Torres Strait Regional Authority CORPORATE PLAN 2019-2020 · Torres Strait Torres Strait area...

Torres Strait Regional Authority

CORPORATE PLAN2019-2020

2TSRA Corporate Plan 2019 -2020

Table of Contents

1 INTRODUCTION 4 StatementofPreparation 42. PURPOSE 5 Purpose Ascribed to the TSRA. 53. ROLE 64. FUNCTIONS 6 Minister’sStatementofExpectations 75. ENVIRONMENT (OPERATIONAL CONTEXT) 9 GeographyandLogistics 9 Culture 9 Governance 11 Capabilities 14 Workforce Planning 14 Capital Investment Strategy 15 ICT Capability 166. RISK OVERSIGHT AND MANAGEMENT 16 Commonwealth Risk Management Policy 16 The TSRA’s Approach to Risk Management 16 ControlFactors 17 FactorsinFullControl 17 FactorsinPartialControl 17 Factors Beyond Control 187. PERFORMANCE 20 Capabilities 21 Workforce Planning 21 PortfolioBudgetStatementKeyPerformanceIndicators 21 SummaryofActivities 22 Annex A 24 Minister’sStatementofExpectations 24 TSRA’sPrimaryFunctionsandResponsibilities 25 TSRA’s Goals 26 AnnexB 27 ProgrammeActivities 27 Activity1–EconomicDevelopment 27 Activity2–Fisheries 30 Activity3–CultureArtandHeritage 34 Activity4–NativeTitle. 36 Activity5–EnvironmentalManagement 41 Activity6–GovernanceandLeadership 45 Activity7–HealthyCommunities 48 Activity8–SafeCommunities 51 Activity9–CorporateServices 52 Annex C 55 TSRA’sbudgetedFinancialStatements2018–2019to2021–2022 55 Budgeted Comprehensive Income Statement 55 Budgeted Departmental Balance Sheet 55 Budgeted Departmental Statement of Cash Flows 55 Departmental Capital Budget Statement and Statement of Asset Movements 55 Budgeted Financial Statements Tables 56


Figures Figure1–HighLevelMappingofPurposetoActivitiestoPBSKeyPerformanceIndicators 8 Figure2–MapofTorresStraitArea 10 Figure3–TSRAStructureandGovernanceFramework 12Figure4–PerformanceReportingFramework 20


1. INTRODUCTIONStatementofPreparation

The Torres Strait Regional Authority (TSRA) Board, as the accountable authority, is pleased to present the 2019-2020 TSRA Corporate Plan, which covers the period of 2019-2020 to 2022-2023, as required under paragraph 35(1)(b) of the Public Governance, Performance and Accountability Act 2013.

The 2019-2020 TSRA Corporate Plan is aligned to the Torres Strait Development Plan 2019-2022, producedunderSection142DoftheAboriginalandTorresStraitIslanderAct2005(Cth).

The2019-2020TSRACorporatePlanwasendorsedbytheTSRABoardattheir115thMeetingon

13 June 2019.

Mr Napau Pedro Stephen AM

Chairperson

Torres Strat Regional Authority


2. PURPOSEPurpose Ascribed to the TSRA

The purpose of the TSRA is encapsulated in the agency’s single outcome statement:

Progress towards Closing the Gap for Torres Strait Islander and Aboriginal people living in the Torres Strait Torres Strait area through development planning, coordination, sustainable resource

management, and preservation and promotion of Indigenous culture.

The TSRA vision is shared by both the Torres Strait and Northern Peninsula Area Regional Plan (2009 – 2029) and the Torres Strait Development Plan 2019-2022. The vision statement is expressed in the languages of the Torres Strait area:

‘Empowering our people, in our decision, in our culture, for our future’ ‘Ngalpun yangu kaaba woeydhay, a ngalpun muruyguw danalgan mabaygal kunakan palayk,

wagel goeygoeyika’ (KALA LAGAW YA)’

‘Buaigiz kelar obaiswerare, merbi mir apuge mena obakedi, muige merbi areribi tonarge, ko merbi keub kerkerem’ (MERIAM MIR)

‘Ngalpan moebaygal thoepoeriwoeyamoeyn, ngalpan ya kuduthoeraynu, ngalpan igililmaypa, sepa setha wara goeygil sey boey wagel’ (KALA KAWAU YA).

TheTSRA’spurposeincludesmeetingthegoalsandobjectivesstatedintheTorresStraitandNorthernPeninsulaAreaRegionalPlan(2009–2029),anddeliveringtheobjectivesandbenefitsstatedtheTorresStraitDevelopmentPlan2019–2022.

TheTSRAperformstheirfunctionsundersection142AoftheAboriginalandTorresStraitIslanderAct2005(Cth).SeparatefunctionsareperformedundertheNativeTitleAct1993(Cth)astheNativeTitleRepresentativeBodyfortheTorresStraitarea.TheTSRAalsoaimstomeetthegoalsandobjectivesstated in the Torres Strait and Northern Peninsula Area Regional Plan (2009-2029) and delivery the objectivesandbenefitsstatedintheTorresStraitDevelopmentPlan2019-2022,andtocomplywiththeMinister’sStatementofExpectations.TheTSRA’sPrimaryFunctionsandResponsibilities,GoalsandtheMinisterforIndigenousAffairs’StatementofExpectationareoutlinedatAnnex A.


3. ROLEThe role of the TSRA is to progress toward closing the gap for Torres Strait Islander and Aboriginal people living in the Torres Strait area, and to empower Torres Strait Islander and Aboriginal people livingintheTorresStraitareatodeterminetheirownaffairsbasedonAilanKastom(islandcustom)ofthe Torres Strait.

TheTSRAperformsseparatefunctionsundertheNative Title Act 1993 (Cth)astheNativeTitleRepresentativeBodyfortheTorresStraitarea.

The goal of the TSRA is to improve the lifestyle and wellbeing of the Torres Strait Islander and Aboriginal people living in the Torres Strait region. It aims to achieve this by:

• Gainingrecognitionofourrights,customsandidentityasindigenouspeoples

• AchievingabetterqualityoflifeforallpeoplelivingintheTorresStraitregion

• Developing a sustainable economic base

• Achievingbetterhealthandcommunityservices

• Ensuringprotectionofourenvironment,and

• AssessingournativetitleoverthelandsandwatersofTorresStraitregion

4. FUNCTIONSTheprimaryfunctionsandresponsibilitiesfortheTSRAaredefinedintheenablinglegislationundersection142AoftheAboriginalandTorresStraitIslanderAct2005(Cth)(theATSIAct)andcanbelocated at: www.legislation.gov.au/Details/C2012C00258 and at Annex A.

The TSRA is also required to formulate and implement a plan to guide the progress of the Torres Strait region towards the future through the Torres Strait Development Plan. The aim of the plan is to improve the economic, social and cultural status of Torres Strait Islanders and Aboriginal persons, living in the Torres Strait area. The plan must outline the strategies and the policies that the TSRA intends to adopt in order to implement the Plan.

The most recent plan is the Torres Strait Development 2019-2022 and this document provides the strategicframeworkforallactivitiesunderthefollowingprograms:

• Economic Development

• Fisheries

• Culture, Art and Heritage

• NativeTitle

• Environmental Management

• Governance and Leadership

• HealthyCommunities

• SafeCommunities


The Torres Strait Development Plan 2019-2022 is linked to the overarching Torres Strait and Northern Peninsula Area Regional Plan that was developed by the TSRA and the three Local Government Councilsintheregion–TorresStraitIslandRegionalCouncil(TSIRC),theTorresShireCouncilandthe Northern Peninsula Area Regional Council with support from the Queensland Government. Colletivelytheorganisationshaveagreedtoundertakeregionalplanningtoensurethatresourcesandopportunitiesaremaximisedandthereisacoordinatedapproachtodeliveryofservices.

Minister’sStatementofExpectations

The TSRA is funded by the Australian Government to formulate and implement programmes for Torres Strait Islander and Aboriginal people living in the Torres Strait area. This includes monitoring theeffectivenessofallprogrammesimplementedforTorresStraitIslanderandAboriginalpeopleinthe Torres Strait area.

TheAustralianGovernmentexpectstheTSRAtocontributetoallGovernmentprioritiesinparticulartheGovernment’skeypriorities,ofimprovingeconomicoutcomesforAboriginalandTorresStraitIslanderpeople.TheGovernmentalsoexpectsorganisationsitfundstohavehighstandardsofcorporategovernanceandusepublicmonieseffectivelyandefficiently.ThisStatementisnotadirectionunderSection142EoftheAboriginalandTorres Strait Islander Act 2005 (Cth).

Toachievetheoutcomes,theMinisterforIndigenousAffairshasoutlinedhisexpectationsoftheTSRA as outlined in Annex A of this corporate plan.


Figure1-HighLevelMappingofPurposetoActivitiestothePBSKeyPerformanceIndicators


5. ENVIRONMENT (OPERATIONAL CONTEXT)GeographyandLogistics

The Torres Strait is located in Australia and is part of the north-eastern state of Queensland. The areaisapproximately150kilometreswideatitsnarrowestpointandissituatedbetweenthetipofQueensland’sCapeYorkPeninsulaandPapuaNewGuinea(Figure2).Theareaconsistsofover270islands and reefs.

TheTorresStraitislandshaveavarietyoftopographies,ecosystemsandformations.Severalislands,closest to the New Guinea coastline are low lying and are regularly inundated by sea water. Many of the western islands are hilly and steep. The central islands are predominantly coral cays and those to the east are volcanic.

TheTSRAdeliversservicesacrosstheTorresStraitareawhichincludes17inhabitedislandsandthecommunitiesofBamagaandSeisiaintheNorthernPeninsulaAreaofmainlandAustralia(Figure2).

Duetothearea’sremotelocation,theTSRAreliesonairandsealinkstoCairnsforallgoodsandsome services.

TheTorresStraitareahashadlimitedphoneandinternetcommunicationswithservicesonouterislandsbeingintermittentbutisimprovingthroughprojectsimplementedthroughtheTorresStraitTelstraInfrastructure,Stage1and2projects.TravelwithintheTorresStraitareaisrestrictedtosmallwatercraft,helicopterandlightaircraft.ThemaingatewaytotheTorresStraitisNgarupaiAirport located on Horn Island, 20 minutes by ferry from the Australian Government, Queensland GovernmentandtwolocalgovernmentadministrationhubsonThursdayIsland.TravelbetweenThursday Island and the Northern Peninsula area is generally undertaken by ferry.

Culture

The Torres Strait area is predominantly inhabited by Torres Strait Islanders and people of the Kaurareg nation.Asof30June2016,theAustralianBureauofStatisticsQuickStatsreportsthatthepopulationof the Torres Strait area including Bamaga and Seisia on the Northern Peninsula Area is 9,516. The TSRAiscommittedtoourworkforcebeingrepresentativeofthepopulation,and76%ofourstaffidentifyasTorresStraitIslanderorAboriginal.Afullbreakdownofourstaffing,includinggenderbalance,isavailableinthissectionofthecorporateplan.

The Torres Strait’s unique Ailan Kastom is a central part of life in the Torres Strait area. Ailan Kastomiskeptalivethroughthearts,ritualsandperformances,andthepreservationoflanguageandtraditionalknowledge,passedfromonegenerationtothenext.Culturalvaluesarestronglyintertwinedwithtraditional,ancestraltiesandrespectforwaterways,land,seaandtheresourcesthese provide.

RecognitionofTorresStraitIslanderandAboriginalpeople’snativetitlerightsisimportanttothepeoplesoftheTorresStraitarea.Nativetitlehasbeengrantedfor13inhabitedislandsintheTorresStraitareaandmostoftheuninhabitedislands.Inaddition,theKauraregAboriginalpeoplehaveachievedrecognitionoftheirNativeTitlerightsoverseveninnerislands:Ngarupai(HornIsland),Muralag (Prince of Wales Island), Zuna (Entrance Island), Yeta (Port Lihou Island), Mipa (Turtle Island), Tarilag(PackeIsland)andDamaralag.In2014NativeTitlewasgrantedoverZuizinIslandfortheKulkulgalpeople.Therearenow27NativetitledeterminationsintheTorresStrait.Nativetitleclaimsare being pursued over two remaining land claims and one sea claim.


PAPUA NEW GUINEA

BOIGU ISLAND

SAIBAI ISLAND

MOA ISLAND

BADU ISLAND

MABUYAG ISLAND

IAMA ISLAND

WARRABER ISLAND

PORUMA ISLAND

MASIG ISLAND

ERUB ISLANDUGAR ISLAND

MER ISLAND

WAIBEN ISLAND

NGARUPAI ISLAND

MURALAG ISLAND

KERIRI (HAMMOND) ISLAND

CAPE YORK PENINSULA

DAUAN ISLAND

ST PAULS

KUBIN

SEISIA

BAMAGA

UMAGICOINJINOO

NEW MAPOON

Figure2–MapofTorresStrait


Governance

TheTSRA’sstructureandgovernanceframework(Figure4)providesasystemofdirectionandcontrol,enablingregionaloutcomestobeachievedthroughorganisationalgoalsandobjectives.Theframeworkallowsrisksandissuestobeescalatedtotheappropriatelevel.Resolutionofrisksandissuesoccursthroughformalprojectmanagementstructures,programmestructures,aProgrammeSteeringCommittee,theTSRAAuditCommitteeandtheTSRABoard.Furtherinformationonourstructureandgovernanceframeworkislocatedonline: www.tsra.gov.au/the-tsra/tsra-structure

TheTSRABoardisanelected,representativebody,whichparticipatesinscheduledquarterlymeetingsandissue-specificout-of-sessionmeetings.TheprimaryfunctionsoftheBoardareto:

a. Set out the TSRA’s vision for the Torres Straitb. OversighttheTSRA’sstrategicobjectivesanddirectionc. Approve programme mandatesd. ReviewtheTSRA’sperformance,itsobjectivesandoutcomese. Managestrategicriskandregionalstakeholderrelations.

The TSRA Board consists of 20 Members elected under Division 5 of the Aboriginal and Torres Strait IslanderAct2005(Cth).Membersarepart-timeofficeholderswhoareremuneratedinaccordancewiththedeterminationsoftheRemunerationTribunal.

While the TSRA operates as the peak Commonwealth body in the Torres Strait area, there are other organisationswhoalsohaverolesinregionalgovernanceandarekeypartnersandstakeholdersandarelistedbelow.Partners,includingtheTSRA,whohaveelectedrepresentativesmayneedtovaryjointarrangementsduringelectionperiodstoenableallpartnerstocontinuetoworktogethertoachieve outcomes.

a. Queensland Government Department of Aboriginal and Torres Strait Islander Partnershipsb. Torres Strait Island Regional Councilc. Torres Shire Councild. Northern Peninsula Area Regional Councile. RegisteredNativeTitleBodiesCorporate(21intheTorresStraitarea)


TorresStraitRegionalAuthority(TSRA)BoardTorresStraitRegionalAuthority(TSRA)Board

AuditCommitteeAuditCommittee ChiefExecutiveOfficerChiefExecutiveOfficer

ProgrammeDeliveryProgrammeDelivery CorporateSupportCorporateSupport

EconomicDevelopmentFisheries

Culture,ArtandHeritageNativeTitle

EnvironmentalManagementGovernanceandLeadership

HealthyCommunitiesSafeCommunities

EconomicDevelopmentFisheries

Culture,ArtandHeritageNativeTitle

EnvironmentalManagementGovernanceandLeadership

HealthyCommunitiesSafeCommunities

FinanceHumanResources

InformationTechnologyPropertyManagement

FinanceHumanResources

InformationTechnologyPropertyManagement

StakeholdersStakeholders

MinisterforIndigenousAffairsAustralianGovernment

ParliamentaryCommitteesState,TerritoryandLocalGovernments

MinisterforIndigenousAffairsAustralianGovernment

ParliamentaryCommitteesState,TerritoryandLocalGovernments

PrescribedBodiesCorporateIndigenousRepresentativeBodies

IndigenousPeopleintheTorresStraitRegionIndigenousCorporations

PrescribedBodiesCorporateIndigenousRepresentativeBodies

IndigenousPeopleintheTorresStraitRegionIndigenousCorporations

Capabilities

Workforce Planning

TheTSRAcomprises20electedboardmembers,aChiefExecutiveOfficer(CEO)appointedbytheMinisterforIndigenousAffairsand161AustralianPublicService(APS)staffasat31December2018.TheTSRABoardMembersandthecurrentactingCEOallidentifyasTorresStraitIslanderorAboriginalpersons.122oftheTSRA’sAPSstaffidentifyasTorresStraitIslanderorAboriginalpersons.TheAPSstaffprofileisshowninTable

6.1. The total workforce at 31 December 2018 is 163, including the CEO and the TSRA Chairperson. TheratioofTorresStraitIslanderandAboriginalstafftonon-indigenousstaffhassteadilyincreasedfrom57%in2010to76%inDecember2018.

