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Portfolio Statements

2010–11 Portfolio Statements

2010–11

BUDGET PAPER 4 Volume 2

BUD

GET PAPER 4 Volum

e 2Presented by the Honourable Kevin Foley MP Deputy Premier and Treasurer of South Australia on the Occasion of the Budget for 2010–11

2010–11 Budget Papers

Budget Paper 1 Budget Overview

Budget Paper 2 Budget Speech

Budget Paper 3 Budget Statement

Budget Paper 4 Portfolio Statements — Volumes 1, 2, 3 and 4

Budget Paper 5 Capital Investment Statement

Budget Paper 6 Budget Measures Statement

BUDGET PAPER 4

PORTFOLIO STATEMENTS

Volume 2

2010-11

Presented by The Honourable Kevin Foley MP

Deputy Premier and Treasurer of South Australia on the Occasion of the Budget

for 2010-11

General enquiries regarding Budget Papers should be directed to: The Under Treasurer Department of Treasury and Finance State Administration Centre 200 Victoria Square Adelaide 5000 SOUTH AUSTRALIA Copies may be obtained from:

SERVICE SA Government Legislation Outlet Ground Floor EDS Centre 108 North Terrace Adelaide SA 5000 Website: www.treasury.sa.gov.au

Website: www.statebudget.sa.gov.au

© Government of South Australia 2010 ISSN 1440-8589

http://www.treasury.sa.gov.au/

http://www.statebudget.sa.gov.au/

TABLE OF CONTENTS

Volume 1 Introduction Portfolio: Premier and Cabinet ...............................................................................................................1 Portfolio: Trade and Economic Development ........................................................................................2 Portfolio: Treasury and Finance ..............................................................................................................3 Portfolio: Planning and Local Government.............................................................................................4 Accounting Standards

Volume 2 Introduction Portfolio: Justice......................................................................................................................................5 Portfolio: Primary Industries and Resources...........................................................................................6 Accounting Standards

Volume 3 Introduction Portfolio: Transport, Energy and Infrastructure ......................................................................................7 Portfolio: Health ......................................................................................................................................8 Portfolio: Education and Children’s Services .........................................................................................9 Portfolio: Families and Communities....................................................................................................10 Accounting Standards

Volume 4 Introduction Portfolio: Environment..........................................................................................................................11 Portfolio: Water.....................................................................................................................................12 Portfolio: Tourism .................................................................................................................................13 Portfolio: Further Education, Employment, Science and Technology..................................................14 Auditor-General .....................................................................................................................................15 Accounting Standards

INTRODUCTION

The Portfolio Statements 2010-11 outlines financial and non-financial information about the services provided to, and on behalf of, the community by each portfolio. The following discussion outlines key aspects of the financial statements.

Financial statements

The financial statements included in the Portfolio Statements 2010-11 are special purpose financial statements and include, for each portfolio, a statement of comprehensive income, statement of financial position and a statement of cash flows.

The format of these estimated financial statements is consistent with the Model Financial Statements (prepared by the Department of Treasury and Finance for statutory reporting requirements) and is consistent with the requirements of AASB 101 Presentation of Financial Statements and AASB 107 Statement of Cash Flows.

Estimates in these financial statements have been prepared:

• on a basis that is consistent with Australian Accounting Standards — Australian Accounting Standards and/or interpretations that have been issued or amended but are not yet effective have not been early adopted;

• using accounting policies expected to be used in preparing historically orientated general purpose financial statements for that year, and the same accounting policies have been used for the subsequent forecast years (forward estimates);

• on an accrual basis except for the statement of cash flows which has been derived from the statement of comprehensive income and statement of financial position to reflect cash payments and receipts; and

• using historical cost convention, except for certain assets and liabilities that are valued in accordance with the valuation policy applicable.

Portfolio statements typically reflect a consolidation of controlled items within each portfolio.

In the process of reporting on portfolios, intra-group transactions and balances are eliminated in full. This enables the financial statements of the portfolio to be presented as that of an individual entity. The commentary at the commencement of the financial statement for each portfolio identifies which entities have been included in the consolidated statements for that portfolio. Where a portfolio contains a single agency, only the agency statements are provided.

Consistent with Australian Accounting Standards, transactions and balances that are controlled are budgeted for and reported on separately to transactions and balances which are administered but not controlled by the agency.

Definitions

Portfolio

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

Agency

An agency is an administrative unit created under the Public Sector Act 2009 or a statutory authority that is accountable for the delivery of programs on behalf of the government.

Programs and sub-programs

A program is a grouping of related sub-programs or activities that contributes to the achievement of a particular agency’s and, in turn, the government’s objectives. A sub-program is a grouping of activities that contribute to a more specific objective.

Overview of portfolio statements

The portfolio statements outline projected portfolio activity and performance for 2010-11. Each portfolio statement conforms to the following standard presentation structure:

Portfolio summary

• Ministerial responsibilities — details minister, agency, program, sub-program and administered items relationships and responsibilities

• Portfolio net cost of service summary (where the portfolio comprises more than one agency) — a summary of total agency cost of services

• Investing payments summary (where the portfolio comprises more than one agency) — total agency investing payments

• Workforce summary — total workforce details

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

• Ministerial office resources — details of resources provided to ministerial office.

Agency summary

• Objective — details of agency objectives

• 2010-11 Targets/2009-10 Highlights — targets for the budget year and highlights for the prior year

• Program net cost of services summary — summary of the net cost of agency programs

• Investing payments summary — the investing payments for the agency

• Program information — a description/objective, summary income statement and commentary and performance measures for individual agency sub-programs

• Financial statements — budgeted financial statements for controlled and administered items

• Financial commentary — major variations — commentary on variances and trends in the financial statements.

Presentation of changes in program structures

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

In contrast, the agency financial statements line ‘net cost of providing services’ in the statement of comprehensive income is based on the actual program structure for the agency as it operated or is expected to operate in each year. This distinction in treatment is drawn so that financial statements accurately reflect events while, at the same time, program information is comparable and not duplicated.

Reconciliation of the financial statements to the current program structure is contained in the program net cost of services summary located at the beginning of each relevant agency section.

Portfolio changes

Environment and Conservation and the River Murray

Department of Water, Land and Biodiversity Conservation has been removed from this portfolio to create a new portfolio called ‘Water’ which contains the Department for Water; with four programs and ten sub-programs.

The remaining entities of Department of Environment and Natural Resources (formerly Department for Environment and Heritage), Environment Protection Authority and Zero Waste SA are now contained in a renamed portfolio of Environment.

Portfolio: Justice

Minister for Industrial Relations Minister for Police Minister for Emergency Services Minister for Recreation, Sport and Racing Minister for the Status of Women Minister for Consumer Affairs Minister for Correctional Services Minister for Gambling Attorney-General Minister for Justice Minister for Veterans’ Affairs Minister for Multicultural Affairs Minister for Youth Minister for Volunteers

TABLE OF CONTENTS

PORTFOLIO SUMMARY

Ministerial responsibilities ..........................................................................................................5.2

Portfolio net cost of services summary .......................................................................................5.7

Investing expenditure summary ..................................................................................................5.7

Portfolio financial statements......................................................................................................5.8

Workforce summary .................................................................................................................5.13

Ministerial Office resources .....................................................................................................5.13

Agency summaries

Attorney-General’s Department................................................................................................5.15

South Australia Police...............................................................................................................5.79

South Australian Fire and Emergency Services Commission.................................................5.109

South Australian Metropolitan Fire Service ...........................................................................5.125

Country Fire Service ...............................................................................................................5.139

State Emergency Service.........................................................................................................5.153

Department for Correctional Services.....................................................................................5.167

Courts Administration Authority ............................................................................................5.181

Electoral Commission of South Australia...............................................................................5.203

5.1

PORTFOLIO: JUSTICE

MINISTERIAL RESPONSIBILITIES

Minister Agency Programs Sub-programs

The Hon. Paul Holloway Minister for Industrial Relations

Attorney-General’s Department

1. Employee Advocacy 1.1 Employee Ombudsman Services

1.2 Conciliation and Arbitration

1.3 WorkCover Ombudsman Services

1.4 Medical Panels SA

1. Public Safety 1.1 Police Response Services

1.2 Event Management 1.3 Emergency Response 1.4 Emergency

Management and Coordination

2. Crime Prevention and Criminal Justice Services

2.1 Crime Prevention — Crimes Against The Person

2.2 Crime Prevention — Crimes Against Property

2.3 Crime Prevention — Illegal Drug Activity

2.4 Community Crime Prevention

2.5 Criminal Justice Services

2.6 Custodial Services

South Australia Police

3. Road Safety 3.1 Road Use Regulation 3.2 Road Use Education 3.3 Vehicle Collision

Prevention

South Australian Fire and Emergency Services Commission

1. Fire and Emergency Services Strategic Services and Business Support

1.1 Leadership 1.2 Prevention and

Community Preparedness

1.3 Operational Preparedness

1.4 Response 1.5 Recovery 1.6 Business Excellence

The Hon. Michael Wright Minister for Police Minister for Emergency Services Minister for Recreation, Sport and Racing

South Australian Metropolitan Fire Service

1. South Australian Metropolitan Fire Service





5.2


Country Fire Service 1. Country Fire Service 1.1 Leadership 1.2 Prevention and




State Emergency Service 1. State Emergency Service






2. Recreation, Sport and Racing

Nil

3. Consumer and Business Affairs

3.1 Residential Tenancies 3.2 Occupational

Licensing Services 3.3 Compliance and

Enforcement 3.4 Consumer Affairs 3.5 Education, Policy and

Research

4. Building Communities — Status of Women

Nil

The Hon. Gail Gago Minister for the Status of Women Minister for Consumer Affairs


5. Liquor Regulatory Services

Nil

1. Rehabilitation and Reparation

Nil

2. Custodial Services Nil

Department for Correctional Services

3. Community Based Services

Nil

The Hon. Tom Koutsantonis Minister for Correctional Services Minister for Gambling


6. Gambling Regulatory Services

Nil

7. Legal Services 7.1 Crown Solicitor 7.2 Public Prosecutions 7.3 Parliamentary

Counsel 7.4 Solicitor-General

8. Forensic Science Nil

9. Policy, Planning and Legislation

Nil

10. Police Complaints Authority

Nil

11. Ombudsman Services Nil

The Hon. John Rau Attorney-General Minister for Justice


12. Registration Services Nil

5.3


13. Justice Portfolio Services

Nil

14. Building Communities — Equal Opportunity

Nil

15. Building Communities — Justice Youth Reform

Nil

16. Building Communities — Advocacy and Guardianship Services

Nil

1. Court and Tribunal Case Resolution Services

1.1 Criminal Jurisdiction 1.2 Specialist Courts 1.3 Civil Jurisdiction 1.4 Coroner

2. Alternative Dispute Resolution Services

Nil

Courts Administration Authority

3. Penalty Management Services

3.1 Criminal Jurisdiction 3.2 Civil Jurisdiction

Electoral Commission of South Australia

1. Electoral Services 1.1 Parliamentary Electoral Services

1.2 Non-parliamentary Electoral Services

The Hon. John Snelling Minister for Veterans’ Affairs


17. Building Communities — Veterans’ Affairs

Nil

The Hon. Grace Portolesi Minister for Multicultural Affairs Minister for Youth Minister for Volunteers


18. Building Communities — Multicultural, Youth and Volunteers Services

Nil

Administered items

In addition to the above responsibilities the portfolio administers the following items on behalf of the ministers.


Agents Indemnity Fund

Bail Application and Information System

Child Abuse Program

Contribution to the Legal Services Commission for Legal Aid

Crown Solicitor’s Trust Account

5.4

Duke of Edinburgh’s Award Trust Account

Expensive State Criminal Cases

HIH Fund

Industrial Tribunal Payments into Court

Legal Practitioners Act Fund

Native Title Claims

Payment of Liquor Subsidies to Licensees

Professional Standards Council Fund

Racing Services

Recreation and Sport Fund

Refurbishment of Sturt Street court facilities

Reimbursement of Legal Costs and Expenses incurred by Crown Employees

Residential Tenancies Trust Account

Retail Shop Leases Trust Account

Second-hand Motor Vehicles Dealers Compensation Fund

South Australian Computer Aided Dispatch Project (SACAD)

South Australian Government Radio Network (SAGRN)

Special Acts — Ministerial salary and allowances

Special Acts — Statutory Officer salaries

Sport and Recreation Fund

State Rescue Helicopter Service

Taxation Receipts (Casino, Gaming, Lottery Licences)

Transcript Fees for the Legal Services Commission

Victims of Crime Fund

Video Conferencing Equipment

War Graves

5.5

South Australia Police

Exhibit Monies

Firearms Safety Training Levy

Grant to the Australian Crime Prevention Council

Grant to Safer Communities Australia Inc

Public private partnership expenditure and revenue (related to Courts Administration Authority sites)

Revenue from expiation notices

Statutory Officer salaries (Police Commissioner)

SA Water Corporation — water rate concession for emergency services

Victims of Crime Levy

Unclaimed property


Community Emergency Services Fund

Courts Administration Authority

Court Fees and Fines

Judicial Salaries and Expenses

Victims of Crime Levy

Electoral Commission of South Australia

Electoral Districts Boundaries Commission

Statutory Officer Salaries (Electoral Commissioner and Deputy Electoral Commissioner)

Other (includes administered revenue which is collected on behalf of other government agencies and forwarded to them when received)

Statutes

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

5.6

PORTFOLIO NET COST OF SERVICES SUMMARY

2010-11Budget

2009-10Estimated

Result 2009-10 Budget

2008-09Actual

Agency $000 $000 $000 $000

Attorney-General’s Department..................................... 144 764 140 745 147 816 123 222

South Australia Police ................................................... 668 681 640 933 638 273 616 393

South Australian Fire and Emergency Services Commission................................................................... 24 227 19 407 14 071 15 026

South Australian Metropolitan Fire Service .................. 108 518 104 180 106 269 94 858

Country Fire Service...................................................... 59 920 59 744 54 713 53 871

State Emergency Service ............................................... 10 777 11 597 10 723 10 705

Department for Correctional Services............................ 190 390 187 391 179 865 175 928

Courts Administration Authority ................................... 86 493 81 960 80 938 80 161

Electoral Commission of South Australia...................... 3 071 12 013 11 705 3 134

Total 1 296 841 1 257 970 1 244 373 1 173 298

INVESTING EXPENDITURE SUMMARY

2010-11Budget

2009-10Estimated


2008-09Actual

Agency $000 $000 $000 $000

Attorney-General’s Department..................................... 6 122 3 996 4 679 4 264

South Australia Police ................................................... 77 316 41 400 52 209 17 415

South Australian Fire and Emergency Services Commission................................................................... 1 899 965 — 346

South Australian Metropolitan Fire Service .................. 4 039 11 655 11 518 12 589

Country Fire Service...................................................... 13 955 15 245 12 140 15 096

State Emergency Service ............................................... 3 185 3 183 2 913 3 108

Department for Correctional Services............................ 25 003 10 095 13 097 10 518

Courts Administration Authority ................................... 4 182 3 216 4 535 2 285

Electoral Commission of South Australia...................... — 122 110 1 275

Total 135 701 89 877 101 201 66 896

5.7

JUSTICE

Statement of comprehensive income__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 783 256 760 091 750 104 706 870 Long service leave .................................................................... 25 018 23 919 23 874 30 847 Payroll tax ................................................................................ 44 636 43 517 43 182 41 516 Superannuation ......................................................................... 101 182 98 611 96 271 92 261 Other ......................................................................................... 5 650 17 142 5 451 2 715Supplies and services — General supplies and services .................................................. 357 444 339 875 328 388 324 240 Consultancy expenses .............................................................. 1 147 1 234 969 4 114Depreciation and amortisation expenses ...................................... 68 842 64 367 62 149 56 120Borrowing costs ............................................................................ 1 506 1 387 1 550 1 155Grants and subsidies ..................................................................... 45 259 26 799 37 015 20 769Intra government transfers ........................................................... 2 798 3 669 3 221 3 742Other expenses ............................................................................. 29 176 26 533 28 808 37 819

Total expenses 1 465 914 1 407 144 1 380 982 1 322 168

Income

Commonwealth revenues ............................................................. 7 808 8 024 7 445 11 495Intra government transfers ........................................................... 253 225 276 965 260 115 254 627Other grants .................................................................................. 10 573 865 515 760Fees, fines and penalties ............................................................... 46 214 42 441 43 547 40 059Sales of goods and services .......................................................... 80 626 72 040 70 767 74 918Interest revenues ........................................................................... 1 189 1 180 1 851 2 351Net gain or loss from disposal of assets ....................................... 26 29 29 198Resources received free of charge ................................................ 3 168 5 712 841 3 449Other income ................................................................................ 7 728 8 585 9 125 10 087

Total income 410 557 415 841 394 235 397 944

Net cost of providing services 1 055 357 991 303 986 747 924 224

Income from / Expenses to SA Government

Income — Appropriation ........................................................................... 1 052 593 968 164 996 033 892 548 Other income ............................................................................ 2 500 24 939 — 1 241Expenses — Cash alignment ......................................................................... — — — 3 817

Net income from / Expenses to SA Government 1 055 093 993 103 996 033 889 972

Net result -264 1 800 9 286 -34 252

Other comprehensive income

Changes in property, plant and equipment asset revaluation surplus .................................................................... — — — 126 525

Total comprehensive result -264 1 800 9 286 92 273

5.8

JUSTICE

Statement of financial position__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Assets

Current assets

Cash and cash equivalents ............................................................ 147 746 126 295 119 555 145 985Receivables ................................................................................... 28 476 28 454 26 803 27 483Inventories .................................................................................... 3 160 3 155 1 148 3 150Financial assets ............................................................................. 1 757 1 757 1 683 1 757Other current assets ...................................................................... 8 694 8 931 7 819 8 468Non-current assets class held for sale .......................................... 286 286 6 093 286

Total current assets 190 119 168 878 163 101 187 129

Non current assets

Land and improvements ............................................................... 1 066 126 1 009 600 900 237 977 381Plant and equipment ..................................................................... 203 660 193 786 180 424 195 286Heritage assets .............................................................................. 70 70 70 70Intangible assets ........................................................................... 14 576 14 512 10 884 14 881Biological assets - other ............................................................... 266 266 212 266Other non-current assets ............................................................... 160 160 181 160

Total non-current assets 1 284 858 1 218 394 1 092 008 1 188 044

Total assets 1 474 977 1 387 272 1 255 109 1 375 173

Liabilities

Current liabilities

Payables ........................................................................................ 72 155 74 465 68 948 72 235Short-term borrowings ................................................................. — — 298 — Employee benefits — Salaries and wages ................................................................... 9 565 7 603 6 174 26 537 Annual leave ............................................................................. 56 409 55 311 51 198 54 626 Long service leave .................................................................... 17 072 16 231 15 788 15 235 Other ......................................................................................... 410 207 411 8Short-term provisions ................................................................... 25 456 24 692 24 972 23 614Other current liabilities ................................................................. 2 745 2 629 2 934 2 422

Total current liabilities 183 812 181 138 170 723 194 677

Non current liabilities

Long-term borrowings .................................................................. 20 408 21 495 21 748 22 523Long-term employee benefits — Long service leave .................................................................... 190 843 179 748 182 335 173 252 Other ......................................................................................... 1 602 1 594 678 1 582Long-term provisions ................................................................... 105 273 101 594 97 289 98 282Other non-current liabilities ......................................................... 4 905 4 905 5 785 4 876

Total non-current liabilities 323 031 309 336 307 835 300 515

Total liabilities 506 843 490 474 478 558 495 192

Net assets 968 134 896 798 776 551 879 981

5.9

JUSTICE


2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Equity

Contributed capital ....................................................................... 91 120 19 520 19 520 4 503Retained earnings ......................................................................... 393 887 394 151 400 340 392 351Asset revaluation reserve ............................................................. 483 027 483 027 356 530 483 027Other reserves ............................................................................... 100 100 161 100

Total equity 968 134 896 798 776 551 879 981

Balances as at 30 June end of period.

5.10

JUSTICE

Statement of cash flows__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

OPERATING ACTIVITIES:

Cash outflows

Employee benefit payments ......................................................... 942 770 955 753 928 587 853 738Payments for supplies and services .............................................. 358 494 341 019 329 267 335 770Interest paid .................................................................................. 1 506 1 387 1 550 1 155Grants and subsidies ..................................................................... 45 259 26 799 37 015 20 769GST paid ...................................................................................... — — — 17 167Intra government transfers ........................................................... 2 798 3 669 3 221 3 742Other payments ............................................................................ 23 320 22 890 24 213 25 227

Cash used in operations 1 374 147 1 351 517 1 323 853 1 257 568

Cash inflows

Intra government transfers ........................................................... 253 225 276 965 260 115 254 627Commonwealth receipts ............................................................... 7 808 8 024 7 445 11 526Other grants .................................................................................. 10 573 865 515 760Fees, fines and penalties ............................................................... 46 214 42 441 43 547 40 095Sales of goods and services .......................................................... 80 628 71 093 70 772 77 526Interest received ........................................................................... 1 189 1 180 1 851 2 354GST received ................................................................................ — — — 18 406Other receipts ............................................................................... 7 426 9 241 8 829 13 856

Cash generated from operations 407 063 409 809 393 074 419 150

SA GOVERNMENT:

Appropriation ............................................................................... 1 052 593 968 164 996 033 892 548Other receipts ............................................................................... 2 500 24 939 — 1 241Payments — Cash alignment ......................................................................... — — — 3 817

Net cash provided by SA Government 1 055 093 993 103 996 033 889 972

Net cash provided by (+) / used (-) in operating activities 88 009 51 395 65 254 51 554

INVESTING ACTIVITIES:

Cash outflows

Purchase of property, plant and equipment .................................. 136 477 83 863 98 821 66 844Purchase of intangibles ................................................................. 3 258 2 380 2 380 418Other payments ............................................................................ — — — 73

Cash used in investing activities 139 735 86 243 101 201 67 335

Cash inflows

Proceeds from sale of property, plant and equipment .................. 2 605 981 981 1 015

Cash generated from investing activities 2 605 981 981 1 015

Net cash provided by (+) / used in (-) investing activities -137 130 -85 262 -100 220 -66 320

5.11

JUSTICE


2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

FINANCING ACTIVITIES:

Cash outflows

Repayment of borrowings ............................................................ — — — 327Finance lease payments ................................................................ 1 028 972 972 919

Cash used in financing activities 1 028 972 972 1 246

Cash inflows

Capital contributions from SA Government ................................ 71 600 15 017 15 017 1 209Proceeds from restructuring activities .......................................... — 132 — 402

Cash generated from financing activities 71 600 15 149 15 017 1 611

Net cash provided by (+) / used in (-) financing activities 70 572 14 177 14 045 365

Net increase (+) / decrease (-) in cash equivalents 21 451 -19 690 -20 921 -14 401

Cash and cash equivalents at the start of the financial year 126 295 145 985 140 476 160 386

Cash and cash equivalents at the end of the financial year 147 746 126 295 119 555 145 985

NON CASH TRANSACTIONS:

Assets received (+) / donated (-) free of charge ........................... 2 104 5 712 841 3 449

5.12

WORKFORCE SUMMARY

FTEs as at 30 June

Agency 2010-11Budget

2009-10 Estimated Result

2008-09Actual

Attorney-General’s Department 1 520.2 1 481.4 1 367.0

South Australia Police 5 715.7 5 620.4 5 433.4


95.7 108.6 104.6

South Australian Metropolitan Fire Service 923.5 925.5 918.3

Country Fire Service 124.5 119.8 102.8

State Emergency Service 38.0 39.0 40.4

Department for Correctional Services 1 602.7 1 579.4 1 591.3

Courts Administration Authority 821.4 812.6 808.1

Electoral Commission of South Australia 23.8 23.8 23.0

Total 10 865.5 10 710.5 10 388.9

MINISTERIAL OFFICE RESOURCES

2010-11 Budget

Cost of provision

Minister $000 FTE

The Hon. John Rau 1 565 11.0

The Hon. Michael Wright 1 768 13.0

The Hon. Gail Gago 1 799 13.5

The Hon. Tom Koutsantonis 1 587 12.0

5.13

TABLE OF CONTENTS

AGENCY: ATTORNEY-GENERAL’S DEPARTMENT

Objective .............................................................................................................................................5.16

2010-11 Targets/2009-10 Highlights ..................................................................................................5.17

Program net cost of services summary................................................................................................5.19

Investing expenditure summary ..........................................................................................................5.20

Program information — includes description/objective, summary income statement, sub-program information including performance criteria

1. Employee Advocacy ..........................................................................................................5.21

2. Recreation, Sport and Racing ............................................................................................5.26

3. Consumer and Business Affairs.........................................................................................5.28

4. Building Communities — Status of Women .....................................................................5.33

5. Liquor Regulatory Services ...............................................................................................5.35

6. Gambling Regulatory Services ..........................................................................................5.37

7. Legal Services....................................................................................................................5.39

8. Forensic Science ................................................................................................................5.43

9. Policy, Planning and Legislation .......................................................................................5.45

10. Police Complaints Authority..............................................................................................5.47

11. Ombudsman Services ........................................................................................................5.49

12. Registration Services .........................................................................................................5.51

13. Justice Portfolio Services...................................................................................................5.53

14. Building Communities — Equal Opportunity ...................................................................5.54

15. Building Communities — Justice Youth Reform..............................................................5.56

16. Building Communities — Advocacy and Guardianship Services .....................................5.58

17. Building Communities — Veterans’ Affairs .....................................................................5.60

18. Building Communities — Multicultural, Youth and Volunteers Services ........................5.62

Financial statements ............................................................................................................................5.66

Financial commentary — major variations .........................................................................................5.74

Additional information for administered items ...................................................................................5.76

5.15

PORTFOLIO: JUSTICE


Objective

The aim of the Attorney-General’s Department, together with the broader Justice portfolio, is to help create a safe and secure environment in which the public of South Australia can live and work and where the rights of individuals are protected; and to advise government agencies and statutory authorities in minimisation of the government’s exposure to legal and business risk.

The Attorney-General’s Department aims to provide:

a legal infrastructure for South Australia that fosters:

– a legislative framework that is just, equitable, robust and appropriate for our state;

– increased understanding and adoption of crime prevention strategies, and timely and just resolution of cases before the courts;

– increased public and industry awareness of their rights and responsibilities; and

– an inclusive, fair and cohesive society where cultural, linguistic and religious diversity is supported and valued.

public access to:

– impartial, timely and appropriate resolution of complaints;

– improved systems and processes to reduce causes of complaints;

– a fair and balanced market place;

– increased public confidence in the protection of people’s rights;

– equitable services for all South Australians regardless of culture, language, religion or English language proficiency; and

– programs and a range of facilities in the area of sport and recreation.

5.16

2010-11 Targets/2009-10 Highlights

Targets 2010-11 Highlights 2009-10

Employee Advocacy

Implement a case management system to improve capture of data and increase reporting capacity

Seek expressions of interest for a further round of appointments of doctors from targeted specialties to the list of medical practitioners eligible to be a member of a medical panel

Recreation, Sport and Racing

Develop a new community based sports facility hub in Port Augusta

Increase the Office for Recreation and Sport grants program by $5 million per annum

Complete construction of State Aquatic Centre and host National Age Championships

Replace the athletics track at Santos Stadium

Further examine the introduction of consistent advertising standards for Australian wagering operators

Office of Consumer and Business Affairs

Commence operation of the Australian Consumer Law on 1 January 2011

Implement the first stage of the legislative framework supporting the National Occupational Licensing System

Building Communities - Status of Women

Work in conjunction with the Coroner’s Office to establish a position to research and investigate domestic violence related deaths in this state

Office of the Liquor and Gambling Commissioner

Implement new mandatory codes of practice for licensees under the Liquor Licensing Act 1997 and the Collections for Charitable Purposes Act 1939

Analyse and report on data obtained from a sample of youth on their views and understanding of risky drinking behaviour and the responsible consumption of alcohol

Crown Solicitor’s Office

Implement a litigation support system for major and complex matters

Office of the Director of Public Prosecutions

Introduce a new brief management process to improve efficiency of file management by multi-skilling staff

Forensic Science SA

Implement automated tracking of DNA samples being processed by robotic systems

Policy, Planning and Legislation

Introduce legislation to:

- codify and clarify the law relating to similar fact and propensity evidence and uncharged acts;

- provide for the forfeiture of assets of declared drug traffickers;

- reform the law on knives and knife related crime; and

- improve the protection of consumers who buy or own units or lots in strata and community schemes

Develop proposals to amend sentencing laws to narrow options for suspended sentences and to increase time served by child sex offenders

Complete the development of the National Crime Prevention Framework

Develop strategies on reforms to combat graffiti and increase Community Crime Prevention Grants to specifically target graffiti programs

Employee Advocacy

Successfully completed a project in relation to awareness and concerns around occupational health, safety and welfare for independent contractors in the homecare sector

Assisted WorkCoverSA and Employers Mutual Ltd to develop an improved process for determining whether injured workers are to be detached from their pre-injury employer

Established Medical Panels SA as an important part of the workers rehabilitation and compensation scheme, with significant increase in referral rates in 2010

Recreation, Sport and Racing

Upgraded Eagle Mountain Bike Park and hosted the 2009-10 National Mountain Bike Championships

Completed upgrade of the State Hockey Centre pitch

Developed a sustainable model for feasible, community based sporting hubs in urban and regional areas

Continued to work with the controlling authorities of the racing industry, and other stakeholder groups, to improve industry sustainability

Office of Consumer and Business Affairs

Continued to implement Council of Australian Governments (COAG) Business Regulation and Competition reforms

Implemented an advocacy, education and financial counselling service for the Tenancies Branch

Building Communities - Status of Women

Led the Anti-Violence Community Education Program providing information on rape, sexual assault and domestic violence legislative reform

Led the implementation of the Family Safety Framework to Port Augusta, Port Pirie and Elizabeth

Office of the Liquor and Gambling Commissioner

Continued involvement with Aboriginal communities and remote rural communities to regulate the sale and supply of alcohol and improve the health and safety of community residents

Strengthened liquor licensing laws to reduce red-tape for producers and give greater clarification about the definition of ‘intoxication’

Effective use of law for police to bar intoxicated persons in and around premises

Crown Solicitor’s Office

Continued to support major infrastructure projects, including continuation of the Royal Adelaide Hospital public private partnership (PPP) project, the Roxby Downs Olympic Dam expansion, the FIFA World Cup 2022 bid, SA Water infrastructure projects and the Building the Education Revolution project

Obtained signoff on the New Schools PPP documentation

Office of the Director of Public Prosecutions

Recruited further staff for matters arising from the Children in State Care Commission of Inquiry, the serious and organised crime legislation and to prosecute in the new Sturt Street courts

Forensic Science SA

Achieved significant reductions in DNA backlog and continued to meet the increasing demand for DNA services

Supported five PhD and nine Honours joint Forensic Science SA/University research projects to increase efficiency and effectiveness of forensic science

5.17


Justice Portfolio Services

Complete the implementation of system and business process improvements to improve the information available to bail authorities

Further connect courts and correctional services sites to the whole-of-Justice video conferencing environment

Lead the development of the Southern Community Justice Court project

Building Communities — Veterans’ Affairs

Expand the ANZAC Day Sporting Medals Program

Building Communities — Multicultural SA

Increase funding for the Multicultural Grants Scheme to help embrace and recognise South Australia’s ethnic communities

Building Communities — Office for Youth

Develop a whole of government response to the Youth Report — South Australia’s Young People: Emerging Issues and Priorities with a focus on the priority areas of:

- education, employment and training;

- health and wellbeing; and

- youth participation and engagement

Provide a forum for young people to discuss the issues relating to body image and to identify practical solutions

Building Communities — Office for Volunteers

Continue to monitor and progress the Volunteer Partnership — Accessing Resources project

Continue the development of the Check It Out! program in collaboration with Department of Education and Children’s Services

Implement the findings of the Volunteering — a Gateway to Communities project, which supports engaging people born outside of Australia to volunteer

Policy, Planning and Legislation

Introduced legislation to:

reform laws relating to domestic violence;

consolidate the reforms to disrupt and dismantle serious and organised crime groups and provide for unexplained wealth declarations;

provide for child protection restraining orders; and

deal with recidivist young offenders and establish the Youth Parole Board

Developed proposals to reform the law on knives and knife related crime

Developed proposals to reform the law about street racing, mini bikes and clamping, impounding and forfeiture of motor vehicles

Commenced the Cross Border Justice Scheme

Justice Portfolio Services

Implemented further services on the internet aimed at reducing red tape for businesses and increasing internal efficiencies across the department

Building Communities — Equal Opportunity Commission

Delivered over 1000 free briefings to various sectors in the lead up to and following the commencement of the Equal Opportunity (Miscellaneous) Amendment Act 2009 introduced in October 2009

Building Communities — Veterans’ Affairs

Worked in partnership with the South Australian Community Football League, Netball SA and the RSL to conduct a successful ANZAC Sporting Medals Pilot Program throughout the state

Named major infrastructure projects including the Gallipoli Underpass and five Northern Expressway interchanges (Hamel, Tobruk, Kokoda, Kapyong and Long Tan)

Building Communities — Multicultural SA

Increased the number of mainstream events and organisations that involved ethnic community organisations

Continued to implement the recommendations of the Multicultural Youth Summit

Building Communities — Office for Youth

Commissioned and released the Youth Report—South Australia’s Young People: Emerging Issues and Priorities and developed a policy rationale for a whole of government youth policy framework

Supported community organisations to work with young people to:

reduce the numbers of young people in the justice system; and

reduce the incidence of homelessness amongst young people

Building Communities — Office for Volunteers

Completed the distribution of seed funding to build a network of volunteer resource centres throughout South Australia in collaboration with local/district councils

Launched the Volunteer Partnership — Accessing Resources project, which aims to raise awareness of government resources that are available for use by community organisations

5.18

Program net cost of services summary

Net Cost of Services

2010-11Budget

2009-10Estimated


2008-09Actual

Program $000 $000 $000 $000

1. Employee Advocacy................................................ 1 248 3 109 3 792 1 390

2. Recreation, Sport and Racing .................................. 36 883 28 728 38 834 18 947

3. Consumer and Business Affairs............................... 1 582 296 -109 282

4. Building Communities — Status of Women .......... 2 366 2 676 2 713 2 345

5. Liquor Regulatory Services ..................................... 1 941 2 090 2 619 4 863

6. Gambling Regulatory Services ................................ 3 015 3 893 2 884 2 662

7. Legal Services ......................................................... 39 647 41 123 39 896 35 410

8. Forensic Science...................................................... 19 925 20 545 20 568 19 509

9. Policy, Planning and Legislation ............................. 7 662 7 512 7 694 5 719

10. Police Complaints Authority ................................... 1 282 1 407 1 257 1 371

11. Ombudsman Services .............................................. 1 708 1 805 1 610 1 695

12. Registration Services ............................................... -10 392 -9 901 -10 195 -10 294

13. Justice Portfolio Services......................................... 20 151 19 172 17 902 20 467

14. Building Communities — Equal Opportunity ......... 1 967 2 039 2 109 2 182

15. Building Communities — Justice Youth Reform .... 1 444 1 640 1 554 1 715

16. Building Communities — Advocacy and Guardianship Services .............................................

4 942 4 873 4 127 4 518

17. Building Communities — Veterans’ Affairs ........... 591 483 462 439

18. Building Communities — Multicultural, Youth and Volunteers Services ..........................................

8 802 9 255 10 099 10 002

Total 144 764 140 745 147 816 123 222

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

Less: Net cost of programs/functions transferred in

Office for Youth from the Department of Further Education, Employment, Science and Technology.............................................................. — — 4 739 4 458

Employee Ombudsman from the Department of the Premier and Cabinet .......................................... — 518 519 513

Industrial Relations Court and Commission and Workers Compensation Tribunal from the Department of the Premier and Cabinet................... — 2 536 3 202 2 081

Workcover Ombudsman from the Department of the Premier and Cabinet .......................................... — 37 4 -7

Medical Panels SA from the Department of the Premier and Cabinet ................................................ — 18 67 -1 197

Equals: Net cost of providing services (as per agency summary income statement)

144 764 137 636 139 285 117 374

Note: The 2009-10 Budget amounts contained in the 2010-11 Portfolio Statements for each program differ from those amounts contained in the 2009-10 Portfolio Statements to reflect changes to departmental functions and some program and sub-program structures. The 2009-10 Budget amounts in these statements have been amended for comparative purposes.

5.19

Investing expenditure summary

2010-11Budget

2009-10Estimated


2008-09Actual

Investments $000 $000 $000 $000

Existing projects

Accommodation Refurbishment .............................. 1 600 — 1 600 —

AM Ramsey International Rowing Course Upgrade ...................................................................

— 1 245 — 844

Criterium Bicycle Track .......................................... — — 593 —

Distinctive Homes Hockey Arena — Pitch Upgrade ...................................................................

— 593 — —

Expanding DNA Services........................................ 775 98 645 99

Hindmarsh Stadium Replay Screen ......................... — 62 — 1 412

Santos Stadium Track Replacement ........................ 1 582 118 — —

Second-hand Dealers and Pawnbrokers initiative.... 200 — 200 —

State Facility Fund................................................... — — — 200

Total existing projects 4 157 2 116 3 038 2 555

Annual programs 1 965 1 919 1 641 3 080

Total annual programs 1 965 1 919 1 641 3 080

Total investing expenditure 6 122 4 035 4 679 5 635

Reconciliation to investing expenditure (as per agency statement of cash flows)

Less: Cost of projects transferred in

Office for Recreation and Sport from the Department of the Premier and Cabinet...................

— — — 59

Employee Ombudsman, Industrial Relations Court and Commission and Workers Compensation Tribunal, WorkCover Ombudsman, and Medical Panels SA from the Department of the Premier and Cabinet(a)................ — 39 — 1 312

Equals: Total investing expenditure 6 122 3 996 4 679 4 264

(a) The Employee Ombudsman, Industrial Relations Court and Commission and Workers Compensation Tribunal, WorkCover Ombudsman and Medical Panels SA transferred from the Department of the Premier and Cabinet to the Attorney-General’s Department on 1 July 2010.

5.20


Program information

Program 1: Employee Advocacy

Description/Objective: Provision of services to ensure the rights and obligations of employees and employers are protected and the relevant law applied to prevent and resolve workplace disputes.

Summary income statement

Program 1: Employee Advocacy 2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses

Employee Benefits and Costs ........................................ 6 855 6 973 13 428 5 508

Supplies and Services .................................................... 11 255 11 121 4 759 3 981

Depreciation and Amortisation...................................... 81 81 131 55

Total expenses 18 191 18 175 18 318 9 544

Income

Sale of Goods and Services ........................................... 5 187 — 9 421 3 607

Fees, Fines and Penalties ............................................... 19 9 121 19 —

Grants and Subsidies ..................................................... 10 047 5 945 5 086 4 546

Commonwealth Revenue............................................... 247 — — —

Other.............................................................................. 1 443 — — 1

Total income 16 943 15 066 14 526 8 154

Net cost of providing services 1 248 3 109 3 792 1 390

Note: During 2009-10, an adjustment was made to classify ‘sale of goods and services’ as ‘fees, fines and penalties’. Based on further financial advice, this income has been reclassified to ‘sale of goods and services’ and ‘grants and subsidies’ income for 2010-11.

5.21

Sub-program information

Sub-program 1.1: Employee Ombudsman Services

The Employee Ombudsman is appointed to assist in ensuring that the rights of all parties under South Australian law are protected. This is achieved by continuing to promote fair and equitable workplace relations through community liaison, research, promotion of alternative dispute resolution practices, and engagement with key partners.

2010-11Budget

2009-10Estimated


2008-09Actual

Net Cost of Sub-program $593 000 $518 000 $519 000 $513 000

Performance Commentary

In 2009–10, the Office of the Employee Ombudsman continued to provide advice and assistance on a daily basis to individual clients. The office has further developed alternate approaches to workplace conflict through facilitating mediation training with government agencies and mediation practitioners. An active awareness of workers compensation issues has been maintained. The office continues to foster and develop working relationships with agencies to promote access and increased participation by marginalised communities to frontline services.

5.22

Sub-program 1.2: Conciliation and Arbitration

Provision of industrial conciliation and arbitration services through the Industrial Relations Court and Commission and Workers Compensation Tribunal, for the resolution of workplace disputes.

2010-11Budget

2009-10Estimated


2008-09Actual

Net Cost of Sub-program $924 000(a) $2 536 000 $3 202 000 $2 081 000


The Industrial Relations Court and Commission and Workers Compensation Tribunal provide the forum for the resolution by agreement and the hearing and determination of disputes and offences in workplaces and in workers compensation claims in South Australia, and the regulation of conditions of employment.

The relevant governing legislation prescribes the principle processes and practices the tribunal must follow, but in ways consistent with that legislation the tribunal continues to seek to improve administrative systems and to improve access and efficiency in case flows, measured herein in terms of case duration for three of the tribunal’s jurisdictions.

The ‘matters lodged’ figures are provided in the context of performance indicators and targets however, the tribunal does not control or influence the number of matters lodged.

There was a decrease in the number of workers compensation matters lodged in 2009-10 from 2008-09. The 2009-10 figure approximates the average of the past five years but also reflects to some extent the substantial changes in workers compensation legislation just over 12 months ago.

The number of general industrial matters lodged in 2009-10 is on par with the number lodged in 2008-09.

The case duration figures indicate an increase in the time taken to resolve workers compensation matters in the first nine months. This is largely due to the change in the nature of matters now going to dispute as a result of the changes in workers compensation legislation.

