Working with stakeholders and moving to more inclusive government

examines the relationships we maintain within the government and the community. Includes the following chapters:

10: Working with government agencies and stakeholders

11: Inclusive and innovative government

12: Agency achievements and the way forward

Chapter 12: Agency achievements and the way forward

A high-performing and professional APS is critical to the successful design and implementation of policies, programmes and services that underpin the Government’s reform agenda. There was a landmark change for the APS with the transition to the new Rudd Government in November 2007. The smooth nature of the transition reflects the APS’s resilience and professionalism, which was also reflected in the significant preparations undertaken in the pre-election phase and the speed with which the APS moved to support the new government once installed.

Following the November 2007 election, over 12,000 ongoing and non-ongoing employees were moved between agencies as a result of machinery of government changes during 2007–08. It is a tribute to the health of the APS that it managed an efficient transition to these new arrangements and at the same time ably assisted the new government as it embarked on a challenging policy agenda. This chapter provides an indication of the range of work undertaken and delivered by MAC agencies1 throughout 2007–08.

This year’s report shows that overall the APS is a strong organisation that has transitioned well to the new government’s agenda and has also adapted to the more stringent fiscal environment. There are, however, a number of areas where the APS will need to improve to meet the challenges ahead:

This is the fourth year the State of the Service report has provided an opportunity for MAC agencies to outline their key achievements and provide a more complete picture of the state of the public service. These achievements provide an indication of the breadth and depth of activity of the APS as a whole. This chapter highlights some of our most important achievements in the areas of environmental sustainability and designing reforms to mitigate the impacts of climate change, improve national security and ensure a robust and productive economy. The APS continues to address the needs of rural communities through drought assistance and has a strong focus on meeting the needs of Indigenous communities. Additional steps have also been taken to create a more flexible, efficient and responsive public service.

Many of these achievements were progressed during the year by agencies working together.

In addition to these achievements, the APS has been working to support finalisation of measures the Government is seeking to implement through the Council of Australian Governments (COAG) and in key areas where reviews of policy have been undertaken.

The themes of this chapter are broadly aligned to the 2020 Summit themes and encapsulate the major policy challenges facing Australia, that is:

The responses from MAC agencies can be found in the table at the end of this chapter. Agency achievements are also highlighted at relevant points throughout this report. The scale of these achievements and their significance to Australia and to the region, accentuate the importance of maintaining and enhancing the capability of the APS to deliver effective outcomes.

The productivity agenda and the Australian economy

Australia’s economic credentials have remained robust, even in an increasingly challenging global environment. To meet future challenges, a focus on productivity has included reforms to the labour market, to early childhood education and care, and to the education system. Central agencies have also continued to work on measures to consolidate our economy’s fundamentals.

DEEWR prepared the ‘Transition to Forward with Fairness Bill’, which was the first piece of legislation brought before the new Parliament. Based on principles of fairness and flexibility, the Bill supports a simpler workplace relations system for Australian business and enables the award modernisation process to begin. A universal safety net of 10 National Employment Standards to underpin collective bargaining was also created. Harmonisation of Occupational Health and Safety Laws in Australia was progressed.

In a short time, DEEWR has implemented initiatives to strengthen early childhood education and care, rolled out the first phase of the computers in schools programme, and provided additional training places under Skilling Australia.

To help address skills shortages, DIAC delivered the largest ever skilled migration programme. The programme has been formulated to respond to ongoing labour market needs and recognises that large increases in skilled migration are unsustainable without some corresponding increase in family migration.

DIISR established an Australian Research Advisory Council (ARAC) comprising individuals who represent a broad cross-section of research disciplines.

Significant efforts to improve Australia’s export earning capacity were also undertaken.

RET managed and supported growth in the fastest growing tourism markets, notably the Chinese tourism market, while DAFF provided new and improved opportunities for Australian exporters. This included successful efforts to expand or maintain opportunities for export in the horticultural, beef and grain sectors.

The Treasury continued to work towards meeting the core outcomes of a sound macroeconomic environment, effective government spending arrangements, effective taxation and retirement income arrangements and well-functioning markets.

ATO continued to sustain Australia’s strong culture of voluntary compliance. Revenue collections once again exceeded Budget forecasts. ATO also continued to develop new ways to engage taxpayers, focusing on better engagement with large business, providing direct help with taxation and superannuation and working closer with industry bodies. ATO also enhanced its e-tax capability with over two million individual taxpayers expected to use electronic lodgement for their 2007–08 tax returns.

Finance, PM&C and Treasury supported the Government in formulating and delivering its first Budget, on a schedule that was accelerated by the timing of the 2007 federal election.

DFAT initiatives to boost Australia’s economic growth potential focused on continuing to promote market access for Australian goods and services and the maintenance of the global rules-based trading system.

Infrastructure assisted the Government in developing a National Aviation Policy Statement/ White Paper to guide the industry’s growth over the next decade and beyond.

ABS successfully launched the 2006 Census results primarily via the internet, thereby providing immediate access to results. ABS also launched the 2006 Social Atlas series and the Socio-Economic Indexes for Areas and the Year Book Australia 2008.

Population sustainability, climate change, water and our cities

The worst drought Australia has experienced for over a century continues to intensify the focus on the urgent need for improved water management. Following the commencement of the Water Act 2007, DEWHA assisted in the implementation of many of the elements of the National Water Initiative (NWI), including the establishment of a water market and trading scheme for the Murray-Darling Basin (MDB) and best practice water pricing.

DCC established a mandatory corporate reporting system for greenhouse gas emissions and energy consumption and production. Large corporations are now required to report their greenhouse gas emissions and energy consumption and production on an annual basis. DCC also supported the development and launch of the International Forest Carbon Initiative (IFCI) and established the National Climate Change Adaptation Research Facility (NCCARF). This facility is one of only a few research institutions around the world focusing specifically on how we adapt to the physical impacts of climate change and climate variability.

DCC also led the drafting of the Government’s Carbon Pollution Reduction Scheme Green Paper which outlines the Government’s approach to the design of a national emissions trading scheme.

DEWHA launched three Solar Cities during the year, in Blacktown, Adelaide and Alice Springs and added nineteen places to the National Heritage list.

RET established the most comprehensive legal and regulatory framework for offshore storage of greenhouse gases in the world, to provide a management system for ensuring that storage is both safe and secure.

Rural industries and rural communities

DAFF continued drought assistance to support rural families and their farming businesses hit by the worst drought in over 100 years. DAFF also continued to implement measures to assist the agricultural industry and irrigators as they respond to the current drought, the possible reduced water availability under climate change scenarios, and the national water reform agenda.

DAFF advised on and implemented the Government’s reforms to the single wheat desk. A new statutory body, Wheat Exports Australia (WEA), was established to formulate and administer a new wheat export accreditation scheme and to monitor and enforce wheat export arrangements.

Centrelink delivered drought assistance to drought devastated areas of Australia and implemented the Drought Bus initiative to assist farmers reach Centrelink. A large proportion of the 13,000 customers assisted through this initiative are new customers of Centrelink.

Centrelink also led the delivery of assistance to Australians affected by the Equine Influenza outbreak.

Improving the health of Australians and strengthening communities, supporting families and social inclusion

Measures have been introduced to assist priority groups with specific health and medical needs, and to streamline approaches to veterans’ services.

DoHA introduced new funding arrangements for residential care and worked with a number of community, clinical and government stakeholders to develop a national plan to boost the number of life saving organ transplants for Australians.

FaHCSIA developed significant reforms in the areas of disability, mental health and autism and began implementation of the ‘Helping Children with Autism’ package which aims to provide support and services for children with autism spectrum disorders.

DVA streamlined arrangements with 190 private medical day procedure centres resulting in veterans gaining improved access to surgical facilities. Counselling for veterans and veterans’ families remains a vital service area, with almost 11,000 counselling intake sessions being provided in 2007–08.

Centrelink provided disaster recovery assistance in January and February 2008 to those devastated by floods in the Mackay, Whitsunday and Central Queensland regions. Centrelink’s flexible approach to service delivery focused on ensuring that assistance was provided to those in need.

FaHCSIA and the Child Support Agency (CSA) implemented the most significant reforms to the Child Support Scheme since it began in 1988. The changes better reflect the cost of raising children in Australia, balance the interests of both parents, support shared parental responsibility and improve compliance with child support obligations.

DVA continued to reduce the time taken to process compensation claims and finalised all F-111 Deseal/Reseal claims, delivered the majority of ex gratia payments for former Prisoners of War (Europe) and finalised most claims for health treatment for Australian participants in the British Nuclear Test Program.

Steps have also been taken to improve consultation and collaboration with the community. The Australia 2020 Summit achieved its key objective of harnessing ideas from across the nation and produced several hundred policy options, ambitions and themes for consideration by the Government. PM&C provided logistical and secretariat support and over 200 volunteers from the APS assisted in ensuring the event was successful.

Indigenous Australia

FaHCSIA played a pivotal role to ensure the success of the proceedings and celebrations surrounding the historic Motion of Apology to Australia’s Indigenous People on 13 February 2008. FaHCSIA also took a leading role in organising and implementing the very successful and historic ‘Welcome to Country’ at the opening of the 42nd Parliament. For the first time the Parliament officially recognised the traditional owners of the lands on which Parliament meets.

FaHCSIA led the coordination and establishment of the Northern Territory Emergency Response (NTER) Taskforce Operations Centre with representatives across agencies to coordinate the on-the-ground roll out of all measures and to engage and work closely with communities. NTER is a whole of government initiative involving six government portfolios working in conjunction with the NT Government to address issues of child abuse, safety and stability in Indigenous communities.

Centrelink, DoHA and DHS have all played a major role in the NTER response measures. Significant progress with NTER measures include: additional policing; over 10,000 child health checks; and income management of income support recipients. Required follow-up services resulting from the child health checks have also commenced; these include packages to assist Indigenous people dealing with the effects of alcohol withdrawal after the introduction of alcohol bans and implementation of a new outreach model to support children and families suffering from the effects of abuse and trauma. The NTER measures are aimed at establishing a better standard of living and improved opportunities for children, by improving health, education, employment and welfare services.

