Statutory Authorities and Agencies

Anindilyakwa Land Council 2007-08

1.1        The report provides an account of Anindilyakwa Land Council's (ALC) functions and activities.

1.2        The major goals of the ALC are:

• to fulfil the functions of a Land Council under section 23 of the Aboriginal Land Rights Act 1976 and develop it as the peak body for the region

• to develop an informed, united and culturally proud Aboriginal community in the Groote Archipelago

• to develop a viable economic base for Aboriginal people of the Archipelago (p.10).

1.3        The ALC reports that the financial year had been challenging but also rewarding. The functions and operations of the Council were greatly expanded, particularly based on the programs and initiatives under Stage 1 of the Regional Partnership Agreement. The ALC also negotiated and secured a positive, ongoing relationship with the Commonwealth and Northern Territory Governments for the benefit of the people of the Groote archipelago (p.8).

1.4        The report provides a comprehensive report of activities and outcomes achieved across the six output groups (pp.14-28).

Australian Institute of Health and Welfare 2007-2008

1.5        The report provides a comprehensive overview of the Australian Institute of Health and Welfare's (AIHW) functions and activities.

1.6        During the year in review, as well as a number of other reports, the AIHW published three substantial biennial reports titled Australia's welfare 2007; the health and welfare of Aboriginal and Torres Strait Islander peoples 2008; and Australia's health 2008. In addition the AHIW has continued to collect, collate, report and analyse information relating to the 45 major national data collections it holds as well as numerous other projects (p.9).

1.7        AIHW's performance against nine performance indicators as well as achievements against key strategic directions are clearly detailed in the report. A summary of financial performance is also included (pp.30-44).

1.8        A chapter of the report provides an overview of the functions, objectives and performance against outputs relating to the various work groups and units within the groups. Details of achievements of collaborating units and partnerships are also included (pp.46-106).

Australian Radiation Protection and Nuclear Safety Agency 2007-2008

1.9        The annual report provides a detailed review of the Australian Radiation Protection and Nuclear Safety Agency (ARPANSA) functions and activities. ARPANSA also publishes quarterly reports.

1.10      The annual report sets out in detail the principal outcomes achieved, as well as a review of achievements in the areas nominated in the previous annual report. Planned objectives for the next financial year are also outlined (pp.8-18).

1.11      The report provides a comprehensive review of ARPANSA's performance against the following three output groups.

Output group 1 – National leadership in radiation protection and nuclear safety

Output group 2 – Knowledge, information and services relating to radiation protection and nuclear safety

Output group 3 – Regulation of Commonwealth entities using radiation sources and facilities or nuclear installations.

Tables are also included which list performance against PBS targets and whether targets were achieved (pp.26-55).

1.12      ARPANSA's report also includes an informative essay titled Toward best practice regulation of nuclear safety and radiation protection (pp.58-63).

Australian Sports Anti-Doping Authority 2007-2008

1.13      The Australian Sports Anti-Doping Authority (ASADA) reports that it continued to strengthen the functional anti-doping areas of investigations, by presenting doping cases to sporting tribunals, recommending sanctions, monitoring compliance of national sports organisations, and providing education and testing (p.2).

1.14      The report states that in the lead-up to the 2008 Beijing Olympics ASADA partnered with the Australian Olympic Committee to implement the most robust anti-doping program ever put in place for an Australian Olympic team, thereby helping to ensure the protection of Australia's Olympic reputation for Pure Performance (p.2).

1.15      Details are also provided in the report relating to ASADA's deterrence and detection programs, as well as enforcement and support programs (pp.3-4).

1.16      Performance reporting includes outputs across the various programs in table format, accompanied by more detailed information relating to the programs (pp.16-35).

1.17      The report includes a section on external scrutiny, however as was discussed in some detail at the Committee's estimates hearing on 25 February 2009, ASADA did not make reference to the advice received from the Australian Privacy Commissioner outlining recommendations to assist ASADA in its future information handling practices.[1] These recommendations arose out of an investigation by the Privacy Commissioner into the pilot program with Medicare for provision of information. ASADA issued a media release on 22 July 2008 stating:

In future ASADA will ensure that it will seek appropriate advice on privacy issues and consider such advice carefully prior to determining if any disclosure is specifically authorised under the ASADA Act or under the National Anti-doping Scheme.[2]

ASADA assured the Committee during the estimates hearing that their next annual report would include details of what action had been taken to address the Privacy Commissioner's adverse findings.[3]

1.18      The report also includes the functions and outputs of the Australian Sports Drug Medical Advisory Council (ASDMAC) (pp.104-107).

