Annual Report 2006-2007

Department of Tourism, Arts and the Environment The Department of Tourism, Department of Tourism, Arts and the Environment Annual Report 2006-07 Arts and the Environment

Working together co-operatively to celebrate the value of place in Tasmania

1 Department of Tourism, Arts and the Environment Annual Report 2006-07

Contents

Submission to the Minister 3 Workforce information 61

Secretary’s foreword 4 Human Resource Management Policies 61 Recruitment and selection 61 Organisational chart 6 Occupational health and safety performance 62 About us 7 Leave management 62 Who we are 7 Organisation and employee development 62 What we do 7 Managing diversity 63 Where we are going 8 Employee relations 63 Governance 8 Human Resource Management statistics 63 Strategic directions 9 Supporting Information 65 Management Boards 10 Policies to help manage our business 65 Creating strong communities 11 Asset management 65 Tasmania Together 11 Pricing policies 66 Our contribution to Tasmania Together 14 Risk management 66 Disability Framework for Action 17 Legislation administered by the Department 66 Business Unit Reports 19 Statutory and non-statutory bodies 67 Tourism Tasmania 20 Publications 67 Parks and Wildlife Service 24 Tenders and Consultancies 68 Heritage Tasmania 29 Freedom of Information 70 Aboriginal Heritage Office 33 Superannuation Certificate 71 Arts Tasmania 37 Financial statements 73 Tasmanian Museum and Art Gallery 42 Table of Contents 74 Royal Tasmanian Botanical Gardens 45 Auditor General’s Report 76 Environment 49 Financial statements 78 Agency-wide Services 57 Compliance index 118 Office of the Secretary 57 Corporate Support Services 59 Alphabetical index 120 How to contact us 122

Front Cover: Clarendon Homestead, Nile Photo by Renee Hodskiss Parks and Wildlife Service remote crews in the south-west Photo by Parks and Wildlife Service staff Inside Front Cover: Insiders, Fiona Lee, Government Cottage, Port Arthur Historic Site (Port Arthur Project, Ten Days on the Island) Photo by Prof Noel Frankham, University of Tasmania and Ten Days on the Island Ltd Sheep ear tags, Young Collectors Display, Tasmanian Museum and Art Gallery Photo by Michelle Nichols, Preservation Island excavation Photo by Parks and Wildlife Service staff Back Cover: Bornemissza Beetle Collection presented by Dr Bornemissza OAM 1998-2006 Tasmanian Museum and Art Gallery Unless otherwise stated, the copyright of all images remains with the Department of Tourism, Arts and the Environment 1

Department of Tourism, Arts and the Environment Annual Report 2006-07

Hon Paula Wriedt MHA Minister for Tourism, Arts and the Environment

Dear Minister In accordance with the requirements of Section 36 of the State Service Act 2000 and Section 27 of the Financial Management and Audit Act 1990, I am pleased to submit to you for presentation to Parliament, the Annual Report for the Department of Tourism, Arts and the Environment for the financial year ending 30 June 2007.

Separate reports will be presented to you by the Tourism Tasmania Board of Directors, the Botanical Gardens Board and the Trustees of the Tasmanian Museum and Art Gallery, in accordance with State legislation. Yours sincerely

Scott Gadd SECRETARY October 2007

3 Department of Tourism, Arts and the Environment Annual Report 2006-07 FOSTERING THE VALUE OF PLACE

Secretary’s foreword Amplified 2006, APRA masterclass with Dave Faulkner of the Hoodoo Gurus Photo by Thomas Moore