The Australian Public Service Commission has continued to foster Aboriginal and Torres Strait Islander employment in both mainstream and Indigenous-specific areas in the APS, and a continuation of this strategy until 30 June 2009 will enable achievements to be consolidated and built upon.

Australian governance

During 2007–08, further measures to enhance the transparency and accountability of government were introduced.

Finance supported and contributed to the framework for the conduct of the Government’s fiscal policy and sought to improve outcomes by enhancing the transparency and accountability of the Government’s finances and decision-making processes, and completed over 180 election costings in accordance with the Charter of Budget Honesty Act 1998. Finance also enhanced the transparency of government procurement processes through a major upgrade of AusTender.

PM&C established the Register of Lobbyists and a Lobbying Code of Conduct.

Treasury worked to progress reform of the architecture underpinning Commonwealth-State financial arrangements. Directions were agreed at the March 2008 COAG meeting, including modernising payments for specific purposes and developing National Partnership payments to drive national reform.

Agencies were also active in strengthening other elements of governance. In implementing the Government’s new approach to more transparent and merit-based selection processes for senior APS positions, for example, the Commission introduced new arrangements for senior appointments in the APS, including issuing guidelines for the new process. The publication, Merit and Transparency: Merit-Based Selection of APS Agency Heads and Statutory Office Holders, was released to assist agencies understand the new policy and how it works in practice.

DoHA continued to play a key role in the development of the national registration and accreditation scheme for health professionals, culminating in agreement by COAG to implement the national scheme by 1 July 2010.

DHS successfully progressed current activities that address fraud and non-compliance to effectively target strategic risks for health and social welfare payments.

Infrastructure initiated and organised the first national summit devoted to motorcycle and scooter safety issues, and through the Australian Transport Safety Bureau (ATSB) has adopted the Code of the International Standards and Recommended Practices for a Safety Investigation into a Marine Casualty or Marine Incident, which is a major advancement in the interests of safety for the world maritime industry.

RET strengthened Australia-Timor petroleum governance in 2007–08 by working with the Timor-Leste Government to strengthen the skills and governance systems of the Timor Sea Designated Authority. The work of the Capacity Building Team provided a solid foundation which will assist the Timorese National Petroleum Authority to become a benchmark for other Timor-Leste Government organisations.

Australia’s security and prosperity in a rapidly changing region and world

Measures to enhance security, counter-terrorism, and international cooperation were major activities for agencies in 2007–08.

AGD implemented a system to process background checks (AusCheck). This has increased the speed of background checks and is underpinned by the ability of the system to transfer data automatically between the checking partners.

AGD coordinated the Australian Government’s Security support for the APEC Leaders’ Meeting in conjunction with the State and Territory police; this combined effort resulting in an incident-free APEC event.

Customs developed the SmartGate automated border processing solution, as existing border processing methods were no longer able to provide the capacity to process the increased arrivals for eligible travellers.

Defence supported the continued high operational tempo of the Australian Defence Force (ADF) by collaborating internationally, and by actively engaging with stakeholders to progress important initiatives to enhance interoperability, capability development and information sharing.

DFAT continued to enhance key partnerships, including strengthening the alliance with the USA. Engagement with Japan was strengthened. DFAT also led efforts to engage more deeply with China, Indonesia and India on a range of issues. Governance in the region was a key priority and DFAT continued to work to strengthen governance and accountability in PNG under the Strongim Gavman Program.

A flexible, efficient and responsive public service

Machinery of government changes resulted in the establishment of a number of new agencies and the re-alignment of operations in several existing agencies. These changes were implemented smoothly and the transition to the new government was seamless. Agencies also had to adjust to new budgetary measures, which affected the APS from 1 March 2008. During the year, the APS has implemented a range of programmes designed to extend and increase the responsiveness, efficiency and flexibility of the public service.

The Commission released downsizing principles and the Commission established the Career Transition and Support Centre to assist agencies manage staff redundancies resulting from budgetary measures and to ensure retention of experienced public servants and those with specialist skills. The Commission also upgraded the APSjobs website in order to modernise and improve recruitment across the APS.

ATO developed a workforce plan incorporating leading edge succession planning and an integrated skilling curriculum, which will help to create a sustainable workforce for the future.

DBCDE introduced a wide range of initiatives to improve communications and has increased substantially investment in people through formal leadership, learning and training programmes.

Defence has enhanced its governance framework and developed a new business model to ensure that accountabilities are clearly defined and devolved to the lowest appropriate level.

Finance commenced implementing the Government’s reform agenda in a professional and efficient manner and enhanced the quality, transparency and consistency of Budget reporting aligned to Operation Sunlight and the Murray Review.

Conclusion

I am very pleased to be able to conclude this year’s State of the Service report with an overview of the achievements of MAC agencies. These achievements provide a sound understanding of the scope and complexity of the work that agencies have undertaken and demonstrate the interconnectedness of the APS. They also demonstrate the flexibility of the APS and its capacity to move quickly to meet the needs of a new government.

To address the long-term priorities set by the Government, it is imperative that we continue to build our capacity to work strategically, collaboratively and resourcefully today and into the future.

Management Advisory Committee agencies’ key achievements, 2007–08

Theme: The productivity agenda and the Australian economy

Australian Bureau of Statistics

Unveiled the Children and Youth Statistical Portal on 8 October 2007, an online service that improves access to statistical information about Australia’s children. The Children and Youth Statistical Portal is both a source of information and a collaborative forum for researchers. Other agencies contributed to the portal, including Medicare, the Australian Drug Foundation, the Australian Transport Safety Bureau (ATSB), the Australian Institute of Criminology, the Australian Research Centre in Sex, Health and Society and the Telethon Institute for Child Health Research.

Successfully launched the 2006 Census results, primarily via the internet, and for the first time provided immediate access to results. The second release occurred on 25 October 2007 and included data on labour force, hours worked, industry, occupation, journey to work, education and internal migration.

The 2006 Social Atlas series and the Socio-Economic Indexes for Areas were launched in March 2007, along with the ‘Community Profile’ series. On 13 September 2007, ABS handed over the census time capsule to the Director-General of the National Archives of Australia (NAA), which is now the custodian of this information.

Launched the Year Book Australia 2008, in February 2007. At this time the ABS released (online), a century of Australian Year Books, from the earliest edition published in 1908 to the latest 2008 edition.

Australian Public Service Commission

Gained accreditation as a registered training organisation (RTO) in May 2008. The Commission formally commenced operations as an RTO on 1 July 2008, initially offering recognition services for the Certificate IV in Government and the Diploma of Government from the Public Sector Training Package. In the longer-term, nationally recognised training and a range of qualifications will be offered to meet the needs of the APS.

Education, Employment and Workplace Relations

Prepared the ‘Transition to Forward with Fairness Bill’, which was the first piece of legislation brought before Parliament by the new government. The legislation assisted in establishing the Forward with Fairness principles of fairness and flexibility and created a simpler system for Australian businesses. DEEWR developed the underlying policy and legal provisions for the Bill that prevented the establishment of any new Australian Workplace Agreements (AWAs), replaced the ‘fairness’ test with a no-disadvantage test ensuring that employees’ overall terms and conditions of employment were not reduced, and enabled the award modernisation process to commence.

In alignment with the workplace relations legislation, the Australian Government Employment Bargaining Framework (AGEBF) and the Supporting Guidance were also developed, setting out the workplace relations policies applicable to both APS and non-APS agencies. In consultation with the Community and Public Sector Union (CPSU), DEEWR developed the AGEBF, and it was implemented on 29 February 2008. It ensured fairness and flexibility, promoted productivity, provided for collective agreements, negotiated at the individual agency level to become the principal means of setting terms and conditions of employment for non-SES level employees, and enshrined accountability for compliance with the AGEBF on the part of individual agencies.

Formed a governance committee which is overseeing the implementation of around 75 key initiatives. Achievements include: implementing initiatives to strengthen early childhood education and care; rolling out the first phases of the computers in schools program; providing additional training places under Skilling Australia; creating a universal safety net of 10 National Employment Standards to underpin collective bargaining; and making significant progress towards the harmonisation of occupational health and safety laws in Australia.

Established a Strategic Policy Group to provide an enhanced policy scope that spans the lifecycle, from early childhood, through education and into employment and reskilling in adulthood. To proactively identify and take forward the opportunities that come with the integrated agenda, DEEWR quickly put in place structures that capture ideas and thinking in the broader policy context. A taskforce was established to coordinate our significant input to the COAG agenda. This taskforce has played a critical role in supporting the Deputy Prime Minister directly in her role as chair of the COAG Working Group on the Productivity Agenda.

Commenced a review of the current Employment Service System in July 2007, including the Job Network and Disability Employment Network (DEN). By the end of February 2008, 260 submissions had been received from stakeholders, detailing their suggestions. These submissions were analysed in early March 2008, forming the basis for detailed advice submitted to the Government later that month. Following the Government’s consideration, DEEWR prepared a discussion paper, issued on 16 May 2008, seeking feedback on this advice. Over 190 stakeholders had commented on the paper by 12 June 2008, and their comments initiated the process of designing the policy behind the new system. Taking account of stakeholder feedback, the proposed new system is substantially different to existing arrangements, providing more assistance to highly-disadvantaged job seekers, a stronger focus on skills acquisition and training, and greater incentives for meeting employer demand; it is also a more flexible and efficient system that will reduce waste and enable providers to tailor solutions to individual job seekers.

Innovation, Industry, Science and Research

Progressed Australia’s bid to host the world’s largest and most powerful telescope, the $2 billion Square Kilometre Array (SKA). Achievements in relation to the SKA for 2007–08 included Australia hosting the inaugural international SKA Forum in Perth in April 2008. The second SKA Forum will be held in South Africa in 2009 and a site decision is expected in 2012.

To revitalise Australia’s Public Research Sector, various reviews were commenced during 2007–08. These included the Review of the National Innovation System; the Cooperative Research Centres Review; the Automotive Industry Review; and the Textile, Clothing and Footwear Review.

