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Director of National Parks Annual Report 2018–19

Acknowledgement of traditional owners and countryWe acknowledge the traditional owners of country throughout Australia and their continuing connection to land, sea and community.

We pay our respects to them and their cultures, and to their elders both past and present.

© Director of National Parks 2019

ISSN: 1443-1238 (Print) ISSN: 2204-0013 (Online)

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Original available at: environment.gov.au/resource/annual-report-2018-19-director-national-parks

Director of National Parks Australian Business Number: 13 051 694 96

http://environment.gov.au/resource/annual-report-2018-19-director-national-parks

Letter of transmittal

The Hon Sussan Ley MP Minister for the Environment Parliament House Canberra ACT 2600

Dear Minister

As the accountable authority I am pleased to present the annual report on the activities of the Director of National Parks for the reporting period ending 30 June 2019 in accordance with section 46(1) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act).

The Director of National Parks Annual Report 2018–19 has been prepared in accordance with the PGPA Act and includes the:

• annual financial statements for the Australian National Parks Fund, including the matters required by the Public Governance, Performance and Accountability (Financial Reporting) Rule 2015

• matters required by the Public Governance, Performance and Accountability Rule 2014 for the reporting period

• matters required by the Environment Protection and Biodiversity Conservation Act 1999.

In accordance with the Commonwealth Fraud Control Framework, as the accountable authority for the Director of National Parks I have taken all reasonable measures to prevent, detect and deal with fraud. I am satisfied that this agency has prepared fraud risk assessments and implemented fraud control plans, has in place appropriate fraud prevention, detection, investigation, reporting and data collection procedures and processes that meet the specific needs of this agency, and has taken all reasonable measures to minimise the incidence of fraud in this agency and to investigate and recover the proceeds of fraud against the agency.

Dr James Findlay Director of National Parks

3 October 2019

Letter of Transmittal i

ii Director of National Parks | Annual Report 2018–19

The Director of National ParksThe Director of National Parks is responsible for the conservation and management of the Australian Government’s terrestrial and marine protected area estates established under the Environment Protection and Biodiversity Conservation Act 1999.

As at 30 June 2019, our area of responsibility included seven terrestrial reserves (six national parks and the Australian National Botanic Gardens) and 59 Australian Marine Parks. The location of these Commonwealth reserves are shown in Figure 1 with further details for each reserve available in Appendix B.

Three of our parks, Uluṟu-Kata Tjuṯa, Kakadu and Booderee, are leased to the Director of National Parks by their Aboriginal owners. These parks are jointly managed by the Director and a Board of Management and are generously made available by their traditional owners to visitors and tour operators to enjoy and appreciate.

Our visionOutstanding natural places that enhance Australia’s well-being.

What we doParks Australia’s long term objectives are described in our three purposes:

1. Resilient places and ecosystems – to protect and conserve the natural and culturalvalues of Commonwealth reserves.

2. Multiple benefits to traditional owners and local communities – to support theaspirations of traditional owners and local communities in managing land and seacountry.

3. Amazing destinations – to offer world class natural and cultural experiences, enhancingAustralia’s visitor economy.

Our four ‘ways of working’ are the ways we achieve our goals:

• Evidence based management – science, research and traditional knowledge are used tomake management decisions.

• Ecologically sustainable use – Parks Australia acts to enhance Australia’s social andeconomic well-being through ecologically sustainable use of our places, with awarenessof our own environmental footprint.

• Partnerships and co-investments – partnerships and working together with ourstakeholders to support delivery of innovative programmes that achieve our goals.

• Responsive organisation – Parks Australia is an efficient and effective agency with aproud and motivated workforce, supported by efficient business systems.

iiiVision, values and approach

Our values and approachAs Australian Public Service employees, Parks Australia employees uphold the values of the service. As conservation area managers we strive for an approach that is:

• Knowledge-based – we use evidence about our conservation assets and managementperformance to make decisions about future management activities and investments.

• Transparent – we use clear criteria to determine our priorities and we communicateand explain our decisions.

• Accountable – we clearly articulate what we seek to achieve through managementinterventions and measure our progress towards set outcomes.

• Collaborative – we seek and support genuine partnerships to deliver conservation andtourism outcomes.

• Adaptive – we incorporate lessons and performance information into management andbusiness planning.

• Innovative – we create the space for devising creative solutions and promote exposureof our staff to diverse experiences in conservation area management.

Brief history of our reserves1977 Uluṟu (Ayers Rock-Mount Olga)

National Park is declared. Name changed to Uluṟu-Kata Tjuṯa National Park in 1993.

1979 Kakadu National Park is first declared.

1980 Christmas Island National Park is declared.

1982 Lihou Reef National Nature Reserve and Coringa-Herald National Nature Reserve are declared, the first of 12 individual marine reserves to be declared throughout Commonwealth waters over the period 1982 to 2000.

1986 Norfolk Island National Park and Botanic Garden is declared.

1991 Australian National Botanic Gardens is declared.

1992 Jervis Bay National Park is first declared. Name changed to Booderee National Park in 1995.

1995 Pulu Keeling National Park is declared.

2002 Heard Island and McDonald Islands Marine Reserves is declared.

2007 South-east Commonwealth Marine Reserves Network is declared comprising fourteen individual reserves.

2012 Four Commonwealth Marine Reserves networks, together comprising 43 marine reserves, and the Coral Sea Commonwealth Marine Reserve are first declared. These reserves incorporated 12 pre-existing marine reserves.

2013 Management plan for 14 marine reserves in the South-east Commonwealth Marine Reserves Network commenced.

2017 Commonwealth Marine Reserves are renamed Australian Marine Parks.

2018 Management plans commence for 43 Australian Marine Parks across four networks (the Temperate East, South-west, North-west and North Networks), and the Coral Sea Marine Park. For the first time, management plans are in place for the 58 Australian Marine Parks.

iv Director of National Parks | Annual Report 2018–19

Figure 1: Location of Commonwealth parks and reserves that are the responsibility of the Director of National Parks in 2018–19

Vision, values and approach v

Reserve Name Map Label

Terrestrial parks

Booderee National Park T1

Kakadu National Park T2

Uluṟu-Kata Tjuṯa National Park T3

Australian National Botanic Gardens T4

Christmas Island National Park T5

Norfolk Island National Park and Botanic Garden T6

Pulu Keeling National Park T7

Temperate East Marine Parks Network

Norfolk 1

Gifford 2

Central Eastern 3

Lord Howe 4

Solitary Islands 5

Cod Grounds 6

Hunter 7

Jervis 8

South-east Marine Parks Network

East Gippsland 9

Beagle 10

Flinders 11

Freycinet 12

Macquarie Island 13

Huon 14

South Tasman Rise 15

Tasman Fracture 16

Zeehan 17

Boags 18

Apollo 19

Franklin 20

Nelson 21

Murray 22

South-west Marine Parks Network

Southern Kangaroo Island 23

Western Kangaroo Island 24

Western Eyre 25

Reserve Name Map Label

Murat 26

Great Australian Bight 27

Twilight 28

Eastern Recherche 29

Bremer 30

South-west Corner 31

Two Rocks 32

Geographe 33

Perth Canyon 34

Jurien 35

Abrolhos 36

North-west Marine Parks Network

Shark Bay 37

Carnarvon Canyon 38

Gascoyne 39

Ningaloo 40

Montebello 41

Dampier 42

Eighty Mile Beach 43

Roebuck 44

Mermaid Reef 45

Argo-Rowley Terrace 46

Kimberley 47

Ashmore Reef 48

Cartier Island 49

North Marine Parks Network

Joseph Bonaparte Gulf 50

Oceanic Shoals 51

Arafura 52

Limmen 53

Arnhem 54

West Cape York 55

Gulf of Carpentaria 56

Wessel 57

Coral Sea Marine Park 58

Heard Island and McDonald Islands Marine Reserve 59

Table 1: Key to the location of the Commonwealth parks and reserves

Sunset at Yellow Water Billabong in Kakadu National Park. (Image: Parks Australia).

Contents vii

Chapter 1 Director’s message 1

Chapter 2 Overview 5Our Minister 6The Director of National Parks 6Non-financial performance overview 7Financial overview 9

Chapter 3 Organisational structure 13About us 14Boards of Management 19

Chapter 4 Annual Performance Statement 25Introductory statement 26Portfolio Budget Statements 2018–19 27Corporate Plan 2018–2022 27Operating environment 28Performance against purposes and criteria 30

Chapter 5 Management and accountability 55Corporate governance 56Consultation mechanisms 59Social inclusion 60Our employees 61Funding 65Control arrangements 66External review 68Other legislative reporting 69

Chapter 6 Financial Statements 79

Chapter 7 Appendices 109Appendix A: Strategies and corporate action results 110Appendix B: Overview of our parks and reserves 142Appendix C: 2018–19 Agency Resourcing Statement 145Appendix D: Ecologically sustainable development and environmental performance 146Appendix E: Compliance index 155

Contents

Sunset at Yellow Water Billabong in Kakadu National Park. (Image: Parks Australia).

Director’s message 1

2 Director of National Parks | Annual Report 2018–19

Parks Australia jointly manages Kakadu, Booderee and Uluṟu-Kata Tjuṯa National Parks in conjunction with traditional owners. In 2018–19 we worked with our partners to incorporate Indigenous aspirations in park management. This included increasing our Indigenous workforce by 17 staff, delivering school based educational activities for localIndigenous students, and enhancing the decision-making capabilities of the Boards ofManagement. We also took steps to establish collaborative management arrangementsfor sea-country in Australian Marine Parks. I am eager to continue working together in ourevolving joint management journey.

We also continued to develop world class natural and cultural experiences to inspire visitorsto explore our reserves. This year we celebrated the 40 year anniversary of Kakadu NationalPark, which was a feature of the third annual Taste of Kakadu festival. At the AustralianNational Botanic Gardens we hosted the Carramar Koala Quest to promote and inspiregreater understanding and awareness of threatened species protection and conservation.While at Booderee we streamlined the way visitors interact with our park by taking oureticketing system online. Our ongoing efforts this year attracted over 1.3 million visitors, andallowed us to maintain a high level of visitor satisfaction.

In my first year as the Director of National Parks, I am proud of our accomplishments inconserving the natural and cultural values of areas in our care, in supporting the aspirationsof traditional owners, and in contributing to Australia’s visitor economy. I look forward toimproving the way we do our business to improve outcomes into the future.

Dr James FindlayDirector of National Parks

The ANBG hosted the Carramar Koala Quest in 2018–19. (Image: Parks Australia).

Director’s messageI am pleased to present the collective achievements of Parks Australia, our joint management Boards and our valued partners in my first annual report as the Director of National Parks.

This report presents our results and accomplishments against the strategies and performance criteria set out in the Director of National Parks Corporate Plan 2018–2022. The plan is the primary tool that focuses our people and resources to deliver our three purposes:

• Resilient places and ecosystems

• Multiple benefits for traditional ownersand local communities

• Amazing destinations

As well as reading this annual report I encourage you to explore what we have planned for 2019–20 by reading our corporate plan at: www.environment.gov.au/topics/national-parks/parks-australia/publications

A major focus for the year was the announcement of a $216 million investment for Kakadu National Park and the remediation of Jabiru Township. Work has commenced to deliver this investment, and we remain committed to thorough engagement with traditional owners, the tourism industry and other stakeholders. Transitioning to active management of our 58 marine parks also involved considerable effort in 2018–19. This step required a program of discovery to improve our capability, while working in partnership with marine users and traditional owners.

Innovative work was undertaken this year to protect and conserve the natural values of the reserves we manage. At Norfolk Island National Park we propagated five threatened plant species to help strengthen wild populations in the future. We have also commenced work to introduce the Christmas Island blue tailed skink to the Cocos Islands to secure the future of the species outside of captivity. To protect natural values in our Marine Parks, we established six new Advisory Committees to support the development of implementation plans, undertake stakeholder engagement and evaluate the performance of marine park management. This will aid us to on the road to achieving our goal of effective remote management.

http://www.environment.gov.au/topics/national-parks/parks-australia/publications

Parks Australia jointly manages Kakadu, Booderee and Uluṟu-Kata Tjuṯa National Parks in conjunction with traditional owners. In 2018–19 we worked with our partners to incorporate Indigenous aspirations in park management. This included increasing our Indigenous workforce by 17 staff, delivering school based educational activities for local Indigenous students, and enhancing the decision-making capabilities of the Boards of Management. We also took steps to establish collaborative management arrangements for sea-country in Australian Marine Parks. I am eager to continue working together in our evolving joint management journey.

We also continued to develop world class natural and cultural experiences to inspire visitors to explore our reserves. This year we celebrated the 40 year anniversary of Kakadu National Park, which was a feature of the third annual Taste of Kakadu festival. At the Australian National Botanic Gardens we hosted the Carramar Koala Quest to promote and inspire greater understanding and awareness of threatened species protection and conservation. While at Booderee we streamlined the way visitors interact with our park by taking our eticketing system online. Our ongoing efforts this year attracted over 1.3 million visitors, and allowed us to maintain a high level of visitor satisfaction.

In my first year as the Director of National Parks, I am proud of our accomplishments in conserving the natural and cultural values of areas in our care, in supporting the aspirations of traditional owners, and in contributing to Australia’s visitor economy. I look forward to improving the way we do our business to improve outcomes into the future.


The ANBG hosted the Carramar Koala Quest in 2018–19. (Image: Parks Australia).

Overview 2


Our MinisterDuring the first half of the 2018–19 financial year, the Hon Josh Frydenberg MP was Minister for the Environment and Energy. The Minister was supported by the Hon Melissa Price MP as Assistant Minister for the Environment with responsibility for Commonwealth reserves. Minister Price then served as the Minister for the Environment between 28 August 2018 and 29 May 2019.

At June 30 2019, the Hon Sussan Ley MP was the Minister for the Environment with responsibility for the Director of National Parks as set out under the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act).

The Director of National ParksThe Director of National Parks is a corporation sole established under Division 5 of Part 19 of the EPBC Act. The corporation has a single Director, the person appointed to the office named the Director of National Parks. The current office holder is Dr James Findlay.

The Director is responsible under Divisions 4 and 5 of Part 15 of the EPBC Act for the administration, management and control of Commonwealth reserves and conservation zones and regulations made for the purposes of those divisions. The functions of the Director as set out in subsection 514B(1) of the EPBC Act are to:

• administer, manage and control Commonwealth reserves and conservation zones

• protect, conserve and manage biodiversity and heritage in Commonwealth reserves and conservation zones

• contribute to the protection, conservation and management of biodiversity and heritage in areas outside Commonwealth reserves and conservation zones

• cooperate with any country in matters relating to the establishment and management of national parks and nature reserves in that country

• provide, and assist in the provision of, training in knowledge and skills relevant to the establishment and management of national parks and nature reserves.

The jointly managed parks, Uluṟu-Kata Tjuṯa, Kakadu and Booderee, are leased to the Director by their traditional owners and managed by the Director in conjunction with a Board of Management established under the EPBC Act. The majority of Board members are Indigenous persons nominated by the traditional owners. See Chapter 3 for details of our current Boards.

The Director of National Parks has delegated all powers and functions under the EPBC Act in relation to the Heard Island and McDonald Islands (HIMI) Reserve to the Director of the Australian Antarctic Division (AAD), reflecting the AAD’s continuing role and responsibilities for the management and administration of HIMI as an External Territory of the Commonwealth of Australia.

7Overview

Non-statutory functions

The Minister and the Secretary of the Department of the Environment and Energy (the Department) have delegated to the Director functions and powers for programs that complement the Director’s statutory functions. Under these delegations the Director manages the Australian Biological Resources Study and the development of Australian Government policy on management of Australia’s genetic resources, including regulating access to these resources in Commonwealth areas. The outputs of these non-statutory functions are reported in the Department’s annual report.

Non-financial performance overviewOur work during 2018–19 towards our vision—outstanding natural places that enhance Australia’s well-being—is presented in our annual performance statement at Chapter 4 and Appendix A of this report. Throughout 2018–19 we worked to achieve outcomes that support our vision and our three key goals:

• Resilient places and ecosystems: we continued to invest resources to monitor andrecover threatened species, and to control and monitor invasive species. Despite this,the proportion of threatened species with ‘stable or increasing’ population trendshas reduced slightly; and the proportion of priority invasive species with ‘declining orstable population’ trends has also reduced slightly. In our marine parks, all managementplans and advisory committees are in place, and established long term monitoring sitescontinue to deliver valuable baseline information.

• Multiple benefits for traditional owners and local communities: we continued to worktogether with traditional owners to increase the level of Indigenous employment, and togrow economic activity for Indigenous people in our jointly managed parks.

• Amazing destinations: this year we welcomed over 1.33 million visitors to our parks(down from 1.47 million), and maintained the satisfaction level at 93 per cent.

Our non-financial performance is also summarised in Table 2.


Table 2: Parks Australia’s non-financial performance results for 2018–19

Purposes Performance criteria and targets Result

Resilient places and ecosystems

Populations of threatened and significant species are increasing

Target 1. Increase in populations of prioritised threatened and significant species

Target 1: Not Achieved

Populations of priority invasive species are reduced

Target 1. Decrease in size of populations of prioritised invasive species


Enhance level of active management of Australian Marine Parks and engagement of users and stakeholders

Target 1. New management plans for Commonwealth marine parks in effect and consultative arrangements established

Target 1: Achieved

Increase the knowledge base for long term adaptive management of the Australian Marine Parks

Target 1. Increase in the number of marine reserves long-term monitoring sites


Multiple benefits to traditional

owners and local

communities

Increase in the numbers of Indigenous employees and/or contractors directly or indirectly providing park services

Target 1. Increase in numbers of Indigenous staff

Target 2. Increase in value of services provided by Indigenous providers

Target 1: Achieved

Target 2: Achieved

Amazing Destinations

Maintain or improve the level of visitor satisfaction and number of visitors

Target 1. 5 per cent increase in visitor numbers

Target 2. Maintain or improve levels of visitor satisfaction


Target 2: Achieved

9Overview

Financial overviewThe 2018–19 financial year observed further revenue growth to the jointly managed parks with an increase of 5 per cent to permit and entry fee revenue. The total sales of goods, excluding revenue funded obligations, increased by 6 per cent in comparison to 2017–18. Approval from the Finance Minister was provided to the Director to revise the Portfolio Budget Statements operating loss to $9.95 million. The approval acknowledges the increase in the non-cash depreciation expense attributed to the impacts of the prior year’s asset revaluation. The Director recorded an operating loss of $13.7 million in 2018–19.

Table 3 presents an overview of income and expenses information for the Director of National Parks. Audited financial statements for the year can be found in Chapter 6 of this report.

Table 4 presents a five-year financial overview for all terrestrial and marine reserves, while Table 5 provides a financial overview for individual terrestrial reserves. Information is also presented on page 11 that provides a summary of expenditure for the management of Australian Marine Parks for 2018–19.

Explanations on major variances against the Portfolio Budget Statements are provided in the notes to the financial statements (Chapter 6) and provided in line with the Australian Accounting Standards Board (AASB) standard AASB 1055.

During 2018–19 no notifications of significant non-compliance were reported to the Minister for Environment and Energy, or to the Minister for Finance.


Table 3: Overview of financial results 2018–19

2018 Actuals

$000s

2019 Actuals

$000s

2019 Budget4

$000s

2019 Variance

$000s

Jointly managed parks1

Income 40,189 33,905 36,656 (2,751)

Expenses (43,681) (44,602) (49,949) 5,347

Surplus/(Deficit) (3,492) (10,697) (13,293) 2,596

Other parks and reserves2

Income 27,087 30,205 31,332 (1,127)

Expenses (28,699) (32,679) (34,960) 2,281

Surplus/(Deficit) (1,612) (2,474) (3,628) 1,154

Total for parks and reserves

Income 67,277 64,110 67,988 (3,878)

Expenses (72,380) (77,281) (84,909) 7,628

Surplus/(Deficit) (5,104) (13,171) (16,921) 3,750

Governance, parks services and executive3

Income 9,852 11,096 10,530 566

Expenses (11,399) (11,649) (3,560) (8,089)

Surplus/(Deficit) (1,547) (553) 6,970 (7,523)

Total for Director of National Parks

Income 77,129 75,206 78,518 (3,312)

Expenses (83,779) (88,930) (88,469) (461)

Surplus/(Deficit) (6,650) (13,724) (9,951) (3,773)

1 Kakadu, Uluṟu-Kata Tjuṯa and Booderee National Parks.

2 Includes terrestrial and marine reserves.

3 Governance, parks services and executive includes administration, finance, legal, insurance, planning, interest income and bank charges.

4 Budget figures are the 2018-19 estimated actuals from the 2019-20 Portfolio Budget Statements.

Table 4: Five-year financial summary—terrestrial and marine reserves ($ millions)

2014–15 2015–16 2016–17 2017–18 2018–19

Operations

Total operating expenditure 66.03 71.49 66.77 72.38 77.28

Total operating revenue1 64.84 66.35 77.60 67.28 64.11

Financial position

Current assets 47.82 48.87 51.16 58.15 60.81

Non-current assets 230.57 223.10 233.86 224.50 216.25

Current liabilities 16.47 11.51 8.76 17.17 24.53

Non-current liabilities 0.95 4.28 9.33 4.82 5.42

Total equity 260.97 256.19 266.93 260.65 247.11

1 Includes revenue from all sources including grants from portfolio agency and externally raised revenue.

11Overview

Table 5: Overview of individual terrestrial reserves in 2018–19

Operating cost

$000s

Capital expenditure

$000s1

External revenue

$000s2

Payment to traditional

owners $000s

Jointly managed national parks

Booderee National Park 8,065 530 2,089 516

Kakadu National Park 18,713 1,936 3,855 1,321

Uluṟu-Kata Tjuṯa National Park 15,411 439 9,496 2,172

Other Commonwealth terrestrial reserves

Australian National Botanic Gardens 7,873 855 1,134

Christmas Island National Park 4,364 575 1,559

Norfolk Island National Park and Botanic Garden 1,102 194 33

Pulu Keeling National Park 508 - 6

1 Includes assets recognised for the first time as part of the asset revaluation process.

2 External revenue represents total revenue from the income statement less grants from portfolio agency and assets recognised for the first time.

Overview of marine parks in 2018–19

The Marine Parks Branch spent $14.4 million during 2018–19. Expenditure to support park management included:

• Cooperative management arrangements with state and Commonwealth agencies,including compliance and field services

• Scientific research and monitoring activities

• Stakeholder (including Indigenous) engagement

• Staffing costs.

The Australian Government has provided $56.1 million over four years (from 2016–17 to 2020–21) to support the implementation of management arrangements for the expanded marine parks estate. To assist industries and communities transition to the new management arrangements, $35 million of this funding has been allocated to a fisheries assistance and user engagement package.

Organisational structure 3


About usParks Australia operates under a five branch structure, with the Parks Executive team comprising the Director of National Parks and five Assistant Secretaries. At 30 June 2019 these were Dr James Findlay, Mr Jason Mundy, Mr Karl Dyason, Ms Carlyn Waters, Dr Brant Smith and Dr Judy West.

The Director is assisted by staff of Parks Australia, a division of the Department of the Environment and Energy. In this report, reference to Parks Australia means the Director and Parks Australia staff. Figure 2 shows the Parks Australia organisation structure.

The Director of National Parks is responsible for managing the Heard Island and McDonald Islands Marine Reserve, but the Director has delegated all powers and functions under the EPBC Act to the Director of the Australian Antarctic Division.

Parks Australia underwent significant changes in 2018–19 that affected our organisational structure. A new structure was confirmed in April 2019, which split the three jointly managed parks (Kakadu, Booderee and Uluṟu-Kata Tjuṯa) into different branches. The changes also resulted in a new five branch structure compared to the four branch structure of 2017–18. This year the Director of National Parks also took part in the Operations and Corporate Change Project to merge our enabling services with the Department of the Environment and Energy. The outcomes of this project will support the Secretary of the Department and the Director to deliver more efficient and streamlined corporate services, while articulating mutual accountabilities in the management of safety, security, human and financial resources and improving the transparency of service costs.

15Organisational structure

Figure 2: Parks Australia organisational chart at 30 June 2019

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Senior Executive Staff

James FindlayDirector of National Parks

Dr James Findlay GAICD was appointed as Director of National Parks in 2018. His career spans more than 20 years in various senior government roles including international and domestic policy, industry regulation and scientific research mainly focussed on fisheries, land use, climate change and drought. Most recently, James was the Chief Executive Officer and Commissioner at the Australian Fisheries Management Authority where he worked closely with Australia’s commercial and recreational fishers, including fishing communities in the Torres Strait, and other marine stakeholders.

James holds a doctorate in marine science from the University of Tasmania and an undergraduate science degree with First Class Honours in zoology from the University of Queensland.

Jason MundyAssistant Secretary – Marine Parks Branch

Jason is responsible for the development, implementation and management of Australian Marine Parks.

From 2011 until January 2016, Jason was General Manager, Strategies Branch at the Australian Antarctic Division. Prior to that, he worked for the Department of Foreign Affairs and Trade on overseas postings in the Philippines and Thailand; and positions in Canberra, including Director, China Political and External Section. Jason also worked as a Senior Adviser in the Office of the Minister for Foreign Affairs and as a Senior Adviser in the International Division of the Department of the Prime Minister and Cabinet. He holds an MA (International Relations), a Graduate Diploma (Foreign Affairs and Trade) and completed his first degree, a Bachelor of Arts and Law (with First Class Honours in law), at the University of Tasmania.


Karl DyasonAssistant Secretary – Uluṟu and Island Parks Branch

Karl is responsible for the management of the National Parks at Uluṟu-Kata Tjuṯa, Christmas Island, Pulu Keeling and Norfolk Island. Karl has spent the past nine years working and living in remote communities in the Northern Territory, the last three years as Chief Executive Officer of the Bawinanga Aboriginal Corporation in Maningrida. Karl has had extensive experience in engaging with Indigenous communities, working with traditional owners, Art Centre’s, Ranger Groups and other stakeholder to achieve social, economic, health and environmental outcomes for Indigenous people.

In the past Karl has worked in senior positions for both the Northern Territory and Australian Governments in a range of roles including community development, business management, accounting, system implementation, strategic planning and corporate services.

Carlyn WatersAssistant Secretary – Booderee and Business Services Branch

Carlyn oversees Parks Australia’s enabling services including visitor experiences, legal advice, human resources, learning and development, media and marketing, finance and asset management, security and property services; whilst managing Booderee National Park, a park jointly managed by the Wreck Bay Aboriginal Community Council and the Director of National Parks.

Carlyn has over 20 years’ experience working in Aboriginal and Torres Strait Islander affairs at local, state and national levels and is committed to supporting employment, education and economic opportunities for Indigenous people. She is experienced in managing large, geographically dispersed multidisciplinary teams throughout Australia and delivering on national policy initiatives and programs.

She holds a MA (Indigenous Social Policy), a Graduate Certificate in Business (Public Sector Management) and a Bachelor of Business in Public Relations and Organisation Communication.


Brant SmithAssistant Secretary – Kakadu and Strategic Priorities Branch

Brant is responsible for Kakadu National Park and strategic priorities across the jointly managed national parks – Kakadu, Uluṟu-Kata Tjuṯa and Booderee.

Brant’s 17-year career across the Commonwealth includes senior government roles in biosecurity, quarantine, public sector innovation, agriculture and environmental advice to Cabinet. He has also worked in Indigenous employment, economic development and environmental issues (including working on-country and Indigenous protected areas management), risk and assurance, and program management in Indigenous Affairs. Before joining Government, Brant worked as a large animal veterinarian at Myrtleford, Moruya and the University of Sydney cattle unit in Camden. Brant has a Masters in Veterinary Public Health and Management and a Bachelor of Veterinary Science, both from the University of Sydney.

Judy West AOAssistant Secretary – ANBG, Partnerships and Science Branch

As Executive Director of the Australian National Botanic Gardens, Judy provides direction and leadership for this national institution. She is also responsible for developing and implementing a program of Parks Partnerships and oversight of Science Policy for Parks Australia.

Judy has more than 30 years’ experience in scientific research and policy as a research scientist in CSIRO Plant Industry and Director of the Centre for Australian National Biodiversity Research and the Australian National Herbarium. She holds an adjunct professorial position at the Australian National University. For her contributions to Australian plant systematics and Australia’s Virtual Herbarium, she was awarded the Nancy Burbidge Memorial Medal in 2001 and an Order of Australia in 2003. Judy’s scientific expertise is in plant systematics and phylogenetics, biodiversity informatics and conservation biology. Using her skills developing partnerships that link science and policy, Judy is building an active science and knowledge-management network in Parks Australia.


Boards of ManagementBooderee, Kakadu and Uluṟu-Kata Tjuṯa National Parks are managed jointly by the Director and traditional Aboriginal owners in accordance with the EPBC Act. Each park has a board of management established under the Act, with a majority of Indigenous members who are nominated by the Aboriginal owners. Board members at 30 June 2019 are listed in Table 6, Table 7, and Table 8.

Booderee National Park Board of ManagementClive FreemanChair – Booderee National Park Board of Management

Artist and activist Clive Freeman is a traditional owner of Wreck Bay in Booderee National Park on the NSW South Coast. Clive is deeply connected to Yuin Country, but also Eora and Wiradjuri through his family heritage. Clive’s formal education in environmental science at the University of Wollongong informs his engagement with archaeological science and rock art research. His artistic works have been featured in SBS’s Colour Theory TV series. He is a former artist-in-residence at the NSW Gallery, the former coordinator of Aboriginal Interpretation Programs at Sydney Living Museums’ and is one of the founders of the ongoing ‘Country’ project on exhibition at the Venice Biennale. Like his family’s totem, the wonga pigeon, Clive has a distinctive voice. His varied work sets out to share Aboriginal stories of connection so that all Australians can reconnect with Aboriginal history.

Table 6: Booderee National Park Board of Management membership

Chair Mr Clive Freeman (traditional owner nominee)

Members Ms Annette Brown (traditional owner nominee)

Mr Jeffrey McLeod (traditional owner nominee)

Mr Thomas Brown Sr (traditional owner nominee)

Mrs Julie Freeman (traditional owner nominee)

Ms Beverley Ardler (traditional owner nominee)

Position Vacant (traditional owner nominee)

Position Vacant (Ecotourism expert)

Position Vacant (Commanding Officer HMAS Creswell)

Mr Christoph Baseler (Regional Australia)

Position Vacant (Conservation science expert)

Dr James Findlay (Director of National Parks)


Kakadu Board of ManagementMaria LeeChair – Kakadu National Park Board of Management

Maria Lee has been actively involved with the Kakadu Board of Management since 2011. In recent years, Maria has taken on the challenging role of Chairperson for the Kakadu Board with a strong commitment to ensuring the voice of traditional owners is heard on matters affecting their country. As Chairperson, Maria embraces the responsibility and commitment to work at achieving balance between Bininj and non-Bininj ways in the joint management of Kakadu.

Maria lives at Kybrook Farm just outside of Pine Creek and is actively involved in maintaining a community that is free from the negative effects of alcohol and substance abuse. Maria is often involved in the various community programs that are available and strives to provide a safe and happy environment for the children within the community. Maria is a member of the Jawoyn Association and Werenbun Aboriginal Corporation.

Table 7: Kakadu Board of Management membership

Chair Ms Maria Lee (traditional owner nominee)

Members Mr Ryan Barrowei (traditional owner nominee)

Mr Alfred Nayinggul (traditional owner nominee)

Ms Mai Katona (traditional owner nominee)

Mr Sampson Henry (traditional owner nominee)

Mr Jeffrey Lee (traditional owner nominee)

Mr Jonathan Nadji (traditional owner nominee)

Mr Michael Bangalang (traditional owner nominee)

Ms Yvonne Margarula (traditional owner nominee)

Ms Bessie Coleman (traditional owner nominee)

Ms Kathleen Noonan (Tourism Representative)


Dr Brant Smith (Assistant Secretary, Kakadu and Strategic Priorities Branch)

Mr Alastair Shields (Northern Territory Government nominee)

Prof Michael Douglas (Nature conservation expert)


Uluṟu-Kata Tjuṯa Board of ManagementSammy Wilson Chair – Uluṟu-Kata Tjuṯa Board of Management

Sammy Wilson is a Yankunytjatjara man, born and raised on the Yankunytjatjara Pitjantjatjara Ngaanyatjarra Lands of Central Australia. He is the first-born grandson of Paddy Uluṟu, the senior traditional custodian of Uluṟu throughout the fight for land rights in the 1970s. Sammy lives in the local community of Muṯitjulu.

A member of the Board of Management since 2008 and Chair since 2014, he is also Chair of the Central Land Council Executive and a Director of the Muṯitjulu Community Aboriginal Corporation.

Sammy has been working as a tour guide at Uluṟu for over 15 years operating his own business–Uluṟu Family Tours. Sammy’s driving passion is to see the cultural practices of his ancestors maintained.

Table 8: Uluṟu-Kata Tjuṯa Board of Management membership

Chair Mr Sammy Wilson (traditional owner nominee)

Members Mr Stephen Clyne (traditional owner nominee)

Mr Harry Wilson (traditional owner nominee)

Mr Vincent Nipper (traditional owner nominee)

Ms Yuka Trigger (traditional owner nominee)

Ms Daisy Walkabout (traditional owner nominee)

Ms Kunbry Pei Pei (traditional owner nominee)

Ms Rene Kulitja (traditional owner nominee)

Mr John King (Minister for Tourism nominee)

Dr Sue Jackson (Minister for the Environment nominee)

Position Vacant (Northern Territory Government nominee)


22 Director of National Parks | Annual Report 2018–1922 Director of National Parks | Annual Report 2018–19

Seed conservation and capacity building by the Australian National Botanic Gardens Plant conservation work on Australia’s Island Territories presents unique challenges. Many of the rare species are endemic to the islands and do not occur on the Australian mainland, hence, every endemic island species must go through stringent import and biosecurity assessments.

