infrastructure, regional development and cities portfolio · 2019-03-31 · portfolio budget...

Portfolio Budget Statements 2019–20

Budget Related Paper No. 1.12

Infrastructure, Regional Development and Cities Portfolio

Budget Initiatives and Explanations of

Appropriations Specified by Outcomes

and Programs by Entity

© Commonwealth of Australia 2018

ISBN 978-1-925701-85-2 (Print) ISSN 2206-3099 (Print)

ISBN 978-1-925701-83-8 (Online) ISSN 2206-3102 (Online)

Ownership of intellectual property rights in this publication

Unless otherwise noted, copyright (and any other intellectual property rights, if any) in this publication is owned by the Commonwealth of Australia (‘the Commonwealth’).

Disclaimer

The material contained in this publication is made available on the understanding that the Commonwealth is not providing professional advice, and that users exercise their own skill and care with respect to its use, and seek independent advice if necessary.

The Commonwealth makes no representations or warranties as to the contents or accuracy of the information contained in this publication. To the extent permitted by law, the Commonwealth disclaims liability to any person or organisation in respect of anything done, or omitted to be done, in reliance upon information contained in this publication.

Creative Commons licence

With the exception of (a) the Coat of Arms; (b) the Department of Infrastructure, Regional Development and Cities’, Australian Maritime Safety Authority’s, Australian Transport Safety Bureau’s, Civil Aviation Safety Authority’s, Infrastructure Australia’s, Infrastructure and Project Financing Agency’s, National Capital Authority’s and National Transport Commission’s photos and graphics; and (c) signatures, copyright in this publication is licensed under a Creative Commons BY Attribution 3.0 Australia licence.

The full licence terms are available from <www.creativecommons.org/licenses/by/3.0/au/legalcode>.

Provided you have not modified or transformed the material in any way this publication should be attributed in the following way: Source: The Australian Government, Department of Infrastructure, Regional Development and Cities.

If you have modified or transformed the material this publication should be attributed in the following way: Based on: The Australian Government, Department of Infrastructure, Regional Development and Cities data.

Use of the Coat of Arms

The terms under which the Coat of Arms can be used are set out on the Department of the Prime Minister and Cabinet website (see <www.pmc.gov.au/government/commonwealth-coat-arms>).

Contact us

This publication is available in hard copy or PDF format. All other rights are reserved, including in relation to any Departmental logos or trademarks which may exist. For enquiries regarding the licence and any use of this publication, please contact:

Director – Publishing and Internal Communications Communications, Parliamentary and Governance Branch Department of Infrastructure, Regional Development and Cities GPO Box 594 Canberra ACT 2601 Australia

Email: [email protected] Website: www.infrastructure.gov.au

Printed by CanPrint Communications Pty Ltd, Canberra

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Abbreviations and conventions

The following notations may be used: na not applicable (unless otherwise specified) nfp not for publication - nil .. not zero, but rounded to zero $m $ million

Figures in tables and in the text may be rounded. Figures in text are generally rounded to one decimal place, whereas figures in tables are generally rounded to the nearest thousand. Discrepancies in tables between totals and sums of components are due to rounding.

Enquiries

Should you have any queries regarding this publication, please contact: Cheryl-Anne Navarro Chief Financial Officer (A/g) Department of Infrastructure, Regional Development and Cities Phone: (02) 6274 7154 E-mail: [email protected] Links to Portfolio Budget Statements (including Portfolio Additional Estimates Statements and Portfolio Supplementary Additional Estimates Statements) can be located on the Australian Government Budget website <www.budget.gov.au> or on the Department of Infrastructure, Regional Development and Cities website <www.infrastructure.gov.au>.

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USER GUIDE TO THE

PORTFOLIO BUDGET STATEMENTS

vii

USER GUIDE

The purpose of the 2019–20 Portfolio Budget Statements (PB Statements) is to inform Senators and Members of Parliament of the proposed allocation of resources to government outcomes by entities within the portfolio. Entities receive resources from the annual appropriations acts, special appropriations (including standing appropriations and special accounts), and revenue from other sources.

A key role of the PB Statements is to facilitate the understanding of proposed annual appropriations in Appropriation Bills (No. 1 and No. 2) 2019–20 (or Appropriation (Parliamentary Departments) Bill (No. 1) 2019–20 for the parliamentary departments). In this sense, the PB Statements are Budget related papers and are declared by the Appropriation Acts to be ‘relevant documents’ to the interpretation of the Acts according to section 15AB of the Acts Interpretation Act 1901.

The PB Statements provide information, explanation and justification to enable Parliament to understand the purpose of each outcome proposed in the Bills.

As required under section 12 of the Charter of Budget Honesty Act 1998, only entities within the general government sector are included as part of the Commonwealth general government sector fiscal estimates and produce PB Statements where they receive funding (either directly or via portfolio departments) through the annual appropriation acts.

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The Enhanced Commonwealth Performance Framework

The following diagram outlines the key components of the enhanced Commonwealth performance framework. The diagram identifies the content of each of the publications and the relationship between them. Links to the publications for each entity within the portfolio can be found in the introduction to Section 2: Outcomes and planned performance.

Enhanced Commonwealth Performance Framework

Key components of relevant publications

Portfolio Budget Statements (April)

Portfolio based

Corporate Plan (August)

Entity based

Supports Annual Appropriations. Informs

Senators and Members of Parliament of

the proposed allocation of other resources

to government outcomes and

programs.

Provides links to relevant programs

undertaken by other Commonwealth

entities.

Provides high level performance

information for current, ongoing programs,

particularly a forecast of performance

for the current year.

Provides detailed prospective

performance information for proposed

new budget measures that require a new

program or significantly change an

existing program.

Primary planning document of a

Commonwealth entity.

Sets out the purposes of the entity, the

activities it will undertake to achieve its

purposes and the results it expects to

achieve over a minimum four year period.

Describes the environment in which the

entity operates, the capability it requires

to undertake activities and a discussion

of risk.

Explains how the entity’s performance

will be measured and assessed.

Annual Performance Statement (October following year)

Entity based

Included in the Commonwealth entity’s Annual Report. Focuses on recent

performance.

Reports on the actual performance results for the year against the

forecasts made in the corporate plan and Portfolio Budget Statements,

and provides other performance information relevant to the entity.

Provides an analysis of the factors that contributed to the entity’s

performance results.

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CONTENTS

Portfolio overview ............................................................................................................... 1

Infrastructure, Regional Development and Cities portfolio overview ...................................... 3

Entity resources and planned performance ...................................................................... 9

Department of Infrastructure, Regional Development and Cities ......................................... 11

Australian Maritime Safety Authority ................................................................................... 71

Australian Transport Safety Bureau .................................................................................... 93

Civil Aviation Safety Authority ........................................................................................... 115

Infrastructure Australia ...................................................................................................... 137

Infrastructure and Project Financing Agency ..................................................................... 155

National Capital Authority .................................................................................................. 173

National Transport Commission ........................................................................................ 199

North Queensland Water Infrastructure Authority .............................................................. 217

Glossary .......................................................................................................................... 233

Abbreviations .................................................................................................................. 238

Index ................................................................................................................................ 241

1

PORTFOLIO OVERVIEW

3

INFRASTRUCTURE, REGIONAL DEVELOPMENT AND CITIES

PORTFOLIO OVERVIEW

Ministers and portfolio responsibilities

The Infrastructure, Regional Development and Cities portfolio contributes to the well-being of all Australians through the following outcomes.

Department of Infrastructure, Regional Development and Cities (the department)

Outcome 1: Improved infrastructure across Australia through investment in and coordination of transport and other infrastructure.

Outcome 2: An efficient, sustainable, competitive, safe and secure transport system for all transport users through regulation, financial assistance and safety investigations.

Outcome 3: Strengthening the sustainability, capacity and diversity of our cities and regional economies including through facilitating local partnerships between all levels of government and local communities; through reforms that stimulate economic growth; and providing grants and financial assistance.

Outcome 4: Good governance in the Australian territories through the maintenance and improvement of the overarching legislative framework for self-governing territories, and laws and services for non-self-governing territories.

Australian Maritime Safety Authority (AMSA)

Outcome 1: Minimise the risk of shipping incidents and pollution in Australian waters through ship safety and environment protection regulation and services and maximise people saved from maritime and aviation incidents through search and rescue coordination.

Australian Transport Safety Bureau (ATSB)

Outcome 1: Improved transport safety in Australia including through: independent ‘no blame’ investigation of transport accidents and other safety occurrences; safety data recording, analysis and research; and fostering safety awareness, knowledge and action.

Civil Aviation Safety Authority (CASA)

Outcome 1: Maximise aviation safety through a regulatory regime, detailed technical material on safety standards, comprehensive aviation industry oversight, risk analysis, industry consultation, education and training.

Infrastructure Australia (IA)

Outcome 1: Improve decision-making on matters relating to infrastructure; advise governments and others on matters relating to infrastructure, including better assessment of infrastructure needs and prioritisation of infrastructure projects; and promote best practice infrastructure planning, financing, delivery and operation.

Infrastructure and Project Financing Agency (IPFA)

Outcome 1: To leverage additional private sector investment in infrastructure and secure better returns from the Commonwealth’s investment by assisting the Government to identify, assess, and broker financing opportunities for infrastructure and projects, including through engagement with Commonwealth entities, state and territory governments, and the private sector.

Portfolio Overview

4

National Capital Authority (NCA)

Outcome 1: Manage the strategic planning, promotion and enhancement of Canberra as the National Capital for all Australians through the development and administration of the National Capital Plan; operation of the National Capital Exhibition; delivery of education and awareness programs; and works to enhance the character of the National Capital.

National Transport Commission (NTC)

Outcome 1: Improved transport productivity, efficiency, safety and environmental performance and regulatory efficiency in Australia through developing, monitoring and maintaining nationally consistent regulatory and operational arrangements relating to road, rail and intermodal transport.

North Queensland Water Infrastructure Authority (NQWIA)

Outcome 1: Progress the development of water resource projects in North Queensland, through strategic planning and coordination of information sharing among relevant regulatory authorities and stakeholders.

Airservices Australia (AA), the Australian Rail Track Corporation Limited (ARTC), Moorebank Intermodal Company Limited (MIC) and WSA Co Limited (WSA Co) are also entities within the Infrastructure, Regional Development and Cities portfolio. However, as AA, ARTC, MIC and WSA Co do not receive funding (directly or indirectly) through the annual appropriation acts, they do not produce PB Statements.

The department is accountable to: the Deputy Prime Minister and Minister for Infrastructure, Transport and Regional Development, the Hon Michael McCormack MP; the Minister for Regional Services, Sport, Local Government and Decentralisation, Senator the Hon Bridget McKenzie; the Minister for Cities, Urban Infrastructure and Population, the Hon Alan Tudge MP; the Assistant Minister for Regional Development and Territories, the Hon Sussan Ley MP; the Assistant Minister to the Deputy Prime Minister, the Hon Andrew Gee MP and the Assistant Minister for Roads and Transport, the Hon Scott Buchholz MP.

The department provides policy advice to the ministers and undertakes policy and regulatory functions and the delivery of administered items on behalf of the Australian Government.

AA’s primary function is to provide air navigation and aviation rescue fire-fighting services for the aviation industry and community.

AMSA is the national regulator for domestic commercial vessels and the national safety entity responsible for maritime safety, protection of the marine environment, and aviation and maritime search and rescue.

ARTC is a Corporations Act 2001 company controlled by the Commonwealth. ARTC manages and maintains an 8,500km rail network, invests to build, extend and upgrade the network, including the Melbourne to Brisbane Inland Rail, and works with rail operators to provide access to rail for businesses and producers across Australia.

ATSB’s primary function is to improve aviation, maritime and rail safety, underpinned by the Transport Safety Investigation Act 2003.

CASA’s primary function is to conduct the safety regulation of civil air operations in Australian territory and the operation of Australian aircraft outside Australian territory.

Portfolio Overview

5

IA’s statutory function is to deliver high quality advice on the nationally significant infrastructure needs of Australia.

IPFA’s primary function is to provide commercial and financial advice to government on infrastructure investments.

MIC is a Corporations Act 2001 company controlled by the Commonwealth. MIC was established to facilitate the development of the intermodal terminal at Moorebank in south-western Sydney.

NCA’s statutory function is to manage the Australian Government's interest in the strategic planning, promotion, development and enhancement of Canberra as the National Capital.

NQWIA’s primary function is to provide strategic planning and coordination of Commonwealth resources to develop water infrastructure in northern Australia.

NTC’s primary function is to improve the productivity, safety and environmental performance of Australia’s road, rail and intermodal transport system.

WSA Co is a Corporations Act 2001 company controlled by the Commonwealth. WSA Co was established to build the Western Sydney International (Nancy-Bird Walton) Airport in south-western Sydney.

Further details on the goals, operations and operating environments of the portfolio entities can be found either in the entity specific sections of the PB Statements, or on the respective entity websites.

Department of Infrastructure, Regional Development and Cities <www.infrastructure.gov.au>

Airservices Australia <www.airservicesaustralia.com>

Australian Maritime Safety Authority <www.amsa.gov.au>

Australian Rail Track Corporation Limited <www.artc.com.au>

Australian Transport Safety Bureau <www.atsb.gov.au>

Civil Aviation Safety Authority <www.casa.gov.au>

Infrastructure Australia <www.infrastructureaustralia.gov.au>

Infrastructure and Project Financing Agency <www.ipfa.gov.au>

Moorebank Intermodal Company Limited <www.micl.com.au>

National Capital Authority <www.nca.gov.au>

National Transport Commission <www.ntc.gov.au>

WSA Co Limited <www.wsaco.com.au>

For information on resourcing across the portfolio, please refer to Part 1: Agency Financial Resourcing in Budget Paper No. 4 – Agency Resourcing.

http://www.infrastructure.gov.au/

http://www.airservicesaustralia.com/

http://www.amsa.gov.au/

http://www.atsb.gov.au/

http://www.casa.gov.au/

http://www.infrastructureaustralia.gov.au/

http://www.nationalcapital.gov.au/

http://www.ntc.gov.au/

Portfolio Overview

6

Figure 1: Infrastructure, Regional Development and Cities portfolio structure and outcomes

Outcome 1:

Outcome 2:

Outcome 3:

Outcome 4: Good governance in the Australian territories through the maintenance and

growth; and providing grants and financial assistance.

Deputy Prime Minister and Minister for Infrastructure,

Transport and Regional Development

The Hon Michael McCormack MP

Minister for Cities, Urban Infrastructure and Population

The Hon Alan Tudge MP

Minister for Regional Services, Sport, Local Government and Decentralisation

Senator the Hon Bridget McKenzie

Assistant Minister for Regional Development and Territories

The Hon Sussan Ley MP

Assistant Minister to the Deputy Prime Minister

The Hon Andrew Gee MP

improvement of the overarching legislative framework for self-governing

territories, and laws and services for non-self-governing territories.

transport users through regulation, financial assistance and safety investigations.

Strengthening the sustainability, capacity and diversity of our cities and regional

Improved infrastructure across Australia through investment in and coordination

of transport and other infrastructure.

An efficient, sustainable, competitive, safe and secure transport system for all

Assistant Minister for Roads and Transport

The Hon Scott Buchholz MP

Department of Infrastructure, Regional Development and Cities

Secretary: Dr Steven Kennedy PSM

economies including through facilitating local partnerships between all levels of

government and local communities; through reforms that stimulate economic

Portfolio Overview

7

Figure 1: Infrastructure, Regional Development and Cities portfolio structure and outcomes (continued)

Outcome 1:

Outcome 1:

Outcome 1:

Outcome 1:

Outcome 1:

Australian Transport Safety Bureau

Improved transport safety in Australia including through: independent 'no blame'

Minimise the risk of shipping incidents and pollution in Australian waters through

ship safety and environment protection regulation and services and maximise

people saved from maritime and aviation incidents through search and rescue

Chief Executive Officer: Michael Kinley

coordination.

industry consultation, education and training.

Chief Commissioner: Greg Hood

recording, analysis and research; and fostering safety awareness, knowledge

and action.

Chair: Anthony Mathews

Chief Executive Officer and Director of Aviation Safety: Shane Carmody

on safety standards, comprehensive aviation industry oversight, risk analysis,

Civil Aviation Safety Authority

Maximise aviation safety through a regulatory regime, detailed technical material

investigation of transport accidents and other safety occurrences; safety data

operation.

Australian Maritime Safety Authority

Chair: Stuart Richey AM

Acting Chief Executive Officer: Anna Chau

Improve decision-making on matters relating to infrastructure; advise

assessment of infrastructure needs and prioritisation of infrastructure projects;

governments and others on matters relating to infrastructure, including better

and promote best practice infrastructure planning, financing, delivery and

Infrastructure Australia

Chair: Julieanne Alroe

identify, assess, and broker financing opportunities for infrastructure and

projects, including through engagement with Commonwealth entities, State and

Territory governments, and the private sector.

To leverage additional private sector investment in infrastructure and secure better

returns from the Commonwealth's investment by assisting the Government to

Infrastructure and Project Financing Agency

Chief Executive Officer: Leilani Frew

Portfolio Overview

8

Figure 1: Infrastructure, Regional Development and Cities portfolio structure and outcomes (continued)

Outcome 1:

Outcome 1:

Outcome 1:

relating to road, rail and intermodal transport.

Chair: Carolyn Walsh

Chief Executive Officer and Commissioner: Dr Gillian Miles

Improved transport productivity, efficiency, safety and environmental performance

and regulatory efficiency in Australia through developing, monitoring and

maintaining nationally consistent regulatory and operational arrangements

Chief Executive Officer: Sally Barnes

Manage the strategic planning, promotion and enhancement of Canberra as the

National Capital for all Australians through the development and administration

of the National Capital Plan; operation of the National Capital Exhibition; delivery

National Transport Commission

of education and awareness programs; and works to enhance the character of

the National Capital.

Chair: Terry Weber

National Capital Authority

strategic planning and coordination of information sharing among relevant regulatory

authorities and stakeholders.

North Queensland Water Infrastructure Authority

Chief Executive Officer: To be announced

Progress the development of water resource projects in North Queensland, through

9

ENTITY RESOURCES AND PLANNED PERFORMANCE

Department of Infrastructure, Regional Development and Cities .................................. 11

Australian Maritime Safety Authority............................................................................... 71

Australian Transport Safety Bureau ................................................................................ 93

Civil Aviation Safety Authority ....................................................................................... 115

Infrastructure Australia .................................................................................................. 137

Infrastructure and Project Financing Agency ............................................................... 155

National Capital Authority .............................................................................................. 173

National Transport Commission .................................................................................... 199

North Queensland Water Infrastructure Authority ........................................................ 217

11


Entity resources and planned performance

13


Section 1: Entity overview and resources ....................................................................... 15

1.1 Strategic direction statement ...................................................................................... 15

1.2 Entity resource statement .......................................................................................... 17

1.3 Budget measures ....................................................................................................... 20

Section 2: Outcomes and planned performance ............................................................ 25

2.1 Budgeted expenses and performance for Outcome 1 ................................................ 27




Section 3: Budgeted financial statements ...................................................................... 56

3.1 Budgeted financial statements ................................................................................... 56

3.2 Budgeted financial statements tables ......................................................................... 58

15

DEPARTMENT OF INFRASTRUCTURE, REGIONAL

DEVELOPMENT AND CITIES

Section 1: Entity overview and resources

1.1 STRATEGIC DIRECTION STATEMENT

The Department of Infrastructure, Regional Development and Cities is at the forefront of the Australian Government's efforts to support great cities, strong regions and connect Australians.

The department contributes to improving infrastructure across Australia by facilitating investment that supports efficiency, access and safety of Australia's land transport infrastructure. This strengthens the Australian economy by improving connectivity of communities and freight, contributing to delivering jobs, improving living standards and building opportunities across Australia.

Our programs support increasing efficiency, sustainability, competitiveness, safety and productivity in our transport system. This is achieved by supporting national transport reform, connecting Australians with domestic markets and connecting the nation to the global economy, to support growth and competitiveness.

Australia’s future prosperity depends upon government, business and the Australian community working together to support our cities, big and small. We facilitate partnerships between government and local communities that help create jobs, drive economic growth and build stronger regional communities.

The department supports services to territories and works to ensure residents of non-self-governing territories have access to equivalent scope and quality of services provided to residents in similar sized mainland communities.

In delivering this program of work, the department supports the Australian Government’s efforts to build a strong and prosperous economy. Our work affects communities in cities, regions and towns across Australia.

Through eight Commonwealth programs, we work to achieve four outcomes:

Outcome 1 Improved infrastructure across Australia through investment in and coordination of transport and other infrastructure (Program 1.1).

Outcome 2 An efficient, sustainable, competitive, safe and secure transport system for all transport users through regulation, financial assistance and safety investigations (Programs 2.1, 2.2 and 2.3).

Outcome 3 Strengthening the sustainability, capacity and diversity of our cities and regional economies including through facilitating local partnerships between all levels of government and local communities; through reforms that stimulate economic growth; and providing grants and financial assistance (Programs 3.1, 3.2 and 3.3).

Outcome 4 Good governance in the Australian Territories through the maintenance and improvement of the overarching legislative framework for self-governing territories, and laws and services for non-self-governing territories (Program 4.1).


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We pursue these outcomes through three key streams of work: managing and delivering programs; developing policy options and advice; and maintaining fit-for-purpose regulatory

frameworks. We support the government’s $100 billion infrastructure investment plan over

10 years, including the $9.3 billion investment in the Melbourne to Brisbane Inland Rail project and the $5.3 billion Western Sydney International (Nancy-Bird Walton) Airport. This work contributes to achieving a strong economy and thriving communities now and for the future.

The department will continue to consider a range of challenges and opportunities facing Australia in 2019–20. These include:

rapid population growth concentrated in our major cities;

transitioning regional economies, including regions facing diverse demographic,

climate and economic structural challenges;

a constrained civil infrastructure construction market;

growing demand for freight services, driven by domestic demand and international

trade;

a continued need to reduce road-related injuries and fatalities; and

disruptive technologies, including automated and remotely controlled technologies,

changes in communication technologies, and new tools for individuals, industry and

government to collect, manage and utilise data.

The performance sections of these statements provides further detail on activities conducted and the targets to be achieved in 2019–20.

For more information on the department's strategic direction and performance, please refer to the 2019–20 Corporate Plan which will be published by August 2019 at <www.infrastructure.gov.au/department/about/corporate-plan.aspx>.

https://infrastructure.gov.au/department/about/corporate-plan.aspx


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1.2 ENTITY RESOURCE STATEMENT

Table 1.1 shows the total funding from all sources available to the department for its operations and to deliver programs and services on behalf of the Government.

The table summarises how resources will be applied by outcome (government strategic policy objectives) and by administered (on behalf of the Government or the public) and departmental (for the department’s operations) classification.

For more detailed information on special accounts and special appropriations, please refer to Budget Paper No. 4 – Agency Resourcing.

Information in this table is presented on a resourcing (i.e. appropriations/cash available) basis, whilst the ‘Budgeted expenses by Outcome X’ tables in Section 2 and the financial statements in Section 3 are presented on an accrual basis.

Table 1.1: Department of Infrastructure, Regional Development and Cities resource statement - Budget estimates for 2019–20 as at Budget April 2019

2018-19 2019-20

Estimated Budget

actual (a)

$'000 $'000

Departmental

Annual appropriations - ordinary annual services (b)

Prior year appropriations available (c) 112,771 133,988

Departmental appropriation (b) 203,405 207,743

s74 external revenue (d) 7,853 4,870

Departmental capital budget (e) 7,966 3,810

Total departmental annual appropriations 331,995 350,411

Total departmental resourcing 331,995 350,411

Administered



Outcome 1 (c) 139,137 193,206

Outcome 2 (c) 398,778 346,051

Outcome 3 (c) 1,025,955 1,259,198

Outcome 4 (c) 140,743 186,102

Administered capital budget (f) 15,492 15,471

Payments to corporate entities (g) 136,531 143,186

Annual appropriations - other services - non-operating (h)


Administered assets and liabilities (h) 2,050,124 1,640,340

Annual appropriations - other services - specific payments to States, ACT, NT

and local government (h)

Prior year appropriations available (c) 7,716 -

Outcome 1 (i) 364,516 499,613

Outcome 3 (j) 105,500 15,000

Total administered annual appropriations 4,719,284 4,339,736


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Table 1.1: Department of Infrastructure, Regional Development and Cities resource statement - Budget estimates for 2019–20 as at Budget April 2019 (continued)

Prepared on a resourcing (i.e. appropriations available) basis. All figures shown are GST exclusive – these may not match figures in the cash flow statement.

Notes: (a) Annual appropriation amounts appearing for 2018–19 do not include Appropriation Bills (No. 3) and

(No. 4) 2018–2019, as they had not been enacted at the time of publication. (b) Appropriation Bill (No. 1) 2019–20. (c) Excludes amounts subject to quarantine by the Department of Finance or withheld under section 51 of the

Public Governance, Performance and Accountability Act 2013 (PGPA Act). (d) Estimated external revenue receipts under section 74 of the PGPA Act. (e) Departmental capital budgets are not separately identified in Appropriation Bill (No. 1) and form part of

ordinary annual services items. Please refer to Table 3.5 for further details. For accounting purposes, this amount has been designated as a 'contribution by owner’.

(f) Administered capital budgets are not separately identified in Appropriation Bill (No. 1) and form part of ordinary annual services items. Please refer to Table 3.10 for further details. For accounting purposes, this amount is designated as a 'contribution by owner'.

(g) 'Corporate entities' are corporate Commonwealth entities and Commonwealth companies as defined under the PGPA Act.

(h) Appropriation Bill (No. 2) 2019–20. (i) Relates to appropriations sought for payment to the States, ACT, NT and local governments in

Appropriation Bill No.2 2019–20. Outcome 1 – Program 1.1: Infrastructure Investment includes the Roads to Recovery programme under the Roads to Recovery Funding Conditions 2014 with payments of: $8.0m (ACT); $139.3m (NSW); $14.5m (NT); $101.7m (QLD); $44.9m (SA); $16.3m (TAS); $101.7m (VIC); and $73.1m (WA). Information on the terms and conditions can be found in the determination, Roads to Recovery Funding Conditions 2014 at <investment.infrastructure.gov.au/files/roads_to_recovery_funding_conditions/R2R_Funding_Conditions_2014_2019.pdf>. Terms and conditions are determined/made under authority from section 90(1) of the National Land Transport Act 2014.

(j) Relates to appropriations sought for payment to the States, ACT, NT and local governments in Appropriation Bill No.2 2019–20. Outcome 3 – Program 3.1: Regional Development includes the Drought Communities Programme with payments of: $7.0m (NSW); $5.0m (SA); $2.0m (TAS); and $1.0m (VIC). Information on the terms and conditions can be found in <regional.gov.au/regional/programs/drought-communities.aspx>. Terms and conditions are determined/made under authority from Financial Management and Accountability Regulations 1997 in Schedule 1AA.

2018-19 2019-20

Estimated Budget

actual (a)

$'000 $'000

Administered (continued)

Total administered special appropriations (k) 2,753,892 1,531,964

Special accounts (k) (l)

Opening balance 11,912 2,849

Appropriation receipts 17,002 -

Non-appropriation receipts 25,568 25,416

Total special accounts receipts 54,482 28,265

Less administered appropriations drawn from annual/special appropriations

and credited to special accounts

(17,002) -

Less payments to corporate entities from annual/special appropriations (384,706) (398,770)

Total administered resourcing 7,125,950 5,501,195

Total resourcing 7,457,945 5,851,606

2018-19 2019-20

Average staffing level (number) 894 890


19

(k) For further information on special appropriations and special accounts, please refer to Budget Paper No. 4 - Agency Resourcing. Please also see Section 2 for further information on outcome and expenses broken down by various funding sources, for example, annual appropriations, special appropriations and special accounts.

(l) Excludes trust moneys held in Services for Other Entities and Trust Moneys (SOETM) and other special

accounts.

Table 1.1: Department of Infrastructure, Regional Development and Cities resource statement - Budget estimates for 2019–20 as at Budget April 2019 (continued)

Third party payments from and on behalf of other entities

Note: (a) Payments relate to the Bass Strait Passenger Vehicle Equalisation Scheme and Tasmanian Freight

Equalisation Scheme administered items.

2018-19 2019-20

Estimated Budget

actual (a)

$'000 $'000

Receipts received from other entities for the provision of services (disclosed

above in s74 external revenue receipts section above)

ATSB 2,428 2,501

Payments made by other entities on behalf of the Department (disclosed

above within administered appropriations)

Department of Human Services (a) 222,392 224,536

Payments made to corporate entities within the portfolio

AMSA

Appropriation Bill (No. 1) 77,605 81,919

Australian Maritime Safety Authority Act 1990 - s48(2) 123,783 125,880

CASA


Aviation Fuel Revenues (Special Appropriation) Act 1988 - s4(4) 124,392 129,704

IA


NTC



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1.3 BUDGET MEASURES

Budget measures in Part 1 relating to the department are detailed in Budget Paper No. 2 – Budget Measures and are summarised below.