Classification Totalstaff Totalindigenousstaff %ofIndigenousstaffAPS1 15 15 100%

APS2 24 24 100%

APS3 24 23 96%

APS4 12 12 100%

APS5 35 29 83%

APS6 21 13 62%

EL1 24 5 20%

EL2 6 1 17%

SES or Equivalent 2 2 100%

Total 163 124 76%

Table6.1TSRAStaffProfileasat31December2019

Figure3–TSRAStructureandGovernanceFramework


Where appropriate the TSRA supplements its skilled workforce from outside of the Torres Strait area bytakingopportunitiesforstaffreassignment.At31December2018,theTSRAhadfoursecondedpositionsacrosstheAPS5toEL1levels.SecondmentopportunitieswillbeofferedacrossthelifeofthisCorporate Plan.

TherearenosignificanttrendsinthegenderbalanceofTSRA’sstaffwitharatioof48%MaleandFemale52%.

TSRA’sstafflocatedonThursdayIslandareacrossfourfacilities:

a. TorresHaus(Executive,GovernanceandLeadership,EconomicDevelopment,Fisheries, Corporate Services)b. PearlsBuilding(NativeTitleOffice)c. Douglas Street (Environmental Management Programme)d. Gab Titui Cultural Centre (Culture Art & Heritage Programme and Healthy & Safe Community Programmes)

TheTSRAalsoutilisesleasedfacilitieson12IslandstosupportthelandandsearangersundertheEnvironmentalManagementProgramme.Facilitiesarelocatedon:

1. Badu Island2. Boigu Island3. Dauan Island4. Iama Island5. MoaIsland(twofacilitiesattheKubinandStPaulsCommunities);6. Mabuiag Island7. Masig Island8. Mer Island9. Poruma Island10. Saibai Island11. Ugar Island12. Warraber Island

InMay2019,TSRAcompletedtheconstructionofaMulti-PurposeFacility(MPF)ontheIslandofErub.ThisisthefirstTSRAfacilityofitstypeintheregionandwillprovideanongoingfitforpurposefacilityfor the Le Erub Ranger group. The TSRA will also sub-lease space in the facility to government and non-governmentpartnerswithagovernanceroleintheregion.TSRAwillbeseekingtoidentifysuitableopportunitiesforfutureMPF’sintheregion,pendinglandavailabilityandthesuccessfulnegotiationofrelevant Indigenous Land Use Agreements as required.

TheTSRAhasasmallofficeinCairnstosupportsomespecialistfunctionsthatdonotneedtobelocatedin the Torres Strait area.

TheTSRAisfocusedonskillingitsIndigenousworkforcetohavegreaterparticipationinmanagementattheExecutiveLevel1and2positions.

TheTSRAadvertisesitsvacanciesencouragingTorresStraitIslanderandAboriginalpeopletoapplytomaximisetherecruitmentofIndigenouspersons.TheTSRAalsomakesuseofthe‘AffirmativeMeasures’provisionsforthelandandsearangerpositionsintheEnvironmentalManagementProgrammeandother selected roles.

ThursdayIslandistheregionaladministrativecentrefortheAustralianGovernment,QueenslandGovernment, the Torres Shire Council and the Torres Strait Island Regional Council, in the Torres Strait. TheTSRAismindfulofitsfootprintsize,particularlyregardinganyimpactitmayhaveonthelocalrentalmarket.Tomitigatetheimpact,theTSRAhasbuiltandacquired58propertiesovertheyearsonbothThursdayIslandandHornIsland.TheprovisionofhousingassiststheTSRAinattractingandretainingstaffwiththerelevantskillsfromoutsidetheregion.


Tomitigatetheimpactofgovernment’sfootprintontheThursdayIslandhousingmarket,theTSRAduring2016-2017completedtheconstructionofanewsub-divisionand18residentialdwellingsonThursday Island.

OnechallengeindevelopingTorresStraitIslanderandAboriginalstaffformoreseniorappointmentsis the lack of opportunity to gain wider APS experience in other agencies. Cultural and family responsibilitiesimpactonmobilityoutsideoftheTorresStraitareaanditisnotunusualfortheTSRAtoretainitsTorresStraitIslanderandAboriginalstaffformostoftheircareers.

Capital Investment Strategy

The TSRA’s Capital Investment Strategy is set out in the TSRA’s Capital Management Plan. Funding for the TSRA’s Capital Management Plan is shown in TSRA’s Capital Budget Statement at Annex C, table 3.5. The TSRA’s Capital Management Plan is an overarching document that records how the TSRA will be allocatingresourcestoitsassetbaseandmakestrategicassetdecisionstosupportitsprogramdelivery.

TheCapitalBudgetStatementillustratestheTSRA’splannedexpenditureoncapitalprojectsfortheperiod 2019- 2020 through to 2022-2023 in line with the Capital Management Plan.

TheCapitalBudgetStatementshowsthattheTSRAisforecasttospend$10.9milliononcapitalprojectsbetween2019-2020and2022-2023financialyears.The$5.5millionincapitalworksforecastfor2019-2020 year include:

a. CompletionofthenewLandandSeaManagementUnitBuilding.Theaimofthisprojectis toprovideafitforpurposefacilitytoaccommodatetheTSRAEnvironmentalProgrammewitha purpose-builtofficeaccommodation.Thisfacilitywillbeconstructedwithanindigenous workforceof90%andhaveincreasedenvironmentalsustainabilityandanimprovedergonomic amenity.Itisproposedthatthisprojectwouldbeashowcaseofsustainabledesigninremote areas,incorporatingsolar/batterytechnology,sustainablewateruseandotherenvironmental designtechnologies.TheprojectispartiallyfundedbytheModernisationFund.b. TSRAenvisagetheconstructionofasecondmulti-purposefacilityonanouterislandlocationto bedeterminedandsubjecttosuccessfulnegotiationswithTraditionallandowners.c. ArefurbishmentofamenitieswithinTorresHaus,ThursdayIsland.d. CapitalupgradestotheexistingTSRApropertyportfoliointheTorresStrait.e. InformationCommunicationTechnologyInfrastructureupgrades.

Othercapitalworksprojectsforecastfortheyears2021-2022through2022-2025total$5.4millionandinclude the:

a. Theconstructionofadditionalmulti-purposefacilitiesonouterislandcommunitiesinthe Torres Strait Regionb. CapitalupgradestotheexistingTSRApropertyportfoliointheTorresStraitandInformation CommunicationTechnologyInfrastructureupgrades.

ICT Capability

TSRAcontinuestoworkwithTelstraandalllevelsofgovernmenttoensurethatthetelecommunicationsinfrastructureintheTorresStraitregioniscapableofdeliveringthetechnologyandinnovationneeded,toprotectourbordersanddelivermultiplesocio-economic,educational,healthandcommunitysafetyoutcomesfortheislandcommunitiesandpeoplesoftheTorresStraitregion.The infrastructure upgrade is a long-term commitment by the TSRA, Telstra, the Federal Government’s Department of Agriculture and Water Resources (DAWR), and the Queensland State Government, to expandinghigh-speedfixedandmobilecommunicationsinfrastructuretotheTorresStrait.

InJune2018,theTorresStraitRegionalAuthorityandTelstrafinalisedthefirstphaseofan$8.2milliontelecommunicationsinfrastructureprojectknownastheTorresStraitDigitalFoundationProject.


Thesecondphaseoftheproject,knownastheTorresStraitDigitalExpansionProject,isvaluedat $9.96M, (Telstra $4.98M and co-contributors $4.98M). The Queensland Government (DSITI, DepartmentofEducationandTraining,andQueenslandHealth)committedtofund$3.58Mtowardtheproject.TheDAWRhascommitted$1.4Mtowardtheproject.

Thesecondphasewillfocusonactivitiestoupgrade4GBasestationsinthetop-westernislandsofthe Torres Strait, where biosecurity risks are greatest due to the close proximity to Papua New Guinea and Indonesia.

TSRAwillcontinuetoworkwithTelstratoensurethatthetelecommunicationsinfrastructureintheTorresStraitregioniscapableofdeliveringthetechnologyandinnovationneeded,forborderprotection,biosecuritymanagementandmultiplesocio-economic,educational,healthandcommunitysafetyoutcomesfortheislandcommunitiesandpeoplesoftheTorresStraitregion.

ProvidingthislevelofconnectivityinthetopwesternislandclusterwillenabletheTSRARangerstoharnessthefullfunctionalityofnewlydevelopeddepartmentalsystemstoprovideaneffectiveandefficientbiosecuritybarrierinthishigh-riskpathwaytomanagetheriskoftheintroductionandspreadofpestsanddiseases.Broadercommunitybenefitsofenhancedtelecommunicationsarealsoanticipatedfromthiscomponentoftheproposal.

TSRAisimplementingstrategiestoreduceICTcapitalexpenditurebetween2019and2020.ThemainguidingprinciplescurrentlyadoptedfortheconsiderationofnewICToperatingmodelsareasfollows:

a. OverarchinggovernmentICTstrategyrecommendationsforincreasedcontestabilityinICT servicesthroughtheadoptionofaformalcloudstrategy;andb. A Department of Finance mandate to look at cloud infrastructure ahead of local infrastructure at every technology refresh point.

Commensurate with secured higher bandwidth through Telstra, and the guiding principles listed above,ICTcontinuetoexpandTSRA’scloudcomputingfootprinttoreducedependencyonlocaldatacentrespriortothenextcapitalrefreshpointbeingreached.FollowingasuccessfultransitiontoOffice365emailsystemsanddesktopupgradetoaWindows8basedstandardoperatingenvironment,TSRAwillcontinueitsdigitaltransformation,asoutlinedinitsICTStrategy,toaddressvariousbusinesschallengescurrentlybeingfacedbytheorganisation.

TheTSRA,overtheforwardestimates,willinvestinCommunicationsandITInfrastructurereplacementsandupgradestoensurethattheTSRAisoperatingefficientlyandeffectivelyinremoteAustralia.

Fortheperiod2018–2019through2021-2022theTSRAwillinvest$1.09milliontowardCommunicationsandITInfrastructurereplacementsandupgradestoensurethattheTSRAisoperatingefficientlyandeffectivelyinremoteAustralia.


6. RISK OVERSIGHT AND MANAGEMENT

Commonwealth Risk Management Policy

TheTSRA’sRiskManagementPolicywasreviewedbytheTSRABoardin2017.Thispolicydefinesthe TSRA’s approach to the management of risk. The policy is aligned to AS/NZ ISO 31000 Risk management principles and guidelines.

WhiletheTSRA,asaCorporateCommonwealthentity,isnotrequiredtocomplywiththeCommonwealthRiskManagementPolicy,theTSRAhas,asamatterofgoodpractice,adoptedandaligned its risk management framework and systems to this policy.

The TSRA’s Risk Management Framework is expressed in the Risk Management

Policy. Elements of this framework which are fully aligned to the Commonwealth Risk Management Policy are:

a. PublicationoftheRiskManagementPolicyb. An overview of the TSRA’s approach to managing riskc. Riskreportingd. EmbeddingriskmanagementplansintoexistingbusinessprocessesPeriodicreviewand improvement.

TheelementsoftheRiskManagementFrameworkstilltobedevelopedare:a. AttributesoftheriskmanagementculturetheTSRAwishestodevelopb. Managingshared/cross-jurisdictionalriskc. Measuring risk management performance.

The TSRA’s Approach to Risk Management

ResponsibilitiesforthemanagementofriskarecontainedintheRiskManagementPolicy.Attheprojectandactivitylevel,theTSRA’sstandardRiskandIssueRegisterisusedtoassignresponsibilitiesforspecificrisks.

TheTSRAhasdevelopedastandardRiskandIssuereportingtemplateusedfortheidentificationandmanagementofriskattheprojectandactivitylevel.Thisriskandissuereportgeneratesforeachprojectagraphicreportofrisksbycategoryandasummaryofpre-treatmentandpost-treatmentrisklevels.RiskandIssuereportsarerequiredforeveryprojectandareassessedbytheProgrammeSteeringCommittee.Programmelevelriskisbasedontheaccumulationofprojectsoractivitieswherethe post-treatment risk level remains high or extreme. Programme level risk is raised at the TSRA AuditCommittee.

StrategiclevelriskisidentifiedbytheCEOandProgrammeManagersworkingwiththeChairpersonoftheTSRAAuditCommittee.StrategiclevelriskispublishedintheTSRARiskManagementPolicy.Fourriskshavebeenidentifiedatthislevel:

a. Minister/Department–stakeholdersarenotmanagedeffectivelyb. Community–stakeholdersarenotmanagedeffectivelyc. ThestrategicdirectionofTSRAisnotcommunicatedeffectivelyinternallyd. TheTSRA’sCorporateGovernancearrangementsarenoteffective.

TheTSRAconductsriskmanagementtrainingforallprogrammeandprojectmanagerstodevelopapositiveriskculturewhereriskisappropriatelyidentified,assessed,communicatedandmanagedacross all levels of the TSRA.


CommunicationandconsultationaboutrisktakesplaceattheTSRAProgrammeSteeringCommitteeandtheTSRAAuditCommittee.Thesecommitteesmeetquarterly.Programmerelatedriskscanberaisedatweeklyprogrammemanager/CEOmeetingsandduringfortnightlyprogrammestatusreports.TheTSRAAuditCommitteeidentifiesriskstoberaisedwiththeTSRABoard.

Sharedrisksareidentifiedinfundingagreementswiththoseorganisationsdeliveringservicesonbehalf of the TSRA. The TSRA also has external funding agreements with the Department of Prime Minister and Cabinet, primarily through working on country for the land and sea ranger programme. Themanagementofsharedriskhasbeenidentifiedasanarearequiringfurtherdevelopment.

TSRA’sriskcontrolfactorsmayvaryoverthetermofthePlanforthoseactivitiesthataredependentonexternalfundingandothernewpriorities.

TheTSRA’sriskmanagementpolicyandsupportingpracticesarereviewedthroughtheInternalAuditprocess,AustralianNationalAuditOfficeperformanceauditsandtheTSRAAuditCommittee.

CONTROL FACTORS

Factors in Full Control

The TSRA Board has the mandate to shape policies for service delivery in the Torres Strait area for thoseprojectsandactivitiesthataretheTSRA’sresponsibility.

WithinthelimitationofappropriationandexternalfundingtheTSRAhasfullcontrolofitsprogrammedeliverystructureandfull-timeequivalentestablishment.ExceptfortheChiefExecutiveOfficer,whoisappointedbytheMinisterforIndigenousAffairs,allTSRAstaffaremembers of the Australian Public Service. The TSRA has the capacity to supplement its workforce throughcontractingandconsulting.

TheTSRABoardhasfullcontrolovertheallocationofappropriationtoprogrammeoutcomes.TheboardsetsoutitsstrategicprioritiesintheTSRA’sDevelopmentPlanandapprovesprogrammebudgets in June each year.

TheTSRAadministrationhasfullcontrolovertheprojectsandactivitiesdeliveredbyeachofitsprogrammeareas,withinthebudgetsallocatedbytheTSRABoardattheJunemeetingeachyear.Withinprogrammes,prioritiesareagreedatquarterlyProgrammeSteeringCommitteemeetings.

The TSRA manages its own grant funding to Torres Strait Islander and Aboriginal people and corporationsintheTorresStraitarea.TheTSRAconductstwograntrounds(CommonFundingRounds) each year and through its Risk Assessment and Grant Assessment panels determines whichapplicantsareallocatedfunding.Fundingisallocatedtoactivitieswhichsupportgoalsandoutcomes stated in the Torres Strait and Northern Peninsula Regional Plan 2009-2029, the Torres Strait Development Plan 2019-2022 and service and infrastructure gaps identified in the Regional Plan Integrated Service Delivery Community Booklets.

FactorsinPartialControl

TheTSRAhasbeenappointedbytheMinisterforIndigenousAffairstoactastheNativeTitleRepresentativeBody(NTRB)fortheTorresStraitarea.TheMinisterinvitestheTSRAtoreapplyforrecognitionanddeterminestheappointmentafterconsideringtheTSRA’sapplication.TheTSRAhas been appointed to undertake the NRTB role to 30 June 2021.

The TSRA Ranger Programme is delivered through an external funding agreement with the DepartmentofthePrimeMinisterandCabinetthroughtheWorkingonCountryinitiative.TheTSRA’s Environmental Management Programme is structured to support this externally funded activity,butishighlydependentonongoingexternalfundingfortheRangerProject.Iffundingisreducedordiscontinuedtherearenumerousflow-onimpactsaffectingthesuccessfuldeliveryofotherinternallyandexternallyfundedprojectsledbytheLSMU.


