Chapter 12: Agency achievements and the way forward

Led a cross-jurisdictional, whole of government approach to increasing Australia’s security by:

• implementing a central component of the National Identity Security Strategy, the national Document Verification Service (DVS), to combat the misuse of stolen or assumed identities
• developing counter-terrorism legislation in cooperation with state and territory jurisdictions in response to a review of lessons learnt from the July 2005 London bombings. The legislation involved significant new law in the area of preventative detention and control orders, demonstrating a capacity for innovation in the way these concepts were adapted to meet Australian security and accountability requirements, as well as providing a timely response
• enacting, in less than six months, a scheme of interlocking Commonwealth, state and territory legislation which was made available for use in the event of an actual or threatened terrorist attack in Australia.

Awarded the Prime Minister’s Award for Excellence in Public Sector Management 2005, for the success to date of the SmartGate project. The SmartGate trial was the result of a Customs vision to develop an automated border processing system using biometric technology to replace manual processes by Customs officers at immigration processing points. The trial was launched in late 2002 at Sydney International Airport with Qantas international crew. The trial has expanded to include Sydney and Melbourne international airports for use by operating international crew from selected airlines, selected adult passengers travelling on Australian passports, and selected holders of prototype Australian ePassports.

Expanded and modernised airport CCTV capability in response to the Wheeler Review by:

• increasing Customs CCTV capacity by over 200 cameras covering identified ‘black spots’, making a total of 1120 CCTVs
• extending digital video recording capability for these new cameras
• providing additional control room officers at the four large airports to operate and monitor the cameras.

Joined Australian Federal Police (AFP) and state police officers to comprise the Joint Airport Investigation Teams (JAITs). The teams have been established at five major international airports ( Sydney, Brisbane, Melbourne, Adelaide and Perth) to investigate serious and organised crime at all 11 Counter-Terrorism First Response (CTFR) airports ( Sydney, Brisbane, Melbourne, Adelaide, Perth, Cairns, Canberra, Darwin, Hobart, Coolangatta and Alice Springs). Customs is also represented on the Joint Aviation Intelligence Groups (JAIGs), which will be the primary intelligence cell at each airport and will also provide intelligence support to JAITs.

Apprehended (with Navy) 367 illegal foreign fishing vessels in Australia’s northern waters—an increase of 164 vessels over the previous year. Processed 2244 crew (November 2005 to 30 June 2006). Note: As of November 2005, Customs became responsible for the on-land processing of illegal foreign fishers from their arrival in port until they are handed over to DIMA.

Contributed to the success of the Melbourne Commonwealth Games held in early 2006 by providing services that included:

• facilitation of passengers and cargo while maintaining border security (including examinations, temporary import and enforcement activities)
• implementing a regulatory framework to support Games indicia protection and duty and Goods and Services Tax (GST) concessions .

Customs received a range of compliments regarding its services from Games family members, VIPs and representatives of the M2006 Corporation, the Victoria Police and other public and private sector organisations.

Contributed to maritime security by:

• working closely with Customs to develop a package of measures for the enhancement of Australia’s maritime security programme in northern waters and, in particular, our response to incursions by illegal foreign fishing vessels. Illegal foreign fishers breach our maritime boundaries and represent a significant biosecurity risk
• continuing to work with Customs and the Australian Fisheries Management Authority (AFMA), to implement Australia’s $217.2 million armed patrol programme for the Heard Island and McDonald Islands exclusive economic zone of the Southern Ocean. The patrols continue to deter incursions by illegal toothfish poachers
• continuing Australia’s key role in the Ministerially-led Task Force on Illegal, Unreported and Unregulated (IUU) Fishing on the High Seas and agreeing to work with other nations to implement nine practical proposals to deal with IUU fishing on the high seas.

Progressed counter-terrorism cooperation in South-East Asia and the Pacific.

• Coordinated a new cross-portfolio package of counter-terrorism assistance for regional countries worth $92.6 million to deliver, on a whole of government basis, improved law enforcement, intelligence cooperation, export controls and border security and initiatives to build regional awareness of the terrorist threat.
• Commenced an international campaign to strengthen international export control standards applying to Man-Portable Air Defence Systems as part of efforts to enhance aviation security in the Asia-Pacific.
• Expanded our regional and bilateral network of counter-terrorism memorandums of understanding (MOUs) with partners in South-East Asia, which now number 12.
• Gave more structure and impetus to trilateral cooperation with the USA and Japan on security issues, culminating in the inaugural ministerial meeting of the Trilateral Strategic Dialogue in Sydney in March 2006.
• Improved consular and passport services.
• Introduced a revised format for travel advisories to make them clearer and simpler to use. This reflects the department’s urgent priority to alert Australians to possible terrorist and other security threats. In 2005–06, the department issued travel advice for 152 destinations.
• Continued to refine already sophisticated consular crises response capabilities. This was demonstrated by the efficient deployment of consular emergency response teams to assist with crises on 12 occasions throughout the year, including for the London bombings in July 2005, the Bali bombings in October 2005, and natural disasters such as Hurricane Katrina.
• Introduced an ePassport which uses cutting-edge biometric passport technology. The passport’s microchip technology and sophisticated facial recognition systems make it Australia’s most secure travel document yet. The ePassport provides the department with a more robust system for identity verification and an enhanced capability for the detection and prevention of passport fraud.