This year the Australian National Botanic Gardens’ National Seed Bank and Living Collections collaborated with the Norfolk Island National Park, with funding from the Australian Seed Bank Partnership, to secure ex situ collections of rare, threatened and significant plants of Norfolk Island.

Local expertise on Norfolk Island was invaluable for guiding staff and volunteers to locate species and schedule collecting trips when plants were fruiting. The seed of nine species was secured, despite drought conditions experienced across Norfolk Island this year. Our partnership with the Millennium Seed Bank then enabled us to ship seed collections directly to their world-class storage facility in the United Kingdom.

CASE STUDY 1

Despite years of monitoring, some rare target species have not produced adequate seed for collection. However, these species can still be conserved ex situ by propagating from cuttings of living vegetative material. Cuttings were collected from two species this year to be grown by the Living Collections team at the Australian National Botanic Gardens. The cuttings underwent three months of disease screening in CSIRO specialist quarantine facilities prior to release, with assistance from the Centre for Australian National Biodiversity Research. Parks Australia is exploring opportunities to display these rare plants in the new Ian Potter National Conservatory at the Australian National Botanic Gardens.

These collecting and conservation projects have inspired new research collaborations in support of Norfolk Island plant conservation. A PhD student from the University of Queensland is investigating plant recruitment barriers and interactions with invasive species in a project led by the National Environmental Science Program with funding support from the Friends of the Australian National Botanic Gardens. DNA samples collected by Millennium Seed Bank staff can be used for future evolutionary studies to identify the relatives of these unique species.

Parks Australia will continue to look for opportunities to secure all of Norfolk Islands’ 45 EPBC listed plant species in ex situ conservation, while continuing to research the biology, ecology and horticulture of these unique species. Mark Scott and Tom North bagging seeds of the Critically Endangered Norfolk Island Melicytus (Melicytus latifolius).

(Image: Leigh Murray).

Cuttings of Critically Endangered Mountain Procris (Elatostema montanum) and Clematis creeper (Clematis dubia) growing in specialised tunnels set up by ANBG nursery staff to assist the species to establish during quarantine screening at CSIRO. (Image: Peter Bredell).

23Vision, values and approach 23

CASE STUDY 1

Despite years of monitoring, some rare target species have not produced adequate seed for collection. However, these species can still be conserved ex situ by propagating from cuttings of living vegetative material. Cuttings were collected from two species this year to be grown by the Living Collections team at the Australian National Botanic Gardens. The cuttings underwent three months of disease screening in CSIRO specialist quarantine facilities prior to release, with assistance from the Centre for Australian National Biodiversity Research. Parks Australia is exploring opportunities to display these rare plants in the new Ian Potter National Conservatory at the Australian National Botanic Gardens.

These collecting and conservation projects have inspired new research collaborations in support of Norfolk Island plant conservation. A PhD student from the University of Queensland is investigating plant recruitment barriers and interactions with invasive species in a project led by the National Environmental Science Program with funding support from the Friends of the Australian National Botanic Gardens. DNA samples collected by Millennium Seed Bank staff can be used for future evolutionary studies to identify the relatives of these unique species.

Parks Australia will continue to look for opportunities to secure all of Norfolk Islands’ 45 EPBC listed plant species in ex situ conservation, while continuing to research the biology, ecology and horticulture of these unique species. Mark Scott and Tom North bagging seeds of the Critically Endangered Norfolk Island Melicytus (Melicytus latifolius).

(Image: Leigh Murray).

Cuttings of Critically Endangered Mountain Procris (Elatostema montanum) and Clematis creeper (Clematis dubia) growing in specialised tunnels set up by ANBG nursery staff to assist the species to establish during quarantine screening at CSIRO. (Image: Peter Bredell).

Organisational structure

Annual Performance Statement 4


Annual Performance Statement Section 39 of the Public Governance, Performance and Accountability Act 2013 (PGPA Act) requires Commonwealth entities prepare an annual performance statement as part of their annual report. The intention is to provide a clear link between the planned and actual non-financial performance for the financial year; as outlined in the Environment and Energy Portfolio Budget Statements 2018–19 (PBS) and the Director of National Parks Corporate Plan 2018–2022.

Chapter 6 presents our 2018–19 financial performance information.

Introductory statementI, James Findlay, as the accountable authority of Director of National Parks, present the 2018–19 annual performance statements of the Director of National Parks, as required under paragraph 39(1)(a) of the Public Governance, Performance and Accountability Act 2013. In my opinion, these annual performance statements are based on properly maintained records, accurately reflect the performance of the entity, and comply with subsection 39(2) of the Act.


In line with section 17(2)(b) of the Public Governance, Performance and Accountability Rule 2014 (PGPA Rule), on 11 September 2019 the Portfolio Audit Committee (the Committee) reviewed the Director of National Parks’ draft Annual Performance Statement (non-financial reporting). The PGPA Rule requires that the Committee be confident that the information provided is generally accurate and based on sound processes. On 20 September 2019 the Committee endorsed the draft Annual Performance Statement as appropriate performance reporting under the PGPA Act and Rule.

27Annual Performance Statement

Portfolio Budget Statements 2018–19The Director of National Parks appears in the Department’s 2018–19 Portfolio Budget Statements (PBS). Outcome 1 of the Department’s PBS is:

Conserve, protect and sustainably manage Australia’s biodiversity, ecosystems, environment and heritage through research, information management, supporting natural resource management, establishing and managing Commonwealth protected areas, and reducing and regulating the use of pollutants and hazardous substances.

The Director’s contribution to meeting the Department’s Outcome 1 is:

Management of Commonwealth reserves as outstanding natural places that enhance Australia’s well-being through the protection and conservation of their natural and cultural values, supporting the aspirations of Aboriginal and Torres Strait Islander people in managing their traditional land and sea country, and offering world class natural and cultural visitor experiences.

The purposes of our program described in the PBS are to provide:

• Resilient places and ecosystems: to protect and conserve the natural and culturalvalues of Commonwealth reserves.

• Multiple benefits to traditional owners and local communities: to support theaspirations of traditional owners in managing their land and sea country.

• Amazing destinations: to offer world class natural and cultural experiences, enhancingAustralia’s visitor economy.

Corporate Plan 2018–2022The Director of National Parks Corporate Plan 2018–2022 was prepared in accordance with the PGPA Rule and paragraph 35(1)(b) of the PGPA Act.

The corporate plan is the primary planning document of Parks Australia, and provides details on the corporate priorities and result areas for the 2018–19 reporting period. It incorporates the purposes, key performance criteria and deliverables under the Portfolio Budget Statements, and is supported by systems and processes to monitor and report achievements.

The corporate plan includes our three purposes (see Table 9), and features cross cutting activities that contribute to more than one of our goals. The four ‘ways of working’ described in Table 2 set out how we will achieve our goals.

Our corporate plan is available at: www.environment.gov.au/topics/national-parks/parks-australia/publications.

http://www.environment.gov.au/topics/national-parks/parks-australia/publications


Operating environmentOur estate is vast, diverse and remote with dynamic country and culture. As such it is influenced by a range of internal and external factors.

External factors: • Operating in remote natural areas often presents specific safety and logistical challenges

in delivering our programs.

• Our work strives to enhance the social and economic well-being of Indigenous peoplein a joint management context. We respect the cultural and spiritual responsibilities ofthe traditional owners of the land and sea we manage together, and are focussed onmaintaining our strong relationships with them to protect the natural and cultural valuesof country.

• There remains continuous pressure on Australia’s terrestrial biodiversity from landuse change, habitat degradation and invasive species. Management challenges andthreats also persist for marine biodiversity, such as pollution, marine debris, andunregulated fishing.

• A changing climate also exacerbates existing threats and introduces new challenges formanaging ecosystems. While these factors provide a fluctuating operating environment,threat mitigation and climate change adaptation are important priorities for ParksAustralia moving forward.

• Responding to government priorities and community expectations remains a focus forour organisation, as many of our programs are long-term and outcomes may take manyyears to fully realise.

• Investment of public funds in our reserves must be accountable through improvementsthat react to the motivation and demands of visitors to our parks.


Internal factors:• In this financial year, Parks Australia transitioned to active management of the largest

representative network of marine parks in the world. This step required a program ofdiscovery and innovation to improve our capability, while striving for effective remotemanagement in partnership with marine users and traditional owners.

• Similarly, we have taken steps to improve our Information Communication andTechnology capabilities to support our purposes, and to keep pace with the changingneeds of our organisation. This will be a focus in the coming years.

• A proactive approach to risk management and a shared responsibility for Work Healthand Safety (WHS) are vital to how we manage the well-being of our staff, contractorsand visitors in our places. Fully implementing policies, safe operating procedures, and animproved WHS management system (and ensuring our staff have guidance and capacityto do this) are ongoing priorities.

• This year the Director of National Parks took part in the Operations and CorporateChange Project to merge enabling services with the Department of the Environmentand Energy. The outcomes of this project will support the Secretary of the Departmentand the Director to deliver more efficient and streamlined corporate services, whilearticulating mutual accountabilities in the management of safety, security, human andfinancial resources and improving the transparency of service costs.

• Parks Australia relies on high quality science to make the best decisions we cantowards improving and enriching the values of our parks. The Parks Australia ScienceDirection Statement 2018-2022 will be used to guide science activities that directlyinform management of the natural, cultural, heritage and socio-economic values ofour reserves.

• We continue to pursue collaborative ways of working with Indigenous communitiesthat improve livelihoods; that enable traditional owners to contribute to reservemanagement; and that facilitate the intergenerational transfer of knowledge in parkwork. One such way is through the development and implementation of our IndigenousEmployment Pathways Project.

• Delivering quality and timely programs in a consistent and efficient way in an operatingenvironment where costs are increasing is an ongoing challenge.


Performance against purposes and criteriaTable 9 summarises the Director of National Parks Performance Framework. This framework sets the line of sight between what was intended (through the Portfolio Budget Statements and our Corporate Plan), and what was delivered (this Annual Performance Statement).

Our corporate plan links our purposes to both our performance criteria and our corporate actions. Performance criteria are reported on in this chapter, and corporate actions are reported on in Appendix A.

The Director has considered the relative benefits and costs involved as to the level which performance criteria are reported in this annual performance statement.

Table 9: Summary of the DNP Performance Reporting Framework for 2018–19

Portf

olio

Bud

get

Stat

emen

ts

Outcome 1: Management of Commonwealth reserves as outstanding natural places that enhance Australia’s well-being through the protection and conservation of their natural and cultural values, supporting the aspirations of Aboriginal and Torres Strait Islander people in managing their traditional land and sea country, and offering world class natural and cultural visitor experiences

Program 1.1: Parks and Reserves: healthy and resilient parks, gardens and marine parks, protecting nature and culture and valued by the community now and into the future.

Corp

orat

e Pl

an

Purpose 1: RESILIENT PLACES AND ECOSYSTEMS

Purpose 2: MULTIPLE BENEFITS TO TRADITIONAL OWNERS

AND LOCAL COMMUNITIES

Purpose 3: AMAZING

DESTINATIONS

Annu

al P

erfo

rman

ce S

tate

men

t

Populations of threatened and significant species

are increasingPage 31

Increase in numbers of Indigenous staff and/or

contractors directly or indirectly providing park services

Page 43

Maintain or improve the level of visitor satisfaction

and number of visitorsPage 49


Page 34

Enhance level of active management of marine

reserves andengagement of users and stakeholders

Page 36

Increase the knowledge base for long term

adaptive management of the marine parks

Page 37


Purpose 1:

RESILIENT PLACES AND ECOSYSTEMSTo protect and conserve the natural and cultural values of Commonwealth reserves

Performance criterion

Populations of threatened and significant species are increasing

TargetIncrease in populations of prioritised threatened and significant species

Source• Director of National Parks Corporate Plan 2018–2022• 2018–19 Portfolio Budget Statements - Department of the

Environment and Energy (p.221)

ResultTarget not achieved.

To evaluate our performance against this criterion, threatened species reporting has been assessed via a central team since 2015 in order to apply a consistent approach across all terrestrial reserves. To measure our performance against this target, we quantify the proportion of species being monitored for population trends; the proportion of species with targeted recovery actions; and the proportion of species with either ‘increasing or stable’, ‘decreasing’ or ‘unknown’ population trends.

The proportion of species that are monitored for trend has reduced slightly from 46 per cent to 44 per cent since 2017–18 (see Figure 3). The reason for this change is complex. This year there were a number of species across our parks whose monitoring status has changed; either moving from being monitored with a reportable trend to not monitored, or the reverse with new monitoring programs being implemented. For example, a number of migratory shorebirds in Kakadu and three recently reintroduced mammals in Booderee, were unable to be monitored in 2018–19 in a way that can produce trend data. Conversely, an additional eight fauna species in Kakadu are now being monitored with the implementation of a new top-end fauna survey program, as well as one in Uluṟu-Kata Tjuṯa with the recommencement of the mala survey program.

The proportion of threatened species that are targeted by recovery actions has remained relatively stable over the past three years, and sits at 73 per cent in 2018–19 (see Figure 3).


Figure 3: Trends in management and monitoring of threatened species—proportion of populations targeted by recovery actions and proportion of populations monitored for trends

The proportion of threatened species with ‘stable or increasing’ population trends has reduced slightly from 37 per cent to 34 per cent since 2017–18 (though still above the 2016–17 result of 30 per cent) (see Figure 4). This change can be attributed to a number of species moving from ‘stable’ trends to ‘unknown’ trends, due to resourcing issues limiting monitoring programs. Such species include the golden whistler and scarlet robin at Norfolk Island, and the flatback turtle at Kakadu, last surveyed and reported as stable in 2016 and 2017 respectively. Also contributing to these results is the Cocos buff-banded rail on Pulu Keeling moving from ‘stable’ to a ‘decreasing’ trend; the reason for this will be investigated through research and monitoring commencing in 2019.

The proportion of threatened species with ‘decreasing trends’ has also reduced, from 9 per cent to 3 per cent. However, as stated, this drop is due to a number of species no longer being monitored moving from ‘decreasing ‘to ‘unknown’ trends. As such the proportion of threatened species with ‘unknown trends’ has increased from 54 per cent to 63 per cent.

Despite the level of management effort towards recovering threatened species being maintained for a number of years, the result for this target has not been achieved. Considering that monitoring effort declined in 2018–19 due to resourcing constraints, this may be a reflection of data deficiency rather than representing actual declines in population trends.

64%

73% 72% 73%

31%

51%46% 44%

0

15

30

45

60

75

90

2015–16 2016–17 2017–18 2018–19

Perc

enta

ge o

f tot

al th

reat

ened

spe

cies

% targeted by recovery actions % monitored for trends


Figure 4: Population trends for threatened species—proportion of populations increasing or stable trend; decreasing trend; and unknown trend

Definitions:

• ‘Prioritised threatened and significant species’ are defined as all EPBC listed threatenedspecies with known populations being supported within parks, including seasonalmigratory species. Species categorised as ‘vagrant or occasional visitor’ or ‘presumedno longer extant’ have been excluded. In 2018–19, there were 131 populations ofEPBC listed threatened species within Commonwealth parks. Populations of speciesare reported rather than number of species as some threatened species have separatepopulations in multiple parks.

• ‘Monitored for trends’ is defined as either being monitored through a formal sampling-based monitoring program or being assessed for trend through expert assessment.Monitoring and assessment that can only provide distribution or other non-trend data isnot included.

• ‘Targeted by recovery actions’ are defined as the species that benefit from recoveryactions undertaken on park, whether those actions are targeted species-specificactions, or actions that address widespread threats to a number of species (e.g. firemanagement, weed control, feral animal control).

Source of data: Park level monitoring programs.

69%

49% 54%63%

15%

30%37%

34%

16% 21%9%

3%

0

20

40

60

80

100

2015 –16 2016 –17 2017 –18 2018 –19

Prop

ortio

n of

mon

itore

d th

reat

ened

spe

cies

% unknown trend % increasing or stable trend % decreasing trend




Target Decrease in size of populations of prioritised invasive species




To evaluate our performance against this criterion, invasive species reporting has been assessed via a central team since 2015 in order to apply a consistent approach across all terrestrial reserves. To measure our performance against this target, we quantify the proportion of invasive species being monitored for population trends; the proportion of species with targeted control actions; and the proportion of species with either ‘decreasing or stable’, ‘increasing’ or ‘unknown’ population trends.

The proportion of invasive species that are monitored for trends has risen from 21 per cent to 35 per cent since 2017–18 (see Figure 5). This improvement is largely due to an increase in the number of invasive species monitored for trends in Kakadu National Park; with 14 species monitored in 2018–19 up from six species in 2017–18.

Figure 5: Trends in management and monitoring of invasive species—proportion of populations targeted by control actions and proportion of populations monitored for trends

32%

60%65%

47%

25% 28%21%

35%

0

15

30

45

60

75

2015 –16 2016 –17 2017–18 2018 –19

Perc

enta

ge o

f tot

al in

vasiv

e sp

ecie

s

% targeted by control actions % monitored for trends


The proportion of invasive species that are targeted by control actions has reduced from 65 per cent to 47 per cent since 2017–18 (see Figure 5). This change is largely explained by a reduction in weed control actions in Christmas Island National Park, with only 6 species controlled in 2018–19, down from 26 species in 2017–18. Christmas Island National Park is currently working on a Weed Management Strategy which, when implemented, will improve this situation.

The proportion of priority invasive species with ‘decreasing or stable’ population trends has reduced slightly from 17 per cent to 15 per cent since 2017–18 (see Figure 6). Contributing to this reduction are two species in Uluṟu (Buffel Grass and the European Rabbit), which were not subject to monitoring in 2018–19 and so moved to ‘unknown trend’.

The proportion of invasive species that have an ‘increasing trend’ have risen from 4 per cent to 20 per cent. This is in part due to the greater level of monitoring undertaken in Kakadu, with a number of species moving from ‘unknown trend’ to ‘increasing trend’. These include a number of weed species likely responding to reduced control activities in 2017–18. Additionally, a number of vertebrate herbivores at Kakadu moved to ‘increasing trend’ likely due to reduced vertebrate control in 2017–18, and the 2018–19 vertebrate control operations having to be discontinued due to a helicopter incident.

Figure 6: Population trends for invasive species—proportion of populations with decreasing or stable trend; increasing trend; or unknown trend

75% 72%79%

65%

5% 4%

0

20

40

60

80

100

2015 –16 2016 –17 2017 –18 2018 –19

Prop

ortio

n of

mon

itore

d in

vasiv

e sp

ecie

s

% unknown trend % stable or decreasing trend % increasing trend

15%

20%17%23%14%

5%


Definitions:

• ‘Priority invasive species’ are defined as the list of invasive species that have beenidentified by park based Natural Resource Managers as species of managementconcern. Invasive species present, but not of concern are excluded. In 2018–19 therewere 81 invasive species of concern within parks.

• ‘Monitored for trends’ is defined as either being monitored through a formal sampling-based monitoring program or being assessed for trend through expert assessment.Monitoring and assessment that can only provide distribution or other non-trend data isnot included.

• ‘Targeted by control actions’ are defined as the species that are subject to controlactions undertaken on park, including for example herbicide or pesticide application andferal trapping or culling.

Source of data: Park level monitoring programs.


Enhance level of active management of marine reserves and engagement of users and stakeholders

TargetNew management plans for Commonwealth marine parks in effect and consultative arrangements established



ResultTarget achieved.

Our target for this performance criterion was for all Marine Park Networks to have management plans in effect, and consultative arrangements established.

At 30 June 2019, 100 per cent of the management plans for our six Marine Park Networks are registered on the Federal Register of Legislation, and six Australian Marine Park Advisory Committees have been established for the Coral Sea Marine Park and Temperate East, South-east, South-west, North-west and North Marine Park Networks. These arrangements allow us to actively protect natural and cultural values in our Marine Parks, and are key elements in implementing effective remote management.

Source of data: Federal Register of Legislative Instruments, Marine Park Advisory Committee SPIRE records.



Increase the knowledge base for long term adaptive management of the marine reserves

Target Increase in the number of marine reserves long-term monitoring sites




Our aim for 2018–19 was to increase the knowledge base of marine parks for adaptive and effective park management through our target of increasing the number of long term monitoring sites.

Long-term monitoring sites include all sites that have two or more data points in time, and form part of datasets to establish time series trends about park values and pressures. Established baselines and sites are located in Geographe, Great Australian Bight, Cod Grounds, Solitary Islands, Tasman Fracture, Freycinet, Oceanic Shoals, Coral Sea, Ashmore Reef, Mermaid Reef, Lord Howe, Flinders, Huon, Gulf of Carpentaria, Wessel, Arafura, Arnhem, West Cape York, Perth Canyon, Shark Bay, Gascoyne, Argo-Rowley and Kimberley marine parks.

While no new long-term monitoring sites were established in 2018–19 beyond the existing 35 sites, additional baseline information was progressively collected in a range of these sites. This includes work undertaken in Montebello, Ningaloo, and Western Eyre marine parks in close partnership with state and scientific organisations. As part of building baselines, a range of new biophysical measures (including habitat type and abundance of fish, invertebrates and seabirds) were monitored.

This monitoring has improved the knowledge base of the marine parks, and will over time, help to support an evidence-based approach to long term management.

Source of data: Number of long-term monitoring sites and baseline data.


Analysis of performance

Our first purpose is to protect and conserve the natural values and living culture of our parks and, where appropriate, restore the health and integrity of these values. In our terrestrial parks we aim to meet this purpose through monitoring programs, as well as through recovery and control actions for threatened and invasive species. In our marine parks we aim to meet our purpose by ensuring we have management plans and advisory committees in place, and by collecting baseline information.

Our performance against this purpose was undertaken in the context of a complex nation-wide operating environment that is influenced by many factors. For example, the State of the Environment Report 2016 confirms that mammal populations have continued to decline across northern Australia, and that our biodiversity faces a complexity of threats such as invasive species, habitat loss and climate change. This context should be acknowledged in considering Parks Australia’s performance for our resilient ecosystems purpose.

Additionally, a proportion of the monitoring programs we utilise to detect changes in populations of threatened and invasive species are not always long term; may conclude without an available alternative; or are affected by the unique challenges we face when working in remote areas. This was the case for feral animal control activities in Kakadu National Park which were affected by grounding of helicopter activity due to an incident in May 2019. Further information about our species monitoring projects can be found in Appendix A.

Increasing resource constraints during 2018–19 also challenged our capacity to realise all of our natural resource management aims. However, we remain focussed on improving our efficiency, such as through the implementation of the threatened flora prioritisation tool. This tool has helped to prioritise resource allocations that support threatened flora species management actions, such as the propagation of five critically endangered plant species for population enhancement Norfolk Island National Park.

It should also be noted that ecological outcomes from our programs may not be fully realised for many years, with management activities requiring continual action in conjunction with traditional knowledge to deliver an enduring return on our investments. Our focus on conserving large scale ecosystems over time is expected to have flow on effects that further protect and conserve the natural values of our protected areas. For example, the transition to active management of our 58 marine parks will require committed partnerships and innovation to protect these vast areas into the future.


Advisory Committees operational in Australian Marine ParksAchieving the world-class management vision set for Australian Marine Parks requires strong engagement and collaborative management with marine park users and stakeholders.

To build these relationships, Parks Australia has established six Australian Marine Parks advisory committees – one for each of the six Australian Marine Park management regions. The committees bring together a wealth of knowledge and expertise across a range of topics relevant to marine park management, including tourism, fishing, sea country, marine transport, science, conservation, governance, communications and engagement.

Members draw on these skills and their understanding of regional needs and opportunities to provide advice and guidance on the development, delivery and evaluation of Australian Marine Park management programs and actions. Members work within their regional communities to help raise awareness and understanding of the marine parks. They also identify opportunities to strengthen broader stakeholder participation in management activities.

The establishment of these committees represents a significant milestone in delivering our vision of healthy, resilient and well-managed marine parks that provide benefits for all Australians.

CASE STUDY 2

Members of the inaugural North Marine Parks Advisory Committee meeting on 12 June 2019. (Image: Parks Australia).

Annual Performance Statement


Reptile breeding and soft release on Christmas Island

In 2009 and 2010, the Christmas Island blue tailed skink, was saved from extinction by rangers of Christmas Island National Park who trekked into the most remote parts of the jungle looking for the few remaining specimens. The skinks, once widespread across the island, had disappeared from all but these remote areas. The cause of their rapid decline is thought to have been from the combined pressures of invasive predators and competitors such as the Asian wolf snake, centipedes, cats, yellow crazy ants and introduced geckos. In January 2014 the species was listed as Critically Endangered and is now thought to exist only in captivity.

A captive breeding program was established on island, and in 2011 the Director of National Parks entered into a partnership with Taronga Zoo to establish an insurance population. Almost 10 years, on and after much hard work, we now have a healthy population of over 1500 skinks in captivity on Christmas Island and 400 at Taronga Zoo.

Recently, Parks Australia staff at Christmas Island National Park started to look towards options beyond captive breeding. So called ‘soft release’ sites are commonly used for other species which cannot be released into the wild due to their key threatening processes being difficult to manage. Following one failed attempt we now have a built-for-purpose soft release site that is allowing our skinks to live a natural life without risk of predation. From an initial second release of 170 animals in August 2018, we now have an estimated population of more than 300 at the site with no signs of breeding slowing down. Following this success, we are now constructing our second soft release site within another rehabilitated mine site.

CASE STUDY 3

Blue tailed skink exclosure on Christmas Island. (Image: Parks Australia).

Blue tailed skink. (Image: Parks Australia).


Seamounts sea voyage – deep-sea corals living in the darkScience is essential to management of Australian Marine Parks. In the 2018–19 financial year, Parks Australia invested around $1 million in 17 research projects to build our knowledge across all Networks.

As part of our ongoing commitment to evidence based decision making, Parks Australia managers worked in partnership with 43 scientists on board the research vessel Investigator to conduct the ‘Seamounts Corals Survey’ south of Tasmania during November and December 2018. Seamounts in this area are underwater mountains that rise several hundred metres above the seafloor.

Despite their height, summits remain 700 to 1500 metres below the sea surface. Many of the seamounts surveyed occur within the Huon and Tasman Fracture Marine Parks at depths where there is little light.

Despite the lack of light, these seamounts are home to some of the world’s most biologically diverse coral communities including fragile, and slow growing, black corals.

The voyage surveyed more than 200 kilometres of sea floor, yielding 300 hours of video footage, 60,000 images, and 20,000 biological specimens. Over 200 of the taxa collected are undescribed and others are new discoveries in Australia.

CASE STUDY 4

Cluster of seamounts in Huon Marine Park. (Image: Marine National Facility/CSIRO).



CASE STUDY 4 continued

More than one million people were reached through daily blogs, news and social media. As a first for the ship, deep-sea footage of the Huon Marine Park was streamed live around the world to share the science in real-time.

Based on the data collected during the survey, scientists will soon report on what changes have occurred on these seamounts over the past decade. Early indications are that there are some small signs of change but that continued recovery from historical bottom trawling will require protection over many decades.

An important finding was that living coral reefs extended to raised ridges between the seamounts down to about 1,450 metres. This means there is more of this important coral habitat in the Huon and Tasman Fracture marine parks than previously thought.

This voyage was possible through a partnership between CSIRO, the Marine National Facility, the National Environmental Science Program Marine Biodiversity Hub, various universities, museums and Parks Australia.

For more details of the voyage please visit: www.nespmarine.edu.au/seamounts/landing-page

Research Vessel Investigator. (Image: Marine National Facility/CSIRO).

https://www.nespmarine.edu.au/seamounts/landing-page


Purpose 2:

MULTIPLE BENEFITS FOR TRADITIONAL OWNERS AND LOCAL COMMUNITIESTo support the aspirations of traditional owners and local communities in managing land and sea country


Increase in numbers of Indigenous staff and/or contractors directly or indirectly providing park services

Targets1. Increase in numbers of Indigenous staff2. Increase in value of services provided by Indigenous providers



ResultTarget 1 achieved.

On-park Indigenous employment is a priority for the Director of National Parks and the traditional owners in each jointly managed park. In 2018–19, 215 or 34.5 per cent of Parks Australia employees (including casuals) identified as Aboriginal or Torres Strait Islander. This represents a 17 person increase in the number of Indigenous staff when compared to 2017–18 (198 staff) and previous years. While the total percentage of Indigenous staff is slightly lower than 2017–18 (36 per cent), this is due to an overall increase in the Parks Australia employee headcount. As such, this year we have met our target to increase our number of Indigenous staff.

The improved Indigenous employment rate is mostly due to a significant increase in casual employment opportunities on the jointly managed parks. This provides a career pathway for traditional owners to develop the relevant skills to transition to permanent employment.

Target 2 achieved.

In 2018–19 we continued to use our purchasing power to generate economic activity for Indigenous people and traditional owners. In addition to the Indigenous employees and contractors directly employed by Parks Australia, the Director of National Parks engaged numerous Indigenous contractors.

This financial year, we established 66 contracts with 39 Indigenous suppliers totalling approximately $2.86 million (GST inclusive). This marks a 224 per cent ($1.58 million) increase in the services provided by Indigenous providers when compared to 2017–18. This increase is due in part to the establishment of new service agreements with the Wreck Bay Aboriginal Community Council of Booderee National Park that will span over multiple years.

Details of 2018–19 Indigenous procurements by the Director of National Parks are reported as part of the Department’s portfolio-wide reporting available at:www.environment.gov.au/about-us/accountability-reporting/annual-reports

Source of data: Indigenous Procurement Register data.

Indigenous Chef Mark Olive put on a cooking demonstration at the Bowali Visitor Centre during theTaste of Kakadu Festival. (Image: Parks Australia).

At our jointly managed parks we have generally higher rates of employees who identify as being an Indigenous Australian. Additionally, the rates at our jointly managed parks (with the exception of Uluṟu-Kata Tjuṯa) have increased this year. At Kakadu and Booderee National Parks, 68.3 and 77.2 per cent of employees identify as Indigenous respectively. This is an increase of 8.4 per cent (12 employees) at Kakadu National Park, and 5.6 per cent (6 employees) at Booderee National Park compared to 2017–18.

At Uluṟu-Kata Tjuṯa National Park, the total Indigenous employment rate is lower than the other jointly managed parks at 23 per cent (12 employees), and has decreased by 5 per cent (2 employees) when compared to 2017–18. Contributing to the overall decrease in percentage of Indigenous staff at Uluṟu was an increase in the park’s headcount (by four non-Indigenous staff). While Indigenous staff positions at the park have decreased, 52 members of the Muṯitjulu community at Uluṟu-Kata Tjuṯa also participated in the Parks funded Muṯitjulu Community Ranger scheme. This scheme engages Aboriginal people to apply their traditional knowledge to management of culture and the unique heritage of the park.

The Director has committed to supporting a range of opportunities to assist the transition between casual roles and permanent employment. To complement the Park funded Community Ranger Schemes, the development of the Indigenous Employment Pathways Project will provide opportunities including capacity building, developing skills and retention strategies. Each of the three jointly managed national parks also delivered school based educational activities for local Indigenous students, and both Booderee and Kakadu hosted Junior Ranger programs. These programs allow Indigenous people to acquire on-the-job experience while transferring cultural knowledge to younger generations. Through these initiatives, we aim to improve the historically lower rates of permanent Indigenous employment within the Australian Public Service.

Source of data: Departmental Employee/Manager Self Service statistics.

Indigenous rangers offer guided walks through the botanic gardens at Booderee National Park. (Image: Parks Australia).

Target 2 achieved.

In 2018–19 we continued to use our purchasing power to generate economic activity for Indigenous people and traditional owners. In addition to the Indigenous employees and contractors directly employed by Parks Australia, the Director of National Parks engaged numerous Indigenous contractors.

This financial year, we established 66 contracts with 39 Indigenous suppliers totalling approximately $2.86 million (GST inclusive). This marks a 224 per cent ($1.58 million) increase in the services provided by Indigenous providers when compared to 2017–18. This increase is due in part to the establishment of new service agreements with the Wreck Bay Aboriginal Community Council of Booderee National Park that will span over multiple years.

Details of 2018–19 Indigenous procurements by the Director of National Parks are reported as part of the Department’s portfolio-wide reporting available at: www.environment.gov.au/about-us/accountability-reporting/annual-reports

Source of data: Indigenous Procurement Register data.

Indigenous Chef Mark Olive put on a cooking demonstration at the Bowali Visitor Centre during the Taste of Kakadu Festival. (Image: Parks Australia).

At our jointly managed parks we have generally higher rates of employees who identify as being an Indigenous Australian. Additionally, the rates at our jointly managed parks (with the exception of Uluṟu-Kata Tjuṯa) have increased this year. At Kakadu and Booderee National Parks, 68.3 and 77.2 per cent of employees identify as Indigenous respectively. This is an increase of 8.4 per cent (12 employees) at Kakadu National Park, and 5.6 per cent (6 employees) at Booderee National Park compared to 2017–18.

At Uluṟu-Kata Tjuṯa National Park, the total Indigenous employment rate is lower than the other jointly managed parks at 23 per cent (12 employees), and has decreased by 5 per cent (2 employees) when compared to 2017–18. Contributing to the overall decrease in percentage of Indigenous staff at Uluṟu was an increase in the park’s headcount (by four non-Indigenous staff). While Indigenous staff positions at the park have decreased, 52 members of the Muṯitjulu community at Uluṟu-Kata Tjuṯa also participated in the Parks funded Muṯitjulu Community Ranger scheme. This scheme engages Aboriginal people to apply their traditional knowledge to management of culture and the unique heritage of the park.

