registration applications within five working days.



2005-06 Target

2004-05 Actual

No. of new occupational licence applications processed

6 000 4 523 6 000 4 387

No. of occupational licence renewals processed 40 000 43 776 37 000 43 735

No. of resultant warnings/advices issued 2 700 1 685 2 700 1 377

No. of new business names registration applications processed(a)

14 000 13 938 14 000 13 802

No. of business names registrations renewed(a) 17 500 18 519 17 500 17 551

Footnotes (a) Sub-program 2.3 now incorporates two new performance indicators in relation to the Registration Unit previously incorporated into Sub program 2.4. This is due to the OCBA restructure and merger of the Registration Unit and Occupational Licensing Unit.

Sub-program: 2.4 Legal Enforcement and Policy The Legal Enforcement component of this sub-program monitors compliance with legislation, investigates breaches of legislation and takes appropriate action. The Policy area provides policy and legal advice to the Commissioner for Consumer Affairs and Ministers and develops legislative review initiatives.

2006-07 Budget


2005-06 Budget

2004-05 Actual



The sub-program measures compliance through the number of warnings issued and the number of enforcement sanctions applied. In addition, the extent of investigations conducted is measured through the number of prima facie breaches investigated. The sub-program also provides a rating of efficiency in regard to the completion of investigation matters.



2005-06 Target

2004-05 Actual

No. of alleged prima facie breaches investigated 350 375 450 362

No. of warning letters issued 120 152 100 137

No. of assurances taken 30 29 30 28

No. of expiation notices issued 15 40 15 14

No. of disciplines and prosecution briefs prepared

40 40 40 42

% of investigations completed within 120 days of receipt by Compliance Unit

60% 62% 50% 60%

4.96

Sub-program: 2.5 Consumer Affairs Provides advice and alternative dispute resolution, administers laws relating to fair measure and product safety, and maintains a high level of community contact and service.

2006-07 Budget


2005-06 Budget

2004-05 Actual



OCBA continues to focus on consumer protection, especially in relation to vulnerable consumers. During 2005-06, OCBA has continued to ensure compliance with relevant consumer laws, developed strong consumer protection mechanisms and provided reliable consumer information and education. In 2006-07, OCBA will continue direct enforcement of consumer laws, provide consumer advocacy and advice, provide dispute resolution services, encourage appropriate marketplace behaviour and minimise unfair trading and business practices. As part of this process, OCBA also ensures that access to services is provided for all South Australians and that consumers are protected from illegal or unfair trading practices.



2005-06 Target

2004-05 Actual

No. of consumer/business disputes and complaints handled

5 000 5 160 4 000 4 971

No. of ad hoc telephone advices provided to consumers/business

105 000 93 590 105 000 100 475

No. of trader visits to monitor fair trading compliance generally, including measuring instruments

5 000 5 426 5 000 5 039

No. of consumer products inspected for labelling, correct measure, price and safety compliance

35 000 56 102 25 000 53 864

No. of instruments tested for compliance 10 000 11 529 9 800 10 173

No. of alleged prima facie breaches of legislation investigated

110 112 100 81

No. of warning notices issued to traders for less serious infringements

700 868 700 718

% of customer disputes/complaints resolved within 30 working days

70% 79% 65% 71%

4.97

Sub-program: 2.6 Education and Information Services Provides the community with high level and cost effective research, training, information and publicity services. It also maintains OCBA publications and websites.

2006-07 Budget


2005-06 Budget

2004-05 Actual



OCBA websites have continued to provide accessible and appropriate online information to the public during 2005-06. The number of visitors has increased significantly, reflecting the better arrangement and navigation of the site information. Online information is becoming more interesting, effective and available to the community. The continued strong media presence and educational presentation program is vital to address the needs of consumers in the marketplace, including those likely to be at risk.



2005-06 Target

2004-05 Actual

No. of unique visits to website 1 000 000 800 493 685 000 654 074

No. of media presentations by OCBA staff 400 750 350 350

No. of education/training sessions delivered and stakeholder meetings held

285 290 285 280

4.98


Program Information

Program 3: Liquor Regulatory Services

Description/Objective: The Office of the Liquor and Gambling Commissioner, a statutory office within the Attorney-General’s Department, regulates the liquor industry.

The objectives are to encourage responsible attitudes towards the promotion, sale, supply, consumption and use of liquor products; to minimise the harm associated with these products; to ensure the sale, supply and consumption of liquor is conducted in a way that contributes to, and does not detract from, the amenity of South Australian community life.

These objectives are pursued through rigorous regulatory regimes.


Program 3: Liquor Regulatory Services 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 2 813 2 857 2 718 2 546 Supplies and services .......................................... 1 112 1 150 1 165 1 277 Depreciation and amortisation............................. 348 339 339 263

Total expenses.................................................... 4 273 4 346 4 222 4 086

Income Fees and charges ................................................. 815 697 697 952 Commonwealth revenue...................................... — — — 4 Other ................................................................... 7 7 7 25

Total income ...................................................... 822 704 704 981


4.99


Program 3 Liquor Regulatory Services The objectives of the Liquor Licensing Act 1997 are to regulate and control the sale, supply and consumption of liquor for the benefit of the community as a whole, and in particular to: • encourage responsible attitudes towards the promotion, sale, supply, consumption and use of liquor; • minimise the harm associated with the consumption of liquor; • further the interests of the liquor and associated industries such as live music, tourism and hospitality; • ensure the industry develops in a way that is consistent with the needs and aspirations of the community; • ensure as far as practicable that the sale and supply of liquor contributes to, and does not detract from, the

amenity of community life; and • encourage a competitive market for the supply of liquor. This involves licensing, monitoring, compliance auditing, enforcement, disciplinary action, complaint conciliation and arbitration.

2006-07 Budget


2005-06 Budget

2004-05 Actual



The Office of the Liquor and Gambling Commissioner (OLGC) has a role in ensuring that South Australia’s liquor industry promotes and delivers products and services in a responsible manner that minimises harm and reflects community values and expectations. Performance indicators previously reported in the 2005-06 Portfolio Statements have been replaced by a suite of new performance indicators to provide a more accurate measure of performance.



2005-06 Target

2004-05 Actual

% of contested applications conciliated 90% 88% 90% n.a.(a)

% of complaints conciliated 95% 99% 95% n.a.(a)

No. of licensed premises inspected by risk category:

• Priority 1(b) 1 190 1 024 1 000 n.a.(a)

• Priority 2(c) 300 246 250 n.a.(a)

• Priority 3(d) 450 425 400 n.a.(a)

No. of major community events and seminars in which the Office has participated

18 18 20 20

Footnotes (a) New Performance Indicator (b) Priority 1 are premises scheduled for inspection at least once every 12 months (c) Priority 2 are premises scheduled for inspection at least once every 12-18 months (d) Priority 3 are premises scheduled for inspection at least once every 24 months

4.100


Program information

Program 4: Multicultural Services

Description/Objective: Multicultural Services is focused on:

• building community capacity and community harmony;

• providing informed advice to the State Government on cultural diversity matters;

• the provision of high quality interpreting and translating services; and

• promoting access and equity in the delivery of government services.


Program 4: Multicultural Services 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 3 974 4 121 3 847 4 016 Supplies and services .......................................... 996 1 031 1 047 1 367 Depreciation and amortisation............................. 36 35 35 29 Other ................................................................... 1 004 930 874 564

Total expenses.................................................... 6 010 6 117 5 803 5 976

Income Sale of goods and services................................... 2 707 2 617 2 616 2 338 Commonwealth revenue...................................... — — — 6 Other ................................................................... 5 9 9 250

Total income ...................................................... 2 712 2 626 2 625 2 594


4.101


Sub-program: 4.1 Multicultural Services and Advice The objectives of this sub-program are to: • provide advice to government on matters relating to multicultural and ethnic affairs; • build the capacity of community organisations to provide social and cultural support to their communities; • foster community harmony; and • report on and influence the provision of equitable access to government services for people from culturally and

linguistically diverse backgrounds.

2006-07 Budget


2005-06 Budget

2004-05 Actual



Multicultural SA continued to meet the objectives of this sub-program, as highlighted below: • Provide advice to government on matters relating to multicultural and ethnic affairs

The number and composition of migrants and refugees settling in South Australia has significantly increased. As a result, advice has been provided to government agencies on the settlement needs of the new arrivals.

• Build the capacity of community organisations to provide social and cultural support to their communities Community organisations rely on effective leadership to ensure the provision of appropriate social and cultural support and there are relatively few women filling leadership roles in migrant communities, particularly in regional areas. To address this need, in 2005-06 a leadership course was held in the Riverland for culturally and linguistically diverse women.

• Foster community harmony Global and national media coverage of some events have created some misperceptions about Muslims and the Islamic faith within the society. In response, the South Australian Government Muslim Reference Group has been established to provide advice on strategies to develop a balanced understanding of Islam and Muslim communities in South Australia.

• Report on and influence the provision of equitable access to government services for people from culturally and linguistically diverse backgrounds For several years South Australian government agencies have reported on initiatives they have taken to ensure access and equity to government services for people of culturally and linguistically diverse backgrounds. Following a review of emerging issues, agencies have now been asked to include in their reports specific measures of workforce profiles and training, use of interpreting services and use of the ethnic media.

Footnotes Note: This sub-program now combines the activities previously reported under sub-programs 4.1 and 4.3 in 2005-06.

Sub-program: 4.2 Interpreting and Translating Services Provides a range of services including conference, telephone and face to face interpreting as well as legal, medical, business and other specialist translations.

2006-07 Budget


2005-06 Budget

2004-05 Actual



The Interpreting and Translating Centre (ITC) provides high quality and timely interpreting and translating services to State Government Departments including Health, Courts, Police, Education and private businesses and individuals. These services include face to face interpreting, phone interpreting, liaison and business interpreting, translations proofreading and voice overs. The ITC is now able to provide multilingual text and graphic management services for its clients. During 2005-06, the ITC has also managed the training of interpreters in new and emerging languages in the community.



2005-06 Target

2004-05 Actual

No. of interpreting assignments 31 000 31 000 30 000 30 022

No. of translating assignments 3 750 3 500 3 000 3 004

% of clients satisfied with accuracy of services 96% 95% 96% 95%

% of assignments completed to agreed or standard timelines

98% 96% 95% 97%

4.102


Program Information

Program 5: Equal Opportunity

Description/Objective: The Equal Opportunity Commission (EOC) is a division of the Attorney-General’s Department. The Commissioner for Equal Opportunity is an independent statutory appointment with responsibility to administer the Equal Opportunity Act 1984.

The objective of the program is to promote equality of opportunity for all South Australians through the administration of anti discrimination legislation.

This is achieved through:

• promoting equal opportunity principles to all South Australians;

• examining and responding to complaints of discrimination; and

• providing information, education and training to encourage compliance with the legislation.


Program 5: Equal Opportunity 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs .............................. 1 637 1 624 1 582 1 553 Supplies and services ......................................... 693 892 903 618 Depreciation and amortisation............................ 119 115 115 115 Other .................................................................. — — — 40

Total expenses................................................... 2 449 2 631 2 600 2 326

Income Sale of goods and services.................................. — — — 79 Commonwealth revenue..................................... — 29 29 29 Other .................................................................. 111 198 190 200

Total income ..................................................... 111 227 219 308


4.103


Sub-program: 5.1 Education Services The objective is to promote compliance with anti-discrimination legislation by providing information, education, training and promotional services. This benefits the community by preventing incidents of discrimination and by equipping individuals and organisations with the skills to respond to such problems should they arise.

2006-07 Budget


2005-06 Budget

2004-05 Actual



The Education Services sub-program reflects EOC’s strategic direction to increase the relevance of the services that is offered to target audiences, which includes: • Organisations trying to achieve workplace change

The EOC refocused its efforts to support organisations to take practical steps to create an harassment-free environment for staff and customers. When organisations contact the EOC to discuss training this often leads to a free initial consultation to develop an Equal Opportunity Plan. These consultations also often result in a shift in focus from staff training to skilling managers to intervene and deal with grievances. The number of training sessions and hours delivered in 2006-07 is expected to be similar to 2005-06.

• Communities under pressure The EOC has targeted awareness raising activities to union officials and community advocates who work with newly arrived South Australian refugees. This direction for community education represents a smaller percentage of overall training sessions, but requires intensive efforts to build relationships.

• Community at large In 2005-06, the EOC website was redeveloped and new features have been added to encourage user interaction, such as opinion polls. Visitor sessions have remained constant after several years of large increases and similar levels of activity are expected in 2006-07.



2005-06 Target

2004-05 Actual

No. of training sessions delivered 310 308 310(a) 363

No. of training hours 15 000 15 863 15 000 13 737(b)

Website visitor sessions 60 000 58 557 60 000 100 960(c)

Footnotes (a) The move to management led training was expected to decrease the number of training sessions introducing participants to anti-discrimination legislation. The EOC concentrated more on working with organisations to put strategies in place to enhance skills of managers to intervene and address inappropriate behaviour at work.

(b) The improvement of collection of statistical data during 2005-06 is now providing the EOC with more accurate figures for training activity. Therefore, it is likely that the reported actual figure for 2004-05 is understated.

(c) Increased internet visitor sessions during 2004-05 reflect the work undertaken on the upgrade to the website and the change to new statistical software. Recent data collected is more accurate and detailed, which will support the site’s future development.

4.104

Sub-program: 5.2 Complaint Services The Equal Opportunity Act 1984 requires the Commissioner for Equal Opportunity to receive complaints of discrimination and try to resolve them. This service provides a free and confidential opportunity for people to address unfair treatment that they have experienced.

2006-07 Budget


2005-06 Budget

2004-05 Actual



The EOC continues to provide a high-quality complaint handling service that assists people to resolve their discrimination concerns in a private, free, impartial and conciliatory manner. The number of telephone enquiries received continues to decline as more people make use of expanded online information. This, along with the increased use of weekly community radio interviews, has meant that the telephone enquiries received tend to be more sophisticated, indicating prior research and media awareness. Complaint numbers in 2005-06 are again above average, however the EOC has been able to deal with complaints in a timeframe that is on target and the proportion of complaints that are successfully conciliated is high by national standards. The EOC has noticed an increase in the number of race discrimination complaints this year, particularly from South Australians of Aboriginal, African and Middle Eastern heritage, such that race is now the second most common ground for complaint, after disability. To address this, the EOC will continue working with Aboriginal communities and with newly arrived African refugees.



2005-06 Target

2004-05 Actual

No of enquiries 2 250(a) 2 291 2 500(b) 2 602

No. of cases/complaints received 130(c) 144 120 139

% of complaints within jurisdiction that are conciliated

50% 52% 50% 48%

Average complaint completion time(d) 4 months 4.2 months 4 months 3.6 months

Footnotes (a) The rising use of our website has led to a declining number of telephone enquiries. Therefore, the 2006-07 Target for enquiries has been set in line with the estimated result for 2005-06.

(b) Target has been revised during the year to reflect new reporting standards. (c) The target for complaint numbers in 2006-07 has been slightly increased to reflect higher than average

complaint numbers in last two years and possible impact of WorkChoices, which may increase the number of discriminatory dismissal cases that may involve a breach of anti-discrimination legislation. These currently comprise approximately 15 per cent of all complaints.

(d) The figures reported are medians.

4.105


Program Information

Program 6: Police Complaints Authority

Description/Objective: The Police Complaints Authority is a statutory officer independent of the Attorney-General’s Department providing complaint handling services for complaints about South Australian police.

The objectives of this program are to maintain public confidence in, and proper accountability of, the South Australia Police Department.

These objectives are pursued through the provision of complaint investigation and resolution services, and by the independent auditing of police records of telephone interceptions and the use of listening and surveillance devices.