Further strengthened Australia’s preparedness for an influenza pandemic through:

• the release of the revised Australian Health Management Plan for Pandemic Influenza in May 2006
• substantially increasing the range and number of items in the National Medical Stockpile for use in an emergency and developed the National Medicines Stockpile deployment plan
• developing a national exercise for pandemic influenza (Exercise Cumpston) to be held in October 2006.

Made a significant contribution to the 2006 Commonwealth Games by assisting thousands of international visitors, athletes and officials to participate in the highly successful Melbourne Games. In total, DIMA provided Special Purpose Visas, known as Commonwealth Games Travel Authorities (CGTA) to 6995 Commonwealth Games family members. DIMA officers conducted short-term missions to Africa and the Caribbean providing visa labels to Commonwealth Games participants who required evidence of their visa for border control agencies in other countries. Airline Liaison Officers stationed at key transit points such as Johannesburg, Kuala Lumpur, Dubai and Singapore provided assistance to participants en-route to Australia. Additional airport inspectors were rostered to meet the increase in passenger numbers arriving in Melbourne during the Games period.

Of those who travelled on CGTAs, only 26 Commonwealth Games officials and athletes overstayed their visas, while a further 34 Commonwealth Games athletes and officials applied for protection visas. These protection visa applicants included 14 Sierra Leone athletes who received considerable media attention at the time. DIMA worked closely with the Victoria Police and activated a compliance handling strategy that involved contact with community leaders and support groups to encourage cooperation from the overstayers, and regular checks of DIMA systems including the Enitlements Verification Online (EVO) system and checks with other agencies. The total number of Commonwealth Games overstayers at 3 October 2006 has been reduced to 9.

Implementing the Government’s response to the Wheeler Review into security and policing in Australia’s aviation security sector, and enhanced maritime security arrangements and COAG directions following the July 2005 London bombings. The outcome has been to strengthen aviation, maritime and surface transport security arrangements in line with the nature of terrorist and criminality threats and associated risk assessments by transport operators.

During the year the Department strengthened surface transport related links with state and territory governments, commenced a review of surface transport, progressed the implementation of the Wheeler Review of airport security and policing recommendations and commenced the rollout of the Maritime Security Identity Card (MSIC).

Played a major role in developing telecommunications competition policy.

• Reviewed the telecommunications competition regime to ensure that the regulatory framework continued to be effective and supported ongoing competition in the telecommunications industry. A key part of the reform package was the development of regulation which required ‘operational separation’ of Telstra’s infrastructure and retail operations.
• Developed the arrangements that required public consultation and constructive interaction between DCITA, ACCC and Telstra. The resulting operational separation framework represents an innovative and proportionate response to a policy problem. It is designed to achieve the same benefits as more interventionist regulatory options, but at a significantly lower level of cost and disruption.
• Developed legislative amendments which improve the operation of the telecommunications access and anti-competitive conduct provisions in Parts XIB and XIC of the Trade Practices Act 1974 (including changes to streamline and clarify ACCC regulatory processes). Together, with the operational separation framework, these measures promote a sustainable and competitive telecommunications market, facilitate future investment in the industry, and produce real benefits for consumers.

Played a central role in developing and assisting in the passage of the Work Choices legislation which provides for major reform to workplace relations in Australia. The reforms involve the repeal and replacement of most of the Workplace Relations Act 1996, and a shift in its constitutional underpinnings. This included developing key policy parameters, identifying legal approaches, and drafting instructions and providing advice during parliamentary debates and the Senate inquiry into the legislation. The department was also responsible for developing the Workplace Relations Regulations 2006 which repealed and replaced the Workplace Relations Regulations 1996 to accommodate the amendments made by the Work Choices legislation.

Prepared for the successful implementation of Welfare to Work on 1 July 2006. This involved significant legislative amendment, system development, policy, and programme design and communication activities for job seekers, employment service providers and the community. The department was also the lead agency in coordinating the whole of government implementation of Welfare to Work measures across other portfolios. The Welfare to Work reforms announced in the 2005–06 Budget are designed to increase workforce participation and employment and reduce welfare dependence for working age Australians.

Successfully administered Australia’s immigration programmes.

• The immigration target in 2005–06 was set an upper limit of 143,000 and 142,930 visas were issued under the programme. More than 68% of visas were issued to people in the Skill Stream, where these people can make a valuable contribution to the Australian economy. Placing skilled migrants where they meet community needs also generates flow-on employment for all Australians. This can lead to long-term benefits for the regions, with more than 75% of people who come to Australia in the Migration Programme going on to gain Australian citizenship.
• Employer sponsored migration increased by 17% in 2005–06, from 13,020 to 15,230, and the number of state/territory sponsored visas increased by 94%. Through cooperation with state governments and businesses, such as the various Skills Expos held throughout Australia and overseas, DIMA achieved considerable success in matching skilled migrants with regions and employers in need.

Worked closely with the Expert Group that undertook the review of the Venture Capital Industry including the Treasury and the other central agencies. In response to the review, the Australian Government announced a number of measures in the 2006–07 Budget to stimulate greater investment in early stage innovation and commercialisation of Australian products and services. DITR is implementing these measures which include:

• an early stage venture capital limited partnership (ESVCLP) investment vehicle which provides flow‑through tax treatment with the income, both revenue and capital, received by its domestic and foreign partners being exempt from taxation
• changes to enhance the effectiveness of the existing venture capital limited partnerships (VCLPs) programme with a further commitment of $200 million for a further round of funding of the Innovation Investment Fund (IIF) programme. The continuation of the IIF programme will increase the number of fund managers with experience and expertise in the venture capital sector.

