annual report 2015/16 - parliament of nsw · annual report 2015/16 . 2 contents ... the pilot...

Annual Report

2015/16

2

Contents

Chairperson’s report ............................................................................................................................................... 4

Managing Director’s report .................................................................................................................................... 5

About us ................................................................................................................................................................... 6

Our operating principles................................................................................................................................ 6

Our administrative and legislative context ..................................................................................................... 6

Our stakeholders .......................................................................................................................................... 7

Governance .............................................................................................................................................................. 7

The Board..................................................................................................................................................... 7

Board meetings ............................................................................................................................................ 9

Our senior management team ...................................................................................................................... 9

Internal audit and risk management ............................................................................................................ 10

Digital information security policy ................................................................................................................ 14

Year in review......................................................................................................................................................... 15

Core activities ............................................................................................................................................. 15

2015/16 Corporate Plan.............................................................................................................................. 17

Key Projects ............................................................................................................................................... 19

Participation and responses to inquiries ..................................................................................................... 20

Productivity Commission Draft Report: Public Safety Mobile Broadband ............................................. 20

Australia-New Zealand Emergency Management Committee (ANZEMC) Review Discussion Paper ... 20

Draft ministerial direction on unsold 700 MHz spectrum (Vodafone spectrum proposal) ...................... 21

Commonwealth Mobile Blackspots Programme ................................................................................... 21

Department of Communications and the Arts Spectrum reform legislative proposals consultation……21

Financial statements ............................................................................................................................................. 22

Independent Auditors Report…………………………………………………………………………………..…22

Statement by the Managing Director........................................................................................................... 24

Budget outline for 2016/17 ....................................................................................................................... 45

Statutory reporting obligations............................................................................................................................ 45

Human resources ....................................................................................................................................... 45

Senior executives ....................................................................................................................................... 46

Overseas travel .......................................................................................................................................... 46

Credit card certification ............................................................................................................................... 47

Payment of accounts .................................................................................................................................. 47

Consultants ................................................................................................................................................ 48

Investment performance ............................................................................................................................. 49

Risk management and insurance ............................................................................................................... 49

3

Disclosure of controlled entities and subsidiaries ........................................................................................ 49

Land disposal ............................................................................................................................................. 49

Funds granted to non-government community organisations ...................................................................... 49

Work Health and Safety .............................................................................................................................. 49

Government Information (Public Access) Act 2009 ..................................................................................... 49

Public interest disclosures .......................................................................................................................... 49

Privacy and Personal Information Protection (PPIP) Act 1998 .................................................................... 49

Exemptions ................................................................................................................................................. 50

Annual report production ............................................................................................................................ 50

Access to the Telco Authority ..................................................................................................................... 50

Annual reporting compliance checklist ........................................................................................................ 51

4

Chairperson’s report

This year has been a

successful year that saw the

approval of the NSW

Government Operational

Communications Strategy,

which was much welcomed

after the extraordinary amount

of work that went into its

development from all of our

agency stakeholders and

industry partners and staff of

the Authority. The Strategy recognises the rapid

developments in our sector and the changing needs

and expectations of our agencies.

We also saw the government’s endorsement of the

first key program under the Strategy, the Critical

Communications Enhancement Program. This

transformative program will ensure our agencies and

our community have access to the high quality

services they need while ensuring value for money for

the government. The Pilot Project for the program is

well underway and we will report back to government

next year on the progress of the program and to

secure ongoing support.

In line with our objectives under the Strategy, we have

also been working closely with key agencies to

consider the development of a shared services

platform to look at new ways to effectively exchange

information and support our officers in the field. This

collaboration will ensure further efficiencies and

operational improvements can be gained by adopting

shared arrangements where appropriate.

Under the Strategy, the governance arrangements

have been enhanced to ensure there is transparency

and robustness to the oversight of our initiatives and to

ensure that decision makers have access to the

information they require. The Commissioners’

Advisory Council was established in February 2016,

which is a forum to allow the Commissioners of our

public safety and law enforcement agencies to provide

direct feedback to the Board on our initiatives and the

implementation of the Strategy. In addition, we have

also established a program steering committee for the

Critical Communications Enhancement Program with

senior agency representatives to ensure they are

involved in overseeing the implementation of the

program.

The past year also saw the completion of an inquiry by

the Productivity Commission on a national Public

Safety Mobile Broadband (PSMB) capability. The

Authority prepared two submissions to the

Commission as a part of this review, working closely

with our agencies and inter-state counterparts to

consider the requirements for ensuring a PSMB

capability can be efficiently and effectively deployed.

We are looking forward to the Commonwealth’s

response to the Commission’s recommendations.

The Authority has also continued to support the

Department of Industry in providing analysis for the

NSW Government participation in the

Commonwealth’s mobile blackspots’ programme.

Allocations for round 1 of the programme saw funding

being allocated to upgrade 144 sites in NSW, which

was an excellent outcome for our regional

communities. Outcomes of allocations for round 2 will

be announced by the Commonwealth later in 2016.

I would also like to welcome Ms Kate Foy as the new

Managing Director of the Telco Authority, who joined

us in June 2016. Kate brings a wealth of experience in

delivering major programs and implementing sector

reform. I am confident she will successfully lead the

Authority during this transformative time.

I would also like to take this opportunity to thank Mr

Phillip King who was the Acting Managing Director

through a significant period over this year. Phil filled

the role admirably and was highly respected and

trusted for his expertise and leadership.

I am pleased to present this annual report and look

forward to the further implementation of the important

initiatives as we progress our whole-of-government

reform.

Rod Gilmour

Chairperson

5

Managing Director’s report

In 2015, the NSW Government

released the Operational

Communications Strategy,

which outlines a new approach

to the planning, delivery and

management of radio and

related communications

services for the government

sector. This provides the road

map for the Authority’s focus

this year and into the future.

At the heart of the Strategy, is providing support to

ensure our frontline personnel – staff and volunteers –

have access to the technology to deliver services to

NSW communities, especially when there is an

incident.

The Strategy also enables a coordinated approach

through the Authority so we can maximise the benefits

that the sector can realise from greater use of shared

infrastructure, services and platforms.

The Authority is advancing delivery against the

objectives set out in Strategy, notably, commencing

delivery of the pilot of the Critical Communications

Enhancement Program (CCEP). The CCEP will

deliver more reliable coverage across more areas of

the state, and reduce the overall cost of delivering land

mobile radio services.