Program 6: Police Complaints Authority 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 1 034 1 010 981 903 Supplies and services .......................................... 184 191 194 283 Depreciation and amortisation............................. 30 29 29 39

Total expenses.................................................... 1 248 1 230 1 204 1 225

Income Commonwealth revenue...................................... — — — 1 Other ................................................................... 3 3 3 2

Total income ...................................................... 3 3 3 3


4.106


Program: 6 Police Complaints Authority Handles enquiries, investigations and the resolution of complaints about South Australia Police (SAPOL). It provides aggrieved members of the public and their representatives with an independent review of police actions. In cases where problems are disclosed, it makes recommendations for remedial action.

2006-07 Budget


2005-06 Budget

2004-05 Actual



Increases in complaints received and Freedom of Information (FOI) review applications suggest that the public continue to have confidence in the office of the Police Complaints Authority to address and resolve perceived problems with SAPOL. However, the increases are not so high as to suggest a significant loss of confidence in SAPOL itself.



2005-06 Target

2004-05 Actual

No. of cases/complaints received 1 250 1 223 1 250 1 170

No. of FOI reviews conducted 25 38 25 25

% of complaints finalised 80% 77% 80% 75%

% of cases finalised within 28 days(a) 85% 92% 85% 88%

Footnotes (a) The indicator ‘% of complaints finalised’ within 28 days refers to finalisation within 28 days of receipt of completed investigation from SAPOL.

4.107


Program Information

Program 7: Ombudsman Services

Description/Objective: The Ombudsman is a statutory officer independent of the Attorney-General’s Department, reporting to Parliament. The Ombudsman investigates and attempts to resolve complaints against State and local government agencies, and reviews determinations made by agencies under the Freedom of Information Act 1991.

The objective of this program is to ensure that the public receives fair treatment from government bodies and that public administration is reasonable and just.

This objective is pursued through the provision of complaint investigation and resolution services including the review of freedom of information determinations.


Program 7: Ombudsman Services 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 1 283 1 333 1 435 1 352 Supplies and services .......................................... 305 319 375 410 Depreciation and amortisation............................. 38 37 37 52

Total expenses.................................................... 1 626 1 689 1 847 1 814


Total income ...................................................... 4 4 4 10


4.108


Program: 7 Ombudsman Services Handles enquiries, investigations and the resolution of complaints from the general public and the review of determinations under the Freedom of Information Act 1991 (FOI). The objective is to ensure that the public receives fair treatment from government bodies and that public administration is reasonable and just.

2006-07 Budget


2005-06 Budget

2004-05 Actual



The Office of the Ombudsman continued to provide effective complaint investigation and resolution services to the community, and to conduct reviews of FOI determinations. A reduction in the number of complaints received has resulted in a reduction in the backlog of complaints on hand and an improvement in the turnaround time for investigations. Such fluctuations occur from time to time and cannot be predicted, although most of the reduction for 2005-06 has come from a reduced number of complaints from prisoners. The increased number of FOI reviews is significant, however reviews have generally been conducted within reasonable time frames. In 2006-07, the Ombudsman will continue to work on reducing the backlog of complaints whilst still obtaining effective resolution where unfairness has occurred. During 2005-06 the health complaints function was transferred to the newly established Health and Community Services Complaints Commissioner, along with three positions. Consequently, all performance indicators and targets have been adjusted to reflect the transfer of the health complaints function.



2005-06 Target

2004-05 Actual

Ombudsman Investigations:

• No. of complaints received 1 900 1 573 1 900 1 863

• No. of open investigations(a) 180 198 200 203

• No. of investigations over 9 months old(b) 30 44 50 44

• No. of complaints finalised 1 900 1 580 1 900 1 967

FOI Reviews:

• No. of reviews received 100 141 100 83

• No. of open reviews(a) 45 60 50 48

• No. of reviews over 9 months old(b) 5 7 10 16

• No. of reviews finalised 100 128 100 96

Footnotes (a) Investigations or reviews on hand at the end of the year. (b) Investigations or reviews on hand at the end of the year which are over 9 months old.

4.109


Program Information

Program 8: Crime Prevention

Description/Objective: The Crime Prevention Unit is part of the Attorney-General’s Department, initiating and supporting crime prevention projects and local crime prevention programs.

The objective of this program is to achieve a prevention or reduction in crime through working with a range of partners to develop appropriate crime prevention strategies and improved crime prevention practices. This objective is pursued through the provision of various crime prevention support services.


Program 8: Crime Prevention 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 646 631 615 364 Supplies and services .......................................... 196 203 206 137 Depreciation and amortisation............................. 8 8 8 6 Other ................................................................... 1 021 996 936 1 389

Total expenses.................................................... 1 871 1 838 1 765 1 896


Total income ...................................................... 80 80 77 91


4.110


Program Information

Program 9: Crime Statistics

Description/Objective: The Office of Crime Statistics is part of the Attorney-General’s Department, providing monitoring, research and evaluation into crime and criminal justice.

The objective of this program is to achieve accurate and timely reporting on trends in crime and criminal justice; effective evaluation of the impact of, and the need for change to, criminal justice policy; and improved public understanding of criminal justice policy.


Program 9: Crime Statistics 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 1 364 1 333 1 299 1 521 Supplies and services .......................................... 709 572 741 371 Depreciation and amortisation............................. 54 53 53 53 Other ................................................................... 23 22 21 30

Total expenses.................................................... 2 150 1 980 2 114 1 975


Total income ...................................................... 388 392 375 525


4.111


Program Information

Program 10: Justice Portfolio Services

Description/Objective: The Justice Portfolio Services is part of the Attorney-General’s Department providing strategic policy advice for the department and the Justice Portfolio.

The objective of this program is to provide excellence in customer service in the delivery of the following support services: financial, business and contract management, Justice technology, portfolio human resources, information knowledge management, strategic development and communications, business reform, Ministerial offices and Ministerial support, Justice Executive, and legal community centre and other grants.

This objective is pursued through the provision of corporate support services and advice on policy and direction.


Program 10: Justice Portfolio Services 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 12 216 12 595 12 597 11 713 Supplies and services .......................................... 10 250 10 583 11 096 13 749 Depreciation and amortisation............................. 593 581 581 582 Other ................................................................... 5 449 5 315 4 993 5 664

Total expenses.................................................... 28 508 29 074 29 267 31 708

Income Sale of goods and services................................... 9 166 9 303 — 3 Fees, fines and penalties...................................... — 9 9 4 Commonwealth revenue...................................... 3 005 2 952 2 952 3 278 Other ................................................................... 3 385 3 466 12 172 13 163

Total income ...................................................... 15 556 15 730 15 133 16 448


4.112


Program Information

Program 11: Guardianship Services

Description/Objective: The Guardianship Board and the Office of the Public Advocate are serviced by the Attorney-General’s Department, and provide services to promote and protect the rights and interests of people with reduced mental capacity and, where appropriate, their carers. The Guardianship Board is a court like tribunal which has the power to make important decisions affecting the lives and property of persons over whom it has jurisdiction. The Office of Public Advocate provides education, investigation, advocacy and guardianship services in accordance with its statutory functions. Both entities exist under the Guardianship and Administration Act 1993.

The objectives of this program are:

• to provide information and advice about the operation of State mental health and guardianship laws and related issues;

• ensure persons with a mental capacity are afforded proper care and protection; and

• to offer guidance and assistance on legal and medical issues.


Program 11: Guardianship Services 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 2 532 2 478 2 405 2 117 Supplies and services .......................................... 1 296 1 338 1 382 1 297 Depreciation and amortisation............................. 13 13 13 21 Other ................................................................... 27 27 — —

Total expenses.................................................... 3 868 3 856 3 800 3 435

Income Commonwealth revenue...................................... — — — 3 Other ................................................................... — — — 201

Total income ...................................................... — — — 204


4.113


Program Information

Program 12: Gambling Regulatory Services

Description/Objective: The Office of the Liquor and Gambling Commissioner, a statutory office within the Attorney-General’s Department, regulates the gambling industry.

The objectives are to encourage responsible attitudes towards the promotion, sale, supply and use of gambling products; to minimise the harm associated with these products; and to maintain public confidence in the State’s gambling industries.

These objectives are pursued through rigorous regulatory regimes.


Program 12: Gambling Regulatory Services 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 3 117 3 153 3 098 3 023 Supplies and services .......................................... 1 017 1 064 1 187 741 Depreciation and amortisation............................. 55 53 53 40 Other ................................................................... — — — —

Total expenses.................................................... 4 189 4 270 4 338 3 804

Income Sale of goods and services................................... — — — 56 Fees, fines and penalties...................................... 355 305 305 279 Commonwealth revenue...................................... — — — 5 Other ................................................................... 943 949 908 1 113

Total income ...................................................... 1 298 1 254 1 213 1 453


4.114


Program: 12 Gambling Regulatory Services The Office regulates certain gambling products under the: • Gaming Machines Act 1992 which provides for and regulates the supply and operations of gaming machines; • Authorised Betting Operations Act 2000 which provides for the licensing and regulation of totalisator and

other betting operations; • Racing (Proprietary Business Licensing) Act 2000 which provides for the licensing and control of persons

carrying on commercial businesses involving the conduct of races in this State on which betting is to occur; • Casino Act 1997 which provides for the licensing, supervision and control of the Casino; and • Collections for Charitable Purposes Act 1939 and Lottery & Gaming Act 1936 which provides for the

licensing and regulation of major and minor lotteries, bingo sessions, instant lotteries, trade promotions, sweepstakes and collection for charitable purposes.

The Liquor and Gambling Commissioner is responsible to the Independent Gambling Authority for the constant scrutiny of the business under the Casino, Racing and Gaming Machine legislation.

2006-07 Budget


2005-06 Budget

2004-05 Actual



The Office of the Liquor and Gambling Commissioner has a role in ensuring that South Australia has a gambling industry that promotes and delivers products and services in a responsible manner that minimises harm and reflects community values and expectations. In 2005-06 ‘Gambling Industries’ and ‘The Casino’ were reported under sub-programs 3.2 and 3.3 in the Portfolio Statements. They have been combined into the single sub-program from 2006-07, along with the replacement of performance indicators to provide a more accurate measure of performance.



2005-06 Target

2004-05 Actual

No. of inspections of gaming venues 590 550 590 n.a.(a)

No. of wagering compliance assessments 500 1 038 1 000(b) n.a.(a)

No. of Casino checks on compliance requirements

2 100 1 924 1 890 n.a.(a)

No. of lottery licences processed within 21 days of receipt

95% 93% 90% n.a.(a)

Footnotes (a) New performance indicator. (b) 2005-06 was the first year of wagering compliance assessments. Assessments in subsequent years will be

risk based.

4.115

ATTORNEY-GENERAL'S DEPARTMENT


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Expenses

Employee benefits and costs — Salaries, wages, annual and sick leave ..................................... 68 721 67 989 65 364 60 934 Long service leave .................................................................... 2 758 2 693 2 188 2 013 Payroll tax ................................................................................ 3 814 3 761 4 092 3 841 Superannuation ......................................................................... 8 659 8 555 9 177 7 509 Other ......................................................................................... 305 1 522 130 2 201Supplies and services — General supplies and services .................................................. 35 458 34 650 35 727 35 108 Consultancy expenses .............................................................. 331 331 331 200Depreciation and amortisation ..................................................... 2 773 2 705 2 705 2 481Borrowing costs ............................................................................ — — 98 — Grants and subsidies ..................................................................... 9 166 8 752 8 489 8 524Intra government transfers ........................................................... 1 314 1 421 1 044 2 216Other expenses ............................................................................. 375 367 473 195

Total expenses .............................................................................. 133 674 132 746 129 818 125 222

Income

Commonwealth revenues ............................................................. 3 005 2 981 3 454 3 407Intra government transfers ........................................................... 6 595 6 554 1 218 848Other grants .................................................................................. — — — 25Fees, fines and penalties ............................................................... 23 319 20 498 20 527 21 879Sales of goods and services .......................................................... 28 396 26 662 16 742 15 314Interest revenues ........................................................................... — 566 223 1 020Net gain or loss from disposal of assets ....................................... -25 — — -77Resources received free of charge ................................................ — — — 396Other income ................................................................................ 5 244 4 961 18 860 21 430

Total income ................................................................................. 66 534 62 222 61 024 64 242



Income — Appropriation ........................................................................... 67 728 68 472 68 761 64 416 Other income ............................................................................ — 2 642 — 793Expenses — Cash alignment ......................................................................... 472 3 962 — 14 198


Net result ...................................................................................... 116 -3 372 -33 -9 969

4.116


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Assets

Current assets

Cash and cash equivalents ............................................................ 21 614 19 004 12 655 19 914Receivables ................................................................................... 5 617 5 826 7 877 6 063Inventories .................................................................................... 10 5 5 — Other current assets ...................................................................... 799 726 636 653


Non current assets



Total assets ................................................................................... 32 177 31 710 27 462 34 742

Liabilities

Current liabilities

Payables ........................................................................................ 7 947 7 547 6 254 6 868Short-term borrowings ................................................................. — — 3 — Employee benefits — Salaries and wages ................................................................... 1 113 1 082 865 1 051 Annual leave ............................................................................. 4 138 4 211 3 823 4 298 Long service leave .................................................................... 949 912 813 875 Superannuation ......................................................................... — — 12 — Other ......................................................................................... 406 203 200 — Short-term provisions ................................................................... 330 313 248 296Other current liabilities ................................................................. 1 041 1 005 1 649 1 249



Long-term employee benefits — Long service leave .................................................................... 13 775 13 741 12 149 13 705 Superannuation ......................................................................... — — 9 — Other ......................................................................................... 16 8 12 — Long-term provisions ................................................................... 1 636 1 574 1 174 1 512Other non-current liabilities ......................................................... 17 421 1 346 823



Net assets ...................................................................................... 809 693 -1 095 4 065

Equity

Retained earnings ......................................................................... -801 -917 -2 705 2 455Asset revaluation reserve ............................................................. 1 610 1 610 1 610 1 610

Total equity .................................................................................. 809 693 -1 095 4 065


4.117



Contributedcapital

$000

Assetrevaluation

reserve

$000

Retainedearnings

$000

Total

$000







Estimated balance at 30 June 2006 — 1 610 -917 693





Estimated balance at 30 June 2007 — 1 610 -801 809

4.118



2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash outflows

Employee payments ..................................................................... 83 584 83 860 80 291 74 702Supplies and services ................................................................... 35 775 34 967 36 044 31 701Borrowing costs ............................................................................ — — 98 — Grants and subsidies ..................................................................... 9 166 8 752 8 489 8 524Net GST paid ................................................................................ — — — 6 566Intra government transfers ........................................................... 1 314 1 421 1 044 2 216Other payments ............................................................................ 716 706 812 195


Cash inflows

Intra government transfers ........................................................... 6 595 6 554 1 218 848Commonwealth receipts ............................................................... 3 005 2 981 3 454 3 407Other grants .................................................................................. — — — 25Fees, fines and penalties ............................................................... 23 319 20 498 20 527 21 879Sales of goods and services .......................................................... 28 381 26 647 16 727 15 088Interest received ........................................................................... 7 591 248 1 030Net GST received ......................................................................... — — — 6 282Other receipts ............................................................................... 5 388 5 115 19 014 21 683


SA GOVERNMENT:

Appropriation ............................................................................... 67 728 68 472 68 761 64 416Other receipts ............................................................................... — 2 642 — 793Payments — Cash alignment ......................................................................... 472 3 962 — 14 198


Net cash provided by (+) / used (-) in operating activities ........... 3 396 -168 3 171 -2 651


Cash outflows



Net cash provided by (+) / used in (-) investing activities ........... -786 -742 -976 -1 755

Net increase (+) / decrease (-) in cash equivalents ....................... 2 610 -910 2 195 -4 406



4.119

ADMINISTERED ITEMS FOR THE ATTORNEY-GENERAL'S DEPARTMENT


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual


Income — Appropriation ........................................................................... 60 468 55 464 54 456 53 699 Other income ............................................................................ — 525 — 55