Established an Australian Research Council (ARC) Advisory Council comprising individuals with backgrounds encompassing academia and/or industry to represent a broad cross section of research disciplines.

Resources, Energy and Tourism

Managed and supported growth in the fastest-growing tourism markets, notably China, particularly through the leadership of the China Approved Destination Status Scheme. This was achieved through the compliance regime and inbound tour operator education and training.

Treasury

Contributed to Australia’s hosting of APEC in 2007. In particular, improved the effectiveness of the APEC Finance Ministers’ process by encouraging effective policy setting and reforming the process by strengthening the link between the Finance Ministers’ and Economic Leaders’ Meetings.

Agriculture, Fisheries and Forestry

Achieved some important wins in market access that will provide new and improved opportunities for Australian exporters. Achievements in recent months have included: successful efforts to maintain access for the $200 million in grain exports to Thailand following changes to plant quarantine regulations; maintenance of the $1.2 billion market in beef following new testing requirements introduced by the USA; reopening of trade in live animals to Libya and Egypt and signing of a MOU with Qatar to ensure that animals are unloaded on arrival; and new or improved conditions for trade in stone fruit to Canada, citrus fruit to Taiwan and Japan, mangoes to Malaysia, and cherries to the USA, providing significant new export opportunities for the horticultural sector.

Australian Taxation Office

Developed new ways to engage taxpayers. A year ago ATO revitalised the Small Business Assistance Program, with a more personalised approach and closer working arrangements with industry bodies and others. So far, it has provided direct help with tax and superannuation to around 60,000 businesses, including more than 5,600 assistance visits to new and emerging businesses. The program also features online services and support tools such as the business portal, self-help calculators and free recordkeeping tools.

Similarly, ATO has focused on better engagement with large businesses. Following on from its Forward Compliance Arrangement initiative introduced in 2006, ATO continued to work with large corporates to codesign a set of options to enable them to better manage their tax risks. In May 2008, ATO launched its Annual Compliance Arrangement (ACA) initiative, which goes a long way down the path of ‘no surprises’. ACAs offer a practical approach to move away from an adversarial relationship to a more constructive one underpinned by collaboration, trust and openness.

Enhanced e-tax capability with the latest e-tax pre-filling initiative that transfers data held by banks and government agencies directly into e-tax, thereby reducing taxpayer burden. ATO has also increased its sophistication in data-matching activities. Over two million individual taxpayers are expected to use this popular electronic lodgement system for their 2007–08 tax returns, ensuring fast tax refunds.

Finance

Successful and smooth delivery in 2008 of the Government’s first Budget. Due to the timing of the election in 2007, the 2008–09 Budget needed to be developed and implemented within a compressed time frame. A new Budget process framework was established that embeds mechanisms to ensure there is clear strategic guidance for the Budget process, greater scrutiny of all expenditure decisions, a strong commitment to programme evaluation and reviews, and enhanced Budget documentation.

Foreign Affairs and Trade

Contributed to economic growth by continuing to promote market access for Australian goods and services and the maintenance of the global rules-based trading system. DFAT led efforts to pursue a successful outcome to the World Trade Organisation (WTO) Doha (Qatar) Round, including through the Cairns Group. DFAT also continued to negotiate free trade agreements to open markets for Australian business and investment, and to reduce trade barriers with China, Japan and the Association of Southeast Asian Nations (ASEAN). In May 2008, DFAT finalised Free Trade Agreement (FTA) negotiations with Chile on a high-quality agreement covering goods, services and investment which will deliver new trade and investment opportunities to Australia. In addition, DFAT commenced: a joint feasibility study with Indonesia on the merits of a bilateral FTA in August 2007; commenced a joint feasibility study with Indian officials on an Australia-India FTA in April 2008; and supported a joint non-government feasibility study into an Australia-Republic of Korea FTA, which was released in April 2008. DFAT also strengthened dialogue with the USA on a range of trade issues by building on the Australian-United States Free Trade Agreement (AUSFTA) and announcing that future discussion on trade issues would occur under the framework of Australia-US Ministerial Trade Talks.

Advanced global interests by supporting the Government’s deeper engagement with multilateral institutions, particularly the UN. Prior to the creation of the Department of Climate Change (DCC), DFAT led efforts to address climate change and coordinate whole of government policy on climate change, including coordinating Australia’s participation in the meetings and conference of the parties to the United Nations Framework Convention on Climate Change (UNFCCC) at Bali. Following the transfer of responsibility for climate change negotiations to DCC, DFAT continued to support and advocate the Government’s international environmental policy, including on climate change, biodiversity, biosafety, whaling and forests. DFAT contributed significantly to Australia’s role as host of APEC, which culminated in the Economic Leaders’ Meeting in Sydney in September 2007. DFAT also continued to advocate free trade, regional economic integration and commitment to address international issues such as climate change and human security within APEC. DFAT’s efforts helped secure an invitation for the Prime Minister to attend the G8 Outreach Summit in July 2008, a first for an Australian Prime Minister.

Immigration and Citizenship

Successfully delivered the largest ever skilled migration programme. The 2007–08 Migration Program is on track to deliver very close to the planning level of 158,800 places. This includes a Skill Stream of some 108,500 places (the largest ever) and follows DIAC’s positive response to an increase of 6,000 places in February 2008 to address ongoing skill shortages. The 2007–08 Program is likely to deliver 11,000 more skill stream places than in 2006–07 with the bulk of this increase in the employer-sponsored, demand-driven categories. Planning has commenced on the implementation of the 2008–09 Migration Program which will increase to a total of 190,300—a skill stream of 133,500 places (an increase of 31,000 places from the initial 2007–08 planning level of 102,500) and a Family Stream of 56,500 (an increase of 6,500 places). The programme has been formulated in response to ongoing labour market needs and in recognition that the large increases in skilled migration are unsustainable without some corresponding increase in family migration.

Delivered fully its programme of 13,000 visa grants under the Humanitarian Program in 2007–08. Australia continues to be one of the top three resettlement countries in the world along with the USA and Canada. Humanitarian entrants have been drawn from three main regions (Africa, 30%, the Middle East, 35% and Asia, 35%), in line with the priorities of the UN High Commissioner for Refugees and in consultation with the Australian community and government agencies. The main nationalities of persons granted humanitarian visas in 2007–08 were Burmese, Iraqi, Afghan and Sudanese. Australia continued to work closely with international partners to find durable solutions to protracted situations such as the Burmese refugees in Thailand and the Bhutanese refugees in Nepal. DIAC administers assistance to help humanitarian entrants settle in Australia and participate equitably in social and economic life.

Implemented a range of new measures to improve support for newly arrived humanitarian entrants, including additional assistance with rental, utilities and public transport costs in the first month after arrival, incentives for interpreters in new and emerging languages and community grants to support sustainable settlement in regional areas. Settlement services focus on building self-reliance, developing English language skills and fostering links with mainstream services.

Implemented the new government’s policy commitments, including cessation of the ‘Pacific Strategy’ and Temporary Protection visas. DIAC moved rapidly to dismantle the ‘Pacific Strategy’ and close the offshore processing centres in Nauru and Manus Province, PNG. The cases of the remaining 89 residents of Nauru offshore processing centre were resolved quickly, with the last group of refugees departing Nauru for resettlement in Australia on 8 February 2008. On 31 March 2008, the International Organisation for Migration (IOM), which operated the centres in Nauru and PNG, closed the centres, returned the sites and gifted assets to the respective host governments. Closure of the centres formally ended the ‘Pacific Strategy’. DIAC is currently amending the legislation so that in future all people found to be owed Australia’s protection under the Refugees Convention will be granted a Permanent Protection visa. Current and former Temporary Protection visa holders still in Australia will have access to a permanent Resolution of Status visa.

Infrastructure, Transport, Regional Development and Local Government

Assisted the Government in developing a National Aviation Policy Statement/White Paper to guide the industry’s growth over the next decade and beyond. The policy development process commenced with the release of an Issues Paper outlining a range of challenges facing the Australian aviation industry as a basis for public consultation. Based on the feedback received from the Issues Paper, Infrastructure developed a Green Paper outlining possible policy directions, settings and reforms for the Australian aviation industry. The Green Paper will be released by the end of 2008 and another opportunity for public comment will be provided. The policy development process will result in the release of a National Aviation Policy Statement or White Paper in mid-2009 addressing each of the short-, medium- and long-term challenges identified.

Prime Minister and Cabinet

Supported the Government in formulating and delivering its first Budget on a schedule accelerated by the election. PM&C adapted and improved existing processes to meet the new government’s requirements and worked closely with Treasury, Finance and line agencies throughout the Budget process. All PM&C policy divisions provided extensive briefing on Budget matters, often within tight time frames.

Treasury

Continued to work towards meeting the core outcomes of a sound macroeconomic environment—effective government spending arrangements, effective taxation and retirement income arrangements and well- functioning markets. Treasury has assisted government with the implementation of election commitments, for example, its involvement in economy-wide reforms such as the review of the tax and retirement incomes system and managing Australia’s transition to a less carbon intensive economy.

Met obligations under the Charter of Budget Honesty during the 2007 federal election, including producing a Pre-Election Economic and Fiscal Outlook (PEFO) report in conjunction with Finance and costing commitments upon request from government and opposition parties.

Assisted the Government to deliver its first Budget in May 2008 and in implementing its economic and fiscal strategy.

Theme Population sustaInabIlIty, clImate change, water and our cItIes

Climate Change

Established a mandatory corporate reporting system for greenhouse gas emissions and energy consumption and production. The National Greenhouse and Energy Reporting Act 2007 was passed in September 2007 and the first reporting period under the Act began on 1 July 2008. Large corporations are now required to report their greenhouse gas emissions and energy consumption and production on an annual basis.

Reporting by businesses is done on the Online System for Comprehensive Activity Reporting (OSCAR), a web-based portal that enables businesses to compile and report their data online. A key objective of OSCAR is to reduce the greenhouse and energy reporting burden on industry by streamlining the greenhouse and energy reporting requirements of the Australian, State and Territory Governments. This will reduce the number of reports that corporations are required to submit under the current patchwork of Australian greenhouse and energy programmes by 2009–10.