Table 1.2: Entity 2019–20 Budget measures

Part 1: Measures announced since the 2018–19 Mid-Year Economic and Fiscal Outlook (MYEFO)

Program 2018-19 2019-20 2020-21 2021-22 2022-23

$'000 $'000 $'000 $'000 $'000

Expense measures

Adelaide City Deal (a) 3.3

Administered expenses - - - - -

Departmental expenses - - - - -

Total - - - - -

Airport Building Control and Environmental

Officer Services — additional funding 2.3



Total - - - - -

Albury Wodonga Regional Deal (a) 3.1



Total - - - - -

Assistance for Farmers and Farm

Communities in Drought — additional

funding (a) 3.1

Administered expenses 5,000 15,000 - - -

Departmental expenses - 191 - - -

Total 5,000 15,191 - - -

Barkly Regional Deal (a) 3.1



Total - - - - -

Building Better Regions Fund — round four 3.1

Administered expenses - 34,806 107,244 48,057 9,893

Departmental expenses - 4,894 1,056 243 -

Total - 39,700 108,300 48,300 9,893

Community Development Grants

Programme — additional projects 3.1



Total - 18,701 32,500 19,295 18,833


21

Table 1.2: Entity 2019–20 Budget measures (continued)

Part 1: Measures announced since the 2018–19 Mid-Year Economic and Fiscal Outlook (MYEFO) (continued)

Program 2018-19 2019-20 2020-21 2021-22 2022-23

$'000 $'000 $'000 $'000 $'000

Expense measures (continued)

Foundation for Rural and Regional

Renewal — storm recovery 3.1



Total - - - - -

Geelong City Deal — additional funding (a) 3.3



Total - - - - -

Hinkler Regional Deal (a) 3.1



Total - - - - -

Implementing Sport 2030 3.1



Total - 20,000 40,000 40,000 50,000

Improving road safety 1.1 & 2.2



Total - 5,600 7,000 10,000 10,000

Indian Ocean Territories — economic

diversification 4.1

Administered expenses (18) 650 100 100 100

Departmental expenses - 17 1 - -

Total (18) 667 101 100 100

Infrastructure Investment Program —

Australian Capital Territory infrastructure

investments (a) 1.1



Total - - - - -

Infrastructure Investment Program — New

South Wales infrastructure investments (a) 1.1



Total - - - - -


Northern Territory infrastructure

investments (a) 1.1



Total - - - - -


22



Program 2018-19 2019-20 2020-21 2021-22 2022-23

$'000 $'000 $'000 $'000 $'000



Princes Highway (a) 1.1



Total - - - - -


Queensland infrastructure investments (a) 1.1



Total - - - - -

Infrastructure Investment Program — Road

Safety and Upgrade Package (a) 1.1



Total - 100,000 100,000 100,000 100,000


Roads of Strategic Importance — next

priorities (a) 1.1



Total - - - - -


South Australian infrastructure investments

(a) 1.1

Administered expenses 40,000 - - - -


Total 40,000 - - - -


Supporting Regional Rail — Business

Cases 1.1

Administered expenses - 22,000 22,000 - -


Total - 22,000 22,000 - -


Tasmanian infrastructure investments (a) 1.1



Total - - - - -


Urban Congestion Fund — next priorities

(a) 1.1



Total - - - - -


23



Program 2018-19 2019-20 2020-21 2021-22 2022-23

$'000 $'000 $'000 $'000 $'000



Victorian infrastructure investments (a) 1.1



Total - - - - -


Western Australian infrastructure

investments (a) 1.1



Total - - - - -

Land Transport Infrastructure — Enhanced

Commonwealth Communication 1.1


Departmental expenses - 500 500 500 500

Total - 500 500 500 500

Local Government Financial Assistance

Grants — prepayment 3.2

Administered expenses 1,274,979 (1,274,979) - - -


Total 1,274,979 (1,274,979) - - -

National Freight and Supply Chain Strategy

— additional funding 2.2


Departmental expenses - 1,344 1,022 478 473

Total - 6,242 6,684 478 473

Norfolk Island — additional funding 4.1



Total - 4,197 4,200 - -

Population Package (a) 1.1



Total - - - - -

Regional Airports Program —

establishment 2.3



Total - 10,000 35,000 35,000 20,000

Stronger Communities Programme —

round five 3.1

Administered expenses - 22,650 - - -

Departmental expenses - 3,768 355 - -

Total - 26,418 355 - -


24



Prepared on a Government Financial Statistics (fiscal) basis. Figures displayed as a negative (-) represent a decrease in funds and a positive (+) represent an increase in funds. Notes: (a) The fiscal impact for this measure is reported by the Treasury for payments to and through states and

territories for National Partnership payments. Refer to the Treasury’s PB Statements (Program 1.9). (b) The fiscal impact for this measure is also reported in the PB Statements for the Department of Environment

and Energy.

Part 2: Other measures not previously reported in a portfolio statement

This table is not provided as there are no other measures not previously reported in a portfolio statement for the department.

Program 2018-19 2019-20 2020-21 2021-22 2022-23

$'000 $'000 $'000 $'000 $'000


Supporting Reliable Energy

Infrastructure (b) 3.1


Departmental expenses - 1,900 - - -

Total - 1,900 - - -

Women in Aviation 2.3



Total - - - - -

Total expense measures

Administered 1,319,961 (1,016,477) 353,706 252,452 208,826

Departmental - 12,614 2,934 1,221 973

Total 1,319,961 (1,003,863) 356,640 253,673 209,799


25

Section 2: Outcomes and planned performance

Australian Government outcomes are the intended results, impacts or consequences of actions by the Australian Government on the Australian community. Commonwealth programs are the primary vehicle by which government entities achieve the intended results of their outcome statements. Entities are required to identify the programs which contribute to Australian Government outcomes over the Budget and forward years.

Each outcome is described below together with its related programs. The following provides detailed information on expenses for each outcome and program, further broken down by funding source.

Note:

Performance reporting requirements in the PB Statements are part of the enhanced Commonwealth performance framework established by the PGPA Act. It is anticipated that the performance criteria described in PB Statements will be read with broader information provided in an entity’s corporate plans and annual performance statements – included in Annual Reports - to provide an entity’s complete performance story.

The most recent corporate plan for the department can be found at: <www.infrastructure.gov.au/department/about/corporate-plan.aspx>.

The most recent annual performance statement can be found at: <www.infrastructure.gov.au/department/annual_report/index.aspx>.


26

Figure 2.1: Outcome and program structure

Note: (a) The numbering of the department’s programs has changed as a result of the transfer of the Transport

Security program (previously 2.1 – Transport Security) to the Department of Home Affairs in 2017–18. There has been no change to the programs other than an update to reflect sequential numbering.

Outcome Program

Outcome 1

Infrastructure

Improved infrastructure across Australia through

investment in and coordination of transport and other

infrastructure.

1.1 Infrastructure Investment

2.1 Surface Transport

2.2 Road Safety

2.3 Air Transport

Outcome 2 (a)

Transport

An efficient, sustainable, competitive, safe and secure

transport system for all transport users through

regulation, financial assistance and safety investigations.

Outcome 3

Regional Development and Local Government

Strengthening the sustainability, capacity and diversity

of our cities and regional economies including through

facilitating local partnerships between all levels of

government and local communities; through reforms that

stimulate economic growth; and providing grants and

financial assistance.

3.1 Regional Development

3.2 Local Government

3.3 Cities

Outcome 4

Services to Territories

Good governance in the Australian Territories through the

maintenance and improvement of the overarching

legislative framework for self-governing territories, and

laws and services for non-self-governing territories.

4.1 Services to Territories


27

2.1 BUDGETED EXPENSES AND PERFORMANCE FOR OUTCOME 1

Outcome 1: Improved infrastructure across Australia through investment in and coordination of transport and other infrastructure.

Linked programs

The Department of the Treasury

Programs

Program 1.9: National Partnership Payments to the states

Contribution to Outcome 1 made by linked programs

The above linkage relates to National Partnership Payments which are paid through the Department of the Treasury as part of the Federal Financial Relations Framework.

Director of National Parks

Programs

Program 1.1: Parks and Reserves


The Department of Infrastructure, Regional Development and Cities is working with the Director of National Parks to secure the future of Jabiru by supporting the township’s transition from a reliance on mining to a tourism-based economy that leverages its proximity to the Kakadu National Park. Funding of $70 million for roads under the Infrastructure Investment Program will complement an investment of more than $100 million by the Australian Government to improve tourism infrastructure and to bolster the local economy and support Indigenous businesses and employment.


28

Budgeted expenses for Outcome 1

The table below shows how much the department intends to spend (on an accrual basis) on achieving the outcome, broken down by program, as well as by administered and departmental funding sources.

Table 2.1.1: Budgeted expenses for Outcome 1

2018-19 2019-20 2020-21 2021-22 2022-23

Estimated Budget Forward Forward Forward

actual estimate estimate estimate

$'000 $'000 $'000 $'000 $'000

Program 1.1: Infrastructure Investment

Administered expenses

Ordinary Annual Services (Appropriation

Bill No. 1) 139,167 193,206 169,539 190,387 120,387

Other Services (Appropriation Bill No. 2) 364,516 499,613 499,613 499,613 499,613

Special Appropriations

Public Governance, Performance and

Accountability Act 2013 100 100 100 100 100

Payments to corporate entities (a) 11,514 11,560 11,627 11,706 11,786

Expenses not requiring appropriation in

the Budget year (b) 50,999 13,393 18,834 (100) (100)

Total administered expenses 566,296 717,872 699,713 701,706 631,786

Departmental expenses

Departmental appropriation 51,844 54,447 48,030 46,082 44,782

s74 external revenues (c) 1,276 696 623 576 583


the Budget year (d) 1,689 2,723 3,154 3,291 3,379

Total departmental expenses 54,809 57,866 51,807 49,949 48,744

Total expenses for Program 1.1 621,105 775,738 751,520 751,655 680,530


29

Table 2.1.1: Budgeted expenses for Outcome 1 (continued)

Departmental appropriation splits and totals are indicative estimates and may change in the course of the Budget year as government priorities change.

Notes: (a) Relates to appropriation for corporate entities which is provided through the department. (b) Administered ‘Expenses not requiring appropriation in the Budget year’ comprises expenses relating to

concessional loans, accruals, payments made from prior year appropriations and other non-cash expenses. (c) Estimated expenses incurred in relation to receipts retained under section 74 of the PGPA Act. (d) Departmental ‘Expenses not requiring appropriation in the Budget year’ relate to depreciation and

amortisation expenses and expenses that are reduced by associated receipts. (e) Figures displayed as a negative (-) represent a decrease in funds and a positive (+) represent an increase in

funds.

2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

Outcome 1 Totals by appropriation type



Bill No. 1) 139,167 193,206 169,539 190,387 120,387

Other Services (Appropriation Bill No. 2) 364,516 499,613 499,613 499,613 499,613

Special Appropriations 100 100 100 100 100

Payments to corporate entities (a) 11,514 11,560 11,627 11,706 11,786


the Budget year (b) 50,999 13,393 18,834 (100) (100)




s74 external revenues (c) 1,276 696 623 576 583


the Budget year (d) 1,689 2,723 3,154 3,291 3,379


Total expenses for Outcome 1 621,105 775,738 751,520 751,655 680,530

2018-19 2019-20 2020-21 2021-22 2022-23


Movement of administered funds actual estimate estimate estimate

between years (e) $'000 $'000 $'000 $'000 $'000

Outcome 1:

Program 1.1: Infrastructure Investment (22,970) 4,036 18,934 - -

Total movement of administered funds

between years (22,970) 4,036 18,934 - -

2018-19 2019-20



30

Table 2.1.2: Program components for Outcome 1

Notes: (a) Excludes expenses relating to payments made to and through the states and territories by the Treasury for

the Infrastructure Investment Program (Black Spot Projects, Bridges Renewal Program, Developing Northern Australia (Improving Cattle Supply Chains and Northern Australia Roads), Heavy Vehicle Safety and Productivity Program, Major Projects Business Case Fund, National Rail Program, Rail Investment Component, Road Investment Component, Roads of Strategic Importance and Urban Congestion Initiative) and Infrastructure Growth Package (New Investments and Western Sydney Infrastructure Plan) administered items.

(b) Relates to appropriation for corporate entities which is provided through the department.

2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

Components for program 1.1: Infrastructure Investment

Annual administered expenses

Infrastructure Investment Program (a)

- Investment 164,733 184,196 166,086 190,000 120,000

- Roads to Recovery 364,793 500,000 500,000 500,000 500,000

Building our Future campaign 22,728 - - - -

Supporting National Freight and Supply

Chain Priorities – Inland Rail Interface

Improvement Program - 22,000 22,000 - -

WestConnex Stage 2 (New M5)

concessional loan 2,528 116 - - -

Payments to corporate entities (b)

- Infrastructure Australia 11,514 11,560 11,627 11,706 11,786

Program support 54,809 57,866 51,807 49,949 48,744

Total program expenses 621,105 775,738 751,520 751,655 680,530


31

Table 2.1.3: Performance criteria for Outcome 1

Table 2.1.3 below details the performance criteria for each program associated with Outcome 1. It also summarises how each program is delivered and where 2019–20 Budget measures have created new programs or materially changed existing programs.

Outcome 1 – Improved infrastructure across Australia through investment in and coordination of transport and other infrastructure.

Program 1.1 – The infrastructure investment program supports economic growth, makes travel safer,

increases transport access and supports regional development. It increases the efficiency, productivity, sustainability and safety of Australia's land transport infrastructure through programs and policy to improve connectivity for communities and freight.

Purposes Supporting economic growth through transport – improving transport efficiency and

sustainability to facilitate the movement of people and freight

Making travel safer – minimising the number and severity of transport safety incidents

Increasing transport access – connecting people, communities, businesses and markets

Supporting regional development, cities and local communities – delivering jobs and

economic growth for regional Australia and improving standards of living through influencing

Delivery During 2019–20 and the forward years, the department will:

manage the government's infrastructure investment programs to deliver efficiency-enhancing road and rail projects, in partnership with state, territory and local governments

develop options and provide policy advice to optimise the impact of infrastructure investment, including on:

– potential priority projects

– funding and financing

– land transport market reforms

Current performance information

Year Performance criteria Targets Estimated achievement

2018–19 Volume of freight 10-year average to 2016–17 is >603.1btkm

Data not yet available (a)

Expected travel time savings arising from road projects in the infrastructure investment program receiving $400 million or more in Australian Government funding

Reduced travel times Target met from delivery of projects

Community understanding of road funding issues

New data not expected to be available

Data not yet available

Number of road fatalities 1,053 or fewer fatalities (b)


Serious injuries due to road crashes

On track to have source data and establish a baseline by 2019–20

Target met. Baseline to be established in 2019–20

Number of rail fatalities Rail fatalities reduce, relative to 2017–18 baseline



32

Table 2.1.3: Performance criteria for Outcome 1 (continued)

Current performance information (continued)


2018–19

(continued)

Expected number of jobs supported over the life of projects, from infrastructure investment and regional development projects underway during the financial year (based on proponent reported data)

Not applicable No target set. The department’s activities contributed to progress against this measure

Forward looking performance information

Year Performance criteria Targets

2019–20 and beyond

Volume of freight Increased 10 year rolling average

Expected travel time savings arising from road projects in the infrastructure investment program receiving $400 million or more in Australian Government funding

Reduced travel times

Community understanding of road funding issues

Increased, demonstrated through community surveys

Number of road fatalities 2019–20: 1,016 or fewer fatalities (a)

2020–21 and beyond: New targets to be set as part of the next National Road Safety Strategy


2019–20: Establish a baseline

2020–21 and beyond: Reduced relative to 2019–20 baseline

Number of rail fatalities 2019–20: Rail fatalities reduce, relative to 2017–18 baseline

2020–21 and beyond: Rail fatalities continue to reduce over time

Number of jobs supported over the life of projects, from infrastructure investment projects underway during the financial year (based on proponent reported data)

2019–20: Finalising improved processes for proponent reported data to demonstrate jobs supported through infrastructure investment projects

2020–21 and beyond: Jobs continue to be generated by infrastructure investment projects

Material changes to Program 1.1 resulting from the following measures:

There are no new measures with a material impact on the performance information for Program 1.1

Notes: (a) Data is expected to be available for the 2018–19 Annual Performance Statements. (b) The figures of 1,053 (2018–19) and 1,016 (2019–20) reflect the number of fatalities that would mean Australia

was on track to achieve the objective of the National Road Safety Strategy 2011–2020, which is to reduce road deaths by at least 30% on 2008–10 figures by 2020.


33


Outcome 2: An efficient, sustainable, competitive, safe and secure transport system for all transport users through regulation, financial assistance and safety investigations.

Linked programs

The Department of Human Services

Programs

Program 1.1: Services to the Community - Social Security and Welfare


The above linkage relates to payments made by the Department of Human Services on behalf of the department for the Tasmanian Freight Equalisation Scheme and the Bass Strait Passenger Vehicle Equalisation Scheme.




2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

Program 2.1: Surface Transport (a)



Bill No. 1) 226,680 235,272 238,360 235,082 237,627


Australian Maritime Safety Authority Act

1990 (b) 123,860 125,750 127,600 140,530 143,964

Protection of the Sea (Oil Pollution

Compensation Funds) Act 1993 1,000 1,000 1,000 1,000 1,000



Special Accounts

Interstate Road Transport Account 226 - - - -

Payments to corporate entities (b) 80,009 85,454 89,767 83,119 85,454


the Budget year (c) (100) (100) (100) (100) (100)



34


2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

Program 2.1: Surface Transport (a) (continued)



s74 external revenue (d) 485 281 252 233 236


the Budget year (e) 705 1,091 1,263 1,319 1,353



Program 2.2: Road Safety (a)



Bill No. 1) 4,000 5,500 9,500 8,500 8,500





the Budget year (c) (50) (50) (50) (50) (50)




s74 external revenue (d) 541 316 283 262 265


the Budget year (e) 786 1,220 1,413 1,475 1,514



Program 2.3: Air Transport (a)



Bill No. 1) 110,224 105,279 100,813 75,013 53,798


Aviation Fuel Revenues (Special

Appropriation) Act 1988 (b) 124,100 130,500 131,900 135,900 135,900



Special Accounts

Melbourne Airport New Runway Land

Acquisition Special Account 1,000 700 - - -



the Budget year (c) 38 632 725 748 1,320



35



Notes: (a) The numbering of the department’s programs has changed as a result of the transfer of the Transport


(b) Relates to appropriation for corporate entities which is provided through the department. (c) Administered ‘Expenses not requiring appropriation in the Budget year’ comprises expenses relating to

concessional loans, accruals, payments made from prior year appropriations and other non-cash expenses. (d) Estimated expenses incurred in relation to receipts retained under section 74 of the PGPA Act.

2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

Program 2.3: Air Transport (a) (continued)



s74 external revenue (d) 3,866 2,777 2,723 2,689 2,694


the Budget year (e) 1,253 1,967 2,278 2,378 2,440






Bill No. 1) 340,904 346,051 348,673 318,595 299,925

Special Appropriations 249,460 257,450 260,700 277,630 281,064

Special Accounts 1,226 700 - - -



the Budget year (c) (112) 482 575 598 1,170




s74 external revenue (d) 4,892 3,374 3,258 3,184 3,195


the Budget year (e) 2,744 4,278 4,954 5,172 5,307



2018-19 2019-20 2020-21 2021-22 2022-23



between years (f) $'000 $'000 $'000 $'000 $'000

Outcome 2:

Program 2.3: Air Transport (500) 500 - - -


between years (500) 500 - - -

2018-19 2019-20



36

(e) Departmental ‘Expenses not requiring appropriation in the Budget year’ relate to depreciation and amortisation expenses and expenses that are reduced by associated receipts.

(f) Figures displayed as a negative (-) represent a decrease in funds and a positive (+) represent an increase in funds.


2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

Components for program 2.1: Surface Transport (a)


Bass Strait Passenger Vehicle Equalisation

Scheme 49,752 50,846 52,016 53,212 54,543

Freight and Supply Chain Strategy - Freight

Data Hub - 918 1,682 - -

International Maritime Organization -

contribution 321 344 362 392 426

National Freight Access Improvements - 3,980 3,980 - -

National Heavy Vehicle Safety Initiatives (b) 3,894 5,417 5,484 5,552 5,621

OECD Road Transport - contribution 73 77 77 79 82

Tasmanian Freight Equalisation Scheme (c) 172,640 173,690 174,759 175,847 176,955

Payments to corporate entities (d)

- Australian Maritime Safety Authority 76,533 81,919 86,149 79,419 81,661

- National Transport Commission 3,476 3,535 3,618 3,700 3,793

Special Appropriation expenses

Australian Maritime Safety Authority Act 1990 123,860 125,750 127,600 140,530 143,964

Protection of the Sea (Oil Pollution

Compensation Funds) Act 1993 1,000 1,000 1,000 1,000 1,000

Special Account expenses

Interstate Road Transport Account 226 - - - -

Program support 19,716 17,889 17,081 17,160 16,804


Components for program 2.2: Road Safety (a)


Keys2drive 4,000 4,000 4,000 4,000 4,000

Road Safety Awareness and Enablers Fund - 1,000 1,000 1,000 1,000

Road Safety Innovation Fund - 500 4,500 3,500 3,500

Program support 21,722 22,904 21,934 21,844 21,339



37

Table 2.2.2: Program components for Outcome 2 (continued)

Notes: (a) The numbering of the department’s programs has changed as a result of the transfer of the Transport


(b) Previously titled National Heavy Vehicle Regulator. The change in title better reflects the program to include the measure shown in Table 1.2.

(c) The estimates for demand driven programs are calculated at a maximum probable amount in the forward estimates to ensure that there is sufficient appropriation to meet demand. Where the estimated demand is not met in a particular year, underspends are returned to the Government and are not available for alternate uses by the department.

(d) Relates to appropriation for corporate entities which is provided through the department.

2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

Components for program 2.3: Air Transport (a)


Airport Lessee Companies - reimbursement of

parking fines (c) 1,000 1,000 1,000 1,000 1,000

Avalon Airport contribution 20,000 - - - -

International Civil Aviation Organization -

contribution 2,314 2,589 2,691 2,919 3,166

Payment scheme for Airservices Australia's en

route charges (c) 2,000 2,000 2,000 2,000 2,000

Regional Airports Program - 10,000 35,000 35,000 20,000

Regional Aviation Access 23,850 21,146 21,396 18,650 13,910

Sunshine Coast Airport Expansion Project

concessional loan 132 682 775 798 822

Western Sydney Airport – preparatory activities 60,316 67,544 37,726 14,444 13,722

Women In the Aviation Industry 1,000 1,000 1,000 1,000 -

Payments to corporate entities (d)

- Civil Aviation Safety Authority 43,936 46,172 41,226 41,426 41,668

Depreciation and amortisation - - - - 548


Aviation Fuel Revenues (Special Appropriation)

Act 1988 (d) 124,100 130,500 131,900 135,900 135,900


Melbourne Airport New Runway Land

Acquisition Special Account 1,000 700 - - -

Program support 54,872 53,922 46,530 36,974 35,835



38



Outcome 2 – An efficient, sustainable, competitive, safe and secure transport system for all transport users through regulation, financial assistance and safety investigations.

Program 2.1 – The surface transport program supports economic growth, makes travel safer and increases

transport access through delivering programs, policies and regulation for efficient, sustainable, safer and better-connected road, rail and maritime sectors.

Purposes Supporting economic growth through transport – improving transport efficiency and

sustainability to facilitate the movement of people and freight




provide analysis and policy advice in relation to:

– efforts by the national rail, heavy vehicle and maritime regulators to deliver outcomes that improve transport productivity and safety

– the operation of national road, rail and maritime markets

– licencing and registration arrangements for heavy vehicles and maritime operators

– coastal freight regulation, the Tasmanian transport schemes, Part X of the Competition and Consumer Act 2010, and the Shipping Reform (Tax Incentives) Act 2012

– access to public transport for people with a disability

– legislative governance and reporting requirements for surface transport entities

influence global developments in the transport sector by engaging with the International Maritime Organization (IMO), United Nations Economic Commission for Europe (UNECE), World Forum for Harmonization of Vehicle Regulations (WP29), Asia-Pacific Economic Cooperation (APEC) and the Organisation for Economic Co-operation and Development (OECD)

encourage the trialling and adoption of new technologies which improve efficiency, sustainability, and safety, including automated and connected vehicles

maintain the regulatory framework for an efficient, environmentally sustainable surface

transport system that can meet projected growth



2018–19 Volume of freight 10 year average to 2016–17 is >603.1btkm


Transport CO² equivalent emissions (b)

10-year average to 2017–18 is <91,012 gigagrams (10-year average to 2015–16)

Target not met

The 10-year average CO² equivalent emissions from transport in Australia to 2017–18 is estimated at 92,800 gigagrams


39




2018–19 (continued)

Number of road fatalities 1,053 or fewer fatalities (c) Data not yet available (a)




Number of rail fatalities Rail fatalities reduce, relative to 2017–-18 baseline


Number of maritime transport fatalities (excluding fatalities on non-trading vessels, for example, fishing and recreational)

Annual average from 2010 to 2017 is <4 fatalities

Target not met





Transport CO² equivalent emissions

Decreased 10 year rolling average






Number of rail fatalities 2019–20: Rail fatalities reduce, relative to 2017–18 baseline

2020–21 and beyond: Rail fatalities continue to reduce over time



Notes: (a) Data is expected to be available for the 2018–19 Annual Performance Statements. (b) Measurement considers CO2 equivalent emissions across the domestic transport sector including road

vehicles, rail (excluding electric), domestic maritime and domestic aviation. (c) The figures of 1,053 (2018–19) and 1,061 (2019–20) reflect the number of fatalities that would mean Australia

was on track to achieve the objective of the National Road Safety Strategy 2011–2020, which is to reduce road deaths by at least 30% on 2008–10 figures by 2020.


40


Program 2.2 – The road safety program makes travel safer through coordinating a national strategic approach

to improving road safety and working to make vehicles safer for all road users.

Purpose Making travel safer – minimising the number and severity of transport safety incidents


improve road safety outcomes through government spending on infrastructure and manage

the government's road safety agenda, including developing options and providing policy

advice on:

– the National Road Safety Strategy

– vehicle safety standards

– maintaining a proportionate, risk based policy approach to vehicle safety systems

work with state and territory governments to coordinate delivery arrangements for the

National Road Safety Strategy 2011–2020 and National Road Safety Action Plan

2018–2020 through the Transport and Infrastructure Council

maintain the regulatory framework for the supply of safe vehicles to the Australian market



2018–19 Number of road fatalities 1,053 or fewer fatalities (a) Data not yet available (b)














Notes: (a) The figures of 1,053 (2018–19) and 1,061 (2019–20) reflect the number of fatalities that would mean Australia

was on track to achieve the objective of the National Road Safety Strategy 2011–2020, which is to reduce road deaths by at least 30% on 2008–10 figures by 2020).

(b) Data is expected to be available for the 2018–19 Annual Performance Statements.


41


Program 2.3 – The air transport program facilitates investment in aviation infrastructure, ensures the aviation

industry operates within a clear and robust regulatory framework, and ensures Australian businesses and consumers have access to competitive international and domestic air services, and access to remote areas.