Taxation ........................................................................................ 341 173 324 969 337 256 326 235Commonwealth revenues ............................................................. 25 931 25 407 23 613 24 562Intra government transfers ........................................................... 14 100 9 540 2 701 174 988Fees, fines and penalties ............................................................... 2 350 5 968 4 816Sales of goods and services .......................................................... 1 693 16 16 1 832Interest revenues ........................................................................... 13 147 12 990 3 822 9 589Net gain or loss from disposal of assets ....................................... — — — -1Other income ................................................................................ 5 088 4 816 9 420 6 917


Total income ................................................................................. 461 602 434 077 437 252 602 692

Expenses

Employee benefits and costs — Salaries, wages, annual and sick leave ..................................... 1 679 1 887 1 935 5 397 Long service leave .................................................................... 61 64 15 76 Payroll tax ................................................................................ 100 81 23 292 Superannuation ......................................................................... 179 201 41 512 Other ......................................................................................... — — — 580Supplies and services — General supplies and services .................................................. 30 682 25 137 22 612 40 305 Consultancy expenses .............................................................. — — — 157Depreciation and amortisation ..................................................... — — — 384Grants and subsidies ..................................................................... 34 029 34 107 33 056 31 981Intra government transfers ........................................................... 6 997 7 788 2 442 168 409Other expenses ............................................................................. 373 759 365 188 370 088 350 120

Total expenses .............................................................................. 447 486 434 453 430 212 598 213

Net result ...................................................................................... 14 116 -376 7 040 4 479

4.120


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Assets

Current assets

Cash and cash equivalents ............................................................ 86 586 77 273 55 076 93 628Receivables ................................................................................... 29 102 26 911 37 366 28 530Financial assets ............................................................................. 21 553 21 501 15 968 21 449Other current assets ...................................................................... 10 312 10 311 3 936 10 310


Non current assets

Financial assets ............................................................................. 77 153 74 795 71 813 72 437Land and improvements ............................................................... 325 325 348 325Plant and equipment ..................................................................... 4 207 1 207 6 294 294Other non-current assets ............................................................... — — 330 —


Total assets ................................................................................... 229 238 212 323 191 131 226 973

Liabilities

Current liabilities

Payables ........................................................................................ 3 039 3 019 2 224 2 999Employee benefits — Salaries and wages ................................................................... 103 101 12 99 Annual leave ............................................................................. 167 167 141 167 Long service leave .................................................................... 22 19 6 16Other current liabilities ................................................................. 90 328 87 736 65 433 85 144



Long-term employee benefits — Long service leave .................................................................... 279 264 240 249 Other ......................................................................................... 8 4 4 — Other non-current liabilities ......................................................... 30 026 29 863 27 484 29 700



Net assets ...................................................................................... 105 266 91 150 95 587 108 599

Equity

Retained earnings ......................................................................... 100 040 85 924 92 642 103 373Asset revaluation reserve ............................................................. 5 226 5 226 2 945 5 226

Total equity .................................................................................. 105 266 91 150 95 587 108 599


4.121



Contributedcapital

$000

Assetrevaluation

reserve

$000

Retainedearnings

$000

Total

$000



Net gain/loss on revaluation of property, plant and equipment during 2005-06 ............................................................................ — — — — Net changes in reserves ................................................................ — — -17 073 -17 073

Net income/expense recognised directly in equity for 2005-06 ... — — -17 073 -17 073Net result after restructure for 2005-06 ........................................ — — -376 -376









4.122



2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash inflows

Taxation ........................................................................................ 339 822 327 428 337 810 326 235Intra government transfers ........................................................... 14 100 9 540 2 701 174 988Commonwealth receipts ............................................................... 25 931 25 407 23 613 24 562Fees, fines and penalties ............................................................... 2 350 5 968 4 900Sales of goods and services .......................................................... 1 693 16 16 1 821Interest received ........................................................................... 13 147 12 990 3 822 9 521Other receipts ............................................................................... 4 247 3 975 1 301 18 322


Cash outflows

Employee payments ..................................................................... 1 994 2 208 1 989 6 681Supplies and services ................................................................... 30 663 25 118 22 593 18 824Grants and subsidies ..................................................................... 34 029 34 107 33 056 31 981Intra government transfers ........................................................... 6 997 7 788 2 442 168 409Other payments ............................................................................ 371 004 362 433 360 055 350 088


SA GOVERNMENT:

Appropriation ............................................................................... 60 468 55 464 54 456 49 711Other receipts ............................................................................... — 525 — 55


Net cash provided by (+) / used in (-) operating activities ........... 14 723 4 041 9 552 34 132


Cash outflows

Purchase of property, plant and equipment .................................. 3 000 913 4 913 249Other payments ............................................................................ 2 410 2 410 2 410 8 533



Net increase (+) / decrease (-) in cash equivalents ....................... 9 313 718 2 229 25 350



4.123





The major variation in expenses is a $1.2 million reduction in Employee benefits and costs - Other. This represents the impact of TVSP payments included in the 2005-06 Estimated Result.

With respect to revenue, the $2.8 million increase in fees, fines and penalties in the 2006-07 Budget mainly reflects additional activity associated with applications for licences and other services provided in the Office of Consumer and Business Affairs and the Office of the Liquor and Gambling Commissioner. This increase is offset by a decrease in appropriation received from the Government of South Australia.

The decrease in Expenses to the Government of South Australia - Cash alignment represents the total payments made under the Cash alignment policy during 2005-06. Total payments made during 2006-07 will be included as part of the 2006-07 Estimated Result.


The increase in current assets relates to an increase in the accrual appropriation reserve fund in 2006-07.


The decrease in equity in the 2006-07 Budget represents the impact of the 2006-07 Budget net result (refer Income statement).


Changes to operating receipts and payments are consistent with the issues affecting the Income statement’s income and expenses, as reported above.

4.124

Administered


The increase in revenue in the 2006-07 Budget is mainly due to an increase in gambling tax revenue.

The increase in other expenses in the 2006-07 Budget is mainly due to the corresponding payments of these revenues to the Department of Treasury and Finance.

The increase in general supplies and services in the 2006-07 Budget is mainly due to the transfer of the State Rescue Helicopter Service budget from SAPOL from 1 July 2006.


The increase in plant and equipment in the 2006-07 Budget is due to budgeted expenditure on the Computer Aided Dispatch project during 2006-07.


The increase in equity in the 2006-07 Budget represents the impact of the 2006-07 Budget net result (refer Income statement).


Changes to operating receipts and payments are consistent with the issues affecting the Income statement’s income and expenses, as reported above.



4.125

Additional Information for Administered Items Attorney-General’s Department

Cash flow statement

2006-07Budget

2005-06Estimated

Result

2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

CASH FLOWS FROM: Operating activities Receipts Taxation —

Gambling — contribution from casino operations .................. 19 795 22 905 18 200 18 056 Gambling — contribution from gaming machines.................. 308 054 293 654 307 954 296 836 Gambling Income — on-course revenues ............................... — 50 1 100 1 197 Small Lotteries ....................................................................... 1 773 1 719 1 656 993 Contribution from SA TAB .................................................... 10 200 9 100 8 900 9 153

Commonwealth Grants and Payments — Companies Code — Fees........................................................ 12 571 12 265 12 265 11 965 Legal Aid ................................................................................ 13 360 13 142 11 348 12 597

Intra Government Transfers — Child Abuse Program.............................................................. 200 200 201 300 Victims of Crime Fund — levies from fines and penalties ..... 10 876 9 340 — 5 229 Community Emergency Services Fund — collections and concessions .............................................................................

—

—

—

97 984

Community Emergency Services Fund — refunds and remission.................................................................................

—

—

—

71 475

CAD Project… ........................................................................ 2 500 — 2 500 — State Rescue Helicopter Service.............................................. 524 — — — Sale of Goods and Services — Bookmakers’ levy collections, service and licence fees .......... — — — 1 559 State Rescue Helicopter Service.............................................. 1 677 — — — Other ....................................................................................... 16 16 16 262 Fees, Fines and Penalties — Victims of Crime Fund — levies from fines and penalties...... — — 5 661 2 117 Victims of Crime Fund — recoveries from offenders ............. — — — 925 Gambling Income — on-course revenues ............................... — — — 1 189 Other ....................................................................................... 2 350 307 669 Interest —

Agents Indemnity Fund........................................................... 8 695 8 520 3 220 2 011 Victims of Crime Fund ........................................................... 677 788 560 935 Community Emergency Services Fund................................... — — — 2436 Residential Tenancies Fund .................................................... 3 618 3 529 — 3 814 Other ....................................................................................... 157 153 42 325

State Government — Appropriation ............................................ 60 468 55 989 54 456 49 766 Other —

Victims of Crime Fund — Confiscation of Profits.................. 1 175 1 150 700 1 027 Victims of Crime Fund — levies from fines and penalties ..... 553 360 360 2 492 Agents Indemnity Fund........................................................... — — — 5 716 Audio Management System .................................................... — — — 5 626

4.126


Cash flow statement

2006-07Budget

2005-06Estimated

Result

2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Bookmakers’ Levy Collected.................................................. 1 600 1 500 — — Other ....................................................................................... 919 965 241 3 461


Payments Employee payments —

Ombudsman ............................................................................ 228 198 192 220 Ministerial Salaries and Allowances ....................................... 459 705 705 667 Solicitor-General..................................................................... 386 363 358 360 Kapunda Road Royal Commission ......................................... — — — 174 Children in State Care Commission of Inquiry ....................... 380 395 395 392 Residential Tenancies Fund .................................................... — — — 2 660 Wangary Coronial Inquest ...................................................... 230 350 — — Other ....................................................................................... 311 197 339 2 208

Supplies and services — Victims of Crime Fund — compensation payments to victims..................................................................................... 11 912 11 638 11 398 11 225 Victims of Crime Fund — other ............................................. 2 095 1 774 1 774 4 561 Kapunda Road Royal Commission ......................................... — 526 65 203 Children in State Care Commission of Inquiry ....................... 4 491 4 397 2 932 — Bodies in the Barrels Case ...................................................... 500 1 753 2 500 1 708 CAD Project............................................................................ 3 079 3 035 3 035 742 State Rescue Helicopter Service ............................................. 6 971 — — — Wangary Coronial Inquest ...................................................... 902 1 072 — — Other ....................................................................................... 713 923 889 385

Grants and subsidies — Victims of Crime Fund — subsidies paid to external entities..................................................................................... 1 621 1 376 447 1 201 Legal Services Commission — contribution to legal aid ........ 24 843 24 459 22 563 23 534 Subsidies Paid to Liquor Licensees......................................... 6 600 7 300 8 846 6 996 Expensive State Criminal Cases.............................................. 955 772 600 250

Other ....................................................................................... 10 200 600 — Intra Government Transfers —

Portfolio Radio and Telecommunications Project................... 971 1 665 2 099 — Residential Tenancies Fund .................................................... 4 671 4 556 — — Victims of Crime —payments to AGD................................... 899 879 343 380 Community Emergency Services Fund — transfers to other agencies...................................................................................

—

—

—

168 029

Other ....................................................................................... 456 688 — — Other Payments —

Receipts Paid to Consolidated Account .................................. 367 235 352 705 360 055 350 088 Other ....................................................................................... 3 769 9 728 — —

Total operating payments ............................................................. 444 687 431 654 420 135 575 983

Net cash provided by operating activities................................. 14 723 4 041 9 552 34 132

4.127


Cash flow statement

2006-07Budget

2005-06Estimated

Result

2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Investing activities Receipts — — — —

Total investing receipts ................................................................ — — — — Payments Purchase of Property, Plant and Equipment —

Portfolio Radio and Telecommunications Costs ..................... — 49 49 — CAD Project............................................................................ 3 000 864 4 864 — Other ....................................................................................... — — — 249

Purchase of Shares and Investments Agents Indemnity Fund........................................................... 2 410 2 410 2 410 1 764 Residential Tenancies Fund .................................................... — — — 6 139 Other ....................................................................................... — — — 630

Total investing payments.............................................................. 5 410 3 323 7 323 8 782

Net cash provided by investing activities.................................. -5 410 -3 323 -7 323 -8 782

Financing activities Receipts — — — —

Total financing receipts ............................................................. — — — — Payments — — — —

Total financing payments .......................................................... — — — —

Net cash provided by financing activities .............................. — — — —

Net Increase (+) / decrease (-) in cash held ............................ 9 313 718 2 229 25 350

Opening cash balance as at 1 July.......................................... 77 273 76 555 52 847 68 278

Closing cash balance as at 30 June.......................................... 86 586 77 273 55 076 93 628

4.128

4.129

TABLE OF CONTENTS

AGENCY: DEPARTMENT FOR CORRECTIONAL SERVICES

Objective ......................................................................................................................................... 4.131




Program Information






Balance sheet......................................................................................................................... 4.140




4.130

Portfolio: Justice

Agency: Department for Correctional Services

Objectives

The Department for Correctional Services is responsible for the provision of custodial services, community based supervision services and rehabilitation services to offenders in South Australia.

The primary objective of the department is to work to contribute to creating a safer community while assisting to rebuild lives affected by crime.


Targets 2006-07 Highlights 2005-06 • Implement risk based assessment for prisoners and offenders • Continue to manage Social Inclusion Board initiatives • Implement a new electronic rostering system for prison staffing • Commence prison kitchen upgrades • Commence air treatment systems upgrades • Conduct up-date audit of prison fire safety systems • Commence construction of Mobilong Prison centre support

facilities • Implement remote area Indigenous offender initiative in central

Australian communities • Construct additional accommodation at the Adelaide Women’s

Prison • Prepare documentation and commence a tender process for a

Public Private Partnership project for new men’s and women’s prisons and a new pre-release centre

• Finalised business case for future prison infrastructure needs • Implemented changes to increase support for the operation of

the Parole Board • Continued to manage Social Inclusion Board initiatives • Upgraded prison infrastructure at Mobilong Prison • Continued the implementation of the Workplace Safety

Management strategies • Implemented changes to operational practices resulting from the

Correctional Services Miscellaneous (Amendment) Act 2005 • Implemented ‘Reachout’ program for young offenders at Cadell

Training Centre (CTC) • Finalised the organisational development framework

4.131



2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000 1. Rehabilitation and Reparation ........................ 21 625 20 783 19 281 19 524 2. Custodial Services .......................................... 102 428 99 297 98 973 97 742 3. Community Based Services............................ 18 228 17 606 15 601 16 261

Total 142 281 137 686 133 855 133 527




2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

New Works Prison Kitchens Upgrades.................................. 2 000 — — — Prison Air Treatment System Upgrades............. 1 000 — — — Women’s Prison – Additional Accommodation ................................................ 800 — — —

Total New Works 3 800 — — —

Works in Progress:

Mobilong Prison Centre Support Facilities........ 657 195 695 8 Adelaide Remand Centre – Replace Lifts.......... — 100 400 385 Community Correctional Centre Relocations .... — 300 300 799 Fire Safety Systems Upgrade............................. 900 300 800 686 Replace Security and Building Management Systems – Stage 2 .............................................. 1 490 350 850 1 081

Mobilong Prison – 50 Bed Prison Unit.............. — — — 2 750 Cadell Training Centre – Upgrade Water Supply................................................................ — — — 366 Yatala Labour Prison – Building Condition Audit.................................................................. — — — 297 Portfolio Radio and Telecommunications Project................................................................ — 137 137 —

Small Projects.................................................... — 160 160 857

Total Works in Progress ...................................... 3 047 1 542 3 342 7 229

Minor Works

Annual Programs ............................................... 2 604 2 533 2 533 2 146


4.132


Program Information

Program 1: Rehabilitation and Reparation

Description/Objective: The objective of this rehabilitation program is to rehabilitate prisoners and offenders by providing an appropriate range of offender related and offence specific programs that address the causes and consequences of offending. Offenders also undertake a range of community benefit tasks. These reparation functions are directed toward compensating the community for offences committed (see Program 3 — Community Based Services for more detail).