These measures demonstrate the Government’s ongoing support for Australia’s venture capital sector.

Implemented the Cyclones Monica and Larry Business Assistance Fund, which provides businesses and farmers with one-off tax free grants of $10,000 or $25,000 for those who can demonstrate severe damage, on a similar basis as the grants available under the Cyclone Larry Business Assistance Fund. This follows the Government’s announcement, on 26 May 2006, of an assistance package to those businesses adversely affected by flooding due to the combined impact of Cyclones Monica and Larry in the Cape York region of Queensland. The package is assisting severely affected businesses and farmers to overcome the impacts of both cyclones, and represents a commitment to the recovery and reconstruction of the Cape York region.

Worked with regional communities to create opportunities for economic growth and improved services.

• The outcome has been an effective engagement with regional communities through the Regional Partnerships and Sustainable Regions programmes, and with Area Consultative Committees (ACCs) to support economic growth and improve local services.
• Streamlined processes were introduced in 2005–06 to improve the Regional Partnerships Programme and the Department continued its active engagement with remote Indigenous communities via the COAG East Kimberley Indigenous Trial.
• Active involvement in relief efforts for Cyclones Larry and Monica, and has commenced a significant coordination role in addressing alternative governance arrangements for Norfolk Island.

Continued to pursue the strategic directions outlined in the AusLink white paper for the funding of Australia’s national road and railway infrastructure system, including additional funding during the financial year bringing the total program to $15 billion. The outcome has been to significantly increase investment in key AusLink transport corridors critical to national and regional economic growth. Further progress regarding AusLink was achieved this year with legislation proclaimed, bilateral agreements with states and territories finalised and the administration of $4.5 billion in grants.

Implementing COAG National Reform Agenda. DOTARS contributed actively to the Government’s review of National Competition Policy in 2005, which culminated in COAG establishing the National Reform Agenda in February 2006. The outcome is a number of specific transport reform initiatives in road and rail productivity and regulatory harmonisation, transport infrastructure regulation, urban congestion and national infrastructure planning and investment.

Implementing the Government’s aviation policy framework. The outcome has been investment in the capacity of major airports and increased capacity on major international and domestic aviation routes.

Delivered the 2006–07 Australian Government Budget.

Completed the International Comparison of Australia’s Taxes.

Established the legislative framework and governance arrangements for the Future Fund.

Progressed preparations for the 2006 Census of Population and Housing (conducted on 8 August 2006). These included:

• redevelopments in the recruitment of field staff, field operations, and census processing and output systems
• establishment of the Data Processing Centre Site in Melbourne
• eCensus implementation which, for the first time, will provide people with the opportunity to complete their Census form over the Internet.

Improved access to ABS Statistics. This initiative ensures decision-makers within the Australian Government and state and territory governments, business and the community have readily available statistical information with which to make informed decisions. It follows the announcement on 12 December 2005 by the Federal Treasurer, the Hon. Peter Costello MP, that the entire content of the ABS website would be accessible free of charge via the Internet. The Treasurer recognised the importance of access to official statistics in providing a reliable and up-to-date view of Australian society, the economy and the environment. The ABS has also increased its efforts to provide better access to data for research and analysis purposes whilst maintaining the confidentiality of personal or business data provided. There have been further developments in the Remote Access Data Laboratory and an increase in the number of research collaborations undertaken. The Census Data Enhancement project and the Business Longitudinal Database are both data sets of immense interest for research and analysis purposes.

Expanded and improved the National Statistical Service (NSS), complementing various state and territory government initiatives, and ensuring a whole of government approach to the management of information. In February 2006, a new ABS unit was established to build on associated engagement and statistical leadership strategies, especially in relation to cross-cutting public policy issues. A key project of the NSS is the National Data Network (a national platform for acquiring, sharing and integrating data relevant to policy and research). It is being developed by ABS on behalf of a consortium of federal and state government agencies with the objective of achieving better use, greater comparability and quality of information resources by making available tools and services, and increased collaborative statistical research and development.

Progressed developments in economic statistics including:

• the release of the 2006 Australian and New Zealand Standard Industrial Classification (ANZSIC) in February 2006, for use in the compilation and analysis of industry statistics in Australia and New Zealand. ABS and Statistics New Zealand jointly developed this classification to improve the comparability of industry statistics between the two countries and with the rest of the world. ANZSIC 2006 reflects the outcome of a substantial review of the classification, which included extensive consultation with internal and external users and alignment with the upcoming revision of the International Standard Industrial Classification of All Economic Activities (ISIC, Revision 4)
• upgrading methods for the Consumer Price Index and House Price Index, new publications on wealth, the release of an ICT satellite account, and the publication of the results from a new Natural Resource Management Survey.