Performance Indicators 2010-11Target

2009-10Estimated

Result 2009-10 Target

2008-09Actual

No. of industrial matters lodged, including prosecutions 700 1 075 1 000 1 094

No. of workers compensation matters lodged 6 000 6 119 7 000 7 375

Time to closure for workers compensation dispute cases:

% closed in 3 months 25% 25% 50% 45%

% closed in 6 months 60% 57% 80% 79%

% closed in 9 months 80% 79% 90% 91%

% closed in 12 months 90% 87% 95% 95%

Time to closure for unfair dismissal cases:

% closed in 3 months 80% 79% 70% 73%

% closed in 6 months 90% 88% 90% 86%

% closed in 9 months 95% 92% 95% 92%

% closed in 12 months 99% 95% 99% 94%

Time to closure for monetary claims:

% closed in 3 months 50% 56% 50% 54%

% closed in 6 months 70% 74% 65% 73%

% closed in 9 months 80% 79% 75% 85%

% closed in 12 months 90% 83% 90% 92%

Footnotes

(a) The decrease in the net cost of the sub-program from the 2009-10 Estimated Result to the 2010-11 Budget is mainly due to once-off revenue in 2010-11 in recognition of the transfer of assets from the Department of the Premier and Cabinet to the Attorney-General’s Department at no charge ($1.442 million).

5.23

Sub-program 1.3: WorkCover Ombudsman Services

The WorkCover Ombudsman is appointed to support the fair and effective operation of the workers rehabilitation and compensation scheme in South Australia through receiving and investigating complaints, reviewing decisions to stop weekly payments, assisting employers to develop their own complaint-handling processes and recommending improvements to the scheme.

2010-11Budget

2009-10Estimated


2008-09Actual

Net Cost of Sub-program $4 000 $37 000 $4 000 -$7 000


Achievements for 2009-10 include:

completed review of internal complaint handling processes of all self-insured employers;

presented seven seminars to rehabilitation and return to work co-ordinators;

responded to 100 complaints;

responded to 1558 requests for assistance;

reviewed 193 decisions to stop workers’ weekly payments; and

assisted in revising WorkCoverSA/Employer Mutual’s procedure for approving the transition of an injured worker to a new employer.

Targets for 2010-11 include:

implement a case management system to improve the process of managing and reporting on information and documentation collected and generated while investigating complaints and responding to enquiries; and

provide information and analysis to the minister’s 2011 review of the scheme.


2009-10Estimated


2008-09Actual

% of complaints finalised in 12 month period 95 92 80 75

No. of reviews of decisions to stop payments completed 200 193 200 137

5.24

Sub-program 1.4: Medical Panels SA

Medical Panels SA is an independent statutory authority established to answer medical questions that arise when there is a disagreement or uncertainty about medical questions arising in relation to an injured worker.

2010-11Budget

2009-10Estimated


2008-09Actual

Net Cost of Sub-program -$273 000 $18 000 $67 000 -$1 197 000


Medical Panels SA (MPSA) was established on 1 April 2009 under the Workers Rehabilitation and Compensation Act 1986 and provides independent, impartial final and conclusive opinions to determine medical questions which arise in relation to workers’ injuries.

Achievements in 2009-10 include:

the appointment by the Governor of an additional 22 medical practitioners eligible to constitute medical panels to supplement required specialties and improve the gender balance of medical panels; and

publication of the Convenor’s Directions and increased acceptance of MPSA within the workers rehabilitation and compensation system.

It is anticipated that a third round of appointments by the Governor of medical practitioners eligible to constitute medical panels will be required in 2010-11 to further target required specialties to appropriately manage increased referral numbers and MPSA will seek to continue to establish itself as an accepted and important part of the workers rehabilitation and compensation system.

The statistics below reflect a sustained increase in referral numbers in 2010 with 98 per cent of referrals being received from registered and self-insured employers. Overall the average time for opinion return figures reflect an average turnaround time within the 60-day statutory timeframe pursuant to Section 98H of the Workers Rehabilitation and Compensation Act 1986, with the exception of the months of February and March, with the extended timeframe being the result of a significant increase in referrals received from January 2010. Having regard to the 60-day statutory timeframe for provision of medical panel opinions, the average time for opinion figures provided below are current as at 12 August 2010.


2009-10Estimated


2008-09Actual

No. of referrals received (total)(a) 1 000 644 — —

referrals received from registered employers(a) — 247 — —

referrals received from self-insured employers(a) — 383 — —

referrals received from Workers Compensation Tribunal(a)

— 14 — —

Average time for opinion return (in days)(a) 60 53 — —

Footnotes

(a) New performance indicator in 2010-11.

5.25


Program information

Program 2: Recreation, Sport and Racing

Description/Objective: Provision of strategic policy, programs, services, sporting infrastructure and elite sport pathways aimed at all South Australians enjoying lives enriched through participation in active recreation and sport.

This program also includes the provision of strategic policy advice to the Minister for Recreation, Sport and Racing on matters relating to the South Australian racing industry.


Program 2: Recreation, Sport and Racing 2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses




Borrowing Costs ............................................................ 454 280 444 —

Depreciation and Amortisation...................................... 4 011 3 592 3 549 2 213

Other.............................................................................. 364 79 291 36

Total expenses 46 768 38 882 48 077 26 832

Income

Sale of Goods and Services ........................................... 3 788 4 184 3 744 2 645


Commonwealth Revenue............................................... 824 712 822 378

Other.............................................................................. 585 470 309 262

Total income 9 885 10 154 9 243 7 885

Net cost of providing services 36 883 28 728 38 834 18 947(a)

(a) The Office for Recreation and Sport transferred to the Attorney-General’s Department from the Department of the Premier and Cabinet from 1 October 2008, therefore the 2008-09 Actual reported is for the period 1 October 2008 to 30 June 2009.

5.26

Program performance information

Program 2: Recreation, Sport and Racing

Recreation and Sport

The Office for Recreation and Sport (ORS) supports and strengthens the capacity of the active recreation and sport industry through: the development of policy and programs; distribution of funding; recreation and sport planning; promotion of physical activity in all age groups; management and maintenance of facilities; and the provision of services to elite sport.

Racing

The Office for Racing provides strategic policy advice to the government through the Minister for Recreation, Sport and Racing on matters relating to the South Australian racing industry.

2010-11Budget

2009-10Estimated


2008-09Actual

Net Cost of Program $36 883 000 $28 728 000 $38 834 000 $18 947 000



ORS has facilitated a coordinated approach to developing, promoting, implementing and evaluating sport, active recreation and physical activity initiatives and services across government, industry and the wider community from grass roots to elite level. The community has benefited through the provision of high quality recreation and sport opportunities appropriate and accessible for all South Australians.

ORS provided critical leadership and resourcing to meet the South Australia’s Strategic Plan target T2.3 ‘Sport and Recreation’ through the implementation of the State Physical Activity Strategy and improved awareness through the Be Active promotional campaign and program delivery.

Sport and recreation organisations, programs and facilities were supported through administration of funding programs, the delivery of participation programs and training and development services.

Elite athletes continued preparations for and competed in national and international competitions.

Racing

The Office for Racing has continued to work closely with the racing industry on issues that have national significance. Some of these issues included national standards for Australian wagering operators, the proposal to licence commission agents and the payment of product fees. The office also consulted with the racing industry on the recommendations and findings emanating from the Productivity Commission report into gambling.


2009-10Estimated


2008-09Actual


No. of community participation programs managed(a) 114 132 152 163

No. of training and development services provided to the active recreation and sport industry

265 272 249 245

No. of state active recreation and sport facilities developed or maintained

25 25 25 25

No. of strategic industry networks managed 32 34 38 38

No. of athletes scholarships and services provided(b) 545 545 580 590

No. of high performance sports programs conducted 17 17 18 18

Racing

No. of consultations with racing and wagering industry organisations

10 000 10 659 11 500 10 697

Footnotes

(a) Reflects impacts of external bodies including the withdrawal of Commonwealth funding for Active School and School-Club programs and the reorientation of the local government recreation forum. This resulted in fewer community participation programs delivered than the 2009-10 Target. The target for 2010-11 reflects the changes acknowledged in 2009-10 and the current priorities of ORS. The 2010-11 Target recognises that ORS will finalise governance reviews of sport organisations supported by government during 2010-11.

(b) Athlete scholarships have been refocused to better target and support national squad and team athletes.

5.27


Program information

Program 3: Consumer and Business Affairs

Description/Objective: The Office of Consumer and Business Affairs (OCBA) is a statutory office within the Attorney-General’s Department that administers fair trading legislation and regulates defined business activities for South Australia.

OCBA also leads policy development to ensure an informed community that is able to conduct its business fairly, efficiently, competitively and safely.

These objectives are pursued through the provision of court and tribunal case resolution services, alternative dispute resolution services, licensing, regulatory and registration services, educational promotion and awareness campaigns.


Program 3: Consumer and Business Affairs 2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses



Grants and Subsidies ..................................................... 511 158 — 43


Other.............................................................................. 1 631 34 108 37

Total expenses 22 372 19 718 20 715 19 440

Income

Fees, Fines and Penalties ............................................... 14 252 12 941 13 988 12 820

Commonwealth Revenue............................................... — — — 5


Other.............................................................................. 675 667 1 176 516

Total income 20 790 19 422 20 824 19 158

Net cost of providing services 1 582 296 -109 282

5.28


Sub-program 3.1: Residential Tenancies

Provides tenancy related information, advice, conciliation services and support services for the Residential Tenancies Tribunal and provides a high level of service directly and indirectly to the community.

2010-11Budget

2009-10Estimated


2008-09Actual

Net Cost of Sub-program $418 000 $676 000 $762 000 $1 288 000


The Tenancies Branch of OCBA provides services to tenants and landlords/agents of residential properties. It also provides services to proprietors and residents of rooming houses and residents and residential park operators in South Australia. Legislative rights are governed by the Residential Tenancies Act 1995, the Residential Parks Act 2007 and their associated regulations.


2009-10Estimated


2008-09Actual

No. of residential tenancy bonds lodged 54 250 54 113 52 500 48 951

No. of residential tenancy bonds refunded 48 500 48 405 47 250 47 817

No. of Residential Tenancies Tribunal hearings supported 10 000 10 659 11 500 10 697

Sub-program 3.2: Occupational Licensing Services

The Occupational Licensing Unit in OCBA is involved in the issuing of licences and registrations. The unit’s detailed approach to ensuring applicants meet minimum standards, ensures that the community is afforded a level of consumer protection that licence holders are competent in performing their activities and are fit and proper to deal with the broader public.

2010-11Budget

2009-10Estimated


2008-09Actual

Net Cost of Sub-program -$10 070 000 -$10 208 000 -$10 298 000 -$10 216 000


The Business and Occupational Services Branch has continued to promote fair, efficient, competitive and safe business within the community. Commonwealth initiatives have resulted in an increase of applications for certain licence categories.


2009-10Estimated


2008-09Actual

No. of new occupational licence applications processed 6 000 5 961 6 000 5 901

No. of occupational licence renewals processed 50 000 49 515 47 000 49 589

No. of resultant warnings/advices issued(a) — 1 241 1 175 911

Footnotes

(a) This function was transferred to the Compliance and Enforcement Unit which will now report it under Sub-program 3.3.

5.29

Sub-program 3.3: Compliance and Enforcement

The Compliance and Enforcement component of this program monitors compliance with legislation, investigates breaches of legislation and takes appropriate action.

2010-11Budget

2009-10Estimated


2008-09Actual

Net Cost of Sub-program $2 802 000 $2 851 000 $3 176 000 $2 486 000


This sub-program measures compliance through the number of warnings issued. In addition, investigation activity is represented by the number of prima facie breaches investigated, and the number of enforcement sanctions applied. The sub-program also provides a rating in relation to time taken to complete investigation matters.


2009-10Estimated


2008-09Actual

No. of alleged prima facie breaches investigated(a) 3 200 405 425 388

No. of warning letters issued(a) 2 850 283 200 226

No. of assurances taken 20 22 20 17

No. of expiation notices issued(a) 160 13 15 8

No. of disciplines and prosecution briefs prepared 45 50 45 43

No. of consumer products inspected for safety compliance(b) 2 800 2 798 n.a. n.a.

No. of trader visits to monitor compliance with legislation(c) 750 3 985 4 000 4 705

Footnotes

(a) The counting rules for these performance indicators have changed in 2010-11. The 2010-11 targets show a significant increase in the number of warning letters, expiations and investigations. While there has been a general increase across the outputs, the major increase in warning letters, expiations and investigations is attributed to the fact that some compliance and enforcement outcomes achieved in Sub-program 3.1 Residential Tenancies and Sub-program 3.2 Occupational Licensing Services are now reported as part of the Compliance and Enforcement sub-program.

(b) New performance indicator in 2010-11.

(c) This performance indicator was previously reported under Sub-program 3.4. In addition, the 2010-11 target has reduced as a result of the trade measurement function moving to the Commonwealth as of 1 July 2010.

5.30

Sub-program 3.4: Consumer Affairs

Provides advice and alternative dispute resolution, administers laws relating to fair measure and product safety, and maintains a high level of community contact and service.

2010-11Budget

2009-10Estimated


2008-09Actual



OCBA’s continuing education campaigns have resulted in a reduction in ad hoc telephone advice provided in the past year. Consumers are increasingly aware of their rights, and businesses of their responsibilities under fair trading legislation.


2009-10Estimated


2008-09Actual

No. of consumer/business disputes and complaints handled 5 500 6 007 5 200 6 053

No. of ad hoc telephone responses provided to consumers/business

84 000 80 137 84 000 86 888

No. of consumer products inspected for labelling, correct measure, price and safety compliance(a)

— 32 376 35 000 36 384

No. of instruments tested for compliance(a) — 10 285 7 000 8 184

No. of alleged prima facie breaches of legislation investigated

250 268 130 194

No. of warning notices issued to traders for less serious infringements(a)

— 415 400 430

% of customer disputes/complaints resolved within 30 working days

75% 78% 70% 74%

Footnotes

(a) There are no 2010-11 targets for these performance indicators due to the trade measurement function moving to the Commonwealth as of 1 July 2010 and being administered by the National Measurement Institute of Australia. The safety compliance and warning notices components of these performance indicators are now reported under Sub-program 3.3: Compliance and Enforcement.

5.31

Sub-program 3.5: Education, Policy and Research

Provides high level and cost effective education, information and publications to consumers and business. The policy area undertakes research and provides policy and legal advice to the minister and the Commissioner for Consumer Affairs and develops legislative review initiatives.

2010-11Budget

2009-10Estimated


2008-09Actual



The use of the OCBA website continues to grow as consumers’ access to technology is readily available. Media presentations continue to be a useful way of providing information to the community.


2009-10Estimated


2008-09Actual

No. of unique visits to OCBA website 950 000 903 740 940 000 729 641

No. of media presentations by OCBA staff 550 520 550 618

5.32


Program information

Program 4: Building Communities — Status of Women

Description/Objective: Pursuit of the full and equal participation of women in the social and economic life of the state by providing innovative and balanced public policy advice to government. Providing high quality statewide information and referral services through the Women’s Information Service.


Program 4: Building Communities — Status of Women 2010-11

Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses


Supplies and Services .................................................... 843 878 835 793

Grants and Subsidies ..................................................... 109 116 55 97


Other.............................................................................. 2 4 11 —

Total expenses 2 394 2 793 2 829 2 546

Income

Sale of Goods and Services ........................................... 17 103 103 99

Commonwealth Revenue............................................... — — — 1

Other.............................................................................. 11 14 13 101

Total income 28 117 116 201


5.33


Program 4: Building Communities — Status of Women

The Office for Women provides policy advice to government on the interests and concerns of South Australian women.

2010-11Budget

2009-10Estimated


2008-09Actual



Women’s Policy Office

The Office for Women has lead responsibility for increasing women’s contribution as leaders and key decision makers in the South Australian community, with a focus on the women’s leadership targets in South Australia’s Strategic Plan. As at 1 June 2010, the percentage of women on South Australian boards and committees was 45 per cent. As at 1 June 2010 the percentage of women chairing these boards and committees was 34 per cent.

A key tool to increase the number of women in leadership positions is the Premier’s Women’s Directory. During 2009-10, the Premier’s Women’s Directory profiled 752 women who are suitable for board and committee positions with a range of diverse skill sets and backgrounds.

The Office for Women leads the Women’s Safety Strategy which provides a whole of government approach to the critical issues surrounding women’s safety. In 2009-10, the focus was on community education about rape and sexual assault and domestic violence legislative reform and respectful relationships.

Women’s Information Service

The Women’s Information Services continued to provide information, referral and support services to women throughout South Australia. Key topics for women seeking assistance included legal advice, domestic/family violence, finance, health issues, employment, accommodation and homelessness.

Premier’s Council for Women

The Premier’s Council for Women is currently in its fifth term and has 16 members, including two Aboriginal and Torres Strait Islander women. Achievements for 2009-10 include:

providing a focus and ongoing leadership on key issues in relation to women’s equality in South Australia; and

monitoring the progress towards equality for women in South Australia, including a focus on the key areas set out in South Australia’s Strategic Plan.


2009-10Estimated


2008-09Actual

No. of enquiries 19 000 18 302 19 000 16 068

5.34


Program information

Program 5: Liquor Regulatory Services

Description/Objective: The Office of the Liquor and Gambling Commissioner, a statutory office within the Attorney-General’s Department, regulates the liquor and gambling industries.

The objectives in the area of liquor regulation are to encourage responsible attitudes towards the promotion, sale, supply, consumption and use of liquor products; to minimise the harm associated with these products; and to ensure the sale, supply and consumption of liquor is conducted in a way that contributes to, and does not detract from, the amenity of South Australian community life.

These objectives are pursued through rigorous regulatory regimes.


Program 5: Liquor Regulatory Services 2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses


Supplies and Services .................................................... 999 970 1 330 1 099

Grants and Subsidies ..................................................... 81 82 — —


Other.............................................................................. 2 -240(a) 17 1 944

Total expenses 3 218 3 408 3 721 6 033

Income

Fees, Fines and Penalties ............................................... 1 145 1 186 997 1 127

Other.............................................................................. 132 132 105 43

Total income 1 277 1 318 1 102 1 170


(a) The negative balance for ‘other’ expenses for the 2009-10 Estimated Result relates to the reversal of a provision for doubtful debts provided for in 2008-09.

5.35


Program 5: Liquor Regulatory Services

2010-11Budget

2009-10Estimated


2008-09Actual



Estimated results for the new performance indicators established for 2009-10 by the Office of the Liquor and Gambling Commissioner (OLGC) indicate the high level of application processing undertaken and the success of the conciliation process.

When objections are lodged to advertised applications the application is deemed to be contested and the conciliation process occurs. Only three per cent of contested applications were referred to the Licensing Court, a significant cost saving to business.

Higher inspections targets were set for 2009-10 and the estimated results indicate that, overall, 99 per cent of the target number of inspections were achieved. These targets will be maintained in 2010-11.


2009-10Estimated


2008-09Actual

Applications for licences(a) 300 301 300 n.a.

Applications for transfers(a) 280 287 280 n.a.

Applications — general(a) 600 663 600 n.a.

Applications for limited licences(a) 9 000 9 248 8 400 n.a.

Applications for person approvals(a) 9 000 9 547 7 000 n.a.

Conciliation hearings — contested applications(a) 300 344 200 n.a.

% of contested applications conciliated or determined by OLGC

90% 97% 90% 93%

No. of inspections of licensed premises(b)

Priority 1 1 400 1 364 1 400 1 000

Priority 2 1 350 1 383 1 350 1 250

Priority 3 500 471 500 300

No. of unique visits to OLGC website(a) 90 000 95 985 90 000 n.a.

No. of precinct meetings, major community events, conferences and seminars attended by OLGC staff

50 50 50 13

Footnotes

(a) Performance indicators introduced in 2009-10.

(b) Licensed premises (total number approximately 5600) are assessed annually on risk into three categories to determine frequency of inspections. Priority 1 venues are inspected every 12 months. Priority 2 venues are inspected every two years. Priority 3 venues are inspected every three years.

5.36


Program information

Program 6: Gambling Regulatory Services

Description/Objective: The Office of the Liquor and Gambling Commissioner, a statutory office within the Attorney-General’s Department, regulates the liquor and gambling industries.

The objectives in the area of gambling regulation are to encourage responsible attitudes towards the promotion, sale, supply and use of gambling products; to minimise the harm associated with these products; and to maintain public confidence in the state’s gambling industries.

These objectives are pursued through rigorous regulatory regimes.


Program 6: Gambling Regulatory Services 2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses




Other.............................................................................. 4 8 25 —

Total expenses 4 502 5 336 4 557 3 944

Income

Other.............................................................................. 1 487 1 443 1 673 1 282

Total income 1 487 1 443 1 673 1 282


5.37


Program 6: Gambling Regulatory Services

2010-11Budget

2009-10Estimated


2008-09Actual



Estimated results for the new performance indicators established for 2009-10 indicate the high level of application processing undertaken. In the first full year of online lodgement of trade promotion lottery applications being available, a take-up rate of 56 per cent indicates that this option is attractive to business as an efficiency measure.


2009-10Estimated


2008-09Actual

Gaming

Applications for gaming licences(a) 3 3 3 n.a.

Applications for licence transfers(a) 50 44 60 n.a.

Applications — general(a) 240 250 225 n.a.

Applications for person approvals(a)(b) 2 800 2 936 2 600 n.a.

Inspections of gaming venues 600 636 600 600

Casino

Applications from the Casino(a)(c) 200 230 190 n.a.

Applications for person approvals(a) 300 298 420 n.a.

Casino compliance assessments 1 520 1 605 1 520 2 150

Casino barring hearings(a) 15 14 15 n.a.

Wagering

Applications for wagering licences(a) 10 11 35 n.a.

Applications for licence renewals(a) 120 124 90 n.a.

Application for bookmaker permits(a) 2 300 2 347 2 700 n.a.

Application for wagering approvals(a) 150 160 90 n.a.

Wagering compliance assessments 600 608 600 620

Lotteries and Charities

Applications — trade promotion lottery licences(a) 3 200 3 189 3 800 n.a.

% of trade promotion applications received online(a) 60% 56% 60% n.a.

Applications — other lottery licences(a) 800 710 800 n.a.

Applications — variation to lottery licence(a) 600 588 650 n.a.

Applications — charity licences(a) 600 603 500 n.a.

Footnotes

(a) Performance indicators introduced in 2009-10.

(b) By legislation, all individuals must be approved to work in hotels, gaming rooms and the Casino.

(c) The Casino must lodge applications to change or renew games, gaming machines, floor layout, etc.

5.38


Program information

Program 7: Legal Services

Description/Objective: The objectives of service provider agencies and independent statutory authorities within the Attorney-General’s Department are to:

increase the South Australian community’s and industry’s awareness of their rights and responsibilities;

increase the South Australian community’s confidence that the system of justice is fair, equitable and accessible;

maintain and enhance the state’s systems of justice and law;

fairly represent the legal interests of the state and protect the rights of its citizens, and its government and agencies; and

provide the people of South Australia with an independent and effective prosecution service which is timely, efficient and just.


Program 7: Legal Services 2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses





Other.............................................................................. 58 105 281 4

Total expenses 61 113 62 926 59 512 56 596

Income



Commonwealth Revenue............................................... 5 35 — 15

Other.............................................................................. 559 577 838 1 486

Total income 21 466 21 803 19 616 21 186


5.39


Sub-program 7.1: Crown Solicitor

The Crown Solicitor is a corporation sole within the Attorney-General’s Department. Through the Attorney-General, the Crown Solicitor’s Office (CSO) provides legal services to ministers, government departments and agencies.

The service objective of the CSO is to achieve timely, high quality legal services and advice to the government, particularly where the risk to government is high, there is significant need for a public sector perspective, and the work is otherwise in the public interest.

The service objectives are pursued through the provision of legal advice, representation, and commercial legal services.

2010-11Budget

2009-10Estimated


2008-09Actual



In 2009-10, the CSO continued to perform well in response to increasing demand for legal services from client agencies.

In 2009-10, eight client agencies sought and were provided with additional outposted or dedicated legal resources from the CSO.

A survey of CSO clients returned high satisfaction ratings of 87 per cent and 70 per cent for quality of work and timeliness respectively.

The CSO continues to review and examine its work processes to improve its efficiency and effectiveness. An example is the development by the CSO of a short form grant agreement for use by all Government of South Australia agencies. This initiative delivers red-tape reductions by enabling quicker contracting through short, non-threatening and balanced agreements. Grant recipients understand their rights and responsibilities more quickly and are comfortable that they are not committing their organisation to unreasonable obligations.


2009-10Estimated


2008-09Actual

No. of hours of legal services:

in-house lawyers 168 878 227 058 189 600 215 649

out-posted lawyers 45 662 52 164 47 100 53 820

% of available hours allocated to client’s work 70%(a) 83% 70%(a) 80%

No. of files opened n.a. 8 454 n.a. 8 254

No. of files closed n.a. 3 746 n.a. 4 390

% of surveyed clients satisfied with the quality of CSO’s services rated as at least high

90% 87% 90% 92%

% of surveyed clients satisfied with the timeliness of CSO’s services rated as at least high

70% 70% 70% 74%

Footnotes

(a) Currently, the policy within the CSO is for legal staff to achieve a productivity target of 70 per cent of all available hours to be spent on client legal services.

5.40

Sub-program 7.2: Public Prosecutions

The Director of Public Prosecutions (DPP) is a statutory officer, independent of the Attorney-General’s Department, who initiates and conducts criminal prosecutions in the Magistrates, District and Supreme Courts of South Australia. The DPP also initiates and conducts appeals in the Full Court of South Australia and the High Court of Australia. The objective is to provide the people of South Australia with an independent and effective criminal prosecution service that is timely, efficient and just. This objective is pursued by application of the DPP’s guidelines and the benefit to the South Australian community is the provision of an effective prosecution service, which is essential to the rule of law.

2010-11Budget

2009-10Estimated


2008-09Actual



After several years of significant growth, both the number of prosecution briefs coming to the Office of the Director of Public Prosecutions (ODPP) from South Australia Police and the number of briefs finalised increased marginally in 2009-10. The ODPP has worked with South Australia Police to reduce the need for the adjudications and opinions.

Throughout the year there were between 3000 and 3200 active briefs in the ODPP.

Sub-program 7.3: Parliamentary Counsel

The Office of Parliamentary Counsel (OPC) provides legislative drafting services to the government and to private members of parliament and a program for the revision and publication of legislation.

The objective of the OPC is to provide a specialist legislative drafting and publication service that contributes to an effective system of parliamentary democracy and a coherent body of statute law that is legally effective and accessible to the public.

The services provided by OPC cover legal services, coordination and advice.

2010-11Budget

2009-10Estimated


2008-09Actual



The OPC continues to provide a specialist drafting service with respect to the preparation of bills, regulations and proclamations that is consistent with professional standards of legislative drafting. Such standards are principally concerned with the quality of work and the timeliness of the production of drafts for the Executive Government and private members of parliament.

To ensure that the work of the OPC is of the highest quality, drafting partnerships and internal quality control processes have been developed and the ongoing development of drafters has been maintained. The OPC continues to produce work in a timely manner within set timelines.

The workflow of the OPC remains high with the government progressing its legislative program and a sustained demand for private member’s Bills.

The activities of the OPC have enabled the department to progress its legislative program and have supported the government’s action through the preparation of subordinate legislation and proclamations for promulgation by the Governor.

The publication of consolidations and the South Australian Index of Legislation continues on a fortnightly basis with all work continuing to be completed according to schedule throughout the year.

Performance Indicators(a) 2010-11Target

2009-10Estimated


2008-09Actual

No. of Bills introduced 110 111 115 170

No. of Acts enacted 80 55 80 57

No. of regulations made 275 273 275 277

Footnotes

(a) OPC workloads are substantially driven by the government’s legislative programs. Outputs depend on a number of factors, including the promotion of initiatives by ministers, decisions of Cabinet, the volume and complexity of drafting work generated by members of parliament, and the proceedings and decisions of the parliament itself. Any target set should be viewed as an estimation of workflow based on past experience rather than a figure that the OPC sets out to achieve.

5.41

Sub-program 7.4: Solicitor-General

The Solicitor-General is a statutory officer appointed by the Governor under the Solicitor-General Act 1972 and is the state’s second legal officer after the Attorney-General. The Solicitor-General represents the Crown in civil proceedings, as well as providing independent high level advice to the Attorney-General. The Solicitor-General acts on instructions from the Attorney-General and those members of government whom the Attorney-General has authorised to give instructions.

2010-11Budget

2009-10Estimated


2008-09Actual


5.42


Program information

Program 8: Forensic Science

Description/Objective: Provision of forensic science services, primarily in relation to coronial and police investigations.


Program 8: Forensic Science 2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses




Borrowing Costs ............................................................ 1 1 — —


Other.............................................................................. 17 30 78 —

Total expenses 24 098 24 638 24 720 24 029

Income


Other.............................................................................. 69 88 116 7

Total income 4 173 4 093 4 152 4 520


5.43


Program 8: Forensic Science

2010-11Budget

2009-10Estimated


2008-09Actual



The Backlog Reduction Program for DNA and Pathology has been very successful with targets being largely achieved by the end of June 2010.


2009-10Estimated


2008-09Actual

Coronial cases referred each year including reviews(a) 1 700 1 586 1 800 1 814

turnaround time Post Mortem reports 95% < 6 months 87% < 6 months 95% < 6 months 75% < 6 months

DNA database reference samples(b) 12 000 14 920 20 000 17 834

DNA crime scene cases with no suspect 1 700 1 653 2 250 1 781

turnaround time(c) 80% < 1 month 72% < 1 month 80% < 1 month 35% < 1 month

Drugs in drivers cases (oral fluids) 1 200 1 152 1 200 894

turnaround time 95% < 2 weeks 100% < 2 weeks 95% < 2 weeks 100% < 2 weeks

Illicit drugs cases 740 732 800 741

turnaround time 90% < 3 months 81% < 3 months 90% < 3 months 79% < 3 months

Sexual assault kit screens 230 223 295 231

turnaround time 90% < 1 month 96% < 1 month 90% < 1 month 79% < 1 month

Footnotes

(a) The number of post mortems and medical reviews requested has reduced due to increased coronial cases during the heat wave in 2008-09.

(b) This trend of reduced samples indicates that most repeat offenders have samples on the DNA database and the only samples being submitted are for new offenders, signalling the maturing of the South Australian DNA database.

(c) Percentage completed < 1 month is an average over the financial year. Due to the progressive improvements under the Backlog Reduction Program, the results being achieved by June 2010 were much higher.

5.44


Program information

Program 9: Policy, Planning and Legislation

Description/Objective: The Policy, Planning and Legislation division provides advice on policy development, review and reform of the law and strategic planning for the department and the Justice portfolio.


Program 9: Policy, Planning and Legislation 2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses


Supplies and Services .................................................... 1 383 1 000 1 435 567



Other.............................................................................. 13 11 33 —

Total expenses 11 809 11 604 11 753 10 872

Income

Grants and Subsidies ..................................................... 237 235 — 1 194

Commonwealth revenue ................................................ 3 259 3 182 3 233 3 259

Other.............................................................................. 651 675 826 700

Total income 4 147 4 092 4 059 5 153


5.45


Program 9: Policy, Planning and Legislation

Legislation and Legal Policy

The Legislation and Legal Policy Section provides specialist legal policy advice to the Attorney-General and Minister for Justice and develops and reviews legislative proposals affecting legislation for which the Attorney-General is responsible. The section also supports the Attorney-General in his participation on ministerial councils and represents him on interdepartmental and intergovernmental committees.

Policy and Research

The Policy and Research Branch undertakes research, develops policy and provides advice in priority areas identified by the Attorney-General and the chief executive, including Aboriginal justice, crime prevention and access to justice. The branch monitors national and international criminal justice initiatives and issues in priority areas. It supports the Criminal Justice Ministerial Taskforce. It also administers the Crime Prevention and Community Safety Grants program and the Community Legal Centres program.

Strategic Planning and Crime Statistics

The Strategic Planning and Crime Statistics Branch comprises:

the Strategic Planning and Reporting Unit which coordinates the department business planning process and facilitates the development and monitoring of strategic plans for the Justice portfolio and the Attorney-General’s Department (including reporting on the Justice portfolio’s contributions to South Australia’s Strategic Plan); and

the Office of Crime Statistics and Research which, via monitoring, research and evaluation into crime and the criminal justice system, provides an evidence base for criminal justice policy development and improved public understanding of crime and justice issues.

2010-11Budget

2009-10Estimated


2008-09Actual



Legislation and Legal Policy

The Legislation and Legal Policy Section continued to provide law-reform and legal-policy advice to the Attorney-General and to develop legislation consistent with the government’s priorities. The section was involved in developing proposals to reform the law:

to address street racing, mini bikes and the clamping, impounding and forfeiture of motor vehicles;

to combat knife related crime;

to provide for child protection restraining orders;

to deal with recidivist young offenders and establish the Youth Parole Board; and

relating to property damage offences.

Policy and Research

The Policy and Research Branch has undertaken a range of initiatives aimed at achieving South Australia’s Strategic Plan target T2.8 ‘Statewide crime rates — reducing victim reported crime’, including:

researching, analysing and advising on a range of justice related policy issues;

providing funding through the Crime Prevention and Community Safety Grants program for local projects aimed at reducing and preventing crime;

representing South Australia in the development of a draft national crime prevention framework; and

developing an offender management plan pilot for South Australia in conjunction with South Australia Police, the Department for Correctional Services, the Department of Health and the Department for Families and Communities.

Strategic Planning and Crime Statistics

The Strategic Planning and Reporting Unit coordinated the Attorney-General’s Department business plans for 2009-10 and facilitated the planning process for the development of these plans, to support the implementation of the Attorney-General’s Department Strategic Plan 2008-10.

The unit continued to promote achievements, monitor, and report bi-annually on all Justice led South Australia’s Strategic Plan targets including whole of government initiatives to the Office of the Executive Committee of Cabinet. The Office of Crime Statistics and Research continued to provide information to support evidence based reviews of criminal justice policy.

5.46


Program information

Program 10: Police Complaints Authority

Description/Objective: The Police Complaints Authority is a statutory office independent of the Attorney-General’s Department providing complaint handling services for complaints about South Australian police.

The objectives of this program are to maintain public confidence in, and proper accountability of South Australia Police (SAPOL).

These objectives are pursued through the provision of complaint investigation and resolution services, the conducting of external reviews under the Freedom of Information Act 1991, by the independent auditing of police records of telephone interceptions and the use of listening and surveillance devices and of police compliance with the legislation regarding DNA sampling.


Program 10: Police Complaints Authority 2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses




Other.............................................................................. 1 2 7 —

Total expenses 1 285 1 411 1 257 1 376

Income

Other.............................................................................. 3 4 — 5

Total income 3 4 — 5


5.47


Program 10: Police Complaints Authority

2010-11Budget

2009-10Estimated


2008-09Actual



This program is driven mainly by complaints and applications from members of the public. The variations in numbers in these indicators fall within the expected range and finalisation rates fall within expectations.


2009-10Estimated


2008-09Actual

No. of cases/complaints received 1 100 1 172(c) 1 100 1 080

No. of freedom of information reviews conducted 15 12(c) 18 18

% of complaints finalised(a) 92% 92% 80% 80%

% of cases finalised within 28 days(b) 87% 85% 85% 85%

Footnotes

(a) This indicator refers to the number of complaints finalised during the year expressed as a percentage of the number of complaints received during the year.

(b) This indicator refers to finalisation within 28 days of receipt of the completed investigation from South Australia Police.

(c) The Police Complaints Authority implemented a new data base in May 2010. These performance indicators comprise data recorded up until 30 April 2010 extrapolated for a full year.

5.48


Program information

Program 11: Ombudsman Services

Description/Objective: The Ombudsman is a statutory officer independent of the Attorney-General’s Department, reporting to parliament. The Ombudsman investigates and attempts to resolve complaints against state and local government agencies under the Ombudsman Act 1972, and reviews determinations made by agencies under the Freedom of Information Act 1991.

The objective of this program is to ensure that the public receives fair treatment from government bodies and that public administration is reasonable and just.

This objective is pursued through the provision of complaint investigation and resolution services including the review of freedom of information determinations.


Program 11: Ombudsman Services 2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses




Other.............................................................................. 2 3 8 —

Total expenses 1 718 1 814 1 613 1 714

Income

Other.............................................................................. 10 9 3 19



5.49


Program 11: Ombudsman Services

2010-11Budget

2009-10Estimated


2008-09Actual



On 15 March 2010, Ombudsman SA implemented a new case management system therefore counting rules for the collection of data will change from 2010-11 onwards. Performance indicators for future years will be presented on the basis of the new counting rules, hence the lower target figures for complaints and freedom of information (FOI) reviews received.

Complaints received during 2009-10 include a major investigation referred by the Legislative Council, which is currently the subject of Supreme Court action.

In addition to the complaints and FOI reviews listed below, in 2009-10 Ombudsman SA dealt with over 6000 other approaches to the office. Each approach resulted in the provision of advice or referral information to a member of the public.


2009-10Estimated


2008-09Actual

Ombudsman investigations:

No. of complaints received 1 500 2 478 2 400 2 322

No. of open investigations(a) 100 101 200 136

No. of investigations over 9 months old(b) 10 14 20 29

No. of complaints finalised 1 500 2 347 2 300 2 190

FOI reviews:

No. of reviews received 75 180 70 128

No. of open reviews(a) 25 28 15 26

No. of reviews over 9 months old(b) — 2 — 6

No. of reviews finalised 75 176 70 93

Footnotes

(a) Investigations or reviews on hand at the end of the year.

(b) Investigations or reviews on hand at the end of the year which are over nine months old.

5.50


Program information

Program 12: Registration Services

Description/Objective: The Office of Consumer and Business Affairs (OCBA) is a statutory office within the Attorney-General’s Department that administers fair trading legislation, regulates defined business activities and maintains business and civil records for South Australia.

Registration Services is the part of OCBA that is responsible for registering and maintaining the particulars relating to births, deaths and marriages, business names, incorporated associations and security and investigation agents. The registration of these particulars assists with ensuring transparency in business dealings.


Program 12: Registration Services 2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses




Other.............................................................................. 6 7 23 5

Total expenses 5 476 5 482 5 234 4 085

Income


Grants and Subsidies ..................................................... 58 61 — 48

Other.............................................................................. 629 609 774 2

Total income 15 868 15 383 15 429 14 379

Net cost of providing services -10 392 -9 901 -10 195 -10 294

5.51


Program 12: Registration Services

Births, Deaths and Marriages

Births, Deaths and Marriages (BDM) maintains the registers of information on births, deaths, marriages, changes of name and gender reassignments and delivers high volume and high quality service to the general community.

Business Registration Unit

The Business Registration Unit registers and maintains the particulars of business names, incorporated associations and security and investigation agents, thereby ensuring transparency in business dealings.

2010-11Budget

2009-10Estimated


2008-09Actual

Net Cost of Program -$10 392 000 -$9 901 000 -$10 195 000 -$10 294 000



In order to deal with increasing workload, including higher registration numbers and the need for procedures to minimise identity fraud, BDM is working on a range of projects to increase the use of online lodgement and online certificate applications.


The Registration Unit continued to promote fair, efficient and competitive practices in the community during 2009-10.


2009-10Estimated


2008-09Actual


No. of new birth, death and marriage registrations 45 000 44 235 40 500 44 056

No. of birth, death and marriage certificates issued 125 000 123 634 125 000 127 242

% of birth, death and marriage certificates issued that do not require any follow up action

88% 86% 92% 88%

% of birth, deaths and marriage certificates issued within 3 working days of a complete application

88% 88% 88% 78%

No. of changes of name registered 3 200 3 172 3 000 3 227


No. of new business names registration applications processed

12 800(a) 13 967 13 200 12 381

No. of business names registrations renewed 17 800(a) 19 406 18 400 18 722

Footnotes

(a) The anticipated transfer of business names registrations to a national register scheme in 2010-11 will reduce the number of business name applications and registrations processed.

5.52


Program information

Program 13: Justice Portfolio Services

Description/Objective: The objective of this program is to provide excellence in customer service in the delivery of the following Justice portfolio support services — financial; procurement and contract management; information and communications technology; human resources; ministerial offices and ministerial support; Justice executive; and other grants.

This objective is pursued through the provision of corporate support services and advice on policy and direction.


Program 13: Justice Portfolio Services 2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses





Other.............................................................................. 29 38 94 98

Total expenses 35 061 34 178 34 036 35 997

Income


Grants and Subsidies ..................................................... — 260 346 252

Commonwealth Revenue............................................... 68 66 — 6

Other.............................................................................. 446 433 1 076 706

Total income 14 910 15 006 16 134 15 530


5.53


Program information

Program 14: Building Communities — Equal Opportunity

Description/Objective: The Commissioner for Equal Opportunity is an independent statutory appointment with responsibility to administer the Equal Opportunity Act 1984.

The objective of the program is to promote equality of opportunity for all South Australians through the administration of anti-discrimination legislation. This is achieved through:

promoting equal opportunity principles to all South Australians;

examining and responding to complaints of discrimination; and

providing information, education and training to encourage compliance with the legislation.


Program 14: Building Communities —Equal Opportunity 2010-11

Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses





Other.............................................................................. 2 3 10 —

Total expenses 2 189 2 257 2 279 2 354

Income


Other.............................................................................. 212 208 160 162

Total income 222 218 170 172


5.54


Program 14: Building Communities — Equal Opportunity

Education Services

The objective is to promote compliance with anti discrimination legislation by providing information, education, training and promotional services. This benefits the community by preventing incidents of discrimination and equipping individuals and organisations with the skills to respond to such problems should they arise.

Complaint Services

The Equal Opportunity Act 1984 requires the Commissioner for Equal Opportunity to receive complaints of discrimination and try to resolve them. This service provides a free and confidential opportunity for people to address unfair treatment that they have experienced.

2010-11Budget

2009-10Estimated


2008-09Actual



Education Services

The Equal Opportunity Commission continues to direct its training services towards building the capacity of organisations to deliver their own tailored training programs. This year the commission has added to those services an equal opportunity induction e-course available for organisations to purchase. It provides a convenient way to address equal opportunity requirements as part of induction and refresher courses. The commission also maintains an employer’s toolkit on its website. It again expects to see a decrease in the number of training sessions and hours as it equips organisations with tools and resources to deliver their own programs and directs its training services towards target industries and smaller groups of senior managers.

The commission has also started targeting new workers, both students and migrants, with presentations to make them aware of equal opportunity rights and requirements before they enter the job market.