Programs are provided to address offending behaviour and factors related to ongoing social disadvantage. They also focus on activities related to restoring and healing the effects of crime and the provision of support services for victims of crime. Offenders sentenced to a community service bond undertake reparation tasks that benefit the community.

The South Australian community benefits through a reduction in the rate of re-offending and an associated reduction of the economic and social cost of crime. Some programs also enable factors related to social disadvantage such as levels of education, homelessness and unemployment to be addressed.


Program 1: Rehabilitation and Reparation 2006-07 Budget

2005-06 Estimated

Result

2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................. 17 949 17 283 16 286 16 226 Supplies and services ........................................ 6 834 6 812 7 105 7 750 Depreciation and amortisation........................... 842 842 776 719 Other ................................................................. 768 756 1 148 975

Total expenses from ....................................... 26 393 25 693 25 315 25 670

Income Sale of goods and services................................. 4 466 4 466 5 909 5 573 Other ................................................................. 302 444 125 573

Total income .................................................... 4 768 4 910 6 034 6 146

Net cost of providing services ......................... 21 625 20 783 19 281 19 524

4.133


Program: 1 Rehabilitation and Reparation Effective rehabilitation programs focused on offender specific and offence related factors reduce re-offending and the economic and social cost of crime to the community. The objectives are to provide prisoners and offenders with: • appropriate rehabilitation programs in areas such as sexual offending, alcohol and drug abuse, anger

management, domestic violence, ending offending, reasoning and rehabilitation, and victim awareness; • pre-release, re-socialisation and life-skills programs. These may also include personal development through

the community service reparation process; • educational programs in literacy and numeracy, and pre-certificate, secondary and higher education; • vocational programs to enhance employment opportunities through nationally accredited courses; and • opportunities to enhance work skills through duty assignments in prison industries and prison services.

2006-07 Budget


2005-06 Budget

2004-05 Actual


Performance Commentary The Department for Correctional Services (DCS) is continuing its efforts in delivering programs to assist prisoners and offenders to address their anti-social behaviour that benefits the community by reducing the likelihood of re-offending. Providing skill training and educational opportunities through prison industries and services and further educational systems enhances a prisoner’s chance of employment once released. The community benefits through improved re-integration and a reduced likelihood of re-offending. The rehabilitation programs of DCS have been consistent with the targets set.



2005-06 Target

2004-05 Actual

Offence focused programs:

• Offence focused programs available 19 19(a) 15 15

• No. of prisoners/offenders commencing offence focused programs

3 100 3 068 3 050 3 508

• No. of offenders/prisoners completing offence focused programs during the financial year

2 800 3 113 2 800 3 489

• % of offenders/prisoners successfully completing offence focused programs

80% 83% 80% 85%

Educational/vocational programs:

• Educational programs available 14 14 14 14

• No. of prisoners/offenders enrolled in educational/vocational programs

1 595 1 623 1 450 1 207

• % of education and vocational enrolments successfully completed

60% 47%(b) 60% 47%(b)

On the job work skills programs

• average number of eligible prisoners with duty assignments

740 760 700 740

• % of eligible prisoners with duty assignments

80% 85% 75% 81%

Footnote (a) Four extra programs are available to assist with prisoner rehabilitation – the new programs specifically target serious offenders including those who commit sexual and violent offences.

(b) The successful completion of assessed competency units has been maintained. Whilst the percentage successful completion rate is less than the target estimate for both 2004-05 and 2005-06, actual prisoner numbers undertaking programs during the same period have risen from 1207 to 1623. More prisoners have successfully completed programs than in previous years.

4.134


Program Information

Program 2: Custodial Services

Description/Objective: The objective of the Custodial Services Program is to provide an effective and appropriate custodial environment that maintains public and prisoner safety in accordance with the orders of the Courts.

The community benefits through the containment of prisoners and the implementation of a range of security and management regimes that ensure risks are managed and the prison environment is secure, safe and humane.


Program 2: Custodial Services 2006-07 Budget

2005-06 Estimated

Result

2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................. 62 495 60 089 57 834 60 120 Supplies and services ........................................ 35 792 35 661 34 670 35 217 Depreciation and amortisation........................... 5 932 5 932 6 144 5 693 Other ................................................................. 2 183 2 131 3 059 2 649

Total expenses.................................................. 106 402 103 813 101 707 103 679

Income Sale of goods and services................................. 2 705 2 705 1 652 1 915 Commonwealth revenue.................................... — — 50 — Other ................................................................. 1 269 1 811 1 032 4 022

Total income ..................................................... 3 974 4 516 2 734 5 937

Net cost of providing services ......................... 102 428 99 297 98 973 97 742

4.135


Program: 2 Custodial Services The objectives are: • to provide adequate secure accommodation at the appropriate classification (high, medium, low) to efficiently

manage prisoner numbers and profiles; • the safe, secure and humane containment and supervision of prisoners in accordance with relevant correctional

standards and practices; • to manage prisoners in accordance with the relevant legislation (including the Correctional Services Act 1982);

and • the movement and transportation of prisoners to meet their basic needs and the requirements of the courts.

2006-07 Budget


2005-06 Budget

2004-05 Actual



Prisons contain offenders remanded or sentenced by the courts. The custodial division of DCS undertakes programmed assessments as to what management regimes best suit each sentenced prisoner to ensure the safety and good order of the prison system. Performance of the custodial division of DCS has been consistent with the targets set.



2005-06 Target

2004-05 Actual

Approved capacity (beds available):

• secure 1 502 1 502(a) 1 349 1 349

• open 207 207(a) 180 180

Daily average prisoner population 1 580 1 548 1 547 1 510

Daily average remand population in prisons 527 536 500 487

% of prisoner population in remand 33% 35% 33% 32%

No. of escapes (per annum)

• secure — — — —

• open — 6(b) — 3(b)

Unnatural deaths in custody per 100 prisoners — 0.12 — 0.14

Assault rates in custody per 100 prisoners <5.0 2.48 <5.0 3.32

Footnotes (a) New counting rules have been introduced (note the name of the indicator has changed from Operational Capacity to Approved Capacity). Operational Capacity was calculated at 90% of total beds available in the system. Approved capacity represents the total number of beds available within the system to be occupied. This change positions the department to be consistent with emerging national standards. Also note, 50 new beds were commissioned at Mobilong Prison on August 29, 2005. These new beds are included in the target for 2006-07 and estimated result for 2005-06.

(b) All ‘escapes’ (during the 2004-05 financial year and the 2005-06 financial year) were from Cadell Training Centre (an open accommodation low security prison).

4.136


Program Information

Program 3: Community Based Services

Description/Objective: The objective of this program is to supervise offenders in a community based setting as required by orders of the Courts or Parole Board.

Community based supervision of offenders is an important part of correctional service delivery. The department’s community based services include home detention, bail supervision, intensive bail supervision, parole and probation services, community services and the preparation of court reports.

The community benefits as community based penalties provide an effective and appropriate environment in which an offender is subject to supervision but is otherwise able to live within the community.


Program 3: Community Based Services 2006-07 Budget

2005-06 Estimated

Result

2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................. 13 726 13 217 12 265 12 483 Supplies and services ........................................ 4 435 4 423 3 264 4 328 Depreciation and amortisation........................... 286 286 140 130 Other ................................................................. 105 105 573 202

Total expenses.................................................. 18 552 18 031 16 242 17 143

Income Sale of goods and services................................. 168 168 573 518 Other ................................................................. 156 257 68 364

Total income .................................................... 324 425 641 882

Net cost of providing services ...................... 18 228 17 606 15 601 16 261

4.137


Program: 3 Community Based Services The objectives are: • to provide efficient and effective supervision to offenders under a community based order; • the safe and humane supervision of offenders in accordance with relevant correctional standards and practices; • to supervise offenders in accordance with the relevant legislation (including the Correctional Services

Act 1982); and • the preparation of reports for the courts.

2006-07 Budget


2005-06 Budget

2004-05 Actual



The Courts and Parole Board require a significant number of offenders to be managed in the community. Community based management of offenders enables improved outcomes in rehabilitation and reparation to the community. The performance of the Community Corrections Division of DCS has been consistent with the targets set.



2005-06 Target

2004-05 Actual

Community based order commencements (excluding interstate and other orders):

• community service 2 500 2 384(a) 3 250 2 494

• intensive bail supervision 600 677(a) 600 579

• home detention 195 184(a) 240 207

• bail supervision 1 400 1 529(a) 1 350 1 399

• parole 560 550(a) 600 562

• probation 1 800 1 855(a) 1 800 1 830

No. of reports completed for Courts, Parole Board and Prisoner Assessment Committees:

• pre-sentence 1 000 1 115 950 1 035

• bail enquiry 1 050 1 123 1 000 1 126

• intensive bail supervision 1 600 1 649 1 250 1 392

• parole 625 602 625 622

% of community based orders completed successfully:

• community service 60% 54% 60% 54%

• intensive bail supervision 55% 63% 55% 57%

• home detention 80% 88% 80% 89%

• bail supervision 60% 61% 60% 59%

• parole 70% 76% 70% 67%

• probation 75% 79% 75% 80%

% of court ordered reports completed on time 90% 97% 90% 96%

Footnotes (a) Community based orders can fluctuate significantly over time and may also vary as a consequence of changes in prisoner numbers, profiles and enabling legislation.

4.138

DEPARTMENT FOR CORRECTIONAL SERVICES


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Expenses

Employee benefits and costs — Salaries, wages, annual and sick leave ..................................... 79 286 75 657 73 086 75 951 Long service leave .................................................................... 1 367 1 356 1 356 778 Payroll tax ................................................................................ 4 977 4 760 4 577 4 399 Superannuation ......................................................................... 7 700 7 358 6 903 6 803 Other ......................................................................................... 840 1 458 830 898Supplies and services — General supplies and services .................................................. 46 851 46 497 46 474 47 012 Consultancy expenses .............................................................. 210 399 — 283Depreciation and amortisation ..................................................... 7 060 7 060 7 060 6 542Grants and subsidies ..................................................................... 2 755 2 691 2 691 3 116Other expenses ............................................................................. 301 301 287 710

Total expenses .............................................................................. 151 347 147 537 143 264 146 492

Income

Intra government transfers ........................................................... 952 1 287 845 2 147Sales of goods and services .......................................................... 7 339 7 339 7 339 8 006Interest revenues ........................................................................... — 450 450 908Net gain or loss from disposal of assets ....................................... — — — 1Resources received free of charge ................................................ — — — 262Other income ................................................................................ 775 775 775 1 641

Total income ................................................................................. 9 066 9 851 9 409 12 965



Income — Appropriation ........................................................................... 142 281 133 069 134 305 127 881 Other income ............................................................................ — 3 154 — 3 183


Net result ...................................................................................... — -1 463 450 -2 463

4.139


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Assets

Current assets

Cash and cash equivalents ............................................................ 15 746 16 744 15 083 13 866Receivables ................................................................................... 1 699 1 729 1 419 1 729Inventories .................................................................................... 589 589 686 589Other current assets ...................................................................... 9 9 363 9


Non current assets

Land and improvements ............................................................... 188 130 185 317 174 299 189 217Plant and equipment ..................................................................... 2 532 2 954 3 043 2 039Other non-current assets ............................................................... 103 103 102 103


Total assets ................................................................................... 208 808 207 445 194 995 207 552

Liabilities

Current liabilities

Payables ........................................................................................ 14 264 14 225 13 295 14 208Employee benefits — Salaries and wages ................................................................... 1 439 1 439 1 252 1 439 Annual leave ............................................................................. 4 532 4 532 3 851 4 532 Long service leave .................................................................... 1 407 1 353 1 303 1 300Short-term provisions ................................................................... 2 851 2 851 2 746 2 851Other current liabilities ................................................................. 40 40 14 18



Long-term employee benefits — Annual leave ............................................................................. 1 226 1 226 1 284 1 226 Long service leave .................................................................... 14 237 12 967 13 420 11 703Long-term provisions ................................................................... 15 382 15 382 13 514 15 382



Net assets ...................................................................................... 153 430 153 430 144 316 154 893

Equity

Retained earnings ......................................................................... 106 312 106 312 109 369 107 775Asset revaluation reserve ............................................................. 47 001 47 001 34 833 47 001Other reserves ............................................................................... 117 117 114 117

Total equity .................................................................................. 153 430 153 430 144 316 154 893


4.140



Contributedcapital

$000

Assetrevaluation

reserve

$000

Retainedearnings

$000

Total

$000













4.141



2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash outflows

Employee payments ..................................................................... 92 807 89 233 85 396 85 237Supplies and services ................................................................... 47 061 46 896 46 474 46 436Grants and subsidies ..................................................................... 2 755 2 691 2 691 3 116Net GST paid ................................................................................ — — — 5 636Other payments ............................................................................ 301 301 287 507


Cash inflows

Intra government transfers ........................................................... 952 1 287 845 2 147Sales of goods and services .......................................................... 7 339 7 339 7 339 9 630Interest received ........................................................................... 30 450 450 928Net GST received ......................................................................... — — — 5 472Other receipts ............................................................................... 775 775 775 —


SA GOVERNMENT:

Appropriation ............................................................................... 142 281 133 069 134 305 127 881Other receipts ............................................................................... — 3 154 — 3 183




Cash outflows



Cash inflows

Proceeds from sale of property, plant and equipment .................. — — — 15

Cash generated from investing activities ..................................... — — — 15


Net increase (+) / decrease (-) in cash equivalents ....................... -998 2 878 2 991 -1 051



4.142





The increase in employee expenses is due to enterprise bargaining award supplementation and funding of several new initiatives.

The increase in appropriation is due to funding of wage increases, CPI indexation and injection of working capital to the agency, partially offset by a reduction in the accrual appropriation reserve fund.


The decrease in cash is due a reduction in the accrual appropriation reserve fund. This is partially offset by an injection of working capital to the agency.

The increase in non-current assets relates to several new capital initiatives approved for 2006-07.


No issues.


Investing payments has increased due to several new initiatives approved for 2006-07.

The decrease in cash is mainly due to a reduction in the accrual appropriation reserve fund. This is partially offset by an injection of working capital to the agency.

4.143

TABLE OF CONTENTS

AGENCY: SOUTH AUSTRALIAN FIRE AND EMERGENCY SERVICES COMMISSION

Objective ......................................................................................................................................... 4.145




Program Information






Balance sheet......................................................................................................................... 4.150



Income statement – Administered Items............................................................................... 4.153

Balance sheet – Administered Items ..................................................................................... 4.154

Statement of changes in equity – Administered Items.......................................................... 4.155

Cash flow statement – Administered Items .......................................................................... 4.156


4.144

Portfolio: Justice

Agency: South Australian Fire and Emergency Services Commission (SAFECOM)

Objectives

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


Targets 2006-07 Highlights 2005-06 • Establish and maintain strategic directions, policies and plans

for the emergency services sector • Develop strategic asset, communications and information

technology and human resource management plans for the sector

• Improve the integration of education and training services • Integrate technical services • Implementation of the Intranet based Risk Register to provide an

on-line facility to improve the ability of agencies to record, monitor and review identified risks

• Improve the integration of community safety associated programs

• Develop an integrated corporate communications capability

• Established SAFECOM under the SA Fire and Emergency Services Act 2005, on 1 October 2005

• Restructured the SAFECOM Office to better meet the needs of the emergency services sector

• Enhanced SAFECOM Board financial reporting • Commenced development of a Strategic Plan for the emergency

services sector • Redeveloped the MFS Call Receipt and Dispatch System • Commenced the MFS mobile data computer project • Redeveloped the State Emergency Service (SES) website • Launched the Working in Harmony Program • Delivered the Workplace Dignity training program across the

State • Purchased an Intranet based Risk Register • Introduced the Community Emergency Risk Management

project and emergency management into the Anangu Pitjantjatjara Yankunytjatjara Lands

4.145



2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000 1. Fire and Emergency Services Strategic and

Corporate Support (a) 11 317 11 478 11 028 1 585

Total 11 317 11 478 11 028 1 585 (a) The 2004-05 Actual for the Emergency Services Administrative Unit (ESAU) has been split between SAFECOM and SES. The

ESAU allocation includes revenue received from MFS, CFS and SES for support services via a cross charge arrangement. Note: Since the establishment of SAFECOM on 1 October 2005, under the SA Fire and Emergency Services Act 2005, the MFS, CFS and

SES no longer make cross charge payments for support services. SAFECOM is now funded directly from the Community Emergency Services Fund. The cross charge contributions for 2005-06 have been assumed to be part of intra-government transfers and hence have been excluded in deriving the net cost of services for the 2005-06 Budget and the 2005-06 Estimated Result. This treatment reflects the current funding arrangement introduced in the SA Fire and Emergency Services Act 2005 and is consistent with the 2006-07 Budget.