The Director has committed to supporting a range of opportunities to assist the transition between casual roles and permanent employment. To complement the Park funded Community Ranger Schemes, the development of the Indigenous Employment Pathways Project will provide opportunities including capacity building, developing skills and retention strategies. Each of the three jointly managed national parks also delivered school basededucational activities for local Indigenous students, and both Booderee and Kakadu hostedJunior Ranger programs. These programs allow Indigenous people to acquire on-the-jobexperience while transferring cultural knowledge to younger generations. Through theseinitiatives, we aim to improve the historically lower rates of permanent Indigenous employmentwithin the Australian Public Service.

Source of data: Departmental Employee/Manager Self Service statistics.

Indigenous rangers offer guided walks through the botanic gardens at Booderee National Park. (Image: Parks Australia).

http://www.environment.gov.au/about-us/accountability-reporting/annual-reports



Our second purpose is to support the aspirations of traditional owners and local communities in managing their land and sea country, as well as providing a measurable economic and cultural benefit. In 2018–19 we achieved the performance criterion for this purpose, by increasing the number of Indigenous staff by 17 people, and increasing the value of park services provided by Indigenous providers by $1.58 million when compared to 2017–18.

Our performance against this purpose was achieved under a cooperative operational environment, as Kakadu, Uluṟu-Kata Tjuṯa and Booderee National Parks are jointly managed by traditional owners and the Director of National Parks. Under these arrangements, traditional owners have granted long-term leases to the Director so their land may be protected as a national park and enjoyed by all. Part of the agreement is that park management should feature traditional land management skills, and that the Director will work with traditional Aboriginal owners and local Indigenous communities to share knowledge and to encourage interest in working with Parks Australia in the future.

The results presented against these performance criterion and in Appendix A reflect the Director’s ongoing commitment to honour and meet these lease arrangements. For example this year we continued to develop a parks-wide Indigenous Employment Pathways Project and facilitated direct employment opportunities by hosting tourism events within our parks. At Kakadu, traditional owners were employed in fire management activities, for media and research projects and to support the annual Taste of Kakadu festival. At Booderee, opportunities to develop skills and knowledge were delivered to community members (see Case Study 6). While at Uluṟu, traditional owners continued to be employed through the Muṯitjulu Community Ranger Scheme.

To support collaborative management in Australian Marine Parks this year, we actively contacted over 50 Indigenous groups with an interest in sea country to identify opportunities for collaboration, and to support social, cultural and economic benefits for traditional owners.

This year we also enhanced the decision making capabilities for the three Boards of Management, and incorporated traditional owner input into our decision making through dedicated agenda items, Indigenous consultation days and through working groups. On-country trips also helped to facilitate knowledge exchange, and improved awareness of culture between traditional owners and Park employees. One key trip held in Kakadu recorded impacts on cultural heritage sites. Park staff, traditional owners and neighbouring ranger groups visited 108 art sites across the park to complete this work.


Growing Tourism in Kakadu National ParkOn 13 January 2019, Prime Minister Scott Morrison announced an investment of up to $216 million over 10 years from the Australian Government to upgrade visitor infrastructure in Kakadu National Park, and support the transition of the Jabiru township to a tourism-based economy after production ceases at the Ranger Uranium Mine in 2021.

The commitment includes funding to upgrade visitor infrastructure, improve roads in the park, improve mobile connectivity, plus a new visitor centre and remediation works for Jabiru.

Investing in tourism in this World Heritage-listed destination, which celebrated its 40th anniversary in 2019, will secure the future of Jabiru and Kakadu by creating jobs and improving visitor experiences. The $216 million funding package includes up to $70 million for roads, $51 million for visitor planning and infrastructure, up to $60 million for a visitor centre in Jabiru and $35 million to support remediation of the Jabiru township to ensure the community are supported into the future.

A new Kakadu Tourism Master Plan will be developed in collaboration with the Kakadu Board of Management, traditional owners, Indigenous associations and the tourism industry. The plan will set investment priorities and will be supported by the Kakadu Road Strategy.

Work to achieve this vision is already underway with upgrades of the walking track to the top of Gunlom Falls, an iconic tourist site in the south of the park, almost complete.

CASE STUDY 5

Prime Minister Scott Morrison with Minister Price and staff at Kakadu National Park. (Image: Parks Australia).



Community development at Booderee National ParkBooderee National Park and the Wreck Bay Aboriginal Community Council continue their joint management collaboration toward sole management of the park.

Surveys have been undertaken to determine the needs and aspirations of community members while opportunities to develop skills and knowledge have been delivered. Training in governance, management and leadership has been offered to registered Wreck Bay community members, and training in conservation and land management activities in the park and botanic gardens has been delivered.

Aboriginal youth development continues to be a high priority with partnerships between the park, Vincentia High School and the Wreck Bay Aboriginal Community Council creating exciting career pathways and opportunities.

Meanwhile, the Junior Rangers’ Program, coordinated by the Booderee Training Unit, continues to inspire children with the desire and drive to learn and become the next generation of national park managers.

CASE STUDY 6

Park Rangers at Murrays Beach, Booderee National Park. (Image: Parks Australia).


Purpose 3:

AMAZING DESTINATIONSTo offer world class natural and cultural experiences, enhancing Australia’s visitor economy


Maintain or improve the level of visitor satisfaction and number of visitors

Targets1. Five per cent increase in visitor numbers2. Maintain or improve levels of visitor satisfaction



ResultTarget 1 not achieved.

Our first target for 2018–19 was to increase our visitor numbers by 5 percent. While over 1.3 million people visited our terrestrial Commonwealth parks in 2018–19, this represents a decrease of 9.8 per cent compared to the previous year (see Table 10).

The decrease is largely attributed to a change in methodology for reporting visitor numbers at Booderee National Park this year. Due to the transition from paper ticketing to e-ticketing in 2018–19, visitor data for Booderee is only available for seven months (December to June), and therefore does not reflect the parks total visitation for the full year. It is not possible to accurately estimate visitor numbers at Booderee for July–November given the normal seasonal fluctuations in visitor numbers during this time of year.

Table 10: Visitors to terrestrial reserves over 5 years

2014–15 2015–16 2016–17 2017–18 2018–19

Number of visitors to terrestrial reserves 1,279,600 1,328,535 1,383,979 1,474,108 1,329,185

While overall visitation for terrestrial parks is lower due to this transition, Uluṟu-Kata Tjuṯa and Kakadu National Parks achieved increases in visitors of 20 per cent and 5.7 per cent respectively. At the Australian National Botanic Gardens, visitor numbers decreased by 1.73 per cent, which does not represent a significant decrease in numbers for the reserve.

It should also be noted that Pulu-Keeling, Christmas Island and Norfolk Island National Parks do not have formal monitoring of visitation numbers. Given the remoteness, multiple entry points and/or lack of entry fees, it is not feasible to establish formal visitor monitoring at these parks. Instead island visitation numbers provided by local tourism associations are used to estimate park visitation numbers.

Visitation in our 58 Marine Parks also cannot be accurately counted at present as the combined park area totals over 276 million hectares, with an almost infinite number of entry points. In the future, remote sensing may allow visitor numbers to be estimated.

Source of data: Visitation statistics from park e-ticketing systems, park entry ticket sales, traffic counters and local tourism associations.

Target 2 achieved.

Our second target for 2018–19 was to maintain or improve levels of visitor satisfaction. From around 3000 surveys received across Booderee, Kakadu, Uluṟu-Kata Tjuṯa and the ANBG, 93 per cent of visitors said they were ‘satisfied’ or ‘very satisfied’. Not only does this reflect an improvement on last year’s 89–91 per cent visitor satisfaction rating, but the number of visitor surveys completed also doubled this year, from the 1500 surveys completed in 2018–19.

Source of data: Visitor satisfaction surveys.

Dolly beach boardwalk is a popular tourist attraction on Christmas Island. (Image: Phil Cash).



Parks Australia’s third purpose aims to offer world class natural and cultural experiences, and enhance Australia’s visitor economy (see Case Studies 7 and 8). To measure our performance against this purpose, our targets are to maintain or improve the level of visitor satisfaction and number of visitors.

In 2018–19 over 1.3 million people visited our terrestrial parks. While the total number of visitors did not meet our targets, this is due to our transition to an ecommerce operating environment. Despite this unintended consequence, the implementation of e-ticketing systems across our three jointly managed parks will both improve the user experience, and increase the accuracy of reporting visitor numbers into the future.

Additionally, our advancement to online ticketing allows targeted satisfaction surveys to be delivered directly to our visitors via email. This doubled the number of surveys received this year, with a record 93 per cent of surveyed visitors reporting they were satisfied or highly satisfied with their park experience.

In 2018–19 we also continued to grow our online marketing presence. A new dedicated website was developed for Pulu Keeling National Park, while websites were rebranded with new imagery, video content and visitor experience information for Uluṟu-Kata Tjuṯa, Christmas Island, Norfolk Island and Booderee. As a result website traffic for Parks Australia increased by 48 per cent, with 4.7 million pages viewed.

Our combined social media channels also grew to an audience reach of more than 26 million users – double that of the previous year. This result can be attributed to our greater use of video content on social media. Our top performing posts included videos for World Wetlands Day and the Taste of Kakadu opening night. With the aid of Google Trekker, a global audience can now also take a virtual tour of the World Heritage-listed Kakadu through a 360–degree virtual tour.

Tour operators also play an important role in providing quality visitor experiences, and in promoting the values of the reserves. This year there were 199 commercial tour operator permits or licences in place in our terrestrial parks, a decrease of 5 per cent when compared to 2017–18.


The future of Uluṟu‘Visitors needn’t be worrying there will be nothing for them with the climb closed because there is so much else besides that in the culture here’– Sammy Wilson, traditional owner and Board of Management Chairperson.

On 1 November 2017, the Uluṟu-Kata Tjuṯa National Park Board decided to permanently close the Uluṟu climb on 26 October 2019, exactly 34 years since the handback of the park to traditional owners (Aṉangu).

The Board has been actively seeking to develop new visitor experiences for several years. This work has included an expression of interest (EOI) process in 2015 seeking new commercial tourism activities for the park. The EOI resulted in several new tourism products, including Segway tours, Chinese wedding photography and astrophotography tours. Negotiations with several other tour companies to develop new commercial tourism activities are also continuing.

A site plan to redesign the area at the base of the Uluṟu climb has been completed and will be implemented after the closure of the climb.

These new tourism initiatives will provide safer and more fulfilling visitor experiences based on culture and nature after the Uluṟu climb closure, while also building socioeconomic benefits for traditional owners and the region.

CASE STUDY 7

Segway tours around Uluṟu are a popular new visitor experience in the park. (Image: Parks Australia).

53Vision, values and approach 53Annual Performance Statement

Carramar Koala Quest and Enlighten 2019Each year in March, the Australian National Botanic Gardens participates in the nationally-recognised Enlighten Festival transforming Canberra into a hive of activity, light, colour and experiences.

For 2019, the Gardens chose the theme ‘conservation of Australian native flora and fauna’, and brought a selection of the award-winning Hello Koalas sculptures from Port Macquarie to Canberra to create a unique Enlighten project featuring night and day activities.

Luminous Botanicus IV: shade of trees was an immersive, illuminated after-dark experience which saw the Rainforest to Red Centre Garden transformed with lighting, sound, and digital projections of feeding koalas in the trees. Described by many visitors as ‘magical’, the event sold-out, with more than 2,000 attendees over four nights.

The Gardens hosted 14 of the 20 Hello Koalas sculptures and a further six were hosted at partner locations in Canberra. The Carramar Koala Quest was a ‘treasure hunt’ style trail map developed to take daytime visitors on a journey to find all 20 koalas. Each sculpture had its story to tell, with individual artworks designed to inspire greater understanding and awareness of threatened species protection and conservation, and the broader themes of research, science and sustainability.

Broad community appeal saw a 20 per cent increase in visitation for the month of March with over 50,000 daytime visitors and the highest monthly visitation recorded since 2007. A strong social media campaign exceeded expectations with a total reach of over 12.8 million.

CASE STUDY 8

Guula the Koala was designed and hand painted by twelve students studying Aboriginal Cultural Arts at Wauchope TAFE Campus. The design is inspired by the patterns and symbols found on traditional Indigenous possum skin rugs. (Image: Parks Australia)

https://www.hellokoalas.com/

https://parksaustralia.gov.au/botanic-gardens/pub/carramar-koala-quest-map.pdf

Management and accountability 5


Corporate governance

The Director of National Parks

The Director of National Parks is a corporate Commonwealth entity under the Public Governance, Performance and Accountability Act 2013 (PGPA Act). The Director is a corporation sole constituted by the person who holds the office that is also named the Director of National Parks. The current office holder is Dr James Findlay, appointed by the Governor General on the 26 November 2018 for a period of 5 years.

See Table 11 for full details of the entity’s Accountable Authorities during the 2018–19 reporting period.

Table 11: Details of Accountable Authority during the reporting period (2018–19)

Dr Judy West AO Dr James Findlay

Qualifications of the Accountable Authority

• PhD (Botany)

• B.Sc with Honours First Class (Botany)

• 2013 Order of Australia

• Adjunct Professor at the ANU

• Doctor of Philosophy (Applied Science)

• Bachelor of Science with Honours First Class (Zoology)

• Graduate of the Australian Institute of Company Directors

Experience of the Accountable Authority

• More the 30 years in scientific research and policy with CSIRO, Centre for Australian National Biodiversity Research and Australian National Herbarium

• 2001 Nancy Burbidge Memorial medal

• More than 20 years’ experience in senior public service roles spanning policy, regulation and scientific research

• Eight years as CEO and Commissioner at the Australian Fisheries Management Authority

Position Title Acting Director of National Parks Director of National Parks

Date of commencement 08 February 2018 26 November 2018

Date of cessation 25 November 2018 25 November 2023

The Director is responsible to the Minister with responsibility for administration of the EPBC Act. At 30 June 2019, the responsible Minister was the Hon Sussan Ley MP. The EPBC Act requires the Director to perform functions and exercise powers in accordance with any directions given by the Minister unless the EPBC Act provides otherwise. During 2018–19 no ministerial directions were given to the Director and there were no directions continuing from previous years.

The Minister responsible for the PGPA Act could, under section 22 of the Act, make a Government Policy Order specifying a general policy of the Australian Government that applies to the Director. No Government Policy Orders were issued to the Director in 2018–19.

57Management and accountability

Senior executive management team

Our senior executive team comprises the Director of National Parks and five Assistant Secretaries; Mr Jason Mundy, Dr Brant Smith, Ms Carlyn Waters, Mr Karl Dyason and Dr Judy West. See Chapter 3 for biographic details.

Team members are located close to the business of land and sea management with Mr Mundy located in Hobart, Dr West on the grounds of the Australian National Botanic Gardens, and Dr Smith, Ms Waters and Mr Dyason conducting regular travel to our offices at Uluṟu-Kata Tjuṯa, Kakadu, Booderee and the Island National Parks. The team meets regularly to consider strategic matters, monitor performance against the corporate plan, and agree to recommendations from audits and investigations related to Work, Health and Safety matters.

As required under Paragraph 17BE(ta) of the PGPA Rule, remuneration information for key management staff, and senior executive staff can be found in Table 12 and Table 13.

The current Director of National Parks commenced in November 2018. Assessment of the agency’s Key Management Personnel (KMP) for the 2018–19 Financial Year has deemed only the Director of National Parks (outside the Minister) is considered the KMP. As the authority of a sole corporation, the Director of National Parks has and exercises, direct control and responsibility over the operation and strategic direction of the agency.

Senior management team

The senior management team comprises terrestrial and marine park managers and senior section leaders who are specialists in their fields. These specialists assist park managers to deliver priorities in management and operational plans. The senior management team holds fortnightly telephone meetings to discuss priorities, monitor performance and facilitate communication. These meetings also provide an opportunity to discuss Australian Government and corporate priorities and initiatives. An annual Parks Australia Leadership Forum also involves all senior managers.

Parks Australia faces a number of particular administration challenges including widely distributed and remote workplaces with cross-cultural environments. Our park managers assist us to keep connected to the interests and concerns of local communities and provide an opportunity to share knowledge and insights. Coordination and cooperation between the senior executive and senior management teams is of primary importance.


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Corporate boardsThe Parks Executive Board provides strategic advice and guidance to the Director of National Parks on core business activities and is responsible for overall agency administration. The Board has oversight of budget, risk management, human resources, health and safety, strategic direction as well as policy development. Board members include the Director, Assistant Secretaries and the Deputy Chief Finance Officer.

The Parks Australia Project Board monitors and supports the delivery and spending in relation to priority projects, major capital works and Australian Government commitments in line with our Project Management Framework. The Board comprises the Director and Assistant Secretaries.

The three Boards for Commonwealth reserves (Boards of Management) are discussed later in the Consultation mechanisms section of this chapter.

Consultation mechanisms

Boards of Management

Kakadu, Uluṟu-Kata Tjuṯa and Booderee National Parks are managed jointly by the Director and traditional owners in accordance with the EPBC Act. Each park has a Board of Management established under the EPBC Act, with a traditional owner chair, and majority of Indigenous members nominated by the local traditional owners. The Board memberships also include the Director, Australian Government representatives and members representing stakeholder groups or individuals with particular skills relevant to managing the park. Parks Australia employees provide secretariat support to each of the Boards. Park managers report to the Board at each meeting. See Chapter 3 for details of Board Members at 30 June 2019.

The principle functions of a Commonwealth reserve Board of Management are to prepare management plans for the reserve in conjunction with the Director, and to make decisions about management of the reserve consistent with its management plan. A Board, in conjunction with the Director, is also responsible for monitoring management of the reserve and advising the Minister on the reserve’s future development.

Under the EPBC Act and the lease arrangements, Parks Australia employees undertake day-to-day management of the park and continuously liaise about decisions affecting the park with traditional owners and relevant Aboriginal people as advised by local land councils or associations.


Advisory committees

Norfolk Island, Christmas Island and Pulu Keeling National Parks have non-statutory advisory or consultative bodies that include community representatives, scientific experts and representatives of the Director.

Australian Marine Park Advisory Committees were established in April 2019, to support the management of the five marine park networks and the Coral Sea Marine Park. The committees assist the development and delivery of management programs, and provide information on the needs of marine park users and stakeholders. Inaugural meetings for each of the six committees were held between May and June 2019. The committees meet twice a year to offer marine park users, stakeholders and regional community’s opportunity to engage with Parks Australia Staff to shape marine park management.

Other consultative mechanisms

The EPBC Act requires public consultation before the declaration of a Commonwealth reserve and in the preparation of management plans.

For Commonwealth reserves that include Aboriginal owned land, the EPBC Act provides for both consultation with, and involvement of, representatives of the Aboriginal landowners about management of the reserve. The Director must consult with and have regard to the views of the Chair of the relevant land council in relation to the performance of the Director’s functions and exercise of powers in relation to the reserve. The land council Chair must be specifically invited to comment on the preparation of management plans.

Additional consultation with traditional Aboriginal owners of Kakadu, Uluṟu-Kata Tjuṯa and Booderee National Parks takes place through cultural advisers, Aboriginal staff, community liaison officers, Aboriginal organisations and special consultative committees.

The EPBC Act also requires the Northern Territory Government to be consulted in relation to the performance of the Director’s functions and exercise of powers in relation to Kakadu and Uluṟu-Kata Tjuṯa National Parks, and to be invited to comment on the preparation of management plans for those parks.

Tourism industry interests are taken into account through the tourism consultative committees of the Kakadu and Uluṟu-Kata Tjuṯa Boards of Management and through ad hoc working groups.

Social inclusionA number of the Director’s responsibilities contribute to the Australian Government’s Closing the Gap objectives. Parks Australia jointly manages three parks with their traditional owners and provides job opportunities for traditional owners and supports Indigenous businesses, especially in sustainable tourism. See Chapter 4 and Appendix A for further information.


Our employeesAt 30 June 2019, the Director employed 342.4 full time equivalent staff (FTE), excluding the 9.6 FTE employees engaged by the Department. This represents an increase of 17.3 FTE on the previous year. Table 14 shows the FTE at 30 June for sections responsible for the management of both terrestrial and marine parks. The overall increase in Parks Australia FTE this year can be attributed to staff increases in the Marine Parks Branch due to the shift to active management of the newly established Marine Parks Networks.

The majority of our employees are located at Kakadu National Park, the Australian National Botanic Gardens and at the administrative office in Canberra. We also have substantial numbers of staff at Uluṟu-Kata Tjuṯa and Booderee National Parks, with smaller offices in Darwin, and on Norfolk Island, Christmas Island and the Cocos (Keeling) Islands. Employees engaged in the management of Australian Marine Parks are based in Hobart, Canberra and Brisbane.

The position level and location profiles of full time and part time employees at 30 June 2019 (excluding employees engaged by the Department) are shown in Figure 7, and Table 15 to Table 18. Numbers represent individual employees (headcount), and are not expressed as full time equivalents.

In summary, Parks Australia had a headcount of 349 for both ongoing and non-ongoing roles. The number of employees at the APS 1–6 classification was 255 (73 per cent); with 62 Executive Level 1 Officers (18 per cent); 21 Executive Level 2 Officers (6 per cent); a total of 7 technical, legal, public affairs and specialist scientist officers (2 per cent); and 4 Senior Executive Service Officers (1 per cent).

Gender distribution of employees was roughly equal with 50 per cent female, 49 per cent male and 1 per cent employees chose to not disclose their gender. Please see Chapter 4 for details about Indigenous employment in our jointly managed parks.

Parks Australia participates in the Department’s graduate recruitment program and in 2018–19 hosted eight graduates for one rotation. No graduates were placed permanently within the division.

Parks Australia is committed to providing employees with the necessary skills to carry out their duties safely and effectively. This year internal and external training was available on a range of subjects including conservation and land management, horticulture, Indigenous skills and languages, work health and safety, rescue skills, customer service, fire control, heavy vehicle and four-wheel drive operation. Training was also available for record keeping, financial literacy, business systems, leadership development and understanding the requirements of the EPBC Act. The Department also offers a study support scheme for employees to complete formal external training. Employees participated in consultative committees in both regional and Canberra-based workplaces to support internal management.


Table 14: Five year overview of employee numbers (full time equivalent at 30 June)1

2014–15 2015–16 2016–17 2017–18 2018–19

Management of terrestrial reserves 262 275 288 277.2 276.1

Management of marine parks 43.7 42.8 49.9 47.9 66.3

Total 305.7 317.8 337.9 325.1 342.4

1 Not included in this table are the additional 9.6 FTE employees working for Parks Australia but are paid by the Department. These employees are covered in the Department’s employee data.

Figure 7: Employees (full time and part time) position level profile as at 30 June 20191,2,3

APS 1–3 APS 4 APS 5 APS 6 EL 1 EL 2

Technician, legal, public affairs,

scientist

SES 14 Total

Male 54 22 23 28 24 11 5 3 170

Female 27 28 26 44 38 10 2 1 176

Unstated 0 1 0 2 0 0 0 0 3

Total 81 51 49 74 62 21 7 4 349

1 The Director of National Parks is not an SES officer and is not included in this figure.

2 Casual employees are not included in this figure.

3 Employees paid by the Department are not included in this figure. These employees are covered in the Department’s employee data.

4 The ANBG, Partnerships and Science Branch is led by Dr Judy West who occupies a part time, substantive EL2 role. Dr West participates in all DNP Executive activities and governance processes as a Assistant Secretary equivalent.

0

15

30

45

60

75

90

Num

ber

of e

mpl

oyee

s

90

75

60

45

30

15

0

Num

ber o

f em

ploy

ees


Table 15: Ongoing employees (full time and part time) location profile in 2018–191,2

Female Male Indeterminate

Full time

Part time Total Full

timePart time Total Full

timePart time Total Totals

QLD Brisbane 0 0 0 1 0 1 0 0 0 1

TAS Hobart 15 13 28 9 2 11 0 0 0 39

ACT

ANBG 15 13 28 24 5 29 1 0 1 58

Canberra 34 5 39 27 1 28 0 0 0 67

Booderee 4 2 6 14 1 15 0 0 0 21

ACT Total 53 20 73 65 7 72 1 0 1 146

NT

Uluṟu-Kata Tjuṯa 5 3 8 10 1 11 1 0 1 20

Darwin 2 0 2 0 0 0 0 0 0 2

Kakadu 16 2 18 29 0 29 0 0 0 47

NT Total 23 5 28 39 1 40 1 0 1 69

External Territories

Christmas Island 5 2 7 10 0 10 1 0 1 18

Norfolk Island 1 0 1 5 0 5 0 0 0 6

Pulu Keeling 1 0 1 0 0 0 0 0 0 1

ET Total 7 2 9 15 0 15 1 0 1 25

Totals 98 40 138 129 10 139 3 0 3 280

1 Employees paid by the Department are not included in this table. These employees are covered in the Department’s employee data.

2 Casual employees are also not included in this table.

Table 16: Non-ongoing employee (full time and part time) location profile in 2018–191,2


Full time




QLD Brisbane 0 0 0 0 0 0 0 0 0 0

TAS Hobart 3 1 4 3 0 3 0 0 0 7

ACT

ANBG 7 1 8 0 0 0 0 0 0 8

Canberra 7 1 8 4 0 4 0 0 0 12

Booderee 4 0 4 3 0 3 0 0 0 7

ACT Total 18 2 20 7 0 7 0 0 0 27

NT

Uluṟu-Kata Tjuṯa 3 3 6 7 1 8 0 0 0 14

Darwin 0 0 0 0 0 0 0 0 0 0

Kakadu 5 1 6 7 0 7 0 0 0 13

NT Total 8 4 12 14 1 15 0 0 0 27



Norfolk Island 0 0 0 0 0 0 0 0 0 0

Pulu Keeling 0 0 0 0 0 0 0 0 0 0

ET Total 2 0 2 3 3 6 0 0 0 8

Totals 31 7 38 27 4 31 0 0 0 69




Table 17: Ongoing employees (full time and part time) location profile in 2017–181,2


Full time




QLD Brisbane 0 0 0 1 0 1 0 0 0 1

TAS Hobart 13 12 25 8 2 10 0 0 0 35

ACT

ANBG 17 12 29 26 3 29 1 0 1 59

Canberra 29 9 38 22 1 23 0 0 0 61

Booderee 7 2 9 15 1 16 0 0 0 25

ACT Total 53 23 76 63 5 68 1 0 1 145

NT

Uluṟu-Kata Tjuṯa 5 4 9 10 1 11 1 0 1 21

Darwin 2 1 3 1 0 1 0 0 0 4

Kakadu 16 1 17 30 0 30 1 0 1 48

NT Total 23 6 29 41 1 42 2 0 2 73



Norfolk Island 1 0 1 4 0 4 0 0 0 5

Pulu Keeling 1 0 1 1 0 1 0 0 0 2

ET Total 5 2 7 16 0 16 0 0 0 23

Totals 94 43 137 129 8 137 3 0 3 277



Table 18: Non-ongoing employee (full time and part time) location profile in 2017–181,2


Full time




QLD Brisbane 0 0 0 0 0 0 0 0 0 0

TAS Hobart 0 1 1 1 0 1 0 0 0 2

ACT

ANBG 3 2 5 0 0 0 0 0 0 5

Canberra 5 0 5 6 0 6 0 0 0 11

Booderee 2 0 2 4 0 4 0 0 0 6

ACT Total 10 2 12 10 0 10 0 0 0 22

NT

Uluṟu-Kata Tjuṯa 4 4 8 8 0 8 0 0 0 16

Darwin 1 0 1 0 0 0 0 0 0 1

Kakadu 11 0 11 6 0 6 0 0 0 17

NT Total 16 4 20 14 0 14 0 0 0 34



Norfolk Island 0 1 1 1 0 1 0 0 0 2

Pulu Keeling 0 0 0 0 0 0 0 0 0 0

ET Total 1 1 2 4 1 5 1 0 1 8

Totals 27 8 35 29 1 30 1 0 1 66




FundingThe Director is the sole agency with statutory functions and powers for managing Commonwealth reserves under the EPBC Act. The EPBC Act makes provision for funding the Director of National Parks. The Department allocates funding from its appropriation for the performance of the Director’s function to manage Commonwealth reserves and the Director’s other functions under the EPBC Act. This enables the Director to contribute to the Department’s Outcome 1:


During 2018–19 the Department provided $47.4 million to the Director of National Parks (see the audited financial statements in Chapter 6 of this report). This arrangement was effective, providing resources to enable the Director to meet the targets set in the Environment Portfolio Budget Statements 2018–19.

The Department also has an arrangement to provide corporate services to the Director.

Related entity transactions

The Director of National Parks is not an accountable authority, or a director of the board of any other Commonwealth entity or company. As such there were no payments made to any related entities in 2018–19.


Control arrangements

Director of National Parks Chief Executive Instructions

The Chief Executive Instructions direct the employees of Parks Australia to assist the Director to carry out their functions under the EPBC Act and ensure that the corporation and its officers meet their obligations under both the EPBC Act and PGPA Act. The instructions draw on relevant corporate governance rules, policies and guidelines of the Australian Government. They are supported by policies and procedures that are subject to regular review.

Audit

The Director attends some meetings of the Portfolio Audit Committee. The primary objective of the Committee is to provide independent advice and assurance to the accountable authorities under the PGPA Act that appropriate controls and systems are in place and are working effectively.

Members of the committee at 30 June 2019 were:

• Mr Geoff Knuckey, chair and independent member

• Mr Dean Knudson, deputy chair and member

• Mr Mick Roche, independent member

• Ms Jenny Morison, independent member

• Ms Kristin Tilley, Internal member

Risk management

The Director’s Risk Management Framework supports the Director’s strategic goals and objectives, as well as the operational objectives of our parks and sections. The framework seeks to ensure that there is an effective process in place to identify and manage risks, and that our management of risks continues to improve over time.

The Director maintained an overall risk maturity level of ‘Advanced’ in the 2019 Comcover Risk Management Benchmarking Program (see Figure 8). The program measures an agency’s risk management maturity across the nine elements of the Commonwealth Risk Management Policy and is mandatory for all Comcover fund members.


Figure 8: Risk management maturity level for the Director of National Parks in 2019 compared to all participating Australian Government agencies

* Director of National Parks risk management maturity level in 2019.

Indemnities and insurance

In 2018–19 the Director maintained comprehensive insurance cover for business operations through Comcover (the Australian Government’s general insurance fund) including general liability, professional indemnity, and directors’ and officers’ liability.

The Director also manages risk by requiring all commercial operators, contractors and scientific researchers in Commonwealth reserves to indemnify the Director and maintain appropriate levels of insurance for their activities.

Fraud control

As a Corporate Commonwealth entity, the Director of National Parks complies with the Fraud Rule (section 10 of the Public Governance, Performance and Accountability Rule 2014). This ensures that there are suitable mechanisms in place to prevent, detect and respond to fraud. The Director has a Fraud Control Plan that is underpinned by a fraud risk assessment, which is reviewed regularly.

The Director reports data on detected, recorded and reported incidents of fraud or suspected fraud to the Australian Institute of Criminology through the Institute’s annual ‘Fraud against the Commonwealth’ questionnaire.

*

0

20

40

60

70

50

30

10

Fundamental Developed Systematic Integrated Advanced Optimal

Num

ber o

f enti

ties

2017 2018 2019


External review

Judicial decisions and decisions of administrative tribunals

There were no judicial decisions or decisions of administrative tribunals during the year that had, or may have, a significant impact on the Director’s operations.

Report by the Auditor-General under section 43 of the PGPA Act

The Auditor-General issued an unqualified report for the 2018–19 financial statements of the Director of National Parks.

Reports by external bodies

Other than a report under section 43 of the PGPA Act that deals with the Auditor-General’s audit of the annual financial statements (see above), the Auditor-General published one report relating to the Director of National Parks:

• Management of Commonwealth National Parks (21 June 2019).

Additionally, the following reports with content related to the Director of National Parks, or responsibilities of the entity were presented in 2018–19:

• Senate Standing Committees on Environment and Communications:

– Australia’s faunal extinction crisis (interim report) (3 April 2019).

• Standing Committees on Environment and Energy:

– Cane toads on the march (March 2019).

• Joint Standing Committee on the National Capital and External Territories:

– Telling Australia’s story - and why it’s important (3 April 2019).

There were no reports on the entity during the reporting period by the Commonwealth Ombudsman or the Office of the Australian Information Commissioner.


Other legislative reportingCompliance and enforcement

The EPBC Act and Regulations prohibit a range of activities in Commonwealth reserves unless authorised in accordance with the Act. Under the regulations, the Director may also prohibit, restrict or determine the manner of conduct of certain activities. Failure to comply is a criminal offence and for certain unauthorised actions civil pecuniary penalties may also be imposed.

Wardens and rangers are appointed under the EPBC Act to exercise compliance and enforcement powers in relation to the Act and its regulations. Members of the Australian Federal Police and officers of the Australian Customs and Border Protection Service are ex officio wardens by force of the Act. In accordance with the Commonwealth Fraud Control Guidelines and the Australian Government Investigation Standards, Parks Australia’s wardens are trained in Certificate IV in Government (Investigations) and rangers are trained in relevant modules of the certificate.

A whole-of-government approach is taken to compliance and enforcement in Australian Marine Parks, supporting aerial and vessel patrols, vessel monitoring and enforcement investigations. In addition to the role of Australian Federal Police and customs officers, officers from other agencies, including the Australian Fisheries Management Authority, state and territory police, and fisheries and conservation agencies, can be appointed wardens under the EPBC Act after the required training. These arrangements greatly improve the Director’s ability to enforce the Act in remote and rarely frequented Australian Marine Parks.

The following matters were determined by courts during 2018–19:

• An Indonesian fishing vessel was apprehended on 22 May 2019 for undertaking illegalfishing within the Sanctuary Zone of the Ashmore Reef Marine Park. The master ofthe vessel was convicted on 19 June 2019, in the Northern Territory Local Court, foroffences under the Fisheries Management Act and section 354A (5) of the EPBC Act.The master received eight months imprisonment with four months suspended with a$5,000 recognisance for three years. A conviction was recorded under the EPBC Actwithout penalty.