Complaint Services

The commission continues to provide a high quality complaint handling service that assists people to resolve their discrimination concerns in a private, free, impartial and conciliatory manner.

The number of enquiries received has risen following changes to the Equal Opportunity Act 1984 in October 2009.

The commission’s complaint conciliation rate this year was above the national average. The commission was able to deal with complaints in a timeframe that was on target. The total number of complaints received in 2009-10 was 244.


2009-10Estimated


2008-09Actual

No. of training sessions delivered 110 124 120 122

No. of training hours 6 700 7 077(a) 6 750 5 670

Website visitor sessions 140 000 140 686 140 000 130 063

No. of enquiries 1 800 2 091(b) 1 800 1 682

No. of accepted complaints received 100 107(c) 140 125

% of accepted complaints that are conciliated 60% 58% 50% 51%

Average accepted complaint completion time 4.5 months 4.7 months 4.5 months 4.2 months

Footnotes

(a) This increase in training hours relates to the briefings delivered by the commission on the 2009 amendments to the Equal Opportunity Act 1984. These briefings were held for a large numbers of participants, hence training hours (measured by number of participants by training hours) were higher than projected.

(b) The increased number of enquiries relates to the 2009 amendments to the Equal Opportunity Act 1984.

(c) Less accepted complaints were received because of the Commonwealth Fair Work Act 2009, which commenced on 1 July 2009. This allows the Fair Work Ombudsman to take up complaints about discrimination in the workplace.

5.55


Program information

Program 15: Building Communities — Justice Youth Reform

Description/Objective: The Justice Youth Reform Unit (JYRU) undertakes research, development and implementation of policy objectives and strategies to support the government’s youth justice agenda. The unit monitors and reports on the government’s response to Monsignor Cappo’s To Break the Cycle report. The unit is also responsible for developing and implementing initiatives in response to some of the report’s key recommendations.

The JYRU works collaboratively with government and non-government agencies and the community to facilitate and lead reform in youth justice. The JYRU works to promote public safety, prevent crime and divert young offenders and young people at risk of offending from criminal behaviour. The JYRU aims to establish creative and progressive strategies, programs and approaches that promote resilience in young people and divert young offenders and young people at risk of offending from criminal behaviour.


Program 15: Building Communities — Justice Youth Reform 2010-11

Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses

Employee Benefits and Costs ........................................ 427 941 572 708



Depreciation and Amortisation...................................... 1 1 — 2

Other.............................................................................. — 2 1 —

Total expenses 1 453 1 958 1 707 1 718

Income

Grants and Subsidies ..................................................... 6 315 151 —

Other.............................................................................. 3 3 2 3



5.56


Program 15: Building Communities — Justice Youth Reform

The Justice Youth Reform Unit undertakes research, development and implementation of policy objectives and strategies to support the government’s youth justice agenda, in particular, the department’s responsibilities in relation to the 2007 report on serious repeat offending by young people To Break the Cycle. The unit supports the chief executive in his role as chair of the Youth Justice Leadership Group and supports the Attorney-General in his role as chair of the Youth Justice Cabinet Committee.

2010-11Budget

2009-10Estimated


2008-09Actual



The following programs were key achievements for 2009-10 to address South Australia’s Strategic Plan target T2.8 ‘Statewide crime rates’ — to reduce the rate of victim reported crime by 12 per cent by 2014. They also responded to the To Break the Cycle report:

Aboriginal Power Cup — 17 schools (an increase from 10 schools in 2009) from metropolitan and regional areas participated in the 2010 Aboriginal Power Cup;

The David Kennedy (Nendi) Approach — the Justice Youth Reform Unit supported the Nendi working group to develop a deterrent strategy to target serious repeat offenders based on the Professor David Kennedy model. The approach incorporates community engagement models to target serious repeat offenders and deter them from criminal activity;

The Community Protection Panel — this is a high level multi-agency panel, tasked to oversee the delivery of targeted services to serious young offenders;

Port Augusta Social Vision — this initiative involves three programs for young people at risk in Port Augusta, namely:

the Port Augusta Youth Support Strategy program operates a night time based youth support service and mentoring strategy;

the Port Augusta Youth Service program delivers a broad range of skill development and support programs aimed at improving outcomes for young people in the area; and

the Summer School Activities provides local young people with access to a diverse range of activities over the summer holiday period; and

Operation Flinders — this is an outdoor adventure based training program for young offenders and young people at risk of offending behaviour.

5.57


Program information

Program 16: Building Communities — Advocacy and Guardianship Services

Description/Objective: The Guardianship Board and the Office of the Public Advocate provide services to promote and protect the rights and interests of people with reduced mental capacity and, where appropriate, their carers. The Guardianship Board is a court like tribunal which has the power to make important decisions affecting the lives and property of persons over whom it has jurisdiction. The Office of the Public Advocate provides education, investigation, advocacy and guardianship services in accordance with its statutory functions. Both entities exist under the Guardianship and Administration Act 1993.

The objectives of this program are:

to provide information and advice about the operation of state mental health and guardianship laws and related issues;

to ensure persons with a mental incapacity have their rights to autonomy and least restrictive intervention respected and, where necessary, receive proper care and protection consistent with contemporary best practice;

to offer guidance and assistance on legal and medical issues;

to provide an efficient and responsive tribunal for determination of matters regarding involuntary treatment for mental illness as well as guardianship and administration matters; and

to ensure every individual has the opportunity to have input into matters affecting their involuntary treatment and appointment of alternate decision makers.

5.58


Program 16: Building Communities — Advocacy and Guardianship Services 2010-11

Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses


Supplies and Services .................................................... 958 940 804 1 025



Other.............................................................................. 5 8 20 —

Total expenses 4 989 4 975 4 161 4 568

Income


Other.............................................................................. 15 17 4 19



5.59


Program information

Program 17: Building Communities — Veterans’ Affairs

Description/Objective: Building Communities — Veterans’ Affairs (Veterans SA) provides assistance to our ex-servicemen and women and those who support them by:

providing a central contact point, making it quicker and easier for them to get information;

co-ordinating the state government’s services to veterans across departments, including health, transport, disability and mental health;

providing local advice on programs, projects and funding for veterans and their families;

helping raise public awareness about the sacrifices made by South Australian veterans; and

supporting the Veterans’ Advisory Council (VAC) to ensure essential communication with the highest level of government.


Program 17: Building Communities — Veterans’ Affairs 2010-11

Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses

Employee Benefits and Costs ........................................ 349 348 310 216



Other.............................................................................. — 1 — —

Total expenses 592 484 462 440

Income

Other.............................................................................. 1 1 — 1

Total income 1 1 — 1

Net cost of providing services 591 483 462 439

5.60


Program 17: Building Communities — Veterans’ Affairs

2010-11Budget

2009-10Estimated


2008-09Actual

Net Cost of Program $591 000 $483 000 $462 000 $439 000


Veterans SA has continued to work with government agencies and the wider community to ensure that the service rendered by veterans is appropriately commemorated.

The Veterans’ Affairs achievements for 2009-10 include:

working in partnership with the South Australian Community Football League, Netball SA and the RSL to conduct a successful ANZAC Sporting Medals Pilot Program throughout the state;

the creation of the South Australian Ex-Service Commemorative Calendar;

the naming of major infrastructure projects including:

the Gallipoli Underpass; and

five Northern Expressway interchanges (Hamel, Tobruk, Kokoda, Kapyong and Long Tan);

increased attendance and continued success of the Aboriginal Commemorative Service;

establishing contact and working with the taxi industry to advise on veterans’ needs and to assist taxi drivers to provide the best possible level of service to the veterans’ community;

providing advice to government on funding requests from ex-service organisations; and

supporting the Veterans’ Advisory Council to provide advice to council about matters including the ‘Matthews Review’ into the indexation of military superannuation, health services for veterans, the concessional treatment of veterans, the special needs of veterans as a result of the unique nature of military service and the most appropriate way to commemorate the Centenary of World War One during the period 2014-2018.

5.61


Program information

Program 18: Building Communities — Multicultural, Youth and Volunteers Services

Description/Objective: This Building Communities program focuses on providing valued services to South Australia’s multicultural community, youth and volunteers. It incorporates Multicultural SA, the Office for Youth and the Office for Volunteers.

Multicultural Services is focused on:

building community capacity and community harmony;

providing informed advice to the state government on cultural diversity matters;

the provision of high quality interpreting and translating services; and

promoting access and equity in the delivery of government services.

The Office for Youth has a significant leadership role in coordinating a whole of government and community response in supporting young people, aged 12 to 25, and addressing issues affecting them. It achieves this through:

developing strong partnerships across government, the youth sector, business and the community;

creating and supporting opportunities for young people to have a voice and make an informed contribution to public debate; and

providing young people with positive experiences and opportunities which enhance their strengths and capacity, and which affirm their contributions to their communities and their ability to shape their own future.

The Office for Volunteers provides services that enable the continued implementation of the Advancing the Community Together partnership in order to build stronger communities and increase volunteer rates in accordance with South Australia’s Strategic Plan. It also provides innovative policy and strategic advice that improves the government’s capacity to identify, prioritise and respond appropriately to the needs of the volunteer community in South Australia and maintain programs that support and promote volunteering.

5.62


Program 18: Building Communities — Multicultural, Youth and Volunteers Services 2010-11

Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses





Other.............................................................................. 8 13 57 4

Total expenses 12 038 12 546 13 306 13 476

Income


Grants and Subsidies ..................................................... — 66 36 46


Other.............................................................................. 120 159 162 179

Total income 3 236 3 291 3 207 3 474


5.63


Program 18: Building Communities — Multicultural, Youth and Volunteers Services

2010-11Budget

2009-10Estimated


2008-09Actual



Multicultural SA

During 2009-10, Multicultural SA:

administered the Multicultural Grants Scheme and the Ethnic Community Organisations Land Tax Relief Grant Scheme;

showcased multiculturalism in events such as the Australia Day Parade, the Anzac Day Eve Youth Vigil, the Christmas Pageant, the Mother’s Day Classic, the City–Bay Fun Run and the South Australian National Football League Multicultural Round and Grand Final;

worked with the Governor of South Australia to assist him to hold a garden reception for guests from South Australia’s culturally and linguistically diverse communities to celebrate our cultural diversity and to honour the contributions made by ethnic communities;

recruited 56 new interpreters and 19 new translators representing a wide range of languages, typically representing new and emerging communities from Central Asia and Africa plus a number of more traditional European languages. This is a 12.5 per cent increase in the number of recruits in comparison with the preceding year; and

continued to present seminars on Working Effectively with Interpreters to a broad spectrum of community and professional groups such as judges, magistrates, Justices of the Peace, health workers, social workers and WorkCoverSA insurance agents.

Office for Youth

During 2009-10, the Office for Youth:

built on the successful agreement with the Youth Affairs Council of South Australia through the recommitment to funding through a two year agreement that will facilitate better cooperation and collaboration to provide the youth sector with support, training and best practice in policy and program delivery;

delivered a youth policy A-Team in partnership with the Department of the Premier and Cabinet’s Thinker in Residence Judge Peggy Hora (Retired);

facilitated the involvement of more than 1000 young people building their resilience, confidence and connection to their communities through their involvement in ‘active8’ Premier’s Youth Challenge in 2010;

undertook a review of the Duke of Edinburgh’s Award in preparation of the re-signing of the National Award Licence;

established a youth sector working group to improve accommodation services to homeless young people; and

provided Targeted Youth Grants that provided $350 000 in funding to nine community organisations.

Office for Volunteers

During 2009-10, the Office for Volunteers:

maintained the highest volunteer participation rate in Australia with 47 per cent of the South Australian population participating in formal volunteering;

continued to promote and recognise volunteering in South Australia including airing of television commercials, hosting of a full audience at Volunteers Day and convening the Premier’s State Volunteer Congress;

continued to monitor and progress the Volunteer Resource Centre program, which provided seed funding to local/district councils to establish and open resource centres to provide services to local volunteers and community organisations;

continued to develop the Corporates4Communities program which provides a mechanism to encourage and facilitate corporate volunteering with community organisations;

further developed the Sustainable Online Community Engagement (SOCE) Program in partnership with University of South Australia, providing IT mentoring and assistance (including free websites) by senior tertiary students to community organisations. The program was awarded with a ‘Premiers Award — Showcasing Excellence in the Public Sector’ in the Building Communities category;

completed the initial pilot of the Volunteering — a Gateway to Communities project which supports increased understanding around how volunteer participation from people who are born overseas can be improved;

launched the Volunteer Partnership — Accessing Resources initiative which aims to make more government owned resources available for use by volunteer involving organisations;

continued the development of a range of information resources for community organisations, including protection for community board members, obtaining free police checks, obtaining sponsorship, Volunteer Protection Act 2001, information about the Advancing the Community Together Partnership and volunteering in retirement for public servants, available on line through the Office for Volunteers website; and

recognised volunteers and organisations supporting volunteer activity through the delivery of a range of awards including the localised community project awards and certificates for individual volunteers at Community Cabinet meetings , the promotion of volunteers through the fortnightly Office for Volunteers e-bulletin and the production and distribution of 10 000 discount voucher books to volunteers.

continued

5.64

Program 18: Building Communities — Multicultural, Youth and Volunteers Services continued


2009-10Estimated


2008-09Actual

Multicultural SA

No. of interpreting assignments 37 000 37 676 36 000 37 246

No. of translating assignments 3 300 3 197 3 400 3 227

% of clients satisfied with accuracy of services 96% 96% 96% 96%

% of assignments completed to agreed or standard timelines 98% 98% 98% 98%

Office for Youth

No. of young people involved in government and community decision making processes

2 000 2 092 2 000 1 046

% of Office for Youth grant funding provided to initiatives which engage disadvantaged young people(a)

35% 79% 35% 70%

No. of young people who participate in youth development programs(b)

4 350 4 379 2 600 2 742

No. of new participants in Duke of Edinburgh’s program 1 500 1 552 1 500 1 716

% and no. of young people who complete the Duke of Edinburgh program as part of a course leading to a qualification(c)

——

41%650

45% 675

34%575

No. of young people volunteering in their local communities through youth programs(d)

5 100 5 349 4 400 5 751

Footnotes

(a) The results for 2009-10 are higher than estimated due to additional funding being directed towards initiatives focussed on youth offending, homelessness and educational attainment for participants from disadvantaged groups.

(b) The results for 2009-10 are higher than estimated due to a change in the way the total number of participants for the Duke of Edinburgh’s Awards are counted, to align South Australia to national reporting requirements. The revised formula includes both new participants and continuing participants. The results also include an additional 270 participants for the Aboriginal Power Cup which transferred to the Office for Youth in that year. Both of these changes are reflected in the target for 2010-11.

(c) This indicator has been removed for 2010-11 as it is not a valid measure of completion rates. Completion rates fluctuate based on the length of time an individual takes to complete their award (between 3-4 years for their full award) so there is no basis for comparison between years. Furthermore this indicator does not measure all completions, only those linked to a qualification, and therefore excludes participants outside of the school environments and those in a work environment.

(d) The estimated result for 2009-10 is higher than the 2009-10 target due to a change in the way the total number of participants for the Duke of Edinburgh’s Awards are counted, to align South Australia to national reporting requirements. The revised formula includes both new participants and continuing participants.

5.65

ATTORNEY-GENERAL'S DEPARTMENT


2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 115 820 111 962 109 477 96 983 Long service leave .................................................................... 3 047 2 757 2 643 4 357 Payroll tax ................................................................................ 6 067 5 845 5 681 5 775 Superannuation ......................................................................... 11 913 11 563 11 192 12 656 Other ......................................................................................... 1 910 7 765 1 832 1 724Supplies and services — General supplies and services .................................................. 73 708 62 157 60 347 62 433 Consultancy expenses .............................................................. 545 536 540 548Depreciation and amortisation expenses ...................................... 7 965 7 327 7 327 5 267Borrowing costs ............................................................................ 455 281 444 — Grants and subsidies ..................................................................... 35 342 23 071 33 857 17 719Intra government transfers ........................................................... 350 1 038 756 1 664Other expenses ............................................................................. 2 144 108 1 041 2 124

Total expenses 259 266 234 410 235 137 211 250

Income

Commonwealth revenues ............................................................. 4 431 4 036 4 065 3 676Intra government transfers ........................................................... 10 954 11 574 10 634 11 710Other grants .................................................................................. 10 510 719 452 760Fees, fines and penalties ............................................................... 30 597 28 840 29 640 28 276Sales of goods and services .......................................................... 50 959 46 096 43 865 44 140Resources received free of charge ................................................ 1 443 — — — Other income ................................................................................ 5 608 5 509 7 196 5 314

Total income 114 502 96 774 95 852 93 876



Income — Appropriation ........................................................................... 146 381 126 980 138 279 115 396 Other income ............................................................................ — 7 571 — 1 201

Net income from / Expenses to SA Government 146 381 134 551 138 279 116 597

Net result 1 617 -3 085 -1 006 -777



Total comprehensive result 1 617 -3 085 -1 006 3 390

5.66



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Assets

Current assets

Cash and cash equivalents ............................................................ 27 634 22 022 30 012 25 218Receivables ................................................................................... 14 264 14 466 14 757 13 716Inventories .................................................................................... 10 5 107 — Other current assets ...................................................................... 4 060 3 987 3 718 3 914


Non current assets

Land and improvements ............................................................... 141 174 142 010 138 980 143 565Plant and equipment ..................................................................... 4 427 5 345 2 961 7 121Intangible assets ........................................................................... 2 125 1 835 1 880 1 835Other non-current assets ............................................................... 134 134 142 134

Total non-current assets 147 860 149 324 143 963 152 655

Total assets 193 828 189 804 192 557 195 503

Liabilities

Current liabilities

Payables ........................................................................................ 17 962 17 560 18 142 17 134Short-term borrowings ................................................................. — — 298 — Employee benefits — Salaries and wages ................................................................... 28 13 133 2 927 Annual leave ............................................................................. 7 274 6 874 6 798 7 209 Long service leave .................................................................... 1 553 1 484 1 708 1 385 Other ......................................................................................... 406 203 406 — Short-term provisions ................................................................... 53 24 78 — Other current liabilities ................................................................. 1 355 1 319 1 369 1 283



Long-term borrowings .................................................................. 3 408 3 408 3 661 3 408Long-term employee benefits — Long service leave .................................................................... 22 708 21 496 22 145 21 693 Other ......................................................................................... 16 8 16 — Long-term provisions ................................................................... 1 727 1 694 1 512 1 658Other non-current liabilities ......................................................... 4 876 4 876 5 756 4 876



Net assets 132 462 130 845 130 535 133 930

Equity

Retained earnings ......................................................................... 124 295 122 678 126 535 125 763Asset revaluation reserve ............................................................. 8 167 8 167 4 000 8 167

Total equity 132 462 130 845 130 535 133 930


5.67



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Cash outflows

Employee benefit payments ......................................................... 136 494 142 970 132 358 118 382Payments for supplies and services .............................................. 74 239 62 679 60 873 63 734Interest paid .................................................................................. 455 281 444 — Grants and subsidies ..................................................................... 35 342 23 071 33 857 17 719GST paid ...................................................................................... — — — 985Intra government transfers ........................................................... 350 1 038 756 1 664Other payments ............................................................................ 729 717 698 1 534

Cash used in operations 247 609 230 756 228 986 204 018

Cash inflows

Intra government transfers ........................................................... 10 954 11 574 10 634 11 710Commonwealth receipts ............................................................... 4 431 4 036 4 065 3 676Other grants .................................................................................. 10 510 719 452 760Fees, fines and penalties ............................................................... 30 597 28 840 29 640 28 311Sales of goods and services .......................................................... 51 172 45 357 44 078 46 361Other receipts ............................................................................... 5 298 6 157 6 892 4 311


SA GOVERNMENT:

Appropriation ............................................................................... 146 381 126 980 138 279 115 396Other receipts ............................................................................... — 7 571 — 1 201

Net cash provided by SA Government 146 381 134 551 138 279 116 597

Net cash provided by (+) / used (-) in operating activities 11 734 478 5 054 7 708


Cash outflows

Purchase of property, plant and equipment .................................. 5 832 3 996 4 679 3 850Purchase of intangibles ................................................................. 290 — — 414



5.68



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Cash outflows

Repayment of borrowings ............................................................ — — — 327

Cash used in financing activities — — — 327

Cash inflows

Proceeds from restructuring activities .......................................... — 322 — 703

Cash generated from financing activities — 322 — 703

Net cash provided by (+) / used in (-) financing activities — 322 — 376

Net increase (+) / decrease (-) in cash equivalents 5 612 -3 196 375 3 820




Assets received (+) / donated (-) free of charge ........................... 379 — — —

5.69

ADMINISTERED ITEMS FOR THE ATTORNEY-GENERAL'S DEPARTMENT


2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Income — Appropriation ........................................................................... 63 775 66 328 78 518 59 503 Other income ............................................................................ — 3 702 — 4 184Expenses — Cash alignment ......................................................................... — — — 5 464


Income from other sources

Taxation ........................................................................................ 336 519 314 335 323 656 321 764Commonwealth revenues ............................................................. — — — 13 736Intra government transfers ........................................................... 46 192 40 983 44 929 24 445Other grants .................................................................................. 272 — — — Fees, fines and penalties ............................................................... 1 735 1 681 1 721 3 214Sales of goods and services .......................................................... 27 975 7 892 811 1 725Interest revenues ........................................................................... 9 196 8 696 9 896 11 981Other income ................................................................................ 10 664 10 135 16 029 12 567

Total income from other sources 432 553 383 722 397 042 389 432

Total income 496 328 453 752 475 560 447 655

Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 7 726 3 192 2 666 4 608 Long service leave .................................................................... 146 99 88 223 Payroll tax ................................................................................ 443 146 138 242 Superannuation ......................................................................... 1 729 317 272 542 Other ......................................................................................... — — — 987Supplies and services — General supplies and services .................................................. 55 787 31 490 31 579 32 743 Consultancy expenses .............................................................. 159 155 147 1Depreciation and amortisation expenses ...................................... 9 043 2 544 965 347Grants and subsidies ..................................................................... 40 902 40 429 38 132 36 888Intra government transfers ........................................................... 10 434 10 787 10 597 4 521Other expenses ............................................................................. 341 781 325 166 341 960 345 797

Total expenses 468 150 414 325 426 544 426 899

Net result 28 178 39 427 49 016 20 756


Changes in property, plant and equipment asset revaluation surplus .................................................................... — — — -813

Total comprehensive result 28 178 39 427 49 016 19 943

5.70



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Assets

Current assets

Cash and cash equivalents ............................................................ 175 825 160 421 146 094 134 276Receivables ................................................................................... 43 095 42 255 31 338 34 183Financial assets ............................................................................. 53 632 53 580 46 986 53 528Other current assets ...................................................................... 245 244 56 17


Non current assets

Financial assets ............................................................................. 108 194 96 398 104 391 84 891Land and improvements ............................................................... 1 000 — 3 014 179Plant and equipment ..................................................................... 37 564 35 678 20 061 250Intangible assets ........................................................................... 8 071 8 071 420 8 064


Total assets 427 626 396 647 352 360 315 388

Liabilities

Current liabilities

Payables ........................................................................................ 81 603 81 583 73 108 77 953Employee benefits — Salaries and wages ................................................................... 6 2 4 — Annual leave ............................................................................. 99 99 102 76 Long service leave .................................................................... 31 28 10 11Other current liabilities ................................................................. 14 525 11 933 13 196 9 172



Long-term employee benefits — Long service leave .................................................................... 273 258 97 173 Other ......................................................................................... 8 4 8 — Other non-current liabilities ......................................................... 62 830 62 667 51 444 62 504



Net assets 268 251 240 073 214 391 165 499

Equity

Retained earnings ......................................................................... 267 335 239 157 212 662 164 583Asset revaluation reserve ............................................................. 916 916 1 729 916

Total equity 268 251 240 073 214 391 165 499


5.71



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Cash inflows

Taxation ........................................................................................ 336 519 314 335 323 656 321 764Intra government transfers ........................................................... 46 192 40 983 44 929 24 445Commonwealth receipts ............................................................... — — — 13 736Other grants .................................................................................. 272 — — — Fees, fines and penalties ............................................................... 1 735 1 681 1 721 3 214Sales of goods and services .......................................................... 27 975 9 878 811 1 745Interest received ........................................................................... 9 196 8 696 9 896 12 154Other receipts ............................................................................... 9 823 7 308 15 188 7 857


Cash outflows

Employee benefit payments ......................................................... 10 017 3 728 3 139 6 494Payments for supplies and services .............................................. 55 927 31 626 31 707 33 281Grants and subsidies ..................................................................... 40 902 40 429 38 132 36 888GST paid ...................................................................................... — — — 5Intra government transfers ........................................................... 10 434 10 787 10 597 4 521Other payments ............................................................................ 339 026 317 516 339 205 321 809


SA GOVERNMENT:

Appropriation ............................................................................... 63 775 66 328 78 518 59 503Other receipts ............................................................................... — 3 702 — 4 184Payments — Cash alignment ......................................................................... — — — 5 464


Net cash provided by (+) / used in (-) operating activities 39 181 48 825 51 939 40 140


Cash outflows

Purchase of property, plant and equipment .................................. 11 929 11 121 18 687 25Purchase of intangibles ................................................................. — — — 7 644Other payments ............................................................................ 11 848 11 559 11 559 16 896



5.72



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Cash inflows

Proceeds from restructuring activities .......................................... — — — 4 808

Cash generated from financing activities — — — 4 808

Net cash provided by (+) / used in (-) financing activities — — — 4 808

Net increase (+) / decrease (-) in cash equivalents 15 404 26 145 21 693 20 383




Assets received (+) / donated (-) free of charge ........................... — -4 896 — —

5.73


Financial commentary — major variations

The following commentary relates to the agency financial statements presented in the previous section. The discussion relates to variations between the 2009-10 Estimated Result and the 2010-11 Budget.

Statement of comprehensive income — controlled

The increase in total expenses for the 2010-11 Budget is mainly due to the impact of the Employee Ombudsman, the Industrial Relations Court and Commission and the Workers Compensation Tribunal, the Workcover Ombudsman and Medical Panels SA, which have transferred to the Attorney-General’s Department from 1 July 2010.

The additional expenditure in 2010-11 also includes funding for various new initiatives. This includes the development of a new sports facility hub in Port Augusta, increasing grants programs for the Office for Recreation and Sport and Multicultural SA and the implementation of Council of Australian Governments’ reforms under the Seamless National Economy National Partnership Agreement.

The increase in total income for the 2010-11 Budget is mainly due to the impact of the Employee Ombudsman, the Industrial Relations Court and Commission and the Workers Compensation Tribunal, the Workcover Ombudsman and Medical Panels SA, which have transferred to the Attorney-General’s Department from 1 July 2010-11.

Statement of financial position — controlled

The increase in total assets and liabilities in the 2010-11 Budget is mainly due to the impact of the Employee Ombudsman, the Industrial Relations Court and Commission and the Workers Compensation Tribunal, the Workcover Ombudsman and Medical Panels SA, which have transferred to the Attorney-General’s Department from 1 July 2010-11.

Statement of cash flows — controlled

Changes to operating receipts and payments are consistent with the issues affecting the statement of comprehensive income, as listed above.

Statement of comprehensive income — administered items

The increase in total income in 2010-11 is mainly due to increased taxation revenue and an increase in recoveries related to the SA Government Radio Network program, which transferred to the Attorney-General’s Department in 2009-10.

The increase in total expenses in 2010-11 is mainly due to increased payments of taxation revenue to Consolidated Account and expenses related to the SA Government Radio Network program, which transferred to the Attorney-General’s Department in 2009-10.

Statement of financial position — administered items

The increase in assets in 2010-11 is mainly due to the SA Government Radio Network, which transferred to the Attorney-General’s Department in 2009-10 and the South Australian Computer Aided Dispatch Project.

5.74

Statement of cash flows — administered items

Inflows and outflows in the statement of cash flows are consistent with the movements in the statement of comprehensive income and the statement of financial position, as listed above.

Additional information for administered items

Detailed information on administered items is included in the following table.

5.75

Additional Information for Administered Items Attorney-General’s Department

Statement of cash flows

2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

CASH FLOWS FROM:

Operating activities

Cash inflows

Taxation —

Contribution from SA TAB..................................................... 5 200 6 390 5 300 7 715

Gambling — Contribution from Casino Operations................ 23 000 21 757 20 600 21 296

Gambling — Contribution from Gaming Machines ................ 305 300 283 449 295 600 292 753

Small Lotteries ........................................................................ 2 819 2 739 1 956 —

Other Taxation Revenue.......................................................... 200 — 200 —

Intra-government Transfers —

Child Abuse Program .............................................................. 200 200 200 200

Duke of Edinburgh’s Award.................................................... — 210 — —

Legal Aid................................................................................. 14 151 14 053 14 182 —

SA Computer Aided Dispatch Project ..................................... 290 290 290 2 790

Sport & Recreation Fund......................................................... 3 500 3 500 3 500 2 625

State Rescue Helicopter Service .............................................. 578 564 1 261 550

Victims of Crime Fund —Levies from Fines and Penalties .... 27 473 22 166 25 496 18 280

Commonwealth Grants and Payments —

Legal Aid................................................................................. — — — 13 736

Grants —

Other........................................................................................ 272 — — —

Fees, Fines and Penalties —

Other........................................................................................ 1 735 1 681 1 721 3 214

Sale of Goods and Services —

Recreation & Sport Fund......................................................... 100 100 100 —

SA Government Radio Network.............................................. 23 315 5 578 — —

State Rescue Helicopter Service .............................................. 2 236 2 198 695 1 725

Other........................................................................................ 2 324 2 002 16 20

Interest —

Agents Indemnity Fund ........................................................... 6 821 6 321 8 696 9 096

Residential Tenancies Fund..................................................... 1 066 1 066 226 1 176

Victims of Crime Fund ............................................................ 1 206 1 206 806 1 488

Other........................................................................................ 103 103 168 394

Other —


Residential Tenancies Fund..................................................... 3 791 3 791 5 141 4 459

Victims of Crime Fund ............................................................ 2 065 2 059 2 059 2 480

Other........................................................................................ 1 967 -35 1 795 -231


5.76



2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Cash outflows

Employee Payments —

Industrial Court, Commission & Workers Compensation Tribunal ................................................................................... 4 062 — — —

Ministerial Salaries and Allowances........................................ 1 044 1 024 757 884

Ombudsman............................................................................. 280 279 312 245

Residential Tenancies Fund..................................................... — — — 3 762

SA Computer Aided Dispatch Project ..................................... 7 1 151 1 145 847

SA Government Radio Network.............................................. 438 155 — —

Solicitor-General ..................................................................... 532 517 481 495

Workcover Ombudsman.......................................................... 267 — — —

Other........................................................................................ 3 387 602 444 261

Supplies and Services —

Agents Indemnity Fund ........................................................... 429 418 418 963

Native Title.............................................................................. 3 930 30 3 960 70

SA Computer Aided Dispatch Project ..................................... 3 481 2 398 2 047 2 632

SA Government Radio Network.............................................. 14 190 3 036 — —

State Rescue Helicopter Service .............................................. 10 178 9 636 9 376 9 631

Victims of Crime Fund ........................................................... 15 741 15 345 15 318 15 559

Other........................................................................................ 7 978 763 588 4 426

Grants and Subsidies —

Expensive State Criminal Cases .............................................. 400 535 400 288

Legal Services Commission — Contribution to Legal Aid ..... 32 198 30 498 29 679 28 233

Recreation & Sport Fund......................................................... 100 100 100 —

Subsidies Paid to Liquor Licensees ......................................... 6 200 7 586 6 100 6 537

Victims of Crime Fund ............................................................ 1 696 1 650 1 650 1 705

Other........................................................................................ 308 60 203 125

Net GST Paid — — — — 5


Recreation & Sport Fund......................................................... 200 — 200 —

Residential Tenancies Fund..................................................... 5 297 5 170 5 370 —

Sport & Recreation Fund......................................................... 3 500 3500 3 500 3 354

Victims of Crime Fund ............................................................ 1 087 1 071 1 077 914

Other........................................................................................ 350 1 046 450 253

Other Payments —

Other Payments Including Receipts Paid to Consolidated Account ................................................................................... 339 026 317 516 339 205 321 809


5.77



2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Government of South Australia

Appropriation .......................................................................... 63 775 66 328 78 518 59 503

Other Receipts ......................................................................... — 3 702 — 4 184

Payments —

Cash Alignment ....................................................................... — — — 5 464

Net cash provided by Government of South Australia 63 775 70 030 78 518 58 223

Net cash provided by (+) / used in (-) operating activities 39 181 48 825 51 939 40 140

Investing activities

Cash outflows

Purchase of Property, Plant and Equipment —

Bail Application and Information Systems.............................. 455 564 958 —

Refurbishment of Sturt Street court facilities .......................... — 725 2 845 —

SA Computer Aided Dispatch Project ..................................... 9 471 5 834 13 689 25

SA Government Radio Network.............................................. 215 3 550 — —

Street Crime............................................................................. 1 000 — — —

Video Conferencing Equipment .............................................. 788 407 1 195 —

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

Purchase of Intangibles —

Bail Application and Information Systems.............................. — — — 279

Refurbishment of Sturt Street Facilities................................... — — 3 106

SA Computer Aided Dispatch Project ..................................... — — — 3 148

Video Conferencing Equipment .............................................. — — — 1 111

Purchase of Shares and Investments —


Residential Tenancies Fund..................................................... 8 545 8 300 8 300 13 449

Other........................................................................................ 251 259 259 1 569



Financing activities

Cash inflows

Proceeds from Restructuring Activities ................................... — — — 4 808




Opening cash balance as at 1 July 160 421 134 276 124 401 113 893

Closing cash balance as at 30 June 175 825 160 421 146 094 134 276

5.78

TABLE OF CONTENTS

AGENCY: SOUTH AUSTRALIA POLICE

Objectives............................................................................................................................................5.80

2010-11 Targets/2009-10 Highlights ..................................................................................................5.80

Program net cost of services summary................................................................................................5.81



1. Public Safety ......................................................................................................................5.83

2. Crime Prevention and Criminal Justice Services ...............................................................5.87

3. Road Safety........................................................................................................................5.94


Financial commentary — major variations .......................................................................................5.104

Additional information for administered items .................................................................................5.106

5.79

PORTFOLIO: JUSTICE


Objectives

To prevent crime, uphold the law, preserve the peace, assist the public in emergency situations, coordinate and manage emergency incidents, regulate road use and prevent vehicle collisions.



Work towards achieving South Australia’s Strategic Plan crime reduction target

Commence recruitment of an additional 300 police

Actively engage with the community to build community confidence in police

Continue to implement the South Australia Police (SAPOL) Road Safety Strategy with a focus on the fatal five (drink driving, speed, inattentive driving, seatbelts and vulnerable road users), hoon driving, and deployment of resources in high risk areas across the state

Maintain the Rural Highway Saturation Management Plan to enhance rural road safety

Improve the security on metropolitan trains, trams and interchanges

Ensure DNA samples are taken from all eligible persons

Apply new technology to enhance data capture and management

Target serious and organised crime, in particular by members of outlaw motorcycle gangs and other criminal gangs

Implement the Secondhand Dealer and Pawnbroker Transaction Management System and legislation

Focus on the causes of alcohol related crime

Further enhance community safety through Operation Nomad

Provide security arrangements and training under the Terrorism (Prevention Detection) Act 2005 and the Terrorism (Police Powers) Act 2005

Continue the process of placing child sex offenders on the Australian National Child Offender Register (ANCOR) in accordance with the Child Sex Offenders Registration Act 2006

Continue to participate in the Cross Border Justice Project for uniform application of justice services to the central Australia region

Combat smuggling of drugs, alcohol and petrol into Aboriginal communities in the central Australia region

Continue the redevelopment of the Police Academy and the construction of the new Police Headquarters

Complete the development of new police facilities across the state

Continue to focus on WatchSA programs

Worked towards achieving South Australia’s Strategic Plan crime reduction target

Recruited an extra 400 police

Responded to over 400 000 calls for service from the public

DNA samples were taken from all eligible persons, with the DNA Database increased to over 70 000 suspect profiles

Actioned the SAPOL Road Safety Strategy for enhanced road safety across the state including focusing on the fatal five and hoon driving

Conducted targeted alcohol and drug driver testing across the state

Enhanced rural road safety through the Rural Highway Saturation Management Plan

Targeted serious and organised crime, in particular by members of outlaw motorcycle gangs and other criminal gangs

Commenced the implementation of the Secondhand Dealer and Pawnbroker Transaction Management System and legislation

Targeted responsible service of alcohol to reduce harm associated with alcohol misuse on licensed premises

Enhanced community safety through Operation Nomad

Provided security arrangements and training under the Terrorism (Prevention Detection) Act 2005 and the Terrorism (Police Powers) Act 2005

Continued the process of placing child sex offenders on the Australian National Child Offender Register (ANCOR) in accordance with the Child Sex Offenders Registration Act 2006

Implemented new police facilities on the Anangu Pitjantjatjara Yankunytjatjara (APY) Lands including Ernabella, Amata and Mimili

Participated in the Cross Border Justice Project for uniform application of justice services to the central Australia region

Worked to combat smuggling of drugs, alcohol and petrol into Aboriginal communities in the central Australia region

Construction commenced for the redevelopment of the Police Academy and the new Police Headquarters

Developed of new police facilities at Roxby Downs, Yalata and Murray Bridge and upgraded facilities at Christies Beach

Focussed on WatchSA programs

5.80


Net Cost of Services(a)

2010-11Budget

2009-10Estimated


2008-09Actual

Program $000 $000 $000 $000

1. Public Safety.......................................................... 291 513 278 727 285 078 275 695

2. Crime Prevention and Criminal Justice Services ... 300 202 288 307 281 237 271 215

3. Road Safety............................................................ 76 966 73 899 71 958 69 483

Total 668 681 640 933 638 273 616 393

(a) The net cost of services excludes intra-government transfers which are mainly from the Community Emergency Services Fund and the Community Road Safety Fund.

5.81


2010-11Budget

2009-10Estimated


2008-09Actual

Investments $000 $000 $000 $000

New projects

Domestic Violence Legislation — IT System Support .................................................................... 1 003 — — —

Hi-tech Crime Fighting Equipment ......................... 4 100 — — —

Safer, Faster and Easier Public Transport................ 261 — — —

Recruit 300 .............................................................. 1 672 — — —

Registration Hand-held Computers ......................... 420 — — —

Total new projects 7 456 — — —

Existing projects

Additional Police Shop Fronts................................. — — — 82

Amata, Ernabella and Mimili Police Stations and Court Facilities ........................................................ 100 13 047 14 432 1 685

Band Bus ................................................................. — — — 423

Christies Beach Police Complex — Accommodation Consolidation ............................... 2 276 3 726 5 460 454

Clamping, Impounding and Forfeiture of Vehicles Initiative.................................................... 2 788 20 — —

Closed Circuit Television (CCTV) Custody Management Development Program ....................... 2 266 2 363 2 500 1 200

CCTV Surveillance and Security System — — — 818

Communications Infrastructure ............................... — 100 1 415 1 288

Expiation Notices Branch Systems Enhancements.......................................................... — 50 50 —

Golden Grove, Para Hills and Aldinga Police Stations .................................................................... — — — 74

Livescan Fingerprint Scanning Equipment — Replacement ............................................................ 1 220 — — —

Murray Bridge Police Station .................................. 2 200 700 900 —

National Exchange — Police Data .......................... — — — 653

Police Academy — Redevelopment ........................ 35 500 6 028 5 400 972

Police Records Management System....................... 3 555 477 2 330 219

Reaching the Road Safety Target — Safe-T-Cam... 135 365 500 —

Recruit 400 .............................................................. 400 2 302 2 302 566

Road Safety and Speed Detection Equipment ......... — 948 1 129 1 515

Roxby Downs Police Station ................................... 6 824 2 300 7 613 446

Second-hand Dealers and Pawnbrokers Initiative.... 666 372 1 038 118

Unregistered/Uninsured Vehicles Initiative............. — — — 629

Vessel Replacement — STAR Group...................... 758 1 755 1 873 2

Yalata Police Station ............................................... 3 321 — — —


Annual programs 7 851 6 847 5 267 6 271



5.82


Program information

Program 1: Public Safety

Description/Objective: Accessible, visible and responsive police services support South Australia’s Strategic Plan Objective 2 ‘Improving Wellbeing’. Access to police assistance, management of major events within the state, and emergency response and management by police working in partnership with the community and other agencies; help make South Australia a safer place to live, visit and conduct business.


Program 1: Public Safety 2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses




Other.............................................................................. 8 180 7 937 8 136 13 156

Total expenses 307 348 293 528 301 022 292 532

Income



Other.............................................................................. 499 247 248 779

Total income 15 835 14 801 15 944 16 837


5.83


Sub-program 1.1: Police Response Services

This sub-program includes providing accessible customer focused police station services, providing a responsive, visible and accessible police presence through directed patrols and targeting public order offences. By providing services that protect the public from crime and disorder, SAPOL contributes positively to the economic, social and cultural security and wellbeing of the South Australian community.

2010-11Budget

2009-10Estimated


2008-09Actual



Accessible police services were provided through the 131 444 police assistance number, taking police incident reports (PIR) at the call centre, police patrols and police station services. Maintaining a focus on reducing offences against public order and improving community satisfaction with police services continued to be a priority for SAPOL. SAPOL continues to work towards achieving and maintaining a consistently high level of community satisfaction with policing services.


2009-10Estimated


2008-09Actual

No. of patrol taskings in the metropolitan area — 310 260 — 319 610

% of call centre calls answered within 10 seconds 90% 89.75% 90% 90.32%

No. of PIRs taken by the call centre as a % of all PIRs recorded by police

— 29.99% — 25.99%

No. of offences against public order recorded per 1000 head of population

35.51 35.16 36.60 35.52

% of DNA links of persons to crime scenes that contribute to an arrest or report(a)

50% 53% 31% 31%

No. of operational stations 141 141 141 141

Level of community satisfaction with police services 71.0% 70.7% 70.0% 69.7%

No. of category 2 taskings in the metropolitan area(b) — 233 314 — 236 644

Footnotes

(a) The 2009-10 Estimated Result and 2010-11 Target for percentage of DNA links of persons to crime scenes that contribute to an arrest or report are based on revised counting rules for greater accuracy.