2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Minor Works 89 87 — —

Total Investing Payments 89 87 — —

4.146

Agency: South Australian Fire and Emergency Services Commission

Program Information

Program 1: Fire and Emergency Services Strategic and Corporate Support

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

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

• the development and implementation of a framework of sound corporate governance across the emergency services sector;

• the development, maintenance and implementation of appropriate strategic and business plans across the emergency services sector; and

• the provision of appropriate strategic, administrative, and other support services to the emergency services sector.


Program 1: Fire and Emergency Services Strategic and Corporate Support

2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 8 086 8 308 8 133 8 687 Supplies and services .......................................... 3 776 3 591 2 951 3 331 Depreciation and amortisation............................. 52 52 52 118

Total expenses.................................................... 11 914 11 951 11 136 12 136

Income Sale of goods and services (a) .............................. 487 365 — 9 940 Fees and charges ................................................. — — — 604 Other ................................................................... 110 108 108 7

Total income ..................................................... 597 473 108 10 551


(a) The 2004-05 Actual includes payments from MFS, CFS and SES for support services, this reflects the previous cross charge arrangements. With the establishment of SAFECOM under the SA Fire and Emergency Services Act 2005, the MFS, CFS and SES no longer make cross charge payments for support services. SAFECOM is now funded directly from the Community Emergency Services Fund. This current arrangement is reflected in the 2005-06 Budget, 2005-06 Estimated Result and 2006-07 Budget.

4.147


Sub-program: 1.1 Strategic Services Support the Board by providing high level strategic advice, corporate services, and managing executive governance process.

2006-07 Budget


2005-06 Budget

2004-05 Actual



SAFECOM is working with the Board and key stakeholders to develop and implement its Strategic Plan, with objectives and strategies to achieve specified public safety outcomes. These objectives and strategies are organised under the following themes: • sustaining corporate governance; • engaging communities; • aligning services to needs; • integrating service delivery; and • developing our capacity.

Sub-program: 1.2 Support Services Provide support services to the emergency services sector. These services are strategic development, financial, asset management, human resources (including volunteer management), information technology and client services.

2006-07 Budget


2005-06 Budget

2004-05 Actual

Net cost of sub-program $9 799 000 $10 188 000 $9 800 000 $452 000


SAFECOM continues to ensure the delivery of support services is in accordance with government policy and guidelines.

4.148

SOUTH AUSTRALIAN FIRE AND EMERGENCY SERVICES COMMISSION


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Expenses

Employee benefits and costs — Salaries, wages, annual and sick leave ..................................... 6 671 6 819 6 571 n.a. Long service leave .................................................................... 340 339 349 n.a. Payroll tax ................................................................................ 278 291 323 n.a. Superannuation ......................................................................... 503 525 564 n.a. Other ......................................................................................... 294 334 326 n.a.Supplies and services — General supplies and services .................................................. 3 776 3 591 2 951 n.a.Depreciation and amortisation ..................................................... 52 52 52 n.a.

Total expenses .............................................................................. 11 914 11 951 11 136 n.a.

Income

Intra government transfers ........................................................... 10 922 8 305 500 n.a.Sales of goods and services .......................................................... 487 2 800 9 800 n.a.Interest revenues ........................................................................... 3 3 3 n.a.Other income ................................................................................ 107 105 105 n.a.

Total income ................................................................................. 11 519 11 213 10 408 n.a.

Net cost of providing services ...................................................... 395 738 728 n.a.


Income — Other income ............................................................................ — 38 — n.a.

Net income from / expenses to SA Government .......................... — 38 — n.a.

Net result ...................................................................................... -395 -700 -728 n.a.

4.149


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Assets

Current assets

Cash and cash equivalents ............................................................ 1 021 1 118 1 450 n.a.Receivables ................................................................................... 411 411 321 n.a.

Total current assets ....................................................................... 1 432 1 529 1 771 n.a.

Non current assets

Land and improvements ............................................................... 221 233 233 n.a.Plant and equipment ..................................................................... 388 339 252 n.a.

Total non-current assets ............................................................... 609 572 485 n.a.

Total assets ................................................................................... 2 041 2 101 2 256 n.a.

Liabilities

Current liabilities

Payables ........................................................................................ 679 666 836 n.a.Employee benefits — Salaries and wages ................................................................... — — 4 n.a. Annual leave ............................................................................. 632 632 505 n.a. Long service leave .................................................................... 101 101 39 n.a. Other ......................................................................................... — — 1 n.a.Short-term provisions ................................................................... 119 119 61 n.a.

Total current liabilities ................................................................. 1 531 1 518 1 446 n.a.


Long-term employee benefits — Long service leave .................................................................... 2 305 1 983 2 150 n.a.Long-term provisions ................................................................... 540 540 332 n.a.

Total non-current liabilities .......................................................... 2 845 2 523 2 482 n.a.

Total liabilities .............................................................................. 4 376 4 041 3 928 n.a.

Net assets ...................................................................................... -2 335 -1 940 -1 672 n.a.

Equity

Retained earnings ......................................................................... -2 335 -1 940 -1 672 n.a.

Total equity .................................................................................. -2 335 -1 940 -1 672 n.a.


4.150



Contributedcapital

$000

Assetrevaluation

reserve

$000

Retainedearnings

$000

Total

$000

Balance at 30 June 2005 ............................................................... — — -1 240 -1 240Adjustments .................................................................................. — — — —

Restated balance at June 2005 ...................................................... — — -1 240 -1 240











4.151



2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash outflows

Employee payments ..................................................................... 7 752 8 007 7 832 n.a.Supplies and services ................................................................... 3 775 3 591 2 951 n.a.

Cash used in operations ................................................................ 11 527 11 598 10 783 n.a.

Cash inflows

Intra government transfers ........................................................... 10 922 8 305 500 n.a.Sales of goods and services .......................................................... 487 2 800 9 800 n.a.Interest received ........................................................................... 3 3 3 n.a.Other receipts ............................................................................... 107 105 105 n.a.

Cash generated from operations ................................................... 11 519 11 213 10 408 n.a.

SA GOVERNMENT:

Other receipts ............................................................................... — 38 — n.a.

Net cash provided by Government ............................................... — 38 — n.a.

Net cash provided by (+) / used (-) in operating activities ........... -8 -347 -375 n.a.


Cash outflows

Purchase of property, plant and equipment .................................. 89 87 — n.a.

Cash used in investing activities .................................................. 89 87 — n.a.

Net cash provided by (+) / used in (-) investing activities ........... -89 -87 — n.a.

Net increase (+) / decrease (-) in cash equivalents ....................... -97 -434 -375 n.a.

Cash and cash equivalents at the beginning of the financial year 1 118 1 552 1 825 n.a.

Cash and cash equivalents at the end of the financial year .......... 1 021 1 118 1 450 n.a.

4.152

ADMINISTERED ITEMS FOR THE SOUTH AUSTRALIAN FIREAND EMERGENCY SERVICES COMMISSION


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Income from other sources

Intra government transfers ........................................................... 186 357 173 990 171 792 n.a.Sales of goods and services .......................................................... 300 267 300 n.a.Interest revenues ........................................................................... 2 200 1 768 1 000 n.a.Other income ................................................................................ — — 1 200 n.a.

Total income from other sources .................................................. 188 857 176 025 174 292 n.a.

Total income ................................................................................. 188 857 176 025 174 292 n.a.

Expenses

Supplies and services — General supplies and services .................................................. 8 655 7 182 1 978 n.a.Grants and subsidies ..................................................................... 3 456 2 141 1 941 n.a.Intra government transfers ........................................................... 179 911 173 942 172 873 n.a.


Net result ...................................................................................... -3 165 -7 240 -2 500 n.a.

4.153


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Assets

Current assets

Cash and cash equivalents ............................................................ 6 668 9 833 14 573 n.a.


Total assets ................................................................................... 6 668 9 833 14 573 n.a.

Net assets ...................................................................................... 6 668 9 833 14 573 n.a.

Equity

Retained earnings ......................................................................... 6 668 9 833 14 573 n.a.

Total equity .................................................................................. 6 668 9 833 14 573 n.a.


4.154



Contributedcapital

$000

Assetrevaluation

reserve

$000

Retainedearnings

$000

Total

$000

Balance at 30 June 2005 ............................................................... — — — — Adjustments .................................................................................. — — — —

Restated balance at June 2005 ...................................................... — — — —

Net gain/loss on revaluation of property, plant and equipment during 2005-06 ............................................................................ — — — — Net changes in reserves ................................................................ — — 17 073 17 073

Net income/expense recognised directly in equity for 2005-06 ... — — 17 073 17 073Net result after restructure for 2005-06 ........................................ — — -7 240 -7 240









4.155



2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash inflows

Intra government transfers ........................................................... 186 357 173 990 171 792 n.a.Sales of goods and services .......................................................... 300 267 300 n.a.Interest received ........................................................................... 2 200 1 768 1 000 n.a.Other receipts ............................................................................... — — 1 200 n.a.


Cash outflows

Supplies and services ................................................................... 8 655 7 182 1 978 n.a.Grants and subsidies ..................................................................... 3 456 2 141 1 941 n.a.Intra government transfers ........................................................... 179 911 173 942 172 873 n.a.


Net cash provided by (+) / used in (-) operating activities ........... -3 165 -7 240 -2 500 n.a.

Net increase (+) / decrease (-) in cash equivalents ....................... -3 165 -7 240 -2 500 n.a.



4.156

Agency: South Australian Fire and Emergency Services Commission


SAFECOM financial statements do not include 2004-05 Actuals as SAFECOM was established on 1 October 2005 under the SA Fire and Emergency Services Act 2005.

The following commentary relates to the agency financial statements presented in the previous section. The discussion relates to variations between the 2005-06 Estimated Result and the 2006-07 Budget.


Operating expenditure is projected to decrease marginally from $12.0 million in 2005-06 to $11.9 million in 2006-07 mainly due to the impact of budget savings initiatives offset by indexation of salaries and wages and supplies and services.

Operating revenue is projected to increase from $11.2 million in 2005-06 to $11.5 million in 2006-07. This reflects the fact that in 2005-06 some revenue to meet the costs of administration of the Community Emergency Services Fund was provided to the Attorney-General’s Department.


Total assets have decreased from $2.1 million in 2005-06 to $2.0 million in 2006-07 due to an estimated decrease in cash of $0.1 million.

Total liabilities have increased from $4.0 million in 2005-06 to $4.4 million in 2006-07 mainly due to an estimated increase in long service leave liability of $0.3 million.


No issues.


Movement in cash flows are consistent with movements in the Income statement as outlined above.

4.157

Administered


Operating revenue for the Community Emergency Services Fund (‘the Fund’) is projected to increase from $176.0 million in 2005-06 to $188.9 million in 2006-07 mainly due to additional levy collections and remissions.

Operating payments from the Fund are projected to increase from $183.3 million in 2005-06 to $192.0 million in 2006-07 primarily due to $3.5 million in expenditure carried over from 2005-06 into 2006-07, $4.0 million additional expenditure approved for the emergency services sector plus indexation on payments offset by savings measures required by the sector.


The Fund’s cash balance is reduced from $9.8 million at 30 June 2006 to $6.7 million at 30 June 2007. The cash reduction of $3.1 million partially funds additional expenditure approved for the emergency services sector.


The reduction in equity from $9.8 million at 30 June 2006 to $6.7 million at 30 June 2007 is due to the reduction in cash balances in the Fund to partially fund additional expenditure approved for the emergency services sector.


Movement in cash flows are consistent with movements in the Income statement as outlined above.



4.158

Additional Information for Administered Items South Australian Fire and Emergency Services Commission

Cash flow statement

2006-07Budget

2005-06Estimated

Result

2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

CASH FLOWS FROM: Operating activities Receipts Grants and Subsidies —

ESL — Fixed Property collections (Government) ................. 2 083 2 314 1 977 1 621 ESL — Fixed Property collections (Private – including Local Government) ................................................................ 70 342 66 626 64 918 62 212 ESL — Mobile Property ........................................................ 28 000 27 716 27 600 27 458 ESL — Remissions ................................................................ 79 383 71 142 70 865 71 475 ESL — Pensioner Concessions............................................... 6 549 6 172 6 432 6 171 ESL — Other .......................................................................... — 20 — —

Sale of Goods and Services ESL — Certificate Sales and other ......................................... 300 267 300 528

Interest — Community Emergency Services Fund................................... 2 200 1 768 2 200 2 585


Payments Supplies and services —

CESF Payments — Other ...................................................... 1 570 55 1 978 29 Grants and subsidies —

CESF Payments — Emergency Services Agencies ................ 156 424 153 335 142 239 137 033 CESF Payments — Emergency Services provided by other government agencies .............................................................. 20 987 20 497 20 497 20 411 CESF Payments — Volunteer Support & Community grants ...................................................................................... 3 456 2 141 1 941 2 064 CESF Payments — Levy Collection....................................... 6 598 6 762 6 762 6 801 CESF Payments — Other Expenses & Projects...................... 2 987 475 3 375 1 690

Total operating payments .................................................. 192 022 183 265 176 792 168 028

Net cash provided by operating activities ........................... -3 165 -7 240 -2 500 4 022

Net Increase (+) / decrease (-) in cash held.......................... -3 165 -7 240 -2 500 4 022

Opening cash balance as at 1 July ..................................... 9 833 17 073 17 073 13 051

Closing cash balance as at 30 June .................................... 6 668 9 833 14 573 17 073

4.159

TABLE OF CONTENTS

AGENCY: SOUTH AUSTRALIAN METROPOLITAN FIRE SERVICE

Objective ......................................................................................................................................... 4.161




Program Information






Balance sheet......................................................................................................................... 4.169




4.160

Portfolio: Justice

Agency: South Australian Metropolitan Fire Service

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

Objectives

• Effectively plan to identify and meet community and stakeholder needs.

• Minimise the frequency and impacts of emergencies through regulation, support and education.

• Prepare to the highest standards to ensure excellence in the provision of emergency services to the South Australian community.

• Provide a response service that reduces death, injury, property loss and protects the environment.

• Provide a recovery service that reduces the economic and social impacts of emergencies.

• Provide leadership and excel in service, innovation and business efficiencies.


