Annual reports of agencies
2.1
The Committee selected the annual reports of the following bodies for
closer examination:
Agriculture and Water Resources portfolio
- Department of Agriculture and Water Resources;
- Australian
Fisheries Management Authority; and
- Murray-Darling
Basin Authority.
Infrastructure portfolio
- Department
of Infrastructure, Regional Development and Cities;
- Civil
Aviation Safety Authority; and
- Australian
Maritime Safety Authority.
Department of Agriculture and Water Resources
2.2
The 2017–18 Annual Report of the Department of Agriculture and Water
Resources (DAWR) was tabled in the Senate on 15 October 2018. The report
provides an overview of the activities and achievements of the department over
the previous year.
Secretary's review
2.3
The Secretary, Mr Daryl Quinlivan, identified the department's key
achievements, including:
- strengthening
research and development capability through the Regional Investment Corporation
grants;
- providing
expert advice on technical market access to open new international markets for
commodities;
- broadening
the Water Efficiency Labelling and Standards (WELS) scheme to include water
efficiency measures in new buildings;
- delivering
the sustainable agriculture initiatives under the National Landcare Program;
and
- responding
to biosecurity incursions, including white spot syndrome virus in prawns, brown
marmorated stink bugs in New South Wales and Western Australia, and citrus
canker in the Northern Territory and Western Australia.[1]
Purpose, strategic objectives and
performance
2.4
DAWR identifies its purpose as helping to:
...drive a stronger Australian economy by building a more
profitable, resilient and sustainable agriculture sector, and by supporting the
sustainable and productive management and use of rivers and water resources.[2]
2.5
DAWR has five strategic objectives, which guide its key programs and
projects:
- building
successful primary industries;
- expanding
agriculture, fisheries and forestry exports;
- sustaining
water and other natural resources;
- managing
biosecurity and imported food risk; and
- building
an efficient and capable department.[3]
2.6
Within these strategic objectives, the department has 35 performance
measures and 64 targets. The department met 50 of its targets; substantially
met 8; partially met 4; and no data was available for 2 targets.
Strategic objective 1: Building
successful primary industries
2.7
DAWR measures its performance under this strategic objective through eight
performance measures and 15 targets.[4]
2.8
The department identified a number of key developments under this
objective. The Rural Research and Development for Profit program, currently at its
half-way point, has disbursed grant funding of almost $114.7 million.[5]
2.9
Improvements in the department's levy collection and management system
during the year, including the introduction of levy payer registers for research
and development corporations (RDCs), should promote greater contact between
RDCs and levy payers to meet the challenges facing the farming sector.[6]
2.10
Following the release of the report, Accelerating Precision
Agriculture to Decision Agriculture, the department will focus on innovation
in digital agriculture, particularly the use of big data to increase
profitability and improve farming strategies.[7]
2.11
DAWR administers concessional loans, financial counselling programs, and
income support to assist primary producers experiencing hardship. A key element
of these programs is encouraging farmers to prepare for and manage risk. The
department noted fewer than 20 farm businesses had applied to the Managing Farm
Risk Program in 2017–18.[8]
2.12
During the reporting period, the Regional Investment Corporation became
operational and will centrally administer farm business concessional loans and
water infrastructure loans.[9]
Strategic objective 2: Expanding
agricultural, fisheries and forestry exports
2.13
DAWR measures its performance under this strategic objective through five
performance measures and six targets.[10]
2.14
In 2017, the department gained new market access for 29 commodities,
improved access for 18 commodities, maintained 15 existing markets, and negotiated
to restore seven commodities. A key outcome was the signing of 11 protocols
with China.[11]
2.15
In May 2018, the department's network of overseas agricultural
counsellors was expanded by six counsellors to 22. International counsellors
assist in the achievement of the department's International Strategy 2016–19.[12]
2.16
The department issued more than 355,587 export certificates, and managed
the export of more than 2,852,759 animals in 2017–18. Less than 1 per cent of
consignments were rejected as a result of export certification failure during
the reporting period.[13]
2.17
With regard to the regulation of live sheep exports, the department
supported all the recommendations of the Independent Review of Conditions for
the Export of Sheep to the Middle East during the northern hemisphere summer,
released in May 2018. The department has also cooperated with another review
into its regulatory capability culture. A further review is being conducted on
the Australian Standards for the export of livestock.[14]
Strategic objective 3: Sustaining
water and other natural resources
2.18
DAWR measures its performance under this strategic objective through nine
performance measures and 13 targets.[15]
2.19
During the reporting period, the department delivered 16 pilot on-farm
water efficiency upgrade projects in South Australia. DAWR also completed a
draft plan for the sustainable management of the Great Artesian Basin through
to 2033; and published the updated National Water Quality Management Strategy
on its website.[16]
2.20
The department is responsible for the sustainable agriculture
initiatives under the National Landcare Program. Increased funding of $100
million brought forward the first round of the Smart Farms Program grants to build
sustainable primary industries.[17]
2.21
DAWR developed the Commonwealth Fisheries Policy Statement, which
establishes objectives for the fisheries and aquaculture sectors and promotes
the seafood industry. It finalised the National Aquaculture Strategy and
established the National Recreational Fishing Council to improve dialogue
between recreational fishers and government. The department also chaired the
Pacific Islands Forum Fisheries Agency.[18]
2.22
The Aboriginal Way map, a special project initiated by the Aboriginal
people of the Basin in 2006 and completed during the reporting period, provides
a pictorial overview of the presence and significance of Aboriginal people in
the Basin. It provides information on Aboriginal trade routes, language groups,
stories and songlines.[19]
Strategic objective 4: Managing
biosecurity and imported food risk
2.23