(b) Name change from priority B to category 2, counting rule remains the same.

5.84

Sub-program 1.2: Event Management

This sub-program includes policing of sporting and other public events, policing public demonstrations and providing protective security for dignitaries and other public figures to ensure that order and safety are maintained.

2010-11Budget

2009-10Estimated


2008-09Actual



Police planning and management of public events continued to reinforce a low tolerance approach to any anti-social behaviour.


2009-10Estimated


2008-09Actual

No. of special, major and local events planned and managed by police

— 1 281 — 1 632

No. of close personal protection taskings conducted by Special Task and Rescue (STAR) Group

— 19 — 19

Sub-program 1.3: Emergency Response

This sub-program involves managing and coordinating emergency responses by receiving and responding quickly to calls for urgent assistance.

2010-11Budget

2009-10Estimated


2008-09Actual



The SAPOL call centre continued to receive a high number of calls from the public. These were answered efficiently to enable timely emergency assistance to be given.


2009-10Estimated


2008-09Actual

No. of category 1 taskings in the metropolitan area(a) — 76 946 — 82 966

No. of calls received by call centre — 411 955 — 387 728

No. of 000 calls presented to Police Communications Centre by Telstra

— 139 611 — 140 450

% of category 1 taskings in the metropolitan area responded to within 15 minutes(b)

65% 62.39% 65% 63.0%

% of 000 calls presented to Police Communications Centre by Telstra answered within 10 seconds

90% 93.30% 90% 92.6%

Footnotes

(a) Name change from priority A to category 1, counting rule remains the same.

(b) Name change from priority A to category 1, counting rule remains the same.

5.85

Sub-program 1.4: Emergency Management and Coordination

This sub-program involves management and coordination of emergency responses, thereby contributing to preparedness for response and mitigation of the effects of emergency and disaster situations. The aim is that the effects on the community from emergency and disaster situations are minimised.

2010-11Budget

2009-10Estimated


2008-09Actual



The Police Operations Centre was used for a range of emergency situations during 2009-10. These included fires, major crimes, major traffic operations, public demonstrations and motor cycle gang runs.


2009-10Estimated


2008-09Actual

No. of emergency incidents in metro area managed by SAPOL

— 53 420 — 60 711

No. of high risk incidents attended by Special Task and Rescue (STAR) Group

— 87 — 94

No. of search and rescue operations attended by STAR Group

— 315 — 305

No. of times Police Operations Centre activated — 51 — 28

No. of times State Emergency Centre activated — 7 — 3

% of first responding unit arriving at emergency incident within 15 minutes of tasking in metropolitan area

65% 58.92% 65% 60.98%

No. of joint emergency services exercises conducted with Emergency and Major Event Section support(a)

≥78 83 ≥75 74

Footnotes

(a) Minor wording change to this performance indicator, counting rule remains the same.

5.86


Program information

Program 2: Crime Prevention and Criminal Justice Services

Description/Objective: Effective crime prevention and reduction and support of the criminal justice system supports South Australia’s Strategic Plan Objective 2 ‘Improving Wellbeing’. SAPOL works to prevent crime and reduce offending in partnership with the community and other agencies. The outcome is improved community safety and public confidence in the criminal justice system.


Program 2: Crime Prevention and Criminal Justice Services 2010-11

Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses




Other.............................................................................. 8 024 7 788 7 593 12 354

Total expenses 304 060 291 445 284 792 277 673

Income


Fees, Fines and Penalties ............................................... 1 579 953 863 679

Other.............................................................................. 139 67 68 939

Total income 3 858 3 138 3 555 6 458


5.87


Sub-program 2.1: Crime Prevention — Crimes Against the Person

This sub-program includes targeting crimes against the person such as robbery, serious assault and sexual offences. The aim is to achieve a reduction in the incidence and effects of crimes against the person.

2010-11Budget

2009-10Estimated


2008-09Actual



Offences against the person continued to reduce due to the sustained policing approach of proactive crime prevention strategies and a continuing emphasis on benchmarking specific crime categories. Over time increasing detection and deterrence of victim based crime by police and targeting specific high risk issues such as alcohol related crime should continue this reduction. Neighbourhood community concern about physical assault in a public place and sexual assault has reduced over time.


2009-10Estimated


2008-09Actual

No. of recorded offences against the person as reported by/on behalf of victims per 1000 head of population

13.64 13.79 14.41 14.14

No. of recorded homicide and related offences as reported by/on behalf of victims per 1000 head of population

0.05 0.05 0.05 0.06

No. of recorded assaults as reported by/on behalf of victims per 1000 head of population

10.10 10.25 10.83 10.64

No. of recorded sexual assaults as reported by/on behalf of victims per 1000 head of population

1.23 1.24 1.34 1.32

No. of recorded robberies as reported by/on behalf of victims per 1000 head of population

0.79 0.80 0.69 0.70

No. of offences against the person detected by police and recorded on apprehension reports

10 664 10 558 11 162 10 713

% of the community who think physical assault in a public place is a problem in their neighbourhood

<5.0% 5.6% <6.8% 7.0%

% of the community who think sexual assault is a problem in their neighbourhood

<3.0% 2.5% <4.6% 3.5%

Level of alcohol related crime in licensed premises 3 997 4 058 4 017 4 124

5.88

Sub-program 2.2: Crime Prevention — Crimes Against Property

This sub-program includes targeting crimes against property such as serious criminal trespass, theft of and from motor vehicles. The aim is to achieve a reduction in the incidence and effects of crimes against property.

2010-11Budget

2009-10Estimated


2008-09Actual



Offences against property continued to reduce with theft/illegal use of vehicles reducing for the third successive financial year. Within that overall decrease, the increase in deception/manipulation offences is largely based on an increase in counterfeiting offences.


2009-10Estimated


2008-09Actual

No. of recorded offences against property as reported by/on behalf of victims per 1000 head of population

68.62 69.83 72.73 72.59

No. of recorded theft offences (excluding theft of motor vehicle) as reported by/on behalf of victims per 1000 head of population

31.98 32.47 33.51 33.64

No. of recorded motor vehicle thefts/illegal use of motor vehicles as reported by/on behalf of victims per 1000 head of population

3.04 3.09 3.69 3.66

No. of recorded serious criminal trespass offences as reported by/on behalf of victims per 1000 head of population

11.10 11.27 10.49 10.72

No. of recorded property damage offences as reported by/on behalf of victims per 1000 head of population

18.12 18.40 20.52 19.95

No. of recorded deception/manipulation offences as reported by/on behalf of victims per 1000 head of population

1.84 1.87 1.70 1.78

No. of offences against property detected by police and recorded on apprehension reports

20 262 19 085 21 115 20 129

% of the community who think motor vehicle theft is a problem in their neighbourhood

<9.0% 8.9% <11.2% 11.2%

% of the community who think housebreaking is a problem in their neighbourhood

<10.0% 10.5% <11.1% 11.0%

5.89

Sub-program 2.3: Crime Prevention — Illegal Drug Activity

This sub-program includes targeting of illegal drug activity through investigating the use, cultivation, manufacture and trafficking of illegal drugs. The aim is a reduction in the incidence and effects of crimes involving illegal drug activity.

2010-11Budget

2009-10Estimated


2008-09Actual



The continued emphasis on enforcement, partnerships and community engagement aimed at addressing illicit drug offending resulted in an increase in detection numbers. The growth in the number of illicit drug offences detected by police and recorded on apprehension reports can also be attributed to amendments to the Controlled Substances Act 1984 — Section 33LA Possession of Prescribed Equipment, effective from 19 October 2008. Community concern about illegal drugs in their neighbourhoods has reduced.


2009-10Estimated


2008-09Actual

No. of illicit drug offences detected by police and recorded on apprehension reports

4 491 4 405 3 857 4 089

No. of offences detected by police for sell/trade illicit drugs recorded on apprehension reports

1 162 1 150 1 098 1 106

No. of drug diversions recorded as part of the Police Drug Diversion Initiative

2 562 2 537 2 516 2 549

No. of offences detected by police for produce/manufacture illicit drugs recorded on apprehension reports

1 356 1 343 1 292 1 290

No. of expiation notices issued for cannabis offences 6 930 7 463 6 605 6 890

% of the community who think illegal drugs are a problem in their neighbourhood

<14.0% 13.5% <17.3% 16.6%

No. of clandestine labs detected 75 71 69 65

5.90

Sub-program 2.4: Community Crime Prevention

Through this sub-program SAPOL works together with other agencies and the community to ensure effective crime reduction strategies through shared problem solving approaches. The aims are a reduction in the incidence and fear of crime. SAPOL continues to support innovative programs with the community.

2010-11Budget

2009-10Estimated


2008-09Actual



As part of SAPOL’s sustained problem solving approach through the Crime Prevention Strategy, police maintained strong support for Watch programs and a wide range of other community crime prevention programs and initiatives. This focus on enhanced public safety and awareness of the factors that can lead to crime is part of SAPOL’s community engagement approach.


2009-10Estimated


2008-09Actual

No. of participants attending Blue Light functions 43 000 42 696 37 000 43 300

No. of active Watch groups 601 591 560 558

No. of Watch areas launched/relaunched 10 9 10 8

No. of contacts including online reports to BankSA Crime Stoppers(a)

18 000 17 134 17 350 16 397

Ratio of apprehensions to actions sent out by Crime Stoppers

— 1:6.4 — 1:4.3

No. of online reports to Crime Stoppers 1 000 1 345 900 946

Footnotes


5.91

Sub-program 2.5: Criminal Justice Services

Provision of effective prosecution services, legislative reform and diversion programs in addition to presentation of evidence in court, coronial enquiries, issuing cautions and protection of witnesses. The aim is to improve levels of confidence in the criminal justice system within South Australia.

2010-11Budget

2009-10Estimated


2008-09Actual



SAPOL continued the use of diversionary options where appropriate including legislated programs such as the Police Drug Diversion Initiative. SAPOL continues to use formal cautions for juveniles where appropriate as part of the criminal justice diversionary process.


2009-10Estimated


2008-09Actual

No. of apprehension reports and application files received at criminal justice sections

— 64 210 — 70 739

No. of prosecution charges initiated by police in state courts — 114 592 — 134 938

No. of coronial investigation reports (deaths) submitted by police to the State Coroner’s Office

1 200 1 195 — 1 397

No. of investigations referred by the State Coroner to SAPOL Coronial Investigation Section

70 109 — 42

No. of formal cautions (juvenile) issued 2 397 2 373 2 618 2 476

No. of family conference referrals (juvenile) by police 1 344 1 331 1 307 1 400

% of SAPOL prosecutions which are finalised by a guilty verdict or guilty plea

>85.0% 77.0% 85.0% 82.5%

Proportion of juveniles for which an apprehension report results in a family conference

— 15.04% — 15.91%

5.92

Sub-program 2.6: Custodial Services

This sub-program includes providing a safe environment for all prisoners and visitors to police holding facilities, efficient suspect and offender processing, and bail and warrant processing. The aim is that a safe environment is maintained for persons held in police custody and while being transported by police.

2010-11Budget

2009-10Estimated


2008-09Actual



SAPOL has continued to be diligent in providing a safe environment for all persons in police related custody. Significant incident investigations and Commissioner’s inquiries are held into incidences where the actions of police officers as principal parties to an incident are declared or where death, serious or life threatening injury occurs.


2009-10Estimated


2008-09Actual

No. of prisoners processed through police holding facilities — 36 387 — 37 822

No. of (unnatural) deaths in police custody — 1 — 6

No. of self-harm (full investigation) in police custody(a) — — — —

No. of self-harm (preliminary investigation) in police custody(b)

— 15 — 15

No. of self-harm (incident investigation) in police custody(c) — 110 — 79

No. of escapes from police holding facilities — — — —

No. of commissioner’s inquiries for police custody related matters

— 1 — 4

Footnotes


(b) Minor wording change to this performance indicator, counting rule remains the same.

(c) Minor wording change to this performance indicator, counting rule remains the same.

5.93


Program information

Program 3: Road Safety

Description/Objective: Effective policing for safer roads supports South Australia’s Strategic Plan Objective 2 ‘Improving Wellbeing’. SAPOL provides road safety services that include the regulation of road use, education and vehicle collision prevention. Working in partnership with the community and other agencies to achieve better road safety outcomes supports safer road use in South Australia.


Program 3: Road Safety 2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses




Other.............................................................................. 2 132 2 074 1 981 3 235

Total expenses 81 817 78 086 75 612 73 809

Income


Fees, Fines and Penalties ............................................... 230 56 38 —

Other.............................................................................. 1 087 527 525 321

Total income 4 851 4 187 3 654 4 326


5.94


Sub-program 3.1: Road Use Regulation

This sub-program includes targeted, directed and general patrols, operating speed cameras and random mobile and static breath testing stations, and controlling traffic at incidents and special events. The aims are a reduction in the incident of dangerous, reckless and irresponsible road use including speeding, drink driving and drug driving.

2010-11Budget

2009-10Estimated


2008-09Actual



SAPOL continued to take a low tolerance, problem solving approach to improving road safety across the state. Targeted police operations were conducted throughout the year and at peak holiday periods such as Christmas and Easter combining traffic enforcement, high visibility and deterrence/education to improve safety for all road users. Speed detection and mobile and stationary random driver screening for alcohol and drugs are key strategies in addressing poor driver behaviour. Traffic offences recorded on apprehension reports have reduced due to drive unregistered/drive uninsured being able to be dealt with by expiation notice since 1 June 2009.


2009-10Estimated


2008-09Actual

No. of traffic offences detected by police and recorded on apprehension reports

29 123 28 835 50 247 47 259

No. of drink driving related offences detected by police and recorded on apprehension reports

9 215 9 124 9 444 9 266

No. of drink driving related offences detected by police and recorded on expiation notices

2 885 2 748 2 809 2 618

No. of drug driving related offences detected and recorded on expiation notices and apprehension reports

1 453 1 384 800 888

No. of speed detection hours (mobile cameras, mobile radars and lasers)

125 000 110 277 125 000 119 559

No. of traffic offences issued on expiation notices 603 000 565 819 550 000 506 755

No. of Random Driver Screening Tests (RDST) (Alcohol) conducted(a)

660 000 733 839 660 000 690 818

No. of RDST (Drug) conducted(b) 40 000 46 414 — —

Static RDST (Alcohol) detection rate as a % of the no. of drivers tested(c)

0.50% 0.44% 0.50% 0.45%

Static RDST (Drug) detection rate as a % of the no. of drivers tested(d)

— 2.14% — —

Mobile RDST (Alcohol) detection rate as a % of the no. of drivers tested(e)

2.35% 2.24% 5% 2.06%

Mobile RDST (Drug) detection rate as a % of the no. of drivers tested(f)

— 4.49% — —

No. of detections as a % of the no. of vehicles passing mobile speed cameras

1.50% 1.35% 1.50% 2.13%

No. of detections as a % of the no. of vehicles passing fixed speed cameras

0.059% 0.036% 0.059% 0.063%

No. of drivers treated at hospital following a casualty crash recording a blood alcohol concentration exceeding the prescribed concentration of alcohol

— 243 — 351

Footnotes


(b) New performance indicator for 2009-10, previous data not available.

(c) Minor wording change to this performance indicator, counting rule remains the same.

(d) New performance indicator for 2009-10, previous data not available.

(e) Minor wording change to this performance indicator, counting rule remains the same.

(f) New performance indicator for 2009-10, previous data not available.

5.95

Sub-program 3.2: Road Use Education

This sub-program includes educating the public on the dangers of drink and drug driving, speed, inattention and not using seatbelts. This raises the awareness of all motorists of their responsibilities for themselves and other vulnerable road users including students, pedestrians and cyclists. The aims are improved road safety and road user awareness.

2010-11Budget

2009-10Estimated


2008-09Actual



SAPOL maintained a strong focus on road use education through targeted road safety programs and local initiatives. Active involvement in road safety awareness campaigns and the issuing of traffic cautions to emphasise to all road users personal responsibility for their own safety and that of others, remained a priority. Targeted programs for vulnerable road users, cyclists, pedestrians and students were provided to the community. The decrease in Traffic Watch complaint actions is the result of improved central adjudication processes ensuring a higher quality of local service areas follow up referrals.


2009-10Estimated


2008-09Actual

No. of sessions conducted by Traffic Training and Promotion Section

870 900 870 896

No. of traffic cautions issued as recorded on expiation notices

— 58 384 — 64 526

No. of Traffic Watch complaints received 16 000 16 481 16 000 13 272

No. of actions taken addressing Traffic Watch complaints — 6 986 — 9 064

Sub-program 3.3: Vehicle Collision Prevention

This sub-program includes promoting road safety through the media, attending and investigating vehicle collisions, collecting and analysing data, and conducting research on the reasons for major vehicle collisions. The aim is to maintain a high quality vehicle collision investigation capacity to support efficient traffic movement and a reduction in vehicle collisions.

2010-11Budget

2009-10Estimated


2008-09Actual



SAPOL attended and investigated vehicle collisions, collecting and analysing information as part of understanding and responding to the reasons for vehicle accidents and working towards preventing them from occurring. Through investigation, the use of intelligence and by working with other agencies and local communities, police strive to reduce the number of serious injuries and fatalities caused by vehicle collisions.


2009-10Estimated


2008-09Actual

No. of fatalities per 100 000 head of population 5.7 7.4 5.7 7.99

No. of serious injuries per 100 000 head of population 64.7 73.0 64.7 71.6

No. of casualty crashes (including fatal crashes) per 100 000 head of population

321 386 321 390.8

No. of crashes attended by police in the metropolitan area as recorded by Police Communications Centre

— 11 476 — 11 081

No. of corporate/statewide traffic operations 20 20 20 17

No. of corporate/statewide traffic operations that include a rural road safety component

20 20 20 17

5.96

SOUTH AUSTRALIA POLICE


2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 429 880 411 087 410 167 390 669 Long service leave .................................................................... 14 361 13 842 13 819 18 124 Payroll tax ................................................................................ 25 380 24 550 24 535 23 240 Superannuation ......................................................................... 63 997 62 052 60 534 55 925Supplies and services — General supplies and services .................................................. 122 566 115 713 116 149 110 083 Consultancy expenses .............................................................. 103 100 105 62Depreciation and amortisation expenses ...................................... 18 503 17 719 18 329 17 166Grants and subsidies ..................................................................... 99 99 — — Intra government transfers ........................................................... — 98 78 — Other expenses ............................................................................. 18 336 17 799 17 710 28 745

Total expenses 693 225 663 059 661 426 644 014

Income

Intra government transfers ........................................................... 54 006 67 280 67 821 54 101Fees, fines and penalties ............................................................... 6 113 4 835 4 555 3 994Sales of goods and services .......................................................... 16 706 16 450 17 757 21 588Interest revenues ........................................................................... — — — 25Net gain or loss from disposal of assets ....................................... — — — 281Resources received free of charge ................................................ 1 725 841 841 1 733

Total income 78 550 89 406 90 974 81 722



Income — Appropriation ........................................................................... 615 396 573 673 584 115 519 900 Other income ............................................................................ — 2 916 — — Expenses — Cash alignment ......................................................................... — — — 3 817


Total comprehensive result 721 2 936 13 663 -46 209

5.97



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Assets

Current assets

Cash and cash equivalents ............................................................ 30 615 21 651 19 203 35 242Receivables ................................................................................... 6 543 6 414 5 482 6 288Inventories .................................................................................... 313 313 344 313Other current assets ...................................................................... 4 396 4 356 2 842 4 317Non-current assets class held for sale .......................................... 286 286 286 286


Non current assets

Land and improvements ............................................................... 266 479 217 851 228 290 193 648Plant and equipment ..................................................................... 47 866 36 215 39 232 36 193Intangible assets ........................................................................... 12 394 12 600 8 912 12 949


Total assets 368 892 299 686 304 591 289 236

Liabilities

Current liabilities

Payables ........................................................................................ 34 051 32 659 29 930 34 207Employee benefits — Salaries and wages ................................................................... 4 651 3 535 2 891 17 458 Annual leave ............................................................................. 30 552 30 071 26 806 29 125 Long service leave .................................................................... 9 108 8 789 8 115 8 475 Other ......................................................................................... 4 4 5 4Short-term provisions ................................................................... 16 469 15 967 15 071 15 485Other current liabilities ................................................................. 111 90 111 29



Long-term employee benefits — Long service leave .................................................................... 116 376 112 975 111 533 109 519 Other ......................................................................................... 1 069 1 069 140 1 069Long-term provisions ................................................................... 77 870 75 084 67 491 72 404Other non-current liabilities ......................................................... 29 29 29 —



Net assets 78 602 19 414 42 469 1 461

Equity

Contributed capital ....................................................................... 73 484 15 017 15 017 — Retained earnings ......................................................................... -80 487 -81 208 -58 153 -84 144Asset revaluation reserve ............................................................. 85 605 85 605 85 605 85 605

Total equity 78 602 19 414 42 469 1 461


5.98



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Cash outflows

Employee benefit payments ......................................................... 527 255 522 495 520 019 470 222Payments for supplies and services .............................................. 122 363 115 514 115 955 111 793Grants and subsidies ..................................................................... 99 99 — — GST paid ...................................................................................... — — — 12 300Intra government transfers ........................................................... — 98 78 — Other payments ............................................................................ 15 048 14 637 14 548 13 185


Cash inflows

Intra government transfers ........................................................... 54 006 67 280 67 821 54 101Fees, fines and penalties ............................................................... 6 113 4 835 4 555 3 994Sales of goods and services .......................................................... 16 590 16 337 17 644 20 446Interest received ........................................................................... — — — 25GST received ................................................................................ — — — 11 740Other receipts ............................................................................... 8 8 8 —


SA GOVERNMENT:

Appropriation ............................................................................... 615 396 573 673 584 115 519 900Other receipts ............................................................................... — 2 916 — — Payments — Cash alignment ......................................................................... — — — 3 817


Net cash provided by (+) / used (-) in operating activities 27 348 12 206 23 543 -1 111


Cash outflows

Purchase of property, plant and equipment .................................. 74 348 39 020 49 829 17 722Purchase of intangibles ................................................................. 2 968 2 380 2 380 —


Cash inflows

Proceeds from sale of property, plant and equipment .................. 465 646 646 705

Cash generated from investing activities 465 646 646 705


5.99



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Cash inflows

Capital contributions from SA Government ................................ 58 467 15 017 15 017 — Proceeds from restructuring activities .......................................... — -60 — -172

Cash generated from financing activities 58 467 14 957 15 017 -172

Net cash provided by (+) / used in (-) financing activities 58 467 14 957 15 017 -172

Net increase (+) / decrease (-) in cash equivalents 8 964 -13 591 -13 003 -18 300




Assets received (+) / donated (-) free of charge ........................... 1 725 841 841 1 733

5.100

ADMINISTERED ITEMS FOR SOUTH AUSTRALIA POLICE


2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Income from SA Government

Income — Appropriation ........................................................................... 441 433 433 524

Net income from / Expenses to SA Government 441 433 433 524


Intra government transfers ........................................................... 2 040 1 992 1 916 1 958Fees, fines and penalties ............................................................... 95 272 88 877 88 877 82 305Sales of goods and services .......................................................... 110 107 107 — Other income ................................................................................ 140 140 — —


Total income 98 003 91 549 91 333 84 787

Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 276 271 271 399Supplies and services — General supplies and services .................................................. 2 046 1 998 1 922 1 954Grants and subsidies ..................................................................... 159 156 156 106Intra government transfers ........................................................... 12 969 10 017 9 877 6 837Other expenses ............................................................................. 82 553 79 107 79 107 75 518

Total expenses 98 003 91 549 91 333 84 814

Total comprehensive result — — — -27

5.101



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Assets

Current assets

Cash and cash equivalents ............................................................ 12 648 12 647 11 594 12 647Receivables ................................................................................... 200 200 191 200


Total assets 12 848 12 847 11 785 12 847

Liabilities

Current liabilities

Payables ........................................................................................ 5 911 5 911 6 400 5 911Employee benefits — Salaries and wages ................................................................... 9 8 7 8 Annual leave ............................................................................. 30 30 26 30Other current liabilities ................................................................. 6 360 6 360 4 810 6 360



Long-term employee benefits — Long service leave .................................................................... 158 158 135 158

Total non-current liabilities 158 158 135 158


Net assets 380 380 407 380

Equity

Retained earnings ......................................................................... 380 380 407 380

Total equity 380 380 407 380


5.102



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Cash inflows

Intra government transfers ........................................................... 2 040 1 992 1 916 1 958Fees, fines and penalties ............................................................... 95 272 88 877 88 877 82 305Sales of goods and services .......................................................... 110 107 107 1 503Other receipts ............................................................................... 140 140 — —


Cash outflows

Employee benefit payments ......................................................... 275 271 271 366Payments for supplies and services .............................................. 2 046 1 998 1 922 2 022Grants and subsidies ..................................................................... 159 156 156 106Intra government transfers ........................................................... 12 969 10 017 9 877 6 837Other payments ............................................................................ 82 553 79 107 79 107 75 906


SA GOVERNMENT:

Appropriation ............................................................................... 441 433 433 524

Net cash provided by SA Government 441 433 433 524

Net cash provided by (+) / used in (-) operating activities 1 — — 1 053

Net increase (+) / decrease (-) in cash equivalents 1 — — 1 053



5.103



The following commentary relates to agency financial statements presented in the previous section. The discussion relates to variations between the 2009-10 Estimated Result and the 2010-11 Budget.


The increase in 2010-11 total expenses reflects funding for enterprise bargaining agreements and indexation of expenditure, the full-year impact of 400 additional police officers, the phasing in of 300 additional police over four years, resourcing for the Safer, Faster and Easier Public Transport initiative, funding associated with changes to domestic violence legislation, resourcing for the implementation of clamping, impounding and forfeiture of vehicles legislation and a reclassification of capital expenditure from investing to operating. This is partly offset by efficiency/savings targets.

The decrease in intra-government transfers income in 2010-11 reflects funding in 2009-10 for Anangu Pitjantjatjara Yanknunytjatjara Lands infrastructure partly offset by indexation of expenditure. The increase in fees, fines and penalties reflects indexation and recovery of expenditure incurred as a result of the implementation of clamping, impounding and forfeiture of vehicles legislation. The increase in resources received free of charge mainly reflects the replacement of 13 wet film cameras with digital cameras which will be transferred from the Department of Transport, Energy and Infrastructure in 2010-11.


The increase in current assets mainly reflects an increase in accrual appropriation reserves, which are reported in cash and cash equivalents.

The increase in non current assets mainly reflects the purchase of property, plant and equipment in line with SAPOL’s capital investment program.

The increase in liabilities mainly reflects indexation and the recognition of accrual expenditure for salary and wages.


Variations in cash outflows and inflows are consistent with revenue and expenditure variations in the statement of comprehensive income as outlined above. Statement of cash flows variations exclude the impact on non-cash items, such as depreciation expenses, the net gain from asset disposal and resources received free of charge.

The significant increase in payments for the purchase of property, plant and equipment in 2010-11 reflects the increased capital investment program in 2010-11.


The increase in income in 2010-11 includes expiation fee increases and road safety initiatives, including increased enforcement through additional red light, speed and point to point cameras. There has also been an increase in the Victims of Crime Levy.

The increase in expenses mainly reflects payments to the Consolidated Account of increased revenue and an increase in payments to the Victims of Crime Fund, which is administered by the Attorney-General’s Department.

5.104


No major variations.


Inflows and outflows in the statement of cash flows are consistent with income and expenses in the statement of comprehensive income as outlined above.



5.105

Additional Information for Administered Items South Australia Police


2010-11Budget

2009-10Estimated

result 2009-10 Budget

2008-09 Actual

$000 $000 $000 $000

CASH FLOWS FROM:

Operating activities:

Cash inflows


Public Private Partnership Costs — Courts Administration Authority ................................................................................. 2 040 1 992

1 916 1 951

Other Intra-government Transfers ........................................... — — — 7


Infringement Notice Scheme — Expiated Fee ........................ 82 443 79 000 79 000 75 521

Victims of Crime Levy ............................................................ 12 829 9 877 9 877 6 784

Sales of Goods and Services —

Exhibit/Unclaimed Property .................................................... 110 107 107 1 503

Other Receipts —

Other Receipts ......................................................................... 140 140 — —


Cash outflows


Commissioner of Police........................................................... 275 271 271 366


Public Private Partnership Costs — Courts Administration Authority ................................................................................. 2 040 1 992

1 916 1 948

Exhibit/Unclaimed Property .................................................... — — — —

Safer Communities Australia................................................... 2 2 2 —

SA Water — Concession for Emergency Services .................. 4 4 4 —

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


Crime Prevention Council ....................................................... 3 3 3 3

Safer Communities Australia................................................... 105 103 103 103

SA Water — Concession for Emergency Services .................. 51 50 50 —


Victims of Crime Levy ............................................................ 12 969 10 017 9 877 6 850

SA Water — Concession for Emergency Services .................. — — — 53

Other Intra-government Transfers ........................................... — — — —

Other Payments —

Payments to Consolidated Account ......................................... 82 553 79 107 79 107 75 906


5.106

Additional Information for Administered Items South Australia Police


2010-11Budget

2009-10Estimated

result 2009-10 Budget

2008-09 Actual

$000 $000 $000 $000

Government of South Australia

Appropriation .......................................................................... 441 433 433 524

Net Cash Provided by Government ......................................... 441 433 433 524

Net cash provided by (+) / used in (-) operating activities 1 — — 1 053

Net increase (+) / decrease (-) in cash equivalents 1 — — 1 053

Cash and cash equivalents at the beginning of the financial year

12 647 12 647 11 594 11 594


5.107

TABLE OF CONTENTS

AGENCY: SOUTH AUSTRALIAN FIRE AND EMERGENCY SERVICES COMMISSION

Objective ...........................................................................................................................................5.110

2010-11 Targets/2009-10 Highlights ................................................................................................5.110

Program net cost of services summary..............................................................................................5.111

Investing expenditure summary ........................................................................................................5.111


1. Fire and Emergency Services Strategic Services and Business Support .........................5.112

Financial statements ..........................................................................................................................5.116



5.109

PORTFOLIO: JUSTICE


Objective

To create a safer community by providing a unified strategic direction to the emergency services sector for service delivery, governance and accountability.



Implement phase two of the telephony based emergency warning system (Alert SA)

Provide the government with recommendations on emergency services delivery standards based on community risk

Develop new performance measures to enable us to better evaluate our service delivery

Develop and implement a sector strategic planning, monitoring and reporting approach

Develop and implement a 10-year property plan and rolling three-year capital plan

Pilot a building maintenance system across the sector

Develop and implement a recovery improvement plan for the sector

Develop a three-year information communication technology plan and implementation strategy

Develop and implement a health, safety and welfare improvement plan

Develop service agreements for major provider/customer relationships

Design and develop the state emergency risk register for the State Emergency Management Committee

Lead the development of the Zone Emergency Management Plans through high level support to Zone Emergency Management Committees

Implement the Natural Disaster Resilience Program ensuring funding is allocated to priority areas

Progress the roll out of computers and information technology support to volunteers

Manage the implementation of e-procurement across the sector

Progress Prepare.Act.Survive. bushfire community education campaign initiatives

Stage one of a telephony based emergency warning system and associated community education strategies was developed and implemented in concert with the Council of Australian Governments (COAG) agreed approach

Developed a sector strategic plan with new strategies to help deliver a unified approach to providing emergency services in South Australia

Further recommendations from the building replacement review were implemented

A strategy was developed to facilitate the implementation, training and sustainability of zone emergency management committees across the state

Implemented changes to the Fire and Emergency Services Act 2005

Delivered approximately 100 capital projects across the sector

The remaining recommendations from the government's response to the Wangary Coronial Inquest and the Ministerial Review of Bushfire Management were implemented with coordination from SAFECOM

Reviewed services to volunteers to ensure they aligned to the National Standards for Volunteers

The Prepare.Act.Survive. bushfire ready marketing campaign and IT enhancements were successfully implemented

A review of the procurement, servicing and salvaging of appliances, vehicles and vessels across the sector was conducted to improve efficiency, effectiveness and consistency

The State Water Safety Plan 2008–2010 and its associated strategies were implemented

5.110



2010-11Budget

2009-10Estimated


2008-09Actual

Program $000 $000 $000 $000

1. Fire and Emergency Services Strategic Services and Business Support .............................................. 24 227 19 407 14 071 15 026

Total 24 227 19 407 14 071 15 026

(a) The net cost of services summary excludes transfers from the Community Emergency Services Fund and Commonwealth revenue.


2010-11Budget

2009-10Estimated


2008-09Actual

Investments $000 $000 $000 $000

Existing projects

Emergency Information Warning System ............... 1 769 144 — —

Prepare.Act.Survive................................................. — 200 — —

Total existing projects 1 769 344 — —

Annual programs 130 621 — 346

Total annual programs 130 621 — 346

Total investing expenditure 1 899 965 — 346

5.111


Program information

Program 1: Fire and Emergency Services Strategic Services and Business Support

Description/Objective: The emergency services sector is comprised of the South Australian Fire and Emergency Services Commission (SAFECOM), the South Australian Metropolitan Fire Service (MFS), the South Australian Country Fire Service (CFS) and the South Australian State Emergency Service (SES). SAFECOM performs the following functions for the sector:

the development and implementation of an emergency management framework for South Australia in the national context;

the development and maintenance of a strategic and policy framework across the emergency services sector; and

the development and maintenance of a framework of sound corporate governance and business support across the emergency services sector.


Program 1: Fire and Emergency Services Strategic Services and Business Support 2010-11

Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses




Other.............................................................................. 6 000 66 65 137

Total expenses 24 891 20 070 14 734 15 766

Income

Other.............................................................................. 664 663 663 740

Total income 664 663 663 740


5.112


Sub-program 1.1: Leadership

This sub-program provides sector leadership by developing and implementing sound corporate governance that fosters a common strategic direction, shared goals and accountability.

2010-11Budget

2009-10Estimated


2008-09Actual



During 2009-10 a sector strategic plan was developed with input from all sector agencies and key stakeholder groups. This plan details cross-sector strategies to assist us in working together to build safer and more resilient communities. The plan is structured under the six key focus areas of:

leadership;

prevention and community preparedness;

operational preparedness;

response;

recovery; and

business excellence.

All sector documents and reports have now adopted this approach.

Changes to the Fire and Emergency Services Act 2005 were implemented including voting rights for all SAFECOM board members and the inclusion on the board of a nominee from the United Firefighters Union.

The Emergency Services Delivery Standards project gained impetus with the engagement of all agencies in developing standards of prevention, preparedness, response and recovery for the major hazards to which the sector responds.

A workforce plan template was produced for all sector agencies to adopt, a new template for board papers was developed and the Board Governance Policy was refreshed with the addition of a board member’s manual and a decision matrix.

5.113

Sub-program 1.2: Prevention and Community Preparedness

This sub-program is to minimise the likelihood and consequences of emergencies through regulation, support and community education.

2010-11Budget

2009-10Estimated


2008-09Actual

Net Cost of Sub-program(a) $11 368 000 $6 057 000 $1 860 000 $2 997 000


Stage one of the telephony based emergency warning system was implemented during 2009-10. The system was used successfully a number of times during summer to alert people about threats due to bushfires. The system will be further enhanced to allow warnings to be sent to phones located in the area affected and not just limited to phones with a billing address in the area.

A major marketing campaign Prepare.Act.Survive was prepared in conjunction with the CFS. The aim of this campaign was to educate the public about the revised fire danger rating systems introduced as a result of the Black Saturday fires in Victoria as well as to increase the number of households with a Bushfire Survival Plan. Research following the campaign showed it successfully met its targets.

The Natural Disaster Resilience Program was introduced in South Australia. The purpose of the program is to fund projects that improve disaster resilience.

$1.25 million in Commonwealth grants were administered by SAFECOM to ensure that mitigation strategies were undertaken in local communities.

The sector was represented on a number of key state and national bodies including the State Mitigation Advisory Group, the National Risk Assessment Advisory Group and the Ministerial Council for Police and Emergency Services.

The Chief Executive of SAFECOM chaired the State Mitigation Advisory Group and provided executive support. The group includes representatives from state response and recovery advisory groups.

All 10 hazard leaders have completed the first version of their hazard plan and SAFECOM has taken the lead with hazard leaders to develop the State Risk Assessment process for natural disasters.

All 11 zone emergency management committees were established to undertake planning at regional level for all hazards.

The CFS website was significantly enhanced to provide increased bushfire risk information to South Australia including maps, incident location information and the ability for subscribers to receive incident information via their mobile phone.

Footnotes

(a) Includes expenditure on Commonwealth programs.

Sub-program 1.3: Operational Preparedness

This sub-program prepares for effective emergency service delivery to the community.

2010-11Budget

2009-10Estimated


2008-09Actual



The building replacement review findings continued to be implemented. Work on piloting a building maintenance system also began as did work on the 10-year capital plan.

Volunteer support continued to be provided across the sector including the development of service level agreements and the re-writing of the CFS Constitution.

The volunteer cadet program was also boosted and the Volunteer and Employer Recognition and Support Program was well received in a number of regional areas.

The Learning and Development Committee commenced implementation of detailed action plans to achieve greater efficiency and effectiveness in delivering operational training to staff and volunteers.

5.114

Sub-program 1.4: Response

This sub-program provides emergency response services to minimise the effects of emergencies on communities.

2010-11Budget

2009-10Estimated


2008-09Actual



Media liaison services were provided during incidents to ensure that community warnings were provided. Additional agreements were negotiated with media partners for the delivery of warnings across most radio and television stations.

During major CFS incidents, SAFECOM assisted by providing staff for the CFS Bushfire Information Line, the Alert SA call centre, logistical functional services and to support and counsel volunteers and staff.

Sub-program 1.5: Recovery

This sub-program provides recovery services that reduce the social and economic impacts of emergencies. Recovery includes supporting communities and returning emergency service providers to a state of preparedness after responding to incidents.

2010-11Budget

2009-10Estimated


2008-09Actual



SAFECOM provided support to operational personnel by way of health, safety, welfare and rehabilitation support in order to maintain and recover the capacity of staff to respond to emergencies.

Administrative support was provided for staff and volunteer insurance claims lodged with SAICORP.

SAFECOM assisted with the coordination of the SA Natural Disaster Relief and Recovery Arrangements and their inclusion into the State Emergency Management Plan.

Sub-program 1.6: Business Excellence

This sub-program provides business and improvement services including risk, human resource, physical and financial management.

2010-11Budget

2009-10Estimated


2008-09Actual



During 2009-10, SAFECOM provided business and corporate support to the emergency services sector including:

providing financial services and assurance across the sector;

delivering over 100 capital works projects;

coordinating briefings and other correspondence for the minister’s office;

providing support to the board’s committees;

providing human resources, industrial relations and occupational health and safety services to the sector;

managing the internal audit program on behalf of the sector;

manage the sector’s information and technology services across the sector to staff and volunteers;

maintenance of the Financial Management Compliance Program, including further enhancements across the sector; and

provision of sector wide procurement services.