Played a major cross-government role in assisting the Minister for the Arts and Sport to coordinate Australian Government involvement in the Melbourne 2006 Commonwealth (M2006) Games. The M2006 Commonwealth Games Taskforce, set up within DCITA:

• supported the Minister, the M2006 Ministerial Committee and Cabinet in determining the guidelines for the provision of Commonwealth services to support the M2006 Games, involving more than 30 Australian Government agencies providing Games-related security and non-security services
• coordinated the identification of the national benefits and legacies that could be derived from the Australian Government’s involvement in the M2006 Games and assisted Australian Government agencies in leveraging those benefits through their involvement in Games-related activities. Key outcomes included:
  • generating business benefits by promoting Australian businesses as world-class trade and investment partners
  • showcasing Australia as a premium major event and holiday destination
  • strengthening relationships within the Commonwealth
  • consolidating the Commonwealth Games as a major international sporting event
  • coordinating the development of the Australian Government’s omnibus assistance package comprising $112.9 million in direct financial support to Victoria and the provision of $176.9 million in M2006 Games-related services and other support. It also put in place whole of government coordination mechanisms to ensure timely and efficient delivery of its security and non-security services and to effectively manage media and communications issues.
  • securing recognition of the Australian Government’s involvement in the M2006 Games commensurate with the Government’s overall contribution of $289.8 million and establishing a distinct Games presence through negotiation with the Victorian Government.

Established a Gateway Unit to coordinate the implementation of Gateway (a project assurance methodology that involves short, intensive reviews at critical stages of a project). In conjunction with PM&C’s Cabinet Implementation Unit, policies and procedures, training and publications were developed to support the implementation.

The Gateway Unit sponsored ‘Review Team Member’ training, an essential component of the assurance methodology. Reviews are undertaken by a team of experienced peer reviewers not associated with the project. The Unit provides guidance and support to the review teams and agencies through the Gateway reviews to improve the delivery of major projects on time and on budget.

Continued success of the business.gov.au initiative during the 2005–06 financial year with:

• the development of Smart Forms as part of the Transaction Manager Suite
• receipt of the 2006 United Nations Public Service Award for the business.gov.au web presence
• development of the VANguard brokerage service proposal. Funding was secured for the development of the VANguard service which aims to provide federal, state and local government agencies with an accredited, dedicated and consistent infrastructure to streamline communications links and meet online audit, evidence and archive requirements. The VANguard service will be developed over the next 2–3 years.

Finalised a service delivery review which was conducted to develop options and strategies to match its resources to an expected decline in client numbers. A new national structure, known as oneDVA, has been implemented without adverse impact on the department’s clients.

Conducted the first ever national private hospital tender which saw major cost containment, the expansion of the number of contracted hospitals leading to significant reduction of future prior approval workload, and the introduction of an innovative pay for performance model.

Worked together with other Australian Government agencies, especially the Department of Families, Community Services and Indigenous Affairs, as well as community-based service providers and the legal profession, to implement the New Family Law System reforms.

Issued new policy directions for the provision of Indigenous legal aid services to improve both the quality and efficiency of service delivery, to the ultimate benefit of Indigenous clients. These policy directions introduce clearly defined eligibility criteria, priorities for assistance and service standards within a new contract environment.

Developed and implemented an Aboriginal and Torres Strait Islander Employment and Capability Strategy to foster Aboriginal and Torres Strait Islander employment in the APS. This included:

• the launch of better practice publications aimed at attracting and recruiting Aboriginal and Torres Strait Islander people to APS employment
• the regional rollout of Career Trek 2006—career development programmes for Aboriginal and Torres Strait Islander APS 1–4 and 5–6 employees, and a pilot APS-wide Indigenous graduate recruitment campaign, cadetship and school-to-work programme
• conducting the first Census Survey of Aboriginal and Torres Strait Islander APS Employees.

Implemented strategies to increase the number of referrals of non-activity tested customers, mostly Parenting Payment and Disability Support Pension recipients, to the Job Network. At the time these strategies were introduced, there was an average of 4100 referrals per month (July to November 2004). Between November 2004 and May 2006 there have been almost 179,000 Job Network referrals from this customer group made by Centrelink, an average of over 9400 per month.

Responded to Cyclone Larry and the Katherine floods. Provided subsequent assistance with transition to recovery to 30 June 2006 as an integral part of a massive whole of government relief effort. Centrelink’s emergency management response included :

• paying over $160 million in direct Government relief assistance, representing more than 57,000 claims. Over 1460 staff from across Centrelink were involved in the provision of assistance within the declared disaster area.
• delivering Natural Disaster Relief Payments to affected citizens on behalf of the NT Government (NT Dept of Health & Community Services). Centrelink paid just under $400,000 in assistance on behalf of the NT Government, representing 859 claims.

Substantially improved, in partnership with Medicare Australia, an expanded Family Assistance Office (FAO) service from Medicare Australia offices. Provision of extended FAO services from Medicare Australia offices means that now families will have even greater choice in accessing government services.

Undertook primary responsibility for researching, consulting and formulating a proposal for the establishment of a Do Not Call Register to enable residential householders to opt out of receiving unsolicited telemarketing calls. This included:

• release of a departmental discussion paper in October 2005 which resulted in almost 500 submissions being received with overwhelming support for a legislated Do Not Call Register scheme
• development of a comprehensive legislative package which was both introduced and approved by Parliament during the winter 2006 sittings
• working closely with the Australian Communications and Media Authority (ACMA) which has responsibility for operation of the Do Not Call Register. The Register is expected to be operational in the first half of 2007.

Significant enhancements have been made to complaint management processes across the Defence organisation following the 2005 Senate report into The Effectiveness of Australia’s Military Justice System, including:

• establishing the Defence Fairness and Resolution Branch
• engaging an expert to examine whether the human rights of children are being respected within the ADF Cadet programme
• initiating a review of the ADF’s learning culture
• greater focus on the use of alternative dispute resolution strategies that seek to maintain and restore good working relationships within the Defence workplace.

