Director of National Parks Annual Report 2013-14

Home , Dampier Marine Park, Lord Howe Island, Murat Marine Park

Director of National Parks Annual Report 2013–14

Managing the Australian Government’s protected places © Director of National Parks 2014

ISSN: 1443-1238 (Print) ISSN: 2204-0013 (Online)

The Director of National Parks Annual Report 2013-14 by the Director of National Parks is licensed under a Creative Commons Attribution 3.0 Australia with the exception of the Coat of Arms of the Commonwealth of Australia, government agency logos, content supplied by third party, and all images depicting people. For licence conditions see: creativecommons.org/licenses/by/3.0/au/. All reasonable efforts has been used to identify third party content using ‘©organisation’.

This work should be attributed in the following way (use “Source:” if the work is reproduced without any changes; use “Based on” if the work is adapted or altered): Source/Based on: Director of National Parks Annual Report 2013–14 by the Director of National Parks [2014] licensed under CC-BY 3.0 AU. Original available at www.environment.gov.au/topics/national-parks/parks-australia/publications

Director of National Parks Australian business number: 13 051 694 963

Credits

Front cover Cover and featured image: Red sea star, Jervis Bay – Parks Australia Maps: Environmental Resources Information Network Anemones off Christmas Island: Justin Gilligan Designer: Paper Monkey Cliffs at seal colony near Steamers Head, Booderee National Park: Editor: Byron Smith for Embellish Creative Parks Australia Indexer: Byron Smith for Embellish Creative Red crab, Christmas Island National Park: Parks Australia Printed by: New Millenium Print Pty Ltd Masked booby, Christmas Island National Park: Parks Australia Nourlangie Sunset, Kakadu National Park: Parks Australia

Map data sources Department of the Environment (2012): Collaborative Australian Protected Areas Database (CAPAD) Department of the Environment (2014): Australia’s network of Commonwealth Marine Reserves Geoscience Australia (2006): Australian Maritime Boundaries (AMB) v2.0 Director of National Parks Annual Report 2013–14

Managing the Australian Government’s protected places Figure 1: Locations of Commonwealth parks and reserves which are the responsibility of the Director of National Parks in 2013–14. 1 E ! ! + + 43 24 © Commonwealth of Australia, 2013 © Commonwealth of 35 12 36 28 ! + 14 > 30 ! + 16 B 19 l e 48 ! ! ! + + + 13 21 29 ! 7 + 50 t i A 8 ! + ! + 2 ! + 52 e r t 59 20 Km 56 26 55 51 41 ! 2,000 e n + 40 ! +

5 58 57 D 3 39 34 ! + G t o 25 31 ± r e 53 1,000 e 44 17 46 11 9 500 ! + k h 18 ! + ! + 33 6 54 49 ! + l i c 0 4 37 ! + ! ! + + 47 - c 42 15 l e 32 23 38 45 1 22 b u 10 o C ! + < D F ! + 27 (Managed by Great Barrier Reef Marine Park Authority) (Managed by Great Barrier Reef Marine Park Australian Waters Reserve Commonwealth Terrestrial Commonwealth Marine Reserve Great Barrier Reef Marine Park

ii Director of National Parks | Annual Report 2013–14 Reserve Name Map Reserve Name Map Label Label 1 Terrestrial Reserve Jervis 30 Australian National Botanic Gardens A Joseph Bonaparte Gulf 31 Booderee National Park and Botanic Gardens B Jurien 32 Christmas Island National Park C Kimberley 33 Kakadu National Park D Limmen 34 Norfolk Island National Park and Botanic Garden E Lord Howe 35 Pulu Keeling National Park F Macquarie Island 36 Uluru–Kata Tjuta National Park G Mermaid Reef 37 Marine Reserve Montebello 38 Abrolhos 1 Murat 39 Apollo 2 Murray 40 Arafura 3 Nelson 41 Argo-Rowley Terrace 4 Ningaloo 42 Arnhem 5 Norfolk 43 Ashmore Reef 6 Oceanic Shoals 44 Beagle 7 Perth Canyon 45 Boags 8 Roebuck 46 Bremer 9 Shark Bay 47 Carnarvon Canyon 10 Solitary Islands 48 Cartier Island 11 South-west Corner 49 Central Eastern 12 South Tasman Rise 50 Cod Grounds 13 Southern Kangaroo Island 51 Coral Sea 14 Tasman Fracture 52 Dampier 15 Twilight 53 East Gippsland 16 Two Rocks 54 Eastern Recherche 17 Wessel 55 Eighty Mile Beach 18 West Cape York 56 Flinders 19 Western Eyre 57 Franklin 20 Western Kangaroo Island 58 Freycinet 21 Zeehan 59 Gascoyne 22 Geographe 23 Gifford 24 Great Australian Bight 25 Gulf of Carpentaria 26 Heard Island and McDonald Islands 27 Hunter 28 Huon 29

Director of National Parks | Annual Report 2013–14 iii Our vision

Healthy and resilient parks, gardens and marine reserves that protect nature and culture 1 and are valued and enjoyed by the community now and into the future.

Our values and approaches

As part of the Environment portfolio, Parks Australia is committed to serving the Australian Government and Minister in accordance with the values of the Australian Public Service and our specific department, in: • caring for the environment • respecting and responding to the values of Indigenous landowners and other partners • engaging with and responding to stakeholders • providing leadership and being active team contributors • committing to learning and development • committing to excellence in operations • accepting responsibility and being accountable • acting with integrity and achieving results.

We achieve our objectives by: • basing our work on the best available information and analysis • working in partnerships to improve environmental, cultural and heritage outcomes • communicating and influencing effectively • valuing and investing in our people to develop their capabilities • effectively managing risks • developing and delivering high-quality policies and programs • managing change in a strategic and flexible manner • monitoring and managing performance to ensure cost-effective outcomes.

iv Director of National Parks | Annual Report 2013–14 Managing the Australian Government’s protected areas 1 An organisational snapshot

The Director of National Parks is the statutory agency responsible for the Australian Government’s terrestrial and marine protected-area estates. The Director is assisted by Parks Australia, a division of the Department of the Environment, in managing terrestrial and marine reserves. The department’s Australian Antarctic Division is responsible for one marine reserve. As at 30 June 2014 the Director of National Parks: • managed seven terrestrial reserves comprising six national parks and the Australian National Botanic Gardens • managed 59 marine reserves • employed 315.2 full-time equivalent staff around Australia • recorded a total price output of $89 million.

Major highlights for 2013–14

• The sub-Antarctic Heard Island and McDonald Islands Marine Reserve known as one of the most biologically pristine areas in the world was extended by 6200 square kilometres via Proclamation by the Governor-General on 25 March 2014. With a total area of 71 200 square kilometres, the reserve is now Australia’s largest International Union for Conservation of Nature (IUCN) 1a Strict Nature Reserve, offering the highest level of protection to habitats, ecosystems and native species. A draft management plan prepared by the Australian Antarctic Division was released for public comment on 30 June 2014. • The Red Centre Garden at the Australian National Botanic Gardens was completed and formally opened by Senator the Hon. Simon Birmingham, Parliamentary Secretary to the Minister for the Environment, in October 2013 as part of the Centenary of Canberra celebrations. This development and new visitor experiences such as afterDARK and the Flora Explorer tours contributed to the Gardens winning the ecotourism category at the annual Canberra and Capital Region Tourism Awards. • Uluru–Kata Tjuta National Park hosted two major events: a visit by the Governor-General; and one from their Royal Highnesses, the Duke and Duchess of Cambridge, with the latter event attracting worldwide media coverage.

Director of National Parks | Annual Report 2013–14 v • The first network-wide management plan for the South-east Commonwealth Marine Reserves Network came into effect on 1 July 2013. Compliance with this plan will be assisted by the new Commonwealth Marine Reserve alert system introduced to warn 1 commercial fishers when their vessel enters a Commonwealth marine reserve. The system is expected to significantly increase voluntary compliance with marine reserves zoning regulations. • In Kakadu, a new model for visitor interpretation was introduced, with the park contracting the Djabulukgu Association to provide tourism services on their own country. Under the contract, the association will manage campgrounds and deliver free guided walks and talks at Ubirr and in the surrounding region over the next two years. Kakadu also entered into 32 five-year commercial tourism licences with tour operators, covering a range of experiences from safari camping to fishing and bushwalking.

vi Director of National Parks | Annual Report 2013–14 Contents

1 Director's review 1 1

2 Corporate overview and financial summary 5

3 Organisational structure 15

4 Planning, reporting and performance 25

5 Management and accountability 61

6 Financial Statements 73

7 Appendices 109

Director of National Parks | Annual Report 2013–14 vii

1 Director's review Director’s review

It is a great privilege to be the Director of National Parks in the federal environment portfolio. 1 I follow the wonderful and passionate Peter Cochrane and only hope to do the job as well as he did in his 14 years in the role. The majority of area we manage is Aboriginal land, leased to me to manage jointly with the traditional owners. I thank the traditional owners and the Boards of Management for their warm welcome and ongoing trust in our management and staff. In my first few months I have met many of our other partners—the scientists, tourism experts, volunteers, neighbours, photographers, policy makers and friends’ groups, who are just as passionate about the places we manage as we are. They are keen to help us be the best park managers we possibly can be and I thank them for their ongoing interest and support. This annual report shows the depth and complexity of conservation issues that Parks Australia manages. It also highlights major achievements. Some of our key achievements in 2013–14 include the delivery of the first network wide management plan for the South-east Marine Reserves Network; the management of worldwide media coverage of the visit by their Royal Highnesses, the Duke and Duchess of Cambridge to Uluru-Kata Tjuta National Park; and the opening of the Red Centre Garden at the Australian National Botanic Gardens. Kakadu National Park entered into 32 five-year commercial licence agreements with tour operators and introduced a new Indigenous business model for visitor interpretation with the Djabulukgu Association to provide tourism services on their own country. I thank all Parks Australia staff for their efforts over the last 12 months and for their professionalism and enthusiasm. I value their passion for protecting the natural and cultural values of the areas we manage, for making sure visitors are welcome and where appropriate, that people can sustainably use our conservation areas. Later this year we will see people from across the globe come to the World Parks Congress in Sydney. The theme of the Congress is ‘Parks, people, planet: inspiring solutions’. I expect to see people from a wide range of backgrounds—not only leaders in the parks and protected areas field, but also business, government, young people and health professionals. We will be working together to plan how to better manage parks and protected areas and promote the special places we care for as the natural solution to global challenges such as climate change, food and water security, health and a green economy. Over the coming year we will work closely with the newly appointed Threatened Species Commissioner to implement strategies to halt the decline of species loss in areas such as Kakadu National Park and to improve the viability of populations of threatened species at risk across our conservation areas.

2 Director of National Parks | Annual Report 2013–14 The next 12 months will also be very busy for us in the marine management space. Following the Australian Government’s review of Commonwealth Marine Reserves we will be developing management arrangements for our new marine parks that ensure we support economic, social and environmental outcomes. 1 Lastly as we head towards the 30th anniversary of the lease arrangements in Uluru-Kata Tjuta National Park in October 2015, it is a very good time to have a dialogue with traditional owners about their contemporary aspirations and ambitions for joint management programmes. As Director of National Parks, I am excited by the opportunities to continue our fine work in conservation and tourism management. I am looking forward to working with Parks Australia staff, with traditional owners, communities and an ever–widening range of stakeholders to respond to the changing needs and expectations of the broader Australian and international community.

1 | Director’s review 3 Certification

This annual report was prepared in accordance with the Commonwealth Authorities and 1 Companies Act 1997, the Finance Minister’s Orders under that Act and the Environment Protection and Biodiversity Conservation Act 1999. The Director of National Parks’ review and the rest of this annual report, except the financial statements for the Australian National Parks Fund and the Auditor-General’s report on those financial statements, constitute the Director of National Parks’ report of operations for 2013–14. The holder of the office of the Director of National Parks is responsible under section 9 of the Commonwealth Authorities and Companies Act 1997 for the preparation and content of the report of operations in accordance with the Finance Minister’s Orders.

Sally Barnes Director of National Parks

4 Director of National Parks | Annual Report 2013–14 2 Corporate overview and financial summary The Minister

During 2013–14, the Hon Greg Hunt, MP, was appointed Minister for the Environment, with 1 responsibility for the Director of National Parks as set out under the Environment Protection and Biodiversity Conservation Act 1999. Senator the Hon Simon Birmingham was appointed Parliamentary Secretary to the Minister for the Environment and assists the Minister with responsibilities for Commonwealth reserves and parks.

2 The Director of National Parks

The Director of National Parks is a corporation sole established under Division 5 of Part 19 of the Environment Protection and Biodiversity Conservation Act. The corporation has a single director—the person appointed to the office named the Director of National Parks. The holder of the office until December 2013 was Peter Cochrane. The current office holder is Sally Barnes, appointed by the Governor-General in January 2014 for a period of five years. The Director of National Parks was a Commonwealth authority for the purposes of the Commonwealth Authorities and Companies Act 1997, which applied during the reporting period but was replaced by the Public Governance, Performance and Accountability Act 2013 on 1 July 2014. The Director is now a Commonwealth corporate entity for the purposes of the Public Governance, Performance and Accountability Act. The Environment Protection and Biodiversity Conservation Act requires the Director to perform functions and exercise powers in accordance with any directions given by the Minister, unless the Act provides otherwise. The Minister responsible for the Commonwealth Authorities and Companies Act could, via a General Policy Order, also notify the Director under the Commonwealth Authorities and Companies Act of general government policies that apply to the Director. No General Policy Orders were issued to the Director in 2013–14. The Environment Protection and Biodiversity Conservation Act provides for the proclamation and management of Commonwealth reserves and conservation zones. The term ‘Commonwealth reserve’ includes all areas proclaimed under the Environment Protection and Biodiversity Conservation Act with names such as national parks, Commonwealth marine reserves and botanic gardens. This report generally uses the term ‘reserves’ to encompass all types of Commonwealth reserves under the Environment Protection and Biodiversity Conservation Act. Three reserves, Uluru–Kata Tjuta, Kakadu and Booderee national parks, are established on Aboriginal-owned land and are managed by the Director of National Parks in conjunction with a board of management established under the Act with a majority of board members being Indigenous persons nominated by the traditional Aboriginal owners. The Director of National Parks is responsible under the Environment Protection and Biodiversity Conservation Act for the administration, management and control of Commonwealth reserves and conservation zones. The Director is assisted by staff of Parks Australia—a division of the Department of the Environment. In this report, reference to Parks Australia means the Director of National Parks and Parks Australia staff members.

6 Director of National Parks | Annual Report 2013–14 Statutory functions

The Director is responsible for the administration of Divisions 4 and 5 of Part 15 of the Environment Protection and Biodiversity Conservation Act (Commonwealth reserves 1 and conservation zones) and regulations made for the purposes of those divisions. The functions of the Director as set out in subsection 514B(1) of the Environment Protection and Biodiversity Conservation Act are to: • administer, manage and control Commonwealth reserves and conservation zones • protect, conserve and manage biodiversity and heritage in Commonwealth reserves 2 and conservation zones • contribute to the protection, conservation and management of biodiversity and heritage in areas outside Commonwealth reserves and conservation zones • cooperate with any country in matters relating to the establishment and management of national parks and nature reserves in that country • provide, and assist in the provision of, training in knowledge and skills relevant to the establishment and management of national parks and nature reserves • carry out alone, or in cooperation with other institutions and persons, and arrange for any other institution or person to carry out research and investigations relevant to the establishment and management of Commonwealth reserves • make recommendations to the Minister in relation to the establishment and management of Commonwealth reserves • administer the Australian National Parks Fund • undertake any other functions conferred on the Director under the Environment Protection and Biodiversity Conservation Act or any other Act • do anything incidental or conducive to the performance of any of the functions mentioned above.

As at 30 June 2014, seven Commonwealth terrestrial reserves (six national parks and one botanic gardens) and 59 Commonwealth marine reserves were established under the Environment Protection and Biodiversity Conservation Act and were the responsibility of the Director. The terrestrial reserves and 58 of the 59 marine reserves are managed by staff of Parks Australia. Under delegation from the Director, staff of the department’s Australian Antarctic Division managed the Heard Island and McDonald Islands Marine Reserve. The locations of the Commonwealth reserves are shown in figure 1. In addition to managing Commonwealth reserves, the Director is in a partnership with Tourism Australia to identify and promote national landscapes that capture the essence of Australia and offer distinctive natural and cultural experiences. Parks Australia’s interest in the program is to enhance and promote the role of protected areas in the social and economic well-being of regional Australia.

2 | Corporate overview and financial summary 7 Non-statutory functions

The Director has been delegated functions and powers by the Minister and the secretary of 1 the department for programs that complement the Director’s statutory functions. Under these delegations the Director manages the Australian Biological Resources Study and the development of Australian Government policy on management of Australia’s genetic resources, including regulating access to such resources in Commonwealth areas. The outputs of these non-statutory functions are reported in the department’s annual report. 2 Financial summary

The Director recorded a $14.96 million operating loss for 2013–14 against an approved operating loss from the Department of Finance of $12.44 million. The major difference was a $3.23 million increase due to the transfer of pastoral leases for Calperum and Taylorville stations. The operating loss included small variances in both depreciation ($7.23 million) and asbestos remediation ($4.50 million) expenses. The DNP held Calperum & Taylorville stations under a deed of assignment since 1993 and 2000 respectively. Both properties have been managed by the Australian Landscape Trust (ALT) since 1998. The full transfer of the leases in 2013–14 finalised a three year transition from the DNP to ALT. The subsequent write down of assets has increased the operating loss recorded in 2013-14. The Director received higher than anticipated revenue from interest on cash investments, recognition of assets for the first time, recoveries (including insurance claims) and donations. In addition, park fee revenue improved slightly which was primarily a result of the exposure the Royal visit generated at Uluru Kata Tjuta National Park. These revenue increases resulted in the Director not being required to supplement entry fee income as was originally anticipated. Table 1 summarises income and expenses information for the Director of National Parks. Audited financial statements are in Chapter 6 of this report. Table 2 shows a five-year overview of financial, staffing and area information for Commonwealth terrestrial and marine reserves and Table 3 provides an overview of individual reserves for 2013–14. An Agency Resourcing Statement was introduced to Portfolio Budget Statements for government departments in 2008–09 to provide information about the various funding sources that CAC Act agencies draw upon during the year. An Agency Resourcing Statement that reconciles to cash reserves in the financial statements for the Director of National Parks is provided at Appendix A.

8 Director of National Parks | Annual Report 2013–14 Table 1: Overview of financial results 2013–14

2013 2014 2014 2014 Actuals Actuals Budget Variance $000s $000s $000s $000s 1 Jointly managed parks(1) Income 34,223 37,475 36,103 1,372 Expenses (43,463) (44,682) (43,472) (1,210) Surplus/(Deficit) (9,240) (7,207) (7,369) 162 Other parks and Income 16,711 26,975 25,346 629 reserves(2) Expenses (17,536) (29,323) (25,140) (4,183) Surplus/(Deficit) (825) (3,348) 206 (3,554) 2 Total for other parks Income 50,934 63,450 61,449 2,001 and reserves Expenses (60,999) (74,005) (68,612) (5,393) Surplus/(Deficit) (10,065) (10,555) (7,163) (3,392) Governance, corporate Income 11,351 10,655 9,736 919 services and executive(3) Expenses (10,970) (15,055) (14,749) (306) Surplus/(Deficit) 381 (4,400) (5,013) 613 Total for Director Income4 62,285 74,105 71,185 2,920 of National Parks Expenses (71,969) (89,060) (83,361) (5,699) Surplus/(Deficit) (9,684) (14,955) (12,176) (2,779)

1 Kakadu, Uluru–Kata Tjuta and Booderee national parks. 2 Includes Calperum and Taylorville Stations which are not formal reserves. 3 Governance, corporate services and executive includes administration, finance, legal, insurance, planning, interest income and bank charges. 4 The increase in income from 2013 to 2014 is predominantly due to revenue associated with the management of marine reserves.

2 | Corporate overview and financial summary 9 Table 2: Five-year overview of terrestrial and marine Commonwealth reserves

2009–10 2010–11 2011–12 2012–13 2013–14 Number of staff (full-time equivalent) 1 Management of terrestrial reserves 290 281.4 261 260 269 Management of marine reserves1 15 13.7 18.2 18.2 46.3 Area of Commonwealth reserves (hectares) Terrestrial reserves area 2 130 774 2 130 774 2 130 774 2 132 002 2 132 002 (number of reserves) (7) (7) (7) (7) (7) Marine reserves area 49 844 075 49 844 075 49 844 075 282 773 335 283 402 751 2 (number of reserves) (26) (26) (26) (59) (59) Visitors to Commonwealth terrestrial reserves Number of visitors to 1 445 381 1 368 868 1 364 714 1 300 309 1,291,000 terrestrial reserves Safety incidents recorded (including staff, contractors and visitors) Minor injury or near miss2 126 126 171 86 4 Moderate injury3 41 54 37 24 NA Major injury4 20 25 6 4 2 Death 2 4 2 2 2 Compliance and enforcement—Commonwealth terrestrial and marine reserves EPBC Act incidents detected 203 105 125 116 173 Warnings and cautions issued 147 58 62 59 64 Infringement notices issued 38 42 87 67 30 Cases taken to court 2 1 0 1 9 Court convictions 0 0 0 0 5 Court cases pending at year end 2 0 0 0 4 Financial summary—Commonwealth terrestrial and marine reserves ($ millions) Total operating expenditure5 58.88 54.64 64.21 60.99 74.10 Total operating revenue6 59.04 67.07 51.83 50.93 89.06 Current assets 29.30 44.91 45.35 44.79 49.4 Non-current assets 41.67 219.73 208.12 200.47 235.13 Current liabilities 151.54 12.17 13.30 14.75 8.25 Non-current liabilities 17.80 0.59 0.73 0.76 14.42 Total equity 0.54 251.87 239.44 229.75 261.90

1 Staff numbers for management of marine reserves for 2013-14 include all staff of the Commonwealth Marine Reserves Branch that were transferred to the Director following finalisation of the planning process and had previously not been recorded against reserve management. 2 For 2013–14 a dangerous incident is defined by Section 37 of the Work Health and Safety Act 2011. 3 For 2013–14 the category of incident does not apply. Only notifiable incidents defined by Section 35 of the Work Health and Safety Act 2011 are reported. 4 For 2013–14 a serious injury or illness is defined by Section 36 of the Work Health and Safety Act 2011. 5 Excludes governance, corporate services and executive, which can be found in table 1. 6 Includes revenue from all sources including grants from portfolio agency and externally raised revenue.

10 Director of National Parks | Annual Report 2013–14 Table 3: Overview of individual reserves in 2013–14

677 1,695 1,752 owners ($000s) 1 traditional traditional Payment to to Payment

(3) 34 53 1,700 3,497 6,778 1,432 2,634 Marine Reserves Network ($000s) External North-west Commonwealth North-west Commonwealth revenue

and the names of four existing and the names of four 0 (2) 2 45 141 271 557 2,572 1,379 1,079 1,173 Capital ($000s) expenditure

(5) 488 cost 4,414 1,295 7,494 21,882 15,306 10,749 195.8 ($000s) Operating

II II II II II II II (1) Ia Ia VI VI VI VI IV IV Ia, II II, VI II, IV IUCN II, IV, VI II, IV, VI II, IV, category Year Year 2012 2012 1991 2012 1987 2012 2012 2012 2000 2012 1983 2012 1979 1977 1991 1980 1986 1995 2012 1992 declared Environment Protection and Biodiversity Conservation Act 1999 and Biodiversity Act Conservation Protection Environment 85 656 Area Area 6,379 8,719 2,602 30,370 53,987 17,237 58,337 744,254 341,279 243,513 125,158 617,669 132,566 7,446,857 1,078,521 8,176,611 1,980,995 (hectares) 14,609,910 (4) a National Park t u–Kata Tju r Roebuck Shark Bay Montebello Waters)) Ningaloo Ningaloo (formerly (Commonwealth Marine Park Kimberley Mermaid Reef (formerly Mermaid Reef Marine Reserve) National Nature Eighty Mile Beach Gascoyne Dampier Ashmore Reef (formerly Ashmore Reef National Nature Reserve) Reef National Nature Reef Ashmore (formerly Ashmore Carnarvon Canyon Cartier Cartier Island (formerly Island Marine Reserve) Commonwealth marine reserves Commonwealth under the marine proclaimed reserves were 40 Commonwealth On 17 November 2012, reserves with declaration of the new of seven reserves and one conservationincluded in the new Associated marine was revocation are reserves. amended. reserves as the areas zone were Argo-Rowley Terrace Reserve name parks managed national Jointly National Park Booderee Kakadu National Park Ulu reserves terrestrial Other Commonwealth National Botanic Gardens Australian Christmas Island National Park and Botanic Garden Norfolk Island National Park Keeling National Park Pulu

2 | Corporate overview and financial summary 11

owners 1 ($000s) traditional traditional Payment to to Payment Reserves Network

(3) North Commonwealth Marine Reserves Network ($000s) External revenue Temperate East Commonwealth East Commonwealth Temperate

2 (2) 26 Capital ($000s) expenditure

(7) (6) 0 cost 499.4 ($000s) Operating

II (1) VI VI IV VI VI VI VI VI II, VI II, VI II, VI II, VI IUCN II, IV, VI II, IV, II, IV, VI II, IV, II, IV, VI II, IV, category Year Year 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 declared 407 Area Area 15 232 247 342 625 737 582 851 590 807 139 919 859 704 712 486 1 601 223 7 005 406 7 174 328 2 377 453 2 292 416 (hectares) 18 844 343 11 013 878

Solitary Solitary Islands (includes former Islands Marine Reserve Waters)) (Commonwealth Lord Howe (includes former Lord Howe Island Marine Park Island Marine Howe Park Lord (includes former Howe Lord and Middleton and Elizabeth Marine Reefs Waters) (Commonwealth Reserve)National Nature Norfolk Hunter Jervis Gifford Central Eastern Central Grounds Cod Marine Reserve) Commonwealth Grounds Cod (includes former Wessel West York Cape Oceanic Shoals Joseph Bonaparte Gulf Limmen Gulf of Carpentaria Reserve name Arafura Arnhem

12 Director of National Parks | Annual Report 2013–14

owners ($000s) 1 traditional traditional Payment to to Payment

(3) Marine Reserves Network ($000s) External South-west Commonwealth Commonwealth South-west revenue

(2) 2 Capital ($000s) expenditure

(8) 75 cost ($000s) Operating

II II (1) VI II, VI II, VI II, VI II, VI II, VI II, VI II, VI II, VI IUCN II, IV, VI II, IV, II, IV, VI II, IV, II, IV, VI II, IV, category Year Year 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 declared Area Area 88 225 62 994 93 777 97 665 233 533 464 131 740 923 185 089 447 230 5 794 609 4 592 550 2 057 403 8 812 598 (hectares) 27 189 789 Western Kangaroo Island Western Two Rocks Two Eyre Western Twilight Southern Kangaroo Island Corner South-west Murat Perth Canyon Jurien Geographe Bight Australian Great Bight (includes former Australian Great Waters)) (Commonwealth Marine Park Eastern Recherche Reserve name Abrolhos Bremer

2 | Corporate overview and financial summary 13

owners 1 ($000s) traditional traditional Payment to to Payment

(3) Marine Reserves Network ($000s) External South-east Commonwealth revenue

2 (2) 20 3 Organisational structure Capital ($000s) expenditure

0 53.8 cost

398.3 ($000s) Operating

(1) Ia VI VI VI VI VI VI VI VI II, VI II, VI II, VI II, VI II, IV IV, VI IV, IUCN II, IV, VI II, IV, category Year Year 2002 2007 2012 2007 2007 2007 1999 2007 2007 2007 2007 2007 2007 2007 2007 2007 declared Area Area 67 077 53 748 612 311 999 074 413 664 292 758 118 360 7 095 260 1 989 697 2 770 437 4 250 056 2 580 312 5 794 248 2 704 306 (hectares) 98 984 225 16 189 466 (10) (9) The International Union for Conservation of Nature (IUCN) protected area classification system comprises seven management categories, not all of which have been applied to reserves under the been applied to declared not all of which have comprises management categories, classification system seven International Conservation area The (IUCN) protected Union for of Nature the first time as part for process. Includes of the asset revaluation assets recognised the first time. portfolio from agencyfor less grants the income statement and assets recognised from revenue total represents External revenue aerial surveillance annual business agreement, services include relevant and incident management costs exclude under Australia the 58 marine provided reserves Parks Operating costs for managed by Cartier Mermaid Island, marine actively Reef, Reef managed in 2013–14. reserves and Ningaloo were Only Ashmore Commonwealth marine reserves in the NorthAll Commonwealth under transitional management arrangements network in 2013–14. were and Elizabeth Waters) (Commonwealth Island Marine Howe Park Marine Grounds Lord Reserve, Cod the former to Solitary corresponding Only the areas Waters), Islands Marine Reserve (Commonwealth under was actively managed in 2013–14. All other reserves network in the South-west were Waters) (Commonwealth Bight Marine Australian Park Great the former to corresponding Only the area Service not included. Protection are and Border Services Customs the Australian by provided the Director. Division under delegation from Antarctic Managed the Australian by Environment Protection and Biodiversity Conservation Act. Sections of some reserves are zoned a different IUCN category from the reserve as a whole, to reflect the management strategy for those sections. and Biodiversity Conservation IUCN category for reflect the management strategy the reserve to Protection Act. Sections from as a whole, a different of some reserves zoned Environment are Service all reserves Protection and costs across and Border that are Management Customs Authority and the Australian Fisheries the Australian by memorandums of understanding or business agreements not attributable region. by All other reserves in the North-west under transitional management arrangements. network were under transitional management arrangements. East network were Temperate and Middleton Marine Reserve Reefs actively National Nature managed in 2013–14. All other reserves in the were transitional management arrangements. Coral Sea Commonwealth Marine Reserve Sea Commonwealth Coral Sea Coral (includes former Reserve Coringa–HeraldConservation National Nature and Lihou Zone, Reserve)Reef National Nature Island and McDonaldHeard Islands Marine Reserve Tasman Fracture Tasman Zeehan South Tasman Rise South Tasman Murray Nelson Freycinet Huon Macquarie Island Franklin East Gippsland Flinders Boags Apollo Beagle Reserve name 1 2 3 4 5 6 7 8 9 10

14 Director of National Parks | Annual Report 2013–14 owners ($000s) traditional traditional Payment to to Payment

(3) Marine Reserves Network ($000s) External South-east Commonwealth revenue

(2) 20 3 Organisational structure Capital ($000s) expenditure

0 53.8 cost

398.3 ($000s) Operating

At the end of 2013 we farewelled Peter Cochrane who served as Director of National Parks (b) 1 since 1999. Peter will be warmly remembered as a well respected and caring leader who achieved much for the parks, the National Landscapes initiative and Indigenous Protected Areas. In particular, Peter’s relationships with the traditional Aboriginal owners of jointly managed parks, the tourism industry and scientific researchers were highly regarded. In Branch Branch Ben Phillips Andrew Read Andrew Coordination managing Parks Australia, Peter introduced many initiatives to improve agency accountability Tony Fleming Tony Rod Atkins (A/g) Bianca Priest (A/g) Bianca Priest Amanda Parr (A/g) Amanda Parr

Policies and Program and Program Policies and risk management, performance and reporting, and corporate governance. Barbera Musso (A/g) Andrew Coleman (A/g) (A/g) Coleman Andrew Networks Management Management Networks Management Networks Coordination Executive South-west and North-west South-west We also said goodbye to Assistant Secretary Mark Taylor who transferred to the role of Temperate East and South-east Temperate Coral Sea Northand Coral Management Australian Antarctic Division Antarctic Australian

Commonwealth Marine Reserves Commonwealth Assistant Secretary People Strategies Branch within the department. Mark will be fondly remembered for his role in supporting Norfolk Island and Booderee national parks, implementing Australia’s commitments under the Nagoya Protocol and building the

National Reserve System. (a)

(a)

Sally Barnes 3 Director of National Parks Sally Barnes has worked in environment protection and cultural and natural Judy West Belinda Brown Michael Preece heritage management for more than 20 years. She is the newly appointed Botanic Gardens Science Branch Science Margot MarshallMargot Resources Study Resources Australian National National Australian Manager: Mike Misso Manager: Mike Misso and Botanic Garden Australian Biological Biological Australian Director of National Parks for the Australian Government. Prior to this role Biodiversity Research Biodiversity (joint with CSIRO) venture Biodiversity Science and Science Biodiversity Management Knowledge Pulu Keeling National Park Park National Keeling Pulu General Manager: Peter Byron General Manager: Peter Norfolk Island National Park Norfolk Park Island National Manager: Anne Ferguson (A/g) Manager: Anne Ferguson Centre for Australian National National Australian for Centre Parks Island and Biodiversity Parks she was the Chief Executive of the Office of Environment and Heritage in Christmas Island National Park Park Island National Christmas Public Affairs and Web Section Web and Affairs Public New South Wales. She is passionate about Australia’s landscape and its unique marine environments, and opportunities to work with traditional Aboriginal owners and local communities on sustainable use and unique visitor experiences.

Dr Judy West Executive Director, Australian National Botanic Gardens Judy oversees Parks Australia’s science, natural resource and knowledge-

Legal Legal management activities; leads the Australian National Botanic Gardens; and Paul Minogue Paul Sally Barnes manages the Commonwealth island reserves, namely Christmas, Pulu Anna Morgan Jean-Pierre Issaverdis Jean-Pierre Manager: Sarah Kerin Joint Management Management Joint Kakadu National Park Kakadu Park National Manager: Scott Suridge Keeling and Norfolk Island national parks. Judy has more than 30 years Manager: Christine Burke and Workforce Support and Workforce Booderee National Park Park National Booderee Director of National Parks Parks Director of National Capital Programme Delivery Programme Capital experience in scientific research and policy as a research scientist in CSIRO ta National Park Park Ulur u–Kata Tju ta National Plant Industry and director of the Centre for Australian National Biodiversity Research and the Australian National Herbarium. She holds an adjunct professorial position at the Australian National University. For her contributions to Australian plant systematics and Australia’s Virtual Herbarium, she was awarded the Nancy Burbidge Memorial Medal in 2001 and an Order of Australia in 2003. Judy’s scientific expertise is in plant systematics and phylogenetics, biodiversity informatics and conservation biology. Using her skills developing partnerships that link science and policy, Judy is building an active science and knowledge-management network in Parks Australia. Belinda Jago Partnerships Management Management Hilary Schofield Charlton Clark Policy Branch Branch Policy Michelle Callaway Reserves Review Marina Walkington Agnese Hubbard Hubbard Agnese Parks Business and Parks Business and Financial Business and Financial Commonwealth Marine Commonwealth Strategic Review Project Project Review Strategic he Australian Antarctic Division he Australian I T manages the Heard Island and McDonaldmanages the Heard Islands Marine Reserve under delegation of National Parks. the Director from

Planning, Tourism and Strategic and Strategic Tourism Planning, World Parks Congress Taskforce Taskforce Congress Parks World (a) ncludes non-statutory functions. (b)

16 Director of National Parks | Annual Report 2013–14 Figure 3: Parks Australia organisational chart as at 30 June 2014 The executive team

At the end of 2013 we farewelled Peter Cochrane who served as Director of National Parks (b) since 1999. Peter will be warmly remembered as a well respected and caring leader who 1 achieved much for the parks, the National Landscapes initiative and Indigenous Protected Areas. In particular, Peter’s relationships with the traditional Aboriginal owners of jointly managed parks, the tourism industry and scientific researchers were highly regarded. In Branch

Coordination managing Parks Australia, Peter introduced many initiatives to improve agency accountability Tony Fleming Tony Rod Atkins (A/g) Bianca Priest (A/g) Bianca Priest Amanda Parr (A/g) Amanda Parr

Policies and Program and Program Policies and risk management, performance and reporting, and corporate governance. Barbera Musso (A/g) (A/g) Coleman Andrew Management Networks

South-west and North-west South-west We also said goodbye to Assistant Secretary Mark Taylor who transferred to the role of Coral Sea Northand Coral Management Australian Antarctic Division Antarctic Australian

National Reserve System. (a)

(a)

Sally Barnes Director of National Parks 3 Sally Barnes has worked in environment protection and cultural and natural Judy West

Michael Preece heritage management for more than 20 years. She is the newly appointed Botanic Gardens Science Branch Science Margot MarshallMargot Resources Study Resources Australian National National Australian Manager: Mike Misso Manager: Mike Misso Australian Biological Biological Australian Director of National Parks for the Australian Government. Prior to this role Biodiversity Research Biodiversity (joint with CSIRO) venture Pulu Keeling National Park Park National Keeling Pulu General Manager: Peter Byron General Manager: Peter Centre for Australian National National Australian for Centre Parks Island and Biodiversity Parks she was the Chief Executive of the Office of Environment and Heritage in Park Island National Christmas Public Affairs and Web Section Web and Affairs Public New South Wales. She is passionate about Australia’s landscape and its unique marine environments, and opportunities to work with traditional Aboriginal owners and local communities on sustainable use and unique visitor experiences.