Supported a high-level ministerial delegation to the 13th United Nations Framework Convention on Climate Change (UNFCCC) Conference of the Parties in Bali, December 2007. Made a leading contribution to the significant outcomes in Bali, including providing support for the active participation in the proceedings of the Prime Minister and the Minister for Climate Change and Water. DCC also supported the development and launch of the International Forest Carbon Initiative. The Initiative supports international efforts to reduce deforestation through the UNFCCC and aims to demonstrate that reducing emissions from deforestation and forest degradation can be part of an equitable and effective international agreement on climate change. Two Partnerships have been established under the Initiative. DCC established the Papua New Guinea-Australia Forest Carbon Partnership in March 2008 and the Indonesia-Australia Forest Carbon Partnership in June 2008 to assist both nations in reducing emissions from deforestation and forest degradation.

Established the National Climate Change Adaptation Research Facility (NCCARF) at Griffith University earlier this year. Over the next five years, $20 million will be provided to NCCARF to fund its core functions. Up to an additional $30 million will be made available to fund priority research identified by NCCARF; this will be carried out by researchers from around Australia best placed to do the work. NCCARF is one of only a few research institutions around the world focusing specifically on how we adapt to the physical impacts of climate change and climate variability.

Led the drafting of the Government’s Green Paper on Australia’s Carbon Pollution Reduction Scheme. The Green Paper outlined the Government’s approach to the design of a national emissions trading scheme. It identifies the key design decisions that are required, discusses alternative approaches to dealing with the key questions to be resolved and indicates preferences among options. The Green Paper was the culmination of extensive consultation with industry, community groups and other stakeholders over the past year. Consultation with other Australian Government agencies was also undertaken to ensure that the Green Paper reflected a whole of government approach. Following the release of the Green Paper on 16 July 2008, detailed consultations on the final design of the scheme commenced. The intention is to release a White Paper incorporating these decisions along with exposure draft legislation by the end of 2008.

Customs

Achieved effective deterrence in the area of illegal foreign fishing, thereby consolidating on the gains made in 2006–07.

Environment, Water, Heritage and the Arts

Began operation of flights to Antarctica during the 2007–08 austral summer season. A total of 13 flights were conducted using a specifically modified Airbus A319 aircraft. The Antarctic Airlink is an invaluable service allowing staff and researchers—both Australian and international—to travel to Antarctica from Australia by air in about four hours, rather than up to two weeks by sea.

The Water Act 2007 commenced on 3 March 2008 and supports the implementation of many of the elements of the National Water Initiative (NWI), including: establishment of a water market and trading scheme for the Murray-Darling Basin (MDB); best practice water pricing; working with all parties in the Basin to ensure a balance is kept between all water users, including water to sustain wetlands and the health of river systems; and keeping up-to-date records of water availability and use.

Launched three Solar Cities during the year in Blacktown, Adelaide and Alice Springs. The expanded $93.8 million Solar Cities Program is an innovative programme designed to demonstrate how solar power, smart meters, energy efficiency and new approaches to electricity pricing can combine to provide a sustainable energy future in urban locations throughout Australia. It is a partnership approach that involves all levels of government, the private sector and the local community.

Added 19 places to the National Heritage List. As of 30 June 2008, there were 78 places on the list with every state and heritage environment represented.

Immigration and Citizenship

Implemented an integrated programme of awareness and testing across Australia and overseas for the new Australian citizenship test, which commenced on 1 October 2007. Tests are administered by departmental officers in every DIAC office in Australia, at DIAC posts overseas, and in 30 Medicare Australia and four Centrelink offices around regional Australia. Test outcomes between 1 October 2007 and 31 March 2008 show that 25,067 clients sat a citizenship test and 23,781 of these clients (or 94.9%) passed the test on their first or subsequent attempt.

DIAC is providing secretariat assistance to the independent citizenship test review, which is being chaired by Mr Richard Woolcott AC. The review committee is examining all aspects of the content and operation of the test, the experiences of applicants, the impact on citizenship applications and any other related issues. The Government is confident that the citizenship test can play a valuable role in encouraging people to find out more about Australia and to understand the responsibilities and privileges which being an Australian citizen brings. The committee is yet to report.

Prime Minister and Cabinet

Played a key role in the delivery of APEC Leaders’ Week which culminated in the APEC Economic Leaders’ Meeting (AELM) held in Sydney on 8 and 9 September 2007. The APEC Australia 2007 Taskforce developed, implemented and delivered comprehensive security, logistical and organisational arrangements in consultation with other agencies and the NSW Government. In the lead-up to APEC Leaders’ Week PM&C worked with other agencies to develop key policy outcomes and objectives for Australia and its leaders. Australia’s hosting of APEC 2007 and AELM reaffirmed APEC’s position as the premier regional forum and produced three important statements:

Around APEC Leaders’ Week in Australia PM&C supported Guest of Government visits that strengthened bilateral relations and promoted cooperation on the key issues of climate change and energy security.

Resources, Energy and Tourism

Established the most comprehensive legal and regulatory framework for offshore storage of greenhouse gases in the world. (Carbon Dioxide Capture and Storage Legislation). The ‘Offshore Petroleum Amendment (Greenhouse Gas Storage) Bill 2008’ was publicly released on 17 May 2008 and subsequently introduced into Parliament on 18 June 2008. The Bill proposes a new range of offshore titles providing for the transportation by pipeline and injection and storage in geological formations of carbon dioxide and potentially other greenhouse gases. The proposed legislation deals primarily with the provision of access and property rights for greenhouse gas injection and storage activities in Commonwealth offshore waters and provides a management system for ensuring that storage is safe and secure, while balancing the rights of this new industry with the petroleum industry in a manner that encourages investment in both industries.

Led the implementation of a number of Ministerial Council on Energy milestones. These include the finalisation of the new national regulatory regime for gas pipelines contained in the National Gas Law and Rules, and the commitment to a national roll out of electricity smart meters. RET has implemented and overseen the selection process for the board of the Australian Energy Market Operator, and secured agreement that this body will be jointly owned by the energy industry and government.

Agriculture, Fisheries and Forestry

Continued drought assistance to support rural families and their farming businesses hit during 2007–08, by the worst drought in more than 100 years. Over 23,000 families continue to access Exceptional Circumstances income support and more than 53,000 applications for Exceptional Circumstances Interest Rate Subsidies have been approved since 2001. A total of $2.6 billion has been provided to farmers since 2001. Commenced a national review of drought policy, the review consisting of three separate investigations of the economic and social aspects of drought and drought support, as well as a climatic assessment by the Bureau of Meteorology (BoM) and the CSIRO. It will draw upon previous studies undertaken by the Australian Bureau of Agricultural and Resource Economics (ABARE) and the Bureau of Rural Sciences (BRS).

Continued to implement measures to assist the agricultural industry, and irrigators in particular, to respond to the current drought, prospective reduced water availability under climate change scenarios and the national water reform agenda. During the year, more than 7,700 grants of up to $20,000 have been provided to irrigators in the Murray-Darling Basin (MDB) to facilitate improvements in water efficiency—more than $142 million has been expended. $7.5 million has supported more than 3,700 farmers, growers and service providers in the MDB in managing low water allocations. In addition, DAFF has undertaken economic and biophysical work to support sound policy development. A survey done by ABARE provides a deeper understanding of the economic characteristics of irrigators, analyses the effects of water trading in the MDB and the impacts of reduced water availability. BRS also completed aerial surveys of the geology and groundwaters of the central River Murray Corridor revealing new knowledge about the location and quantities of groundwater, salt, and the interactions between surface activities and groundwater.

Provided advice on and implemented the Government’s reforms to the single wheat desk. The new arrangements increase competition in the export marketing of bulk wheat by allowing more marketers to participate in the bulk export sector. A new statutory body, Wheat Exports Australia (WEA), was established to formulate and administer a new wheat export accreditation scheme and to monitor and enforce wheat export arrangements to protect the interests of growers and other industry participants.

Centrelink

Delivered drought assistance to drought devastated areas of Australia. Many areas of Australia remain drought-declared and the social consequences of the drought continue to deepen. The Drought Bus initiative has been very effective in breaking down barriers, as many farmers were previously reticent to contact Centrelink and seek help. A large proportion of the 13,000 customers assisted through the buses are new to Centrelink. In November 2007, Centrelink received the Prime Minister’s Gold Award for the Drought Bus initiative. The effects of the drought have been particularly stark in the Murray-Darling Basin (MDB) where the water crisis has reached a critical point and communities have come under increasing pressure. In the 2007–08 Budget, Centrelink received funding for two years to support farmers in the MDB hardest hit by the drought. This has funded an MDB hotline, additional Rural Service Officers, social workers and psychologists and the establishment of a new service delivery coordination unit in Griffith, NSW to build community resilience and take a whole of government approach to service delivery.

Led the delivery of government assistance to Australians impacted by equine influenza. Centrelink held a number of special information sessions in affected areas to help industry workers access equine influenza assistance payments.

Human Services

Conducted the Drought Assistance Campaign in September and October 2007, in conjunction with Centrelink and with advice from DAFF. The campaign used television, radio and press advertising to inform farmers and small businesses that depend on the agricultural sector of the government assistance available to them. The Southern Murray-Darling Basin Campaign provided information about Australian Government drought support programmes to irrigators affected by reduced water allocations.

Theme: Improving the health of Australians and strengthening communities, supporting families and social inclusion

Prime Minister and Cabinet

Provided organisational, logistical and secretariat support for the Australia 2020 Summit, which was held at Parliament House over the weekend of the 19 and 20 April 2008. The Australia 2020 Summit was the largest genuine community consultative forum held in Australia to date, involving 1,000 participants from around Australia. A preceding series of events, and a public submissions process, gave thousands more people the chance to debate, discuss, and put forward their ideas and aspirations for the nation. The Australia 2020 Summit achieved its key objective of harnessing ideas from across the nation, and produced several hundred policy options, ambitions and themes for consideration by the Government. More than 200 volunteers, drawn from across the APS, attended the Summit to assist with recording the discussions, escorting participants and invited guests, managing participant registration, and media liaison.