Developed, through a collaborative process, a new Strategic Plan for the period 2005–08. The goals and strategies are designed to give effect to DEST’s vision which is Education, Science and Training—Creating Australia’s Future. The plan drives DEST national leadership in developing and implementing innovative policy solutions in three areas: learning; skills acquisition; and building Australia’s knowledge. These three foci contribute to nationwide goals such as research priorities and enhancing Australia’s international standing in education, science and training. The Department’s work offers national leadership in areas such as driving national consistency, national standards, and encouraging collaboration in research endeavours.

Delivered much needed school infrastructure to meet priorities identified by school communities through the $1 billion Investing in Our Schools Programme.

Supported improvements in Indigenous literacy and numeracy results. With six years of data now available, there appears to be evidence of improvement in Indigenous achievement in most areas, in particular at the Year 3 level, with better national benchmark test results in 2004 for Indigenous students than in previous years.

Supported the Government's response to the recommendations of the Ministerial Taskforce on Child Support. This included overseeing and managing the implementation of Stage 1 of the reforms, including development of the legislation for Stage 1, and significantly progressing the bill that will enact Stages 2 and 3 of the reforms. The major changes in Stage 1 were indexation of the minimum child support payment, a reduction in the high-income cap above which no additional child support liability is incurred, and fairer rules for determining whether a parent has a capacity to earn a higher income.

Formed the Indigenous Children Program, a merger of the Aboriginal and Islander Child Care Agency Program and the Indigenous Parenting and Family Well-Being Program. This merger built on the best aspects of both to deliver better outcomes for Indigenous children and families through early intervention and prevention programmes and services. The Indigenous Children Program is being delivered in some of Australia’s most disadvantaged communities such as Elcho Island and Tangentyere in the NT, and Wiluna in WA.

Played a major role in the development of a number of COAG initiatives in 2005–06, including:

• the Australian Better Health Initiative, which was announced by COAG on 10 February 2006. The four-year national programme will focus on:
  • promoting good health
  • reducing the burden of chronic disease
  • improving care for people in the community, including older people and those living in rural and remote health areas.
• the National Health Call Centre Network, which will enable people anywhere in Australia to ring for health triage, information and advice on health matters, 24 hours a day, seven days a week. The network is expected to take the first calls by July 2007, with national coverage achieved within four years.
• contributing to the major COAG agreements in the areas of mental health and the health workforce at its July 2006 meeting, working closely with PM&C, other Australian Government departments and state and territory governments.
• being instrumental in developing policy advice to the Australian Government on initiatives that could be introduced in areas of Australian Government responsibility to improve outcomes for people with mental illness. The Department was a major contributor to the design of major health workforce innovation agreed by COAG in July 2006 as well as new higher education training places.

Continued to improve health initiatives for Aboriginal and Torres Strait Islanders by:

• expanding the availability of non-aromatic Opal fuel to an additional 21 Aboriginal communities in Central and Northern Australia during 2005–06. As part of a coordinated approach to combat petrol sniffing, an eight point plan was agreed by states and territories and is being implemented in a designated zone in Central Australia.
• implementing a new Medicare funded annual health check for Aboriginal and Torres Strait Islander children from birth to 14 years. The availability of this Medicare Benefit Schedule item encourages doctors to carry out regular comprehensive health checks for Indigenous children to promote healthy behaviours, prevent illness and improve early detection of disease. This complements the Healthy for Life Program announced to improve the health and well-being of Aboriginal and Torres Strait Islander mothers, babies, children and those affected by chronic disease. Implementation of the Healthy for Life Program is ahead of schedule with 53 sites approved for initiatives by the end of 2005–06.

Managed the negotiations and development of the Fourth Community Pharmacy Agreement on behalf of the Australian Government, which was signed on 16 November 2005. The Agreement sets out remuneration arrangements for community pharmacies for the period 1 December 2005 to 30 June 2010. The Fourth Agreement provides payments to community pharmacies for the distribution and supply of Pharmaceutical Benefits Scheme and/or Schedule (PBS) medicines and provides support to professional pharmacy programmes and services. This includes funding for a wide range of initiatives, such as Medication Reviews, rural pharmacies and their workforce, improving the access of Indigenous Australians to PBS medicines, and programmes to improve community health.

Expanding government services to Indigenous communities by working with DHS agencies to improve services to Indigenous communities. Centrelink has established seven Remote Area Service Centres, nine Remote Customer Service Centres and three Indigenous Call Centres in locations across rural and remote Australia. These services include providing expanded government services, particularly for Australian Hearing and Medicare Australia. Between January and May 2006, over 400 customers used these expanded services. Services provided for Australian Hearing include drop-off points for repairs and battery exchanges for hearing aids. For Medicare Australia this includes assistance with completing enrolments forms, ordering replacement cards, and completion and collection of claim forms.

Developed and implemented a faster and more comprehensive job capacity assessment and referral system, ensuring that those who are able to work are connected as quickly as possible with a Job Network or other employment service providers. In the first year, the 15 non-government and three government assessment providers are expected to assist up to 372,000 customers.

Worked with 14 government departments and multiple agencies to develop a proposal and business case for a health and social service access card. The business case found an access card, based on smartcard technology would reduce red tape and be a more convenient way to deliver health and welfare payments. This proposal received government approval to proceed in April 2006.

Progressed tolerance and humanitarianism.