Dr Judy West Executive Director, Australian National Botanic Gardens Judy oversees Parks Australia’s science, natural resource and knowledge-

Legal management activities; leads the Australian National Botanic Gardens; and Paul Minogue Paul Sally Barnes manages the Commonwealth island reserves, namely Christmas, Pulu Anna Morgan Jean-Pierre Issaverdis Jean-Pierre Manager: Sarah Kerin Management Joint Kakadu Park National Manager: Scott Suridge Keeling and Norfolk Island national parks. Judy has more than 30 years Manager: Christine Burke and Workforce Support and Workforce Park National Booderee Parks Director of National Capital Programme Delivery Programme Capital experience in scientific research and policy as a research scientist in CSIRO Park Ulu r u–Kata Tju t a National Plant Industry and director of the Centre for Australian National Biodiversity Research and the Australian National Herbarium. She holds an adjunct professorial position at the Australian National University. For her contributions to Australian plant systematics and Australia’s Virtual Herbarium, she was awarded the Nancy Burbidge Memorial Medal in 2001 and an Order of Australia in 2003. Judy’s scientific expertise is in plant systematics and phylogenetics, biodiversity informatics and conservation biology. Using her skills developing partnerships that link science and policy, Judy is building an active science and knowledge-management network in Parks Australia. Belinda Jago Partnerships Management Hilary Schofield Charlton Clark Branch Policy Michelle Callaway Reserves Review Marina Walkington Agnese Hubbard Hubbard Agnese Parks Business and Parks Business and Financial Business and Financial Commonwealth Marine Commonwealth Project Review Strategic Includes non-statutory functions. Antarctic Division Australian The Island and McDonaldmanages the Heard Islands Marine Reserve under delegation of National Parks. the Director from Planning, Tourism and Strategic and Strategic Tourism Planning, Taskforce Congress Parks World (a) (b)

3 | Organisational structure 17 Anna Morgan Assistant Secretary, Joint Management Branch Anna oversees the joint management (with traditional Aboriginal owners) 1 of Booderee National Park and Australia’s World Heritage listed national parks, Kakadu and Uluru–Kata Tjuta. Anna joined the department in 2000, having worked as a cultural heritage consultant and a conservation officer in Queensland. Anna has held a variety of positions in the department, gaining extensive policy and programme-management experience in heritage conservation, legislative reform, stakeholder engagement and the delivery of protected-area programmes. Prior to her current role, Anna established the Working on Country programme in the Northern Territory and led the implementation of the Australian and Northern Territory governments’ bilateral agreement—Healthy Country Healthy People. Anna has a Bachelor of Arts (Honours) in history and archaeology and a Masters degree in cultural heritage studies in anthropology and archaeology.

Dr Barbara Musso 3 Acting Assistant Secretary, Commonwealth Marine Reserves Branch Barbara has been working in marine conservation planning and management since 2001, playing a key role in the implementation of both Australia’s Oceans Policy and, more recently, the Marine Bioregional Planning Programme. Prior to joining the Australian Public Service, Barbara did post-doctorate research at James Cook University on marine environmental monitoring and worked in a number of natural resource management roles in the dry tropics region of Australia.

Charlton Clark Assistant Secretary, Parks Business and Policy Branch Charlton has 20 years experience working in the Australian Government, most recently in the fields of marine and Antarctic management and policy, where he played a lead role in the development of the national network of Commonwealth marine reserves and the establishment of the air link between Australia and Antarctica. Prior to joining the department in 2001, Charlton served as an officer in the Australian Army in a variety of logistics operations and management roles in Australia and overseas.

18 Director of National Parks | Annual Report 2013–14 Senior management team

The executive team and senior staff meet regularly to address strategic directions and current issues. The Assistant Secretary of the Joint Management Branch (based in Darwin) 1 and the Assistant Secretary of the Commonwealth Marine Reserves Branch (based in Hobart) take part in the meetings via video link. Where appropriate, video and telephone links are used to liaise with executive and senior staff of the Australian Antarctic Division in Tasmania on the management of the Heard Island and McDonald Islands Marine Reserve.

Staffing overview

Human resources and related corporate services are provided to the Director through a purchaser–provider arrangement with the department. Detailed information on human resources management, employment conditions and remuneration is contained in the department’s annual report for 2013–14. As at 30 June 2014, the Director employed 315.2 full-time equivalent staff, including 47.5 staff working on marine issues. The majority are located at Booderee, Kakadu and Uluru–Kata Tjuta 3 national parks and the Australian National Botanic Gardens. There are also small offices in the remote locations of Norfolk Island, Christmas Island and the Cocos (Keeling) Islands. The administrative office of Parks Australia is in Canberra with an office also in Darwin. Staff engaged in the management of Commonwealth marine reserves are based in Hobart, Canberra, Perth and Brisbane. Parks Australia is committed to providing staff with the necessary skills to effectively and safely undertake their duties in the field and office. Internal and external training is available on a range of subjects including conservation and land management, horticulture, Indigenous skills and languages, rescue skills, customer service, the Environment Protection and Biodiversity Conservation Act, fire control and suppression, leadership development, heavy vehicle and four-wheel drive operation, record keeping and business systems. The department offers a study support scheme for staff to complete formal external training. Staff on remote islands are given opportunities to travel to the mainland for training and development, and departmental staff visit reserves to provide training on issues such as occupational health and safety. Online study programmes offered by a number of educational institutions make tertiary study more accessible for staff in remote areas. This year the employment level of permanent Indigenous staff in Parks Australia’s three jointly managed national parks was essentially unchanged from 2012–13, with a slight increase in the actual number of ongoing Indigenous staff to 80 people (equivalent to 47.58 full-time positions). There is strong Indigenous representation in ongoing roles at Kakadu National Park, Uluru–Kata Tjuta National Park and Booderee National Park. Booderee filled an executive level position by advertising the position consistent with the APS special measures guidelines. The recruitment process resulted in the first ever ongoing Executive Level 1 appointment of a traditional Aboriginal owner at Booderee.

3 | Organisational structure 19 In Kakadu, Uluru–Kata Tjuta and Booderee national parks, traditional Aboriginal owners have entered into a joint-management arrangement through a long-term lease with the Director of National Parks so their land may be protected as a national park and enjoyed by all 1 Australians. Each party has agreed that management of the parks should include traditional land-management skills and the application of Indigenous knowledge. Each party has also agreed that staff will work with traditional Aboriginal owners, local Indigenous communities and schools to share knowledge. Staff encourage interest from school children in park management and conservation through Junior Ranger programmes where primary school students are introduced to aspects of park management including land management, plant and animal identification and working safely. The island parks also work closely with local schools to encourage appreciation of the national parks and their place in the local environment. Indigenous trainees and apprentices are employed in the three jointly managed parks. Trainee programmes are designed to improve the skills of local people, particularly in conservation and land management. Trainees complete nationally accredited certificates and are provided with on-the-job experience such as assisting with ranger duties and natural 3 resource management. Each of the three jointly managed parks have a specified Indigenous trainee position. These positions were maintained at Kakadu and Uluru–Kata Tjuta. Booderee commenced a specific trainee position in June 2013. These apprentices complete secondary school through paid apprenticeships, gaining nationally accredited training in conservation and park management. Further information on Indigenous staffing is provided in chapter 4 and Appendix B.

20 Director of National Parks | Annual Report 2013–14 Table 4: Staffing (full-time and part-time) profile at 30 June 2014

APS APS 4 APS 5 APS 6 EXEC Park Technical, SES Total 1–3 1 Managers, Legal, Section Public 1 Heads Affairs ANBG Male 9 4 6 8 3 1 31 Female 8 10 2 5 5 2 1 33 Total 17 14 8 13 8 2 1 1 64 Booderee Male 4 1 1 3 9 Female 6 4 2 3 2 1 18 Total 10 5 2 4 5 1 27 Brisbane Male 1 Total 1 1 Canberra Male 4 7 12 8 4 5 1 41 Female 7 6 2 1 16 Total 0 4 7 19 14 6 6 1 57 3 Christmas Male 5 1 1 1 8 Island Female 13 1 2 1 1 18 Total 18 2 3 1 1 1 26 Pulu Male 1 1 Keeling Female 1 1 Total 1 1 2 Darwin Male 1 1 1 1 1 1 6 Female 1 1 1 1 4 Total 1 2 1 2 2 1 1 10 Hobart Male 5 4 5 8 3 1 26 Female 2 1 3 2 1 1 10 Total 7 5 8 10 4 2 36 Kakadu Male 11 5 2 7 2 1 28 Female 18 6 7 2 33 Total 29 11 9 7 4 1 61 Norfolk Male 1 1 1 3 Island Female 1 1 2 Total 2 2 1 5 Perth Female 1 1 Total 1 1 Uluru-Kata Male 6 2 3 3 14 Tjuta Female 6 3 4 1 1 15 Total 12 5 7 1 3 1 29 Grand total 90 52 43 55 49 18 7 5 319

Note: Figures represent individual staff members, including those working part-time, and are not expressed as full-time equivalents.

3 | Organisational structure 21 Boards of management

Boards of management have been established under the Environment Protection and 1 Biodiversity Conservation Act for Booderee, Kakadu and Uluru–Kata Tjuta national parks. Tables 6, 7 and 8 show members of each board at 30 June 2014. In conjunction with the Director, each board prepares management plans for its reserve, makes decisions about the management of the reserve in accordance with the management plan, monitors management and advises the Minister on future development.

Booderee National Park

Vacant Chair, Booderee National Park Board of Management

Table 5: Booderee National Park Board of Management

3 Chair Vacant Members Ms Annette Brown (traditional owner nominee) Mrs Beverley Ardler (traditional owner nominee) Mr Joseph Brown (traditional owner nominee) Mr Leon Brown (traditional owner nominee) Mr Tony Carter (traditional owner nominee) Mrs Julie Freeman (traditional owner nominee) Captain Stephen Hussey (Commanding Officer HMAS Creswell) Ms Sheryl Klaffer (Regional Australia) Vacant (conservation science expert) Ms Wendy Hills (ecotourism expert) Ms Sally Barnes (Director of National Parks)

22 Director of National Parks | Annual Report 2013–14 Kakadu National Park

Maria Lee Chair, Kakadu National Park Board of Management 1 Maria joined the Kakadu National Park Board of Management in 2012. Maria is a traditional owner of the Wurrkbarbar clan group, which is one of the three clan groups of the Jawoyn people covering the Gunlom land trust area in the southern part of Kakadu.

Table 6: Kakadu National Park Board of Management

Chair Ms Maria Lee (traditional owner nominee) Members Mr Jonathan Nadji (traditional owner nominee) Mr Alfred Nayinggul (traditional owner nominee) Mr Michael Bangalang (traditional owner nominee) Mr Graham Kenyon (traditional owner nominee) Ms Yvonne Margarula (traditional owner nominee) 3 Ms Violet Lawson (traditional owner nominee) Mr Jeffrey Lee (traditional owner nominee) Vacant (traditional owner nominee) Vacant (traditional owner nominee) Vacant (nature conservation expertise) Mr Rick Murray (tourism industry expertise) Tony Mayell (Northern Territory Government nominee) Ms Sally Barnes (Director of National Parks)

3 | Organisational structure 23 Uluru–Kata Tjuta National Park

Vacant Chair, Uluru–Kata Tjuta National Park Board of Management

Table 7: Uluru–Kata Tjuta National Park Board of Management

Chair Vacant Members Vacant (traditional owner nominee) (approval of nominee pending) Vacant (traditional owner nominee) (approval of nominee pending) Vacant (traditional owner nominee) (approval of nominee pending) Vacant (traditional owner nominee) (approval of nominee pending) Vacant (traditional owner nominee) (approval of nominee pending) Vacant (traditional owner nominee) (approval of nominee pending) Vacant (traditional owner nominee) (approval of nominee pending) Vacant (traditional owner nominee) (approval of nominee pending) Mr Grant Hunt (Northern Territory Government nominee) Mr John King (Minister for Tourism nominee) Ms Sally Barnes (Director of National Parks) Vacant (Minister for the Environment nominee)

24 4 Planning, reporting and performance Director of National Parks strategic planning and performance 1 Reporting on outcomes in conservation areas under Parks Australia management through the annual report is one method we use to communicate our natural and cultural heritage management, how we have supported the aspirations of traditional Aboriginal owners for their land, and opportunities we have made for visitors to experience unique destinations. Other reporting mechanisms are noted in this chapter.

Portfolio Budget Statements 2013–14

These documents detail budget initiatives and appropriations against specific outcomes and outputs. The annual report completes the budget cycle by reporting on outcomes and outputs in the year under review. The Director of National Parks was included in the department’s 2013–14 Portfolio Budget Statements and contributes to the achievement of Outcome 1: The conservation and protection of Australia’s terrestrial and marine biodiversity and ecosystems through supporting research, developing information, supporting natural resource management, and establishing and managing Commonwealth protected areas. The Director contributes to meeting this outcome through: 4 Conservation and appreciation of Commonwealth reserves through the provision of safe visitor access, the control of invasive species and working with stakeholders and neighbours. Performance outcomes for Program 1.1: Parks and Reserves, as identified in the Portfolio Budget Statements, follow.

Strategic Plan 2012–16

The department’s strategic plan is the basis for its business planning and is reviewed annually to assess progress against priorities. Management of Commonwealth reserves in accordance with internationally agreed principles is identified as a priority in the plan.

26 Director of National Parks | Annual Report 2013–14 Parks Australia Divisional Plan 2010–14

This plan sets out the long-term outcomes and shorter term outputs for the Director of National Parks against seven key result areas (KRAs) as follows: 1 • KRA 1—Natural heritage management • KRA 2—Cultural heritage management • KRA 3—Joint management and working with Indigenous communities • KRA 4—Use and appreciation of protected areas • KRA 5—Stakeholders and partnerships • KRA 6—Business management • KRA 7—Biodiversity science, knowledge management and use.

KRA 3—joint management and working with Indigenous communities—applies largely to the three jointly managed reserves: Uluru–Kata Tjuta, Kakadu and Booderee national parks. Strategies to achieve the outcomes described in the Parks Australia Divisional Plan and the department’s Strategic Plan are detailed in Parks Australia branch, section, team and individual work plans.

Management plans

Section 366 of the Environment Protection and Biodiversity Conservation Act 1999 requires the Director (or in the case of a jointly managed park, the Director and the relevant board of 4 management) to prepare management plans for Commonwealth reserves for the reserve’s protection and conservation. Management plans have a maximum life of 10 years and must set out how the reserves are to be managed consistent with the relevant Australian International Union for Conservation of Nature (IUCN) reserve management principles. As at 30 June 2014, seven Commonwealth terrestrial reserves (six national parks and one botanic gardens) and 59 Commonwealth marine reserves were established Four terrestrial reserve management plans are in place as at 30 June 2014. In 2013–14 a new management plan was released for Christmas Island National Park following public comment. A draft management plan for Booderee National Park has been released for public comment and is in the process of being finalised. Draft management plans are currently in preparation for Pulu Keeling National Park and Kakadu National Park, and are expected to be released for public comment in 2014–15. The Australian Government’s commitment to review the management arrangements for the Commonwealth marine reserves proclaimed in November 2012 is progressing. The first step was to set aside the management plans that were scheduled to come into effect in July 2014. This was achieved in December 2013, when the Governor-General reproclaimed the Commonwealth marine reserves established in November 2012. Until new management plans are developed and come into effect, transitional management arrangements are in place for the South-west, North-west, North, Temperate East and Coral Sea marine reserves.

4 | Planning, reporting and performance 27 The management plan for the South-east Marine Reserves Network came into effect on 1 July 2013 and is the first Director of National Parks management plan to encompass a large regional network of Commonwealth marine reserves. A new management plan is currently 1 being prepared by the department’s Australian Antarctic Division for the Heard Island and McDonald Islands Marine Reserve to replace the previous plan that expired in August 2012. The Director of National Parks is responsible for implementing these management plans and collaborates with Commonwealth and state agencies, including the Australian Fisheries Management Authority and the Australian Customs and Border Protection Service to ensure compliance and enforcement of the plans.

Performance outcomes The following performance outcomes for 2013–14 use key result areas, outcomes and indicators identified in the Parks Australia Divisional Plan and key performance indicators and deliverables identified in the 2013–14 Portfolio Budget Statements (marked ‘PBS’).

KRA 1—Natural heritage management

Objective • The Commonwealth protected area estate management contributes to the long-term 4 viability of Australia’s biodiversity. Actions • Design and implement conservation activities to maintain or improve the status of natural values for which Commonwealth reserves were declared and/or recognised.PBS • Minimise the impacts of invasive species and other major threats to natural values of Commonwealth reserves. • Design, implement and monitor the outcomes of specific programmes to increase the viability of threatened species in reserves. • Undertake monitoring and research to increase knowledge and understanding and provide an evidence base for current and future conservation actions both on and off Commonwealth reserves.PBS

2013–14 results • Design and implement conservation activities to maintain or improve the status of natural values for which Commonwealth reserves were declared and/or recognised. • Minimise the impacts of invasive species and other major threats to natural values of Commonwealth reserves.

28 Director of National Parks | Annual Report 2013–14 Parks Australia continued to actively manage Commonwealth terrestrial and marine reserves to reduce threats and build resilient ecosystems to help protect and conserve biodiversity and cultural heritage. Key achievements in 2013–14 included: • The sub-Antarctic Heard Island and McDonald Islands Marine Reserve, known as one of 1 the most biologically pristine areas in the world, was extended by 6200 square kilometres via Proclamation by the Governor-General on 25 March 2014. With a total area of 71 200 square kilometres, the reserve is now Australia’s largest International Union for Conservation of Nature (IUCN) 1a Strict Nature Reserve, offering controlled access for scientific research and monitoring to protect habitats, ecosystems and native species. • Kakadu National Park's prescribed burning programme continued under the Stone Country fire-management strategy and prevented broad-scale late-dry-season wildfires in this landscape unit. Work has commenced to update the park’s fire-management strategy including the development of fine-scale fire plans to manage threatened species and communities. • Kakadu park staff and Bininj (especially ranger groups) worked with staff from the National Seed Bank (Australian National Botanic Gardens) to learn how to collect seed from Kakadu’s rare and threatened plants for safe keeping. • The Northern Australia Environmental Research Programme project investigating the impact of feral cats (Felis catus) on small mammals in Kakadu has constructed two cat- proof enclosures and commenced survey work in the park. • The Christmas Island Minesite-to-Forest Rehabilitation Programme continued under a memorandum of understanding between the Director and the Department of 4 Infrastructure and Regional Development. Earthworks and plantings were completed over a total of 22 hectares of former mine fields with a total of 19 000 plantings. This comprised 16 500 primary plantings across 6 hectares of bare mine fields and 2500 secondary plantings across 16 hectares of previously planted fields. Around 125 hectares of previously planted fields were maintained (weeding and fertilising) and biophysical monitoring of planted fields also occurred. • In March 2014, Cyclone Gillian caused significant damage to selected areas of Christmas Island’s rainforest habitats, particularly some areas of tall evergreen rainforest nesting habitat for the endangered Abbott’s booby (Papasula abbotti), and rainforest vegetation in the Dales Ramsar wetland. Park staff rescued and rehabilitated Abbott’s boobies from fallen trees. While many of those rescued died due to injuries and other factors, such as dehydration and diet issues, other chicks have successfully taken to the wing. Sites for monitoring of rainforest recovery were also established and weed monitoring and control in the Dales occurred as tree losses increased light gaps and provided opportunity for weed growth. • A 10-year Reptile Conservation Plan was completed under the advice of the Christmas Island Reptile Advisory Panel. Two panel meetings were held. • While Christmas Island’s captive-management programme for the Lister’s gecko (Lepidodactylus listeri) and blue-tailed skink (Cryptoblepharus egeriae) progressed well, the last Christmas Island forest skink (Emoia nativitatis) in captivity died in 2013–14.

4 | Planning, reporting and performance 29 • Anecdotal evidence from long-term residents and park staff on Christmas Island indicated that the most significant recruitment of red crabs (Gecarcoidea natalis) from the sea since the 1990s occurred in early 2014. The favourable sea and climatic conditions and efforts 1 by park staff to reduce red crab mortality over a number of years (crazy ant (Anoplolepis gracilipes) control and mitigating vehicle impacts), helped to ensure that significant numbers of red crabs were able to spawn. • Observational evidence showed that significantly less red crab deaths from vehicles were recorded during the 2013–14 annual breeding migration compared to 2010. This was largely due to more effective off-park road management between the Shire of Christmas Island and the Christmas Island National Park. However, road mortality of robber crabs (Birgus latro) from vehicles continues to increase with 756 deaths recorded in 2013, compared with 676 in 2012, 667 in 2011 and 854 in 2010. The park community education programme continues to raise awareness of the vehicle threat to migrating crabs on the Island. • Control burns in Booderee National Park to protect key assets in fire-prone habitat, to protect and promote environmental values, and manage the weed bitou bush (Chrysanthemoides monilfera), were conducted in 2014. An unusually warm beginning to winter allowed additional and unexpected burning to be conducted. • Booderee’s spray-burn-spray strategy, which has been refined over the past decade, has led to a steady decline in density and distribution of the key environmental weed, bitou bush.

4 Invasive species management Park managers have nominated and prioritised 24 significant invasive species across the six terrestrial reserves to identify changes in overall distribution and abundance. Of the selected species, the populations of six species are increasing, eight remain steady, five are falling, and population data are deficient for five species PBS (further information on monitoring of significant invasive species is provided in Appendix B: Portfolio Budget Statements reporting 2013–14). • A pilot tropical fire ant (Solenopsis invicta) control project at Ashmore Reef Commonwealth Marine Reserve was completed in 2012–13 and evaluated in February 2014. It showed that the 14-month baiting programme significantly reduced fire ant densities on the islands. The success of the pilot project indicates that eradication could be feasible with a longer term programme. Based on these findings an eradication plan for tropical fire ants at Ashmore Reef Commonwealth Marine Reserve is being developed. • Christmas Island National Park Crazy Ant Scientific Advisory Panel met in November 2013 and provided ongoing advice in relation to the crazy ant biological control programme. Management actions in 2013–14 to control yellow crazy ants included: –– The biennial island-wide survey to map crazy ant supercolonies and determine red crab population abundance and distribution, as well as to monitor other aspects of the island’s biodiversity, was completed in 2013. The results of this survey indicate that the red crab population has declined by approximately 18 to 19 per cent since 2011 with

30 Director of National Parks | Annual Report 2013–14 an estimated population of 37 to 41 million. The area of yellow crazy ant supercolonies was estimated to be approximately 476 hectares. Red crab declines are unlikely to be entirely due to yellow crazy ants, as recruitment of crabs from the sea over recent years was poor until early 2014. 1 –– Implementation of a biological control programme for crazy ants continued under a three-year (1 July 2013 to 30 June 2016) contract with LaTrobe University. Work conducted included completion of host-specificity testing of biological control agents (a parasitic wasp) in Malaysia, including any off-target impacts. Research was also initiated into aspects of the life history of the target organism (yellow lac scale (Tachardina aurantiaca)) to develop techniques for rearing both the scale insect and the parasitic wasp. –– Construction of a shade house facility to raise the biological control agent commenced in 2014. –– The final report from CESAR Consultants on the off-target impacts of the 2012 crazy ant aerial baiting programme (as well as previous programmes) was received in July 2013. The report found no evidence that either Fipronil or Insect Growth Regulator baits had any off-target impacts or that there is bioaccumulation in the environment. • Christmas Island National Park continued to facilitate and support cross-tenure cat and rat management across various areas of the island. From the programme’s commencement in May 2010 to June 2014 an estimated 650 feral cats were removed. Park staff also conducted rat baiting in red-tailed tropic bird-breeding colonies. These efforts resulted in significant improvement in the nesting success of red-tailed tropic birds (Phaethon 4 rubricauda) with benefits to other native species, particularly the golden bosun (Phaethon lepturus fulvus). A programme to monitor and trial the baiting of feral cats in remote areas of the park and island was also implemented by park staff, in conjunction with the Western Australian Department of Parks and Wildlife. • Christmas Island park staff continued to monitor and control the single known infestation of invasive Siam weed (Chromolaena odorata). Monitoring did not detect any flowering plants at this site or at infestations at other locations of the island. • Monitoring initiated in June 2012 to detect the potential entry of rats to Pulu Keeling National Park from suspected illegal-entry vessels shipwrecked on the island continued. No rats were detected. • A biosecurity plan was prepared for Pulu Keeling National Park. The plan assessed biosecurity risks to the park’s natural values and identified operational protocols to help reduce these risks and respond to incursions of high-risk invasive species, such as rats and Siam weed. Staff implemented risk mitigation protocols during visits to the park. • Monthly fox baiting using 1080 baits continued to keep fox numbers low in Booderee. Prior to planned reintroduction of long-nosed potoroos (Potorous tridactylus), professional shooters were employed for one week in the release area to eradicate any bait-shy foxes. One fox was shot. • Booderee National Park conducted aerial helicopter spraying using ultra-low-volume techniques to control bitou bush (Chrysanthemoides monilifera) in June 2014. Treatment by targeted hand spraying (88.5 hectares), ground-spraying (9.6 hectares) and hand-pulling (22 hectares) contributed to the general decline of this invasive species in the park.

4 | Planning, reporting and performance 31 • Aerial spraying of invasive kikuyu grass (Pennisetum clandestinum) occurred in June 2014 in penguin habitat on Bowen Island in Booderee. • Woody weed removal continued in Norfolk Island National Park and Botanic Gardens. 1 New herbicide application methods have been trialled, allowing for more efficient weed-control operations. • Numbers of feral animals (foxes, cats and rabbits) are in decline due to continued trapping programmes at Uluru–Kata Tjuta National Park. The park is co-investing with the Ayres Rock Resort to maintain a trapping programme in areas of high biodiversity and threatened-species populations across the park. • Trials aimed at discovering alternate control methods for buffel grass (Cenchrus ciliaris) at Uluru–Kata Tjuta National Park are proving positive. Analyses of the results are currently under way. • Monitoring and control programmes for invasive weeds in Kakadu National Park continued throughout the year. This covered 222 known mimosa (Mimosa pigra) infestation sites ranging in size from 0.5 square metres to 30 square metres. All plots were surveyed by either helicopter, in conjunction with the National Environmental Research Program, quad or airboat, and more than 100 seedlings were destroyed. • Monitoring and treatment of known para grass (Urochloa mutica) and olive hymenachne (Hymenachne amplexicaulis) sites in the East, South and West Alligator River in Kakadu National Park catchments continued. However both these species continue to spread and now require different management approaches. 4 • Roadside surveys of the Arnhem and Kakadu highways resulted in the detection and removal of 29 Gamba grass (Andropogon gayanus) plants. The historic infestation in the Mudginbardi area was surveyed by helicopter and treated on the ground. The two highways bisecting the park continue to be a conduit for the dispersal Gamba seeds through the park. • A roadside survey of the Arnhem and Kakadu highways found plants of the species Wynn cassia (Chamaecrista rotundifolia) around Cooinda and along the Munmalary road. These plants were treated and follow-up surveys of these sites has found no further plants. The location and extent of this weed in the park is currently not known. Mission grass (Pennisetum polystachion) was treated in strategic locations. Broad-scale control of this species throughout the park requires different management approaches and renewed levels of resourcing. • The following was achieved in feral animal management at Kakadu: –– Continued implementation of a wild-dog management programme for Jabiru township in collaboration with the West Arnhem Shire Council. –– Completion of two cat-exclusion areas which will assist researchers to understand the role of cats in the documented decline of small mammals across northern Australia. –– A feral animal control programme focused on culling of animals affecting public safety including an opportunistic culling of pigs (Sus scrofa) and buffaloes (Bubalus bubalis) around known mimosa plots. –– Implementation of surveys for the invasive big-headed ant in the Jabiru town and Cooinda lease areas.

32 Director of National Parks | Annual Report 2013–14 Design, implement and monitor specific programmes to increase the viability of threatened species in reserves • Park managers nominated 43 species across the six terrestrial reserves to determine whether viable populations of these significant species have been maintained in those 1 reserves. Of the selected species, the wild populations of the estuarine crocodile (Crocodylus porosus), the Norfolk Island green parrot (Cyanoramphus cookii) and the captive bred populations of the blue-tailed skink (Cryptoblepharus egeriae) and Lister’s gecko (Lepidodactylus listeri) are increasing, 16 species remain steady, 13 are decreasing, one may be extinct, and population data are deficient for nine species.PBS (Further information on species monitoring is provided in Appendix B: Portfolio Budget Statements reporting 2013–14.) • A threatened-species prioritisation process, coordinated by the National Environmental Research Program, was developed to assist with resource allocation decision-making related to threatened-species management. This tool will be tested and implemented during 2014–15. • A translocation project in cooperation with Forestry Corporation of NSW to reintroduce the regionally extinct long-nosed Potoroo to Booderee National Park was attempted in May. The project will continue over the next two to three years providing for the translocation of up to 36 adults as a new breeding population. • The Christmas Island National Park captive-breeding programme for native terrestrial reptiles, undertaken in partnership with Sydney’s Taronga Zoo, continued to result in increasing captive populations of Lister’s gecko and blue-tailed skink. On-island captive 4 populations of the former increased by 83 per cent since 2012–13 (to 204 individuals) and the latter by 28 per cent (to 440 individuals), supplemented by smaller off-island populations at Taronga. Construction of a new reptile housing and captive-breeding facility to cater for expanding on-island populations was also completed with the assistance of the Foundation for National Parks. Unfortunately, the captive population of the forest skink was too small to be viable, and in 2013–14 the last captive individual died. • A survey of the Christmas Island flying fox (Pteropus melanotus) using the same survey methods used in 2012 showed a reduced detection rate of about 41 per cent at fixed monitoring points compared to 2006. Further surveys of this likely population decline will be implemented in 2014–15. • Monitoring continued of the 39 Environment Protection and Biodiversity Conservation Act listed endangered Cocos buff-banded rails (Gallirallus philippensis andrewsi) successfully translocated from Pulu Keeling National Park to nearby Horsburgh Island in early 2013. There are good indications that the population may become self sustaining, as adults, juveniles and chicks have been detected. Results are pending and further sampling is planned in 2014–15. A population survey of the Cocos buff-banded rail population was completed on Pulu Keeling National Park. • At Uluru–Kata Tjuta National Park, monitoring continued to record a steady number of the translocated population of the endangered mala or rufous hare-wallaby (Lagorchestes hirsutus). The National Mala Recovery Team is meeting regularly to improve population management of the species as a whole. Numbers of the vulnerable tjakura or great desert skink (Liopholis kintorei) decreased in the park’s borefield habitat due to exposure to wildfire and subsequent invasion of feral animals.

4 | Planning, reporting and performance 33 • Prescribed burning at Uluru–Kata Tjuta National Park was conducted to improve management of threatened-species habitat between Uluru and Kata Tjuta. Based on research, fire in this area is now more intensively managed to ensure the correct balance 1 of habitat types for all species present. This includes prescribed burning within the mala enclosure to ensure a natural balance between available nesting and grazing habitats and available food plants. • Two scientific journal articles were published reporting the results of surveys of two little-known small mammals in Uluru–Kata Tjuta: the Ooldea dunnart (Sminthopsis ooldea) and the endangered southern marsupial mole (Notoryctes typhlops). • Surveys conducted for the Norfolk Island green parrot (Cyanoramphus cookii) in 2013 indicated that the population was in decline with an estimate of between 46 and 92 individual birds present in Norfolk Island National Park. • In Norfolk Island National Park, feral cat and rat predation is a serious risk to the green parrot adults, chicks and eggs, particularly when the birds are nesting. To address this threat, 70 predator-resistant nest sites have been constructed in the park. Matched with increased rat and cat baiting, this programme assisted 32 Norfolk Island green parrot chicks to fledge over the seven-month period between November 2013 and June 2014. This dramatic recruitment is a direct result of ongoing feral cat and rat control, as well as community engagement on control of domestic cats. • Proceedings from a Kakadu National Park threatened-species workshop were completed in June 2014. More than 50 stakeholders attended the workshop, including traditional 4 Aboriginal owners, government agencies, academic institutions, neighbouring landholders and non-government conservation organisations. This workshop builds on previous Kakadu symposia that have focused on landscape change and factors driving biodiversity change: weeds, fire, climate change, feral animals and cultural heritage. This information is being used to develop the Kakadu National Park Threatened Species Strategy. The strategy, which is expected to be completed by December 2014, is being prepared in partnership with Charles Darwin University. The strategy underpins a number of critical conservation projects to protect threatened species, to be implemented in collaboration with the newly appointed Threatened Species Commissioner. • The National Environmental Research Program monitoring project has shown that Kakadu is an extremely important refuge area for the critically endangered speartooth shark (Glyphis glyphis) and endangered northern river shark (Glyphis garricki). There have been 324 northern river sharks recorded in the park's four river systems with the majority (220) being recorded in the South Alligator river. This is 80 per cent of all known records of this species. There have been 93 speartooth sharks recorded in the park's four river systems with the majority (86) being recorded in the South Alligator River. • Kakadu National Park continued its project with the University of Sydney and the Territory Wildlife Park, monitoring the impact of cane toads (Rhinella marina) on a population of northern quolls (Dasyurus hallucatus) at East Alligator Ranger Station. Eighty eight captive-bred quolls, trained to avoid cane toads, were released at the site in the 2009–10 wet season. Results from the 2013–14 trapping session show that adults are passing the toad avoidance behaviour onto their offspring. Unfortunately, recent trapping also shows that the population is being significantly impacted by wild-dog predation.

34 Director of National Parks | Annual Report 2013–14 • Kakadu monitoring confirmed steady numbers of estuarine crocodiles estimated at between 8000 and 12 000 animals or 10 per cent of the total Northern Territory population. • Ongoing surveys of the nesting activity of vulnerable flatback turtles (Natator depressus) 1 on Gardangarl (Field Island, Kakadu) indicated a stable population with above-average numbers with 87 turtles and 58 nests recorded over the 20-day survey period. Recapture of turtles tagged in the past has climbed to 96 per cent in 2013 from 55 per cent in 2002.