DAWR measures its performance under this strategic objective through six
performance measures and 12 targets.[20]
2.24
The department has implemented a new surveillance framework for plant
pests to ensure a coordinated and consistent approach to data collection,
analysis and decision-making. It is also building the Biosecurity Integrated
Information System and Analytics initiative to help identify and plan for risks
and respond to incursions.[21]
2.25
Under the Plant Biosecurity Research Initiative, DAWR has established a
new partnership between plant research and development corporations to
strengthen plant biosecurity and minimise the risk of future threats to the
sector.[22]
2.26
Antimicrobial resistance (AMR) is being addressed through a national AMR
plan for the Australian animal sector. At this stage, the work of the
department is focussed on developing a national surveillance system framework.[23]
2.27
Australia maintains a 'favourable' pest and disease status. The
department seeks to strengthen its risk-based management of biosecurity through
the Compliance Based Inspection Scheme. Over the 2017 calendar year, the
compliance rate for all food inspected was 98.6 per cent. The department is involved
in responses to 16 pests.[24]
Strategic objective 5: Building an
efficient and capable department
2.28
DAWR measures its performance under this strategic objective through seven
performance measures and 18 targets.[25]
2.29
By implementing the Science Strategy and Action Plan 2017–2020,
DAWR seeks to develop its science capacity and build the technical skills and
scientific knowledge of its staff.[26]
2.30
During the reporting period, the department delivered an innovative
Ranger App for use by Aboriginal and Torres Strait Islander Rangers working
across the country's north. These rangers provide biosecurity surveillance
data. The app has largely replaced paper reporting and data is now being
collected more consistently across a range of locations and activities. This has
also allowed for more accurate analysis.[27]
2.31
To deal with a forecast increase in demand for biosecurity and export
regulatory services, the department is introducing an integrated inspector
model and trialling innovative technologies, such as real-time high-throughput
computed tomography (CT) scanning for passenger baggage.[28]
2.32
DAWR has also assessed it has reduced the regulatory burden on regulated
entities by $124.6 million.[29]
Freedom of information requests
2.33
In 2017–18, the department received 103 requests for access under the Freedom
of Information Act (FOI Act), three requests for internal review, and two
requests for external review. The department finalised 92 requests and three
internal reviews.[30]
Staffing information
2.34
The department has 4,530 ongoing staff and 466 non-ongoing staff engaged
across all states and territories, and internationally. Over 50 per cent of
staff are female; 1.9 per cent are Aboriginal and Torres Strait Islander; 1.9
per cent identify as having a disability; and 6.3 per cent are from non-English
speaking backgrounds.[31]
2.35
The separation rate from the department was 8.5 per cent, compared to
7.5 per cent in 2016–17.[32]
The department has also improved its results for employee engagement. The
unscheduled absence rate was 14.0 full-time equivalent (FTE) days for 2017–18.[33]
This compares to 14.5 FTE for 2016–17.[34]
Financial information
2.36
DAWR recorded a comprehensive loss of $8.1 million in 2018 (compared to a
$2.4 million loss in 2017). Key financial details include:
- total
expenses—$818.8 million;
- total
own-source income through sales of goods and rendering of services, interest,
other revenue and gains—$430 million; and
- total
government revenue—$380.7 million.
2.37
The department retains total equity of $118.2 million.[35]
Committee comments
2.38
The Committee notes the following with regard to the requirements for
annual reports under the PGPA Rule 2014 and the DAWR report:
- Subsection
17AJ(e) of the PGPA Rule 2014 requires the details of a contact officer. The
DAWR report does not provide such detail.
- Paragraph
17AG(4)(c) of the PGPA Rule 2014 requires the report to provide information on
any enterprise agreements, individual flexibility arrangements, Australian workplace
agreements, common law contracts and determinations under subsection 24(1) of
the Public Service Act 1999. The DAWR report does not provide such
detail. The report instead states on the page identified in the Compliance Index:
'remuneration negotiated through Australian Workplace Agreements or Individual
Flexibility Arrangements can exceed the salary ranges for non-SES
classifications'.[36]
- Subparagraph
17AG(4)(c)(i) of the PGPA Rule 2014 requires information on the number of SES
and non-SES employees covered by agreements identified under paragraph
17AG(4)(c). The DAWR report does not provide, at the page number identified in
the Compliance Index, clear information on the number of SES and non-SES
employees covered by such agreements, if any.[37]
- Incorrect
page numbers were provided in the Compliance Index for the following items:
-
17AG(8) and 17AG(9)—correct page number is 105 (page number
stated was 107)
-
17AH(1)(d)—correct page number is 110 (page number stated was
115).
2.39
The report details the activities and achievements of the department. The
Committee recommends the department ensures all information required by the
PGPA Rule 2014 is provided with adequate detail.
2.40
As a means of further improvement, a summary of the department's
performance measures and achievement of its targets would be a useful addition
to future reports.
2.41
Despite some minor shortcomings, the Committee considers the DAWR annual
report to be compliant with reporting requirements.
Australian Fisheries Management Authority
2.42
The 2017–18 Annual Report of the Australian Fisheries Management
Authority (AFMA) presented information on the operations and performance of the
agency. The report was tabled in the Senate on 16 October 2018.
Chairman and Chief Executive
Officer's review
2.43
The Chair, Ms Helen Kroger, and Chief Executive Officer, Dr James
Findlay, highlighted several aspects of AFMA's performance in managing
Commonwealth fisheries, including:
- global
best-practice sustainable fisheries management demonstrated by the recertification
of the Northern Prawn Fishery by the Marine Stewardship Council;
- continuing
work on ecological risk assessment and management through the Commonwealth
Fisheries Harvest Risk Assessment and Bycatch Policies;
- maximising
net economic returns to the Commonwealth by encouraging exploratory fishing,
clarifying requirements around transshipping and addressing fisheries resource
sharing;
- public
information workshops to address illegal fishing; and
- simplifying
the regulatory system through One Fishery.