The TSRA Culture Art and Heritage programme receives external funding from Arts Queensland, the Australia Council and the Ministry for the Arts. The TSRA matches this funding from its appropriationtoprovidegrantfundingtoTorresStraitandAboriginalartistsandtosupporttheoperationofthreeartcentersintheTorresStraitarea.TheTSRAhasthecapacitytoadjustthelevelofservicetoartistsandartcentersbasedonfutureexternalfunding

The TSRA Governance and Leadership Programme delivers a range of leadership and capacity building programmes to Torres Strait Islander and Aboriginal people in the Torres Strait area. ParticipationintheseprogramsisvoluntarysotheTSRA’sroleistocreateanenvironmentforactiveparticipationratherthantocontrolthenumberofgraduatesfromtheprogrammes.Increasedadvertisingandgreateruseofsocialmediahasimprovedthenominationrateandgenerally, and courses are fully subscribed.

TheMajorInfrastructureProgramme(MIP)istheflagshipinfrastructureinvestmentprogrammeforthe Torres Strait and Northern Peninsula Area. MIP is co-funded by the Australian and Queensland governments.TheTSRAsecuredthefundingforthecontinuationofaMIPStage6Program.Theseprojectsfocusonwaterandhealthrelatedinfrastructurefortheregion.TheregionallocalgovernmentbodiesandthefundingpartnershavecontrolovertheprioritisationofMIPprojects,however, the level of funding is determined by the Australian and Queensland governments.

TheTSRAistheagreementmanagerfortheCommunityDevelopmentProjects(CDP)programmeinthe Torres Strait area. While CDP policies are determined by the Australian Government the TSRA is abletoinfluencetheCDPprojectsandactivitiesundertakenbytheserviceprovidertoensuretheyremain aligned with the Torres Strait and Northern Peninsula Regional Plan 2009- 2029, the Torres Strait Development Plan 2019-2022.

Factors Beyond Control

ThegeographyoftheTorresStraitarea,outlinedinsection5.1,influencesoutcapacitytodeliverservices to the Torres Strait area. The cost of delivering services and infrastructure to the Torres StraitareaissignificantlyhigherthanmostotherareasinAustraliaduetotheairandseatravelandfreightcosts.Contractingwagecostsalsotendtobehigherduetoremoteareaexpensesandallowances.

Continuedincreasesinsealevelandseasurfacetemperaturesposesubstantialrisksforlow-lyingcommunitiesandtheregion’sfisheriesandmarineecosystems.TSRAisworkingincollaborationwith the AIMS, AFMA, CSIRO and BoM to monitor and assess climate change risks to Torres Strait fisheriesandsensitivemarinespeciesandecosystems.TSRAisworkingwiththeQueenslandGovernment,TSCandTSIRConthedevelopmentofcoastaladaptationplansfundedbytheQueenslandCoastalAdaptationPlanfundingprogram.

Botheconomicdevelopmentinitiativesandinfrastructuredevelopmentareimpactedbycomplexland tenure arrangements throughout the Torres Strait area. The TSRA is delivering services on land underNativeTitle,Freehold(ownedandleased),TorresStraitFreehold,KatterLeases(bothgrantedandunderapplication)andDeedofGrantinTrust(DOGIT).MostinfrastructureprojectsrequireFutureActnotification,CulturalHeritageclearanceandanIndigenousLandUseAgreement(ILUA).TheprocessishighlydependentontheRegisteredNativeTitleBodiesCorporateandTraditionalOwners in the Torres Strait area and for the most part is outside of the control of the TSRA.

WhiletheTSRA’sNativeTitleOffice(NTO)performstheNativeTitleRepresentativeBody(NTRB)functionfortheTorresStraitareaithaslittletonocontrolovertheNativeTitledeterminationprocess.Atpresent,therearethreeNativeTitleclaimsstilltobedetermined.WhiledeterminationisanoutcomeoftheNTOandakeyperformanceindicatorforthisprogramme,thetimingofdeterminationsiscontrolledbytheFederalCourtofAustralia.


MostTorresStraitIslanderandAboriginalfishersintheTorresStraitareaoperatewithTorresStraitTraditionalInhabitantFishingBoat(TIB)licensesissuedundertheTorres Strait Fisheries Act 1984 (Cth).TIBfishersarenotrequiredtomaintaincatchlogsortoreportcatch.AccuratecatchdatafortheTorresStraitareaisthereforenotavailableandtheTSRAreliesonestimatesprovidedbytheAustralianFisheriesManagementAuthority(AFMA)toreportontheperformanceofinitiativesundertaken by the TSRA Fisheries Programme.

The TSRA is taking a lead role in working with Telstra to improve mobile data and telephony in the Torres Strait region. This is discussed further in ICT Capability.


7.PERFORMANCETheTSRAwillreportonitsperformanceinthe2019-2020CorporatePlanandthePortfolioBudgetStatement through the TSRA’s 2018-2019 Annual Performance Statement (Annual Report).

The TSRA Board sets programme mandates and their key performance indicators. Programme areasdevelopprogrammeprojectplansthatcontributestorelevantprogrammemandatesandkey performance indicators. Each year the TSRA will report on its performance in its Annual Performance Statement.

Figure4–PerformanceReportingFramework

CAPABILITIES

Workforce Planning

TheTSRAcomprises20electedboardmembers,aChiefExecutiveOfficer(CEO)appointedbytheMinisterforIndigenousAffairsand161AustralianPublicService(APS)staffasat31December2018.TheTSRABoardMembersandthecurrentActingCEOallidentifyasTorresStraitIslanderorAboriginalpersons.122oftheTSRA’sAPSstaffidentifyasTorresStraitIslanderorAboriginalpersons.TheAPSstaffprofileisshowninTable6.1.Thetotalworkforceat31December2018is163,includingtheCEOandtheTSRAChairperson.TheratioofTorresStraitIslanderandAboriginalstafftonon-indigenousstaffhassteadilyincreasedfrom57%in2010to76%inDecember2018.


PortfolioBudgetStatementKeyPerformanceIndicators

ThePerformanceInformationasoutlinedinthe2018-2019PortfolioBudgetStatementare:

1. Increase in the number of Torres Strait Islander and Aboriginal owned commercially viable businesses.

2. Increased availability of approved business training.

3. IncreasesincatchesbyTorresStraitandAboriginalFishersrelativetototalallowablecatch,strengthening claims for increased ownership.

4. Increaseinthenumberofemergingandprofessionallyactiveartistsandculturalpractitionersthathaveaccesstoinformationandsupporttoensurecopyrightandintellectualpropertyrights.

5. NumberofNativeTitleclaimssuccessfullydetermined.

6. NumberofIndigenousLandUseAgreements(ILUA)thathavecompensationorotherbenefitsaspart of ILUA terms.

7. Number of endorsed community based management plans for the natural and cultural resources oftheregionbeingactivelyimplemented.

8. Increase the level of engagement of elected Torres Strait Islander and Aboriginal leaders in policy development and decision-making.

9. NumberofPBCsthatachieveOfficeoftheRegistrarofIndigenousCorporations(ORIC)compliance as at 31 December each year.

10. Increasedinvestmentintonewandexistingregionalenvironmentalhealthinfrastructure.

Inadditiontothecriteriaabove:

• The percentage ownership of Torres Strait Commercial Fisheries by Torres Strait Islanders and AboriginalPeopleintheregion;

• Improveregionalenvironmentalhealth,telecommunicationandmarineinfrastructure.

SupportinginformationforeachofthePBSKPIsisprovidedineachoftheTSRAProgrammeactivitysectionsinAnnexA.

Additionalnon-PBSKPIsspecifictoeachprogrammewhicharederivedfromtheTorres Strait Development Plan 2019-2022 are listed in Annex A.

FurtherinformationontheTSRA’sPortfolioBudgetStatement2018-2019canbefoundat

https://www.pmc.gov.au/resource-centre/pmc/portfolio-budget-statements-2018-2019


SummaryofActivities

ThekeyactivitiesbeingundertakenbytheTSRAin2019-2020aresummarisedinthissection.AnnexAprovidesfurtherinformationoneachofthekeyactivitiesovertheperiod2019-2020to2022to2023financialyears.AnnexCprovidesfinancialstatementscoveringthefour-yearperiodofthiscorporateplan.FurtherinformationonTSRA’skeyprogrammeactivitiesarefoundonourwebsiteathttp://www.tsra.gov.au/the-tsra/programmes

Activity 1: Economic Development. The Economic Development Programme delivers a range of projectsandactivitiesfocusingonmovingTorresStraitIslanderandAboriginalpeopleoffwelfareand into employment or ownership of commercially viable businesses. The TSRA manages the CDP Contract with the current service provider, My Pathway and Gur A Baradharaw Kod (GBK), on behalf of the Department of the Prime Minister and Cabinet.

Activity 2: Fisheries. Progress towards 100 per cent ownership of Torres Strait Fisheries is an outcome which is managed through the Fisheries Programme. This programme assists with the development ofcapacityofTorresStraitIslandersandAboriginalpeopleintheTorresStraitareatoparticipateincommercialfishingactivities.TheProgrammeoperatesinpartnershipwiththeAustralianFisheriesManagement Authority and the Queensland Department of Agriculture and Fisheries (Queensland Fisheries)todevelopharveststrategiesandfisheriesmanagementplansforsustainablecommercialfisheriesintheregion.TheProgrammecommissionsexternalresearchintothedevelopmentofcommercialfishingopportunitiesintheregionandsupportstheparticipationandtrainingforfisheriesrepresentativestoenablethemtoeffectivelyengageinmanagementactivities.TheTSRAisamemberoftheProtectedZoneJointAuthorityandparticipatesinallPZJAforums.

Activity 3: Culture, Art and Heritage. ThepreservationofAilanKastomisakeyfocusoftheCultureArtandHeritage(CAH)Programme.TheCAHprogrammeservicedeliveryactivitiesincludeimplementationofprojectstargetingthepreservationofculturalheritage,language,danceandmusic. The CAH programme also preserves culture through art via partnerships with Arts Queensland and the Ministry for the Arts and manages grant funding for Torres Strait Islander and Aboriginal artistsintheTorresStraitarea.TheCAHprogrammesupportsthreeTorresStraitartcenters,managesthe Gab Titui Cultural Centre and conducts the annual Torres Strait Art Awards.

Activity 4: Native Title.ThekeyactivityoftheNativeTitleOffice(NTO)istheNativeTitleRepresentativeBody(NTRB)functionfortheTorresStraitarea.TheTSRAisresponsibleforprovidingNTRBservicestotheTorresStraitregioninaccordancewiththeNativeTitleAct1993.TheTSRAhasbeenappointedbytheMinistertocontinueitsroleastheNTRBto30June2021.TheNativeTitle Programme provides support to the 21 Prescribed Bodies Corporate (PBC) in the Torres Strait areatoassistthemtomaintainreportingcompliancewiththeOfficeoftheRegistrarofIndigenousCorporationsandtodevelopcapacitytoeffectivelyengagewithTraditionalOwnersintheircommunitiesonNativeTitleissues.

Activity 5: Environmental Management. ThekeyactivityoftheEnvironmentalManagementProgrammeistheLandandSeaRangerProject.TheLandandSeaRangerProjectisfundedbytheAustralianGovernment’sWorkingonCountryProgrammeuntil30June2019,withthepossibilityofextensionuntil2021.TheTSRAworkstogetherwithlocalgovernmentagencies,RegisteredNativeTitleBodiesCorporate(RNTBCs)andTraditionalOwnersandTorresStraitcommunitiestoimplementtheproject.


Activity 6: Governance and Leadership. The Governance and Leadership Programme provides TSRA’sinternalgovernancefunctionsandsupporttotheTSRABoard.Aspartofanintegratedservicedeliveryapproachtoreducingthepotentialforduplicationandtoachieveacoordinatedapproachtoplanningwithintheregion,theG&LProgrammewillcontinuetoidentifyhowtheneedsofcommunitiesintheTorresStraitregioncanbeaddressed.InpartnershipwiththeAustralianRuralLeadershipFoundationtheprogrammewillworktodeliverleadershipandcapacitybuildingtrainingtoTorresStraitIslanderandAboriginalPeople,andIndigenousCorporationswithtargetedprogrammes for under-represented groups including women and youth.

Activity 7: Healthy Communities.ThekeyactivityoftheHealthyCommunitiesProgrammeisthecoordinationanddeliveryoftheTorresStraitMajorInfrastructureProgramme(MIP)projects.MIPisjointlyfundedbytheAustralianGovernmentandtheQueenslandGovernment.MIP-Stage6isnowunderwaywithafocusonwater,wastewaterandsustainabilityprojectswhichwilloperatefrom1July2016to30June2020.MIPfundingisheldinatrustaccountandwillcontinuetobeavailabletosupportthecompletionofprojectswhichcommencedduringtheMIP5term.ForthepurposesoftheCorporatePlan2019-2020provisionhasbeenmadetocontinuethemanagementofMIPprojectsthrough to the end of the planning period.

Activity 8: Safe Communities.SupportforsafecommunitiesandsocialserviceisdeliveredthroughtheSafeCommunitiesProgramme.TheprogrammeinpartnershipwithNon-GovernmentOrganisations(NGO)intheTorresStraitareadeliversarangeofsocialandlegalsupportservicestoallcommunitiesthroughtheprovisionandmanagementofgrantfunding.InpartnershipwiththeQueensland Government, the programme delivers the Transport Infrastructure Development Scheme improvingremotecommunityairportandboatlandingfacilities.

Activity 9: Corporate Support. The TSRA’s Corporate Services team is both a service provider and adriverofdifferentwaystoachievebusinessoutcomes.TheteamisresponsibleformanagingandmonitoringthefinancialperformanceoftheTSRAandprovidingthefollowingcoreservicesforinternalstakeholders–HumanResourceManagement,InformationCommunicationTechnology,FacilitiesandPropertyManagement.Theteamalsoprovidessharedservicearrangementstoexternalstakeholders in the region.

TheTeamisalsodeliveringtwostrategiccapitalworksprojectsintheregion.ThefirstbeinganAustralianGovernmentfundedModernisationInfrastructureprojectforAustralianPublicServiceEmployeesonThursdayIslandandthesecondbeingaDigitalTelecommunicationsInfrastructureupgrade for the Torres Strait region.


ANNEX A

TheTSRAisissuedwiththeStatementofExpectationsfromtheMinisterforIndigenousAffairs.TSRAhasrespondedwithitsStatementofIntentinlinewiththeMinister’sStatementofExpectationsincluding the following:

“Within the existing scope and functions of the TSRA, engage with the Australian Government as appropriate to highlight the Torres Strait’s aspirations for greater autonomy in the future.”

Minister’sStatementofExpectations

The TSRA is funded by the Australian Government to formulate and implement programmes for Torres Strait Islander and Aboriginal people living in the Torres Strait area. This includes monitoring theeffectivenessofallprogrammesimplementedforTorresStraitIslanderandAboriginalpeopleinthe Torres Strait area.

TheAustralianGovernmentexpectstheTSRAtocontributetoallGovernmentprioritiesinparticulartheGovernment’skeypriorities,ofimprovingeconomicoutcomesforAboriginalandTorresStraitIslanderpeople.TheGovernmentalsoexpectsorganisationsitfundstohavehighstandardsofcorporategovernanceandusepublicmonieseffectivelyandefficiently.ThisStatementisnotadirectionunderSection142EoftheAboriginal and Torres Strait Islander Act 2005 (ATSI Act).

In order to achieve these outcomes, I expect the TSRA to develop policy proposals and formulate, implementandmonitortheeffectivenessofprogrammesintheTorresStraitarea,withaparticularfocus on:

a. ImplementingtheAustralianGovernment’sschoolattendancestrategyb. RespondingpositivelytoinitiativesoftheAustralianGovernmenttoimproveIndigenous employment measuresc. SupportasignificantincreaseinhomeownershipontheTorresStraitIslands,particularlyby thesaleofexistingpublichousingtogoodrentersd. Facilitateeconomicdevelopmentbyidentifyingandpromotingsustainableprojectsthatuse thenaturalresourcesoftheTorresStraittothebenefitoflocalse. Work with the Australian Government to take all available measures to reduce overheads and operatingcostsincludingthoseofitsBoardf. Keepmeinformedregularlyofitsoperationsandexpenditure,includingbyprovidingquarterly reports and agreeing to performance indicators against which its progress will be measured:

i. ThisincludesprogressinimplementingtheTorresStraitDevelopmentPlan2019–2022and other plans agreed with local and state governments

g. Asrequired,providemewithtimelyadviceofemergingissuesandpossibleriskstothe performanceoftheTSRAandthedeliveryofitsobjectives.h. WithintheexistingscopeandfunctionsoftheTSRA,engagewiththeAustralianGovernment asappropriatetohighlighttheTorresStrait’saspirationsforgreaterautonomyinthefuture.i. Inperformingitsroleandpursuingtheprioritiesoutlinedabove,Iexpectthatthe TSRAwilloperateinaccordancewithallrelevantlegislationincludingtheAboriginal andTorresStraitIslanderAct2005,theAuditor-GeneralAct1997,andtheCommonwealth AuthoritiesandCompaniesAct1997(theCACAct)anditssuccessorPublicGovernance, Performance and Accountability Act 2013 (PGPA Act) [which replaces the CAC Act and introducesanewCommonwealthfinancialframeworkfrom1July2014]andthePGPARules.