Undertake monitoring and research to increase knowledge and understanding and provide an evidence base for current and future conservation actions both on and off Commonwealth reserves In the oceans • An extensive patrol in the Coral Sea Commonwealth Marine Reserve was undertaken late in 2013. Rapid environmental appraisals were conducted on 15 coral cays in the southern and central Coral Sea to assess vegetation condition and provide information on seabird and marine-turtle nesting numbers and areas. On land • The five-year re-survey of Kakadu’s fire plots was undertaken to assess the effects of fire on land and animal species and provide direction on fire management in the park. Data analysis is under way and a report will be available in December 2014. • Six climate change research projects funded by the department’s National Environmental 4 Research Program continued in Kakadu’s wetland and coastal environments, to map and model present conditions and analyse changes over time in aquatic biodiversity. This work will assess potential effects on northern Australia’s aquatic biodiversity caused by climate change, sea-level rise and other threatening processes in the region, and to design management strategies to minimise their impact. A project to collect core samples from isolated waterholes to assess previous climate change and fire regimes is also under way in Kakadu. • Monitoring of the South Alligator Valley containment rehabilitation area of Kakadu (an area affected by previous uranium-mining activity) is establishing base-line trends that indicate there has been no impact on groundwater and vegetation. • Biodiversity hotspot research surveys in Kakadu continued in collaboration with the Northern Territory Government’s Biodiversity Unit. The number of Leichhardt’s grasshoppers (Petasida ephippigera) in the Nourlangie area was found to fluctuate each season and have been previously impacted by localised fire events. The species is generally stable in most survey sites largely due to a specific fire-management strategy. Unexpectedly, one site showed an increase from 13 individuals in 2013 to 800 in January 2014, suggesting that the eggs of this species may persist in the soil longer than first thought. • Kakadu National Park is working with Charles Darwin University to study glider species in the Top End. DNA tests of a glider species previously thought to be the sugar glider have shown that it may be a new mammal species which is more closely related to squirrel or mahogany gliders.

4 | Planning, reporting and performance 35 • Kakadu National Park assisted scientists to map olive hymenachne and para grass in the Wildman, West and South Alligator River floodplains under the National Environmental Research Program. This project will develop detailed distribution maps and undertake 1 trials of chemical control methods for para grass. • Staff from the Australian Biological Resources Study have been working with Kakadu National Park to develop a better system of collecting and managing weed control data which has been tested in the Bush Blitz programme. • The Australian National Botanic Gardens continued a research programme to investigate ecological drivers of seed germination and establishment for plants of endangered Australian alpine and sub-alpine bogs and fens. A two to three-year seed burial experiment was established to monitor persistence, germination and dormancy cycling of seeds in the soil seed bank. Seeds are periodically retrieved from field plots and germination is tested in the laboratory. To date 26 000 of 39 000 seeds have been assessed with the aim of informing conservation and land-management actions. • Long-term monitoring at Booderee National Park shows key indicator species increased rapidly during the early 2000s in the first few years of fox baiting and have now declined to a new and stable equilibrium abundance. Stable or increasing population trends for threatened eastern bristlebirds (Dasyornis brachypterus) and shorebirds were recorded, likely in response to maintaining low fox numbers. • Ongoing monitoring of myrtle rust (Uredo rangelii) in Booderee Botanic Gardens shows all six specimens of Rhodamnia rubescens in its collection continue to be infected after it was 4 first detected three years ago. One specimen of Rhodomyrtus sericea has been affected for the past two years. The infection disfigures and stunts foliage in the warmer, more humid time of year, but healthy new growth re-emerges every spring and early summer. No plants in the Gardens’ collection have yet succumbed to the disease. • Uluru–Kata Tjuta continues its partnership with CSIRO and Charles Darwin University to increase research on-park. This includes three PhD research programmes on park management decision-making (fire, impact of introduced mammalian carnivores, and condition of Uluru waterholes and mesic habitats). International herpetologists are undertaking further research on the threatened great desert skink. • Camera-based surveys failed to detect a population of brushtail possums (Trichurus vulpecula) within the vicinity of the Kata Tjuta monolith, despite the presence of scat and tree scratches found intermittently in the area. • Island-wide surveys for the Christmas Island hawk-owl (Ninox natalis), in conjunction with flying-fox surveys, indicated the hawk-owl population appears to be stable and is not of conservation concern. • Marine turtle surveys were conducted on Cocos Keeling Islands. A total of 216 turtles were caught including 15 turtles that had previously been recorded (seven green turtles (Chelonia mydas) and eight Hawksbill turtles (Eretmochelys imbricata)). Long-term monitoring indicates a stable population for both species.

36 Director of National Parks | Annual Report 2013–14 • One red-footed booby (Sula sula) survey on Pulu Keeling Island National Park was completed in 2013–14 and will contribute to long-term population trend analysis. • A reptile translocation feasibility study was conducted on the Cocos Keeling Islands. The study assessed habitat suitability of selected islands for establishing insurance 1 populations for the Christmas Island blue-tailed skink and the Lister’s gecko.

KRA 2—Cultural heritage management

Objective • Australia’s cultural heritage is conserved and effectively communicated to the public.

Actions • Identify, protect and conserve cultural heritage values for which the parks were declared/recognised. • Minimise threats to cultural values. • Work with traditional Aboriginal owners to assess and maintain key cultural sites. • Provide assistance to traditional Aboriginal owners in recording and maintaining living cultural traditions. • Assist in the facilitation of on-country activities to encourage intergenerational transfer of knowledge. • Provide appropriate interpretive material to the public to communicate the cultural 4 heritage of Commonwealth reserves.

4 | Planning, reporting and performance 37 2013–14 results Identification and conservation of cultural sites • Booderee staff liaised with the Wreck Bay Aboriginal Community Council on a number 1 of proposed developments and potential impacts on cultural heritage. • With the involvement of their traditional Aboriginal owners, Kakadu and Uluru–Kata Tjuta staff continued their rock art maintenance programmes. Uluru–Kata Tjuta’s Cultural Site Management System database was upgraded and installed on new hardware. • Uluru–Kata Tjuta staff undertook a five-day intensive refresher course that reviewed all facets of rock art maintenance and monitoring. Park staff and Mutitjulu community rangers undertook extensive rock art maintenance and evaluation including the removal of graffiti. • The Uluru–Kata Tjuta National Park cultural site management system has undergone extensive software and hardware updates with the addition of video applications and investment in tablet devices and software support. • The Uluru–Kata Tjuta National Park photo collection has been shared with the Ara Irititja Project—an archival database of Anangu multimedia materials. • Kakadu staff commissioned the development of a rock art field manual to assist field staff to undertake basic rock art maintenance in the field. The manual will be trialled during field work planned for August 2014. The field work will involve park staff, traditional Aboriginal owners and Indigenous ranger groups. 4 • A group of Kakadu traditional Aboriginal owners and staff were hosted by the Getty Institute to view the rock art conservation management and associated tourism opportunities in South Africa. • Kakadu is working with a PhD student to identify and address management issues at several key art sites in the park. The study will research and review the rock art conservation techniques used by park staff. • Kakadu staff attended a workshop on international contact art at the Darwin Museum. • Kakadu staff continued discussions with the Aboriginal Areas Protection Authority, traditional Aboriginal owners and Northern Land Council about a register of sites of significance and access protocols in the park, particularly in relation to public walking routes. Several site visits have occurred with traditional Aboriginal owners to identify key sites for inclusion on the sacred site register. An on-country camp with members of the three clan groups from the south of the park promoted intergenerational exchange of knowledge relating to the sickness country in this area. • Pulu Keeling staff contributed to arrangements for the proposed 2014 commemoration of the centenary of the wreck of the SMS Emden on the island during WW1. They also inspected and maintained Malay gravesites on North Keeling Island based on advice received from the religious leaders of the community.

38 Director of National Parks | Annual Report 2013–14 Maintenance and promotion of traditional cultural values • The Booderee Board of Management cultural heritage directions are included in the draft second management plan for the park. The Wreck Bay Aboriginal Community Council developed a draft cultural heritage plan for Wreck Bay lands in 2013–14. 1 • Uluru–Kata Tjuta is implementing the Cultural Heritage Action Plan with priorities for each year outlined by the Board of Management. Priorities for 2013-14 were rock art and sacred site maintenance and protection, oral history collection, support to the junior ranger programme, support for traditional hunting and gathering activities, and cultural heritage data base management including the park’s own data base and the photo database managed by the University of South Australia. • Construction of a new Men’s Keeping Place in the Mutitjulu Community at Uluru–Kata Tjuta was completed in partnership with traditional Aboriginal owners and the Central Land Council. • Significant archaeological fieldwork associated with the Australian Research Council linkage project ‘Prehistory to History: Landscape and Cultural Change on the South Alligator River’ between Kakadu and the Australian National University was undertaken. • Archaeological material collected from the Culaly Floodplain in Kakadu in November 2013 is being analysed. All material will be returned to country towards the end of 2014.

Histories, pre-histories and knowledge recording • Six shipwreck condition assessments were undertaken at Elizabeth and Middleton Reefs, Lord Howe Commonwealth Marine Reserve. Four named wrecks were assessed, the Runic, 4 Kaineo Maru, Fuku Maru and the Monray Frontier. These wrecks age from 16 to 53 years old. Two unnamed wrecks were also assessed. Photographic cataloguing over time has shown a significant level of deterioration of the Kaineo Maru. The other wrecks assessed were observed to be in a stable condition. • Uluru–Kata Tjuta’s oral history collection is being catalogued and archived and traditional ecological knowledge recordings with senior traditional Aboriginal owners are being added to the Cultural Site Management System. • In Kakadu, researchers are investigating the history of the buffalo hunting industry and mapping buffalo camps at Hidden Camp (south of Old Darwin road), the old Kapalga station site, and Gougo’s (a Russian buffalo hunter) camp at Munmarlary. Maintenance work on the historic Nourlangie camp complex is being planned with the Australian Conservation Volunteers.

4 | Planning, reporting and performance 39 KRA 3—Joint management and working with Indigenous communities

Objectives 1 • Indigenous communities benefit from, and play a lead role in, the Australian Government’s protected-area management programme. • Activities and investments contribute to meeting Closing the Gap targets.

Actions • Facilitate effective participation of traditional Aboriginal owners and Indigenous communities in park management.PBS • Engage Indigenous staff and/or contractors to provide park services.PBS • Provide opportunities for the establishment of Indigenous-owned enterprises, including those which provide an Indigenous cultural experience to visitors. • Work together with boards of management, land councils and service-delivery agencies to assist in meeting Closing the Gap targets.

2013–14 results Parks Australia continued its long and proud history of working with Indigenous Australians in the joint management of Kakadu, Uluru–Kata Tjuta and Booderee National Parks. 4 Indigenous staffing • The employment level of permanent Indigenous staff in Parks Australia’s three jointly managed national parks was essentially unchanged from 2012–13, with a slight increase in the actual number of ongoing Indigenous staff to 54 people (equivalent to 47.58 full-time positions). • There is strong Indigenous representation in ongoing roles at Kakadu, Uluru–Kata Tjuta and Booderee national parks.PBS • Specified trainee positions were maintained at Kakadu and Uluru–Kata Tjuta. Booderee commenced a specific trainee position in June 2013.PBS • Booderee filled an executive level position by advertising the position consistent with the APS special measures guidelines. The recruitment process resulted in the first ever ongoing Executive Level 1 appointment of a traditional owner at Booderee. Three Indigenous staff were engaged as casual employees at Booderee’s visitor centre.PBS • Due to fluctuating project requirements and reduced revenue to the parks, long-term contracts expiring and difficulties recruiting staff in a transient population, the number of Indigenous staff engaged as casual employees at Kakadu fell from 52 to 35 (full-time equivalent). PBS • The Kakadu Indigenous Ranger Programme, funded through the Australian Government’s Working on Country initiative, hosted 10.5 community rangers delivering visitor services and natural and cultural-heritage management programmes across the park. The Warnbi Association and Werenbun Aboriginal Corporation are partners in this programme with the park.PBS

40 Director of National Parks | Annual Report 2013–14 • The Mutitjulu Community Rangers Programme at Uluru–Kata Tjuta employed 35 (9.37 full-time equivalent) local Indigenous people in flexible employment arrangements to undertake a range of activities in the park with parks staff. This included walking-track maintenance, prescribed burning, feral animal control, cataloguing of oral history 1 recordings and senior involvement in works planning.PBS Contribution of Aboriginal enterprises to park services • Wreck Bay Aboriginal Community Council was contracted to provide works and services in excess of $1.5 million in value. Services included cleaning and maintenance of roads, entry station, horticulture and infrastructure. Works included a variety of scheduled repair and maintenance projects as well as numerous unscheduled and capital expenditure works.PBS • In its 2012-13 annual report, Wreck Bay Aboriginal Community Council reported that it’s staffing levels had remained the same as the previous financial year with 14 full-time, four permanent part-time and up to 10 casual staff to deliver services to Booderee.PBS • The services contract between the Director and Wreck Bay Aboriginal Community Council is approaching the end of the first two years of operation. Extension of the contract will be subject to the outcomes of a review.PBS • In Kakadu, a new model for park interpretation was introduced with the Djabulukkgu Association contracted to provide tourism services over three years in campground management and surveillance. The association is delivering natural and cultural heritage interpretation in the East Alligator district and Ubirr over the next two years.PBS • Indigenous staff from Wurrgeng Cultural Tours and Ayal Aboriginal Tours are also 4 contracted to provide cultural activities in other areas of Kakadu National Park from May to October each year. • Gagudgu Lodge Cooinda was contracted to provide Twin Falls shuttle and interpretive services to park visitors at Twin Falls. In 2014, Gagudgu Lodge Cooinda have been contracted to provide campground management services at Gunamarr campground near Jim Jim Falls. Training and support • Junior Ranger programmes at the three jointly managed national parks continued in association with local primary schools and colleges. The lessons, aligned with school curriculums and delivered by park staff, are designed to educate students on the work undertaken by the Ranger and Cultural Resource Management teams. A total of 17 activities were conducted at Kakadu and included West Arnhem College (Jabiru and Gunbulunya) and Pine Creek School. At Uluru–Kata Tjuta the Junior and College Rangers programmes included a number of activities to support intergenerational cultural exchange including the development of a seasons calendar. For Booderee, 12 activities were held with preschool to year six students from Jervis Bay School. • Kakadu continued to support the placement and employment of up to three Indigenous school-based apprentices. Participants are required to attend work one day a week and attend school for the other four days. The apprentices carry out day-to-day operational activities and work on special projects while gaining a TAFE qualification (Certification II Conservation and Land Management). The school-based apprentices are supervised and mentored by park staff while they are at work.

4 | Planning, reporting and performance 41 • A number of joint-management staff participated in the department’s pilot cross-cultural appreciation and awareness training during 2013–14. This online programme was developed for all departmental staff and the pilot was trialled in the remote parks to test 1 access and content appropriateness. Kakadu ran one cross-cultural exchange session in the period. • A West Arnhem Indigenous leadership programme was delivered in Kakadu in collaboration with the Department of Prime Minister and Cabinet. Kakadu traditional Aboriginal owners played a key role in mentoring participants, and 21 people including key Indigenous staff participated in the four-day programme. • Kakadu National Park has produced guidelines for researchers working with Bininj on the park to facilitate the development and maintenance of productive relationships between researchers, Bininj and Parks Australia. These guidelines are based on the protocols prepared by the National Environmental Research Program which were approved by the board last year. • Work is being undertaken to prepare a DVD on guidelines for researchers to work with Bininj on Kakadu which will be presented to the board. • Uluru–Kata Tjuta convened two women’s governance workshops in August and October to facilitate greater engagement between senior female Parks Australia staff and female board members. • Uluru–Kata Tjuta Board of Management endorsed the Intergenerational Training and Employment Strategy in 2013. The strategy sets the direction for training and employment 4 in the park and established clear mechanisms and frameworks to support increased employment. • At Booderee, a broad range of training was provided to park staff and Wreck Bay Aboriginal Community Council members in accordance with the park’s training strategy. Support continues to be provided to two Indigenous staff members to undertake university studies. • Booderee continued to support work-experience placement for Indigenous students from the Wreck Bay Community. Three school-based apprentices who began a two-year placement in the gardens in November 2012 remain in the programme. Booderee continues to support the Indigenous Ranger Cadet programme at Vincentia High School, targeting year nine and 10 students.

42 Director of National Parks | Annual Report 2013–14 Boards of management • The Booderee Board of Management met once informally during the year, together with two meetings of the Training and Interpretation subcommittees. • The Kakadu Board of Management met four times and devoted one day each meeting 1 to the preparation of the park’s new plan of management. • The Kakadu Tourism Consultative Committee met four times to provide advice and information to the board. The Kakadu Research Advisory Committee met once collectively and regularly provides advice to the board. • Two meetings of the Uluru–Kata Tjuta Board of Management were held, supported by four meetings of the Tourism Consultative Committee and one each of the Cultural Heritage and Scientific and the Film and Photography Consultative committees.

KRA 4—Use and appreciation of protected areas

Objectives • Commonwealth reserves are valued for providing broader benefits to society such as a greater appreciation and understanding of Australia’s biodiversity, unique habitats and landscapes. • Australia’s protected areas are recognised as significant contributors to tourism. Actions 4 • Provide inspirational, satisfying and safe experiences for visitors to Commonwealth reserves.PBS • Ensure visitor monitoring and reporting methods are consistent across the Commonwealth reserve estate. • Minimise visitor impacts on natural and cultural values. • Improve tourism and conservation partnerships. • Facilitate National Landscape experience development strategies that promote sustainable and appropriate tourism in protected areas.

2013–14 results Visitor numbers and satisfaction • More than 140 tourism operations, including charter fishing, sightseeing and snorkelling and scuba diving, were authorised to occur in the actively managed Commonwealth marine reserves during 2013–14. The vast majority (90 operations) were in the Coral Sea Commonwealth Marine Reserve, followed by 20 in the Temperate East network, 17 in the South-east network and 14 from the North-west network. • An estimated 1.3 million people visited Commonwealth terrestrial reserves in 2013–14, which remains consistent with the previous year’s visitor numbers. • Visitor surveys were undertaken at Kakadu and Uluru–Kata Tjuta in the 2013–14 year period. Over 98 per cent of visitors to Kakadu recorded a high overall level of satisfaction with their experience in the park. The survey results for Uluru–Kata Tjuta will be available in the latter half of 2014.PBS

4 | Planning, reporting and performance 43 • While no formal visitor survey was undertaken at Booderee in 2013–14, staff continue to receive overwhelmingly positive feedback through letters and emails and particularly through repeat visitors booking campsites throughout the year. 1 • Booderee received record revenue collections in 2013–14 (up 17 per cent) driven mainly by better park-use fee compliance and camp revenue yields. Visitor numbers increased by approximately 5 per cent. • Two new traffic counters were installed at the entrance to Booderee National Park and the entrance to the Booderee Botanic Gardens in November 2013. These digital counters will assist in more accurate estimates of visitor numbers and trends over future seasons. • Visitor surveys were undertaken at the Australian National Botanic Gardens, with a high overall satisfaction rate of 94 per cent. An estimated 409 202 people visited the Gardens, a 4 per cent decrease from 2012–13. Education/interpretation activities • The Australian National Botanic Gardens hosted education programmes for 12 087 students from 218 school from every state. One new education programme was developed for junior primary students and two new education programmes for secondary students. • Christmas Island National Park staff conducted a series of educational activities for the public, including for the annual Bird and Nature Week participants as well as school and special interest group tours. 4 • Staff conducted the annual high school trip to Pulu Keeling National Park which included cultural and environmental information. Other environmental information sessions were also conducted. • Booderee National Park conducted more than 100 cultural interpretation, science and historical education presentations throughout the year for junior rangers, visiting schools and university groups and for other visitors as part of the parks school-holiday education programmes. • While the number of sessions offered to schools decreased slightly, slightly less than 3500 children and adults were the beneficiaries of Booderee’s cultural education sessions overall in 2013–14. • Several new activities were offered in 2013–14 in the ‘Booderee Insights’ programme. These included traditional basket weaving and string making with Galamban Aboriginal Experiences, outdoor Indigenous themed films at the Booderee Botanic Gardens amphitheatre, lighthouse stories and a Booderee Coast Walk. • Uluru–Kata Tjuta staff distributed four tour guide newsletters, three e-newsletters and 12 industry updates for 2013–14 period. • Uluru–Kata Tjuta staff delivered free interpretive events to visitors including the daily ranger-guided Mala Walk and cultural/environmental presentations. The park convened four information sessions and one cultural day for accredited guides to learn bush skills from Anangu and meet with the park management team to improve the quality and depth of interpretation about the park.

44 Director of National Parks | Annual Report 2013–14 • In Kakadu, a record 53 000 visitors participated in more than 1800 seasonal interpretive ranger programme activities conducted from May to October, with 100 per cent of those surveyed reporting satisfaction with their experiences. Information and interpretive services were provided to 46 446 visitors at the Bowali Visitor Centre. 1 • Nineteen new volunteer guides were welcomed to the Australian National Botanic Gardens and completed their training. Volunteer guides provided twice daily free guided walks for visitors to the Gardens. • In September 2013 the Australian National Botanic Gardens supported the Kids Teaching Kids Week, hosting 150 Canberra students in an innovative environmental education programme where students learn from each other. • The reach of Parks Australia’s digital-engagement tools grew considerably, telling stories from across the parks and reserves. The organisation attracted more than 520 000 unique web visitors (up 22 per cent) and the suite of social media channels achieved 4.5 million views (up 23 per cent). Tourism and visitor facilities • In November 2013 Booderee completed the construction of the new Murray’s Boat Ramp wharf facility, a short-term tie-up and loading jetty with disabled access. This facility replaced the old wooden Murray’s Wharf which had become unsafe and was demolished. • New information/interpretative signage was installed in 2013–14 at Booderee’s historic Cape St George Lighthouse and the marine information board at Murray’s Boat Ramp. These signs contained historical, cultural, marine and ecological information. 4 • Booderee purchased and installed additional new lockable information boards at key visitation precincts around the park. Extra information on emergency contacts and campsite rules were installed. • Booderee received approval for a new online campsite booking service in 2014. This is expected to be launched to the public in late 2014. • Visitor services staff at Booderee continued to liaise with tourism industry stakeholders— at Jervis Bay Tourism, Shoalhaven and South Coast Tourism, and Destination NSW (Destination Marketing and Aboriginal Tourism Development representatives). • Uluru–Kata Tjuta staff, in consultation with Anangu, finalised and installed new interpretive and safety informational signage including interpretative displays at the Cultural Centre, a new “respect country and culture” display, park boundary signs, a welcome sign, and signage for park fees and regulations. • Uluru–Kata Tjuta staff, in consultation with Anangu, developed a variety of online audio tours for visitors that focused on the natural and cultural values of the park. The package included an introduction to the park, Uluru walks and activities, Kata Tjuta walks and activities. • Uluru–Kata Tjuta approved its first commercial tourism licence, providing a five-year licence term for AAT Kings to continue to provide the Sunset BBQ at the park’s cultural centre coach car park. The BBQ is a limited and exclusive activity and AAT Kings are able to remain in the park after normal closing time.

4 | Planning, reporting and performance 45 • Uluru–Kata Tjuta facilitated a very successful trial permit for Outback Cycling to provide a new visitor experience. Outback Cycling have set up operations at the Cultural Centre, hiring bikes to visitors to cycle around Uluru. 1 • As part of the Commercial Tourism Review for Parks Australia, Kakadu entered into 32 licences for unique or restricted activities in the park in April 2014. The licences offer commercial tour operators a five-year secure tender period and a range of experiences from safari camping to fishing and bushwalking. Licence operators are required to support local Indigenous businesses through employment opportunities, training and in-kind support. • In 2013–14, Kakadu issued more than 100 commercial filming and photography permits. Tourism NT and Tourism Australia sponsored several of these permits. • The Australian National Botanic Gardens implemented a new Visitor Services Volunteer programme to enhance visitor services at the Visitor Information Centre. • The Flora Explorer electric passenger vehicle operated in the Gardens for a second year attracting 720 paying passengers. • The Gardens continues to support Visit Canberra’s Enlighten Festival and Human Brochure tourism initiative with specially created Gardens public programmes. • Final designs were completed for the Dales boardwalk on Christmas Island and a contract for its construction was entered into in March 2014. The boardwalk will be harmonious with the area’s status as a wetland of international importance listed under the Ramsar Convention. Key island stakeholders were engaged in the design process, to obtain their input and facilitate a consistent approach to boardwalks and viewing platforms across 4 the island. • Cyclone Gillian caused significant damage to visitor areas of Christmas Island National Park, resulting in the closure of all vehicle and walking tracks. Significant efforts and resources were allocated to repair and open visitor sites. Some sites remain temporarily closed. Awards and events • The new $2 million Red Centre garden at the Australian National Botanic Gardens was completed and formally opened by Senator Simon Birmingham on 31 October 2013. Extensive media coverage of this event generated positive feedback from the general public for this new Gardens attraction. • In November 2013, the Gardens won the prestigious ecotourism category in the Canberra and Capital Region Tourism Awards. • The Gardens hosted an extensive range of popular public programmes and events including art and photographic exhibitions, monthly Storytime for families, horticultural workshops and National Science Week interactive science trail. The Summer Sounds concert series, held in January 2014 in partnership with the Friends of the Gardens, attracted 12 750 people over four weekends while the monthly ‘afterDARK’ evening tour programme attracted 877 visitors, with survey results reporting high visitor satisfaction. • The Australian National Botanic Gardens is actively seeking collaborations to host major events. In 2013–14 these included Canberra Bush Capital Celebration weekend held on 2–3 November 2013 as part of the Canberra Centenary; ‘Sunset Cinema’ outdoor movies

46 Director of National Parks | Annual Report 2013–14 for three evenings a week over six weeks during November and December 2013 which attracted 7167 attendants over 21 sessions (average of 341 per session); and ‘Flix in Stix’ music and short films event held in February 2014 attracting 1400 people. • Booderee National Park staff provided interpretative information and promoted World 1 Environment Day and the annual ORRCA Whale Census Day. • Booderee, in conjunction with Australian National University researchers, launched a promotional book published by CSIRO Booderee National Park – the Jewel of Jervis Bay. It contains many beautiful images of the park and ecological information from research and monitoring programmes. • Booderee assisted with two major events in 2013–14. The International Fleet Review in September–October 2013 with more than 20 international naval vessels anchored in Booderee waters over two days; and in March 2014 the NSW Reconciliation Council’s Recognition Festival held at Bristol Point. Both events generated extra visitation and revenues and very positive feedback from participants and visitors alike. • Through Booderee’s permit system more than 10 local triathlon events and one commercially permitted triathlon event were held in the park in 2013–14. • In March 2014 the Booderee Botanic Gardens won international recognition with a level two accreditation from The Morton Arboretum in the United States as part of its ArbNet programme. This was in recognition of the garden’s significant tree collection supported by its high-quality data documentation and education programmes, involvement in conservation and good public access in general. This is the second Australian institution to be granted this award, and the first at this higher level. 4 • A film permit was issued to film the ruined lighthouse precinct in Booderee as part of a Coast Australia television series production of key sites around Australia. • Uluru–Kata Tjuta hosted two major VIP events including a visit by the Governor General and Their Royal Highnesses, the Duke and Duchess of Cambridge, with the latter event attracting worldwide media coverage. • Kakadu supported several community events including festivals celebrating Indigenous culture and community spirit, such as the Mahbilil Festival in Jabiru, the Jabiru careers expos, NAIDOC week, World Parks Day, World Wetlands Day and Parks Week. • Kakadu interpretive rangers received six Super Deed awards in 2013. These awards are nominated by visitors to staff who have gone above and beyond and enhanced the visitor experience. Awards are issued through the local industry representative body, Tourism Top End. • Kakadu hosted the production company Northern Pictures for 12 months during filming of a four-part documentary series on the park and its people. The series was purchased by the Australian Broadcasting Corporation and was screened in Australia and worldwide in September 2013.

4 | Planning, reporting and performance 47 KRA 5—Stakeholders and partnerships

Objective 1 • Parks Australia is recognised as a valued partner nationally and internationally in the conservation of biodiversity and collaborative research.

Actions • Effectively involve stakeholders and partners in park-management activities.PBS • Form new and effective partnerships with government agencies, neighbours and stakeholders. • Co-fund research projects with other agencies under equitable funding arrangements.PBS • Play a leadership role in targeted collaborative biodiversity research, such as through Australia’s Virtual Herbarium and the Australian Seed Bank Partnership.

2013–14 results • Constructive partnerships in managing Commonwealth reserves continued with state and territory government parks’ agencies; industry groups including the Transport and Tourism Forum; councils; universities; non-government organisations; and community groups. Partnerships were also maintained with relevant Australian Government agencies including the Australian Fisheries Management Authority; the Department of Defence; the Department of Infrastructure and Regional Development; the Department of 4 Agriculture; the Australian Customs and Border Protection Service; and Tourism Australia. • Research partnerships continued with a range of organisations including the Parks and Wildlife Commission of the Northern Territory, CSIRO, Australian Institute of Marine Science, James Cook University, The Australian National University, University of Canberra, Charles Darwin University and The University of Sydney. • Strong partnerships have been developed with the International Union for Conservation of Nature (IUCN) and the New South Wales National Parks and Wildlife Service through joint planning for the IUCN World Parks Congress scheduled for Sydney from 12–19 November 2014. Co-hosting this global event provides an opportunity to enhance Australia’s reputation as a progressive and effective manager of biodiversity. • The Parks Australia and Tourism Australia partnership to support Australia’s National Landscapes initiative completed the suite of 16 National Landscapes in 2013. Individual National Landscapes’ steering committees are progressing nature-based tourism and conservation initiatives in their landscapes. This includes the delivery of priority projects, building strategic partnerships to ensure strong ownership and engagement at the regional level and developing new high-quality visitor experiences. With the critical tools and resources now developed (including the majority of experience development strategies, guidebooks and landscape positioning) the foundations are in place for each Landscape to drive its own future. • The long-standing agreement (more than 22 years) for the Centre for Australian National Biodiversity Research, a joint venture between CSIRO Plant Industry and the Australian National Botanic Gardens, continues to result in many collaborative projects and scientific outputs.

48 Director of National Parks | Annual Report 2013–14 • In June 2014, Parks Australia signed a memorandum of understanding with Ecotourism Australia. The memorandum will help ensure Parks Australia continues to deliver high-quality visitor experiences in our reserves and demonstrate leadership in managing visitor experiences. 1 • Kakadu National Park participated in the steering committee for Australia’s Timeless North National Landscape, contributing to completion of the Experience Development Action Plan and a tourism opportunities market sounding document. This plan includes the Jim Jim/Twin Falls project which is progressing well with plans for further consultation with traditional Aboriginal owners to progress to stage 2 of the project and development of a concept plan. The project is well supported by stakeholders and has attracted $40 000 from the Northern Territory government. • In May 2014, Kakadu facilitated a Mary River visitor-experience workshop which involved 30 tourism industry members, 30 traditional Aboriginal owners, and park staff. Industry updates are circulated fortnightly via the Kakadu website. The results from the workshop will assist with the development of a visitor-experience plan for this part of the park • In June 2013, Kakadu launched its very own Facebook page which has now accumulated more than 1400 fans. • Kakadu continued to work collaboratively with Northern Territory Government agencies, the Department of Defence, Indigenous Protected Areas and other neighbours to implement fire management at the landscape level. • Uluru–Kata Tjuta National Park participated in the steering committee for Australia’s Red Centre National Landscape contributing to the completion of the Experience 4 Development Action Plan and tourism opportunities market sounding document for this landscape. The steering committee progressed a number of priority projects including creating a commercially appropriate foundation for ballooning near Uluru. A major events policy has also been developed by the park to provide guidelines and support appropriate opportunities for major events there. • Uluru–Kata Tjuta has established a memorandum of understanding between the Director of National Parks and Voyages Indigenous Tourism Australia to work together for the benefit of both organisations. • Uluru–Kata Tjuta finalised a comprehensive evaluation of the Mutijulu Essential Services Infrastructure Review in partnership with the Northern Territory Government, Power and Water Corporation and the Department of Prime Minister and Cabinet. • Booderee continued its support for volunteers working on natural resource management projects including Booderee Park Care (approximately 550 person hours). Booderee also maintained its cooperative arrangements with land-management agencies and tourism bodies in the region and continued to lead regional fox management. • Ten Annual Business Agreements were entered into in 2013–14 between the Director of National Parks and state and territory government parks and fisheries agencies to deliver critical management services, including surveillance and monitoring across the Commonwealth marine reserves estate.

4 | Planning, reporting and performance 49 • A major achievement in 2013–14 was the signing of a three-year memorandum of understanding with the Australian Fisheries Management Authority. Under the memorandum, a Commonwealth marine reserve alert service for Commonwealth 1 commercial fisheries was established in collaboration with the commercial fishing industry. This alert service will ensure that vessels always know whenever they enter a marine reserve. The service now in effect in the South-east Commonwealth Marine Reserve Network will be extended to all other Commonwealth marine reserves later in 2014. • A four-year Implementation Schedule for the South-east Commonwealth Marine Reserve Network Management Plan was finalised with input and assistance from the South-east Forum, which provides for multi-sector advice and input into South-east marine-reserve management. Actions during 2013–14 included improving marine reserve awareness in partnership with industry and other groups; and ongoing surveillance, monitoring and compliance risk planning with industry. • The Australian National Botanic Gardens has enhanced its partnerships with Commonwealth reserves at Christmas Island, Kakadu and Uluru developing more specific and targeted actions on staff development, threatened-species recovery and biodiversity conservation outcomes. Gardens staff conducted training in seed collection and handling for 25 staff from Commonwealth reserves. • The ‘Friends of the Gardens’ continued to actively support the Gardens through daily volunteer guided walks, support for major public events and financial support for projects such as the pavement artwork at the new Red Centre Garden and new Seed Bank 4 equipment. The ‘Seedy Volunteers’ group completed its third year of seed collecting and contributed 395 hours of field assistance. • The Gardens continued to coordinate the Australian Seed Bank Partnership and its national seed-collecting programme targeting species that are threatened, endemic or have economic potential. The partnership made 49 ex situ collections of 27 species susceptible to myrtle rust (Puccinia psidii) to support conservation and scientific research. • Gardens staff collaborated with researchers from the Australian National University and Friends of the Gardens to present an Alpine seed and seedling ecology symposium with more than 40 stakeholders. • The partnership with Greening Australia and the Centre for Australian National Biodiversity Research finalised a successful extension to the seed production and seed-harvesting project funded by the Australian Government’s Caring for our Country initiative. • The Gardens continued its partnership with the New South Wales Office of Environment and Heritage, Eurobodalla Regional Botanic Gardens and Booderee National Park to collect, bank and share seed and new plant material as part of a regional effort to address common threatened species issues and collections priorities. • Under an agreement with the Australian Capital Territory Government to support ex situ conservation of the territory’s rare and threatened plants, the Gardens undertook seed collection, seed banking and germination trials of four rare and threatened species and an agreed selection of native understorey species.

50 Director of National Parks | Annual Report 2013–14 • The Gardens provided artistic inspiration for Melbourne sculptor Annee Miron and Canberra textile artist Sally Blake in May 2014 as part of Craft ACT’s Artist-in-Residence programme. The 2014 programme presented by Craft ACT in association with ACT Parks and Conservation Service and the Gardens, is supporting a local, national and international 1 artist to engage with and interpret an aspect of the environment through the theme of alpine bogs and fens. • Norfolk Island National Park supported the Norfolk Island Flora and Fauna Society in presenting ‘Invasive Species Month’ throughout May 2014. This included presentations and activities to raise awareness of current weed and feral animal problems in the National Park, as well as the importance of biosecurity measures to prevent further incursions. • To maintain island-wide cat and rat management efforts, Christmas Island National Park continued its successful partnerships with the Shire of Christmas Island, Australian Government departments, the Western Australian Department of Parks and Wildlife and Phosphate Resources Ltd. • Christmas Island staff worked with the Shire to manage off-park roads to help reduce mortality of red crabs during the annual breeding migration; these activities received high levels of stakeholder and community support. • Membership of and contributions to the Christmas Island Emergency Management Committee continued. This included a coordinated response to Cyclone Gillian and progressing an island-wide radio communications system. • Membership of the Christmas Island Tourism Association continued, including collaborative media and promotional activities, such as the annual Bird and Nature Week. 4 • Two school-based trainees were engaged on Christmas Island to provide relevant work experience while helping to assist park management programmes. • The programme with the Department of Immigration and Border Protection and Serco Group Pty Ltd to assist volunteer asylum seekers to gain work experience and skills by assisting with forest rehabilitation operations on Christmas Island continued. • Logistical and/or equipment support was provided to various researchers and Western Australian Fisheries to carry out a range of research and monitoring activities related to the management plans for Pulu Keeling and the Christmas Island national parks. These included marine ecosystem monitoring and research into threatened, significant and invasive species, including land crab diversity. • The Crazy Ant Scientific Advisory Panel, Cocos buff-banded rail recovery team and the Christmas Island Reptile Advisory Panel continued to operate effectively. • One meeting of the Pulu Keeling National Park Community Management Committee was planned but was cancelled due to severe weather. Another meeting is planned for 2014–15.