The Authority also assists agencies to drive savings by

providing support to whole of government procurement

activities for telecommunications services, such as,

establishing the ITS2573 Operational

Telecommunications Equipment, Infrastructure and

Services prequalification scheme. By using pre-

established panel arrangements, agencies can access

substantial savings by purchasing at pre-agreed

prices.

The CCEP and other initiatives under the Strategy

provide service improvements now and also lay the

foundation to allow us to develop new services as they

become available and suitable for our frontline staff.

Day to day, the Authority also manages the

Government Radio Network (GRN), providing essential

communications services to around 35 entities. This

year, the Authority completed upgrades to the

backhaul provisions at more than 130 of our

Government Radio Network sites. These upgrades

have already contributed to increased availability and,

importantly, will enable future growth in the network.

The reliability of the GRN has also been improved with

the continued roll out of 3G/4G connections across the

network. These upgrades ensure that planned or

unplanned outages to the backhaul has much less

impacts on the services that are available to our GRN

users.

The Telecommunications Emergency Management

Unit at Telco co-ordinates the partnership between

emergency service organisations, participating

telecommunication carriers and other Functional Areas

to protect and maintain vital public telecommunications

during emergencies and incidents. During 2015/16 the

TEMU and its partners responded to 22 natural hazard

incidents and emergencies including severe storms,

bushfires and floods across NSW.

In the coming year, our focus is to continue delivery to

CCEP pilot of with our agency customers and industry

partners. We will also continue to operate and improve

the GRN, and our emergency management functions

toensure we are prepared to respond in the event of

an incident. We will keep driving a customer centred

approach to our service design and delivery.

I echo the Chairperson’s thank you to Phillip King,

especially for his instrumental role in securing the

government’s endorsement of the CCEP pilot during

his time as the A/Managing Director. I congratulate all

staff in the Authority for their professionalism and

contributions. I also thank my colleagues across the

emergency services agencies, utilities, transport and

central agencies for their support and commitment to

working together.

I am excited to lead the Authority as we work in

partnership with our colleagues across government to

provide the highest quality services that support our

frontline staff and serve our community.

Kate Foy

Managing Director

6

About us

Our purpose is to drive the reform of

government operational communications

services and deliver solutions to enable

our stakeholders to better respond to the

needs of the NSW community.

The services provided by the Authority to users of

operational communications services include to:

reform the state’s infrastructure and services to

make the portfolio more efficient, improve services

and streamline processes.

undertake the planning, deployment and

management of government radio and data

services

identify, develop, deliver and procure

communications services which meet the needs of

customers

manage voice and data spectrum allocations on

behalf of all NSW agencies

coordinate responses to telecommunications

outages during major emergencies and natural

disasters, including acting as a conduit between

telecommunications carriers and emergency

management organisations

provide strategy, policy and advocacy for the

sector, including liaising with national bodies and

stakeholders on sector reforms and enhancing the

capabilities of the sector.

Our operating principles

We partner and work together with industry and

stakeholders to ensure that agencies can deliver

reliable, efficient and effective services to the

community

We engage our stakeholders as partners in

aligning strategies, delivering solutions and

reforming services

We acknowledge and provide for the unique

operating requirements of emergency service

organisations

We ensure services deliver the best value

outcomes for NSW while continuing to meet

stakeholder needs and providing an equal or

improved level of service

We provide strategic direction and value to the

NSW Government and advance the leadership

role that NSW plays in the radio sector nationally

We ensure the capabilities and skills of the sector

continue to develop and respond to new delivery

approaches and technologies

We identify opportunities to improve efficiency and

minimise operational expenses and benchmark,

monitor and assess performance to inform our

decisions and support continuous improvement.

Our administrative and legislative context

The NSW Telco Authority was established in 2011 as

a result of the recommendations of the Strategic

Review of NSW Government Mobile Radio Services,

undertaken by the NSW Department of Premier and

Cabinet.

The Authority is a statutory authority constituted under

the Government Telecommunications Act 1991. We

operate within the Finance, Services and Innovation

cluster and report to the Minister for Finance, Services

and Property.

Under the state’s emergency management framework,

the Authority has responsibilities for coordinating

functional area support and resources for emergency

operations in all phases of emergency management

involving telecommunications. The State Emergency

and Rescue Management Act 1989 provides the

legislative framework for the operation of the

telecommunications emergency management activities

of the Authority.

Changes during the year

In September 2015, the NSW Government Operational

Communications Strategy was approved by the NSW

Government. A new Department of Finance, Services

and Innovation Circular, DFSI Circular 2016-02 (as

updated following approval of the CCEP) was

published outlining the principles of the Strategy and

noting the role of the Authority and stakeholder

agencies in implementing the Strategy.

The NSW Government Operational Communications

Strategy sets out the operating models, principles and

actions required to deliver reform and savings to the

NSW Government. It provides the operational context

for the Authority to deliver significant reform over the

next 10 years, and can be accessed at

www.telco.nsw.gov.au

http://www.telco.nsw.gov.au/

7

Our stakeholders

The Authority has a wide range of business partners,

including emergency services organisations, providers

of essential services, and other NSW Government

agencies. We are continuously building relationships

with relevant agencies in other states and territories to

promote cross-jurisdictional sector issues.

Industry increasingly supports the NSW Government in

the delivery of operational communications services

and provides us with the opportunity to deliver cost

effective and innovative solutions.

In addition to developing these partnerships, the

Authority also works closely with a number of

Commonwealth agencies, including the Australian

Communications and Media Authority (ACMA) and the

Department of Communications.

Governance

The NSW Telco Authority is overseen by a Board of

part-time independent and government members who,

with the Managing Director and executive

management, are accountable for the operations of the

Authority.

The Authority recognises the importance of agency

collaboration, and the different skills and experience

that contribute to the development of policy and

strategy. As a result, a tiered framework is in place to

facilitate and support engagement. This model is

informed by the governance framework development

experiences in the NSW Government’s approach to

Procurement and Information and Communications

Technology.

The following advisory and governance groups have

been established as collaborative forums for

engagement with our business partners:

Commissioners’ Advisory Council

Critical Communications Enhancement Program

Steering Committee

Investment and Strategy Forum

Technology Planning and Review Group.

The Board

The Telco Authority Board is established under the

NSW Government Telecommunications Act 1991. The

Board has adopted a Charter and a Code of Conduct

to guide its operations. The Board provides policy and

strategic direction for the NSW Telco Authority. The

Minister administers the Act and nominates the

members after consultation with various sectors of the

NSW Government.