2.44
In the coming years, the authority will focus on ensuring sustainable
and profitable fisheries; reducing the operational and cost burdens on
industry; managing ecological and compliance risks; deterring illegal fishing;
and improving engagement with stakeholders in fisheries management.[38]
Goals and performance measurement
2.45
AFMA has a single outcome:
...ecologically sustainable and economically efficient
Commonwealth fisheries, through understanding and monitoring Australia's marine
living resources and regulating and monitoring commercial fishing, including
domestic licensing and deterrence of illegal foreign fishing.[39]
2.46
With regard to this outcome, AFMA has established a performance framework
consisting of three goals:
- ensure
the ecological sustainability of Commonwealth fisheries for the benefit of
present and future generations of Australians;
- maximise
the net economic returns from Commonwealth fisheries to the Australian
community; and
- deliver
effective, cost efficient and transparent management and regulatory
arrangements.[40]
2.47
Within each of these goals, AFMA has performance targets. The authority
measures its performance on ecological sustainability primarily by identifying
the status of stocks, whether sustainably fished, subject to overfishing, high
risk, or otherwise.[41]
2.48
For economic returns, the authority assesses whether stocks are managed
to maximum economic yield targets.[42]
2.49
To assess its regulatory performance, the authority is focused on particular
metrics. These include the number of suspected illegal entry vessels disposed
of, the number of red tape reduction initiatives completed, the level of
cost-recovery charges, and how many domestic compliance tasks were completed.[43]
2.50
Of AFMA's eight performance targets, five were met, and three were
partially met.[44]
2.51
Over the coming years, the authority will implement a fisheries
management strategy for each fishery, against which the authority will measure
its performance. These strategies will:
- provide
operational detail on how AFMA is pursuing the objectives of the Fisheries
Management Act 1991;
- contain,
in one location, the previously separate management strategies for commercial,
general bycatch, and protected species; and
- improve
transparency by aligning planning, implementation, reporting and evaluation
processes.[45]
Goal 1: Ecological sustainability
2.52
No fisheries managed solely by AFMA were subject to overfishing during
the reporting period. However, 83 species remain at potentially high risk after
mitigation. The authority's target was a maximum of 50 species to remain at
potentially high risk after mitigation. Seven stocks were assessed as
overfished and requiring management. The authority's target was a maximum of
six stocks assessed as overfished and requiring management.[46]
2.53
The introduction of a new ecological risk assessment methodology, alongside
increased observer coverage and electronic monitoring, has improved AFMA's
species information and data collection. This has contributed to a reduction in
the number of 'potential high risk species'. Under AFMA's precautionary
approach to assessing risk, the majority (or 85 per cent) of the species identified
as potential high risk are designated as such because there is insufficient
data about the biology of those species or catch information. The new
ecological risk assessment model and increased data has resulted in many
potential high risk species being reclassified as high risk or medium/low risk.[47]
Goal 3: Management and regulatory arrangements
2.54
AFMA successfully disposed of all apprehended foreign illegal fishing
vessels. It also kept cost recovery charges below targets. However, not all red
tape reduction initiatives were completed during the period under review.[48]
2.55
As part of AFMA's domestic compliance operations, 206 boat inspections
and 102 fish receiver inspections were undertaken. The target of inspecting all
20 high risk boats was not achieved due to the diversion of resources to other
higher priority risks. AFMA also pursued compliance through its targeted risk
program, which examines quota evasion, failing to report interactions, and
retention of protected and prohibited species.[49]
2.56
The authority continued to address foreign compliance issues,
particularly through engagement with Regional Fisheries Management
Organisations. It also conducted capacity building programs for officers in fisheries
and police maritime units of several Pacific Island countries.[50]
2.57
AFMA officers participated in coordinated patrols with the Indonesian
Ministry of Marine Affairs and Fisheries and the Indonesian Maritime Security
Agency, BAKAMLA. AFMA officers also serve on United States Coast Guard patrols
of the Federated States of Micronesia's exclusive economic zone. Officers have
participated in operations and assisted patrol boat personnel based in Cook
Islands, Tuvalu, Solomon Islands, Federated States of Micronesia, Papua New
Guinea, Republic of the Marshall Islands, and Tonga. Officers deploy with
partners in the Southern Ocean to monitor suspected incidents of illegal
fishing.[51]
2.58
As part of ongoing work to improve fisheries management, AFMA has
pursued co-management arrangements to encourage greater industry responsibility
for fisheries sustainability. During the reporting period, AFMA partnered with
the Northern Prawn Fishery Industry group to undertake scientific trials of new
bycatch reduction devices and other scientific monitoring initiatives.[52]
Staffing information
2.59
AFMA has 180 employees: 155 ongoing and 25 non-ongoing. Employees are
located as follows:
- Canberra
(132);
- Darwin
(20);
- Thursday
Island (7); and
- on
commercial fishing vessels as field observers (21).[53]
2.60
Of the authority's 180 staff: 71 are female; 50 are from non-English
speaking backgrounds (born in Australia and overseas); one identifies as having
a disability; and seven are Aboriginal and Torres Strait Islander.[54]
2.61
In 2017–18 there were three incidents that fell within the definition of
a 'Dangerous Occurrence' under the Work Health and Safety legislation, and
Comcare was informed accordingly. No notices or prohibition notices required AFMA
to take remedial action.[55]
Financial information
2.62
AFMA reported a deficit of $900,000 for the reporting period, within the
budgeted operating loss of $1.8 million. The authority's total expenditure was
$39.1 million (against budget expenditure of $38.9 million).[56]
2.63
Employee expenditure was $233,000 lower than budget; and expenditure
relating to the caretaking and disposal of illegal foreign fishing vessels was
$4.3 million lower than budget.[57]
2.64
However, supplier expenditure was $1.3 million higher. This was
attributed to higher surveillance costs relating to the development and
commencement of the Information and Communications Technology Strategy;
preparatory work for the Canberra office relocation; and the transition to a
new vessel monitoring system provider.[58]
Committee comment
2.65
The Committee welcomes the authority's program to implement and report
its performance through fisheries management strategies. This should provide a
more informative basis upon which to understand the agency's performance.
2.66
The Committee considers the AFMA report to be compliant with reporting
requirements.
Murray Darling Basin Authority
2.67
The 2017–18 Annual Report of the Murray-Darling Basin Authority (MDBA)
contains a comprehensive account of the authority's activities. The report was
tabled in the Senate on 16 October 2018.