Purposes Supporting economic growth through transport – facilitating the efficient, sustainable

movement of people and freight



Supporting regional development, cities and local communities – delivering jobs and

economic growth for regional Australia and Australian cities and improving standards of living


manage the government's air transport programs, including overseeing the development of the Western Sydney International (Nancy-Bird Walton) Airport, maintaining active membership in the International Civil Aviation Organization (ICAO) and developing and implementing capacity building programs with our neighbouring economies

develop options and provide policy advice on promoting safe and sustainable air transport and investment in safe and sustainable aviation infrastructure and services in relation to international, domestic, regional and remote aviation operations

work with our portfolio agencies to maintain the regulatory framework for a competitive, sustainable, safe international and domestic air transport system



2018–19 Volume of freight 10-year average to 2016–17 is >603.1 btkm


Transport CO² equivalent emissions 10-year average to 2017–18 is <91,012 gigagrams (10-year average to 2016–17)

Target not met

The 10-year average CO² equivalent emissions from transport in Australia to 2017–18 estimated at 92,800 gigagrams

Passenger movements, aviation sector

Increased 10 year rolling average


Number of aviation fatalities 10 year average to 2017 is <34.0 fatalities (10-year average to 2016) (c)

Target met

Level of aviation capacity (passenger and freight) available to major city airports under Australia’s air services arrangements

Increased compared to previous year

Target met

Level of aviation capacity (passenger and freight) available in international aviation markets under Australia’s air services arrangements


Target met

Opportunities available to Australian airlines in international aviation markets


Target met

Number of remote communities that receive support from the department for aerodrome infrastructure projects and air services

Maintained or increased compared to previous year

Target met


42




2018–19

(continued)

Jobs supported by Western Sydney International (Nancy-Bird Walton) Airport

Main construction commencing

Target met





Transport CO² equivalent emissions (b)

Decreased 10 year rolling average

Passenger movements, aviation sector

Increased 10 year rolling average

Number of aviation fatalities 2019–20: 10 year average to 2018 is <33.6 fatalities 2020–21 and beyond: Decreased 10-year rolling average

Level of aviation capacity (passenger and freight) available to major city airports under Australia’s air services arrangements


Level of aviation capacity (passenger and freight) available in international aviation markets under Australia’s air services arrangements


Opportunities available to Australian airlines in international aviation markets


Number of remote communities that receive support from the department for aerodrome infrastructure projects and air services


Improved access to aviation services for Western Sydney

Planning and delivery is consistent with the Western Sydney Airport Plan



Notes: (a) Data is expected to be available for the 2018–19 Annual Performance Statements. (b) Measurement considers CO2 equivalent emissions across the domestic transport sector including road

vehicles, rail (excluding electric), domestic maritime and domestic aviation. (c) Calculations have been revised since the previous Portfolio Budget Statements 2018–19 were published.


43


Outcome 3: Strengthening the sustainability, capacity and diversity of our cities and regional economies including through facilitating local partnerships between all levels of government and local communities; through reforms that stimulate economic growth; and providing grants and financial assistance.

Linked programs

The Department of the Treasury

Programs

Program 1.9: National Partnership Payments to the states


The above linkage relates to National Partnership Payments which are paid through the Department of the Treasury as part of the Federal Financial Relations Framework.

The Department of Agriculture and Water Resources

Programs

Program 1.11: Drought programs


The above linkage relates to work undertaken by the Regional Investment Corporation to support state and territory investment in water infrastructure that will provide secure and affordable water to support the growth of regional economies.

The Department of Industry, Innovation and Science

Programs

Program 1.2: Business research, development and commercialisation


The above linkage relates to work undertaken by the Department of Industry, Innovation and Science on the implementation of the White Paper on Developing Northern Australia.


44




2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

Program 3.1: Regional development



Bill No. 1) 806,479 1,246,509 538,977 998,702 233,888

Other Services (Appropriation Bill No. 2) 85,500 15,000 - - -





the Budget year (a) 21,713 21,518 111,519 (50) (50)

Total administered expenses 913,742 1,283,077 650,546 998,702 233,888



s74 retained revenue receipts (b) 719 267 238 220 223


the Budget year (c) 830 1,039 1,203 1,256 1,289


Total expenses for Program 3.1 945,482 1,313,300 670,880 1,018,182 252,695

Program 3.2: Local government


Other Services (Appropriation Bill No. 2) 60,000 - - - -


Local Government (Financial

Assistance) Act 1995 2,504,017 1,274,980 2,655,782 2,764,403 2,882,996

Total administered expenses 2,564,017 1,274,980 2,655,782 2,764,403 2,882,996





the Budget year (c) 160 255 295 308 316


Total expenses for Program 3.2 2,571,107 1,281,035 2,660,053 2,768,534 2,887,002


45



2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

Program 3.3: Cities



Bill No. 1) 30,000 12,700 - - -

Total administered expenses 30,000 12,700 - - -





the Budget year (c) 363 588 681 710 729






Bill No. 1) 836,479 1,259,209 538,977 998,702 233,888

Other Services (Appropriation Bill No. 2) 145,500 15,000 - - -

Special Appropriations 2,504,067 1,275,030 2,655,832 2,764,453 2,883,046


the Budget year (a) 21,713 21,518 111,519 (50) (50)

Total administered expenses 3,507,759 2,570,757 3,306,328 3,763,105 3,116,884



s74 retained revenue receipts (b) 1,147 484 432 399 404


the Budget year (c) 1,353 1,882 2,179 2,274 2,334


Total expenses for Outcome 3 3,559,210 2,617,556 3,340,839 3,792,111 3,145,061

2018-19 2019-20 2020-21 2021-22 2022-23



between years (d) $'000 $'000 $'000 $'000 $'000

Outcome 3:

Program 3.1: Regional Development (261,466) 10,000 100,000 108,137 43,329


between years (261,466) 10,000 100,000 108,137 43,329

2018-19 2019-20



46

Notes: (a) Administered ‘Expenses not requiring appropriation in the Budget year’ comprises expenses relating to

concessional loans, accruals, payments made from prior year appropriations and other non-cash expenses. (b) Estimated expenses incurred in relation to receipts retained under section 74 of the PGPA Act. (c) Departmental ‘Expenses not requiring appropriation in the Budget year’ relate to depreciation and

amortisation expenses and expenses that are reduced by associated receipts. (d) Figures displayed as a negative (-) represent a decrease in funds and a positive (+) represent an increase in

funds.


47


2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

Components for program 3.1: Regional Development

Annual administered expenses (a)

Building Better Regions Fund 150,175 307,633 254,213 97,951 9,893

Community Development Grants

Programme

264,247 643,070 221,788 803,714 154,300

Community Sport Infrastructure – female

facilities and water safety - 20,000 40,000 40,000 50,000

Country Women’s Association 5,000 - - - -

Drought Communities Programme 93,216 15,000 - - -

Drought Community Support Initiative 33,000 - - - -


Renewal 6,000 4,500 4,500 - -


Renewal – Fassifern Valley Storm

Recovery 1,000 - - - -

National Stronger Regions Fund 179,805 57,061 - - -

National Water Infrastructure Development

Fund - 1,500 1,500 500 -

National Water Infrastructure Loan Facility nfp nfp nfp nfp nfp

Regional Australia Institute 400 400 - - -

Regional Development Australia

Committees 18,337 18,632 18,984 19,346 19,695

Regional Growth Fund 5,000 120,448 109,561 37,191 -

Regional Jobs and Investment Packages 129,743 72,172 - - -

Stronger Communities Programme 22,500 22,650 - - -

Tasmanian Jobs and Growth Package 3,933 - - - -

University of the Sunshine Coast, Moreton

Bay Precinct Project concessional loan 1,386 11 - - -

Program support 31,740 30,223 20,334 19,480 18,807

Total program expenses 945,482 1,313,300 670,880 1,018,182 252,695

Components for program 3.2: Local Government

Annual administered expenses (a)

Supplementary Local Roads Funding for

South Australia 60,000 - - - -


Local Government (Financial Assistance)

Act 1995 2,504,017 1,274,980 2,655,782 2,764,403 2,882,996

Program support 7,090 6,055 4,271 4,131 4,006

Total program expenses 2,571,107 1,281,035 2,660,053 2,768,534 2,887,002

Components for program 3.3: Cities

Annual administered expenses (b)

Hobart City Deal - 1,000 - - -

Smart Cities and Suburbs 25,000 11,700 - - -

Townsville City Deal 5,000 - - - -

Program support 12,621 10,521 9,906 5,395 5,364



48

Notes: (a) Excludes expenses relating to payments made to and through the states and territories by the Treasury for

the Albury Wodonga Regional Deal; Barkly Regional Deal; Hinkler Regional Deal; Murray-Darling Basin Regional Economic Diversification Program; the North Queensland Stadium; and the National Water Infrastructure Fund administered items.

(b) Excludes expenses relating to payments made to and through the states and territories by the Treasury for the Adelaide City Deal; Darwin City Deal; Geelong City Deal; Launceston City Deal – Tamar River; Townsville City Deal; and Western Sydney City Deal administered items.



Outcome 3 – Strengthening the sustainability, capacity and diversity of our cities and regional economies including through facilitating local partnerships between all levels of government and local communities; through reforms that stimulate economic growth; and providing grants and financial assistance.

Program 3.1 – The regional development program supports regional development and local communities

through regionally focused stakeholder consultation and engagement, research, policy development and program delivery activities to create jobs, drive regional economic growth and build stronger regional communities.

Purpose Supporting regional development, cities and local communities – delivering jobs and

economic growth for regional Australia and Australian cities and improving standards of living


manage the Australian Government’s regional development programs to deliver projects

which support the economic growth and liveability of regions

develop options and provide policy advice on developing regional Australia, including on:

– enabling communities to drive their own future

– building more resilient local economies



2018–19 Number of employed persons outside capital cities



Real disposable income for low and middle income households outside capital cities

New data not expected to be available (b)

Data not yet available

Expected number of jobs supported over the life of projects, from infrastructure investment and regional development projects underway during the financial year (based on proponent reported data)

Not applicable No target set. The Department’s activities contributed to progress against this measure

Increase in water available (ML) through water infrastructure projects funded

Water available is increased



49





Number of employed persons outside capital cities


Real disposable income for low and middle income households outside capital cities

2019–20: Increased from 2015–16 to 2017–18

2020–21: New data not expected to be available (b)

2021–22: Increased from 2017–18 to 2018–19

Regional investment supports jobs and regional growth

Demonstrated positive impact on jobs and regional growth

Partnerships with all levels of government and the private sector to deliver regional development outcomes

Partnerships developed and maintained to underpin regional development programs and policies

Increase in water available (ML) through water infrastructure projects funded

Water available is increased



Notes: (a) Data is expected to be available for the 2018–19 Annual Performance Statements. (b) Source data is released every two years (ABS Cat. No. 6523.0 – Household Income and Wealth Australia).


50


Program 3.2 – The local government program supports regional development and local communities through

delivery of policy advice to the Australian Government and financial assistance to local governments to strengthen local government capacity and better support local communities.


economic growth for regional Australia and Australian cities and improving standards of

living.


manage the Australian Government’s local government programs including the Financial Assistance Grants program and the National Awards for Local Government

develop options and provide policy advice on local government



2018–19 Financial assistance is provided to support equitable levels of services by local government bodies

Financial assistance is provided in accordance with the Local Government (Financial Assistance) Act 1995

Target met




Financial assistance is provided to support equitable levels of services by local government bodies

Financial assistance is provided in accordance with the Local Government (Financial Assistance) Act 1995




51


Program 3.3 – The cities program develops more liveable, accessible and productive cities through programs

and policies that encourage innovation, create jobs and support growth.


economic growth for regional Australia and Australian cities and improving standards of living.


continue to deliver the government's cities agenda, by:

– bringing together three levels of government, the community and private enterprise to create City and Regional Deals, which focus on aligning planning, investment and governance to accelerate growth and job creation, stimulate urban renewal, support liveability and drive economic reforms

– monitoring projects funded through the government's smart cities and suburbs grants program

provide informed, consistent and influential advice to key stakeholders, including Ministers, on the government's cities agenda, through:

– consultation and strategy for future city and regional deals, including the provision of advice to the government and collaboration with state/territory and local governments

– monitoring the performance of Australian cities through the national cities performance framework



2018–19 Number of projects receiving funding through the Smart Cities and Suburbs program

49 projects funded in round one

Target met




Improved liveability and increased productivity in Australia’s cities

2019–20: Improvement in national cities performance framework indicators for liveability and productivity

2020–21 onwards: Improvement in indicators over time

Improved access to jobs and reduced congestion in Australia’s cities

2019–20: Improvement in national cities performance framework indicators for access to jobs and reduced congestion

2020–21 onwards: Improvement in indicators over time




52


Outcome 4: Good governance in the Australian Territories through the maintenance and improvement of the overarching legislative framework for self-governing territories, and laws and services for non-self-governing territories.

Linked programs

There are no linked programs for Outcome 4.




2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

Program 4.1: Services to territories



Bill No. 1) 154,598 187,015 146,403 140,648 142,897




Special Accounts

Christmas Island Phosphate Mining

Rehabilitation Special Account 2016 1,400 1,500 1,500 1,500 1,500

Indian Ocean Territories Special

Account 2014 30,544 21,997 21,997 21,996 21,996

Jervis Bay Territory Special Account

2014 1,687 1,219 1,274 1,274 1,274


the Budget year (a) 35,898 38,522 39,023 37,010 33,387






the Budget year (c) 785 1,232 1,427 1,489 1,528




53



Notes: (a) Administered ‘Expenses not requiring appropriation in the Budget year’ comprises expenses relating to

accruals, payments made from prior year appropriations and other non-cash expenses. (b) Estimated expenses incurred in relation to receipts retained under section 74 of the PGPA Act. (c) Departmental ‘Expenses not requiring appropriation in the Budget year’ relate to depreciation and

amortisation expenses and expenses that are reduced by associated receipts. (d) Figures displayed as a negative (-) represent a decrease in funds and a positive (+) represent an increase in

funds.

2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000




Bill No. 1) 154,598 187,015 146,403 140,648 142,897

Special Appropriations 50 50 50 50 50

Special Accounts 33,631 24,716 24,771 24,770 24,770


the Budget year (a) 35,898 38,522 39,023 37,010 33,387






the Budget year (c) 785 1,232 1,427 1,489 1,528



Movement of administered funds 2018-19 2019-20 2020-21 2021-22 2022-23

between years (d)

Outcome 4:

Program 4.1: Services to Territories (653) 653 - - -


between years (653) 653 - - -

2018-19 2019-20



54


Notes: (a) See also expenses associated with the Indian Ocean Territories Special Account 2014. (b) See also expenses associated with the Jervis Bay Territory Special Account 2014.

2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

Components for program 4.1: Services to territories


ACT Government - national capital

functions 1,916 1,943 1,974 2,006 2,038

Norfolk Island - Commonwealth

administration 1,067 1,082 1,099 1,116 1,134

Norfolk Island - Kingston and Arthur's Vale

historic area 1,144 1,810 751 662 673

Norfolk Island - Runway resurfacing 2,500 39,977 500 - -

Office of Administrator, Northern Territory 334 338 344 349 355

Services to Indian Ocean Territories (a) 94,594 92,127 91,951 93,348 94,840

Services to Jervis Bay Territory (b) 5,027 5,097 5,178 5,261 5,345

Services to Norfolk Island 47,530 44,641 44,606 37,906 38,512

Depreciation and amortisation 36,434 38,572 39,073 37,060 33,437


Christmas Island Phosphate Mining

Rehabilitation Special Account 2016 1,400 1,500 1,500 1,500 1,500

Indian Ocean Territories Special Account

2014 30,544 21,997 21,997 21,996 21,996

Jervis Bay Territory Special Account 2014 1,687 1,219 1,274 1,274 1,274

Program support 21,883 23,348 22,596 23,015 22,453



55



Outcome 4 – Good governance in the Australian Territories through the maintenance and improvement of the overarching legislative framework for self-governing territories, and laws and services for non-self-governing territories.

Program 4.1 – The services to territories program provides good governance in the Australian Territories

through the maintenance and improvement of the overarching legislative framework for self-governing territories, and laws and services for non-self-governing territories.

Purpose Providing good governance in the territories – Delivering services, legislative

frameworks and infrastructure


manage the government's services to territories programs, in particular to deliver essential services and infrastructure to the external territories and the Jervis Bay Territory

develop options and provide policy advice on supporting Australia's territories, including:

– effective oversight of the government's interest in the ACT and NT

– maintaining effective service delivery, governance and legal frameworks to the external

territories and the Jervis Bay Territory



2018–19 Communities in the external territories and Jervis Bay Territory have comparable services and essential infrastructure to mainland Australia

Service delivery arrangements and contracts deliver comparable services and essential infrastructure to mainland Australia

Target met

Legal and governance frameworks in the external territories and Jervis Bay Territory are appropriate for the protection and wellbeing of the communities

Legal and governance frameworks comparable to mainland Australia

Target met




Communities in the external territories and Jervis Bay Territory have comparable services and essential infrastructure to mainland Australia

Service delivery arrangements and contracts deliver comparable services and essential infrastructure to mainland Australia

Legal and governance frameworks in the external territories and Jervis Bay Territory are appropriate for the protection and wellbeing of the communities

Legal and governance frameworks comparable to mainland Australia




56

Section 3: Budgeted financial statements

Section 3 presents budgeted financial statements which provide a comprehensive snapshot of the department’s finances for the 2019–20 Budget year, including the impact of Budget measures and resourcing on financial statements.

3.1 BUDGETED FINANCIAL STATEMENTS

3.1.1 Explanatory notes and analysis of budgeted financial statements

Departmental

Budgeted departmental income statement

Total expenses are estimated at $222.7m in 2019–20. The reduction in expenses over the forward estimates is primarily due to the profile of non-ongoing measures and expenses for the Business Grants Hub to administer various grant programs.

Budgeted departmental balance sheet

The department’s major non-financial assets are Intangibles ($17.1m); Land and buildings

($16.6m), and Property, plant and equipment ($13.1m). The department’s primary liability

continues to be accrued employee leave entitlements, estimated at $43.2m.

0

50

100

150

200

250

300

2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23$m


57

Administered

Budgeted administered income statement

The department administers the collection of taxes, fees and fines, other non-taxation revenue and interest and dividends estimated at $511.5m in 2019–20, representing an increase of $1.3m from the 2018–19 estimated actual. The primary driver for movements in revenue is the uneven profile of concessional loans administered by the department.

Administered expenses are budgeted at $4,275.2m in 2019–20, representing a decrease of $738.4m from the 2018–19 estimated actual and will be incurred for the administered items set out at Section 2. The primary reason for the decrease was the bring-forward of funding from 2019–20 into 2018–19 for the Financial Assistance Grant program of $1.2 billion that resulted in lower than usual expenses for the program in 2019–20. This has been partially offset by an increase in expenses for new measures shown in Table 1.2.

Schedule of budgeted assets and liabilities administered on behalf of government

Total assets are expected to increase in 2019–20 by $1,669.8m from the 2018–19 estimated actual result to $11,094.1m. The increase relates mainly to an increase in investments and the profile of various loans.

-

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

10,000

11,000

12,000

13,000

14,000

2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23

Infrastructure The Department of the Treasury

$m


58

3.2 BUDGETED FINANCIAL STATEMENTS TABLES

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

Prepared on Australian Accounting Standards basis.

Note: (a) From 2010–11, the Government introduced net cash appropriation arrangements where Bill 1 revenue

appropriations for the depreciation/amortisation expenses of non-corporate Commonwealth entities (and select corporate Commonwealth entities) were replaced with a separate capital budget (the Departmental Capital Budget, or DCB) provided through Bill 1 equity appropriations. For information regarding DCBs, please refer to Table 3.5 Departmental Capital Budget Statement.

2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

EXPENSES

Employee benefits 122,083 126,601 126,686 124,305 123,597

Suppliers 95,523 86,699 56,776 42,134 37,924

Grants 33 34 35 35 35


Total expenses 224,453 222,728 194,459 177,948 173,352

LESS:

OWN-SOURCE INCOME

Own-source revenue

Sale of goods and rendering of services 5 5 5 5 5

Other revenue 7,392 5,435 5,160 4,985 5,011

Total own-source revenue 7,397 5,440 5,165 4,990 5,016

Gains

Other gains 182 182 182 182 182

Total gains 182 182 182 182 182

Total own-source income 7,579 5,622 5,347 5,172 5,198

Net (cost of)/contribution by services (216,874) (217,106) (189,112) (172,776) (168,154)

Revenue from Government 210,029 207,743 178,150 161,302 156,358

Surplus/(deficit) attributable to the

Australian Government (6,845) (9,363) (10,962) (11,474) (11,796)

Total comprehensive income/(loss)

attributable to the Australian Government (6,845) (9,363) (10,962) (11,474) (11,796)

Note: Impact of net cash appropriation arrangements

2018-19 2019-20 2020-21 2021-22 2022-23

$'000 $'000 $'000 $'000 $'000

Total comprehensive income/(loss) less

depreciation/amortisation expenses

previously funded through revenue

appropriations (31) 31 - - -

plus depreciation/amortisation expenses


appropriations (a) 6,814 9,394 10,962 11,474 11,796

Total comprehensive income/(loss) - as per

Statement of Comprehensive Income (6,845) (9,363) (10,962) (11,474) (11,796)


59

Table 3.2: Budgeted departmental balance sheet (as at 30 June)


2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

ASSETS

Financial assets

Cash and cash equivalents 2,981 3,012 3,012 3,012 3,012

Trade and other receivables 136,321 126,960 126,585 128,147 129,750

Other financial assets 1,594 1,594 1,594 1,594 1,594

Total financial assets 140,896 131,566 131,191 132,753 134,356

Non-financial assets

Land and buildings 17,253 16,557 15,203 13,799 12,330

Property, plant and equipment 16,964 13,103 11,757 9,673 8,014

Intangibles 6,817 17,090 15,047 12,840 10,527

Other non-financial assets 3,593 3,593 3,593 3,593 3,593

Total non-financial assets 44,627 50,343 45,600 39,905 34,464

Total assets 185,523 181,909 176,791 172,658 168,820

LIABILITIES

Payables

Employee payable 1,710 2,666 3,172 3,694 4,231

Suppliers 22,564 22,564 22,564 22,564 22,564

Other payables 503 491 491 491 491

Total payables 24,777 25,721 26,227 26,749 27,286

Provisions

Employee provisions 39,570 40,560 41,574 42,614 43,680

Other provisions 871 876 876 876 876

Total provisions 40,441 41,436 42,450 43,490 44,556

Total liabilities 65,218 67,157 68,677 70,239 71,842

Net assets 120,305 114,752 108,114 102,419 96,978

EQUITY

Contributed equity (89,396) (85,586) (81,262) (75,483) (69,128)

Reserves 33,563 33,563 33,563 33,563 33,563

Retained surplus/(accumulated deficit) 176,138 166,775 155,813 144,339 132,543

Total equity 120,305 114,752 108,114 102,419 96,978


60

Table 3.3: Departmental statement of changes in equity – summary of movement (Budget year 2019–20)


Retained Asset Contributed Total

earnings revaluation equity/ equity

reserve capital

$'000 $'000 $'000 $'000

Opening balance as at 1 July 2019

Balance carried forward from previous period 176,138 33,563 (89,396) 120,305

Adjusted opening balance 176,138 33,563 (89,396) 120,305

Comprehensive income

Surplus / (deficit) for the period (9,363) - - (9,363)

Total comprehensive income (9,363) - - (9,363)

of which:

Attributable to the Australian Government (9,363) - - (9,363)

Transactions with owners

Contribution by owners

Departmental Capital Budget (DCBs) - - 3,810 3,810

Sub-total transactions with owners - - 3,810 3,810

Estimated closing balance as at 30 June 2020 166,775 33,563 (85,586) 114,752

Closing balance attributable to the Australian

Government 166,775 33,563 (85,586) 114,752


61

Table 3.4: Budgeted departmental statement of cash flows (for the period ended 30 June)


2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

OPERATING ACTIVITIES

Cash received

Appropriations 213,031 217,114 178,525 159,740 154,755

Sale of goods and rendering of services 1,787 1,840 1,895 1,952 5

Other 9,115 4,865 4,590 4,415 4,441

Total cash received 223,933 223,819 185,010 166,107 159,201

Cash used

Employees 120,034 124,655 125,166 122,743 121,994

Suppliers 98,128 87,787 57,914 43,329 37,172

Grants 33 34 35 35 35

Other 75 12 - - -

Total cash used 218,270 212,488 183,115 166,107 159,201

Net cash from/(used by) operating activities 5,663 11,331 1,895 - -

INVESTING ACTIVITIES

Cash used

Purchase of property plant and equipment

and intangibles 13,660 15,110 6,219 5,779 6,355

Total cash used 13,660 15,110 6,219 5,779 6,355

Net cash from/(used by) investing activities (13,660) (15,110) (6,219) (5,779) (6,355)

FINANCING ACTIVITIES

Cash received

Contributed equity 7,966 3,810 4,324 5,779 6,355


Net cash from/(used by) financing activities 7,966 3,810 4,324 5,779 6,355

Net increase/(decrease) in cash held (31) 31 - - -

Cash and cash equivalents at the

beginning of the reporting period 3,012 2,981 3,012 3,012 3,012

Cash and cash equivalents at the end of the

reporting period 2,981 3,012 3,012 3,012 3,012


62

Table 3.5: Departmental capital budget statement (for the period ended 30 June)


Note: (a) Amounts funded from prior year Departmental Capital Budgets (DCBs).

2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

NEW CAPITAL APPROPRIATIONS

Capital budget - Bill 1 (DCB) 7,966 3,810 4,324 5,779 6,355

Total new capital appropriations 7,966 3,810 4,324 5,779 6,355

Provided for:

Purchase of non-financial assets 7,966 3,810 4,324 5,779 6,355

Total items 7,966 3,810 4,324 5,779 6,355

PURCHASE OF NON-FINANCIAL ASSETS

Funded by capital appropriations

- DCB 4,549 7,227 4,324 5,779 6,355

Funded internally from departmental

resources (a) 9,111 7,883 1,895 - -

Total 13,660 15,110 6,219 5,779 6,355

RECONCILIATION OF CASH USED TO

ACQUIRE ASSETS TO ASSET MOVEMENT

TABLE

Total purchases 13,660 15,110 6,219 5,779 6,355

Total cash used to acquire assets 13,660 15,110 6,219 5,779 6,355


63

Table 3.6: Statement of asset movements (Budget year 2019–20)


Note: (a) ‘Appropriation ordinary annual services’ refers to funding provided through Appropriation Bill (No. 1)

2019–20 for DCBs.