Members 2015-16:

In accordance with the Act and to ensure a broad

range of skills and experience, the Board is comprised

of members as follows. The terms of a number of

Board members expired during the financial year. The

process to appoint new members is in progress.

Chairperson, Rod Gilmour (FAICD FAIM) was

General Manager, Corporate Affairs, Planning and

Human Resources of the Sydney Airport Corporation

Limited until 2011. He is an experienced leader and

change manager with achievements in transport,

business development, regulatory frameworks and

planning and environment. Mr Gilmour has held many

board and authority appointments including as a

Director of the National Rail Corporation. Nominated

by the Minister for Finance, Services and Property.

Board member, Shane Fitzsimmons (qualifications in

Management and Leadership from the Australian

Institute of Police Management and NSW TAFE) is

Commissioner of the NSW Rural Fire Service.

Commissioner Fitzsimmons has a wealth of strategic

and operational fire knowledge and was awarded the

Australian Fire Service Medal in 2001. Nominated by

the Finance, Services and Property in concert with the

Minister for Emergency Services.

Board member Kylie De Courteney (Bachelor of

Commerce) has extensive experience as a

Transformation Program Manager and Management

Consultant. Kylie has been responsible for the delivery

of large scale transformational change in some of

Australia’s largest and most complex organisations in

the private sector, government and professional

services including the University of Sydney, Sydney

Trains, Chartered Accountants Australia and New

Zealand, NSW Roads and Maritime Services, Energy

Australia and Telstra. Nominated by the Minister for

Industry, Resources and Energy.

Board member Kaaren Koomen AM (Bachelor of

Arts/Law, Master of Law, GAICD) is a highly

experienced executive with over 25 years’ experience

in leadership roles in the private and public sector, with

a particular focus on communications and technology.

She is currently an Executive Director with IBM

Australia and New Zealand, and a member of the

Global IBM Government Programs Leadership Team.

She has extensive board experience on over 10 public

and private boards and committees, and currently

serves on four, including Chair of the Museum of

Australian Democracy at Eureka and Vice President of

the Australian Services Roundtable. Nominated by the

Minister for Finance, Services and Property.

8

Other members during the reporting period:

Deputy Chairperson until 13 May 2016, Peter Barrie is

an Assistant Commissioner of the NSW Police Force

operational Communications and Information

Command. He has a wealth of operational policing

experience and is recognised as a leader in Australian

radio and public safety communications. He sits on a

number of state and national boards and committees.

He is responsible for the management of the NSW

Police Force radio network and a major capital

program of works to refresh their assets to prepare for

future growth and opportunities. Nominated by the

Minister for Finance, Services and Property in concert

with the Minister for Justice and Police.

Managing Director from 6 June 2016, Kate Foy

(Executive Masters of Public Administration) is an

experienced Senior Executive with over 17 years’

experience in the NSW Public Sector, holding senior

executive roles in Infrastructure, Planning and Natural

Resources, Premier’s Department and Transport. Kate

has lead major transformational programs in service

design and program delivery, most recently driving

improvements for customers in the delivery of

transport services in NSW. Ms Foy has led large

teams in multiple disciplines, managed and

administered major contracts, and led programs of

work across infrastructure, operational and stakeholder

roles. Ex Officio member

Managing Director until 6 November 2015, Shaun

Smith (Bachelor of Engineering (Honours)) is a Senior

Executive with over 15 years’ experience in

formulating and directing business strategies for

infrastructure development and delivery in the private

and public sectors both locally and internationally. Mr

Smith has worked on a range of Government roles that

have focused on cross government and cross

jurisdictional infrastructure initiatives. Mr Smith also

has a wealth of private sector experience that spans a

range of sectors encompassing infrastructure,

engineering, construction, technology and property. Ex

Officio Member

Acting Managing Director from 1 July to 31 July 2015,

and 12 September 2015 to 5 June 2016, Phillip King

(Bachelor of Engineering (Honours)) has extensive

experience in leading sector-wide reform in operational

technology. Mr King has been instrumental in

delivering innovative services across a number of

sectors, including expertise in delivering new

commercial and operational frameworks. Mr King has

held senior executive positions at Networks NSW,

Ausgrid and in the private sector. Ex Officio Member

Board member until 13 May 2016, Matt Roberts

(Master of Economics and a Bachelor of Economics) is

a Deputy Secretary of the NSW Treasury and is

responsible for policy development and budget

management across several portfolios. He was

previously the Director of the National Reform Branch

advising the Council of Australian Governments.

Nominated by the Treasurer.

Board member until 13 May 2016, Alan Lipman

(Bachelor of Business (Admin)) was the Executive

Director of Lomb Scientific (Australia) Pty Ltd, and

previously the General Manager, Marketing, for

Advance Healthcare Group Limited. Mr Lipman’s

private sector expertise is in the management of

budgets, implementation of strategy and people

management. He has served on the boards of many

non-profit organisations. Nominated by the Minister for

Industry, Resources and Energy.

Board member until 13 May 2016, David Quilty

(Graduate Diploma in Industrial Relations and

Bachelor of Arts) is the Executive Director of the

Pharmacy Guild of Australia. Prior to taking up his

current role, David directed his own consulting firm

providing strategic advice to businesses and industry

organisations. Before that, David spent five years as

an executive at Telstra, the last three as Group

Managing Director Public Policy and Communications.

He has also worked in various advisory roles in

government, including six years as the chief of staff to

the Minister for Communications, Information

Technology and the Arts. Nominated by the Premier.

Board Member until 4 December 2015, Anthony Lean

(BA/LLB) is the Deputy Secretary, Government

Services in the Department of Finance, Services and

Innovation. Mr Lean led the development of ICT Policy

and Procurement reforms in the Department and

currently has responsibility for NSW Procurement,

StateFleet, Data Centre Reforms and ServiceFirst.

With significant high level legal and policy experience

within the NSW public sector, Mr Lean has also

worked within other agencies, including Department of

Premier and Cabinet, NSW Health and WorkCover.

Nominated by the Minister for Finance, Services and

Property.

9

Board meetings

The Board was appointed in 2012 and held its

inaugural meeting in July 2012. There were eight

meetings held during 2015/16.