5.115

SOUTH AUSTRALIAN FIRE AND EMERGENCY SERVICES COMMISSION


2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 7 701 7 981 7 686 7 736 Long service leave .................................................................... 290 301 290 513 Payroll tax ................................................................................ 426 438 424 434 Superannuation ......................................................................... 830 861 835 896 Other ......................................................................................... 416 1 070 402 119Supplies and services — General supplies and services .................................................. 8 699 8 848 4 696 5 688 Consultancy expenses .............................................................. 102 250 101 87Depreciation and amortisation expenses ...................................... 422 251 231 156Borrowing costs ............................................................................ 5 4 4 — Grants and subsidies ..................................................................... 5 999 — — — Intra government transfers ........................................................... — 65 65 — Other expenses ............................................................................. 1 1 — 137

Total expenses 24 891 20 070 14 734 15 766

Income

Commonwealth revenues ............................................................. — — — 3 003Intra government transfers ........................................................... 18 098 21 935 13 332 12 662Sales of goods and services .......................................................... 534 523 523 470Interest revenues ........................................................................... 12 25 25 180Other income ................................................................................ 118 115 115 90

Total income 18 762 22 598 13 995 16 405

Net cost of providing services 6 129 -2 528 739 -639

Income from / Expenses to SA GovernmentIncome — Other income ............................................................................ — 661 — —

Net income from / Expenses to SA Government — 661 — —

Net result -6 129 3 189 -739 639


Changes in property, plant and equipment asset revaluation surplus .................................................................... — — — 24

Total comprehensive result -6 129 3 189 -739 663

5.116



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Assets

Current assets

Cash and cash equivalents ............................................................ 230 7 484 82 4 750Receivables ................................................................................... 1 282 1 282 1 078 1 282


Non current assets

Land and improvements ............................................................... 362 334 348 306Plant and equipment ..................................................................... 3 429 1 900 1 032 1 134


Total assets 5 303 11 000 2 540 7 472

Liabilities

Current liabilities

Payables ........................................................................................ 1 334 1 271 1 098 1 218Employee benefits — Salaries and wages ................................................................... 293 260 261 221 Annual leave ............................................................................. 806 806 732 821 Long service leave .................................................................... 262 262 220 273Short-term provisions ................................................................... 104 104 103 104



Long-term employee benefits — Long service leave .................................................................... 3 068 2 732 3 455 2 459Long-term provisions ................................................................... 327 327 442 327



Net assets -891 5 238 -3 771 2 049

Equity

Retained earnings ......................................................................... -915 5 214 -3 771 2 025Asset revaluation reserve ............................................................. 24 24 — 24

Total equity -891 5 238 -3 771 2 049


5.117



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Cash outflows

Employee benefit payments ......................................................... 9 231 10 214 9 200 9 433Payments for supplies and services .............................................. 8 801 9 098 4 797 6 034Interest paid .................................................................................. 5 4 4 — Grants and subsidies ..................................................................... 5 999 — — — Intra government transfers ........................................................... — 65 65 — Other payments ............................................................................ 81 81 80 1 784


Cash inflows

Intra government transfers ........................................................... 18 098 21 935 13 332 12 662Commonwealth receipts ............................................................... — — — 3 003Sales of goods and services .......................................................... 534 523 523 313Interest received ........................................................................... 12 25 25 180GST received ................................................................................ — — — 2 061Other receipts ............................................................................... 118 115 115 91


SA GOVERNMENT:

Other receipts ............................................................................... — 661 — —

Net cash provided by SA Government — 661 — —

Net cash provided by (+) / used (-) in operating activities -5 355 3 797 -151 1 059


Cash outflows

Purchase of property, plant and equipment .................................. 1 899 965 — 346

Cash used in investing activities 1 899 965 — 346

Net cash provided by (+) / used in (-) investing activities -1 899 -965 — -346


Cash inflows

Proceeds from restructuring activities .......................................... — -98 — —

Cash generated from financing activities — -98 — —

Net cash provided by (+) / used in (-) financing activities — -98 — —

Net increase (+) / decrease (-) in cash equivalents -7 254 2 734 -151 713

Cash and cash equivalents at the start of the financial year 7 484 4 750 233 4 037

Cash and cash equivalents at the end of the financial year 230 7 484 82 4 750

5.118

ADMINISTERED ITEMS FOR THE SOUTH AUSTRALIAN FIREAND EMERGENCY SERVICES COMMISSION


2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Intra government transfers ........................................................... 215 476 217 120 213 387 217 412Fees, fines and penalties ............................................................... 370 370 300 367Sales of goods and services .......................................................... — — 70 — Interest revenues ........................................................................... 2 500 2 500 2 500 2 228


Total income 218 346 219 990 216 257 220 007

Expenses

Supplies and services — General supplies and services .................................................. 7 004 6 719 9 349 6 581Grants and subsidies ..................................................................... 5 189 1 955 3 530 2 112Intra government transfers ........................................................... 208 107 216 629 203 378 210 624

Total expenses 220 300 225 303 216 257 219 317

Total comprehensive result -1 954 -5 313 — 690

5.119



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Assets

Current assets

Cash and cash equivalents ............................................................ 189 2 143 3 631 7 456Receivables ................................................................................... 3 113 3 113 3 618 3 113


Total assets 3 302 5 256 7 249 10 569

Liabilities

Current liabilities

Payables ........................................................................................ 3 516 3 516 55 3 516

Total current liabilities 3 516 3 516 55 3 516

Total liabilities 3 516 3 516 55 3 516

Net assets -214 1 740 7 194 7 053

Equity

Retained earnings ......................................................................... -214 1 740 7 194 7 053

Total equity -214 1 740 7 194 7 053


5.120



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Cash inflows

Intra government transfers ........................................................... 215 476 217 120 213 387 217 813Fees, fines and penalties ............................................................... 370 370 300 367Sales of goods and services .......................................................... — — 70 — Interest received ........................................................................... 2 500 2 500 2 500 2 332


Cash outflows

Payments for supplies and services .............................................. 7 004 6 719 9 349 5 620Grants and subsidies ..................................................................... 5 189 1 955 3 530 2 112Intra government transfers ........................................................... 208 107 216 629 203 378 208 124


Net cash provided by (+) / used in (-) operating activities -1 954 -5 313 — 4 656

Net increase (+) / decrease (-) in cash equivalents -1 954 -5 313 — 4 656


Cash and cash equivalents at the end of the financial year 189 2 143 3 631 7 456

5.121



The following commentary relates to the agency financial statements presented in the previous section. The discussion relates to significant variations between the 2009-10 Estimated Result and the 2010-11 Budget.


The increase in total expenses in 2010-11 mainly relates to the carryover of Commonwealth programs including the Natural Disaster Resilience Program, Natural Disaster Mitigation Program, and Bushfire Mitigation Program, offset by decreased funding as the Prepare.Act.Survive initiative moves from initial implementation to sustainment funding and the impacts arising from prior budget management strategies including the 2008-09 Mid-Year Budget Review and Sustainable Budget Commission.


Statement of financial position changes relate mainly to the impact of cash received for various Commonwealth programs.


Movements in cash flows are consistent with movements in the statement of comprehensive income, as outlined above.


Total expenses for the Community Emergency Services Fund will decrease in 2010-11 primarily due to the provision of $5.2 million in funding for the Prepare.Act.Survive initiative in 2009-10.


The Community Emergency Services Fund’s cash balance will decrease in 2010-11 due to carryover expenditure being funded by cash balances.


Movements in cash flows are consistent with movements in the statement of comprehensive income, as outlined above.



5.122

Additional Information for Administered Items South Australian Fire and Emergency Services Commission


2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

CASH FLOWS FROM:


Receipts

Emergency Services Levy —

Fixed Property Collections (Government)............................... 2 562 2 550 2 498 2 434

Fixed Property Collections (Private — Including Local Government).................................................................. 89 512 87 111 86 112 84 351

Mobile Property....................................................................... 31 226 30 646 29 746 30 100

Remissions .............................................................................. 84 888 90 809 88 880 94 873

Pensioner Concessions ............................................................ 7 288 6 004 6 151 6 055

Fees, Fines and Penalties

ESL — Certificate Sales and Other ......................................... 370 370 370 367

Interest —

Community Emergency Services Fund ................................... 2 500 2 500 2 500 2 332

Total operating receipts 218 346 219 990 216 257 220 512

Payments

Community Emergency Services Fund Payments —

Emergency Services Agencies................................................. 185 037 194 100 180 849 186 122

Emergency Services Provided by Other Government Agencies .................................................................................. 23 070 22 529 22 529 22 002

Levy Collection ....................................................................... 6 336 6 196 6 196 5 620

Other Expenses and Projects ................................................... 534 523 523 —

Other Supplies and Services .................................................... 134 — 2 630 —


Volunteer Support and Community Grants ............................. 5 189 1 955 3 530 2 112

Total operating payments 220 300 225 303 216 257 215 856

Net cash provided by operating activities -1 954 -5 313 — 4 656

Net increase (+) / decrease (-) in cash held -1 954 -5 313 — 4 656


Closing cash balance as at 30 June 189 2 143 3 631 7 456

5.123

TABLE OF CONTENTS

AGENCY: SOUTH AUSTRALIAN METROPOLITAN FIRE SERVICE

Objectives..........................................................................................................................................5.126





1. South Australian Metropolitan Fire Service ....................................................................5.128



5.125

PORTFOLIO: JUSTICE


Objectives

The South Australian Metropolitan Fire Service (MFS) is a statutory authority committed to protecting life, property and the environment from fire and other emergencies. The objectives of the MFS are to:

demonstrate leadership and confidently advance our services;

engage with our stakeholders and effectively plan to meet community needs;

minimise the frequency and impacts of emergencies through safety regulation, community support and public education;

be prepared in order to provide efficient and effective emergency services;

provide a response service that minimises the effects of emergencies;

provide a recovery service that reduces the social and economic impacts of emergencies; and

pursue service innovation and efficiencies.



Commission four additional General Purpose (GP) appliances that will contribute to maintaining the average MFS fleet age within target levels of less than 12 per cent of MFS fleet requiring replacement within two years

Ensure continued regeneration of the MFS operational firefighting workforce and effective staffing of new MFS stations by recruiting at least 18 new full-time firefighters during the 2010-11 financial year

Complete negotiations for a new enterprise agreement for MFS firefighters

Enhanced MFS emergency services infrastructure in the southern suburbs by completing construction work on the Seaford Fire Station

Completed the delivery of eight GP pump appliances with the balance of four appliances to be received in early 2010-11

Conducted a major update of response assets in Port Lincoln by completing construction of the new MFS fire station and commissioned a high-rise capable fire appliance

Developed and upgraded South Australia’s Urban Search and Rescue Capability by developing operational systems, purchasing required equipment and delivering training programs to emergency services organisations personnel

Ensured continued regeneration of the MFS operational firefighting workforce and effective staffing of new MFS stations by conducting two recruit courses during the 2009-10 financial year

5.126



2010-11Budget

2009-10Estimated


2008-09Actual

Program $000 $000 $000 $000

1. South Australian Metropolitan Fire Service ............ 108 518 104 180 106 269 94 858

Total 108 518 104 180 106 269 94 858

(a) The net cost of services excluding intra-government transfers from the Community Emergency Services Fund.


2010-11Budget

2009-10Estimated


2008-09Actual

Investments $000 $000 $000 $000

Existing projects

Beulah Park Fire Station.......................................... — — — 53

Metropolitan Adelaide Firefighting Appliance........ — — — 65

Paradise Fire Station................................................ — 306 320 3 150

Port Lincoln Fire Station ......................................... — 4 197 3 700 576

Port Lincoln Firefighting Appliance........................ — 590 600 313

MFS Engineering Workshop Facility ...................... — — — 59

Seaford Fire Station and Fire Appliance.................. — 2 985 3 171 1 957

Total existing projects — 8 078 7 791 6 173

Annual programs 4 039 3 577 3 727 6 416



5.127


Program information

Program 1: South Australian Metropolitan Fire Service

Description/Objective: The South Australian Metropolitan Fire Service (MFS) is a statutory authority committed to protecting life, property and the environment from fire and other emergencies throughout greater metropolitan Adelaide and 17 major regional centres.

The MFS reports against performance indicators for the following major areas of activity: prevention, preparedness, response, and recovery. From 2008-09, the MFS has provided performance commentary for the additional areas of activity: leadership and business excellence.


Program 1: South Australian Metropolitan Fire Service 2010-11

Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses




Other.............................................................................. 311 310 290 2 411

Total expenses 113 675 109 065 111 825 101 680

Income



Commonwealth Revenue............................................... 835 815 815 1 030

Other.............................................................................. 1 086 1 079 1 750 2 416

Total income 5 157 4 885 5 556 6 822


5.128



This sub-program provides emergency services sector leadership by developing and implementing a common strategic direction, shared goals and accountability.

The sector’s Strategic Direction 2008-2014 sets priorities and a common direction. The sector’s strategic planning and management processes have developed six shared goals, strategies to achieve them and success indicators to determine whether the strategies are succeeding.

The sector’s risk management framework is used to identify the risks that communities face and the risk treatments the MFS will apply across Prevention, Preparedness, Response and Recovery to mitigate risk. The MFS leadership goal integrates these elements, ensuring MFS creates the environment required for service delivery to be successful in building safer and more resilient communities.

2010-11Budget

2009-10Estimated


2008-09Actual

Net Cost of Sub-Program $14 436 000 $13 859 000 $13 559 000 $12 619 000


During 2009-10, the MFS further increased the number of senior managers/executives holding post-graduate management qualifications. The MFS has exceeded its target of generating more than 50 kilowatts of electricity through solar photovoltaic systems by 2014. During 2009-10 total MFS power generation capability exceeded 100 kilowatts.

All 2009-10 agency plans were developed within targeted timeframes through consultative processes. During 2009-10 the MFS undertook a review of service requirements likely to arise over the next decade.

The MFS also contributed significantly to the development of a consistent South Australian emergency sector strategic framework and new sector strategic plan.

5.129


This sub-program minimises the likelihood and consequences of emergencies through safety regulation, community support and public education.

Our community safety programs focus on understanding then engaging the community and other partners to increase awareness of risk and improve community safety. Key services include community education, incident investigation, and inspection and commissioning of safety systems.

2010-11Budget

2009-10Estimated

Result

2009-10 Budget

2008-09Actual



The MFS exceeded targets for community education and preparedness for 2009-10 and delivered in excess of 600 educational visits to more than 110 000 members of the South Australian community.

A projected decrease in the number of new buildings requiring assessment resulting from the global financial crisis did not eventuate during 2009-10. Instead, the number of building development proposals assessed (202) exceeded the target of 160.


2009-10Estimated


2008-09Actual

Identify risks associated with fire and other emergencies

no. of fires investigated (MFS) 200 146 195 165

no. of fires investigated (CFS) 70 59 70 65

deliberate/accidental/undetermined 100/140/40 74/113/19 110/135/20 89/128/13

Foster behaviours that increase community preparedness(a)

no. of educational visits to community groups, including schools

600 632 600 652

no. of participants at educational visits to community groups, including schools

100 000 112 123 100 000 117 457

Ensure South Australian environs are safe places to live and work

no. of building development proposals assessed 160 202(b) 160 214

no. of public places inspected 900 729(c) 900 1 006

no. of education and health facilities inspections and fire safety surveys

200 236 200 256

no. of hazard complaint sites investigated 100 138 100 152

no. of fire alarm inspections and connections 250 273 250 341

% of building development assessments appealed 0% 0% 0% 0%

% of building development assessments completed within 28 days

100% 100% 100% 100%

no. of booster/hydrant tests/commissioning 160 188 120 180

no. of Building Fire Safety Committee meetings/inspections(d)

160 219 145 227

Footnotes

(a) All community education targets were exceeded during 2009-10.

(b) A predicted decrease in building development proposals assessments due to the global financial crisis did not eventuate in 2009-10.

(c) The total number of public places inspected was impacted by industrial action during 2009-10.

(d) These committees are controlled by local councils which determine the number of meetings/inspections. MFS attendance numbers provide a record of our organisations involvement in this community safety program.

5.130


The goal of the operational preparedness sub-program is to prepare for excellent emergency service delivery to the community.

Operational preparedness contributes directly to community confidence in the Government of South Australia’s capability to respond to emergencies and to protect the community, infrastructure and the environment. Operational preparedness is essential to support high quality, effective emergency management and its cost includes the employee expenses of all operational staff and the provision of efficient equipment and infrastructure.

Key components include learning and development programs, the procurement and management of operational communications systems, information and communications technology, and the provision of effective infrastructure and logistics services.

2010-11Budget

2009-10Estimated


2008-09Actual



The MFS continues to have high participation rates in nationally recognised competency based training (NRT). Voluntary enrolments again exceeded targets suggesting that programs are meeting the needs of our personnel.

The MFS has included additional performance indicators relating to MFS infrastructure and logistics services for 2010-11.


2009-10Estimated


2008-09Actual

Establish and maintain effective career development and management systems(a)

total number of personnel enrolled in NRT(b) 300 483 325 360

mandatory personnel enrolments in NRT(b) 200 318 232 236

voluntary personnel enrolments in NRT(b) 100 165 100 124

the total units of study MFS personnel enrolled in(b) 1 500(c) 1 807 1 900 1 900

units enrolled on mandatory basis(b) 1 250(c) 1 428 1 600 1 620

units enrolled in on a voluntary basis(b) 250(c) 379 300 300

no. of personnel recruited(b) 18 36 36 54

Develop and maintain the core skills of personnel

no. of programs delivered 8 7 8 7

no. of external partnerships utilised 5 5 5 6

Ensure our infrastructure including our appliances and specialist equipment meets the needs of a modern emergency service

maintenance of fleet (e.g. capability is maintained at 100% operational availability)(d)

100% 100% 100% 100%

maintenance of fleet reserve capability (min of 2 reserve appliances available 100% of time)(d)

80% 30% 80% 40%

% of MFS Fleet requiring replacement within two years(d)

<12% 20% <12% 15%

% of all critical infrastructure faults responded to within 4 hours(d)

80% 80% 80% n.a.(e)

fit for purpose PPE (personal protection equipment) is available for 100% of operational firefighters 100% of time(d)

100% 100% 100% 90%

Footnotes

(a) The MFS distinguishes between the number of persons who are enrolled in nationally recognised training and the number of units of study undertaken.

(b) These targets were revised for 2008-09 to include additional data identifying how many MFS personnel enrolled in NRT on a voluntary versus mandatory basis.

(c) Due to the increasing practice of clustering (combining) units of competency it is estimated that although the number of personnel undertaking study continues to increase the total number of units enrolled in will decline.

(d) New performance indicator for 2010-11.

(e) New performance indicator for 2010-11 not measured in 2008-09.

5.131


This sub-program provides a response service that minimises the effects of emergencies on the community.

The provision of response services is the primary responsibility of MFS metropolitan and regional operations.

2010-11Budget

2009-10Estimated


2008-09Actual



The MFS response indicators have remained relatively constant over the past five years. There has been a slight reduction in the number of fires of all types recorded however this has been offset by a similar rise in the number of rescues performed. The MFS has included an additional performance indicator for 2010-11. Data is now included to differentiate between regional retained stations on the basis of the staffing model employed.


2009-10Estimated


2008-09Actual

Ensure appropriate response is committed to all incident types:

no. of responses to structure fires 1 250 1 185 1 250 1 439

no. of responses to vehicle fires 1 000(a) 945 1 100 1 156

no. of responses to other fires 3 500 2 778 3 500 4 121

no. of responses to dangerous substances 700(a) 713 800 796

no. of responses to rescues 3 400 3 774 3 400 4 203

no. of responses to fire alarms 7 000 7 955 7 000 8 248

no. of other responses 3 300 3 714 3 300 3 742

total number of incidents generating a response 20 000(a) 21 092 20 350 23 706

Ensure response provided within appropriate timeframes:

% of MFS arrivals within 7 minutes of callout in a metropolitan area with a fulltime MFS crew

75% 82% 75% 80%

% of MFS arrivals within 11 minutes of callout in a regional area with a retained MFS crew(b)

75%(a) 73%(c) 75% 80%

% of MFS arrivals within 11 minutes of callout in a town/area with a retained + fulltime crew(b)

95%(a) 96% 95% 98%

% of MFS arrivals within 11 minutes of callout in a town/area with a retained + fulltime day working crew(b)(d)

90%(a) 91% 90% 94%

Footnotes

(a) These performance indicator targets have had minor revision following review of incident trends over the past five years.

(b) Data is now included to differentiate between regional retained stations on the basis of the staffing model employed.

(c) MFS regional crews respond to incidents in excess of 50 kilometres from their stations resulting in some inflation of response times.

(d) New performance indicator in 2010-11.

5.132


This sub-program provides recovery services that reduce the social and economic impacts of emergencies.

Recovery includes supporting communities in their reconstruction of physical infrastructure and restoration of emotional, social, economic and physical wellbeing (and returning emergency service providers to a state of preparedness after responding to incidents). Key internal services include operational recovery and personnel support.

2010-11Budget

2009-10Estimated


2008-09Actual



It is increasingly recognised that property value alone does not reflect the true economic impact of fire and other emergencies. The MFS has recognised the need for an increased focus on the effective recovery services both to emergency service personnel and to victims of fire and other emergencies.

The MFS ensures all employees are provided with access to an effective post-incident support process through the Employee Assistance Program.

The MFS aims to ensure that members of the public are provided with access to post-incident support services by our operational firefighters, our community safety personnel and through the provision of resources including our After the Fire brochure.

During 2009-10, the number of MFS employee assistance interventions was reduced when compared to the past financial year average. A review will be conducted to determine whether this reduction results from effective early education or intervention or through a reduction in the number of severe incidents requiring support.


2009-10Estimated


2008-09Actual

Provide effective post-incident support and development to the community:

% of significant fires (>$25 000) where MFS provided support to victims of emergency incidents in the community

10% 10% 10% 10%

Provide effective post-incident support and development to personnel:

MFS employee assistance interventions 75 57 75 100

Sub-Program 1.6: Business Excellence


The sector aims to comply with AS/NZS 8000 Good Governance Principles. Key governance principles are encapsulated in SAFECOM’s governance policy and framework which place governance obligations on each agency and the board.

The Business Excellence goal is drawn from the Justice portfolio strategic plan. MFS needs to know its current effectiveness, efficiency and innovation in order to set informed targets for improvement.

Since many services provided by MFS to external clients (the community) rely on third parties (including SAFECOM), it is important to ensure service level agreements are working properly.

2010-11Budget

2009-10Estimated


2008-09Actual



The MFS is required to meet or exceed standards of business governance that apply across the both the public and private sectors. Many of our key business services and functions including human resources, finance and risk management are audited externally to Australian Standards.

During 2009-10, the MFS submitted all required reports to the SAFECOM Board and conducted all required/scheduled governance committee meetings.

5.133

SOUTH AUSTRALIAN METROPOLITAN FIRE SERVICE


2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 75 120 72 536 72 506 64 924 Long service leave .................................................................... 3 265 3 187 3 186 3 657 Payroll tax ................................................................................ 4 115 3 978 3 977 3 776 Superannuation ......................................................................... 8 257 7 981 7 978 7 385 Other ......................................................................................... 2 571 2 525 2 525 542Supplies and services — General supplies and services .................................................. 11 698 11 699 11 917 12 683 Consultancy expenses .............................................................. — — — 6Depreciation and amortisation expenses ...................................... 8 338 6 849 9 446 6 296Intra government transfers ........................................................... 290 290 290 — Other expenses ............................................................................. 21 20 — 2 411

Total expenses 113 675 109 065 111 825 101 680

Income

Commonwealth revenues ............................................................. 835 815 815 1 030Intra government transfers ........................................................... 96 490 97 344 97 721 99 910Fees, fines and penalties ............................................................... 3 232 2 987 2 987 2 806Sales of goods and services .......................................................... 4 4 4 570Interest revenues ........................................................................... 829 829 1 500 1 882Net gain or loss from disposal of assets ....................................... — — — 9Other income ................................................................................ 257 250 250 525

Total income 101 647 102 229 103 277 106 732

Net cost of providing services 12 028 6 836 8 548 -5 052

Net result -12 028 -6 836 -8 548 5 052



Total comprehensive result -12 028 -6 836 -8 548 8 884

5.134



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Assets

Current assets

Cash and cash equivalents ............................................................ 19 924 26 732 24 516 36 381Receivables ................................................................................... 1 358 1 358 1 017 1 358Non-current assets class held for sale .......................................... — — 5 596 —


Non current assets

Land and improvements ............................................................... 110 761 110 533 103 176 101 716Plant and equipment ..................................................................... 25 537 30 109 23 486 34 165


Total assets 157 580 168 732 157 791 173 620

Liabilities

Current liabilities

Payables ........................................................................................ 3 554 4 639 2 946 4 524Employee benefits — Salaries and wages ................................................................... 2 096 1 661 1 470 1 354 Annual leave ............................................................................. 6 801 6 694 6 336 6 587 Long service leave .................................................................... 1 996 1 746 1 759 1 496Short-term provisions ................................................................... 1 552 1 552 1 413 1 552



Long-term employee benefits — Long service leave .................................................................... 15 800 14 631 14 617 13 462Long-term provisions ................................................................... 4 888 4 888 4 668 4 888



Net assets 120 893 132 921 124 582 139 757

Equity


Total equity 120 893 132 921 124 582 139 757


5.135



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Cash outflows

Employee benefit payments ......................................................... 91 367 88 374 88 339 77 858Payments for supplies and services .............................................. 11 983 11 984 12 202 12 139GST paid ...................................................................................... — — — 139Intra government transfers ........................................................... 290 290 290 — Other payments ............................................................................ 21 20 — 1 632


Cash inflows

Intra government transfers ........................................................... 96 490 97 344 97 721 99 910Commonwealth receipts ............................................................... 835 815 815 1 030Fees, fines and penalties ............................................................... 3 232 2 987 2 987 2 806Sales of goods and services .......................................................... 4 4 4 540Interest received ........................................................................... 829 829 1 500 1 882Other receipts ............................................................................... 257 250 250 339


SA GOVERNMENT:

Net cash provided by (+) / used (-) in operating activities -2 014 1 561 2 446 14 739


Cash outflows

Purchase of property, plant and equipment .................................. 4 839 11 255 11 518 12 589


Cash inflows




Net increase (+) / decrease (-) in cash equivalents -6 808 -9 649 -9 027 2 159



5.136



The financial commentary relates to the agency financial statements presented in the previous section. The discussion addresses variations between the 2009-10 Estimated Result and the 2010-11 Budget.


The increase in total expenses in 2010-11 is mainly due to an increase in employee payments to operational firefighters under an enterprise agreement approved by the SA Industrial Relations Commission in March 2009.

The increase in depreciation in 2010-11 is mainly due to the recognition of new asset additions.


The decrease in total assets in 2010-11 is mainly due to cash balances decreasing as a result of a change in policy to now fund firefighters’ Enterprise Agreement increases and carryovers out of cash balances rather than by cash disbursement.


Movements in cash flows are consistent with those contained in the statement of comprehensive income, as listed above.

5.137

TABLE OF CONTENTS

AGENCY: COUNTRY FIRE SERVICE

Objectives..........................................................................................................................................5.140





1. Country Fire Service ........................................................................................................5.143



5.139

PORTFOLIO: JUSTICE


Objectives

The South Australian Country Fire Service (CFS) is a community based fire and emergency service dedicated to protecting life, property and environmental assets in rural and semi-urban South Australia.

The objectives of the CFS are:

community and environmental risk reduction so that loss and damage from fires and emergencies is reduced;

organisational preparedness so that CFS is capable and prepared to manage fire and emergencies;

effective emergency response and management so that the impact of fire and other emergencies is minimised by appropriate response to incidents;

valuing and supporting our people; and

managing our business better so that CFS activities reflect the principles of business excellence and continuous improvement.

5.140



Adopt or adapt, where appropriate, Victorian Bushfire Royal Commission findings to South Australia and identify relevant remedial actions

Adapt national framework for scaled bushfire advice and warnings to the South Australian community

Partner the Bureau of Meteorology roll-out of NextGen weather forecasting

Establish nine bushfire management area committees and supporting bushfire management framework

Reduce the number of fire deaths and injuries in CFS areas

Audit CFS operational and non-operational structures to ensure resources and service delivery are optimised

Upgrade and resource the Standards of Fire & Emergency Cover (SFEC) policy and model

Explore options for integrating service delivery and structure with the South Australian State Emergency Service (SES) in country areas for service delivery to the community

Progress Prepare.Act.Survive. bushfire community education campaign initiatives

Evaluate effectiveness of bushfire education initiatives including independent market research

Progress the roll-out of computers and information technology support to volunteers

Contribute to the development of national policies and standards for the use of residential sprinklers

Develop a strategy for youth across CFS operational personnel

Deliver an operations update seminar program

Implement the South Australian Computer Aided Dispatch (SACAD) policies and procedures in CFS

Implement a new occupational health and safety consultative structure and improvement initiatives for the safety of volunteers and staff

Transition the business of the Bushfire Task Force to the State Bushfire Coordinating Committee

Identify a range of bushfire shelters in high bushfire risk areas

Implemented and commenced all CFS related recommendations made by the Bushfire Taskforce

Completed the construction of the new emergency services centre in Port Lincoln that will house Lincoln Brigade, Lower Eyre Peninsula Group and the Region 6 Headquarters

Supported the successful bid for a Cooperative Research Centre relating to fire and emergencies

Supported the legislative change process to establish the new Bushfire Management Prevention Committee framework and established the State Bushfire Coordinating Committee

Created a members only website access facility to enable volunteers to have electronic access to key CFS systems and documentation

Implemented an incident level command and leadership program for our volunteers

Established a CFS medal award system

Delivered the Prepare.Act.Survive. bushfire community education campaign over summer, including distribution of bushfire safety DVDs to 200 000 homes, eight additional community education officers supported 52 new community fire safe groups and upgraded the CFS website

Developed and commenced implementation of a policy for Community Safer Places

Introduced the national framework for scaled bushfire advice and warnings to the community

Facilitated and implemented fuel reduction burning cooperatives in Mount Lofty Ranges, Mid North and Port Lincoln

Trained and accredited CFS officers to enable regional delegation of native vegetation clearance applications for bushfire protection

Conducted an operational national trial of real time airborne intelligence technology

Produced an annual safety message for firefighters

Introduced the highly successful Fiery Women community education program

5.141



2010-11Budget

2009-10Estimated


2008-09Actual

Program $000 $000 $000 $000

1. Country Fire Service................................................ 59 920 59 744 54 713 53 871

Total 59 920 59 744 54 713 53 871

(a) The net cost of services excluding intra-government transfers from the Community Emergency Services Fund.


2010-11Budget

2009-10Estimated


2008-09Actual

Investments $000 $000 $000 $000

New projects

CFS Light Vehicle Fleet .......................................... 1 511 — — —

Total new projects 1 511 — — —

Annual programs 12 444 15 245 12 140 15 045



5.142


Program information

Program 1: Country Fire Service

Description/Objective: The South Australian Country Fire Service (CFS) is a community based fire and emergency service dedicated to protecting life, property and environmental assets in rural and semi-urban South Australia.

CFS works with other agencies, industry and the community to reduce risks and control hazards.

CFS provides information about hazards so that the important things to the community are protected. This helps people understand the risks they face and what they need to do to deal with those risks.

CFS is well recognised and highly respected in the community for competent advice, response and management of incidents and support of community recovery.

CFS is a statutory authority reporting to the Minister for Emergency Services through the South Australian Fire and Emergency Services Commission Board within the Justice Portfolio. The CFS consists of approximately 15 000 volunteers and 122.5 full-time equivalent staff, providing a range of fire and emergency services to all communities in the CFS area across South Australia from over 423 locations. The extraordinary contribution of CFS volunteers is vital in ensuring the ongoing delivery of fire and emergency services to the community of South Australia.

CFS attends around 8000 incidents each year. These incidents include:

bushfires;

fire protection at road crashes;

rescue of trapped persons from road crashes;

hazardous materials spills;

structure and motor vehicle fires; and

support to the South Australian Metropolitan Fire Service and the South Australian State Emergency Service.

In addition, CFS performs an important role with local government in fuel removal and bushfire prevention, and in community bushfire and fire safety education.

With a vision of ‘a safer community’, the CFS mission is to protect life, property and the environment from fire and other emergencies, whilst protecting and supporting CFS personnel and continually improving.

5.143


Program 1: Country Fire Service 2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses





Other.............................................................................. 363 357 358 1 048

Total expenses 63 145 63 069 58 067 60 194

Income

Sale of Goods and Services ........................................... 362 318 483 1 371

Commonwealth Revenue............................................... 1 871 2 006 1 910 2 693

Other.............................................................................. 992 1 001 961 2 259

Total income 3 225 3 325 3 354 6 323


5.144



This sub-program provides sector leadership by developing and implementing sound corporate governance that fosters a common strategic direction, shared goals and accountability.

2010-11Budget

2009-10Estimated


2008-09Actual



CFS maintains a risk register to identify and develop treatments to mitigate the risks facing the organisation. The risk register along with the sector’s Strategic Direction 2008-14, guides CFS’s own strategic directions document which in turn guides the development of the annual CFS business plan and workforce plan. Each CFS manager maintains a business plan that is consistent with the agency level business plan to ensure that CFS remains committed to achieving its strategic directions.

CFS maintains various committees to consult and communicate with both volunteers and staff on direction and key strategic directions. These committees include the Chief Officer’s Advisory Council, including senior volunteer and staff representatives; the Strategic Leadership Group, including all managers; and six regional volunteer management committees including volunteer representatives from across each CFS region. CFS also engages with a range of external stakeholders including other government agencies, national bodies and community groups.


This sub-program minimises the likelihood and consequences of emergencies through regulation, support and community education.

2010-11Budget

2009-10Estimated


2008-09Actual



The CFS website was refreshed after the 2009-10 bushfire season to incorporate improvements for the community to access information about incidents and community education including the development of a micro-site.

The CFS continued the Prepare.Act.Survive. bushfire community education campaign and distributed 200 000 Bushfire Ready DVDs and bushfire survival plans to households in high bushfire risk areas during the 2009-10 bushfire season.

Due to increasing demand for community education, a Volunteer in Community Education pilot project was conducted in June 2009. As a result of this program 20 volunteers are actively involved in the delivery of community education.

Seven fire safety workshops were delivered to rural women through the Fiery Women program in collaboration with Rural Solutions South Australia.


2009-10Estimated


2008-09Actual

No. of participants at community education programs(a) 15 000 14 405 n.a. 13 378

No. of native vegetation clearance applications(a)(b) 40 42 n.a. n.a.

% of native vegetation clearance applications completed within 10 days(a)(b)

90% 99% n.a. n.a.

No. of households participating in the Community Fire Safe program

2 500 2 215 1 165 1 154

No. of building development assessments(a) 780 804 n.a. 764

% of building development assessments within 42 days/legislative requirements by CFS

90% 92% 90% 89%

Footnotes

(a) New performance indicator in 2009-10. Target not set for 2009-10.

(b) New performance indicator in 2009-10. Data not available for 2008-09.

5.145

Sub-program 1.3: Operational preparedness


2010-11Budget

2009-10Estimated


2008-09Actual



Approximately 28 new firefighting appliances were scheduled for delivery during the 2009-10 financial year. Construction of the CFS/SES combined brigade/unit facility and regional office at Port Lincoln was completed, as were stations at Birdwood and Georgetown. Building work also commenced on stations at Saddleworth, Wilmington, Balaklava and Hamley Bridge. A significant amount of work was undertaken in preparation for the construction of seven new fire sheds on the Eyre Peninsula in the financial year ending 30 June 2010.

CFS delivered 34 882 training accreditations via 2284 training sessions. A total of 6767 members undertook at least one training course, with 1541 members completing at least one nationally accredited training course.

The Chief Officer's Training Award for excellence will be awarded to 74 brigades across the state. For the first time since the commencement of the awards in 2004, three groups, the East Torrens Group from Region 1 and the Para Group and Gumeracha Group from Region 2, were recognised in the awards process as having all brigades within their group eligible for the award.

CFS review and adopt operational systems of work and doctrine in light of lessons learned.


2009-10Estimated


2008-09Actual

No. of state level 3 exercises conducted(a) 1 1 1 1

No. of regional level 2 exercises conducted 6(1 per region)

2 6 (1 per region)

2

No. of accredited training courses(b): 2 200 2 212 n.a. 2 102

Bushfire(b) 970 971 n.a. 866

Road Crash Rescue(b) 20 22 n.a. 9

Structural(b) 70 68 n.a. 38

Hazmat(b) 15 13 n.a. 7

Leadership(b) 25 25 n.a. 14

other(b) 1 100 1 113 n.a. 1 168

No. of volunteers(b): 15 100 14 703 n.a. 14 974

firefighters(b) 11 000 10 699 n.a. 10 695

operational support(b) 3 000 2 951 n.a. 3 264

cadets(b) 1 100 1 053 n.a. 1 015

No. of injuries per 100 000 operational hours <15 25 <15 12

Footnotes

(a) Targeted personnel are in Level 3 incident management teams.

(b) New performance indicator in 2009-10. Target not set for 2009-10.

5.146



2010-11Budget

2009-10Estimated


2008-09Actual



With the introduction of a ‘catastrophic’ rating, South Australia experienced 24 forecast catastrophic ratings across 13 of the 15 fire ban districts, on 5 different days, with 11 January 2009 having 10 of these forecast ratings.

In November 2009, a severe thunderstorm moved across the state, resulting in over 100 fires caused by lightning, the most significant occurring on Eyre Peninsula, Yorke Peninsula, the Flinders and Mid North.

Significant incidents during 2009-10 include a fire which burnt under catastrophic conditions threatening the township of Curramulka, burning 1250 hectares, and a 640 hectare fire at Port Lincoln destroying 12 homes and additional infrastructure including the State Emergency Service facility.

The number of fire deaths and fire injuries per population in CFS areas were consistent with the national average in 2008-09 but are trending downwards. CFS has set a target of being below the national average.


2009-10Estimated


2008-09Actual

No. of fire deaths per million people in CFS areas (3 year average)

<5.3 5.5 <5.6 5.6

No. of fire injuries per 100 000 people in CFS areas (3 year average)(a)

<16 12.0 <15.9 13.4

No. of Bushfire Information Hotline calls from the community(b)

<20 000 19 266 n.a. 16 292

No. of CFS website hits(b) >5 000 000 4 875 885 n.a. 1 044 113

No. of aircraft operating hours(b) <900 734 n.a. —

No. of incidents attended(b): <8 000 8 137 n.a. 7 629

bushfire(b) <1 300 1 339 n.a. 1 039

structure(b) <400 405 n.a. 402

motor vehicle accidents(b) <2 500 2 505 n.a. 2 365

Hazmat (Hazardous materials)(b) <200 212 n.a. 176

other(c) <3 600 3 676 n.a. 3 647

Volunteer hours in attendance at incidents(b) <300 000 200 553 n.a. 435 239

Footnotes

(a) CFS fire injury data is likely to be higher than the national average as CFS figures include all injuries recorded on the incident report whereas the national average (target) only includes hospital admissions.

(b) New performance indicator in 2009-10. Target not set for 2009-10.

(c) New performance indicator in 2009-10. Target not set for 2009-10. Other incidents include support to other agencies, storm recovery, etc.

5.147



2010-11Budget

2009-10Estimated


2008-09Actual



CFS conducts community information meetings during major incidents to keep the community informed of the impact of major fires. CFS also works with the community after major fires.

CFS has enhanced its bushfire cause investigation capability to ensure additional CFS personnel are trained and accredited bushfire cause investigators. Investigating the cause of fires helps to develop future prevention strategies and activities.


2009-10Estimated


2008-09Actual

No. of trained accredited bushfire cause investigators(a) 70 68 n.a. 58

% of fires for which a cause is determined(b) 80% 79% 80% 73%

Footnotes

(a) New performance indicator in 2009-10. Target not set for 2009-10.

(b) Performance indicator relates to bushfires only.

Sub-program: 1.6 Business Excellence


2010-11Budget

2009-10Estimated


2008-09Actual

Net cost of sub-program $5 511 000 $5 327 000 $5 148 000 $5 395 000


A number of business and improvement services are conducted on behalf of CFS by the South Australian Fire and Emergency Services Commission (SAFECOM) and Shared Services SA.

CFS ensures good governance via monthly reporting through the CFS executive to the SAFECOM Board. CFS undertakes quarterly reviews that monitor risks identified on its risk register, performance against key performance indicators and its financial position.

CFS operates in an environment of continuous improvement supported by the Centre for Lessons Learned. CFS maintains membership of the Australasian Fire and Emergency Services Council, the National Aerial Firefighting Centre and various national emergency management committees. CFS has established a Centre For Lessons Learned database to better record and monitor information from incident debriefs, recommendations from inquiries and other reviews to incorporate improvements in the way CFS conducts its operations.

CFS maintains a focus on continuous improvement and strategic matters, having conducted Operation Compass, a four day planning exercise with volunteer, staff and stakeholder representatives. In addition, items of business improvement are identified through the Bushfire Task Force and strategic issues papers are presented to government.


2009-10Estimated

result 2009-10 Target

2008-09Actual

% of items registered with the Centre for Lessons Learned that are actioned within 12 months(a)

75% 75% 75% 40%

Footnotes

(a) This performance indicator appeared under Sub-program 1.5 Recovery in 2009-10.

5.148

COUNTRY FIRE SERVICE


2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 8 838 8 485 7 502 7 336 Long service leave .................................................................... 109 97 67 352 Payroll tax ................................................................................ 463 437 401 419 Superannuation ......................................................................... 765 730 663 714 Other ......................................................................................... 392 373 347 56Supplies and services — General supplies and services .................................................. 39 616 40 016 38 137 39 479 Consultancy expenses .............................................................. 187 141 36 5Depreciation and amortisation expenses ...................................... 12 317 12 339 10 461 10 785Grants and subsidies ..................................................................... 95 94 95 — Other expenses ............................................................................. 363 357 358 1 048

Total expenses 63 145 63 069 58 067 60 194

Income

Commonwealth revenues ............................................................. 1 871 2 006 1 910 2 693Intra government transfers ........................................................... 60 546 64 240 57 910 61 515Other grants .................................................................................. 63 103 63 — Sales of goods and services .......................................................... 362 318 483 1 371Interest revenues ........................................................................... 254 241 241 175Net gain or loss from disposal of assets ....................................... -19 -16 -16 — Resources received free of charge ................................................ — — — 1 416Other income ................................................................................ 694 673 673 668

Total income 63 771 67 565 61 264 67 838

Net cost of providing services -626 -4 496 -3 197 -7 644


Income — Other income ............................................................................ 2 500 156 — —

Net income from / Expenses to SA Government 2 500 156 — —

Net result 3 126 4 652 3 197 7 644




5.149



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Assets

Current assets

Cash and cash equivalents ............................................................ 7 576 5 754 7 709 3 680Receivables ................................................................................... 2 069 2 069 1 956 2 069Inventories .................................................................................... 1 500 1 500 — 1 500Financial assets ............................................................................. 1 620 1 620 1 569 1 620


Non current assets



Total assets 164 870 161 679 145 633 156 960

Liabilities

Current liabilities

Payables ........................................................................................ 1 668 1 675 4 415 1 682Employee benefits — Salaries and wages ................................................................... 299 267 228 233 Annual leave ............................................................................. 867 867 857 867 Long service leave .................................................................... 175 175 155 175Short-term provisions ................................................................... 593 593 585 593



Long-term employee benefits — Long service leave .................................................................... 1 783 1 679 1 723 1 575Long-term provisions ................................................................... 1 739 1 803 1 806 1 867



Net assets 157 746 154 620 135 864 149 968

Equity


Total equity 157 746 154 620 135 864 149 968


5.150



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Cash outflows

Employee benefit payments ......................................................... 10 495 10 048 8 906 8 756Payments for supplies and services .............................................. 39 810 40 164 38 180 42 125Grants and subsidies ..................................................................... 95 94 95 — Other payments ............................................................................ 363 357 358 947


Cash inflows

Intra government transfers ........................................................... 60 546 64 240 57 910 61 515Commonwealth receipts ............................................................... 1 871 2 006 1 910 2 693Other grants .................................................................................. 63 103 63 — Sales of goods and services .......................................................... 362 318 483 994Interest received ........................................................................... 254 241 241 175GST received ................................................................................ — — — 140Other receipts ............................................................................... 694 673 673 625


SA GOVERNMENT:

Other receipts ............................................................................... 2 500 156 — —

Net cash provided by SA Government 2 500 156 — —



Cash outflows

Purchase of property, plant and equipment .................................. 13 955 15 245 12 140 15 045Other payments ............................................................................ — — — 51


Cash inflows




Net increase (+) / decrease (-) in cash equivalents 1 822 2 074 1 846 -565




Assets received (+) / donated (-) free of charge ........................... — — — 1 416

5.151





Total expenses in 2010-11 remain consistent with the 2009-10 Estimated Result.