4 | Planning, reporting and performance 51 KRA 6—Business management

Objectives 1 • Robust and accurate business systems are in place which promote health and safety, maintain park infrastructure integrity and ensure work is undertaken within budget constraints. • Parks Australia’s ecological footprint is minimised through adaptive management and supporting business practices.

Actions • Base planning and decision making on the best available information, legal obligations and government and agency policies.PBS • Ensure expenditure does not exceed budget. • Minimise the number of ‘A’ or ‘B’ findings from the annual Australian National Audit Office audit of Director of National Parks financial statements. • Prepare and implement robust and effective management plans for Commonwealth reserves. • Minimise risks and the number and severity of reportable work health and safety incidents involving workers and park users.PBS • Ensure that accessible assets and infrastructure are maintained in a safe condition. 4 • Use adaptive management regimes that respond to new information about impacts of climate change and improved technologies. • Audit energy and water use and waste in Commonwealth reserves and implement actions to provide efficiencies and improvements.

2013–14 results Management planning • All Commonwealth reserves were managed in accordance with the requirements of the relevant Australian IUCN reserve management principles set out in the Environment Protection and Biodiversity Conservation Regulations. • The South-east Commonwealth Marine Reserve Network Management Plan came into effect on 1 July 2013. The plan is the first to encompass a large regional network of Commonwealth marine reserves and will be implemented in consultation with key users and other stakeholders. • The Australian Government’s election commitment to review the management arrangements for the Commonwealth marine reserves proclaimed in November 2012 is under way. Until new management plans are developed and come into effect, transitional management arrangements are in place for the marine reserves in the South-west, North-west, North, Temperate East and Coral Sea. • A draft management plan prepared by the Australian Antarctic Division for the Heard Island and McDonald Islands Marine Reserve was released for public comment on 30 June 2014. The new plan will replace the previous plan that expired in August 2012.

52 Director of National Parks | Annual Report 2013–14 • Management plans for terrestrial reserves continued to be developed and implemented in line with Environment Protection and Biodiversity Conservation Act requirements. The Christmas Island National Park Management Plan 2014–2024 was completed and came into force. This included preparation of performance indicators and an 1 implementation schedule for the plan. Other plans for Norfolk Island and Uluru–Kata Tjuta national parks and the Australian National Botanic Gardens remain current. A management plan for Booderee is in the process of being finalised, taking into account submissions received on a draft plan released for public comment. Draft management plans are currently in preparation for Pulu Keeling and Kakadu national parks which are expected to be released for public comment in 2014–15. The consultation phase with traditional Aboriginal owners for the new Kakadu Management Plan has been completed. • Consistent with the drafting process for the new Kakadu Management Plan, the Board of Management approved the review of the Tourism Master Plan for Kakadu initially written in 2009. • As part of the Kakadu Tourism Master Plan, draft visitor experience plans for both the Jim Jim/Twin Falls Precinct and Mary River Precinct are undergoing consultation with traditional Aboriginal owners and stakeholders. Both plans are expected to be presented to the Kakadu Board of Management in late 2014. • A draft Christmas Island Biodiversity Conservation Plan, which is a multi-species recovery plan under the Environment Protection and Biodiversity Conservation Act, was released for three months’ public comment. Climate change 4 • Climate change strategies are in place for all terrestrial reserves. • Further information on greenhouse gas emissions from energy consumption by parks and reserves is provided in the environmental sustainability report in Appendix C. Financial and business management • The Auditor-General issued an unqualified audit report for the 2013–14 financial statements of the Director of National Parks. There were no ‘A’ or ‘B’ findings from the Australian National Audit Office audit of the financial statements. • The heating ventilation and air-conditioning upgrade project for the Australian National Botanic Gardens Botany and Herbarium buildings at the Australian National Botanic Gardens was completed. This upgrade has resulted in a reduction in electricity charges and includes a business management system providing capability for ongoing monitoring and programming. • The Australian National Botanic Gardens managed the bequest programme, online donation system and generated sponsorship for the ‘Summer Sounds’ concert series. This included licence agreements such as Floresco in the Gardens and the Botanical Bookshop. The Gardens approached the market for a licensee to operate the Franklin building that became available after a consolidation of onsite office space.

4 | Planning, reporting and performance 53 • Until June 2014 the Director held the leases for Calperum and Taylorville stations, adjoining properties located near Renmark in South Australia. The properties are managed for conservation purposes consistent with trust arrangements established when they were 1 acquired with funds contributed by the Australian Government. The properties have been managed for a number of years on behalf of the Director by Austland Services Pty Ltd (a company owned by the Australian Landscape Trust). The property leases have been transferred to Austland Services which will continue to manage the properties in accordance with the trust arrangements. Risk and work health and safety • The Director has participated in the Comcover Risk Management Benchmarking Scheme since 2002–03. In 2013–14 the Director scored 8.5 out of a possible 10 compared to an average score of 7.0 for the 135 participating Australian Government agencies. The Director achieved an overall risk maturity level of ‘structured’.PBS • Parks Australia recorded 138 work health and safety incidents in 2013–14 affecting parks staff and visitors. • There were four dangerous incidents1 that occurred within parks in 2013–14. • One serious injury2 was sustained by a Parks Australia worker3 during 2013–14, as well as one serious injury to a visitor. • There were two visitor fatalities—one as a result of a crocodile attack and one drowning. There was also one resident fatality which was also a result of a crocodile attack.PBS 4 • The $6.9 million asbestos remediation project for Kakadu and Uluru–Kata Tjuta was completed. • Uluru–Kata Tjuta completed the installation of a new digital radio network. This effectively removes most communication ‘black spots’ from the park, improving communication for emergencies and incident response activities for both park staff and neighbouring emergency service providers.

1 The definition of a dangerous incident is in accordance with Section 37 of the Work Health and Safety Act 2011. Under this definition, a dangerous incident is notifiable to the regulator Comcare. 2 The definition of serious injury or illness is in accordance with Section 36 of the Work Health and Safety Act 2011. Under this definition, a serious injury or illness is notifable to the regulator Comcare. 3 The definition of a worker is in accordance with the Work Health and Safety Act 2011 and includes employees, contractors and volunteers.

54 Director of National Parks | Annual Report 2013–14 KRA 7—Biodiversity science, knowledge management and use

Objectives • There is a comprehensive information base across Australia, including for the National 1 Reserve System, that supports effective decision making, spatial management and conservation. • Threatened native plant species occurring within Commonwealth parks and reserves are conserved in co-operation with national and international institutions.

Actions • Provide high quality, comprehensive and current information to the Australian community through publications and enhanced websites to facilitate and foster understanding of park values and Australia’s natural and cultural heritage.PBS • Undertake research designed to engage with end users and support evidence-based decision making by environmental managers and policymakers.PBS • Increase knowledge of Australia’s biodiversity through research and training.PBS • Make effective use of research investment in Commonwealth reserves. • Enhance ex situ conservation of Australia’s rare and threatened biodiversity, through the activities of the Australian National Botanic Gardens and targeted projects.

2013–14 results 4 Websites and publications • In October 2013, Parks Australia launched a new tourism-focussed website. Over the eight months to June 2014 the site has been visited by 244 749 people with 1 172 650 hits. • The department launched a revised departmental website in November 2013. This new website contains pages specifically about Parks Australia and provides links to the Parks Australia tourism website. • In total, 523 216 unique visitors accessed information about our parks and services on-line, representing an increase of 22.8 per cent on the previous year. • The number of social media channels used to promote our national parks was expanded to include Instagram. The number of people who interacted with Parks Australia through our existing social media platforms increased by 23 per cent to 4.5 million views. • The Australian National Botanic Gardens website has 38 048 pages, providing access to 56 000 images and was accessed on average 46 415 times each day during the year. • Gardens staff completed 10 publications arising from Gardens’ activities and projects. Topics covered included growing native plants, seed production, bioinformatics, and the contributions of the Australian Seed Bank Partnership to the Global Strategy for Plant Conservation.

4 | Planning, reporting and performance 55 Botanic gardens management Parks Australia manages three botanic gardens: the Australian National Botanic Gardens, Norfolk Island Botanic Gardens and Booderee Botanic Gardens. The Australian National Botanic Gardens continued its valuable work in conservation programmes to collect, protect and build understanding of the genetic diversity of Australia’s plants. In 2013–14 this included the following: • The Gardens’ conservation programme continued its focus on plants from Commonwealth reserves, grassy woodland communities, and sub-alpine flora. Specific conservation partnerships contributed to improving knowledge of 16 threatened species : Pomaderris delicata, Zieria baeuerlenii, Swainsona recta, Eucalyptus imlayensis, Lepidium ginninderense, L. hyssopifolium, Plinthanthesis rodwayi, Dampiera fusca, Pultenaea baeuerlenii, Hakea pulvinifera, Arachnorchis actensis, Prasophyllum petilum, Corunastylis ectopa, Drabastrum alpestre, Acacia equisetifolia, Hibiscus brennanii. • The National Seed Bank made 26 seed collections of 15 species from Commonwealth reserves. In addition, 75 collections of 38 grassland species were made, increasing genetic diversity in the seed bank by making multiple collections of key species from different populations. • Between January and March 2014 the National Seed Bank attained 113 seed collections from plants that occur in the endangered community Alpine Sphagnum bogs and associated fens, across New South Wales, Australian Capital Territory and Tasmania. • The Gardens contributed to the collection of eight Environment Protection and Biodiversity Conservation listed Zieria species to the 1000 Species Project coordinated by the Australian Seed Bank Partnership and funded by the Millennium Seed Bank Partnership and Royal Botanic Gardens Kew. • The Gardens continued with refinements to the Living Collections system, adding advanced reporting capabilities to support management and horticultural workflows; basic mapping capabilities for plant recording; participation within the Australian Seed Bank Portal, and integration with the Australian Plant Census and the department’s Species Profile and Threats Database. The Booderee Botanic Gardens, the only Indigenous-owned botanic gardens in Australia, continued its valuable work and services in 2013–14: • Cultural programmes such as bush tucker interpretation were provided predominantly to visiting regional schools and community groups. There were 35 group visits this year with a total of 1270 participants. • Facilities for cultural interpretation in the Gardens continued to expand with a new landscaping project known as the “Koori Garden” and a water feature depicting the lakes in the park nearing completion • Booderee National Park continued its support for volunteers working on natural resource management projects including Booderee Park Care, with approximately 275 person hours spent at the Gardens.

56 Biodiversity knowledge • In February 2014, marine reserve officers from Parks Australia and researchers from the Australian Research Council Centre of Excellence for Coral Reef Studies completed an assessment of the health of the remote Elizabeth and Middleton Reef Commonwealth 1 Marine Reserve. Some key findings included the increase in the numbers of black cod (Epinephelus daemelii) and Galapagos shark (Carcharhinus galapagensis) since the last survey in 2011. • A survey of the Oceanic Shoals Commonwealth Marine Reserve, off the coast of Northern Australia, was undertaken under the National Environmental Research Program Marine Biodiversity Hub. This was the first survey of its kind in any of the marine reserves of the North Network. • A protocol for a standard approach to long-term monitoring of Trochus and sea cucumber species at Ashmore Reef Commonwealth Marine Reserve was developed in partnership with CSIRO and James Cook University. These species are important indicator species for coral reef health and are historically valuable for artisanal and commercial fisheries. • Ex situ conservation of the nationally endangered Bomaderry Zieria (Zieria baeuerlenii) is a project run since 2007 in collaboration between the Australian National Botanic Gardens, Booderee Botanic Gardens and Wollongong Botanic Gardens. The three gardens manage ex situ collections that together include more than 500 living plant specimens. Survey data has indicated a sharp decline in wild populations over the past seven years, highlighting the importance of ex situ conservation of this species. From a wild population in 2007 of about 1200 individuals, early reports seem to indicate this number may have been halved 4 to approximately 500 to 600 individuals; causes of such a decline are not yet clear, but it is possible that drought preceding the survey and prolonged period without fire may have contributed to the impact. • Australian National Botanic Gardens and the Centre for Australian National Biodiversity Research participated in national and international biodiversity information management and technical infrastructure projects in partnership with many stakeholders including the Council of Heads of Australasian Herbaria, the Council of Heads of Australia’s Botanic Gardens and the Atlas of Living Australia. • In partnership with Bioplatforms Australia and CSIRO, Parks Australia participated in a project to document the biodiversity of Australian soils, beginning with samples from Booderee and other Commonwealth national parks. The product will be a national dataset on soil biodiversity—the Biome of Australian Soil Environments—providing better knowledge of soil nutrients and microbial processes around the continent. • Australian National Botanic Gardens updated the Australian Plant Image Index to make 3057 additional images accessible on the internet giving a total of 86 815 images widely available. The currency of data for the Australian Plant Name Index and the Australian Plant Census was maintained, including extensive editing of existing data and capture of new data. The Australian Plant Census is approaching the conclusion of the first pass of data compilation and resolution for vascular plants, with only the Orchidaceae (orchids) still outstanding.

4 | Planning, reporting and performance 57 • The Australian National Herbarium undertook a pilot study focused on data capture for plant specimens collected from Papua New Guinea. Of the family Ericaceae (rhododendrons), 2970 specimens were added to the database and detailed information 1 gathered on the data capture process. This will inform any future projects involving recording of Papua New Guinean specimens. • The Australian National Herbarium maintained the Census of Vascular Plants, Hornworts, Liverworts and Slime Moulds of the Australian Capital Territory, including collation of new data for the mosses, one of the only major groups of plants not yet represented in the census. • The Australian National Herbarium added data for 13 005 herbarium specimens making a total of 911 259 specimens recorded and information available to the public through the internet. • The Australian National Herbarium’s highly successful summer botanical intern programme completed its 22nd year in February 2014. Second and third-year university students received work experience and formal training in herbarium botany and plant conservation. • The Australian National Herbarium undertook a scientific survey of the weed flora of Norfolk Island, as part of the Norfolk Island Quarantine Survey coordinated by the Department of Agriculture. More than 400 collections will be lodged in the Australian National Herbarium as a permanent scientific record for this project. • Researchers completed 25 scientific publications resulting from research undertaken at 4 the Australian National Herbarium as part of the Centre for Australian National Biodiversity Research. Areas of study included Asteraceae (daisies), Orchidaceae (orchids), Myrtaceae, species conservation and restoration, soil microbial community composition, and invasive species. • In collaboration with Atlas of Living Australia, the Australian Biological Resources Study and the Council of Heads of Australasian Herbaria, the Australian National Botanic Gardens began work to update the user interfaces to the Australian Plant Name Index and Australian Plant Census using the National Species Lists infrastructure. • The Gardens and Centre for Australian National Biodiversity Research participated in a CSIRO initiated review and trial of potential Collections Management System replacements for deployment across all CSIRO collections. The Australian National Herbarium database system was deployed at the Australian Tropical Herbarium and delivery of data to Australia’s Virtual Herbarium was automated.

58 Director of National Parks | Annual Report 2013–14 • Parks Australia undertook the National Environmental Research Program emerging priorities project—Growing National Capacity in Baseline Environmental Monitoring, to support the Commonwealth’s stewardship of national long-term monitoring datasets. A collaboration with the Terrestrial Ecosystem Research Network (TERN) Eco-informatics 1 facility will publish Parks Australia’s long-term monitoring datasets through the TERN Australian Ecological Knowledge and Observation System data portal, which will enable the discovery, access and re-use of Parks Australia field plot data for further complementary and interdisciplinary research and analysis. • A Knowledge Management Strategy for Parks Australia Environmental Information 2014–2016 has been completed to improve our capacity to manage change in the environment. The strategy provides a framework for information management and custodianship to ensure that information needs are planned for, that information is appropriately acquired, stored and maintained, and that information is easily discoverable, accessible, shared and re-used. • The Australian Biological Resources Study collects and disseminates information on plants, animals and other organisms found in Australia. Its range of taxonomic work and databases provides authoritative national references for species’ names. Accurate naming of species and understanding their relationships is critical for biodiversity conservation and management. The programme celebrated its 40th anniversary in December 2013. Outputs of the Australian Biological Resources Study, including performance results for 2013–14, are reported in the department’s annual report. • The highly successful Bush Blitz national biodiversity discovery partnership between the Australian Government, BHP Billiton Sustainable Communities and Earthwatch Australia 4 was extended until 30 June 2017. Bush Blitz has completed four species discovery surveys on conservation properties in three states totalling more than 700 000 hectares in 2013–14. • While much of the scientific information from Bush Blitz is still being analysed, the results will contribute to our knowledge of biodiversity within the National Reserve System and better inform management decisions.

4 | Planning, reporting and performance 59 1

60 Director of National Parks | Annual Report 2013–14 5 Management and accountability Corporate governance

The Director of National Parks is responsible, under the Environment Protection and Biodiversity 1 Conservation Act 1999, for the management of Commonwealth reserves and conservation zones established over Commonwealth-owned land, Aboriginal land leased to the Director, and Commonwealth marine reserves. The Director of National Parks corporation was a Commonwealth authority subject to the Commonwealth Authorities and Companies Act 1997 until 30 June 2014. From 1 July 2014 the Director is a Commonwealth corporate entity under the Public Governance, Performance and Accountability Act 2013. The Director is a corporation sole constituted by the person who holds the office that is also named the Director of National Parks. The Director is responsible to the Minister with responsibility for administration of the Environment Protection and Biodiversity Conservation Act. During 2013 and 2014 those persons were the Hon Tony Burke, MP, the Hon Mark Butler, MP, and Senator the Hon Simon Birmingham (Parliamentary Secretary to the Minister for the Environment, the Hon Greg Hunt, MP).

Ministerial directions

The Environment Protection and Biodiversity Conservation Act requires the Director to perform functions and exercise powers in accordance with any directions given by the Minister, unless the Environment Protection and Biodiversity Conservation Act provides otherwise. During 2013–14 no ministerial directions were given to the Director and there were no directions continuing from previous years. The Director was subject to directions given by the Minister responsible for administration of the Commonwealth Authorities and Companies Act under section 47A of the Act on matters related to the procurement of property or services. The Finance Minister’s (Commonwealth 5 Authorities and Companies Act Procurement) Directions 2012 required the Director to apply the Commonwealth Procurement Guidelines when undertaking a procurement covered by the guidelines. The Minister responsible for the Commonwealth Authorities and Companies Act could, under section 48 of the Act, make a General Policy Order specifying a general policy of the Australian Government that was to apply to the Director. No General Policy Orders were made during 2013–14 and there were no orders continuing from previous years.

Funding

The Environment Protection and Biodiversity Conservation Act makes provision for funding the Director of National Parks. The department allocates funding from its appropriation for the performance of the Director’s function to manage Commonwealth reserves and the Director’s other functions under the Environment Protection and Biodiversity Conservation Act, in order to contribute to the department’s Outcome 1. The Director is the sole agency with statutory functions and powers for managing Commonwealth reserves under the Act.

62 Director of National Parks | Annual Report 2013–14 The department also has an arrangement to provide corporate services to the Director. This is done through the department’s Parks Australia division, which supports the Director’s work. During 2013–14 the department provided $41.4 million to the Director of National Parks (see the audited financial statements in chapter 6 of this report). This arrangement was effective, 1 providing resources to enable the Director to meet the targets set in the Environment Portfolio Budget Statements 2013–14.

Planning documents

For information about the strategic planning and performance assessment framework see chapter 4 of this report.

Executive management

The holder of the office of Director of National Parks and the four branch heads within Parks Australia provide leadership in Parks Australia (see chapter 3 of this report). The executive team meets regularly to develop and review policy priorities and strategic and corporate goals. In addition to the Parks Australia executive team, the Director of the Australian Antarctic Division is responsible for managing one Commonwealth marine reserve. Parks Australia faces a number of specific administration challenges including widely distributed workplaces located in remote areas, often in cross-cultural environments. Coordination between area managers, Canberra-based managers and the executive team is vital. Important communication activities include regular all-staff video phone link-ups and the annual Parks Australia forum involving all senior managers. Staff participate in consultative committees in both regional and Canberra-based workplaces to support internal management. 5 Boards of management and advisory committees

Kakadu, Uluru–Kata Tjuta and Booderee national parks are managed jointly by the Director and traditional Aboriginal owners in accordance with the Environment Protection and Biodiversity Conservation Act. Each park has a board of management established under the Act, with a majority of Indigenous members who are nominated by the traditional Aboriginal owners of land in the park. Membership of the boards also includes the Director, government representatives and members representing stakeholder groups or with particular skills relevant to managing the park. See chapter 3 of this report for details of board members. The principal functions of a Commonwealth reserve board of management is to prepare management plans for the reserve in conjunction with the Director and to make decisions about management of the reserve consistent with its management plan. A board, in conjunction with the Director, is also responsible for monitoring management of the reserve and advising the Minister on the reserve’s future development. Norfolk Island, Christmas Island and Pulu Keeling national parks have non-statutory advisory or consultative bodies that include community representatives and representatives of the Director. 5 | Management and accountability 63 Other consultative mechanisms

The Environment Protection and Biodiversity Conservation Act requires public 1 consultation before the declaration of a Commonwealth reserve and in the preparation of reserve-management plans. For Commonwealth reserves that include Aboriginal-owned land, the Environment Protection and Biodiversity Conservation Act provides for both consultation with, and involvement of, representatives of the Aboriginal landowners about management of the reserve. The Director must consult with and have regard to the views of the chair of the relevant land council in relation to the performance of the Director’s functions and exercise of powers in relation to the reserve. The land council chair must be specifically invited to comment on the preparation of management plans. Additional consultation with traditional Aboriginal owners of Kakadu, Uluru–Kata Tjuta and Booderee national parks takes place through cultural advisers, Aboriginal staff, community- liaison officers, Aboriginal organisations and special consultative committees. The Environment Protection and Biodiversity Conservation Act also requires the Northern Territory Government to be consulted in relation to the performance of the Director’s functions and exercise of powers in relation to Kakadu and Uluru–Kata Tjuta national parks, and to be invited to comment on the preparation of management plans for those parks. Tourism industry interests are taken into account through the tourism consultative committees of the Kakadu and Uluru–Kata Tjuta boards of management and through ad hoc working groups.

Control arrangements

Director of National Parks chief executive instructions 5 The chief executive instructions direct Parks Australia staff in assisting the Director to carry out the Director’s functions under the Environment Protection and Biodiversity Conservation Act and ensure the corporation and its officers meet their obligations under the Act and (to 30 June 2014) the Commonwealth Authorities and Companies Act (and from 1 July 2014 the Public Governance, Performance and Accountability Act 2013). The instructions draw on relevant corporate governance rules and policies and guidelines of the Australian Government. They are supported by policies and procedures subject to regular review.

Audit An audit committee was established for the Director in accordance with the Commonwealth Authorities and Companies Act. During the year the audit committee met four times and addressed corporate governance issues including risk management and financial management. During 2013–14 internal audits were undertaken on business continuity planning and the International Union for the Conservation of Nature World Parks Congress. The committee endorsed the process for preparation of the 2013–14 financial statements.

64 Director of National Parks | Annual Report 2013–14 Members of the committee at 30 June 2014 were: • Lisa Corbyn, independent member and chair • Peter Hoefer, independent member • Tony Fleming, independent member 1 • Sally Barnes, Director of National Parks.

Parks Australia branch heads and the Director of the Business and Financial Management section were invited to attend committee meetings. Staff from the Australian National Audit Office, the department’s finance branch and the internal audit service provider attended meetings as observers.

Risk management Risk watch lists or risk registers for each reserve or business unit are periodically reviewed in accordance with the Director’s risk management policy. Incidents in all workplaces, categorised under ‘key result areas’, are reported regularly to the executive team which monitors higher-level risks for each branch and for Parks Australia as a whole. The Director has participated in the Comcover Risk Management Benchmarking scheme since 2002–03. This scheme assesses 10 elements of risk management with performance matched against individual agency target risk maturity levels. In 2013–14 the Director scored 8.5 out of a possible 10 compared to an average score of 7.0 for the 135 participating Australian Government agencies. The Director achieved an overall risk maturity level of ‘Structured’.

Figure 4: Risk management benchmarking scores for the Director of National Parks in 2013–14 compared to the average for 135 Australian Government agencies

Risk Management Policy

Total Score Accountability 10 5 8

6 Business Continuity Integration 4 2 0 Risk Profiling Evaluation

Risk Assessment Risk Culture

DNP Communication Resourcing All APS agencies and Training

Source: Comcover 2013

5 | Management and accountability 65 Indemnities and insurance In 2013–14 the Director maintained comprehensive insurance cover for business operations through Comcover, the Australian Government’s general insurance fund, including general 1 liability, professional indemnity, and directors’ and officers’ liability. No incidents generated a major insurance claim during the year. The Director also manages risk by requiring all commercial operators, contractors and scientific researchers in Commonwealth reserves to indemnify the Director and the Commonwealth and maintain appropriate levels of insurance for their activities.

Fraud control The Director has a fraud-control plan and in accordance with the Commonwealth fraud-control guidelines, conducts risk assessments to prevent and manage fraud within the agency.

External review

Judicial decisions and decisions of administrative tribunals There were no judicial decisions or decisions of administrative tribunals during the year that had, or may have, a significant impact on the Director’s operations.

Commonwealth Ombudsman There were no formal reports from the Commonwealth Ombudsman during the year.

Reports by the Auditor-General The Auditor-General issued an unqualified audit report for the 2013–14 financial statements of the Director of National Parks. 5

66 Director of National Parks | Annual Report 2013–14 Work health and safety

This section is presented in accordance with the requirements of Schedule 2, Part 4 of the Work Health and Safety Act 2011. The department’s annual report contains more detailed 1 health and safety information related to departmental employees undertaking the work of the Director of National Parks. The Director maintains a strong commitment to the health, safety and welfare of Parks Australia workers (employees, contractors and volunteers). Parks Australia was an active participant on the department’s health and safety committee which has oversight of all health and safety issues within the environment portfolio. Health and safety committees in the three mainland national parks, in the Christmas Island and Cocos (Keeling) Islands territories, at Norfolk Island National Park and at the Australian National Botanic Gardens, considered and addressed local issues, reporting progress to the department’s health and safety committee. Parks Australia workers face a diverse range of hazards. The main hazards are from fieldwork in remote and arduous locations, plant and machinery, chemicals and hazardous substances, managing and handling unpredictable wildlife, driving vehicles and static posture injuries from using desktop equipment. ParkSafe (Parks Australia’s integrated work health and safety management system) has been in place since 2004 and complies with the Work Health and Safety Act. It is designed to provide a safe and healthy workplace for all workers. All relevant policy and procedural information is available to Parks Australia workers on the Parks Australia intranet site.

Initiatives and outcomes

Table 8: Work health and safety initiatives and outcomes achieved in 2013–14

Initiative Outcome Development of the work health and safety project Three-year plan to ensure Parks Australia complies with 5 plan to provide systematic upgrade of ParkSafe the relevant health and safety legislation Re-development of the ParkSafe health and safety Framework to guide Parks Australia to ensure compliance management system with relevant work health and safety legislation Completion of the co-operative compliance The programme, which focused on Kakadu and programme with Comcare Uluru–Kata Tjuta national parks, was completed and signed off during 2013–14 Fully functional work health and safety committees at Improved reporting outcomes of the local committees the local park level to the overarching DNP committee Development of incident and trend analysis and Provides oversight to the executive and park/section reporting systems managers of how work health and safety incidents are tracking Development and implementation of new work health Improved awareness and ability to source information and safety intranet sites internally, leading to consistent application of work health and safety processes and procedures

5 | Management and accountability 67 Incidents and investigations No investigations were conducted during 2013–14 relating to the operations of the Director. Under Schedule 1, Part 3 of the Work Health and Safety Act, certain incidents must be notified 1 to the regulator, Comcare, within specific time frames. The following incidents were notified in 2013–14: • four dangerous incidents4 that occurred within parks in 2013–14 • one serious injury5 sustained by a Parks Australia worker6 during 2013–14, as well as one serious injury to a visitor • there were two visitor fatalities.

4 The definition of a dangerous incident is in accordance with Section 37 of the Work Health and Safety Act 2011. Under this definition, a dangerous incident is notifiable to the regulator, Comcare. 5 The definition of serious injury or illness is in accordance with Section 36 of the Work Health and Safety Act 2011. Under this definition, a serious injury or illness is notifiable to the regulator, Comcare. 6 The definition of a worker is in accordance with the Work Health and Safety Act 2011 and includes employees, contractors and volunteers.

68 Director of National Parks | Annual Report 2013–14 Compliance and enforcement under the Environment Protection and Biodiversity Conservation Act 1

The Environment Protection and Biodiversity Conservation Act and Regulations prohibit a range of activities in Commonwealth reserves unless authorised in accordance with the Act. Under the regulations, the Director of National Parks may also prohibit, restrict or determine the manner of conduct of certain activities. Failure to comply is a criminal offence and for certain unauthorised actions civil pecuniary penalties may also be imposed. Wardens and rangers are appointed under the Environment Protection and Biodiversity Conservation Act to exercise compliance and enforcement powers in relation to the Act and its regulations. Members of the Australian Federal Police and officers of the Australian Customs and Border Protection Service are ex officio wardens by force of the Act. In accordance with the Commonwealth Fraud Control Guidelines and the Australian Government Investigation Standards, Parks Australia’s wardens are trained in Certificate IV in Government (Investigations) and rangers are trained in relevant modules of the certificate. A whole-of-government approach is taken to compliance and enforcement in Commonwealth marine reserves, supporting aerial and vessel patrols, vessel monitoring and enforcement investigations. In addition to the role of Australian Federal Police and customs officers, officers from other agencies, including the Australian Fisheries Management Authority, state and territory police, and fisheries and conservation agencies, can be appointed wardens under the Environment Protection and Biodiversity Conservation Act after the required training. These arrangements greatly improve the Director’s ability to enforce the Act in remote and infrequently visited Commonwealth marine reserves. The following matters were determined by courts during 2013–14. • On 17 October 2013 Wayne Graeme Seddon was convicted and fined $1500 by the Maroochydore Magistrates Court of an offence against section 354A of the Environment 5 Protection and Biodiversity Conservation Act in connection with unauthorised commercial fishing operations by the Australian Fishing Vessel Full Force in the Elizabeth and Middleton Reefs Marine National Nature Reserve in August 2011. • On 14 February 2014 Daniel Saxon was convicted and fined a total of $2500 by the Darwin Magistrates Court for offences against regulations 12.19 and 12.19A of the Environment Protection and Biodiversity Conservation Regulations in connection with unauthorised hunting activities in Kakadu National Park. • On 7 May 2014 John Campbell was convicted and fined a total of $2750 by the Darwin Magistrates Court for offences against regulations 12.18, 12.19, 12.19A and 12.41 of the Environment Protection and Biodiversity Conservation Regulations in connection with unauthorised hunting activities in Kakadu National Park. • On 7 May 2014 Matthew Chin was convicted and fined $750 by the Darwin Magistrates Court for an offence against section 444 of the Environment Protection and Biodiversity Conservation Act for failing to provide his name when requested by a warden in connection with suspected unauthorised hunting activities in Kakadu National Park.

5 | Management and accountability 69 • On 4 June 2014 Stephen Perry was convicted and fined a total of $1200 by the Darwin Magistrates Court for offences against the Environment Protection and Biodiversity Conservation Regulations in connection with unauthorised hunting activities in Kakadu 1 National Park.

Table 9: Compliance and enforcement in terrestrial reserves during 2013–14(a)

Environment Protection and Biodiversity Conservation Act and Regulations 97 incidents detected Warnings (verbal/written) issued 53 Infringement notices issued 28 Permit/approval suspensions/cancellations 0 Court action commenced (criminal) 6 Court outcomes completed (criminal: successful) (a) 4 Court actions ongoing at 30 June (criminal) 1

(a) One matter withdrawn

Table 10: Compliance and enforcement in marine reserves during 2013–14

Environment Protection and Biodiversity Conservation Act and Regulations 76 incidents detected Warnings notices issued 11 Infringement notices issued 2 Permit/approval suspensions/cancellations 0 Court action commenced (2 criminal, 1 civil) 3 Court outcomes completed (criminal: successful) 1 5 Court actions ongoing at 30 June (1 criminal, 2 civil) 3

70 Director of National Parks | Annual Report 2013–14 Ecologically sustainable development and environmental performance 1 All of the Director’s activities have an impact on ecologically sustainable development. Commonwealth reserves are managed to conserve and enhance their natural and cultural values for current and future generations. Only development activities consistent with primary management objectives may be permitted. The provisions of the Environment Protection and Biodiversity Conservation Act ensure that management plans for Commonwealth reserves properly integrate environmental, economic and social considerations and that appropriate environmental monitoring and reporting regimes are in place. The Director’s statement under section 516A of the Act relating to the organisation’s contribution to ecologically sustainable development and environmental performance is in Appendix C.

Social Inclusion

A number of the Director’s responsibilities contribute to the Australian Government’s Closing the Gap objectives for Aboriginal welfare. Parks Australia jointly manages three parks with their traditional Aboriginal owners and provides job opportunities for traditional Aboriginal owners and supports Indigenous businesses, especially in sustainable tourism. The Kakadu Indigenous rangers programme, funded through the Australian Government’s Working on Country programme, and the Mutitjulu Community Ranger programme are also helping to boost Indigenous job opportunities in the parks by providing salaried and casual job opportunities for Indigenous community rangers. At Booderee, outsourcing to the Wreck Bay Aboriginal Community Council continues to provide a range of employment opportunities. 5

Freedom of information

Under section 8 of the Freedom of Information Act 1982, the Director of National Parks is required to publish a range of information online as part of an information publication scheme. This requirement is in Part II of the Freedom of Information Act and has replaced the former requirement to publish a section 8 statement in an annual report. The information required to be published online includes an agency plan that describes how the Director of National Parks proposes to comply with its obligations under the information publication scheme—its structure, functions, appointments, annual reports, consultation arrangements and details of a freedom of information contact officer. Information routinely released from freedom of information requests and routinely provided to Parliament must also be published online. This information is available at www.environment.gov.au/parks/ips.html.

5 | Management and accountability 71 Freedom of information procedures and initial contact points

The department handles requests by the public under the FOI Act on behalf of the Director of National Parks. Contact details for the freedom of information contact officer are: Phone: (02) 6275 9207 Fax: (02) 6274 2837 Email: [email protected]

Formal freedom of information requests must: • be in writing • state that the request is an application for the purposes of the Freedom of Information Act • provide information about the document(s) to assist us to process your request • provide an address for reply.