• On 21 December 2018, the registered pilot of a helicopter was fined $800 for offences inKakadu National Park. The pilot pled guilty to offences of section 12.58(1)(b) of the EPBCRegulations, landing or taking off an aircraft in or over a Commonwealth reserve.

Parks Australia takes its regulatory role seriously. We continually look for ways to ensure our approach to compliance and enforcement across the estate meets relevant best practice standards. Detail of compliance and enforcement in terrestrial and marine reserves can be found in Table 19, Table 20 and Table 21.


Table 19: Compliance and enforcement actions in terrestrial reserves during 2018–19

Compliance and enforcement actions Visitors Tour operators

Other commercial operators

Warning notices issued 10 3 0

Infringement notices issued1 37 0 0

Permit/Approval suspensions/cancellations 0 0 0

Court actions commenced 1 0 0

Court actions completed 1 0 0

Court actions ongoing at 30 June 2019 0 0 0

1 Multiple Infringement notices may be issued for each reported incident.

Table 20: Compliance and enforcement actions in marine parks during 2018–19

Compliance and enforcement actions Number

Warnings notices issued 20

Infringement notices issued 7

Permit/Approval suspensions/cancellations 0

Court actions commenced (1 criminal; 1 civil) 2

Court actions completed (1 criminal; 0 civil) 1

Court actions ongoing at 30 June 2019 (0 criminal; 0 civil) 0

Table 21: Five-year overview of compliance and enforcement (terrestrial and marine reserves)

Compliance and enforcement in all reserves 2014–15 2015–16 2016–17 2017–18 2018–19

Warnings and cautions issued 6 62 19 20 33

Infringement notices issued 74 34 8 31 44

Cases taken to court 2 34 891 1 3

Court convictions 5 34 118 3 2

Court cases pending at year end 1 3 1 0 0

1 The large number of Court actions in 2016–17 reflects the prosecution of the masters and crew of eight Vietnamese fishing vessels for offences against section 354A(5) of the EPBC Act.


Work health and safety

This section provides information required of the Director of National Parks under Schedule 2, Part 4 of the Work Health and Safety Act 2011. More detailed health and safety information related to Departmental employees undertaking the work of the Director of National Parks is provided in the Department of the Environment and Energy’s annual report. The Director of National Parks consults, cooperates and coordinates with the Department to ensure responsibilities for the health and safety of workers are met by both parties.

The health, safety and welfare of workers (these being Departmental employees, contractors and volunteers) and visitors to the national parks, for whom the Director has primary responsibility, is of paramount importance to the Director. Regarding all injuries as being preventable, the Director maintains a firm commitment to a ‘zero harm’ approach to the health, safety and welfare of workers and visitors to the parks and gardens.

The Department’s Health and Safety Committee has oversight of all health and safety issues within the Department of the Environment and Energy portfolio, with the Director of National Parks represented on the Departmental committee by a member of the Director of National Parks Executive. In addition, the Parks Australia Work Health and Safety Advisor is an advisor to the Departmental committee.

As the peak consultative body for the Director, the Work Health and Safety (WHS) Committee meets quarterly and provides reports to the Senior Executive and also to the Department’s Health and Safety Committee. The Director of National Parks Work Health and Safety Committee comprises Health and Safety Representatives (HSRs), Canberra office employees, and representatives from each local health and safety committee operating in the:

• three mainland national parks of Kakadu, Uluṟu-Kata Tjuṯa and Booderee

• Christmas Island and Cocos (Pulu Keeling) Island territories

• Norfolk Island National Park and Botanic Garden

• Australian National Botanic Gardens

• Hobart office (that established a new local committee in February 2019).

The Director of National Parks WHS Committee considers reports from the local committees, WHS incident and statistical reports, discusses WHS issues and control measures and reviews draft WHS policies. New WHS operational policies reviewed by the Committee and approved by the Director during the year included a policy on Visitor Safety and another on Worker Wellbeing.

ParkSafe, the Parks Work Health and Safety Management System (WHSMS) is a resource available to all employees, volunteers and contract workers with access to the Director of National Parks intranet site. It provides advice and support to workers to ensure a safe and healthy workplace for everyone on our sites and includes a wide range of park-


specific policies and procedures including the two new policies mentioned above. Comcare concluded an audit of ParkSafe in December 2018, noting that the Parks WHSMS was fully compliant with the Work Health and Safety Act 2011.

Parks workers can encounter a broad range of hazards when working in the field. These hazards include interactions with wildlife, visitors, operating vehicles, vessels and other machinery, operating from aircraft, using chemicals, responding to and managing critical incidents involving visitors in need of rescue, and coping with life in remote and sometimes challenging locations.

The high level of commitment to both worker and visitor safety within the organisation has been reflected in the continuing downward trend in the numbers of reported WHS incidents during the year. The number of WHS incidents reported totalled 117 in 2018–19, down from 138 in the previous year and 189 in 2015–16. This downward trend in combined visitor and worker-related WHS incidents has also been echoed in the steady decline in injuries to workers over the last four years. The number of injuries sustained by workers totalled 32 in 2018–19, less than half of the 68 injuries in 2015–16. The cause of worker injuries are described in Table 22.

Table 22: Cause of worker injuries 2018–19

Cause of worker injuries 2018–19 Quantity

Body stressing 10

Hitting objects with body (e.g. walking into equipment) 9

Medical conditions 1

Slips, trips and falls 10

Chemicals 2

Total 32

One major incident occurred during the year involving injuries to Parks Australia staff. This incident related to a helicopter crash inside the Kakadu National Park. The contracted helicopter company’s pilot and two park workers were injured while conducting a feral animal shoot. The Australian Transport Safety Bureau (ATSB) commenced an investigation into the cause of the accident but a report is yet to be provided to the Director of National Parks.

A breakdown of the consequence rating for injuries and near misses involving workers over a five-year period is included in Table 23 and Table 24 of this report.

Comcare conducted a verification visit to the Uluṟu-Kata Tjuṯa National Park in September 2018 following up on progress since Comcare’s previous inspection of the park in 2014. The report contained 10 minor actions, most notably was the need to repair the storage cabinet containing a small quantity of a hazardous chemical no longer used in the park, for which disposal was subsequently arranged.


In September 2018 Comcare’s inspection team provided their report relating to the verification visit to the Kakadu National Park that had been conducted in late June 2018. The report focussed heavily around the recognised need for the improvement of asset replacement and life cycle management systems in the park, for which additional resources have subsequently been allocated by the Director of National Parks. A full stocktake of all plant and equipment in Kakadu was completed prior to June 2019.

Comcare also conducted familiarisation visits to Norfolk Island National Park and to the Marine Parks Branch in Hobart as part of a program to promote WHS and support client agencies within Comcare’s WHS jurisdiction in meeting their obligations under the WHS Act.

Table 23: Consequence rating for injuries and near misses to employees and visitors from 2014–19

Incident Classification Incident type

Total Incidents 2014–19

Percentage of total incidents

Minor Self-treatment or by a first aid officer 349 54%

Moderate Treatment by GP for non-life threatening injury or illness 248 39%

Major Life threatening injury or illness 35 5%

Critical Death 11 2%

Five year total 643

Table 24: Five-year overview of number and severity of safety incidents recorded

2014–15 2015–16 2016–17 2017–18 2018–19

Incidents recorded (includes incidents affecting workers and visitors)

Total Incidents 157 1891 1862 1383 117

Hazards recorded (includes hazards affecting workers and visitors)

Total Hazards 43 34 34 12 12

Injuries, deaths and near misses recorded for workers (staff, volunteers and contractors)

Minor 24 54 42 29 22

Moderate 27 25 32 14 8

Major 6 0 5 0 2

Death 0 0 0 0 0

Total 57 79 79 43 32

Injuries, deaths and near misses recorded for visitors

Minor 30 42 28 48 30

Moderate 18 25 33 31 35

Major 9 4 6 1 2

Death 3 3 1 14 35

Total 60 74 68 81 70

1 In addition to the above data, three (3) incidents involving traditional owner residents were recorded in 2015–16.2 In addition to the above data, three (3) incidents involving traditional owner residents were recorded in 2016–17.3 In addition to the above data, two (2) incidents involving traditional owner residents were recorded in 2017–18.4 The fatality reported in 2017–18 involved Parks Australia employees as first responders to a visitor incident inside the park boundary. 5 Three fatal incidents occurred inside the national parks during 2018–19. One elderly visitor passed away due to a medical episode

on Uluṟu, four local residents died in a car accident on the Kakadu Highway inside Kakadu National Park, and one visitor drowned after being washed off rocks while fishing illegally in the Booderee National Park.


Initiatives and outcomes

See Table 25 for Work Health and Safety initiatives and outcomes for the Director of National Parks during the financial year.

Table 25: Work health and safety initiatives and outcomes for 2018–19

Initiative Outcome

Implementation of the Emergency Management Framework

The Emergency Management Framework, which includes site specific incident response plans for all Parks and the ANBG, was implemented for all of the Director of National Parks sites.

Employee Assistance Program Site Visit Program

Recognising the challenges presented to employees working in remote locations and the difficulties presented in employees being able to access professional face-to-face counselling services, the Director arranged for a cycle of on-site visits to the remote parks and Islands by the contracted Employee Assistance Program service.

Mental Health A Mental Health Forum was conducted for senior managers and section heads in February 2019. The Forum was of great benefit to senior managers in supporting their staff.

Incidents and investigations

Under Schedule 1, Part 3 of the Work Health and Safety Act 2011 (WHS Act), certain incidents must be notified to the regulator, Comcare, within specific time frames.

Two incidents were reported to Comcare as notifiable incidents in 2018–19. Both of these incidents were classified as dangerous1, with one relating to a helicopter crash causing serious injuries to two staff members who were passengers on board, and the second to a building contractor scraping a previously unmarked power cable with excavating equipment while performing excavation work inside the Australian National Botanic Gardens.

Comcare was advised of seven other incidents that occurred within the parks during the year, but upon follow-up investigation these were found not be notifiable incidents. Comcare also commenced an investigation of the helicopter incident that occurred in Kakadu National Park in May, with the Australian Transport Safety Bureau as the lead agency in the investigation.

1 The definition of a dangerous incident is in accordance with Section 37 of the Work Health and Safety Act 2011. Under this definition, a serious injury or illness, or dangerous occurrences are notifiable to the regulator—Comcare.


Ecologically sustainable development and environmental performance

Commonwealth reserves are managed to conserve and enhance their natural and cultural values for current and future generations. Only development activities consistent with these primary management objectives may be permitted.

The provisions of the EPBC Act ensure that management plans for Commonwealth reserves properly integrate environmental, economic and social considerations, and that appropriate environmental monitoring and reporting regimes are in place.

The Director’s statement under section 516A of the EPBC Act relating to the organisation’s contribution to ecologically sustainable development and environmental performance can be found in Appendix D.

Regulatory Performance Framework

The Director contributes to the Department’s reporting under the Regulatory Performance Framework for provisions relating to protected area management under the EPBC Act.

Advertising and marketing research

Under section 311A of the Commonwealth Electoral Act 1918, amounts paid to market research, polling, direct mail or media advertising organisations must be reported.

In 2018–19 no market research, polling, direct mail or media advertising work was undertaken directly by Parks Australia (or through the Department on behalf of Parks Australia) that exceeded the advertising and market research reporting threshold of $13,800 (GST inclusive).


Freedom of information

Under section 8 of the Freedom of Information Act 1982 (FOI Act), the Director of National Parks is required to publish a range of information online as part of an information publication scheme.

An agency plan that describes how the Director proposes to comply with its obligations under the information publication scheme—its structure, functions, appointments, annual reports, consultation arrangements and details of a freedom of information contact officer—must be published online. Information routinely released from freedom of information requests and routinely provided to Parliament must also be published online. This information is available at www.environment.gov.au/parks/ips.html

The Department handles requests by the public under the FOI Act on behalf of the Director. Contact details for the freedom of information contact officer are:

Phone: (02) 6275 9207 Fax: (02) 6274 2837 Email: [email protected]

Formal freedom of information requests must:

• be in writing

• state that the request is an application for the purposes of theFreedom of Information Act 1982

• provide information about the document(s) to assist us to process your request

• provide an address for reply.

Requests should be addressed to:

Freedom of Information Contact Officer Legal Section Department of the Environment and Energy GPO Box 787 Canberra ACT 2601

http://www.environment.gov.au/parks/ips.html

mailto:[email protected]

Visitors enjoy the Base Walk at Uluṟu-Kata Tjuṯa National Park. (Image: Tourism Australia).

Financial Statements 6


GPO Box 707 CANBERRA ACT 260119 National Circuit BARTON ACTPhone (02) 6203 7300 Fax (02) 6203 7777

INDEPENDENT AUDITOR’S REPORT

To the Minister for the Environment

Opinion

In my opinion, the financial statements of the Director of National Parks (‘the Entity’) for the year ended 30 June 2019:

(a) comply with Australian Accounting Standards – Reduced Disclosure Requirements and the Public Governance, Performance and Accountability (Financial Reporting) Rule 2015; and

(b) present fairly the financial position of the Entity as at 30 June 2019 and its financial performance and cash flows for the year then ended.

The financial statements of the Entity, which I have audited, comprise the following statements as at 30 June 2019 and for the year then ended:

• Statement by the Accountable Authority and Chief Financial Officer; • Statement of Comprehensive Income; • Statement of Financial Position; • Statement of Changes in Equity; • Cash Flow Statement; and• Notes to and forming part of the financial statements, comprising a Summary of Significant Accounting

Policies and other explanatory information.

Basis for opinion

I conducted my audit in accordance with the Australian National Audit Office Auditing Standards, which incorporate the Australian Auditing Standards. My responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of my report. I am independent of the Entity in accordance with the relevant ethical requirements for financial statement audits conducted by the Auditor-General and his delegates. These include the relevant independence requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (the Code) to the extent that they are not in conflict with the Auditor-General Act 1997. I have also fulfilled my other responsibilities in accordance with the Code. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

Accountable Authority’s responsibility for the financial statements

As the Accountable Authority of the Entity, the Director of National Parks (the Director) is responsible under the Public Governance, Performance and Accountability Act 2013 (the Act) for the preparation and fair presentation of annual financial statements that comply with Australian Accounting Standards – Reduced Disclosure Requirements and the rules made under the Act. The Director is also responsible for such internal control as the Director determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Director is responsible for assessing the ability of the Entity to continue as a going concern, taking into account whether the Entity’s operations will cease as a result of an administrative restructure or for any other reason. The Director is also responsible for disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the assessment indicates that it is not appropriate.

Independent Audit Report

81Financial Statements

Auditor’s responsibilities for the audit of the financial statements

My objective is to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian National Audit Office Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the financial statements.

As part of an audit in accordance with the Australian National Audit Office Auditing Standards, I exercise professional judgement and maintain professional scepticism throughout the audit. I also:

• identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that issufficient and appropriate to provide a basis for my opinion. The risk of not detecting a materialmisstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control;

• obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Entity’s internal control;

• evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimatesand related disclosures made by the Accountable Authority;

• conclude on the appropriateness of the Accountable Authority’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events orconditions that may cast significant doubt on the Entity’s ability to continue as a going concern. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor’s report to the relateddisclosures in the financial statements or, if such disclosures are inadequate, to modify my opinion. Myconclusions are based on the audit evidence obtained up to the date of my auditor’s report. However, future events or conditions may cause the Entity to cease to continue as a going concern; and

• evaluate the overall presentation, structure and content of the financial statements, including thedisclosures, and whether the financial statements represent the underlying transactions and events in amanner that achieves fair presentation.

I communicate with the Accountable Authority regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.

Australian National Audit Office

Clea Lewis

Executive Director

Delegate of the Auditor-General

Canberra

27 September 2019


82

DIRECTOR OF NATIONAL PARKS STATEMENT BY THE ACCOUNTABLE AUTHORITY AND CHIEF FINANCIAL OFFICER

In our opinion, the attached financial statements for the year ended 30 June 2019 comply with subsection 42(2) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act), and are based on properly maintained financial records as per subsection 41(2) of the PGPA Act.

In our opinion, at the date of this statement, there are reasonable grounds to believe that the Director of National Parks will be able to pay its debts as and when they fall due.

Signed Signed

Dr James Findlay Robert Hanlon

Director of National Parks Chief Financial Officer

Sep-19 Sep-19

83Financial Statements83

DIRECTOR OF NATIONAL PARKS STATEMENT OF COMPREHENSIVE INCOME For the period ended 30 June 2019

Notes 2019

$’000 2018

$’000

Original Budget

$'000 NET COST OF SERVICES Expenses Employee benefits 2.1A 37,221 35,466 33,478 Suppliers 2.1B 36,867 34,216 32,872 Depreciation and amortisation 2.1C 14,196 13,891 13,037 Write down and impairment of financial assets 2.1D 229 - - Loss on sale of assets 2.1E 262 52 - Other expenses

155 154 -

Total expenses 88,930 83,779 79,387

LESS: OWN-SOURCE INCOME Own-source revenue Sale of goods and rendering of services 2.2A 24,318 20,952 21,014 Contributions from Department of the Environment and Energy

47,438 46,548 47,434

Interest 2.2B 1,956 1,632 1,510 Other revenue 2.2C 5,312 8,316 907 Total own-source revenue

79,024 77,448 70,865

Gains Other gains - - 4,200 Total gains - - 4,200 Total own-source income 79,024 77,448 75,065

Net cost of services (9,906) (6,331) (4,322)

Surplus (Deficit) attributable to the Australian Government (9,906) (6,331) (4,322)

OTHER COMPREHENSIVE INCOME Items not subject to subsequent reclassification to net cost of services

Changes in asset revaluation surplus 3.4 (3,818) (319) -Total other comprehensive income

(3,818) (319) -

Total comprehensive income (loss) attributable to the Australian Government

(13,724) (6,650) (4,322)

Accounting Policy Revenue from Government The Director of National Parks received no direct appropriation from the Government for Departmental outputs. Funds are received from the Department of the Environment and Energy (appropriated to the Department of the Environment and Energy as a corporate Commonwealth entity payment item for payment to the Director of National Parks) and are recognised as Revenue from Government by the Director of National Parks unless the funding is in the nature of equity.

The above statement should be read in conjunction with the accompanying notes.


DIRECTOR OF NATIONAL PARKS STATEMENT OF FINANCIAL POSITION as at 30 June 2019

Notes 2019

$’000 2018

$’000

Original Budget

$’000 ASSETS Financial Assets Cash and cash equivalents 3.1A 11,287 11,404 12,439 Investments 3.1B 47,213 42,594 36,845 Trade and other receivables 3.1C 1,963 2,810 1,366 Accrued revenue 3.1D 343 1,339 503 Total financial assets

60,806 58,147 51,153

Non-Financial Assets Land and buildings 3.2A 72,580 75,894 62,083 Infrastructure, plant and equipment 3.2A 138,497 144,520 136,889 Intangibles 3.2A 4,563 3,332 1,748 Other non-financial assets 3.2B 611 754 687 Total non-financial assets

216,251 224,500 201,407

Total Assets 277,057 282,647 252,560

LIABILITIES Payables Suppliers 3.3A 4,457 3,375 2,519 Other payables1 3.3B 12,244 9,657 5,832 Total payables

16,701 13,032 8,351

Provisions Employee provisions 5.1 9,427 8,961 9,644 Other provisions1 3.4 3,818 - 38 Total provisions

13,245 8,961 9,682

Total Liabilities 29,946 21,993 18,033 Net Assets 247,111 260,654 234,527

EQUITY Contributed equity 37,621 37,440 37,621 Reserves 184,978 188,796 169,025 Retained surplus 24,512 34,418 27,881 Total Equity 247,111 260,654 234,527


1In 2019, transactions within the 'Other provisions' line item were reclassified as 'Other payables'. This has been amended accordingly with a comparative impact of $0.036m.


DIRECTOR OF NATIONAL PARKS STATEMENT OF CHANGES IN EQUITY as at 30 June 2019

Notes 2019

$’000 2018

$’000

Original Budget

$'000 CONTRIBUTED EQUITY Opening balance Balance carried forward from previous period 37,440 37,064 37,440 Adjusted opening balance 37,440 37,064 37,440

Transactions with owners Equity injection 181 376 181 Total transactions with owners 181 376 181

Closing balance as at 30 June 37,621 37,440 37,621

RETAINED EARNINGS Opening balance Balance carried forward from previous period 34,418 40,749 32,203 Adjusted opening balance 34,418 40,749 32,203

Comprehensive income Surplus/(Deficit) for the period (9,906) (6,331) (4,322) Total comprehensive income (9,906) (6,331) (4,322)


ASSET REVALUATION RESERVE Opening balance Balance carried forward from previous period 188,796 189,115 169,025 Adjusted opening balance 188,796 189,115 169,025

Comprehensive income Other comprehensive income 3.4 (3,818) (319) -Total comprehensive income (3,818) (319) -


TOTAL EQUITY Opening balance Balance carried forward from previous period 260,654 266,928 238,668 Adjusted opening balance 260,654 266,928 238,668

Comprehensive income Surplus/(Deficit) for the period (9,906) (6,331) (4,322) Other comprehensive income (3,818) (319) -Total comprehensive income (13,724) (6,650) (4,322)

Transactions with owners Equity injection 181 376 181 Total transactions with owners 181 376 181


Accounting Policy Amounts appropriated which are designated as 'equity injections' for a year (less any formal reductions) are received directly by the Department of the Environment and Energy and are transferred to the Director of National Parks. These amounts are recognised directly in Contributed Equity in that year.



DIRECTOR OF NATIONAL PARKS CASH FLOW STATEMENT for the period ended 30 June 2019

Notes 2019

$’000 2018

$’000

Original Budget

$'000 OPERATING ACTIVITIES Cash received Goods and Services 30,662 23,638 21,014 Appropriations 47,438 46,548 47,434 Interest 61 46 1,510 Net GST received 1,123 1,348 - Other 819 2,148 907 Total cash received 80,103 73,728 70,865 Cash used Employees 36,811 35,487 33,478 Suppliers 34,606 30,418 28,672 Other 75 155 - Total cash used 71,492 66,060 62,150 Net cash from operating activities 8,611 7,668 8,715

INVESTING ACTIVITIES Cash received Interest - Term Deposits 2,063 1,503 - Proceeds from sales of property, plant and equipment 100 110 - Total cash received 2,163 1,613 - Cash used Investment in term deposits 4,620 5,748 - Purchase of property, plant and equipment 4,912 3,274 8,896 Purchase of intangibles 1,540 1,668 - Total cash used 11,072 10,690 8,896 Net cash used by investing activities (8,909) (9,077) (8,896)

FINANCING ACTIVITIES Cash Received Capital injections 181 376 181 Total cash received 181 376 181 Net cash used by financing activities 181 376 181

Net increase / (decrease) in cash held (117) (1,033) -

Cash and cash equivalents at beginning of the reporting period 11,404 12,437 12,439

Cash and cash equivalents at the end of the reporting period 3.1A 11,287 11,404 12,439



DIRECTOR OF NATIONAL PARKS INDEX OF THE NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the period 30 June 2019

Note Description

1 Overview

2 Financial Performance 2.1 Expenses 2.2 Own-Source Revenue and Gains

3 Financial Position 3.1 Financial Assets 3.2 Non-Financial Assets 3.3 Payables 3.4 Other Provisions

4 Funding 4.1 Appropriations 4.2 Regulatory Charging Summary

5 People and Relationships 5.1 Employee Provisions 5.2 Key Management Personnel Remuneration 5.3 Related Party Disclosures

6 Managing Uncertainties 6.1 Contingent Liabilities and Contingent Assets 6.2 Financial Instruments 6.3 Fair Value Assessment

7 Other Information 7.1 Aggregate Assets and Liabilities


DIRECTOR OF NATIONAL PARKS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

Overview

Objectives of the entity

The Director of National Parks is a Corporate Commonwealth Entity. It is a not-for-profit entity. The objective of the entity is to manage Australia's Commonwealth reserves. The Director of National Parks is structured to meet the following outcome:


The continued existence of the Director of National Parks in its present form and with its present programs is dependent on Government policy and continuing funding by Parliament for the Director of National Parks’ administration and programmes.

Basis of Preparation of the Financial Statements

The financial statements and notes are required by section 42 of the Public Governance, Performance and Accountability 2013 (PGPA Act) and are general purpose financial statements.

The financial statements have been prepared in accordance with:

a) Public Governance, Performance and Accountability (Financial Reporting) Rule 2015 (FRR); and

b) Australian Accounting Standards and Interpretations – Reduced Disclosure Requirements issued by the Australian Accounting Standards Board (AASB) that apply for the reporting period.

The financial statements have been prepared on an accrual basis and are in accordance with historical cost convention, except for certain assets at fair value. Except where stated, no allowance is made for the effect of changing prices on the results or the financial position.

The financial statements are presented in Australian dollars and values are rounded to the nearest thousand dollars unless otherwise specified.

The FRR required additional disclosures in 2018–19 with regards to aggregate assets and liabilities. In accordance with section 34B of the FRR, total assets and liabilities have been broken down into amounts expected to be recovered or settled within 12 months and other amounts

New Accounting Standards

Adoption of new Australian Accounting Standard requirements No accounting standard has been adopted earlier than the application date as stated in the standard.

• AASB 9 Financial Instruments (issued December 2014)

The Australian Accounting Standards Board (AASB) has reissued AASB 9. The standard now incorporates a new model for the classification and measurement of financial assets and liabilities, provides new rules for hedge accounting and prescribes new principles on the impairment of financial assets.

• AASB 16 Leases (issued February 2016)

The DNP will apply AASB 16 Leases from 2019-20. This standard will require most operating leases to be recognised on the balance sheet as right-of-use assets and lease liabilities. An initial assessment indicates theimplementation of the standard will have a substantial impact on the financial statements. The estimated balance sheet impact as at 1 July 2019, is an increase to assets ($32.89m) and liabilities ($32.43m). The impact on the profit and loss for the period 2019-20, is estimated to be an increase to depreciation expense ($0.51m) and interest expense ($0.89m) and a decrease in operating lease rentals ($1.08m).



No new or revised standards were issued after 30 June 2019 and prior to the signing of the Statement by the Director of National Parks and the Chief Finance Officer that were applicable to the current reporting period.

Taxation

The Director of National Parks is exempt from all forms of taxation except fringe benefits tax (FBT) and the goods and services tax (GST).

Revenues, expenses, assets and liabilities are recognised net of GST: a) except where the amount of GST incurred is not recoverable from the Australian Taxation Office; andb) except for receivables and payables.

Events after the Reporting Period

There were no subsequent events that had the potential to significantly affect the ongoing structure and financial activities of the entity.

Departmental Major Budget Variances

The following tables provide a comparison of the original budget as presented in the 2018–19 Portfolio Budget Statements (PBS) to the 2018–19 final outcome as presented in accordance with Australian Accounting Standards for the entity.

The Budget is not audited and does not reflect additional budget estimates provided in the 2018–19 Portfolio Additional Estimates Statements (PAES) or the revised budget provided as part of the 2019–20 Portfolio Budget Statements (PBS). However, major changes in budget have been explained as part of the variance analysis where relevant. The actuals are prepared in accordance with Australian Accounting Standards.

Variances are considered to be 'major' based on the following criteria:

• The variance between budget and actual is greater than 10% of the relevant category (Income, Expensesand Equity totals); and

• The variance between budget and actual is greater than $1 million of the relevant category.

Statement of Comprehensive Income

Explanations of major variances Affected line items (and statement)

Employee Benefits

Employee Benefits are higher than budget due to an increase in the discount factor in the shorthand method calculation for employee provisions. The increase is also primarily due to increased investment in human resources for the delivery of outcomes resulting from funding that had not been included in the PBS from the Christmas Island mine site rehabilitation agreement and the receipt of increased funding received from the agreement with the Department of the Environment and Energy for the Marine Protected Areas.

Employee Benefits (Statement of Comprehensive Income)

Employees (Cash Flow Statement)



Sale of Goods and Rendering of Services and Suppliers

Sale of goods and rendering of services and suppliers are higher than budget due to an increase in attendance at Uluṟu-Kata Tjuṯa National Park and an increase in funding for the Marine Protected Areas.

Sale of Goods and Rendering of Services (Statement of Comprehensive Income)

Sale of Goods and Rendering of Services (Cash Flow Statement)

Suppliers (Statement of Comprehensive Income)

Suppliers (Statement of Financial Position)

Suppliers (Cash Flow Statement)

Other Revenue Other revenue includes a classification change for Resources Received Free of Charge (RRFOC) from Other gains reported in the 2018-19 budget. RRFOC represents the value of corporate services provided by the Department of the Environment and Energy under a Service Delivery Agreement.

Other revenue (Statement of Comprehensive Income)

Other gains (Statement of Comprehensive Income)

Statement of Financial Position


Investments Investments are higher than budget due to lump sum receipts of Contributions from the Department of the Environment and Energy being invested in term deposits.

Investments (Statement of Financial Performance)

Interest (Statement of Comprehensive Income)

Interest (Cash Flow Statement)

Interest – term deposits (Cash Flow Statement)

Investments in term deposits (Cash Flow Statement)

Land and Buildings

Land and Buildings are higher than budget due to a formal revaluation being conducted on the DNP's land and building assets in 2016-17 which increased the value of the DNP's land and buildings. The impacts of the revaluation were not included in the budget as the revaluation was conducted after the release of the PBS.

Land and buildings (Statement of Financial Position)

Balance carried forward from previous period (Statement of Changes in Equity)


91


Intangibles

Intangibles are higher than budget due to increased software development. This included the development of the Parks Australia Online Authorisations Portal and the Booderee Park Patrol E-Commerce application.

Intangibles (Statement of Financial Position)

Purchase of intangibles (Cash Flow Statement)

Other Payables Other payables are higher than budget due to an increase in unearned revenue recognition. This is represented by funding being received by the Director of National Parks for specified projects, with these projects yet to be finalised as at 30 June 2019. Projects are deemed not to be completed at 30 June 2019 due to either a delay in project milestones or the project milestone completion dates falling in a future period outside of the 2019 financial year.

Other payables (Statement of Financial Position)

Other Provisions Other provisions are higher than budget as a result of internal indicators being present of the impairment of certain road infrastructure. The impairment was provided for as management decisions on the impairment were approved soon after 30 June 2019.

Other provisions (Statement of Financial Position)

Other comprehensive income (Statement of Changes in Equity)

Cash Flow Statement


Purchase of Property, Plant and Equipment Purchase of property, plant & equipment is lower than budget due to delays in the commencement and delivery of capital projects.

Purchase of property, plant & equipment (Cash Flow Statement)

Statement of Changes in Equity


Asset Revaluation Reserve The Asset Revaluation Reserve is higher than budget due to a formal revaluation being conducted on the DNP's non-financial assets in 2016-17. The impacts of the revaluation were not included in the budget as the revaluation was conducted after the release of the PBS. In addition, an impairment of certain road infrastructure was adjusted through the asset revaluation reserve.

Balance carried forward from previous period (Statement of Changes in Equity)

Other comprehensive income (Statement of Changes in Equity)

Reserves (Statement of Financial Position)



Financial Performance This section analyses the financial performance of the Director of National Parks for the period ended 30 June 2019

Note 2.1: Expenses 2019 2018 $’000 $’000

Note 2.1A - Employee Benefits Wages and salaries 28,934 28,280 Superannuation

Defined contribution plans 2,942 2,743 Defined benefit plans 2,140 2,121

Leave and other entitlements 3,202 1,949 Separation and redundancies - 321 Other employee expenses 3 52 Total employee benefits 37,221 35,466

Accounting Policy Accounting policies for employee related expenses are contained in the People and Relationship section

Note 2.1B – Suppliers Expenses 2019 2018 Goods and services supplied or rendered Professional services 9,689 8,243 Property expenses 2,481 2,609 Repairs and maintenance 3,373 3,516 Parks operation & maintenance 5,553 5,991 Employee related expenses 1,904 1,851 Information technology & communication 1,620 1,656 Service delivery charges 4,200 4,200 Other 2,769 1,163 Total goods and services supplied or rendered 31,589 29,229

Goods supplied 3,577 3,944 Services rendered 28,012 25,285 Total goods and services supplied or rendered 31,589 29,229

Other supplier expenses Operating lease rentals:

Minimum lease payments 929 857 Contingent rentals 4,349 4,130

Total other supplier expenses 5,278 4,987 Total supplier expenses 36,867 34,216

Supplier Commitments Supplier commitments comprise of general consultancy services, utilities and maintenance works.

Within 1 year 3,232 7,853 Between 1 to 5 years 7,983 5,750 Over 5 years 381 -

Total supplier commitments 11,596 13,603

Leasing Commitments Leases for rent of national parks from Traditional Owners - The Director of National Parks in its capacity as lessee, leases Kakadu National Park, Uluṟu-Kata Tjuṯa National Park and Booderee National Park from the parks' Traditional Owners. Annual rent is payable in advance. Terms of leases vary up to a maximum of 99 years.

The lease terms with Kakadu National Park and Uluṟu-Kata Tjuṯa National Park Traditional Owners provide for a review of the annual rent amount every five years.

The lease terms with Booderee National Park Traditional Owners provide for an annual review of the rental amount.



Note 2.1: Expenses (Cont) 2019 2018 $’000 $’000

Commitments for minimum lease payments in relation to non-cancellable operating leases are payable as follows:

Within 1 year 1,184 1,164 Between 1 to 5 years 4,735 4,658 More than 5 years 71,780 71,708

Total operating lease commitments 77,699 77,530

Accounting Policy Where an asset is acquired by means of a finance lease, the asset is capitalised at either the fair value of the lease property or, if lower, the present value of minimum lease repayments at the inception of the contract and a liability is recognised at the same time and for the same amount.