The decrease in total income in 2010-11 is primarily due to:

$2.5 million of funding for the Prepare.Act.Survive. strategy will be provided directly from the Government of South Australia rather than through the Community Emergency Services Fund. These payments are not included in total income, but are shown as Income from SA Government; and

the 2009-10 Estimated Result includes additional capital funding as part of the funding boost for the state’s volunteer based emergency services announced in February 2010, including funding for accelerating building works and maintenance of CFS facilities.


Total assets will increase in 2010-11 due to asset replacement, asset revaluations and higher budgeted cash balances of the agency.

Total liabilities in 2010-11 are consistent with the 2009-10 Estimated Result.


The cash flows from operating activities are consistent with the issues affecting the statement of comprehensive income, as listed above.

5.152

TABLE OF CONTENTS

AGENCY: STATE EMERGENCY SERVICE

Objectives..........................................................................................................................................5.154





1. State Emergency Service .................................................................................................5.157



5.153

PORTFOLIO: JUSTICE


Objectives

On 1 October 2005, the Fire and Emergency Services Act 2005 came into operation. This Act provides for the South Australian State Emergency Service (SES) to:

assist the Commissioner of Police in dealing with any emergency;

assist the State Coordinator, in accordance with the State Emergency Management Plan, in carrying out prevention, preparedness, response and recovery operations under the Emergency Management Act 2004;

assist the South Australian Metropolitan Fire Service (MFS) and South Australian Country Fire Service (CFS) in dealing with any emergency;

deal with any emergency caused by flood or storm damage, or where there is no other body or person with lawful authority to assume control of operations for dealing with the emergency;

deal with any emergency until such time as any other body or person that has lawful authority to assume control of operations for dealing with the emergency has assumed control;

respond to emergency calls and, where appropriate, provide assistance in any situation of need (whether or not the situation constitutes an emergency); and

undertake rescues.

The SES has adopted the prevention, preparedness, response and recovery approach in the planning and management of taskings.

5.154



Complete building works for the South Australian State Emergency Service (SES) units at Whyalla and Tumby Bay

Develop plans for and begin construction of a combined Campbelltown/Eastern Suburbs Unit site, to be developed in conjunction with the relocation of the Eastern Suburbs Unit to improve units response time and service coverage

Complete the rollout of new digital SA Government Radio Network (SAGRN) handsets to SES units in the central region

Continue the implementation of the Community FloodSafe project in conjunction with local councils, the Department of Environment and Natural Resources (DENR), and the Adelaide and Mount Lofty Ranges Natural Resources Management Board

Progress planning for South Australia to hold the National Rescue Competition in July 2011

Finalise transition of all SES Call Receipt and Dispatch functions to the South Australian Metropolitan Fire Service (MFS) call centre

Continue to progress the implementation of the South Australian Computer Aided Dispatch project (SACAD)

Finalise development and procurement processes for the introduction of a new category of specialised mid-sized rescue trucks

Finalise fit-out and deployment of three new river rescue boats

Identify suitable land as base for a new unit facility for the Western Adelaide Unit.

Progress changes to organisation operating procedures to address findings of the SES feedback forums conducted in 2009-10

Completed building works for the SES unit at Port Lincoln, progressed building works for the Whyalla unit and secured land for the Tumby Bay Unit

Completed the rollout of new digital SAGRN handsets to SES units in the west, north and east regions

Completed the implementation and integration of the Australasian Inter-service Incident Management System (AIIMS)

Finalised the implementation of CRIIMSON operations information system and a sector wide Australasian Incident Reporting System

Progressed the implementation of the SACAD via the development and documentation of SES operational requirements into the new system

Implemented SES Inland Marine Training package

Finalised regional operational management plans, Zone Emergency Management Committees and implementation of operational guidelines

Continued the implementation of the Community FloodSafe project in conjunction with Commonwealth Government and local councils

Finalised the Extreme Weather Plan including development of contingencies for extreme heat events

Completed and rolled out three Training Resource Kits

Completed the transfer of SES state headquarters to new leased premises, transferred the east region headquarters to Murray Bridge facility and transferred the west region headquarters to the new Port Lincoln emergency services facility

5.155



2010-11Budget

2009-10Estimated


2008-09Actual

Program $000 $000 $000 $000

1. State Emergency Service ......................................... 10 777 11 597 10 723 10 705

Total 10 777 11 597 10 723 10 705

(a) The net cost of services, excluding intra-government transfers from the Community Emergency Services Fund.


2010-11Budget

2009-10Estimated


2008-09Actual

Investments $000 $000 $000 $000

New projects

SES Light Vehicle Fleet .......................................... 200 — — —

Total new projects 200 — — —

Existing projects

Port Lincoln Rescue Vessel ..................................... — — — 175

SES Facilities — Upgrade....................................... — 377 — —

Total existing projects — 377 — 175

Annual programs 2 985 2 806 2 913 2 933



5.156


Program information

Program 1: State Emergency Service

Description/Objective: The South Australian State Emergency Service (SES) provides a community based emergency response service across the state. Units are particularly active in mitigating the effects of floods and storms, and respond to a broad range of other rescue tasks. SES units also support the activities of the South Australian Metropolitan Fire Service (MFS), the South Australian Country Fire Service (CFS) and South Australia Police (SAPOL).

The range of rescue and support services SES volunteer units provide include:

road crash rescue;

storm damage and flood mitigation;

land search;

structural collapse rescue;

animal rescue;

vertical rescue of all forms (cliffs, caves and structures);

marine search and rescue (rivers, lakes and sea); and

general and disaster rescue.

In 2009-10, SES continued to develop its capabilities to provide a more comprehensive approach to incident management. SES has adopted the prevention, preparedness, response and recovery approach in the planning and management of taskings. This process will continue into 2010-11 to ensure that SES provides the South Australian community with services that meet their evolving needs.

Accredited SES rescue units are strategically deployed in both urban and rural centres across South Australia. SES regularly reviews the locations of units and the resources allocated to ensure assets and resources are strategically located to mitigate community risk.

SES currently consists of 66 units (54 units are based in rural areas) and approximately 1551 volunteers. The SES also provides support for Volunteer Marine Rescue organisations, their 14 flotillas and approximately 1500 volunteers strategically located throughout South Australia’s coastline.

In the future, SES aims to develop its capabilities both in disaster management and planning to reduce the impact of changing hazard profiles on the community.

5.157


Program 1: State Emergency Service 2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses




Other.............................................................................. 96 96 76 230

Total expenses 11 706 12 482 11 624 11 883

Income


Other.............................................................................. 258 381 246 595

Total income 929 885 901 1 178




This sub-program provides SES and sector leadership by developing and implementing sound corporate governance that fosters a common strategic direction, shared goals and accountability.

2010-11Budget

2009-10Estimated


2008-09Actual



In 2009-10 the South Australian Fire and Emergency Services Commission (SAFECOM) assisted the SES in completing a comprehensive series of volunteer feedback and consultation forums in order to review operations and identify issues that may impact on the organisation. The review made 22 recommendations relating to communication, consultation, improved engagement across the organisation and external stakeholders. The focus of the SES in 2010-11 will be to implement the recommendations as quickly and comprehensively as possible to improve the performance of the organisation. At the same time SES will continue to work with the other entities in the emergency services sector(a) and across the South Australian community to implement a common direction in service provision, to achieve shared goals based on community need.

Footnotes

(a) The emergency services sector referred to consists of SAFECOM, SAMFS, CFS and the SES; however, activities have also been coordinated with other government and non-government agencies such as SAPOL, Department for Transport, Energy and Infrastructure, Department for Environment and Natural Resources and local councils.

5.158


Prevention Services covers the identification and treatment of hazards to minimise threat to life and property.

The SES provides services to meet South Australia’s Strategic Plan priorities for public safety, fostering coordinated approaches to emergency service delivery.

Following the implementation of the Local Government Act 1999, councils are required to take measures to protect their areas from natural and other hazards, to mitigate the effect of such hazards and to work collaboratively with the Commonwealth and state governments, and regional organisations to achieve this objective. With this legislated responsibility for local government and the responsibility as control agency for flood response under the Fire and Emergency Services Act 2005, SES has focused on building strong working relationships with local councils.

2010-11Budget

2009-10Estimated


2008-09Actual



SES aims to continue to develop its resources and networks to mitigate the impact of demographic and climate change factors expected to adversely impact on the environment, economy and community. It is expected that in 2010-11 the Zone Emergency Management Committees (ZEMCs) will strengthen their role in the emergency mitigation and planning process enabling a wider cross section of stakeholders to better coordinate resources and emergency management plans.

The success of the Community FloodSafe project over the past two years has encouraged local councils to continue to support the implementation of the education program developed with the assistance of Commonwealth grant funds. The Department of Environment and Natural Resources and the Adelaide and Mount Lofty Ranges Natural Resources Management Board have also agreed to provide financial support for the extension of the project into 2010-11. Further work will also be undertaken to include additional information to deepen the effectiveness of the project in the areas that the Community FloodSafe project operates.


2009-10Estimated


2008-09Actual

No. of local government councils undertaking hazard mitigation planning

30 30 20 25

No of ZEMCs in operation 11 11 12 6

No. of mitigation plans created/reviewed 11 11 8 5

No. of Community FloodSafe activities and programs conducted(a)

65 74 2 62

No. of local government bodies undertaking prevention works

9 9 6 5

Footnotes

(a) SES has revised the methodology used in calculating this measure to track individual activities rather than general activity areas to give a more complete picture of the extent of the effort undertaken in this project, direct future strategic planning and review processes and report performance to relevant council and stakeholder participants.

5.159



Operational preparedness contributes directly to community confidence in the Government of South Australia’s capability to respond to emergencies and to protect the community, infrastructure and the environment. Operational preparedness is essential to support high quality, effective emergency management and its cost includes the expenses of operational staff and the provision of efficient and effective training, equipment and infrastructure.

2010-11Budget

2009-10Estimated


2008-09Actual



SES is an organisation built on the skills of its volunteer members, so the service has developed a strong learning and development culture to enable its volunteers to operate safely and effectively. In line with the recommendations of WorkCoverSA auditors and the feedback forums conducted in 2009-10, SES intends to improve the coordination of volunteer and state based training activities and assets to ensure that the organisation can meet even higher training goals.

Consistent with the aims of the Strategic Infrastructure Plan for South Australia, SES has acquired and developed assets that include modern rescue equipment and communication technology to enable its volunteers to respond to and coordinate emergency situations either on their own or in conjunction with other emergency service and community organisations. Key components include our learning and development programs, the procurement and management of operational communications systems, information and communications technology and the provision of effective infrastructure and logistics services. In 2010-11 SES intends to further develop its planning capabilities for intrastate and interstate incidents in anticipation of the continued need to develop mechanisms for cross-agency and cross-border support for personnel and deployable assets.


2009-10Estimated


2008-09Actual

Regional response plans reviewed annually 100% 100% 100% 100%

No. of emergency response/recovery exercises developed or reviewed(a)

80 79 24 72

% of personnel achieving and maintaining required levels of competency

90% 90% 90% 90%

No. of Training Resource Kits developed or reviewed 3 4 3 4

% of units equipped to meet their core standards of emergency response for first response

100% 100% 100% 100%

No. of councils utilising emergency management planning and training services

50 47 40 27

No. of emergency management training programs delivered 44 42 40 27

No. of state government departments and non-government agencies (eg retirement villages) utilising SES emergency management and training services

27 25 25 21

Footnotes

(a) SES has revised the methodology used in calculating this measure to include a number of smaller exercises not previously counted to give a more complete picture of the extent of the activities undertaken in this area and to include them in future strategic planning and review processes.

5.160



The South Australian emergency services sector measures the total number of responses to emergencies and the time taken to arrive at and control each incident. SES routinely reviews response and control times to ensure that targets are met or mitigating circumstances are identified and rectified.

2010-11Budget

2009-10Estimated


2008-09Actual



SES incident response activities are driven by events, community risk and demand factors. The targets listed are estimates based on historical experience. The general trend experienced is of continuing increases in overall demand particularly in the areas of road crash rescue, and wind and storm damage. The operational measures listed are included to provide an approximation of community service demand.

The number of incidents to which SES responded was materially influenced by a number of severe storm events in South Australia that generated a higher than usual number of incidents(a). In addition to this, in 2009-10 SES responded to a number of large and unusual events including the Kangaroo Island dam-burst, the January heat wave, interstate volunteer deployments to assist in storm recovery efforts in Victoria and Western Australia, and the recent Penola mini-tornado. SES also hopes to review the findings of the Victorian Bushfire Royal Commission to ensure that any lessons that might have relevance to SES rescue activities are incorporated into SES emergency response plans.


2009-10Estimated


2008-09Actual

% of SES responses meeting standards of emergency response of callouts to Priority A incidents (life threatening) in a town/area with an SES unit

>90% >90% >90% >90%

Operational response measures:

total incidents 6 000 7 004 5 900 5 890

total operational hours(b) 120 000 189 000 120 000 130 000

No. of operational Community Response Teams (CRTs)(c) 6 6 5 5

Footnotes

(a) These occurred on 24 and 25 August 2009, 21 September 2009, 28 November 2009, 28 February to 1 March 2010 and 6 April 2010.

(b) SES has experienced some difficulty in accurately tracking volunteer incident time due to measurement issues. A national study of volunteer time indicated that amongst state and territory SES organisations across the nation only 14 per cent of volunteer time is spent on active incident response. The majority of the remainder of time spent is divided between preparedness activities (22 per cent) and training activities (61 per cent).

(c) In 2008-09, a decision was made to develop a coordinated approach for the development of CRTs in conjunction with other sector agencies. Due to activity changes the Marla and Nullabor units were converted from an SES unit to a CRT. Their level of activity will be closely monitored in future in order to ascertain if any change back to full unit funding status is warranted

5.161



2010-11Budget

2009-10Estimated


2008-09Actual



In 2009-10 the state experienced a number of severe weather events. These events involved extensive interagency collaboration including the activation of the State Emergency Centre (SEC), issuing of heat wave related warnings and multi-agency debriefing after the event.

In 2009-10 SES experienced a number of serious injuries amongst its volunteers requiring it to provide an intensive amount of assistance and resources to the rehabilitation of volunteers. SES investigated these incidents fully and has made a number of changes to operating procedures to reduce the likelihood of a recurrence. The review of incidents and operating procedures was undertaken, with the assistance of SAFECOM and WorkCoverSA, leading to an improvement in safety for volunteers.

In 2009-10 SES also experienced the loss of the Port Lincoln Unit facility in the December bushfires on Eyre Peninsula. This tested the ability of the organisation to recover from a catastrophic event involving its own facilities.


2009-10Estimated


2008-09Actual

% of major incidents evaluated to determine the effectiveness of prevention, preparedness, response and recovery activities

100% 100% 100% 100%

% of incidents where recovery commenced within 24 hours of the incident

100% 100% 100% 100%

% of incidents where material requested by the Coroner or Ombudsman is submitted on time

100% 100% 100% 100%

Sub-program 1.6: Business Excellence

This sub-program provides business and improvement services including risk, human resource, physical and financial management to meet legislated standards of transparency and accountability for the organisation.

2010-11Budget

2009-10Estimated


2008-09Actual



This sub-program recognises the increasing importance of utilising resources more effectively and is principally consists of the projects that are developed to coordinate resources better across the emergency services sector and across government. Compliance with legislated standards of performance improvement is the basis for the development of this sub-program. At a higher level, participation in national bodies such as the Australasian Fire and Emergency Services Authorities Commission, and the Australian Council of State Emergency Services provides the SES with the opportunity to tap into national databases and programs allowing the organisation to access a greater range of resources for the benefit of the South Australian community.

Specific projects to be implemented in 2010-11 include the remodelling of the SES website to provide secure members only access for volunteers; the finalisation of the implementation of a new training and administration software system (to better track volunteer qualifications and match training to community risk and volunteer needs); the development of improved asset tracking and maintenance systems; and working closely with SAFECOM to optimise resource use.

5.162

STATE EMERGENCY SERVICE


2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 3 180 3 264 3 169 2 729 Long service leave .................................................................... 86 87 86 45 Payroll tax ................................................................................ 147 147 146 132 Superannuation ......................................................................... 318 335 324 305 Other ......................................................................................... 133 291 130 62Supplies and services — General supplies and services .................................................. 5 999 6 542 6 295 6 805 Consultancy expenses .............................................................. — — — 18Depreciation and amortisation expenses ...................................... 1 747 1 720 1 398 1 557Other expenses ............................................................................. 96 96 76 230

Total expenses 11 706 12 482 11 624 11 883

Income

Commonwealth revenues ............................................................. 671 504 655 583Intra government transfers ........................................................... 12 344 12 759 12 311 12 035Other grants .................................................................................. — 43 — — Interest revenues ........................................................................... 94 85 85 87Net gain or loss from disposal of assets ....................................... 45 45 45 — Resources received free of charge ................................................ — — — 300Other income ................................................................................ 119 208 116 208

Total income 13 273 13 644 13 212 13 213

Net cost of providing services -1 567 -1 162 -1 588 -1 330


Income — Other income ............................................................................ — 374 — —

Net income from / Expenses to SA Government — 374 — —

Net result 1 567 1 536 1 588 1 330




5.163



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Assets

Current assets

Cash and cash equivalents ............................................................ 2 047 1 743 2 158 1 495Receivables ................................................................................... 210 210 366 210Financial assets ............................................................................. 137 137 114 137Other current assets ...................................................................... 35 35 — 35


Non current assets



Total assets 31 414 29 672 27 342 27 961

Liabilities

Current liabilities

Payables ........................................................................................ 728 694 836 661Employee benefits — Salaries and wages ................................................................... 112 98 84 83 Annual leave ............................................................................. 330 330 242 330 Long service leave .................................................................... 63 63 71 63Short-term provisions ................................................................... 169 169 165 169



Long-term employee benefits — Long service leave .................................................................... 824 697 941 570Long-term provisions ................................................................... 406 406 394 406

Total non-current liabilities 1 230 1 103 1 335 976


Net assets 28 782 27 215 24 609 25 679

Equity


Total equity 28 782 27 215 24 609 25 679


5.164



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Cash outflows

Employee benefit payments ......................................................... 3 766 4 026 3 757 3 281Payments for supplies and services .............................................. 5 998 6 541 6 294 7 665Other payments ............................................................................ 20 20 — 84


Cash inflows

Intra government transfers ........................................................... 12 344 12 759 12 311 12 035Commonwealth receipts ............................................................... 671 504 655 614Other grants .................................................................................. — 43 — — Interest received ........................................................................... 94 85 85 90GST received ................................................................................ — — — 836Other receipts ............................................................................... 119 208 116 202


SA GOVERNMENT:

Other receipts ............................................................................... — 374 — —

Net cash provided by SA Government — 374 — —



Cash outflows

Purchase of property, plant and equipment .................................. 3 185 3 183 2 913 3 107Other payments ............................................................................ — — — 22


Cash inflows




Net increase (+) / decrease (-) in cash equivalents 304 248 248 -328




Assets received (+) / donated (-) free of charge ........................... — — — 300

5.165





The variance in total expenses between 2009-10 Estimated Result and 2010-11 Budget is primarily due to a number of once-off upward expenditure adjustments in 2009-10 coupled with savings associated with SES light vehicles fleet, and transfer of some operating funds to capital in 2010-11.

The decrease in total income in 2010-11 is primarily due to lower funding provided for various projects in 2010-11.


The increase in total assets in 2010-11 is primarily due to the acquisition of new buildings, plant and equipment for SES units across the state.


Variations in the statement of cash flows are consistent with those in the statement of comprehensive income, as outlined above.

5.166

TABLE OF CONTENTS

AGENCY: DEPARTMENT FOR CORRECTIONAL SERVICES

Objectives..........................................................................................................................................5.168





1. Rehabilitation and Reparation..........................................................................................5.170

2. Custodial Services............................................................................................................5.172

3. Community Based Services .............................................................................................5.174



5.167

PORTFOLIO: JUSTICE


Objectives

The Department for Correctional Services (DCS) is responsible for the provision of custodial services, community based supervision services and rehabilitation services to offenders in South Australia.

The department’s vision is to contribute to a safer community by protecting the public and reducing re-offending.



Implement and evaluate the pilot project targeting serious/high risk offenders

Progress the phased implementation of the Making Changes program for prisoners and offenders

Commence a program of works to upgrade security and infrastructure at the Yatala Labour Prison and the Adelaide Women’s Prison and Pre-Release Centre

Commission the Low Security Unit at Port Lincoln Prison

Undertake procurement for Mount Gambier Prison Contract

Continue the expansion of the Repay SA community service program

Commence construction of a new cell block at Port Augusta Prison

Finalise planning and design of new prisoner accommodation at Mount Gambier Prison

Commission new community corrections centre at Gawler

Commissioned new Noarlunga and Port Pirie community corrections centres

Commenced implementation of enhanced programs for prisoners and offenders

Expanded the use of video conferencing between prisons and courts

Expanded the Repay SA community service program

Progressed planning, design and documentation for new prisoner accommodation at Port Augusta and Mount Gambier prisons, and commenced construction of a new low security accommodation unit at Port Lincoln Prison

Relocated the department’s central office

Secured a site and progressed planning and design for a new community corrections centre in Gawler

5.168



2010-11Budget

2009-10Estimated


2008-09Actual

Program $000 $000 $000 $000

1. Rehabilitation and Reparation ................................. 29 400 29 146 29 837 26 636

2. Custodial Services ................................................... 134 946 132 783 126 056 125 844

3. Community Based Services..................................... 26 044 25 462 23 972 23 448

Total 190 390 187 391 179 865 175 928


2010-11Budget

2009-10Estimated


2008-09Actual

Investments $000 $000 $000 $000

Existing projects

Accommodation — Central Office Relocation........ 1 300 4 000 — —

Future Prison Infrastructure Project......................... — — — 1 855

Gawler Community Corrections Centre — Fit-out ...................................................................... 400 150 550 —

Increased Security — Port Augusta Prison.............. 200 238 250 62

Northfield Infrastructure Upgrade ........................... 9 320 345 — —

Port Pirie and Noarlunga Community Corrections Centres ................................................. 1 400 593 1 993 411

Prison Air Treatment System Upgrades .................. — — — 520

Prison Kitchen Upgrades ......................................... — 249 400 1 404

Prison Security Systems — Stage 3......................... 1 359 700 1 100 1 052

Prisons — Additional Accommodation ................... 8 759 1 616 6 000 3 016


Annual programs 2 265 2 204 2 804 2 198


Total investing payments 25 003 10 095 13 097 10 518

5.169


Program information

Program 1: Rehabilitation and Reparation

Description/Objective: The objectives of this program are to rehabilitate prisoners and offenders by providing an appropriate range of offender related and offence specific programs that address the causes and consequences of offending and enable some reparation to the community for offences committed.

Programs provided address offending behaviour and factors related to social disadvantage such as levels of education, homelessness and unemployment. There is a particular focus on activities related to restoring and healing the effects of crime and engaging and providing support services for victims of crime.

Prisoners are able to undertake work to learn new skills to increase their employability and to provide some compensation to the community for the offences they have committed.

Offenders sentenced to a community service order also undertake reparation tasks to benefit the community (see Program 3 Community Based Services for more detail).

The South Australian community benefits through a reduction in the rate of re-offending and an associated reduction in the economic and social cost of crime.


Program 1: Rehabilitation and Reparation 2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses



Grants and Subsidies ..................................................... 811 1 043 800 786


Other.............................................................................. 1 316 1 308 1 144 417

Total expenses 32 974 33 164 33 682 30 739

Income


Other.............................................................................. 200 340 248 1 931

Total income 3 574 4 018 3 845 4 103


5.170


Program 1: Rehabilitation and Reparation

Effective rehabilitation and reparation programs focussed on offender specific and offence related factors reduce re-offending and the economic and social cost of crime to the community.

The objectives of this program are to provide prisoners and offenders with:

appropriate rehabilitation programs in areas such as sexual offending, alcohol and drug abuse, anger management, domestic violence, reasoning and victim awareness;

pre-release, re-socialisation and life-skills programs where these programs may also include community reparation work;

educational programs in literacy and numeracy, and pre-certificate, secondary and higher education;

vocational programs to enhance employment opportunities through nationally accredited courses; and

opportunities to enhance work skills through duty assignments in prison industries and prison services.

2010-11Budget

2009-10Estimated

Result

2009-10 Budget

2008-09Actual



DCS continues to deliver programs to assist prisoners and offenders to address their offending behaviour. DCS also provides vocational education and training through prison education, community service and prison industries.

Programs and education are aimed at reducing the likelihood of re-offending and contribute to enhanced public safety. They also improve employment opportunities for prisoners upon release from prison and for offenders under supervision in the community.

Offence focussed programs target prisoners/offenders assessed as being at moderate to high risk of re-offending.


2009-10Estimated


2008-09Actual

Offence focused programs:

offence focussed programs available(a) 22 22 22 22

no. of program commencements(a)(b) 269 — — —

no. of program hours to be delivered(a) 6 437 — — —

no. of prisoners/offenders commencing offence focussed programs(c)

n.a. 2 213 3 000 3 296

no. of offenders/prisoners completing offence focussed programs during the financial year(c)

n.a. 2 367 2 900 3 218

% of offenders/prisoners successfully completing offence focussed programs

80% 82% 80% 77%

Educational/vocational programs:

educational programs available 16 16 16 16

no. of prisoners/offenders enrolled in educational/vocational programs(d)

1 600 1 604 2 222 2 071

% of education and vocational enrolments successfully completed

60% 55% 60% 60%

On the job work skills programs:

average number of eligible prisoners with duty assignments

850 906 825 845

% of eligible prisoners with duty assignments 70% 80% 70% 74%

Footnotes

(a) A longer and more intensive program targeting prisoners/offenders assessed at moderate to high risk of re-offending has been implemented. During and after 2010-11, this program will replace a range of shorter programs which will be phased out resulting in a reduction in the total number of rehabilitation programs available after 2010-11.

(b) The change in target reflects the focus on the delivery of longer, intensive programs targeting prisoners/offenders assessed at moderate to high risk of re-offending.

(c) This indicator is being ceased and has been replaced by those indicators that more accurately reflect offence focussed programs targeting prisoners/offenders assessed as being at moderate to high risk of re-offending. The difference in offenders completing programs and the target is due to the program transition.

(d) The difference between the 2009-10 Target and the 2009-10 Estimated Result is due to the implementation of a revised offender education services model, whereby the priority program is literacy and numeracy.

5.171


Program information

Program 2: Custodial Services

Description/Objective: The objective of the Custodial Services program is to provide an effective and appropriate custodial environment that maintains public and prisoner safety in accordance with the orders of the courts.

The community benefits through the containment of prisoners and the implementation of a range of security and management regimes that ensure risks are managed and the prison environment is secure, safe and humane.


Program 2: Custodial Services 2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses





Other.............................................................................. 4 987 4 956 6 676 1 609

Total expenses 138 929 138 262 129 281 131 340

Income


Other.............................................................................. 851 2 347 632 2 587

Total income 3 983 5 479 3 225 5 496


5.172


Program 2: Custodial Services

The objectives are:

to provide adequate secure accommodation at the appropriate classification (high, medium, low) to efficiently manage prisoner numbers and profiles;

the safe, secure and humane containment and supervision of prisoners in accordance with relevant correctional standards and practices;

to manage prisoners in accordance with the relevant legislation (including the Correctional Services Act 1982); and

the movement and transportation of prisoners to meet their basic needs and the requirements of the courts.

2010-11Budget

2009-10Estimated


2008-09Actual



Prisons contain offenders remanded or sentenced by the courts.

There were three escapes from secure custody during the 2009-10 financial year. There were no unnatural deaths whilst five prisoners died of natural causes during the 2009-10 financial year.

The performance of the custodial division of DCS has been consistent with the targets set.


2009-10Estimated


2008-09Actual

Approved capacity (beds available):

secure 1 818 1 818 1 804 1 804

open 289(a) 253 253 253

Daily average prisoner population 2 029 1 969 1 978 1 935

Daily average remand population in prisons 710 681 658 654

% of prisoner population on remand 35% 35% 34% 34%

No. of escapes (per annum):

secure — 3(b) — —

open — — — —

Unnatural deaths in custody per 100 prisoners — — — 0.05

Assault rates in custody per 100 prisoners per quarter <5.0 2.5 <5.0 2.4

Footnotes

(a) DCS will commission 36 additional prison beds at Port Lincoln Prison during 2010-11.

(b) There were three escapes from secure custody during the 2009-10 financial year. Two of these escapes occurred while the prisoners were on hospital escort provided by G4S.

5.173


Program information

Program 3: Community Based Services

Description/Objective: The objective of the Community Based Services program is to supervise offenders in a community based setting as required by an Order of the Court or Parole Board.

Community based supervision of offenders is an important part of correctional service delivery. The department’s community based services include home detention, bail supervision, intensive bail supervision, parole and probation services, community services and the preparation of court reports.

The community benefits from community based penalties as they provide an effective and appropriate environment in which an offender is subject to supervision but is otherwise able to live within the community.


Program 3: Community Based Services 2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses





Other.............................................................................. 1 082 1 075 966 343

Total expenses 26 393 26 460 24 382 24 597

Income


Commonwealth Revenue............................................... — 521 — 496

Other.............................................................................. 181 309 136 308

Total income 349 998 410 1 149


5.174


Program 3: Community Based Services

The objectives are:

to provide efficient and effective supervision to offenders under a community based order;

the safe and humane supervision of offenders in accordance with relevant correctional standards and practices;

to supervise offenders in accordance with the relevant legislation (including the Correctional Services Act 1982); and

the preparation of reports for the courts.

2010-11Budget

2009-10Estimated

Result

2009-10 Budget

2008-09Actual



The number of community based order commencements and the number of reports completed for the Courts, Parole Board and Sentence Management Unit remained relatively static with the previous completed year.

The successful completion rates have either been met or have exceeded the set targets, which is a positive indicator of supervision quality.


2009-10Estimated


2008-09Actual

Community based order commencements (excluding interstate and other orders):

community service 2 600 2 684 2 600 2 874

intensive bail supervision 900 856 950 921

home detention 225 222 250 247

bail supervision 1 550 1 507 1 600 1 585

parole 650 646 700 701

probation 2 600 2 582 2 600 2 631

No. of reports completed for courts, Parole Board and Sentence Management Unit:

pre-sentence(a) 1 200 1 151 1 300 1 149

bail enquiry 1 380 1 389 1 380 1 415

intensive bail supervision(b) 1 800 1 792 1 900 1 986

parole(c) 690 680 690 733

% of community based orders completed successfully:

community service 60% 60% 60% 58%

intensive bail supervision 65% 70% 65% 72%

home detention 85% 92% 80% 87%

bail supervision 65% 69% 60% 74%

parole 75% 77% 70% 77%

probation 80% 83% 80% 85%

% of court ordered reports completed on time 90% 98% 90% 98%

Footnotes

(a) The courts determine if a pre-sentence report is required. The numbers of report requests fluctuate over time.

(b) The courts request information on and determine how many and which offenders are to be placed on intensive bail supervision.

(c) The number of offenders commencing parole depends on sentencing decisions of the courts and parole decisions by the Parole Board. The number of parole reports in 2009-10 is in line with the number of parole orders commenced.

5.175

DEPARTMENT FOR CORRECTIONAL SERVICES


2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 98 529 97 195 93 216 95 302 Long service leave .................................................................... 2 789 2 634 2 580 2 521 Payroll tax ................................................................................ 5 566 5 480 5 395 5 353 Superannuation ......................................................................... 10 240 10 065 9 885 9 705 Other ......................................................................................... — 2 655 — — Supplies and services — General supplies and services .................................................. 60 051 59 038 55 104 56 029 Consultancy expenses .............................................................. 109 107 108 3 254Depreciation and amortisation expenses ...................................... 10 527 9 838 9 208 9 093Grants and subsidies ..................................................................... 3 100 3 535 3 063 3 050Other expenses ............................................................................. 7 385 7 339 8 786 2 369

Total expenses 198 296 197 886 187 345 186 676

Income

Commonwealth revenues ............................................................. — 521 — 496Intra government transfers ........................................................... 300 1 166 241 1 542Sales of goods and services .......................................................... 6 674 6 978 6 464 5 426Interest revenues ........................................................................... — — — 2Other income ................................................................................ 932 1 830 775 3 282

Total income 7 906 10 495 7 480 10 748



Income — Appropriation ........................................................................... 201 101 174 465 179 865 173 358 Other income ............................................................................ — 10 357 — 23


Net result 10 711 -2 569 — -2 547



Total comprehensive result 10 711 -2 569 — 20 419

5.176



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Assets

Current assets

Cash and cash equivalents ............................................................ 24 489 11 641 5 496 11 945Receivables ................................................................................... 1 687 1 687 830 1 687Inventories .................................................................................... 1 281 1 281 635 1 281Other current assets ...................................................................... 9 359 1 049 8


Non current assets

Land and improvements ............................................................... 283 904 271 256 252 955 271 141Plant and equipment ..................................................................... 2 111 2 083 2 016 1 941Intangible assets ........................................................................... 35 35 52 35Biological assets - other ............................................................... 266 266 212 266


Total assets 313 782 288 608 263 245 288 304

Liabilities

Current liabilities

Payables ........................................................................................ 7 881 11 062 6 817 7 976Employee benefits — Salaries and wages ................................................................... 594 545 — 3 125 Annual leave ............................................................................. 7 282 7 204 6 952 7 142 Long service leave .................................................................... 2 337 2 184 2 256 1 913 Other ......................................................................................... — — — 4Short-term provisions ................................................................... 5 967 5 751 6 952 5 215Other current liabilities ................................................................. 54 54 426 —



Long-term employee benefits — Long service leave .................................................................... 20 631 17 458 18 603 16 614 Other ......................................................................................... 288 288 282 284Long-term provisions ................................................................... 16 537 15 695 19 092 15 095



Net assets 252 211 228 367 201 865 230 936

Equity

Contributed capital ....................................................................... 13 133 — — — Retained earnings ......................................................................... 107 250 96 539 92 943 99 108Asset revaluation reserve ............................................................. 131 728 131 728 108 761 131 728Other reserves ............................................................................... 100 100 161 100

Total equity 252 211 228 367 201 865 230 936


5.177



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Cash outflows

Employee benefit payments ......................................................... 113 268 119 707 112 070 116 681Payments for supplies and services .............................................. 60 160 59 145 55 212 61 476Grants and subsidies ..................................................................... 3 100 3 535 3 063 3 050GST paid ...................................................................................... — — — 214Other payments ............................................................................ 6 327 6 341 7 788 5 239


Cash inflows

Intra government transfers ........................................................... 300 1 166 241 1 542Commonwealth receipts ............................................................... — 521 — 496Sales of goods and services .......................................................... 6 674 6 978 6 464 7 227Interest received ........................................................................... — — — 2Other receipts ............................................................................... 932 1 830 775 8 272


SA GOVERNMENT:

Appropriation ............................................................................... 201 101 174 465 179 865 173 358Other receipts ............................................................................... — 10 357 — 23




Cash outflows

Purchase of property, plant and equipment .................................. 28 237 6 861 13 097 10 521


Cash inflows

Proceeds from sale of property, plant and equipment .................. 1 800 — — 3

Cash generated from investing activities 1 800 — — 3


5.178



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Cash inflows

Capital contributions from SA Government ................................ 13 133 — — — Proceeds from restructuring activities .......................................... — -32 — -129

Cash generated from financing activities 13 133 -32 — -129

Net cash provided by (+) / used in (-) financing activities 13 133 -32 — -129

Net increase (+) / decrease (-) in cash equivalents 12 848 -304 -3 885 -6 387



5.179





The decrease in intra-government transfer income reflects decreases in funding for the Integrated Housing Exits program, Career Start and Violence Intervention programs.

The decrease in other income reflects the receipt of an insurance recovery for the Port Augusta Prison riots in 2009-10.


The increase in total assets in 2010-11 is due to higher cash holdings and asset acquisitions, which were approved as part of the 2010-11 capital program.


Changes in operating receipts and payments are consistent with the issues affecting the cash component of the items listed above.

5.180

TABLE OF CONTENTS

AGENCY: COURTS ADMINISTRATION AUTHORITY

Objectives..........................................................................................................................................5.182





1. Court and Tribunal Case Resolution Services .................................................................5.184

2. Alternative Dispute Resolution Services .........................................................................5.189

3. Penalty Management Services .........................................................................................5.191




5.181

PORTFOLIO: JUSTICE


Objectives

The South Australian courts administer justice on behalf of the people of South Australia.

The State Courts Administration Council, directly and through the efforts of all the staff of the Courts Administration Authority and its volunteers, aims to:

provide administrative support to the courts of this state;

increase the community’s understanding of the operations of the courts and provide new avenues for community comment on the operations of the courts and their registries;

improve court facilities;

foster an environment in which judicial officers, staff and volunteers can contribute to effective performance of the courts system;

keep up to date with technological developments and apply those that are appropriate to improve the performance of the courts system; and

cooperate with other parts of the justice system to provide access to justice and where appropriate improve the overall performance of the justice system.



Implement strategies to improve Fines Payment Unit collection rates

Increase the use of video conferencing by courts for custodial appearances

Optimise the use of digital audio technology in courts

Complete a risk assessment of all buildings in the Supreme Court precinct

Evaluated the pilot modified committal process in the Adelaide Magistrates Court and found that it has the potential to reduce workloads in the higher courts

Implemented the Australian Government Protective Security Management Framework

Introduced digital audio equipment in all major court facilities

Commissioned the Sturt Street courtrooms

Consolidated leased central business district accommodation

Increased Special Justice of the Peace sittings and the number of matters heard by Special Justices. Additional regular sittings are now held in Port Lincoln and Port Pirie

Commenced the recording of vulnerable witness testimony using video conferencing equipment as required under the Evidence Act 1929

Integrated new video conferencing units into courtrooms

5.182



2010-11Budget

2009-10Estimated


2008-09Actual

Program $000 $000 $000 $000

1. Court and Tribunal Case Resolution Services ................................................................... 76 150 71 750 72 022 70 448

2. Alternative Dispute Resolution Services ................. 3 063 3 165 2 952 2 889

3. Penalty Management Services................................. 7 280 7 045 5 964 6 824

Total 86 493 81 960 80 938 80 161


2010-11Budget

2009-10Estimated


2008-09Actual

Investments $000 $000 $000 $000

Existing projects

Consolidation of Courts Administration Authority Leased Accommodation..........................

1 319 1 005 2 324 —

Port Augusta Courts Development .......................... — — — 266

Total existing projects 1 319 1 005 2 324 266

Annual programs 2 863 2 211 2 211 2 019



5.183


Program information

Program 1: Court and Tribunal Case Resolution Services

Description/Objective: Fair and just resolution of matters brought before the courts and tribunals, including administrative services that support and resolve matters in the state’s courts and tribunals.


Program 1: Court and Tribunal Case Resolution Services 2010-11

Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses





Other.................................................................... 1 701 1 744 1 780 1 726

Total expenses 78 053 78 790 73 383 72 997

Income


Fees, Fines and Penalties ............................................... 767 726 582 726


Other.............................................................................. 487 5 538 145 1 152

Total income 1 903 7 040 1 361 2 549


5.184


Sub-program 1.1: Criminal Jurisdiction

Provides for a fair and just resolution of matters brought before the criminal courts.

2010-11Budget

2009-10Estimated


2008-09Actual



District Court finalisations increased during 2009-10. Additional judges and the re-commissioning of Sturt Street courtrooms are factors contributing to the increase. The three year trend in increased lodgements has continued, so despite the increased finalisations, the backlog remains. An increase in finalisations is expected in 2010-11 with a full year’s usage of the Sturt Street courtrooms.

In the Magistrates Court there has been an adjustment made to the target number of finalisations due to the introduction of a new numbering system and the impact of unregistered/uninsured offences becoming expiable from 1 July 2009.


2009-10Estimated


2008-09Actual

No. of finalisations:

Court of Criminal Appeal(a) 120 112 120 110

Magistrates appeals(b) 150 162 150 141

Supreme Court(c) 260 255 260 279

District Court 2 420 2 321 2 200 1 991

Magistrates Court 65 000 65 243 77 000 74 447

Youth Court 8 500 8 401 9 000 8 827

Backlog indicators:

Supreme Court (not including appeals):

no more than 10% of lodgements pending completion are to be more than 12 months old

10% 13% 10% 8%

no lodgements pending completion are to be more than 24 months old

— 2% — 2%

District Court:


10% 22% 10% 21%


— 6% — 5%

Magistrates Court:


10% 32% 10% 31%


— 14% — 12%

Youth Court:


10% 20% 10% 21%


— 6% — 7%

Footnotes

(a) Relates to appeals from Supreme Court and District Court, heard by three Supreme Court Judges.

(b) Relates to appeals from Magistrates Court, heard by a Supreme Court Judge.

(c) Relates to a range of criminal matters, heard by a Supreme Court Judge.

5.185

Sub-program 1.2: Specialist Courts

Provides for the administration of the Drug Court Program and the Mental Impairment Court, more commonly known as the Magistrates Court Diversion Program. The Drug Court provides a supervised treatment and rehabilitation program for people with significant drug problems who have committed offences that would otherwise attract terms of imprisonment. The purpose of the Mental Impairment Court is to divert individuals with a mental impairment away from the traditional court processes into treatment and social support.

2010-11Budget

2009-10Estimated


2008-09Actual



The eligibility criteria for the Mental Impairment Court was tightened during 2009-10 to focus on those with a clear link between offending and their mental impairment issues. This has impacted on the number of people accepted.

A six month drug treatment program commenced in 2009-10. 28 people were accepted and 43 per cent completed the program. This program may have diverted people from appearing in the Drug Court.


2009-10Estimated


2008-09Actual

Drug Court — no. of offenders accepted on to the program 70 56 70 68

Mental Impairment Court — no. of defendants accepted on to the program

230 217 275 236

Drug Court — % of participants completing the program 35% 27% 45% 35%

Mental Impairment Court — % of participants completing the program

95% 95% 85% 95%

% of people appearing in the Mental Impairment Court who receive an outcome which diverts them from the criminal justice system

50% 60% 40% 37%

5.186

Sub-program 1.3: Civil Jurisdiction

Provides for a fair and just resolution of matters brought before the civil courts.