Buildings Other Computer Total

property, software

plant and and

equipment intangibles

$'000 $'000 $'000 $'000

As at 1 July 2019

Gross book value 34,866 22,362 41,531 98,759

Accumulated depreciation/amortisation and impairment (17,613) (5,398) (34,714) (57,725)

Opening net book balance 17,253 16,964 6,817 41,034

Capital asset additions

Estimated expenditure on new or replacement assets

By purchase - appropriation ordinary annual services (a) 1,339 - 13,771 15,110

Total additions 1,339 - 13,771 15,110

Other movements

Depreciation/amortisation expense (2,035) (3,861) (3,498) (9,394)

Total other movements (2,035) (3,861) (3,498) (9,394)

As at 30 June 2020

Gross book value 36,205 22,362 55,302 113,869

Accumulated depreciation/amortisation and impairment (19,648) (9,259) (38,212) (67,119)

Closing net book balance 16,557 13,103 17,090 46,750


64

Table 3.7: Schedule of budgeted income and expenses administered on behalf of Government (for the period ended 30 June)


2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

EXPENSES ADMINISTERED ON BEHALF OF

GOVERNMENT

Employees 14,646 14,646 14,646 14,646 14,647

Supplier expenses 268,883 235,598 195,664 164,444 164,470

Subsidies 244,552 246,992 249,481 252,019 254,718

Grants 4,308,468 3,594,438 4,313,970 4,782,439 4,050,505


Payments to corporate entities 135,459 143,186 142,620 136,251 138,908

Finance costs 4,046 809 775 798 822

Write-down and impairment of assets 167 - - - -

Other expenses 1,000 1,000 1,000 1,000 1,000

Total expenses administered on behalf of

Government 5,013,655 4,275,241 4,957,229 5,388,657 4,659,055

LESS:

OWN-SOURCE INCOME

Own-source income

Taxation revenue

Other taxes 47,100 50,518 53,840 56,007 58,729

Total taxation revenue 47,100 50,518 53,840 56,007 58,729

Non-taxation revenue

Sale of goods and rendering of services 20,193 20,512 19,856 19,320 19,320

Fees and fines 148,997 151,192 153,608 165,669 169,710

Interest 109,593 126,682 171,098 169,702 135,136

Dividends 78,775 57,386 82,453 110,352 136,369

Rental income 3,324 3,280 3,287 3,288 3,289

Other revenue 102,239 101,939 101,239 1,639 1,639

Total non-taxation revenue 463,121 460,991 531,541 469,970 465,463

Total own-source revenues administered on

behalf of Government 510,221 511,509 585,381 525,977 524,192

Total own-source income administered on


Net (cost of)/contribution by services (4,503,434) (3,763,732) (4,371,848) (4,862,680) (4,134,863)

Surplus/(Deficit) (4,503,434) (3,763,732) (4,371,848) (4,862,680) (4,134,863)


65

Table 3.8: Schedule of budgeted assets and liabilities administered on behalf of Government (as at 30 June)


2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

ASSETS

Financial assets


Receivables 3,136,661 3,855,528 4,358,747 4,556,157 4,558,533

Investments accounted for using the equity

method 1,348,377 1,822,677 2,465,777 3,049,477 4,116,977

Other investments 4,901,764 5,378,379 6,771,115 9,137,382 11,498,891

Other financial assets 13,181 13,181 13,181 13,181 13,181

Total financial assets 9,424,329 11,094,111 13,633,166 16,780,543 20,211,928




Heritage and cultural assets 114,956 114,956 114,956 114,956 114,956

Intangibles 2,544 1,278 14 - -

Inventories 2,568 2,568 2,568 2,568 2,568



Total assets administered on behalf

of Government 10,108,288 11,777,299 14,298,557 17,424,526 20,854,108

LIABILITIES

Payables

Suppliers 20,316 20,316 20,316 20,316 20,316

Subsidies 11,231 11,231 11,231 11,231 11,231

Grants 28,788 29,454 29,959 30,799 31,241

Other payables 15,792 2,787 2,787 2,787 2,787

Total payables 76,127 63,788 64,293 65,133 65,575

Provisions


Other provisions 3,206 3,206 3,206 3,206 3,206

Total payables 7,087 7,197 7,197 7,197 7,197

Total liabilities administered on behalf of

Government 83,214 70,985 71,490 72,330 72,772

Net assets/(liabilities) 10,025,074 11,706,314 14,227,067 17,352,196 20,781,336


66

Table 3.9: Schedule of budgeted administered cash flows (for the period ended 30 June)


2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000


Cash received


Interest 34,505 48,306 60,459 66,517 27,882

Dividends 78,775 57,386 82,453 110,352 136,369

Taxes 46,100 49,518 52,840 55,007 57,729

Other 103,243 103,088 102,239 2,640 2,639


Cash used

Grant payments 4,308,681 3,593,772 4,313,467 4,781,599 4,050,063

Subsidies paid 244,960 246,992 249,481 252,019 254,718


Suppliers 268,891 235,598 195,664 164,444 164,470

Payments to corporate entities 135,459 143,186 142,620 136,251 138,908

Total cash used 4,972,530 4,234,084 4,915,878 5,348,959 4,622,806

Net cash from/(used by) operating activities (4,573,816) (3,837,775) (4,478,770) (4,964,290) (4,244,462)


Cash received

Repayment of advances and loans 53,529 53,596 103,771 103,867 104,056


Cash used

Purchase of property, plant and equipment 56,998 37,801 21,276 15,652 32,182

Advances and loans made 1,051,901 711,095 500,000 200,000 -

Investments 869,694 950,915 2,035,836 2,949,967 3,429,009

Total cash used 1,978,593 1,699,811 2,557,112 3,165,619 3,461,191

Net cash from/(used by) investing activities (1,925,064) (1,646,215) (2,453,341) (3,061,752) (3,357,135)

Net increase/(decrease) in cash held (6,498,880) (5,483,990) (6,932,111) (8,026,042) (7,601,597)



Cash from Official Public Account for:

- Appropriations 6,900,186 5,908,729 7,448,619 8,490,208 8,059,627

- Special Accounts 51,633 25,416 24,771 24,770 24,770

6,951,819 5,934,145 7,473,390 8,514,978 8,084,397

Cash to Official Public Account for:

- Appropriations (410,369) (424,739) (516,508) (464,166) (458,030)

- Special Accounts (42,570) (25,416) (24,771) (24,770) (24,770)

(452,939) (450,155) (541,279) (488,936) (482,800)




67

Table 3.10: Administered capital budget statement (for the period ended 30 June)


2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000


Capital budget - Act 1 (ACB) 15,492 15,471 15,562 15,652 15,742

Administered assets and liabilities - Bill 2 1,879,611 1,640,340 2,539,040 3,149,967 3,445,449

Total new capital appropriations 1,895,103 1,655,811 2,554,602 3,165,619 3,461,191

Provided for:


Other items 1,835,595 1,618,010 2,535,836 3,149,967 3,429,009

Total items 1,895,103 1,655,811 2,554,602 3,165,619 3,461,191


Funded by capital appropriations 41,506 22,330 5,714 - 16,440

Funded by capital appropriation - ACB 15,492 15,471 15,562 15,652 15,742

Total 56,998 37,801 21,276 15,652 32,182



TABLE

Total accrual purchases 59,508 37,801 18,766 15,652 32,182



68

Table 3.11: Schedule of administered asset movements (Budget year 2019–20)



2019–20 for ACBs.

Land Buildings Other Heritage Computer Total

property, and software

plant and cultural and

equipment assets intangibles

$'000 $'000 $'000 $'000 $'000 $'000

As at 1 July 2019

Gross book value 106,253 173,854 411,727 114,956 6,342 813,132

Accumulated depreciation/

amortisation - (45,668) (84,162) - (3,798) (133,628)

Opening net book balance 106,253 128,186 327,565 114,956 2,544 679,504


Estimated expenditure on new or

replacement assets

By purchase - appropriation ordinary

annual services (a) 5,830 5,200 26,771 - - 37,801

Total additions 5,830 5,200 26,771 - - 37,801

Other movements

Depreciation/amortisation expense - (7,646) (29,660) - (1,266) (38,572)

Total other movements - (7,646) (29,660) - (1,266) (38,572)

As at 30 June 2020

Gross book value 112,083 179,054 438,498 114,956 6,342 850,933

Accumulated depreciation/

amortisation - (53,314) (113,822) - (5,064) (172,200)

Closing net book balance 112,083 125,740 324,676 114,956 1,278 678,733


69

Appendix 3.1: Administered own-source revenue

2018-19 2019-20

Estimated Budget

actual

$'000 $'000

TAXATION REVENUE

Other

Airport land tax equivalents 37,773 40,058

Christmas Island phosphate mining rehabilitation - conservation levy 1,400 1,500

International Oil Pollution Compensation Funds 1,000 1,000

Services to Indian Ocean Territories 4,005 4,005

Moorebank Intermodal Company 2,922 3,955

47,100 50,518

NON-TAXATION REVENUE

Sale of goods and rendering of services


Services to Jervis Bay Territory 894 938

Sale of Jandakot sand 966 1,241

20,193 20,512

Fees and fines

Coastal Trading (Revitalising Australian Shipping) Act 2012 400 400

Cost recovery for Airport Building Controllers at leased airports 7,000 7,420

Cost recovery for Airport Environmental Officers at leased airports 2,310 2,421

Interstate Road Transport Act 1985 - registration charges and fines 226 -

Marine Navigation Levy 35,282 35,812

Marine Navigation (Regulatory Functions) Levy 53,157 53,986

Motor Vehicle Standards Regulations Fees 10,200 10,200

Part X of the Competition and Consumer Act 2010 8 8

Parking fines at leased Federal airports 1,000 1,000

Protection of the Sea Levy 35,421 35,952


Services to Norfolk Island 1,468 1,468

148,997 151,192

Interest

Loan to Australian Capital Territory - loose fill asbestos 28,435 26,997

Northern Territory Housing 2,715 2,533

Northern Territory Sewerage Agreements 555 548

Sunshine Coast Airport Expansion Project concessional loan 810 4,093

University of the Sunshine Coast, Moreton Bay Precinct Project concessional loan 839 3,663

Water Infrastructure Development Loans 4,524 14,387

WestConnex Stage 2 (New M5) concessional loan 71,715 74,461

109,593 126,682

Dividends

Provision for dividends from government business enterprises 78,775 57,386

78,775 57,386

Rental income


Services to Jervis Bay Territory 277 281

Western Sydney Airport - preparatory activities 83 35

3,324 3,280


70

Appendix 3.1: Administered own-source revenue (continued)

Appendix 3.2: Administered loan repayments

2018-19 2019-20

Estimated Budget

actual

$'000 $'000

Other revenue

Melbourne Airport New Runway Land Acquisition Special Account - Receipts 1,000 700


Western Sydney Airport - preparatory activities 99,600 99,600

102,239 101,939

Total Administered own-source revenue 510,221 511,509

2018-19 2019-20

Estimated Budget

actual

$'000 $'000

Administered loan repayments

Loan to the Australian Capital Territory Government - loose fill asbestos 50,000 50,000

Norfolk Island 100 -

Northern Territory 3,429 3,596

Total Administered loan repayments 53,529 53,596

71



73





1.3 Budget measures ....................................................................................................... 78

Section 2: Outcomes and planned performance ............................................................ 79


Section 3: Budgeted financial statements ...................................................................... 85

3.1 Budgeted financial statements ................................................................................... 85

3.2 Budgeted financial statements tables ......................................................................... 87

75

AUSTRALIAN MARITIME SAFETY AUTHORITY



The Australian Maritime Safety Authority (AMSA) is a statutory authority established under the Australian Maritime Safety Authority Act 1990 (AMSA Act) to:

• promote maritime safety and protection of the marine environment;

• prevent and combat ship-sourced pollution in the marine environment;

• provide infrastructure to support safety of navigation in Australian waters;

• provide a national search and rescue service to the maritime and aviation sectors;

• provide, on request, services to the maritime industry on a commercial basis; and

• provide, on request, services of a maritime nature on a commercial basis to the Commonwealth and/or states and territories.

AMSA regularly assesses its operating environment, challenges, goals and risks to identify key priorities for coming years.

In 2019–20 AMSA will continue to focus on strategic challenges and goals that reflect AMSA’s statutory responsibilities. AMSA’s objectives are consistent with the whole of government regulatory reform agenda and form the basis for the program objectives and outputs detailed in the following sections.


76


Table 1.1 shows the total funding from all sources available to AMSA for its operations and to deliver programs and services on behalf of the Government.

The table summarises how resources will be applied by outcome (government strategic policy objectives) and by departmental (for AMSA’s operations) classification.

For more detailed information on special appropriations, please refer to Budget Paper No. 4 – Agency Resourcing.

Information in this table is presented on a resourcing (i.e. appropriations/cash available) basis, whilst the ‘Budgeted expenses by Outcome 1’ table in Section 2 and the financial statements in Section 3 are presented on an accrual basis.

Table 1.1: Australian Maritime Safety Authority resource statement – Budget estimates for 2019–20 as at Budget April 2019


AMSA is not directly appropriated as it is a corporate Commonwealth entity. Appropriations are made to the Department of Infrastructure, Regional Development and Cities, which are then paid to AMSA and are considered 'departmental' for all purposes.

Notes: (a) Annual appropriation amounts appearing for 2018-19 do not include Appropriation Bill (No. 3) 2018–2019,

as it had not been enacted at the time of publication. (b) Appropriation Bill (No. 1) 2019–20.

2018-19 2019-20

Estimated Budget

actual (a)

$'000 $'000

Opening balance/cash reserves at 1 July 65,649 23,171

Funds from Government


Outcome 1 77,605 81,919

Total annual appropriations 77,605 81,919

Special appropriations (Department of Infrastructure, Regional Development

and Cities)

Australian Maritime Safety Authority Act 1990 (c) (d) 123,753 125,710

Total special appropriations 123,753 125,710

Amounts received from related entities (d)

Department of Foreign Affairs and Trade 3,796 3,948

Torres Strait Regional Authority 57 -

Total amounts received from related entities 3,853 3,948

Total funds from Government 205,211 211,577

Funds from other sources

Interest 2,120 2,100

Sale of goods and services 22,370 19,823

Total funds from other sources 24,490 21,923

Total net resourcing 295,350 256,671

2018-19 2019-20



77

(c) Levies collected under Marine Navigation Levy Collection Act 1989, Marine Navigation (Regulatory

Functions) Levy Collection Act 1991 and Protection of the Sea (Shipping Levy) Collection Act 1981 are paid

to the Consolidated Revenue Fund and appropriated under section 48 of the AMSA Act.

(d) Funding provided by a government entity that is not specified within the annual appropriation bills as a payment to the corporate Commonwealth entity.


78

1.3 BUDGET MEASURES

Budget measures in Part 1 relating to AMSA are detailed in Budget Paper No. 2 – Budget Measures and are detailed below.



This table is not provided as there have been no measures since MYEFO for AMSA.


Program 2018-19 2019-20 2020-21 2021-22 2022-23

$'000 $'000 $'000 $'000 $'000

Revenue measures

National System for Domestic

Commercial Vessel Safety

1.1

Departmental revenue - (3,010) (7,010) - -

Total - (3,010) (7,010) - -

Total revenue measures

Departmental - (3,010) (7,010) - -

Total - (3,010) (7,010) - -


79




Note:


The most recent corporate plan for AMSA can be found at: <www.amsa.gov.au/about/corporate-publications/corporate-plan-2018-19>.

The most recent annual performance statement, as part of the annual report, can be found at: < www.amsa.gov.au/about/corporate-publications/annual-report-2017-18>.

AMSA contributes to 1 Outcome and 1 Program, which is divided into 2 sub-programs:

Sub-program 1: Seafarer and ship safety and environment protection aims to achieve the first part of AMSA’s Outcome: Minimising the risk of shipping incidents and pollution in Australian waters through ship safety and environment protection regulation and services.

Sub-program 2: Search and rescue aims to achieve the second part of AMSA’s Outcome:

Maximising the number of people saved from maritime and aviation incidents through search and rescue coordination.


80


Outcome 1: Minimise the risk of shipping incidents and pollution in Australian waters through ship safety and environment protection regulation and services and maximise people saved from maritime and aviation incidents through search and rescue coordination.


The table below shows how much AMSA intends to spend (on an accrual basis) on achieving the outcome, broken down by program, as well as by departmental funding sources.

Table 2.1: Budgeted expenses for Outcome 1

Note: (a) ‘Expenses not requiring appropriation in the Budget year’ is the operating result.

2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

Program 1.1: Australian Maritime Safety Authority

Revenue from Government


Bill No. 1) 76,533 81,919 86,149 79,419 81,661

Payments from related entities 3,853 3,948 4,108 - -


Australian Maritime Safety Authority Act

1990 - s48 123,860 125,750 127,600 140,530 143,964

Revenues from other independent sources 24,763 21,973 19,853 17,027 15,113

Expenses not requiring appropriation in the

Budget year (a) (775) (2,100) (4,933) (3,186) (2,629)





Bill No. 1) 76,533 81,919 86,149 79,419 81,661


Special Appropriations 123,860 125,750 127,600 140,530 143,964



Budget year (a) (775) (2,100) (4,933) (3,186) (2,629)


2018-19 2019-20



81

Table 2.2: Program components for Outcome 1


Note: (a) ‘Expenses not requiring appropriation in the Budget year’ is the operating result.

2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

Sub-program 1.1.1: Seafarer and ship safety and environment


Ordinary Annual Services (Appropriation Bill

No. 1) 7,260 10,485 13,206 5,166 6,002



Australian Maritime Safety Authority Act 1990

- s48 123,860 125,750 127,600 140,530 143,964



Budget year (a) (775) (2,100) (4,933) (3,186) (2,629)

Total sub-program 1.1.1 expenses 157,922 158,976 158,715 158,827 161,731

Sub-program 1.1.2: Search and rescue



No. 1) 69,273 71,434 72,943 74,253 75,659

Payments from related entities 324 337 351 - -

Revenues from other independent sources 715 743 768 710 719

Total sub-program 1.1.2 expenses 70,312 72,514 74,062 74,963 76,378



82

Table 2.3: Performance criteria for Outcome 1

Table 2.3 below details the performance criteria for each program associated with Outcome 1. It also summarises how each program is delivered and where 2019–20 Budget measures have created new programs or materially changed existing programs.

Outcome 1 – Minimise the risk of shipping incidents and pollution in Australian waters through ship safety and environment protection regulation and services and maximise people saved from maritime and aviation incidents through search and rescue coordination.

Program 1.1 – Seafarer and ship safety, environment protection and search and rescue.

Sub-program 1.1.1 – Seafarer and ship safety and environment protection aims to minimise the risk of

shipping incidents and pollution in Australian waters through ship safety and environment protection regulation and services.

Purposes As Australia’s national maritime regulatory body, AMSA promotes the safety and protection of our marine environment and combats ship-sourced pollution. AMSA provides the infrastructure for safety of navigation in Australian waters, and maintains a national search and rescue service for the maritime and aviation sectors.

Vision: Safe and clean seas, saving lives

Mission: Ensuring safe vessel operations, combatting marine pollution, and rescuing people in distress

Roles:

promote maritime safety and protection of the marine environment

prevent and combat ship-sourced pollution in the marine environment

provide infrastructure to support safe navigation in Australian waters

provide, on request, services to the maritime industry on a commercial basis

provide, on request, services of a maritime nature on a commercial basis to the

Commonwealth and/or states and territories

Delivery Activity: ensuring regulated vessels are operated safely and meeting standards

Target: vessel owners, vessel operators, seafarers

Activity: preventing pollution from shipping

Target: vessel owners, vessel operators, seafarers

Activity: supporting safe navigation

Target: vessel owners, vessel operators, commercial and recreational seafarers

Activity: contributing to and implementing international conventions

Target: vessel owners, vessel operators, seafarers, international bodies, other nations, other regulators (within Australia and internationally)

Activity: ensuring seafarer standards and welfare

Target: vessel owners, vessel operators, seafarers, education and training bodies

Activity: delivering, implementing and enhancing the National System for Domestic Commercial Vessel Safety (National System)

Target: domestic vessel owners, vessel operators, seafarers


83


Year Performance criteria (a) Targets Estimated achievement

2018–19 Improvement in the standard of foreign flagged ships and Australian flagged ships (regulated under the Navigation Act 2012) operating in Australian waters, demonstrated through the proportion of serious incidents to total port arrivals

≤0.5% 0.39%

Reduction over time in the ratio of serious pollution incidents under the Protection of the Sea (Prevention of Pollution from Ships) Act 1983 compared to the total number of ship arrivals

<0.7% 0%


Year Performance criteria (a) Targets


Improvement in the standard of foreign flagged ships and Australian flagged ships (regulated under the Navigation Act 2012) operating in Australian waters, demonstrated through the proportion of serious incidents to total port arrivals

≤0.5%

Number of significant pollution incidents caused by shipping in Australian waters (b)

Zero incidents (b)


There are no new measures with a material impact on the performance information for Program 1.1, Sub-program 1.1.1

Notes: (a) A more comprehensive suite of measures are detailed in AMSA’s Corporate Plan, and are reported in the

Annual Performance Statements. (b) Measure has been updated and target has changed. A significant pollution incident is a

discharge of over 50,000 litres/50 tonnes. There have been three discharges in Australian waters of this scale in the last 20 years, and AMSA has reported a 0% result for over five years against the previous measure and target. In keeping with our vision of clean seas, in January 2019 AMSA committed to a simplified measure and new target of zero incidents.


84

Table 2.3: Performance criteria for Outcome 1 (continued)

Program 1.1 – Seafarer and ship safety, environment protection and search and rescue.

Sub-program 1.1.2 – Search and rescue aims to maximise the number of people saved from maritime and

aviation incidents through coordinating search and rescue.

Purposes As Australia’s national maritime regulatory body, AMSA promotes the safety and protection of our marine environment and combats ship-sourced pollution. AMSA provides the infrastructure for safety of navigation in Australian waters, and maintains a national search and rescue service for the maritime and aviation sectors.

Vision: Safe and clean seas, saving lives

Mission: Ensuring safe vessel operations, combatting marine pollution, and rescuing people in distress

Role: Provide a national search and rescue service to the maritime and aviation sectors

Delivery Activity: saving lives daily through search and rescue

Target: persons in distress/lives at risk, emergency services



2018–19 Maximise percentage of saved lives as a proportion of lives at risk (a person is defined as being at risk if the person has a chance of surviving the initial maritime or aviation incident)

100% 98% (c)


Year Performance criteria (a) Targets


Save as many lives as possible from those at risk (b) 100% (c)

n (c)


There are no new measures with a material impact on the performance information for Program 1.1, Sub-program 1.1.2

Notes: (a) A more comprehensive suite of measures is detailed in AMSA’s Corporate Plan, and is reported in the

Annual Performance Statements. (b) Measure has been updated. A person is defined as ‘at risk’ if they have a chance of surviving the initial

maritime or aviation incident. Each search and rescue (SAR) incident reported to AMSA is triaged to assess the requirement to respond to a life at risk. Sometimes the assessment concludes that the life has already been lost, or AMSA is unable to determine if a life is actually at risk, i.e. false beacon activations. For those incidents which are assessed as requiring a response – i.e. a life is identified as being ‘at risk’ - it is important that AMSA measures the performance of resources available to AMSA to effect a rescue, which are ultimately reflected in the number of lives saved (n) and the percentage of lives saved from those at risk.

(c) Target includes new element. AMSA’s intention is to save all lives at risk. In practicality, the circumstances surrounding individual incidents – i.e. severe medical conditions requiring specialist treatment, bad weather - affect the possibility of success of a SAR response. This reality is reflected in the previous results reported by AMSA for this measure, ranging between 95-99% annually. For 2019–20 AMSA will report both a percentage and count (n).


85


Section 3 presents budgeted financial statements which provide a comprehensive snapshot of the AMSA’s finances for the 2019–20 Budget year, including the impact of Budget measures and resourcing on financial statements.



AMSA is projecting an overall budget operating surplus of $12.8m for the budget and forward years, comprising surplus of $2.1m, $4.9m, $3.2m and $2.6m from 2019–20 through to 2022–23 respectively. The estimated actual for 2018–19 is an operating surplus of $0.8m with revenue of $229.0m and expenditure of $228.2m.

From 1 July 2018, AMSA assumed full responsibility for service delivery under the National System. The financial statements for the Budget and forward estimates include the National System funding.

AMSA revenue

AMSA’s major revenue sources are:

levies collected from the shipping industry and appropriated under section 48 of the AMSA Act as special appropriations to fund AMSA’s ship safety and environment protection functions. In 2019–20, levy revenue is estimated to total $125.8m, which is $1.9m higher than the 2018–19 estimated levy revenue of $123.9m.

There are three types of levies - Marine Navigation (Regulatory Functions) Levy - funds AMSA’s shipping

regulatory functions; - Marine Navigation Levy - funds the national network of marine and aids to

navigation; and - Protection of the Sea Levy - funds activities related to pollution and emergency

response services.

Community Service Obligation funding from the Australian Government for search and rescue coordination services for persons in aviation or maritime distress in Australia’s internationally designated search and rescue region. AMSA will receive an annual departmental appropriation of $60.5m in 2019–20 for providing search and rescue co-ordination services to the community ($59.4m in estimated actuals 2018–19) and $10.9m to cover the cost of search and rescue incidents ($9.9m estimated actuals in 2018–19);

transitional funding from Australian Government to support the service delivery under National System ($7.3m in 2018–19, $10.5m in 2019–20 and $13.2m in 2020–21);

revenue from independent sources, comprised of - transitional funding package from states and territories for the National System

($13.2m in 2018–19 and $10.5m in 2019–20); - fees and charges, related to specific service delivery ($13.2m in 2018–19 and $13.3m

in 2019–20); and - interest revenue ($2.1m in 2018–19 and $2.1m in 2019–20).


86

AMSA may make determinations in fixing charges under section 47 of the AMSA Act, which requires fees and charges to reasonably relate to the costs incurred by AMSA in their provision. AMSA has a range of services with charges based on the average cost of delivering a specific service or the time taken to deliver the service multiplied by a standard hourly rate. These services include:

approvals, certificates and determinations for ships, cargo and ship safety equipment;

activities related to issuing certificates of competency to seafarers, including conducting practical oral examinations for navigation and engineering officers; and

assessment of sea time pre-requisites for qualifications, issuing and renewing coastal pilot licences and services provided by the Australian Shipping Registration Office.

AMSA estimates total revenue of $233.6m in the 2019–20 budget period compared to $229.0.m in the 2018–19 estimated actuals, as summarised in the table following.

Revenue comparison

AMSA Expenses

Operating expenses of AMSA for the year 2019–20 is budgeted at $231.5m (2018–19

estimated actuals $228.2m) represented by employee expenses ($69.5m), supplier expenses

($146.2m) and depreciation ($15.8m).

2018-19 2019-20

Estimated

Actual

Budget

($m) ($m)

AMSA revenue sources

Special appropriations of levies collected from the shipping industry 123.9 125.8

Annual departmental appropriation for search and rescue functions 59.4 60.5

Annual departmental appropriation for search and rescue response 9.9 10.9

Revenue from budget measures 7.3 10.5

Revenue from independent sources (fees and charges and interest) 28.5 25.9

Total Revenue 229.0 233.6


87




2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

EXPENSES


Suppliers 144,428 146,170 144,618 142,756 144,101


Finance costs 185 18 20 20 20

Total expenses 228,234 231,490 232,777 233,790 238,109

LESS:

OWN-SOURCE INCOME

Own-source revenue


Interest 2,119 2,100 2,100 2,100 2,100





Surplus/(Deficit) attributable to the

Australian Government 775 2,100 4,933 3,186 2,629


attributable to the Australian Government 775 2,100 4,933 3,186 2,629


88



2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

ASSETS

Financial assets



Investments 70,000 70,000 72,000 73,000 75,000





Intangibles 32,340 40,133 44,741 49,179 53,439

Inventories 4,226 4,726 5,226 5,726 6,226



Total assets 279,872 280,989 284,907 287,302 289,600

LIABILITIES

Payables

Suppliers 36,280 36,280 36,760 36,440 36,490

Other payables 919 1,314 168 371 586

Total payables 37,199 37,594 36,928 36,811 37,076

Interest bearing liabilities

Leases 1,222 1,208 906 604 302

Total interest bearing liabilities 1,222 1,208 906 604 302

Provisions





Net assets 201,399 203,499 208,432 211,618 214,247

EQUITY


Reserves 97,675 97,675 97,675 97,675 97,675


Total equity 201,399 203,499 208,432 211,618 214,247


89





reserve capital

$'000 $'000 $'000 $'000


Balance carried forward from previous period 65,738 97,675 37,986 201,399

Adjusted opening balance 65,738 97,675 37,986 201,399


Surplus/(deficit) for the period 2,100 - - 2,100

Total comprehensive income 2,100 - - 2,100

of which:

Attributable to the Australian Government 2,100 - - 2,100

Estimated closing balance as at 30 June 2020 67,838 97,675 37,986 203,499


Government 67,838 97,675 37,986 203,499


90



2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000


Cash received

Appropriations 76,533 81,919 86,149 79,419 81,661


Interest 2,120 2,100 2,100 2,100 2,100

Other 123,753 125,710 127,570 140,270 143,894


Cash used

Employees 66,794 68,865 72,093 72,943 75,146

Suppliers 160,872 162,961 159,844 158,838 159,963

Total cash used 227,666 231,826 231,937 231,781 235,109

Net cash from/(used by) operating activities 15,463 16,274 20,333 19,265 19,929


Cash used

Purchase of property, plant and equipment

and intangibles 23,187 23,730 18,000 18,000 18,000

Investments 35,000 - 2,000 1,000 2,000

Total cash used 58,187 23,730 20,000 19,000 20,000



Cash used

Other (246) 14 302 302 302

Total cash used (246) 14 302 302 302

Net cash from/(used by) financing activities 246 (14) (302) (302) (302)

Net increase/(decrease) in cash held (42,478) (7,470) 31 (37) (373)






91



Note: (a) Includes funding from prior year appropriations, entity receipts, and proceeds from the sale of assets.

2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000



resources (a) 23,187 23,730 18,000 18,000 18,000

Total 23,187 23,730 18,000 18,000 18,000



TABLE

Total purchases 23,187 23,730 18,000 18,000 18,000



92



Land Buildings Other Computer Total

property, software

plant and and


$'000 $'000 $'000 $'000 $'000

As at 1 July 2019

Gross book value 2,950 11,955 133,417 35,570 183,892

Accumulated depreciation/amortisation and

impairment - (1,131) (10,906) (3,230) (15,267)

Opening net book balance 2,950 10,824 122,511 32,340 168,625



replacement assets

By purchase - other - - 12,707 11,023 23,730

Total additions - - 12,707 11,023 23,730

Other movements

Depreciation/amortisation expense - (1,131) (11,442) (3,230) (15,803)

Total other movements - (1,131) (11,442) (3,230) (15,803)

As at 30 June 2020

Gross book value 2,950 11,955 146,124 46,593 207,622


impairment - (2,262) (22,348) (6,460) (31,070)

Closing net book balance 2,950 9,693 123,776 40,133 176,552

93



95





1.3 Budget measures ..................................................................................................... 101

Section 2: Outcomes and planned performance .......................................................... 102

2.1 Budgeted expenses and performance for Outcome 1 .............................................. 103

Section 3: Budgeted financial statements .................................................................... 108

3.1 Budgeted financial statements ................................................................................. 108

3.2 Budgeted financial statements tables ....................................................................... 109

97

AUSTRALIAN TRANSPORT SAFETY BUREAU



Key elements of the ATSB’s strategic direction

The Australian Transport Safety Bureau (ATSB) is an independent statutory agency of the Australian Government. It is governed by a Commission and is entirely separate from transport regulators, policy makers and service providers. At the same time, it is required to cooperate with others who have a role to play in maintaining and improving transport safety, in particular its counterpart agencies in Victoria and New South Wales.