Member Period Meetings

Attended Eligible

Rod Gilmour Full year 5 5

Peter Barrie Until May

2016

5 5

Shane

Fitzsimmons

Full year 4 5

Matt Roberts Until May

2016

2 5

Alan Lipman Until May

2016

4 5

David Quilty Until May

2016

4 5

Kaaren

Koomen

Full year 3 5

Kylie De

Courteney

Full year 5 5

Shaun Smith Until November 2015

1 1

Phillip King July 2015, September 2015 to June 2015

4 4

Kate Foy From June 2016

0 0

Anthony Lean Until

December

2015

0 2

Our senior management team

The NSW Telco Authority has a small senior

management team who work with experienced and

qualified staff to deliver the functions and operations of

the organisation. The senior management team is

comprised of the Managing Director and four Directors:

Kate Foy Executive Masters of Public Administration,

Managing Director

Andy Reeves,

Chief Technology Officer

Debbie Dekker BEc, MAICD, PMP, Director Business

Performance and Strategy

Gregory Writer MA, Grad Dip Bus Administration, Dip

Technology, Director Delivery

Daniel Gallacher MBA, LLB, BComm, Commercial

Director

10

Internal audit and risk management

14

Digital information security policy

Digital Information Security Annual Attestation Statement for the 2015/2016 Financial Year for the New South

Wales Government Telecommunications Authority

I, Kate Foy, Managing Director of the New South Wales Government Telecommunications Authority (Telco Authority)

am of the opinion that the Telco Authority has implemented actions towards an Information Security Management

System during the financial year being reported on, consistent with the Core Requirements set out in the Digital

Information Security Policy for the NSW Public Sector and the approaches in place with the Department of Finance,

Services and Innovation and its Shared Service Provider.

I am of the opinion that the security controls in place to mitigate identified risks to the digital information and digital

information systems of the Telco Authority are being made adequate for the foreseeable future.

I am of the opinion that all business units under the control of the Telco Authority have developed an Information

Security Management System in accordance with the Core Requirements of the Digital Information Security Policy for

the NSW Public Sector.

I am of the opinion that where necessary in accordance with the Digital Information Security Policy for the NSW Public

Sector, the Telco Authority is transitioning towards adopting relevant practices aligned with AS/NZS ISO/IEC 27001

Information technology - Security techniques - Information security management systems – Requirements.

Kate Foy

Managing Director

Date: 19 October 2016

15

Year in review

The 2015/16 financial year marked the Telco

Authority’s fourth year of operation as a statutory

authority within the Department of Finance, Services

and Innovation.

Over the past 12 months, the Telco Authority

continued to drive reform of the NSW Government

operational communications sector. In consultation

with our stakeholders, we have developed a whole of

government strategy which was approved by the NSW

Government in September 2015. This Strategy will

deliver better services and more value to the NSW

Government. The implementation of this strategy

together with a number of additional sector-wide

activities will continue to drive further change over the

coming year.

Core activities

Whole of Government Strategic Reforms

NSW Government Operational

Communications Strategy


Strategy was approved in September 2015, setting out

a roadmap for improving the diversity, availability and

coverage of operational communications in NSW. It

sets out the operating models, principles and actions

required to reform the government communications

sector in order to improve services, eliminate

unnecessary duplication, and promote greater industry

participation and competition.

The Strategy has been informed by a number of

projects completed in partnership with agencies and

the private sector. These projects considered current

and future sector capability requirements; the benefits,

costs and service improvements from infrastructure

rationalisation; the best operating model for the sector

(including where commercial offerings may be

appropriate); and the future technology needs of

agencies.


Strategy can be viewed at www.telco.nsw.gov.au.

In March 2016, the government also provided in

principle support for the first major program under the

Strategy, the Critical Communications Enhancement

Program and approved funding for the program for

2016/17. The program will significantly improve the

radio communication services for many of our

agencies and set a firm foundation for future

developments in our sector. The Telco Authority is

implementing the program in collaboration with agency

and industry stakeholders.

Coordinated Investment Planning

In 2015/16, the NSW Government realised significant

benefits by the Telco Authority applying the

coordinated investment principles detailed in Treasury

and Finance Circular – NSW Government Radio

Communications Strategy, and then from September

2015 the DFSI Circular – NSW Government

Operational Communications Strategy.

In accordance with the government’s strategy,

agencies are to use existing shared Government radio

services and facilities, if available. It is the first step

being implemented to move agencies away from

building, owning and operating their own networks,

and will facilitate the creation of a more efficient shared

network for our stakeholders.

NSW Government Radio Network

The Telco Authority manages the NSW Government

Radio Network (GRN). The GRN is used by public

safety entities and other NSW government agencies

for essential communications. The GRN is an

important strategic asset supporting the Authority’s

focus to provide better services whilst delivering

meaningful sector reform in line with Government

policy.

The GRN geographically covers a third of NSW, and

provides mission critical grade telecommunication

services to frontline agencies over an area covering

approximately 80 per cent of the NSW population, as

well as the Australian Capital Territory.

Users with a GRN-enabled terminal are able to

communicate with other users within the coverage

area. The contractual target is to achieve 99.950 per

cent availability. During 2015/16 following significant

network upgrades availability of 99.997 per cent was

achieved in June 2016.

BAI Critical Communications continues to provide day-

to-day management, monitoring, maintenance and

service restoration for the network.

A separate maintenance agreement remains in place

with Motorola Solutions, who continue to support the

core and critical components of the network.

The Telco Authority instigated a number of activities to

improve services, user experience and the resilience

of the GRN throughout 2015/16 including:

Upgrading the backhaul provisions at more than

130 sites across the network.


16

Deploying 3G/4G connections across the network

to improve reliability.

Deploying transportable repeaters to provide

increased coverage availability during major

incidents and outages.

Mobile Data Radio Network

The Telco Authority continued to provide the

Government Mobile Data Radio Network (MDRN) in

partnership with the Trapeze Group Asia Pacific Pty

Ltd during the reporting period. The MDRN provides a

shared capacity for low speed data communications

use for computer-aided dispatching of data.

The network is utilised by approximately 400 vehicles

in the NSW Ambulance fleet to send information via

data as opposed to voice, and is essential to achieving

a rapid patient response. The MDRN was available

99.998 per cent of the year.

Telecommunications Services Functional Area

The Telco Authority’s Telecommunications Services

Functional Area (TELCOFAC) is operational 24 hours

a day, seven days a week.

TELCOFAC plays a critical role in managing

operational activities with telecommunications carriers,

public safety agencies and other partner agencies

during emergencies. These activities ensure that

critical telecommunication links are maintained so that

members of the public are able to call triple zero and

receive emergency alert messages during

emergencies.