The discount rate used is the interest rate implicit in the lease. Leased assets are amortised over the period of the lease. Lease payments are allocated between the principal component and the interest expense.

Operating lease payments are expensed on a straight line basis which is representative of the pattern of benefits derived from the leased assets.

The majority of operating lease payments relate to arrangements with traditional owners over Kakadu, Uluṟu-Kata Tjuṯa and Booderee National Parks.

Note 2.1C - Depreciation and amortisation Depreciation:

Buildings 3,902 3,884 Infrastructure, plant and equipment 9,985 9,945

Total depreciation 13,887 13,829 Amortisation:

Intangibles 309 62 Total amortisation 309 62 Total depreciation and amortisation 14,196 13,891

Note 2.1D – Impairment loss allowance on financial instruments Impairment on trade and other receivables 229 -

Total impairment on financial instruments 229 -

Note 2.1E - Sale of assets Land and buildings

Proceeds from sale - - Carrying value of assets sold 13 -

Infrastructure, plant & equipment

Proceeds from sale (100) (110) Carrying value of assets sold 349 162

Net loss (gain) from sale of assets 262 52



Note 2.2: Own-Source Revenue 2019 2018 $’000 $’000

Note 2.2A - Sale of goods and rendering of services Sale of goods 50 70 Rendering of services 24,268 20,882 Total sale of goods and rendering of services 24,318 20,952

Accounting Policy Revenue from the sale of goods is recognised when:

a) the risks and rewards of ownership have been transferred to the buyer;b) the seller retains no managerial involvement nor effective control over the goods;c) the revenue and transaction costs incurred can be reliably measured; andd) it is probable that the economic benefits associated with the transaction will flow to the Director of National Parks.

Revenue from rendering of services is recognised by reference to the stage of completion of contracts at the reporting date. The revenue is recognised when:

a) surveys of works performed;b) the amount of revenue, stage of completion and transaction costs incurred can be reliably measured; andc) the probable economic benefits with the transaction will flow to the Director of National Parks.

The stage of completion of contracts at the reporting date is determined by reference to the proportion that costs incurred to date bear to the estimated total costs of the transaction.

Receivables for goods and services, which have 30 day terms, are recognised at the nominal amounts due less any impairment allowance account. Collectability of debts is reviewed at balance date. Allowances are made when collectability of the debt is no longer probable.

Revenue from the sale of park use tickets, permits and goods are recognised at the time tickets/permits are issued or goods are delivered to customers. Refunds for ticket sales are accounted for when they occur. An estimate for these refunds is not provided for.

Note 2.2B - Interest Deposits 1,956 1,632 Total Interest 1,956 1,632

Accounting Policy Interest revenue is recognised using the effective interest method.



Note 2.2: Own-Source Revenue (Cont) 2019 2018 $’000 $’000 Note 2.2C - Other revenue Resources received free of charge 4,275 5,914 Sublease rental income 219 259 Other revenue 818 2,143 Total other revenue 5,312 8,316

Subleasing rental income commitments Sublease rental income - The Director of National Parks in its capacity as lessor has the following four subleases: • Cafe within the Australian National Botanic Gardens which is subject to an annual increase in line with the movement in

consumer price index; • Bookshop within the Australian National Botanic Gardens which is subject to an annual increase in line with the movement in

consumer price index; • Day Spa within the Australian National Botanic Gardens which is subject to an annual review to the consumer price index;

and • the Aurora Resort at Kakadu National Park which has no escalation clauses.

Commitments for sublease rental income receivables are as follows: Within 1 year 913 1,190 Between 1 to 5 years 1,921 1,549 More than 5 years 6,672 6,625 Total sublease rental income commitments 9,506 9,364

Accounting Policy Resources received free of charge are recognised as revenue when and only when a fair value can be reliably determined and the services would have been purchased if they had not been donated. Use of those resources is recognised as an expense. The Department of the Environment and Energy provides corporate services under a Service Delivery Agreement to the Director of National Parks.



Financial Position This section analyses the Director of National Parks’ assets used to conduct its operations and the operating liabilities incurred as a result. Employee related information is disclosed in the People and Relationships section.

Note 3.1: Financial Assets 2019 2018 $’000 $’000

Note 3.1A - Cash and Cash Equivalents Cash on deposit 11,166 11,283 Cash on hand 121 121 Total cash and cash equivalents 11,287 11,404

Note 3.1B - Investments Term Deposits 47,213 42,594 Total investments 47,213 42,594

All investments are expected to be recovered within 12 months.

Accounting Policy Investments are recognised at their nominal amounts and interest is credited to revenue as it accrues. Interest is recognised by applying the effective interest rate.

Note 3.1C - Trade and Other Receivables Goods and services receivables

Goods and services 399 2,062 Total goods and services receivables 399 2,062

Other Receivables Net GST receivable from ATO 643 116 Other receivables 976 822 Total other receivables 1,619 938 Total trade and other receivables (gross) 2,018 3,000

Less: Impairment allowance account Goods and services (55) (190)

Total impairment allowance account (55) (190) Total trade and other receivables (net) 1,963 2,810

All receivables are expected to be received in less than 12 months.

Accounting Policy Financial assets Trade receivables, loans and other receivables that are held for the purpose of collecting the contractual cash flow where cash flows are solely payments of principal and interest, that are not provided at below-market interest rates, are subsequently measured at amortised cost using the effective interest method adjusted for any loss allowance.

Note 3.1D – Accrued revenue Accrued Revenue 343 1,339 Total accrued revenue 343 1,339

Accrued revenue is expected to be recovered within 12 months. No indicators of impairment were found for accrued revenue.

Accounting Policy Cash is recognised at its nominal amount. Cash and cash equivalents include: a) cash on hand; and b) deposits in bank accounts with an original maturity of 3 months or less that are readily convertible to known amounts ofcash and subject to insignificant risk of changes in value.


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Accounting Policy Assets are recorded at cost on acquisition except as stated below. The cost of acquisition includes the fair value of assets transferred in exchange and liabilities undertaken. Financial assets are initially measured at their fair value plus transaction costs where appropriate. Assets acquired at no cost, or for nominal consideration, are initially recognised as assets and revenues at their fair value at the date of acquisition, unless acquired as a consequence of restructuring of administrative arrangements. In the latter case, assets are initially recognised as contributions by owners at the amounts at which they were recognised in the transferor entity’s accounts immediately prior to the restructuring.

Asset Recognition Threshold Purchases of infrastructure plant and equipment are recognised initially at cost in the Statement of Financial Position, except for purchases costing less than $5,000, which are expensed in the year of acquisition (other than where they form part of a group of similar items which are significant in total).

The initial cost of an asset includes an estimate of the cost of dismantling and removing the item and restoring the site on which it is located.

Revaluations Fair values for each class of asset are determined as shown below:

Asset class Fair value measured at:

Land Market selling price

Buildings including leasehold improvements

Market selling price and Current replacement cost

Infrastructure, plant & equipment

Market selling price and Current replacement cost

Following initial recognition at cost, infrastructure, plant and equipment are carried at fair value less subsequent accumulated depreciation and accumulated impairment losses. Valuations are conducted with sufficient frequency to ensure that the carrying amounts of assets do not materially differ from the assets’ fair values as at the reporting date. The regularity of independent valuations depends upon the volatility of movements in market values for the relevant assets. A formal revaluation was conducted in the 2016-17 financial year. Revaluation adjustments are made on a class basis. Any revaluation increment is credited to equity under the heading of asset revaluationreserve except to the extent that it reverses a previous revaluation decrement of the same asset class that was previously recognised through operating result. Revaluation decrements for a class of assets are recognised directly through operating result except to the extent that they reverse a previous revaluation increment for that class. Any accumulated depreciation as at the revaluation date is eliminated against the gross carrying amount of the asset and the asset restated to the revalued amount. Impairment All were assessed for impairment at 30 June 2019. Where indications of impairment exist, the asset’s recoverable amount is estimated and an impairment adjustment made if the asset’s recoverable amount is less than its carrying amount. The recoverable amount of an asset is the higher of its fair value less costs to sell and its value in use. Value in use is the present value of the future cash flows expected to be derived from the asset.

Where the future economic benefit of an asset is not primarily dependent on the asset’s ability to generate future cash flows, and the asset would be replaced if the Director of National Parks were deprived of the asset, its value in use is taken to be its current replacement cost. Depreciation Depreciable infrastructure, plant and equipment assets are written-off to their estimated residual values over their estimated useful lives to the Director of National Parks using, in all cases, the straight-line method of depreciation. Leasehold improvements are depreciated on a straight-line basis over the lesser of the estimated useful life of the improvements or the unexpired period of the lease.

Depreciation rates (useful lives), residual values and methods are reviewed at each reporting date and necessary adjustments are recognised in the current, or current and future reporting periods, as appropriate.

Depreciation rates applying to each class of depreciable asset are based on the following useful lives:

2018-19 2017-18

Artworks 10 to 100 years 10 to 100 years

Buildings 5 to 85 years 5 to 85 years

Infrastructure 7 years to Indefinite Life

7 years to Indefinite Life

Plant & equipment 2 to 60 years 2 to 60 years

Derecognition An item of infrastructure, plant and equipment is derecognised upon disposal or when no further future economic benefits are expected from its use or disposal.

Heritage and Cultural Assets The Director of National Parks has various heritage and cultural items which have not been recorded as assets in the financial statements, due to the difficulties associated with the reliable measurement of these items. The items include Aboriginal archaeological sites, living collections in the Australian National Botanical Gardens and historic buildings which are managed as ruins. The Director of National Parks has adopted, through consultation with boards of management, where relevant, appropriate curatorial and preservation policies for these items. The Director of National Park's curatorial and preservation policies can be found in the Plan of Management for each national park at http://www.parksaustralia.gov.au Intangibles The Director of National Parks' intangibles comprise internally developed and purchased software for internal use and water entitlements. Internally developed software is carried at cost less accumulated amortisation and accumulated impairment losses. Software is amortised on a straight-line basis over its anticipated useful life. The useful lives of the Director of National Parks' software are 4 to 5 years (2017-18: 4 to 5 years). All software assets were assessed for indications of impairment as at 30 June 2019. Water entitlements are carried at cost where there is no active market. When an active market exists they are carried at fair value. These assets are assessed as having an indefinite useful life.

98


Accounting PolicyAssets are recorded at cost on acquisition except as stated below. The cost of acquisition includes the fair value of assets transferred in exchange and liabilities undertaken. Financial assets are initially measured at their fairvalue plus transaction costs where appropriate.

Assets acquired at no cost, or for nominal consideration, are initiallyrecognised as assets and revenues at their fair value at the date ofacquisition, unless acquired as a consequence of restructuring ofadministrative arrangements. In the latter case, assets are initiallyrecognised as contributions by owners at the amounts at which they were recognised in the transferor entity’s accounts immediately prior to the restructuring.

Asset Recognition ThresholdPurchases of infrastructure plant and equipment are recognised initially atcost in the Statement of Financial Position, except for purchases costingless than $5,000, which are expensed in the year of acquisition (other thanwhere they form part of a group of similar items which are significant intotal).

The initial cost of an asset includes an estimate of the cost of dismantlingand removing the item and restoring the site on which it is located.

RevaluationsFair values for each class of asset are determined as shown below:

Asset class Fair value measured at:

Land Market selling price

Buildings including leaseholdimprovements

Market selling price andCurrent replacement cost

Infrastructure, plant &equipment

Market selling price andCurrent replacement cost

Following initial recognition at cost, infrastructure, plant and equipment are carried at fair value less subsequent accumulated depreciation andaccumulated impairment losses. Valuations are conducted with sufficientfrequency to ensure that the carrying amounts of assets do not materiallydiffer from the assets’ fair values as at the reporting date. The regularityof independent valuations depends upon the volatility of movements in market values for the relevant assets. A formal revaluation was conductedin the 2016-17 financial year.

Revaluation adjustments are made on a class basis. Any revaluationincrement is credited to equity under the heading of asset revaluationreserve except to the extent that it reverses a previous revaluationdecrement of the same asset class that was previously recognised throughoperating result. Revaluation decrements for a class of assets are recognised directly through operating result except to the extent that theyreverse a previous revaluation increment for that class.

Any accumulated depreciation as at the revaluation date is eliminatedagainst the gross carrying amount of the asset and the asset restated tothe revalued amount.

ImpairmentAll were assessed for impairment at 30 June 2019. Where indications ofimpairment exist, the asset’s recoverable amount is estimated and animpairment adjustment made if the asset’s recoverable amount is lessthan its carrying amount.

The recoverable amount of an asset is the higher of its fair value less coststo sell and its value in use. Value in use is the present value of the future cash flows expected to be derived from the asset.

Where the future economic benefit of an asset is not primarily dependenton the asset’s ability to generate future cash flows, and the asset would be replaced if the Director of National Parks were deprived of the asset, itsvalue in use is taken to be its current replacement cost.

DepreciationDepreciable infrastructure, plant and equipment assets are written-off totheir estimated residual values over their estimated useful lives to the Director of National Parks using, in all cases, the straight-line method ofdepreciation. Leasehold improvements are depreciated on a straight-linebasis over the lesser of the estimated useful life of the improvements orthe unexpired period of the lease.

Depreciation rates (useful lives), residual values and methods are reviewedat each reporting date and necessary adjustments are recognised in the current, or current and future reporting periods, as appropriate.

Depreciation rates applying to each class of depreciable asset are based onthe following useful lives:

2018-19 2017-18

Artworks 10 to 100 years 10 to 100 years

Buildings 5 to 85 years 5 to 85 years

Infrastructure 7 years toIndefinite Life

7 years toIndefinite Life

Plant & equipment 2 to 60 years 2 to 60 years

DerecognitionAn item of infrastructure, plant and equipment is derecognised upon disposal or when no further future economic benefits are expected fromits use or disposal.

Heritage and Cultural AssetsThe Director of National Parks has various heritage and cultural itemswhich have not been recorded as assets in the financial statements, due tothe difficulties associated with the reliable measurement of these items. The items include Aboriginal archaeological sites, living collections in theAustralian National Botanical Gardens and historic buildings which aremanaged as ruins.

The Director of National Parks has adopted, through consultation with boards of management, where relevant, appropriate curatorial andpreservation policies for these items. The Director of National Park'scuratorial and preservation policies can be found in the Plan ofManagement for each national park at http://www.parksaustralia.gov.au

IntangiblesThe Director of National Parks' intangibles comprise internally developed and purchased software for internal use and water entitlements. Internally developed software is carried at cost less accumulatedamortisation and accumulated impairment losses.Software is amortised on a straight-line basis over its anticipated useful life. The useful lives of the Director of National Parks' software are 4 to 5years (2017-18: 4 to 5 years).

All software assets were assessed for indications of impairment as at 30June 2019. Water entitlements are carried at cost where there is no active market. When an active market exists they are carried at fair value. Theseassets are assessed as having an indefinite useful life.



Note 3.2 Non Financial Assets (Cont) 2019 2018

$’000 $’000 Note 3.2B: Other Non-Financial Assets Prepayments 611 754 Total other non-financial assets 611 754

All other non-financial assets are expected to be recovered in 12 months. No indicators of impairment were found for other non-financial assets.

Note 3.3: Payables

Note 3.3A - Suppliers Trade creditors and accruals 3,449 2,439 Operating lease rentals 1,008 936 Total supplier payables 4,457 3,375

Settlement was usually made within 30 days.

Accounting Policy A distinction is made between finance leases and operating leases. Finance leases effectively transfer from the lessor to the lessee substantially all the risks and rewards incidental to ownership of leased non-current assets. An operating lease is a lease that is not a finance lease. In operating leases, the lessor effectively retains substantially all such risks and benefits.

Where an asset is acquired by means of a finance lease, the asset is capitalised at either the fair value of the lease property or, if lower, the present value of minimum lease repayments at the inception of the contract and a liability is recognised at the same time and for the same amount.

The discount rate used is the interest rate implicit in the lease. Leased assets are amortised over the period of the lease. Lease payments are allocated between the principal component and the interest expense.

Operating lease payments are expensed on a straight line basis which is representative of the pattern of benefits derived from the leased assets.

The majority of operating lease payments relate to arrangements with traditional owners over Kakadu, Uluṟu-Kata Tjuṯa and Booderee National Parks.

Note 3.3B - Other Payables Salaries and wages 216 181 Superannuation 38 34 Unearned revenue 11,574 9,148 Other payables 416 294 Total other payables 12,244 9,657

All other payables are expected to be settled within 12 months.

Note 3.4 Other Provisions Other Provisions 3,818 - Total other provisions 3,818 -

Other provisions consist of impairment of unsealed management tracks.



Funding This section identifies the Director of National Parks' funding structure.

Note 4.1: Appropriations

The Director of National Parks received no direct appropriation from the Government for Departmental outputs. Funds are appropriated directly to the Department of the Environment and Energy and transferred to the Director of National Parks. Funds transferred from the Department of the Environment and Energy included a $47.438m Corporate Commonwealth Entity payment (2017-18: $46.548m) and an equity injection of $0.181m in 2018-19 (2017-18: $0.376m). When received by the Director of National Parks, the payments made are legally the money of the Director of National Parks and do not represent any balance remaining in the Consolidated Revenue Fund.

Note 4.2: Regulatory Charging Summary 2019 2018 $'000 $'000 Amounts applied Departmental Own source revenue 5,712

5,619

Total amounts applied 5,712

5,619

Expenses

Departmental 5,712

5,619 Total expenses 5,712

5,619

Revenue

Departmental 90

92 Total revenue 90

92

Cost recovered activities: - Permit fees On 4 September 2017 the Director of National Parks was issued with a Government Policy Order (Public Governance,

Performance and Accountability (Charging for Regulatory Activities) Order 2017) to comply with the Australian Government Charging Framework (the Framework). Under the Framework, regulatory fees are set in legislation. With regards to the Director of National Parks, permit fees are prescribed under the Environment Protection and Biodiversity Conservation Regulations 2000.



People and relationships This section describes a range of employment and post employment benefits provided to our people and our relationships with other key people

Note 5.1: Employee Provisions 2019 2018 $’000 $’000

Leave 9,427 8,961 Total employee provisions 9,427 8,961

Employee Provisions are expected to be settled in: No more than 12 months 4,007 4,139 More than 12 months 5,420 4,822

Total employee provisions 9,427 8,961

Accounting Policy The legal entity of the Director of National Parks has only one employee, being the Director himself. However, under an arrangement with the Department of the Environment and Energy, the Director of National Parks has a number of employees of the Department of the Environment and Energy that are assigned to assist the Director. For the purpose of these Financial Statements, such employees are treated as employees of the Director of National Parks.

Liabilities for 'short-term employee benefits' (as defined in AASB 119: Employee Benefits) and termination benefits due within twelve months are measured at their nominal amounts. The nominal amount is calculated with regard to the rates expected to be paid on settlement of the liability.

Other long-term employee benefits are measured as a net total of the present value of the defined benefit obligation at the end of the reporting period minus the fair value at the end of the reporting period of plan assets (if any) out of which the obligations are to be settled directly.

Leave The liability for employee benefits includes provision for annual leave and long service leave. No provision has been made for sick leave as all sick leave is non-vesting and the average sick leave taken in future years by employees of the Director of National Parks is estimated to be less than the annual entitlement for sick leave.

The leave liabilities are calculated on the basis of employees' remuneration at the estimated salary rates that will be applied at the time the leave is taken, including the Director of National Parks' employer superannuation contribution rates to the extent that the leave is likely to be taken during service rather than paid out on termination.

The liability for long service leave has been determined using the short-hand method in accordance with the FRR for reporting periods ending on or after 1 July 2014. The estimate of the present value of the liability takes into account attrition rates and pay increases through promotion and inflation.

Separation and Redundancy Provision is made for separation and redundancy benefit payments. The Director of National Parks recognises a provision for termination when it has developed a detailed formal plan for the terminations and has informed those employees affected that it will carry out the terminations.

Superannuation Employees of the Director of National Parks are members of the Commonwealth Superannuation Scheme (CSS), the Public Sector Superannuation Scheme (PSS) or the PSS accumulation plan (PSSap).

The CSS and PSS are defined benefit schemes for the Commonwealth. The PSSap is a defined contribution scheme.

The liability for defined benefits is recognised in the financial statements of the Australian Government and is settled by the Australian Government in due course. This liability is reported by the Department of Finance as an administered item.

The Director of National Parks makes employer contributions to the Australian Government at rates determined by an actuary to be sufficient to meet the cost to the Government of the superannuation entitlements of the Director of National Parks' employees. The Director of National Parks accounts for the contributions as if they were contributions to defined contribution plans. The liability for superannuation recognised as at 30 June represents outstanding contributions for the final fortnight of the year.



Note 5.2: Key Management Personnel Remuneration

Key management personnel are those persons having authority and responsibility for planning, directing and controlling the activities of the entity, directly or indirectly (whether executive or otherwise) of that entity. The Director of National Parks reviews its key management personnel on an annual basis. In 2018-19, the entity has reassessed its key management personnel to be the Director only. Since the commencement of the Director, significant organisational restructures have occurred which have changed the decision-making responsibilities, and therefore the composition of key management personnel, for the 2018-19 financial year.

Whereas Assistant Secretaries and other previously identified key management personnel exercised collective decision-making authority over the agency, the Director has now assumed sole responsibility for the strategic direction of the agency and exercises direct and significant control over its operations. Key management personnel remuneration is reported below:

Key management personnel remuneration expenses 2019 2018 $’000 $’000

Short-term employee benefits 302 1,651 Post-employment benefits 45 269 Other long-term employee benefits 7 161 Total key management personnel remuneration expenses1 354 2,081

The total number of key management personnel that are included in the above table are 2 individuals (2017-18: 12). The number of individuals also includes those in long term acting arrangements.

1 The above key management personnel remuneration excludes the remuneration and other benefits of the Portfolio Minister. The Portfolio Minister's remuneration and other benefits are set by the Remuneration Tribunal and are not paid by the Director of National Parks.

Note 5.3: Related Party Disclosures

Related party relationships: The Director of National Parks is an Australian Government controlled entity. Related parties to the Director of National Parks are the Key Management Personnel as disclosed in Note 5.2 including the Portfolio Minister and other Australian Government entities.

Transactions with related parties: Given the breadth of Government activities, related parties may transact with the government sector in the same capacity as ordinary citizens. Such transactions include the payments or refunds, receipt of Medicare rebate or higher education loans. These transactions have not been separately disclosed in this note.

Giving consideration to relationships with related parties, and transactions entered into during the reporting period by the Director of National Parks, it has been determined that there are no related party transactions to be separately disclosed.



Managing uncertainties This section analyses how the Director of National Parks manages financial risks within its operating environment.

Note 6.1: Contingent Liabilities and Contingent Assets

Unquantifiable Contingencies The Director of National Parks holds the reversionary interest under a lease for the town of Jabiru expiring in 2021. The future of the township, including make good and rehabilitation arrangements, is currently being negotiated between the Director of National Parks, the lessee and other stakeholders. Where no agreement is achieved between the relevant parties, and subject to any other rights of the Director of National Parks in relation to make good, the Director of National Parks will assume ownership and management of the town. The extent of the Director’s rights, and the condition of assets and surrounding land are yet to be extensively investigated. Quantifiable Contingencies There were no quantifiable contingent assets, contingent liabilities or significant remote contingencies identified for 30 June 2019.

Accounting Policy Contingent liabilities and contingent assets are not recognised in the Statement of Financial Position but are reported in the notes. They may arise from uncertainty as to the existence of a liability or asset, or represent an existing liability or asset in respect of which settlement is not probable or the amount cannot be reliably measured. Contingent assets are reported when settlement is probable but not virtually certain and contingent liabilities are recognised when settlement is greater than remote.

Note 6.2: Financial Instruments 2019 2018 Notes $'000 $'000 Note 6.2A - Categories of financial instruments Financial Assets under AASB 139 Loans and receivables Cash 3.1A

11,404

Trade and other receivables 3.1C

2,694 Accrued revenue 3.1D

1,339

Total Loans and receivables

15,437

Held-to-maturity investments

Cash in term deposits 3.1B

42,594 Total held-to-maturity investments

42,594

Carrying amount of financial assets

58,031

Financial Assets under AASB 9 Financial assets at amortised cost Cash and Cash Equivalents 3.1A 11,287 Investments 3.1B 47,213 Trade receivables 3.1C 1,320 Accrued revenue 3.1D 343 Total financial assets

60,163

Financial liabilities At amortised cost Supplier payables 3.3A 3,449 2,439 Other payables 3.3B 416 294 Financial liabilities measured at amortised cost 3,865 2,733



Note 6.2: Financial Instruments(cont.) Classification of financial assets on the date of initial application of AASB 9.

Financial assets class Note AASB 139 original

classification AASB 9 new

classification

AASB 139 carrying

amount at 1 July 2018

AASB 9 carrying


$'000 $'000

Cash and cash equivalents 3.1A Held-to-maturity / Loans & receivables Amortised Cost 53,998 53,998

Trade receivables 3.1C Loans & receivables Amortised Cost 2,694 2,694 Accrued revenue 3.1D Loans & receivables Amortised Cost 1,339 1,339 Total amortised cost 58,031 58,031

Reconciliation of carrying amounts of financial assets on the date of initial application of AASB 9

AASB 139 carrying amount at

30 June 2018 Reclassifica-

tion Remeasure-

ment

AASB 9 carrying


$'000 $'000 $'000 $'000 Financial assets at amortised costs Held-to-maturity investments

Cash in term deposits 42,594 42,594 42,594 Loans and receivables

Cash and cash equivalents 11,404 11,404 11,404 Trade and other receivables 2,694 2,694 2,694 Accrued revenue 1,339 1,339 1,339

Total amortised cost 58,031 58,031 - 58,031

2019 2018 Notes $'000 $'000

Note 6.2B - Net gains or losses on financial assets Financial assets at amortised cost

Interest revenue 2.2B 1,956 1,632 Write down - financial assets 2.1D (229) -

Net gain / (loss) on financial assets at amortised cost 1,727 1,632



Accounting Policy Financial Assets With the implementation of AASB 9 Financial Instruments for the first time in 2019, the Director of National Parks classifies its financial assets in the following categories:

• financial assets at fair value through profit or loss; • financial assets at fair value through other

comprehensive income; and • financial assets measured at amortised cost. The classification depends on both the Director of National Parks’ business model for managing the financial assets and contractual cash flow characteristics at the time of initial recognition. Financial assets are recognised when the Director of National Parks becomes a party to the contract and, as a consequence, has a legal right to receive or a legal obligation to pay cash and derecognised when the contractual rights to the cash flows from the financial assets expire or are transferred upon trade date.

Comparatives have not been restated on initial application.

Financial Assets at Amortised Cost Financial assets in this category need to meet two criteria:

• the financial asset is held in order to collect the contractual cash flows; and

• the cash flows are solely payments of principal and interest (SPPI) on the principal outstanding amount.

Amortised cost is determined using the effective interest method.

Effective Interest Method Income is recognised on an effective interest rate basis for financial assets that are recognised at amortised cost.

Financial Assets at Fair Value Through Other Comprehensive Income (FVOCI) Financial assets measured at fair value through other comprehensive income are held with the objective of both collecting contractual cash flows and selling the financial assets and the cash flows meets the SPPI test.

Financial Assets at Fair Value Through Profit or Loss (FVTPL) Financial assets are classified as financial assets at fair value through profit or loss where the financial assets either do not meet the criteria of financial assets held at amortised cost or FVOCI (i.e. mandatorily held at FVTPL) or may be designated.

Impairment of Financial Assets Financial assets are assessed for impairment at the end of each reporting period based on Expected Credit Losses, using the general approach which measures the loss allowance based on an amount equal to lifetime expected credit losses where risk has significantly increased, or an amount equal to 12-month expected credit losses if risk has not increased.

The simplified approach for trade, contract and lease receivables is used. This approach always measures the loss allowance as the amount equal to the lifetime expected credit losses.

A write-off constitutes a derecognition event where the write-off directly reduces the gross carrying amount of the financial asset.

Financial liabilities Financial liabilities are classified as either financial liabilities ‘at fair value through profit or loss’ or other financial liabilities. Financial liabilities are recognised and derecognised upon ‘trade date’.

Financial liabilities at fair value through profit or loss Financial liabilities at fair value through profit or loss are initially measured at fair value. Subsequent fair value adjustments are recognised in profit or loss. The net gain or loss recognised in profit or loss incorporates any interest paid on the financial liability.

Financial Liabilities at Amortised Cost Financial liabilities, including borrowings, are initially measured at fair value, net of transaction costs. These liabilities are subsequently measured at amortised cost using the effective interest method, with interest expense recognised on an effective interest basis.

Supplier and other payables are recognised at amortised cost. Liabilities are recognised to the extent that the goods or services have been received (and irrespective of having been invoiced).

105


Accounting Policy Financial Assets With the implementation of AASB 9 Financial Instruments for the first time in 2019, the Director of National Parks classifies its financial assets in the following categories:

• financial assets at fair value through profit or loss; • financial assets at fair value through other

comprehensive income; and • financial assets measured at amortised cost. The classification depends on both the Director of National Parks’ business model for managing the financial assets and contractual cash flow characteristics at the time of initial recognition. Financial assets are recognised when the Director of National Parks becomes a party to the contract and, as a consequence, has a legal right to receive or a legal obligation to pay cash and derecognised when the contractual rights to the cash flows from the financial assets expire or are transferred upon trade date.

Comparatives have not been restated on initial application.

Financial Assets at Amortised Cost Financial assets in this category need to meet two criteria:

• the financial asset is held in order to collect the contractual cash flows; and

• the cash flows are solely payments of principal and interest (SPPI) on the principal outstanding amount.

Amortised cost is determined using the effective interest method.

Effective Interest Method Income is recognised on an effective interest rate basis for financial assets that are recognised at amortised cost.

Financial Assets at Fair Value Through Other Comprehensive Income (FVOCI) Financial assets measured at fair value through other comprehensive income are held with the objective of both collecting contractual cash flows and selling the financial assets and the cash flows meets the SPPI test.

Financial Assets at Fair Value Through Profit or Loss (FVTPL) Financial assets are classified as financial assets at fair value through profit or loss where the financial assets either do not meet the criteria of financial assets held at amortised cost or FVOCI (i.e. mandatorily held at FVTPL) or may be designated.

Impairment of Financial Assets Financial assets are assessed for impairment at the end of each reporting period based on Expected Credit Losses, using the general approach which measures the loss allowance based on an amount equal to lifetime expected credit losses where risk has significantly increased, or an amount equal to 12-month expected credit losses if risk has not increased.

The simplified approach for trade, contract and lease receivables is used. This approach always measures the loss allowance as the amount equal to the lifetime expected credit losses.

A write-off constitutes a derecognition event where the write-off directly reduces the gross carrying amount of the financial asset.

Financial liabilities Financial liabilities are classified as either financial liabilities ‘at fair value through profit or loss’ or other financial liabilities. Financial liabilities are recognised and derecognised upon ‘trade date’.

Financial liabilities at fair value through profit or loss Financial liabilities at fair value through profit or loss are initially measured at fair value. Subsequent fair value adjustments are recognised in profit or loss. The net gain or loss recognised in profit or loss incorporates any interest paid on the financial liability.

Financial Liabilities at Amortised Cost Financial liabilities, including borrowings, are initially measured at fair value, net of transaction costs. These liabilities are subsequently measured at amortised cost using the effective interest method, with interest expense recognised on an effective interest basis.

Supplier and other payables are recognised at amortised cost. Liabilities are recognised to the extent that the goods or services have been received (and irrespective of having been invoiced).



Note 6.3: Fair Value Measurement

Accounting Policy A revaluation is conducted in accordance with the revaluation policy stated at Note 3.2A. The Director of National Parks has a policy of having non-financial assets revalued every three years unless there are significant changes in economic and physical indicators. A full revaluation was conducted by an independent valuer in 2016-17 which considered these factors.

The Director of National Parks deems transfers between levels of the fair value hierarchy to have occurred when there has been a significant change in the volume or level of activity for the asset and where observable and unobservable inputs change due to the lack or presence of market- corroborated inputs. This is assessed once every 12 months with a formal revaluation undertaken once every three years.

Note 6.3A - Fair Value Measurement

Fair value measurements at the end of the reporting period

2019

2018 $'000 $'000

Non-financial assets Land 12,531 12,531 Buildings 60,049 63,363 Infrastructure, plant & equipment1 134,679 144,520 Total non-financial assets 207,259 220,414 Total fair value measurement of assets in the statement of financial position 207,259 220,414

1Carrying amount of Infrastructure, plant and equipment was reduced by provision of $3.8m which is for the impairment of unsealed management tracks.



Other Information

7.1 Aggregate Assets and Liabilities

7.1A Aggregate Assets and Liabilities

2019 2018 $'000 $'000

Assets expected to be recovered in: No more than 12 months 61,417 58,901 More than 12 months 215,640 223,746 Total assets 277,057 282,647

Liabilities expected to be settled in: No more than 12 months 24,526 17,171 More than 12 months 5,420 4,822 Total liabilities 29,946 21,993

Appendices 7


Appendix A: Strategies and corporate action results

Purpose 1:

RESILIENT PLACES AND ECOSYSTEMSTo protect and conserve the natural and cultural values of Commonwealth reserves

Strategies and corporate action results

Strategy 1. Reduce the overall impact of threatening processes, invasive species and inappropriate fire on natural and cultural values

• To improve knowledge of feral cat numbers and distribution in Norfolk Island NationalPark during 2018–19, we undertook an island wide camera monitoring program.Cat control efforts also increased this year in cooperation with Island partners. At30 June 2019, Park staff were liaising with the Norfolk Island Regional Council tointroduce de-sexing and microchip programs to promote responsible cat ownership onthe Island.