Chief Executive's review
2.68
The Chief Executive, Mr Phillip Glyde, highlighted a number of
achievements over the reporting period, including:
- delivering
amendments to the Basin Plan that adjusted the sustainable diversion limits in
the southern and northern Basin;
- undertaking
a compliance review to help rebuild trust in the Basin Plan;
- completing
the 2017 Basin Plan Evaluation;
- improving
community engagement by opening new offices and expanding the Regional
Engagement Officers program; and
- launching
the National Cultural Flows Research Project—a seven-year project to increase
knowledge about Aboriginal water interests.[59]
Purpose, goals and performance
measurement
2.69
The MDBA's purpose is to achieve a healthy, working Basin by managing
water resources for the long term benefit of the Australian community.[60]
2.70
The authority has a single outcome:
Equitable and sustainable use of the Murray-Darling Basin by
governments and the community including through the development and
implementation of a Basin Plan, operation of the River Murray system, and
shared natural resource management programs, research information and advice.[61]
2.71
To achieve this outcome, the MDBA has five strategic goals:
- lead
the implementation of the Basin Plan to achieve a healthy, working basin;
- strengthen
engagement with the community;
- evaluate
and report the social, economic and environmental outcomes of Basin water
reforms;
- operate
the River Murray system efficiently for partner governments; and
- improve
the knowledge base to support sustainable water resource management.[62]
2.72
Achievement of the MDBA's strategic goals is assessed through eight key
performance indicators (KPIs). The MDBA reported it had achieved all KPIs for
the reporting period.[63]
Strategic goal 1: Lead the
implementation of the Basin Plan to achieve a healthy, working basin
2.73
During the year, the MDBA reported that it had established better
working arrangements with Basin governments.[64]
By releasing an assessment framework, policy guidance and templates, the
authority was able to support state governments in preparing their water
resource plans. The authority also facilitated the transition from the
Murray-Darling Basin Cap on diversions to the new Sustainable Diversion Limit.[65]
2.74
An outcome of the Murray-Darling Basin Water Compliance Review was the establishment
of the Office of Compliance and the Independent Assurance Committee. The
Independent Assurance Committee will advise the MDBA on its approach to
compliance. The authority subsequently released its Compliance and Enforcement
Policy and launched an audit program. The Murray-Darling Basin Ministerial Council
reached agreement on the Basin Compliance Compact, comprising action plans for
Basin governments to improve water compliance.[66]
2.75
The completion of the 2017 Basin Plan Evaluation showed the plan was
progressing well. However, as a number of actions were identified as behind
schedule, changes will be implemented to ensure it remains on track.[67]
2.76
The MDBA continues to implement a package of projects and works under
the Sustainable Diversion Limit Adjustment Mechanism (SDLAM), focused on water
supply and efficiency.[68]
2.77
The authority has worked with Basin governments to address a number of
technical and policy issues with regard to new limits on how much groundwater
can be taken from the Basin. The completion of a three-year strategic
partnership with the National Centre for Groundwater Research and Training has
enhanced scientific and socioeconomic knowledge. It has also delivered
state-of-the-art modelling processes and integrated assessment tools for
managing groundwater in the Basin.[69]
2.78
The MDBA has a strategy to bring Aboriginal people's views into the
long-term and annual planning for water for the environment. The Basin
Environmental Watering Priorities for 2018–19 report contained a statement
of commitment to this effect, and specified a number of actions that will
incorporate Traditional Owner input into policy. The report included two case
studies on Aboriginal environment outcomes.[70]
Strategic goal 2: Strengthen
engagement with the community
2.79
The MDBA responded to an identified need for targeted information on the
Basin Plan and its activities in several ways. It increased its presence in
regional areas by appointing Regional Engagement Officers and following an
evaluation, will work towards a modest expansion of the initiative. Staff
attended more than 640 meetings, and received 752 public requests for
information. A particular focus was public consultation on the SDLAM program in
the southern Basin.[71]
2.80
The authority's 'Rivers. Worth it.' campaign aimed to raise public
awareness of the value of the Basin Plan, its management arrangements, and how
science is used to make decisions. The digital elements of the campaign reached
700,000 people across Australia.[72]
2.81
The MDBA also continued with its schools program and presented a range
of exhibits at Q-lab at Questacon. The authority's Run the River app was
downloaded more than 5,000 times and the new Waterweed Wipeout app
achieved over 500 downloads.[73]
2.82
The authority is working in partnership with the Murray Lower Darling
Rivers Indigenous Nations (MLDRIN) and Northern Basin Aboriginal Nations (NBAN)
on a range of matters across the Basin, including the Indigenous Partnership
Program, which was reviewed during the reporting period. Under the program,
Indigenous facilitators have worked with Traditional Owners at 'icon' sites to
improve the health of the River Murray by making the best use of water for the
environment and incorporating cultural knowledge. The review found the program
effectively engages Aboriginal people and contributes to cultural, community,
socioeconomic and environmental outcomes.[74]
2.83
Other projects include the National Cultural Flows Research Project, and
the Aboriginal Weather Watchers Project.[75]
Strategic goal 3: Evaluate and
review the social, economic and environmental outcomes of the Basin water
reforms
2.84
The authority assessed its performance on this strategic goal as
compliant on the basis it had completed all monitoring and evaluation reviews
of Basin water reforms and of the Basin Plan itself, within statutory
timeframes.
2.85
Research into the effects of the Basin Plan showed it would vary
substantially from community to community. The MDBA's research found that of 40
irrigation-dependent communities examined, 12 were likely to have experienced
'quite small effects on employment' from the Basin Plan water recovery. In 18
communities, the effects were likely to be modest and identifiable. In 10 communities,
the effects were likely to be quite large.[76]
2.86
Over the year, several large coordinated flows were delivered to align
delivery of water for the environment with consumptive demands. The Basin Plan
Evaluation reported positively on the outcomes against water for environment
priorities—noting activities met legislated or agreed timeframes. Even though
the number of watering events has not changed significantly, coordination
between water holders has increased the volume of water delivered at each
event.[77]
2.87
The Joint Venture Monitoring and Evaluation program delivered a range of
native fish and vegetation projects allowing for the collaborative and consistent
monitoring of outputs. Projects included improvements in monitoring fish
movement, fish genetics to trace fish spawning, and a water microchemistry map
to trace fish movements.[78]
2.88
Other projects have contributed to the maintenance of water quality and salinity
levels to support the environmental, social, cultural, and economic activity of
the Basin.[79]
Strategic goal 4: Operate the River
Murray system efficiently for partner governments
2.89
The authority noted a number of highlights, including operating the River
Murray system to maximise water availability for all entitlement holders
through a hot summer and autumn. The MDBA reported critical human water needs
were met in 2017–18, as well as conveyance water needs to ensure sufficient
flow in the river system.[80]
2.90
The MDBA also developed, in partnership with the Victorian government,
an online tool to allow allocation trades subject to the Barmah Choke
restriction to be automatically processed.[81]
2.91
The first audit under the Basin Salinity Management 2030 strategy was
completed. The Basin salinity target was achieved for the ninth consecutive
year.[82]
2.92
The MDBA continued ongoing work with river operators and Basin
government agencies to update the River Murray System Objectives and Outcomes
document, which provides a decision-making framework for operators. This work
involved completing the first phase of a review of water for the environment trials;
updating flood management manuals; and assessing risks and potential mitigation
measures for channel capacity and delivery shortfalls.[83]
2.93
Several coordinated actions were undertaken to align water for the
environment delivery with consumptive demands, with water for the environment
delivered to Barmah-Millewa Forest, Hattah Lakes, wetlands in the
mid-Murrumbidgee, the Lower Darling, and to support connectivity between the
Lower Lakes and the Coorong.[84]
Strategic goal 5: Improve the
knowledge base to support sustainable water resource management
2.94
Some highlights under this strategic goal included using remote sensing
to track environmental flows; establishing a data management framework;
trialing data integration and analysis systems; and improving and testing
various models and assessment tools.[85]
2.95
One particular planning and management tool is the Source Murray Model,
which allows water managers to test policy and management options and observe
the impacts these changes are likely to have on aspects of the system. The MDBA
has started working with partner governments to use the model to define
baseline diversion limits and to use this baseline for the development of water
resources plans.[86]
2.96
The waterbird trajectory project, completed by the University of New
South Wales, has mapped possible trajectories of waterbird populations over the
next 10 to 20 years, and developed a population model for straw-necked ibis.