This year has been a year of consolidation for the tourism, The celebration of Tasmanian values, communities, arts and environment portfolio. The Department, together arts and culture is as important to the promotion and with its eight divisions, has been working to finalise its delivery of tourism experiences as inspiring images of first Corporate Plan and to maximise the benefit to our natural attractions. the State of having the diversity of the tourism, arts and Tasmania’s national parks and reserves are fundamental environment portfolio under one umbrella organisation. to the social, environmental and economic future of the The purpose of the Department of Tourism, State. They support regional communities and provide Arts and the Environment a range of recreational opportunities that inspire and The Department has responsibility for the natural and invigorate people, and promote a sense of place and cultural assets for which this State is renowned and in connection with nature. which creativity abounds. The work of the Department is Many improvements to facilities have been completed strategic as well as technical, long-term as well as reactive during 2006-07 including upgrades to the Lake St Clair and overall, always mindful of its important role and carpark and several management plans were published. impact on the lives of Tasmanians and the Tasmanian An arduous and long summer of fires directed many community. resources to ensuring the lives and properties of The Department’s people are professional, dedicated Tasmanians were protected as fires burnt large tracts and share the values that underpin those assets for which of the State. Already, a program to address a strategic we are custodians and that creativity which we seek burning program has been introduced. to nurture and which contribute daily to Tasmanians’ In January 2007, Tourism Tasmania launched the $3 enjoyment of their island. million ‘Island of Inspiration’ marketing campaign in its The value of place strongest pitch ever to attract domestic visitors. Tourism Tasmania continued its support for major tourism events The Department of Tourism, Arts and the Environment, in 2006-07. Many of these events fostered the value across its divisions, plays an important role in promoting of place by focussing attention on our island’s natural that value of place. At the core of all we do is respect for environment or culture. and acknowledgement of Tasmania’s Aboriginal culture, heritage and history; a role which we have met across the Uniquely Tasmanian events that can attract visitors Department with increasing vigour in recent years. are opportunities for communities to share their own connection with place. The Australian Wooden Boat The ongoing protection and promotion of Tasmanian Festival achieves this through a strong alignment with Aboriginal heritage, culture and history is integral to the Tasmania tourism brand built on our maritime Tasmania’s value as a place. Tasmania is home to one of heritage, and the passion and skill of boat owners and the world’s most unique and longest surviving cultures, a builders. This biennial event, which is supported by Events story which spans tens of thousands of years of Aboriginal Tasmania, attracted more than 500 vessels and 30,000 occupation. There now exists a thirst for knowledge attendees in February 2007. about the true story and identity of Tasmania. 4 5 Department of Tourism, Arts and the Environment Annual Report 2006-07

A key component of Tasmania’s unique value is its The six Tasmanian sites included in the nomination are abundant native wildlife, the most well-known species the Port Arthur Historic Site, the Coal Mines Historic Site, being the iconic Tasmanian devil. Tourism Tasmania Maria Island’s Darlington precinct, the Cascade Female secured a partnership with Warner Bros. that drew on Factory, Brickendon Estate and Woolmers Estate. Today, the worldwide fame and popularity of the Looney Tunes these sites are among Tasmania’s most visited tourism character Taz to help raise funds for research on the destinations, highlighting the social and economic value Tasmanian Devil Facial Tumour Disease that is impacting of places of historic heritage. on the species. Planning for the long-term futures of both the Royal Similarly the ‘value of place’ is central to many of Arts Tasmanian Botanical Gardens and the Tasmanian Museum Tasmania’s most successful programs. What would and Art Gallery is also well under way. Established in Ten Days on the Island be without its positioning of a 1818 the Gardens are Australia’s second oldest botanic statewide festival celebrating Tasmania’s natural assets garden and will celebrate its 190th anniversary next year. and its links to island cultures world-wide? The Gardens have embarked on the development of a Strategic Master Plan which includes the development of Arts Tasmania’s Natural and Cultural Residency Program, a Conservation Plan and Thematic Interpretation Plan, run in conjunction with the Parks and Wildlife Service, both of which will lay the foundation for conserving and enables artists to spend time in some of Tasmania’s interpreting the Gardens into the future. greatest locations and to express their artistic impressions of ‘place’. In response to interest from artists world-wide, Likewise, the Museum is progressing with a $30 million Arts Tasmania opened the program to international artists. redevelopment, which is indicative of the value the Government places on the Museum to provide Emerging designers from each State and Territory joined Tasmanians with an opportunity to understand more with local designers in a Design Island workshop led by about the natural, artistic and social environment in two Parisian designers at the fabulous Bay of Fires Walk. which we live. A new suite of Tasmanian Book Prizes for the best book about Tasmania, the best book by a Tasmanian and the The Environment Division has continued to play a major best book published in Tasmania provided a focus on role in ensuring best environmental practice within the the written word. Nicholas Shakespeare’s ‘In Tasmania’ State’s industrial activities, including the proposed pulp presented a slice of Tasmania to a worldwide audience. mill. Regulation, legislation and policy development, environmental assessment and extension programs, Tasmanian Living Writers’ Week provided discourse on such as the Living Environment Program, all contribute many aspects of Tasmanian life and the opportunity for to ensuring the sustainable development of Tasmania’s readers to engage with Tasmania’s prominent writers in natural resources. These tasks and functions all assist settings around the State. in fostering the value of place by protecting Tasmania’s Aboriginal projects highlighted the value this community unique natural environment. puts on place. The ‘Keeping Culture: Aboriginal Tasmania’ The future publication from the National Museum this year carried stories from many members of the Aboriginal community. I would like to thank and congratulate all staff for their Tayenebe is very much rooted in place, with Aboriginal contribution and achievements over the year. The many women rediscovering and identifying grasses and achievements and successes of the Department’s staff techniques used in traditional basket making and bringing are highlighted in the following pages. these back into contemporary cultural and arts practice. I would also like to acknowledge the work of our Heritage Tasmania has continued its work to ensure that Minister, Paula Wriedt, who is a great advocate for our Tasmania’s historic heritage is highly valued. It is a key Department. contributor to our sense of place and one of the three I look forward to continuing to lead the Department’s key tourism brands. The value of place is increasingly work, together with our Minister, staff and stakeholders, being recognised by local communities who appreciate in 2007-08. the need to protect those values as a link to our past and a defining aspect of our future. On a national level, the Tasmanian Government, through this Department, has been working with the Australian Government and the governments of Western Australia, New South Wales and Norfolk Island to develop a serial Scott Gadd nomination of 11 convict sites in Australia for inscription SECRETARY on the World Heritage List. October 2007