• This year, cat eradication activities on Christmas Island focused on implementingwet season cat control trials, testing new trap designs and lures, and undertakingnocturnal shooting activities using thermal equipment. The outcomes of this work willfeed into a new eradication plan designed to achieve effective and continual cat removalyear round.

• Control of the yellow crazy ant on Christmas Island is also continuing. In 2016, a microwasp was introduced to the park as an indirect biological control of the yellow crazyant. From this approach it was expected that the micro wasp would parasitise the foodsource of the ants (hard scale insects) reducing their ability to form super colonies thatsignificantly affect the surrounding environment. The results of the biological controlmonitoring in 2018–19 show that the ant is able to maintain high densities despitecontrol of the hard scale insect. It is believed that this is due to their ability to target adifferent soft scale insect species. The density of crazy ant super colonies is currentlyabove the threshold that has been used historically as the trigger for aerial baiting.Given this, the Crazy Ant Scientific Advisory Panel recommended that an island-widechemical control program be undertaken before the next red crab migration to ensurethe protection of this ecologically important species.

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• At Booderee National Park, fox management continued through baiting with buried1080 baits, canid pest ejectors and intermittent use of professional shooters. Resultsof a camera trap survey during 2018–19 show persistently low density of foxes. Tocontrol bitou bush populations in the park, volunteer groups were utilised to hand pullsmall plants.

• At Ashmore Reef Marine Park, we surveyed tropical fire ants in April 2019 as part of abroader assessment of the terrestrial environmental. The assessment examined boththe abundance of ants and signs of their interaction with native species. Ants weredetected across the East, Middle and West islands. A final report of the survey is duein 2020.

• To reduce marine debris in Australian Marine Parks this year, we developed anAustralian Marine Parks Marine Debris Strategy. This strategy sets out our role inmanaging debris in and adjacent to Australian Marine Parks. Other agencies also assistus in the management of debris in Australian Marine Parks. For example, the AustralianFisheries Management Authority continues to support the removal of ghost nets, whileregular debris collection is conducted by Australian Border Force officers stationed atAshmore Reef Marine Park.

Strategy 2. Take action to protect threatened and significant species

• Following our eastern quoll translocation in Booderee National Park in 2017–18, theUniversity of Tasmania conducted an external review of the project. The review foundthe project was well-planned and resourced, and succeeded in meeting its shortterm objective. The report provided several minor suggestions that will be taken intoconsideration during the second phase of the translocation project.

• We completed a feasibility study in 2018 to address questions associated withintroducing the Christmas Island blue tailed skink to two separate islands in the Cocos(Keeling) Island group. The final goal of this study was to secure the future of the speciesoutside of captivity. With the study complete, the project is now on track to release onepopulation to Pulu Blan in September 2019 and the other to Pulu Kembang by the endof 2019. For more information about work undertaken to protect the blue tailed skinkplease see Case Study 3.

• After our unsuccessful attempt to translocate eight green parrots from Norfolk Islandto Phillip Island in April 2017, future translocations are still seen as an important step inthe recovery process for the species. A recent review of the project, undertaken by theAustralian National University, recommended a number of measures be implementedbefore another translocation trial is undertaken. These measures, including eradication ofthe non-native tarler bird on Phillip Island, will guide the revision of the translocation plan.


• In 2015 a prioritisation tool was developed for Parks Australia, designed to helpprioritise resources for threatened species management. Using this tool, a flora recoveryproject for threatened plant species at Norfolk Island National Park was approved.This project aims to provide conservation attention for the Norfolk Island nettle,kurrajong, Norfolk Island hibiscus, clematis and bastard oak through seed collection andpropagation. In 2018–19 large numbers of target species were propagated for plantingin future years.

• Seed banking and ex situ conservation continued to be a focus of the National SeedBank (NSB) in 2018–19. Through the NSB, we secured 128 new accessions of 69 species(including 12 EPBC listed species) from the ACT, NSW, NT, QLD and Norfolk Island. Wealso secured 55 accessions of 37 species from Commonwealth terrestrial reserves.This year the National Seed Bank also participated in eight collaborative conservationand research projects, and secured funding for three new ex situ conservation andseed research projects. By undertaking research on our current ex situ seed and livingcollections, we supported on-ground conservation actions, such as work undertaken toconserve the critically endangered Christmas Island fern (Pseudomesipteris truncata).

• To manage the red crab migration on Christmas Island and minimise loss from vehiclesthis year, Christmas Island National Parks Staff pursued partnerships to keep our crabprotection infrastructure in good working order.

• In March 2019 work began at Booderee National Park to scope and design a researchproject into the decline of greater glider populations. The project also aims to findrecovery options for the species. At June 2019, work had begun to secure customisedcollars (VHF/GPS/Proximity sensing) for the glider research.

• In 2018–19, marine debris and ghost nets were removed in Australian Marine Parksto protect threatened and culturally significant species. Partnerships with the WesternAustralian Government, traditional owners and ranger groups were crucial to thisoutcome. For example Gnulli Indigenous rangers removed marine debris from NingalooReef Marine Park as part of their work on sea country.

Strategy 3. Conduct monitoring programs on threatened species to assess management effectiveness

• At Uluṟu-Kata Tjuṯa National Park, monitoring methods for tjakura (great desertskink) were revised for management effectiveness. The Central Land Council providedapproval for Parks Australia to adopt and use their monitoring methods to ensure thata consistent and valid method is adopted in the park and in adjacent IndigenousProtected Areas.

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• In March 2019, an annual mala population survey was conducted at Uluṟu-Kata Tjuṯa National Park in cooperation with the Northern Territory Government and Taronga Zoo. Final reporting of the results show a healthy population of approximately 200 individuals within the park’s mala enclosure.

• Monitoring for the Christmas Island flying fox was underway in mid-2019 to measure population size and distribution on the island. Results will be available in late 2019.

• Regular monitoring of the green parrot on Norfolk Island continued this year to observe nest success. While anecdotal reports from the community and park staff indicate that green parrots are expanding in number and range, a formal population survey will occur in the next financial year.

• At Booderee National Park, monitoring of the eastern bristle bird indicates the population is recovering strongly following a fire in September 2017. Observations indicate that the birds moved to unburnt sites before returning to burnt sites some months later. Southern brown bandicoots and Eastern quolls are also known to be present in the park as of February and March 2019. The status of long nosed potoroos in the park is unknown.

• In 2018–19, research and monitoring needs were identified for threatened and culturally significant marine species in Australian Marine Parks. This included the advancement of a monitoring, evaluation, reporting and improvement (MERI) framework and developing network monitoring plans. Refining these monitoring plans involved engaging with traditional owners (including the Kimberley Indigenous Saltwater Advisory Group), ranger groups, as well as state and territory governments.

• A grey nurse shark monitoring program continued this year at aggregation sites in the Cod Grounds Marine Park and the Pimpernel Rock area of the Solitary Islands Marine Park. Results indicate the sites are important throughout the year for grey nurse shark migration. We also monitored the vulnerable black cod in 2018–19, and contributed funding for satellite tagging and long-term monitoring of sea turtles in the Coral Sea. Work also progressed on the development of a project plan for a project on marine turtles in the Kimberley region.

Strategy 4. Research, document, curate and share scientific knowledge to build understanding of Australia’s biodiversity

• In 2018–19 we continued to provide leadership through a National Coordinator and Secretariat services for the Australian Seed Bank Partnership. This role provided support for the Council of Heads of Australian Botanic Gardens, and delivered ongoing assistance for seed collection in all states and territories.


• We also curated and managed a number of physical and digital natural historycollections at the Australian National Herbarium (ANH), the Australian Plant ImageIndex, the Australian National Botanic Gardens (ANBG) Living Collection, the BoodereeBotanic Gardens, and the National Seed Bank collection. Key outcomes of thismanagement for 2018–19 included:

– 6,231 new physical specimens were added to the ANH collection, and 6,349herbarium sheets were digitally imaged

– 3,421 new images were added to the Australian Plant Image Index and 4,827 existingrecords were revised to keep pace with taxonomic change

– 780 new items were added to the ANBG Library collection, and 676 items wereloaned for research purposes

– 128 new seed accessions of 69 species were added to the National Seed Bank, andassessments of historical seed collections were undertaken

– An annual audit of the ANBG Living Collection curatorial standards was undertaken,which resulted in a high degree of compliance with the Living Collection Policy

– Germination tests on 86 accessions of 49 species were conducted to determine seedviability, and documented seed treatments that trigger germination.

• This year we also maintained and updated the national biodiversity databases, collectionmanagement systems and digital collections that Parks Australia manages. Outcomes ofthis work included:

– 1,998 new plant names were added to the National Species List database

– 608 new species records were added to the Australian Faunal Directory, with 581species records revised to keep pace with taxonomic change

– 266 new plant species profiles were created for the Flora of Australia platform, and1,841 profiles were revised

– 8,380 new records were added to the Australian National Herbarium SpecimenInformation Register, and 30,208 records were edited.

• We also undertook work to maintain, modernise and improve critical biodiversity datasystems in 2018–19. This included:

– Improvements to the Living Collections Database

– Development of the first phase of the classification editor for the National Species List

– Updates to the Integrated Biodiversity Information System that connects databetween the ANBG, the ANH, and the Australian Biological Resources Study

– A staged replacement of the Collections Management System for the ANH and otherCSIRO national research collections

– Developing a plan to replace the Australian Plant Image Index and AustralianFaunal Directory.

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• In partnership with Atlas of Living Australia, we progressed with the development of theFlora of Australia digital platform and the National Species List system in 2018–19:

– For the Flora of Australia platform, the Australian Biological Resources Studycontinued to build, improve and govern the scientific treatments for the system. Forexample, the ‘Bryophytes of Australia’ collection was added to the Flora of Australiaplatform in early 2019

– Within the National Species List system, the first phase of the ‘tree editor’ wasdelivered, which allows digital management of taxonomic hierarchies. Nationallists of lichen, algae and fungi names were also loaded into the system during thefinancial year.

• To improve understanding of marine biodiversity and establish baselines, wefunded priority research and monitoring in Australian Marine Parks. Research wascommissioned to address gaps in the knowledge needed for effective management,and included topics such as coral bleaching, reef health, seafloor bathymetry, habitatmapping and species surveys. For example:

– James Cook University undertook the second year of surveys for the Coral SeaCoral Health Multi-year Project in 2019. These surveys showed no mass bleachingevents in the Coral Sea during the last two summers. This work is crucial to establishbaselines for reefs in the Coral Sea Marine Park into the future

– We contributed funding to the 2018 Tasmanian Seamounts Voyage, which includedresearch in the Huon and Tasman Fracture Marine Parks. This voyage monitoredrecovery of deep sea coral communities following historical seafloor trawlingdisturbance; ground-truthed predictive habitat modelling of deep sea coraldistributions; and undertook infill mapping of seafloor bathymetry. Data is still beinganalysed and reports are expected by June 2020. For more information please seeCase Study 4

– In March 2019, we also provided funding to the University of Tasmania whoundertook bathymetry mapping in Tasman Fracture, Freycinet, and Huon marineparks; as well as in suitable reference sites outside the parks. Bathymetry mapping isimportant to inform the location of future biological surveys

– This financial year we also commissioned shallow coral reef monitoring, through theReef Life Survey citizen science program at Cartier Island, Mermaid, Kimberley, andGeographe Marine Parks

– In April 2019, CSIRO was contracted to undertake a series of terrestrial and marinesurveys at Ashmore Reef Marine Park. These surveys assessed the status and trendsof key species and habitats to support understanding of management effectiveness.The final report and project completion is due in early 2020.


• In September 2018 we launched the Australian Marine Parks Science Atlas tocommunicate outcomes of scientific research in the marine parks. The Atlas provides aninteractive, map-based website designed to make scientific information about AustralianMarine Parks more accessible. To view the Atlas, please visitwww.parksaustralia.gov.au/marine/science/science-atlas.

• We also communicated science research to marine park users, stakeholders andlocal communities via regular social media posts; an enhanced web presence;and development of online engagement materials (including videos, posters andpresentations). Stakeholder feedback and social media/web analytics suggest thatengagement with the various online communication tools is increasing.

• This year we also made significant progress in developing a framework to reportAustralian Marine Park values, biodiversity, condition and management effectivenessto stakeholders. Our national MERI framework describes our approach to adaptivemanagement of Australian Marine Parks. As part of this framework, monitoringand evaluation plans for the marine park networks are being developed. Whencompleted, the plans will prioritise monitoring and define specific indicators to measureperformance. A National Environmental Science Program project is underway to assistwith identifying and prioritising social and economic metrics for Australian Marine Parks.

• In 2018–19 we funded and facilitated scientific research in taxonomy and systematics.The first Bush Blitz expedition of the programme’s third round was held in ACT in late2018, involving collection of plants and animals for taxonomic research. Additionally,the Australian Biological Resources Study funded seven new Research and Capacity-building Grants valued at $1.52 million as part of the National Taxonomy Research GrantProgram. Seventeen Honours and PhD students also received just under $24,000 totalfunding from the 2019 ABRS Student Travel Grants to facilitate their research.

• This year we also facilitated the use of biological collections and data for public good,and scientific research:

– We continued to work with Taxonomy Australia to implement relevant priorityactions from the Decadal Plan for Taxonomy and Biosystematics in Australia and NewZealand, 2018–2027. This included work to improve open access to species names,to create new diagnostic tools for identification of plants and animals, and to expandthe Flora of Australia tool to other lifeform groups

– An estimated 392,436 Atlas of Living Australia (ALA) web pages were viewed duringthe year which incorporated Parks Australia data supplied via the National SpeciesList, Flora of Australia and Australasian Virtual Herbarium. 17.91 billion ALA recordshave been downloaded to date for scientific research, education, conservationplanning and management, environmental assessment, biosecurity management,collections management, restoration and citizen science

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– In late 2018, the Australian National Herbarium (ANH) hosted 124 visitors andgranted requests for destructive sampling of 164 herbarium specimens for research.In addition, 568 specimens were sent on loan to other institutions, and a further3,209 specimens were sent as part of the ANH’s ongoing exchange program

– The ANBG library answered 233 reference enquiries. The library collection is usedby staff to provide evidence-based advice to Government. The Friends of the ANBGalso utilise the collection to inform the guided walks they provide to visitors ofthe Gardens

– The National Seed Bank provided seeds from 30 accessions of 16 species to fourexternal parties, including for biosecurity research. The seed bank also hosted164 people from botanic gardens, academic institutions and the general public.

Strategy 5. Implement park compliance and authorisation programs

• To ensure park values are protected and to enable sustainable use, we continued toassess and approve proposed activities in line with park management plans. To supportthese assessment processes we:

– Communicated with park users to improve awareness of authorisationrequirements. For example, this year we drafted an external policy statement onmarine park assessments, authorisations and decision-making. Once finalised thepolicy document will improve user understanding of authorisation requirementsand processes

– Identified and addressed new online system functions to support submitting onlineapplications and management of assessments

– Revised marine park processes to ensure activity assessments and decisions alignwith new management plan decision-making criteria.

• In 2018–19, we undertook risk-based compliance planning for each Marine ParksNetwork and the Coral Sea Marine Park. This planning enabled us to develop targetedcompliance actions to support appropriate use of our protected areas. Such actionsinclude improving user awareness; refining surveillance and monitoring; issuing ofpenalty notices; and enhancing deterrence of illegal activities through pursuing civilproceedings or criminal prosecutions. To enable compliance, we also work withpartner agencies:

– We continued to work with the Australian Fisheries Management Agency (AFMA)to conduct research, and monitor fishing activities. We detected 38 marine parkcompliance incidents using their Vessel Monitoring System (VMS)


– We established partnership agreements with New South Wales, Tasmanian, SouthAustralian and Western Australian government agencies to monitor marine parkuse through vessel patrols and aerial surveillance. This year our partners undertook171 surveillance activities in 20 Australian Marine Parks resulting in the detection of14 compliance incidents

– We continued to work with Maritime Border Command (MBC) to monitor marineparks for illegal fishing activities, and detected 87 compliance incidents this year.

• We also began implementing improved and consistent approaches to complianceplanning and functions in terrestrial parks via our Parks Australia’s RegulatoryImprovement Plan. Progress so far includes delivery of templates for consistentcompliance administration including incident reporting, warning letters, and decisionreviews for compliance staff; and delivery of centralised training model to jointlymanaged parks to ensure consistent regulatory training standards for terrestrial Parksacross the Division.

• We carried out initiatives to assist industry and the community to enjoy marine parksand avoid compliance incidents. In 2018–19 this included producing online informationfor park users, implementing an awareness campaign for fishery associations, andproviding a free alert service that sends real-time notifications to licenced commercialfishers with a Vessel Monitoring System when they enter a marine park.

• This year we investigated and implemented new technologies to support effectivecompliance in parks:

– At two marine parks in the Temperate East Marine Park Network, we trialled acousticmonitoring technology with the aim of understanding patterns of use of the marineparks by small vessels. The technology was trialled across two projects – a large-scalesystem for tracking vessels, and an archival system for understanding patterns of use

– We also established agreements with the South Australian and Northern Territorygovernments to share VMS data for compliance purposes, which included supportprovided by Parks Australia for the augmentation of the Northern Territory OffshoreNet and Line Fishery VMS capability program

– In partnership with NSW Department of Primary Industries, we entered the secondphase of a VMS trial for commercial tourism operators on Lord Howe Island. Thisincluded the installation and configuration of new VMS units and smart tabletsproviding enhanced VMS capabilities and two-way communication for operators.

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Strategy 6. Provide guidance, direction and prioritisation for science activities across Parks Australia

• In 2018–19 we worked to guide science across the Parks Australia estate to ensure it isdirected to support management outcomes. For example:

– The recent release of the Parks Australia Science Direction Statement 2018–2022aims to encourage research and innovation aligned with our long-term purposes,and is targeted to address our science priorities

– We continued to identify research and monitoring priorities for our parks,including through the development and application of an Ecosystem ConditionMonitoring Framework.

• Parks Australia remains committed to effective science partnerships and collaborationswith research institutions, organisations and the community. For example:

– At Uluṟu-Kata Tjuṯa National Park, the Uluṟu Tourism Consultative Committee (TCC)endorsed research regarding cultural heritage interpretation by a PhD student fromthe University of Western Sydney. This research will inform the Uluṟu-Kata TjuṯaNational Park Cultural Interpretation Strategy which is currently under development

– In the Australian Marine Parks, we fostered and encouraged science consistentwith park management plans. This included full or partially commissioned scienceprojects, externally funded science, and use of appropriate collaboration andpartnership arrangements

– At Kakadu National Park, we maintained relationships with many natural resourceorganisations and research institutions, working with them to ensure that researchsupports decision making. The most important of these included multiple researchgroups from Charles Darwin University, the Northern Territory Department ofEnvironment and Natural Resources, and Territory Natural Resource Management

– At Norfolk Island National Park, we worked in close collaboration with the NorfolkIsland Regional Council and the Department of Infrastructure, Transport, Cities andRegional Development to undertake weed and feral animal control programs. Thepark also works closely with NSW Office of Environment and Heritage to monitorseabird populations. Additionally, with support from the Threatened SpeciesCommissioner’s Office, we undertook scientific and community consultation at aNorfolk Island morepork owl workshop held in June 2019. The park is also currentlyentering into a partnership with Monash University to undertake several projectsin the park. These include research into centipedes, the Norfolk Island robin, andimpacts of rat baiting on bird populations


– At Christmas Island National Park, we developed a new research partnership withCSIRO to conduct genetic research on the Christmas Island flying-fox. We alsopartnered with Melbourne University to research the effectiveness of threatenedspecies monitoring on the island

– At Booderee National Park, we continued our relationship with the Fenner School ofthe Australian National University (ANU) to support ongoing research on the impactof fire on biodiversity at Booderee; movement and survival of translocated easternquolls; determinants of rarity in plants; and the impact of wallaby browsing on theaccumulation of bushfire fuel.

• This year we also continued to work with the National Environmental Science Program(NESP) on research that contributes to delivering adaptive management outcomes.For example:

– In Australian Marine Parks, the Marine Biodiversity Hub of NESP undertook nationallyfunded autonomous underwater vehicle surveys of benthic invertebrates; baitedremote underwater video surveys in the Beagle Marine Park; seafloor mapping inthe Hunter Marine Park; and benthic survey in the Ningaloo Marine Park. NESP alsofunded a study to determine values, benefits and outcomes that are appropriateto measure over the life of the marine park management plans. Additionally, NESPfunded an offshore recreational fishing study that investigated the suitability of NSWand WA’s recreational fishing survey data for informing assessments of the level ofrecreational fishing in Commonwealth waters and Australian Marine Parks

– At Kakadu National Park, NESP facilitated the establishment of a Bininj/MungguyResearch Steering Committee on park in 2017. The Steering Committee have sinceled and co-designed the Bininj/Mungguy Healthy Country Indicators Project toassess the health of country. This project will assist in the development of cross-cultural monitoring and evaluation frameworks. NESP are also involved in designingmonitoring programs for threatened species in Northern Australia

– At Christmas Island National Park, NESP funded PhD students have continuedto undertake applied research at the blue tailed skink soft release site, and tounderstand the relationships between feral cat control, rat density and birdbreeding success

– At Booderee National Park, NESP have funded the preparation of an experimentalreintroduction of the greater glider to the park in partnership with the AustralianNational University.

• In 2018–19 Parks Australia also analysed long standing data sets to determine theircontribution to well-informed park management. For example:

– Historic fire data at Kakadu was analysed and will be used for yearly comparativeanalysis to help inform current and future management

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– We analysed monitoring data from terrestrial park research and monitoringprograms, including the Kakadu fauna survey; Norfolk Island cat survey; Pulu KeelingIsland Wide Survey; and buff-banded rail surveys on Pulu Keeling and HorsburghIslands.

• Parks Australia also explored opportunities for community engagement in citizen scienceprojects to contribute to research and monitoring needs in our parks. On ChristmasIsland a commercial citizen science activity was undertaken with the captive reptileprogram, while on Norfolk Island, citizen science is integral to the ongoing monitoringof the morepork owl.

• This year we also actively facilitated knowledge brokering to support collaborationand partnerships with relevant scientific experts. For example independent expertreviews were undertaken on the 2017 translocation of the Norfolk Island green parrot,the reintroduction of the eastern quoll to Booderee, and the Christmas Island ReptileConservation Introduction Plan.

• In partnership with the science community, Parks Australia also engaged in sciencecommunication activities. A quarterly Science e-Newsletter was first released in August2018, with three editions sent out to date. The aim of this newsletter is to communicateabout our science projects with key stakeholders and the wider scientific community.

• The Parks Australia Science Forum was held in June 2019 to coordinate a parks-widescience approach and share knowledge, experience and skills. Over 30 participantsattended, including staff from each terrestrial park, the Marine Parks Branch, the ANBG,and the Biodiversity Science Section. Expert guest speakers from the University ofMelbourne, the University of New England, CSIRO and ANU also provided presentations.

• The 2019 Parks Australia Science Forum explored priorities for research and ecologicalmonitoring in Parks Australia that will form the basis of a marine and terrestrial parkscience strategy. This strategy will be consistent with park management plans, ourScience Direction Statement, and will aim to identify priority research questions andcollaboration opportunities. Work on the strategy is expected to continue into 2019–20.


Purpose 2:

MULTIPLE BENEFITS FOR TRADITIONAL OWNERS AND LOCAL COMMUNITIESTo support the aspirations of traditional owners and local communities in managing land and sea country


Strategy 1. Work with traditional owners and local communities to improve governance and better reflect and achieve their aspirations and priorities for park management

• This year we enhanced the decision making capabilities for the three Boardsof Management and continued to incorporate traditional owner input into ourdecision making.

– At Kakadu National Park, we continued to refine Board of Management meetingpractices to provide greater opportunities for traditional owners to shape agendas,and to lead discussion on items of particular significance. New standing agendaitems were also added to help to ensure joint management issues and traditionalowner business are discussed. Additionally, prior to Board of Management meetings,Bininj/Mungguy consultation days are held for Indigenous members to discuss issuesrelevant to them and to take these back to community for further dialogue. Thisallows time to discuss cultural issues and to ensure adequate consultation occurson-country. Traditional owner involvement in sub-committees, working groups,recruitment panels and community meetings also provide opportunities for inputinto decision making

– At Booderee National Park, a mini workshop was held at the Board of Managementmeeting in May 2019 to canvass ideas on the way information can be presented tobetter enable prioritisation and monitoring of the implementation of the BoodereeNational Park Management Plan. Outcomes of this workshop will continue to bedelivered in the coming financial year

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– To facilitate traditional owner input and raise community awareness of activitiesand issues at Uluṟu-Kata Tjuṯa National Park, we engaged the Muṯitjulu AboriginalCorporation to employ a Community Liaison Officer, and the Central Land Council toemploy a Joint Management Officer. Additionally, the preparation of the upcoming2020–30 Management Plan engaged traditional owners and the Board to set keydirections and priorities by using participatory planning methods (e.g. on-countryplanning, ‘blank page’ planning and use of visual means to seek views). Additionalapproaches were also continued this year to assist the Board make decisions, such asAṉangu Board member preparation days and use of meeting interpreters.

• In 2018–19 we continued to develop the Booderee National Park Sustainable BusinessPlan (SBP). This year the Booderee SBP Working Group considered visitor use dataand discussed potential zoning to support commercial opportunities across Booderee.Information was also gathered to inform a revised project plan. The Booderee Board ofManagement agreed at the May 2019 meeting, to make the finalisation of the SBP a keypriority for the 2019–20 financial year.

• The Kakadu joint management team was established in the second half of 2018 toprogress joint management priorities. The team includes a joint management manager,a training officer and an Executive Officer for the Kakadu Board of Management. Theteam worked closely with the Board of Management this year.

• To support collaborative management of Australian Marine Parks, we engaged withover 50 Indigenous organisations, prescribed body corporates, registered native titlebodies, native title claimants and ranger groups that were known to have an interestin sea country. Engagement focused on understanding and protecting cultural values;identifying openings for collaboration and partnerships; and supporting social, culturaland economic benefits for traditional owners. This resulted in the following outcomes:

– We sought advice on how ongoing engagement could be supported, and identifiedinterest in participating on Australian Marine Park Advisory Committees. Thisresulted in the establishment of Australian Marine Park Advisory Committees withIndigenous representatives

– We also identified traditional owner interest in consultation on assessments forindividual authorisations (permits and licences) in marine parks. These processes areanticipated to be refined over the coming year

– We established forums to support engagement with traditional owners and rangergroups for both the South-west Network (Noongar country) and North-west Network(Kimberley region)

– We continued negotiations with Indigenous corporations to establish collaborativemanagement arrangements, particularly to improve understanding and protection ofcultural values


– We engaged Indigenous Protected Area Advisory Committees and attendedworkshops hosted by Territory Natural Resource Management and the AustralianMarine Science Association. We also collaborated with other Commonwealth, stateand territory government agencies and land councils

– We supported traditional owner participation in marine science in AustralianMarine Parks. For example, we arranged a two-way information sharing session andfacilitated traditional owner participation in our marine science voyage to Ashmoreand Boot Reefs in the Coral Sea. This collaboration with Meriam people recognisedand respected their ongoing connections and cultural responsibilities for these reefs.

– We also commenced a participatory cultural mapping project through the NationalEnvironmental Science Program (NESP), to inform biodiversity surveys and improveunderstanding of cultural connections to sea country in the South-west Corner andGeographe marine parks.

• Auditors were engaged in the second half of 2018–19 to assist with the internal reviewof lease obligations in the jointly managed parks. The review has commenced, and willbe completed in the 2019–20 financial year.

• This year we continued to curate and provide access to the Kakadu National ParkCultural Heritage database. Photos and data relating to historic sites, rock art, and othercultural sites were added to the database as part of its curation.

Strategy 2. Work with traditional owners to develop employment opportunities on parks

• During implementation of the Indigenous Employment Pathways Project, the Directorcommitted to supporting a range of opportunities, including capacity building, careerpathways and retention strategies. Through these initiatives, we aim to improve thehistorically lower rates of permanent Indigenous employment within the AustralianPublic Service. Stage 1 of the Project focused on the identification of key Commonwealthcommitments for the jointly managed parks, and a series of consultation processes inboth Uluṟu-Kata Tjuṯa and Kakadu National Parks with employees and traditional ownersto determine the needs of each area. The outcomes of these consultation processes fedinto a successful bid for a second phase of the project to commence in 2019–20, wheretangible development opportunities will be delivered in each of the jointly-managed parks.

– Following the consultation at Uluṟu-Kata Tjuṯa National Park, the park also developedtheir local draft strategy - the Aṉangu Employment Strategy. Consultation,socialisation and finalisation of this strategy will take place in 2019–20.

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• The preparation of a Knowledge for Managing Country Plan (KMCP) at Uluṟu-Kata TjuṯaNational Park did not commence due to other demands on resources. However theCultural Heritage and Scientific Consultative Committee met to discuss the KMPCthis year. Through the preparation of the upcoming 2020–30 Management Plan, thestrategic directions for guiding cultural heritage management have been determined bythe Board and will be used to guide and inform the preparation of the KMCP.

• In the jointly managed parks we undertook work to develop and implement priorities forcultural heritage management under the direction of traditional owners and Boards ofManagement.

– At Uluṟu-Kata Tjuṯa National Park, key priorities were developed for culturalheritage management through the preparation of the next park ManagementPlan, and through meetings with the Cultural Heritage and Scientific ConsultativeCommittee. These priorities include supporting intergenerational transfer of culturalknowledge, increasing rock art management capabilities, and prioritising on-countrytrips (including joint trips with Central Land Council (CLC)). Several actions wereimplemented this year including rock art protection works and training; developmentof the cultural site management system (CSMS) database; and several on-countrytrips and programs. There has also been strong engagement with IndigenousProtected Area managers, including a joint trip with the CLC to revisit and maintaina culturally significant waterhole

– At Booderee National Park, negotiations with Wreck Bay Aboriginal CommunityCouncil continued to finalise a Cultural Heritage Agreement

– At Kakadu National Park, rock art monitoring and maintenance remained a priorityfor traditional owners and for park management. An annual four week program wasconducted this year to record impacts on cultural heritage sites by feral and nativeanimals and fire. Park staff, traditional owners and neighbouring ranger groupsvisited 108 art sites across the park to complete this work. Work also continued onthe five year Griffith University project to survey rock art sites in the Djok estatenear Burrungkuy, and improve understanding of heritage conservation issuesand management.

• This year we consulted with the Boards of Management for Kakadu, Uluṟu-Kata Tjuṯaand Booderee National Parks to arrange a Joint Boards of Management Meeting inCanberra. This meeting has been scheduled for September 2019.

• In 2018–19 we actively engaged with Aboriginal and Torres Strait Islander organisationsand traditional owners around Australia on the management of Australian Marine Parks.Work began on scoping an Indigenous Engagement and Cultural Heritage Strategyfor Australian Marine Parks. It is expected that this strategy will include protocols forthe management of Indigenous cultural intellectual property, and engagement withtraditional owners on marine science and assessment of activities.


– At Uluṟu-Kata Tjuṯa National Park, traditional owners continue to be employed through the Muṯitjulu Community Ranger (MCR) Program and park staff roles. This year, 30 per cent of all staff wage resources from the park and the MCR are paid to Aṉangu, and the park directly employs nine Aṉangu staff

– At Booderee National Park, approximately 74 per cent of staff engaged to deliver field operations are Indigenous. Wherever possible, we promote Indigenous employment, and engage with Aboriginal suppliers and service providers.

• To inspire engagement in tourism, facilitate business advice and mentoring, this year we began to develop an Indigenous Business Development Strategy which will be tailored to each park’s needs. This work will be undertaken in 2019–20 as part of the Indigenous Employment Pathways Project.

Ubirr is a popular sunset lookout for visitors to Kakadu National Park. (Image: Parks Australia).

• We partnered with Indigenous people and traditional owners to undertake fire management and carbon credit activities in Kakadu National Park.

– Due to budgetary pressures, management of wildfires in August–December 2018 was restricted, and consequently almost 10 per cent of the park was affected by late season fires. While this was significantly higher than the area affected in 2016 and 2017, strategic firebreaks established in partnership with traditional owners early in the year helped to stop many late season fires. Because of this, the area affected by late fires in this reporting period was less than the longer term average of 16 per cent.

– Wet season burning commenced early in 2019 and meetings were held with traditional owners across the park to plan the burning program. The burning program was underway when a helicopter accident grounded aerial burning work. Whilst unavoidable, this limited the area of the park burnt in the wet season, and could lead to an increase in the risk of wildfires in the next dry season. Traditional owners continue to be closely involved in ground burning across the park.

– The Australian Government facilitates the trading of carbon credits in an attempt to mitigate the release of greenhouse gases. Kakadu fire projects fall under the savanna fire management methodology where carbon credits are earned when greenhouse gas emissions are reduced by improving fire management compared to a 10 year baseline. These projects aim to increase the ownership and governance of fire management by traditional owners, while increasing revenue to maintain country and culture into the future. Agreements are in place between traditional owners, the Northern Land Council and Parks Australia to finalise governance details of the Wurrk Carbon Farming Project. This project has reported to the Clean Energy Regulator, and will now allow funds to be used to conduct fire management activities. Negotiations around the Kakadu Fire Project are also progressing.

• In partnership with Indigenous people and state and territory governments, we continued to establish collaborative management arrangements for sea-country in Australian Marine Parks. This year collaboration deeds with Indigenous corporations were developed to establish guiding management principles and legal and procedural arrangements for partnerships with traditional owners of Australian Marine Parks.