2010-11Budget

2009-10Estimated


2008-09Actual



District Court civil lodgements were 350 matters less than targeted during 2009-10. There have been fewer Criminal Injury Compensation and Administrative and Disciplinary Division matters. A substantial percentage of Civil Division matters are too complex to resolve within 12 months and 46 per cent relate to personal injury cases which generally take longer to resolve because of the time needed for injuries to stabilise.


2009-10Estimated


2008-09Actual


Full Court appeals(a) 55 56 80 69

Magistrates, Civil and Miscellaneous appeals(b) 45 45 80 47

Supreme Court(c) 1 300 1 264 1 350 1 388

Probate 5 550 5 669 5 400 5 241

District Court (civil divisions) 2 850 2 850 3 200 2 985

Magistrates Court 30 000 30 332 32 000 30 495

Backlog indicators:

Supreme Court (not including appeals or probate):


10% 31% 10% 29%


— 13% — 13%

District Court (all jurisdictions):


10% 44% 10% 41%


— 19% — 21%

Magistrates Court:

% of all civil trial matters determined within 30 weeks of filing for defence

75% 78% 75% 70%

% of all civil trial matters determined within 52 weeks of filing for defence

90% 93% 90% 88%

Footnotes

(a) Relates to appeals from Supreme Court and District Court, heard by three Supreme Court Judges.

(b) Relates to appeals from Magistrates Court, decisions of Masters and appeals under Miscellaneous Acts, heard by a Supreme Court Judge.

(c) Relates to a range of civil matters, heard by a Supreme Court Judge or Master.

5.187

Sub-program 1.4: Coroner

Provides for the independent inquiry and investigation of matters relating to the loss of life, disappearance of individuals and injury to people and property from accidents and fires.

2010-11Budget

2009-10Estimated


2008-09Actual



The Coroner’s Court relies on external agencies and specialists to provide expert opinion to the Coroner. This, coupled with simultaneous extensive investigations into circumstances of death and briefs of evidence, is a significant factor that contributes to the inability to achieve the completion of lodgements as specified by the national standards.


2009-10Estimated


2008-09Actual


Coroner 2 000 2 038 1 900 1 999

Backlog Indicators:


10% 28% 10% 20%


— 10% — 10%

5.188


Program information

Program 2: Alternative Dispute Resolution Services

Description/Objective Provision of family conferencing, family care meetings, mediation and negotiation services which are an alternative to the formal court process, thereby aiming to provide an alternative means of resolution of matters in dispute.


Program 2: Alternative Dispute Resolution Services 2010-11

Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses




Other.............................................................................. 32 31 34 18

Total expenses 3 063 3 165 2 952 2 889

Total income — — — —


5.189


Program 2: Alternative Dispute Resolution Services

2010-11Budget

2009-10Estimated

Result

2009-10 Budget

2008-09Actual



A significant increase in workload has resulted from factors external to the Family Conference Team, including a review of the juvenile justice system and targeted police activity. Higher than anticipated referral lodgement numbers from both South Australia Police and the Youth Court have occurred over a sustained period during the 2009-10 year.

The family conference staffing establishment was based on average monthly lodgements of 130. This figure was exceeded in all but one of the months in the current period and rose to more than 200 in two months. The average referral rate for 2009-10 is 169 referrals per month.


2009-10Estimated


2008-09Actual

Family conference:

no. of youths referred to family conference 2 000 2 036 2 000 2 082

% of family conferences which are resolved without referral to court

99% 99% 98% 99%

% of family conference referrals finalised within 8 weeks

50% 42% 55% 42%

Care and protection:

no. of children referred to family care meeting 850 837 900 788

% of family care meetings which result in valid agreements for care and protection of children

75% 75% 75% 72%

% of family care meeting referrals finalised within 8 weeks

80% 83% 80% 81%

5.190


Program information

Program 3: Penalty Management Services

Description/Objective: Dealing with penalties arising from court orders, the enforcement of court orders, recovery of debts and the administration and execution of warrants, thus managing the finalisation of penalties imposed by the courts.


Program 3: Penalty Management Services 2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses





Other.............................................................................. 119 117 125 143

Total expenses 12 815 12 127 11 776 11 002

Income



Total income 5 535 5 082 5 812 4 178


5.191


Sub-program 3.1: Criminal Jurisdiction

Management of the finalisation of penalties imposed in the criminal jurisdiction of the courts and demonstration to the community that penalty matters arising from a criminal court process are appropriately managed.

2010-11Budget

2009-10Estimated


2008-09Actual



There has been an increase in the number of expiations received from South Australia Police and Local Government Councils. This increase is as a result of road safety initiatives, uninsured and unregistered offences and parking offences enforced by councils.

There has been a reduction in the percentage of Fines Payment Unit (FPU) warrants executed due to an increase in the number of debtors being unlocatable by sheriff’s officers attempting to execute warrants against them.


2009-10Estimated


2008-09Actual

No. of fines imposed and expiation notices lodged for enforcement

285 000 281 369 265 000 285 000

% of fines collected(a) 65% 63% 65% 65%

% of FPU warrants executed 60% 47% 60% 60%

% of FPU warrants executed within 12 weeks 90% 84% 90% 90%

Footnotes

(a) This indicator measures the percentage of fines collected during the first 12 month period from when the penalty was raised. Amounts referred for an alternative penalty, for example community service orders, are considered to be no longer outstanding. The percentage of fines collected will increase over a longer period of time due to payment arrangements and enforcement activity. Over a four year period this percentage will increase to approximately 80 per cent.

Sub-program 3.2: Civil Jurisdiction

Management of the finalisation of orders imposed in the civil jurisdiction of the courts and demonstration to the community that matters arising from a civil court process are appropriately managed.

2010-11Budget

2009-10Estimated


2008-09Actual

Net Cost of Sub-program $107 000 $138 000 -$71 000 -$253 000


Enforcement activity for civil court orders is lower than targeted due to a downward trend in examination and investigation summonses.


2009-10Estimated


2008-09Actual

No. of civil court orders to enforce 22 000 20 600 25 000 22 850

% of civil court orders which are executed 65% 65% 65% 66%

% of civil court orders enforced within 12 weeks 90% 89% 90% 90%

5.192

COURTS ADMINISTRATION AUTHORITY


2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 42 241 42 080 41 145 39 812 Long service leave .................................................................... 1 048 990 1 180 1 263 Payroll tax ................................................................................ 2 365 2 347 2 348 2 310 Superannuation ......................................................................... 4 678 4 686 4 566 4 525 Other ......................................................................................... 228 2 373 215 212Supplies and services — General supplies and services .................................................. 29 847 29 346 28 908 29 006 Consultancy expenses .............................................................. 101 100 79 134Depreciation and amortisation expenses ...................................... 8 789 8 090 5 699 5 661Borrowing costs ............................................................................ 1 046 1 102 1 102 1 155Grants and subsidies ..................................................................... 624 — — — Intra government transfers ........................................................... 2 158 2 178 2 032 2 078Other expenses ............................................................................. 806 790 837 732

Total expenses 93 931 94 082 88 111 86 888

Income

Commonwealth revenues ............................................................. — 142 — 14Intra government transfers ........................................................... 487 667 145 1 152Fees, fines and penalties ............................................................... 6 272 5 779 6 365 4 873Sales of goods and services .......................................................... 679 663 663 688Resources received free of charge ................................................ — 4 871 — —

Total income 7 438 12 122 7 173 6 727



Income — Appropriation ........................................................................... 86 494 81 403 82 102 80 648 Other income ............................................................................ — 2 882 — 17


Net result 1 2 325 1 164 504



Total comprehensive result 1 2 325 1 164 78 522

5.193



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Assets

Current assets

Cash and cash equivalents ............................................................ 33 913 28 244 29 658 25 919Receivables ................................................................................... 710 710 1 060 710Other current assets ...................................................................... 182 182 184 182Non-current assets class held for sale .......................................... — — 211 —


Non current assets

Land and improvements ............................................................... 191 127 195 415 116 544 195 534Plant and equipment ..................................................................... 10 551 10 850 10 887 10 714Heritage assets .............................................................................. 70 70 70 70Intangible assets ........................................................................... 22 42 40 62Other non-current assets ............................................................... 26 26 39 26


Total assets 236 601 235 539 158 693 233 217

Liabilities

Current liabilities

Payables ........................................................................................ 4 711 4 664 4 540 4 617Employee benefits — Salaries and wages ................................................................... 1 492 1 224 1 107 1 136 Annual leave ............................................................................. 2 394 2 362 2 368 2 437 Long service leave .................................................................... 1 522 1 472 1 449 1 399Short-term provisions ................................................................... 549 532 603 496Other current liabilities ................................................................. 1 087 1 028 1 028 972



Long-term borrowings .................................................................. 17 000 18 087 18 087 19 115Long-term employee benefits — Long service leave .................................................................... 9 411 7 818 9 043 7 078 Other ......................................................................................... 229 229 240 229Long-term provisions ................................................................... 1 779 1 697 1 884 1 637



Net assets 196 427 196 426 118 344 194 101

Equity

Contributed capital ....................................................................... 3 140 3 140 3 140 3 140Retained earnings ......................................................................... 85 684 85 683 85 591 83 358Asset revaluation reserve ............................................................. 107 603 107 603 29 613 107 603

Total equity 196 427 196 426 118 344 194 101


5.194



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Cash outflows

Employee benefit payments ......................................................... 48 617 51 650 48 089 47 471Payments for supplies and services .............................................. 29 901 29 399 28 940 28 818Interest paid .................................................................................. 1 046 1 102 1 102 1 155Grants and subsidies ..................................................................... 624 — — — GST paid ...................................................................................... — — — 3 523Intra government transfers ........................................................... 2 158 2 178 2 032 2 078Other payments ............................................................................ 707 694 741 796


Cash inflows

Intra government transfers ........................................................... 487 667 145 1 152Commonwealth receipts ............................................................... — 142 — 14Fees, fines and penalties ............................................................... 6 272 5 779 6 365 4 874Sales of goods and services .......................................................... 679 663 663 949GST received ................................................................................ — — — 3 612


SA GOVERNMENT:

Appropriation ............................................................................... 86 494 81 403 82 102 80 648Other receipts ............................................................................... — 2 882 — 17




Cash outflows

Purchase of property, plant and equipment .................................. 4 182 3 216 4 535 2 281Purchase of intangibles ................................................................. — — — 4



5.195



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Cash outflows

Finance lease payments ................................................................ 1 028 972 972 919

Cash used in financing activities 1 028 972 972 919

Net cash provided by (+) / used in (-) financing activities -1 028 -972 -972 -919





Assets received (+) / donated (-) free of charge ........................... — 4 871 — —

5.196

ADMINISTERED ITEMS FOR THE COURTS ADMINISTRATION AUTHORITY


2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Income — Appropriation ........................................................................... 36 177 34 040 34 040 32 188



Fees, fines and penalties ............................................................... 72 959 65 309 75 633 62 132Sales of goods and services .......................................................... 867 768 768 894


Total income 110 003 100 117 110 441 95 214

Expenses

Supplies and services — General supplies and services .................................................. 867 768 768 894Intra government transfers ........................................................... 14 644 12 289 15 619 11 433Other expenses ............................................................................. 94 492 87 060 94 054 82 887

Total expenses 110 003 100 117 110 441 95 214

Total comprehensive result — — — —

5.197



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Assets

Current assets

Cash and cash equivalents ............................................................ 4 234 3 397 3 581 2 679Receivables ................................................................................... 5 349 5 159 4 644 4 969


Total assets 9 583 8 556 8 225 7 648

Liabilities

Current liabilities

Payables ........................................................................................ 8 089 7 763 7 455 7 437Employee benefits — Salaries and wages ................................................................... 736 617 487 617 Annual leave ............................................................................. 1 056 1 175 1 188 1 175 Long service leave .................................................................... 980 980 1 089 980Other current liabilities ................................................................. 449 165 330 —



Long-term employee benefits — Long service leave .................................................................... 4 959 4 959 4 299 4 959 Other ......................................................................................... 448 448 511 448Other non-current liabilities ......................................................... 834 417 834 —



Net assets -7 968 -7 968 -7 968 -7 968

Equity

Retained earnings ......................................................................... -7 968 -7 968 -7 968 -7 968

Total equity -7 968 -7 968 -7 968 -7 968


5.198



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Cash inflows

Fees, fines and penalties ............................................................... 72 769 65 119 75 443 61 430Sales of goods and services .......................................................... 867 768 768 878GST received ................................................................................ — — — 165


Cash outflows

Payments for supplies and services .............................................. 731 632 632 934GST paid ...................................................................................... — — — 163Intra government transfers ........................................................... 14 644 12 289 15 619 11 433Other payments ............................................................................ 93 601 86 288 93 282 81 584


SA GOVERNMENT:

Appropriation ............................................................................... 36 177 34 040 34 040 32 188


Net cash provided by (+) / used in (-) operating activities 837 718 718 547

Net increase (+) / decrease (-) in cash equivalents 837 718 718 547



5.199





The decrease in resources received free of charge income relates to the transfer of the Sturt Street court facilities and video conferencing assets from the Attorney-General’s Department during 2009-10.

There are no other major variations between the 2009-10 Estimated Result and the 2010-11 Budget.






The increase in total income results from additional fines expected due to road safety initiatives and increased Fines Payment Unit enforcement and an increase in the Victims of Crime Levy.

The increase in intra-government transfer expenses is mainly due to the impact of road safety initiatives on the Victims of Crime Levy, as well as an increase to the levy during 2010-11, which is collected by the Courts Administration Authority and transferred to the Attorney-General’s Department for depositing into the Victims of Crime Fund.

The increase in other expenses relates to wage supplementation for judicial officers and the increased payment made to the Consolidated Account of budgeted additional revenue collections as indicated above.




Refer to commentary under statement of comprehensive income.



5.200

Additional Information for Administered Items Courts Administration Authority


2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

CASH FLOWS FROM:


Receipts


Other Sales of Goods and Services.......................................... 867 768 768 1 043


Fines and Penalties ................................................................. 31 179 27 728 29 138 26 952

Regulatory Fee — Summary Fees ........................................... 13 054 11 848 15 927 11 238

Regulatory Fee — Civil Fees .................................................. 8 232 7 848 8 839 7 108

Regulatory Fee — Probate Fees .............................................. 4 308 4 103 4 317 3 673

Regulatory Fee — Transcript Fees .......................................... 1 352 1 303 1 603 1 059

Regulatory Fee — Victims of Crime Levy.............................. 14 644 12 289 15 619 11 400

State Government — Appropriation .............................................. 36 177 34 040 34 040 32 188


Payments

Other Supplies and Services .......................................................... 731 632 632 1 097

Transfer Payments ......................................................................... 14 644 12 289 15 619 11 433

Other —

Transfer of Revenue to Consolidated Account ........................ 58 315 53 020 60 014 50 163

Judicial Entitlements ............................................................... 35 286 33 268 33 268 31 421


Net cash provided by operating activities 837 718 718 547

Net increase (+) / decrease (-) in cash held 837 718 718 547


Closing cash balance as at 30 June 4 234 3 397 3 581 2 679

5.201

TABLE OF CONTENTS

AGENCY: ELECTORAL COMMISSION OF SOUTH AUSTRALIA

Objective ...........................................................................................................................................5.204





1. Electoral Services ............................................................................................................5.206



5.203

PORTFOLIO: JUSTICE


Objective

To provide services which enable the fair and independent election of government and governing bodies and which help and encourage the community to participate with confidence and trust in the democratic processes of representation.



Continue to work towards achieving South Australia’s Strategic Plan target on youth enrolment by exploring and implementing strategies for increasing the proportion of eligible young South Australians (18–19 years) who are enrolled to vote and maintaining the state’s higher than national average youth enrolment rate

Develop and deliver a comprehensive advertising campaign in support of the November 2010 local government elections

Conduct elections for 67 local government authorities in November 2010

Publish an election statistics report on the 20 March 2010 general elections

Finalise evaluation and publish an election report detailing the conduct of the 20 March 2010 general elections

Publish an election report detailing the conduct of the November 2010 local government elections

Develop and implement new political party registration procedures

Commence operational reviews for state and local government election conduct

Support interstate electors in voting for Victorian and New South Wales general elections

Continued to work towards achieving South Australia’s Strategic Plan target on youth enrolment by exploring and implementing strategies for increasing the proportion of eligible young South Australians (18–19 years) who are enrolled to vote and maintaining the state’s higher than national average youth enrolment rate

Finalised election planning for the 2010 state and local government elections

Introduced iRolls (Personal Digital Assistants) during the 2010 state election

Developed new training programs and materials and delivered training to Returning Officers and other electoral officials

Developed and introduced electronic forms for use by Returning Officers during the 2010 state election

Conducted the 2010 state elections to elect 47 members to the House of Assembly and 11 members to the Legislative Council

Conducted elections for Super SA and Funds SA and various health boards prescribed by Acts of parliament

Certified 49 local government elector representation reviews

Implemented electoral boundary changes into the electoral Roll Management System for state and local government boundary redistributions

5.204



2010-11Budget

2009-10Estimated


2008-09Actual

Program $000 $000 $000 $000

1. Electoral Services .................................................... 3 071 12 013 11 705 3 134

Total 3 071 12 013 11 705 3 134


2010-11Budget

2009-10Estimated


2008-09Actual

Investments $000 $000 $000 $000

Existing Projects

Office Relocation to New Premises ......................... — — — 1 275

Total existing projects — — — 1 275

Minor works — 122 110 —

Total minor works — 122 110 —

Total investing expenditure — 122 110 1 275

5.205


Program information

Program 1: Electoral Services

Description/Objective: The Electoral Commission of South Australia (ECSA) conducts fair and independent state, local government and nominated agency government elections and utilises its skill base to support non-government electoral activities and offer electoral advice across all community sectors.

A range of electoral services and products are provided, covering the parliamentary and non-parliamentary sectors:

conduct of elections for representatives to sit in the state parliament, local government authorities and other organisations (attendance or postal);

electoral education and information provision for the South Australian community;

research and evaluation of electoral matters;

roll products and maps; and

support for parliamentary electoral district boundary and council boundary representation reviews.


Program 1: Electoral Services 2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses




Other.............................................................................. 24 23 — 23

Total expenses 7 779 13 021 12 713 3 817

Income

Sale of Goods and Services ........................................... 4 708 1 008 1 008 665

Fees, Fines and Penalties ............................................... — — — 110

Other.............................................................................. — — — -92

Total income 4 708 1 008 1 008 683


5.206


Sub-program 1.1: Parliamentary Electoral Services

Ensures the delivery of parliamentary electoral services for the South Australian community.

2010-11Budget

2009-10Estimated


2008-09Actual

Net Cost of Sub-program $3 366 000 $11 929 000 $11 715 000(a) $3 120 000


General elections for the House of Assembly and Legislative Council were successfully completed during 2009-10. Much of the Electoral Commission of South Australia’s (ECSA’s) efforts were directed to the planning, preparation and conduct of the general elections with all results achieved within acceptable timeframes. Election statistics reporting will be undertaken early in 2010-11 with a detailed election report finalised later in the year.


2009-10Estimated


2008-09Actual

No. of parliamentary elections (general and by-elections) and referenda

as per writ 48 48 1

No. of parliamentary members elected as per writ 58 58 1

No. of interstate/territory electors served 700 1(b) 130 673

No. of parliamentary electors served as per writ 1 093 316 1 083 000 22 142

No. of elections challenged and upheld due to administrative error

— — — —

% of monthly member of parliament electoral roll extracts provided within 7 days of end of month processing

90% 100% 90% 100%

No. of education activities delivered 5 5 5 6

No. of research projects completed 4 2 4 6

% of people eligible to vote enrolled on the roll >90% >90% >90% 95.1%

Size of the variance between initial results and any required recount

0.002 — 0.002 —

% of parliamentary elections declared within 18 days of poll close

98% 100% 98% 100%

Footnotes

(a) ECSA’s budget for 2009-10 included funding for the state election, which was held in March 2010.

(b) During 2009-10, by-elections were held in four states with a general election and Legislative Council elections held in Tasmania. Due to the alignment of the South Australian and Tasmanian general elections, arrangements were made for Tasmanian electors to vote at the Australian Electoral Commission. General elections are due to be held in Victoria, New South Wales and the Northern Territory during 2010-11.

5.207

Sub-program 1.2: Non-parliamentary Electoral Services

The delivery of non-parliamentary electoral services for South Australian organisations and the community at large.

2010-11Budget

2009-10Estimated


2008-09Actual

Net Cost of Sub-program -$295 000 $84 000 -$10 000 $14 000


The majority of local government supplementary elections were conducted prior to the periodic election year cut-off of 1 January 2010. All scheduled representation reviews were certified and subsequent boundary adjustments implemented into the roll system by 30 June 2010.

The Electoral Commission of South Australia (ECSA) conducted four elections prescribed by Acts of parliament including the Podiatry and Physiotherapy Board of SA, the South Australian Superannuation Board and Superannuation Funds Management Corporation of South Australia.

During 2010-11, ECSA will conduct local government elections for 67 councils and expects to conduct an election for registered architects under the Architectural Practice Act 2009 and Regulations.


2009-10Estimated


2008-09Actual

No. of local government elections and polls >240 7(a) 5 15(a)

No. of non-parliamentary elections prescribed by Acts of parliament

1 4 6 7

No. of commercial services provided for client organisations

5 3 5 7

No. of elections challenged and upheld due to administrative error

— — — —

% of rolls provided to councils within 5 days of roll closure 95% 100% 90% 100%

No. of information and research programs 4 1 1 1

No. of local government representation reviews certified — 49 49 2

Size of the variance between initial results and any required recount

0.002 — 0.002 —

% of non-parliamentary elections and polls provisionally declared within 12 working hours from poll close

95% 100% 95% 100%

Footnotes

(a) No. of elections includes contested and uncontested elections and one poll.

5.208

ELECTORAL COMMISSION OF SOUTH AUSTRALIA


2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 1 947 5 501 5 236 1 379 Long service leave .................................................................... 23 24 23 15 Payroll tax ................................................................................ 107 295 275 77 Superannuation ......................................................................... 184 338 294 150 Other ......................................................................................... — 90 — — Supplies and services — General supplies and services .................................................. 5 260 6 516 6 835 2 034Depreciation and amortisation expenses ...................................... 234 234 50 139Other expenses ............................................................................. 24 23 — 23

Total expenses 7 779 13 021 12 713 3 817

Income

Fees, fines and penalties ............................................................... — — — 110Sales of goods and services .......................................................... 4 708 1 008 1 008 665Net gain or loss from disposal of assets ....................................... — — — -92

Total income 4 708 1 008 1 008 683



Income — Appropriation ........................................................................... 3 221 11 643 11 672 3 246 Other income ............................................................................ — 22 — —


Total comprehensive result 150 -348 -33 112

5.209



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Assets

Current assets

Cash and cash equivalents ............................................................ 1 318 1 024 721 1 355Receivables ................................................................................... 353 258 257 163Inventories .................................................................................... 56 56 62 56Other current assets ...................................................................... 12 12 26 12


Non current assets

Land and improvements ............................................................... 623 713 — 803Plant and equipment ..................................................................... 345 489 1 651 511

Total non-current assets 968 1 202 1 651 1 314

Total assets 2 707 2 552 2 717 2 900

Liabilities

Current liabilities

Payables ........................................................................................ 266 241 224 216Employee benefits — Annual leave ............................................................................. 103 103 107 108 Long service leave .................................................................... 56 56 55 56Short-term provisions ................................................................... — — 2 — Other current liabilities ................................................................. 138 138 — 138

Total current liabilities 563 538 388 518




Total liabilities 805 800 663 800

Net assets 1 902 1 752 2 054 2 100

Equity

Contributed capital ....................................................................... 1 363 1 363 1 363 1 363Retained earnings ......................................................................... 539 389 691 737

Total equity 1 902 1 752 2 054 2 100


5.210



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Cash outflows

Employee benefit payments ......................................................... 2 277 6 269 5 849 1 654Payments for supplies and services .............................................. 5 239 6 495 6 814 1 986GST paid ...................................................................................... — — — 6Other payments ............................................................................ 24 23 — 26


Cash inflows

Fees, fines and penalties ............................................................... — — — 110Sales of goods and services .......................................................... 4 613 913 913 696GST received ................................................................................ — — — 17Other receipts ............................................................................... — — — 16

Cash generated from operations 4 613 913 913 839

SA GOVERNMENT:

Appropriation ............................................................................... 3 221 11 643 11 672 3 246Other receipts ............................................................................... — 22 — —


Net cash provided by (+) / used (-) in operating activities 294 -209 -78 413


Cash outflows

Purchase of property, plant and equipment .................................. — 122 110 1 383

Cash used in investing activities — 122 110 1 383

Cash inflows

Proceeds from sale of property, plant and equipment .................. — — — 27

Cash generated from investing activities — — — 27

Net cash provided by (+) / used in (-) investing activities — -122 -110 -1 356


Cash inflows

Capital contributions from SA Government ................................ — — — 1 209



Net increase (+) / decrease (-) in cash equivalents 294 -331 -188 266

Cash and cash equivalents at the start of the financial year 1 024 1 355 909 1 089

Cash and cash equivalents at the end of the financial year 1 318 1 024 721 1 355

5.211

ADMINISTERED ITEMS FOR ELECTORAL COMMISSION OF SOUTH AUSTRALIA


2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Income — Appropriation ........................................................................... 841 311 311 330

Net income from / Expenses to SA Government 841 311 311 330


Fees, fines and penalties ............................................................... 60 — — 2

Total income from other sources 60 — — 2

Total income 901 311 311 332

Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 321 311 311 273 Long service leave .................................................................... — — — 15 Payroll tax ................................................................................ — — — 15 Superannuation ......................................................................... — — — 27Supplies and services — General supplies and services .................................................. 520 — — 2Other expenses ............................................................................. 60 — — —

Total expenses 901 311 311 332

Total comprehensive result — — — —

5.212



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Assets

Current assets

Cash and cash equivalents ............................................................ 1 — — — Receivables ................................................................................... 175 175 128 175

Total current assets 176 175 128 175

Total assets 176 175 128 175

Liabilities

Current liabilities

Payables ........................................................................................ 16 16 15 16Employee benefits — Salaries and wages ................................................................... 9 8 7 8 Annual leave ............................................................................. 35 35 30 35 Long service leave .................................................................... 19 19 14 19

Total current liabilities 79 78 66 78




Total liabilities 176 175 151 175

Net assets — — -23 —

Equity

Retained earnings ......................................................................... — — -23 —

Total equity — — -23 —


5.213



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Cash inflows

Fees, fines and penalties ............................................................... 60 — — 2

Cash generated from operations 60 — — 2

Cash outflows

Employee benefit payments ......................................................... 320 311 311 306Payments for supplies and services .............................................. 520 — — 2Other payments ............................................................................ 60 — — 24

Cash used in operations 900 311 311 332

SA GOVERNMENT:

Appropriation ............................................................................... 841 311 311 330Payments —

Net cash provided by SA Government 841 311 311 330

Net cash provided by (+) / used in (-) operating activities 1 — — —

Net increase (+) / decrease (-) in cash equivalents 1 — — —

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

Cash and cash equivalents at the end of the financial year 1 — — —

5.214





The variation in total expenses and appropriation is attributable to the March 2010 State Election.

The increase in sale of goods and services income in 2010-11 is primarily due to the fees recovered for the conduct of the local government periodic elections.






The variation in general supplies and services and appropriation is attributable to the conduct of the Electoral Districts Boundaries Commission. The increase in fees, fines and penalties income is due to expiation fees from non-voters at the 2010 parliamentary election and associated increases in operating expenses.





5.215

Portfolio: Primary Industries and Resources

Minister for Mineral Resources Development

Minister for Agriculture, Food and Fisheries

Minister for Forests

TABLE OF CONTENTS

PORTFOLIO SUMMARY

Ministerial responsibilities ..........................................................................................................6.2

Workforce summary ...................................................................................................................6.4

Ministerial office resources.........................................................................................................6.4

Agency summary

Department of Primary Industries and Resources.......................................................................6.5

6.1

PORTFOLIO: PRIMARY INDUSTRIES AND RESOURCES

MINISTERIAL RESPONSIBILITIES


The Hon. Paul Holloway

Minister for Mineral Resources Development

Department of Primary Industries and Resources

1. Mineral Resources Development

1.1 Minerals

1.2 Petroleum and Geothermal

2. Agriculture, Food and Fisheries

2.1 Agriculture, Food and Wine

2.2 Aquaculture

2.3 Fisheries

2.4 South Australian Research and Development Institute (SARDI)

2.5 Rural Services

2.6 Biosecurity

The Hon. Michael O’Brien

Minister for Agriculture, Food and Fisheries

Minister for Forests

Department of Primary Industries and Resources

3. Forestry Policy Nil

Statutory authorities

The Hon. Michael O’Brien, Minister for Forests, is responsible for the following statutory authorities.

South Australian Forestry Corporation

Administered items

In addition to the above responsibilities the portfolio administers the following items on behalf of the ministers.

Adelaide Hills Wine Industry Fund

Apiary Industry Fund

Aquaculture Lease Rehabilitation Fund

Aquaculture Resource Management Fund

Barossa Wine Industry Fund

Cattle Industry Fund

Citrus Growers Fund

Clare Valley Wine Industry Fund

Deer Industry Fund

6.2

Dog Fence Board

Egg Industry Deregulation Fund

Eyre Peninsula Grain Grower’s Rail Fund

Fisheries Research and Development Fund

ForestrySA — Community Service Obligation

Grains Industry Levy

Langhorne Creek Wine Industry Fund

McLaren Vale Wine Industry Fund

Olive Industry Fund

Pig Industry Fund

Riverland Wine Industry Fund

Rock Lobster Fishing Industry Fund

Royalties

SA Grape Growers Industry Fund

Samcor Funds Administration

Seed Levies Fund

Sheep Industry Fund

Statutes

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

6.3

WORKFORCE SUMMARY

FTEs as at 30 June

Agency 2010-11

Budget(a)(b) 2009-10

Estimated Result(a) 2008-09Actual(c)

Department of Primary Industries and Resources 1 299.1 1 386.4 1 393.1

Total 1 299.1 1 386.4 1 393.1

(a) The 2010-11 Budget and 2009-10 Estimated Result reflect the established FTE caps.

(b) The 2010-11 Budget includes 39.4 FTEs which transferred on 1 July 2010 from the former Department of Water, Land and Biodiversity Conservation plus 7 FTEs relating to election commitments offset by a reduction of 131.5 FTEs associated with savings initiatives.

(c) The 2008-09 Actual FTEs are based on data collected by the Office for Ethical Standards and Professional Integrity (Department of the Premier and Cabinet) and include the two Ministers for which PIRSA has administrative responsibility.

MINISTERIAL OFFICE RESOURCES

2010-11 Budget

Cost of provision

Minister $000 FTE

The Hon. Paul Holloway 1 909 13.0

The Hon. Michael O’Brien 1 679 12.5

6.4

TABLE OF CONTENTS

AGENCY: DEPARTMENT OF PRIMARY INDUSTRIES AND RESOURCES

Objective ...............................................................................................................................................6.6

2010-11 Targets/2009-10 Highlights ....................................................................................................6.7

Program net cost of services summary..................................................................................................6.9



1. Mineral Resources Development .......................................................................................6.11

2. Agriculture, Food and Fisheries.........................................................................................6.14

3. Forestry Policy...................................................................................................................6.19


Financial commentary — major variations .........................................................................................6.30

Additional information for administered items ...................................................................................6.33

6.5

PORTFOLIO: PRIMARY INDUSTRIES AND RESOURCES


Objective

The Department of Primary Industries and Resources’ (PIRSA) aim of fostering sustainable and internationally competitive industries is set in targets in South Australia’s Strategic Plan. These targets include increasing exports to $25 billion by 2014, maintaining mining exploration investment at (or above) $100 million a year until 2010, and mineral production and processing to reach $4 billion by 2014.

In addition, to assist in achieving South Australia’s Strategic Plan targets PIRSA also has the additional objectives of:

facilitating the development and growth of food, wine, fisheries, aquaculture and forestry sectors;

promoting growth of the mineral, petroleum and geothermal industries;

promoting sustainable resource management across the industry sectors;

facilitating the application of innovative new technologies, services, products and knowledge through its strong partnerships with industry sectors;

providing research and development capability delivering innovation in the agri-food, wine and bioscience industries;

delivering rural and remote community support services; and

protecting agri-food industries against potential biosecurity outbreaks.

6.6



Mineral Resources Development

Implement the Mining (Miscellaneous) Amendment Bill 2010 to assist with reducing red tape and streamlining assessment and approvals processes

Assist at least two significant mining developments to achieve final approvals

Complete drafting of forward programs for the Plan for Accelerating Exploration (PACE) 2020 initiative, which builds on the success of PACE and the state’s leadership in pre-competitive geoscience and information delivery

Maintain South Australia’s Strategic Plan target of mineral exploration expenditure and growth in geothermal exploration expenditure

Complete an audit of the state’s current infrastructure as the basis of an updated demand study to identify infrastructure gaps and support future planning for the resources sector

Identify site for establishment of the Deep Exploration Technology Cooperative Research Centre in South Australia

Agriculture, Food and Fisheries

Finalise with industry an operational plan to achieve the objectives of Wine: A Partnership Plan 2010-2015

Finalise with industry an operational plan to achieve the objectives of the South Australian Food Strategy 2010-2015

Finalise targeted market development programs in conjunction with the South Australian Wine Industry Association

Complete the adoption of endorsed recommendations of Thinker in Residence Professor Andrew Fearne’s report

Implement PIRSA’s component of the Agri-food and Wine Workforce action plan

Undertake consultation of draft Bill to amend Aquaculture Act 2001 and prepare final draft Bill and second reading speech for submission to parliament

Complete Aquaculture Zone policies for Lacepede Bay, Arno Bay, Streaky Bay and Tumby Bay

Implement new Fisheries management plans in both the Southern Zone and Northern Zone Rock Lobster Fisheries

Complete development of strategic plans for commercial fisheries

Complete development of methodologies for testing and monitoring marine pests at Australian ports

Design strategies to support the adaptive management of terrestrial and marine productive and native systems under pressure from climate change

Commence and complete regional field validation of DNA disease testing to improve management of significant potato diseases

Establish national capability in seafood product development and integrity in partnership with Australian Seafood Cooperative Research Centre

Complete the establishment of the Biosecurity SA division

Complete the response program to minimise the impact on agriculture and communities of the Australian Plague Locust

Review the Livestock Act 1997

Mineral Resources Development

Implemented new work programs associated with the sixth year of PACE

Maintained South Australia’s Strategic Plan target of mineral exploration expenditure and growth in geothermal exploration expenditure

Exceeded South Australia’s Strategic Plan target for mineral production, five years ahead of schedule

Continued the growth of South Australia’s mining industry with three new mines commencing production in 2009-10, taking the number of major metal mines to 12

Introduced the Mining (Miscellaneous) Amendment Bill 2010

Assisted in identifying market opportunities for the development of key infrastructure to support expanding minerals and energy activities

Implemented the Petroleum (Miscellaneous) Amendment Bill 2009, enabling compatible gas storage and special facilities licences in anticipation of future carbon dioxide storage demand

Facilitated energy exploration in frontier provinces (such as Officer and Arckaringa Basins) and offered new petroleum exploration licences in the Cooper Basin

Progressed new iron ore mining developments which are envisaged to support the need for development of a new mineral export facility

Agriculture, Food and Fisheries

Provided support and input to drought and water policy, implemented phases 9, 10 and 11 of the drought response program

Commenced implementing recommendations of Thinker in Residence Professor Andrew Fearne’s report

Supported state export growth and value adding targets through effective case management of major investment projects in the chicken and meat production and processing sectors

Supported the development of value chain projects across the primary industries sectors

Released Wine: A Partnership Plan 2010-2015 — a five-year plan dealing with how industry and government will work together to strengthen the industry’s position

Released the South Australian Food Strategy 2010-2015 to support the future development of the state’s food industry

Delivered the domestic and international trade development initiatives including the European Seafood program with Euro Toques in conjunction with Food Adelaide and Flavour SA

Completed Phase 1 of the Aquaculture Zone Investigation Project

Successfully bid for the World Aquaculture Symposium to be held in Adelaide in 2014

Developed a new cost recovery approach consistent with the national cost recovery guidelines for the oyster industry to determine fees for 2010-11

Completed consultation of the first of the new fishery management plans under the Fisheries Management Act 2007

6.7


Review property identification code scheme

Establish a State control centre for Agriculture and Animal Services Functional Service

Implement sprouts food safety scheme

Remove feral pacific oysters from Denial Bay in Ceduna and Franklin Harbour in Cowell

Develop an ornamental fish trade registration scheme

Establish a recycled water use program and framework with the McLaren Vale Water Plan Committee

Successfully facilitate the design and implementation of a national primary industries innovation and extension system including capability development and information technology based knowledge system and a set of national guiding principles

Successfully facilitate establishment of aquaculture infrastructure in the Spencer Gulf by supporting Whyalla Council’s identification of a feasible option for facility establishment, site selection and required approvals for the proposal

Successfully facilitate the development of a multi-species abattoir at Port Pirie including supporting the local council in implementing a development plan amendment to support the attraction and development of new value adding primary industries to the region

Forestry Policy

Assist the Forest Industry Development Board in finalising the Forest Industry Strategy through industry and public consultation

Support the 2010 Australian Forest Growers Conference in regional South Australia to promote sustainable forestry development

Amend the Penola Pulp Mill Authorisation Act (2007) to include required variations

Commissioned and deployed the Integrated Marine Observing System in South Australian waters

Delivered value-added post-harvest solutions for the seafood industry to underpin targeted industry revenue growth of eight per cent per annum

Established pilot-scale microalgae growth facility for the production and development of biofuels

Developed a suite of DNA based diagnostic tests to help the potato processing industry reduce diseases and improve quality, with potential to reclaim $80 million

Produced a viticulture climate change information kit outlining a framework for viticulture industries to prepare for the impacts of climate change

Implemented the new Plant Health Act 2009 and regulations, registration of importers of plant and plant produce and accreditation of importers and exporters

Implemented recommendations of the Beale Review into quarantine and biosecurity

Controlled feral pacific oyster populations in Coffin Bay

Eradicated feral population of South American ornamental fish Speckled Live Bearer from Willunga Creek

Australia’s dairy industry declared free from Enzootic Bovine Leucosis, with South Australia a national leader in this campaign

Completed delivery of alternative irrigation water pipeline to Langhorne Creek and Currency Creek wine regions

Completed facilitation of the wine, pork, poultry and seafood industry strategies under the Primary Industries research development and extension framework

Assisted in the successful development of land based aquaculture activities utilising the water from the Woolpunda Salt Interception Scheme.

Forestry Policy

Assisted the Forest Industry Development Board in developing a draft forest industry strategic plan through public consultation

Facilitated investment in plantations and small-scale farm based forests aimed at sequestration of carbon and timber production

6.8



2010-11Budget

2009-10Estimated


2008-09Actual

Program $000 $000 $000 $000

1. Mineral Resources Development ............................ 24 030 23 195 19 205 20 043

2. Agriculture, Food and Fisheries .............................. 106 357 65 115 117 942 165 559

3. Forestry Policy ........................................................ 2 011 2 164 2 194 2 138

Total 132 398 90 474 139 341 187 740

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

Add: Net cost of programs/functions transferred out:

Department of Planning and Local Government — Office of State/Local Government Relations and Office for the Southern Suburbs(a) .................... — — — 1 244

Less: Net cost of programs/functions transferred in:

Former Department of Water, Land and Biodiversity Conservation (Biosecurity function)(b)............................................................... — 4 451 4 410 4 625

Equals: Net cost of providing services (as per agency summary income statement)

132 398 86 023 134 931 184 359

(a) The 2008-09 Actual includes the Office for State/Local Government Relations and the Office for the Southern Suburbs that transferred to the Department of Planning and Local Government on 3 November 2008. Four months of the actual expenditure remained with PIRSA prior to the transfer.

(b) The Public Sector (Reorganisation of Public Sector Operations) Notice 2010 (dated 1 July 2010) proclaimed that effective from 1 July 2010 the Biosecurity function of the former Department of Water, Land and Biodiversity Conservation would transfer to PIRSA.

6.9


2010-11Budget

2009-10Estimated


2008-09Actual

Investments $000 $000 $000 $000

Existing projects

Brukunga Mine Rehabilitation(a).............................. — 26 5 918 15

National Collaborative Research Infrastructure Strategy — Integrated Marine Observation System (IMOS)........................................................ — 829 — 641

National Collaborative Research Infrastructure Strategy — Photobioreactor .................................... — 1 276 — 1 382

PIRSA Fisheries Accommodation ........................... 2 228 274 2 948 —


Annual programs 6 560 5 045 6 054 5 234


Other investing expenditure(b) — — — 12 040

Total other investing expenditure — — — 12 040


(a) The 2010-11 phase of the Brukunga Mine Rehabilitation project is budgeted for as operating rather than investing expenditure consistent with accounting standards.

(b) The 2008-09 Actual included the first time recognition of a 4.2 gigalitre water licence held by PIRSA to facilitate sale of the licence to the former Department of Water, Land and Biodiversity Conservation to complete South Australia's water recovery target of 35 gigalitres under the Living Murray Initiative ($10.5 million), and an accommodation lease incentive for 101 Grenfell Street ($1.54 million).

6.10


Program information

Program 1: Mineral Resources Development

Description/Objective: The vision of the Mineral Resources Development program is to make South Australia a favoured mineral investment destination for private investment with mineral exploration expenditure to be maintained at (or above) $100 million per annum until 2010 and mineral production and processing to reach $4 billion by 2014. The Minerals Resources Development program will also lead the nation in attracting geothermal resource investment with a target of $800 million of investment to establish geothermal energy resources in the term 2002–16.