The ATSB performs its functions in accordance with the provisions of the Transport Safety Investigation Act 2003 (TSI Act) and, where applicable, relevant international agreements. The TSI Act makes it clear that, in carrying out its purpose, the ATSB cannot apportion blame, assist in determining liability or, as a general rule, assist in court proceedings. Its sole focus remains the prevention of future accidents and the improvement of safety.

The ATSB’s purpose is to improve the safety of, and public confidence in, aviation, rail and marine transport through:

the independent investigation of transport accidents and other safety occurrences;

safety data recording, analysis and research; and

fostering safety awareness, knowledge and action.

The ATSB is responsible for investigating accidents and other transport safety matters involving civil aviation, rail and interstate and overseas marine operations, as well as participating in overseas investigations involving Australian-registered aircraft and ships and cooperating more broadly with overseas counterparts. A primary focus of its work is the safety of commercial transport, with particular regard to operations involving the travelling public.

The ATSB maintains a national information set of all safety-related occurrences in aviation and of all accidents and significant safety occurrences in the rail and interstate and overseas marine sectors. The information it holds is essential to its capacity to analyse broad safety trends and inform its investigation and safety education work, as well as constituting an important public information resource. The ATSB is enhancing its capacity for a data driven approach to the performance of its investigation, research, communication and education functions.

The ATSB has a specific mandate to report publicly on its analysis and investigations, and to conduct public education programs so as to improve transport safety.

To achieve its primary outcome, the ATSB will implement the following strategies: continue to build its capability to source data nationally on aviation, rail and marine

transport safety occurrences and events and to use the data to identify and communicate safety risks and emerging trends;

commence and deliver investigations of accidents, incidents and safety issues that have the greatest potential to influence safety action, with a particular focus on the safety of the travelling public;


98

deliver a program of safety research and analysis that draws on the results of investigations and safety occurrence datasets;

continue to enhance the efficiency and effectiveness of the agency’s resources;

enhance its resource base through attracting, retaining and developing professional staff as well as developing networks with skilled professionals who the ATSB can work with to fulfil its transport safety functions;

undertake safety communication and education with an emphasis on identified priority areas where safety risk can be reduced;

increase awareness of the ATSB’s safety activities by developing a broader range of communication and education products and pursuing their delivery to transport industries and the travelling public through mediums that interact with a variety of stakeholders;

enhance stakeholder relationships, with a particular focus on ensuring a strong culture of reporting safety matters through transparent arrangements for the appropriate reporting, sharing and use of safety information;

engage with and, as appropriate, provide support to regional and international partners, focussing on developing cooperation in our region and on ensuring that safety lessons and operational innovations are shared internationally; and

continue to engage with transport reforms that have the potential to affect the ATSB’s jurisdiction across transport modes.

Detailed information about the ATSB’s primary outcome, key strategies, deliverables and performance indicators is published in the ATSB Corporate Plan at <www.atsb.gov.au>.


99


Table 1.1 shows the total funding from all sources available to the ATSB for its operations and to deliver programs and services on behalf of the Government.

The table summarises how resources will be applied by outcome (government strategic policy objectives) and by departmental (for the ATSB’s operations) classification.


Table 1.1: Australian Transport Safety Bureau resource statement - Budget estimates for 2019–20 as at Budget April 2019


Notes: (a) Appropriation Bill (No. 1) 2019–20. (b) Excludes amounts subject to quarantine by the Department of Finance or withheld under section 51 of the

PGPA Act. (c) Estimated retained revenue receipts under section 74 of the PGPA Act. (d) Departmental capital budgets are not separately identified in Appropriation Bill (No. 1) and form part of


(e) Appropriation Bill (No. 2) 2019–20.

2018-19 2019-20

Estimated Budget

actual

$'000 $'000

Departmental

Annual appropriations - ordinary annual services (a)

Prior year appropriations available (b) 21,980 21,330

Departmental appropriation 20,244 20,205

s74 external revenue (c) 1,502 1,383

Departmental capital budget (d) 416 590

Annual appropriations - other services - non-operating (e)

Equity injection 329 68



Total resourcing 44,471 43,576

2018-19 2019-20



100

Table 1.1: Australian Transport Safety Bureau resource statement - Budget estimates for 2019–20 as at Budget April 2019 (continued)

Third party payments from and on behalf of other entities

2018-19 2019-20

Estimated Budget

actual

$'000 $'000

Receipts received from other entities for the provision of services (disclosed

above in s74 external revenue receipts section above)

Department of Foreign Affairs and Trade 134 150

Department of Infrastructure, Regional Development and Cities 380 395

Payments made to other entities for provision of services (disclosed above

within departmental appropriations)

Department of Infrastructure, Regional Development and Cities 2,345 2,288


101

1.3 BUDGET MEASURES

Budget measures in Part 1 relating to the ATSB are detailed in Budget Paper No. 2 – Budget Measures and are detailed below. Table 1.2: Entity 2019–20 Budget measures


This table is not provided as there have been no measures since MYEFO for the ATSB.


This table is not provided as there are no other measures not previously reported in a portfolio statement for the ATSB.


102




Note:


The most recent corporate plan for the ATSB can be found at: <http://www.atsb.gov.au/media/5774882/atsb_corporateplan-2018-19.pdf>.

The most recent annual performance statement can be found at: <http://www.atsb.gov.au/publications/2018/annual-report-2017-18/>.


103


Outcome 1: Improved transport safety in Australia including through: independent ‘no blame’ investigation of transport accidents and other safety occurrences; safety data recording, analysis and research; and fostering safety awareness, knowledge and action.


The table below shows how much the ATSB intends to spend (on an accrual basis) on achieving the outcome, broken down by program, as well as by departmental funding sources.


Notes: (a) Estimated expenses incurred in relation to receipts retained under section 74 of the PGPA Act. (b) Expenses not requiring appropriation in the Budget year’ is made up of depreciation and amortisation

expense estimates, estimates of the value of the services that the ATSB will receive free of charge from the Victorian Chief Investigator, Transport Safety, the NSW Office of Transport Safety Investigations and the Australian National Audit Office and an approved operating loss for the 2018–19 financial year.

2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

Program 1.1: Australian Transport Safety Bureau



s74 external revenue (a) 1,502 1,383 1,419 1,439 1,456


the Budget year (b) 4,309 3,576 3,646 3,630 3,591








the Budget year (b) 4,309 3,576 3,646 3,630 3,591



2018-19 2019-20



104



Outcome 1 – Improved transport safety in Australia including through: independent ‘no blame’ investigation of transport accidents and other safety occurrences; safety data recording, analysis and research; and fostering safety awareness, knowledge and action.

Program 1.1 – The ATSB will work actively with the aviation, rail and marine industries, transport regulators

and governments at a state, national and international level to improve transport safety standards for all Australians, particularly the travelling public. Investigations and related activities seek to raise awareness of identified safety issues and to encourage stakeholders to implement actions to improve future safety.

Purposes Improve the safety of, and public confidence in, aviation, rail and marine transport through:

the independent ‘no blame’ investigation of transport accidents and other safety occurrences

safety data recording, analysis and research

fostering safety awareness, knowledge and action

Delivery The key deliverables for the ATSB to meet its primary outcome are given below:

complete and publish up to:

– 35 Complex Investigations

– 100 Short Investigations

– 100 Investigation Briefs

present reports on safety trends to the Minister and safety entities twice a year

mature the ATSB’s data analysis tools and techniques, to enhance the ATSB’s proactive capability for determining safety hazards and risks to be used in making assessments about occurrences to investigate and safety studies to commence

complete the expansion of the ATSB’s data warehouse to include national rail data

assess, classify and publish summaries of accident and incident occurrences received. Details of occurrences being investigated are published within 1 working day. Summaries of aviation occurrences are ready to be published in the public online database within 10 working days of receipt

assess confidential reports for clarity, completeness and significance for transport safety and, where appropriate, advise within 6 weeks any responsible party in a position to take safety action in response to the safety concern

ensure preparedness for a major accident by reviewing and testing major accident response and management capabilities through participation in 1 major exercise per year

assist transport safety in the international region, through direct cooperation and the delivery of approved projects and other support activities provided for by program funding agreements with a publication produced annually addressing the transport safety contribution of these activities

provide assistance to investigations overseas in accordance with international arrangements and where resources permit, with a report produced annually addressing the transport safety contribution of this support


105


Delivery (continued)

The ATSB will proactively influence safety awareness in the aviation, rail and marine industries and amongst the travelling public through communication and education activities including:

active engagement at key industry events across the modes

establishing safety watch priorities

increasing the accessibility of investigation report content and safety products through its website, mailing lists, use of social media, industry publications and using mediums such as video content

pushing media coverage of ATSB investigations and safety awareness activities


Year Performance criteria (a) Targets Estimated achievement

2018–19 The ATSB’s forecast rates against its targeted rates for 2018–19 are as follows:

KPI1

Safety actions completed that address safety issues identified by ATSB investigation reports:

Critical safety issues 100% 100%

All other safety issues 70% 60%

KPI2

Number of active Complex investigations in progress at each months end (12 month rolling average, as at 30 June)

75 85

KPI3

Average time taken to complete and publish Complex investigation reports

21 months 22 months

KPI4

Number of active Short investigations in progress at each months end (12 month rolling average, as at 30 June)

30

40

KPI5

Average time taken to complete and publish Short investigation reports

6 months

8 months

KPI6

Occurrence briefs completed within one month 90% 90%

KPI7

An annual increase in the overall number of safety issues identified from Safety Studies and Complex Investigations

Up 10% Up 8%

KPI8

Occurrence and Safety Study Investigations to be initiated on the basis of data driven analysis

Up 15% Up 10%

KPI9

Through an annual stakeholder survey, stakeholder respondents recall ATSB safety messaging relevant to their industry

70% 70%

KPI10

An increase in the overall number of social media engagements

Up 10%

Up 10%


106



2018-19 KPI11

(continued) ATSB safety messages disseminated by independent media channels

5 per month (average)





In 2019–20 the ATSB’s performance will be measured against the following targets:

KPI1

Safety actions completed that address safety issues identified by ATSB investigation reports:

Critical safety issues

All other safety issues

100%

70%

KPI2

Number of active Complex investigations in progress at each months end (12 month rolling average, as at 30 June)

60

KPI3

Average time taken to complete and publish Complex investigation reports

19 months

KPI4

Number of active Short investigations in progress at each months end (12 month rolling average, as at 30 June)

40

KPI5

Average time taken to complete and publish Short investigation reports

6 months

KPI6

Occurrence briefs completed within one month

90%

KPI7

An annual increase in the overall number of safety issues identified from Safety Studies and Complex Investigations

Up 10%

KPI8 Occurrence and Safety Study Investigations to be initiated on the basis of data driven analysis

Up 15%

KPI9

Through an annual stakeholder survey, stakeholder respondents recall ATSB safety messaging relevant to their industry

70%

KPI10

An increase in the overall number of social media engagements

Up 10

KPI11

ATSB safety messages disseminated by independent media channels





107

Note: (a) In February 2019, the ATSB made variations to some of its Deliverables and Key Performance Indicators

(KPI) to better reflect and measure the activities of the agency. As demonstrated by the revised KPIs associated with Complex and Short investigations, the ATSB is projecting more realistic measures around its capacity to complete these investigations. Further, the ATSB has removed a KPI that measured activities the agency cannot directly control. This former KPI ‘Safety action is taken by stakeholders to address valid safety concerns identified in confidential reports’ will continue to be reported through qualitative means.


108


Section 3 presents budgeted financial statements which provide a comprehensive snapshot of the ATSB’s finances for the 2019–20 Budget year, including the impact of Budget measures and resourcing on financial statements.



Budgeted departmental comprehensive income statement

The ATSB is planning for a break-even operating result, adjusted for depreciation and amortisation expense, in 2019–20 and the forward years.

Revenue

Net appropriation revenue of $20.2m will be provided to the ATSB in 2019–20.

The comprehensive income statement also includes estimates of the ATSB’s own source revenue of $4.2m which includes:

estimates of cost recoveries from Queensland, Western Australia, South Australia and Tasmania for safety investigations we undertake on their intrastate rail networks ($0.8m);

revenue from the Department of Foreign Affairs and Trade for the ATSB’s participation in Australian Government transport safety initiatives including capability building activities as part of the Indonesia Transport Safety Assistance Package ($0.4m) and cooperation with Papua New Guinea ($0.2m); and

estimates of the value of the services the ATSB will receive free of charge from the Victorian Chief Investigator, Transport Safety, the NSW Office of Transport Safety Investigations and the Australian National Audit Office ($2.8m).

Expenses

Budgeted operating expenditure in 2019–20 is $25.1m, comprised of employee expenses (63%), supplier expenses (34%) and depreciation (3%).

ATSB’s available capital funds decline over the forward estimates period, reducing the amount of capital purchased and therefore the associated depreciation and amortisation expense will decrease.


The ATSB's budgeted balance sheet at 30 June 2020 reflects the expected balances for its assets and liabilities as well as retained earnings and contributed equity, based on the projected operating result for 2018–19 and the Budget year.

The ATSB’s major non-financial assets are property plant and equipment ($1.4m) and intangibles ($0.75m). The ATSB’s primary liability continues to be accrued employee leave entitlements at $4.1m.


109






2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

EXPENSES


Suppliers 9,510 8,641 8,420 8,317 8,175

Depreciation and amortisation 730 747 817 801 762

Finance costs 6 6 6 6 4

Total expenses 26,055 25,164 25,251 25,394 25,511

LESS:

OWN-SOURCE INCOME

Own-source revenue


Other 2,829 2,829 2,829 2,829 2,829






Australian Government (1,480) (747) (817) (801) (762)


attributable to the Australian Government (1,480) (747) (817) (801) (762)


2018-19 2019-20 2020-21 2021-22 2022-23

$'000 $'000 $'000 $'000 $'000




appropriations (750) - - - -



appropriations (a) 730 747 817 801 762


Statement of Comprehensive Income (1,480) (747) (817) (801) (762)


110



2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

ASSETS

Financial assets

Cash and cash equivalents 90 90 90 90 90


Other financial assets 202 202 202 202 202



Property, plant and equipment 1,533 1,425 1,103 822 609

Intangibles 728 747 620 470 294

Other non-financial assets 268 268 268 268 268


Total assets 24,203 24,214 23,865 23,434 23,045

LIABILITIES

Payables

Suppliers 613 613 613 613 613

Other payables 232 232 232 232 232

Total payables 845 845 845 845 845

Interest bearing liabilities

Other interest bearing liabilities 143 143 143 143 143

Total interest bearing liabilities 143 143 143 143 143

Provisions




Net assets 19,184 19,095 18,646 18,215 17,826

EQUITY


Reserves 462 462 462 462 462


Total equity 19,184 19,095 18,646 18,215 17,826


111





reserve capital

$'000 $'000 $'000 $'000


Balance carried forward from previous period 4,499 462 14,223 19,184

Adjusted opening balance 4,499 462 14,223 19,184


Surplus/(deficit) for the period (747) - - (747)

Total comprehensive income (747) - - (747)

of which:

Attributable to the Australian Government (747) - - (747)



Equity injection - Appropriation - - 68 68

Departmental Capital Budget (DCBs) - - 590 590

Sub-total transactions with owners - - 658 658

Estimated closing balance as at 30 June 2019 3,752 462 14,881 19,095


Government 3,752 462 14,881 19,095


112



2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000


Cash received

Appropriations 20,894 20,105 20,086 20,325 20,464



Cash used

Employees 15,899 15,670 15,908 16,270 16,570

Suppliers 6,497 5,818 5,597 5,494 5,350

Total cash used 22,396 21,488 21,505 21,764 21,920


Cash used


and intangibles 745 658 368 370 373

Total cash used 745 658 368 370 373

Net cash from/(used by) investing activities (745) (658) (368) (370) (373)


Cash received

Contributed equity 745 658 368 370 373

Total cash received 745 658 368 370 373

Net cash from/(used by) financing activities 745 658 368 370 373

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


beginning of the reporting period 90 90 90 90 90


reporting period 90 90 90 90 90


113



2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000


Capital budget - Bill 1 (DCB) 416 590 368 370 373

Equity injections - Bill 2 329 68 - - -

Total new capital appropriations 745 658 368 370 373

Provided for:

Purchase of non-financial assets 745 658 368 370 373

Total items 745 658 368 370 373


Funded by capital appropriations 329 68 - - -

Funded by capital appropriations - DCB 416 590 368 370 373

Total 745 658 368 370 373



TABLE

Total purchases 745 658 368 370 373

Total cash used to acquire assets 745 658 368 370 373


114



Note: (a) 'Appropriation ordinary annual services' refers to funding provided through Appropriation Bill (No.1)

2019–20 for depreciation/amortisation expenses, DCBs or other operational expenses.

Other Computer Total

property, software

plant and and


$'000 $'000 $'000

As at 1 July 2019

Gross book value 2,524 6,316 8,840

Accumulated depreciation/amortisation and impairment (991) (5,588) (6,579)

Opening net book balance 1,533 728 2,261



By purchase - appropriation ordinary annual services (a) 209 449 658

Total additions 209 449 658

Other movements

Depreciation/amortisation expense (317) (430) (747)

Total other movements (317) (430) (747)

As at 30 June 2020

Gross book value 2,733 6,765 9,498

Accumulated depreciation/amortisation and impairment (1,308) (6,018) (7,326)

Closing net book balance 1,425 747 2,172

115



117


Section 1: Entity overview and resources ..................................................................... 119

1.1 Strategic direction statement .................................................................................... 119

1.2 Entity resource statement ........................................................................................ 122

1.3 Budget measures ..................................................................................................... 123






119

CIVIL AVIATION SAFETY AUTHORITY



The Civil Aviation Safety Authority (CASA) is an independent statutory authority established in 1995 under the Civil Aviation Act 1988. The main object of this Act is to establish a regulatory framework for maintaining, enhancing and promoting the safety of civil aviation, with particular emphasis on preventing aviation accidents and incidents.

In accordance with the Civil Aviation Act 1988 and the regulations, CASA has the function of conducting the safety regulation of:

the civil air operations in Australian territory; and

the operation of Australian aircraft outside Australian territory.

While safety regulation of civil aviation remains its primary role, CASA also provides safety education and training programs and has responsibility for airspace regulation.

AUSTRALIAN GOVERNMENT PRIORITIES AND CASA’S COMMITMENT TO AVIATION SAFETY

The Australian Government is committed to maintaining and enhancing safety as its number one priority in aviation. As Australia’s aviation safety regulator, CASA will support the Australian Government to maintain, enhance and promote the safety of civil aviation through the application of a detailed risk-based approach with particular emphasis to deliver the goals as set out in Table 2.2: Performance criteria for Outcome 1.

CASA will ensure the directions of the Australian Government, as presented in the Minister’s Statement of Expectations, are implemented effectively and efficiently. CASA’s corporate plan fully details the activities and initiatives to be undertaken by the organisation to meet the expectations.

The Australian Government has set out some clear objectives relevant to CASA including:

to continue to focus on aviation safety as the highest priority;

to consider the economic and cost impact on individuals, businesses and the community in the development and finalisation of new or amended regulatory changes;

to take a pragmatic, practical and proportionate approach to regulation as it applies to different industry sectors having regard to risk; and

to implement its regulatory philosophy, with the philosophy being reflected in relevant policies, procedures, manuals, and when CASA personnel are carrying out their day-to-day operations.

CASA’s comprehensive planning framework fully incorporates the Australian Government direction and ensures the relevant requirements are implemented effectively and efficiently. CASA aims to achieve its commitment to aviation safety through its three key goals. They are:

to maintain and enhance a fair, effective and efficient aviation safety regulation system;

to engage collaboratively with the wider aviation community to promote and support a positive safety culture; and


120

to continuously improve organisational performance.

Each goal is supported through a number of key performance areas (KPA) and indicators (KPI). The progress and achievement against the KPIs is monitored by a comprehensive performance management and reporting process. CASA will continue its commitment to making further improvements to the way it operates and continuously strive to achieve its high-level goals.

CHALLENGING AVIATION TRENDS AND IMPLICATIONS FOR CASA

The aviation landscape is growing in complexity, including new aerodrome infrastructure and airspace management requirements, the rapid growth and complexity of remotely piloted aircraft systems (i.e. drones), the emergence of new technologies and materials, and the regulatory oversight of international carriers. The retention of specialist personnel in a challenging labour market is a matter of concern as are issues related to ageing aircraft and the oversight of infrastructure developments at aerodromes over the coming decade. Like other safety regulators around the world, CASA is cognisant of the need to ensure that safety-related considerations are at the forefront of CASA’s regulatory actions for the benefit of the aviation community and the wider community.

As a key priority, CASA continues to develop and implement new safety standards and regulations, taking into account the Australian Government’s regulatory reform agenda. CASA will stay abreast of changes within the aviation industry by carefully analysing safety and operational data to look for trends and emerging risks which need to be addressed. This approach will further focus CASA on its core activity - the regulation of aviation safety.

CASA’S FUNDING STRATEGY

CASA receives funding from three major sources: a Government annual appropriation; a 3.556 cent per litre excise on aviation fuel consumed by all domestic aircraft (all of which is provided to CASA); and regulatory service fees. Whilst CASA conducts surveillance and regulatory oversight of international carriers and airports, these do not contribute to the fuel excise funding model.

Government has decided that the current funding arrangements should remain in place for 2019–20, noting that there is increasing pressure on CASA’s budget with the demands arising from regulatory oversight of international carriers, new aerodrome infrastructure and airspace management requirements, together with the continued rapid growth and complexity of drones. These pressures will need to be monitored.

CASA FUNDING ARRANGEMENTS

CASA collects fees for regulatory services in accordance with the Civil Aviation (Fees) Regulations 1995.

During the 2018-19 MYEFO CASA was directed to come back in the 2019-20 MYEFO context with a detailed review of CASA’s regulatory activities and funding arrangements, including analysis of current funding sources and outputs, developed in consultation with the Department of Finance and the Department of the Prime Minister and Cabinet. This may include publishing a Cost Recovery Implementation Statement (CRIS) which will outline CASA’s intent to introduce new simplified cost recovery arrangements.


121

The following table shows budgeted revenue from CASA’s cost recovery arrangements.

Estimated Actual

Budget Forward Estimate

Forward Estimate

Forward Estimate

2018-19 $m

2019-20 $m

2020-21 $m

2021-22 $m

2022-23 $m

Regulatory service fees (a) 14.7 21.6 15.0 15.0 15.0

ASIC/AVID issue and renewal (b) 1.8 1.5 1.5 1.5 1.5

Total 16.5 23.1 16.5 16.5 16.5

Notes: (a) One off increase for regulatory services fees reflects the measure Civil Aviation Safety Authority – Future

Funding Arrangements. (b) Aviation Security Identification Cards (ASIC) and Aviation Verification of Identity (AVID) cards.


122


Table 1.1 shows the total funding from all sources available to CASA for its operations and to deliver programs and services on behalf of the Government.

The table summarises how resources will be applied by outcome (government strategic policy objectives) and by departmental (for CASA’s operations) classification.



Table 1.1: Civil Aviation Safety Authority resource statement - Budget estimates for 2019–20 as at Budget April 2019


CASA is not directly appropriated as it is a corporate Commonwealth entity. Appropriations are made to the Department of Infrastructure, Regional Development and Cities, which are then paid to CASA and are considered 'departmental' for all purposes.

Notes: (a) Appropriation Bill (No. 1) 2019–20. (b) Includes revenue from the issuance of ASIC and AVID cards.

2018-19 2019-20

Estimated Budget

actual

$'000 $'000




Outcome 1 43,936 46,172


Special appropriations (Department of Infrastructure, Regional Development

and Cities)

Aviation Fuel Revenues (Special Appropriation) Act 1988 124,100 130,500

Total special appropriations 124,100 130,500


Funds from industry sources

Regulatory service fees 14,678 21,666

Total funds from industry sources 14,678 21,666


Interest 1,576 1,600

Sale of goods and services (b) 1,822 1,500

Other 1,660 444



2018-19 2019-20



123

1.3 BUDGET MEASURES

Budget measures in Part 1 relating to CASA are detailed in Budget Paper No.2 – Budget Measures and are summarised below.



This table is not provided as there have been no measures since MYEFO for AMSA


Program 2018-19 2019-20 2020-21 2021-22 2022-23

$'000 $'000 $'000 $'000 $'000

Expense measures

Civil Aviation Safety Authority — Future

Funding Arrangements

1.1

Departmental expenses - 5,270 - - -

Total - 5,270 - - -


Departmental - 5,270 - - -

Total - 5,270 - - -


124




Note:


Corporate plans for CASA can be found at:

<www.casa.gov.au/publications-and-resources/publication/corporate-plan-2018-2019>.

The most recent annual performance statement can be found at:

<www.casa.gov.au/publications-and-resources/publication/annual-report-2017-2018>.

http://www.casa.gov.au/publications-and-resources/publication/corporate-plan-2018-2019


125


Outcome 1: Maximise aviation safety through a regulatory regime, detailed technical material on safety standards, comprehensive aviation industry oversight, risk analysis, industry consultation, education and training.


This table below shows how much CASA intends to spend (on an accrual basis) on achieving the outcome, broken down by program, as well as by departmental funding sources.


Note: (a) ‘Expenses not requiring appropriation in the Budget year’ is made up of the operating result

and the timing of accruals.

2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

Program 1.1: Civil Aviation Safety Authority



Bill No. 1) 43,936 46,172 41,226 41,426 41,668


Aviation Fuel Revenues (Special

Appropriation) Act 1988 124,100 130,500 131,900 135,900 135,900

Revenue from industry sources 17,598 24,166 17,500 17,500 17,500



Budget year (a) (14) 3,432 (12) (12) (12)





Bill No. 1) 43,936 46,172 41,226 41,426 41,668

Special Appropriation expenses 124,100 130,500 131,900 135,900 135,900

Revenue from industry sources 17,598 24,166 17,500 17,500 17,500



Budget year (a) (14) 3,432 (12) (12) (12)


2018-19 2019-20



126



Outcome 1 – Maximise aviation safety through a regulatory regime, detailed technical material on safety standards, comprehensive aviation industry oversight, risk analysis, industry consultation, education and training.

Program 1.1

The following three objectives represent the regulatory services produced by the program in delivering its outcome.

1. Maintain and enhance a fair, effective and efficient aviation safety regulation system

CASA will focus its efforts on maintaining, enhancing and promoting aviation safety, as set out in the Civil

Aviation Act 1988 and in accordance with all Government directions. CASA’s work will centre on

monitoring compliance, continuing the Regulatory Implementation Program, continuing to reform the

Australian administered airspace and continuing effective enforcement to secure compliance with safety

standards.

2. Collaborative engagement with the aviation industry and wider community to promote and

support aviation safety.

CASA maintains a constructive working relationship with other Australian Government agencies and

promotes effective collaboration through consultation and communication with the wider aviation

community. CASA engages in a clear, open and transparent manner with the aviation industry through its

consultative forums, feedback channels, educational efforts and promotional campaigns, to continuously

improve the regulatory framework and be a partner in supporting and promoting a positive aviation safety

culture.

3. Continuous improvement of organisational performance

CASA closely monitors its organisational performance and seeks to continually improve its operational

activities, regulatory services and other support functions. CASA is adopting a comprehensive quality

management approach to drive continuous improvement across all facets of the organisation.

Purposes CASA is Australia’s aviation safety regulator and is a corporate Commonwealth entity under the PGPA Act 2013 and was established on 6 July 1995 under the Civil Aviation Act 1988 (the Act). The main objective of the Act is to establish a regulatory framework to maintain, enhance and promote civil aviation safety, with an emphasis on preventing aviation accidents and incidents.

In exercising its powers and performing its functions, CASA is required to regard the safety of air navigation as the most important consideration.

CASA’s key role is to conduct the safety regulation of civil air operations in Australian territory and the operation of Australian aircraft outside Australian territory. CASA is also responsible for ensuring that Australian-administered airspace is administered and used safely.

CASA, the Australian Transport Safety Bureau, the Department of Infrastructure, Regional Development and Cities, Airservices Australia and the Department of Defence constitute Australia’s aviation safety framework, each with separate and distinct functions, but working together as an integrated system.

In keeping with CASA’s fundamental obligations, efforts are maintained and promoted at all times to ensure our decision-making and actions are lawful, fair, reasonable and consistent, and in all cases contribute to optimal safety outcomes, while not unnecessarily impeding the efficient operation of entities that we regulate.

Delivery CASA has a range of key performance areas through which it will deliver its outcome. The detailed initiatives to measure success against these performance areas are outlined in full in the CASA Corporate Plan.