Theseresponsibilitiesincludeto:a. HaveregardtotheAustralianNationalAuditOffice’sBetterPracticeGuidesb. EnsureTSRABoardmembersremainawareoftheirrolesandresponsibilities,includingtheir roleinTSRA‘sstrategyanddirectionsetting;dischargetheirdutiesimpartiallywithahigh degreeofdiligence,careandskillandatalltimesactinamannerthatpromotesthehighest levelofcorporategovernanceinBoardoperations.


TSRA’sPrimaryFunctionsandResponsibilities

ThefunctionsoftheTSRA,asoutlinedinSection142AoftheAboriginal and Torres Strait Islander Act 2005 (Cth), are:

a. To recognise and maintain the special and unique Ailan Kastom of Torres Strait Islanders living in the Torres Strait areab. To formulate and implement programmes for Torres Strait Islanders, and Aboriginal persons, living in the Torres Strait areac. TomonitortheeffectivenessofprogrammesforTorresStraitIslanders,andAboriginal persons, living in the Torres Strait area, including programmes conducted by other bodiesd. Todeveloppolicyproposalstomeetnational,StateandregionalneedsandprioritiesofTorres Strait Islanders, and Aboriginal persons, living in the Torres Strait areae. Toassist,adviseandco-operatewithTorresStraitIslanderandAboriginalcommunities, organisationsandindividualsatnational,State,Territoryandregionallevelsf. To advise the Minister on:

i. MattersrelatingtoTorresStraitIslanderaffairs,andAboriginalaffairs,intheTorresStrait area,includingtheadministrationoflegislation

ii.Theco-ordinationoftheactivitiesofotherCommonwealthbodiesthataffectTorresStrait Islanders, or Aboriginal persons, living in the Torres Strait area.

g. WhenrequestedbytheMinister,toprovideinformationoradvicetotheMinisteronany matterspecifiedbytheMinisterh. TotakesuchreasonableactionasitconsidersnecessarytoprotectTorresStraitIslanderand AboriginalculturalmaterialandinformationrelatingtotheTorresStraitareaifthematerialor informationisconsideredsacredorotherwisesignificantbyTorresStraitIslandersorAboriginal personsi. Attherequestof,orwiththeagreementof,theAustralianBureauofStatisticsbutnot otherwise,tocollectandpublishstatisticalinformationrelatingtoTorresStraitIslanders, and Aboriginal persons, living in the Torres Strait areaj. SuchotherfunctionsasareconferredontheTSRAbythisActoranyotherAct;k. SuchotherfunctionsasareexpresslyconferredontheTSRAbyalawofaStateorofaninternal TerritoryandinrespectofwhichthereisinforcewrittenapprovalbytheMinisterunder Section142Bl. To undertake such research as is necessary to enable the TSRA to perform any of its other functionsm. To do anything else that is incidental or conducive to the performance of any of the preceding functions.


TSRA’s Goals

The TSRA has structured its programmes to deliver goals and outcomes against the outcome statement provided in the Portfolio Budget Statement 2018 – 2019. The goals support the Torres Strait and Northern Peninsula Area Plan 2009 – 2029 and the Torres Strait Development Plan 2019-2022. The TSRA’s outcome statement is:

Progress towards Closing the Gap for Torres Strait Islander and Aboriginal people living in the Torres Straitareathroughdevelopmentplanning,coordination,sustainableresourcemanagement,and

preservationandpromotionofIndigenousculture.

Thesupportinggoalsare:

a. Continuingtodrivetheregionalplanningprocesses,includingimprovingtheintegrationof service delivery between governments at all levels working in the region and engaging with local stakeholders, informing them of the Torres Strait Development Plan 2019-2022.b. Monitoring,evaluatinganddeliveringadviceonthesustainablemanagementofthenatural resources(landandsea)oftheTorresStraitcommunities.Thisincludesthesustainableuse ofmarineturtleanddugong;engagementwithneighbouringPapuaNewGuineaTreaty villages on environmental issues and maintaining the natural resource base to foster economic opportunity and maintain the cultural values that are linked to natural assets.c. ImplementingtheTorresStraitClimateChangeStrategytohelpreduceclimatechangerisks and build regional and community resilience while building an understanding to inform a flexibleandadaptiveapproachtorespondingtofutureuncertainties.d. EnhancingtheTorresStraitregion’swealthbycreatingsustainableindustriesandincreasing employmentopportunitiesforourpeopleequivalenttothewiderAustraliancommunity.e. Protecting,maintainingandprogressingNativeTitlerightsandrecognitionovertheTorres Strait region’s land and sea countryf. Securingwhole-of-governmentinfrastructureinvestmentforTorresStraitCommunitiesinthe region to support healthy homes and healthy living environments, including progressing the MajorInfrastructureProgramme(MIP),abilateralcommitmentbetweentheAustralianand QueenslandGovernments,tobuildessentialhealthinfrastructureintheregionincludingwater supplyandreticulation;sanitationandwastewater;communityroadsanddrainage;serviced housinglots;andassetsustainability.g. Improving access to safe and accessible community infrastructure and improved land and sea communicationssystems.h. Protect,promote,revitaliseandmaintainTorresStraitIslanderandAboriginaltraditionsand cultural heritage.i. Leadingthecoastalmanagementinfrastructureprojecttoprotectexistingcommunity infrastructure from rising seawater.


Annex BPROGRAMME ACTIVITIES

Activity1–EconomicDevelopment

Description

The Economic Development Programme will contribute to regional, community and individual economic improvement by taking the lead as the whole of Torres Strait area economic development solutionbroker.EconomicstabilityandgrowthareessentialforthedevelopmentoftheTorresStraitand Northern Peninsula area. The support and skills training needed to assist Torres Strait Islander andAboriginalpeopletotransitiontofull-timework,takeonhigherleveljobs,orownandoperatetheirownbusinessesareinadequate.Itisvitalthatjobsthatgeneraterealwealthfortheindividual,the community and the Torres Strait Area are created. It is important to foster sustainable industries owned and operated by Indigenous people so that the Torres Strait area has a strong future.

The programme aims are to:

a. StimulateeconomicdevelopmentacrosstheTorresStraitareab. Advancebusinessskillsandaligntraininginitiativeswithregionalemployment opportunitiesc. Advance Torres Strait Islander and Aboriginal ownership and management of businesses in the Torres Strait aread. Intended resultse. Increased capability of Torres Strait Islander and Aboriginal People in the Torres Strait area to manage commercially viable businessesf. Improvedaccesstocapitalandotheropportunitiestofinancecommerciallyviablebusinessesg. Increased number of commercially viable businesses owned and or operated by Torres Strait Islander and Aboriginal people in the Torres Strait areah. Improved wealth of Torres Strait Islander and Aboriginal people in the Torres Strait area.

Delivery strategy

The TSRA has created a new business development product ‘You Sabe Business’ for delivery to Torres Strait Islander and Aboriginal people in the Torres Strait area who aspire to create employment opportunitiesthroughsmallbusiness.Eachworkshophasthreephases,progressivelydevelopingparticipant’sideasforanewbusinessintoafeasibilitystudy,businessplanandimplementationstrategy. The workshops are run on demand, in community.

The TSRA has established a mentoring and business support panel of professional business consultants across a range of industries relevant to the Torres Strait area. The TSRA’s concessional businessloanclientsareofferedmentoringandsupportthroughouttheirestablishmentperiod.

Established businesses requiring support can request assistance from the TSRA, a suitable member of thementoringandbusinesssupportpanelwillbeidentifiedtoprovidethatsupport.

The TSRA has established a mentoring and business support panel of professional business consultants across a range of industries relevant to the Torres Strait area. The TSRA’s concessional businessloanclientsareofferedmentoringandsupportthroughouttheirestablishmentperiod.

Established businesses requiring support can request assistance from the TSRA, a suitable member of thementoringandbusinesssupportpanelwillbeidentifiedtoprovidethatsupport.


The TSRA launched the Torres Strait Regional Economic Investment Strategy (REIS) on 4 July 2016. The REIS represents a new approach for the TSRA to help facilitate commercially-viable business opportunitiesintheTorresStraitRegion.Thenewapproach,whichcomplementstheTSRAexistingsuite of business support products and services is strategic, informed and targeted in nature and will be implemented progressively over the life of the plan. The REIS recommends the TSRA focus its businessassistanceservicesonopportunitieswithinthreekeyindustries,fishing,artsandcreativeindustryandtourism.These‘focal’industrieshavebeenidentifiedaspresentingthebestprospectstoassesspotentialprojectsforbusinessassistance.

AsrecommendedintheREIStheTSRAwillbedevelopingandimplementingBusinessGrowthPackages(BGP)targetingthethreefocalindustriesoverthelifeoftheplan.TheBGPfocussesonsupportingtheestablishmentorgrowthofTorresStraitIslanderorAboriginalownedcommerciallyviablebusinessesintheTorresStrait.ThefirstpackagetobeimplementedistheFisheriesBusinessGrowthPackagewhichwaslaunchedon4July2016.TheFisheriesBGPcombinesamixoffinancialandexpertbusinessandindustrysupporttoexistingcommerciallyviablebusinessesorindividualswithawell-plannedproposaltohelpestablishorgrowtheirbusiness.TheArtsandCreativeIndustriesBusinessGrowthPackagewaslaunchedinJune2017andtheTourismBusinessGrowthPackagewaslaunched in October 2018.

TheTSRAisindiscussionswithIBAtoprovideaccesstoarangeoffinancialproductsfortheTorresStraitareawhichcannotbeofferedbytheTSRAalone.ThedifferencesintheenablinglegislationbetweentheTSRAandIBAallowsIBAgreaterflexibilitywiththeirproducts,includingcapital

investmentleasingandoverdraftfacilities.ThearrangementswillbemadethroughaMemorandumofAgreementandthefundingfacilitiesareexpectedtobeavailablein2018-19forthelifeofthe

corporateplan.TheTSRAwillcontinuetofundconcessionalhomeandbusinessloans.

TheTSRAinpartnershipwithotherserviceproviders(MyPathwayfrom2016-17)hasdevelopedandisdeliveringcommunity–basedfishingindustryspecifictraining.TheTorresStraitMarinePathwaysProjectenablesTorresStraitIslandersandAboriginalpeopleintheTorresStraitareatogaininternationallyaccreditedtrainingforcommercialmarineoperations,fishingandseafoodprocessing.

TheGrowingOurOwnprojectiscoordinatedandfundedbytheTSRAandisdeliveredinpartnershipwith the Tagai State College, TAFE North Queensland and the CDP Provider, My Pathway. Under

thisproject,Years10-12studentsundertakingthemarinestudiesstreamareofferedtheopportunitytocommenceaCoxswainCourseduringtheschoolyear.Thequalificationwillenablethemtooperateacommercialvesselupto12meters.ThecourseincludesapracticalcomponentwhichinvolvesthemworkingonavesselsailingfromCairnstoThursdayIsland.Oncompletionofthetraining,successfulstudentswillbemovedintomorespecialisedtrainingthatmatchestheircareerambitions.ThoseinterestedinfishingwillbeofferedWildHarvestDivetraining,othersinterestedinoperatingvesselswillbetrainedinMarineEngineering.Sixmonthtraineeshipswillbeofferedtothesestudentsaswellas others who have completed the training.

As the contract manager for the Community Development Programme (CDP), the TSRA in partnership withtheDepartmentofthePrimeMinisterandCabinetandtheserviceprovider,GBK/MyPathway,deliverstrainingandemploymentprojectsforCDPRegion59.CDPRegion59isthelargestoftheCDPareasintermsofthenumberofjobseekers.TheTSRAassiststheserviceprovidertoidentifyappropriateCDPprojectsandactivitiesincommunitiesandengagesindependentlywithGBK/MyPathwaytodeliverothercommunityprojectswhichhavepotentialemploymentoutcomes.


Resourcing

The Economic Development Programme has an FTE of 15. Financial resources are outlined in Annex C.

Performance measurement and assessment

TSRA PBS shows two key performance Indicators which relate to the Economic Development Programme.

PBS KPI Number 1

Indicator Increase in the number of Torres Strait Islander and Aboriginal owned commercially viable businesses.

Interpretation Anincreaseinthenumberrepresentsapositiveimpact.Rationale Contribute to the Closing the Gap target to halve the gap in

employment outcomes between Indigenous and nonindigenous Australians within a decade.

Contribute to improving the wealth of Torres Strait Islander and

Aboriginal people.Data Source CommunityDevelopmentProjectsauditofbusinessesintheTorres

Strait area.

TSRA business loans.Collection Arrangements The TSRA is the agreement manager for CDP in the Torres Strait and

will have direct access to the audit of businesses.

TSRA ED Programme internal records.Baseline Number of businesses owned and operated by Torres Strait Islander

and Aboriginal people in 2013 - 2014.Measurement Frequency AnnualLimitations The CDP provider is contractually obligated to develop and maintain

a Workforce Development Plan for the Torres Strait area, if it fails to meetsitsobligationsthedatawillnotbeavailable.

Survey Instrument Not used

Application ✓ Development Plan

✓ Annual Report

✓ PortfolioBudgetStatement

✓ Corporate Plan


PBS KPI Number 2

Indicator Increased availability of approved business trainingInterpretation Increased availability of approved business trainingRationale Contribute to the Closing the Gap target to halve the gap in

employment outcomes between Indigenous and non-Indigenous Australians within a decade.

Contribute to improving the wealth of Torres Strait Islander and Aboriginal people.

Data Source Feedbackevaluationsheetsfromcourseparticipantstoensureeffectivenessofcourses.

TSRA internal records for Into Business WorkshopsCollection Arrangements Evaluationsheetsfrombusinesstrainingcourses.

Surveyofpastparticipants.

Feedbackfromtheworkshopfacilitator,EDPortfolioMemberandEDProgramme Manager

Baseline Numberofplacesoncoursesofferedin2013-2014Measurement Frequency Every second year commencing in 2015 - 2016Limitations ParticipantsmaynotcompleteevaluationsheetsSurvey Instrument Evaluationsheetsandpastparticipantsurvey


✓ Annual Report


✓ Corporate Plan

Activity2–Fisheries

Description

The Fisheries programme will increase wealth in the region through commercially viable businesses andemploymentinthefishingindustry,whileensuringtheecologicallysustainablemanagementoffisheryresources.


a. Provide greater access for Torres Strait Islander and Aboriginal people to the Torres Strait area’scommercialfisheriestowardsattaining100percentownership.b. IncreasecommerciallyviablebusinessesinthefishingindustrythatareTorresStraitIslander andAboriginalownedand/oroperated.c. DeliverinitiativestoincreasecapabilityandcapacityofTorresStraitIslanderandAboriginal peopletoutilisetheTorresStraitarea’scommercialfisheriesresources.d. EnsurethattheTorresStraitarea’sfisheriesresourcesaresustainablymanaged.e. Ensure that Torres Strait Islander and Aboriginal people are engaged in the management of theTorresStraitarea’sfisheriesresources.


Intended Results

a. Acommerciallyviablefishingindustrywhichis100percentownedbyTorresStraitIslander and Aboriginal people.b. Improved wealth of Torres Strait Islander and Aboriginal people of the Torres Strait area throughsustainablemanagementoffisheriesresources.

Delivery Strategy

TheFisheriesProgrammewillensurethatthereareopportunitiesforTorresStraitIslanderfishersattendingProtectedZoneJointArea(PZJA)forumssuchasworkinggroupsandadvisorycommitteestoprovidelocalexpertisetosupportdecision-making.EffectiverepresentationfromcommunityfishersisessentialforpolicydevelopmentandregulationofthefourkeyfisheriesintheTorresStraitarea;TropicalRockLobster,Finfish,HandCollectablesandPrawn.TheTSRAwillworkinpartnershipwithAFMAandQueenslandFisheriestofacilitateappropriateandeffectiverepresentation.