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Organisational chart as at 30 June 2007

Minister for Tourism, Arts and the Environment Paula Wriedt

Secretary Deputy Secretary Scott Gadd David Hudson

Office of the Secretary

Policy and Projects Communications Unit & Secretariat Moya Fyfe, Katherine Hough, Manager Information Director Management Chris Sampson, Director

Environment Aboriginal Heritage Warren Jones, Brett Noble, General Manager Manager

Parks and Tasmanian Museum Wildlife Service and Art Gallery Peter Mooney, Bill Bleathman, General Manager Director

Tourism Tasmania Heritage Tasmania Felicia Mariani, Pete Smith, Chief Executive Officer Manager

Royal Tasmanian Corporate Services Botanical Gardens Peter Harwood, Lesley Kirby, General Manager Director

Arts Tasmania Lynne Uptin, Director

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About us

Icarus Performance Troupe’s Roo’d at the Penitentiary, Port Arthur Historic Site Photo by Matthew Newton, Courtesy of Ten Days on the Island

Who we are What we do The Department of Tourism, Arts and the Environment The Department of Tourism, Arts and the Environment comprises eight operational Divisions: is the custodian of the many assets that make Tasmania ● Tourism Tasmania (incorporating Events Tasmania); such a unique state in which to live, work, and visit. ● Parks and Wildlife Service; It is responsible for the sustainable management and ● Tasmanian Museum and Art Gallery; protection, along with the development and promotion, ● Environment; of the State’s natural, built and cultural assets. ● Heritage Tasmania; The Department combines the strengths of each of its ● Aboriginal Heritage Office; Divisions – technical expertise and knowledge, global ● Royal Tasmanian Botanical Gardens; and positioning, brand focus, innovation, regulation, and field ● Arts Tasmania. experience with new opportunities to produce These divisions are supported by Corporate Services an integrated approach to sustainability. and the Office of the Secretary. One aspect of the Department’s sphere of influence, is the management of the State’s 423 reserves and The Department is assisted in the management of its national parks, which equate to about 37 percent of the portfolios by: land in Tasmania and present many complex challenges. ● Port Arthur Historic Site Management Authority; The Department works towards achieving and maintaining ● Tasmanian Heritage Council; a clean, healthy and sustainable environment through the ● Environmental Management and Pollution Environment Division’s administration of environment Control Board; protection legislation and policies. ● Tasmanian Arts Advisory Board; ● Tourism Tasmania Board of Directors; The protection, management and public awareness of ● Botanical Gardens Board; and Aboriginal heritage is also a key role of the Department, ● Trustees of the Museum. with ongoing legislative reform a focal point of the Aboriginal Heritage Office. The Department also has strong links with the Boards of the National Trust, the Theatre Royal, and the Wellington Park Management Trust.