The project found a correlation between waterbird populations and access to
water flows.[87]
2.97
The MDBA has engaged scientists to investigate the links between flows
and native fish. The intent is to help target appropriate flows to boost native
fish recruitment.[88]
2.98
The MDBA has also supported several short-term projects to manage alien
fish and showcase how river environments can be restored to benefit native fish
populations. Projects have included an educational resource kit, a website
update, a video, and community and stakeholder engagement.[89]
2.99
The authority admits a key challenge for the year ahead will be to expand
its capacity for robust scientific analysis and to build its reputation as
trusted experts in the water sciences.[90]
Freedom of information requests
2.100
During the reporting period, the MDBA received 16 FOI requests, which
were processed in accordance with the statutory timeframes. The authority met
all reporting obligations under the FOI Act.[91]
Staffing information
2.101
The MDBA has approximately 285 staff. Eight per cent (against a target
of 10 per cent), are located in regional offices in Toowoomba, Albury-Wodonga,
and Adelaide.[92]
2.102
Fifty-four per cent of staff at MDBA are female. The authority has an
active Aboriginal and Torres Strait Islander staff network. It works with
RecruitAbility to increase employment opportunities for people with a
disability. It's Workplace Diversity and Inclusion Program includes LGBTI
awareness training for all staff and managers. The staff at the MDBA come from
more than 30 countries.[93]
2.103
During the reporting period, there was one notification of a dangerous
incident. An external audit of its Rehabilitation Management System found the
MDBA was fully compliant. The MDBA had one accepted Comcare claim during the
reporting period. This incident rate reduced its workers compensation premium
by $13,000.[94]
Financial information
2.104
The MDBA reported an operating surplus of $16.2 million, noting
significant fluctuations in spending were due to the impact of the complex
nature of joint programs, in particular capital construction and environmental
projects.[95]
2.105
The Chief Finance Officer highlighted the following:
- total
expenditure—$163.4 million;
- contributions
from jurisdictions—$94.1 million;
- revenue
from government—$78.9 million; and
- other
revenue (interest, rent, royalties, grants)—$6.6 million.[96]
2.106
The MDBA manages over $4.9 billion in assets, including dams, weirs,
locks and water entitlements used for achieving the objectives of the Living
Murray Initiative (LMI).[97]
2.107
The increase in the MDBA's net equity position of $79.4 million ($16.2
million higher than 2016–17) was attributed to lower than budgeted activity on
the Murray Mouth Dredging Program and Salt Interception Scheme. Higher water
flows resulted in fewer dredging and salt interception projects.[98]
Committee comment
2.108
The Committee notes some confusion around the number of staff employed
by the authority, variously stated as 'around 285 full-time equivalent staff',
an 'average staff level' of 278, and when broken down by age, 307.[99]
Further detail on the proportion of staff who are Aboriginal and Torres Strait
Islander, identify as having a disability, or come from non-English speaking
backgrounds would be useful.
2.109
The Committee encourages the MDBA to provide sufficient detail on the context
of the various activities it undertakes to allow for a thorough analysis of its
performance. For instance, the Chief Executive Officer noted that over 750
environmental watering events had been held over the preceding four years, but
offered no explanation as to whether these were sufficient or resulted in
beneficial outcomes.[100]
2.110
The Committee considers the MDBA report to be compliant with reporting
requirements.
Department of Infrastructure Regional Development and Cities
2.111 The 2017–18
Annual Report of the Department of Infrastructure, Regional Development and
Cities (DIRDC) was tabled in the Senate on 12 November 2018. The report
provides an overview of the activities and achievements of the department over
the previous year.
Secretary's review
2.112
Dr Steven Kennedy, Secretary of the DIRDC, provided a review and
highlights of the department's achievements over the reporting period,
including:
- signing
of the Western Sydney City Deal, including a $5.3 billion investment by the Australian
government in the Western Sydney Airport;
- an
organisational restructure including the introduction of a third Deputy
Secretary and the transition to a three group structure: Transport Group,
Cities and Territories Group, and Infrastructure Group;
- commencement
of the Parkes to Narromine portion of the Inland Rail project;
- launch
of the Australasian New Car Assessment Program (ANCAP) safety app; and
- allocation
of $2.4 billion to local governments through the Financial Assistance Grants
program.[101]
Key programs
2.113
The department has highlighted eight key programs and activities in the
report and provided updates on each for the reporting period.