127




2018–19 Number of accidents per hours flown by industry sector

Reducing trend (a) Reducing trend (a)

Number of incidents per hours flown by industry sector

Reducing trend (a) Reducing trend (a)

Clear, open and transparent engagement with the industry to support the continuous improvement of an efficient and effective aviation safety regulatory framework

Improved stakeholder engagement with the industry

Improved stakeholder engagement with the industry




Number of accidents per hours flown by industry sector

Reducing trend

Number of incidents per hours flown by industry sector

Reducing trend

CASA maintains the Effective Implementation (EI) Score determined by ICAO Universal Safety Oversight Audit Program (USOAP)

Maintain or improve EI score

Regulatory implementation delivered in accordance with planned and reviewed targets

Regulatory development 80% achieved against planned targets

Surveillance determined through a national surveillance selection process and conducted to plan

80% surveillance achieved against planned targets for the period

Deliver a program of aviation safety education seminars to industry participants

95% of seminars delivered against annual plan with satisfaction rate for effectiveness of 80%

Clear, open and transparent engagement with the industry to support the continuous improvement of an efficient and effective aviation safety regulatory framework

100% of significant regulatory changes publicly consulted and outcomes informed by industry feedback

Improved stakeholder satisfaction survey scores (6.2 in 2018)

Improved engagement and participation in CASA’s online, social media and traditional media channels (increased reach, website page-views, follows and subscribers)

Regulatory service applications are decided within published service delivery timeframes

80% processed within published timeframes

Regulatory service activities not currently subject to a published service delivery timeframe

Catalogue of service delivery timeframes completed in 2019-20



Note: (a) This key performance indicator relies on the availability of data which is not published by the Bureau of

Infrastructure, Transport and Regional Economics (BITRE) until after 30 June each year.


128


Section 3 presents budgeted financial statements which provide a comprehensive snapshot of CASA’s finances for the 2019–20 Budget year, including the impact of Budget measures and resourcing on financial statements.




CASA is anticipating a $3.4m deficit for 2019–20 and will endeavour to maintain a balanced budget under increased uncertainty around excise revenue, in forward years. This is reflective of utilising CASA’s reserves in 2019–20 to invest in the design, scope, build and implementation of the digitisation of its regulatory services, the rising demands from new aerodrome infrastructure and airspace management requirements, together with the continued rapid growth and complexity of drones. The implementation of a service delivery transformation program incorporating new technologies and implementing process efficiencies is expected to assist CASA in absorbing some of the increasing demand for services over the forward year period.

2018–19

CASA is planning a small operating surplus in 2018–19.

2019–20

CASA is anticipating an operating deficit in 2019–20 of $3.4m. The deficit, which will be covered by utilising CASA reserves, will be driven by the design, scope, build and implementation of the digitisation of regulatory services.

Forward Years

CASA is budgeting for small operating surpluses in the forward years in the face of a decrease of 10.0% annual appropriation from Government and with special appropriation for aviation fuel excise forecast to grow at around 4.0% across forward years.

Depreciation expenditure will increase in line with CASA’s capital program and employee benefits are expected to continue to increase with pay rises predicted to be included in CASA’s next employee enterprise agreement.

Chart 3.1 illustrates CASA’s revenue funding. Revenue from special appropriations is planned to increase by 4.0% across the forward years.


129

Chart 3.1: Revenue

Total expenses in 2019–20 are estimated to be $205.9m, an increase of $18.7m when compared to the anticipated outcome for 2018–19. The main movements in the major expense categories are:

employee expenses are expected to increase by $8.6m for 2019–20 only as CASA engages an additional 41 staff as part of an approved temporary increase in ASL;

depreciation expenses increasing by $1.8m, reflecting the increase in capital expenditure in 2018–19; and

supplier expenses are expected to increase by $8.3m as a result of a new measure for future funding arrangements.


CASA’s net asset (or equity) position for 2019–20 is forecast to decrease by $3.4m compared to 2018–19, consistent with the anticipated operating deficit and projected capital investment.

Chart 3.2 illustrates CASA’s budgeted asset profile. Total budgeted assets of $105.1m in 2019–20 represents a decrease of $2.4m from the estimated 2018–19 closing position, primarily due to a reduction in investments.

0

50

100

150

200

250

2018-19 2019-20 2020-21 2021-22 2022-23

Other Revenues Special Appropriation Ordinary Appropriation

$m


130

Chart 3.2: Budgeted Assets for 2019–20

Chart 3.3 illustrates CASA’s budgeted liabilities profile. Total budgeted liabilities of $42.1m in 2019–20 represents a planned increase of $1.0m from the estimated 2018–19 closing position, primarily driven by a planned net increase in supplier payables and employee provisions. CASA’s primary liability continues to be accrued employee leave entitlements of $31.1m.

Chart 3.3: Budgeted Liabilities for 2019–20

Cash and cash equivalents

$56.2m

Other f inancial assets $4.4m

Property plant and equipment

$14.2m

Intangibles $26.9m

Other non-financial assets $3.5m

Employee provisions$31.1m

Other payables $6.1m

Other provision$1.0m

Suppliers $3.8m


131




2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

EXPENSES


Suppliers 50,589 58,825 45,246 49,834 45,066


Total expenses 187,196 205,870 192,314 196,714 196,956

LESS:

OWN-SOURCE INCOME

Own-source revenue


Interest 1,576 1,600 1,700 1,900 1,900

Other 1,098 1,000 1,000 1,000 1,000






Australian Government 14 (3,432) 12 12 12


attributable to the Australian Government 14 (3,432) 12 12 12


132



2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

ASSETS

Financial assets



Investments 59,377 52,182 57,858 49,623 57,056





Intangibles 23,103 26,904 22,335 17,566 11,176



Total assets 107,532 105,136 103,515 104,229 105,037

LIABILITIES

Payables

Suppliers 3,288 3,824 2,941 3,239 2,930

Other payables 6,156 6,137 4,796 4,591 5,072

Total payables 9,444 9,961 7,737 7,830 8,002

Provisions





Net assets 66,477 63,045 63,057 63,069 63,081

EQUITY


Reserves 8,532 8,532 8,532 8,532 8,532


Total equity 66,477 63,045 63,057 63,069 63,081


133





reserve capital

$'000 $'000 $'000 $'000


Balance carried forward from previous period 54,650 8,532 3,295 66,477

Adjustments for changes in accounting policies - - - -

Adjusted opening balance 54,650 8,532 3,295 66,477


Surplus/(deficit) for the period (3,432) - - (3,432)


of which:


Closing balance as at 30 June 2020 51,218 8,532 3,295 63,045


Government 51,218 8,532 3,295 63,045


134



2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000


Cash received

Appropriations 43,936 46,172 41,226 41,426 41,668


Interest 1,718 1,595 1,678 1,856 1,900

Other 130,634 136,718 137,154 141,487 141,038


Cash used

Employees 123,752 132,134 130,559 134,329 138,324

Suppliers 57,478 66,281 50,936 55,584 49,533

Total cash used 181,230 198,415 181,495 189,913 187,857



Cash used


and intangibles 17,550 16,799 9,020 19,586 5,816

Total cash used 17,550 16,799 9,020 19,586 5,816


Net increase/(decrease) in cash held (5,808) (7,195) 5,676 (8,235) 7,433






135





2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000



resources 17,550 16,799 9,020 19,586 5,816

Total 17,550 16,799 9,020 19,586 5,816



TABLE

Total purchases 17,550 16,799 9,020 19,586 5,816


Other Computer Total

property, software

plant and and


$'000 $'000 $'000

As at 1 July 2019

Gross book value 21,699 60,041 81,740


Opening net book balance 14,711 23,103 37,814



By purchase - other 4,320 12,479 16,799

Total additions 4,320 12,479 16,799

Other movements

Depreciation/amortisation expense (4,871) (8,678) (13,549)

Total other movements (4,871) (8,678) (13,549)

As at 30 June 2020

Gross book value 26,019 72,520 98,539


Closing net book balance 14,160 26,904 41,064


136

Appendix 3.1: Total budgeted revenue

2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

Ordinary Appropriation from Government 43,936 46,172 41,226 41,426 41,668

Special Appropriation 124,100 130,500 131,900 135,900 135,900

Appropriations from Government 168,036 176,672 173,126 177,326 177,568

Regulatory service fees 14,678 21,666 15,000 15,000 15,000

Other cost recovery and purchase provider

arrangements 1,822 1,500 1,500 1,500 1,500

Interest 1,576 1,600 1,700 1,900 1,900

Other 1,098 1,000 1,000 1,000 1,000

Revenue from other sources 19,174 25,766 19,200 19,400 19,400

Total revenue 187,210 202,438 192,326 196,726 196,968

137



139





1.3 Budget measures ..................................................................................................... 144






141

INFRASTRUCTURE AUSTRALIA



Infrastructure Australia (IA) is a statutory authority established on 1 September 2014 following amendment of the Infrastructure Australia Act 2008. IA’s primary role is to support the Australian Government’s plan to build a strong and prosperous economy. This is to be done through the provision of high quality independent advice concerning nationally significant infrastructure matters. This advice is for the Australian Government, and in turn, all levels of government, industry and stakeholders.

In accordance with the outcome in Section 2 of this document, ‘Outcomes and Planned Performance’, IA is responsible for providing independent advice for:

improved decision-making on infrastructure matters;

better identification and assessment of key drivers of infrastructure demand and utilisation;

improved prioritisation of infrastructure projects; and

the identification, implementation and promotion of best practice infrastructure planning, financing, delivery and operation.

The key priorities for IA in 2019–20 are:

continue to undertake evaluations on all infrastructure proposals where funding of more than $100 million is sought from the Commonwealth. This includes economic and social infrastructure proposals but excludes defence proposals;

regularly update and further develop the Infrastructure Priority List. This priority list will be informed by the other work of IA, in particular the Australian Infrastructure Audit, the Australian Infrastructure Plan and evaluation of infrastructure proposals;

conduct an engagement and submissions process in response to the release of the second Australian Infrastructure Audit (the Audit). The Audit will:

- identify and measure gaps in Australia’s infrastructure, including current gaps and gaps expected to emerge as projected future demand exceeds available capacity;

- identify opportunities to support economic growth through better use of existing infrastructure and strategic investment in additional capacity;

- be completed by 30 June 2019;

develop the 2021 Australian Infrastructure Plan. The Australian Infrastructure Plan will respond to the gaps and opportunities outlined in the 2019 Australian Infrastructure Audit;

develop further advice, through the development of research papers, on the recommendations in the Australian Infrastructure Plan (delivered in 2015–16);

develop and maintain data sources to inform future plans and priority lists; and


142

continue to establish and develop the corporate capabilities to support IA’s role as an independent entity that provides high quality advice.

In 2019–20, IA will play an active role in ongoing research and collaboration initiatives that promote and develop effective data and information sharing, analysis and benchmarking. In particular, IA will undertake initiatives to maintain the currency of its data to inform future Audits, plans, priority lists and project evaluations.

Additional priorities of IA in 2019–20 include:

continuing to evolve the frameworks utilised by jurisdictions in submitting proposals to IA for evaluation to promote best practice in infrastructure planning, procurement and delivery. This will include consideration of costs and benefits and the appropriate assessment of wider benefits (in addition to direct benefits) providing guidance on how these should be measured and applied, if required;

promoting best practice in the planning, funding, delivery and operations of infrastructure through leadership on regulatory reform objectives;

through engagement with all levels of government and industry, facilitating the continual evolution of planning and procurement practices by contributing to a repository of data, information and knowledge on the nation’s infrastructure resources, requirements, delivery and practices; and

continuing to establish and maintain productive working relationships with all levels of government and industry. This includes engaging closely with Commonwealth departments, agencies and entities as well as states, territories, local governments, investors in infrastructure, owners of infrastructure and communities – as the end users of infrastructure.


143


Table 1.1 shows the total funding from all sources available to IA for its operations and to deliver programs and services on behalf of the Government.

The table summarises how resources will be applied by outcome (government strategic policy objectives) and by departmental (for IA’s operations) classification.



Table 1.1: Infrastructure Australia resource statement - Budget estimates for 2019–20 as at Budget April 2019


IA is not directly appropriated as it is a corporate Commonwealth entity. Appropriations are made to the Department of Infrastructure, Regional Development and Cities, which are then paid to IA and are considered 'departmental' for all purposes.

Note: (a) Appropriation Bill (No. 1) 2019–20.

2018-19 2019-20

Estimated Budget

actual

$'000 $'000




Outcome 1 11,514 11,560




Interest 93 74

Total funds from other sources 93 74


2018-19 2019-20



144

1.3 BUDGET MEASURES

There are no Budget measures relating to IA detailed in Budget Paper No. 2 – Budget Measures.



This table is not provided as there have been no measures since MYEFO for IA. Part 2: Other measures not previously reported in a portfolio statement

This table is not provided as there are no other measures not previously reported in a portfolio statement for IA.


145




Note:


The most recent corporate plan for IA can be found at: <www.infrastructureaustralia.gov.au/about/files/Infrastructure-Australia-Corporate-Plan-2018-19.pdf>.

The most recent annual performance statement can be found at: <www.infrastructureaustralia.gov.au/about/files/IA_Annual_Report_2017-18.pdf>.


146


Outcome 1: Improve decision-making on matters relating to infrastructure; advise governments and others on matters relating to infrastructure, including better assessment of infrastructure needs and prioritisation of infrastructure projects; and promote best practice infrastructure planning, financing, delivery and operation.


The table below shows how much IA intends to spend (on an accrual basis) on achieving the outcome, broken down by program, as well as by departmental funding sources.


Note: (a) ‘Expenses not requiring appropriation in the Budget year’ relate to payments made from prior

year appropriations.

2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

Program 1.1: Infrastructure Australia



Bill No. 1) 11,514 11,560 11,627 11,706 11,786



Budget year (a) 1,000 - - - -





Bill No. 1) 11,514 11,560 11,627 11,706 11,786



Budget year (a) 1,000 - - - -


2018-19 2019-20



147



Outcome 1 – Improve decision-making on matters relating to infrastructure; advise governments and others on matters relating to infrastructure, including better assessment of infrastructure needs and prioritisation of infrastructure projects; and promote best practice infrastructure planning, financing, delivery and operation.

Program 1.1 – IA will contribute to the Government’s objective of supporting competitiveness, driving

productivity and enhancing quality of life, through the provision of high quality advice.

Purpose IA’s purpose is to:

improve decision-making on matters relating to infrastructure

advise governments and others on infrastructure matters including the better assessment

of infrastructure needs and prioritisation of infrastructure projects

promote best practice in infrastructure planning, financing, delivery and operation

Delivery IA will provide high quality independent advice on nationally significant infrastructure matters to the Australian Government and in turn, all levels of government, industry and stakeholders. This advice will be prepared in consultation with all levels of government, industry stakeholders and the community – as the end users of infrastructure. This advice will include published project evaluations, infrastructure priority lists, published research and other initiatives.



2018–19 Evaluate project proposals on all infrastructure proposals, excluding defence projects, where funding of more than $100m is sought from the Commonwealth

Evaluations of project proposals completed and a summary of these evaluations published on IA’s website

IA assessed 6 project proposals in 2018–19

Undertake research initiatives that promote best practice in the planning, funding, delivery and operations of infrastructure

Deliver research and other initiatives that provide leadership on regulatory reform objectives and promote best practice in the planning, funding, delivery and operation of infrastructure

In 2018–19, IA continued to

release ‘Reform Series’ policy

papers that promote best

practice in infrastructure

planning, funding, delivery and

operation. These include:

Planning Liveable

Cities

Outer Urban Public

Transport

Infrastructure

Decision-making

Principles

Regularly update and further develop the Infrastructure Priority List

Publication of an updated Infrastructure Priority List, publication of a revised assessment framework

In addition to its project business case assessments, IA received 103 submissions, which lead to 25 new initiatives being added to the Infrastructure Priority List.

IA launched a revised Infrastructure Priority List on 14 February 2019


148





Evaluate project proposals on all infrastructure proposals, excluding defence projects, where funding of more than $100m is sought from the Commonwealth

Evaluations of project proposals completed and a summary of these evaluations published on IA’s website

Undertake research initiatives that promote best practice in the planning, funding and delivery of infrastructure

Deliver research and other initiatives that provide leadership on regulatory reform objectives and promote best practice in the planning, funding, delivery and operation of infrastructure




149


Section 3 presents budgeted financial statements which provide a comprehensive snapshot of IA’s finances for the 2019–20 Budget year, including the impact of Budget measures and resourcing on financial statements.




IA is budgeting for an operating loss of $1.0m in 2018-19 resulting from expenses associated with the work being undertaken on the Australian Infrastructure Audit.

IA’s expected expense budget is $11.6m in 2019–20.

In 2019–20, IA will continue to develop its corporate capability to support the provision of independent advice.

The expense budget reflects the work programs for IA in 2019–20, including the provision of advice on nationally significant infrastructure matters, evaluation of project proposals and development of further research regarding the identification and application of best practice planning delivery and operation of Australia’s infrastructure networks.


150




2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

EXPENSES


Suppliers 6,170 5,065 5,340 5,298 5,222


Total expenses 12,607 11,634 11,701 11,780 11,860

LESS:

OWN-SOURCE INCOME

Own-source revenue

Interest 93 74 74 74 74

Total own-source revenue 93 74 74 74 74

Total own-source income 93 74 74 74 74




Australian Government (1,000) - - - -


attributable to the Australian Government (1,000) - - - -


151



2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

ASSETS

Financial assets


Trade and other receivables 52 52 52 52 52



Land and buildings 97 20 33 41 42

Property, plant and equipment 256 236 213 186 197

Intangibles 30 43 47 39 39


Total non-financial assets 521 437 431 404 416

Total assets 3,588 3,581 3,581 3,581 3,581

LIABILITIES

Payables

Other payables 827 662 662 662 662

Total payables 827 662 662 662 662

Provisions

Employee provisions 467 625 625 625 625

Total provisions 467 625 625 625 625


Net assets 2,294 2,294 2,294 2,294 2,294

EQUITY

Contributed equity (1,263) (1,263) (1,263) (1,263) (1,263)

Reserves 1 1 1 1 1


Total equity 2,294 2,294 2,294 2,294 2,294


152





reserve capital

$'000 $'000 $'000 $'000


Balance carried forward from previous period 3,556 1 (1,263) 2,294

Adjusted opening balance 3,556 1 (1,263) 2,294


Surplus/(deficit) for the period - - - -

Total comprehensive income - - - -

Estimated closing balance as at 30 June

2020 3,556 1 (1,263) 2,294

Closing balance attributable to the

Australian Government 3,556 1 (1,263) 2,294


153



2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000


Cash received

Appropriations 11,514 11,560 11,627 11,706 11,786

Interest 93 74 74 74 74


Cash used

Employees 6,421 6,219 6,271 6,391 6,516

Suppliers 6,189 5,085 5,359 5,317 5,241

Other 113 163 - - -

Total cash used 12,723 11,467 11,630 11,708 11,757

Net cash from/(used by) operating activities (1,116) 167 71 72 103


Cash used

Purchase of property plant and equipment

and intangibles 215 90 65 45 115

Total cash used 215 90 65 45 115


Net increase/(decrease) in cash held (1,331) 77 6 27 (12)






154





2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000



resources 215 90 65 45 115

Total 215 90 65 45 115



TABLE



Buildings Other Computer Total

property, software

plant and and


$'000 $'000 $'000 $'000

As at 1 July 2019

Gross book value 365 346 64 775

Accumulated depreciation/amortisation and impairment (268) (90) (34) (392)

Opening net book balance 97 256 30 383



By purchase - appropriation equity 20 30 40 90

Total additions 20 30 40 90

Other movements

Depreciation/amortisation expense (97) (50) (27) (174)

Total other movements (97) (50) (27) (174)

As at 30 June 2020

Gross book value 85 376 104 865

Accumulated depreciation/amortisation and impairment (65) (140) (61) (566)

Closing net book balance 20 236 43 299

155



157





1.3 Budget measures ..................................................................................................... 161






159

INFRASTRUCTURE AND PROJECT FINANCING AGENCY



The Infrastructure and Project Financing Agency (IPFA) was established on 1 July 2017 to leverage private sector investment in infrastructure and to support the Australian Government in achieving the maximum benefit for taxpayer funds applied to nationally significant infrastructure projects.

As the Australian Government’s independent infrastructure and project finance executive agency, IPFA provides independent advice on infrastructure investments to the Cabinet and Portfolio Ministers and all agencies across government.

IPFA collaboratively works with stakeholders and agencies, state and territory counterparts and our industry partners to enable commercial excellence in infrastructure investments for the benefit of all Australians.

IPFA’s purpose and strategic goals are available in IPFA’s 2017–18 to 2020–21 Corporate Plan, available from <www.ipfa.gov.au>.


160


Table 1.1 shows the total funding from all sources available to IPFA for its operations and to deliver programs and services on behalf of the Government.

The table summarises how resources will be applied by outcome (government strategic policy objectives) and by departmental (for IPFA’s operations) classification.


Table 1.1: Infrastructure and Project Financing Agency resource statement - Budget estimates for 2019–20 as at Budget April 2019


Notes: (a) Annual appropriation amounts appearing for 2018–19 do not include Appropriation Bill (No. 3) 2018–2019

as it had not been enacted at the time of publication. (b) Appropriation Bill (No. 1) 2019–20.

2018-19 2019-20

Estimated Budget

actual (a)

$'000 $'000

Departmental


Prior year appropriations available 885 -

Departmental Appropriation 4,198 5,725




2018-19 2019-20



161

1.3 BUDGET MEASURES

There are no Budget measures relating to IPFA detailed in Budget Paper No. 2 – Budget Measures.



This table is not provided as there have been no measures since MYEFO for IPFA.


This table is not provided as there are no other measures not previously reported in a portfolio statement for IPFA.


162


Australian Government outcomes are the intended results, impacts or consequences of actions by the Australian Government on the Australian community. Commonwealth programs are the primary vehicle by which government entities achieve the intended results of their outcome statements. Entities are required to identify the programs which contribute to government outcomes over the Budget and forward years.


Note:


The corporate plan for IPFA can be found at: < www.ipfa.gov.au/reports/reports/infrastructure-project-financing-agency-releases-

corporate-plan-2017-18 >. The most recent annual performance statement can be found at: <www.ipfa.gov.au/reports/reports/2017-18-annual-report>.

http://www.ipfa.gov.au/reports/reports/infrastructure-project-financing-agency-releases-corporate-plan-2017-18

http://www.ipfa.gov.au/reports/reports/infrastructure-project-financing-agency-releases-corporate-plan-2017-18


163


Outcome 1: To leverage additional private sector investment in infrastructure and secure better returns from the Commonwealth’s investment by assisting the Government to identify, assess, and broker financing opportunities for infrastructure and projects, including through engagement with Commonwealth entities, State and Territory governments, and the private sector.


The table below shows how much IPFA intends to spend (on an accrual basis) on achieving the outcome, broken down by program, as well as by departmental funding sources.


Note: (a) Departmental 'Expenses not requiring appropriation in the Budget year’ relate to depreciation expenses,

audit fees and payments made from prior year appropriations.

2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

Program 1.1: Infrastructure and Project Financing Agency




the Budget year (a) 983 110 49 49 49







the Budget year (a) 983 110 49 49 49



2018-19 2019-20



164



Outcome 1 – To leverage additional private sector investment in infrastructure and secure better returns from the Commonwealth’s investment by assisting the Government to identify, assess, and broker financing opportunities for infrastructure and projects, including through engagement with Commonwealth entities, State and Territory governments, and the private sector.

Program 1.1 – To leverage additional private sector investment in infrastructure and secure better returns from

the Commonwealth’s investment by assisting the Government to identify, assess, and broker financing opportunities for infrastructure and projects, including through engagement with Commonwealth entities, State and Territory governments, and the private sector.

Purposes (a)

• Provide independent commercial and financial advice to support the delivery of Australian Government infrastructure projects.

• Build the Australian Government’s capability to deliver infrastructure priorities.

• Strengthen confidence in the Australian Government’s investment through better-informed

decisions and investment management.

Delivery During 2018–19 and the forward years IPFA’s work program will be delivered consistent with IPFA success measures and targets as described in IPFA’s 2017–18 to 2020–21 Corporate Plan, which are discussed below.



2018–19 Our partners seek our commercial and financial advice:

The value of IPFA and our advice will be evident when we are viewed as the trusted adviser and first point of call, rather than a mandated partner, and we are approached to be involved in the decision-making processes for nationally significant infrastructure projects from day one

Our advice is proactively sought by government and agencies:

30% of our work is

sought proactively

through unsolicited

approaches from

agencies and/or

Government

On track to achieve target. Currently, 92% of our work delivered year to date has occurred as a result of unsolicited requests from agencies

Our involvement improves outcomes for and our advice is valued by all stakeholders:

A successful engagement on a project will be evident if it can be seen that our advice was adopted and/or it is acknowledged that we played a significant role in supporting decision-making on delivery of the project

75% of our stakeholders are satisfied with our advice and involvement

On track for achievement of target. Currently 91% of feedback from stakeholders has been positive


165




2018–19 Our contribution increases confidence in the Australian Government’s infrastructure investment decisions and processes

A key area of success will be where external stakeholders acknowledge the value of having a more sophisticated Australian Government investor in infrastructure and how we have contributed to a greater level of confidence of stakeholders in the government’s decisions and process

Delivery of agreed activities and positive stakeholder/market regard for our contribution:

100% of committed

activities being

completed within

timeframes

Target will not be achieved. Currently 91% of tasks have been identified as delivered on time

75% of feedback from

external stakeholders

regarding our

contribution is positive

On track for achievement of target. Currently 100% of feedback from external stakeholders has been positive

Our work strengthens the commercial and financial capability of the Australian Government

We are partnering with agencies across government to raise the level of in-house commercial and financial expertise and capability of infrastructure investments arrangements

A more commercially expert public service can better support the Australian Government in its infrastructure investment decisions, reduce dependency on external advisors and improve the retention of critical commercial knowledge

Facilitation of quality knowledge sharing and development programs, events and forums:

10 knowledge sharing

activities are

conducted

On track for achievement of target. 8 activities have been delivered to date, with planning underway to ensure delivery by the end of June

75% satisfaction with

the quality of the

activity

On track for completion of target. Currently, 95% of feedback from participants of knowledge sharing activities has been positive




Our partners seek our commercial and financial advice:

The value of IPFA and our advice will be evident when we are viewed as the trusted adviser and first point of call, rather than a mandated partner, and we are approached to be involved in the decision-making processes for nationally significant infrastructure projects from day one

Our advice is proactively sought by government and agencies:

30% of our work is sought proactively through unsolicited approaches from agencies and/or Government

Our involvement improves outcomes for and our advice is valued by all stakeholders:

A successful engagement on a project will be evident if it can be seen that our advice was adopted and/or it is acknowledged that we played a significant role in supporting decision-making on delivery of the project

75% of our stakeholders are satisfied with our advice and involvement


166


Note: (a) Refers to purposes that are reflected in IPFA’s 2017–18 to 2020–21 Corporate Plan.

Forward looking performance information (continued)


2019–20 and beyond (continued)

Our contribution increases confidence in the Australian Government’s infrastructure investment decisions and processes:

A key area of success will be where external stakeholders acknowledge the value of having a more sophisticated Australian Government investor in infrastructure and how we have contributed to a greater level of confidence of stakeholders in the government’s decisions and process

Delivery of agreed activities and positive stakeholder/market regard for our contribution:

100% of committed activities being completed within

timeframes

75% of feedback from external stakeholders

regarding our contribution is positive

Our work strengthens the commercial and financial capability of the Australian Government

We are partnering with agencies across government to raise the level of in-house commercial and financial expertise and capability of infrastructure investments arrangements

A more commercially expert public service can better support the Australian Government in its infrastructure investment decisions, reduce dependency on external advisors and improve the retention of critical commercial knowledge

Facilitation of quality knowledge sharing and development programs, events and forums:

10 knowledge sharing activities are conducted

75% satisfaction with the quality of the activity




167


Section 3 presents budgeted financial statements which provide a comprehensive snapshot of IPFA’s finances for the 2019–20 Budget year, including the impact of Budget measures and resourcing on financial statements.




IPFA is budgeting for a break-even operating result, adjusted for depreciation expenses, over the budget and forward estimates period.


IPFA’s primary liability is accrued employee entitlements.