• To further support traditional owners wishes on the jointly managed parks, we continue to provide a range of employment opportunities:

– At Kakadu National Park, traditional owners are employed in fire management activities, for media and research projects and to support the annual Taste of Kakadu festival. Employment opportunities in the park also include seasonal ranger training, cultural country trips and a range of visitor-focussed dry season cultural activities

– At Uluṟu-Kata Tjuṯa National Park, traditional owners continue to be employedthrough the Muṯitjulu Community Ranger (MCR) Program and park staff roles. Thisyear, 30 per cent of all staff wage resources from the park and the MCR are paid toAṉangu, and the park directly employs nine Aṉangu staff

– At Booderee National Park, approximately 74 per cent of staff engaged to deliverfield operations are Indigenous. Wherever possible, we promote Indigenousemployment, and engage with Aboriginal suppliers and service providers.

• To inspire engagement in tourism, facilitate business advice and mentoring, this year webegan to develop an Indigenous Business Development Strategy which will be tailored toeach park’s needs. This work will be undertaken in 2019–20 as part of the IndigenousEmployment Pathways Project.

Ubirr is a popular sunset lookout for visitors to Kakadu National Park. (Image: Parks Australia).


Purpose 3:

AMAZING DESTINATIONSTo offer world class natural and cultural experiences, enhancing Australia’s visitor economy


Strategy 1. Improve the visitor experience by refreshing and improving visitor infrastructure in high use areas

• This year we made progress to implement Stage 1a of the Australian National BotanicGardens Masterplan – the construction of the Ian Potter National Conservatory.At 30 June, the project is at Final Sketch Plan (FSP) phase, with construction of theConservatory to commence in 2020.

• Stage 1b and 2 of the ANBG Masterplan also commenced this year, through planningactivities for the new Seedbank, and through confirmation of project funding.Philanthropic fund raising also aided in the purchase of specialist seedbank equipment.Additionally a precinct plan for a future Horticulture Centre was developed.

• We continued to provide informed educational experiences in our Parks:

– At Kakadu National Park, we delivered Kakadu Bird Week and the annual Taste ofKakadu festival in October 2018 and May 2019 respectively. Additionally, the parkcelebrated the Mahbilil Festival in September 2018, World Wetlands Day in February2019, and provided a number of activities for local schools through the year. TheSeasonal Ranger Program also continued and achieved greater visitor engagementthan in previous years.

– At Uluṟu-Kata Tjuṯa National Park, we provided daily interpretive activities suchas the mala walk. Similarly, the Cultural Centre was open daily to provide visitorinformation, cultural presentations and targeted educational cultural activities forschool groups.

– At Booderee National Park, we delivered holiday interpretation programs throughlocal community contractors that were well received by visitors. At the MayBoard of Management meeting, Board members also elected a new Chair for theInterpretation, Education and Information Steering Committee. The committee willre-establish early in the new financial year to plan future park experiences.

129Appendices

– At Norfolk Island National Park, we provided talks to groups during Bird Week,provided regular radio and newspaper updates on park activities, and hostedvolunteers to undertake weed control and bush regeneration works

– At the Australian National Botanic Gardens, we continued to showcase a permanentprogram of exhibitions from the Visitor Information Centre. These exhibitionsencourage visitation while linking to the gardens work in maintaining the scientificliving collection and in conservation activities.

• This year progress was made towards upgrading walking tracks at Kakadu and Uluṟu-Kata Tjuṯa National Parks:

– At Uluṟu, consultations were conducted with traditional owners in relation tore-routing the base walk away from sacred sites, as well as installing fencing.Consultation also progressed with senior male traditional owners about upgradesto the Valley of the Winds walking track around Kata Tjuṯa. Based on theseconsultations, works will commence on the upgrade of these tracks in 2019–20

– At Kakadu, the Board of Management requested upgrades to the Gunlom Falls trackdue to a number of visitor incidents on rocky and steep sections. Following extensivetraditional owner consultation, track works commenced early in the 2019 dryseason. This involved extensive realignment, as well as construction of stairs and railsto open the track to a broader range of visitors. Work was unavoidably delayed dueto the grounding of helicopters following an incident on Park. However the project isdue to be completed in August 2019, and positive feedback has been received fromthe Kakadu Board of Management, traditional owners and visitors who have walkedthe completed sections of track.

• In 2018–19 we continued to prepare an Australian Marine Parks Mooring Policy whichsummarises how the Director will implement park management plan requirementsfor the use of moorings owned by the Director and Australian Government. Thepolicy will be complemented by guidance on anchoring and a broader InfrastructureAuthorisations Policy.

• This year we completed annual maintenance of 13 moorings at Ashmore Reef MarinePark, and four moorings at Mermaid Reef Marine Park.

• At Christmas Island National Park, the construction of the Blow Holes Board Walkcommenced with an expected completion date in late 2019.

• The implementation of the Uluṟu Climb Closure Strategy progressed this year. Thisincluded completing the site plan for the visitor use area at the base of the Uluṟuclimb; planning for the celebration event on 27 October; preparation of a climbclosure compliance plan and compliance training; and development of educational/communication messages. We also engaged a contractor to remove the climb facilities(posts, chain and the cairn on the top of Uluṟu) after its closure on 26 October. As partof the closure strategy, the removal of the Uluṟu climb facilities was also lodged as anEPBC referral, and was determined to be not a controlled action in February 2019.


Strategy 2. Ensure the reputation of the DNP is maintained through effective communication strategies

• To increase awareness of marine parks and management arrangements, we activelycommunicated information on park values and regulatory requirements to marine parkusers, stakeholders and local communities. Communication channels included socialmedia posts, the Australian Marine Parks and Science Atlas websites, media releases,and contributions to relevant print media channels. We also attended key eventsto facilitate face-to-face engagement; developed engagement materials includingfactsheets, videos, posters and presentations; and facilitated new communicationpartnerships. For example, we partnered with CSIRO, the Marine National Facility andNESP Marine Biodiversity Hub to communicate the Southern Seamounts Voyage to theHuon and Tasman Fracture Marine Parks. This collaboration was successful in reachingan audience of over one million people.

• This year we also progressed a Marketing and Communications Strategy for AustralianMarine Parks, which is expected to be finalised in the second half of 2019.

• An Uluṟu Climb Closure Communication Strategy was developed this year to celebrateand promote the reasons for the climb closure. The strategy also incorporatedthe Board’s new vision, goals and directions from the parks’ upcoming 2020–30Management Plan.

• In January 2019 we managed and coordinated the communication of AustralianGovernment’s $216 million funding commitment to Kakadu National Park and Jabirutownship. We continue to provide ongoing communication to support delivery of thefunding, including through the Tourism Master Plan and Roads Strategy.

Strategy 3. Promote visitor experiences and nature education through the use of best practice digital technology

• In July 2018 we launched the Australian Marine Parks website with extensive contentupdates to communicate the Australian Marine Park Management Plans that took effectfrom 1 July 2018.

• We also implemented new online tools and platforms, and updated our website topromote opportunities to visit and explore our Parks:

– Kakadu National Park and Uluṟu-Kata Tjuṯa National Park websites were updatedwith new content and visitor information

– Through a Partnership with Google, a global audience can now take a virtual tour ofKakadu National Park. The virtual map showcases 360° views of the Arnhem Landescarpment, the Twin Falls Gorge and the rock art of Ubirr. The tour can be viewedat: parksaustralia.gov.au/kakadu/discover/virtual-tour/

http://parksaustralia.gov.au/kakadu/discover/virtual-tour/

131Appendices

• To generate revenue, increase efficiency and reduce costs, we continued to implementan e-commerce strategy for Parks Australia this year. E-ticketing systems are nowlive at Booderee, Kakadu and Uluṟu-Kata Tjuṯa National Parks. The second phase ofe-commerce strategy, to be delivered over the next two years, will include otherrevenue opportunities such as camping, events, tours and facilities bookings.

Strategy 4. Provide assistance for the transition to active management of Australian Marine Parks

• On 1 July 2018 the Australian Government announced a $35 Million Fisheries Assistanceand User Engagement Package. By the end of 2018–19 our achievements for thispackage included:

– provision of around $10 million in direct grants to impacted eligible fishers,effectively completing the Fishing Business Assistance Program

– commitment of $5 million over 2018–20 to the Australian fishing sector throughround one of the Our Marine Park Grants Program

– completion of the Coral Sea Fishery Licence Buy-out Program through the purchaseof two trawl and trap licenses and four trap endorsements at a total cost of around$1.8 million.

Strategy 5. Facilitate investment in new infrastructure, new products and experiences in priority areas

• To encourage external events that complement park values, this year we began todevelop park specific event strategies. For example, at the ANBG we tailored strategiesfor both the Carramar Koala Quest and DinoTrax events. Development of other parkspecific event strategies will continue in 2019–20.

• This year, we also produced communication strategies to celebrate the anniversaries oftwo of our parks:

– At Kakadu National Park, we delivered communications to promote the 40thanniversary through travel features, and marketing at Taste of Kakadu Festival.We also launched Google Trekker Kakadu content on 5 April to coincide with theanniversary.

– At the Australian National Botanic Gardens, we developed a communications planto promote the 50th anniversary in 2020. This includes communications around theconstruction of the Ian Potter Conservatory.


• To provide a coordinated approach to infrastructure development over the next 10years at Uluṟu-Kata Tjuṯa National Park, we continued to develop a Visitor InfrastructurePlan (VIP). When finalised it will outline infrastructure projects that meet the vision oftraditional owners, that improve the visitor experience, and that protect the natural andcultural values of the park. Consultation was undertaken in summer of 2018–19 withtraditional owners, the Tourism Consultative Committee and the Board of Management.This involved on-country trips to view the park through the eyes of a visitor, andprovided perspectives on how the park can support benefits for Aṉangu, park staff,tour operators and visitors alike. The Board of Management has endorsed the broaddirection of the VIP.

• Projects from the Uluṟu Expression of Interest process continue to be negotiated anddeveloped through licence applications, traditional owner consultation and Boardof Management approvals. This will continue in the next financial year. For furtherinformation please see Case Study 7.

• In January 2019, the Government announced a $216 million package to upgrade theWorld Heritage-listed Kakadu National Park and support the township of Jabiru. Wehave worked closely with relevant stakeholders to support government negotiationsfor the future of the Jabiru township and the park. This was done directly as part of theJabiru Steering Committee and indirectly in planning of the package implementation.We have begun to assess the town’s infrastructure and essential services to inform the$35 million remediation efforts. For more information about growing tourism in Kakadu,please see Case Study 5.

• This year at Kakadu we continued to implement four projects from the Mary RiverPrecinct Development Plan. In July 2018, traditional owners and Park staff held anon-country camp at the project sites to enable detailed discussions about the projectscultural and environmental requirements. These discussions also allowed traditionalowners to share ideas about visitor experiences, and helped to prioritise projectimplementation. As a result of the discussions, the Gunlom walking track upgraderemains the priority, and detailed planning has commenced for the re-development ofYurmikmik car parks. Additionally, we completed scoping to creating two distinct, year-round visitor sites at Yurmikmik to access Motorcar Falls and Boulder Creek. Designswere shared with traditional owners at community meetings, and tenders for theimplementation of these works will be advertised in early 2019–20.

• This year we worked with national, state and local tourism authorities to market,promote and maximise tourism in our parks. For example, the Kakadu virtual mapcontent was developed in partnership with Google and Tourism NT.

133Appendices

Strategy 6. Provide clear direction for growth and development through marketing planning

• This year we commenced a review of the marketing needs for key parks. This will feedinto the development of marketing plans that identify target markets for our parks.Work will continue on marketing plans in 2019–20.

• In 2018–19 we refreshed the branding for Uluṟu-Kata Tjuṯa and Kakadu National Parksand the Australian National Botanics Gardens (ANBG):

– The new Kakadu brand was applied to the parks’ major site entrance signs andregional welcome bays; to visitor information materials such as fact sheets andvisitor guides; and to corporate brand templates

– The Uluṟu Brand Project was also completed through market research, artistworkshops, and consultations with Board and Tourism Consultative Committee. TheBrand was endorsed by Uluṟu-Kata Tjuṯa Board of Management for implementationin 2019–20

– In preparation for the 50th anniversary of ANBG in 2020, a brand and marketingagency was engaged to develop concepts to be used in marketing andcommunications materials. This project is anticipated to be delivered in 2020.

• Due to resource constraints this year, work was unable to commence on the digitalcontent strategy for Kakadu and Uluṟu-Kata Tjuṯa National Parks and the AustralianNational Botanic Gardens. This project will now be delivered in 2019–20 as part of aParks Australia Digital Content Strategy.

Strategy 7. Provide clear direction for growth and development through tourism planning

• The development of a Visitor Destination and Experience Plan for Norfolk Island NationalPark has been delayed due to the unforeseen amendment of the parks managementplan. The project is expected to be delivered in 2020–21 following finalisation of thenew management plan.

• Tourism planning for key parks continued this year with work commencing on both theUluṟu Visitor Interpretation Strategy and the Kakadu Tourism Master Plan. These plansare expected to be delivered in 2019–20.


CROSS CUTTING ACTIVITIESActions that contribute to achieving all three purposes.

Cross cutting activities are those tasks that contribute to achieving our three purposes set out in the Portfolio Budget Statements. These internal performance criteria and corporate actions focus on improving our business systems, monitoring management actions, establishing partnerships, increasing revenue and elevating staff capability and safety.

Performance criteria


Proportion of park management plans in place

Source Director of National Parks Corporate Plan 2018–2022

ResultAchieved

As of June 30, all terrestrial and marine park management plans were in place and registered on the Federal Register of Legislative Instruments.

Amendment of the Norfolk Island National Park and Norfolk Island Botanic Garden Management Plan is currently underway after it was tabled in Parliament in April 2018, and technical issues were subsequently identified. While the current plan remains in force, the new plan is expected to be released in late 2019.

Work also continues on the new plan of management for Uluṟu-Kata Tjuṯa National Park, with the expected release in 2020.

Source of data: Number of plans registered on the Federal Register of Legislative Instruments.

135Appendices


Timeliness of response to incoming Ministerial Correspondence items, Ministerial Submission, Question Time Briefs, Parliamentary Questions on Notice, Senate Estimates Questions on Notice and public enquiries to the Community Information Unit


ResultAchieved

The Director places a high priority on providing timely, quality support to the Minister, the Australian Government, our stakeholders and the public.

In total, 95 per cent of our responses were prepared on time, with only 1 per cent provided over one week late. Responses are often delayed due to external factors outside of our control, and we make all efforts to meet required time frames.

Table 26: Timeliness of responses prepared by Parks Australia

TypeTotal

number Number on time

Number late

Number <1 week late

Number >1 week late

Briefs generated by the Director 39 - - - -

Briefs requested by Minister 15 13 (87%) 2 (13%) 2 (13%) 0 (0%)

Ministerial correspondence – Minister reply 15 14 (93%) 1 (7%) 1 (7%) 0 (0%)

Ministerial correspondence – Director reply 24 20 (83%) 4 (17%) 3 (13%) 1 (4%)

Question Time Briefs 3 3 (100%) 0 (0%) 0 (0%) 0 (0%)

Questions on Notice – Parliament 0 0 (0%) 0 (0%) 0 (0%) 0 (0%)

Questions on Notice – Senate Estimates 16 16 (100%) 0 (0%) 0 (0%) 0 (0%)

Community Information Unit referrals 73 72 (99%) 1 (1%) 1 (1%) 0 (0%)

Total 146 138 (95%) 8 (5%) 7 (4%) 1 (1%)

Source of data: Parliamentary Document Management System and Departmental Community Information Unit records.



Net return from commercial operations and activities listed in DNP Charges for Commonwealth Parks


ResultAchieved

In comparison to 2017–18, we achieved a 17 per cent increase in net return from commercial operations and activities in 2018–19.

The internal target for commercial operations and activities was also exceeded by 40 per cent in 2018–19.

Source of data: Commercial operations and activities listed in Director of National Parks Charges for Commonwealth Reserves.

Greater frigatebird at Christmas Island National Park. (Image: Max Orchard).


Risk maturity of ‘Advanced’ in the annual Comcover Risk Management Benchmarking Survey


ResultAchieved

The Comcover Risk Management Survey measures risk management maturity across the nine elements of the Commonwealth Risk Management Policy and is based on a six level maturity model. The survey is mandatory for all Comcover fund members and has been completed for 2019. The Director maintained an overall risk maturity of ‘Advanced’ (see Figure 8). The average maturity state of all participants in 2019 is ‘Integrated’, one level below ‘Advanced’.

Source of data: Comcover Risk Management Survey 2019.


Number of externally reportable breaches of the Public Governance, Performance and Accountability Act 2013


ResultNo breaches

During 2018–19 no significant non-compliance was detected and no notifications were required to be provided to the Minister or the Minister for Finance. This achievement continued our record of compliance from 2017–18.

Source of data: Certificate of Compliance.


Net return from commercial operations and activities listed in DNP Charges for Commonwealth Parks


ResultAchieved

In comparison to 2017–18, we achieved a 17 per cent increase in net return from commercial operations and activities in 2018–19.

The internal target for commercial operations and activities was also exceeded by 40 per cent in 2018–19.

Source of data: Commercial operations and activities listed in Director of National Parks Charges for Commonwealth Reserves.

Greater frigatebird at Christmas Island National Park. (Image: Max Orchard).



Strategy 1. Expand our revenue base and streamline costs where appropriate

• At the Australian National Botanic Gardens (ANBG) this year, we completed an initial commercial release of branded Australian plants through the nursery industry. Plans are also underway for significant plant releases coinciding with the ANBG 50th anniversary in 2020. Fundraising campaigns have also been ongoing for the ANBG Master Plan implementation and to supplement conservation and education priorities.

• This year we also completed the following studies that are required to transfer essential services in Muṯitjulu to the Northern Territory Government:

– GHD consultants assessed the condition of Muṯitjulu essential services, and made recommendations for the upgrade of these services

– Scoping for a remote telemetry project that monitors isolated water bores and transmits data back to a central location

– A desktop study of the aquifer that supplies water to Muṯitjulu community, park Headquarters and the Cultural Centre has been completed, and further work is required to determine if that aquifer has the capacity to supply water to additional infrastructure, or if additional sources or water will be required.

• This year we also promoted the National Parks Conservation Trust to explore innovative funding opportunities. We identified high value proposals for consideration by the Trust, and actively engaged with philanthropic and corporate sectors.

Strategy 2. Management plans and governance systems are in place for Parks

• Advisory committees, appointed following a national expression of interest process, were established for each marine park network and the Coral Sea Marine Park in April 2019 (see Case study 2). Inaugural meetings were held between May and June 2019. The committees provide a key engagement mechanism for marine park stakeholders and regional communities, and help support the management of Australian Marine Parks by:

– helping to develop and deliver implementation plans, including assisting to prioritise management actions and develop performance measures

– providing information about stakeholder and marine park user views, knowledge and needs

– contributing to the periodic evaluation and review of implementation plans.

139Appendices

• Development of implementation plans for the Australian Marine Parks continued this year, in consultation with Australian Marine Park Advisory Committees. The plans are on track to be finalised in 2019.

• The development of a Climate Change Action Plan has slowed due to competing priorities, however recent staff recruitment will help progress this work. A climate adaptation workshop held at the 2019 Parks Australia Science Forum will inform the preparation of a climate adaptation plan for Parks Australia.

• A draft of the Uluṟu-Kata Tjuṯa National Park Management Plan 2020-2030 was prepared alongside the Board of Management in 2019. The Board approved the draft plan and permitted it to be released for public comment in the first half of 2019–20.

Strategy 3. Provide legal certainty for the use of biological resources in research in line with international standards

• All Nagoya Protocol documentation, including Part 8A permits for accessing biological material on Commonwealth land, were maintained in 2018–19.

• We continue to provide such assurance through administration of Part 8A of the EPBC Regulations, and in liaison with Australia’s National Focal Point for Access and Benefit-sharing in the Department of the Environment and Energy.

Strategy 4. Increase the efficiency and effectiveness of our business systems with a particular focus on financial literacy, asset management, regulatory maturity and procurement processes

• Stage 1 of the Parks Australia Business Transformation Project continued in 2018–19:

– We revised the DNP Procurement Policy to improve the procurement processes. The Director of National Parks also adopted the use of the Commonwealth Contracting Suite, which has reduced the administrative burden on staff and suppliers

– As part of the Growing Tourism in Kakadu Package we advertised a tender for a suitably qualified consultant to prepare both a Roads Strategy, and repairs and maintenance schedule for Kakadu. Once completed in early 2020, this work will contribute to a broader piece of work on managing our roads assets across the terrestrial parks

– The removal of the underground diesel storage facility at Uluṟu did not occur in 2018–19 due to other demands, but is scheduled as a high priority work for 2019–20.


• The development of the Director of National Parks ICT Masterplan was undertaken in2018–19, including an inventory of all IT assets and infrastructure. Recommendationsfrom this masterplan will be considered alongside the Department’s Technology andInformation Strategy 2019–2023.

• Work has been ongoing to administer, maintain and upgrade the Parks Australia OnlineServices Portal with the Department’s IT Branch. User training for park authorisationstaff has stalled due to resourcing prioritisation.

• In 2018–19, implementation of Parks Australia’s Regulatory Improvement Plan beganwith a focus on increasing efficiency through a consistent approach to our complianceand governance functions. Progress so far includes:

– internal publication of the Director of National Parks Regulatory ManagementStatement

– centrally coordinated compliance administration, including warden appointmentsand monitoring payment of infringements issued

– delivery of templates for consistent compliance administration including incidentreporting, warning letters and decision reviews for staff

– review and prioritisation of compliance operating procedures

– delivery of centralised training model to jointly managed parks to ensure consistentregulatory training standards for terrestrial parks across the Division. Remainingparks to receive training in 2019–20

– development of online induction training for marine and terrestrial wardens. This isto be deployed in 2019–20.

Strategy 5. Continue to support our people, increase skills to maximise workforce capability and drive a culture of Work Health and Safety to ensure all staff are safe

• The recommendations and actions within the Parks Workforce Plan 2016–20 continueto be developed and implemented to ensure the effective and efficient use of staffresources to address divisional priorities. These include:

– The development of a Staff Wellbeing Policy in December 2018 that reinforces theorganisational and leadership focus and support for employee health and wellbeing.It will also assist in building a flexible, cohesive, agile workforce and improves thework health and safety culture

– The commencement of a review of the recruitment policies for jointly managedparks to ensure more tailored and flexible recruitment guidelines and processes areavailable in the future

141Appendices

– Providing contributions to Department of the Environment and Energy’s review ofHR delegations. The review aims to lower delegations where it’s appropriate to doso in the interest of efficient processes, and providing managers with the powers tomanage their people appropriate to their classification and level of responsibility.

• To build staff capability and achieve effective performance in 2018–19:

– A series of learning and development initiatives including legal and financialseminars were arranged for Canberra based staff. A number of seminars were alsodelivered on topics including communicating clearly and managing pressure tosupport employees in our remote areas.

– E-smart personal efficiency training was provided to assist staff to plan and prioritisework, and optimise their time.

– Mental health awareness sessions were also delivered with a focus on recognisingchanges in behaviour in teams, developing skills to have conversations, makingresources available and promoting wellbeing in teams.

– A series of 14 videos were commissioned as part of an induction program refresh.Given the diverse and remote workforce in Parks Australia, the videos will crossboundaries and ensure that all employees are receiving the same messages,operating on the same base knowledge, and are aware of our expectations of APSemployees, regardless of their location or background.

– A DNP Rewards and Recognition Policy was developed and approved by theExecutive Board. This Policy will identify and recognise contributions by individualsand teams that are over and above their usual work programs. It is expected thatthis Policy will commence in 2019–20.

• This year we also continued to improve Work Health and Safety (WHS) culture andreporting. The high level of commitment to both staff and visitor safety within the ParksAustralia continued with staff in the Hobart office of the Marine Parks Branch joiningthe six national parks in establishing their own sub-committee of the national DNP WorkHealth and Safety Committee. There has also been a continuing downward trend in thenumbers of WHS incidents reported across Parks Australia. There were 117 incidentsin 2018–19, down from 138 in 2017–18. This downward trend in combined visitor andworker-related WHS incidents has also been echoed in the steady decline in injuries toworkers over the last four years. The number of injuries sustained by workers totalled 32in 2018–19, less than half of the 68 injuries in 2015–16.


Appendix B: Overview of our parks and reservesOur seven terrestrial parks cover a combined area of 2,132,002 hectares.

Our 59 marine parks cover a vast combined area of 283,402,751 hectares.

The International Union for Conservation of Nature (IUCN) has established a protected area management categories system composed of seven management categories. When a park is declared under the EPBC Act it must be assigned an IUCN category and may also be divided into zones, with each zone assigned an IUCN category. Statutory park management plans may assign the same or different IUCN categories to parks and park zones.

The area, year declared and IUCN category for our seven terrestrial parks are listed in Table B1. The area, year declared and IUCN category (or categories) for our 59 marine parks are listed in Table B2.

Table B1: Terrestrial parks and reserves

Park/Reserve nameArea

(hectares)Year

declaredIUCN

category

Booderee National Park 6,379 1992 II

Kakadu National Park 1,980,995 1979 II

Uluṟu-Kata Tjuṯa National Park 132,566 1977 II

Australian National Botanic Gardens 85 1991 IV

Christmas Island National Park 8,719 1980 II

Norfolk Island National Park and Botanic Garden 656 1986 II

Pulu Keeling National Park 2,602 1995 II

Table B2: Marine parks

Park nameArea

(hectares)Year first declared

IUCN category1

North Marine Parks Network

Arafura Marine Park 2,292,416 2012 VI

Arnhem Marine Park 712,486 2012 VI

Gulf of Carpentaria Marine Park 2,377,453 2012 II, VI

Joseph Bonaparte Gulf Marine Park 859,704 2012 VI

Limmen Marine Park 139,919 2012 IV

Oceanic Shoals Marine Park 7,174,328 2012 II, IV, VI

Wessel Marine Park 590,807 2012 IV, VI

West Cape York Marine Park 1,601,223 2012 II, IV, VI

143Appendices

Table B2: Marine parks continued

Park nameArea

(hectares)

Year first

declaredIUCN

category1

North-west Marine Parks Network

Argo-Rowley Terrace Marine Park 14,609,910 2012 II, VI

Ashmore Reef Marine Park (formerly Ashmore Reef National Nature Reserve)

58,337 1983 Ia, IV

Carnarvon Canyon Marine Park 617,669 2012 IV

Cartier Island Marine Park (formerly Cartier Island Marine Reserve)

17,237 2000 Ia

Dampier Marine Park 125,158 2012 II, IV, VI

Eighty Mile Beach Marine Park 1,078,521 2012 VI

Gascoyne Marine Park 8,176,611 2012 II, IV, VI

Kimberley Marine Park 7,446,857 2012 II, IV, VI

Mermaid Reef Marine Park (formerly Mermaid Reef Marine National Nature Reserve)

53,987 1991 II

Montebello Marine Park 341,279 2012 VI

Ningaloo Marine Park (formerly Ningaloo Marine Park (Commonwealth Waters))

243,513 1987 II, IV

Roebuck Marine Park 30,370 2012 VI

Shark Bay Marine Park 744,254 2012 VI

South-west Marine Parks Network

Abrolhos Marine Park 8,812,598 2012 II, IV, VI

Bremer Marine Park 447,230 2012 II, VI

Eastern Recherche Marine Park 2,057,403 2012 II, VI

Geographe Marine Park 97,665 2012 II, IV, VI

Great Australian Bight Marine Park (includes former Great Australian Bight Marine Park (Commonwealth Waters))

4,592,550 2012 II, VI

Jurien Marine Park 185,089 2012 II, VI

Murat Marine Park 93,777 2012 II

Perth Canyon Marine Park 740,923 2012 II, IV, VI

Southern Kangaroo Island Marine Park 62,994 2012 VI

South-west Corner Marine Park 27,189,789 2012 II, IV, VI

Twilight Marine Park 464,131 2012 II, VI

Two Rocks Marine Park 88,225 2012 II, VI

Western Eyre Marine Park 5,794,609 2012 II, VI

Western Kangaroo Island Marine Park 233,533 2012 II, VI


Table B2: Marine parks continued

Park nameArea

(hectares)

Year first

declaredIUCN

category1

South-east Marine Parks Network

Apollo Marine Park 118,360 2007 VI

Beagle Marine Park 292,758 2007 VI

Boags Marine Park 53,748 2007 VI

East Gippsland Marine Park 413,664 2007 VI

Flinders Marine Park 2,704,306 2007 II, IV, VI

Franklin Marine Park 67,077 2007 VI

Freycinet Marine Park 5,794,248 2007 II, IV, VI

Huon Marine Park 999,074 2007 IV, VI

Macquarie Island Marine Park 16,189,466 1999 Ia, IV

Murray Marine Park 2,580,312 2007 II, VI

Nelson Marine Park 612,311 2007 VI

South Tasman Rise Marine Park 2,770,437 2007 VI

Tasman Fracture Marine Park 4,250,056 2007 II, VI

Zeehan Marine Park 1,989,697 2007 VI

Temperate East Marine Parks Network

Central Eastern Marine Park 7,005,406 2012 II, IV, VI

Cod Grounds Marine Park (includes former Cod Grounds Commonwealth Marine Reserve)

407 2012 II

Gifford Marine Park 582,851 2012 IV

Hunter Marine Park 625,737 2012 IV, VI

Jervis Marine Park 247,342 2012 IV, VI

Lord Howe Marine Park (includes former Lord Howe Island Marine Park (Commonwealth Waters) and Elizabeth and Middleton Reefs Marine National Nature Reserve)

11,013,878 2012 II, IV, VI

Norfolk Marine Park 18,844,343 2012 II, IV, VI

Solitary Islands Marine Park (includes former Solitary Islands Marine Reserve (Commonwealth Waters))

15,232 2012 II, VI

Coral Sea Marine Park (includes former Coral Sea Conservation Zone, Coringa-Herald National Nature Reserve and Lihou Reef National Nature Reserve)

98,984,225 2012 II, IV, VI

Heard Island and McDonald Islands Marine Reserve2 7,095,260 2002 Ia

1 IUCN categories listed are those assigned under management plans that were in effect as at 30 June 2019.

2 Managed by the Australian Antarctic Division under delegation from the Director.

145Appendices

Appendix C: 2018–19 Agency Resourcing Statement The Agency Resourcing Statement was introduced to Portfolio Budget Statements in 2008–09 to provide information about the various funding sources that the Director of National Parks may draw upon during the year.

The Director of National Parks is required to publish the Agency Resourcing Statement in the annual report that reconciles to cash reserve in the financial statements.

All figures are GST exclusive. As per the Environment Protection and Biodiversity Conservation Act 1999, the Department is directly appropriated the Director of National Parks (DNP) appropriations, which are then allocated to the Director by the Secretary of the Department.

Table C1: Agency Resource Statement

Source

Actual available appropriation

$’000

Payments made $’000

Balance remaining

$’000

Opening balance/Reserves at bank 53,998 117 53,881

REVENUE FROM GOVERNMENT

Ordinary annual services1

Outcome 1 - - -

Total ordinary annual services - - -

Other services

Non-operating - - -

Total other services - - -

Total annual appropriations - - -

Payments from related entities2

Amounts from the portfolio department 47,438 47,438 -

Total 47,438 47,438 -

Total funds from Government 47,438 47,438 -

FUNDS FROM OTHER SOURCES

Interest 61 61 -

Sale of goods and services 30,662 30,662 -

Other 8,906 4,286 4,620

Total 36,629 35,009 4,620

Total net resourcing for DNP 141,065 82,564 58,501

1 Appropriation Bill (No.1)

2 Funding provided by a Government body that is not specified within the annual appropriation bills as a payment to the Commonwealth Corporate Entity under the Public Governance Performance and Accountability Act.


Appendix D: Ecologically sustainable development and environmental performanceSection 516A of the Environment Protection and Biodiversity Conservation Act 1999 requires Australian Government organisations to include details of their contribution to ecologically sustainable development and environmental performance in their annual reports. Section 516A also promotes the development of a framework that integrates environmental, economic and social considerations and helps improve environmental performance and the ecologically sustainable development of Australian Government agencies.

The following is a summary of activities by the Director of National Parks in 2018–19 in accordance with section 516A of the Environment Protection and Biodiversity Conservation Act 1999.

Ecologically sustainable development

1. How the activities of the organisation, and the administration oflegislation by the organisation, accord with the principles of sustainabledevelopment (section 516A(6)(a))

In accordance with the principles of integrating environmental, social and economic considerations and with the objective of ensuring the long-term sustainability of biodiversity, the Director:

• managed biodiversity in Commonwealth terrestrial and marine reserves in accordancewith management plans prepared under the Environment Protection and BiodiversityConservation Act 1999, which explicitly recognises the principles of ecologicallysustainable development

• managed the reserves in consultation with Boards of Management and advisorycommittees

• undertook monitoring and assessment programs for plants and animals withinthe reserves

• undertook compliance operations resulting in detection of illegal activities inthe reserves

• worked with Indigenous owners to implement traditional management and useof resources.

The Director followed the principles of ecologically sustainable development, in particular the precautionary principle in order to:

• comply with the Environment Protection and Biodiversity Conservation Act 1999(sections 324 to 390A)

• comply with the decision-making and environmental-impact assessment procedures forworks and new developments in Commonwealth reserves.

147Appendices

The Director worked in accordance with the principles of ecologically sustainable development to promote conservation of the environment for the benefit of future generations by:

• promoting enjoyment and understanding of protected areas and their conservation objectives as set out in management plans for each reserve

• working with Indigenous owners to ensure traditional knowledge about management and use of the land is incorporated into park-management activities, and that opportunities are created for young Indigenous people to learn about and contribute to park management.