Infrastructure Investment Program
2.114
The Infrastructure Investment Program enables DIRDC to provide policy
advice to support government investment decisions, manage delivery of
infrastructure projects and programs, and work with state, territory and local
governments to reform land transport arrangements.[102]
2.115
Some of the key projects funded through the program include:
- WestConnex;
- NorthConnex;
- Pacific
Highway;
- Toowoomba
Second Range Crossing;
- Bruce
Highway;
- Victorian
Infrastructure Package;
- NorthLink
WA;
- North-South
Corridor in South Australia;
- Midland
Highway in Tasmania;
- Cape
York Region Package in Queensland;
- Echuca
Moama Bridge in Victoria; and
- Western
Sydney Infrastructure Plan.[103]
2.116
DIRDC oversees projects funded through the Australian Rail Track
Corporation and the Moorebank Intermodal Company Limited, including the
Melbourne-Brisbane Inland Rail Project. In 2017–18 the department finalised
governance arrangements around reporting, monitoring and financing the project.[104]
2.117
In 2017–18 the government announced a $10 billion National Rail Program focused
on investment in rail networks within and between major cities and regional
centres. The department has developed criteria to ensure projects meet key
objectives and desired outcomes.[105]
Surface Transport Program
2.118
Through the Surface Transport Program, the department was able to
progress coastal shipping regulatory changes; promote integrated road and rail
reforms; administer national disability standards for accessible public
transport; and work with state and territory governments to progress heavy
vehicle road reform.[106]
2.119
The department led the development of the National Infrastructure Data
Collection and Dissemination Plan. The plan was released in June 2018. This
plan, when implemented, will improve the way infrastructure data is collected,
shared, and used as a guide to decision making. An example of the initiatives
underway, as part of the plan, is that of the use of GPS data to understand
where congestion is affecting freight movements.[107]
2.120
The department regulates international liner cargo shipping under the Competition
and Consumer Act 2010. DIRDC's regulatory activities include ensuring
exporters and importers have continued access to internationally competitive
shipping services. During the reporting period, a total of 27 provisional
registrations and 23 final registrations of shipping agreements were approved
by the Registrar of Liner Shipping under the Act.[108]
Road Safety Program
2.121
Through the road safety program, the department has continued to
progress the implementation of reforms to the Motor Vehicle Standards Act
1989. During the year in review, it also coordinated delivery arrangements
for the National Road Safety Strategy 2011–2020 and National Road Safety Action
Plan 2015–2017, and improved road safety outcomes through expenditure on
infrastructure.[109]
2.122
During the year, the department continued to develop the Australian
Design Rules (ADRs). The vehicle safety actions under the National Road Safety
Action Plan 2015–17 were completed with the introduction of new ADRs for
advanced breaking systems on motorcycles, and stability control systems on heavy
trucks, buses and trailer.[110]
Air Transport Program
2.123
Through the Air Transport Program, the department:
- regulated
to support ongoing infrastructure investment at federally leased airports;
- progressed
elements of the National Airport Safeguarding Network;
- provided
policy advice to support aviation safety;
- managed
regional and remote aviation access programs; and
- progressed
implementation of the Western Sydney Airport project.[111]
2.124
The department is responsible for implementing aviation regulation,
policies and programs to support future investment in aviation infrastructure.
In 2017–18, this involved overseeing major aviation infrastructure projects and
airport planning.[112]
2.125
Approval of masterplans for the Archerfield, Darwin, Gold Coast and
Parafield airports along with the approval of major development plans for Bankstown,
Darwin and Jandakot took place during the year with the department's support.[113]
2.126
In August 2017 the government established WSA Co as its business
enterprise to construct and operate Western Sydney Airport. The airport, which
is expected to support almost 28,000 direct and indirect jobs, is due for
completion in 2026.[114]
Regional Development Program
2.127
Through the Regional Development Program, the department aims to deliver
a whole-of-government agenda for regional Australia, manage regional and local
government grants programs, and implement the revised Regional Development
Australia (RDA) Program.[115]
2.128
An independent review into the Regional Development Australia program
was released during the reporting period. The review provided a framework to
reform the Regional Development Australia program with key program reforms
including:
- a
new charter for RDA committees;
- consolidating
the four Melbourne RDA committees into one;
- expanding
the program to include the territories of Christmas Island, Cocos (Keeling)
Island, Norfolk Island, and the Jervis Bay territory; and
- establishing
new performance measures to ensure the outcomes of the RDA activities are
monitored and measured.
2.129
The department administered $18.3 million for RDA committees during the
reporting period.[116]
Local Government Program
2.130
The primary function of the Local Government Program is to administer
and deliver the Financial Assistance Grant program. During the reporting period,
the department administered $2.4 billion through the program.[117]
2.131
The department also administered $20 million of funding for local roads
in South Australia. These funds were administered through the Financial
Assistance Grant program and the Roads to Recovery program.[118]
Service to Territories Program
2.132
The Service to Territories Program aims to deliver a range of
infrastructure and services to the external territories and Jervis Bay
Territory, progress governance and financial reform for Norfolk Island, and
manage world heritage areas on Norfolk Island.[119]
2.133
As part of financial and governance reform to Norfolk Island, the
department entered into a number of agreements including with the Norfolk
Island Council to deliver a range of services; with the Australian Federal
Police for local policing; and with the NSW government to provide support for
health, education and local government.[120]
2.134
Additionally, legislative reform for Norfolk Island was progressed in
the form of improved functioning of the criminal justice system, introduction
of community title on the island to support more effective land use, and establishment
of a new legal framework for the Norfolk Island Central School.[121]
Smart Cities Plan
2.135
The Smart Cities Plan is primarily facilitated through the various City
Deals negotiated between the three levels of government, the community and
private enterprise. The plan seeks to unlock economic potential within a city
through alignment on planning, investment and governance amongst all key
stakeholders.[122]
2.136
The report provides updates on the existing City Deals in Townsville,
Launceston and Western Sydney. Additionally, it also provides details on future
City Deals in Darwin, Hobart, Geelong and Perth.[123]
2.137
The $50 million Smart Cities and Suburbs Program supports urban projects
that apply smart technology to provide solutions to urban challenges and
deliver economic benefits. Following an application process, 49 projects were
announced in November 2017 from all states and territories.[124]
Staffing information
2.138
DIRDC employs a total of 875 employees. Of these, 825 are located in the
ACT with the remaining 50 spread across all of Australia, its territories and
internationally.[125]
2.139
The department employs 14 people who identify as Aboriginal or Torres
Strait Islander. The department has taken a number of measures to improve
opportunities for Aboriginal and Torres Strait Islander employment including
piloting a Mobility Placement program within the Western Sydney Unit,
developing a department-specific Affirmative Measures Program and participating
in the Indigenous Australian Government Development Program.[126]
Financial information
2.140
DIRDC reported an operating deficit of $2.2 million during the reporting
period. After allowing for net cash appropriation statements, this amount equates
to a surplus of $5.9 million.[127]
2.141
Due to machinery of government changes, revenue from government was
reduced by $6.8 million from 2016–17. Other revenue increased by $3.6 million from
the previous year, primarily because of the recovery of costs incurred on
behalf of WSA Co during its establishment.[128]
2.142
DIRDC made note in its report that departmental expenses were $5.5
million lower than in 2016–17, mainly due to machinery of government changes.[129]
Committee comment
2.143
The committee commends DIRD on a thorough report, which highlights many
of the department's activities. The committee considers DIRD's annual report to
be compliant with reporting requirements.
Civil Aviation Safety Authority
2.144 The 2017–18
Annual Report of the Civil Aviation Safety Authority (CASA) was tabled in the
Senate on 19 October 2018. The report provides an overview of the activities
and achievements of the authority over the previous year.