Requests should be addressed to: Freedom of Information Contact Officer Legal Section Department of the Environment GPO Box 787 Canberra ACT 2601 or by email to [email protected] 6 Financial Statements Independent Audit Report 1

74 Director of National Parks | Annual Report 2013–14 Independent Audit Report 1

6 | Financial Statements 75 Statement by the Director and Chief Financial Officer 1

76 Director of National Parks | Annual Report 2013–14 DIRECTOR OF NATIONAL PARKS STATEMENT OF COMPREHENSIVE INCOME for the period ended 30 June 2014

2014 2013 Notes $’000 $’000 1 NET COST OF SERVICES Expenses Employee benefits 3A 35,989 28,016 Suppliers 3B 33,181 27,907 Depreciation and amortisation 3C 15,944 15,764 Write-down and impairment of assets 3D 354 2 Losses from sale of assets 3E 3,463 - Other expenses 129 100 Total expenses 89,060 71,789

LESS : OWN-SOURCE INCOME Own-source revenue Sale of goods and rendering of services 4A 24,918 15,355 Contributions from Department of the Environment 41,389 40,170 Interest 4B 1,085 1,329 Other revenue 4C 6,297 4,724 Total own-source revenue 73,689 61,578

Gains Sale of assets 4D - 526 Other gains 4E 416 - Total gains 416 526 Total own-source income 74,105 62,104

Net cost of services (14,955) (9,685)

Surplus (Deficit) attributable to the Australian Government (14,955) (9,685)

OTHER COMPREHENSIVE INCOME Items not subject to subsequent reclassification to net cost of services

Changes in asset revaluation surplus 47,105 - Total other comprehensive income 47,105 -

Total comprehensive income (loss) attributable to the Australian Government 32,150 (9,685)

The above statement should be read in conjunction with the accompanying notes.

6 | Financial Statements 77 DIRECTOR OF NATIONAL PARKS STATEMENT OF FINANCIAL POSITION as at 30 June 2014

2014 2013 1 Notes $’000 $’000 ASSETS Financial Assets Cash and cash equivalents 6A 26,538 24,847 Investments 6B 18,120 18,000 Trade and other receivables 6C 3,662 1,400 Accrued revenue 6D 136 229 Total financial assets 48,456 44,476

Non-Financial Assets Land and buildings 7A,C,5 73,002 76,068 Infrastructure, plant and equipment 7B,C,5 161,596 124,017 Intangibles 7D,E 533 387 Other non-financial assets 7F 994 419 Total non-financial assets 236,125 200,891 Total Assets 284,581 245,367

LIABILITIES Payables Suppliers 8A 3,662 2,381 Other payables 8B 9,909 5,635 Total payables 13,571 8,016

Provisions Employee provisions 9 9,074 7,571 Other provisions 32 26 Total provisions 9,106 7,597 Total Liabilities 22,677 15,613

Net Assets 261,904 229,754

EQUITY Contributed equity 36,445 36,445 Reserves 172,677 125,572 Retained surplus 52,782 67,737 Total Equity 261,904 229,754

The above statement should be read in conjunction with the accompanying notes.

78 Director of National Parks | Annual Report 2013–14 - (9,685) (9,685) 239,439 239,439 229,754 1 2013 $000 Total Equity 47,105 32,150 (14,955) 229,754 229,754 261,904 2014 $000 - 36,445 36,445 36,445 2013 $000 - 36,445 36,445 36,445 2014 $000 - -- - - 125,572 125,572 125,572 2013 $000 - 47,105 47,105 125,572 125,572 172,677 2014 $000 (9,685) (9,685) 77,422 77,422 67,737 2013 $000 67,737 67,737 52,782 (14,955) (14,955) Retained Earnings Asset Revaluation Surplus Contributed Equity 2014 $000

6 Opening balance Balance carried forward from previous period Adjusted opening balance Comprehensive income Revaluation adjustments Deficit for the period Total comprehensive income (loss) Closing balance at 30 June The above statement should be read in conjunction with the accompanying notes. DIRECTOR OF NATIONAL PARKS STATEMENT OF CHANGES IN EQUITY for the year period 30 June 2014

6 | Financial Statements 79 DIRECTOR OF NATIONAL PARKS CASH FLOW STATEMENT for the period ended 30 June 2014

2014 2013 1 Notes $’000 $’000 OPERATING ACTIVITIES Cash received Sale of goods and rendering of services 26,457 17,831 Receipts from Government 41,389 40,170 Interest 427 849 Net GST received 1,909 752 Other 2,280 655 Total cash received 72,462 60,257 Cash used Employees 32,810 27,635 Suppliers 31,834 26,153 Other 125 106 Total cash used 64,769 53,894 Net cash from operating activities 10 7,693 6,363

INVESTING ACTIVITIES Cash received Interest - Term Deposits 663 382 Proceeds from sales of property, plant and equipment 266 803 Total cash received 929 1,185 Cash used Investment in term deposits 120 18,000 Purchase of property, plant and equipment 6,596 8,207 Purchase of intangibles 215 183 Total cash used 6,931 26,390 Net cash used by investing activities (6,002) (25,205)

Net increase / (decrease) in cash held 1,691 (18,842)

Cash and cash equivalents at beginning of the reporting period 24,847 43,689

Cash and cash equivalents at the end of the reporting period 6A 26,538 24,847

The above statement should be read in conjunction with the accompanying notes.

80 Director of National Parks | Annual Report 2013–14 DIRECTOR OF NATIONAL PARKS SCHEDULE OF COMMITMENTS as at 30 June 2014

2014 2013 1 $’000 $’000 BY TYPE Commitments Receivable Sublease rental income 956 1,125 1 Net GST recoverable on commitments 7,200 7,741 Total Commitments Receivable 8,156 8,866

Commitment Payable Capital Commitments 2 Infrastructure, plant and equipment (2,306) (1,078) Total Capital Commitments (2,306) (1,078)

Other Commitments 3 Operating leases (73,598) (74,129) 4 Other commitments (5,347) (11,190) Total Other Commitments (78,945) (85,319) Total Commitments Payable (81,251) (86,397) Net Commitments by Type (73,095) (77,531)

BY MATURITY Commitments Receivable Other Commitments Receivable Within 1 year 653 1,029 Between 1 to 5 years 982 1,2711,271 More than 5 years 6,521 6,566 Total Other Commitments Receivable 8,156 8,866

Commitments Payable Capital Commitments Within 1 year (2,306) (1,078) Total Capital Commitments (2,306) (1,078)

Operating Lease Commitments Within 1 year (1,041) (1,035) Between 1 to 5 years (4,165) (4,140) More than 5 years (68,392) (68,954) Total Operating Lease Commitments (73,598) (74,129)

Other Commitments Within 1 year (2,785) (7,593) 6 Between 1 to 5 years (2,562) (3,597) Total Other Commitments (5,347) (11,190) Total Commitments Payable (81,251) (86,397) Net Commitments by Maturity (73,095) (77,531)

The above schedule should be read in conjunction with the accompanying notes.

6 | Financial Statements 81 DIRECTOR OF NATIONAL PARKS SCHEDULE OF COMMITMENTS as at 30 June 2014

Note: 1 Commitments were GST inclusive where relevant. 1 2 Outstanding contractual payments for infrastructure, plant & equipment under construction. 3 Operating leases included were effectively non-cancellable. 4 Other commitments comprise general consultancy services, utilities and maintenance works.

Nature of Lease / General Description Sublease rental income - The Director of National Parks has three subleases as follows: • cafe within the Australian National Botanic Gardens which is subject to an annual increase of 3%; • bookshop within the Australian National Botanic Gardens which has no escalation clauses; and • the Aurora Resort at Kakadu National Park which has no escalation clauses

Leases for rent of national parks from Traditional Owners - The Director of National Parks leases Kakadu National Park, Uluru-Kata Tjuta National Park and Booderee National Park from the parks' Traditional Owners. Annual rent is payable in advance. Terms of leases vary up to a maximum of 99 years. The lease terms with Kakadu National Park and Uluru-Kata Tjuta National Park Traditional Owners provide for a review of the annual rent amount every five years.

TheThe lease above terms schedule with Booderee should be National read in conjunctionPark Traditional with Ownersthe accompanying provide for notes. an annual review of the rental amount.

82 Director of National Parks | Annual Report 2013–14 DIRECTOR OF NATIONAL PARKS INDEX OF THE NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS for the year period 30 June 2014

Note Description 1

1 Summary of Significant Accounting Policies 2 Events after the Reporting Period 3 Expenses 4 Income 5 Fair Value Measurment 6 Financial Assets 7 Non-Financial Assets 8 Payables 9 Employee Provisions 10 Cash Flow Reconciliation 11 Contingent Liabilities and Contingent Assets 12 Director's Remuneration 13 Related Party Disclosures 14 Senior Executive Remuneration 15 Remuneration of Auditors 16 Financial Instruments 17 Appropriations 18 Compensation and Debt Relief 19 Reporting of Outcomes 20 Cost Recovery

6 | Financial Statements 83 DIRECTOR OF NATIONAL PARKS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

Note 1: Summary of Significant Accounting Policies 1 1.1 Objectives of the entity

The Director of National Parks is an Australian Government controlled entity. It is a not-for-profit entity. The objective of the entity is to manage Australia's protected areas. The Director of National Parks is structured to meet the following objective:

Conservation and appreciation of Commonwealth reserves through the provision of safe visitor access, the control of invasive species and working with stakeholders and neighbours.

The continued existence of the Director of National Parks in its present form and with its present programs is dependent on Government policy and continuing funding by Parliament for the Director of National Parks’ administration and programs.

1.2 Basis of Preparation of the Financial Statements

The financial statements and notes are required by clause 1(b) of Schedule 1 to the Commonwealth Authorities and Companies Act 1997 (CAC Act) and are general purpose financial statements.

The financial statements have been prepared in accordance with:

a) Finance Minister's Orders (FMOs) for reporting periods ending on or after 1 July 2011; and b) Australian Accounting Standards and Interpretations issued by the Australian Accounting Standards Board (AASB) that apply for the reporting period.

The financial statements have been prepared on an accrual basis and are in accordance with historical cost convention, except for certain assets at fair value. Except where stated, no allowance is made for the effect of changing prices on the results or the financial position.

The financial statements are presented in Australian dollars and values are rounded to the nearest thousand dollars unless otherwise specified.

Unless an alternative treatment is specifically required by an Accounting Standard or the FMOs, assets and liabilities are recognised in the Statement of Financial Position when and only when it is probable that future economic benefits will flow to the Director of National Parks and the amounts of the assets or liabilities can be reliably measured. However, assets and liabilities arising from executor contracts are not recognised unless required by an accounting standard. Liabilities and assets that are unrecognised are reported in the Schedule of Commitments or the Schedule of Contingencies.

Unless alternative treatment is specifically required by an accounting standard revenues and expenses are recognised in the Statement of Comprehensive Income when and only when the flow, consumption or loss of economic benefits has occurred and can be reliably measured.

1.3 Significant Accounting Judgments and Estimates

In the process of applying the accounting policies listed in this note, the Director of National Parks has made the following judgements that have the most significant impact on the amounts recorded in the 6 financial statements: a) the fair value of land and buildings has been taken to be the market value of similar properties as determined by an independent valuer;

b) the fair value of infrastructure, plant and equipment has been taken to be the market value or depreciated replacement cost of similar items as determined by an independent valuer; and

c) the value of employee leave provisions which involve estimation of various factors used in the calculation as outlined in section 1.8 Employee Benefits.

84 Director of National Parks | Annual Report 2013–14 DIRECTOR OF NATIONAL PARKS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

A change in valuation method occurred for a parcel of land held in South Alligator, Kakadu National Park. This was previously valued using the income approach as determined by the Australian Valuation Office. This valuation method changed as a result of the 2013-14 revaluation process 1 performed by AssetVal Pty Ltd where the market approach was used. This approach was deemed more appropriate for this asset class given observable inputs (adjusted market transactions) were available.

A change in valuation technique also occurred for the road infrastructure. Prior revaluations have used single unit costs per kilometre and moderately assigned residual values to determine the value of the roads. The revaluation process in 2013-14 used a componentisation approach which has provided unit costs for each road component. Furthermore, the valuation process included a more detailed approach in applying the concept of residual values in order to determine the fair value. Residual values consider an asset may have a use at some level at the end of its economic life. In combination with the componentisation this has resulted in a significant increase in the asset base for the Director of National Parks. The revaluation for 2013-14 has been prepared with considerably more detail than in prior years. The Director of National Parks is of the view the movements are reasonable and a more accurate reflection of the value of the road infrastructure.

Reliability of fair value measurement of Heritage and Cultural assets have been assessed whether to include in the financial statements as determined by an independent valuer. Currently these cannot be reliably measured and therefore not included in the financial statements.

1.4 New Accounting Standards

Adoption of new Australian Accounting Standard requirements No accounting standard has been adopted earlier than the application date as stated in the standard.

The following new standards were issued prior to the signing of the Statement by the Director and Chief Financial Officer, were applicable to the current reporting period and had a disclosure and financial impact on the Director of National Parks’ financial statements.

 AASB 13: Fair Value Measurement (issued December 2012)

This Standard has been issued as a result of the International Accounting Standards Board (IASB)’s project to ensure consistency of fair value measurement and disclosure within financial statements. AASB 13 defines fair value, sets out a framework for measuring fair value, and requires disclosures about fair value measurements. The definition of fair value focuses on assets and liabilities because they are a primary subject of accounting measurement. However, the Standard does not specify when fair value should be applied. Guidance on when fair value measurements are to be applied is set out in other standards (e.g. AASB 116 Property, Plant and Equipment). Key features included in AASB 13 are the requirement to value non-financial assets at their highest and best use; identification of a principal (or most advantageous) market; and disclosure of all fair value measurements based on the fair value hierarchy.

 AASB 119 Employee Benefits (issued September 2011)

The revised version of AASB 119 aims to improve the useability and comparability of post employment benefits. The amendments change the accounting for defined benefits plans, amend the definition of short term and long term employee benefits (such that annual leave balances not 6 expected to be used within twelve months will require discounting) and change the timing of the recognition of termination benefits.

All other new standards, revised standards and interpretations that were issued prior to the signing of the Statement by the Director and Chief Financial Officer and are applicable to the current reporting period did not have a material financial impact on the Director of National Parks.

Future Australian Accounting Standard requirements The following new standards that was issued prior to the signing Statement by the Director and Chief Financial Officer and is applicable to future reporting periods are expected to have a future disclosure impact on the Director of National Parks.

6 | Financial Statements 85 DIRECTOR OF NATIONAL PARKS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

 AASB 1055 Budgetary Reporting (issued March 2013)

1 The Australian Accounting Standards Board (AASB) has issued a new AASB 1055. This new Standard requires reporting of budgetary information and explanation of significant variance between actual and budgeted amounts by not-for-profit entities within the General Government Sector. The new Standard applies to reporting periods beginning on or after 1 July 2014.

All other new standards, revised standards and interpretations that were issued prior to the sign-off of the financial statements date and are applicable to the future reporting periods are not expected to have a future financial impact on the Director of National Parks.

1.5 Revenue

Revenue from the sale of goods is recognised when: a) the risks and rewards of ownership have been transferred to the buyer; b) the seller retains no managerial involvement nor effective control over the goods; c) the revenue and transaction costs incurred can be reliably measured; and d) it is probable that the economic benefits associated with the transaction will flow to the Director of National Parks.

Revenue from rendering of services is recognised by reference to the stage of completion of contracts at the reporting date. The revenue is recognised when: a) the amount of revenue, stage of completion and transaction costs incurred can be reliably measured; and b) the probable economic benefits with the transaction will flow to the Director of National Parks.

The stage of completion of contracts at the reporting date is determined by reference to the proportion that costs incurred to date bear to the estimated total costs of the transaction.

Receivables for goods and services, which have 30 day terms, are recognised at the nominal amounts due less any impairment allowance account. Collectability of debts is reviewed at balance date. Allowances are made when collectability of the debt is no longer probable.

Revenue from the sale of tickets, permits and goods are recognised at the time tickets/permits are issued or goods are delivered to customers. Refunds for ticket sales are accounted for when they occur. An estimate for these refunds is not provided for.

Interest revenue is recognised using the effective interest method as set out in AASB 139 Financial Instruments: Recognition and Measurement.

Resources Received Free of Charge Resources received free of charge are recognised as revenue when and only when a fair value can be reliably determined and the services would have been purchased if they had not been donated. Use of those resources is recognised as an expense.

The Department of the Environment provides corporate services under a Service Delivery Agreement to the Director of National Parks.

Revenues from Government The Director of National Parks received no direct appropriation from the Government for Departmental 6 outputs. Funds are received directly by the Department of the Environment and transferred to the Director of National Parks.

1.6 Gains

Sale of Assets Gains from disposal of non-current assets are recognised when control of the asset has passed to the buyer.

86 Director of National Parks | Annual Report 2013–14 DIRECTOR OF NATIONAL PARKS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

1.7 Transactions with the Government as Owner

Equity injections 1 Amounts appropriated which are designated as 'equity injections' for a year (less any formal reductions) are received directly by the Department of the Environment and are transferred to the Director of National Parks. These amounts are recognised directly in Contributed Equity in that year.

1.8 Employee Benefits

The legal entity of the Director of National Parks has only one employee, being the Director herself. However, under an arrangement with the Department of the Environment, the Director of National Parks has a number of employees of the Department of the Environment that are assigned to assist the Director. For the purpose of these Financial Statements, such employees are treated as employees of the Director of National Parks.

Liabilities for 'short-term employee benefits' (as defined in AASB 119: Employee Benefits) and termination benefits due within twelve months are measured at their nominal amounts. The nominal amount is calculated with regard to the rates expected to be paid on settlement of the liability.

Other long-term employee benefits are measured as a net total of the present value of the defined benefit obligation at the end of the reporting period minus the fair value at the end of the reporting period of plan assets (if any) out of which the obligations are to be settled directly.

Leave The liability for employee benefits includes provision for annual leave and long service leave. No provision has been made for sick leave as all sick leave is non-vesting and the average sick leave taken in future years by employees of the Director of National Parks is estimated to be less than the annual entitlement for sick leave.

The leave liabilities are calculated on the basis of employees' remuneration, including the Director of National Parks' employer superannuation contribution rates to the extent that the leave is likely to be taken during service rather than paid out on termination.

The liability for long service leave has been determined using the short-hand method in accordance with the FMOs for reporting periods ending on or after 1 July 2011. The estimate of the present value of the liability takes into account attrition rates and pay increases through promotion and inflation.

Separation and Redundancy Provision is made for separation and redundancy benefit payments. The Director of National Parks recognises a provision for termination when it has developed a detailed formal plan for the terminations and has informed those employees affected that it will carry out the terminations.

Superannuation Employees of the Director of National Parks are members of the Commonwealth Superannuation Scheme (CSS), the Public Sector Superannuation Scheme (PSS) or the PSS accumulation plan (PSSap).

The CSS and PSS are defined benefit schemes for the Commonwealth. The PSSap is a defined contribution scheme. 6 The liability for defined benefits is recognised in the financial statements of the Australian Government and is settled by the Australian Government in due course. This liability is reported by the Department of Finance as an administered item.

The Director of National Parks makes employer contributions to the Australian Government at rates determined by an actuary to be sufficient to meet the cost to the Government of the superannuation entitlements of the Director of National Parks' employees. The Director of National Parks accounts for the contributions as if they were contributions to defined contribution plans.

The liability for superannuation recognised as at 30 June represents outstanding contributions for the final fortnight of the year.

6 | Financial Statements 87 DIRECTOR OF NATIONAL PARKS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

1.9 Leases

1 A distinction is made between finance leases and operating leases. Finance leases effectively transfer from the lessor to the lessee substantially all the risks and rewards incidental to ownership of leased non- current assets. An operating lease is a lease that is not a finance lease. In operating leases, the lessor effectively retains substantially all such risks and benefits.

Where an asset is acquired by means of a finance lease, the asset is capitalised at either the fair value of the lease property or, if lower, the present value of minimum lease repayments at the inception of the contract and a liability is recognised at the same time and for the same amount.

The discount rate used is the interest rate implicit in the lease. Leased assets are amortised over the period of the lease. Lease payments are allocated between the principal component and the interest expense.

Operating lease payments are expensed on a straight line basis which is representative of the pattern of benefits derived from the leased assets.

The majority of operating lease payments relate to arrangements with traditional owners over Kakadu, Uluru Kata-Tjuta and Booderee National Parks.

1.10 Fair Value Measurement

The Director of National Parks has deemed no transfers between levels of the fair value hierarchy to have occurred for the 2013-14 reporting period.

The Director of National Parks deems transfers between levels of the fair value hierarchy to have occurred when there has been a significant change in the volume or level of activity for the asset and where observable and unobservable inputs change due to the lack or presence of market- corroborated inputs. This is assessed once every 12 months with a formal revaluation undertaken once every three years.

1.11 Cash

Cash is recognised at its nominal amount. Cash and cash equivalents include: a) cash on hand; and b) demand deposits in bank accounts with an original maturity of 3 months or less that are readily convertible to known amounts of cash and subject to insignificant risk of changes in value.

1.12 Financial Assets

The Director of National Parks classifies its financial assets in the following categories:  held-to-maturity investments; and  loans and receivables.

The classification depends on the nature and purpose of the financial assets and is determined at the 6 time of initial recognition. Financial assets are recognised and derecognised upon ‘trade date’. Effective Interest Method The effective interest method is a method of calculating the amortised cost of a financial asset and of allocating interest income over the relevant period. The effective interest rate is the rate that exactly discounts estimated future cash receipts through the expected life of the financial asset, or, where appropriate, a shorter period.

Held-to-Maturity Investments Non-derivative financial assets with fixed or determinable payments and fixed maturity dates that the Director of National Parks has the positive intent and ability to hold to maturity are classified as held-to- maturity investments. Held-to-maturity investments are recorded at amortised cost using the effective interest method less impairment, with revenue recognised on an effective yield basis.

88 Director of National Parks | Annual Report 2013–14 DIRECTOR OF NATIONAL PARKS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

Loans and Receivables Trade receivables, loans and other receivables that have fixed or determinable payments that are not quoted in an active market are classified as ‘loans and receivables’. Receivables are measured at 1 amortised cost using the effective interest method less impairment. Interest is recognised by applying the effective interest rate.

Impairment of financial assets Financial assets are assessed for impairment at each reporting period.

Financial assets held at amortised cost - if there is objective evidence that an impairment loss has incurred for loans and receivables or held to maturity investments held at amortised cost, the amount of the loss is measured as the difference between the asset’s carrying amount and the present value of estimated future cash flows discounted at the asset’s original effective interest rate. The carrying amount is reduced by way of an allowance account. The loss is recognised in the Statement of Comprehensive Income.

1.13 Financial Liabilities

Financial liabilities are classified as either financial liabilities ‘at fair value through profit or loss’ or other financial liabilities. Financial liabilities are recognised and derecognised upon ‘trade date’.

Financial liabilities at fair value through profit or loss Financial liabilities at fair value through profit or loss are initially measured at fair value. Subsequent fair value adjustments are recognised in profit or loss. The net gain or loss recognised in profit or loss incorporates any interest paid on the financial liability.

Other Financial Liabilities Other financial liabilities are initially measured at fair value net of transaction costs. Other financial liabilities are subsequently measured at amortised cost using the effective interest method, with interest expense recognised on an effective yield basis.

The effective interest method is a method of calculating the amortised cost of a financial liability and of allocating interest expense over the relevant period. The effective interest rate is the rate that exactly discounts estimated future cash payments through the expected life of the financial liability, or, where appropriate, a shorter period.

Supplier and other payables Supplier and other payables are recognised at amortised cost. Liabilities are recognised to the extent that the goods or services have been received (and irrespective of having been invoiced).

1.14 Contingent Liabilities and Contingent Assets

Contingent liabilities and contingent assets are not recognised in the Statement of Financial Position but are reported in the relevant notes. They may arise from uncertainty as to the existence of a liability or asset, or represent an existing liability or asset in respect of which settlement is not probable or the amount cannot be reliably measured. Remote contingencies are part of this disclosure. Contingent assets are reported when settlement is probable but not virtually certain and contingent liabilities are recognised when settlement is greater than remote. 6 1.15 Acquisition of Assets

Assets are recorded at cost on acquisition except as stated below. The cost of acquisition includes the fair value of assets transferred in exchange and liabilities undertaken. Financial assets are initially measured at their fair value plus transaction costs where appropriate.

Assets acquired at no cost, or for nominal consideration, are initially recognised as assets and revenues at their fair value at the date of acquisition, unless acquired as a consequence of restructuring of administrative arrangements. In the latter case, assets are initially recognised as contributions by owners at the amounts at which they were recognised in the transferor entity’s accounts immediately prior to the restructuring.

6 | Financial Statements 89 DIRECTOR OF NATIONAL PARKS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

1.16 Infrastructure, Plant and Equipment (IP&E)

1 Asset Recognition Threshold Purchases of infrastructure plant and equipment are recognised initially at cost in the Statement of Financial Position, except for purchases costing less than $5,000, which are expensed in the year of acquisition (other than where they form part of a group of similar items which are significant in total). The initial cost of an asset includes an estimate of the cost of dismantling and removing the item and restoring the site on which it is located.

Revaluations Fair values for each class of asset are determined as shown below:

Asset class Fair value measured at: Market selling price or Land Discounted cashflows Market selling price or Buildings excluding leasehold improvements Depreciated replacement cost Leasehold improvements Depreciated replacement cost Market selling price or Infrastructure, plant & equipment Depreciated replacement cost

Following initial recognition at cost, infrastructure, plant and equipment are carried at fair value less subsequent accumulated depreciation and accumulated impairment losses. Valuations are conducted with sufficient frequency to ensure that the carrying amounts of assets do not materially differ with the assets’ fair values as at the reporting date. The regularity of independent valuations depends upon the volatility of movements in market values for the relevant assets. A revaluation was conducted in 2014.

Revaluation adjustments are made on a class basis. Any revaluation increment is credited to equity under the heading of asset revaluation reserve except to the extent that it reverses a previous revaluation decrement of the same asset class that was previously recognised through operating result. Revaluation decrements for a class of assets are recognised directly through operating result except to the extent that they reverse a previous revaluation increment for that class.

Any accumulated depreciation as at the revaluation date is eliminated against the gross carrying amount of the asset and the asset restated to the revalued amount.

Depreciation Depreciable infrastructure, plant and equipment assets are written-off to their estimated residual values over their estimated useful lives to the Director of National Parks using, in all cases, the straight-line method of depreciation. Leasehold improvements are depreciated on a straight-line basis over the lesser of the estimated useful life of the improvements or the unexpired period of the lease.

Depreciation rates (useful lives), residual values and methods are reviewed at each reporting date and necessary adjustments are recognised in the current, or current and future reporting periods, as appropriate.

Depreciation rates applying to each class of depreciable asset are based on the following useful lives: 6 2013-14 2012-13 Buildings 5 to 85 years 5 to 85 years

Infrastructure 7 to 73 years 7 to 73 years Plant and equipment 2 to 50 years 2 to 50 years Computer software 4 to 5 years 4 to 5 years

Impairment All assets were assessed for impairment at 30 June 2014. Where indications of impairment exist, the asset’s recoverable amount is estimated and an impairment adjustment made if the asset’s recoverable amount is less than its carrying amount.

90 Director of National Parks | Annual Report 2013–14 DIRECTOR OF NATIONAL PARKS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

The recoverable amount of an asset is the higher of its fair value less costs to sell and its value in use. Value in use is the present value of the future cash flows expected to be derived from the asset. Where the future economic benefit of an asset is not primarily dependent on the asset’s ability to generate future 1 cash flows, and the asset would be replaced if the Director of National Parks were deprived of the asset, its value in use is taken to be its depreciated replacement cost.

Derecognition An item of infrastructure, plant and equipment is derecognised upon disposal or when no further future economic benefits are expected from its use or disposal.

Heritage and Cultural Assets The Director of National Parks has various heritage and cultural items which have not been recorded as assets in the financial statements, due to the difficulties associated with the reliable measurement of these items. The items include living collections in the Australian National Botanical Gardens and historic buildings which are managed as ruins. The Director of National Parks has adopted, through consultation with boards of management, where relevant, appropriate curatorial and preservation policies for these items. The Director of National Park's curatorial and preservation policies can be found in the Plan of Management for each national park at http://www.parksaustralia.gov.au.

1.17 Intangibles

The Director of National Parks' intangibles comprise internally developed and purchased software for internal use and water entitlements. Internally developed software is carried at cost less accumulated amortisation and accumulated impairment losses.

Software is amortised on a straight-line basis over its anticipated useful life. The useful lives of the Director of National Parks' software are 4 to 5 years (2012-13: 4 to 5 years).

All software assets were assessed for indications of impairment as at 30 June 2014.

Water entitlements are carried at cost where there is no active market. When an active market exists they are carried at fair value. These assets are assessed as having an indefinite useful life.

1.18 Taxation

The Director of National Parks is exempt from all forms of taxation except fringe benefits tax (FBT) and the goods and services tax (GST).

Revenues, expenses, assets and liabilities are recognised net of GST: a) except where the amount of GST incurred is not recoverable from the Australian Taxation Office; and b) except for receivables and payables.

Note 2: Events after the Reporting Period

There were no events that occurred after the Statement of Financial Position date that could impact the financial statements. 6

6 | Financial Statements 91 DIRECTOR OF NATIONAL PARKS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

Note 3: Expenses 2014 2013 1 $’000 $’000 Note 3A - Employee Benefits Wages and salaries 26,345 21,416 Superannuation Defined contribution plans 2,041 1,627 Defined benefit plans 3,143 2,377 Leave and other entitlements 2,738 2,244 Separation and redundancies 1,722 352 Other employee expenses -- Total employee benefits 35,989 28,016

Note 3B - Suppliers Goods and services supplied or rendered Professional services 8,544 3,872 Property expenses 2,810 2,353 Repairs and maintenance 2,720 2,444 Parks operation & maintenance 5,207 3,981 Employee related expenses 1,762 1,238 Information technology & communication 1,695 1,367 Service delivery charges 3,900 3,900 Other 2,135 4,575 Total goods and services supplied or rendered 28,773 23,730

Goods supplied in connection with Related entities 175 42 External entities 3,011 2,838 Total goods supplied 3,186 2,880

Services rendered in connection with Related entities 12,701 14,330 External entities 12,886 6,520 Total services rendered 25,587 20,850 Total goods and services supplied or rendered 28,773 23,730

Other supplier expenses Operating lease rentals: Minimum lease payments 1,020 884 Contingent rentals 3,388 3,293 Total other supplier expenses 4,408 4,177 Total supplier expenses 33,181 27,907

Note 3C - Depreciation and Amortisation 6 Depreciation: Buildings 3,010 2,974 Infrastructure, plant and equipment 12,862 12,762 Total depreciation 15,872 15,736 Amortisation: Intangibles 72 28 Total amortisation 72 28 Total depreciation and amortisation 15,944 15,764

92 Director of National Parks | Annual Report 2013–14 DIRECTOR OF NATIONAL PARKS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

Note 3: Expenses (Cont) 2014 2013 $’000 $’000 1

Note 3D - Write-down and impairment of assets Financial assets Impairment of receivables 354 2 Total write-down and impairment of assets 354 2

Note 3E - Sale of assets Land and buildings Proceeds from sale - - Carrying value of assets sold 3,019 - Infrastructure, plant & equipment Proceeds from sale (266) - Carrying value of assets sold 710 - Net loss (gain) from sale of assets 3,463 -

Note 4: Income

OWN-SOURCE REVENUE

Note 4A - Sale of goods and rendering of services Sale of goods in connection with Related entities - - External entities 93 32 Total sale of goods 93 32

Rendering of services in connection with Related entities 13,512 5,028 External entities 11,313 10,295 Total rendering of services 24,825 15,323

Total sale of goods and rendering of services 24,918 15,355

Note 4B - Interest Deposits 1,085 1,329 Total Interest 1,085 1,329

Note 4C - Other revenue Resources received free of charge - service delivery charges 3,900 3,900 Sublease rental income 210 173 Other revenue 2,187 651 Total other revenue 6,297 4,724

GAINS 6

Note 4D - Gain on Sale of Assets Infrastructure, plant & equipment Proceeds from sale - 812 Carrying value of assets sold - (286) Net gain from sale of assets - 526

Note 4E - Other Gains Assets first recognised (416) - Total other gains (416) -

6 | Financial Statements 93 DIRECTOR OF NATIONAL PARKS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

Note 5: Fair Value Measurement

The following table provides an analysis of assets and liabilities that are measured at fair value. 1 The different levels of the fair value hierarchy are defined below.

Level 1: Quoted prices (unadjusted) in active markets for identical assets or liabilities that the entity can access at measurement date. Level 2: Inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly or indirectly. Level 3: Unobservable inputs for the asset or liability.

Note 5A - Fair Value Measurement

Fair value measurements at the end of the reporting period by hierarchy for assets and liabilities in 2014 Fair value measurements at the end of the reporting period using Fair value Level 1 inputs Level 2 inputs Level 3 inputs $'000 $'000 $'000 $'000 Non-financial assets Land 5,690 5,690 Buildings 67,312 67,312 Infrastructure, plant & equipment 161,596 161,596 Total non-financial assets 234,598 - 5,690 228,908

Total fair value measurement of assets in the statement of financial position 234,598 - 5,690 228,908

The Director of National Parks has a number of assets and liabilities not measured at fair value in the Statement of Financial Position. The carrying amounts of these assets and liabilities are considered to be a reasonable approximation of their fair value.

Fair value measurements - highest and best use The highest and best use of all non-financial assets are the same as their current use.

Note 5B - Level 1 and Level 2 Transfers for Recurring Fair Value Measurement

The DNP had no transfers between Level 1 and Level 2 of the measurement hierarchy.

The Director of National Parks' policy for determining when transfers between levels are deemed to have occurred can be found in Note 1.

Note 5C - Valuation Technique and Inputs for Level 2 and Level 3 Fair Value Measurements

Level 2 and 3 fair value measurements - valuation technique and the inputs used for assets in 2014 Category Fair Value Valuation technique(s)1 Inputs Used Range (weighted (Level 2 or 3) $'000 average)2 Non-financial assets Land 2 5,690 Market Approach Adjusted market transactions Buildings 3 67,312 Depreciated Replacement Number of Labour 1 - 100 per hour Cost (DRC) Hours Condition Rating/ 0 - 10 Obsolescence of asset Remaining Useful Life 0 - 60 years Infrastructure, plant & equipment 3 161,596 Depreciated Replacement Cost (DRC) Infrastructure Number of Labour 1 - 100 per hour Hours Condition Rating/ 0 - 10 Obsolescence of asset Remaining Useful Life 0 - 100 years

Residual Value $0 - $8,000,000 Plant & Equipment Condition Rating/ 1 - 9 Obsolescence of asset Remaining Useful Life 1 - 94 years 6 Replacement Cost $250 - $4,400,000 1. A change in valuation method occurred for a parcel of land held in South Alligator, Kakadu National Park. This was previously valued using the income approach as determined by the Australian Valuation Office. This valuation method changed as a result of the 2013-14 revaluation process performedby AssetVal Pty Ltd where the market approach was used. This approach was deemed more appropriate for this asset class given observable inputs (adjusted market transactions) were available. A change in valuation technique also occurred for the road infrastructure. Prior revaluations have used single unit costs per kilometre to determine the value of the roads and moderately assigned residual values. The revaluation process in 2013-14 used a componentisation approach which has provided unit costs for each road component. Furthermore, the valuation process included a more detailed approach of the concept of residual values in order to determine the fair value. Residual values considers an asset may have a use at some level at the end of its economic life. In combination with the componentisation this has resulted in a significant increase in the asset base for the Director of National Parks. The revaluation for 2013-14 has been prepared with considerably more detail than in prior years. The Director of National Parks is of the view the movements are reasonable and a more accurate reflection of the value of the road infrastructure.