• Successfully united Business and Government to reinforce tolerance and understanding.Nineteen leading business, sporting and community organisations joined the Australian Government as partners in the Australian Government’s Harmony Day initiative in a campaign to reinforce Australian values that lead to tolerance and understanding. Since its inception in 1999, Harmony Day has grown in significance and importance with around 3000 events organised in 2006.
• Granted 14,122 visas under Australia’s Humanitarian Programme. In 2005–06, nearly 1000 vulnerable women and children found refuge in Australia through the Humanitarian Programme—with 995 refugees entering on Women at Risk visas—the largest since the category was introduced in 1989. Australia remains in the top three resettlement countries in the world.

Led the development of an Australian Government initiative to contribute $500 million to the Murray-Darling Basin Commission to accelerate capital works over the next five years to restore the River Murray to health.

Developed the $220 million Securing our Fishing Future package to end overfishing in Commonwealth fisheries, and worked with Customs and AFMA to strengthen Australia’s maritime security programme and response to illegal foreign fishing vessel incursions in our northern waters and the Southern Ocean.

Continued, in response to the prolonged dry conditions, to make further improvements and refinements to drought and exceptional circumstances policy and assistance measures in many regions, including the establishment of a Drought Stakeholder Reference Group under the direction of the Primary Industries Ministerial Council.

Continued efforts to develop practical, long-term solutions to climate change, including investing in the next generation of cleaner technologies. The department has been instrumental in the formation of the Asia -Pacific Partnership on Clean Development and Climate which is a new way forward for countries to work together to reduce greenhouse emissions.

Administered the $55 million Community Water Grants programme which provided funding for 1750 community-based projects, to rehabilitate about 15,000 hectares of land and save approximately 18.5 billion litres of water each year .

Supported world-class research and assisted collaborative environmental research in Australia through the $100 million Commonwealth Environment Research Facilities.

Played a key role in developing the first integrated network of marine parks in Australia’s South-East. Thirteen new marine protected areas were announced for the South-East Marine Region.

Contributed to a major development for Australia on climate change by:

• supporting the establishment of the Asia-Pacific Partnership on Clean Development and Climate (AP6) in January 2006. Working with other agencies, the department supported the agreement by Ministers of AP6 partner countries— Australia, China, India, Japan, South Korea and the USA—to promote practical cooperation on the low and zero-carbon technologies needed to mitigate the effects of climate change.
• supporting the engagement of industry in AP6 and actively setting the direction of eight public-private taskforces established to accelerate clean technology deployment. AP6 represents a new model for public-private sector collaboration and has already influenced international debate towards a greater focus on technological responses and practical action involving the private sector as an integral partner in addressing climate change.

Undertook a range of international engagement in areas including security and counter-terrorism (CT), extradition, mutual assistance and the international transfer of sentenced persons, and emergency management. Major achievements include:

• assisted Cambodia to draft a comprehensive CT law and worked with Vietnam on extradition, mutual assistance and international transfer of prisoners legislation
• provided assistance to several Pacific Island countries including the Solomon Islands, Tonga and Fiji, and ran a regional workshop for Pacific financial intelligence units
• played a key role in the Ready Pasifika exercise, which challenged Pacific island countries to address CT response issues and possible capacity gaps. The Protective Security Coordination Centre (PSCC) has developed a template CT security plan to assist Pacific island countries
• chaired the Drafting Committee of the Diplomatic Conference adopting protocols to the 1988 Convention for the Suppression of Unlawful Acts against the Safety of Maritime Navigation and the associated 1988 Protocol dealing with fixed platforms, such as oil rigs
• negotiated treaties with Malaysia on mutual legal assistance and extradition, and with China on mutual legal assistance, and working to progress ratification of the three treaties as soon as possible
• successfully negotiated an agreement with the Hong Kong Government for the transfer of sentenced persons between the two countries for humanitarian reasons, which came into force in April 2006
• coordinated the deployment of two teams of medical personnel to provide much needed medical and public health assistance to the devastated area in response to the Yogyakarta earthquake in May 2006
• supported DFAT following unrest in the Solomon Islands and East Timor by coordinating the reception into Darwin, Townsville and Brisbane of Australians evacuated or assisted to leave from those areas.

Contributed to Australia’s significantly stronger relations with two key emerging regional economic powers— China and India. The department supported a sustained programme of high-level visits with these two countries over the past 12 months. The Prime Minister’s visit to India in March 2006 resulted in the signing of six bilateral agreements, including a Trade and Economic Framework. The Chinese Premier, Wen Jiabao’s visit to Australia in April 2006 gave new impetus to our Free Trade Agreement negotiations and resulted in the signing of eight bilateral agreements.

Contributed to regional response and preparedness on avian influenza by:

• leading, as co-chair of the APEC Task Force on Emergency Preparedness, the 2006 APEC Pandemic Response Exercise, which tested regional communications across all 21 APEC member economies in the event of a human-to-human outbreak
• establishing a contact list of emergency and pandemic management coordinators for APEC economies and assisting the APEC Secretariat develop a website as an online platform for coordinating emergency preparedness activities
• contributing to the establishment of a regional register of experts in APEC economies
• developing, in cooperation with other agencies and governments, an overarching avian influenza consular contingency plan for our overseas posts.

Provided economic, fiscal and technical advice to the Governments of PNG, the Solomon Islands and Nauru under a range of bilateral agreements.