Australian Sports Commission 2007-2008

1.19      The report provides a comprehensive review of the Australian Sports Commission (ASC) functions, activities and outcomes.

1.20      The ASC's key objectives are 'to secure an effective national sports system that offers improved participation in quality sports activities by Australians, and to secure excellence in sports performance by Australians'. The ASC reports that the year had been successful in meeting these objectives through a number of successful programs and initiatives (pp.1-2).

1.21      The report includes a well structured performance section with targets and outcomes set out in table format across output groups. A comprehensive and informative section outlining programs supporting the Outcomes, which cover improved participation in quality sports activities and excellence in performance, is also provided (pp.46-103).

Cancer Australia 2007-08

1.22      Cancer Australia is responsible for national leadership to improve quality and coordination of cancer care in Australia, and to lessen the impact of cancer across the community (p.28). Cancer Australia's report states that during the year in review Cancer Australia continued to focus its efforts to deliver better outcomes for people affected by cancer (p.5).

1.23      The report overview details the year's highlights and achievements. The overview also includes a table outlining the functions, strategic directions and results achieved, with a reference to where more detailed information may be found in the report (pp.2-12).

1.24      The performance section of Cancer Australia's report discusses the main activities of the Agency, including major achievements and challenges across areas of research, clinical trials, National Centre for Gynaecological Cancers, professional development for cancer professionals, service improvement, improving consumer participation, increasing awareness and stakeholder participation, and better understanding of the impact of cancer. Tables measuring performance indicators and outcomes for administered and departmental items are also included (pp.28-53).

Central Land Council 2007-08

1.25      The Central Land Council (CLC) is a representative organisation for the Aboriginal people in its area covering nine regions across a wide area of country (pp.6, 9-11).

1.26      The report states that despite a heavy workload imposed by the Northern Territory Emergency Response the CLC still managed to have a very productive year and made enormous progress in a number of areas. Developments, strategies, and outcomes are outlined in CLC's report at pp.3-4.

1.27      A well set out comprehensive account of the CLC's activities, performance, challenges and achievements against the six output groups is provided in the report at pp.13-98. The output groups cover:

• Land and natural resource management

• Land claims and acquisition support services

• Economic development and commercial services

• Advocacy services

• Administration and support services

• Native Title.

1.28      The CLC reports that while the processes associated with acquiring Aboriginal freehold title have diminished over the past 30 years, land use agreements and land management operations had significantly escalated and economic and employment benefits to the traditional owners was increasing (p.13).

1.29      The Committee took the opportunity during estimates hearings to seek further information from the CLC relating to their annual report's financial statements.[4]

Equal Opportunity for Women in the Workplace Agency 2007-08

1.30      The Equal Opportunity for Women in the Workplace Agency's (EOWA) primary role is to 'provide information, advice, education and communication to reporting organisations and members of the broader community to achieve equal opportunity for women in the workplace' (p.10).

1.31      EOWA reports that women's participation in the Australian workforce increased slightly from 47.2 per cent in 2006-07 to 47.8 per cent. The percentage of female CEOs in EOWA reporting organisations increased from 9.8 per cent to 10.6 per cent (p.7).

1.32      EOWA's research report titled Generation F: Attract, Engage, Retain revealed that there is a clear discrepancy between what women want and expect from a role and workplace, and what is experienced in reality. EOWA states they will strengthen their commitment to further build on their strong relationships with employers, and continue to educate and work with employers to improve their workplace equal opportunity programs to achieve positive outcomes for women, men and the business (p.8).

1.33      Performance and strategies to deliver outcomes is set out in table format accompanied by more detailed information relating to organisations' reporting, non-compliance, compliance data, paid maternity leave, education programs and consultancies, publications and networking. Supporting graphs are also included in the report (pp.14-29).

Food Standards Australia New Zealand 2007-2008

1.34      The Food Standards Australia New Zealand (FSANZ) report outlines the Agency's functions, responsibilities, developments and achievements. A summary of financial performance and table of performance targets and outcomes is also provided, with references to more detailed information (pp.3-17).

1.35      The FSANZ report includes graphs detailing stakeholder satisfaction relating to performance and to the Agency's approaches and values. The report states that although most of the respondents to the survey were pleased with the stakeholder relations' programs, some were less satisfied with FSANZ activities directed at assisting enforcement, international capacity building, and aligning their role with changing environments. It was gratifying to FSANZ that 85 per cent of stakeholders who served on their committees had a high degree of trust in the Agency, as well as for their scientific skills base and credibility (pp.18-20).