2. This is for significant unobservable inputs only. Not applicable for assets or liabilities in the Level 2 category.

94 Director of National Parks | Annual Report 2013–14 DIRECTOR OF NATIONAL PARKS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

Note 5C - Valuation Technique and Inputs for Level 2 and Level 3 Fair Value Measurements (cont'd)

Recurring and non-recurring Level 3 fair value measurements - valuation processes The Director of National Parks tests the procedures of the valuation model at least once every 12 months (with a formal revaluation undertaken once every three years). In 2013-14 the Director of National Parks engaged the services of AssetVal Pty Ltd to undertake a revaluation of non-financial 1 assets. AssetVal Pty Ltd provided written assurance to the Director of National Parks that the models developed and used are in compliance with AASB 13 Fair Value Measurement.

Recurring Level 3 fair value measurements - sensitivity analysis Buildings The significant unobservable inputs used in the fair value of the Director of National Parks' buildings are the number of labour hours, the the asset's condition and remaining useful life and the residual values used. Significant increases (decreases) in any of those inputs in isolation would result in a significantly higher (lower) fair value measurement. Generally, a change in the assumption used for condition rating is accompanied by a directionally similar change in the assumption used for the remaining useful lives.

Infrastructure, plant and equipment The significant unobservable inputs used in the fair value of the Director of National Parks' infrastructure, plant and equipment are the number of labour hours, the the asset's condition and remaining useful life and the residual values used. Significant increases (decreases) in any of those inputs in isolation would result in a significantly higher (lower) fair value measurement. Generally, a change in the assumption used for condition rating is accompanied by a directionally similar change in the assumption used for the remaining useful lives.

Note 5D - Reconciliation for Recurring Level 3 Fair value Measurements

Recurring Level 3 fair value measurements - reconciliation for assets Non-financial assets Buildings Infrastructure, plant Total and equipment 2014 2014 2014 $,000 $,000 $,000 Opening balance1 68,742 124,017 192,759 Total gains/losses recognised in net cost of services2 (3,010) (12,862) (15,872) Total gains/losses recognised in other comprehensive income3 - 270 270 Additions by revaluation and impairment through equity4 2,117 44,805 46,922 Purchases 646 6,096 6,742 Sales (1,203) (710) (1,913) Transfers out of Level 35 - (20) (20) Transfers into Level 35 20 - 20 Closing Balance 67,312 161,596 228,908

1. Opening balances as determined in accordance with AASB 13 Fair Value Measurement . 2. These gains/(losses) are presented in the Statement of Comprehensive Income under depreciation and amortisation 3. These gains/(losses) are presented in the Statement of Comprehensive Income under other gains 4. A revaluation of non-current assets was undertaken by the Director of National Parks in 2013-14. 5. There have been no transfers between levels of the hierarchy during the year.

6 | Financial Statements 95 DIRECTOR OF NATIONAL PARKS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

Note 6: Financial Assets 2014 2013 1 $’000 $’000 Note 6A - Cash and Cash Equivalents Cash on deposit 26,444 24,767 Cash on hand 94 80 Total cash and cash equivalents 26,538 24,847

Note 6B - Investments Term Deposits 18,120 18,000 Total investments 18,120 18,000

All investments are expected to be recovered within 12 months. Term deposits are recognised at their nominal amounts and interest is credited to revenue as it accrues

Note 6C - Trade and Other Receivables Goods and services receivables in connection with Related entities 48 66 External parties 1,115 399 Total receivables for goods and services 1,163 465

Other Receivables Net GST receivable from ATO 469 490 Other receivables 2,375 451 Total other receivables 2,844 941 Total trade and other receivables (gross) 4,007 1,406

Less: Impairment allowance account Goods and services (339) - Other (6) (6) Total impairment allowance account (345) (6) Total trade and other receivables (net) 3,662 1,400

All receivables are expected to be received in less than 12 months.

Receivables (gross) are aged as follows: Not overdue 2,586 615 Overdue by: Less than 30 days 331 39 31 to 60 days 21 81 61 to 90 days 1 15 More than 90 days 1,068 656 1,421 791 Total receivables (gross) 4,007 1,406

The impairment allowance account is aged as follows: Overdue by: More than 90 days (345) (6) 6 Total impairment allowance account (345) (6)

96 Director of National Parks | Annual Report 2013–14 DIRECTOR OF NATIONAL PARKS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

Reconciliation of the impairment allowance account: Movements in relation to 2014 1 Goods and Other services receivables Total 2014 2014 2014 $'000 $'000 $'000 Opening balance - (6) (6) Increase recognised in net surplus (339) - (339) Closing balance (339) (6) (345)

Movements in relation to 2013 Goods and Other services receivables Total 2013 2013 2013 $'000 $'000 $'000 Opening balance - (5) (5) Amounts written off - (1) (1) Closing balance - (6) (6)

2014 2013 $’000 $’000 Note 6D - Accrued revenue Accrued Revenue 136 229 Total accrued revenue 136 229

Accrued revenue is expected to be recovered within 12 months. No indicators of impairment were found for accrued revenue

Note 7: Non-Financial Assets

Note 7A: Land and Buildings Land at fair value 5,690 7,326

Buildings on land - work in progress 572 2,089 - fair value 66,740 72,629 - accumulated depreciation - (5,976) Total buildings on land 67,312 68,742

Total land and buildings 73,002 76,068

No indicators of impairment were found for land and buildings. No land and buildings are expected to be sold or disposed within the next 12 months.

Note 7B: Infrastructure, Plant and Equipment Infrastructure, plant and equipment - work in progress 3,043 4,296 - fair value 158,553 145,620 - accumulated depreciation - (25,899) Total infrastructure, plant and equipment 161,596 124,017 6

Revaluations were conducted in accordance with Note 1. In 2013-14 revaluations were conducted by independent valuer AssetVal Pty Ltd and valued as at 30 June 2014.

No indicators of impairment were found for infrastructure, plant and equipment.

The Director of National Parks has various heritage and cultural items which have not been recorded as assets in the financial statements, due to the difficulties associated with the reliable measurement of these items. These items include living collections and historic buildings which are managed as ruins. There was no significant acquisition or disposal activity in relation to these items in the current reporting period.

6 | Financial Statements 97 DIRECTOR OF NATIONAL PARKS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

Note 7C - Analysis of property, plant and equipment 1 Table A - Reconciliation of the opening and closing balances of property, plant and equipment (2013-14) Infrastructure Total Land & Land Buildings Plant & Total Buildings Equipment

$'000 $'000 $'000 $'000 $'000 As at 1 July 2013 Gross book value 7,326 74,718 82,044 149,916 231,960 Accumulated depreciation and impairment - (5,976) (5,976) (25,899) (31,875) Net book value 1 July 2013 7,326 68,742 76,068 124,017 200,085 Additions Purchase - 646 646 6,096 6,742 Recognition - - - 270 270 Revaluation and impairment recognised in other comprehensive income 180 2,117 2,297 44,805 47,102 Depreciation expense - (3,010) (3,010) (12,862) (15,872) Disposals - by sale (1,816) (1,203) (3,019) (710) (3,729) Write-down and impairment recognised through the operating result ----- Transfers - 20 20 (20) - Net book value 30 June 2014 5,690 67,312 73,002 161,596 234,598

Net book value as of 30 June 2014 represented by: Gross book value 5,690 67,312 73,002 161,596 234,598 Accumulated depreciation ----- 5,690 67,312 73,002 161,596 234,598

Table A - Reconciliation of the opening and closing balances of property, plant and equipment (2012-13) Infrastructure Total Land & Land Buildings Plant & Total Buildings Equipment $'000 $'000 $'000 $'000 $'000

As at 1 July 2012 Gross book value 7,326 72,974 80,300 144,334 224,634 Accumulated depreciation and impairment - (3,006) (3,006) (13,738) (16,744) Net book value 1 July 1 July 2012 7,326 69,968 77,294 130,596 207,890 Additions Purchase - 1,689 1,689 6,465 8,154 Recognition - - - 54 54 Depreciation expense - (2,973) (2,973) (12,763) (15,736) Disposals - by sale - (50) (50) (222) (272) Write-down and impairment recognised in net cost of services - - - (14) (14) Transfers - 108 108 (99) 9 Net book value 30 June 2013 7,326 68,742 76,068 124,017 200,085

Net book value as of 30 June 2013 represented by: Gross book value 7,326 74,718 82,044 149,916 231,960 Accumulated depreciation - (5,976) (5,976) (25,899) (31,875) 7,326 68,742 76,068 124,017 200,085 6

98 Director of National Parks | Annual Report 2013–14 DIRECTOR OF NATIONAL PARKS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

2014 2013 Note 7D: Intangibles $’000 $’000 Computer software Purchased - in progress 277 215 1 Accumulated amortisation - (53) Internally developed - in progress 163 132 Total Computer Software 440 294

Water Entitlements 93 93 Total Water Entitlements 93 93 Total intangibles 533 387

No indicators of impairment were found for intangible assets. No intangibles are expected to be sold or disposed of within the next 12 months.

Note 7E - Analysis of intangibles

Table A - Reconciliation of the opening and closing balances of intangibles (2013-14) Computer Computer Water Software Software Total Entitlements Purchased Developed $'000 $'000 $'000 $'000

As at 1 July 2013

Gross book value 215 132 93 440 Accumulated amortisation (53) - - (53) Net book value 1 July 2013 162 132 93 387 Additions Purchased - 215 - 215 Revaluation and impairment recognised in other comprehensive income 3 - - 3 Amortisation expense (72) - - (72) Transfers 184 (184) - - Net book value 30 June 2014 277 163 93 533

Net book value as of 30 June 2014 represented by: Gross book value 277 163 93 533 Accumulated amortisation ---- 277 163 93 533

Table A - Reconciliation of the opening and closing balances of intangibles (2012-13) Computer Computer Water Total S$'000 ft S $'000 ft E titl $'000 t $'000 As at 1 July 2012 Gross book value 148 16 93 257 Accumulated amortisation (25) - - (25) Net book value 1 July 2012 123 16 93 232 Additions Purchased 60 132 - 192 Amortisation expense (28) - - (28) Transfers 7 (16) - (9) Net book value 30 June 2013 162 132 93 387 6

Net book value as of 30 June 2013 represented by: Gross book value 215 132 93 440 Accumulated amortisation (53) - - (53) 162 132 93 387

6 | Financial Statements 99 DIRECTOR OF NATIONAL PARKS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

2014 2013 1 $’000 $’000 Note 7F: Other Non-Financial Assets Prepayments 994 419 Total other non-financial assets 994 419

All other non-financial assets are expected to be recovered in 12 months. No indicators of impairment were found for other non-financial assets.

Note 8: Payables

Note 8A - Suppliers Trade creditors and accruals 2,882 1,587 Operating lease rentals 780 794 Total supplier payables 3,662 2,381

Supplier payables expected to be settled within 12 months: Related entities 1,958 1,002 External parties 1,704 1,379 Total supplier payables 3,662 2,381

Settlement is usually made net 30 days.

Note 8B - Other Payables Salaries and wages 780 565 Separation & redundancies 1,643 313 Superannuation 150 106 Unearned revenue 7,127 4,359 Other payables 209 292 Total other payables 9,909 5,635

All other payables are expected to be settled within 12 months.

Note 9: Employee Provisions

Leave 9,074 7,571 Total employee provisions 9,074 7,571

Employee Provisions are expected to be settled in: No more than 12 months 4,590 3,643 More than 12 months 4,484 3,928 6 Total employee provisions 9,074 7,571

100 Director of National Parks | Annual Report 2013–14 DIRECTOR OF NATIONAL PARKS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

Note 10: Cash Flow Reconciliation 2014 2013 $’000 $’000 1 Reconciliation of cash and cash equivalents per statement of financial position to cash flow statement

Cash and cash equivalents as per: Cash flow statement 26,538 24,847 Statement of financial position 26,538 24,847 Difference - -

Reconciliation of net cost of services to net cash from operating activities: Net cost of services (14,955) (9,685) Adjustments for non-cash items Depreciation and amortisation 15,944 15,764 Interest from investments (663) (382) Take up of assets for the first time (416) - Write down of non-financial assets 3,667 - (Gain) / loss on disposal of non-current assets (203) (526) Changes in Assets and Liabilities (Increase)/decrease in net receivables (2,283) (118) (Increase)/decrease in GST receivables 21 (490) (Increase)/decrease in prepayments (575) 110 (Increase)/decrease in accrued revenue 93 6 Increase/(decrease) in unearned revenue 2,768 931 Increase/(decrease) in employee provisions 3,008 504 Increase/(decrease) in supplier payables 1,281 255 Increase/(decrease) in other payables 6 (6) Net cash from operating activities 7,693 6,363

Note 11: Contingent Liabilities and Contingent Assets

Unquantifiable Contingencies The Department of Finance is coordinating a study across whole-of-Commonwealth in relation to contaminated land. During 2013-14 the Director of National Parks was asked to contribute to the study for key sites. The review confirmed a number of locations were contaminated (including asbestos) which will require remediation. In conjunction with the Department of Finance, the Asbestos Safety and Eradication Agency through its National Strategic Plan for Asbestos Awareness and Management 2013-18, commits that all government occupied and controlled buildings are to be free of asbestos containing materials by 2030.

It is not possible for the Director of National Parks to estimate or quantify the cost of any eventual payments in relation to the remediation of land contamination and asbestos at this time.

There are no quantifiable contingent assets or liabilities identified for 30 June 2014.

Note 12: Director's Remuneration The legal entity of the Director of National Parks has only one Director. Remuneration of the Director is included in Note 14: Senior Executive Remuneration. 6 Note 13: Related Party Disclosures

Director of National Parks The Director of National Parks was Mr Peter Cochrane up until his retirement in December 2013. Ms Sally Barnes was appointed as the Director of National Parks from January 2014. The aggregate remuneration of the Director is disclosed in Note 14: Senior Executive Remuneration.

Loans to Director and Director related entities There were no loans made to either the Director or entities related to the Director during 2013-14 (2012-13: Nil).

Other Transactions with Director or Director related entities There were no other transactions with either the Director or entities related to the Director during 2013-14 (2012-13 Nil).

6 | Financial Statements 101 DIRECTOR OF NATIONAL PARKS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

Note 14: Senior Executive Remuneration 1 Note 14A: Senior Executive Remuneration Expense for the Reporting Period 2014 2013 Short-term employee benefits: $ $ Salary 772,768 782,629 Other 12,450 23,991 Total short-term employee benefits 785,218 806,620

Post-employment benefits: Superannuation 100,060 171,319 Total post-employment benefits 100,060 171,319

Other long-term benefits Annual leave accrual 51,690 64,416 Long service leave 17,238 19,822 Total other long-term benefits 68,928 84,238

Total 954,206 1,062,177

Notes: 1. Note 14A is prepared on an accrual basis.

2. Note 14A excludes acting arrangements and part-year service where total remuneration expensed for a senior executive was less than $195,000.

Note 14B: Average Annual Reportable Remuneration Paid to Substantive Senior Executives During the Reporting Period

Average annual reportable remuneration paid to substantive senior executives in 2014 Average annual reportable remuneration1 Substantive senior Reportable Contributed Reportable Bonus Total reportable executives salary2 superannuation3 allowances4 paid5 remuneration

No. $ $ $ $ $ Total remuneration (including part-time arrangements): Less than $195,000 4 118,107 21,911 - - 140,018 $195,000 to $224,999 2 165,763 40,484 - - 206,247 $255,000 to $284,999 1 267,002 11,975 - - 278,977

TtlTotal 7

Average annual reportable remuneration paid to substantive senior executives in 2013 Substantive senior Reportable Contributed Reportable Bonus Total reportable Average annual reportable remuneration1 executives salary2 superannuation3 allowances4 paid5 remuneration No. $ $ $ $ $ Total remuneration (including part-time arrangements): $195,000 to $224,999 3 169,399 37,307 - - 206,706 $315,000 to $344,999 1 258,300 59,941 - - 318,241 $300,000 to $329,999

Total 4

Notes: 1 This table reports substantive senior executives who received remuneration during the reporting period. Each row is an averaged figure based on headcount for individuals in the band.

2 'Reportable salary' includes the following: a) gross payments (less any bonuses paid, which are separated out and disclosed in the 'bonus paid' column); b) reportable fringe benefits (at the net amount prior to 'grossing up' to account for tax benefits); and c) salary sacrificed benefits.

3 The 'contributed superannuation' amount is the average cost to the Director of National Parks for the provision of superannuation benefits to substantive senior 6 executives in that reportable remuneration band during the reporting period. 4 'Reportable allowances' are the average actual allowances paid as per the 'total allowances' line on individuals' payment summaries.

5 'Bonus paid' represents average actual bonuses paid during the reporting period in that reportable remuneration band. The 'bonus paid' within a particular band may vary between financial years due to various factors such as individuals commencing with or leaving the Director of National Parks during the financial year.

102 Director of National Parks | Annual Report 2013–14 DIRECTOR OF NATIONAL PARKS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS Note 14C: Average Annual Reportable Remuneration Paid to Other Highly Paid Staff During the Reporting Period 1 Average annual reportable remuneration paid to other highly paid staff in 2014 Average annual reportable remuneration1 Other highly paid staff Reportable Contributed Reportable Bonus Total reportable salary2 superannuation3 allowances4 paid5 remuneration

No. $ $ $ $ $ Total remuneration (including part-time arrangements): $195,000 to $224,999 1 196,758 18,383 - - 215,141

Total 1

Average annual reportable remuneration paid to other highly paid staff in 2013 Average annual reportable remuneration1 Other highly paid staff Reportable Contributed Reportable Bonus Total reportable salary2 superannuation3 allowances4 paid5 remuneration No. $ $ $ $ $ Total remuneration (including part-time arrangements): $195,000 to $224,999 0 - - - - -

Total 0

During the reporting period, there were nil employees (2012-13: nil) whose salary plus contributed superannuation, allowances and performance bonuses totalled $195,000 or more.

Notes: 1 This table reports staff: a) who were employed by the entity during the reporting period; b) whose reportable remuneration was $195,000 or more for the reporting period ; and c) were not required to be disclosed in Table B or director disclosures. Each row is an averaged figure based on headcount for individuals in the band.

2 Reportable salary' includes the following: a) gross payments (less any bonuses paid, which are separated out and disclosed in the 'bonus paid' column); b) reportable fringe benefits (at the net amount prior to 'grossing up' to account for tax benefits); and c) reportable employer superannuation contributions; and d) exempt foreign employment income.

3 The 'contributedcontributed susuperannuationperannuation' amount is the averaaveragege cost to the entityentity for the pprovisionrovision of susuperannuationperannuation benefits to substantive senior executives in that reportable remuneration band during the reporting period.

4 Reportable allowances' are the average actual allowances paid as per the 'total allowances' line on individuals' payment summaries.

5 Bonus paid' represents average actual bonuses paid during the reporting period in that reportable remuneration band. The 'bonus paid' within a particular band may vary between financial years due to various factors such as individuals commencing with or leaving the entity during the financial year.

6 | Financial Statements 103 DIRECTOR OF NATIONAL PARKS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

Note 15: Remuneration of Auditors 2014 2013 1 $’000 $’000 Financial Statement audit services are provided to Director of National Parks by the Australian National Audit Office (ANAO).

Fair value of the services provided Financial statement audit services (87) (81) Total (87) (81)

No other services were provided by the ANAO.

Note 16: Financial Instruments 2014 2013 $'000 $'000 Note 16A - Categories of financial instruments Financial Assets Loans and receivables Cash 6A 26,538 24,847 Trade and other receivables 6C 3,193 910 Accrued revenue 6D 136 229 Total Loans and receivables 29,867 25,986

Held-to-Maturity Cash in term deposits 6B 18,120 18,000 Total Held-to-Maturity 18,120 18,000

Carrying amount of financial assets 47,987 43,986

Financial Liabilities At amortised cost Supplier payables 8A 3,662 2,381 OtherOt ep payabayables es 8B8 20909 2929 Carrying amount of financial liabilities 3,871 2,673

Note 16B - Net income and expense from financial assets Loans and receivables Interest revenue 4B 1,085 1,329 Write down - financial assets 3D (354) (2) Net gain from loans and receivables 731 1,327 Net gain from financial assets 731 1,327

Note 16C - Net income and expense from financial liabilities There was no net income and expenses from financial liabilities in 2013-14 (2012-13: Nil).

Note 16D - Fair value of financial instruments

The carrying value of the Director of National Parks' financial instruments are a reasonable approximation of fair value. 6

104 Director of National Parks | Annual Report 2013–14 DIRECTOR OF NATIONAL PARKS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

Note 16E - Credit risk The Director of National Parks is exposed to minimal credit risk as the majority of cash equivalents and other receivables 1 are cash or trade receivables. The maximum exposure to credit risk is the risk that arises from potential default of a debtor. This amount is equal to the total amount of trade receivables (2014: $4,006,916 and 2013: $1,406,603). The Director of National Parks has assessed the risk of the default on payment and has allocated $344,722 in 2014 (2012: $5,952) to an impairment and allowance account.

The Director of National Parks holds no collateral to mitigate against credit risk.

Credit quality of financial instruments not past due or individually determined as impaired:

Not Past Due Nor Not Past Due Nor Past due or Past due or Impaired Impaired impaired impaired 2014 2013 2014 2013 $'000 $'000 $'000 $'000 Cash and cash equivalents 26,538 24,847 -- Trade and other receivables 2,117 125 1,421 791 Accrued revenue 136 229 Total 28,791 25,201 1,421 791

Ageing of financial assets that were past due but not impaired for 2014 0 to 30 days 31 to 60 days 61 to 90 days 90+ days Total $'000 $'000 $'000 $'000 $'000 Trade and other receivables 331 21 1 723 1,076 Total 331 21 1 723 1,076

Ageing of financial assets that were past due but not impaired for 2013 0 to 30 days 31 to 60 days 61 to 90 days 90+ days Total $'000 $'000 $'000 $'000 $'000 Trade and other receivables 39 81 15 650 785 Total 39 81 15 650 785

Note 16F - Liquidity risk

The Director of National Park's financial liabilities are payables (due and payable). The exposure to liquidity risk from non-derivative financial liabilities is based on the notion that the Director of National Parks will encounter difficulty in meeting its obligations associated with financial liabilities. This is highly unlikely due to appropriation funding and mechanisms available to the Director of National Parks and internal policies and procedures put in place to ensure there are appropriate resources to meet its financial obligations.

Maturities for non-derivative financial liabilities in 2014 On demand within 1 year 1 to 5 years > 5 years Total 2014 2014 2014 2014 2014 $'000 $'000 $'000 $'000 $'000 Trade creditors and accruals - 3,662 - - 3,662 Other payables - 209 - - 209 Total - 3,871 - - 3,871

Maturities for non-derivative financial liabilities in 2013 On demand within 1 year 1 to 5 years > 5 years Total 6 2013 2013 2013 2013 2013 $'000 $'000 $'000 $'000 $'000 Trade creditors and accruals - 2,381 - - 2,381 Other payables - 292 - - 292 Total - 2,673 - - 2,673

6 | Financial Statements 105 DIRECTOR OF NATIONAL PARKS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

1 Note 16G - Market risk The Director of National Parks holds basic financial instruments that do not expose it to market risks. The Director of National Parks is not exposed to 'currency risk' or 'other price risk'.

Interest Rate Risk The only interest-bearing items on the balance sheet are 'Cash on deposit' which bear interest at a fixed tiered interest rate and 'Cash held in Term Deposits' which bear interest at a fixed rate for the period of the term deposit. The term deposits are not exposed to significant interest rate movements and upon maturity, the Director of National Parks returns the funds into its bank account or invests into further term deposits where they are invested at the best available interest rate and deemed to be low risk.

Note 16H - Financial Assets Reconciliation 2014 2013 $'000 $'000 Financial Assets

Total financial assets as per balance sheet 48,456 44,476 Less: Non-financial instrument components GST Receivable 6C (469) (490) Total Non-financial instrument components (469) (490)

Total financial assets as per financial instruments note 47,987 43,986

Note 17: Appropriations

The Director of National Parks received no direct appropriation from the Government for Departmental outputs. Funds are When received by the Director of National Parks, the payments made are legally the money of the Director of National Parks and do not represent any balance remaining in the Consolidated Revenue Fund.

Note 18: Compensation and Debt Relief

No payments of the following kind were made by the Director of National Parks during 2013-14 (2012-13: Nil): 1) waivers of amounts owing to the Australian Government; 2) compensation for detriment caused by defective administration; or 3) special circumstances payments relating to APS employment.

Note 19: Reporting of Outcomes

Net Cost of Outcome Delivery

The Director of National Parks is structured to contribute to the following outcome:

Outcome 1 The Director of National Parks has only one outcome - Conservation and appreciation of Commonwealth reserves through the provision of safe visitor access, the control of invasive species and working with 6 stakeholders and neighbours. Outcome 1 2014 2013 $'000 $'000 Departmental Expenses (89,060) (71,789) Own-source income 74,105 62,104 Net cost of outcome delivery (14,955) (9,685)

The net costs shown include intra-government costs that would be eliminated in calculating the actual Budget Outcome.

106 Director of National Parks | Annual Report 2013–14 DIRECTOR OF NATIONAL PARKS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

Note 20: Cost Recovery 1 Note 20A: Cost Recovery Summary

2014 2013 $'000 $'000

Amounts applied Departmental Own source revenue 9,845 9,789 Payments from portfolio agency - 249 Total amounts applied 9,845 10,038

Expenses Departmental 9,845 10,038 Total expenses 9,845 10,038

Revenue Departmental 10,854 9,789 Total revenue 10,854 9,789

Receivables Not Overdue 221 53 Overdue by 0 - 30 days 1 30 - 60 days - 28 More than 90 days 346 122 Total receivables 568 203

Amounts written off Departmental 339 - Total amounts written off 339 -

Cost recovered activities: - Park entry and associated fees - Education services - Parking fees

Documentation (Cost Recovery Impact Statement) for the above activities is available at http://www.environment.gov.au/resource/director-national-parks-cost-recovery-impact-statement-january-2012-december-2016

6 | Financial Statements 107

7 Appendices Appendix A: Agency Resourcing Statement 2013–14 1 The Agency Resourcing Statement was introduced to Portfolio Budget Statements in 2008–09 to provide information about the various funding sources that the Director of National Parks may draw upon during the year. The Director of National Parks is required to publish the Agency Resourcing Statement in the annual report that reconciles to cash reserves in the financial statements.

Actual available Payments Balance appropriation made remaining 2013–14 2013–14 2013–14 Source $’000 $’000 $’000

Opening balance/Reserves at bank 42,847 – 42,847

REVENUE FROM GOVERNMENT

Ordinary annual services¹

Outcome 1 – – –

Total ordinary annual services – – –

Other services

Non-operating – – –

Total other services – – –

Total annual appropriations – – –

Payments from related entities2

Amounts from the portfolio department 41,389 41,389 –

Total 41,389 41,389 –

Total funds from Government 41,389 41,389 –

FUNDS FROM OTHER SOURCES

Interest 1,085 1,085 –

Sale of goods and services 24,918 24,918 –

Other 2,397 2,397 1,810

Total 28,400 28,400 1,810

Total net resourcing for DNP 112,636 69,789 44,657

All figures are GST exclusive. As per the Environment Protection and Biodiversity Conservation Act 1999, Section 514S, DSEWPaC is directly appropriated the Director of National Parks (DNP) appropriations, which is then allocated to the DNP by the Secretary. 7 1 Appropriation Bill (No.1) 2 Funding provided by a Government body that is not specified within the annual appropriation bills as a payment to the CAC Act body.

110 Director of National Parks | Annual Report 2013–14 Appendix B: Portfolio Budget Statements reporting 2012–13 1 KEY RESULT AREA 1—NATURAL HERITAGE MANAGEMENT

PBS target—Viable populations of selected significant species maintained

Park managers nominated 43 species across the six terrestrial reserves to determine whether viable populations of these significant species have been maintained in those reserves. Of the selected species, the wild populations of the estuarine crocodile (Crocodylus porosus), the Norfolk Island green parrot (Cyanoramphus cookii) and the captive bred populations of the blue-tailed skink (Cryptoblepharus egeriae) and Lister’s gecko (Lepidodactylus listeri) are increasing, 16 species remain steady, 13 are decreasing, one may be extinct, and population data are deficient for nine species.

Booderee National Park

Species EPBC Act Monitoring Actions Trend status Eastern bristlebird Endangered Early morning survey Ongoing fox control;  Numbers steady (Dasyornis brachypterus) (calls and sightings). mosaic burning. Sooty oystercatcher Not listed Boat-based 3 monthly No specific actions.  Numbers steady (Haemotopus fuliginosus) surveys of Jervis Bay. Pied oystercatcher Not listed Boat-based monthly Ongoing fox control;  Numbers steady (Haematopus surveys of Jervis Bay; education of Wreck Bay longirostris) beach surveys. Community members about bird-friendly beach use provided by Indigenous staff. Little penguin Marine Night counts at No specific actions.  Numbers steady (Eudyptula minor) landing beach. Long-nosed bandicoot Not listed Trapping at sites across Ongoing fox control.  Numbers falling (Perameles nasuta) the park. Slight decline measured in 2014 Giant burrowing frog Vulnerable Monitoring has ceased. No specific actions. ? Data deficient (Heleioporus australiacus) Common brushtail Not listed Trapping at sites across Ongoing fox control.  Numbers falling possum the park. (Trichosurus vulpecula) Hooded plover Marine; Beach counts; nesting Ongoing fox control;  Numbers steady (Thinornis rubricollis) nominated for sites and breeding education of Wreck Bay Vulnerable success. Community members about status bird-friendly beach use provided by Indigenous staff; consider options for reducing impact from commercial beach- 7 haul activities. Eastern chestnut mouse Not listed Trapping at sites across Ongoing fox control;  Numbers steady (Pseudomys the park. mosaic burning. gracilicaudatus)

7 | Appendices 111 Christmas Island National Park

Species EPBC Act Monitoring Actions Trend status 1 Christmas Island Critically Survey of fixed sites on roads/ Commencement of  Numbers falling flying-fox Endangered tracks conducted island-wide biological control Monitoring indicates (Pteropus in 2006, 2012 and 2013; survey programme for yellow crazy that there has been melanotus natalis) will be repeated in 2014. ants in July 2013. approximately 41% Quarterly monitoring of known Investigate likely causes of decline in detection campsites and emergence. decline in structural at fixed points decision making workshop. since 2006 Christmas Island Vulnerable Passive monitoring using Ongoing cat and rat ? Data deficient blind snake ink-card surveys undertaken control in settled areas. (Ramphotyphlops in 2013–14. exocoeti)

Lister’s gecko Critically Passive monitoring using Continue captive-breeding Wild population (Lepidodactylus Endangered ink-card surveys undertaken program for blue-tailed likely to be extinct listeri) in 2013–14. skink and Lister’s gecko. pCaptive Ongoing cat and rat populations of control in settled areas Lister’s gecko are increasing.

Blue-tailed skink Critically Passive monitoring using Continue captive-breeding Wild population (Cryptoblepharus Endangered ink-card surveys undertaken program for blue-tailed likely to be extinct egeriae) in 2013–14. skink; ongoing cat and rat pCaptive control in settled areas. populations of blue-tailed skink are increasing. Forest skink Critically Passive monitoring using Likely to be extinct (Emoia nativitatis) Endangered ink-card surveys undertaken The last forest skink in 2013–14. in captivity died in May 2014. Coastal skink Not listed Passive monitoring using Ongoing cat and rat  Numbers steady (Emoia ink-card surveys undertaken in control in settled areas. atrocostata) 2013–14.

Giant gecko Endangered Passive monitoring using Ongoing cat and rat  Numbers steady (Cyrtodactylus ink-card surveys undertaken in control in settled areas. sadleiri) 2013–14. Commencement of giant gecko PhD research in February 2014.

112 Director of National Parks | Annual Report 2013–14 Christmas Island National Park continued

Species EPBC Act Monitoring Actions Trend status Red crab Not listed Island-wide survey to be Commencement of  Numbers falling 1 (Gecarcoidea repeated in 2015–16 to biological control Approximately an natalis) monitor red crab abundance implementation program 18%–19% decline and crazy ant supercolonies. for yellow crazy ants in from 2011 to 2013 July 2013. with a population Targeted hand baiting estimate of 37–41 in 2014. million. In January Road closures during crab 2014 the largest migration. return of juvenile crabs from the sea Installation of six new occurred since the underpass crab crossings. mid 1990s. This is likely to result in increased populations in the future. Abbott’s booby Endangered; Island-wide survey to be Forest rehabilitation  Numbers steady (Papasula abbotti) Marine; repeated in 2015–16 includes program and protection Migratory nesting occupancy under the EPBC Act of monitoring. nesting habitat Population surveys of chick from clearing. survival rates and breeding activity undertaken by an external researcher in 2013–14. Rehabilitation of cyclone affected birds. Christmas Island Endangered Nest recruitment monitoring Investigated reports of  Numbers falling frigatebird at (known) nesting colonies nesting in new areas. Suspected decline in (Fregata andrewsi) by external researcher. some colonies or Review of 2003–2005 data. movement to new sites to nest. Christmas Island Vulnerable Survey of fixed sites on roads/ Forest rehabilitation  Numbers steady hawk-owl tracks conducted island-wide program and protection (Ninox natalis) in 2012 and 2013. Survey will under the EPBC Act of be repeated in 2014. primary forest nesting habitat from clearing. Ongoing cat and rat control in settled areas. Christmas Island Endangered Biennial island-wide survey to Commencement of  Numbers steady emerald dove be repeated in 2015. biological control (Chalcophaps implementation program indica natalis) for yellow crazy ants in July 2013. Forest rehabilitation program. Ongoing cat and rat control in settled areas. 7

7 | Appendices 113 Kakadu National Park

Species EPBC Act Monitoring Actions Trend status 1 Northern quoll Endangered Full flora and fauna survey of Landscape unit-based fire  Numbers falling (Dasyurus fire plots has been completed management to improve Awaiting results hallucatus) and together with results from habitat quality. from the 2014 fire current biodiversity hotspot Offshore species relocation plot fauna surveys. surveys will give an improved program conducted in understanding of status. Significant conjunction with Northern population decline Incidental sighting database Territory government occurred following records any sightings or agencies. the arrival of cane road kill. Program in place for toads. Reports of Ongoing NERP project is monitoring survival rates of sightings examining the impact of feral offspring of captive-bred throughout the park cats on small mammals and ‘toad smart’ quolls trained are received reptiles. Quolls have been to avoid cane toads. periodically. recorded, using remote Education by media and Monitoring since cameras, and six live quolls presentations on the December 2009 at have been trapped to date impact of dogs (particularly East Alligator which were microchipped. those that get food from Ranger Station Research now also includes humans) on quolls. shows that a health assessment and tissue remnant population sampling for disease. Targeted Ongoing wild dog control around Jabiru. persists, albeit in monitoring at East Alligator low numbers. A Threatened species Ranger Station (‘toad smart’ number of workshop proceedings population) has shown that captive-bred completed and quolls and offspring are ‘toad-smart’ quolls development of threatened avoiding cane toads (Rhinella are surviving and species strategy marina), but roaming dogs/ reproducing in this commenced. dingoes are taking their toll area. Five adult on the quoll population. NERP project examining female quolls were Targeted trapping by park impact of feral cats on captured in staff at a newly found small mammals and 2013–14 wet season population has occurred for reptiles established. which is the same 2 years. Re-trapping at a Enclosures completed and as May 2013. Wild previous population site near monitoring work dogs are a threat to Mary River Ranger Station commenced. quolls in this area. found there are still no quolls there since the arrival of toads which killed off the population.