In partnership with the PZJA agencies (the Australian Fisheries Management Authority (AFMA) and QueenslandFisheries),theTSRAwillworkwithTraditionalOwnersandfishersintheTorresStraitareatowardsattaining100percentownershipofallfisheries.TheTSRAwillworkwiththePZJAagenciestodelivertherecommendationsoftheRoadMapto100percentownership.Thecurrentstatusis:

a. Finfish–100percentownedb. TropicalRockLobster–66.18percentownedc. HandCollectables(BechedeMer,Trochus,Crab)–100percentownedd. Prawn–zeroownership.

TheTSRAissupportingtheregion’sFisheriesAssociationstodevelopgoodgovernancepracticesandeffectivemembership.Theregion’sfishers’associationsareviewedasappropriatevehiclestoprovideessentialsupporttocommercialfishers.

TheTSRAispursuingtheestablishmentofanindependententitytomanagefisheriesassetsintheTorres Strait, including those currently held by TSRA on behalf of Torres Strait Islanders and Aboriginal peopleintheregion.TheseactivitiesbuildonadelegationvisittoNewZealandin2017-18thatinvestigatedtheMaorimodelofFisheriesownershipandmanagement.Furtherstudiesarebeingundertakentoidentifyanappropriatepathwayandmodelforthedistributionandmanagementoftradablequotaintheregion’sfisheries.

TheTSRAismanagingthecommercialleasingofunusedcommercialfishingentitlementstomaximizetheeconomicreturnfromcommercialfisheriestothecommunities.Anannualexpressionofinterestprocessisusedtoidentifysustainablefisheriestofishcommerciallyunderleasingarrangements.TheFinfishQuotaManagementCommitteeprovidesadvicetotheTSRABoardonapercentageofthe total allowable catch (determined by the PZJA) to be leased. The TSRA also managements the revenuefromleasingactivityasnon-publicmoniesanddisbursesfundsinaccordancewiththedirectionsoftheTSRABoard.

TheTSRAwilldevelopcommunicationproductstoincreasetheawarenessofTorresStraitfishersinfisheriesmanagementandimprovedcommercialpractices.

The TSRA has introduced an Indigenous Cadetship to the Fisheries Programme as part of its Indigenousemploymentsuccessioninitiatives.ThisprojectwillenableuptotwoIndigenousstudentsin marine science related studies to progress through university while working with the TSRA in FisheriesProgrammeactivities.

TheTSRAissponsoringanIndigenousparticipantfromtheregiontoattendthe2020NationalSeafood Industry Leadership Programme.


ResourcingThe Fisheries Programme has an FTE of six. Financial resources are outlined in Annex C.


The TSRA PBS shows two Key Performance Indicator (KPI) which relates to the Fisheries Programme.

PBS KPI Number 3

Indicator IncreaseincatchesbyTorresStraitandAboriginalFishersrelativetoTotal Allowable Catch (TAC).

Interpretation Anincreaseintheindicatorvalueisapositiveoutcome.Rationale Thisindicatorwillshowtheeffectivenessofarangeoffisheries

capacitybuildinginitiativesundertakenbytheprogramme.Data Source AFMA Fisheries Receiver Licence Reports and AFMA TAC advice.Collection Arrangements Request from TSRA to AFMABaseline Tobeestablished–datanotyetavailableMeasurement Frequency AnnualLimitations FishReceiverLicenceswereintroducedinDecember2017.Priortothis

onlyanecdotalcatchinformationwasavailablefortheTIBsector.Survey Instrument Not required


✓ Annual Report


✓ Corporate Plan


PBSAdditionalKPI

Indicator The percentage ownership of Torres Strait Commercial Fisheries by Torres Strait Islanders and Aboriginal People in the region.

Interpretation Anincreaseintheindicatorvalueisapositiveoutcome.Rationale ThisKPIdirectlycontributestothepotentialtocreatewealthfrom

fisheriesresourcesintheregion.Data Source PZJArecordsoffishingrights

FinfishandTRLQuotaLeasingRecordsCollection Arrangements TSRA will obtain ownership data from the PZJA.

Catchexpressedastotalallowablecatch(tonnes),allocationtoTraditionalInhabitantBoat(TIB)sector,allocationavailableforleasingandallocationactuallyleased,willbeobtainedduringtheannualleasing process.

Baseline The baseline data is the level of ownership as at 30 June 2015. This was:

• Finfish:100percent

• Tropical Rock Lobster: 56.5 per cent

• Bêche-de-Mer: 100 per cent

• Prawn: ZeroMeasurement Frequency Annual as at 30 June each year.Limitations Totalownershipisnottrulyindicativeoftotalparticipationinthe

industry.

Saleorreallocationoffishingentitlementsdonottakeplaceeveryyear thus progress will only be indicated in those years in which one or both of these occurs.

Thesaleoffishingentitlementsaresubjecttomarketforces,thebuy-outmodeldoesnotincludecompulsoryacquisition.



✓ Annual Report


✓ Corporate Plan

AnadditionalKPIidentifiedfortheFisheriesProgrammeintheTorres Strait Development Plan 2019-2022.

NumberofopportunitiesforTorresStraitIslanderandAboriginalpeopletoincreasetheirunderstandinganduseofTorresStraitfisheriesresources.


Activity3–CultureArtandHeritage

Description

Ailan Kastom is a central part of the life of Torres Strait Islanders and its culture faces challenges, but it is a key strength in the Torres Strait area. Torres Strait Islander and Aboriginal culture needs to be maintainedandpreservedtoensureitssustainabilityforfuturegenerations.

Thetraditionalcultureandartoftheregionisuniqueandgainingrecognitionbothnationallyandinternationally;suchrecognitionwillhelppreservetraditionalcultureandartpracticesaswellascontribute to economic development within the Torres Strait area. The TSRA recognises culture, art andheritagearecentralpillarsfordevelopmentandassuchwillprovidesupporttoartistsandotherculturalpractitionersintheTorresStraitarea.


a. Protectculturallysignificantsitesandartefactstoensurelongevityb. Revitaliseandmaintaintraditionalculturalpractices(art,dance,language,storytelling,songs) amongcommunitiesc. Ensuretheprotectionoftraditionalknowledge,intellectualpropertyandcopyrightd. Underpinservicesandmanagementpracticeswithculturalvaluesandprotocols.

Intended Results

a. ActiveandsustainableartsandcraftIndustryb. Culturalvaluesandprotocolsareintegratedintoserviceplanningandmanagementpracticec. The unique cultural heritage and histories of the Torres Strait area are preserved, maintained and promotedd. Strong, supported and respected Ailan Kastome. Thecopyright,intellectualpropertyandtraditionalknowledgeofTorresStraitIslanderand Aboriginal people in the Torres Strait area are protected.

Delivery Strategy

The TSRA Culture, Art and Heritage Programme operates and maintains the Gab Titui Cultural Centre (GTCC)basedonThursdayIsland.TheGTCCistheTorresStraitarea’speakartsandculturalinstitutionserving as the cultural and arts hub to support tourism and the arts economies in the Torres Strait area.TheGTCChostsworksandexhibitionsbylocalandregionalartistsandculturalpractitionersandisthehosttotheannualIndigenousArtAwardsandotherhighprofileregionalevents.

TheCulture,ArtandHeritageProgrammeprovidesacentralroleinthepreservation,maintenanceandpromotionofregionalIndigenouslanguagesanddialectswhichsomeidentifiedasbeingcriticallyendangered.TheTSRAandmultipleregionalstakeholdershasdevelopedtheTorresStraitTraditionalLanguagesPlanandCharterwhichisoverseenbytheTorresStraitTraditionalLanguagesAdvisoryCommittee.TheCommitteewillplayacentralroleintheestablishmentofaregionalIndigenousLanguageCentrewhichisfundedbytheDepartmentofCommunicationsandtheArts.Professionallinguistsandaregionallanguageco-ordinatorwillundertaketraditionallanguagerevitalisationactivitiesandprovidesupporttocommunitybasedlanguagesteamsthroughouttheregion.

TheTSRAprovidesfundingandartsandculturaldevelopmentsupportinitiativesdirectlytoartiststhroughout the Torres Strait area through the biannual common funding rounds. The programme coordinatestheTorresStraitMusicandDanceAuditthroughfilmandsoundrecording,TorresStraitDanceStrategyandArtsDevelopmentactivitieswhichpreservetheregion’sculturalheritage.ToincreasethenumberofprofessionallyactiveartistsandculturalpractitionersintheTorresStraitarea,theProgrammeinpartnershipwithArtsQueenslandandtheDepartmentofCommunicationsandtheArts, administers funding to support three key community arts centres of:


a. Drub Erwer Metab. Badhulgaw Kuthinaw Mudhc. Ngalmun Lagau Minaral.

Resourcing

The Culture Art and Heritage Programme has an FTE of 12 (11 FTE and 2 PTE). Financial resources are outlined in Annex C.


The TSRA PBS shows one Key Performance Indicator which relates to the Culture, Art and Heritage Programme.

PBS KIP Number 4

Key Performance

Indicator

Increaseinthenumberofemergingandprofessionallyactiveartistsandculturalpractionersthathaveaccesstoinformationandsupportto ensure copyright and intellectual property rights.

Interpretation Anincreaseintheindicatorvalueistobeinterpretedasapositiveimpact.Rationale TheKPIwillmeasurethenumberofartistswhoareinformedabout

theirrightsinrelationtothesaleandreproductionoftheirartworkandintellectualpropertyrights.TheKPIwillestablishtheformalisationofsupportgiventoartistsandculturalpractitioners.ThisKPIalignswithTSRA’s regional goal to Protect, promote, revitalise and maintain Torres StraitIslanderandAboriginaltraditionsandculturalheritage.

Data Source Artists’attendanceatcopyrightinformationsessions.Artiststhathavesignedappropriateagreementswheretheirrightshave been highlighted.

NumberofartistssigneduptoVisCopy,CopyrightAustraliaArtists’license fees paid through Gab Titui Cultural Centre Sales.

Collection Arrangements Individualauthorisationforms

Communalauthorisationforms

Standard Funding Agreements

ArtistsagreementsBaseline Baseline70artistsMeasurement Frequency Quarterly progress reportsLimitations Theincorporationofthesemechanismsintoallaspectsofservice

deliveryandtheabilityoftheorganisationtoimplementthisthroughoutallitsrelevantserviceactivities

Survey Instrument AnnualArtistForums

Externalparties’feedbacksurveyiecollectinginstitutionsandprivatebuyersApplication ✓ Development Plan

✓ Annual Report


✓ Corporate Plan


AdditionalKPIsfortheCultureArtandHeritageProgrammedetailedintheTorresStraitDevelopmentPlan2019–2022are:

a. IncreasednumberofTSRAfundedandsupportedactivitiesthatarebasedonTorresStrait Islander(AilanKastom)andAboriginalculturaltraditionsintheTorresStraitarea.a. IncreasednumberofTSRAfundedandsupportedactivitiesthatarebasedonTorresStrait Islander(AilanKastom)andAboriginalculturaltraditionsintheTorresStraitarea.a. IncreaseinculturalheritagematerialandinformationspecifictoeachcommunityintheTorres Strait area that is documented, registered and accessible.a. Increaseinprofileofemergingandestablishedartistsandculturalpractitionersintheregion andtheproductionandsaleofregionalproducedartsandcrafts.a. Increased income generated through retail sales via the Gab Titui Cultural Centre an established art centres in the Torres Strait area.

Activity4–NativeTitle

DescriptionLegalrecognitionoftraditionallawsandcustomsandtraditionalrightsoverlandandseaarefundamentaltotheself-determinationandadvancementofourpeople.TheNativeTitleProgrammerecognisestheimportanceofNativeTitlerightsbyperformingitsstatutoryNativeTitleRepresentativeBody(NTRB)functionsundertheNativeTitleAct1993(Cth)throughtheTSRANativeTitleOffice.

TheTSRAhasbeenrecognisedastheregionalNTRBsince1996.TheTSRA,throughtheNativeTitleOffice,isresponsiblefortheNativeTitleProgrammeandtheperformanceoftheTSRA’sNativeTitleActfunctions.TheobjectiveoftheTSRAastheNTRBis:

ToberecognisedasanorganisationprovidinghighqualityandculturallyappropriateprofessionalservicestoNativeTitleHoldersandclaimantsthroughconsultingwithandeffectivelyrepresentingTraditionalOwnersintheTorresStraitareaintheperformanceofourfunctionsundertheNativeTitleAct 1993 (Cth).

TheMinisterforIndigenousAffairshasreappointedtheTSRAtocontinuetodeliverNTRBfunctionstoTorresStraitregionuntil30June2021.

TheNativeTitleProgrammewillcontinuetofacilitatethesecuringoflegalrecognitionofNativeTitletolandandwatersintheTorresStrait,andensurethereisproperregardforNativeTitlerightsandinterestsinrelationtoallprojectsaffectingTorresStraitlandandwaters.


a. AssistTraditionalOwnersobtainlegalrecognitionofNativeTitleoverlandandseaintheTorres Strait areab. ManageandlegallyprotectNativeTitlerightsc. Develop the capacity of Prescribed Bodies Corporate (PBCs) in the Torres Strait aread. SuccessfullynegotiatedFutureActsandIndigenousLandUseAgreements.

Intended resultsa. NativeTitleclaimsaresuccessfullydetermined.a. PBCsunderstandandmeettheirresponsibilitiesundertheNativeTitleAct.a. Strong Prescribed Bodies Corporate leadership and governance.


Delivery strategyTheNTRBfunctionisprovidedthroughtheNativeTitleOfficewhichhasFTEforaPrincipalLegalOfficer,TwoSeniorLegalOfficers,aPracticeManager/Para-LegalOfficer,aPBCSup-portOfficerandthreeadministrativesupportstaff.

TheNativeTitleOfficeworksdirectlywithPBCsandTraditionalOwnerstomanageNativeTitledeterminations(twostilltobedetermined),FutureActs,IndigenousLandUseAgreements,compensationandKatterLeasefinalisation.TheprimaryvehicletoachievethisiseffectivecommunicationwiththeappropriateTraditionalOwnersbothintheTorresStraitcommunitiesand from the Australian mainland. When appropriate to do so the TSRA briefs out legal advice and representationtolegalfirmsspecialisinginNativeTitle.TheKauraregelementoftheNativeTitleSeaClaimPartBisabriefed-outactivityastheNativeTitleOfficeisrepresentingotherpartieswithinterest in this claim.

The TSRA has partnered with the Cape York Land Council (CYLC) through a Memorandum of Agreement that will be renewed during 2018-2019, for the CYLC to manage overlapping claims in the Torres Strait and Northern Peninsula Area. This arrangement would remain in force for the period of this Corporate Plan.

TheNativeTitleProgrammeinpartnershipwiththeOfficeoftheRegistrarofIndigenousCorporations,theAustralianInstituteofAboriginalandTorresStraitIslanderStudies,IndigenousCommunity Volunteers and the Department of Prime Minister and Cabinet, will provide tailored capacity building support and training to the directors of PBCs in the Torres Strait area.

TheNativeTitleProgrammemanagesPBCoperationsandcapacitybuildinggrantstoassistPBCstooffsetsomeofthecostsofcomplianceandoperations.ThegrantsareofferedthroughtwocommonfundingroundseachyearandarelimitedtofundingwhichisconsideredcriticalforthefunctioningofthePBCtomeettheirobligationsundertheNativeTitleAct.

TheNativeTitleOfficehasenteredintoMemorandumofUnderstanding(MoU)withtwoPBCswhichareconsideredtobehighfunctioning.TheMoUprovidesafacilityforthesePBCstoidentifyarangeofNativeTitleandCulturalHeritagerelatedservicestheywillpro-videtotheircommunitiesonbehalfoftheTSRAandtochargeforthisonafeeforservicebasis.PBCsoperatingundertheMoUarrangementsdonotreceiveadditionalgrantfundingassistance.


ResourcingTheNativeTitleProgrammehasanFTEofeight.FinancialresourcesareoutlinedinAnnexC.


TheTSRAPBSshowsthreeKeyPerformanceIndicators(KPI)whichrelatetotheNativeTitleProgramme.

Indicator ThenumberofunresolvedNativeTitleclaims.

Interpretation Adecreaseintheindicatorvalueistobeinterpretedasapositiveimpact.

Rationale

ThenumberofoutstandingNativeTitleclaimsisanindicationofthecompletenessofNativeTitledeterminationsfortheTorresStrait area.

The KPI will show the number of claims lodged and the number of claims determined.

ThisKPIisimportantasanindicatoroftheeffectivenessoftheTSRAastheNativeTitleRepresentativeBodyfortheTorresStraitarea.