Families, Housing, Community Services and Indigenous Affairs

Developed significant reforms and major projects in the areas of disability, mental health and autism. Began implementation of the ‘Helping Children with Autism’ package, which aims to provide support and services for children with autism spectrum disorders. This is the first national initiative to help families deal with this disorder and is a major breakthrough in support for children and their families. Implemented mental health initiatives under the COAG National Action Plan on Mental Health 2006–11: Personal Helpers and Mentors (48 new services); Mental Health Respites (56 new services); and Mental Health Community Based (36 new services). These programmes work at different levels to include and support people affected by mental illness within the community and link them to appropriate care and support. This involved collaboration with State and Territory Governments to coordinate and integrate delivery with State services.

Played a key role in negotiating with State and Territory Governments to match the Commonwealth’s $900 million in funding from the Disability Assistance Package. Funding of $1.8 billion will provide more in-home support; supported accommodation; individual support packages; and respite places. The Commonwealth also provided $100 million in capital funding to the States to establish new supported accommodation facilities. This $1.9 billion is the single biggest injection of funding for disability services since the commencement of the Commonwealth State/Territory Disability Agreement (CSTDA).

Health and Ageing

Introduced new funding arrangements for residential aged care on 20 March 2008. The funding arrangements affected both subsidies paid by the Commonwealth and fees and charges paid by residents. DoHA worked closely with an industry reference group and conducted a broad range of communication activities to support implementation. Other changes included combining the Concessional Resident Supplement and Pensioner Supplement into a single asset-tested Accommodation Supplement simplifying and making fairer the arrangements governing Accommodation Charges.

Worked with a number of community, clinical and government stakeholders to develop a national plan to boost the number of life saving organ transplants for Australians. This included in 2007 providing secretariat services and support to the National Clinical Taskforce on Organ and Tissue Donation which presented its final report to the Government in February 2008. The reforms will introduce a nationally consistent and coordinated approach to organ and tissue donation for transplantation under the direction of an independent national authority. A comprehensive evidence-based proposal on reform was prepared for the Government’s consideration.

Worked on a comprehensive Pharmaceutical Benefits Scheme (PBS) Reform package. Streamlined authority arrangements commenced on 1 July 2007 to reduce the administrative burden on prescribers and allow them to spend more time with patients by removing the need to contact Medicare Australia before prescribing. DoHA also introduced new price disclosure arrangements. Over time these arrangements will ensure that the price the Government pays for multiple brand medicine more closely reflects the price at which they are sold to pharmacies. PBS Reform also included incentives for pharmacy and software vendors to process PBS claims online. This has enabled the PBS Online programme to be implemented successfully in approximately 95% (over 4,950) pharmacies nationwide.

Veterans’ Affairs

Introduced streamlined arrangements with 190 private medical day procedure centres around Australia. This has resulted in veterans having improved access to surgical facilities. In recognition of the need to cut red tape wherever possible, DVA has simplified the process for medical and allied health professionals to register as a DVA provider. DVA has also introduced paperless online claiming for providers. In 2007–08, DVA launched the At Ease mental health awareness and information materials, including a new website for the veteran and defence force communities to access. In May 2008, the Veterans and Veterans Families Counselling Service commenced a national Stepping Out programme to better support Australian Defence Force (ADF) members and their families during the transition to civilian life. Veterans and veterans family counselling remains a vital service area, providing almost 11,000 counselling intake sessions for the year.

DVA continues to enjoy great success from its MATES program which provides information to patients, doctors and pharmacists to help improve veterans’ use of medicines and reduce the risk of adverse affects from multiple medications. In May 2008, DVA and its partner, the University of South Australia, were recognised with the Quality Use of Medicines Award from the National Prescribing Service.

Centrelink

Provided disaster recovery assistance in January and February 2008, by distributing the Australian Government Disaster Recovery Payment that was activated for the floods that devastated the Mackay, Whitsunday and Central Queensland regions. More than 8,000 claims have been granted and $9.5 million has been paid to those affected. The response to this crisis situation highlights Centrelink’s ability to take a more flexible approach to service delivery to ensure that assistance gets to those who need it.

Families, Housing, Community Services and Indigenous Affairs

Implemented the most significant reforms to the Child Support Scheme, since it began in 1988. The reforms were rolled out in three stages between July 2006 and July 2008. Stage Three, which commenced on 1 July 2008, introduced most of the changes, including a new administrative formula for calculating child support (and associated changes to Family Tax Benefits). The changes affect almost all 1.5 million parents and 1.1 million children in the Scheme.

With the best interests of children as paramount, the Reforms bring the Scheme up-to-date with contemporary socio-economic conditions and attitudes. The changes better reflect the costs of raising children in Australia, balance the interests of both parents, support shared parental responsibility, and improve compliance with child support obligations.

The implementation was underpinned by a rigorous project management approach, a clear governance framework to manage the significant legislative and ICT change, and a major communication campaign across multiple Australian Government agencies. This enabled the active management of milestones and risks and resulted in each stage of the reforms being implemented smoothly, on time and on budget.

Veterans’ Affairs

Continued to reduce the time taken to process compensation claims, for example: significantly reduced the number of claims outstanding for more than a year, including a decrease in Veterans’ Entitlement Act 1986 (VEA) processing times; Military, Rehabilitation and Compensation Act 2004 (MRCA) is down from 9% to 2% and Safety Rehabilitation and Compensation Act 1988 (SRCA) is down from 10% to 1%. Finalised all F-111 Deseal/Reseal claims on hand; delivered the majority of ex gratia payments for former Prisoners of War (Europe); and finalised most claims for health treatment for Australian participants in the British Nuclear Test Program.

Implemented new MRCA/SRCA assessment processes to ensure rehabilitation is properly considered for serving or former members, along with their medical treatment and compensation needs.

Assisted 1,300 policy holders affected by storms in NSW and Queensland. An important focus was a review of operations to ensure Defence Service Home Insurance (DSHI) can sustain quality services and flexible insurance products. Internal business changes commenced in June 2008, and DVA’s objective is to ensure these changes do not negatively affect the services received by DVA clients.

Supported another successful round of services at Gallipoli, ANZAC Day 2008, that was marked by a special ANZAC Day Dawn Service for the 90th anniversary of the battle of Villers-Bretonneux in France. Just after ANZAC Day, DVA dedicated the Australian Light Horse Memorial at the Park of the Australian Soldier at Be’er-Sheva, Israel. DVA supported a range of national events for the 40th anniversary of the Battles of Coral and Balmoral during the Vietnam War throughout May 2008. The Office of Australian War Graves completed extensions to the Gardens of Remembrance in Sydney, Hobart and Launceston, DVA implemented the Overseas Privately Constructed Memorials Restoration Program to support work on non-official memorials, completed the Parit Sulong memorial in Malaysia and commenced work to rebuild the Australian Corps Memorial at Le Hamel in France.

Theme: Indigenous Australia

Australian Public Service Commission

Continued to foster Aboriginal and Torres Strait Islander employment in both mainstream and Indigenous-specific areas in the APS. Held the first National Indigenous Employees Conference, to identify areas for future actions, which was attended by 140 delegates from 50 Commonwealth agencies. The initiative was aimed at continuing the growth of Indigenous employees that occurred over 2007–08. A mentoring programme for Indigenous Coordination Centre (ICC) managers was also established. An evaluation of the APS employment and capability strategy for Aboriginal and Torres Strait Islander employees, implemented in 2005, showed significant and measurable progress toward meeting strategic objectives. A continuation of the strategy until 30 June 2009 will enable those achievements to be further consolidated and built on.

Centrelink

Took part in the Northern Territory Emergency Response (NTER) measures. Centrelink played a major role in the measures, which included child health checks, deploying police and government business managers, banning alcohol and pornography, cleaning up communities, introducing an income management regime and changing participation requirements for income support recipients. Income management was successfully rolled out in prescribed communities, town camps and related outstations in the NT well in advance of the target date of June 2008.

Families, Housing, Community Services and Indigenous Affairs

Played a pivotal role to ensure the success of the proceedings and celebrations around the historic Motion of Apology to Australia’s Indigenous Peoples introduced by the Prime Minister on 13 February 2008 and unanimously supported by the House of Representatives. The National Apology was a major step forward in Australia’s journey of reconciliation and was made on behalf of the Government for the policies of past governments which forcibly separated Indigenous children from their families and communities. FaHCSIA was instrumental in bringing 130 members of the Stolen Generations to Canberra to witness the apology in Parliament, as well as 24 carers and 10 counsellors. Over 300 members of the Stolen Generations and other VIPs witnessed this historic occasion from the Chamber of the Parliament. Many thousands tuned in to the live broadcast to be a part of this historic occasion. Hundreds watched from the Great Hall in Parliament House and thousands watched on the big screen on the lawns in front of Parliament House, where celebrations continued through the day.

FaHCSIA also took a lead role in organising and implementing the very successful and historic ‘Welcome to Country’ at the opening of the 42nd Parliament. For the first time the Parliament officially recognised the traditional owners of the lands on which the Parliament meets and the associated performance and presentation resulted in a memorable and successful event.

Led coordination and the establishment of the Northern Territory Emergency Response (NTER) Taskforce Operations Centre, with representatives across agencies to coordinate the on-the-ground roll out of all measures and to engage and work closely with communities. NTER is a major whole of government initiative involving six Australian Government portfolios which are working in conjunction with the NT Government to address issues of child abuse, safety and stability in Indigenous communities. A local presence has been created through 51 NT Government Business Managers (GBMs) servicing 72 remote communities, supported by the network of Indigenous Coordination Centres (ICCs) in the NT.

Significant progress made with NTER measures has included additional policing, over 10,000 child health checks, income management of income support recipients, licensing and improved functioning of community stores and the translation of over 1,300 Community Development Employment positions involved in government service delivery into regular jobs. An independent review of NTER after its first 12 months is now underway.