TELCOFAC coordinates a comprehensive approach

for handling emergencies and incidents through the

following phases:

Prevention – designed to minimise emergency

consequences

Preparation – addresses the preparation, planning

and skills training for the TELCOFAC to mobilise

their structures and resources to support response

to and recovery from an emergency

Response – responding to emergencies to

minimise impacts to individuals, the community

and property

Recovery – restores critical and significant

telecommunications services to normal operations

In 2015/16 TELCOFAC focused on tactical and

operational training, improving its capability to operate

out of hours, improving capabilities for mobile

deployment and sustaining high intensity protracted

liaison operations.

17

2015/16 Corporate Plan

The Corporate Plan presented the Telco Authority’s purpose, objectives and goals, as well as the values and

operating principles that the Authority operates under. The plan was developed in collaboration with key stakeholders,

client groups, staff and the Board.

The Plan aligns with the NSW Government’s State Priorities including delivering a strong budget and economy;

building infrastructure; providing better services and ensuring safer communities. The Corporate Plan is updated each

year, setting our strategic direction and identifying how we will lead a unified approach to government operational

telecommunications in NSW.

Objective 1 - Improve services to meet stakeholder needs

Key strategies and outcomes

An equal or improved level of service is provided for existing services

A strong alignment between agency needs and the current and future services is achieved and maintained

Improved capability to respond to telecommunications emergencies

2015/16 achievements

The backhaul provisions at more than 130 GRN sites were upgraded to improve performance and resilience

of the network. This program will also enable future growth and has already provided increased availability to

the network.

3G/4G connections have been rolled out at a number of sites to increase the reliability of the network,

particularly during planned or unplanned outages of the backhaul network.

Two transportable repeaters, or cell on wheels (COWs), have been commissioned and are operational. The

COWs can be tactically deployed to provide coverage and capacity expansion when needed, particularly

during major incidents and outages.

Working closely with all agencies, a site licence agreements framework was implemented to standardise

arrangements between agencies.

Objective 2 - Lead spectrum management across NSW


ACMA spectrum transition requirements are adhered to

Cross agency and cross border interoperability enhanced

Effective administration of the NSW Government’s spectrum portfolio


The Authority published guidelines and instructions in relation to the 4.9 GHz spectrum licencing

arrangements.

The Spectrum Transition Plan continues to be actioned and managed according to set goals.

A costs and benefits study for providing a mission critical PSMB capability to public safety and essential

services agencies across NSW was finalised.

A PSMB technical demonstration was conducted to showcase the capabilities that would be provided by a

new, robust mobile broadband network.

In collaboration with NSW Government agencies and other jurisdictional bodies, the Authority prepared

responses to the Productivity Commission’s inquiry on PSMB, including commenting on spectrum related

matters as a part of that inquiry.

Continued to migrate NSW government spectrum holdings into the designated Harmonised Government

Bands to meet the ACMA compliance milestones.

18

Objective 3 - Deliver more cost effective access to radio services


Optimal sourcing models for government operational telecommunications services defined and delivered

Implementation of effective and efficient service delivery models

Reduction in the current liability and risks presented by the ageing asset portfolio

Reduction in the long-term cost of radio services


The planning for the pilot program for the Critical Communication Enhancement Program has continued and

implementation has been initiated, which will minimise duplication of investment in site infrastructure while

maintaining or improving the services to agencies.

The ITS 2573 Operational Telecommunications Equipment, Infrastructure and Services pre-qualification

scheme continued to expand with the development of panels. For example, a panel for the purchase of huts

and outdoor units was established to allow agencies to purchase standardised equipment at pre-agreed

prices.

Framework agreements were executed with design and constructions partners for the Critical Communication

Enhancement Program, which included a competitive bidding process to ensure the ability to obtain value for

money for the procurements under the Program.

Objective 4 - Strengthen sector wide capabilities


Strategic advice and direction delivered to the industry and stakeholders

Enhanced capability of government in responding to changing models and requirements

Demonstrated mitigation of operational, tactical and strategic risks


A performance management system has been deployed, which allows the GRN network manager and

agencies to manage and view information on the performance of the GRN in real time.

Technical standards continued to be developed to help to ensure that telecommunications assets are created

in a consistent manner across the sector. Such standards can support a reduction in whole of government

operational spend and simplify any future asset consolidation process.

A Shared Mobility Working Group was established to drive initiatives and obtain benefits and services from

advancements in technology. The working group facilitates a coordinated approach to developing new

capabilities and reduce any implementation costs where solution components can be shared between

agencies.

Completion of a trial to test interconnection and interoperability between NSW and QLD government radio

networks to allow users on the NSW Government Radio Network to connect to users on the QLD Government

Wireless Network from the NSW agencies’ own handsets.

19

Key Projects

Evolved Backhaul Project

The Telco Authority utilises a combination of

government owned and operated equipment and third

party provided backhaul carriage services to achieve

connectivity between the GRN cores and remote radio

sites.

The Telco Authority has been partnering with Optus

and Digital Distribution Australia (DDA) to migrate

away from a largely sole supplier arrangement that

was based on legacy circuit switching technology to a

multi-vendor modern IP based linking network.

The upgrade has now been completed with more than

130 sites across the network migrated to the new

provisions. These new services provide significant

additional benefit:

Improved service performance through the ability

to terminate multiple carrier services at a single

site inclusive of terrestrial and wireless

Significant improvements in performance relating

to the ability to switch between the active and dark

cores

Bandwidth and flexibility to accommodate future

needs supporting a whole of government backhaul

infrastructure network

Public Safety Mobile Broadband (PSMB)

Cost/Benefit Analysis

During 2015/16 the Telco Authority undertook a

comprehensive costs/benefits analysis to provide a

Public Safety Mobile Broadband (PSMB) capability for

NSW.

PSMB aims to provide a mission critical mobile

broadband capability to public safety workers in the

carrying out of their duties to protect the community. A

PSMB capability would, for example, allow emergency

workers and law enforcement access to real time

video, data and maps to perform their day-to-day and

mission-critical activities.

That analysis validated the considerable net benefits

that would be realised from commissioning such a

service, along with the associated mobile devices and

data applications.

This work will be invaluable in our next phase of work

as we work with industry to determine the optimal

delivery model for PSMB.

The cost/benefit analysis has also assisted the NSW

Government in making its submission to the

Commonwealth Productivity Commission’s ‘first

principles’ analysis of PSMB. This was commissioned

by the Commonwealth to assist with its determination

on the need for a spectrum allocation for PSMB across

Australia.