Data SourceRegisterofNativeTitleClaims

TraditionalOwnersCollection Arrange-ments Internal TSRA documents

Baseline2012Outstandingclaims(lodged)–3

2012 Pending Claim to be Lodged - 1Measurement Frequen-cy Annual

Limitations Timing is dependent upon the courtSurvey Instrument Nil

Application

✓ Development Plan

✓ Annual Report

✓PortfolioBudgetStatement

✓ Corporate Plan

PBS KPI Number 5


PBS KPI Number 6

Key Performance

Indicator

NumberofILUAsthathavecompensationandotherbenefitsaspart of the ILUA terms.

(ValueofcompensationregimesnegotiatedforPBCsonbehalfofTraditionalOwners)

Interpretation Ahigherfigurerepresentsbetterperformance.

RationaleThis indicator will show the impact of Indigenous Land Use Agree-mentsorcompensationsettlementsincompensatingTraditionalOwnersfortheuseofNativeTitlelandandsea.

Data SourceNativeTitleOfficerecords

NationalNativeTitleTribunal(NNTT)

Federal Court Records

Collection Arrange-ments InternalfromtheNativeTitleOfficeandbyrequestfromtheNNTT

and the Federal Court

Baseline2017–65ILUAareregisteredontheNationalNativeTitleRegister.

$2.4millionhasbeenreceivedincompensationpayments.Measurement

FrequencyAnnual

Limitations

Thelevelofcompensationisthebestavailableestimatenoting:

• SomecompensationclausesinILUAsarebasedonanannualrateforthetermoftheILUAthereforesomecompensationonanexistingILUAmaycontinueforupto30yearsfromtheregistration;

• FuturecompensationmodelsmaybebasedontheTimberCreek model following the outcome from current appeals.

Survey Instrument Not required.

Application


✓ Annual Report


✓ Corporate Plan


PBS KPI Number 9

TSRA Programme NativeTitle

Indicator Number of Prescribed Bodies Corporate (PBC) that achieve ORIC compliance as at 31 December each year.

InterpretationA decrease in the indicator value below that of the total number ofPBCsintheTorresStraitareaistobeinterpretedasanegativeimpact.

Rationale

The number of PBCs in the Torres Strait area that remain compliantwiththeORICstatutoryreportingprovisionisanindicatoroftheeffectivenessoftheTSRA’sPBCcapacitybuildingprogramme.

The KPI will show, as at the 31 December each year, the number ofPBCsthatachievedcompliancewiththeirstatutoryreportingobligations.ThisincludestheconductofanAnnualGeneralMeetingandthesubmissionofaGeneralReport.

This KPI is important as an indicator of how the TSRA’s is contributingtothedevelopmentofPBCsandindicateswhetherthatPBCwouldbeabletoeffectivelyparticipateindiscussionaroundNativeTitledeterminations.

Data SourceORIC

Regional PBC Maturity Model SurveyCollection

Arrangements

ORIC Web Site

Maturity Model Survey (biennial)Baseline 31Dec2014–21PBCsMeasurement

Frequency

Compliance Check - annually

Maturity Model -biennially

LimitationsThe TSRA has a capacity building role, the compliance and related governancemattersaretheresponsibilityoftheDirectorsofeachPBC.

Survey Instrument Torres Strait PBC Capacity and Capability Maturity Model

Application (Check Box)


✓ Annual Report


✓ Corporate Plan


Activity5–EnvironmentalManagement

DescriptionAlthough ‘Environment’ is not one of the Closing the Gap building blocks used to address Indigenous disadvantage, the Australian Government and the Queensland Government recognise environmental management as a crucial issue. A regional environmental goal is important because anumberofTorresStraitIslandcommunitiesarethreatenedbyrisingsealevels.TheTorresStraitarea faces considerable environmental challenges due, in part, to its remoteness and geographical characteristics.TorresStraitcommunitieshaveahighrelianceonandconnectionwiththemarineenvironment and its resources. The TSRA plays a vital role, through its Land and Sea Management Unit,tohelpaddressandmanageenvironmentalissues,challengesandopportunities.

AkeycomponentoftheEnvironmentalManagementProgrammeistheLandandSeaRangerProjectfunded by the Australian Government’s Indigenous Ranger Programme. The TSRA, in partnership withlocalgovernment,otheragencies,RegisteredNativeTitleBodiesCorporate(RNTBCs),TraditionalOwnersandTorresStraitcommunitiesdeliversavarietyofrangeractivities.ForthepurposeofthisCorporatePlan2019–2020itisassumedWorkingonCountryfundingwillberenewedpast30June2019andprovisionhasbeenmadetocontinuetheRangeractivitytotheendoftheplanningperiod.

Intended resultsa. Keynaturalandculturalresourcesaresustainablymanagedinlinewithcommunitypriorities andtraditionalecologicalknowledge.b. Appropriatecollaborativegovernancearrangementsandpartnershipstosupportsustainable management of the region’s environmental values.c. Greater regional and community-based capacity for the sustainable management of natural and cultural values.d. Improved community sustainability, resilience and ability to adapt to climate change.

Delivery strategyUndertheEnvironmentalManagementProgramme,theTSRAaimstosupportcommunitiestosustainably use, manage and protect their cultural and natural resources by providing technical adviceandaccesstoinformation,planningsupport,resourcesandlinkagestoexternalpartnerstoassistwithimplementationofcommunity-basedmanagementapproaches.TheTSRAhassupportedcommunitiestodeveloptheirownmanagementplanstoaddressarangeoflocalandregionalpriorities,includingdugongandturtlemanagement,firemanagement,andterrestrialbiodiversitymanagement.Communitiesarenowbeingactivelysupportedtoimplementthesemanagementplans,includingthroughongoingresourcingoftheRangerProject.

The Environmental Programme has a mandate from the TSRA Board to undertake the following projectsandinitiatives.NotethatmanyoftheProgramme’sactivitiesareexternallyfunded,andtherequirementsoffundingprogrammesmayinfluenceprojectactivities.

People• RangerProject

• ComplianceProject

• IndigenousProtectedAreasProject

• TraditionalEcologicalKnowledgeProject

• EnvironmentalEducationProject


Sea • DugongandTurtleManagementProject

• MarineEcosystemMonitoringProject

Land• BiosecurityProject

• BiodiversityProject

• SustainableHorticultureProject

Coasts & Climate• Sustainability,ResilienceandClimateChangeAdaptationProject

TheRangerProjectsupportstheemploymentofIndigenousLandandSeaRangersonouterislandstocarryoutculturalandnaturalresourcemanagementactivitiesinlinewithcommunityandTraditionalOwnerpriorities.

TSRAisbuildingthecapacityofTraditionalOwnerstoplayaleadroleinmanagingtheirislandsandseacountry,includingthroughthedevelopmentofcompliancecapabilitieswithintheorganisation.A compliance management unit has been established within TSRA, and Rangers have been trained toundertakecertainenvironmentalandfisheriesrelatedcomplianceresponsibilitiesintheregioninpartnershipwithotherregulatoryagencies,includingthroughthedelegationofinspectorpowers.The Compliance Management Unit (CMU) provides centralised management of all specialist compliancemanagementprocessesandsystems.Itwillincludeanoperationscontrolcenterwithalloftheappropriateresourcestoreceive,analyseanddisseminateinformationanddirectfieldoperations.TheTSRA’scompliancemanagementcapacitywillbedevelopedovertimethroughacarefully planned and staged process. This will ensure that the skills and resource requirements for aprofessional,qualityoperationareproperlydeveloped,providinganeffective‘network’betweencommunities,Rangersandregulatoryagencies.Indevelopingcompliancemanagementcapacity,TSRAwillnotassumeprimaryresponsibilityforanyofthefunctionsoftheregulatoryagenciesoperatingintheregion-ratheritplanstosupporttheagenciesfulfiltheirlegislativeobligations.RangersandcompliancestaffworkcloselywithregulatoryagenciesintheTorresStraitinordertoprotect this unique area.

Animportantaspectofthecomplianceprogramissupportingcommunitiesthoughtraditionalgovernancestructurestoimplementculturalandtraditionallorepracticesinrelationtocompliance.This way ‘Lore’ and ‘Ailan Kastom’ is not only recognised but integrated into all compliance decision making processes and treatments.

ThreeIndigenousProtectedAreas(IPAs)havebeendeclaredandarebeingactivelymanagedintheTorres Strait region: Ugul Malu Kawal, Pulu Islet IPA and Warraberalgal Porumalgal IPA. Rangers from associatedcommunitiesareactivelysupportingtheimplementationofPlansofManagementforallIPAsintheregion.ThereisgrowinginterestfromTraditionalOwnersinregardtotheextensionofexistingIPAsovermarineestates,andinthedeclarationofnewIPAs.

TheTraditionalEcologicalKnowledge(TEK)ProjectsupportsparticipatingTorresStraitcommunitiestoutiliseaTEKdatabaseforthecollection,protectionandcontrolledsharingofculturalandnaturalresourceinformationwhilstensuringadherencetoculturalprotocols.TheTEKprojectnowoperatestraditionalknowledgedatabasesystemsacross11communities(over10islands)intheTorresStrait.EachparticipatingcommunityhasadedicatedTEKdatabasesystemthatRangersandTraditionalOwners have been trained to use for managing their TEK. A knowledge guardianship kit provides adviceandpracticaltoolstoensurethatTEKisaccessedandprotectedinlinewithculturalprotocols.TEKisbeingbetterincorporatedintolandandseamanagementactivities.


TheDugongandTurtleManagementProjectsupportsthesustainabletakeandculturallyappropriatemanagement of dugongs and marine turtles in Torres Strait in line with community based plans that integratetraditionaluseandcontemporaryscienceandmanagementapproaches.DugongandTurtleManagementPlansarebeingfinalisedin2019foreachouterislandcommunityandwillincludemanagementarrangementsandspecificimplementationactivities.ADugongandTurtleManagementPlanfortheKaiwalagalregionisunderdevelopmentbyTraditionalOwnerswithsupportfromtheTSRA.

TheMarineEcosystemMonitoringProjecthelpsustounderstandtrendsinthehealthofcoralreefandseagrassecosystems,andtodetectnegativeimpactsaffectingthesevitalecosystems.

TheBiosecurityandInvasiveSpeciesManagementProjectsupportsTorresStraitcommunitiestocontrolandmanagesomeoftheintroducedplantsandanimalsthatarenegativelyimpactingtheirislands.Thisworkalsohelpscommunitiestolookaftertheirislands’naturalandculturalvaluesforfuturegenerations.

TheBiodiversityProjectsupportstheprotectionoftheuniquefloraandfaunafoundintheTorresStrait.TSRAworkswithcommunities,TraditionalOwnersandscientiststoundertakeplantandanimalsurveys,andon-groundactivitiestoprotectecosystems.TEKisalsoincorporatedintobiodiversitystudies.

TheSustainableHorticultureProjectsupportsTorresStraitcommunitiestoincreasefoodgardenproductionbyprovidingcommunitiesandindividualswithtechnicaladvicetocomplementtheirtraditionalknowledgeandcustomarygardeningpractices.

TheTSRAiscollaboratingwithexpertsandalllevelsofgovernmenttoprogressthedevelopmentandimplementationofshortandlongertermcoastaladaptationoptionstosupportcommunitiesin responding to sea level rise and associated coastal impacts. Climate change and resilience actionsidentifiedintheTorresStraitRegionalAdaptationandResiliencePlanaresteadilybeingimplemented across a range of sectors. Beyond coastal impacts, priority focus areas include climate changeimplicationsforfisheriesandmarineenvironments,andclimatechangeimplicationsofcommunityhealthandwell-being.AcommunityresiliencepilotinitiativeisbeingundertakenwiththecommunitiesofMasigandMerwhichisfocusedonincreasingcommunityresilience,sustainabilityandself-reliance.TSRAisalsocoordinatingthedevelopmentofaregionalsustainablewastemanagementactionplanandcontinuestoscopeoptionstoincreasetheuptakeofrenewableenergyfor the region.

ResourcingThe Environmental Management Programme has an FTE of 68. Financial resources are outlined in Annex C.


The TSRA PBS shows one Key Performance Indicator which relates to the Environmental Management Programme.


Key Performance

Indicator

Number of endorsed community-based management plans for the naturalandculturalresourcesoftheTorresStraitareabeingactivelyimplemented

Interpretation Anincreaseintheindicatorvalueistobeinterpretedasapositiveimpact.

Rationale

The Torres Strait area is renowned for its ecological complexity and biodiversity,andthestrongandenduringconnectionofTorresStraitIslander people to their islands and seas. It is widely recognised that a community-based management approach, empowering Torres Strait Islanderstofulfiltheirrightsandresponsibilitiesinregardtothemanagementoftheirnaturalandculturalresources,isthemosteffectiveway of ensuring the sustainable management of these resources into the long term. Community-based management plans document theaspirations,priorities,principles,governancearrangements,partnerships,resources,initiativesandtraditionalandcontemporarymanagement techniques determined necessary to achieve sustainable and culturally appropriate environmental outcomes for key species and areasofculturalandbiodiversitysignificance.

TheTSRAhassupportedcommunitiestodevelopanumberofsustainable management plans to date, through a strong partnership approachinvolvingTraditionalOwners,managementagenciesandresearchorganisations.Plansthatarecurrentlybeingactivelyimplemented (that would be reported on for the purposes of this KPI) include: Dugong and Turtle Management Plans, Ranger Working on Country Plans, Indigenous Protected Area Plans of Management, BiodiversityProfilesandEcologicalFireManagementPlans.

Data Source

Research Reports.

Ranger Working on Country Plans.

Dugong and Turtle Management Plans.

Indigenous Protected Area Plans of Management.

BiodiversityProfiles.

Ecological Fire Management Plans.

Collection

Arrangements

Researcherliaisonandreportingprocesses.

RangerWorkingonCountrydatacollectionprocesses.

DugongandTurtleProjectReviews.

IndigenousProtectedAreadatacollectionandsurveyprocesses.

State of the Environment Reports.

Baseline 30 June 2016: community-based management plans are being implementedin14communities.

Measurement Frequency

6 monthly.

PBSKPINumber7.


Limitations

Effectivelocalandregionalenvironmentalmanagementregimes,includ-ingtheimplementationofcommunity-basedmanagementplans,requireongoing resourcing (through external and internal funding sources) and technicalsupportfrompartneragenciesandresearchorganisationstoensurebestpractice.Staffinglosses,resourceshortfallsandlackofpartneragencysupportwillcompromisetheeffectivenessofcommuni-ty-based management and monitoring regimes and lead to poor conser-vation,culturalandenvironmentalmanagementoutcomes.


Application


✓ Annual Report


✓ Corporate Plan

✓Externalreportingtofundingbodiesandsponsors

AdditionalKPIsidentifiedfortheEnvironmentalManagementProgrammeintheTorresStraitDevelopmentPlan2019–2022are:

a. NumberofactionsintheClimateChangeStrategyandassociatedactionplansimplementedb. Assessmentofopportunitiesandpathwaystoincreasetheuptakeofrenewableenergyinthe regionc. Atleasttwonewrenewableenergyinitiativescommencedby2018d. Numberofinhabitedislandswithactivefoodproducingcommunitygardensinplace.

Activity6–GovernanceandLeadership

Description

Acoordinated,unifiedandprogressiveapproachtodevelopmentrequiresstrongand

capable leadership with appropriate governance skills and processes. Such an approach involves meaningfulandregularcommunicationandconsultationacrosstheTorresStraitareawithindividuals,communities,electedrepresentativesandorganisationschargedwithdeliveringservicestotheTorresStraitarea.Theseareskillsandpracticesthatneedtobedevelopedandmaintainedbyindividuals and groups in the Torres Strait area.

The TSRA will invest in developing future leaders so that they experience and learn about leadership andarewellpreparedtoassumesuchresponsibilities.TheGovernanceandLeadershipProgrammewillsupportpositiveandmeaningfuloutcomesforTorresStraitIslanderandAboriginalpeopleinleadership,communicationandgovernance.Theprogrammewillworktowardsachievingequalityinleadership,asappropriatetoAilanKastom,bydeliveringtargetedactivitiesforwomenandyouth.


a. InvolveTorresStraitIslanderandAboriginalleadersinlegislativeprocesses,policiesand prioritiesb. Undertake capacity building for current and future leaders across the Torres Strait areac. Supporteffectiveregionalcommunicationd. CoordinatetheintegrationofthedeliveryofgovernmentservicestotheTorresStraitareae. Improve the governance and leadership capacity of the TSRA.


Intended results

a. ImplementationoftheNationalIndigenousReformAgreementservicedeliveryprinciples.b. AppropriateTorresStraitIslanderandAboriginalparticipationindecision-making.c. Improvedcommunication,culturalcompetenceandservicedeliverywithinacommunity development framework across governments.d. StrongTorresStraitIslanderandAboriginalorganisationalleadershipandgovernance.