The following activities accord with the principles of ecologically sustainable development by ensuring that conservation of biological diversity and ecological integrity is a fundamental consideration in decision-making:

• Commonwealth reserves are managed in accordance with management plans established under the Environment Protection and Biodiversity Conservation Act 1999 and with the International Union for Conservation of Nature (IUCN) protected area categories that have as their primary purpose the long-term conservation of nature.

• Management plans set out clear decision-making and environmental assessment procedures for works and new proposals in Commonwealth reserves to ensure the conservation of biological diversity and ecological integrity.

The following activities accord with the principles of ecologically sustainable development by aiming to improve valuation, pricing and incentive mechanisms:

• Tour-operator engagement and tour-guide accreditation aim to improve the quality and consistency of visitor experiences.

• Entry and park-use fees at heavily visited reserves ensure visitors contribute to the cost of park management.

2. How the outcomes specified in the relevant Appropriations Act contribute to ecologically sustainable development (section 516A(6)(b))

The Director of National Parks’ key outcome as identified in the 2018–19 Department of the Environment Portfolio Budget Statements is:


For a summary of activities undertaken in 2018–19 refer to Chapter 4 and Appendix A of this annual report.


3. Effect of the organisation’s activities on the environment(section 516A(6)(c))

The Director is responsible for managing Australia’s Commonwealth reserves. Three of these reserves are managed jointly with their Indigenous owners. Potential large-scale threats to the reserves are mitigated by statutory protective mechanisms and decision-making and assessment processes set out in management plans. Through the Environment Protection and Biodiversity Conservation Act 1999 and Regulations and in accordance with the management plan for each reserve, the Director manages commercial activities (such as tourism and camping) in terrestrial reserves, and regulates access and practices of a number of sectors that operate within multiple use Australian Marine Parks (such as commercial fishing and aquaculture).

4. Measures being taken by the organisation to minimise the impact ofits activities on the environment (section 516A(6)(d))

The Director maintains a strong commitment to continuous improvement in environmental performance by maximising efficient use of resources, reducing waste, and building environmental awareness among its employees and volunteers.

Each terrestrial reserve management plan identifies actions to reduce the ecological impact of the reserve’s operations. Office paper, toner cartridges and organic waste are recycled in some reserves, and office machines (photocopiers and printers) are automatically programmed to save power. Where possible, printers are programmed to produce duplex (double-sided) documents as a default to reduce paper use.

5. Mechanisms for reviewing and increasing the effectiveness of thesemeasures (section 516A(6)(e))

In accordance with the Australian Government’s policy on energy efficiency in government operations, the Director reports publicly on annual energy performance in both the Department’s annual report and in this report. Public reporting provides a number of benefits to the Director including:

• increasing awareness of energy and greenhouse issues

• measuring relative performance

• providing a benchmarking tool

• tracking changes over time

• identifying high-intensity areas

• encouraging improvement through transparency.

A summary of environmental performance related to greenhouse gas emissions and energy consumption is provided in Table D1 and Table D2, for paper consumption in Table D3, and for water consumption in Table D4.

149Appendices

Environmental performance

The environmental performance of Parks Australia’s metropolitan (Canberra, Darwin and Hobart) office-based employees is included in the Department’s environmental performance report. This report covers Parks Australia’s operations in the following locations:

• Kakadu National Park

• Uluṟu-Kata Tjuṯa National Park

• Territory of Christmas Island (Christmas Island National Park)

• Territory of Cocos (Keeling) Islands (Pulu Keeling National Park)

• Jervis Bay Territory (Booderee National Park)

• Territory of Norfolk Island

• Australian National Botanic Gardens.

Operational requirements at each site, such as electricity, transport, developing new infrastructure and managing waste, contribute to our carbon footprint. Some reserves have specialised needs, for example the Australian National Botanic Gardens maintains climate-controlled conditions in many of its glasshouses, while at Kakadu National Park, fire management and feral animal control activities require the use of helicopter. Additionally, the remote location of some reserves limits opportunities to reduce their environmental impact, such as on our three Island parks.

Reserve management activities such as fire management may also have implications for the carbon cycle, but careful management of these practices to conserve biodiversity help to reduce greenhouse gas emissions. For example, due to a focus on appropriate fire management at Kakadu National Park the area affected by late season fires in 2018–19 was less than the longer term average of 16 per cent.


Environmental performance – Energy use

Environmental, economic and social objectives and considerations are either in place, or being prepared for integration into management plans and climate-change strategies for all Parks Australia sites. These include:

• maintaining greenhouse gas emissions from park operational activities to at or below2017–18 levels

• developing environmental management plans identifying actions to reduce the carbonfootprint of park operations and the level of carbon emission reductions associated witheach mitigation action

• changing existing electric hot water systems to solar hot water, instantaneous gas orheat pumps, as replacement becomes necessary

• installing energy-efficient light fixtures and light-controlling devices (such as motionsensors) in all park facilities

• replacing older vehicles with more efficient vehicles.

In 2018–19, across reserves there was an increase in emissions from stationary energy consumption (11 per cent), and an increase in emissions from transport energy use (17.1 per cent) Table D1 and Table D2).

While we report an 11 per cent increase in greenhouse gas emissions from stationary energy use across our terrestrial reserves in 2018–19, this is mainly due to a higher number of people in Uluṟu-Kata Tjuṯa National Park over the summer period and greater use of generators for electricity and air conditioning. However five of our seven terrestrial reserves reported a decrease in stationary energy use, for example Norfolk Island National Park more efficiently managed their energy use in cooler months.

Parks employees also continue to make a conscious effort to minimise transport energy use, however, some annual increases occur due to undertaking new or expanded park management operations. For example, increases in 2018–19 at Kakadu National Park were due to helicopter operations for the feral animal control program and increased fire management activity. At Christmas Island we provided in-kind support of fuel to on-island researchers undertaking research that is beneficial to the park.

Parks Australia also uses alternatives to air travel such as tele- and video-conferencing, while recognising that that face-to-face contact and visits to remote locations are sometimes necessary, particularly for engaging traditional owners at our jointly managed parks.

151Appendices

Table D1: Greenhouse gas emissions from stationary energy use in our reserves from 2015–2019

2015–16 (tonnes of

CO2-e)


CO2-e)


CO2-e)


CO2-e)

Annual average 2015–18

% change compared

with average

Australian National Botanic Gardens 704.82 734.64 917.21 1,045.96 785.56 33.1

Booderee National Park 130.45 119.21 106.45 114.94 118.70 -3.2

Christmas Island National Park 54.73 56.39 59.58 53.33 56.90 -6.3

Kakadu National Park 1,085.72 932.02 848.97 843.59 955.57 -11.7

Norfolk Island National Park and Botanic Garden 7.72 9.32 9.69 6.54 8.91 -26.5

Pulu Keeling National Park 9.47 11.20 11.17 10.52 10.61 -0.9

Uluṟu-Kata Tjuṯa National Park 1,581.43 1,622.57 1,555.19 1,835.94 1,586.40 15.7

Total 3,574.34 3,485.35 3,508.26 3,910.83 3,522.65 11.0

Table D2: Greenhouse gas emissions from transport energy use in our reserves from 2015–19


CO2-e)


CO2-e)


CO2-e)


CO2-e)


% change compared

with average

Australian National Botanic Gardens 22.09 20.30 13.581 13.71 18.66 -26.5

Booderee National Park 47.94 50.35 52.46 127.212 50.25 153.1

Christmas Island National Park 95.45 100.76 81.01 97.99 92.41 6.0

Kakadu National Park 582.98 488.13 581.39 628.13 550.83 14.0

Norfolk Island National Park and Botanic Garden 10.21 9.57 8.88 7.703 9.55 -19.5

Pulu Keeling National Park 4.30 2.31 2.67 0.834 3.09 -73.2

Uluṟu-Kata Tjuṯa National Park 140.66 151.95 120.81 134.71 137.81 -2.2

Total 903.63 823.37 860.79 1,010.27 862.60 17.1

1 In 2017–18 there was a 37 per cent decrease in the amount of emissions from transport energy use at the Gardens due to a reduction in field trips.

2 The increase in fuel use at Booderee National Park in 2018–19 was due to a larger fleet of vehicles as a carry-over of new vehicles replacing older vehicles and, for a period, having both fleets in operation.

3&4 Norfolk Island and Pulu Keeling National Park have reduced their stationary energy use due to no longer using Petrol fuel.

Table D3: Reams of paper consumed in our reserves from 2015–19

2015–16 Reams of

paper

2016–17 Reams of

paper

2017–18 Reams of

paper

2018–19 Reams of

paper


% change compared

with average

Australian National Botanic Gardens 167 180 170 191 172.33 10.8

Booderee National Park 85 159 148 101 130.67 -22.7

Christmas Island National Park 20 25 25 25 23.33 7.1

Kakadu National Park 210 200 225 250 211.67 18.1

Norfolk Island National Park and Botanic Garden 10 20 25 10 18.33 -45.5

Pulu Keeling National Park 1 0 2 1 1.00 0.0

Uluṟu-Kata Tjuṯa National Park 42 40 45 43 42.33 1.6

Total 535 624 640 621 600 3.6

Uluṟu. (Image: Tourism Australia).

153Appendices

Environmental performance – Waste

Obtaining accurate measurements of greenhouse emissions from waste remains challenging and exact estimates were not available in 2018–19 for all reserves.

The Director adopts environmental best-practice principles for resource use and the management of waste products. Management plans are in place or in preparation for all sites, and include provisions to minimise waste production across park operations. Such provisions include:

• establishing guidelines to formalise waste-reduction strategies into standard parkpractises (such as reducing consumption, duplex printing, recycling)

• sourcing consumable items such as office paper from renewable sources

• where possible, providing recycling facilities to visitors or promoting ‘rubbish-bin free’sites that encourage the public to take their waste home for recycling

• for island sites such as Norfolk Island, arranging for mainland recycling of consumablessuch as used printer cartridges.

The amount of paper purchased increased slightly by 3.6 per cent in 2018–19 compared with the average number of reams purchased over the previous three years (Table D3). Ongoing efforts are focused on providing web-based visitor and interpretative materials, which will further reduce printing and paper consumption.

Excluding metropolitan office-based employees whose paper use is reported in the Department’s annual report, the terrestrial reserves operate with an average of around two reams per person, well below the 10 reams per person target set for the Australian Public Service. Several reserves also use 100 per cent post-consumer recycled paper for printing. At Booderee National Park a concerted effort was made in 2018–19 to reduce paper consumption, achieving a more than 22 per cent reduction from 2017–18 usage (see Table D3).

Access to regional recycling facilities is gradually improving for more remote locations such as Kakadu and Uluṟu-Kata Tjuṯa National Parks and external territories. Basic recycling facilities are available on Norfolk Island and office paper is being sourced from renewable sources when available. Kakadu participates in a regional recycling and resource recovery program, and will continue its recycling programs for paper, glass and aluminium in and around offices. Uluṟu is operating the Muṯitjulu waste site facility in line with the Waste Management Guidelines for Small Communities in the Northern Territory. Recycling facilities continue to be available in all Australian National Botanic Gardens offices and on-site facilities, including composting of organic kitchen waste. The Gardens is a rubbish-bin-free site for the public and they are encouraged to take home their waste for recycling.


Environmental performance – Water

Protecting water quality is a high priority for Parks Australia. Management plans are in place or in preparation for all sites to ensure that water use is minimised and water quality maintained. These plans may include:

• auditing water use in Commonwealth reserves and implementing actions to provideefficiencies and improvements

• implementing water-saving initiatives such as rainwater harvesting, water recycling, theuse of water-saving devices and upgrading water-reticulation infrastructure

• providing information to visitors on how to protect water quality.

The quality of surface water, groundwater and water holes in our reserves is monitored regularly and activities in each reserve must not interrupt the natural flow of water. The capacity to measure water consumption at each reserve is improving but consistent data is not yet available for the sites.

In 2018–19, we recorded a small 0.4 per cent increase in water use across the reserves when compared to the average of the previous three years Table D4). However at Booderee, continued education regarding water use is paying dividends with the park recording a decrease of 12.2 per cent.

Table D4: Kilolitres of water consumed in our reserves from 2015–19

2015–16 (kL)

2016–17 (kL)

2017–18 (kL)

2018–19 (kL)

Average (kL)

2014–17

% change compared

with average

Australian National Botanic Gardens 129,481 174,786 204,353 200,921 169,540 18.5

Booderee National Park 10,211 14,486 12,000 10,740 12,232 -12.2

Christmas Island National Park 4,083 4,126 7,477 5,069 5,228 -3.1

Kakadu National Park 64,490 64,340 78,576 39,0611 69,135 -43.5

Norfolk Island National Park and Botanic Garden2 - - - - - -

Pulu Keeling National Park 463 21 13 0 26.67 -100.0

Uluṟu-Kata Tjuṯa National Park 93,821 94,352 95,852 96,576 9,467 2.0

Total 302,132 352,111 398,271 352,367 350,838 0.4

1 Figure for 2018–19 based on annual water rate notice for Headquarters and Jabiru residences only.

2 Norfolk Island National Park and Botanic Garden operates entirely on harvested rainwater.

3 A reticulated water system for the micro nursery at the Cocos headquarters was installed in January 2016 which initially used water from the Island water supply. The system now relies on captured rainwater.

Appendix E: Compliance indexThis annual report has been prepared in accordance with section 46 of the Public Governance, Performance and Accountability Act 2013 and Subdivision B of Division 3A of the Public Governance, Performance and Accountability Amendment (Corporate Commonwealth Entity Annual Reporting) Rule 2014. The requirements for annual reports for non-corporate Commonwealth entities were approved on behalf of Parliament by the Joint Committee of Public Accounts and Audit on 4 April 2019.

Table E1: Annual report requirements under the PGPA Rule and other legislation

PGPA Rule Reference Page PGPA Rule requirements

Contents of annual report

17BB i The annual report for a corporate Commonwealth entity must: (a) be approved by the accountable authority of the entity; (b) be signed by the accountable authority, or a member of the accountable authority, of the entity; (c) include details of how and when approval of the annual report was given; (d) state that the accountable authority of the entity is responsible for preparing and giving the annual report to the entity’s responsible Minister in accordance with section 46 of the Act.

17BE(a) 6, 56 Details of the legislation establishing the body

17BE(b)(i) 6 A summary of the objects and functions of the entity as set out in legislation

17BE(b)(ii) ii, 30 The purposes of the entity as included in the entity’s corporate plan for the reporting period

17BE(c) 6, 56 The names of the persons holding the position of responsible Minister or responsible Ministers during the reporting period, and the titles of those responsible Ministers

17BE(d) N/A (56)

Directions given to the entity by the Minister under an Act or instrument during the reporting period

17BE(e) N/A (56)

Any government policy order that applied in relation to the entity during the reporting period under section 22 of the Act

17BE(f) N/A Particulars of non-compliance with:(a) a direction given to the entity by the Minister under an Act or instrument during the reporting period; or(b) a government policy order that applied in relation to the entity during the reporting period under section 22 of the Act

17BE(g) 26 Annual performance statements in accordance with paragraph 39(1)(b) of the Act and section 16F of the rule

17BE(h), 17BE(i)

N/A A statement of significant issues reported to the Minister under paragraph 19(1)(e) of the Act that relates to non-compliance with finance law and action taken to remedy non-compliance.

17BE(j) 56 Information on the accountable authority, or each member of the accountable authority, of the entity during the reporting period

17BE(k) 15 Outline of the organisational structure of the entity (including any subsidiaries of the entity)

Appendices 155


PGPA Rule Reference Page PGPA Rule requirements

17BE(ka) 63, 64 Statistics on the entity’s employees on an ongoing and non-ongoing basis, including the following:(a) statistics on fulltime employees;(b) statistics on parttime employees;(c) statistics on gender;(d) statistics on staff location

17BE(l) iv, 63-64

Outline of the location (whether or not in Australia) of major activities or facilities of the entity

17BE(m) 56 Information relating to the main corporate governance practices used by the entity during the reporting period

17BE(n), 17BE(o)

N/A (65)

For transactions with a related Commonwealth entity or related company where the value of the transaction, or if there is more than one transaction, the aggregate of those transactions, is more than $10,000 (inclusive of GST):(a) the decision-making process undertaken by the accountable authority to approve the entity paying for a good or service from, or providing a grant to, the related Commonwealth entity or related company; and(b) the value of the transaction, or if there is more than one transaction, the number of transactions and the aggregate of value of the transactions

17BE(p) 14 Any significant activities and changes that affected the operation or structure of the entity during the reporting period

17BE(q) N/A (68)

Particulars of judicial decisions or decisions of administrative tribunals that may have a significant effect on the operations of the entity

17BE(r) 68 Particulars of any reports on the entity given by:(a) the Auditor-General (other than a report under section 43 of the Act); or(b) a Parliamentary Committee; or(c) the Commonwealth Ombudsman; or(d) the Office of the Australian Information Commissioner

17BE(s) N/A An explanation of information not obtained from a subsidiary of the entity and the effect of not having the information on the annual report

17BE(t) 67 Details of any indemnity that applied during the reporting period to the accountable authority, any member of the accountable authority or officer of the entity against a liability (including premiums paid, or agreed to be paid, for insurance against the authority, member or officer’s liability for legal costs)

17BE(ta) 58 Information about executive remuneration

Disclosure requirements for government business enterprises

17BF(1)(a)(i) N/A An assessment of significant changes in the entity’s overall financial structure and financial conditions

17BF(1)(a)(ii) N/A An assessment of any events or risks that could cause financial information that is reported not to be indicative of future operations or financial conditions

17BF(1)(b) N/A Information on dividends paid or recommended

17BF(1)(c) N/A Details of any community service obligations the government business enterprise has including: (a) an outline of actions taken to fulfil those obligations; and (b) an assessment of the cost of fulfilling those obligations

17BF(2) N/A A statement regarding the exclusion of information on the grounds that the information is commercially sensitive and would be likely to result in unreasonable commercial prejudice to the government business enterprise

157Appendices

Legislation reference Page Other legislative requirements

Commonwealth Electoral Act 1918 s. 311A

75 A statement setting out particulars of all amounts paid by, or on behalf of the Commonwealth Department during the financial year to advertising agencies, market research organisations, polling organisations, direct mail organisations and media advertising organisations

EPBC Act 1999 s. 516A

75, 146 Details of environmental performance and how the principles of ecologically sustainable development have been accorded and advanced

Work Health and Safety Act 2011 Schedule 2, Part 4

71 Information on Work Health and Safety initiatives, outcomes, incidents and investigations


IndexAaccountable authority i, 56administrative tribunals 68advertising 75, 130, 133advisory committees 39, 60, 123, 139Agency Resourcing Statement 9, 145amazing destinations

overview 7–8performance statement 49–53strategies and achievements 128–133

Ashmore Reef Marine Park 69, 110, 115, 129asset management 139–140Atlas of Living Australia 115, 116audit 66Auditor-General’s report 68Australian Antarctic Division 6, 14Australian Biological Resources Study 7, 116Australian Customs and Border Protection Service 69Australian Faunal Directory 114Australian Federal Police 69Australian Fisheries Management Authority 117Australian Institute of Criminology 67Australian Marine Parks see also specific park

overview 142–144Advisory Committees 39, 60, 123, 139biodiversity monitoring 115, 120collaborative management 2, 125–126communication strategies 130compliance and enforcement in 69–70, 117–118culturally significant species 113debris in 111, 112financial overview 9–11history of iiiIndigenous Engagement and Cultural

Heritage Strategy 125location of iv–vmanagement of 36–37, 39, 131management plans 134, 138–139management team 57–58Mooring Policy 129science activities 113–117, 119–121staff see employeesvisitor numbers 50

Australian Marine Parks Marine Debris Strategy 111Australian Marine Parks Science Atlas 116Australian National Botanic Gardens (ANGB)

50th anniversary 131branding refresh 133Carramar Koala Quest 3, 53, 131Enlighten Festival 53environmental performance 149–154library 117Living Collection 114National Seed Bank 22–23, 112, 114, 117

offices at 61, 63–64visitor programs 129

Australian National Herbarium (ANH) 114, 117Australian National University 111, 120, 121Australian Plant Image Index 114Australian Seed Bank Partnership 113Australian Transport Safety Bureau (ATSB) 72

Bbandicoots 113Beagle Marine Park 120biodiversity collections 113–117Bird Week 128, 129Blowholes Boardwalk 129boards of management 19–21, 59, 122–125Booderee Botanic Gardens 114Booderee National Park

overview 6board of management 19, 59, 122–125consultation mechanisms 60, 122–124cultural heritage management 125environmental performance 149–154e-ticketing system 3, 49, 131fire management 120Indigenous employment 43–45, 124–127invasive species 111management of ii, 14offices at 61, 63–64Sustainable Business Plan 123threatened species 111–113, 120–121visitor programs 128

buff-banded rails 121Bush Blitz expedition 116business systems 139–140

Ccarbon credits 126Carramar Koala Quest 3, 53, 131Cartier Island 115Cat control 110, 121Central Land Council 112, 123, 125Centre for Australian National Biodiversity

Research 23Charles Darwin University 119Chief Executive Instructions 66Christmas Island blue tailed skink 2, 40, 111, 120Christmas Island fern 112Christmas Island flying fox 113, 120Christmas Island National Park

Blowholes Boardwalk 129consultation mechanisms 60environmental performance 149–154invasive species 110offices at 61, 63–64seed banking 112threatened species 112–113, 120–121visitor numbers 50

159Index

citizen science 115, 121Clean Energy Regulator 126Climate Change Action Plan 139Closing the Gap objectives 60Cocos buff-banded rails 32, 121Cocos (Keeling) Islands see Pulu Keeling National ParkCod Grounds Marine Park 113Comcare 72–74Comcover 66, 136commercial operations, return from 137Commonwealth Ombudsman 68Commonwealth parks and reserves see also

specific reserveoverview 142–144compliance and enforcement in 69–70, 117–118employees see employeesfinancial overview 9–11location of iv–vmanagement team 57–58marine see Australian Marine Parksnon-financial performance overview 7–8terrestrial see terrestrial reservestraditional owners see traditional owners

Commonwealth Risk Management Policy 66communication strategies 130Community Information Unit 135compliance index 155–157consultation mechanisms 59–60, 122–124contractors, Indigenous 43–45control arrangements 66–67coral reefs 41–42, 115Coral Sea Coral Health Multi-year Project 115Coral Sea Fishery Licence Buy-Out Program 131Coral Sea Marine Park 113, 117, 138corporate governance 56–59, corporate plan 2, 26–27court determinations 69–70cross cutting activities 134–141CSIRO 23, 42, 114–115, 120, 121, 130cultural heritage management 119, 124–125

DDecadal Plan for Taxonomy and Biosystematics in

Australian and New Zealand, 2018-2027 116Department of Environment and Energy 139, 141digital technology 130–131, 133, 140DinoTrax 131Director of National Parks (DNP) ii

overview ii–v, 5–11director’s message 1–3financial statements 79–107management and accountability 55–76office locations 61, 63–64organisational structure 13–23performance statement 25–53resourcing statement 9, 145

Director of National Parks (DNP) Corporate Plan 2018-2022 2, 26–27

Dyason, Karl 14, 17, 57

Eeastern bristle bird 113eastern quolls 111, 113, 121ecologically sustainable development 75, 146–149ecosystems see resilient places and ecosystemsemergency management 74employees 61–64

executive team 14–18, 57–58Indigenous 3, 43–45, 124–127location of 61, 63–64number of 62training and development 61, 141workforce capability 140–141work health and safety 71–74, 140–141

energy use 150–152Enlighten Festival (ANBG) 53environmental performance 75, 146–154Environment Protection and Biodiversity Conservation

Act 1999 (EPBC Act)compliance and enforcement under 69–70consultation mechanisms 59–60control arrangements 66–67as enabling legislation ii, 6, 14, 56environmental performance reporting 75,

149–154funding mechanisms 65IUCN categories 142

e-ticketing systems 3, 49, 131executive team 14–18, 57–58external review 68

FFederal Register of Legislative Instruments 36, 134feral species (invasive species) 34–36, 110–111, 121, 123financial literacy 139–140financial overview 9–11financial statements 79–107Findlay, James 2–3, 6, 14, 16, 26, 56 see also Director

of National Parksfire management 110–111, 120, 126fisheries management 117–118, 131Fisheries Management Act 69flatback turtle 32Flora of Australia platform 114–115fraud control 67Freedom of Information Act 1982 (FOI Act) 76Freeman, Clive 19Freycinet Marine Park 115Frydenberg, Josh 6funding 65

GGeographe Marine Park 115ghost nets 112golden whistler 32Government Policy Order 56great desert skinks 112greater gliders 112, 120


greenhouse gas emissions 150–151green parrots 111, 113, 121grey nurse sharks 113Griffith University 125

HHeard Island and McDonald Islands Marine Reserve

6, 14Horsburgh Island 121Hunter Marine Park 120Huon Marine Park 41–42, 115, 130

Iincidents

EPBC Act enforcement 69–70safety 72

indemnities 67Indigenous employees 3, 43–45, 124–127Indigenous Employment Pathways Project 124, 127Indigenous Engagement and Cultural Heritage Strategy

for Australian Marine Parks 125Indigenous owners see traditional ownersIndigenous procurement policy 45information publication scheme 76infrastructure investment 131–132, 139insurance 67International Union for Conservation of Nature (IUCN)

142, 147invasive species 34–36, 110–111, 123Investigator (research vessel) 41–42

JJabiru township 2, 47, 130, 132James Cook University 115joint management see traditional ownersjudicial decisions 68

KKakadu National Park

40th anniversary 3, 131overview 6board of management 20, 59, 122–125branding refresh 133consultation mechanisms 60, 120, 122–124cultural heritage management 124–125environmental performance 149–154e-ticketing system 131fire management 120, 126Indigenous employment 43–45, 124–127infrastructure investment 2, 47, 130, 132, 139management of ii, 14offences in 69offices at 61, 63–64safety incident in 72science activities 119–121Taste of Kakadu festival 3, 128

tourism planning 133visitor numbers 49visitor programs 128walking tracks 129website 130, 132, 133

Kimberley Marine Park 115

LLee, Maria 20legislation see also specific Act

enabling ii, 6, 14, 56letter of transmittal iLey, Sussan 6, 56Living Collection (ANGB) 114long-nosed potoroos 113Lord Howe Marine Park 118

Mmala 113management plans 134, 138–139management team 14–18, 57–58Marine National Facility 42, 130marine reserves see Australian Marine Parksmarketing 75, 130, 133Mary River Precinct Development Plan 132McDonald Islands see Heard Island and McDonald

Islands Marine ReserveMermaid Reef Marine Park 115, 129micro wasps 110Millennium Seed Bank (UK) 22Minister for the Environment 6, 56ministerial correspondence, 135ministerial directions 56Monash University 119monitoring, evaluation, reporting and improvement

(MERI) framework 113, 116moorings 129morepork owl 119, 121multiple benefits for traditional owners see

traditional ownersMundy, Jason 14, 16, 57Mutitjulu essential services 138

NNational Environmental Science Program (NESP) 42,

116, 120, 124, 130National Seed Bank (NSB) 22–23, 112, 114, 117National Species List 114–115National Taxonomy Research Grant Program 116New South Wales Government 118Ningaloo Marine Park 120Norfolk Island National Park and Botanic Garden

consultation mechanisms 60environmental performance 149–154invasive species 110, 121management plan 134offices at 61, 63–64

161Index

plant conservation 22–23threatened species 2, 111–113, 119, 121tourism planning 133visitor numbers 50visitor programs 129

Northern Land Council 126Northern Territory Government 60, 118, 138

OOffice of the Australian Information Commissioner 68Online Services Portal 140online visitors 130–131operating environment 28–29organisational structure 13–23Our Marine Park Grants Program 131

Ppaper use 152–153ParkSafe 71–72Parks Australia

Business Transformation Project 139climate adaptation plan 139corporate boards 59executive team 14–18, 57–58office locations 61, 63–64Regulatory Improvement Plan 118, 140Science Direction Statement 119, 121staff see employeesvalues iii

Parks Australia Science Forum 121Parks Work Health and Safety Management System

(WHSMS) 71–72parliamentary questions 135performance overview 30

environmental 75, 149–154financial 9–11non-financial 7–8

performance statement 25–53overview 26–30amazing destinations 49–53multiple benefits for traditional owners 43–48resilient places and ecosystems 31–42

Phillip Island 111Pimpernel Rock 113plant conservation 22–23, 112–114, 117Portfolio Audit Committee 66Portfolio Budget Statements (PBS) 9, 26–27potoroos 113Price, Melissa 6prioritisation tool 112procurement 139–140public consultation 60public enquiries, timeliness of response to 135Public Governance, Performance and Accountability

Act 2013 (PGPA Act) i, 26, 27, 56, 57, 66–68, 136, 155

Pulu Keeling National Parkconsultation mechanisms 60environmental performance 149–154monitoring survey 121offices at 61, 63–64threatened species 2, 40, 111visitor numbers 50

Qquolls 111, 113, 121

Rrecycling facilities 153red crabs 110, 112Reef Life Survey 115Regulatory Performance Framework 75related entity transactions 65resilient places and ecosystems

overview 7–8performance statement 31–42strategies and achievements 110–121

resourcing statement 9, 145revenue base 138–141risk management 66–67, 136rock art conservation 125

Ssafety management system 71–72scarlet robin 32science activities 113–117, 119–121, 139Science Direction Statement 119, 121Science e-Newsletter 121sea country management see Australian Marine ParksSeamounts Coral Survey 41–42sea turtles 113seed banking 22–23, 112–114, 117Senate Standing Committees 68significant species 31–32, 111–113Smith, Brant 14, 18, 57social inclusion 60Solitary Islands Marine Park 113South Australian Government 118southern brown bandicoots 113Southern Seamounts Voyage 130staff see employeesstakeholders, timeliness of responses to 135State of the Environment Report 2016 38study support scheme 61

TTasman Fracture Marine Park 41–42, 115, 130Tasmanian Government 118Tasmanian Seamounts Voyage 115Taste of Kakadu festival 3, 128Taxonomy Australia 116Temperate East Marine Park Network 118


terrestrial reserves see also specific reserveoverview 142compliance and enforcement in 69–70, 117–118environmental performance 149–154financial overview 9–11history of iiilocation of iv–vmanagement plans 134, 138–139management team 57–58science activities 113–117, 119–121staff see employeesvisitor numbers 49

threatened species 2, 31–32, 111–113 see also specific plant or animal

timeliness of responses 135tjakura (great desert skinks) 112tourism consultative committees 60tourism initiatives 47, 133 see also amazing

destinations; visitorstraditional owners see also specific park

overview 6boards of management 19–21, 59, 122–125Closing the Gap objectives 60consultation mechanisms 59–60, 122–124cultural heritage management 124–125history of iiiIndigenous employment 3, 43–45, 124–127organisational structure 14multiple benefits for see 7-8, 43-48, 122-127

transport energy use 150–151tropical fire ants 110

UUluru-Kata Tjuta National Park

overview 6board of management 21, 59, 122–125branding refresh 133closure of Uluru climb 52, 129–130consultation mechanisms 60, 122–124cultural heritage management 119, 125environmental performance 149–154e-ticketing system 131Indigenous employment 43–45, 124–127

infrastructure investment 132, 139management of ii, 14management plan 139offices at 61, 63–64threatened species 112–113tourism planning 133visitor numbers 49visitor programs 128walking tracks 129website 130, 133

University of Melbourne 120, 121University of New England 121University of Tasmania 111, 115University of Western Sydney 119

Vvalues iiiVessel Monitoring System (VMS) 118virtual visitors 130–131, 133vision iivisitors see also amazing destinations

e-ticketing systems 3, 49, 131number of 49–50programs for 128–129satisfaction surveys 49–50virtual 130–131, 133

Wwaste management 153Waters, Carlyn 14, 17, 57water use 154websites 130–131Western Australia Government 112, 118West, Judy 14, 18Wilson, Sammy 21, 52workforce capability 140–141 see also employeeswork health and safety 71–74, 140–141Work Health and Safety Act 2011 71–72, 74Wreck Bay Aboriginal Community Council 48, 125

Yyellow crazy ants 110

Additional photo credits Cover: Google Trekker – Vicki Louise Christmas Island flying-fox – Parks Australia Family at Ubirr – Parks Australia Banksia – Parks Australia Cycling at Uluṟu – Tourism NT Booby at Cocos Island – Parks Australia White Throated Grass Wrens – Luke Paterson Bird Island Reef – Rick Stuart Smith Norfolk Island Nursery – Parks Australia Uluṟu art – Tourism NTPage 0: Cave Beach at Booderee – Parks AustraliaPage viii: Coconut Palm Tree – Parks AustraliaPage 1: Hermit crab – Bradley DesmondPage 4: Anemone Fish – Nigel MarshPage 5 : Bird Island Reef – Rick Stuart SmithPage 12: Brown Booby Chick – Bradley DesmondPage 13: Red Crab Migration – Parks AustraliaPage 24: Male variegated fairywrens – Chris GroundsPage 25: Booderee National Park – Bradley DesmondPage 54: Baby Northern Quoll – Parks AustraliaPage 55: Ubirr Lookout – Bradley DesmondPage 78: Norfolk Island Pines – Parks AustraliaPage 79: Historic Boat Building – Parks AustraliaPage 108: Dinotrax – Parks AustraliaPage 109: Banksia – Parks Australia

Maps: Environmental Resources Information Network

Map Data sources:

Department of the Environment (2014): Collaborative Australian Protected Areas Database (CAPAD) Department of the Environment (2014): Australia’s network of Commonwealth Marine Reserves Geoscience Australia (2006): Australian Maritime Boundaries (AMB) v2.0

environment.gov.au/parks

The web address for this annual report is: environment.gov.au/resource/annual-report-2018-19-director-national-parks

PAR170.0716

director of national parks annual report 2018–19 annual ...€¦ · botanic garden is declared....

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