Health and Ageing

Managed the implementation of the Improving Child and Family Health measure under the whole of government NTER. As of 26 June 2008 health checks were delivered to 8,963 Indigenous children under 16 years of age in remote communities in the NT. Commencement of required follow-up services resulting from the child health checks include implementation of a package of measures to assist Indigenous people dealing with the effects of alcohol withdrawal after the introduction of the alcohol bans and implementation of a new outreach model to support children and families suffering from the effects of abuse and trauma.

Human Services

Focused on coordinating and improving the effectiveness of services for Indigenous Australians to tackle social dysfunction in Indigenous communities. DHS focused on implementing a wide range of NTER measures initially aimed at protecting Aboriginal children in the NT from abuse and over the longer-term, at establishing a better standard of living and improved opportunities by improving health, education, employment and welfare services.

Prime Minister and Cabinet

Provided briefing and advice to the Prime Minister and his office on matters relating to the apology to members of the Stolen Generations, delivered in the Australian Parliament on 13 February 2008. Following the Prime Minister’s apology, responded to, or prepared, draft replies for over 150 items of correspondence from organisations and individuals who wrote to the Prime Minister on this issue.

Theme: Australian governance

Australian Bureau of Statistics

Celebrated ten years of successfully monitoring and reducing the reporting burden on businesses. The Statistical Clearing House (SCH) is responsible for reviewing surveys involving 50 or more businesses conducted by or on behalf of Australian Government departments and agencies. The primary purpose of the SCH is to reduce the burden of Australian Government surveys on businesses by ensuring such surveys do not duplicate existing collections and are of sufficient quality to warrant the burden imposed.

Australian Taxation Office

Continued to sustain Australia’s strong culture of voluntary compliance. Revenue collections of $279.9 billion were $9.8 billion above Budget forecasts. In collecting this money ATO also made very substantial payments of almost $75.5 billion. These payments include income tax refunds, GST input tax credits and $9.3 billion in excise grants and social benefits.

ATO’s work with other Commonwealth agencies and overseas tax administrations is enhancing its capacity to detect those attempting to conceal their taxable income and assets by hiding them in tax havens. ATO’s work on ensuring compliance with Australia’s superannuation law underpins the ongoing strong growth in retirement savings, with around $60 billion in employer contributions being paid into superannuation.

Focused on the development of seamless policies, strategies and delivery, in particular through significant work on tax and superannuation issues which led to comprehensive briefings and a smooth transition for the new government. ATO’s work on the First Home Savers Accounts proposal and the new Education Tax Refund has led to simpler administrative arrangements. For the First Home Savers Accounts proposal, this includes potential savings for account providers, software developers and first home savers; and for the Education Tax Refund, for parents of school children. In addition, there is increased awareness of wider eligibility rules for fuel credits. ATO stewardship of the Australian Business Register (ABR) has seen it expand as the main identifier for Australian businesses, providing the framework for whole of government initiatives such as Standard Business Reporting (SBR).

Finance

Supported services during the 2007 election period and successfully completed the Mid-Year Economic and Fiscal Outlook (MYEFO), Pre-Election Economic and Fiscal Outlook (PEFO) in accordance with the Charter of Budget Honesty Act 1998. During the 2007 election campaign, Finance provided assistance to the then Prime Minister, the Leader of the Opposition and their traveling parties. During this time and following the outcome of the election, Finance also provided advice about entitlements and transition arrangements to new Ministers, Senators, Members and over 800 ministerial staff. The Government’s MYEFO and the PEFO were both published in October 2007. In addition, on 28 September 2007, the then Treasurer released the 2006–07 Final Budget Outcome (FBO). The FBO, MYEFO and PEFO contribute to the framework for the conduct of Government fiscal policy and seek to improve outcomes by enhancing the transparency and accountability of the Government’s finances and decision-making processes.

Completed over 180 election costings in accordance with the Charter of Budget Honesty Act 1998 and published them on the website, <http://www.electioncostings.gov.au> during the caretaker period. The costing of election commitments, of both the Government and the Opposition, is a joint responsibility undertaken with The Treasury, when requested by the Prime Minister.

Enhanced the transparency of government procurement processes by a major upgrade to AusTender, which concluded in September 2007. This was the result of over two years of design and development activities that incorporated significant consultation with agencies to align business processes and reporting needs with AusTender capability. The new AusTender features include central publication of Australian Government contracts awarded and a standard reports facility that provides quick access to contract information. All 100 agencies under the Financial Management and Accountability Act 1997 have successfully transitioned their contract reporting to AusTender during Financial Year 2007–08. Additionally, AusTender underwent a substantial programme of change in February 2008 to reflect the recent Administrative Arrangements Orders. Finance worked closely with affected agencies to implement the machinery of government changes, enabling a smooth and timely transition of agencies’ procurement processes.

Health and Ageing

Continued to play a key role in the development of the national registration and accreditation scheme for the health professions. DoHA maintained collaborative arrangements with State and Territory Governments, provided comprehensive policy advice and options for consideration by Government, and maintained effective relationships with key stakeholders representing the affected professions. This work facilitated agreement by the Council of Australian Governments (COAG) on 26 March 2008 to implement the national scheme by 1 July 2010.

Human Services

Successfully progressed, with other agencies, current activities that address fraud and non-compliance to effectively target strategic risks for health and social welfare payments. Also explored opportunities to improve the efficiency and effectiveness of existing programmes to protect taxpayer funds as part of its service delivery reform agenda. In 2007–08, the Core Department, with Finance, established a working group of officials to develop a more strategic approach to managing fraud and non-compliance, including consideration of performance measurement, integration of compliance activity and strategies to reduce overpayments.

Infrastructure, Transport, Regional Development and Local Government

Initiated and organised the first national summit devoted to motorcycle and scooter safety issues. Co-sponsored by the Department, the Federal Chamber of Automotive Industries and the ACT Department of Territory and Municipal Services, the two-day summit was held in Canberra on 10–11 April 2008. The summit developed ideas for improvements in the following areas: motorcycle crash data; effectiveness and availability of protective clothing; targeted education messages for all road users; application of best practice rider training; improved use of enforcement methods; and consideration of the needs of riders in road infrastructure design and roadside hazard detection. Work is being undertaken with the Motorcycle Safety Consultative Committee to consolidate the many ideas into a list of recommended actions.

Through the Australian Transport Safety Bureau (ATSB), drafted the ‘Code of the International Standards and Recommended Practices for a Safety Investigation into a Marine Casualty or Marine Incident’ and negotiated its content with Member States of the International Maritime Organization (IMO). The Code was adopted on 16 May 2008 and will come into effect on 1 January 2010 for the vast majority of IMO Member States as part of the International Convention on the Safety of Life at Sea. The adoption of the Code is a major advance in the interests of safety for the world maritime industry.

Prime Minister and Cabinet

Established the Register of Lobbyists and introduced the Lobbying Code of Conduct. The Standards of Ministerial Ethics released by the Prime Minister on 6 December 2007 committed the Government to the establishment of a Register of Lobbyists. The Lobbying Code of Conduct was prepared for consideration by Government and on 2 April 2008, the Cabinet Secretary released an exposure draft of the Lobbying Code of Conduct for public comment. Following consideration of submissions received in response to the exposure draft, a number of changes were made and the Code was tabled in the Senate by the Cabinet Secretary on 13 May. Lobbyists could apply for registration on the Register of Lobbyists later that day. The Code became fully operational on 1 July 2008.

Resources, Energy and Tourism

Strengthened Australia-Timor petroleum governance in 2007–08, through the Australian and Timor-Leste Governments working together to strengthen the skills and governance systems of the Timor Sea Designated Authority (TSDA) prior to TSDA’s functions transitioning to the Timorese National Petroleum Authority (NPA). TSDA regulates and administers petroleum activities in the Joint Petroleum Development Area (JPDA) on behalf of the people of Australia and Timor-Leste. On 1 July 2008, TSDA’s functions transitioned into the Timorese bureaucracy, with NPA taking responsibility for regulating JPDA on behalf of Australia and Timor-Leste. Key outcomes included: revised regulations that govern companies operating in JPDA; implementation of better practice corporate governance systems; development of a risk management strategy; and establishment of cooperative relationships between NPA and other internationally recognised government organisations. The work of the Capacity Building Team provided a solid foundation which will assist NPA to become a benchmark for other Timor-Leste Government organisations.

Treasury

Provided leadership for the reform of the architecture underpinning Commonwealth-State financial relations, which was agreed at the March 2008 COAG meeting. Treasury, for instance, developed a new model for financial relations, with priority to modernise payments for specific purposes and the development of National Partnership payments to drive national reform.

Australian Public Service Commission

Introduced new arrangements for senior appointments in the APS to implement the Government’s new approach to more transparent and merit-based selection processes for senior APS positions. The Commission also issued guidelines for the new processes and released the publication, Merit and Transparency: Merit-Based Selection of APS Agency Heads and Statutory Office Holders, to assist agencies understand the new policy and how it works in practice.

Theme: Australia’s security and prosperity in a rapidly changing region and world

Attorney-General’s

Implemented AusCheck. In its first nine months of operation, AusCheck received more than 100,000 requests for background checks for people working in the secure areas of air and seaports. Of these, 66% were processed in less than five days and 97.9% in less than 20. The speed of this service is underpinned by AusCheck’s IT system which automatically transfers data between the system and the checking partners (ASIO, CrimTrac and DIAC), as well as the issuing authority which lodged the request.

Coordinated the Australian Government’s security support for the APEC Leaders’ Meeting and all of the preliminary senior officials’ and ministerial meetings over a period of eight months. While the State and Territory police had operational responsibility, AGD provided strategic support and tangible Australian Government assistance (including the provision of funding for police horses, jet skis and helicopters and upgrades to the NSW Police Operations Centre). This combined effort resulted in an incident-free APEC event.

Customs

Developed the Customs 2015 Strategic Outlook to assist in: formulating policy guidance; developing strategies and operational responses; and identifying capability development requirements. The key complexities of Customs’ operating environment include: the size and diversity of the Australian border, encompassing activities in extreme natural environments such as the coastlines and oceans in the north and south of Australia; the typically short intervention times at the border to prevent illegal movement of people or harmful goods; the responsiveness of those trying to breach the border to the interventions Customs develops; the importance of working closely with the range of agencies with an interest in the border often exercising powers on their behalf, and at other times working with them to complement each other’s capabilities and powers; and the tension inherent in the border protection role.