168






2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

EXPENSES


Suppliers 2,855 2,006 1,988 1,945 1,926

Depreciation and amortisation 84 61 - - -

Total expenses 5,945 5,835 5,825 5,857 4,349

LESS:

OWN-SOURCE INCOME

Own-source revenue

Other 49 49 49 49 49

Total own-source revenue 49 49 49 49 49

Total own-source income 49 49 49 49 49




Australian Government (934) (61) - - -

Total comprehensive income/(loss) (934) (61) - - -


attributable to the Australian Government (934) (61) - - -


2018-19 2019-20 2020-21 2021-22 2022-23

$'000 $'000 $'000 $'000 $'000




appropriations (850) - - - -



appropriations (a) 84 61 - - -


Statement of Comprehensive Income (934) (61) - - -


169



2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

ASSETS

Financial assets



Total financial assets 767 767 767 767 767


Property, plant and equipment 61 - - - -



Total assets 851 790 790 790 790

LIABILITIES

Payables

Suppliers 259 259 259 259 259

Other payables 58 58 58 58 58

Total payables 317 317 317 317 317

Provisions



Total liabilities 767 767 767 767 767

Net assets 84 23 23 23 23

EQUITY

Contributed equity 105 105 105 105 105

Retained surplus/(accumulated deficit) (21) (82) (82) (82) (82)

Total equity 84 23 23 23 23


170



Retained Contributed Total

earnings equity/ equity

capital

$'000 $'000 $'000


Balance carried forward from previous period (21) 105 84

Adjusted opening balance (21) 105 84


Surplus/(deficit) for the period (61) - (61)

Total comprehensive income (61) - (61)

of which:

Attributable to the Australian Government (61) - (61)

Estimated closing balance as at 30 June 2020 (82) 105 23

Closing balance attributable to the Australian Government (82) 105 23


171



2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000


Cash received

Appropriations 5,812 5,725 5,776 5,808 4,300


Cash used

Employees 3,006 3,768 3,837 3,912 2,423

Suppliers 2,806 1,957 1,939 1,896 1,877

Total cash used 5,812 5,725 5,776 5,808 4,300

Net cash from/(used by) operating activities - - - - -







172


This table is not provided as IPFA does not receive capital funds.



Other Total

property,

plant and

equipment

$'000 $'000

As at 1 July 2019

Gross book value 173 173

Accumulated depreciation/amortisation and impairment (112) (112)

Opening net book balance 61 61



By purchase - appropriation equity - -

Total additions - -

Other movements

Depreciation/amortisation expense (61) (61)

Total other movements (61) (61)

As at 30 June 2020

Gross book value 173 173


Closing net book balance - -

173



175





1.3 Budget measures ..................................................................................................... 180






177

NATIONAL CAPITAL AUTHORITY



The National Capital Authority (NCA) was established under the Australian Capital Territory (Planning and Land Management) Act 1988 (the PALM Act).

The PALM Act prescribes the NCA’s powers and functions and makes it subject to general

Ministerial direction. The Assistant Minister for Regional Development and Territories has

administrative responsibility for the PALM Act.

On behalf of the Australian Government, the NCA performs the role of trustee and manager of areas in Canberra and the ACT that are designated as National Land for the special purpose of Canberra as Australia’s National Capital. The NCA works closely and collaboratively with the ACT Government in shaping the future of Canberra through the National Capital Plan and related planning and development work. The NCA also manages much of the National Estate – such as Lake Burley Griffin, the National Triangle and Anzac Parade – and educates and informs the community about Canberra’s unique characteristics and special role as the National Capital.

The functions of the NCA are set out in section 6 of the PALM Act and include:

to prepare and administer a National Capital Plan, providing the overall planning and development framework for Canberra as Australia’s National Capital;

to keep the Plan under constant review and to propose amendments to it as required;

on behalf of the Commonwealth, to commission works to be carried out in Designated Areas in accordance with the Plan where neither a Department of State of the Commonwealth nor any Commonwealth authority has the responsibility to commission those works;

to recommend to the Minister the carrying out of works that the NCA considers desirable to maintain or enhance the character of the National Capital;

to foster an awareness of Canberra as the National Capital;

with the Minister’s approval, to perform planning services for any person or body, whether within Australia or overseas; and

with the exception of the taking of water, and with the Minister’s approval, to manage National Land designated in writing by the Minister as land required for the special purposes of Canberra as the National Capital, on behalf of the Commonwealth.

The main components of the NCA’s work is to:

support the planning, design and development of nationally significant parts of Canberra and the ACT;

inform and educate the community about the unique characteristics and importance of Canberra as the National Capital; and

manage and enhance Commonwealth assets on National Land.


178

The NCA’s key priorities for 2019–20 include:

addressing the need to upgrade ageing built assets on the National Estate, notably Commonwealth Avenue Bridge, Scrivener Dam and parts of Lake Burley Griffin;

actively managing and enhancing the Estate’s natural assets in the context of environmental change and the ongoing need for remediation and renewal; and

meeting the challenges of planning for a growing, vibrant city while maintaining the unique character and special purpose of Canberra.


179


Table 1.1 shows the total funding from all sources available to the NCA for its operations and to deliver programs and services on behalf of the Government.

The table summarises how resources will be applied by outcome (government strategic policy objectives) and by administered (on behalf of the government or the public) and departmental (for the NCA’s operations) classification.


Table 1.1: National Capital Authority resource statement - Budget estimates for 2019–20 as at Budget April 2019


Notes: (a) Appropriation Bill (No. 1) 2019–20. (b) Excludes amounts subject to quarantine by Finance or withheld under section 51 of the PGPA Act. (c) Estimated retained revenue receipts under section 74 of the PGPA Act. (d) Departmental capital budgets are not separately identified in Appropriation Bill (No. 1) and form part of


(e) Administered capital budgets are not separately identified in Appropriation Bill (No. 1) and form part of ordinary annual services items. Please refer to Table 3.10 for further details. For accounting purposes, this amount has been designated as a 'contribution by owner'.

(f) For further information on special appropriations, please refer to Budget Paper No. 4 - Agency Resourcing.

2018-19 2019-20

Estimated Budget

actual

$'000 $'000

Departmental


Prior year appropriations (b) 5,948 5,948

Departmental appropriation 17,202 10,419

s74 external revenue (c) 2,494 2,494

Departmental capital budget (d) 3,087 2,161



Administered


Prior year appropriations available (b) 1,816 -

Outcome 1 6,137 18,064

Administered capital budget (e) 13,612 17,868

Total administered annual appropriations 21,565 35,932

Total administered special appropriations (f) 25 25

Total administered resourcing 21,590 35,957


2018-19 2019-20



180

1.3 BUDGET MEASURES

Budget measures in Part 1 relating to the NCA are detailed in Budget Paper No. 2 – Budget Measures and are summarised below.



This table is not provided as there have been no measures since MYEFO for the NCA.


Program 2018-19 2019-20 2020-21 2021-22 2022-23

$'000 $'000 $'000 $'000 $'000

Expense measures

National Capital Authority — capital

renewal

1.2

Administered - 3,055 - - -

Departmental - 343 139 140 -

Total - 3,398 139 140 -


Administered - 3,055 - - -

Departmental - 343 139 140 -

Total - 3,398 139 140 -

Capital measures

National Capital Authority — capital

renewal

1.2

Administered capital - 4,043 3,145 2,945 -

Departmental capital - - - - -

Total - 4,043 3,145 2,945 -

Total capital measures

Administered - 4,043 3,145 2,945 -

Departmental - - - - -

Total - 4,043 3,145 2,945 -


181




Note:


The most recent corporate plan for the NCA can be found at: <www.nca.gov.au/about-the-NCA/corporate-documents/corporate-plan-2018-2022>.

The most recent annual performance statement can be found at: <www.nca.gov.au/about-the-NCA/corporate-documents/annual-reports/annual-report-2017-2018>.


182


Outcome 1: Manage the strategic planning, promotion and enhancement of Canberra as the National Capital for all Australians through the development and administration of the National Capital Plan, operation of the National Capital Exhibition, delivery of education and awareness programs and works to enhance the character of the National Capital.


The table below shows how much the NCA intends to spend (on an accrual basis) on achieving the outcome, broken down by program, as well as by administered and departmental funding sources.


2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

Program 1.1: National Capital Functions





the Budget year (b) 1,153 1,138 1,138 1,138 1,150



Program 1.2: National Capital Estate



Bill No. 1) 6,137 18,064 15,721 16,342 17,309





the Budget year (c) 26,629 24,813 24,813 24,813 24,045




183

Table 2.1: Budgeted expenses for Outcome 1 (continued)

Notes: (a) Estimated expenses incurred in relation to receipts retained under section 74 of the PGPA Act. (b) Departmental ‘Expenses not requiring appropriation in the Budget year’ is made up of depreciation and

amortisation expenses, resources received free of charge, and approved operating loss for the 2018-19 financial year.

(c) Administered ‘Expenses not requiring appropriation in the Budget year’ is made up of depreciation and amortisation expenses; expenses related to the write-down of assets; and payments made from prior year appropriations.

2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000




Bill No. 1) 6,137 18,064 15,721 16,342 17,309





the Budget year (c) 26,629 24,813 24,813 24,813 24,045






the Budget year (b) 1,153 1,138 1,138 1,138 1,150



2018-19 2019-20



184



Outcome 1 – Manage the strategic planning, promotion and enhancement of Canberra as the National Capital for all Australians through the development and administration of the National Capital Plan, operation of the National Capital Exhibition, delivery of education and awareness programs and works to enhance the character of the National Capital.

Program 1.1 – Planning and designing areas of special national importance in Canberra, and informing and

educating the community about these areas, contributes to Outcome 1 by ensuring that the National Capital is planned and promoted consistent with its enduring national significance.

Purposes To fulfil the NCA’s statutory functions and purposes and better inform and educate the community about the importance of Canberra as the National Capital.

Delivery During 2018–19 and the forward years the NCA will:

continue to develop and implement a comprehensive planning framework for the Australian Capital Territory

keep the National Capital Plan (the Plan) under constant review and, when required, propose, draft and consult on amendments to the Plan

assess and manage applications to undertake works in Designated Areas to ensure that they are in accordance with the Plan

provide, with Ministerial approval, consultancy services either within Australia or overseas

maintain, manage and promote the use of existing land and property assets

develop and manage the NCA’s visitor services and attractions

create and deliver the NCA’s touring exhibitions with an educative focus

foster an awareness of Canberra’s role as Australia’s National Capital



2018–19 The national significance of Canberra is reflected in the National Capital Plan. The key performance indicator (1.1.1) focuses on ensuring development is consistent with the National Capital Plan and assessing applications for works approval in an efficient and effective manner

1.1.1 Percentage of works approval applications assessed against the National Capital Plan within 15 working days

75% 75%

The key performance indicator (1.1.2) measures visitor satisfaction as measured by surveys of visitors touring the NCA’s attractions

1.1.2 Percentage of surveyed visitors satisfied with the National Capital Exhibition and other attractions managed by the NCA

90% 90%


185





Development is consistent with the National Capital Plan and applications for works are assessed in an efficient and effective manner

1.1.1 Percentage of works approval applications assessed against the National Capital Plan within 15 working days

75%

Visitor satisfaction as measured by visitors touring NCA attractions

1.1.2 Percentage of surveyed visitors satisfied with the National Capital Exhibition and other attractions managed by the NCA

90%




186


Program 1.2 – The management and enhancement of national land program contributes to Outcome 1 by

ensuring that national assets are managed and renewed to enhance the character of the National Capital.

Purpose To facilitate the proper management and enhancement of National Land.

Delivery During 2019–20 and the forward years the NCA will:

develop and renew assets on National Land in accordance with their national significance

hold appropriate levels of insurance cover for the main risks associated with assets on National Land

implement and manage a robust asset maintenance plan that addresses the severity of asset conditions


Year Performance criteria Targets Estimated

achievement

2018–19 Manage the capital assets through development and

renewal in accordance with their national significance.

The key performance indicator (1.2.1) measures the

achievement against the asset management plan

1.2.1 Percentage of assets identified as requiring capital

improvement addressed in line with the asset

management plan

90% 90%

Timely response to maintenance issues is critical to the

successful management of assets on National Land.

The NCA allocates response time targets based on the

urgency of the maintenance issue. Meeting these

targets is an indicator of appropriately protecting the

National Capital Estate. The key performance indicator

(1.2.2) measures the percentage of maintenance issues

addressed within the target timeframes

1.2.2 Percentage of building, civil infrastructure, open

space, lake and dam maintenance issues resolved

within required timeframes

90% 90%




Manage the capital assets through development and renewal in accordance with their national significance

1.2.1 Percentage of assets identified as requiring capital improvement addressed in line with the asset management plan

90%

Timely response to maintenance issues based on urgency

1.2.2 Percentage of building, civil infrastructure National Estate, Lake and Dam maintenance issues resolved within required timeframes

90%




187


Section 3 presents budgeted financial statements which provide a comprehensive snapshot of the NCA’s finances for the 2019–20 Budget year, including the impact of Budget measures and resourcing on financial statements.



Departmental comprehensive income statement

The NCA is budgeting for an operating surplus of $50,000 in 2018-19, adjusted for depreciation and amortisation expenses. The surplus includes a $65,000 gain from the sale of an asset, partially offset by a loss of $15,000 which arises from an accounting treatment in the 2015–16 audited accounts relating to settlement funds of $1.2m, where most related expenditure occurred in 2017–18, and $15,000 expenditure will occur in 2018–19.

The NCA is budgeting for a break-even operating result in 2019–20 and the forward years. Total revenue from Government in 2019–20 remains relatively consistent compared to 2018–19, although there has been an on-going re-classification of expenses associated with the maintenance of National Land from Departmental expenses to Administered expenses ($8.0m in 2019–20). This movement of funds decision results in a Departmental appropriation of $10.4 m in 2019–20, compared to $17.2m in 2018–19. Revenue from other sources principally reflects the recovery of costs for the provision of services and rental income.


The increase in the NCA’s departmental budgeted net asset position in 2019–20 is due to additional capital funding received through the Public Service Modernisation Agency Sustainability Fund for business and ICT transformation and improvements to NCA managed buildings.

Schedule of budgeted income and expenses administered on behalf of Government

In 2019–20, the NCA will receive appropriation of $18.1m for supplier expenses including operating expenses associated with the administration of the pay parking program and the insurance premium for risks associated with assets on National Land. The $18.1m appropriation also includes $3.7m for the 2018–19 Budget measure National Capital Authority – additional funding and $3.1m for the 2018–19 MYEFO measure National Capital Authority – capital renewal. It also includes $8.0m re-classified from Departmental expenses, as discussed above.

Revenue from administered activities primarily includes pay parking revenue, lease revenue on diplomatic land and user charges, which are returned in full to the Budget.

Schedule of budgeted assets and liabilities administered on behalf of the Government

In 2019–20, the NCA will receive appropriation of $17.9m for activities it administers on behalf of the Government. This appropriation is directly linked to the administered capital budget and will be used to replace and upgrade existing administered assets.

The reduction in NCA’s administered net asset position in 2019–20 and forward years is largely due to higher accumulated depreciation expenses on capital assets compared to capital funding received to replace and upgrade those assets.


188






2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

EXPENSES


Suppliers 13,131 5,989 6,132 5,470 5,342


Finance costs 3 3 3 3 -

Total expenses 20,849 14,051 13,990 13,330 13,427

LESS:

OWN-SOURCE INCOME

Own-source revenue


Rental income 339 339 339 339 350


Gains

Gain from sale of non-financial assets 65 - - - -

Other 50 50 50 50 50

Total gains 115 50 50 50 50




Surplus/(Deficit) attributable to the Australian

Government (1,038) (1,088) (1,088) (1,088) (1,100)


attributable to the Australian Government (1,038) (1,088) (1,088) (1,088) (1,100)


2018-19 2019-20 2020-21 2021-22 2022-23

$'000 $'000 $'000 $'000 $'000




appropriations 50 - - - -



appropriations (a) 1,088 1,088 1,088 1,088 1,100


Statement of Comprehensive income (1,038) (1,088) (1,088) (1,088) (1,100)


189



2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

ASSETS

Financial assets








Intangibles 2,044 2,192 2,328 2,464 2,190

Heritage and cultural assets 232 230 228 226 221



Total assets 23,676 24,749 24,324 23,905 23,480

LIABILITIES

Payables

Suppliers 1,588 1,588 1,588 1,588 1,588

Other payables 3,540 3,540 3,540 3,540 3,540

Total payables 5,128 5,128 5,128 5,128 5,128

Provisions




Net assets 17,144 18,217 17,792 17,373 16,948

EQUITY


Reserves 9,650 9,650 9,650 9,650 9,650

Retained surplus/(accumulated deficit) (6,814) (7,902) (8,990) (10,078) (11,178)

Total equity 17,144 18,217 17,792 17,373 16,948


190





reserve capital

$'000 $'000 $'000 $'000


Balance carried forward from previous period (6,814) 9,650 14,308 17,144

Adjusted opening balance (6,814) 9,650 14,308 17,144


Surplus/(deficit) for the period (1,088) - - (1,088)


of which:




Departmental Capital Budget (DCBs) - - 2,161 2,161

Sub-total transactions with owners - - 2,161 2,161

Estimated closing balance as at 30 June 2020 (7,902) 9,650 16,469 18,217


Government (7,902) 9,650 16,469 18,217


191



2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000


Cash received

Appropriations 17,217 10,419 10,358 9,698 9,617



Cash used

Employees 6,627 6,971 6,767 6,769 6,985

Suppliers 13,084 5,942 6,085 5,423 5,292

Total cash used 19,711 12,913 12,852 12,192 12,277



Cash received

Proceeds from sale of non-financial assets 401 - - - -

Total cash received 401 - - - -

Cash used


and intangibles 3,087 2,161 663 669 675

Total cash used 3,087 2,161 663 669 675

Net cash from/(used by) investing activities (2,686) (2,161) (663) (669) (675)


Cash received

Contributed equity 3,087 2,161 663 669 675

Total cash received 3,087 2,161 663 669 675

Net cash from/(used by) financingactivities 3,087 2,161 663 669 675

Net increase/(decrease) in cash held 401 - - - -



Cash to Official Public Account(401) - - - -




192



2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000


Capital budget - Bill 1 (DCB) 3,087 2,161 663 669 675

Total new capital appropriations 3,087 2,161 663 669 675

Provided for:

Purchase of non-financial assets 3,087 2,161 663 669 675

Total items 3,087 2,161 663 669 675


Funded by capital appropriations - DCB 3,087 2,161 663 669 675

Total 3,087 2,161 663 669 675



TABLE

Total purchases 3,087 2,161 663 669 675

Total cash used to acquire assets 3,087 2,161 663 669 675


193




2019–20 for ACBs.

Buildings Other Heritage Computer Total




$'000 $'000 $'000 $'000 $'000

As at 1 July 2019

Gross book value 11,061 4,644 254 3,768 19,727


impairment (730) (322) (22) (1,724) (2,798)

Opening net book balance 10,331 4,322 232 2,044 16,929



replacement assets

By purchase - appropriation ordinary annual

services (a) 391 1,460 20 290 2,161

Total additions 391 1,460 20 290 2,161

Other movements

Depreciation/amortisation expense (634) (290) (22) (142) (1,088)

Total other movements (634) (290) (22) (142) (1,088)

As at 30 June 2020

Gross book value 11,452 6,104 274 4,058 21,888


impairment (1,364) (612) (44) (1,866) (3,886)

Closing net book balance 10,088 5,492 230 2,192 18,002


194

Table 3.7: Schedule of budgeted income and expenses administered on behalf of Government (for the period ended 30 June)


2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

EXPENSES ADMINISTERED ON

BEHALF OF GOVERNMENT

Supplier expenses 7,978 18,089 15,746 16,367 17,334


Write-down and impairment of assets 2,000 2,000 2,000 2,000 2,000

Total expenses administered on behalf of

Government 32,791 42,902 40,559 41,180 41,379

LESS:

OWN-SOURCE INCOME

Non-taxation revenue


Other revenue 60 60 60 60 60

Total non-taxation revenue 24,909 25,786 26,664 27,542 28,419

Total own-source revenues administered on


Total own-source income administered on



Surplus/(Deficit) (7,882) (17,116) (13,895) (13,638) (12,960)


195

Table 3.8: Schedule of budgeted assets and liabilities administered on behalf of Government (as at 30 June)


2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

ASSETS

Financial assets


Receivables 1,962 1,962 1,962 1,962 1,962





Heritage and cultural assets 48,273 48,008 47,743 47,478 49,678

Intangibles 930 916 902 888 1,843


Total assets administered on behalf of

Government 856,342 849,397 841,819 834,315 824,744

LIABILITIES

Payables

Suppliers 4,003 4,003 4,003 4,003 4,003

Other payables 21,808 21,808 21,808 21,808 21,808

Total payables 25,811 25,811 25,811 25,811 25,811

Total liabilities administered on behalf of

Government 25,811 25,811 25,811 25,811 25,811

Net assets/(liabilities) 830,531 823,586 816,008 808,504 798,933


196

Table 3.9: Schedule of budgeted administered cash flows (for the period ended 30 June)


2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000


Cash received

Sales of goods and rendering of services 24,849 25,726 26,604 27,482 28,359

Other 60 60 60 60 60


Cash used

Suppliers 7,978 18,089 15,746 16,367 17,334

Total cash used 7,978 18,089 15,746 16,367 17,334



Cash received

Proceeds from sale of non-financial assets 1,199 - - - -

Total cash received 1,199 - - - -

Cash used


and intangibles 13,612 17,868 17,235 17,309 14,474

Total cash used 13,612 17,868 17,235 17,309 14,474


Net increase/(decrease) in cash held 4,518 (10,171) (6,317) (6,134) (3,389)



Cash from Official Public Account for:

- Appropriations 21,590 35,957 32,981 33,676 31,808

21,590 35,957 32,981 33,676 31,808

Cash to Official Public Account for:

- Appropriations 26,108 25,786 26,664 27,542 28,419

26,108 25,786 26,664 27,542 28,419




197

Table 3.10: Administered capital budget statement (for the period ended 30 June)


2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000


Capital budget - Act 1 (ACB) 13,612 17,868 17,235 17,309 14,474

Total new capital appropriations 13,612 17,868 17,235 17,309 14,474

Provided for:


Total items 13,612 17,868 17,235 17,309 14,474


Funded by capital appropriation - ACB 13,612 17,868 17,235 17,309 14,474

Total 13,612 17,868 17,235 17,309 14,474



TABLE

Total accrual purchases 13,612 17,868 17,235 17,309 14,474



198

Table 3.11: Schedule of administered asset movements (Budget year 2019–20)



2019–20 for ACBs.

Land Buildings Other Heritage Computer Total




$'000 $'000 $'000 $'000 $'000 $'000

As at 1 July 2019

Gross book value 440,538 17,294 372,696 49,305 1,210 881,043

Accumulated depreciation/amortisation - (814) (24,644) (1,032) (280) (26,770)

Opening net book balance 440,538 16,480 348,052 48,273 930 854,273



replacement assets

By purchase - appropriation ordinary

annual services (a) - 490 16,721 626 31 17,868

Total additions - 490 16,721 626 31 17,868

Other movements

Depreciation/amortisation expense - (695) (21,182) (891) (45) (22,813)

Other - - (2,000) - - (2,000)

Total other movements - (695) (23,182) (891) (45) (24,813)

As at 30 June 2020

Gross book value 440,538 17,784 387,417 49,931 1,241 896,911

Accumulated depreciation/amortisation - (1,509) (45,826) (1,923) (325) (49,583)

Closing net book balance 440,538 16,275 341,591 48,008 916 847,328

199



201





1.3 Budget measures ..................................................................................................... 205






203

NATIONAL TRANSPORT COMMISSION



The National Transport Commission (NTC) is a statutory authority established in 2003 under the National Transport Commission Act 2003 (NTC Act) and guided by the Inter-Governmental Agreement for Regulatory and Operational Reform in Road, Rail and Intermodal Transport (IGA). The Australian Government is the host jurisdiction responsible for the NTC as a statutory authority established under Commonwealth law.

The main objective of the NTC Act is to establish the NTC as a statutory authority with responsibility for developing, monitoring and maintaining uniform or nationally consistent regulatory and operational reforms relating to road, rail and intermodal transport. The NTC Act also provides a mechanism for setting out national applied law, model legislation and other instruments. The states and territories, and the Commonwealth where appropriate, may then either reference or enact the substance of the model legislation in their own law thereby establishing and maintaining a nationally agreed regulatory approach to land transport.

The Transport and Infrastructure Council (TIC), a ministerial council formed by the Council of Australian Governments (COAG), is responsible for the NTC, as an inter-governmental agency covered by the IGA.

TIC agrees the 4 year corporate plan, prepared under section 35 of the PGPA Act and aligned with this Budget statement. TIC also approves the annual work program that aims to align with TIC’s strategic priorities.


204


Table 1.1 shows the total funding from all sources available to the NTC for its operations and to deliver programs and services on behalf of the Government.

The table summarises how resources will be applied by outcome (government strategic policy objectives) and by departmental (for the NTC’s operations) classification.


Table 1.1: National Transport Commission resource statement - Budget estimates for 2019–20 as at Budget April 2019


The NTC is not directly appropriated as it is a corporate Commonwealth entity. Appropriations are made to the Department of Infrastructure, Regional Development and Cities, which are then paid to the NTC and are considered 'departmental' for all purposes.

Note: (a) Appropriation Bill (No. 1) 2019–20.

2018-19 2019-20

Estimated Budget

actual

$'000 $'000




Outcome 1 3,476 3,535




Interest 30 30

Sale of goods and services 6,455 6,565



2018-19 2019-20



205

1.3 BUDGET MEASURES

There are no Budget measures relating to the NTC detailed in Budget Paper No. 2 – Budget Measures.



This table is not provided as there have been no measures since MYEFO for the NTC.


This table is not provided as there are no other measures not previously reported in a portfolio statement for the NTC.


206




Note:


The most recent corporate plan for the NTC can be found at: <www.ntc.gov.au/Media/Reports/(8099E98D-C5CD-2CE1-E6B5-E18E3DA01E79).pdf>.

The most recent annual performance statement can be found in the annual report at: <www.ntc.gov.au/Media/Reports/(15B983FB-B6C4-3B0A-BAF0-CF0183A4D891).pdf>.


207


Outcome 1: Improved transport productivity, efficiency, safety and environmental performance and regulatory efficiency in Australia through developing, monitoring and maintaining nationally consistent regulatory and operational arrangements relating to road, rail and intermodal transport.


The table below shows how much the NTC intends to spend (on an accrual basis) on achieving the outcome, broken down by program, as well as by departmental funding sources.


2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

Program 1.1: National Transport Commission



No. 1) 3,476 3,535 3,618 3,700 3,793






No. 1) 3,476 3,535 3,618 3,700 3,793



2018-19 2019-20



208



Outcome 1 – Improved transport productivity, efficiency, safety and environmental performance and regulatory efficiency in Australia through developing, monitoring and maintaining nationally consistent regulatory and operational arrangements relating to road, rail and intermodal transport.

Program 1.1 – To develop, monitor and maintain land transport reforms as outlined in the ‘NTC Work Program

2018–2022’ subject to approval by transport and infrastructure ministers.

Purposes Develop and propose changes to national law, model law and other related instruments and guidelines to improve transport productivity, efficiency, safety, environmental performance and regulatory efficiency.

Maintain and monitor those reforms agreed by TIC.

Delivery The work program is delivered consistent with key performance criteria and targets.


Year Performance criteria Targets Estimated

achievement

2018–19 Council agree to our recommendations Greater than 90% Greater than 90%

Our annual stakeholder survey shows that key stakeholders are satisfied with our engagement and performance, including the quality of our recommendations to Council

A survey satisfaction rating of greater than 7 out of 10

A survey satisfaction rating of greater than 7 out of 10

Our projects are delivered on time and within budget each financial year

At least 90% At least 90%

Recommendations from our projects are presented when due to the Transport and Infrastructure Senior Officials’ Committee and/ or the Council within each financial yea

At least 80% At least 80%

Results of periodic statutory review of NTC’s effectiveness and efficiency in achieving its purpose including recommendation to continue operation

Council recommendation for the NTC to continue in operation

Council recommendation for the NTC to continue in operation




Portion of projects completed on time and on budget

> 90%

Portion of projects presented to TISOC or the Council when due

≥ 80%

Routine legislative maintenance packages submitted to TISOC

≥ 5 per year

Reform Implementation Report Cards provided to Council when due

> 90%

Review of national consistency of instruments we maintain

≥ 5 per year


209


Forward looking performance information (continued)



Total Net Present Value (NPV) benefits of policy submitted to TISOC

> 3-year rolling average (NPV)

Portion of NTC recommendations presented to Council and agreed

> 90%

Total NPV benefits of regulatory reforms agreed by Council

> 90% of that submitted to TISOC

Portion of NTC regulatory amendments presented to Council with a TISOC-agreed implementation plan

100%

Section 51 review (in 2021) confirms the value of the NTC in meeting the objectives specified in the IGA

NTC recognised as highly valuable




210


Section 3 presents budgeted financial statements which provide a comprehensive snapshot of the NTC’s finances for the 2019–20 Budget year, including the impact of Budget measures and resourcing on financial statements.