Hosted the OECD Global Forum on Harmful Taxation, the G20 Policy Workshop on Demographic Change and Migration and the G20 Deputies Meeting as part of Australia’s role as chair of the Group of 20 Finance Ministers and Reserve Bank Governors in 2006.

Implemented a national programme to salute and recognise Second World War veterans during the 60th anniversary of the end of the Second World War.

Successfully coordinated and implemented a whole of government approach to the planning and conduct of Anzac Day services at Gallipoli.

Implemented a new suite of leadership development and support programmes to increase the capability of the APS. This included:

• new SES Band 2 and 3 residential programmes
• three highly successful ‘Ministerial Conversations’ series for SES officers with the Prime Minister, the Treasurer and the Minister for Employment and Workplace Relations
• two successful Leading Australia’s Future in the Asia-Pacific (LAFIA) programmes for senior SES officers
• updated EL and APS 1–6 development programmes to align with the Integrated Leadership System (ILS).

Produced an impressive suite of better practice publications for use by APS agencies, including Supporting Ministers, Upholding the Values; Foundations of Governance in the APS; APS Values Kit: Being Professional in the APS—Values Resources for Facilitators; Turned Up and Tuned In—A Manager’s Guide to Maximising Staff Attendance; Sharpening the Focus—Managing Performance in the APS; Fostering an Attendance Culture and Building Business Capability through Workforce Planning .

Partnered with agencies new to the APS, such as Medicare Australia, the Australian Sports Anti-Doping Authority (ASADA), and the Australian Trade Commission to prepare for and manage the new governance arrangements resulting from the machinery of government changes following the Uhrig assessment.

Reached significant milestones in our change programme with the rollout of the client relationship management and case management systems.

Continued to make it easier for people to comply with their tax obligations through education and assistance, while focusing on those who don’t want to comply.

Made further service and administrative improvements through the implementation of the Burges Review and the Review of Self-Assessment.

Implemented Welfare to Work reforms, announced in the 2005 Budget, including changes related to policies and programmes and administered predominantly by DEWR, but also by FaCSIA, DEST and DHS. These changes represent an investment of over $600 million in Centrelink over four years, impact on 43% of current Centrelink IT systems and involve adjustments to current processes as well as new business.

Improved working conditions and employment arrangements for staff.

• Introduced the Single User Workspace to improve the conceptual and physical environment for marshalling workflows for Centrelink Customer Service employees. Centrelink staff are faced with a broad array of tools to support their work and these multiple applications and workflow tools present differing user interfaces with overlapping functionality. The Single User Workspace represents a convergence of existing technologies into a single framework. It strengthens and unifies the service delivery environment to support the introduction of new government initiatives like Welfare to Work. Staff will be able to focus more on the customer rather than on the system in the way they do their work.
• Created the Centrelink Alumni programme as a way for former Centrelink employees to maintain contact with Centrelink. In addition, the programme offers former employees opportunities to register their interest in short-term employment opportunities, should they become available. The programme was launched on 9 December 2005 and, as at 30 June 2006, had 449 members and had been successful in filling 46 short-term employment positions. 

Is pursuing a number of initiatives to enhance resource management within the organisation. These include:

• very actively addressing the issue of financial skill levels in the organisation by delivering training tailored for all levels of staff up to and including Star Ranks and the SES. In 2005–06, in excess of 14,000 places were provided for Defence employees on financial training courses.
• enhancing Defence’s reputation as a respected financial manager by introducing a comprehensive programme of 16 remediation plans, including the implementation of a structured financial controls framework which will underpin financial management in Defence, has been instituted and is now well underway. These plans are supported by 26 ‘position papers’ on key issues relating to Defence’s financial management. This work is path-breaking in the Commonwealth public sector.
• developing a program to reduce the incidence and impact of occupational injury and illness, to improve Defence civilian workers’ compensation performance and to address all unplanned absences due to injury or illness, work-related or otherwise. While the program’s full benefits will only be realised in the long-term, there are already positive results: the civilian workers’ compensation premium rate has declined by 4.1% for 2006–07, which is a direct saving to Defence of $1.1 million; and the number of days lost through unscheduled absences, excluding lost time due to work-related injury or illness, has declined by 10.5%.

Implementation of the Government’s workplace relations and building and construction industry reforms involved the establishment of a number of new bodies, specifically:

• the Australian Fair Pay Commission was established when the Work Choices legislation received Royal Assent in mid-December 2005—the Fair Pay Commission is chaired by Professor Ian Harper and is responsible for setting federal minimum and classification wages to promote the economic prosperity of the people of Australia.
• the Office of Workplace Services (OWS) was established as an executive agency on 27 March 2006—the role of the OWS is to ensure that the rights and obligations of workers and employers under the Workplace Relations Act 1996 are understood and enforced fairly. The OWS was previously part of the department.
• the Australian Building and Construction Commission (ABCC) was established on 1 October 2005 to ensure that workplace relations laws are enforced in building and construction industry workplaces and to educate industry participants on their rights and obligations under relevant legislation. The ABCC replaced the Building Industry Taskforce, which was previously part of the department.

Conducted an extremely large and complex procurement process to purchase services worth $6 billion over three years relating to programme delivery across nine employment and related programmes. This procurement exercise was critical to the implementation of the Government’s major Welfare to Work initiative, which took effect from 1 July 2006. The tendering process evaluated over 450 tenders and 4200 bids for services to be delivered across metropolitan, rural and remote Australia. The procurement was completed successfully within the required timeframes, consistent with the Commonwealth Procurement Guidelines and to the satisfaction of an independent external probity adviser.