Implemented the first phase of the SmartGate automated border processing solution, as Customs has recognised that existing border processing methods can no longer provide the capacity to process the increased arrivals for eligible travellers. SmartGate has been introduced into Brisbane, Cairns, Sydney and Melbourne international airports. It is due to be introduced into the remaining Australian international airports by 2009.

Defence

Effectively supported the continued high operational tempo of the Australian Defence Force (ADF) which is dealing with the complexity and challenges of the global environment. Defence has maintained a robust preparedness management system that is used to provide accurate and well-considered advice to government on military options and concurrency implications. Additionally, Defence personnel and assets remain available to respond to Australia’s domestic and regional responsibilities.

Collaborated internationally and actively engaged with stakeholders and whole of government. This included progressing important initiatives with the USA to enhance interoperability, capability development and information sharing. In the Asia-Pacific, Australia’s interests centred on counter-proliferation and capacity building in support of peace operations. Closer dialogue and interaction of Defence issues was pursued through security agreements and arrangements with the Philippines, Indonesia, Turkey, France and Japan. The Defence and Industry Policy statement was reviewed in 2007 and engagement with industry was expanded to ensure that cost-effective and timely delivery of equipment and support to the ADF is achieved.

Agriculture, Fisheries and Forestry

Responded promptly to coordinate the rapid eradication of the August 2007 outbreak of equine influenza by the end of June 2008. The national emergency animal disease systems ensured that the response was timely, well-structured, well-resourced, inclusive of industry and comprehensive. The Australian Chief Veterinary Officer chaired the Consultative Committee on Emergency Animal Diseases that was charged with technical management of the eradication effort and, in turn, reported to the National Management Group, chaired by the DAFF Secretary, which had overall responsibility. These committees included representatives from all states and territories as well as various industry sectors. Crucial technical input into contingency plans was provided, and included: vaccination regimes; movement controls; and most importantly, establishing the regime to prove that Australia has eradicated equine influenza from the country.

Organised quarantine clearance and emergency registration of the vaccine used in the eradication, provided national and international stakeholders with situation reports on eradication progress, and kept the media updated. To ensure the eradication effort could continue, resources were allocated to affected jurisdictions. DAFF assisted industry business continuity by developing relevant policies for the distribution of financial assistance.

Foreign Affairs and Trade

Continued to enhance key partnerships, including strengthening the alliance with the USA, Australia’s most important strategic partner. DFAT supported efforts to conclude the Work and Holiday visa arrangement with the USA in September 2007, which will further enhance strong people-to-people links. DFAT worked to strengthen engagement with Japan, one of Australia’s key partners, on security cooperation, economic relations, climate change, energy security and taxation. DFAT also led efforts to engage more deeply with China, Indonesia and India on trade and economic cooperation, regional security and disarmament and environmental issues.

Further strengthened DFAT’s role as coordinator of the Government’s international security, non-proliferation and counter-terrorism strategies and worked toward enhanced security cooperation with a range of key partners, including Indonesia, Japan and China. Security cooperation with Indonesia was enhanced with the exchange of notes in February 2008, bringing into force the Lombok Treaty which enables deeper engagement and establishes a mechanism for dialogue on cooperation on defence, law enforcement, counter-terrorism, as well as transnational crime, maritime security, non-proliferation, and emergency cooperation. In September 2007, DFAT agreed on an action plan to implement the Joint Declaration on Security Cooperation with Japan. Australia continued to provide support for the rule of law, governance and the promotion of economic development to East Timor and Solomon Islands. Australia also continued to support the return of security, governance and economic development in Iraq and Afghanistan. DFAT supported the Government’s renewed commitment to the promotion of nuclear disarmament. Australia participated actively in the 2008 Preparatory Committee for the Nuclear Non-Proliferation Treaty and provided strong support to the Comprehensive Nuclear-Test-Ban Treaty.

Worked towards strengthening governance in our region through the Pacific Engagement Strategy by chairing a high-level interdepartmental Steering Committee and the Pacific Partnerships Taskforce. DFAT supported the negotiation of new Pacific Partnerships for Development with Pacific Island countries (initially with PNG and Samoa) and other key initiatives to strengthen their service delivery, governance and economic growth capacities. In April 2008, Australia and PNG agreed that Australia would continue to help strengthen governance and accountability in PNG under the Strongim Gavman Program. DFAT continued to lead efforts to promote stability and growth in Solomon Islands through the Regional Assistance Mission to Solomon Islands (RAMSI), and strongly advocated a return to democratic rule in Fiji.

Theme: A flexible, efficient and responsive public service

Attorney-General’s

Assumed responsibility for Australia’s inter-country adoption programme during the year. AGD provides strategic direction for this programme and manages our relationships with our partner countries (including China, South Korea and Ethiopia). In 2006–07, 405 overseas children were adopted by Australians under this programme. The states and territories will continue to process individual applications for adoption of children identified through the inter-country programme and AGD is working closely with them to harmonise inter-country adoption laws and practices.

Australian Bureau of Statistics

Created a new organisational structure for ABS on 2 July 2007, through the ABS Strategic Alignment Program, enabling ABS to more effectively meet future challenges and priorities.

Australian Public Service Commission

Established the Career Transition and Support Centre to assist agencies manage staff redundancies resulting from budgetary measures and to ensure retention of experienced public servants and those with specialist skills. The Centre opened in May 2008 and it has worked actively with agencies to provide best practice advice on redeployment, including guidance on the application of the redeployment principles, and providing case management services to APS agencies.

Modernised and improved recruitment across the APS, by upgrading the APSjobs website, which replaced the Public Service Gazette. APSjobs provides an up-to-date online image for the APS, offering a range of interactive alerts and information for job seekers. Usage has grown to approximately 3,000,000 hits per month. New publications aimed at streamlining recruitment were launched, supported by interactive workshops held around the country, and a streamlined recruitment project has been piloted for 17 APS agencies, aimed at tackling the shortage of key finance and accounting skills.

The Commission managed the machinery of government changes needed to give effect to the new APS organisational structure.

Australian Taxation Office

Developed a workforce plan, including leading edge succession planning and an integrated skilling curriculum, helping to create a sustainable workforce for the future. It has been showcased globally by the Corporate Leadership Council (CLC) and all APS agencies will soon be able to access the succession management framework and tools. ATO has developed a new manager’s survival skills programme and an emergent leaders programme which have both been accredited for a Diploma in Government and will be delivered across the APS by the Australian Public Service Commission.

In December 2007, ATO launched the Reconciliation Action Plan, which commits ATO to a range of measures in employment and retention, cultural awareness and assistance to Indigenous Australians. ATO’s health and safety early intervention and prevention strategies continue to deliver results with the number of claims accepted by Comcare declining by almost half this financial year.

Broadband, Communications and the Digital  Economy

Boosted DBCDE’s capability in the areas of strategy and leadership. A range of new initiatives have been introduced to improve communication. These measures have assisted in communicating the Minister’s and the Government’s priorities and in raising awareness of service-wide and industry issues. Stronger linkages have been established across levels and between areas within DBCDE and beyond. Examples of initiatives include: staging a Departmental Expo which was opened by the Minister; commencing a programme of regular lunchtime presentations by external speakers; introducing a monthly departmental newsletter; establishing regular all-staff department-wide meetings, all-staff branch meetings and a programme of cross-branch SES presentations to branch meetings; establishing Executive Level-led forums; group and individual training for SES within DBCDE on strategic issues; and installation of a portfolio showcase to promote DBCDE’s portfolio linkages to visitors and staff.

Substantially increased investment in people over the year through formal leadership, learning and training programmes and new initiatives to brief staff on strategic issues and directions. In dollar and resource terms, investment in these areas has increased, and the depth and quality of initiatives have been substantially improved through the introduction of: a face-to-face induction programme to brief new staff on the strategic context of DBCDE by senior staff; a staff rotation scheme to promote staff development; checklists for university and Year 12 graduates to ensure they receive a breadth of challenges and experience during their rotations; upward feedback for SES officers from the mid-term stage of the performance agreement process; and the introduction of a programme of guest speakers for professional development.

Improved and reviewed the risk management approach and streamlined processes to more effectively support outcomes over 2007–08. A balanced approach has been adopted to ensure that appropriate accountability and controls are maintained while cutting red tape. The Chief Executive’s Instructions (CEIs) have been reduced by more than 50% to provide clear and concise guidance to staff, and briefing sessions have been held—reaching over 95% of staff and contractors—in order to raise levels of assurance that staff understand their obligations.

Initiated review processes for all DBCDE programmes and implemented an improved business reporting process to raise standards and accountability in line with the Government’s wider policy priorities.

Boosted strategy and leadership, thereby making a more effective contribution to future policy. Strengthened responsiveness and strategic policy development capability to take account of feedback from stakeholders, including the Minister’s Office, central agencies, industry and clients. DBCDE has implemented an evidence- based approach and increased responsiveness to meet the policy agenda in a timely and appropriate manner with early progress on all major commitments, including the National Broadband Network, Digital Switchover, Cyber-safety, the digital economy and a strengthened consumer focus in communications. The progress achieved by DBCDE has attracted positive feedback and recognition from the Minister and central agencies.

Centrelink

The 2007 Centrelink People Survey presented some positive results. Key findings included an increase in the number of employees who reported job satisfaction and who are able to balance their work and personal life. There was also an increase in the proportion of employees who felt they had received appropriate training to do their job effectively. Another positive result was a dramatic improvement in staff motivation across all drivers with the most significant improvement in leadership, influence, development and alignment.

Customs

Focused on developing workforce capability, in particular through leadership and management skills, including Customs’ ‘Leading at the Frontline’ programme for frontline supervisors and the SES Development Program.

Successfully transitioned to new ICT service providers and the implementation of new service delivery and ICT management arrangements through CustomsIT.