114 Director of National Parks | Annual Report 2013–14 Kakadu National Park continued

Species EPBC Act Monitoring Actions Trend status Northern brown Not listed Full flora and fauna survey of Landscape unit-based fire  Numbers falling 1 bandicoot fire plots has been completed, management to improve Awaiting results (Isoodon and together with results from habitat quality. from the 2014 fire macrourus) current biodiversity hotspot Five-year re-survey of fire plot fauna surveys. surveys, will give an improved plots completed. understanding of status. Status likely to be Threatened species consistent with Data analysis is under way for workshop proceedings pattern of small the fire plot surveys. A final completed and mammal decline report and program review development of threatened across northern are due in December 2014. species strategy Australia. Incidental sighting database commenced. records any sightings or NERP project examining road kill. impact of feral cats on Ongoing NERP project small mammals and examining impact of feral cats reptiles established. on small mammals and Enclosures completed reptiles has captured and monitoring work bandicoots using remote commenced. cameras and live trapping; individuals are microchipped. Northern Not listed Full flora and fauna survey of Landscape unit-based fire  Numbers falling brushtail possum fire plots has been completed, management to improve Awaiting results (Trichosurus and together with results from habitat quality. from the 2014 fire arnhemensis) current biodiversity hotspot Threatened species plot fauna surveys. surveys, will give an improved workshop proceedings understanding of status. Status likely to be completed and consistent with Data analysis is under way for development of threatened pattern of small the fire plot surveys. A final species strategy mammal decline report and program review commenced. across northern are due in December 2014. NERP project examining Australia. Incidental sighting database impact of feral cats on records any sightings or small mammals and road kill. reptiles established. Enclosures completed and monitoring work commenced. Brush-tailed Vulnerable Full flora and fauna survey of Landscape unit-based fire  Numbers falling rabbit-rat fire plots has been completed management to improve Awaiting results (Conilurus and together with results from habitat quality. from the 2014 fire penicillatus) current biodiversity hotspot Threatened species plot fauna surveys. surveys will give an improved workshop proceedings understanding of status. Status likely to be completed and consistent with Data analysis is under way for development of threatened pattern of small the fire plot surveys. A final species strategy mammal decline report and program review commenced. across northern are due in December 2014. NERP project examining Australia. Incidental sighting database impact of feral cats on records any sightings or road small mammals and kills. One likely accurate reptiles established. sighting has been recorded. Enclosures completed and monitoring work 7 commenced.

7 | Appendices 115 Kakadu National Park continued

Species EPBC Act Monitoring Actions Trend status 1 Black-footed Not listed Full flora and fauna survey of Landscape unit-based fire  Numbers falling tree-rat fire plots has been completed, management to improve Awaiting results (Mesembriomys and together with results from habitat quality. from the 2014 fire gouldii) current biodiversity hotspot Threatened species plot fauna surveys. surveys, will give an improved workshop proceedings understanding of status. Status likely to be completed and consistent with Data analysis is under way for development of threatened pattern of small the fire plot surveys. A final species strategy mammal decline report and program review commenced. across northern are due in December 2014. NERP project examining Australia. Incidental sighting or road impact of feral cats on kills recorded. small mammals and Have been detected using reptiles established. remote cameras, in Enclosures completed and association with work on a monitoring work NERP project examining the commenced. impact of feral cats on small mammals and reptiles. Remote camera work is continuing. Pale field rat Not listed Full flora and fauna survey of fire Landscape unit-based fire  Numbers falling (Rattus tunnneyi) plots has been completed, and management to improve Awaiting results together with results from habitat quality. from the 2014 fire current biodiversity hotspot Threatened species plot fauna surveys. surveys, will give an improved workshop proceedings understanding of status. Status likely to be completed and consistent with Data analysis is under way for the development of threatened pattern of small fire plot surveys. A final report species strategy mammal decline and program review are due in commenced. across northern December 2014. NERP project examining Australia. Incidental sighting database impact of feral cats on records any sightings or road kill. small mammals and reptiles established. Enclosures completed and monitoring work commenced. Flatback turtle Vulnerable; Annual survey and capture No specific actions.  Numbers steady (Natator Marine; program (survey conducted Threatened species Flatback turtle data depressus) Migratory since 1995). In 2013 above workshop proceedings from across the Top average numbers of turtles completed and End is currently with 87 turtles and 58 nests development of threatened being processed. were recorded over the species strategy Preliminary results 20-day survey period commenced. suggest that the indicating that the population Kakadu population appears to be stable. is stable. In 2014, two turtles will be fitted with satellite trackers and sand temperature will be monitored to add to previous 7 sand temperature data.

116 Director of National Parks | Annual Report 2013–14 Kakadu National Park continued

Species EPBC Act Monitoring Actions Trend status Estuarine Marine; Continuation of survey and Management activities p Numbers 1 crocodile Migratory capture program that has focus on maintaining increasing (Crocodylus been under way since 1979. public safety. Preliminary results porosus) Satellite tracking project show an increase in under way since 2005. the population at East Alligator River. Populations in other rivers within Kakadu are steady or approaching carrying capacity. Biomass is increasing in the East Alligator River and is stable for other rivers within Kakadu. Researchers estimate number of estuarine crocodiles in the park at between 8000 and 12 000 (10% of total Northern Territory population).

Norfolk Island National Park

Species EPBC Act Monitoring Actions Trend status Green parrot or Endangered Surveys conducted throughout Active feral animal control p Numbers Norfolk Island the park in 2013 indicated a (rats, cats, crimson rosellas) increasing parakeet declining population at a critical through most of their Thirty-two chicks (Cyanoramphus level with an estimated habitat. fledged between cookii) population between 46 and 92 Construction of 80 predator November 2013 and individual birds remaining from resistant nest sites to June 2014. The an estimated 240 in 2010. improve nesting success. estimated number Of these remaining birds there Intensive monitoring of of females in the were only 10 confirmed records population has of adult females with the active nest sites and fledgling success. doubled since number of breeding pairs November 2013 unlikely to exceed 23. Supplementary feeding of chicks in the (from 10 to 20). nest if required. Initial investigation of possible translocation and captive breeding options to establish insurance populations. 7

7 | Appendices 117 Norfolk Island continued

Species EPBC Act Monitoring Actions Trend status 1 Norfolk Island Endangered Annual nest monitoring will Active monitoring of owl ? Data deficient morepork occur once new nest boxes nest sites. Rodent and (boobook) owl are installed. Population cat-control focused around (Ninox monitoring via distance known breeding nests. novaeseelandiae sampling and call play back Thirty new nest boxes have undulata) will be implemented during been constructed and will breeding season. be monitored during the nesting season. Norfolk golden Endangered A 2010 survey suggested Weed and feral ? Data deficient whistler numbers may be increasing animal control. Unable to determine (Pachycephala (population estimate 2200) trend at present. pectoralis though the population xanthoprocta) remains highly vulnerable. Pacific robin Vulnerable A 2010 survey did not include Weed and feral ? Data deficient (Petroica population estimate due to animal control. Unable to determine multicolor bias in data. trend at present. multicolor) Wedge-tailed Marine; No monitoring program Weed and feral ? Data deficient shearwater Migratory in place. animal control. Unable to determine (Ardenna pacifica) trend at present.

Pulu Keeling National Park

Species EPBC Act Monitoring Actions Trend status Red-footed Marine; Monitoring conducted in Community engagement  Numbers steady booby Migratory 2013–14. activities. Status being (Sula sula) determined from analysis of 2014 data. Cocos buff- Endangered Monitoring conducted in Extended monitoring of  Numbers steady banded rail 2013–14 for both Pulu Keeling the 39 translocated Status being (Gallirallus National Park and individuals from the park to determined from philippensis Horsburgh Island. Horsburgh Island (an analysis of andrewsi) insurance population). 2014 data.

118 Director of National Parks | Annual Report 2013–14 Uluru–Kata Tjuta National Park

Species EPBC Act Monitoring Actions Trend status Tjakura or great Vulnerable Annual monitoring of burrow Targeted prescribed  Numbers falling 1 desert skink systems. burning to increase (Liopholis kintorei) habitat suitability; feral animal control. Mala or rufous Endangered Annual trap-based Targeted prescribed  Numbers steady hare-wallaby monitoring. burning to increase habitat (Lagorchestes suitability and reduce the hirsutus) risk of bushfire. Feral animal control outside of the enclosure to reduce risk of breach and rabbit control inside the enclosure. Murtja or Not listed7 Biannual monitoring of burrow Targeted prescribed  Numbers falling brush-tailed systems and surface sign. burning to increase mulgara habitat suitability; (Dasycercus blythi) feral animal control. Itjariitjari or Endangered Monitoring methodology Feral animal control. ? Data deficient southern currently under development marsupial mole and peer review. (Notoryctes New methodology has typhlops) been published in Australian Mammology. Common Not listed Several monitoring methods No specific actions. ? Data deficient wallaroo or euro using remote camera (Macropus have failed. Honours project robustus) currently advertised through Sydney and Charles Darwin universities to develop effective monitoring methodology. Striated grasswren Not listed Population is very cryptic. No specific actions. ? Data deficient (Amytornis striatus) Honours project currently advertised through Sydney and Charles Darwin universities to develop effective monitoring methodology. Rare plant survey Not listed Annual monitoring Protection from bushfire;  Numbers steady of selected species. camel control.

7 Current EPBC Act status of two species of mulgara may not accurately reflect their correct conservation status due to taxonomic confusion between the two species.

7 | Appendices 119 PBS target—No net increase in distribution/abundance of significant invasive species

1 Park managers have nominated 24 significant invasive species across the six terrestrial reserves to identify changes in overall distribution and abundance. Of the selected species, the populations of six species are increasing; eight remain steady; five are falling; and population data are deficient for five.

Booderee National Park

Species Monitoring Actions Trend European red fox Fauna camera surveys. Ongoing intensive fox control via  Numbers steady (Vulpes vulpes) baiting and shooting of bait-shy Low densities being individuals. maintained. Bitou bush Triennial aerial survey Continued treatment by targeted hand  Numbers steady (Chrysanthemoides undertaken in June 2013. spraying (207 hours), ground-spraying monilifera) Annual aerial spray (12 hours), hand-pulling (100 hours) undertaken in June 2014. and aerial helicopter spraying (14 hours).

Christmas Island National Park

Species Monitoring Actions Trend Yellow crazy ant Island-wide survey to be Commencement of biological control  Numbers falling (Anoplolepis repeated in 2015–16. implementation program for yellow Decline in the area of super gracilipes) crazy ants in July 2013. colonies following baiting. False curry bush Island-wide survey to be Opportunistic control when found in ? Data deficient (Clausena repeated in 2015–16. the park. Data deficient but most excavata) likely increasing. The 2015–16 island-wide survey will provide more data to help determine a trend. Siam weed Island-wide road Removal of existing seedlings from the  Numbers falling (Chromolaena monitoring survey. only known infestation. odorata) Feral cat Monitoring of bait take as Removal of an estimated 600 feral cats  Numbers falling (Felis catus) part of control works. on Christmas Island as part of an Declining to May 2014 ongoing collaborative control program under current controls. from May 2010 to May 2014.

120 Director of National Parks | Annual Report 2013–14 Kakadu National Park

Species Monitoring Actions Trend Mimosa Long-term annual Integrated eradication  Numbers steady (Mimosa pigra) monitoring program in program conducted. Under control, virtually 1 place with 222 sites All sites treated; 112 seedlings absent from the park. identified and mapped. were removed. Para grass The results of the 2013–14 NERP project to assess cost-  Numbers rising (Brachiaria helicopter survey of effectiveness of fire and herbicide to The distribution of this mutica) distribution of para grass control para grass. The project is species is increasing. and olive hymenachne on undertaken in association with Energy the Kakadu floodplains has Resources Australia on the Jabiluka been assessed for accuracy. mining lease. It has developed a This project is a collaboration preliminary rainfall-inundation model with the Kakadu weeds and commenced models of sea-level team, Charles Darwin rise for Kakadu floodplains under University and the Northern climate scenarios. Territory government’s weed management branch. Gamba grass Ongoing monitoring as Eradication program conducted,  Numbers steady (Andropogon part of integrated particularly on the major road networks Under control within the gayanus) weed program. in the park where infestations occur as a park but a large infestation result of inadvertent seed transport. is advancing towards the Removal of 29 plants from park’s southern boundary park roadsides. and presents a high risk. Infestation of the park via the two major highways continues to be a significant management issue. Mission grass Ongoing monitoring as Treated in a number of strategic areas;  Numbers rising (Pennisetum part of integrated opportunistic control elsewhere. The distribution of this polystachion) weed program. species is increasing. Olive The results of the 2013–14 NERP project developed a preliminary  Numbers rising hymenachne helicopter survey of rainfall-inundation model and The distribution of this (Hymenachne distribution of para grass commenced models of sea-level rise species is increasing. amplexicaulis) and olive hymenachne on for Kakadu floodplains under the Kakadu floodplains has climate scenarios. been assessed for accuracy. Controlled at a number of key locations; This project is a opportunistic control elsewhere. collaboration between the Kakadu weeds team, Charles Darwin University and the Northern Territory government’s weed management branch. Salvinia Ongoing monitoring as No specific actions.  Numbers steady (Salvinia molesta) part of integrated Extent of infestations varies weed program. greatly between locations and over time. Water buffalo Incidental sightings Opportunistic culling (22 buffalo shot).  Numbers rising (Bubalus bubalis) database maintained. Feral pig Incidental sightings Opportunistic culling (103 pigs shot).  Numbers rising 7 (Sus scrofa) database maintained.

7 | Appendices 121 Norfolk Island National Park

Species Monitoring Actions Trend Black rat Quarterly survey of Predation by rodents is listed as a  Numbers rising 1 (Rattus rattus) presence/absence. priority threatening process under the Trapping and baiting Norfolk Island Region Threatened program provides an Species Recovery Plan and the Threat indication of Abatement Plan for rodents on islands. presence/absence. More than 1000 bait stations set through the park and baited each month. The current, long-term baiting program should have established a rodent-free core area within the park. As this has not occurred, new bait station arrangements and bait types are being investigated. A priority is the introduction of baits which will ensure non-target impacts are minimised. Feral cat Trapping program provides Predation by feral cats is listed as a ? Data deficient (Felis catus) an indication of presence/ priority threatening process under the Unable to determine absence. Gut analysis has Norfolk Island Region Threatened trends at present. determined prey Species Recovery Plan. composition (e.g. rats, Cat trapping occurs weekly. native birds). Currently investigating the use of baits to substitute trapping. Red guava Monitoring program The conservation weeding program has ? Data deficient (Psidium recently commenced. been a lower priority in 2013–14 due to Unable to determine cattleianum) necessary recovery activity on the trends at present. endangered green parrot. Invasion of habitat by exotic weeds is listed as a priority threatening process under the Norfolk Island Region Threatened Species Recovery Plan. African olive Monitoring program The conservation weeding program has ? Data deficient (Olea europaea recently commenced. been a lower priority in 2013–14 due to Unable to determine africana) necessary recovery activity on the trends at present. endangered green parrot. Invasion of habitat by exotic weeds is listed as a priority threatening process under the Norfolk Island Region Threatened Species Recovery Plan.

Pulu Keeling National Park

Species Monitoring Actions Trend Yellow crazy ant Island-wide survey in 2012. No specific control efforts. ? Data deficient (Anoplolepis However, heavy rains Specific monitoring activities for the Unable to determine gracilipes) affected reliability of park being devised by the Crazy Ant trends at present. survey results. Scientific Advisory Panel. Coral berry Island-wide survey in 2012 Limited opportunistic control  Numbers falling 7 (Rivina humilis) and opportunistic of seedlings. observational monitoring in 2013–14.

122 Director of National Parks | Annual Report 2013–14 Uluru–Kata Tjuta National Park

Species Monitoring Actions Trend Buffel grass Global positioning Burn/spray control trials, hand-pulling  Numbers steady (Cenchrus ciliaris) system-based survey in selected areas plus herbicide 1 completed every application where appropriate. three years. Feral cat Track (six monthly) Trapping plus rabbit reduction  Numbers steady (Felis catus) and remote camera to reduce food availability. Decreasing in some areas (ongoing) based and stable in others. monitoring. European wild Warren-based monitoring. Biological control, shooting  Numbers falling rabbit and trapping. (Oryctolagus cuniculus) European red fox Track (six monthly) and Trapping plus rabbit reduction  Numbers steady (Vulpes vulpes) remote camera (ongoing) to reduce food availability. based monitoring.

KEY RESULT AREA 3—JOINT MANAGEMENT AND WORKING WITH INDIGENOUS COMMUNITIES

PBS target—Five per cent increase in numbers of Indigenous staff and/or contractors directly or indirectly providing park services (jointly managed parks only)

The employment level of permanent Indigenous staff in Parks Australia’s three jointly managed national parks was essentially unchanged from 2012–13, with a slight increase in the actual number of ongoing Indigenous staff and in full-time equivalent terms. There is strong Indigenous representation in ongoing roles at Kakadu National Park, Uluru–Kata Tjuta National Park and Booderee National Park.

National Park At 30 June 2013 At 30 June 2014 Number Full-time Number Full-time equivalent equivalent Booderee 14 11.20 15 12.72 Kakadu 26 26.37 32 28.68 Uluru–Kata Tjuta 7 5.9 7 6.18 TOTAL 47 43.47 54 47.58

Specified trainee positions were maintained at Kakadu and Uluru–Kata Tjuta. Booderee commenced a specified trainee position in June 2013. Booderee filled an executive-level position by advertising the position consistent with the APS special measures guidelines. The recruitment process resulted in the first ever ongoing Executive level 1 appointment of a traditional Aboriginal owner at Booderee. 7 Due to fluctuating project requirements and reduced revenue to the parks, long-term contracts expiring and difficulties in recruiting in a transient population, the number of Indigenous staff engaged as casual employees at Kakadu fell from 52 to 35 (full-time equivalents). Three Indigenous staff were engaged as casual employees at Booderee’s visitor centre.

7 | Appendices 123 The Kakadu Indigenous Ranger Program, funded through the Australian Government’s Working on Country program, hosted 10.5 community rangers delivering visitor services and natural and cultural heritage management programs across the park. The Warnbi Association 1 and Werenbun Aboriginal Corporation are partners in this program with the park. The Mutitjulu Community Rangers Program at Uluru–Kata Tjuta employed 35 (9.37 full-time equivalent) local Indigenous people in flexible employment arrangements to undertake a range of activities in the park with parks staff. This included walking-track maintenance, prescribed burning, feral animal control, cataloguing of oral history recordings and senior involvement in works planning.

KEY RESULT AREA 4—USE AND APPRECIATION OF PROTECTED AREAS

PBS target—Visitor satisfaction levels greater than 95 per cent

Visitor surveys were undertaken at Kakadu and Uluru–Kata Tjuta in the 2013–14 period. More than 98 per cent of visitors to Kakadu recorded a high overall level of satisfaction with their experience in the park. The survey results for Uluru–Kata Tjuta will be available in the latter half of 2014.

KEY RESULT AREA 6—BUSINESS MANAGEMENT

PBS target—In the annual Comcover Risk Management Benchmarking Survey, achieve an overall risk maturity level of ‘Structured’ or above s

In 2013–14 the Director scored 8.5 out of a possible 10 compared to an average score of 7.0 for the 135 participating Australian Government agencies. The Director achieved an overall risk maturity level of ‘Structured’.8

PBS target—The number of Comcare investigations is less than 5 per cent of the total notifiable incidents8 reported to the regulator Comcare.

Throughout 2013–14, eight9 notifiable incidents were reported to Comcare, however, no further investigations were required.

8 An incident is notifiable to Comcare if it arises out of the conduct of a business or undertaking and results in the death, serious injury or serious illness of a person or involves a dangerous incident. 9 There were four additional incidents reported to Comcare, however, they did not meet the definition of notifiable incident.

124 Director of National Parks | Annual Report 2013–14 KEY RESULT AREA 7—BIODIVERSITY KNOWLEDGE MANAGEMENT PBS target—Five per cent increase in website unique users and publications accessed 1 In October 2013 Parks Australia launched a new tourism focussed website. In the last eight months of the financial year the site was visited by 244,749 people with 1 172 650 hits. A revised department website was launched in November 2013. This new website contains pages specifically about Parks Australia and provides links to the Parks Australia tourism website. In total, the unique visitors who accessed information about our parks and services online was 523 216—an increase of 22.8 per cent on the previous year. The number of social media channels used to promote our national parks was expanded to include Instagram. The number of people who interacted with Parks Australia through our existing social media platforms increased by 23 per cent to 4.5 million views.

7 | Appendices 125 Appendix C: Ecologically sustainable development and environmental performance 1 Section 516A of the Environment Protection and Biodiversity Conservation Act 1999 requires Australian Government organisations to include in their annual reports, details of their contribution to ecologically sustainable development and their environmental performance. Section 516A also promotes development of a framework that integrates environmental, economic and social considerations and helps improve environmental performance and the ecologically sustainable development of Australian Government agencies. The following is a summary of activities by the Director of National Parks in 2013–14 in accordance with section 516A of the Environment Protection and Biodiversity Conservation Act.

1. How the activities of the organisation, and the administration of legislation by the organisation, accord with the principles of sustainable development (section 516A(6)(a)) In accord with the principles of integrating environmental, social and economic considerations and with the objective of ensuring the long-term sustainability of biodiversity, the Director: • managed biodiversity in Commonwealth terrestrial and marine reserves in accordance with management plans prepared under the Environment Protection and Biodiversity Conservation Act, which explicitly recognises the principles of ecologically sustainable development • managed the reserves in consultation with boards of management and advisory committees • undertook monitoring and assessment programmes for plants and animals within the reserves • undertook compliance operations resulting in detection and fines against illegal activities in the reserves • worked with traditional Aboriginal owners to implement traditional management and use of resources • established criteria for preparing tourism master plans which provide for safe and memorable visitor experiences, while improving benefits to local communities and ensuring the environmental values of the reserves were not affected.

The principles of ecologically sustainable development, especially by employing or promoting the use of the precautionary principle, were followed by the Director in: • making decisions that comply with the Environment Protection and Biodiversity Conservation Act (sections 324 to 390A) and in accordance with decision-making 7 and environmental-impact assessment procedures for works and new developments in Commonwealth reserves • adapting management approaches to take account of the Parks Australia Climate Change Strategy and climate-change strategies in place in each Commonwealth terrestrial reserve.

126 Director of National Parks | Annual Report 2013–14 The Director worked in accordance with the principles of ecologically sustainable development to promote conservation of the environment for the benefit of future generations by: • promoting enjoyment and understanding of protected areas and their conservation 1 objectives as set out in management plans for each reserve • working with traditional Aboriginal owners to ensure traditional knowledge about management and use of the land is incorporated into park-management activities and that opportunities are created for young Indigenous people to learn about and contribute to park management.

For a summary of activities undertaken in 2013–14 refer to chapter 4 of this annual report under ‘KRA 3—Joint management and working with Indigenous communities’ and ‘KRA 4—Use and appreciation of protected areas’. The following activities accord with the principles of ecologically sustainable development by ensuring that conservation of biological diversity and ecological integrity is a fundamental consideration in decision-making: • Commonwealth reserves are managed in accordance with management plans established under the Environment Protection and Biodiversity Conservation Act and with the International Union for Conservation of Nature protected area categories which have as their primary purpose the long-term conservation of nature. • Management plans set out clear decision-making and environmental-assessment procedures for works and new proposals in Commonwealth reserves to ensure the conservation of biological diversity and ecological integrity.

For a summary of activities undertaken in 2013–14 refer to chapter 4 of this annual report under ‘KRA 1—Natural heritage management’. The following activities accord with the principles of ecologically sustainable development by aiming to improve valuation, pricing and incentive mechanisms: • Tour-operator workshops and tour-guide accreditation aim to improve the quality and consistency of visitor experiences. • Entry and park-use fees at heavily visited reserves ensure visitors contribute to the cost of park management.

7 | Appendices 127 2. How the outcomes specified in the relevant Appropriations Act contribute to ecologically sustainable development (section 516A(6)(b)) The Director of National Parks’ key outcome as identified in the 2013–14 Sustainability, 1 Environment, Water, Population and Communities Portfolio Budget Statements is: Conservation and appreciation of Commonwealth reserves through the provision of safe visitor access, the control of invasive species and working with stakeholders and neighbours. The Portfolio Budget Statements describe this outcome as follows: The conservation and appreciation of natural and cultural values of Commonwealth reserves through best practice management of nationally significant assets, working with traditional owners and stakeholders, providing appropriate recreation and tourism and improving understanding of the values of reserves. Activities undertaken during 2013–14 to achieve this outcome are described in chapter 4 of this annual report.

3. Effect of the organisation’s activities on the environment (section 516A(6)(c)) The Director is responsible for managing Australia’s Commonwealth reserves. Three of these reserves are managed jointly with their Indigenous owners. Potential large-scale threats to the reserves are managed by statutory protective mechanisms and decision-making and assessment processes set out in management plans. Through the Environment Protection and Biodiversity Conservation Act and Regulations and in accordance with the management plan for each reserve, the Director manages commercial activities (such as tourism and camping) in terrestrial reserves and regulates access and practices of a number of sectors that operate within multiple use Commonwealth marine reserves (e.g. commercial fishing; aquaculture).

4. Measures being taken by the organisation to minimise the impact of its activities on the environment (section 516A(6)(d)) The Director maintains a strong commitment to continuous improvement in environmental performance. The Director conducts environmental audits of operations to maximise efficient use of resources, reduce waste, and build environmental awareness among its employees and volunteers. Each terrestrial reserve management plan identifies actions to reduce the ecological impact of the reserve’s operations. Office paper, toner cartridges and organic waste are recycled and office machines (photocopiers and printers) are automatically programmed to save power. Where possible, printers are programmed to produce duplex (double-sided) documents to reduce paper use. In 2013–14 all Parks Australia terrestrial parks and reserves had climate-change strategies in place and continued to implement them. 7 For a summary of activities undertaken in 2013–14 refer to chapter 4 of this annual report under ‘KRA 6—Business management’.

128 Director of National Parks | Annual Report 2013–14 5. Mechanisms for reviewing and increasing the effectiveness of these measures (section 516A(6)(e)) In accordance with the Australian Government’s policy on energy efficiency in government operations, the Director reports on annual energy performance in both the department's 1 annual report and in this report. Public reporting provides a number of benefits to the Director including: • increasing awareness of energy and greenhouse issues • measuring relative performance • providing a benchmarking tool • tracking changes over time • identifying high-intensity areas • encouraging improvement through transparency.

A summary of environmental performance related to greenhouse gas emissions and energy consumption is provided in tables C1 and C2, for paper consumption in table C3, and for water consumption in table C4.

Environmental performance

The environmental performance of Parks Australia’s metropolitan (Canberra, Darwin and Hobart) office-based staff is included in the department's environmental performance report. This report covers Parks Australia’s operations in the following locations: • Kakadu National Park • Uluru–Kata Tjuta National Park • Territory of Christmas Island (Christmas Island National Park) • Territory of Cocos (Keeling) Islands (Pulu Keeling National Park) • Jervis Bay Territory (Booderee National Park) • Territory of Norfolk Island • Australian National Botanic Gardens.

Operational requirements at each site, such as electricity, transport, developing new infrastructure and managing waste, contribute to the carbon footprint. Some properties have specialised needs—for example the Gardens maintains climate-controlled conditions in many of its glasshouses. The remote location of some reserves limits opportunities to reduce their environmental impact. Reserve management activities such as revegetation projects and fire and pest management may also have implications for the carbon cycle. Conserving biodiversity is a primary objective for all reserves and careful management of the use of fire and vegetation can help reduce greenhouse gas emissions. However, reliable indicators are not yet available to measure the 7 contribution that Parks Australia’s biodiversity management activities make to cut emissions.

7 | Appendices 129 Environmental performance—energy use

Environmental, economic and social objectives and considerations are in place, or in 1 preparation, to be outlined and integrated in management plans and climate-change strategies for all Parks Australia sites. These include: • reducing greenhouse gas emissions from park operational activities (such as energy use, transport and waste management) to 10 per cent below 2007–08 levels by mid-2015 • developing environmental management plans identifying actions to reduce the carbon footprint of park operations and the level of carbon emission reductions associated with each mitigation action • changing existing electric hot water systems to solar hot water, instantaneous gas or heat pumps, as replacement becomes necessary • installing energy-efficient light fixtures and light-controlling devices (such as motion sensors) in all park facilities • replacing older vehicles with more efficient vehicles.

Despite a slight increase in stationary energy consumption (0.6 per cent), a decrease in transport energy use (12.0 per cent) resulted in an overall decrease in total greenhouse emissions from energy consumption by parks and reserves of 1.7 per cent compared with the average over the past three years (tables C1 and C2). Parks staff continue to make a conscious effort to minimise business-related travel, while recognising that face-to-face contact and visits to remote locations are sometimes necessary, particularly for the three parks that are managed jointly with their Indigenous owners. Parks Australia increasingly uses alternatives to air travel such as tele and videoconferencing.

Table C1: Director of National Parks terrestrial reserves greenhouse gas emissions 2010–14 (stationary energy use)

2010–11 2011–12 2012–13 2013–14 Annual % change (tonnes (tonnes (tonnes (tonnes average compared

of CO2e) of CO2e) of CO2e) of CO2e) 2010–13 with average Australian National Botanic Gardens 1262.1 1287.3 1060.5 1143.5 1203.3 -15.9 Booderee National Park 159.2 146.3 153.1 141.2 152.9 –7.6 Christmas Island National Park 47.7 65.6 76.7 57.4 63.3 –9.4 Kakadu National Park 1171.3 903.7 1147.6 1050.2 1074.2 –2.2 Norfolk Island National Park 3.3 3.1 3.4 3.6 3.3 10.2 and Botanic Garden Pulu Keeling National Park 13 10.1 11.9 10.1 11.7 –13.4 Uluru–Kata Tjuta National Park 1165.1 1265.8 1320.5 1373.8 1250.5 9.9 Total 3821.7 3681.9 3773.6 3779.8 3759.2 0.6 7

130 Director of National Parks | Annual Report 2013–14 Table C2: Director of National Parks terrestrial reserves greenhouse gas emissions 2010–14 (transport energy use)

2010–11 2011–12 2012–13 2013–14 Annual % change (tonnes (tonnes (tonnes (tonnes average compared 1 of CO2e) of CO2e) of CO2e) of CO2e) 2010–13 with average Australian National Botanic Gardens 23.3 32.4 31.9 21.0 29.2 –28.1 Booderee National Park 68.5 63.5 66.7 51.2 66.2 –22.7 Christmas Island National Park 83.5 80.4 89.0 84.9 84.3 0.7 Kakadu National Park 571.9 520.4 507.2 452.2 533.2 –15.2 Norfolk Island National Park 12.8 10.8 12.1 11.4 11.9 –4.2 and Botanic Garden Pulu Keeling National Park 2.8 4.3 5.3 3.6 4.1 –12.9 Uluru–Kata Tjuta National Park 133.8 138.1 106.3 128.2 126.1 1.7 Total 896.6 850.0 818.5 752.5 855.0 –12.0

Environmental performance—waste

Obtaining accurate measurements of greenhouse emissions from waste remains challenging and estimates were not available in 2013–14 for all reserves. The Director adopts environmental best-practice principles for resource use and management of waste products. Management plans are in place or in preparation for all sites including provisions to minimise waste production across park operations. Such provisions include: • establishing guidelines to formalise waste-reduction strategies into standard park practises (such as reducing consumption, duplex printing, recycling) • sourcing consumable items such as office paper from renewable sources • where possible, providing recycling facilities to visitors or promoting ‘rubbish-bin free’ sites that encourage the public to take their waste home for recycling • for island sites such as Norfolk Island, arranging for mainland recycling of consumables such as used printer cartridges.

Ongoing efforts are focused on providing web-based visitor and interpretative materials, which will further reduce printing and paper consumption. The number of reams of paper purchased decreased by 10.3 per cent in 2013–14 compared with the average number of reams purchased over the previous three years, representing an average of 3.51 reams of paper per employee (excluding metropolitan office-based staff), well below the 10 reams per person target set for the Australian Public Service. These decreases reflect the bulk purchasing patterns of remote parks. Several reserves use 100 per cent post-consumer recycled paper for printing. Technology upgrades at all locations are now providing more opportunities to print double-sided, thereby reducing paper wastage further. Access to regional recycling facilities is gradually improving for more remote locations such 7 as Kakadu and Uluru–Kata Tjuta national parks and external territories. Basic recycling facilities are available on Norfolk Island and office paper is being sourced from renewable sources

7 | Appendices 131 when available. Kakadu National Park is participating in a regional recycling and resource recovery programme, and will continue its recycling programmes for paper, glass and aluminium in and around offices. Uluru–Kata Tjuta National Park is operating the Mutitjulu 1 waste site facility in line with the Waste Management Guidelines for Small Communities in the Northern Territory—Working Towards Best Practice 2009 and has engaged the services of an appropriate provider to manage the facility. Recycling facilities continue to be available in all Australian National Botanic Gardens offices and on-site facilities, including composting of organic kitchen waste. The Gardens is a rubbish-bin-free site for the public and they are encouraged to take home their waste for recycling. In 2013–14 approximately 300 cubic metres of plant material was recycled, with an increasing amount used as mulch on site.

Table C3: Director of National Parks terrestrial reserves paper consumption 2010–14 (reams of paper)

Reams Reams Reams Average Average % change of paper of paper of paper reams of reams of compared 2010–11 2011–12 paper paper with average 2009–12 2010–13 Australian National Botanic Gardens 320 282 103 146 235 –38 Booderee National Park 45 56 100 180 67 169 Christmas Island National Park 50 50 50 30 50 –40 Kakadu National Park 227 366 388 280 327 –14 Norfolk Island National Park 40 37 30 35 35 0 and Botanic Garden Pulu Keeling National Park 4 4 4 3 4 –25 Uluru–Kata Tjuta National Park 140 66 300 46 169 –73 Total 826 861 975 720 887 –19

132 Director of National Parks | Annual Report 2013–14 Environmental performance—water

Protecting water quality is a high priority for Parks Australia. Management plans are in place or in preparation for all sites to ensure water use is minimised and water quality maintained. 1 These plans may include: • auditing water use in Commonwealth reserves and implementing actions to provide efficiencies and improvements • implementing water-saving initiatives such as rainwater harvesting, water recycling, the use of water-saving devices and upgrading water-reticulation infrastructure • providing information to visitors on how to protect water quality.

The quality of surface water, groundwater and water holes in reserves is monitored regularly and activities in each reserve must not interrupt the natural flow of water. The capacity to measure water consumption at each reserve is improving but consistent data are not yet available. A 22.2 per cent increase in water use recorded across the reserves in 2013–14 reflects the summer failure of the non-potable water filtering system at the Australian National Botanic Gardens, and the water now required for the relatively new swimming pool in the Mutitjulu community compared against the average over previous years.

Table C4: Director of National Parks terrestrial reserves: water consumption 2010–14

2010–11 2011–12 2012–13 2013–14 Average % change (kL) (kL) (kL) (kL) (kL) compared 2010–13 with average Australian National Botanic Gardens 122 178 128 368 163 833 175 540 138 126 27.1 Booderee National Park 10 525 8480 6452 5857 8486 –31.0 Christmas Island National Park 8148 9473 9313 15 438 8978 72.0 Kakadu National Park 40 923 53 507 55 529 57 000 49 986 14.0 Norfolk Island National Park – – – _ – _ and Botanic Garden(a) Pulu Keeling National Park 18 14 41 18 24 –26.0 Uluru–Kata Tjuta National Park 50 430 74 782 62 756 73 824 62 656 17.8 Total 232 222 274 624 297 924 327 677 268 257 22.2

(a) Norfolk Island operates entirely on harvested rainwater.

7 | Appendices 133 Appendix D: Compliance index

This annual report has been prepared in accordance with the Commonwealth Authorities 1 (Annual Reporting) Orders 2011.