Delivery strategy

TheG&LProgrammeinpartnershipwiththeAustralianRuralLeadershipFoundation(ARLF)willprovideopportunitiesforleadershipandcapacitybuildingforTorresStraitIslanderandAboriginalPeopleintheTorresStraitareatodevelopthemselvesandgaintheconfidenceandabilitytorepresenttheirpeopleinpublicofficeandasdirectorsofIndigenousCorporations.TheTSRA/ARLPpartnership includes:

a. The Australian Rural Leadership Programme (ARLP). The ARLP is a programme for established leaders delivered over 50 days in six modules spanning 15 months. The TSRA sponsors one personperyearonthiscoursewhichincludesanoverseasstudytour.Participants areencouragedtocompletetheelectivetogainaGraduateCertificateofRuralLeadership.b. Training Rural Australians in Leadership (TRAIL). TRAIL is an eight-day leadership course designedforemergingleaders.TheTSRAsponsorsfivedevelopingleadersagedover25each year to improve their skills.c. TorresStraitWomen’sLeadershipProgramme(TSWLP).Designedspecificallytoassist Torres Strait Islander and Aboriginal Women in the Torres Strait area to develop the skillsrequiredtostandforpublicoffice,theTSRAsponsorstenwomenperyeartoparticipate inthreeleadershipmodules.Thiscourseattemptstoaddressthegenderimbalancethatexist in the leadership of elected bodies in the Torres Strait area.d. TorresStraitYouthLeadershipProgramme(TSYLP).DesignedspecificallytoassistTorres Strait and Aboriginal Youth, aged 18 to 25, this course incorporates elements of the Outward Bound Programme to start tomorrow’s leaders on a programme of self-development.TheTSRAsponsorsfiveyoungpersonsperyeartoparticipateintheTSYLP.

The G&L Programme in partnership with independent governance specialists engaged under contract,willprovidesecretariatservices,administrativeandlogisticsupportfortheTSRAExecutiveCommittee,theTSRAAuditCommittee,theTSRABoard.

TheTSRAisthemajorsponsorthroughgrantfundingfortheTorresStraitIslanderMediaAssociation(TSIMA).TSIMAactsastheRegionalIndigenousMediaOrganisation(RIMO)fortheTorresStrait.TheTorresStraitareahasanetworkof14RegionalIndigenousBroadcastingServices(RIBS),mostofwhicharenotoperatingorareoperatingundercapacity.TheTSRAinpartnershipwithTSIMAwillwork towards re-establishing this network. The TSRA also funds TSIMA to operate Radio 4MW under acommunitybroadcastinglicence,providingcommunicationservicesthroughaRIBSrelaytoallTorresStraitcommunities.

Resourcing

The Governance and Leadership Programme has an FTE of 9. Financial resources are outlined in Annex C.


The TSRA PBS shows one Key Performance Indicators which relate to the Governance and Leadership Programme.


PBS KPI Number 8

Indicator Increase in the level of engagement of elected Torres Strait Islander and Aboriginal leaders in policy development and decision-making.


Rationale

ThelevelofengagementmeasuredbyacombinationofthenumberofmeetingsbetweenTSRABoardMembersortheChiefExecutiveOfficerwithAustralianGovernmentMinisters,QueenslandGovernment Ministers, their advisors and Senior Public Servants (DirectorsGeneral/DeputySecretary);andthenumberofcommitments sought by the TSRA that are agreed by government.

TheKPIwillshow,foreachfinancialyear,thenumberofhighlevelengagements that are achieved. The number of commitments sought and the number of commitments agreed. Improvement will be measured from the baseline in the Governance and Leadership ProgrammeSectionoftheTSRAAnnualReport2009-2010.ThisKPIisimportantasanindicatoroftheTSRA’sinfluenceatseniorlevelsofgovernment.

Data Source

TSRA Board Minutes

TSRA Chairperson Diary

TSRA CEO Diary

TSRA Ministerial Correspondence Register

TSRA G&L Programme Reports (Quarterly)

TSRA Ministerial Pre-Visit Briefs

TSRA Ministerial Post Visit Briefs

Collection

Arrangements

Data is collected following each engagement and reported quarterly in the TSRA G&L Programme Reports and Chairperson Reports to the Board.

Baseline

TheTSRAAnnualReport2013-2014–29engagementevents



2016–2017-39–engagementevents

2017–2018:51–engagementevents

Measurement

FrequencyQuarterly


Limitations TheavailabilityofMinistersandseniorofficerstomeetwiththeTSRAwill impact on this KPI.


Application


✓ Annual Report


✓ Corporate Plan

IncreaseinTorresStraitIslanderandAboriginalwomenwiththecapacitytoparticipateinleadershiproles in the Torres Strait area measured from the 2012 baseline.

IncreaseinTorresStraitIslanderandAboriginalyouth(18–25)withthecapacitytoparticipateinleadershipdevelopmentactivitiesmeasuredfromthe2012baseline.

Activity7–HealthyCommunities

Description

TheHealthyCommunitiesProgrammerecognisestheimportanceofmeetingbasiclivingstandards,addressing the social determinants that lead to lower levels of wellbeing, as well as having healthy peopleinourcommunities.Itisdifficulttoembarkondevelopmentinitiativeswhenpeopleareinpoorhealthorlivinginpoorconditions.ThecomparativelypoorhealthofTorresStraitIslanderandAboriginal people and prevalence of chronic diseases in the Torres Strait area require concerted action.

TheTSRAwillhaveamonitoringandstrategicpolicyrole:monitoringthedeliveryofhealthinitiativesin the Torres Strait and working within the Integrated Service Delivery Framework partners, to ensure thatadvancesarebeingmadeinprimaryandpreventivehealthcare.TheTSRAwillplayamoredirectrolethroughtheprovisionoffundingandsupporttopreventivehealthinitiativesthatwillpromote healthy lifestyles and improve the health of our people. It will link with the Environmental ManagementProgrammetosupportlocalfreshfoodproductionandengagewithfoodsupplierstoexploreimprovedhealthyfoodoptions.

Additionally,theTSRAwillbeinvolvedinmakinghousingmoreaffordableforIndigenouspeople,andengagingwithTraditionalOwnersonlandtenureandavailabilityoflandforhousinginordertoreduceovercrowdingandimprovehousingandlivingconditionstoanacceptablelevel.


a. Seektoinfluencepolicyforallhealthprogrammesacrossalltiersofgovernmentb. MonitorhealthservicesandhealthinitiativesacrosstheTorresStraitandNorthern Peninsula Area and provide strategic policy advice (this will be undertaken under the broad umbrella of Integrated Service Delivery)c. Directsupporttargetinghealthylifestyles,includingimprovingavailabilityoffreshproduce andhealthyfoodoptions,andencouragingpeopletoundertakehealthyactivitiesd. Providesomedirectsupportforhomeownershipandotherspecifichousinginitiativeswhen linkedtoeconomicdevelopment,includingsmallenterpriseandtradeskillsdevelopmentand/ or environmental management in terms of water management and renewable energies e. EngagewithTraditionalOwnersregardingnegotiationsforlandreleaseforhousing development, where appropriate.


Supportingthedeliveryofsustainable,efficientandappropriateregionalinfrastructuretosupporthealthycommunitiesisasignificantcomponentoftheHealthyCommunitiesProgramme.TheMajorInfrastructureTrustFundmanagesasuiteofprojectsincludingtheMajorInfrastructureProgramme(MIP).MIPisjointlyfundedbytheAustralianGovernmentandtheQueenslandGovernment.MIP6hascommencedandwillimplementwater,wastewaterandsustainabilityprojects.

TheHealthyCommunitiesprogrammealsosupportsthedeliveryoftheTorresStraitSeawallsprojectandworkscloselywiththeSafeCommunitiesprogrammetosecureadditionalregionalinvestmenttoenhanceregionaltelecommunicationsinfrastructureandmarine,airandroadinfrastructuretotheregion. The programme has also started round two (2) of a specialised grant round which supports regionalcouncilsdeliveryoftargetedkeyminorinfrastructureprojectswhichaimtoaddresssocialdeterminantsofpoorhealthandsupportpositivehealthandwellbeingoutcomes.

Intended results

a. Secure whole-of-government investment for infrastructure to support healthy homes and healthy living environmentsb. Policies support community managed delivery of primary and public health care services and arebasedonregionalneedsandprioritiesc. Improvedaccesstoaffordablefreshandhealthyfoodsd. Moreactiveandhealthycommunitiese. AffordablehomeownershipavailableacrosstheTorresStraitarea.

Delivery strategy

TheHealthyCommunitiesProgramme,inpartnershipwiththeQueenslandGovernmentandthethreeregionallocalgovernmentcouncils,viatheMajorInfrastructureProgramme(MIP)playsa central role in the delivery of key new environmental health infrastructure in the Torres Strait areaincluding;provisionofpotablewaterviawatercatchmentsandstoragesystems(desalinationplants,evaporationreductionmeasures),wastewaterandsewerage,criticalcivillinkinfrastructuretosupporthousingsub-divisions,andregionalroadsanddrainageprojects.TheTSRAHealthyCommunitiesProgrammemanagescontractedspecialistengineeringandaccountingfirmsprovidingtechnicalprojectandfinancialmanagementexpertisetoensuresuccessfuldeliveryoftheMIPalongwitharangeofotherinfrastructureprojectsdeliveredbytheTSRA.

TheHealthyCommunitiesProgrammeseekstoenhancecommunityhealthoutcomesbyprovidingoperationalandgrantfundingtosupportstructuredsportandrecreationactivities,andarangeofhealthpromotionactivitiesacrosstheTorresStraitarea.TheTorresStraitYouthRecreationandSportingAssociationiscontractedbytheTSRAtoadministerlowvaluegrantfundingtoencouragebroadcommunityparticipationatbothjuniorandseniorlevelsinarangeofsportingcodes.Theseinitiativesaretargetedtowardsincreasingmaleandfemaleparticipationinactivesportandrecreationactivities,andtoprovidestructuredpathwaystoelitelevelsportsparticipation.

InsupportingtheprovisionofhousingandaffordablehomeownershipacrosstheTorresStraitarea,theHealthyCommunitiesProgrammeisworkingwithTorresShireCounciltoconstructanewhousingsub-division on a freehold parcel of land on Horn Island. This serviced sub-division will provide subsidised housing lots for sale to Torres Strait Islander and Aboriginal people in the Torres Strait area wishing to purchase their own home.

InconjunctionwiththeEnvironmentalManagementProgramme,theHealthyCommunitiesProgramme provides grant funding support both to foster the establishment of new community basedmarketgardensalongwithsupportingexistingcommunitybasedfarmingandagriculturalenterprisesandengagewithfoodsupplierstoexploreimprovedhealthyfoodoptions.


Resourcing

TheHealthyCommunitiesProgrammehasanFTEof5.5.Theprogrammeactivitiesspansthefouryear period covered in this Corporate Plan. Financial resources are outlined in Annex C.


The TSRA PBS shows one Key Performance Indicator (KPI) which relates to the Healthy

CommunitiesProgramme.

PBSKPINumber10andAdditionalPKI

Indicator Increasedinvestmentintonewandexistingregionalenvironmentalhealth,telecommunicationandmarineinfrastructure.


Rationale

TheKPIwillshowwhichcommunitiesintheTorresStraithavegapsinessentialhealthrelatedinfrastructure,includingadequatewatersupplyand safe and environmentally acceptable waste disposal.

TheKPIwilltracktheprogressofprojectsandtheincreaseordecreaseof funding to the Torres Shire Council (TSC), Northern Peninsula Area Regional Council (NPARC) and Torres Strait Island Regional Council (TSIRC). This KPI will also track the Whole of Government (WoG) invest-ment into the Torres Strait area, through an interagency group that will ensure increased transparency and leveraging of funding.

Data Source

MajorInfrastructureProgramme(MIP)quarterlyreports

VariousinteragencymeetingsincludingtheMajorInfrastructureandOtherProjectsTrusteesMeeting,TechnicalManagementCommitteeReportingspecificationinStandardFundingAgreements

Collection Arrangements

Quarterly reports from MIP Programme Manager

Formalenquiriesatrelevantinteragencymeetings

Analysisofpopulation,socialanddevelopmenttrendsspecifictotheTorres Strait (e.g. 2016, 2011, 2006, 2001, 1996 & 1991 Census’s)

Baseline PastinvestmentforMIPbyprojectsbylocalgovernmentarea.Measurement

FrequencyBiennial

Limitations Limitationsmaybegainingvoluntaryparticipationfromallgovernmentstakeholders within the infrastructure industry.


Application


✓ Annual Report


✓ Corporate Plan


AdditionalKPIsidentifiedfortheHealthyCommunitiesProgrammeintheTorresStrait

DevelopmentPlan2014-2018–2022are:

a. IncreasedaccesstofreshandaffordablefoodsinTorresStraitcommunities.b. Increaseinparticipationinstructuredsport,recreationandhealthylifestyleactivities.c. Increase in serviced land and infrastructure to support housing for Torres Straitd. Islander and Aboriginal people.

Activity8–SafeCommunities

Description

TheSafeCommunitiesProgrammerecognisesifpeoplearenotsafeintheirhomesandcommunitiesitisdifficulttoimplementeconomicdevelopment,healthylifestyle,environmentalmanagementandotherinitiatives.Whilstlawandorderaretheprimaryfunctionsoflaw enforcement agencies and the delivery of social service programmes resides with other agencies, theTSRAthroughtheSafeCommunitiesProgrammeneedstoinfluencepolicyandmonitorservicedeliverybyotheragencies.TheTSRAwillundertakealeadingandsupportingrolethroughIntegratedServiceDeliveryforums,contributingtothedevelopmentandmonitoringofstandardsfortheprovision of social services.

TheSafeCommunitiesProgrammewillalsocontributedirectlytosomepublicandcommunitysafetyandaccessibilityoutcomesthroughfundingandsupportfortargetedinitiatives.Someofthoseinitiativeswillinvolveinfrastructureorequipment(e.g.transportationrelated),andothersmaybefocused on awareness raising and capacity building (e.g. in emergency response). The programme willalsocontributefundingtoproactiveandreactivesocialserviceprovidersimplementingcriticalprogrammes,whichwillincludesupportforcapacitybuildingandtraininginitiatives.


e. Contribute to the development of standards for the provision of all mainstream social servicesandfacilities,includingemergencyresponseservices,throughengagementwith responsible agencies.f. Undertakeapolicyadvocacy,monitoringandsupportingrolewithrespecttomainstream services,advocatingandactingasasolutionbrokeronbehalfofcommunitiesandtheTorres Strait area, using Integrated Service Delivery forums.g. Provide direct funding and resource support for some social support services, community legalsupportservicesandinfrastructure,facilitiesandequipment,thatcontributetoimproved safetyandaccessibilityofcommunitiesandfamilies(theTSRAdoesnotprovidemainstream social or community services).

Intended results

a. Effectivecommunityandsocialservicessupportb. Families and individuals are safe in home and communityc. Public areas are safe and accessible for community membersd. Communitieshaveaccesstoappropriatetransportinfrastructure.


Delivery strategy

TheSafeCommunitiesProgrammeprovidesessentialoperationalandfundingsupporttokeyregionalsocialservicesprovidersincluding;MuraKoskerSororityandPortKennedyAssociation.Theseproviders deliver key social support services to vulnerable and ‘at risk’ children, women, men, families andyoungpeople;participationservicesforelderlyIndigenousresidents;afterschool,holidayandvacationcareservices;drugandalcoholsupportservices;andfinancialcounselling,supportandfinancialassistance.

TheSafeCommunitiesProgrammeinconjunctionwiththeAttorneyGeneral’sDepartmentadministers funding to ensure delivery of the Aboriginal and Torres Strait Islander Legal Services across the Torres Strait area. Legal support services available to Indigenous residents include legal representationandsupportwitharangeoffamily,civilandcriminalmatters.SupportisalsoprovidedtoensurethatqualifiedlegalpractitionersarepermanentlybasedonThursdayIslandandintheNorthern Peninsula Area.

In partnership with the Queensland Government Department of Transport and Main Roads, the Safe CommunitiesProgrammeprovidesfundingandimplementationsupporttotheTorresStraitTransportInfrastructure Development Scheme (TIDS). The TIDS provides new and upgraded air, marine and roadtransportinfrastructureincluding;jetties,bargelandings,mooringdolphins,wharfs,remoteairstripsandcriticalcommunityroadsprojects.