Director's review
2.145
Mr Shane Carmody, Director of Aviation Safety and Chief Executive
Officer of CASA, provided a review of the agency's achievements over the
reporting period including:
- establishing
the Aviation Safety Advisory Panel in July 2017. The panel acts as the primary
advisory body through which CASA engages with industry;
- progressing
reforms with regard to the aviation medicines processes and licensing
arrangements;
- improving
CASA's surveillance capability in accordance with the recommendations contained
in the government's response to the Aviation Safety Regulation Review; and
- commissioning
an independent review to benchmark new fatigue rules for operators and pilots
with other aviation nations.[130]
2.146
Mr Carmody also outlined outcomes that were not achieved. He noted that
there were delays to improving CASA's European Aviation Processing permissions
and licensing system. These delays meant that the agency was not able to meet
its expected milestones.[131]
Corporate Plan objectives
2.147
CASA measures its performance against three detailed objectives as set
out in its Corporate Plan 2017–18. Of the 69 performance measures set for agency's
three corporate goals in 2017–18, 89 per cent were met, 10 per cent were
substantially completed and delays affected one per cent. The report noted that
this outcome is consistent with CASA's performance over the previous five
years.[132]
Goal One: Maintain and enhance a
fair, effective and efficient aviation safety regulation system
2.148
CASA focusses its efforts under this goal on maintaining, enhancing and
promoting aviation safety. Of the 28 performance measures against this goal, 21
were assessed as completed or on track, six were substantially completed and one
was delayed.[133]
2.149
Significant changes were introduced to aviation medical certification.
These changes included giving delegation to designated aviation medical
examiners to issue Class 2 medical certificates.
2.150
Risk profiles were made for seven sectors including aerial mustering,
aerodromes, small aeroplane transport, large aeroplane transport (over 97
seats), aeroplane medical transport, helicopter medical transport and
commercial balloon. The profiles were developed using CASA's sector risk
profiling methodology.
2.151
Following the International Civil Aviation Organization (ICAO)
coordinated validation mission, Australia's effective implementation rate
increased from 85.05 per cent to 94.98 per cent. This result increased
Australia's world standing in relation to compliance with ICAO standards and
recommendations practices from 44th place to sixth. [134]
2.152
CASA is a member of a counterterrorism steering group led by the
Department of Home Affairs. CASA examines the security aspects of counter-drone
technology and is also a member of the group's legal issues sub-committee.[135]
2.153
CASA is responsible to provide the lead regulator role in relation to
the OneSKY project. In relation its performance against Goal One, CASA was
required to conduct entry control and surveillance of certificate holders in
relation to the OneSKY project. However, the annual report noted that this
activity had been delayed 'pending the submission of documentation and safety
cases by Airservices Australia for the OneSky project.[136]
Goal Two: Collaborative engagement
with the wider aviation community to promote and support a positive safety
culture
2.154
CASA aims to maintain a constructive relationship with other Commonwealth
departments and promote effective consultation with the wider aviation
community. All 22 performance measures against this goal were completed or on
track.[137]
2.155
A major communications push was used to increase awareness of drone
safety rules and build public confidence in the management of drones. In
October 2017, CASA launched a dedicated website for recreational drone users.
Goal Three: Continuous improvement
of organisational performance
2.156
CASA seeks to continually improve its operational activities and other
support functions. Of the 19 performance measures against this goal, 18 were on
track or completed and one was substantially completed.[138]
2.157
During the reporting period, the Training Branch was established to
centralise and improve professional development opportunities for staff.
Leadership development courses were conducted and a new performance and
communication scheme was implemented.
2.158
Aboriginal and Torres Strait Islanders members of CASA's Indigenous
Engagement Network received mentoring from the 2018 ACT Australian of the Year
and Indigenous entrepreneur, Mr Dion Devow. The mentoring provided an
opportunity for network members to contribute to the delivery of initiatives
within the Reconciliation Action Plan.
Staffing information
2.159
At the end of the reporting period, CASA had 832 staff. The majority of
these positions are in the Aviation Group.[139]
2.160
In 2017–18, the staff turnover rate was 10.5 per cent which is lower
than the 2016–17 rate of 11.6 per cent.[140]
2.161
Of the 832 staff, CASA employs 10 people who are Indigenous, representing
1.3 per cent of the total workforce.[141]
2.162
Through a Workplace Diversity Program, CASA aims to promote equal
opportunity in employment. The program is consistent with the principles contained
in the National Disability Strategy 2010–2020 and meets the requirements of the
Equal Employment Opportunity (Commonwealth Authorities) Act 1987.[142]
Financial information
2.163
CASA recorded an operating surplus of $0.5 million in 2017–18, down from
a $6.9 million surplus the previous financial year. The difference of $6.4 million
reflects an increase in expenditure of $6.5 million.[143]
2.164
The increase in expenditure was predominantly due to changes in employee
expenses. An increase in the average staffing level from 765 to 799, an
increase in salaries under the CASA Enterprise Agreement 2016–19, progressions
and promotions, and an increase in redundancies, were the primary factors.
These were offset to some extent by decreases in consultancies and service
contracts and insurance expenses.[144]
Committee comment
2.165
The committee considers CASA's annual report to be compliant with
reporting requirements.
Australian Maritime Safety Authority
2.166 The 2017–18
Annual Report of the Australian Maritime Safety Authority (AMSA) was tabled in
the Senate on 12 November 2018. The report details the activities of the
authority over the previous year.
Chairman's forward
2.167
The Chairman, Mr Stuart Richey AM, highlighted a number of AMSA's
achievements over the reporting period, which ended with AMSA taking
responsibility for full service delivery under the National System for Domestic
Commercial Vessels on 1 July 2018. The authority's achievements included:
- upgrading
the AMSA website to provide secure online services;
- releasing
the Strategic Workforce Plan 2018–21 to ensure the organisation can undertake
its role as the national regulator;
- approving
more than 30 registered training organisations to conduct final assessments for
low complexity near-coastal seafarer certification;
- accrediting
more than 250 marine surveyors; and
- gaining
election to Category B of the International Maritime Organization's governing
council.[145]
Purpose, strategic challenges and
performance
2.168
As Australia's national maritime regulatory body, the purpose of AMSA is
to:
...promote the safety and protection of our marine environment
and combat ship-sourced pollution. We provide the infrastructure for safety of
navigation in Australian waters, and maintain a national search and rescue
service for the maritime and aviation sectors.[146]
2.169
The authority identifies four strategic challenges:
- managing
risks to safety and the environment;
- building
the National System for Domestic Commercial Vessel Safety;
- delivering
incident intervention and response; and
- ensuring
a vibrant and progressive organisation.