Targets 2006-07 Highlights 2005-06 • Continue to increase delivery of the Road Accident and

Awareness Prevention Program (RAAP) to reach 45 per cent of youth throughout South Australia

• Reduce the number of fire related deaths and injuries by 2 per cent during 2006-07

• Decrease the time MFS Appliances are off-road due to maintenance through construction of a new purpose built engineering workshop at Angle Park with the capability to carry out maintenance and refurbishment of emergency services appliances

• Significantly enhance the ability to control large-scale emergencies through the commissioning of a new incident control appliance enabling real time dissemination of information

• Contribute to the improvement of MFS response times by installing mobile computer terminals in MFS response vehicles

• Improve community confidence in the MFS by marketing and providing support services during the World Police and Fire Games in Adelaide

• Completed issue of new set of protective clothing for all MFS fire-fighters

• Completed a review of Fire Cause Investigation staffing and procedures, resulting in improved efficiency in the investigation of fires in MFS and CFS districts

• Completed tender and supply of new breathing apparatus sets to replace existing units

• Completed delivery of four General Purpose pump appliances, re-chassis of two Skyjets, and plan for aerial appliance replacement

• Continued active participation in the South Australian Computer Aided Dispatch project for emergency services

• Completed evaluation of a new tactical radio system to improve fire–ground communications

• Trained 60 personnel as Category II Urban Search and Rescue (USAR) technicians

• Developed the State USAR equipment cache to enhance the capability of emergency services to urban disasters

• Participated in the signing of a three year Enterprise Agreement with the United Fire-fighters Union

• Progressed the successful trial of the RAAP as a permanent initiative to reduce the youth road toll in South Australia

• Provided an effective recovery service following the Virginia flooding

4.161



2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

1. South Australian Metropolitan Fire Service 88 264 83 144 81 475 82 540

Total 88 264 83 144 81 475 82 540




2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

New Work ............................................................... 2 034 6 909 9 352 10 417

Total New Works................................................... 2 034 6 909 9 352 10 417

Works in Progress .................................................. 3 012 3 012 2 083 1 251

Total Works in Progress ....................................... 3 012 3 012 2 083 1 251

Minor Works........................................................... 4 227 — — —


4.162


Program Information

Program 1: South Australian Metropolitan Fire Service

Description/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 throughout greater metropolitan Adelaide and 17 major regional centres.

MFS has four major areas of activity: prevention, preparedness, response and recovery.


Program 1: South Australian Metropolitan Fire Service

2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 71 596 66 949 62 559 66 434 Supplies and services .......................................... 10 307 10 859 13 580 14 204 Depreciation and amortisation............................. 10 319 9 419 9 419 7 245 Other ................................................................... — — — 1 049

Total expenses.................................................... 92 222 87 227 85 558 88 932

Income Sale of goods and services................................... 4 4 4 39 Fees, fines and penalties...................................... 2 365 2 244 2 244 2 412 Commonwealth revenue...................................... 757 739 739 731 Other ................................................................... 832 1 096 1 096 3 210

Total income ....................................................... 3 958 4 083 4 083 6 392


4.163


Sub-program: 1.1 Prevention and Community Preparedness Services It is a goal of the MFS to minimise the frequency and impacts of emergencies through regulation, support and education. Community safety programs focus on engaging the community and other partners to increase awareness of risk and deliver measurable improvements in community safety. Key services include community education, fire investigation, inspection and commissioning of building fire safety systems.

2006-07 Budget


2005-06 Budget

2004-05 Actual


Performance Commentary The MFS successfully minimised the effects and impacts of emergencies during 2005-06 by significantly increasing the number of participants in preventative and community preparedness education events. The development and implementation of the Road Accident and Awareness Prevention Program (RAAP) has been a major success. New performance indicators have been developed for 2005-06 to ensure the alignment of all MFS reports to the State, Justice Portfolio, SAFECOM Strategic Plans, MFS Corporate Plan and departmental business plans.



2005-06 Target

2004-05 Actual

Identify risks associated with fire and other emergencies

• No. of fires investigated (MFS) 210 203 200 235

• No. of fires investigated (CFS) 70 69 50 53

• Deliberate/Accidental/Undetermined 100/140/40 95/141/36 100/140/40 101/127/60

Foster behaviours that increase community preparedness

• No. of educational visits to community groups, including schools

500 513 500 504

• No of participants at educational visits to community groups, including schools

85 000(a) 153 785 100 000 124 637

Ensure South Australian environs are safe places to live and work

• No. of building development proposals assessed

160 160 150 146

• No. of public entertainment places inspected 300 301(b) 600 500

• No. of hazard complaints investigated 100 91 150 120

• No. of fire safety surveys including education and health facilities inspected

300 316 n/a 307

• % of building development assessments appealed

0% 0% <5% 0%

• % of building development assessments completed within 28 days

100% 100% >95% 100%

• No. of Booster/Hydrant Tests/Commissioning

160 162(c) 240 239

• No. of fire alarm inspections and connections

250 253 250 285

• No. of Building Fire Safety Committee Meetings/Inspections

200 206 170 163

Footnotes (a) Previous years showed large community event numbers that are no longer recorded as participants of educational visits.

(b) Public building inspections this year were focused on the high-risk, high-volume nightclubs that represent a significant life risk and are inspected by a joint MFS, SAPOL, Office of the Liquor and Gambling Commissioner and Adelaide City Council Task Force.

(c) As there are now a number of private enterprises that provide triennial Booster/Hydrant tests, MFS is focusing on its regulatory responsibilities of commissioning tests. This will result in a lower number of Booster/Hydrant tests in the future.

4.164

Sub-program: 1.2 Operational Preparedness Services It is a goal of the MFS to ensure the organisation is prepared to the highest standards to ensure excellence in the provision of an emergency response service to the South Australian 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 and infrastructure. Operational preparedness is essential to supporting high quality, effective emergency management and its cost includes the employee expenses of all operational staff. Key services include the training and development of MFS personnel, the procurement and management of operational communications systems, information and communications technology and the provision of effective infrastructure and logistics services.

2006-07 Budget


2005-06 Budget

2004-05 Actual


Performance Commentary Whilst the MFS Engineering Section has relocated to temporary premises, it has maintained 100 per cent of all services required in its comprehensive vehicle maintenance program. The MFS was a major contributor to the nation’s counter-terrorism exercise ‘Mercury 05’, which involved 12 months of planning by senior staff and 24-hour manning of the State Emergency Centre, State Coordination Centre Fire Stations and various Incident Control Sites over a three day period. This included a ‘lock down’ of Adelaide Station utilising armed security on all entrances to the station. The Registered Training Organisation Auditor recognised two areas of Best Performance in MFS training while extending MFS’s scope of delivery to include Diploma of Fire and Emergency Management, Certificate IV in Training and Assessment and an accredited course in Australasian Inter-service Incident Management. New performance indicators have been developed for 2005-06 to ensure the alignment of all MFS reports to the State, Justice Portfolio, SAFECOM Strategic Plans, MFS Corporate Plan and departmental business plans.



2005-06 Target

2004-05 Actual

Establish and maintain effective career development and management systems

• No. of enrolments completing Nationally Recognised Training through the Staff Development Framework and Executive Development Programs

450 656 650 692

• No. of personnel recruited 36 36 36 36

• No. of personnel in promotions processes 20 12 8 70

Develop and maintain the core skills of personnel

• No. of programs delivered 20 23 20 20

• No. of external partnerships utilised 6 7 7 5

Ensure effective procurement, installation and maintenance of communications and electronic equipment

• Total number of repairs to electronic equipment

200 199 200 212

Ensure that MFS Alarm Monitoring Systems are connected, maintained and repaired

• No. of Alarm Monitoring concentrator repairs

10 7 35 35

4.165

Sub-program: 1.3 Response Services It is a goal of the MFS to provide a response service that minimises the effects of emergencies on the community. Key services include Metropolitan and Regional Operations.

2006-07 Budget


2005-06 Budget

2004-05 Actual



The MFS has successfully provided a response service that minimised the effects of emergencies on the community by ensuring an appropriate response to all incidents. The MFS will continue to review and improve performance in the area of response timeframes to ensure documented targets are met or mitigating circumstances are identified and rectified. New performance indicators have been developed for 2005-06 to ensure the alignment of all MFS reports to the State, Justice Portfolio, SAFECOM Strategic Plans, MFS Corporate Plan and departmental business plans.



2005-06 Target

2004-05 Actual

Operations

Ensure appropriate response is committed to all incident types:

• No. of responses to structure fires 1 500 1 528 n.a. 1 475(a)

• No. of responses to vehicle fires 1 100 1 083 n.a. 1 042(a)

• No. of responses to other fires 2 800 2 774 n.a. 2 492(a)

• No. of responses to dangerous substances 1 100 1 118 n.a. 1 006(a)

• No. of responses to rescues 2 300 2 269 n.a. 1 569(a)

• No. of responses to fire alarms 10 000 9 993 n.a. 8 327(a)

• No. of other responses 1 500 1 435 n.a. 1 027(a)

• Total number of incidents generating a response

20 300 20 200 24 000(b) 16 934(a)

Ensure Response provided within appropriate timeframes:

• % of MFS arrivals within 7 minutes of callout in a metropolitan area with a fulltime MFS crew(c)

75% 69% 75% 68%

• % of MFS arrivals within 11 minutes of callout in a regional area with a retained MFS crew(c)

75% 68% 75% 68%

• % of MFS arrivals within 11 minutes of callout in a town / area with an MFS brigade(c)

95% 93% 95% 93%

Footnote (a) Numbers affected by industrial bans imposed by the UFU during Enterprise Agreement negotiation, affecting recording of incident information.

(b) There has been an expansion of response information by type reported in 2006-07. The target number of total responses in 2005-06 was based on total responses including some CFS and SES incidents.

(c) Targeted response timeframes include priority 1 incidents, where MFS is responding under lights and sirens and priority 2 incidents where response is restricted to normal road speed.

4.166

Sub-program: 1.4 Recovery Services It is a goal of the MFS to provide a recovery service that reduces the economic and social impacts of emergencies. This 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 services include metropolitan and regional operations and employee support.

2006-07 Budget


2005-06 Budget

2004-05 Actual


Performance Commentary The MFS provides an effective post-incident recovery service that ensures all operational personnel involved in incidents with fatalities have received employee assistance. The MFS is developing and implementing a similar service for members of the community affected by fire and other emergencies. The MFS is increasing its target in this area as increasing numbers of firefighters and support staff receive required training and resources. New performance indicators have been developed for 2005-06 to ensure the alignment of all MFS reports to the State, Justice Portfolio, SAFECOM Strategic Plans, MFS Corporate Plan and departmental business plans.



2005-06 Target

2004-05 Actual

Provide a recovery function that reduces the commercial, economic and social impacts of emergencies:

• Value of property saved(a) $900m $900m $900m $985m

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% 7% 5% 3%

Provide effective post-incident support and development to personnel:

• MFS employee assistance interventions 50 47 50 54

Footnote (a) Value of property saved in respect of structures, mobile and marine property is calculated by deducting estimated value of damage from the estimated pre-fire valuation of property.

4.167

SOUTH AUSTRALIAN METROPOLITAN FIRE SERVICE


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Expenses

Employee benefits and costs — Salaries, wages, annual and sick leave ..................................... 57 021 53 379 51 682 51 461 Long service leave .................................................................... 2 591 2 382 1 222 3 276 Payroll tax ................................................................................ 3 478 3 251 3 033 3 259 Superannuation ......................................................................... 6 255 5 774 1 640 5 383 Other ......................................................................................... 2 251 2 163 4 982 3 055Supplies and services — General supplies and services .................................................. 10 307 10 859 13 580 14 194 Consultancy expenses .............................................................. — — — 10Depreciation and amortisation ..................................................... 10 319 9 419 9 419 7 245Borrowing costs ............................................................................ — — — 816Other expenses ............................................................................. — — — 233

Total expenses .............................................................................. 92 222 87 227 85 558 88 932

Income

Commonwealth revenues ............................................................. 757 739 739 731Intra government transfers ........................................................... 85 584 82 802 80 945 76 017Fees, fines and penalties ............................................................... 2 365 2 244 2 244 2 412Sales of goods and services .......................................................... 4 4 4 39Interest revenues ........................................................................... 600 600 600 1 827Net gain or loss from disposal of assets ....................................... — 270 270 -224Resources received free of charge ................................................ — — — 1 126Other income ................................................................................ 232 226 226 481

Total income ................................................................................. 89 542 86 885 85 028 82 409

Net cost of providing services ...................................................... 2 680 342 530 6 523

Net result ...................................................................................... -2 680 -342 -530 -6 523

4.168


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Assets

Current assets

Cash and cash equivalents ............................................................ 25 602 25 984 21 802 29 027Receivables ................................................................................... 867 867 2 885 867Other current assets ...................................................................... — — 3 —


Non current assets



Total assets ................................................................................... 113 930 115 403 111 142 119 769

Liabilities

Current liabilities

Payables ........................................................................................ 3 496 3 781 3 615 4 042Short-term borrowings ................................................................. — — — 5 226Employee benefits — Salaries and wages ................................................................... — — 62 — Annual leave ............................................................................. 6 429 6 322 3 438 6 215 Long service leave .................................................................... 1 800 1 550 800 1 300Short-term provisions ................................................................... 1 489 1 489 1 422 1 489



Long-term borrowings .................................................................. — — 291 — Long-term employee benefits — Long service leave .................................................................... 12 660 11 525 11 193 10 419Long-term provisions ................................................................... 6 738 6 738 5 920 6 738



Net assets ...................................................................................... 81 318 83 998 84 401 84 340

Equity


Total equity .................................................................................. 81 318 83 998 84 401 84 340


4.169



Contributedcapital

$000

Assetrevaluation

reserve

$000

Retainedearnings

$000

Total

$000













4.170



2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash outflows

Employee payments ..................................................................... 70 104 65 486 61 453 60 692Supplies and services ................................................................... 10 592 11 120 13 841 14 526Borrowing costs ............................................................................ — — — 816Net GST paid ................................................................................ — — — 2 602Other payments ............................................................................ — — — 23


Cash inflows

Intra government transfers ........................................................... 85 584 82 802 80 945 76 017Commonwealth receipts ............................................................... 757 739 739 — Fees, fines and penalties ............................................................... 2 365 2 244 2 244 2 412Sales of goods and services .......................................................... 4 4 4 2 298Interest received ........................................................................... 600 600 600 1 842Net GST received ......................................................................... — — — 2 342Other receipts ............................................................................... 232 226 226 1 215




Cash outflows



Cash inflows

Proceeds from sale of property, plant and equipment .................. 45 2 095 2 095 6

Cash generated from investing activities ..................................... 45 2 095 2 095 6


4.171



2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash outflows

Repayment of borrowings ............................................................ — 5 226 5 226 —

Cash used in financing activities .................................................. — 5 226 5 226 —

Cash inflows

Proceeds from borrowings ........................................................... — — 147 —

Cash generated from financing activities ..................................... — — 147 —

Net cash provided by (+) / used in (-) financing activities ........... — -5 226 -5 079 —

Net increase (+) / decrease (-) in cash equivalents ....................... -382 -3 043 -4 955 -4 195



4.172



The following commentary relates to the agency financial statements presented in the previous section. In particular the comments refer to variations between the 2005-06 Estimated result and the 2006-07 Budget.


Operating expenditure is projected to increase from $87.2 million in 2005-06 to $92.2 million in 2006-07.

Employee costs will increase from $66.9 million in 2005-06 to $71.6 million in 2006-07. An Enterprise Agreement covering Firefighting employees from 1 January 2005 to 31 December 2007 was certified on 10 November 2005. Increases in salaries and other employee entitlements have therefore affected the increase in employee costs.

Depreciation is budgeted to increase from an estimated $9.4 million in 2005-06 to $10.3 million in 2006-07 as new assets are commissioned.


No issues


No issues


Net cash provided by operating activities is budgeted to be $8.8 million in 2006-07, compared with an estimated $10.0 million for 2005-06. The changes in cash flows are consistent with the movements in the Income statement as outlined above.

Investing payments in 2005-06 of $9.9 million included part construction of the new Engineering Workshop, breathing apparatus sets for firefighters and mobile data computers for MFS appliances.