Shared Mobility Platform

The Shared Mobility Services initiative is considered to

be the first phase in developing a PSMB capability for

NSW. It aims to develop the initial IT systems and

applications for public safety agencies, and enhance

the ways in which they carry out their duties in the

field.

A shared platform will enable better sharing of

information and applications by PSAs during major

incidents and avoid duplication of costs associated

with developing individual solutions.

Critical Communications Enhancement

Program

Previously the Infrastructure Rationalisation Program,

the Critical Communications Enhancement Program

(the Program) is the first major program under the

NSW Government Operational Communications

Strategy. The Program will improve radio

communication services for our agencies while

reducing duplication and providing greater value for

money to the government. At present, there are more

than 70 radio networks being used by NSW

Government agencies for public safety and other

purposes, causing significant duplication of capacity,

coverage and cost.

This Program continues on from the work of the

Authority over the previous two years to develop a

series of rationalisation plans. It will provide for

significant savings to the NSW Government and

improved service and coverage to public safety and

law enforcement agencies, as well as other

stakeholders. It establishes a robust foundation to

enable growth and innovation in order to deliver the

services agencies and the community will require in

the future.

A Pilot project is also underway for completion in the

North West region, which will provide a material

increase in coverage in the region while assisting with

refining the delivery capability and informing planning

and design for the broader Program.

20

MACRO LAYER COVERAGE PROJECT

NSW Government agencies have a requirement for

macro-layer coverage solution options which is to

provide frontline staff with voice and data connectivity

outside the GRN and agency network footprints.

Vehicular and portable communication systems form

an integral part of the ability for frontline staff to

respond to emergencies. The Telco Authority

approached the market for integrated vehicle mounted

radio communications solutions that will provide

coverage in macro layer areas of the state. Progress

on this project include:

The TPRG agreed to create a working group

to capture agency requirements and solution

options for a whole-of-government macro layer

coverage solution.

In September 2015, the Authority further

engaged with agencies to explore potential

solutions.

An agreed set of multi-agency requirements

were established and an approach to market

released in December 2015.

Evaluations of the responses from market and

demonstrations of proposed solutions were

conducted throughout March and April 2016

with trials of the solutions to commence soon

thereafter.

P25 Interoperability Proof of Concept

The Telco Authority undertook a P25 Interoperability

Proof of Concept (PoC) to determine the feasibility and

risks associated with integrating the GRN with third

party systems.

Through this project the Telco Authority is further

exploring new opportunities for contestability and

innovation in relation to the communications services it

offers.

The following three capabilities were tested as a PoC

on the GRN between March and June 2016:

Connected a number of different vendor consoles

to give agencies more choice when purchasing

new P25 consoles.

Investigated a mobile push-to-talk solution that

enables agency staff to communicate with each

other and front line GRN users via non-mission

critical means using standard mobile handsets and

a smartphone application.

The Telco Authority is encouraged by the initial results

from the POC, and will continue to progress this work

into 2016/17.

Participation and responses to inquiries

The Telco Authority is the lead organisation focused

on government operational telecommunications in

NSW, and a key driver of sector reform. To meet this

role, the Authority provides input to significant inquiries

and consultation reviews throughout the year.

During 2015/16 the Telco Authority contributed to a

number of national forums on radio and

communications issues. The main submissions are

highlighted below.

Productivity Commission Draft Report: Public

Safety Mobile Broadband

In September 2015, written submissions were invited

on the Productivity Commission’s Draft Report : Public

Safety Mobile Broadband (PSMB). The report

provided the initial outcomes of the Commission’s 'first

principles' analysis of the most efficient, effective and

economical way of delivering a PSMB capability by

2020, to coincide with the nationally agreed framework

to improve government radio communications,

including interoperability. The Telco Authority

prepared a submission in response to the Draft Report

that was developed in consultation with a number of

agencies including NSW Police, the Office of

Emergency Management, and NSW Treasury. Key

issues raised within the Authority’s submission

included network prioritisation, the allocation of

spectrum, the definition of mission critical, the public

benefits of PSMB and the lessons learnt in

international jurisdictions.

A copy of the formal submission can be found at


Australia-New Zealand Emergency Management

Committee (ANZEMC) Review Discussion Paper

In April 2016, ANZEMC agreed for officials from the

Commonwealth, Victoria and Queensland to

coordinate a review of ANZEMC governance

arrangements and a discussion paper was released to

members to support them to consult with their

jurisdictional stakeholders. The Telco Authority

attended the workshop organised by the Attorney-

General’s Department to facilitate this consultation in

NSW and provided a response to the discussion paper

to the NSW ANZEMC Member - Deputy Secretary,

Liquor, Gaming and Emergency Management,

Department of Justice – for consideration within the

NSW response. The Authority advocated for agencies

with responsibility for radiocommunications to be able

to more fully participate in the ANZEMC through

membership of the proposed new subcommittees or


21

reenergising of the existing National Coordinating

Committee for Government Radiocommunications

(NCCGR).

Draft ministerial direction on unsold 700 MHz

spectrum (Vodafone spectrum proposal)

On 6 May 2016, the Department of Communications

and the Arts invited written submissions on a draft

ministerial direction to the Australian Communications

and Media Authority (ACMA) to implement the formal

proposal from Vodafone Hutchison Australia

(Vodafone) to acquire 2 x 10 MHz of spectrum in the

700 MHz band. The Telco Authority provided a brief

submission in the form of a letter from the A/Managing

Director that called for the delay of any decision on the

Vodafone proposal until the critical issue of spectrum

allocation for a Public Safety Mobile Broadband

(PSMB) capability had been properly considered and

resolved.

Department of Communications and the Arts

Spectrum reform legislative proposals

consultation

In May 2016, the Department of Communications

released a Legislative Proposals Consultation Paper

on its proposed approach to the Radiocommunications

Bill 2016. The new legislation seeks to make

Australia’s spectrum framework simpler, more efficient

and flexible to use and better support innovative

communication technologies and services. The Telco

Authority responded with a submission that was firmly

in support of simplifying the Bill but that acknowledged

the need to ensure any new provisions do not impact

on the allocation of adequate spectrum for NSW PSAs.

The Authority will be following this review closely and

will respond accordingly to other consultation papers

or exposure draft Bills.

Commonwealth Mobile Blackspots Programme

The Commonwealth Government has committed $160

million of funding under the Mobile Blackspots

Programme. The competitive selection process for

round 2 was announced on 26 February 2016, with

applications due from mobile network operators and

infrastructure providers by 14 July 2016. The locations

to be funded under round 2 are expected to be

announced in the second half of 2016.