2.170
AMSA also identifies a 'strategic enabler': collaborating with our
community. This involves working with international organisations and other
nations, and partner organisations; developing stakeholder relationships;
undertaking community education; and delivering Indigenous safety programs.[147]
2.171
AMSA's report details six key performance indicators under the
Commonwealth Regulatory Performance Framework. It lists fourteen focus areas,
26 performance criterion, 39 targets and six capability projects.[148]
Strategic challenge 1: Managing
risks to safety and the environment
2.172
To manage risks to safety and the environment, AMSA's focus areas are:
- ensuring
regulated vessels are operating safely and meeting standards;
- preventing
pollution from shipping;
- supporting
safe navigation;
- contributing
to and implementing international conventions; and
- ensuring
seafarer competency and welfare.[149]
2.173
With regard to its regulatory performance under this focus area, AMSA exceeded
its target for National System customer service; received an average of 3.38
out of six in its online customer service survey; and achieved a read rate of
34 per cent for its email campaign (domestic vessel communication including
safety awareness).[150]
2.174
Capability projects under this strategic challenge involved integrating
search and rescue, maritime casualty and incident responses; developing policy
responses to identified future challenges; and delivering a one-stop-shop
capability for international and domestic seafarer certification.[151]
Strategic challenge 2: Building the
National System for Domestic Commercial Vessel Safety
2.175
Under this focus area, AMSA worked towards building service delivery and
regulatory frameworks to allow it to assume responsibility as the national
regulator for domestic commercial vessels on 1 July 2018.[152]
2.176
A key capability project was the National System transition program to ensure
AMSA systems and processes were developed to ensure a smooth transition of
regulatory responsibility for domestic commercial vessels from the states and
territories.[153]
Strategic challenge 3: Delivering
incident intervention and response
2.177
Under this strategic challenge, AMSA focussed on saving lives through
search and rescue, and delivering effective marine pollution response
capability. In the reporting period, AMSA rescued a total of 128 people. AMSA
has the capacity to respond to up to 8,500 incidents and conduct 740 searches
each year. During the reporting period, it took an average of 24 minutes for
its Rescue Coordination Centre to initiate a response.[154]
Strategic challenge 4: Ensuring a
vibrant and progressive organisation
2.178
AMSA has 407 staff and achieved a staff turnover rate of 11.4 per cent,
which it states is less than comparable public sector agencies. Its staff
engagement level of 52 per cent, whilst lower than previous years, remains
above public sector benchmarks.[155]
2.179
AMSA staff are located in 19 locations around Australia: Thursday
Island; Cairns; Townsville; Mackay; Gladstone; Brisbane; Newcastle; Sydney;
Port Kembla; Canberra; Devonport; Hobart; Melbourne; Adelaide; Fremantle;
Geraldton; Karratha; Port Hedland; and Darwin.[156]
2.180
The authority reported 36 incidents, 21 of which related to contractors
engaged by AMSA. A total of 70 days were lost to injury. There were no workers
compensation claims or notifiable Comcare incidents.[157]
Strategic enabler: Engaging with
our community
2.181
AMSA assessed that it had satisfactorily progressed issues either
sponsored directly or supported by Australia at the International Maritime
Organization, and satisfactorily influenced the technical standards of interest
to Australia at the International Association of Marine Aids to Navigation and
Lighthouse Authorities (IALA).
Case studies
2.182
AMSA's annual report provides a number of case studies that highlight a
range of strategic challenges.
2.183
AMSA's contribution to safe seas included maintenance of a number of
historical lighthouses; research into safety culture and its influence on
safety behaviour on international commercial vessels in Australian waters; and
participation in an international working group studying the dynamic separation
of cargoes.[158]
2.184
On 1 July 2018, the services previously delivered by the states and
territories under the National System for Domestic Commercial Vessel Safety
(National System) were transitioned to AMSA. This significance change provides
for a nationally administered and delivered system for 27,000 vessels and
66,500 seafarers around the country.
2.185
AMSA explained that the philosophy of the National System is to seek a 'balance
between managing safety and regulating in a way that reduces red tape and lets
business operate sustainably'. It noted that operators will be 'encouraged to
take responsibility for safety outcomes through implementation of safety
management systems, safe operations, and appropriately trained crew'.[159]
2.186
As part of its 'clean seas' initiatives, AMSA highlighted a number of
initiatives including testing the National Plan for Maritime Environmental
Emergencies.[160]
2.187
During the reporting period, the authority continued work on the 2020
Sulphur Cap under which all ships and vessels will be required to use fuel oil
with a maximum 0.5 per cent sulphur content, or an equivalent means of
compliance, by 1 January 2020. Other work addressed ship-sourced garbage
by facilitating trial garbage recycling services for ships arriving on
international voyages in Brisbane and at Hay Point. In addition, AMSA has also
undertaken a survey to understand the maritime community's awareness and
understanding of the International Convention for the Prevention of Pollution
from Ships Annex V regulations.[161]
Financial information
2.188
AMSA recorded an operating surplus of $8.4 million. This was a net
decrease of $3.2 million from 2016–17, caused by growing operating expenses.
The authority received an increase of $4.8 million in revenue over the previous
financial year, predominantly associated with additional funding for search and
rescue coordination and a rise in levy revenue driven by annual activity
growth.[162]
2.189
The authority recorded revenue of $209.7 million, comprising:
- 58.2
per cent derived from levies;
- 33.2
per cent from Australian government appropriations; and
- 8.6
per cent from sale of goods, rendering of services, interest received and other
revenue.[163]
2.190
AMSA explained that the majority of its levy revenue is derived from
bulk cargo vessels, and growth of levy volumes can be accounted for by larger
vessels visiting Australian ports.[164]
2.191
Other financial details include:
- operating
expenses—$201.3 million (compared to $193.3 million for 2016–17), partly
attributed to an increase in staff for the National System for Domestic
Commercial Vessels; and
- cash
position—$65.6 million.[165]
Committee comments
2.192
The Committee holds the view that the annual report does not easily
allow for an overall assessment of AMSA's performance. The authority's case
studies, used to illustrate its performance, straddle multiple strategic
challenges and are assessed under multiple strategic goals and measures. For
this reason, it is difficult to understand and assess the full scope of AMSA's
work. Further, the case studies are separated from the detailed performance measures,
even though there is significant cross-referencing between the two sections.
2.193
The Committee encourages AMSA to provide a clearer and more
comprehensive overview of its programs and measurable achievements in future
reports.
2.194
The Committee considers the AMSA report to be apparently satisfactory
with reporting requirements.
Senator Barry O'Sullivan
Chair
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