The NTC is funded by Commonwealth, states and territories on an annual basis, apportioned by an agreed percentage allocation as outlined within the NTC’s IGA.

Under its Act, funding for the NTC is to be applied only in payment or discharge of the costs, expenses and other obligations incurred by the NTC in the performance of its functions and the exercise of its powers.

Each year, the NTC must prepare estimates, in accordance with TIC directions, of its receipts and expenditure for each financial year and, if TIC so directs, for any other period specified by TIC. The NTC must submit estimates so prepared to TIC no later than such a date as TIC directs. Except with the consent of TIC, the funding of the NTC must not be spent otherwise than in accordance with the corporate plan and work program provided annually. On this basis, the NTC’s forward estimate may change yearly based on directions from TIC.


The NTC’s balance sheet is simple in structure and classification. Assets are largely comprised of cash and office plant and equipment, while liabilities are payables (to suppliers) and employee provision (staff entitlements).


211




Note: (a) Relates to funding provided by states and territories.

2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

EXPENSES


Suppliers 3,524 3,395 3,500 3,600 3,729


Total expenses 9,961 10,130 10,367 10,601 10,867

LESS:

OWN-SOURCE INCOME

Own-source revenue

Interest 30 30 30 30 30

Other (a) 6,455 6,565 6,719 6,871 7,044






Australian Government - - - - -


attributable to the Australian Government - - - - -


212



2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

ASSETS

Financial assets





Property, plant and equipment 598 638 628 618 608



Total assets 3,283 3,283 3,283 3,283 3,283

LIABILITIES

Payables

Suppliers 472 472 472 472 472

Other payables 20 20 20 20 20

Total payables 492 492 492 492 492

Provisions




Net assets 1,908 1,908 1,908 1,908 1,908

EQUITY

Reserves 119 119 119 119 119


Total equity 1,908 1,908 1,908 1,908 1,908


213



Retained Asset Total

earnings revaluation equity

reserve

$'000 $'000 $'000


Balance carried forward from previous period 1,789 119 1,908

Adjusted opening balance 1,789 119 1,908


Surplus/(deficit) for the period - - -

Total comprehensive income - - -

of which:

Attributable to the Australian Government - - -

Estimated closing balance as at 30 June 2020 1,789 119 1,908

Closing balance attributable to the Australian Government 1,789 119 1,908


214



2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000


Cash received

Appropriations 3,476 3,535 3,618 3,700 3,793

Interest 30 30 30 30 30

Other 6,455 6,565 6,719 6,871 7,044


Cash used

Employees 6,277 6,575 6,707 6,841 6,978

Suppliers 3,524 3,395 3,500 3,600 3,729

Total cash used 9,801 9,970 10,207 10,441 10,707

Net cash from/(used by) operating activities 160 160 160 160 160


Cash used


and intangibles

150 200 150 150 150

Total cash used 150 200 150 150 150


Net increase/(decrease) in cash held 10 (40) 10 10 10






215



Note: (a) Includes funding from entity receipts, and proceeds from the sale of assets.



2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000



resources (a)

150 200 150 150 150

Total 150 200 150 150 150



TABLE



Other Total

property,

plant and

equipment

$'000 $'000

As at 1 July 2019

Gross book value 1,389 1,389


Opening net book balance 598 598



By purchase - other 200 200

Total additions 200 200

Other movements

Depreciation/amortisation expense (160) (160)

Total other movements (160) (160)

As at 30 June 2020

Gross book value 1,589 1,589


Closing net book balance 638 638


216

217



219





1.3 Budget measures ..................................................................................................... 223






221

NORTH QUEENSLAND WATER INFRASTRUCTURE

AUTHORITY



The North Queensland Water Infrastructure Authority (NQWIA) was established on 12 March 2019 as an Executive Agency under Section 65 of the Public Service Act 1999 to provide strategic planning and coordination of Commonwealth resources to implement water projects in northern Queensland.

NQWIA works collaboratively with stakeholders, Local Governments and the Queensland Government to progress the feasibility and planning activities, including the development of business cases, related to major water infrastructure initiatives eligible to receive Australian Government funding from the National Water Infrastructure Fund.

The NQWIA will coordinate the provision of information sharing amongst relevant regulatory authorities in order to implement the projects. In 2019-20, NQWIA will focus strategic planning and coordination for the Hughenden Irrigation Scheme and the Hells Gates Dam Scheme (including Big Rocks Weir) projects.


222


Table 1.1 shows the total funding from all sources available to NQWIA for its operations and to deliver programs and services on behalf of the Government.

The table summarises how resources will be applied by outcome (government strategic policy objectives) and by departmental (for NQWIA’s operations) classification.


Table 1.1: North Queensland Water Infrastructure Authority resource statement - Budget estimates for 2019–20 as at Budget April 2019


Notes: (a) Appropriation Bill (No. 1) 2019–20. (b) Estimated retained revenue receipts under section 74 of the PGPS Act.

2018-19 2019-20

Estimated Budget

actual

$'000 $'000

Departmental


Departmental Appropriation - 2,687

s74 external revenue (b) 355 -

Total departmental annual appropriations 355 2,687

Total departmental resourcing 355 2,687

Total resourcing 355 2,687

2018-19 2019-20



223

1.3 BUDGET MEASURES

There are no Budget measures relating to NQWIA detailed in Budget Paper No. 2 – Budget Measures.




This table is not provided as there are no other measures not previously reported in a portfolio statement for NQWIA.

Program 2018-19 2019-20 2020-21 2021-22 2022-23

$'000 $'000 $'000 $'000 $'000

Expense measures

Establishment of the North Queensland

Water Infrastructure Authority 1.1

Departmental expenses 355 2,332 2,310 2,321 2,332

Total 355 2,332 2,310 2,321 2,332


Departmental 355 2,332 2,310 2,321 2,332

Total 355 2,332 2,310 2,321 2,332


224


Australian Government outcomes are the intended results, impacts or consequences of actions by the Australian Government on the Australian community. Commonwealth programs are the primary vehicle by which government entities achieve the intended results of their outcome statements. Entities are required to identify the programs which contribute to government outcomes over the Budget and forward years.


Note:

Performance reporting requirements in the PB Statements are part of the enhanced Commonwealth performance framework established by the PGPA Act. It is anticipated that the performance criteria described in PB Statements will be read with broader information provided in an entity’s corporate plans and annual performance statements – included in Annual Reports– to provide an entity’s complete performance story.

A corporate plan and Annual Report for NQWIA will be published during 2019–20.


225


Outcome 1: Progress the development of water resource projects in North Queensland, through strategic planning and coordination of information sharing among relevant regulatory authorities and stakeholders.


The table below shows how much NQWIA intends to spend (on an accrual basis) on achieving the outcome, broken down by program, as well as by departmental funding sources.


Notes: (a) Estimated expenses incurred in relation to receipts retained under section 74 of the PGPA Act.

2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

Program 1.1: North Queensland Water Infrastructure Authority


Departmental appropriation - 2,332 2,310 2,321 2,332

s74 external revenue (a) 355 - - - -

Total departmental expenses 355 2,332 2,310 2,321 2,332

Total expenses for Program 1.1 355 2,332 2,310 2,321 2,332



Departmental appropriation - 2,332 2,310 2,321 2,332

s74 external revenue (a) 355 - - - -

Total departmental expenses 355 2,332 2,310 2,321 2,332

Total expenses for Outcome 1 355 2,332 2,310 2,321 2,332

2018-19 2019-20



226



Outcome 1 - Progress the development of water resource projects in North Queensland, through strategic planning and coordination of information sharing among relevant regulatory authorities and stakeholders.

Program 1 – Work with stakeholders to deliver water resource projects in North Queensland, including the

Hughenden Irrigation Scheme and the Hells Gates Dam Scheme and Big Rocks Weir Project.

Purposes Progress the development of water resource projects in North Queensland, through strategic planning and coordination of information sharing among relevant regulatory authorities and stakeholders.

Delivery During 2018–19 NQWIA will deliver Program 1 by engaging with project proponents, state and local governments and regulatory agencies to ensure information is shared in a timely manner and economic and environmental assessments are funded and undertaken with minimal delay.



2018–19

Entity administrative, governance and

planning arrangements are established

CEO appointed

Advisory Board appointed On track

Ensure the Business Cases for

Hughenden Irrigation Scheme and

Hells Gates Dam Schemes are

underway

Agreements in place for

proponents to undertake

the Business Cases




Engagement with project proponents

and government stakeholders supports

coordination of water resource projects

Information sharing processes are established to

support timely collaboration and the development

of economic and environmental assessments for

projects, and business cases underway

Awareness raising of the new entity,

through dissemination of information to

stakeholders, informs water resource

projects

Significant communication and stakeholder

engagement activity

Further metrics for the forward financial years will be outlined in the 2019-20 Corporate Plan

To be updated in the NQWIA 2019-20 Corporate Plan.


Establishment of the North Queensland Water Infrastructure Authority


227


Section 3 presents budgeted financial statements which provide a comprehensive snapshot of NQWIA’s finances for the 2019–20 Budget year, including the impact of Budget measures and resourcing on financial statements.



The income statement shows the estimated net cost of services for the NQWIA.

Total budgeted expenses for NQWIA in 2019-20 are $2.3 million, represented by $1.5 million in employee benefits and $0.8 million in suppliers. Suppliers include expenses associated with the advisory board, travel and overhead costs.


228






2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

EXPENSES

Employee benefits 260 1,488 1,497 1,506 1,515

Suppliers 95 844 813 815 817

Total expenses 355 2,332 2,310 2,321 2,332

LESS:

OWN-SOURCE INCOME

Own-source revenue

Other 355 - - - -

Total own-source revenue 355 - - - -

Total own-source income 355 - - - -

Net (cost of)/contribution by services - (2,332) (2,310) (2,321) (2,332)

Revenue from Government - 2,687 2,310 2,321 2,332


Australian Government - 355 - - -


attributable to the Australian Government - 355 - - -


2018-19 2019-20 2020-21 2021-22 2022-23

$'000 $'000 $'000 $'000 $'000




appropriations - 355 - - -



appropriations (a) - - - - -


Statement of Comprehensive Income - 355 - - -


229



2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000

ASSETS

Financial assets


Total financial assets 355 355 355 355 355

Total assets 355 355 355 355 355

LIABILITIES

Payables

Suppliers 355 - - - -

Total payables 355 - - - -

Total liabilities 355 - - - -

Net assets - 355 355 355 355

EQUITY

Retained surplus/(accumulated deficit) - 355 355 355 355

Total equity - 355 355 355 355


230





Retained Contributed Total

earnings equity/ equity

capital

$'000 $'000 $'000


Balance carried forward from previous period - - -

Adjusted opening balance - - -


Surplus/(deficit) for the period 355 - 355

Total comprehensive income 355 - 355

of which:

Attributable to the Australian Government 355 - 355

Estimated closing balance as at 30 June 2020 355 - 355

Closing balance attributable to the Australian Government 355 - 355

2018-19 2019-20 2020-21 2021-22 2022-23



$'000 $'000 $'000 $'000 $'000


Cash received

Appropriations (355) 2,687 2,310 2,321 2,332

Other 355 - - - -

Total cash received - 2,687 2,310 2,321 2,332

Cash used

Employees 260 1,488 1,497 1,506 1,515

Suppliers (260) 1,199 813 815 817

Total cash used - 2,687 2,310 2,321 2,332




beginning of the reporting period - - - - -


reporting period - - - - -


231


This table is not provided as NQWIA does not receive capital funds. Table 3.6: Statement of asset movements (Budget year 2019–20)

This table is not provided as NQWIA does not hold non-financial assets.

233

GLOSSARY

Activities The actions/functions performed by entities to deliver government policies.

Additional Estimates

Appropriation Bills that seek appropriation authority from Parliament for the additional expenditure of money from the Consolidated Revenue Fund (CRF), in order to meet requirements that have arisen since the last Budget. Further annual appropriation Bills can be introduced during the year if required. These Bills are called the Additional Estimates Appropriation Bills (after MYEFO) or Supplementary Additional Estimates Appropriation Bills (at the same time as bills for the next budget).

Administered Item Revenues, expenses, assets and liabilities that the executive government controls, but which an agency or authority manages on the government’s behalf.

Administrative Arrangements Order

The functions and activities of the government are administered in accordance with an administrative arrangement order (AAO) issued from time to time by the government and signed by the Governor-General. An AAO establishes the principal matters or government outcomes to be dealt with by each department of state, and the Acts of Parliament to be administered by each minister.

Annual Appropriation

Annual Appropriation Acts provide annual funding for government operations and programs; for investment in assets; or to reduce liabilities. Bills proposing appropriations for the forthcoming financial year are introduced into Parliament on budget night. The annual Appropriation Bills propose specified amounts of appropriation for expenditure by entities to carry out the government’s outcomes.

Appropriation An amount of public monies the Parliament authorises for spending (that is, funds to be withdrawn from the CRF). Not only does an appropriation authorise the Australian Government to withdraw monies, but it also restricts the expenditure to the particular purpose specified.

Budget Paper 1 (BP1)

The Budget Strategy and Outlook provides an overview of the economic and fiscal outlook, summarises the Government’s fiscal strategy, and outlines key Budget priorities.


The Budget Measures provides comprehensive information on all government decisions that involve changes to its revenue, expense and investing activities since the last MYEFO.

Glossary

234


Federal Financial Relations includes information on revenue provision and payments (GST and specific purpose payments), as well as an overview of fiscal developments in the states and territories.


Agency Resourcing shows, for each entity, estimated expenses for each special appropriation Act, estimated balances and flows for all special accounts, estimated resourcing by type of appropriation, and estimated average staffing levels in the public sector.

Central Entities Refers to the Department of the Prime Minister and Cabinet, the Department of the Treasury, and the Department of Finance.

Consolidated Revenue Fund (CRF)

The CRF is established by section 81 of the Constitution and consists of all revenues and moneys raised or received by the executive government of the Commonwealth. The CRF is self-executing in nature, which means that all money forms part of the CRF automatically upon receipt by the Commonwealth.

Corporate Commonwealth Entity

A Commonwealth entity that is a body corporate under the PGPA Act.

Departmental Capital Budget

Departmental (or Administered) Capital Budget (DCB/ACB) are provided to non-corporate Entities (as an equity injection) that receive government funding to meet the costs associated with the replacement of minor assets (assets valued at $10 million or less) or maintenance costs that are eligible to be capitalised. The funding for depreciation, amortisation and make-good expenses was replaced with a DCB in the 2010–11 Budget.

Departmental Item Resources (assets, liabilities, revenues and expenses) that the entity’s Accountable Authority controls directly. This includes outsourced activities funded and controlled by the entity. Examples of departmental items include entity running costs, accrued employee entitlements and net appropriations. A departmental item is a component of a departmental program.

Entities Commonwealth entities and Commonwealth companies as defined under the Public Governance, Performance and Accountability Act 2013 (PGPA Act) that are within the General Government Sector (GGS).

Estimated Actual Details of the current year‘s estimated final figures as included in the Budget documentation. As the Budget is released in May each year, but the financial year does not end until 30 June, the current year numbers that are used for comparison with Budget amounts can only be estimates.

Glossary

235

Expenses not requiring appropriation in the Budget year

Expenses where there is a government policy not to fund those expenses within the year; where the funding has been provided in a prior year but the expense will be incurred in the current year; items which do not or will not involve a cash flow impact (such as bad debt expenses); or where the expenses reflect the usage of services or resources provided free of charge. : e.g. Australian National Audit Office (ANAO) audit services — the ANAO does not charge for audit services however the expense must be recognised. From the 2018-19 MYEFO, movements of Administered funds that can be met from a prior year appropriation are not re-appropriated in the year required. Such expenses are reflected as ‘Expenses not requiring appropriation in the Budget year’.

Executive Agency An agency designated, in an executive order made by the Governor-General-in-Council, as separate from a department, for staffing and accountability and reporting purposes, under the Public Service Act 1999.

Forward Estimates Period

The three years following the Budget year. For example, if 2019–20 is the Budget year, 2020–21 is forward year 1, 2021–22 is forward year 2 and 2022–23 is forward year 3. This period does not include the current financial year or the Budget year.

General Government Sector (GGS)

A Government Finance Statistics (GFS) classification of all entities that are controlled and largely funded by the Australian Government. The GGS provides public services that are mainly non-market in nature and for the collective consumption of the community, or involve the transfer or redistribution of income. These services are largely financed through taxes and other compulsory levies, user charging and external funding. This sector comprises all government departments, offices and some other bodies.

Government Finance Statistics (GFS)

A reporting framework that is a specialised statistical system designed to support economic analysis of the public sector. It allows for comprehensive assessments of the economic impact of government and is consistent with international statistical standards of the International Monetary Fund and the System of National Accounts.

Measure A new policy or savings decision of the government with financial impacts on the government's underlying cash balance; fiscal balance; operating balance; headline cash balance; net debt or net worth. Such proposals are normally made in the context of the annual Budget, and are typically published in BP2, in the MYEFO and in the Pre-election Economic and Fiscal Outlook (PEFO).

Mid-Year Economic and Fiscal Outlook (MYEFO)

The MYEFO provides an update of the government's Budget estimates by examining expenses and revenues in the year to date, as well as provisions for new decisions that have been taken since the Budget. The report provides updated information to allow the assessment of the government‘s fiscal performance against the fiscal strategy set out in its current fiscal strategy statement.

Glossary

236

National Partnership payments

Commonwealth payments to states and territories made in accordance with Part 4 of the Federal Financial Relations Act 2009 (FFR Act). The Minister may determine that an amount specified in the determination is to be paid to a State specified in the determination for the purpose of making a grant of financial assistance to support the delivery by the State of specified outputs or projects; or facilitate reforms by the State; or reward the State for nationally significant reforms.

Non-Corporate

Commonwealth

Entity

A Commonwealth entity that is not a body corporate.

Official Public Account (OPA)

The Commonwealth’s central bank account. The OPA is one of a group of linked bank accounts, referred to as the Official Public Account Group of Accounts. OPAs are maintained with the Reserve Bank of Australia, as required by subsection 53(3) of the PGPA Act.

Outcomes The results, impacts or consequences of actions by the Australian Government on the Australian community that the government wishes to achieve. For reporting purposes, outcomes equate to major activities in AASB 1052 (section 20).

Portfolio Budget Statements (PB Statements)

Budget related paper detailing Budget initiatives and explanations of appropriations specified by outcome and program by each entity within a portfolio.

Program Activity that delivers benefits, services or transfer payments to individuals, industry and/or the community as a whole, with the aim of achieving the intended result specified in an outcome statement.

Program support The entity’s running costs allocated to a program. This is funded through an entity‘s departmental appropriations. Departmental appropriation splits and totals are indicative estimates and may change in the course of the budget year as government priorities change.

Public Governance, Performance and Accountability Act 2013 (PGPA Act)

The PGPA Act replaced the Financial Management and Accountability Act 1997 (FMA Act) and the Commonwealth Authorities and Companies Act 1997 (CAC Act) on 1 July 2014. As the primary piece of Commonwealth resource management legislation, the PGPA Act establishes a coherent system of governance and accountability for public resources, with an emphasis on planning, performance and reporting. It applies to all Commonwealth entities and Commonwealth companies.

Special Account A type of special appropriation, which can only be established by a written determination of the Finance Minister (section 78 of the PGPA Act) or through an Act of Parliament (section 80 of the PGPA Act). Special Accounts allow money in the CRF to be acknowledged as set-aside (hypothecated) for a particular purpose. Amounts credited to a Special Account may only be spent for the purposes of the Special Account.

Glossary

237

Special Appropriations (including Standing Appropriations)

Authority within an Act (other than the annual Appropriation Acts) to spend money from the CRF for particular purposes. For special appropriations, the authority to withdraw funds from the CRF does not generally cease at the end of the financial year.

Standing appropriations are a sub-category consisting of ongoing special appropriations - the amount appropriated will depend on circumstances specified in the legislation.

Statutory Agency A statutory authority identified in an Act as a ‘Statutory Agency’ for the purposes of the Public Service Act.

Statutory Authority An Australian Government body established through legislation for a public purpose. This can include a body headed by, or comprising, an office holder, a commission or a governing board.

Underlying cash balance

A cash measure that shows whether the government has to borrow from financial markets to cover its activities. Underlying cash balance equals operating receipts, less operating payments, less investment in non-financial assets, less Future Fund receipts.

238

ABBREVIATIONS

AA

AAS

Airservices Australia

Australian Accounting Standards

AC Companion of the Order of Australia

ACB Administered Capital Budget

ACT Australian Capital Territory

ADRs Australian Design Rules

AGIE Australian Government Indigenous Expenditure

AM Member of the Order of Australia

AMSA Australian Maritime Safety Authority

AMSA Act Australian Maritime Safety Authority Act 1990

AO Officer of the Order of Australia

ASIC Australian Security Identification Card

ATSB Australian Transport Safety Bureau

AVID Aviation Verification of Identity

BITRE Bureau of Infrastructure, Transport and Regional Economics

BP1 Budget Paper 1 – Budget Strategy and Outlook

BP2 Budget Paper 2 – Budget Measures

BP3 Budget Paper 3 – Federal Financial Relations

BP4 Budget Paper 4 – Agency Resourcing

btkm billion-tonne-kilometres

CASA Civil Aviation Safety Authority

COAG Council of Australian Governments

CORSIA Carbon Offsetting and Reduction Scheme for International Aviation

CPI Consumer Price Index

CRF Consolidated Revenue Fund

CRIS Cost Recovery Implementation Statement

DCB Departmental Capital Budget

Abbreviations

239

the department

The Department of Infrastructure, Regional Development and Cities

FMA Act Financial Management and Accountability Act 1997

GGS General Government Sector

GFS Government Finance Statistics

GST Goods and Services Tax

Hon Honourable

IA

IPFA



IALA International Association of Marine Aids to Navigation and Lighthouse Authorities

IGA Inter-Governmental Agreement

IRT Act Interstate Road Transport Act 1985

KPA Key performance areas

KPI Key performance indicators

MOU Memorandum of Understanding

MP Member of Parliament

MYEFO Mid-Year Economic and Fiscal Outlook

na not applicable

NCA National Capital Authority

nfp not for publication

No. Number

NSW New South Wales

NT Northern Territory

NTC National Transport Commission

NQWIA North Queensland Water Infrastructure Authority

OECD Organisation for Economic Cooperation and Development

PALM Act Australian Capital Territory (Planning and Land Management) Act 1988

PB Statements Portfolio Budget Statements

PGPA Act Public Governance, Performance and Accountability Act 2013

Abbreviations

240

PPPs Public Private Partnerships

PSL Protection of the Sea Levy

PSM Public Service Medal

QLD Queensland

RAAP Remote Aviation Access Program

RASS Remote Air Services Subsidy

SA South Australia

TAS Tasmania

the Treasury The Department of the Treasury

TIC Transport and Infrastructure Council

TISOC Transport and Infrastructure Senior Officials’ Committee

TSI Transport Safety Investigation Act 2013

VIC Victoria

WA Western Australia

241

INDEX

A Abbreviations 238-240 ACT Government – national capital functions 54 Adelaide City Deal 20, 48 Airport Building Control and Environmental Officer Services 20, 69 Airport Lessee Companies – reimbursement of parking fines 37 Albury Wodonga Regional Deal 20, 48 Appropriations (see Resources) Assistance for Farmers and Farm Communities in Drought 20 Australian Maritime Safety Authority 3-7, 19, 33, 36, 71-92 Australian Transport Safety Bureau 3-7, 93-114 Australian Rail Track Corporation 4-5

Avalon Airport 37

B, C, D Barkly Regional Deal 20, 48 Bass Strait Passenger Vehicle Equalisation Scheme 19, 33, 36 Bridges Renewal Programme 30 Building Better Regions Fund 20, 47 Building our Future campaign 30 Christmas Island Phosphate Mining Rehabilitation 52, 54, 69 Cities 45, 47 Civil Aviation Safety Authority 3-5, 7, 19, 37, 115-136 Community Development Grants 20, 47 Community Sport Infrastructure – female facilities and water safety 47 Country Women’s Association 47 Darwin City Deal 48 Department of Infrastructure, Regional Development and Cities 3-8, 11-71 Developing Northern Australia – improving cattle supply chains 30 Developing Northern Australia – northern Australia roads 30 Drought Communities Programme 18, 47

E, F, G Financial statements (Budgeted)

Australian Maritime Safety Authority 85-92 Australian Transport Safety Bureau 108-114 Civil Aviation Safety Authority 128-136 Department of Infrastructure, Regional Development and Cities 56-70 Infrastructure Australia 149-154 Infrastructure and Project Financing Agency 167-172 National Capital Authority 187-198 National Transport Commission 210-216 North Queensland Water Infrastructure Authority 228-231

Foundation for Rural and Regional Renewal 21, 47 Geelong City Deal 21, 48 Glossary 233-237

Index

242

H, I, J, K Hinkler Regional Deal 21, 48 Hobart City Deal 47 Implementing Sport 2030 21 Improving road safety 21 Indian Ocean Territories 21, 52, 54, 69-70 Infrastructure Australia 3-5, 7, 19, 30, 137-154 Infrastructure Growth Package

– New Investments 30 – Western Sydney Infrastructure Plan 30

Infrastructure Investment Programme 22-23, 30 – Black Spot Projects 30 – Bridges Renewal Program 30 – Developing Northern Australia – improving cattle supply chains 30 – Developing Northern Australia – northern Australia roads 30 – Heavy Vehicle Safety and Productivity 30 – Major Project Business Case Fund 30 – National Rail Program 30

– Rail Investment component 30 – Road Investment component 30 – Roads of Strategic Importance 22, 30 – Urban Congestion Fund 22, 30

Infrastructure Investment Programme – State and Territory infrastructure investments 21-23

Infrastructure and Project Financing Agency 3-5, 7, 155-172 International Civil Aviation Organization – contribution 37, 41 International Maritime Organization – contribution 36, 38

K, L, M Keys2drive 36 Land Transport Infrastructure – Enhanced Commonwealth Communication 23 Launceston City Deal – Tamar River 48 Loan to the Australian Capital Territory Government – loose fill asbestos 69-70 Local Government Financial Assistance Grant program 23, 47, 50 Measures

Australian Maritime Safety Authority 78 Civil Aviation Safety Authority 123 Department of Infrastructure, Regional Development and Cities 20-24 National Capital Authority 180 North Queensland Water Infrastructure Authority 223

Melbourne Airport New Runway Land Acquisition Special Account 34, 37, 70 Murray-Darling Basin Regional Economic Diversification Program 48

Index

243

N National Capital Authority 4-5, 8, 173-198 National Freight and Supply Chain 23, 30 National Heavy Vehicle Safety Initiatives 36 National Stronger Regions Fund 47 National Transport Commission 4-5, 8, 36, 199-215 Norfolk Island — additional funding 23 Norfolk Island – Commonwealth administration 54 Norfolk Island – Kingston and Arthur’s Vale historic area 54 North Queensland Stadium 48 North Queensland Water Infrastructure Authority 4, 8, 217-231

O, P, Q OECD Road Transport – contribution 36 Office of Administrator, Northern Territory 54 Oil Pollution Compensation Fund 33, 36, 69 Payment scheme for Airservices Australia’s en route charges 37 Population Package 23

R Regional Airports program 23, 37 Regional Aviation Access 37 Regional Australia Institute 47 Regional Development Australia Committees 47 Regional Growth Fund 47 Regional Jobs and Investment Packages 47 Resources

Australian Maritime Safety Authority 76-77 Australian Transport Safety Bureau 99-100 Department of Infrastructure, Regional Development and Cities 17-19 Civil Aviation Safety Authority 122 Infrastructure Australia 143 Infrastructure and Project Financing Agency 160 National Capital Authority 179 National Transport Commission 204 North Queensland Water Infrastructure Authority 222

Roads to Recovery programme 17

Index

244

S Seafarer and ship safety and environment 79, 81-82 Search and rescue 79-81, 84-86 Services to Indian Ocean Territories 54, 69-70 Services to Jervis Bay Territory 54, 69 Services to Norfolk Island 54, 69 Smart Cities and Suburbs Program 47, 51 Stronger Communities Programme 23, 47 Sunshine Coast Airport Concessional Loan 37 Supplementary Local Roads Funding for South Australia 19, 47

T, U, V, W, X, Y, Z Tasmanian Freight Equalisation Scheme 19, 34, 38 Tasmanian Jobs and Growth Package 52 Townsville City Deal 47 University of the Sunshine Coast, Moreton Bay Campus – Concessional Loan 52, 74 User Guide v-viii WestConnex Stage 2 – provision of a concessional loan 30, 62, 74 Western Sydney Airport – preparatory activities 37, 69-70 Western Sydney City Deal 24, 48 Women in Aviation 24, 37

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