Program 1: Mineral Resources Development 2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses




Depreciation and Amortisation...................................... 664 701 1 249 534

Other.............................................................................. 62 60 61 81

Total expenses 36 917 35 426 31 681 32 470

Income




Other.............................................................................. 518 960 820 1 429

Total income 12 887 12 231 12 476 12 427


6.11


Sub-program 1.1: Minerals

Managing the state’s mineral resources by regulating mining operations; implementing significant exploration initiatives; providing comprehensive, high quality geoscientific data and advice; developing sustainable practices for exploration and mining; facilitating mineral resource projects through approval processes; developing an effective and efficient policy and legislative framework; and collecting mineral royalties and fees.

2010-11Budget

2009-10Estimated


2008-09Actual



Mineral exploration expenditure for the calendar year to December 2009 was $163 million, or 8.1 per cent of total Australian mineral exploration expenditure. This is a drop from the previous year due to effects of the global financial crisis. Despite this, South Australia continues to exceed the South Australia’s Strategic Plan target T1.17 ‘Minerals exploration’ which includes maintaining exploration expenditure above $100 million per year. The Plan for Accelerating Exploration (PACE), in particular the collaborative drilling program, continues to be a major driver in achievement of this target.

Mineral production for 2009 reached $3.1 billion, exceeding the South Australia’s Strategic Plan target T1.18 ‘Minerals production’ of $3 billion, five years ahead of schedule. This is largely due to the significant contribution to the state’s mineral production, from the Prominent Hill (copper-gold-silver) mine, since commencing production in April 2009.

South Australia’s mining industry continues to gain momentum with three new mines commencing production during 2009-10, taking the number of major metal mines to 12. The new mines include Iluka Resources’ world class Jacinth-Ambrosia Heavy Mineral Sands mine, Exco Resources’ White Dam gold mine and IMX Resources Cairn Hill iron ore-copper-gold mine. A number of mining expansions are in progress or planned, including Olympic Dam, Challenger and Prominent Hill. More than 20 projects are currently being case-managed by Minerals Resources Group. Exploration continues to focus on the following commodities, uranium, iron ore, copper–gold, gold, heavy mineral sands, and zinc.

In the Fraser Institute of Canada 2010 annual world survey of mining companies, South Australia was ranked in the top 10 jurisdictions in the world in the category of Policy Potential. South Australia and Sweden also achieved world number one ranking for the delivery of geoscience information.

The Mining (Miscellaneous) Amendment Bill 2010 was introduced into the state parliament on 11 May 2010. The Bill seeks to assist with reducing red tape and streamlining assessment and approvals processes.

The SA Infrastructure Demand Study was conducted to gather data on the resource sector’s infrastructure requirements. The findings triggered an investigation focussing on the sector’s energy requirements. ElectraNet, the state’s energy regulator responded to the findings from that investigation with key issues to be included in the updated 2005-06 to 2014-15 Strategic Infrastructure Plan for South Australia.

6.12

Sub-program 1.2: Petroleum and Geothermal

Maximise the community’s net benefits from the state’s ownership of the rights to petroleum and geothermal resources. Managing the state’s petroleum, gas and geothermal resources by regulating operations; providing comprehensive, high quality geoscientific data and advice; developing sustainable practices for exploration and development, facilitating projects through approval processes; developing an effective and efficient policy and legislative framework; and collecting royalties and fees.

2010-11Budget

2009-10Estimated


2008-09Actual

Net Cost of Sub-program $1 581 000 $1 614 000 $787 000 $682 000


The new Petroleum and Geothermal Energy Act 2000 and associated Petroleum and Geothermal Energy Regulations 2000 were proclaimed on 1 October 2009. Licensing special facilities and gas storage, reduction in red tape and larger licence areas are key advances in the amended legislation.

Attracting and enabling exploration in less explored provinces remains a key objective for this program. Focus for exploration has been conventional petroleum prospects in the Officer, Cooper-Eromanga and Otway basins and unconventional gas prospects in the Arckaringa, Cooper-Eromanga and Tertiary basins. Considerable investment is now focused on coal seam gas, underground coal gasification targets, shale gas, gas in low permeability reservoirs, and also the gasification of mined coal.

The five successful winning work programs from the 2009 acreage release in the Cooper and Eromang basins contain exploration expenditure of $145.9 million, of which $101.4 million is guaranteed. The highly competitive bidding reflects the petroleum exploration industry’s continuing view that the South Australian Cooper Basin represents a real asset in their exploration portfolios.

A government/industry roundtable will be convened in 2010-11 to ascertain the nature of infrastructure and technologies that can best foster growth in the development of unconventional gas resources, and potentially lead to exports of liquefied natural gas (LNG) and/or synfuels. The critical output is a roadmap for a future, prospective South Australian based LNG and/or synfuel exports industry.

The investment frameworks developed by PIRSA for upstream petroleum and geothermal energy investment in South Australia have received acclaim and are considered to be ‘world class’.

The Fraser Institute’s 2010 International Survey of Upstream Petroleum explorers investigated barriers to investment in oil and gas exploration and production. Their view was that South Australia was the most favorable petroleum jurisdiction in the world outside the United States and Austria in supporting exploration.

Australia’s Productivity Commission’s review of regulatory imposts on the upstream petroleum sector found that South Australia’s lead agency (one-stop-shop) approach is the benchmark for efficiency in Australia.

South Australia has attracted 94 per cent of the total $455 million (estimated) investment in geothermal projects in Australia to the end of 2009. More than $500 million is expected to be invested in four geothermal projects in the state in the term 2010–14 — for example the projects operated by Geodynamcs, Petratherm, Panax Geothermal and Torrens Energy. To June 2010, a total of 29 companies (14 ASX-listed) have applied for 311 Geothermal Exploration Licenses in South Australia, representing over 70 per cent of all geothermal licence applications in Australia.

6.13


Program information

Program 2: Agriculture, Food and Fisheries

Description/Objective: To deliver specialist services and advice across South Australia, fostering growth and development, prosperity, quality of life, while supporting environmentally sustainable development of the state’s resources.


Program 2: Agriculture, Food and Fisheries 2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses





Other.............................................................................. 1 540 1 956 1 486 689

Total expenses 225 607 294 664 348 732 330 967

Income


Fees, Fines and Penalties ............................................... 853 1 063 934 916

Commonwealth Revenue............................................... 2 865 2 690 5 633 27 102

Other.............................................................................. 90 749 104 598 195 441 108 431

Total income 119 250 229 549 230 790 165 408


6.14


Sub-program 2.1: Agriculture, Food and Wine

Develop and implement policies, legislation, regulatory frameworks and programs to promote an optimal business, natural and social environment within which primary industries can grow.

2010-11Budget

2009-10Estimated


2008-09Actual

Net Cost of Sub-program $18 918 000 -$23 293 000(a) $34 730 000 $83 028 000


Drought conditions began to ease across most areas of South Australia through 2009-10, apart from ongoing issues for the River Murray Corridor and some parts of Eyre Peninsula and the Upper North. Conditions along the River Murray Corridor have continued to deteriorate and the impacts on industry and community will be felt for many years.

PIRSA has implemented additional packages of support measures. Phase 9 and 10 provided funding to continue the support measures already funded including continuation of the Drought Coordinators, Health and Wellbeing Support, Apprenticeship Retention scheme, Drought School Card and Planning for Recovery. The Planning for Recovery program has continued to receive positive feedback and will support over 1600 farm businesses through the grants available.

Phase 11 of the Drought Support Measures funded the delivery of the Irrigated Industry Support Program, providing a grant for River Murray irrigators to underpin the survival of permanent horticultural plantings.

The new irrigation pipeline from Jervois on the River Murray to the wine regions of Langhorne Creek and Currency Creek was successfully completed and handed over to the Creeks Pipeline Company Ltd on 30 October 2009, following commissioning.

The South Australian wine industry and the state government, launched Wine: A Partnership Plan 2010-2015. The plan aims to complement existing industry strategies and strengthen international market position.

The South Australian Food Strategy 2010-2015 was launched incorporating responses to recommendations by Thinker in Residence, Professor Andrew Fearne in his report released in 2009. The strategy provides a direction and framework for a consolidated government and industry approach to support the future development of this state’s food industry.

Supported state export growth and value adding targets through effective case management of major investment projects in the chicken and meat production and processing sectors.

Supported development of value chain projects across the primary industry sectors.

Delivered the domestic and international trade development initiatives including the European Seafood program with Euro Toques in conjunction with Food Adelaide and Flavour SA.

The South Australian Food Centre supported over 150 businesses across business development and technical areas. A network of five industry development officers work with food businesses, coupled with the food technology platform at the centre, has been successful in driving industry development to the South Australian finished food sector. It developed food clusters in the Eyre Peninsula, the Riverland and Kangaroo Island.

Footnotes

(a) 2009-10 Estimated Result includes $56.9 million in revenue for the recovery of expenditure incurred in 2008-09 on the Jervois to Langhorne Creek and Currency Creek irrigation pipeline project.

6.15

Sub-program 2.2: Aquaculture

Ensuring the sustainable development of South Australia’s aquaculture industry, with a statutory and regulatory responsibility for the planning and management of aquaculture in South Australia. These responsibilities are met through the zoning, granting and renewal of licences and leases under the Aquaculture Act 2001.

2010-11Budget

2009-10Estimated


2008-09Actual



Commenced drafting the consultation draft Bill for amendment of Aquaculture Act 2001, including enhancements identified previously.

Completed and continuing innovative solutions projects to inform aquaculture developments and negotiated provisions for scientific investigation and research into the development of new aquaculture zones.

Released 525 hectares for new aquaculture sites in Fitzgerald Bay, Port Neill and Louth Bay.

Successfully bid for the World Aquaculture Symposium to be held in Adelaide in 2014.

Developed a new cost recovery approach consistent with the national cost recovery guidelines for the oyster industry to determine fees for 2010-11.

Assisted in the successful development of land based aquaculture activities utilising the water from the Woolpunda Salt Interception Scheme.

Sub-program 2.3: Fisheries

The management and administration of the living marine and freshwater resources of South Australia, as required under the Fisheries Management Act 2007. This includes the development and implementation of appropriate management plans for commercial fishing, recreational fishing and charter fishing; development of government policy for sustainable resource access; and allocation and the administration of licensing and compliance services.

2010-11Budget

2009-10Estimated


2008-09Actual



Management plans for the Abalone, Blue Crab and Charter fisheries were submitted for public consultation and revised harvest strategies are being developed for both the Abalone and Blue Crab Fishery.

PIRSA has developed a system to issue demerit points under the Fisheries Management Act 2007. Testing is currently underway and the system is due to go live on 30 September 2010. This will allow PIRSA Fisheries to issue demerit points for offences committed by licence holders.

The recreational survey was completed; more than 10 000 recreational fishers took part in the survey which provided PIRSA Fisheries with detailed statistics on state wide recreational fishing activities boosting the agencies’ knowledge of local fish populations. The results of the survey are available to members of the public on PIRSA Fisheries website.

A total of seven successful court prosecutions for illegal fishing activity and 428 expiations notices issued. A further 26 prosecution cases are pending.

6.16

Sub-program 2.4: South Australian Research and Development Institute

South Australia’s principal research and development capability and organisation in the primary industries and environmental related biosciences, working in collaboration with state, national and international collaborators and investors.

2010-11Budget

2009-10Estimated


2008-09Actual



Commissioned and deployed the South Australian Integrated Marine Observing System (SAIMOS) in South Australian waters to help improve management of the state’s fisheries, shape responses to climate change and improve maritime safety.

Developed value-added post harvest solutions for the seafood industry to underpin targeted industry revenue growth of eight per cent per annum, focusing on addressing technical and trade barriers and manufacturing profitability.

Established pilot-scale microalgae growth facility for the production and development of biofuels.

Developed a suite of DNA based diagnostic tests to help the Australian potato processing industry overcome loses of more than $80 million due to quality rejections and reduced yields.

Produced a viticulture climate change information kit outlining a framework for viticultural industries to prepare for the impacts of climate change.

Contributed to the successful bid for a further term of Commonwealth funding of the Australian Poultry Cooperative Centre, leading to an invitation to be the lead agency in a major research initiative on poultry gut health and function.

Released new hay, oat and lentil varieties offering higher yields and disease resistance.

Demonstrated sensory attributes of exported Australian vacuum packed lamb designed to not change with extended storage, providing industry with confidence to pursue this form of packaging.

Completed a three-year study into root zone water, salinity and nutrient management yielding new knowledge and tools for horticulture producers to actively monitor and manage salinity.

Quantified the extent of insecticide resistance in diamondback moths, a key horticulture pest, and continued evaluating alternative approaches for their control.

Released a parasitoid wasp, a form of biological control to attack pine aphids, a pest that costs Australia’s forestry industry $21 million in lost wood production per year.

Supported the Government of South Australia in its capacity building program to assist the Ministry of Agriculture and Fisheries in Timor-Leste.

6.17

Sub-program 2.5: Rural Services

Provide a key service delivery role, integrating economic, environmental and social dimensions into an integrated ecologically sustainable development based service package. A diverse range of services are provided for government agencies, natural resource management bodies, agricultural industry development organisations, food, wine, forestry and resources companies, regional bodies, primary producers and community groups.

2010-11Budget

2009-10Estimated


2008-09Actual



Delivered a wide range of environmental management services including revegetation; animal and plant control, including feral camel management; and land and water management including branch broom rape control and soil carbon storage applied trials. Key projects included support for the Land Management program and Lower Lakes bioremediation trials for the Department of Environment and Natural Resources and technical support and delivery for a variety of natural resource management board programs across the state.

Delivered a wide range of services to the field crop, livestock, horticulture, fisheries, aquaculture and forestry industries aimed at improving the competitiveness of industry value chains. Key projects included support for National Landcare programs focussed on improving farming systems and the Sheep Connect project with Australian Wool Innovation and the South Australian NRM boards assisting producers to integrate sustainable farm practices with economically viable production systems. Coordinated and facilitated local training programs in water management, agricultural planning and livestock embryo transfer for 90 Iraqis (AusAID funded training program) and delivered leading edge irrigation management software and methodology for irrigators and industry organisations.

Delivered programs to support regional communities in managing change. Key projects included participation in the delivery of the government’s drought response program, preparation of drought business plans, and support for the South Australia’s Critical Water Allocations Program, and community capacity to manage climate change at a regional level. Delivered cultural awareness programs for engagement with aboriginal and indigenous business development for Indigenous Business Australia.

Sub-program 2.6: Biosecurity

Develop and implement policies, legislation, regulatory frameworks, surveillance, preparedness and response programs that protect the economy, environment, communities and human health from the negative impacts associated with the entry, establishment or spread of pests, diseases and contaminants in the areas of animal health, aquatic animal health, marine pests, vertebrate pests, weeds, plant health, food borne pathogens from primary industries and chemical residues.

2010-11Budget

2009-10Estimated


2008-09Actual



Successfully implemented the new Plant Health Act 2009. The Act has significantly improved the regulation of plant pests and transport of horticultural products both into and out of the state. Improvement of early detection systems of fruit fly has allowed for containment of incursions and effective implementation of an eradication program.

Implemented recommendations of the Beale Review into quarantine and biosecurity.

Established a First Response Team capability to address emergency responses for animal and agricultural services with 69 staff achieving various competencies throughout the year. This training program will continue in 2010-11.

Other successful pest control programs during the year including feral oyster populations in Coffin Bay, which were in partnership with the pacific oyster aquaculture industry and the eradication of Speckled Live Bearer, a small introduced South American freshwater fish, from Willunga Creek.

Australia’s dairy industry declared free of Enzootic Bovine Leucosis, with South Australia a national leader in this campaign.

6.18


Program information

Program 3: Forestry Policy

Description/Objective: Support the sustainable development of an internationally competitive forest industry, regional development and the provision of services from state government forest reserves.


Program 3: Forestry Policy 2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Expenses





Total expenses 2 011 2 169 2 199 2 190

Income

Other ............................................................................. — 5 5 52

Total income — 5 5 52


6.19


Program 3: Forestry Policy

Support the sustainable development of an internationally competitive forest industry, regional development and the provision of services from state government forest reserves.

2010-11Budget

2009-10Estimated


2008-09Actual



Assisted the forest industry with climate change adaptation strategies by continuing long-term trials on the suitability of various tree species and improved genetics and silvicultural regimes for low rainfall areas.

Pursued multiple-benefit opportunities from forests, including for natural resources management outcomes (biodiversity enhancement, land rehabilitation, production).

Promoted Forestry Matters! — a major forest education resource to schools and the community through teacher training sessions, competitions, and events.

Volunteers and community program participants contributed more than 35 000 hours to improve the social values and environmental services of the state’s forest reserves.

Led South Australia’s forestry contribution to the review and development of national, state and regional forest and water policy in conjunction with the forest industry, government agencies, and regional natural resource management boards.

Upgraded website to accommodate the shift to single point of contact and web based technical information on forestry development to external customers.

Led the development of the South East Forest and Natural Resource Management Pest Management Network to facilitate collaborations between the forestry industry and the South East Natural Resources Management Board.

Assisted the Forest Industry Development Board facilitate the development a draft forest industry strategic plan through public consultation.

Facilitated investment in plantations and small-scale farm based forests aimed at sequestration of carbon and timber production.

6.20

PRIMARY INDUSTRIES AND RESOURCES


2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 87 150 98 080 96 141 96 700 Long service leave .................................................................... 4 379 4 152 4 181 3 977 Payroll tax ................................................................................ 6 260 4 963 6 087 5 663 Superannuation ......................................................................... 12 417 10 606 12 108 11 303 Other ......................................................................................... 204 10 455 192 2 071Supplies and services — General supplies and services .................................................. 79 754 103 499 72 506 124 131 Consultancy expenses .............................................................. 2 636 1 618 693 2 067Depreciation and amortisation expenses ...................................... 7 628 8 052 9 972 8 223Borrowing costs ............................................................................ 142 138 138 192Grants and subsidies ..................................................................... 60 719 76 592 168 823 99 060Intra government transfers ........................................................... 1 786 3 926 3 578 5 453Other expenses ............................................................................. 1 460 1 878 1 397 577

Total Expenses 264 535 323 959 375 816 359 417

Income

Commonwealth revenues ............................................................. 2 865 2 773 4 371 26 020Intra government transfers ........................................................... 56 933 67 982 109 442 65 903Other grants .................................................................................. 28 117 27 299 75 785 21 736Fees, fines and penalties ............................................................... 12 985 12 062 12 405 11 645Sales of goods and services .......................................................... 25 020 121 387 32 260 29 020Interest revenues ........................................................................... 2 138 2 116 2 796 2 297Net gain or loss from disposal of assets ....................................... — -233 — 89Other income ................................................................................ 4 079 4 550 3 826 18 348

Total income 132 137 237 936 240 885 175 058



Income — Appropriation ........................................................................... 132 259 115 753 134 931 179 091 Other income ............................................................................ — 11 328 — 9 143Expenses — Payments to Consolidated Account .......................................... — 47 000 — 10 500


Total comprehensive result -139 -5 942 — -6 625

6.21



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Assets

Current assets

Cash and cash equivalents ............................................................ 69 353 74 232 70 243 80 997Receivables ................................................................................... 16 757 16 757 23 520 16 757Inventories .................................................................................... 554 140 150 140Other current assets ...................................................................... 1 082 584 68 584Non-current assets class held for sale .......................................... 108 108 — 33


Non current assets

Financial assets ............................................................................. 4 691 4 691 4 678 4 691Land and improvements ............................................................... 99 196 99 876 112 373 108 221Plant and equipment ..................................................................... 35 764 33 284 40 447 24 404Heritage assets .............................................................................. 53 53 53 53Intangible assets ........................................................................... 4 852 5 291 1 409 6 328Biological assets - other ............................................................... 3 202 3 202 3 242 3 202Other non-current assets ............................................................... 57 57 49 57


Total assets 235 669 238 275 256 232 245 467

Liabilities

Current liabilities

Payables ........................................................................................ 11 291 11 802 13 009 11 653Short-term borrowings ................................................................. 1 325 1 325 1 400 1 325Employee benefits — Salaries and wages ................................................................... — 3 377 1 943 2 620 Annual leave ............................................................................. 7 644 7 255 7 561 7 376 Long service leave .................................................................... 3 183 3 022 4 536 2 894Short-term provisions ................................................................... 673 664 591 657Other current liabilities ................................................................. 8 708 8 708 6 114 8 784



Long-term borrowings .................................................................. — — 345 — Long-term employee benefits — Long service leave .................................................................... 22 674 21 405 21 718 23 802Long-term provisions ................................................................... 1 514 1 428 1 780 1 344Other non-current liabilities ......................................................... 1 363 1 690 100 1 964



Net assets 177 204 177 509 197 135 183 048

6.22



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Equity

Retained earnings ......................................................................... 119 073 119 378 125 630 124 917Asset revaluation reserve ............................................................. 49 280 49 280 62 311 49 280Other reserves ............................................................................... 8 851 8 851 9 194 8 851

Total equity 177 204 177 509 197 135 183 048


6.23



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Cash outflows

Employee benefit payments ......................................................... 113 758 129 740 117 662 117 348Payments for supplies and services .............................................. 82 664 105 391 73 199 125 264Interest paid .................................................................................. 142 138 138 212Grants and subsidies ..................................................................... 60 719 76 592 168 823 100 033Intra government transfers ........................................................... 1 786 3 926 3 578 5 453Other payments ............................................................................ 1 365 1 787 1 306 1 315


Cash inflows

Intra government transfers ........................................................... 56 933 67 982 109 442 67 856Commonwealth receipts ............................................................... 2 865 2 773 4 371 26 020Other grants .................................................................................. 28 117 27 299 75 785 25 304Fees, fines and penalties ............................................................... 12 985 12 062 12 405 11 430Sales of goods and services .......................................................... 25 020 121 387 32 260 29 166Interest received ........................................................................... 2 249 2 267 2 947 2 615GST received ................................................................................ — — — 225Other receipts ............................................................................... 3 915 4 323 3 599 8 409


SA GOVERNMENT:

Appropriation ............................................................................... 132 259 115 753 134 931 179 091Other receipts ............................................................................... — 11 328 — 9 143Payments — Payments to Consolidated Account .......................................... — 47 000 — 10 500


Net cash provided by (+) / used (-) in operating activities 3 909 600 11 034 -866


Cash outflows

Purchase of property, plant and equipment .................................. 8 638 7 450 14 920 6 423Purchase of intangibles ................................................................. 150 — — 849Advances paid .............................................................................. 1 300 1 300 300 706


Cash inflows

Proceeds from sale of property, plant and equipment .................. — 85 — 11 245Repayment of advances ................................................................ 1 300 1 300 858 2 848

Cash generated from investing activities 1 300 1 385 858 14 093

Net cash provided by (+) / used in (-) investing activities -8 788 -7 365 -14 362 6 115

6.24



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Cash outflows

Repayment of borrowings ............................................................ 1 000 1 000 1 558 2 332

Cash used in financing activities 1 000 1 000 1 558 2 332

Cash inflows

Proceeds from borrowings ........................................................... 1 000 1 000 1 000 654Proceeds from restructuring activities .......................................... — — — -2 858

Cash generated from financing activities 1 000 1 000 1 000 -2 204

Net cash provided by (+) / used in (-) financing activities — — -558 -4 536

Net increase (+) / decrease (-) in cash equivalents -4 879 -6 765 -3 886 713




Assets received (+) / donated (-) free of charge ........................... — — — -2

6.25

ADMINISTERED ITEMS FOR THE DEPARTMENT OF PRIMARY INDUSTRIESAND RESOURCES


2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Income — Appropriation ........................................................................... 3 869 3 796 4 089 4 699



Commonwealth revenues ............................................................. — 48 — 36 774Intra government transfers ........................................................... 476 1 1 117Other grants .................................................................................. — 41 — 340Fees, fines and penalties ............................................................... 14 446 13 855 13 454 13 432Sales of goods and services .......................................................... 730 691 857 269Interest revenues ........................................................................... 511 500 747 716Other income ................................................................................ 171 480 134 806 153 750 163 336


Total income 191 512 153 738 172 898 219 683

Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 668 512 830 712 Long service leave .................................................................... — — — 7 Payroll tax ................................................................................ 6 — — 15 Superannuation ......................................................................... 16 — — 23 Other ......................................................................................... 26 32 — 58Supplies and services — General supplies and services .................................................. 2 129 3 320 2 774 1 203Depreciation and amortisation expenses ...................................... — — — 60Grants and subsidies ..................................................................... 10 323 9 279 9 081 45 505Intra government transfers ........................................................... 15 469 15 611 15 492 14 851Other expenses ............................................................................. 162 483 126 490 145 332 154 679

Total expenses 191 120 155 244 173 509 217 113

Total comprehensive result 392 -1 506 -611 2 570

6.26



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000

Assets

Current assets

Cash and cash equivalents ............................................................ 34 643 34 085 36 779 34 793Receivables ................................................................................... 989 972 632 972Inventories .................................................................................... 220 — — —


Non current assets

Land and improvements ............................................................... 36 — — — Plant and equipment ..................................................................... 15 — 168 — Intangible assets ........................................................................... — — 27 —

Total non-current assets 51 — 195 —

Total assets 35 903 35 057 37 606 35 765

Liabilities

Current liabilities

Payables ........................................................................................ 17 800 17 757 22 789 16 959Employee benefits — Salaries and wages ................................................................... 4 — — — Annual leave ............................................................................. 12 — 4 — Long service leave .................................................................... 7 — — — Other current liabilities ................................................................. 2 055 2 055 1 290 2 055



Long-term employee benefits — Long service leave .................................................................... 39 — 6 —

Total non-current liabilities 39 — 6 —


Net assets 15 986 15 245 13 517 16 751

Equity

Retained earnings ......................................................................... 15 986 15 245 13 517 16 751

Total equity 15 986 15 245 13 517 16 751


6.27



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Cash inflows

Intra government transfers ........................................................... 476 1 1 117Commonwealth receipts ............................................................... — 48 — 36 774Other grants .................................................................................. — 41 — 384Fees, fines and penalties ............................................................... 14 446 13 855 13 454 13 458Sales of goods and services .......................................................... 730 691 857 353Interest received ........................................................................... 511 500 747 862Other receipts ............................................................................... 171 480 134 806 153 750 163 317


Cash outflows

Employee benefit payments ......................................................... 718 544 825 855Payments for supplies and services .............................................. 2 129 2 522 1 764 373Grants and subsidies ..................................................................... 10 323 9 279 9 081 45 735Intra government transfers ........................................................... 15 469 15 611 15 492 14 851Other payments ............................................................................ 162 483 126 490 145 332 161 200


SA GOVERNMENT:

Appropriation ............................................................................... 3 869 3 796 4 089 4 699


Net cash provided by (+) / used in (-) operating activities 390 -708 404 -3 050


Cash outflows

Purchase of property, plant and equipment .................................. — — — 46

Cash used in investing activities — — — 46

Net cash provided by (+) / used in (-) investing activities — — — -46

6.28



2010-11Budget

$000

2009-10Estimated

Result

$000

2009-10Budget

$000

2008-09Actual

$000


Cash inflows

Proceeds from restructuring activities .......................................... 168 — — -15 863

Cash generated from financing activities 168 — — -15 863

Net cash provided by (+) / used in (-) financing activities 168 — — -15 863

Net increase (+) / decrease (-) in cash equivalents 558 -708 404 -18 959



6.29





Expenditure

Operating expenditure is budgeted to decrease by $59.5 million, from $324.0 million in 2009-10 to $264.5 million in 2010-11. The movement is primarily due to:

lower expenditure in 2010-11 on the Jervois to Langhorne Creek and Currency Creek irrigation pipeline ($34.2 million), Exceptional Circumstances Drought Relief ($13.4 million) and state drought support measures ($10.2 million);

expenditure reductions of $14.2 million associated with savings initiatives comprising $10.4 million reduction in salaries and wages and $3.8 million reduction in general supplies and services; and

once-off employee benefit payments of $10.1 million made during 2009-10 associated with targeted voluntary separation packages.

These are partially offset by:

election commitments to strengthen investor confidence in the state’s resources sector by continued support of the Plan for Accelerating Exploration (PACE) 2020 ($2.4 million) and developing South Australia’s food and wine industries to position South Australia as a world leading centre for innovation in both food and wine and boost business export capacity ($1.0 million);

increased operating expenditure for the Brukunga mine site remediation ($1.7 million) and provision for an emergency response spraying program in the spring of 2010 to control an expected locust plague ($12.8 million); and

expenditure from the transfer of the Biosecurity function from the former Department of Water, Land and Biodiversity Conservation ($6.8 million).

Revenue

Operating revenue is budgeted to decrease by $105.8 million, from $237.9 million in 2009-10 to $132.1 million in 2010-11. The movement is primarily due to:

once-off recovery of $91.1 million in 2009-10 from the Creek's Pipeline Company for construction costs of the Jervois to Langhorne Creek pipeline;

lower revenue for the Exceptional Circumstances Drought Relief program ($11.3 million); and

revenue reductions associated with externally funded research ($1.8 million) and a decrease in demand for Rural Solutions SA consultancy services ($8.1 million).

6.30

This is partially offset by:

increased cost recovery for animal health programs of $0.9 million;

increased revenue associated with regulatory fees and charges of $0.9 million mainly relating to the minerals and petroleum sectors; and

revenue associated with the Biosecurity function transferred from the former Department of Water, Land and Biodiversity Conservation ($2.4 million).


Total assets are budgeted to decrease by $2.6 million primarily due to reduced cash balances from the payment of leave entitlements for staff taking targeted voluntary separation packages, continuing depreciation and amortisation charges on the department’s asset base, offset by additional capital investment and minor works during 2010-11 of $8.8 million.

Total liabilities are budgeted to decrease by $2.3 million. The decrease is primarily due to inflationary increases in the provisions for employee benefits offset by leave entitlements for staff who took targeted voluntary separation packages ($1.9 million) in 2009-10 and a reduction in year end salary and wage accruals of $3.4 million as the final pay for 2010-11 falls on 30 June 2011.


The net cash provided from operations is expected to increase by $3.3 million primarily due to the movements described in the statement of comprehensive income.

Net investing cash flows are budgeted to increase by $1.4 million, mainly due to proposed expenditure of $2.0 million carried forward from 2009-10 to relocate the Fisheries Compliance and Licensing Services Unit to consolidate accommodation, achieve integrated service delivery and to facilitate release of the existing office at Birkenhead for the Port Adelaide Redevelopment Project.


Total operating income and operating expenditure are budgeted to increase by $37.7 million and $35.9 million respectively.

The major variations comprise an increase in revenue of $35.9 million (with offsetting higher returns to the Consolidated Account) for changes in royalties from minerals and petroleum production.


Total assets are budgeted to increase by $0.8 million primarily due to cash, inventory and asset transfers in relation to the Dog Fence Board that transferred from the former Department of Water, Land and Biodiversity Conservation on 1 July 2010.

Total liabilities are budgeted to increase by $0.1 million primarily in relation to increased employee entitlements in relation to the Dog Fence Board that transferred from the former Department of Water, Land and Biodiversity Conservation on 1 July 2010.


Operating cash flows are expected to increase by $1.1 million. The major variations influencing this section of the statement of cash flows are disclosed in the statement of comprehensive income.

6.31

Net financing cash flows are budgeted to increase by $0.2 million due to restructuring payments in relation to the transfer of the Dog Fence Board from the former Department of Water, Land and Biodiversity Conservation on 1 July 2010.



6.32

Additional information for administered items Department of Primary Industries and Resources


2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

CASH FLOWS FROM:


Receipts

Commonwealth Revenue —

Various Industry Funds ........................................................... — 48 — —


Various Industry Funds ........................................................... — 500 459 497


Various Industry Funds ........................................................... 476 475 459 441


Fisheries Licence Fees............................................................. 12 858 12 748 12 698 12 332

Aquaculture Licence Fees ....................................................... 815 808 757 777

Various Industry Funds ........................................................... 789 299 — 345



Interest Received—


Other Receipts —

Mining Royalties ..................................................................... 160 934 124 990 143 819 152 413

Native Title Agreement — Royalty......................................... 1 481 1 445 1 445 2 033

EP Grain Rail Infrastructure Fund ........................................... 700 700 700 591

Various Industry Funds ........................................................... 8 365 7 672 7 786 8 204


Add: Transfer to Department of Planning and Local Government(a) ................................................................................ — — — 37 381

Less: Transfer from the former Department of Water, Land and Biodiversity Conservation(b).................................................... — 958 942 919

Total operating receipts — PIRSA Administered Funds 187 643 149 942 168 809 215 265

Payments


Parliamentary Salaries and Electorate Expense Allowances ... 520 511 798 483



Various Industry Funds ........................................................... 2 129 2 683 1 942 260


Regulatory Fees Paid from Fisheries Research and Development Fund .................................................................. 706 689 689 694

Regulatory Fees Paid from Aquaculture Resource Management Fund ................................................................... 300 285 350 962

Forestry Community Service Obligation payment .................. 2 941 2 870 2 870 2 800

6.33

Additional information for administered items Department of Primary Industries and Resources


2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000



Regulatory Fees Transferred from Fisheries Research and Development Fund .................................................................. 11 042 10 976 10 926 11 065

Regulatory Fees Transferred from Aquaculture Resource Management Fund ................................................................... 1 154 1 165 1 280 1 007

Eyre Peninsula Rail Infrastructure........................................... 700 893 700 350

Forestry Community Service Obligation Payment .................. 364 379 385 350


Other Payment—

Receipts Paid to Consolidated Account................................... 160 934 124 990 143 819 158 471

Native Title Agreement — Royalty......................................... 1 481 1 445 1 445 2 179



Add: Transfer to Department of Planning and Local Government(a)................................................................................ — — — 38 240

Less: Transfer from the former Department of Water, Land and Biodiversity Conservation(b) ................................................... — 958 945 958

Total operating payments — PIRSA Administered Funds 191 122 154 446 172 494 223 014

Government of South Australia Appropriation —

Parliamentary Salaries and Electorate Expense Allowances ... 520 511 798 510

Forestry CSO Payment ............................................................ 3 349 3 285 3 291 3 176

Net cash provided by Government of South Australia — PIRSA Administered Funds 3 869 3 796 4 089 3 686

Add: Transfer to Department of Planning and Local Government(a)................................................................................ — — — 1 013

Net cash provided by Government of South Australia 3 869 3 796 4 089 4 699

Net cash provided by (+)/used in (-) operating activities 390 -708 404 -3 050

Investing activities

Payments

Add: Transfer to Department of Planning and Local Government(a)................................................................................ — — — -46

Net cash provided by (+)/used in (-) investing activities — — — -46

6.34

Additional Information for Administered Items Department of Primary Industries and Resources

Cash flow statement

2010-11Budget

2009-10Estimated


2008-09Actual

$000 $000 $000 $000

Financing activities

Payments

Payments in relation to Restructuring Activities — Transfer to Department of Planning and Local Government(a) .......................................................................... — — — -15 863

Cash used in financing activities — — — -15 863

Receipts

Proceeds from Restructuring Activities — Transfer from the former Department of Water, Land and Biodiversity Conservation(b)......................................................................... 168 — — —

Cash generated from financing activities 168 — — —

Net cash used in financing activities 168 — — —

Net increase (+) / decrease (-) in cash held 558 -708 404 -18 959

Opening cash balance at beginning of the financial year 34 085 34 793 36 375 53 752

Closing cash balance at the end of financial year 34 643 34 085 36 779 34 793

(a) The 2008-09 Actual includes the administered entities of the Office for State/Local Government Relations that transferred to the Department of Planning and Local Government on 3 November 2008. The entities transferred included the Local Government Tax Equivalents Fund, Outback Areas Community Development Trust (OACDT) and the SA Local Government Grants Commission. Four months of the actual expenditure remained with PIRSA prior to the transfer.

(b) The Dog Fence Board transferred to PIRSA from the former Department of Water, Land and Biodiversity Conservation on 1 July 2010. The Public Sector (Reorganisation of Public Sector Operations) Notice 2010 (dated 1 July 2010) was the authority for this change. The figures for the Dog Fence Board are included under ‘various industry funds’ for each year.

6.35

Accounting standards

ACCOUNTING STANDARDS

The financial statements included in the Portfolio Statements 2010-11 are special purpose financial statements.

Estimates in these financial statements have been prepared on a basis consistent with:

Australian Accounting Standards, except where these notes indicate otherwise

Accounting policies expected to be used in preparing historically orientated general purpose financial statements for that year, and the same accounting policies have been used for the subsequent forecast years (forward estimates).

Reporting entities

The financial statements include all estimated assets, liabilities, incomes and expenses of individual entities and portfolio agencies (administrative groupings of entities).

In the process of reporting on portfolios, intra-group transactions and balances are eliminated in full. This enables the financial statements of the portfolio agencies to be presented as that of an individual entity.

The commentary at the commencement of the financial statements for each portfolio identifies which entities have been included in the consolidated financial statements for that portfolio.

Consistent with Australian Accounting Standards, transactions and balances that are controlled are budgeted for, and reported on, separately to transactions and balances which are administered but not controlled by the agency.

Activities that are ‘controlled’ are those where the agency delivers services and governs the financial and operating policies so as to obtain benefits from these activities and assets in the pursuit of its objectives.

Generally, activities that are ‘administered’ on behalf of the government exist where an agency has no discretion to alter the resources provided or determine how they are spent.

Basis of accounting and measurement

The estimated financial statements include a statement of comprehensive income, statement of financial position and a statement of cash flows.

The format of these estimated financial statements is consistent with the model financial statements (prepared by the Department of Treasury and Finance for statutory reporting requirements) and is consistent with the requirements of AASB 101 Presentation of Financial Statements and AASB 107 Statement of Cash Flows.

The accrual basis of accounting has been applied in the preparation of the estimated financial statements whereby assets, liabilities, equity, incomes and expenses are recognised in the reporting period to which they relate, regardless of when cash is received or paid.

Assets

Most government assets are valued at their written down current cost. Otherwise agencies adopt one of the following measurement bases:

Market/fair value — the amount for which an asset could be exchanged between a knowledgeable, willing buyer and a knowledgeable, willing seller in an arm’s length transaction (in many cases agencies use written down current cost as a proxy for fair value)

Net market value — the market value after deducting costs expected to be incurred were the asset to be exchanged

Current cost — the lowest cost at which the gross service potential of that asset could currently be obtained in the normal course of operations.

All non-current tangible assets, with a cost of acquisition greater than $1 million and a useful life of more than three years, are required to be valued at fair value unless excluded from the scope of Australian Accounting Standard AASB 116 Property, Plant and Equipment and/or an alternative valuation is specified by another accounting standard.

All intangible assets are measured at cost.

Depreciation and amortisation

All non-current assets having limited useful lives are systematically depreciated/amortised over their useful lives in a manner that reflects the consumption of their service potential. The most common method used for calculating depreciation expense is the straight line method.

Certain heritage assets have very long and indeterminate useful lives. Their service potential has not, in any material sense, been consumed during the reporting period. As such, no amount for depreciation has been recognised in respect of those assets.

Assets acquired under finance leases are amortised over the period during which the government is expected to benefit from use of the leased asset.

Employee benefits

Employee benefits (including salaries and wages, annual leave, long-service leave, sick leave and superannuation benefits) reflect those benefits accrued as a result of services provided by employees up to the reporting date.

Short-term employee benefits (due to be settled within twelve months after the end of the reporting period in which the employee rendered the services) are measured at a nominal amount based on the remuneration rates an agency expects to pay. Examples of short-term employee benefits include salaries and wages and annual leave.

Long-term employee benefits (not due to be settled within twelve months after the end of the period in which the employee rendered the service) are measured as the present value of estimated future cash flows. An example of a long-term employee benefit is long service leave.

Sick leave

For the majority of agencies, no liability will be recognised for sick leave.

There is no liability for non-vesting sick leave (a non-vesting entitlement is that which does not constitute a legal obligation of the employing agency until a valid claim is made by an employee or an event has occurred) if, on average, sick leave taken is less than total entitlements accruing.

Vesting sick leave entitlements are rare for state government employees.

Superannuation

For most state government controlled agencies, the Treasurer assumes the accrued superannuation liability in return for periodic payments from agencies. Therefore, unless there are contributions due but not yet paid at the reporting date, there is no superannuation liability recorded for the agency.

Two types of superannuation plans are in operation currently in the public sector: defined benefit plans and defined contribution plans. In a defined benefit plan, a member’s entitlement is determined by reference to a formula based on years of membership and/or salary levels. In a defined contribution plan, a member’s entitlement is determined by reference to accumulated contributions made to the plan together with investment earnings thereon.

Under existing arrangements, the Treasurer is liable for any net deficiency in assets for the defined benefits plans. Deficits in defined benefit superannuation plans are recognised as liabilities in the statement of financial position for the Treasurer. The deficits are measured as the excess of employees’ accrued benefits resulting from services up to the reporting date over the net market value of the plan’s assets as at the reporting date.

Income recognition

Wherever possible, income is recognised when the transaction or event giving rise to the income occurs. As a result, all items of income are normally reported in the statement of comprehensive income when an agency obtains control over the respective amounts. In circumstances where it is not possible to determine objectively when control over the asset passes to the agency, the amounts are recognised upon receipt.

Appropriation

The investment program requirements for agencies included in the portfolio statements may be funded through operating appropriation, operating receipts, the proceeds of asset sales, grants and through Commonwealth payments. Where the investment requirements of an agency are not funded from these sources, the state government funding of an agency’s investment program will generally be treated as an equity contribution from the government, as representative owner. These contributions are treated as contributions to equity rather than income in an agency.

Funds appropriated, but not required to meet current year cash outflows will be deposited with the Treasurer and will show as an asset in the agency’s statement of financial position.

Cash alignment policy

Where agencies have returned excess cash held to the Treasurer in accordance with the cash alignment policy, the payment is generally recorded as a ‘payment to government’ in the statement of comprehensive income. Some agencies have elected to repay debt or return contributed capital with excess cash balances. These transactions will be reflected in the statement of financial position.

Rounding

All amounts in the financial statements have been rounded to the nearest thousand dollars, unless otherwise indicated.

Due to rounding, there may be instances where financial statements and tables do not add correctly.

2006-07 Budget Papers - treasury.sa.gov.au · Budget Paper 4 Portfolio Statements — Volumes 1, 2,...

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Transcript of 2006-07 Budget Papers - treasury.sa.gov.au · Budget Paper 4 Portfolio Statements — Volumes 1, 2,...