Total investing payments of $9.3 million are budgeted in 2006-07. In addition to the existing MFS capital replacement program, MFS will complete the Engineering Workshop facility and commence construction of a new Fire Station at Beulah Park.

4.173

TABLE OF CONTENTS

AGENCY: COUNTRY FIRE SERVICE

Objective ......................................................................................................................................... 4.175




Program Information






Balance sheet......................................................................................................................... 4.183




4.174

Portfolio: Justice

Agency: Country Fire Service

Objectives

To address key strategic priorities of the Government, the Country Fire Service’s (CFS) primary objectives are to:

• provide emergency services delivery in regional South Australia and the outer metropolitan areas of Adelaide;

• reduce loss and damage from avoidable fires and emergencies;

• ensure CFS personnel are competent to combat emergencies effectively and efficiently;

• minimise the impact of fire and other emergencies by appropriate organisational and community preparedness and response to incidents;

• support and develop the role of volunteers in emergency services;

• provide resources that are allocated on a risk-based and risk mitigation approach; and

• promote a culture of safety, excellence and continuous improvement.


Targets 2006-07 Highlights 2005-06 • Define community expectations in bushfire prone areas and

design community engagement plan • Conduct ministerial review of bushfire prevention and

mitigation and make recommendations based on business practices and community expectations

• Develop a vulnerable communities identification framework in partnership with Planning SA

• Commence implementation of a command and leadership framework

• Develop capacity to operate four Level 3 Incident Management Teams

• Finalise transition of call receipt and dispatch services to the South Australian Metropolitan Fire Service (MFS)

• Establish agreed response and management standards for major incident types

• Conduct a summit to debate long-term volunteering considerations

• Develop a volunteer succession framework • Review operations once the recommendations of the Wangary

Coronial Inquest have been handed down

• Commenced implementation of recommendations relating to the Wangary bushfires in January 2005

• Continued implementation of the Council of Australian Government’s (COAG) Bushfire Inquiry recommendations

• Developed pilot programs for remote areas and Department for Correctional Services fire fighting teams

• Developed an aviation operations plan • Developed a framework for improved coordination of farmer

firefighters • Enhanced and upgraded the CFS State Coordination Centre • Established two pre-planned Level 3 Incident Management

Teams • Transitioned to new Fire and Emergency Services Act 2005 and

governance arrangements • Commenced transition of call receipt and dispatch to MFS • Negotiated with the Department of Education and Children’s

Services for implementation of CFS Project Fireguard Program for school children’s fire safety education

• Reinforced ‘safety first’ culture through a safety operations update program

• Reviewed community warning systems for bushfire and other emergencies

• Updated resource sharing agreements with all interstate fire agencies

4.175



2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

1. Country Fire Service 46 966 50 313 49 359 49 269

Total 46 966 50 313 49 359 49 269




2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

New Works.............................................................. 11 976 7 986 9 795 9 013

Total New Works................................................... 11 976 7 986 9 795 9 013

Works in Progress .................................................. 274 1 656 — 3 279

Total Works in Progress ....................................... 274 1 656 — 3 279

Minor Works........................................................... 401 421 303 478


4.176


Program Information

Program 1: Country Fire Service

Description/Objective: The Country Fire Service (CFS) is a statutory authority with an operational workforce of approximately 107 Full Time Equivalent (FTE) staff and 15 100 volunteers providing fire and emergency services to over 430 communities across South Australia.

With a vision of a safer community, the CFS mission is to protect life, property and the environment from fire and other emergencies, while protecting and supporting CFS personnel and continuously improving operational capabilities.

Key result areas for CFS include:

• reducing loss and damage from avoidable fires and other emergencies through prevention and community safety activities;

• minimising the impact of fire and other emergencies (including floods, storm damage, hazardous materials incidents and motor vehicle accidents) by appropriate operational preparedness and response to incidents;

• ensuring that CFS personnel are equipped, trained and competent to safely combat emergencies effectively and efficiently; and

• supporting and developing CFS volunteers/employees and maintaining community safety infrastructure.

The contribution of CFS volunteers is vital in ensuring ongoing delivery of emergency services and community safety services to rural and regional communities of South Australia.

4.177


Program 1: Country Fire Service 2006-07 Budget

2005-06 Estimated

Result

2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs .............................. 7 962 7 611 6 740 7 684 Supplies and services ......................................... 30 101 33 312 34 381 34 536 Depreciation and amortisation............................ 10 190 10 620 9 508 10 365 Other .................................................................. 42 40 — 25

Total expenses................................................... 48 295 51 583 50 629 52 610

Income Sale of goods and services.................................. 330 281 281 1 193 Commonwealth revenue..................................... 516 516 516 514 Other .................................................................. 483 473 473 1 634

Total income .................................................. 1 329 1 270 1 270 3 341

Net cost of providing services ...................... 46 966 50 313 49 359 49 269

4.178


Sub-program: 1.1 Prevention Services — community risk reduction Mitigation and risk management planning activities reduce the incidence of new fires, promote fire/emergency safe practices and minimise unwanted impacts of fires and other emergencies. Key services include supporting/ enforcing prevention planning and design frameworks; encouraging fire/emergency safe designs/standards; and hazard reduction or mitigation.

2006-07 Budget


2005-06 Budget

2004-05 Actual


Performance Commentary CFS has met or exceeded performance criteria relating to sub-program 1.1 Prevention Services in 2005-06.



2005-06 Target

2004-05 Actual

No. of building development proposals assessed by CFS

700 685 600 762

No. of Local Government Fire Prevention Officers trained by CFS

15 21 10 10

No. of district bushfire prevention plans audited by CFS

25 25 25(a) 50

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

90% 93% 90% 61%

Footnotes (a) Audit process for District Bushfire Prevention Plans to be conducted over a two year rotation basis within each CFS Region.

4.179

Sub-program: 1.2 Preparedness Services In preparedness for fires and emergencies across the State, CFS manages approximately 15 100 volunteers located at approximately 430 Brigades and manages a fleet of over 520 major firefighting appliances. Preparedness activities aim to build the awareness, resilience and preparedness of the community to adopt fire/emergency safety actions and attitudes, as well as ensuring that CFS response resources (people, equipment and systems) are appropriate and can be activated in a timely manner. Key services include developing, testing, implementing and reviewing plans and systems for community and organisational information and awareness.

2006-07 Budget


2005-06 Budget

2004-05 Actual


Performance Commentary Sub Program 1.2 Preparedness Services performance criteria have been updated to more readily assess community preparedness activities. This includes the number of households formally participating and the percentage that develop bushfire action plans. Training performance criteria have also been updated to measure program delivery on an annual basis. There has been a reduction in the number of CFS volunteers trained to Level 1 basic firefighter primarily due to a general decline in volunteer numbers.



2005-06 Target

2004-05 Actual

No. of households that participate in community fire safe preparedness activities

840 765 n.a.(a) n.a.(a)

No. of CFS volunteers trained to Level 1 basic firefighter

10 000(b) 10 026(b) 10 700 10 680

No. of CFS volunteers provided with training delivered to a national standard within one financial year

5 150 5 146 n.a.(a) n.a.(a)

% of households participating in community fire safe preparedness activities that develop formal bushfire action plans

85% 80% n.a.(a) n.a.(a)

Footnotes (a) New performance indicator. (b) As at 30 June 2006, CFS has approximately 15 100 registered volunteers, including auxiliaries and cadets, a

reduction of approximately 400 volunteers since June 2005.

Sub-program: 1.3 Response Services Responding to and managing incidents (the ‘demand side’ of fire/emergency service outputs) including fire/emergency and non-emergency incident response.

2006-07 Budget


2005-06 Budget

2004-05 Actual


Performance Commentary CFS managed less incidents in 2005-06 than expected, however, the severity of several major incidents during the period late December through to mid-January resulted in significant workloads for the organisation. Aerial firefighting resources continue to comply with all relevant performance criteria.



2005-06 Target

2004-05 Actual

No. of emergency incidents managed 8 000 7 599 8 000 7 806

No. of incidents requiring aerial firefighting support

80 80 80 81

% of wildfires contained to a 5 ha area 90% 92% 90% 92%

% of aerial firebombing responses within 15 minutes of call-out in the Mt Lofty Ranges firebombing zone (when on active standby)

100% 100% 100% 100%

4.180

Sub-program: 1.4 Recovery Services Supporting CFS volunteers and staff to return to a state of preparedness after emergency situations including critical incident stress debriefs and assisting the community by investigating the cause of fires, restoring emergency sites to a safe state and providing safety information.

2006-07 Budget


2005-06 Budget

2004-05 Actual


Performance Commentary CFS continues to provide critical incident stress debriefings to a large number of volunteers. Greater than anticipated incident stress debriefings have occurred in 2005-06 due to the Wangary Coronial Inquest extending beyond originally anticipated timeframes.



2005-06 Target

2004-05 Actual

No. of rural fire investigations 50 41 40 42

No. of volunteers participating in critical incident stress debriefings

800 1 200 1 000 1 200

% of formal fire investigations which determine a cause(a)

55% 56% 55% 52%

% of critical incident stress debriefings which require follow-up

15% 15% 15% 30%

Footnotes (a) Formal fire investigations are only undertaken when the cause of fire is not immediately apparent — in most cases the cause of fire is determined on-site and no further formal investigation is required.

4.181

COUNTRY FIRE SERVICE


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Expenses

Employee benefits and costs — Salaries, wages, annual and sick leave ..................................... 6 543 6 248 5 540 5 347 Long service leave .................................................................... 119 116 99 233 Payroll tax ................................................................................ 318 305 263 299 Superannuation ......................................................................... 462 442 371 457 Other ......................................................................................... 520 500 467 1 348Supplies and services — General supplies and services .................................................. 30 100 33 277 34 381 34 411 Consultancy expenses .............................................................. 1 35 — 125Depreciation and amortisation ..................................................... 10 190 10 620 9 508 10 365Borrowing costs ............................................................................ — — — 3Other expenses ............................................................................. 42 40 — 22

Total expenses .............................................................................. 48 295 51 583 50 629 52 610

Income

Commonwealth revenues ............................................................. 516 516 516 514Intra government transfers ........................................................... 49 404 51 130 49 323 50 946Sales of goods and services .......................................................... 330 281 281 1 193Interest revenues ........................................................................... 105 105 105 349Net gain or loss from disposal of assets ....................................... 44 44 44 -289Other income ................................................................................ 334 324 324 1 574

Total income ................................................................................. 50 733 52 400 50 593 54 287

Net cost of providing services ...................................................... -2 438 -817 36 -1 677

Net result ...................................................................................... 2 438 817 -36 1 677

4.182


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Assets

Current assets

Cash and cash equivalents ............................................................ 6 492 6 478 6 025 5 069Receivables ................................................................................... 1 457 1 457 1 601 1 457Other current assets ...................................................................... — — 34 —


Non current assets



Total assets ................................................................................... 120 646 118 172 116 628 116 096

Liabilities

Current liabilities

Payables ........................................................................................ 1 121 1 121 3 308 1 021Employee benefits — Salaries and wages ................................................................... — — 62 — Annual leave ............................................................................. 452 452 313 452 Long service leave .................................................................... 20 20 20 20Short-term provisions ................................................................... 667 667 621 667Other current liabilities ................................................................. 689 689 — 789



Long-term employee benefits — Long service leave .................................................................... 1 132 1 032 925 934Long-term provisions ................................................................... 2 890 2 954 3 345 3 018



Net assets ...................................................................................... 113 675 111 237 108 034 109 195

Equity


Total equity .................................................................................. 113 675 111 237 108 034 109 195


4.183



Contributedcapital

$000

Assetrevaluation

reserve

$000

Retainedearnings

$000

Total

$000

Balance at 30 June 2005 ............................................................... — 23 515 85 680 109 195Adjustments .................................................................................. — — -25 -25


Net gain/loss on revaluation of property, plant and equipment during 2005-06 ............................................................................ — — — — Net changes in reserves ................................................................ — 1 250 — 1 250

Net income/expense recognised directly in equity for 2005-06 ... — 1 250 — 1 250Net result after restructure for 2005-06 ........................................ — — 817 817

Total recognised income and expense for 2005-06 — 1 250 817 2 067








4.184



2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash outflows

Employee payments ..................................................................... 7 926 7 577 6 706 6 805Supplies and services ................................................................... 30 101 33 312 34 381 36 115Net GST paid ................................................................................ — — — 4 611Other payments ............................................................................ 42 40 — 29


Cash inflows

Intra government transfers ........................................................... 49 404 51 130 49 323 50 946Commonwealth receipts ............................................................... 516 516 516 — Sales of goods and services .......................................................... 330 281 281 274Interest received ........................................................................... 105 105 105 362Net GST received ......................................................................... — — — 4 863Other receipts ............................................................................... 334 324 324 1 312




Cash outflows



Cash inflows

Proceeds from sale of property, plant and equipment .................. 45 45 45 33

Cash generated from investing activities ..................................... 45 45 45 33


Net increase (+) / decrease (-) in cash equivalents ....................... 14 1 409 -591 -2 540



4.185



The following commentary relates to the Agency Financial Statements presented in the previous section. The discussion relates primarily to variations between the 2005-06 Estimated Result and the 2006-07 Budget.


Operating expenditure is projected to decrease from $51.6 million in 2005-06 to $48.3 million in 2006-07 (a reduction of $3.3 million).

Reduced operating expenditure in 2006-07 is primarily due to approved ‘once-off’ expenditures in 2005-06 relating to personal protective equipment upgrades ($1.9 million) and the elimination of cross-charge arrangements between CFS and the former ESAU. Cross-charging arrangements have ceased since 1 October 2005 with the establishment of SAFECOM.

The reduction in intra-government transfers also relates to the cessation of the cross-charge arrangements during 2005-06.


Net Assets are projected to increase from $111.2 million as at 30 June 2006 to $113.7 million as at 30 June 2007.

This increase in net assets is primarily due to an increase in non-current assets. After excluding depreciation of $10.2 million, gross non-current assets are projected to increase by approximately $12.7 million during 2006-07 primarily due to the anticipated replacement of approximately 41 emergency response vehicles (including 39 heavy fire appliances) and completion of five CFS brigade fire stations.


The increase in equity in 2006-07 is directly related to an anticipated net surplus of $2.4 million in that year. The greater than normal surplus in 2006-07 is primarily due to the provision of additional capital funding for the accelerated replacement of fire appliances.


For explanations concerning cash flows from operating activities refer to the commentary above within Income statement – Controlled.

Investing cash outflows for the purchase of property, plant and equipment are projected to increase from $10.1 million in 2005-06 to $12.7 million in 2006-07 primarily due to the provision of additional capital funding for the accelerated replacement of fire appliances.

4.186

4.187

TABLE OF CONTENTS

AGENCY: STATE EMERGENCY SERVICE

Objective ......................................................................................................................................... 4.189




Program Information






Balance sheet......................................................................................................................... 4.196




4.188

Portfolio: Justice

Agency: State Emergency Service (SES)

Objectives

On 1 October 2005, the Fire and Emergency Services Act 2005 came into operation. This Act provides for the SES to:

• assist the Commissioner of Police in dealing with any emergency;

• assist the State Co-ordinator, in accordance with the State Emergency Management Plan, in carrying out prevention, preparedness, response or recovery operations under the Emergency Management Act 2004;

• assist the South Australian Metropolitan Fire Service (MFS) and 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); and

• undertake rescues.

In 2005-06, SES embarked on a program of enhancing capabilities to provide a more comprehensive approach to incident management. SES has adopted the Preparedness, Prevention, Response and Recovery (PPRR) approach in the planning and management of taskings.

Accredited SES rescue units are strategically deployed in both urban and rural centres across South Australia. SES regularly reviews the locations of units to ensure deployments are strategically located to mitigate community risk.

Volunteers are essential to the operations of SES.