1.36      A section of the report provides a comprehensive overview concerning regulatory measures (pp.22-64). The report also states that FSANZ nominated 'stakeholder relations' as a key focus for their planning activities. Major stakeholder groups and sub groups were identified and FSANZ relations with each of the groups were analysed (pp.66-82).

Indigenous Business Australia 2007-08

1.37      Indigenous Business Australia (IBA) reports that the new five-year corporate plan states that IBA's objective is to facilitate and enable Indigenous engagement in the wider economy. The Board also endorsed a new strategic plan which refocuses IBA's efforts on producing results for Indigenous Australians (p.vii).

1.38      IBA's report states that in the next financial year, as well as other endeavours, they will continue efforts to build strategic partnerships with Indigenous commercial organisations and other mainstream commercial partners to provide further investment and business opportunities for Indigenous Australians (p.ix).

1.39      IBA's comprehensive performance overview is well presented with detailed summaries relating to output groups supported by clearly set out graphs, tables, and charts. Case studies are also included. A further section of the report provides details of other significant achievements across program areas which particularly relate to economic development (pp.18-72).

Indigenous Land Corporation 2007-08

1.40      The report provides a comprehensive overview of the Indigenous Land Corporation's (ILC) functions, activities and major highlights and achievements (pp.2-4).

1.41      Part 2 of the report outlines in some detail the objectives and performance outcomes relating to land acquisition and management and land grants. Performance information covering ILC's rural business operations is also provided, as well as for national, regional and property-based projects and property planning and training. The report also includes detailed case studies relating to these areas (pp.26-101).

1.42      A financial overview of the Aboriginal and Torres Strait Islander Land Account is provided in the report (pp.22-25)

National Blood Authority 2007-08

1.43      The National Blood Authority (NBA) report outlines the considerable challenges overcome during the first five years of operation to enable meaningful improvements in the Australian blood sector to be put into place. The overview includes a table which lists the outcomes of deliverables against the NBA's supply and safety and quality obligations. A well set out graph shows achievement highlights over the five years (pp.17-25).

1.44      Part Three of the NBA's report details performance against the Operational Plan and includes performance indicators against NBA's outcome and output group. Outcomes relating to management of fresh blood products and commercial contract management are provided in detail, with supporting graphs and tables. A section on the performance outcomes of the blood counts program and supply and data management are also included (pp.41-82).

1.45      The report also discusses current and future trends in developments in blood management both nationally and internationally, and NBA's role in monitoring developments which may influence the management of blood and blood-related products in Australia (pp.105-110).

National Health and Medical Research Council 2007-08

1.46      The National Health and Medical Research Council (NHMRC) reports that the year in review has been one of the most significant periods in the 72-year history of NHMRC. The focus has been on building on the strengths of Australian health research to improve health and healthcare by discovering new therapies and cures, and supporting research to more effectively deliver healthcare based on evidence of what works. A comprehensive assessment of NHMRC's processes was undertaken by two independent panels, the outcomes of which are being used to guide NHMRC's vision and strategic direction (p.9).

1.47      The report includes a comprehensive overview of NHMRC's performance, activities and outcomes across areas relating to health and medical research; health policy and practice; health ethics; responsible conduct and governance of research, investment in health and medical research, and a better, more responsive NHMRC (pp.24-72).

1.48      A number of appendices are also provided, including details of Council membership, committees, publications, consultations, funding schemes and grants (pp.174-217).

Northern Land Council 2007-08

1.49      The Northern Land Council (NLC) report includes a balanced scorecard which has been introduced to provide a summary of progress in delivering the strategic priorities of the corporate and operational plans. The scorecard shows that the NLC is continuing to perform well across its key indicators (pp.i-ii, 9). Further details relating to key performance indicators measured against outcomes is at p.24.

1.50      NLC's report also includes comprehensive performance reporting supported by graphs, tables, maps and photographs against each of their following five output groups (pp.29-121):

Output group 1 – Land, sea and natural resources management

Output group 2 – Land claims and acquisitions support services

Output group 3 – Economic development and commercial services

Output group 4 – Advocacy services

Output group 5 – Administration and support services.

1.51      A detailed Native Title report is also provided (pp.123-140), as well as a section outlining NLC's governance (pp.142-175).

Private Health Insurance Administration Council 2007-2008

1.52      The report provides an overview of the operations of the Private Health Insurance Administration Council (PHIAC) (pp.5-14).