InordertoaddressthelowleveloftelecommunicationscoverageacrosstheTorresStraitarea,theSafeCommunitiesProgrammeisworkingcloselywithCorporateServicesaswellasTelstraandotherGovernmentDepartmentsandAgenciestoupgraderegionalcommunicationscapability.Fundingcanalso be provided through the biannual common funding rounds to local government bodies in the TorresStraitareatoimprovedisasterandemergencymanagementresponseandcommunicationscapability.

Resourcing

TheSafeCommunitiesProgrammehasanFTEof1.8.FinancialresourcesareoutlinedinAnnexC.


There are no Key Performance Indicators in the PBS for this programme. KPIs for the Safe CommunitiesProgrammedetailedintheTorresStraitDevelopmentPlan2019–2022are:

e. All Torres Strait Islander and Aboriginal people employed in the TSRA supported social servicessectorintheTorresStraitareahaveappropriateaccreditation.f. AllTSRAfundedservicedeliveryorganisationsintheTorresStraitareaprovidequality services and operate in accordance with relevant standards.g. Reductioninservicereferrals,responsetimesandwaitinglistsforsocialserviceproviders.h. IncreasedparticipationinTSRAsupportedcommunityeventsbyresidentsandTSRA fundedserviceorganisations.

Activity9–CorporateServices

Description

TheTSRA’sCorporateServicesteamisbothaserviceproviderandanenablerofdifferentwaystoachievebusinessoutcomes.TheteamisresponsibleformanagingandmonitoringthefinancialperformanceoftheTSRAandprovidingthefollowingcoreservicesforinternalstakeholders–HumanResourceManagement,InformationCommunicationTechnology,FacilitiesandPropertyManagement. The team also provides shared service arrangements to external stakeholders in the region.


Corporate Services seeks to be widely recognised as delivering high quality services that provide valuetoourinternalandexternalstakeholders,whileenablingdifferentwaystoachieveoutcomesforTorresStraitcommunities.

Intended results are:

a. Awell-managed,customer-focusedandfit-for-purposeportfolioofproperties,resourcesand assets.b. ExcellenceintheeffectiveandefficientdeploymentofTSRAfinancialresources.c. Effective,appropriateandefficientsystemsandprocessesthatsupporttherunningof TSRA business.d. TSRA has the best possible workforce to deliver on its outcomes and is seen as an employer of choice.e. Stronginternalandexternalpartnershipstoensurerelevanceandeffectivenessofour corporate services.

Delivery strategy – Strategic Projects

The demolition and rebuild of an office facility on Thursday Island.The TSRA was successful in securing $2.99 million in funding from the Commonwealth Public Service ModernisationFundforthedemolitionandrebuildingofacommercialofficebuildingonThursdayIsland.

TheaimofthisprojectistoprovideafitforpurposefacilityhousingAustralianPublicServantsworking for the TSRA’s Environmental Management Programme on Thursday Island.

Thefacilitywillbeconstructedwithaminimum90%indigenousparticipationrate,meaningthat90%ofallworkhoursontheconstructionprojectwillbecarriedoutbyindigenoustradesandlabour.

The facility will also provide increased environmental sustainability and an improved work environment;theprojectwillshowcaseasustainabledesigninremoteAustralia,incorporatingsolar/batterytechnology,sustainablewateruseandotherenvironmentaldesigntechnologies.

ThedemolitionoftheexitingbuildingtookplaceinNovember2018withconstructionofthenewfacilityanticipatedpriorthewetseasoninDecember2019.

Telecommunications infrastructure upgrade in the Torres Strait

TSRAcontinuestoworkwithTelstraandalllevelsofgovernmenttoensurethatthetelecommunicationsinfrastructureintheTorresStraitregioniscapableofdeliveringthetechnologyandinnovationneeded,toprotectourbordersanddelivermultiplesocio-economic,educational,healthandcommunitysafetyoutcomesfortheislandcommunitiesandpeoplesoftheTorresStraitregion.

The infrastructure upgrade is a long-term commitment by the TSRA, Telstra, the Federal Government’s Department of Agriculture and Water Resources (DAWR), and the Queensland State Government, to expandinghigh-speedfixedandmobilecommunicationsinfrastructuretotheTorresStrait.

InJune2018,theTorresStraitRegionalAuthorityandTelstrafinalisedthefirstphaseofan$8.2milliontelecommunicationsinfrastructureprojectknownastheTorresStraitDigitalFoundationProject.

Thesecondphaseoftheproject,knownastheTorresStraitDigitalExpansionProject,isvaluedat $9.96M, (Telstra $4.98M and co-contributors $4.98M). The Queensland Government (DSITI, DepartmentofEducationandTraining,andQueenslandHealth)committedtofund$3.58Mtowardtheproject.TheDAWRhascommitted$1.4Mtowardtheproject.

Thesecondphasewillfocusonactivitiestoupgrade4GBasestationsinthetop-westernislandsofthe Torres Strait, where biosecurity risks are greatest due to the close proximity to Papua New Guinea and Indonesia.


TSRAwillcontinuetoworkwithTelstratoensurethatthetelecommunicationsinfrastructureintheTorresStraitregioniscapableofdeliveringthetechnologyandinnovationneeded,forborderprotection,biosecuritymanagementandmultiplesocio-economic,educational,healthandcommunitysafetyoutcomesfortheislandcommunitiesandpeoplesoftheTorresStraitregion.

ProvidingthislevelofconnectivityinthetopwesternislandclusterwillenabletheTSRARangerstoharnessthefullfunctionalityofnewlydevelopeddepartmentalsystemstoprovideaneffectiveandefficientbiosecuritybarrierinthishigh-riskpathwaytomanagetheriskoftheintroductionandspreadofpestsanddiseases.Broadercommunitybenefitsofenhancedtelecommunicationsarealsoanticipatedfromthiscomponentoftheproposal.

Delivery strategy – Enabling Functions

Implementatravelmanagementsystem,andjoinuptotheWholeofAustralianGovernment(WoAG)Travel Arrangements.

ProvideTSRAProgrammeswithtimelyandmeaningfulfinancialstatementsonamonthlybasis,andproduceastatuarysetofaccountsattheendofJuneeachyearforauditbytheAustralianNationalAuditOffice.WorkwithProgrammeManagerstoensuresoundfinancialbudgetingandforecasting.Streamlineadministrativesupportprocessesandimplementefficiencies.

ContinuetoseekoutopportunitiestoprovidesharedservicearrangementstootheragencieslocatedintheTorresStraitarea.ImprovemobileICTworkingsolutionsandbuildaconsistentworkexperience from anywhere. Take advantage of improved bandwidth technology in the region and move systems to the Cloud.

DevelopanannualcomprehensivelearninganddevelopmentcalendarfortheTSRA.Continuetoimprove, mature and promote the Professional Development Programme process across the TSRA.

CultivateandstrengthenleadershipcapabilitieswithinTSRAandcontinuetopromotetheAustralianPublic Service Employment Principles and Values. Embed our Workplace Health, Safety and RehabilitationManagementSystempolicyandprocesses.

Promoteandintegratecustomerservicestandardsinalldealingswithcustomersandcultivatecollaborativerelationshipswithinternalandexternalstakeholders.

Resourcing

CorporateServiceshasanFTEof22.CorporateServicesactivitiesspantheperiodcoveredinthisCorporate Plan. Financial resources are outlined in Annex C.


ThesafetyofTSRAstaffisofparamountimportanceandakeypriorityfortheBoardandAdministration.TheTSRAhasaWorkplaceHealth,SafetyandRehabilitation(WHS)ManagementSysteminplace.ThesystemprovidesthenecessaryframeworkfortheTSRAtosupportstafftomaintain a safe work environment.

ThePerformancecriteriaforcorporateactivitiesincludesbutisnotlimitedto:

a. AchievinganunqualifiedauditreportfromtheANAOattheendofeachfinancialyearb. IncreasedefficienciesinthedeliveryofInformationCommunicationtechnologyc. TheconstructionofnewofficefacilityonThursdayIslandbyDecember2019witha90% indigenous workforced. Thecompletionofthesecondphaseofthemobiletelecommunicationsinfrastructure upgrade in the Torres Strait region by December 2020e. MovetoonetouchpayrollsystemsinlinewithAustralianTaxOfficecompliance


f. ProvidethedaytodayenablingfunctionsofanAPSagencyoperatingremotelyintheTorres Strait to deliver against the TSRA’s Strategic outcome statements, “as set out in “The Development Plan”g. Developing the best possible workforce that is guided by APS Employment Principles and APS Employment Values.

ANNEX C

TSRA’sbudgetedFinancialStatements2019–2020to2022–2023TheTSRA’sbudgetedfinancialstatementsforthefinancialyears2019-2020throughto2022-2023aresetoutinthisPlan.Thecommentaryonthispageisfocusedonthe2019-2020financialyear.

Budgeted Comprehensive Income StatementThe Comprehensive Income Statement provides the reader with a forecast result for the TSRA by identifyingfullaccrualexpensesandrevenues,whichhighlightswhethertheTSRAisoperatingatasustainablelevel.TheTSRAisforecastingincomeof$48.4millionandexpenditureof$48.4millionresultinginabreakevenresultforthe2019–2020financialyear.

Budgeted Departmental Balance SheetTheTSRA’sforecastbalancesheetforthefinancialyearending30June2020showstheTSRAwithtotalassetsof$89.2millionandliabilitiesof$6.8million,resultinginanetassetpositionof$82.4million.

Budgeted Departmental Statement of Cash FlowsPredicteddepartmentalcashflowshavebeenadjustedtoreflecttheanticipatedimpactoncashaftertakingintoaccounttheforecastmovementsintheDepartmentalBalanceSheet(Table3.2)andComprehensiveIncomeStatement(Table3.1).Theagencyisforecastingacashpositionof$2.5millionforthefinancialyearending30June2020.

Departmental Capital Budget Statement and Statement of Asset Movements The TSRA has a Capital Management Plan that is linked to the TSRA’s Departmental Capital Budget Statement (Table 3.5). The TSRA is forecast to spend $5.5 million on capital expenditure in the 2019 - 2020financialyear.


Budgeted Financial Statements Tables

Table 3.1: Comprehensive income statement (showing net cost of services) for the period ended 30 June

2018-19 Estimated

actual $’000

2019- 20 Budget

$’000

2020-21 Forward estimate

$’000

2021 -22 Forward estimate

$’000


$’000

EXPENSES

Employee benefits 19,017 19,111 19,495 19,886 20,282

Suppliers 16,234 15,371 14,692 14,537 13,874

Grants 15,728 12,588 12,590 12,590 12,590

Depreciation and amortisation 1,145 1,145 1,145 1,145 1,145

Finance costs 150 150 150 150 150

Total expenses 52,274 48,365 48,072 43,308 48,041

LESS:

OWN-SOURCE INCOME

Own-source revenue

Sale of goods and rendering of services 505 505 505 505 505

Interest 1,240 1,065 1,020 960 970

Grant revenue 9,756 9,756 9,211 9,214 9,218

Other 1,750 1,142 1,142 1,142 600

Total own-source revenue 13,251 12,468 11,878 11,821 11,293

Total own-source income 13,251 12,468 11,878 11,821 11,293

Net (cost of)/contribution by services (36,023) (35,897) (36,194) (36,487) (36,748)

Revenue from Government 35,883 35,897 36,194 36,487 36,748

Surplus/(deficit) attributable to the Australian Government (3,140) - - - -

Total comprehensive income/(loss) attributable to the Australian Government (3,140) - - - -

PreparedonAustralianAccountingStandardsbasis.


Table B.2: Budgeted departmental balance sheet (as at 30 June)2018-19

Estimatedactual $’000

2019- 20 Budget

$’000


$’000


$’000


$’000

ASSETS

Financial assets

Cash and cash equivalents 2,479 2,479 2,479 2,479 2,479

Trade and other receivables 4,197 4,197 4,197 4,197 4,197

Other investments 27,050 22,724 21,524 21,514 20,749

Total financial assets 33,726 29,400 28,200 28,190 27,425

Non-financial assets

Land and buildings 50,003 58,268 59,537 59,476 59,975

Property, plant and equipment 1,430 1,491 1,422 1,493 1,759

Other non-financial assets 77 77 77 77 77

Total non-financial assets 55,510 59,836 61,036 61,046 61,811

Total assets 89,236 89,236 89,236 89,236 89,236

LIABILITIES

Payables

Suppliers 1,407 1,407 1,407 1,407 1,407

Grants 741 741 741 741 741

Total payables 2,148 2,148 2,148 2,148 2,148

Provisions

Employee provisions 4,503 4,503 4,503 4,503 4,503

Other provisions 136 136 136 136 136

Total provisions 4,639 4,639 4,639 4,639 4,639

Total liabilities 6,787 6,787 6,787 6,787 6,787

Net assets 82,449 82,449 82,449 82,449 82,449

EQUITY*

Parent entity interest

Contributed equity 3,021 3,021 3,021 3,021 3,021

Reserves 14,967 14,967 14,967 14,967 14,967

Retained surplus (accumulated deficit) 64,461 64,461 64,461 64,461 64,461

Total parent entity interest 82,449 82,449 82,449 82,449 82,449

Total equity 82,449 82,449 82,449 82,449 82,449

*Equityistheresidualinterestinassetsafterthedeductionofliabilities.



Table B.3: Departmental statement of changes in equity — summary of movement (Budget year 2019-20

Retained earnings

$’000

Asset revaluation

reserve $’000

Contributed equity/ capital $’000

Total equity $’000

Opening balance as at 1 July 2018

Balance carried forward from previous period 64,461 14,967 3,021 82,449

Adjusted opening balance 64,461 14,967 3,021 82,449

Comprehensive income

Surplus/(deficit) for the period - -

Total comprehensive income - - - -

Contributions by owners

Equity injection – Appropriation

Sub-total transactions with owners - -

Estimated closing balance as at 30 June 2019 64,461 14,967 3,021 82,449

Closing balance attributable to the Australian Government 64,461 14,967 3,021 82,449



TableB.4:Budgeteddepartmentalstatementofcashflows(fortheperiodended30June)

2018-19 Estimated

actual $’000

2019- 20 Budget

$’000


$’000


$’000


$’000

OPERATING ACTIVITIES

Cash received

Appropriations 35,883 35,897 36,194 36,487 36,748

Sale of goods and rendering of services 505 505 505 505 505

Interest 1,090 915 870 810 820

Grants 9,756 9,756 9,211 9,214 9,218

Other 1,750 1,142 1,142 1,142 600

Total cash received 48,984 48,215 47,922 48,158 47,891

Cash used

Employees 19,017 19,111 19,495 19,886 20,282

Suppliers 16,234 15,371 14,692 14,537 13,874

Other 15,728 12,588 12,590 12,590 12,590

Total cash used 50,979 47,070 46,777 47,013 46,746

Net cash from/(used by) operating activities (1,995) 1,145 1,145 1,145 1,145

INVESTING ACTIVITIES

Cash received

Investments 7,724 4,326 1,200 10 765

Total cash received 7,724 4,326 1,200 10 765

Cash used

Purchase of property, plant and equipment and intangibles 7,630 5,471 2,345 1,155 1,910

Total cash used 7,630 5,471 2,345 1,155 1,910

Net cash from/(used by) investing activities 94 (1,145) (1,145) (1,145) (1,145)

FINANCING ACTIVITIES

Cash received

Contributed equity 1,989 - - - -

Total cash received 1,989 - - - -

Net cash from/(used by) financing activities 1,989 - - - -

Net increase/(decrease) in cash held 88 - - - -

Cash and cash equivalents at the beginning of the reporting period 2,391 2,479 2,479 2,479 2,479

Cash and cash equivalents at the end of the reporting period 2,479 2,479 2,479 2,479 2,479



Table B.5: Departmental capital budget statement (for the period ended 30 June)2018-19

Estimatedactual $’000

2019- 20 Budget

$’000


$’000


$’000


$’000

NEW CAPITAL APPROPRIATIONS

Equity injections - Bill 2 1,989 -

Total new capital appropriations 1,989 - - - -

Provided for:

Purchase of non-financial assets 1,989 -

Total items 1,989 - - - -

PURCHASE OF NON-FINANCIAL ASSETS

Funded by capital appropriations (a) 2,901 - - - -

Funded internally from departmental resources (b) 4,729 5,471 2,345 1,155 1,910

TOTAL 7,639 5,471 2,345 1,155 1,910

RECONCILIATION OF CASH USED TO ACQUIRE ASSETS TO ASSET MOVEMENT TABLE

Total purchases 7,639 5,471 2,345 1,155 1,910

Total cash used to acquire assets 7,639 5,471 2,345 1,155 1,910

(a)IncludesbothcurrentBill2andpriorAct2/4/6appropriationsandspecialcapitalappropriations.

(b) Includes the following sources of funding: -currentBill1andprioryearAct1/3/5appropriations(excludingamountsfromtheDCB);


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