4.189


Targets 2006-07 Highlights 2005-06 • Complete building works for the SES units at Kapunda, Clare,

Hallett, Andamooka and Wattle Range • Deliver a new rescue vessel to the Ceduna Unit • Implement extension of the activity based funding model across

the State • Expansion of the Community Response Teams to other areas • Develop the SES operational management guidelines • Conduct review of SES’s standards of emergency response • Conduct review of SES’s interoperability with all stakeholders • Conduct a strategic review of SES’s current resources • Develop a strategy to conduct comprehensive community and

locality risk assessments • Implement Phase 2 of the incident reporting system • Identify information needs of SES to facilitate implementation

of the records management system • Progress attainment of registered training organisation status • Conduct a stakeholder satisfaction survey of SES staff,

volunteers and other community organisations • Conduct a ‘Values Assessment’ of staff and volunteers • Review SES’s mission and vision at corporate and functional

levels • Develop a strategy for effective community engagement • Conduct a pilot program to train volunteers in media relations

• Completed transition to new Fire and Emergency Services Act 2005 and governance arrangements.

• Established a governance and audit framework to ensure SES’s conformance with legislation, reporting and accountability, and policies

• Established SES State Control Centre at MFS headquarters • Transitioned SES call receipt and dispatch to MFS

communication centre • Commenced activity based funding trial in 2 regions • Delivered new Personal Protective Clothing to volunteers across

the State • Relocated State Headquarters Unit to MFS headquarters • Delivered 6 rescue vehicles to Clare, Cleve, Tumby Bay,

Port Augusta, Noarlunga and Blanchtown • Delivered hook lift truck to the Central Region • Completion of Port Pirie regional headquarters • Acquired Berri unit headquarters • Acquired land at Booleroo Centre for co-locating facilities with

CFS • Implemented phase one of the new SES incident reporting

system • Commenced development of SES component of the State Urban

Search and Rescue (USAR) task force • Aligned SES strategic plan for 2006-07 with the PPRR model • Developed pilot program for Community Response Teams in

remote areas

4.190



2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000 1. State Emergency Service 9 960 10 985 11 393 9 778

Total 9 960 10 985 11 393 9 778




2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

New Works............................................................ 2 586 1 519 3 227 3 674

Total New Works................................................. 2 586 1 519 3 227 3 674

Works in Progress ................................................ — 2 121 — 674

Total Works in Progress ..................................... — 2 121 — 674

Minor Works......................................................... 100 — 100 124


4.191

Agency: State Emergency Service

Program Information

Program 1: State Emergency Service

Description/Objective: The 68 SES Units (with 1938 volunteers) provide a community-based emergency response service across the State. Units are particularly active in mitigating the effects of floods and storms, but also respond to a very broad range of rescue tasks. SES units support the activities of the MFS, CFS and SAPOL.

SES is trained as a specialist rescue service and units provide a wide range of rescue and support services, including:

• road crash rescue;

• storm damage & flood mitigation;

• land search;

• structural collapse rescue;

• animal rescue;

• vertical rescue of all forms (cliffs, caves & structures);

• marine search & rescue (rivers, lakes and sea); and

• general and disaster rescue.


Program 1: State Emergency Service 2006-07 Budget


2005-06 Budget

2004-05 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs ............................... 3 355 3 438 3 293 3 075 Supplies and services .......................................... 6 034 6 337 7 431 5 873 Depreciation and amortisation............................. 1 343 1 465 1 442 1 430 Other ................................................................... 19 -22 — 18

Total expenses.................................................... 10 751 11 218 12 166 10 396

Income Commonwealth revenue...................................... 608 53 593 502 Other ................................................................... 183 180 180 116

Total income ....................................................... 791 233 773 618


4.192


Sub-program: 1.1 Prevention Services The SES provides services to meet South Australia’s Strategic Plan priorities for public safety and fostering coordinated approaches to emergency service delivery. The Local Government Act 1999 requires councils to take measures to protect their areas from natural and other hazards, to mitigate the effect of such hazards and to work collaboratively with State and Federal Governments and regionally in achieving this objective. These are new requirements for Local Government that did not exist in the previous Act (Local Government Act 1934). With this legislated responsibility for Local Government, and with the responsibility as control agency for flood response under the new SAFECOM legislation, SES has focused on building strong working relationships with local councils.

2006-07 Budget


2005-06 Budget

2004-05 Actual



Endorsed strategies have been implemented on both an agency and sector wide basis.



2005-06 Target

2004-05 Actual

No. of councils utilising emergency management planning & training services

20 12 12 5

% of flood inundation / flood hazard maps updated

100% 100% 100% 100%

No. of emergency management training programs undertaken

30 25 22 20

Sub-program: 1.2 Preparedness Services Building community resilience and readiness to cope with emergencies (‘supply side’ operational readiness, focusing on the amount of protection service and capacity provided by staff and equipment). SES is an organisation built on the skills of its members, so the service needs a strong learning and development culture to enable its members to operate safely and effectively. Consistent with the aims of the State Infrastructure Plan, SES has acquired assets that include modern rescue equipment and communication technology to enable its volunteers to respond to and coordinate emergency situations.

2006-07 Budget


2005-06 Budget

2004-05 Actual


Performance Commentary SES maintained its capacity to provide emergency response and recovery services to meet community expectations, and has adopted a competency-based learning and development system for its members consistent with national reform and State Government policy. It is anticipated SES will become a registered training organisation and comply with the Australian Quality Training Framework. SES also provides support for the Volunteer Marine Rescue (VMR) organisations through the activities of the VMR Manager. SES supports regional emergency management committees to ensure mitigation strategies are identified, developed and implemented. In partnership with Local Government community groups, SES identifies, prioritises, develops and implements community preparedness strategies.



2005-06 Target

2004-05 Actual

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

% of operational personnel achieving and maintaining required levels of competency

100%(a) 75% 75% 50%

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

90% 85% 85% 80%

Footnotes (a) Target of 100% to be achieved over three years.

4.193

Sub-program: 1.3 Emergency Incident Response Management Responding to and managing incidents (the ‘demand side’ of fire/emergency service outputs) including fire/emergency and non-emergency incident response.

2006-07 Budget


2005-06 Budget

2004-05 Actual



SES continued to maintain its preparedness to respond to incidents within acceptable time limits.



2005-06 Target

2004-05 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%

Sub-program: 1.4 Recovery Services Supporting communities in their reconstruction of physical infrastructure and restoration of emotional, social, economic and physical well being; also, returning emergency service providers to a state of preparedness after responding to incidents.

2006-07 Budget


2005-06 Budget

2004-05 Actual



SES provided recovery services to help communities return to a stable state as soon as possible.



2005-06 Target

2004-05 Actual

% of major severe weather incidents evaluated to determine the effectiveness of PPRR activities

100% 75% 100% 50%

% 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 is submitted on time

100% 100% 100% 100%

4.194

STATE EMERGENCY SERVICE


2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Expenses

Employee benefits and costs — Salaries, wages, annual and sick leave ..................................... 2 698 2 789 2 684 n.a. Long service leave .................................................................... 78 78 84 n.a. Payroll tax ................................................................................ 153 149 142 n.a. Superannuation ......................................................................... 308 307 266 n.a. Other ......................................................................................... 118 115 117 n.a.Supplies and services — General supplies and services .................................................. 6 034 6 337 7 431 n.a.Depreciation and amortisation ..................................................... 1 343 1 465 1 442 n.a.Other expenses ............................................................................. 19 -22 — n.a.


Income

Commonwealth revenues ............................................................. 608 53 593 n.a.Intra government transfers ........................................................... 11 138 12 596 12 654 n.a.Interest revenues ........................................................................... 30 30 30 n.a.Net gain or loss from disposal of assets ....................................... 45 45 45 n.a.Other income ................................................................................ 108 105 105 n.a.

Total income ................................................................................. 11 929 12 829 13 427 n.a.

Net cost of providing services ...................................................... -1 178 -1 611 -1 261 n.a.

Net result ...................................................................................... 1 178 1 611 1 261 n.a.

4.195


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000Assets

Current assets

Cash and cash equivalents ............................................................ 1 129 1 165 1 166 n.a.Receivables ................................................................................... 101 101 78 n.a.


Non current assets

Land and improvements ............................................................... 9 698 8 665 9 941 n.a.Plant and equipment ..................................................................... 11 365 11 055 8 321 n.a.Other non-current assets ............................................................... — — -1 n.a.

Total non-current assets ............................................................... 21 063 19 720 18 261 n.a.

Total assets ................................................................................... 22 293 20 986 19 505 n.a.

Liabilities

Current liabilities

Payables ........................................................................................ 526 519 1 395 n.a.Employee benefits — Salaries and wages ................................................................... — — 2 n.a. Annual leave ............................................................................. 173 173 138 n.a. Long service leave .................................................................... 70 70 27 n.a.Short-term provisions ................................................................... 95 95 48 n.a.

Total current liabilities ................................................................. 864 857 1 610 n.a.


Long-term employee benefits — Long service leave .................................................................... 868 746 809 n.a.Long-term provisions ................................................................... 195 195 120 n.a.

Total non-current liabilities .......................................................... 1 063 941 929 n.a.

Total liabilities .............................................................................. 1 927 1 798 2 539 n.a.

Net assets ...................................................................................... 20 366 19 188 16 966 n.a.

Equity

Retained earnings ......................................................................... 19 798 18 620 16 398 n.a.Asset revaluation reserve ............................................................. 568 568 568 n.a.

Total equity .................................................................................. 20 366 19 188 16 966 n.a.


4.196



Contributedcapital

$000

Assetrevaluation

reserve

$000

Retainedearnings

$000

Total

$000

Balance at 30 June 2005 ............................................................... — 568 17 009 17 577Adjustments .................................................................................. — — — —

Restated balance at June 2005 ...................................................... — 568 17 009 17 577











4.197



2006-07Budget

$000

2005-06Estimated

result

$000

2005-06Budget

$000

2004-05Actual

$000


Cash outflows

Employee payments ..................................................................... 3 245 3 306 3 183 n.a.Supplies and services ................................................................... 6 034 6 335 7 429 n.a.


Cash inflows

Intra government transfers ........................................................... 11 138 12 596 12 654 n.a.Commonwealth receipts ............................................................... 608 53 593 n.a.Interest received ........................................................................... 30 30 30 n.a.Other receipts ............................................................................... 108 104 104 n.a.


Net cash provided by (+) / used (-) in operating activities ........... 2 605 3 142 2 769 n.a.


Cash outflows

Purchase of property, plant and equipment .................................. 2 686 3 640 3 327 n.a.

Cash used in investing activities .................................................. 2 686 3 640 3 327 n.a.

Cash inflows

Proceeds from sale of property, plant and equipment .................. 45 45 45 n.a.

Cash generated from investing activities ..................................... 45 45 45 n.a.

Net cash provided by (+) / used in (-) investing activities ........... -2 641 -3 595 -3 282 n.a.

Net increase (+) / decrease (-) in cash equivalents ....................... -36 -453 -513 n.a.



4.198

Agency: State Emergency Service


SES financial statements do not include 2004-05 Actuals as SES was established as a separate entity on 1 October 2005 under the SA Fire and Emergency Services Act 2005.

The following commentary relates to the agency financial statements presented in the previous section. The discussion relates to variations between the 2005-06 Estimated Result and the 2006-07 Budget.


Employee expenses are expected to decrease marginally in 2006-07 primarily due to the completion of the Call Receipt and Dispatch project in 2005-06.

Supplies and services are expected to decrease from $6.3 million in 2005-06 to $6.0 million in 2006-07 due to the carryover of expenditure for Personal Protective Clothing in 2005-06.

Depreciation expense is expected to decrease from $1.5 million in 2005-06 to $1.3 million in 2006-07 due to the reduction in SES owned vehicles of less than 3.5 tonnes. These have been replaced with leased vehicles. This replacement program will continue for a further four years.

Total Income will reduce from $12.8 million in 2005-06 to an expected $11.9 million in 2006-07 primarily related to the elimination of the cross-charge arrangements between SES and the former ESAU. Payments from the Community Emergency Services Fund (CESF) are now paid directly to SAFECOM.


Total assets are expected to increase from $21.0 million in 2005-06 to $22.3 million in 2006-07 due to acquiring land and buildings as well as adding plant and equipment, in particular, Road Crash Rescue equipment to SES units across the State.

Total liabilities are expected to increase from $1.8 million to $1.9 million due to the increase in long service leave provision.


The change in equity from $19.2 million in 2005-06 to $20.4 million in 2006-07 has resulted from the operating surplus in 2006-07.


Variations in the Cash flow statement reflect those in the Income statement as outlined above.

4.199

ACCOUNTING STANDARDS

ACCOUNTING STANDARDS

Estimates in these portfolio statements have been prepared on a basis consistent with Australian equivalents to International Financial Reporting Standards, except where these notes indicate otherwise.

Estimated results for 2005-06 are based on projected outcomes and information available at the time of preparation.

The financial statements included in the portfolio statements are special purpose financial reports.

Basis of Measurement

One or more of the following measurement bases have been adopted for assets of an agency recognised in the financial statements:

• fair value – means the amount for which an asset could be exchanged, or a liability settled, between knowledgeable, willing parties in an arm’s length transaction (in many cases agencies use written-down current cost as an estimate of fair value)

• deprival value – assets are valued with reference to the current cost of replacing the future economic benefits that can be obtained from the remaining useful lives of the assets

• acquisition cost

• written-down historical cost

• an amount recognised in the accounts of a transferor entity upon a restructure.

All non-current 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 or an alternative valuation is specified by another accounting standard.

Depreciation and Amortisation of Non-Current Assets 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 methods used for calculating depreciation expense are straight line and reducing balance.

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 in a manner consistent with Australian Accounting Standard AASB 17 Leases.

Reporting Entities

Reporting Entities for Budget Purposes In accordance with Australian Accounting Standard AASB 127 Consolidated and Separate Financial Statements, the financial reports include all assets, liabilities, income and expenses of individual entities and portfolio agencies (administrative groupings of entities).

In the process of reporting on portfolios, agencies or other entities as single economic entities, transactions and balances between controlled entities are eliminated.

Notes in the statements of the portfolio agencies will identify which entities have been included in the consolidated reports for that portfolio.

Separation of Disclosure The statements provide disclosure through the separation of activities defined as controlled and administered activities.

Agency/portfolio controlled activities are those which relate to the delivery of services through resources controlled by the agency.

Administered activities are those which an agency administers but for which the agency does not control the use of resources.

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 (fall due within twelve months) 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 (fall due later than twelve months) are measured as 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 South Australian Government employees.

Superannuation For South Australian 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 Income Statement when an agency is deemed to have gained control over the respective amount. In circumstances where it is not possible to determine objectively when control over assets passes to an agency, the amounts are brought to account at the time at which cash is received.

Opening balances

The opening balance for cash in 2005-06 in the Cash Flow Statement of an agency is based on the closing 2004-05 cash balance as stated in the audited financial reports for the agency.

Exceptions are noted in the Notes to Financial Statements of an agency where a more appropriate opening balance has been used.

Accrual appropriation

The investment program requirements for an agency may be funded through recurrent 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 operating revenue in an agency (in accordance with Treasurer’s Instruction 3 Appropriation).

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 Balance Sheet.

Cash Alignment Policy

In most cases where agencies have returned excess cash held to the Treasurer in accordance with the Cash Alignment Policy, the payment is recorded as a ‘payment to government’ in the Income Statement. Some agencies have elected to repay debt or return contributed capital with excess cash balances. These transactions will be reflected in the Balance Sheet or Statement of Changes in Equity.

Rounding

All amounts in the financial reports have been rounded to the nearest thousand dollars unless otherwise indicated.

Due to rounding there may be instances where financial statements and tables do not add.

Presentation

The format is consistent with the Model Financial Reports (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 Cash Flow Statements.

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