1.53      PHIAC's core functions are to monitor and regulate the private health insurance industry, and to provide information to Government and other stakeholders on private health insurance membership and utilisation, risk equalisation and gap cover. PHIAC's annual report states that the performance of its functions require the collection of financial and statistical returns from each private health insurer on both a quarterly and an annual basis (p.21). Performance information is reported against PHIAC's two output groups (pp.21-25).

1.54      PHIAC reports that the number of persons having hospital coverage continued to increase and that 44.7 per cent of the population were covered by hospital insurance, which is the highest number expressed as a proportion of the population since 2001 (p.3).

1.55      During the year in review PHIAC substantially completed the round of fund reviews initiated in 2002. A range of second round reviews will be undertaken during the 2008-2009 financial year (p.3).

1.56      As stated in PHIAC's report, the regulated funds had completed the financial year in a generally acceptable (or better) financial condition, with no formal intervention required by PHIAC (p.3).

Private Health Insurance Ombudsman 2007-2008

1.57      The Private Health Insurance Ombudsman (PHIO) report provides an informative overview detailing the key activities and challenges faced in the year in review (pp.6-9).

1.58      Details of PHIO's performance, including a summary of performance outcomes against performance indicators is provided in the report at pp.12-22.

1.59      PHIO reports that 45 more complaints totalling 2385 were received during 2007-08 which was 1.9 per cent higher than the previous year. However, the more complex level 3 complaints received were 8.8 per cent less than the previous year (p.13). Informative case studies have been included in PHIO's report (pp.26-30).

1.60      PHIO intends to conduct a review of its procedures and service charter in response to issues identified in the client survey and from suggestions from health insurance consumers (p.32).

Professional Services Review 2007-2008

1.61      The report provides a comprehensive overview of the operations of the Professional Services Review (PSR) (pp.2-4).

1.62      The PSR report states that Medicare Australia had requested a review of the behaviour of 50 practitioners, compared to 27 reviews in 2006-07. Systems and methods had been devised to deal with this increased and varied workload, as well as an increase in staffing levels. The more streamlined process had accelerated the time taken to progress cases (pp.vi-3).

1.63      Performance indicators, measures and outcomes are discussed in the report in detail, including information relating to requests for review, referrals to committees and determinations (pp.12-34).

1.64      A section of the report provides case descriptions and decisions (pp.14-42). Outcomes of legal cases and management and accountability are also set out in separate sections of the report (pp.44-65).

Tiwi Land Council 2007-2008

1.65      The report outlines the objectives and outcomes of the Tiwi Land Council (TLC) across the following output groups:

• Land sea and natural resource management and support services

• Economic development and commercial services

• Advocacy services.

1.66      Details of costs to achieve the outcomes sought have been provided as an aid to planning and transparency (pp.24-39).

1.67      The TLC report states that their greatest achievement over the past 30 years has been the opening of the Tiwi owned and operated Tiwi College to provide greater educational opportunities for children and therefore better access to employment opportunities. Economic development is also seen as a priority for the TLC to improve the quality of life for all Tiwi (p.5).

1.68      The report also includes a comprehensive overview relating to the Management Committee, including objectives and management performance outcomes (pp.8-23).

Torres Strait Regional Authority 2007-2008

1.69      The Torres Strait Regional Authority (TSRA) reports that significant progress had been made towards achieving regional goals and delivering positive outcomes for Torres Strait communities (p.6).

1.70      The report provides a comprehensive account of the functions and operations of the TSRA, including a corporate overview (pp.18-31).

1.71      Detailed performance information is provided against the six output groups which contributed to the achievement of the planned outcome 'to achieve a better quality of life and to develop an economic base for Torres Strait Islander and Aboriginal persons living in the Torres Strait'. Planned and actual achievements are listed in table format, with well-structured and detailed information, including case studies (pp.34-107).

Wreck Bay Aboriginal Community Council 2007-2008

1.72      The well set out report provides a comprehensive account of Wreck Bay Aboriginal Community Council's (WBACC) functions and operations. The Community's vision and the Council's goals to achieve this are also included (pp.1-11).

1.73      The WBACC reports that some positive results were achieved in 2007-08 by adopting a more proactive approach to achieving desired outcomes. WBACC has also continued to help grow and strengthen stakeholder relationships. However, the report states that there are some concerns still to be addressed which time did not allow to be completed during the Executive's term (pp.12-13). Further details relating to operational matters are provided at pp.18-26.

1.74      The Council's wholly owned subsidiary company Wreck Bay Enterprises Limited (WBEL) operational activities, outcomes and financial statements are also included in the report (pp.27-32, 75-104).

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