The Telco Authority is leading the initial engagement

on technical issues with the Commonwealth in order to

maximise the amount of funding available for NSW.

Round 2 of the programme will provide mobile phone

coverage to more communities and areas of Australia

that do not currently have coverage. Participation in

the programme for NSW is being managed by the

Department of Industry.

22

Financial statements

24

Statement by the Managing Director

45

Budget outline for 2016/17

Budget

FY 2017

$'000

Expenses excluding losses

Personnel services/employee related 9,218

Other operating expenses 54,571

Depreciation and amortisation 10,838

Finance cost -

Total expenses excluding losses 74,627

Revenue

Sale of goods and services 40,984

Grants (TSY) 68,322

Other revenue 850

Total revenue 110,156

Total comprehensive income for the year 35,529

Statutory reporting obligations

Human resources

The Telco Authority does not directly employ staff. All staff are employed by the Department of Finance, Services

and Innovation, with the Department charging the Telco Authority for personnel services. The Authority actively

seeks secondments from business partners to increase sector wide experience, as well as the Authority’s capacity.

Personnel policies are based on those used by the Department of Finance, Services and Innovation.

As employees of the Department of Finance, Services and Innovation, the full details of the Authority’s human

resources activities for the 2015/16 financial year are reported on in the Department of Finance, Services and

Innovation’s Annual Report. The workplace profile 2015/16 is set out below.

Category 1 2013² 2014 2015 2016

3

Senior Executive Service 2 1 2 8

Senior Officer Classification 7 3 3 0

Executive Office 2 3 3 3

Business Management 2 2 1 -

Emergency Management 1 4 3 4

Network Operations 1 3 6 -

Policy, Governance and Reform 2 4 2 -

Strategy and Architecture 2 4 3 -

Commercial - 2 3 4

Delivery / Program Management Office

- - - 13

46

Category 1 2013² 2014 2015 2016

3

Business Performance and Strategy - - - 19

Network and Services - - - 12

TOTAL 19 26 26 63 1 Full time equivalent staff (excludes chairpersons, board members, casuals, contractor/agency staff, staff on secondment to other

agencies and staff on long term leave without pay) for 2013 to 2015 inclusive. Reporting in 2016 includes casuals and

contractors. 2 2012/13 was the Telco Authority’s first year as a statutory authority

3 In 2016, the structure of the Telco Authority was realigned to ensure delivery of the initiatives under the Strategy and to

implement the changes as a result of the changes arising from the GSE Act.

Senior executives

Senior Executive Band1,2, 3

2015 2016

Female Male Female Male

Band 4 (Secretary) - - - -

Band 3 (Deputy Secretary) - - - -

Band 2 (Executive Director) - 1 1 -

Band 1 (Director) - 4 1 6

Total - 5 2 6

Senior Executive Band1,2

Range

$

Average

Remuneration 2016

$

Average

Remuneration 2015

$

Band 4 (Secretary) 441,201 – 509,750 - -

Band 3 (Deputy Secretary) 313,051 – 441,200 - -

Band 2 (Executive Director) 248,851 – 313,050 - 265,000

Band 1 (Director) 174,500 – 248,850 198,196 185,923

25.8% of the agency's employee related expenditure in 2016 was related to senior executives, compared with 30.2%

in 2015.

1 Senior Executive statistics exclude casuals, contractor/agency staff, statutory appointments, staff on secondment to other

agencies and staff on long term leave without pay). 2 Statistics are based on Workforce Profile census data as at 30 June 2016.

3 Sector-wide naming convention for executive roles shown.

Overseas travel

No overseas travel was undertaken in 2015/16.

47

Credit card certification

In accordance with the Treasurer’s Directions 205.01- 205.08, the Telco Authority certifies that corporate credit card

use by officers of the Authority is in accordance with the established government requirements, Premier’s

Memorandum and Treasurer’s Directions.

Payment of accounts

Aged analysis at the end of each quarter

during 2015/16

The Telco Authority has 10 credit cards on issue each with a limit of $25,000.

Notes: Negative values relate to uncleared credit notes including credit card transactions.

Accounts due or paid within each quarter during 2015/16

Notes: No registered small business supplier accounts were paid during the year. Payment performance impacted due to

settlement negotiations, incorrectly rendered invoices, and invoices submitted prior to completion of work. The Authority continues

to work with suppliers and staff to reduce impacts and improve performance where possible.

Quarters Current

within due date

<30 days

overdue

30 - 60 days

overdue

61 - 90 days

overdue

90+ days

overdue

All suppliers

September $559,539.48 $606,404.21 $146,171.55 $73,321.39 $12,509.32

December $85,101.05 $1,250,758.02 $40,355.22 $215,812.71 $123,457.07

March $629,439.30 $727,131.77 $339,111.00 $22,043.24 $450.24

June $1,083,980.54 $421,368.75 ($98,408.97) $73,085.41 ($922.71)

Small business suppliers

September - - - - -

December - - - - -

March - - - - -

June - - - - -

Measure September December March June

All suppliers

Number of accounts due for payment 499 522 562 770

Number of accounts paid on time 363 356 282 658

Actual percentage of accounts paid on time

(based on number of accounts) 73% 68% 50% 85%

Dollar amount of accounts due for payment 8,211,055 9,601,844 13,274,539 17,161,476

Dollar amount of accounts paid on time 5,053,522 5,672,337 3,370,921 9,175,889

Actual percentage of accounts paid on time

(based on $) 62% 59% 25% 53%

Number of payments for interest on overdue

accounts - - - -

Interest paid on overdue accounts - - - -

48

Consultants

The Authority engages external consultants to support specific projects and workload peaks as required. This allows

the Authority to draw on specialist expertise from the private sector.

ENGAGEMENTS ABOVE $50,000

Consultant Category Description Amount (ex GST)

CHARLES KENDALL AUSTRALIA

Contract & Procurement Strategy

Critical Communication Enhancement Program

$144,480.00

DELOITTE TOUCHE TOHMATSU

Economic Benefits Report


$157,060.46


Capability assessment, business case, and governance model

Shared Mobility Services $404,706.90


Extension of benefits analysis

Public Safety Mobile Broadband Development

$53,945.00

IBM AUSTRALIA LIMITED

Solution architecture and cost analysis

Public Safety Mobile Broadband Development

$216,064.59

JACOBS GROUP (AUSTRALIA) PTY LTD

Infrastructure engineering advice


$62,987.00

Total $1,039,243.95

ENGAGEMENTS UNDER $50,000

Category Engagements Amount (ex GST)

Engineering 1 $774.95

Finance and accounting/tax 2 $42,860.00

Management services 1 $1,504.48

Total $45,139.43

49

Investment performance

The Authority’s investment performance for the

reporting period is outlined below. The Westpac

investment, as part of the Treasury banking System

(TBS), was the primary source of interest revenue for

the reporting period.