Requirement Page Certification 4 Corporate governance 62 Director’s details 6 Effects of Ministerial directions 62 Enabling legislation and responsible Minister 62 Financial statements 73 Indemnities and insurance premiums for officers 66 Judicial decisions and reviews by outside bodies 66 Outline of organisational structure 16 Report on performance 26 Review by Director 2 Review of operations and future prospects 26 Social inclusion 71 Other statutory requirements Agency resourcing 106 Ecologically sustainable development and environmental performance 71 Freedom of information 71 Work health and safety 129

134 Director of National Parks | Annual Report 2013–14 Index 1 conservation programme, 56 A description of, 11 Abbott’s booby (Papasula abbotti) ecological drivers of seed germination, 36 Christmas Island National Park, 29, 113 education/interpretation programmes, 44, 45 Aboriginal Areas Protection Authority energy use, 130–131 and register of sites of significance, 38 establishment for plants of Australian alpine and Aboriginal enterprises, 41 sub-alpine bogs and fens, 36 advisory committees, 63 ex situ conservation of Australia’s rare and threatened see also consultation biodiversity, 55 Agency Resourcing Statement, 8, 110 ex situ plant conservation, 50, 57 Anangu health and safety committee, 67 and Uluru–Kata Tjuta National Park, 44, 45 labeling project for the living collection, 56 apprentices see Indigenous apprentices; Indigenous management of, v, 7, 17 trainees and apprentices management plan, 27 asylum seekers and National Seed Bank, 29, 56 volunteer work by, in forest rehabilitation operations partnerships, 46, 48, 56, 57 on Christmas Island, 51 public programs/events, 46, 50 Atlas of Living Australia, 57, 58 recycling facilities, 132 audit committee, 64 Red Centre Garden, 46 Auditor-General, 53, 66 school programs, 44 Austland Services Pty Ltd volunteers, 45, 46 and management of Calperum and Taylorville Stations, see also Friends of Australian National Botanic 54 Gardens Australian alpine and sub-alpine bogs and fens, 51 water use, 133 establishment for plants by Australian National Botanic Australian National Herbarium, 58 Gardens, 36, 56 scientific publications, 58 Australian Antarctic Division, v, 16 summer botanical intern program, 58 and management of Heard Island and McDonald Australian National Parks Fund, 7 Islands Marine Reserve and Heard Island and Australian National University, 47, 48, 50 McDonald Islands Conservation Zone, v, 7, 28, 52 archaeological research project Kakadu National Park, Australian Biological Resources Study, 8, 16, 59 39 and Bush Blitz, 36 Australian Plant Census, 56, 57, 58 Australian Capital Territory Government Australian Plant Image Index, 57 and Australian National Botanic Gardens, 50 Australian Plant Name Index, 57, 58 Australian Customs and Border Protection Service, 28, 48, Australian Seed Bank Partnership, 48, 50, 55 69 species program, 50, 56 Australian Federal Police, 69 Australian Tropical Herbarium, 58 Australian Fisheries Management Authority, 28, 48, 50, 69 Australia’s National Landscapes, 7, 48 Australian IUCN reserve management principles, 27, 52 and tourism, 48 Australian National Botanic Gardens (ANBG) Australia’s Red Centre and 1000 Species program, 56 Australia’s National Landscapes, 49 and Atlas of Living Australia, 57, 58 Australia’s Virtual Herbarium, 58 and Australian Capital Territory Government, 50 awards and events, 46–47 and Australian Plant Census, 58 and Australian Plant Image Index, 57 and Australian Plant Name Index, 57 and Australian Tropical Herbarium, 58 B and biodiversity conservation, 50, 59 Barnes, Sally, 17 biodiversity information management and technical BHP Billiton infrastructure projects, 57 and Bush Blitz, 59 and Census of Vascular Plants, Hornworts, Liverworts Bininj and Slime Moulds of the Australian Capital Territory, and Kakadu National Park, 29, 42 58 biodiversity and Centre for Australian National Biodiversity conservation and protection of, 7, 29, 59 Research, 48, 50, 57, 58 biodiversity hotspot research surveys collection and storage of seed from endangered Kakadu National Park, 35, 114–116 plants, 50, 56

Index 135 biodiversity knowledge, 57–59 botanic gardens management, 56 biodiversity of Australian soils, 57 brush-tailed rabbit rat, 115 biodiversity science, knowledge management and use buff–banded rail see Cocos buff–banded rail (Gallirallus (KRA7), 27, 55–59 philippensis andrewsi) actions, 55 buffel grass (Cenchrus ciliaris), 32 1 objectives, 55 Bush Blitz, 36, 59 PBS target, 55 business and financial management, 53–54 performance outcomes, 55 business continuity plan, 64, 65 results, 55, 125 business management (KRA6), 52–54 Biome of Australia Soil Environments (BASE), 57 actions, 52 Bioplatforms Australia objectives, 52 and biodiversity of Australian soils, 57 PBS targets, 124 Bird and Nature Week performance outcomes, 52–53, 124 Christmas Island National Park, 44, 51, 112 results, 52–53 bitou bush (Chrysanthemoides monilifera) Booderee National Park, 30, 31, 120 black-footed tree-rat (Mesembriomys gouldii), 116 blue-tailed skink (Cryptoblepharus egeriae), 33, 37 C Christmas Island National Park, 29, 33 boards of management, 22 Calperum and Taylorville Stations Booderee Botanic Gardens, 56 description of, 8 Booderee National Park, management of, 8, 54 bitou bush, 30, 31, 120 cane toads (Rhinella marina) board of management, 22 Kakadu National Park, 34, 114 consultation with traditional Aboriginal owners, 6, 40 captive breeding or translocation of threatened animals, cultural education sessions, 44 33, 34, 111, 112, 114, 117 cultural heritage strategy, 39 Caring for our Country Program eastern bristlebird, 36 and Centre for Australian National Biodiversity education/interpretation programs, 44 Research, 50 energy use, 4 and Greening Australia, 50 firefighting, 30 cat-exclusion areas fox control, 31, 36 Kakadu National Park, 32 health and safety committee, 67 cats see feral cat and rat control Indigenous apprentices, 20, 40 Census of Vascular Plants, Hornworts, Liverworts and Slime Indigenous Ranger Cadet Program, 42 Moulds of the Australian Capital Territory, 58 Indigenous staffing, 19–20, 40, 41 Centre for Australian National Biodiversity Research, 48 Indigenous trainees, 20, 40 and Australian Tropical Herbarium, 58 information/interpretive signage, 45 and Atlas of Living Australia, 57 injuries and fatalities, 67–68 biodiversity information management and technical joint management of, 6, 20, 40 infrastructure projects, 57 Junior Ranger programs, 20, 41, 44 and Greening Australia, 50 kikuyu grass, 32 scientific publications, 58 KRA 1 PBS target: no net increase in distribution/ certification, 4 abundance of significant invasive species, 120 Charles Darwin University, 34, 35, 36, 48 KRA 1 PBS target: viable populations of selected Christmas Island significant species maintained, 111 Biodiversity Conservation Plan, 53 KRA 3 PBS target: 5 per cent increase in numbers Bird and Nature Week, 44, 51 of Indigenous staff and/or contractors directly or boardwalk, 46 indirectly providing park services, 123 feral cat and rat control, 31, 51, 120 Murray’s Wharf replacement, 45 Reptile Advisory Panel, 29, 51 myrtle rust, 36 Christmas Island blind snake (Ramphotyphlops exocoeti), public programmes/events, 47 112 staff training, 20, 42 Christmas Island emerald dove (Chalcophaps indica natalis), tourism, 45, 49 113 visitor facilities, 45 Christmas Island flying-fox (Pteropus melanotus natalis), visitor numbers, 44 33, 112 volunteers, 49, 56 Christmas Island frigate bird (Fregata andrewsi), 113 water infrastructure, 133 Christmas Island hawk-owl (Ninox natalis), 36, 113 work-experience placement for Indigenous students Christmas Island Minesite-to-Rainforest from the Wreck Bay Community, 42 Rehabilitation Program, 29 and Wreck Bay Aboriginal Community, 38, 42 Christmas Island National Park and Wreck Bay Aboriginal Community Council, Abbott’s booby, 29, 113 38, 39, 41, 42 advisory committee, 63

136 Director of National Parks | Annual Report 2013–14 Bird and Nature Week, 44, 51 Booderee Botanic Gardens; Norfolk Island Botanic blind snake, 112 Garden blue-tailed skink, 29, 33, 37, 112 Commonwealth fraud control guidelines, 66, 69 captive breeding of native reptiles, 29, 33 Commonwealth marine reserves see marine reserves Christmas Island flying-fox, 33 Commonwealth Ombudsman, 66 Christmas Island frigate bird, 113 Commonwealth reserve 1 Christmas Island hawk-owl, 36 definition, 6 coastal skink, 112 Commonwealth Scientific and Industrial Research Crazy Ant Scientific Advisory Panel, 30, 51 Organisation (CSIRO), 36, 47, 48, 57 cyclone Gillian, 46 and biodiversity of Australian soils, 57 description of, 11 Plant Industry Division and Centre for Australian emerald dove, 113 National Biodiversity Research, 48, 58 energy use, 130–131 Commonwealth terrestrial reserves see terrestrial reserves feral cat and rat control, 31, 51, 120 community ranger program, 41, 71 forest skink, 29, 33, 112 Kakadu National Park, 40, 124 giant gecko, 112 compliance and enforcement under Environment health and safety committee, 67 Protection and Biodiversity Conservation Act, 10, 69–70 KRA 1 PBS target: no net increase in distribution/ conservation zones, 6–7, 62, 11–14 abundance of significant invasive species, 120 consultation, 22, 63, 64 KRA 1 PBS target: viable populations of selected see also advisory committees significant species maintained, 112 control arrangements, 64–66 location, ii Convention on Wetlands of International Importance, 46 Lister’s gecko, 29, 33, 37, 112 coral berry (Rivinia humilis) management plan, 27, 53 Pulu Keeling National Park, 122 red crab, 30, 51, 113 Coral Sea Commonwealth Marine Reserve, iii, 35, 43 red-tailed tropicbird, 31 description of, 14 rehabilitation, 29, 51 management of, 16, 52 reptile housing, 33 management plan, 27 robber crab, 30 corporate governance, 62–66 school-based trainees, 51 corporate overview and financial summary, 5–14 Siam weed, 31, 120 Council of Heads of Australasian Herbaria, 57, 58 visitor experience, 48, 49 Council of Heads of Australia’s Botanic Gardens, 57 visitor facilities, 46 Crazy Ant Scientific Advisory Panel, 30, 51, 122 volunteer work by asylum seekers in forest Cultural Heritage Action Plan rehabilitation operations, 51 Uluru–Kata Tjuta National Park, 39 watering regimes, Cultural Heritage and Scientific Consultative Committee, 43 weed control, 29, 31, 120 cultural heritage management (KRA 2), 37–39 wetlands, 29, 46 actions, 37 yellow crazy ants, 30, 120 objective, 37 Christmas Island regional (multi-species) recovery plan, performance outcomes, 38–39 draft, 53 results, 38 Christmas Island Reptile Advisory Panel, 29, 51 cultural heritage program Christmas Island Tourism Association, 51 Kakadu National Park, 40, 41 Clark, Charlton, 18 Uluru–Kata Tjuta National Park, 39 climate change cultural heritage strategy adaptive management regimes, 52, 53, 126 Booderee National Park, 39 research projects, Kakadu National Park, 35 Cultural Site Management System strategies, 53, 126, 128, 130 Uluru–Kata Tjuta National Park, 38, 39 Closing the Gap, 40, 71 cultural sites coastal skink (Emola atrocostata), 112 identification and conservation of, 37, 38 Cochrane, Peter, 17 see also Director of National Parks (DNP) Cocos buff–banded rail (Gallirallus philippensis andrewsi), 33 Pulu Keeling National Park, 33, 118 D Comcover insurance, 66 Comcover Risk Management Benchmarking Scheme, Department of Agriculture, 48, 58 54, 65, 124 Department of Infrastructure and commercial fishing, vi, 50, 57, 69, 128 Regional Development, 48 Commonwealth Authorities and Companies Act, Christmas Island Minesite-to-Forest Rehabilitation 62, 84, 134 Programme, 29 and Director of National Parks, 4, 6, 62, 64 Department of Immigration and Border Protection Commonwealth botanic gardens, 6, 56 and volunteer work by asylum seekers in forest see also Australian National Botanic Gardens (ANBG); rehabilitation operations on Christmas Island, 51

Index 137 Department of Prime Minister and Cabinet, 49 environmental performance, 129–133 and Indigenous leadership program in the energy use, 130–131 West Arnhem Region, 42 waste, 131–132 Department of the Environment, v water, 133 annual reporting, 8, 19, 59, 67, 129 see also ecologically sustainable development and 1 Australian Antarctic Division, v, 7, 28 environmental performance and Director of National Parks, v, 8, 19, 62–63 estuarine crocodiles (Crocodylus porosus), 33, 111, 117 and freedom of information requests, 72 Kakadu National Park, 35 and Indigenous Protected Areas Program, 49 ex situ alpine plant conservation and Parks Australia, iv, v, 6, 55, 63 Australian National Botanic Gardens, 36, 56 Portfolio Budget Statements, 26 ex situ conservation of ACT rare and threatened plants Strategic Plan, 26, 27 Australian National Botanic Gardens, 50 Director of National Parks (DNP), 6 ex situ conservation of Australia’s rare and threatened corporate overview and financial summary, 5–14 biodiversity, 50, 55, 57 financial statements, 73–107 executive management, 16–18 functions, 6–9 executive team, 17–18 non-statutory, 8 external review, 66 statutory, 7 major highlights, v–vi management and accountability, 61–72 mission, v F and Northern Territory Government, 64 organisational structure, v, 15–24 fatalities see injuries and fatalities planning, reporting and performance, 25–59 feral animal control review, 2–3 Kakadu National Park, 32, 121 responsibilities of overview, ii–iii Norfolk Island National Park, 51, 117, 118 values and approaches, iv Uluru–Kata Tjuta National Park, 32, 41, 119, 123 Director of National Parks chief executive instructions, 64 feral cat and rat control Director’s review, 1–3 Christmas Island National Park, 31, 120 Norfolk Island National Park, 34, 122 see also rat control financial and business management, 53–54 E financial management see business and financial management Earthwatch Australia financial statements, 73–107 and Bush Blitz, 59 financial summary, 8–14 eastern bristlebird (Dasyornis brachypterus) fire management, 129 Booderee National Park, 36, 111 Booderee National Park, 30 ecological drivers of seed germination Kakadu National Park, 29, 35, 49, 114–116 Australian National Botanic Gardens, 36 Uluru–Kata Tjuta National Park, 34, 119 ecologically sustainable development and environmental fishing, vi, 43, 46 performance, 71 see also commercial fishing see also environmental performance flatback turtles (Natator depressus) ecotourism destinations, new, v Kakadu National Park, 35, 116 education/interpretation programs, 30, 44–45, 47, 56 flora and fauna fire plot surveys Emden see SMS Emden Kakadu National Park, 35, 114–116 energy use, 130–131 forest skink (Emoia nativitatis) entry and park-use fees, 8 Christmas Island National Park, 33, 112 entry fee revenue, 8 Foundation for National Parks and Wildlife, 33 environment fox control impact of DNP activities on, 126–129 Booderee National Park, 31, 36, 49, 111, 120 Environment Protection and Biodiversity Conservation Act Uluru–Kata Tjuta National Park, 32, 123 and Commonwealth reserves and conservation zones, fraud control, 66 6, 7, 11–14, 52, 62 freedom of information, 71 compliance and enforcement under, 69–70 procedures and initial contact points, 72 and consultation, 22, 63, 64 Freedom of Information Act, 71–72 and Director of National Parks, 6, 62 Friends of the [Australian National Botanic] Gardens, 46, 50 statutory functions, 7 funding, 62, 84, 110 and ecologically sustainable development and funding pressures, 105 environmental performance, 53, 71, 126–133 and management plans, 27, 53 and new marine reserves, 11–14

138 Director of National Parks | Annual Report 2013–14 G J gamba grass (Andropogon gayanus) James Cook University, 48, 57 Kakadu National Park, 32, 121 Jim Jim/Twin Falls precinct of Kakadu genetic resources Kakadu Tourism Master Plan and, 49, 53 management of, access to, 8 joint management, 20, 43 1 giant gecko (Cyrtodactylus sadleiri) joint management and working with Indigenous Christmas Island National Park, 112 communities (KRA3), 27, 40–43 gliders, 35 actions, 40 Global Strategy on Plant Conservation, 55 objectives, 40 Great Barrier Reef Marine Park, 8 PBS target, 123 Great Barrier Reef Marine Park Authority, 8 performance outcomes, 123–124 great desert skink (Liopholis kintorei) see tjakura results, 40–41 greenhouse emissions, 129–131 judicial decisions and decisions of Greening Australia administrative tribunals, 66 and Centre for Australian National Biodiversity, 50 Junior Ranger programs, 20, 41, 44

H K habitat management, 28–37 Kakadu Indigenous Ranger Program, 40, 71, 124 habitat restoration Kakadu National Park Christmas Island National Park, 29 Australian National University archaeological health and safety committees, 67 research project, 39 Heard Island and McDonald Islands Marine Reserve, and biodiversity hotspot research surveys, 35, 114–116 ii–iii, 14, 29 Board of Management, 23, 63 management of, 7, 19 cane toads, 34 management plan, 52 cat-exclusion areas, 32 historic shipwrecks, 39 climate change research projects, 35 histories, pre-histories and knowledge recording, 39 community events, 47 consultation with traditional Aboriginal owners, 20, 34, 38, 49, 53, 64 energy use, 130–131 I estuarine crocodiles, 33, 35, 117 feral animal control, 32 incidents and investigations, 10 filming, 46, 47 work health and safety, 54, 68 fire management, 29, 35 indemnities and insurance, 66 flatback turtles, 35, 116 Indigenous apprentices, 20, flora and fauna fire plot surveys, 34 Booderee National Park, 42 gamba grass, 32, 121 Kakadu National Park, 41 gliders, 35 Indigenous leadership program in the West Arnhem health and safety committee, 67 Region, 42 impact of cane toads on northern quolls, 34, 114 Indigenous Protected Areas, 17, 49 Indigenous apprentices, 20, 41 Indigenous Ranger Cadet Program Indigenous leadership program, 42 Booderee National Park, 42 Indigenous school-based apprentices, 20, 41 Indigenous school-based apprentices, 20 Indigenous staffing, 19, 41 Booderee National Park, 42 Indigenous trainees, 20 Kakadu National Park, 20, 41 joint management of, 23 Indigenous staff, 19, 40–41, 123–124 Junior Ranger programs, 20, 41 Indigenous trainees and apprentices, 20, 41, 42, 123 KRA 1 PBS target: no net increase in distribution/ information/interpretive signage, 45 abundance of significant invasive species, 121 infrastructure, 41, 49, 52, 78, 90–91 KRA 1 PBS target: viable populations of selected injuries and fatalities, 54, 68 significant species maintained, 114–117 insurance see indemnities and insurance KRA 3 PBS target: 5 per cent increase in numbers integrated occupational health and safety management of Indigenous staff and/or contractors directly or system (ParkSafe), 67 indirectly providing park services, 123–124 international developments, 47–48 KRA 4 PBS target: visitor satisfaction levels greater than International Union for the Conservation of Nature (IUCN), 95 per cent, 124 27 KRA 6 PBS target: no major injuries to staff, contractors, World Parks Congress, 2, 48, 64 volunteers and visitors relating to an undertaking of invasive species management, 30–32, 120–123 the Director of National Parks, 124 island ecosystems Leichhardt’s grasshopper, 35 protection of, v, 51 location, ii–iii

Index 139 management plan, 27, 53 mimosa, 32 M northern river shark, 34 mala or rufous hare wallaby (Lagorchestes hirsutus) olive hymenachne, 32, 36 Uluru–Kata Tjuta National Park, 33, 34, 119 para grass, 32, 36 Mala Walk at Uluru, 44 1 prescribed burning programme, 29 management and accountability, 61–72 recycling facilities, 132 management plans, 22, 27–28, 52–53, 63, 64 rehabilitation, 35 and environmental assessment procedures, research, 42 71, 127, 128 rock art maintenance programs, 38 marine reserves, vi, 27–28, 50, 52 speartooth shark, 34 marine environment threatened species strategy, 2, 34 protection of, 7 threatened species workshop, 34 marine reserves tourism, 2, 49 alert service for Commonwealth commercial fisheries, tourism consultative committee, 43, 64 50 trainee rangers, 20 compliance and enforcement, vi, 10, 69–70 visitor experience workshop, 49 list of, ii–iii, 11–14 visitor survey, 43 location of, ii–iii waste, 132 management of, v, 52, 62 water, 133 new, v, 3 weed control, 32, 36, 121 marine reserves management team, 16, 18–19 wetlands, 35 marine reserves networks, wild dog management program for Jabiru township, management plans, 50, 52 32, 114 Millennium Seed Bank (Kew), 56 Kakadu Research Advisory Committee, 43 mimosa (Mimosa pigra) Kakadu Tourism Consultative Committee, 43 Kakadu National Park, 32, 121 Kakadu Tourism Master Plan, 53 Morgan, Anna, 18 Kangaroo Island, ii–iii, 13 Murray’s Wharf replacement key result areas (KRAs), 27, 28–59, 111–125 Booderee National Park, 45 see also natural heritage management (KRA1); cultural Musso, Barbara, 18 heritage management (KRA2); joint management Mutitjulu community and working with Indigenous communities and new men’s keeping place, 39 (KRA3); use and appreciation of protected areas and water, 133 (KRA4); stakeholders and partnerships (KRA5); Mutitjulu Community Ranger Program, 38, 41, 71, 124 business management (KRA6); biodiversity myrtle rust (Uredo rangelii), 36, 50 science, knowledge management and use (KRA7); performance outcomes kikuyu grass (Pennisetum clandestinum) Booderee National Park, 32 knowledge recording see histories, pre-histories and N knowledge recording Nagoya Protocol on Access to Genetic Resources and the Fair and Equitable Sharing of Benefits Arising from their Utilisation, 17 National Environmental Research Program, 33 L and climate change research projects in Kakadu, 35 and speartooth shark, 34 La Trobe University and weed management in Kakadu, 32, 36 and yellow crazy ants, 31 National Mala Recovery Team, 33 Leichhardt’s grasshopper (Petasida ephippigera) National Reserve System, 17, 55 Kakadu National Park, 35 and Bush Blitz, 59 Lister’s gecko (Lepidodactylus listeri), 37 National Seed Bank, 29, 56 Christmas Island National Park, 29, 33, 112 native reptiles Long-nosed potoroo, 31, 33 captive breeding, 33 Christmas Island National Park, 29, 33, 37 natural heritage management (KRA1), 28–37, 111–123 actions, 28 objective, 28 PBS targets, 111 performance outcomes, 111–119 results, 28–30 New South Wales National Parks and Wildlife Service and World Parks Congress, 48

140 Director of National Parks | Annual Report 2013–14 Ningaloo marine reserve, ii–iii, 11 Norfolk Island Botanic Garden, 56 P Norfolk Island green parrot (Cyanoramphus cookii), pale field rat (Rattus tunneyi), 116 33, 34, 111, 117 paper consumption, 132 Norfolk Island Morepork owl (Ninox novaeseelandiae para grass (Brachiaria mutica) undulata), 118 Kakadu National Park, 32, 36, 121 1 Norfolk Island National Park Parks Australia description, 11 and management of terrestrial and marine reserves, energy use, 130, 131 v, 7, 29–30 health and safety committee, 67 organisational change, 7 KRA 1 PBS target: no net increase in distribution/ Parks Australia Climate Change Strategy, 53, 126, 128 abundance of significant invasive species, 122 Parks Australia Divisional Plan, 27 KRA 1 PBS target: viable populations of selected Parks Australia forum, 63 significant species maintained, 117–118 partnerships see stakeholders and partnerships (KRA5) location, ii–iii performance outcomes, 28–59 management plan, 53 natural heritage management (KRA1), 28–37 rat control, 34 cultural heritage management (KRA2), 37–39 recycling facilities, 131 joint management and working with Indigenous weed control, 32 communities (KRA3), 40–43, 123–124 North Commonwealth Marine Reserves Network, 12 use and appreciation of protected areas (KRA4), 43–47, North Keeling Island, 38 124 see also Pulu Keeling National Park stakeholders and partnerships (KRA5), 48–51 Northern Land Council, 38 business management (KRA6), 52–54, 124 northern brown bandicoot (Isoodon macrourus), 115 biodiversity science, knowledge management and use northern brushtail possum (Trichosurus arnhemensis), 115 (KRA7), 55–59, 125 northern quoll (Dasyurus hallucatus) Phosphate Resources Ltd Kakadu National Park, 34, 114 and Christmas Island National Park, 51 northern river shark (Glyphis garricki), 34 planning documents, 26–28, 63 Northern Territory Government, 49 planning, reporting and performance, 25–59 and Director of National Parks, 64 Portfolio Budget Statements, 26, North-west Commonwealth Marine Reserves Network, 11 and ecologically sustainable development, 126–129 Portfolio Budget Statements – reporting, 111–133 Portfolio Budget Statements – targets KRA 1—natural heritage management O no net increase in distribution/abundance of significant invasive species, 111–119 olive hymenachne (Hymenachne amplexicaulis) viable populations of selected significant species Kakadu National Park, 32, 36, 121 maintained, 120–123 Ooldea dunnart (Sminthopsis ooldea) KRA 3—joint management and working with Uluru–Kata Tjuta National Park, 34 Indigenous communities oral history collection 5 per cent increase in numbers of Indigenous Uluru–Kata Tjuta National Park, 39, 41, 124 staff and/or contractors directly or indirectly orchids providing park services (jointly managed parks Centre for Australian National Biodiversity Research, 58 only), 123–124 organisational chart, 16 KRA 4—use and appreciation of protected areas visitor organisational structure, 15–24 satisfaction levels greater than 95 per cent, 124 our people, 17–18 KRA 6—business management see also staffing overview Comcover risk benchmarking for the Director of National Parks ranks within the top 5 per cent of Commonwealth agencies, 124 no major injuries to staff, contractors, volunteers and visitors relating to an undertaking of the Director of National Parks, 124 KRA 7—biodiversity knowledge management 5 per cent increase in website unique users and publications accessed, 125

Index 141 prescribed burning program research partnerships, 48–51 Kakadu National Park, 29 revenue, 8–14, 86 protected areas risk and work health and safety, 54 management of, v, 26 risk management, 65, 124 see also use and appreciation of protected areas (KRA4) robber crab (Birgus latro) 1 publications see websites and publications Christmas Island National Park, 30 Pulu Keeling National Park rock art maintenance programs advisory committee, 63 Kakadu National Park, 38 assistance with suspected illegal entry vessels, 31 Uluru–Kata Tjuta National Park, 38, 39 biosecurity plan, 31 Royal Botanic Gardens Kew centenary of wreck of the SMS Emden, 38 Millennium Seed Bank, 56 Cocos buff–banded rail, 33 rufous hare wallaby see mala or rufous hare wallaby coral berry, 122 (Lagorchestes hirsutus) description of, 11 energy use, 130–131 health and safety committee, 67 KRA 1 PBS target: no net increase in distribution/ S abundance of significant invasive species, 122 KRA 1 PBS target: viable populations of selected school-leaver traineeship program, 20, 41, 42, 51 significant species maintained, 118 scientific publications, 34, 58 location, ii–iii seed collection, and storage of, from endangered plants, management plan, 27 50, 56 rat control, 31 see also Australian Seed Bank Partnership; Millennium red-footed booby, 37, 118 Seed Bank (Kew); National Seed Bank school program, 44 ‘Seedy Volunteers’ group weed control, 31 Australian National Botanic Gardens, 50 Pulu Keeling National Park Community senior management team, 19 Management Committee, 51 Serco Group Pty Ltd and volunteer work by asylum seekers in forest rehabilitation operations on Christmas Island, 51 shipwrecks, 31, 39 R Shire of Christmas Island and Christmas Island National Park, 30, 51 rabbit-control program Siam weed (Chromolaena odorata) Uluru–Kata Tjuta National Park, 32, 119, 123 Christmas Island National Park, 31, 120 rainforest plants see Key to Rainforest Plants (online) signage see information/interpretive signage Ramsar Convention see Wetlands (Ramsar) Convention significant species management, 111–119 rangers see community ranger program; Indigenous SMS Emden Ranger Cadet Program; Junior Ranger programs; Kakadu centenary of wreck of, 38 Indigenous Ranger Program; Mutitjulu Community Pulu Keeling National Park, 38 Ranger Program; trainee rangers social inclusion, 71 rat control social media see web and social media presence Christmas Island National Park, 51, 112–113 soil see biodiversity of Australian soils Norfolk Island National Park, 34 South Alligator River catchment, 34, 36 Pulu Keeling National Park, 31 South Alligator Valley containment rehabilitation see also feral cat and rat control area of Kakadu, 35 recycling facilities, 131–132 South-east Commonwealth Marine Reserves Network Red Centre see Australia’s Red Centre and commercial fishing, vi, 50 Red Centre Garden description of, 14 Australian National Botanic Gardens, 46 management plan, 50, 52 red crab (Gecarcoidea natalis) southern marsupial mole (Notoryctes typhlops) Christmas Island National Park, 30–31, 113 Uluru–Kata Tjuta National Park, 34, 119 red-footed booby (Sula sula) South-west Commonwealth Marine Reserves Network Pulu Keeling National Park, 37, 118 description of, 13 red-tailed tropicbird (Phaethon rubricauda) speartooth shark (Glyphis glyphis) Christmas Island National Park, 31 Kakadu National Park, 34 rehabilitation work, 29, 35, 51 species management see invasive species management; reptiles see native reptiles significant species management Research, 35–37, 48–51, 55–59 staff see our people

142 Director of National Parks | Annual Report 2013–14 staffing overview, 19–20 staff on remote islands, 19 U working with traditional owners, 20 Uluru–Kata Tjuta National Park, 6, 11 stakeholders and partnerships (KRA5), Anangu and, 38, 44, 45 actions, 48 and Ayers Rock Resort, 32 objective, 48 Board of Management, 6, 24, 43, 63 1 performance outcomes, 48–51 buffel grass, 32, 123 results, , 48–51 consultation with traditional Aboriginal owners, strategic planning and performance assessment 6, 20, 22, 38, 39, 45, 64 framework, 26, 63 Cultural Heritage Action Plan, 39 suspected illegal entry vessels Cultural Heritage and Scientific committee, 43 Cocos-based staff and, 31 cultural heritage program, 39 Cultural Site Management System, 38, 39 Cultural Site Management System database, 38 energy use, 130–131 T events, v events policy, 49 Taronga Zoo feral animal control, 32, 41, 123 and captive breeding of native reptiles, 33 Film and Photography Consultative committee, 43 Taylor, Mark, 17 great desert skink, 36 Taylorville Station see Calperum and Taylorville Stations health and safety committee, 67 Temperate East Commonwealth Marine Reserves Network Indigenous staffing, 19, 40, 41, 123–124 description of, 12 Indigenous trainees, 20, 40, 123 management plan, 27 information/interpretive signage, 45 tourism, 43 Intergenerational Training and terrestrial reserves Employment Strategy, 42 compliance and enforcement, 70 joint management of, 3, 6, 20, 22, 40, 63–64 list of, iii Junior Ranger programs, 39, 41 location of, ii KRA 1 PBS target: no net increase in distribution/ management of, v, 7, 27, 53 abundance of significant invasive species, 123 Territory of Norfolk Island, 129 KRA 1 PBS target: viable populations of selected threatened species strategy, 33 significant species maintained, 119 Kakadu National Park, 34 KRA 3 PBS target: 5 per cent increase in numbers threatened species workshop of Indigenous staff and/or contractors directly or Kakadu National Park, 34, 114–116 indirectly providing park services, 27, 123 tjakura or great desert skink (Liopholis kintorei) KRA 4 PBS target: visitor satisfaction levels greater Uluru–Kata Tjuta National Park, 33, 119 than 95 per cent, 124 Tjukurpa (Anangu traditional law and culture) location, ii–iii and management of the Uluru–Kata Tjuta mala or rufous hare wallaby, 33 National Park, 44, 45 Mala Walk at Uluru, 44 tourism, 43, 45–46, 49, 64 management plan, 53, 64 Australia’s National Landscapes, v, 7, 48, 49 media events, 47, 49 awards, 46, 47 men’s keeping place, 39 Booderee National Park, 45, 49 Ooldea dunnart, 34 Kakadu National Park, vi, 40, 43, 46, 53 oral history collection, 39, 41 Uluru–Kata Tjuta National Park, 43, 49 prescribed burning, 34, 41 web and social media presence, 45, 55, 125 recycling facilities, 131–132 see also ecotourism destinations and Red Centre National Landscape, 49 Tourism Australia, 46 research, 34, 36 and Australia’s National Landscapes, v, 7, 48 rock art maintenance programmes, 38, 39 partnership with, 7, 48 southern marsupial mole, 34 tourism consultative committees, 43, 64 tjakura or great desert skink, 33 Tourism NT, 46 tourism, 45, 49, 64 traditional cultural values tourism consultative committee, 43 maintenance and promotion of, 39 trainee rangers, 20 traditional owners visitor experience, 43, 45–46 and joint management of nationally significant visitor survey, 43, 124 protected areas, 2, 22–24 water use, 133 payments to, 11–14 women’s governance workshop, 42 trainee programs, 20 University of Canberra, 48 trainee rangers, 20 University of South Australia, 39 Training and Interpretation Subcommittee Booderee National Park, 43 training and support, 19, 41–42

Index 143 University of Sydney, 34, 48 West, Dr Judy, 17 use and appreciation of protected areas (KRA4), wetlands 43–47, 124 Christmas Island National Park, 29, 46 actions, 43 Kakadu National Park, 35 objectives, 43 Wetlands (Ramsar) Convention 1 PBS target, 124 Christmas Island National Park, 46 performance outcomes, 124 wild dog management program for Jabiru township results, 43–44 Kakadu National Park, 32, 114 women’s governance workshop Uluru–Kata Tjuta National Park, 42 work hazards, 67 V work health and safety, 67–68 incidents and investigations, 68 visitor experience, 49 initiatives and outcomes, 67 Australian National Botanic Gardens, v see also risk and work health and safety, Australia’s National Landscapes, 48 Work Health and Safety Act 2011, 67–68 Kakadu National Park, 47, 53 work health and safety incidents, 68 Uluru–Kata Tjuta National Park, 46 Working on Country programme visitor experience assessment workshops, 49 and Kakadu Indigenous Ranger Program, 40, 71, 124 visitor facilities, 45–46 World Parks Congress (IUCN), 2, 48, 64 visitor numbers, 10, 43–44 World Wetlands Day, 47 visitor satisfaction, 43–44 Wreck Bay Aboriginal Community visitor surveys, 43–44 and Booderee National Park, 38, 39, 41, 42, 71, 111 volunteers, 45, 49, 50, 56 work-experience placement for Indigenous students, 42 Wreck Bay Aboriginal Community Council and Booderee W National Park, 38, 39, 41, 42, 71 waste management, 131–132 Waste Management Guidelines for Small Communities in the Northern Territory—Working Towards Best Practice, Y 132 yellow crazy ants (Anoplolepis gracilipes) water infrastructure, 49, 129, 133 Christmas Island National Park, 30–31, 120 water quality, 133 water use, 133 web and social media presence, 45, 55, 125 and tourism, 125 websites and publications, 55 weed control, Booderee National Park, 30, 120 Christmas Island National Park, 29, 31, 120 Kakadu National Park, 32, 34, 36, 121 Norfolk Island National Park, 32, 122 Pulu Keeling National Park, 31, 122 Uluru–Kata Tjuta National Park, 123

144 Director of National Parks | Annual Report 2013–14

Street address 33 Allara Street Canberra ACT 2601

Postal address PO Box 787 Canberra ACT 2601

Enquiries Phone: (02) 6274 2220 Fax: (02) 6274 2349 environment.gov.au/parks The web address for this annual report is: environment.gov.au/parks/publications/annual/13-14