Developed a new strategic framework and an integrated approach to our business following the Prime Minister’s announcement of the formation of FaCSIA. This new framework was launched on 15 May 2006 and seeks to increase FaCSIA’s success in delivering outcomes for Australian individuals, families and communities.

Coordinated policy development in conjunction with other agencies in response to some of the major policy challenges facing the Australian Government in Indigenous affairs by:

• developing a comprehensive eight-point strategy in partnership with other agencies and three state and territory governments to address petrol sniffing in Central Australia.
• leading cross-government implementation of the strategy, which will be tailored to the needs of affected communities.

Initiated and chaired an inter-departmental committee reviewing red tape in internal Australian Government administration. The resulting report recommended initiatives to streamline 27 areas of red tape, some of which have been agreed by the Government and others which are still in train. To ensure an ongoing reduction in red tape within the Australian Government and to minimise new red tape, MAC commissioned the development of a dynamic review framework. A group of Deputy Secretaries (chaired by Finance) has been established to undertake the project, supported by a small taskforce of Finance officials set up on 15 May 2006. The results are expected to be promulgated via a MAC Report in early 2007.

Instrumental in developing the new e-Government Strategy, Responsive Government: A New Service Agenda. The strategy, developed by the Australian Government Information Management Office (AGIMO) within Finance will build on progress in e-Government to date and move towards the vision of a connected and responsive Government by 2010. Activities will be in four areas: meeting users’ needs; establishing connected service delivery; achieving value for money; and enhancing public sector capability.

Managed the construction of the Adelaide Law Courts project that was completed in November 2005. Approved for construction by the Parliamentary Standing Committee on Public Works in June 2001, the approximately 22,500 square metre building has been constructed over a four-year period at a cost of $92 million. Previously, Adelaide was the only State capital without a purpose-built Commonwealth Law Courts facility.

Established a DHS interagency working group to manage and monitor employee unscheduled absenteeism. The purpose of the group is to help agencies to become more productive through reduced absenteeism. In less than one year the reduction in unscheduled absences across the agencies equates to 33,000 extra working days per year, or some 150 staff years. Absenteeism remains a problem in Centrelink, Child Support Agency (CSA) Medicare Australia and Commonwealth Rehabilitation Service (CRS). Targets have been set and will be monitored.

Improving service delivery to the general community by:

• providing greater convenience to customers through a larger variety of contact options, including the increasing use of online services. Centrelink, CSA and Medicare Australia have introduced and/or improved their online services. As a result, 329,000 customers have used online services to update their personal details and 634,000 customers have accessed family assistance services online.
• providing full Family Assistance Office (FAO) services at 190 Medicare Australia offices. This provides choice for customers in where to conduct their FAO transactions and 150,000 customers have taken advantage of this added convenient choice.

Focused, since the release of the Palmer report, on three strategic themes for organisational reform, which are: an open and accountable organisation; fair and reasonable dealings with clients; and well-trained and supported staff. Notable achievements to date include:

• a new corporate structure and governance arrangements
• a plan for DIMA that will chart the Department’s future direction, values, leadership capabilities and strategic priorities
• a Client Service Improvement Program underpinned by a new Client Service Charter, aimed at excellence in client service
• an enhanced case management approach and a community care pilot for vulnerable clients
• development of a College of Immigration delivering consistent training to DIMA staff.

Developed and delivered the Business Cost Calculator. Design was by the Office of Small Business (OSB) and eBusiness provided the IT expertise. Both OSB and eBusiness are divisions of DITR. The Business Cost Calculator is an interactive software package designed to assist government departments and agencies to better measure administrative burden and up-front and ongoing compliance costs for business of government regulation. The Australian Government has agreed to use the Business Cost Calculator to measure the regulatory and compliance costs of proposals. The use of the Business Cost Calculator across all levels of government will promote an improved, business-friendly approach to government policy development.

Progressed the Downstream Petroleum Reform Package which includes the repeal of the Petroleum Retail Marketing Sites Act 1980 and the Petroleum Retail Marketing Franchise Act 1980 and the introduction of a mandatory industry Code of Conduct (the Oilcode) under the Trade Practices Act 1974.

Coordinated the Australian Government’s response to Cyclones Larry and Monica. This initiative involved a number of divisions in the Department as well as a raft of other Commonwealth departments. It was a fine example of a ‘flexible and efficient’ public service and displayed the focus and responsiveness of all portfolios in a well-coordinated effort.

Established taskforces to drive whole of government initiatives. Numerous taskforces exemplified the department’s role in coordinating across the Commonwealth. In addition to the Asia-Pacific Economic Cooperation (APEC) and various COAG Taskforces, the Department has hosted a number of others, including Export Infrastructure, Biofuels, National Competition Policy, Uranium Mining Processing and Nuclear Energy Review, and Banks Taskforce Response Review.

Supported the Cabinet, the National Security Committee and the Expenditure Review Committee (ERC) in ensuring informed whole of government decision-making.

Implemented a range of initiatives in response to the outcomes of the PM&C Staff Survey of September 2005. Of particular note were:

• the introduction of a bulk recruitment process for staff recruitment
• the implementation of the workplace harassment policy and contact officer network
• development of a corporate document ‘about pm&c’ that communicates the Department’s strategic framework
• provision of increased funding for professional development.