Category Weighted

portfolio

composition

Revenue Annual

rate of

return

Bank

Interest

100% $950,953 2.10%

Risk management and insurance

The Authority has an Enterprise Risk Management

Framework in place.

The Authority complies with all relevant insurance

requirements including workers’ compensation, motor

vehicles, public liability, property and miscellaneous

items. During the 2015/16 financial year, the Authority

paid $95,060 (ex GST) in insurance premiums.

Disclosure of controlled entities and subsidiaries

The Authority receives personnel services from the

Department of Finance, Services and Innovation. The

Department is not a Special Purpose Service Entity

and does not control the Authority under this

arrangement.

The Telco Authority does not hold shares in any

public sector subsidiary.

Land disposal

No properties were disposed of during the year.

Funds granted to non-government community organisations

No funds were granted to non-government community

organisations during the year.

Work Health and Safety

In recognition of the broader work health and safety

(WHS) environment in which the Authority operates

in, a review of the WHS requirements was completed

in 2015/16. Resulting from that review, a WHS

management system (WHSMS) was developed that

was complimentary to that of the Department of

Finance, Services and Innovation. The WHSMS

enhances provisions for undertaking safe design and

managing contractor agreements. The WHSMS will

be reviewed on an ongoing basis to maintain its

currency.

In addition, the Authority ensures all WHS issues from

staff and management are raised with the Department

of Finance, Services and Innovation.

Government Information (Public Access) Act 2009

The intention of the Government Information (Public

Access) Act 2009 is to make government information

more open and available to the general public. As

part of the Department of Finance, Services and

Innovation, the Telco Authority complies with this Act

by proactively releasing information on its website and

responding to formal applications made to the

Department of Finance, Services and Innovation.

Statistical information about access applications

received in relation to the Authority is reported in the

Department of Finance, Services and Innovation’s

Annual Report.

Public interest disclosures

For the 2015/16 period, no Telco Authority officials

made public interest disclosures.

As staff are employees of the Department of Finance,

Services and innovation, the Telco Authority has

adopted and adheres to the Department’s Fraud and

Corruption Internal Reporting Policy. All staff are

advised of this policy by means of the Code of

Conduct and information via the intranet.

Privacy and Personal Information Protection (PPIP) Act 1998

The Authority is covered by the Department of

Finance, Services and Innovation’s privacy

management plan.

50

Exemptions

All staff employed by the Department of Finance,

Services and Innovation, including those allocated to

statutory bodies such as the Telco Authority, are

included in the Department’s Annual Reporting on the

following:

Disability inclusion action plans

Workforce diversity

Multicultural policies and services program

Work health and safety, and

Waste reduction.

A copy of the Department of Finance, Services and

Innovation’s Annual Report is available at

www.finance.nsw.gov.au

Annual report production

The Telco Authority annual report was prepared

internally and no external costs were incurred.

A PDF version of the report is available at


Access to the Telco Authority

NSW Telco Authority

McKell Building

2-24 Rawson Place, Sydney NSW 2000

Tel: (02) 9372 7088

Fax: (02) 9372 7954


Hours: 9:00am – 5:00pm

http://www.finance.nsw.gov.au/



51

Annual reporting compliance checklist

Compliance Requirement Section in the Annual Report Page

Access Statutory reporting obligations – Access to the Telco Authority 50

Additional matters for inclusion in annual reports:

1. PPIPA

2. Significant events after reporting period

3. Report production costs and accessibility

1. Statutory reporting obligations - Privacy and Personal Information Protection (PPIP) Act 1998

2. About us - our administrative and legislative context

3. Statutory reporting obligations - Annual report production

49

6

51

Agreements with Multicultural NSW N/A

Aims and objectives About Us – Our operating principles; Our stakeholders 6

Application for extension of time N/A

Budgets Financial Statements 24

Charter About Us – Our administrative and legislative context 6

Consultants Statutory reporting obligations – Consultants 48

Consumer Response N/A

Credit card certification Statutory reporting obligations – Credit card certification 47

Digital information security policy attestation

Governance – Digital information security policy 14

Disability Inclusion Action Plans Statutory reporting obligations – Exemptions 50

Disclosure of Controlled Entities and Subsidiaries

Statutory reporting obligations – Disclosure of controlled entities and subsidiaries

49

Economic or other factors N/A

Exemptions Statutory reporting obligations – Exemptions 50

Financial Statements Financial Statements 22

Funds granted to non- government community organisations

Statutory reporting obligations – Funds granted to non-government community organisations

49

Government Information (Public Access) Act 2009

Statutory reporting obligations – Government Information (Public Access) Act 2009

49

Human resources Statutory reporting obligations – Human resources 45

Identification of audited financial statements

Financial Statements 22

Implementation of Price Determination

N/A

Inclusion of unaudited financial statements

N/A

52

Compliance Requirement Section in the Annual Report Page

Internal audit and risk management policy attestation

Governance – Internal audit and risk management 10

Investment performance Statutory reporting obligations – Investment performance 49

Land Disposal Statutory reporting obligations – Land Disposal 49

Legal Change About us – Our administrative and legislative context 6

Letter of Submission N/A

Liability management performance N/A

Management and activities Year in Review 15

Management and structure Governance 7

Multicultural Policies and Services Program

Statutory reporting obligations – Exemptions 50

Numbers and remuneration of senior executives

Statutory reporting obligations – Senior executives 46

Payment of Accounts Statutory reporting obligations – Payment of accounts 47

Promotion Statutory reporting obligations – Overseas travel 46

Public Interest Disclosures (PID) Statutory reporting obligations – Public interest disclosures 49

Requirements arising from employment arrangements

Statutory reporting obligations – Human resources 44

Research and development N/A

Risk management and insurance activities

Statutory reporting obligations – Risk Management and insurance

49

Summary review of operations Year in Review 15

Time for Payment of Accounts Statutory reporting obligations – Payment of accounts 47

Work Health and Safety (WHS) Statutory reporting obligations – Work Health and Safety 49

Workforce Diversity Statutory reporting obligations – Exemptions 50

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