Defence

Enhanced our governance framework to ensure accountabilities are clearly defined and devolved to the lowest appropriate level. This included implementation of the new Defence Business Model which clearly identified roles and responsibilities, improved information management to support decision-making, a strengthened internal service delivery model, strengthened cost visibility and enhanced performance management. Defence also strengthened its ability to support its Ministers and other portfolios, and whole of government decision-making through creation of a central policy development division.

Continued to focus on recruiting, building and retaining a highly-skilled, adaptable and responsive workforce. A new strategic HR policy organisation has been created, aligned to Defence priorities and decision-making. The new organisation focuses on policy, planning and evaluation in relation to key issues such as recruitment and retention, remuneration and reward, people development, leadership and the working environment.

Continued to build strong business systems and effective processes. Financial management and systems reform remains a high priority. The savings and efficiency programme will deliver up to $1 billion per annum for the next 10 years in savings and efficiencies for reinvestment in priority areas of Defence. As part of the development of the new Business Model, Defence has mapped core business processes.

Climate Change

Since the creation of DCC in December 2007, core administrative functions to support governance and accountability frameworks and support services for the Minister have been established. Policies, procedures, systems and reporting arrangements to meet the reporting and legislative requirements of departments of state and to ensure that there is adequate capacity to deliver on the Government’s climate change agenda have been established. The success of these administrative functions was demonstrated by DCC’s ability to expand from a single person on 3 December 2007 to over 250 by 30 June 2008 while supporting its delivery of government initiatives and existing programmes.

Education, Employment and Workplace Relations

Successfully implemented structural changes to the Portfolio, including the creation of DEEWR which brought together a range of policy areas and provided the opportunity to positively impact on all Australians throughout their lives. The challenge was building an organisation able to respond and deliver on this new and exciting agenda. To manage the huge process of establishing DEEWR, a Committee and Taskforce were formed. The Committee played a key role in establishing corporate governance arrangements, initiating risk and strategic planning processes, parliamentary workflow systems and the integration of key enabling areas. The Committee is currently involved with further aligning its organisational structure to reflect the Government’s participation, productivity and social inclusion agenda.

Environment, Water, Heritage and the Arts

Successfully implemented structural changes to the Portfolio, including establishing Screen Australia and the National Film and Sound Archive as new statutory authorities in March 2008.

Families, Housing, Community Services and indigenous affairs

Strengthened significantly FaHCSIA’s financial management systems and processes, ensuring that sound financial management is a priority. This has been recognised by ANAO and is evidenced by a significant reduction in ‘category B’ findings over the past three years, from 15 ‘category B’ findings in 2004–05 to only one in 2007–08 which is expected to be cleared during the year end audit. The agency faced a number of financial challenges in 2007–08, including leading the initial roll out of the Northern Territory Emergency Response (NTER), implementing machinery of government changes, and responding proactively to the additional efficiency dividends.

Adopted specific strategies to lift financial performance, including: setting up a Senior Level Task Group, chaired at Deputy Secretary level, to focus on addressing ANAO findings; implementing a March hard close; implementing out-posted Group Finance Managers (from the Chief Finance Officer) to support groups with their financial obligations; developing and implementing a Budget allocation tool to improve the accuracy and ease of financial reporting; enhancing monthly monitoring and reporting to the Executive Management Group; conducting two rigorous Budget reviews; approving and allocating a balanced Budget for 2008–09 before the end of the 2007–08 financial year; requiring Certificate of Compliance sign-offs at Branch and State Office levels; and expanding financial management training across the agency.

Finance

Provided services and advice for the 2007 election and transition to the new government. Finance provided assistance to the then Prime Minister, the Leader of the Opposition and their travelling parties throughout the election campaign period. Following the election, Finance provided advice on entitlements and transition arrangements to new Ministers, Senators, Members and their staff. The busy workload included processing final entitlements payments to over 800 staff affected by the change of government, the establishment of new electorate and ministerial offices and the provision of home department services to new Ministers.

Commenced implementing the new government’s reform agenda with the establishment of teams to deal with deregulation, an expenditure review taskforce, centralised procurement, new superannuation arrangements, new investment funds, COAG reform and assisting with the Gershon Review of ICT Procurement. Finance undertook significant work towards achieving these new initiatives within the first few months of the new government coming to power.

Enhanced the quality, transparency and consistency of Budget reporting through the implementation of the Operation Sunlight reform agenda. A first round of reforms was introduced as part of the 2008–09 Budget, including the redesign of agency Portfolio Budget Statements and enhancing Budget Paper 4 (Agency Resourcing) through the introduction of new tables on special appropriations and agency special accounts, and the removal of repetitive information. Finance has also supported Mr Andrew Murray (ex Senator for WA) in preparing his report to Government on options to further improve the Operation Sunlight reform agenda by providing background information on the financial framework, and by discussing implementation issues.

Human Services

Improved customer services by coordinating a Portfolio-wide approach to improving forms and letters produced by DHS Portfolio agencies with the objective of making services easier for customers to access and understand. During the year, more than 200 letters and 253 forms were reviewed and amended to remove excessive complexity and adopt best practice design. As a result, 22 forms were abolished.

Effectively worked with stakeholders to develop new quality assurance and performance frameworks for Job Capacity Assessment, to be implemented from 1 July 2008, and began an overhaul of training, guidelines and processes.

Immigration and Citizenship

Processed applications effectively and efficiently to meet the considerable demand for temporary migration (as well as permanent migration). In 2007–08, approximately 23.5 million people crossed Australia’s borders. Around 333,000 people came to Australia for more than one year to work, study or travel. Strategies to provide better access for clients and more timely processes resulted in, for example, students lodging 50% of visa applications electronically.

Infrastructure, Transport, Regional Development and local Government

Infrastructure Australia was established following the 2007 federal election. Infrastructure defined the initial work programme of Infrastructure Australia as including the National Infrastructure Audit, the Infrastructure Priority List and best practice guidelines for Public Private Partnerships. Key activities included drafting new legislation to establish Infrastructure Australia, supporting the new Minister in appointing Infrastructure Australia members, and providing the secretariat support necessary to ensure they were able to meet in early June 2008. The work required the cooperation of a number of government agencies, including the Office of Legislative Drafting, the Remuneration Tribunal and a number of central agencies. The work will enable government and the private sector to get high-level policy advice in the future in support of their infrastructure investment decisions.

Collated and launched the inaugural Australian Transport Statistics Yearbook in March 2008. The yearbook provides detailed coverage of: the relationship between the transport industry and the Australian economy; freight and passenger activity; the modes of transport activity; and impacts of transport relating to safety, energy and the environment. The yearbook is an annual publication available from the Bureau of Infrastructure, Transport and Regional Economics at: <http://www.bitre.gov.au>.

Innovation, Industry, Science and Research

Successfully implemented structural changes to the Portfolio, including forming the Department of Innovation, Industry, Science and Research. Together with IP Australia, DIISR brought together a number of agencies to form a portfolio which included: the Commonwealth Scientific and Industrial Research Organisation (CSIRO), the Australian Nuclear Science and Technology Organisation (ANSTO), the Australian Research Council (ARC), the Australian Institute of Marine Science (AIMS) and the Anglo-Australian Telescope Board (AATB). The Australian Institute of Aboriginal and Torres Strait Islander Studies (AIATSIS) joined DIISR in a second round of Administrative Arrangements Orders on 25 January 2008.

DIISR implemented machinery of government changes as a result of the 2008–09 Budget announcements.

Resources, Energy and Tourism

Successfully implemented structural changes to the Portfolio, including establishing Resources, Energy and Tourism (RET), on the 3 December 2007. Within days—with the support of the former Industry, Tourism and Resources (ITR) infrastructure—RET was operational. It continues to deliver the programmes and administer the legislation, providing support to the Minister and his Offices, and building corporate capability.

Veterans’ Affairs

Improved significantly the way client calls are handled through the establishment of the Veterans Service Centre. The financial year 2007–08 was the first full year of operation and by year’s end many enquiries were being addressed on the client’s first call. The Centre is being supported by aDVAnce, a significant ICT development flowing from DVA’s investment in the Curam system. The Client Liaison Unit was established during the year to address complex issues more effectively, and to provide coordinated support for clients who are more vulnerable and need closer case management in claiming their entitlements. Work has also commenced on options to provide advice to DVA’s younger clients on their mobile phones using SMS. DVA has also finalised arrangements with Centrelink and a number of other agencies to increase veterans’ access to information services in Victoria, NSW, Queensland, WA and Tasmania.

Continued to build stronger links with Defence during 2007–08. DVA was an active participant in the Integrated People Support Strategy Pilots, which aim to enhance support to ADF members as they make the transition to civilian life and DVA forged new links with the Defence Community Organisation to support members and their families. Following the creation of the Single Access Mechanism (SAM) team in 2006–07, DVA implemented the DocTracker service to increase efficiency and responsiveness in the movement of personnel records between DVA and Defence. DVA supported the development of Defence’s Deployment Health Surveillance Program and continued work to streamline rehabilitation services to discharging members.

 

1 These agencies were: Department of the Prime Minister and Cabinet (PM&C), Australian Public Service Commission (APSC), Department of the Environment, Water, Heritage and the Arts (DEWHA), Department of Resources, Energy and Tourism (RET), Department of Health and Ageing (DoHA), Department of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA), Department of the Treasury (Treasury), Department of Foreign Affairs and Trade (DFAT), Department of Immigration and Citizenship (DIAC), Department of Agriculture, Fisheries and Forestry (DAFF), Department of Climate Change (DCC), Department of Innovation, Industry, Science and Research (DIISR), Department of Education, Employment and Workplace Relations (DEEWR), Department of Broadband, Communications and the Digital Economy (DBCDE), Department of Veterans’ Affairs (DVA), Department of Infrastructure, Transport, Regional Development and Local Government (Infrastructure), Department of Defence (Defence), Department of Finance and Deregulation (Finance), Department of Human Services (DHS), Australian Taxation Office (ATO), Australian Bureau of Statistics (ABS), Australian Customs Service (Customs) and Centrelink.

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