6 7 Department of Tourism, Arts and the Environment Annual Report 2006-07 ABOUT US

The Department’s over-arching commitment to the 1. Celebrate, respect and promote the people, places protection and conservation of the State’s historic and stories that create our Tasmanian identity. heritage has underpinned the effectiveness of Heritage 2. Engage and participate with our communities and Tasmania’s initiatives. stakeholders through leadership and partnership. The Department values and supports the contributions 3. Share and develop knowledge and information made by Tasmania’s arts community. Through Arts with our partners, the community and within Tasmania and arts@work programs, increased economic the Department. benefits flow from the creation of development and 4. Extend our resources and revenue streams through marketing opportunities. innovation and new opportunities. The Tasmanian Museum and Art Gallery has 5. Develop our staff and our organisation to enhance custodianship of the State’s vast and significant collections, our skills and better deliver our goals. and is committed to sharing this with the public for their enjoyment and education. 6. Advocate for a more sustainable Tasmania. Tourism Tasmania, through its strong brand promotion Underpinning each of these objectives is a series of of the State as a world-class visitor destination, has strategies and actions that will guide Departmental demonstrated its strength in the market by increasing activities over the three-year period of the plan. visitation against national trends. Governance Through the Royal Tasmanian Botanical Gardens the EXECUTIVE GROUP Department also manages, conserves and promotes the State’s botanical heritage, as well as providing The Department is led by an Executive Group comprising an important horticultural, educational, cultural and the Secretary, the Chief Executive of Tourism Tasmania, interpretation resource. the Deputy Secretary, Corporate Strategies and the General Manager of the Parks and Wildlife Service. Where we are going The role of this leadership group is as follows: The Department’s activities are aligned to the strategies ● critical evaluation of emerging, urgent issues; set out in the 2006-09 Corporate Plan. The Corporate Plan defines the Department’s mission as: ● approval of urgent whole-of-agency policies and procedures; and “to enhance Tasmania’s economic, environmental and cultural wellbeing, both now and in the future, through ● consideration of political, stakeholder and the best possible use of our natural and cultural assets.” related issues. The Department’s goal over the next few years is The Executive Group is responsible for setting the to benefit present and future generations through over-arching strategic direction for the Department. development and recognition of Tasmania’s: STRATEGIC MANAGEMENT GROUP ● unique natural and cultural heritage; The Strategic Management Group comprises each ● clean and healthy environment; Division head as well as supporting participants from across the Agency. The group is responsible for ● world renowned parks and reserve system; providing leadership and strategic direction, ensuring ● innovative and creative arts; the Department supports the Government’s and the ● iconic botanical, heritage and visitor sites; and Minister’s policy agenda and portfolio requirements, and ● attractiveness to visitors. communicating direction and priorities to staff. The group The following five objectives have been developed to provides a forum for discussion of major Departmental focus on the strengths and capabilities, as well as the issues and initiatives, and supports the Executive Group opportunities which come from the consolidation in the in implementing whole-of-agency policies. one Department of responsibility for the tourism, arts and environment portfolio. These objectives will also assist each of the eight divisions that make up the Department to achieve their individual goals.

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Strategic Directions Each of the eight operational divisions that make up the Department has its own long-term mission.

Division Mission

Aboriginal Heritage Office To gain recognition and respect for Tasmanian Aboriginal culture and secure the protection and promotion of Tasmanian Aboriginal heritage for present and future generations.

Arts Tasmania To develop integrated policy and planning for arts and culture in Tasmania, build Tasmania’s brand through the arts, develop the potential skills of our local artistic talent, and increase the cultural and economic value of the arts to the Tasmanian community, and increase participation in arts and cultural activities.

Environment To ensure best practice in environmental management and pollution control, so that Tasmanians have a clean and healthy environment that contributes to its attractiveness as a place to visit and live.

Heritage Tasmania To protect, conserve and promote Tasmania’s unique historic heritage assets by co-ordinating strategy for the State Government, supporting the Heritage Council to implement the Historic Cultural Heritage Act 1995 and supporting the development of the sector in Tasmania.

Parks and Wildlife Service To manage, protect and enhance the State’s national parks and reserves for the enjoyment of generations now and in the future.

Royal Tasmanian To manage, conserve and enhance the Royal Tasmanian Botanical Gardens by Botanical Gardens delivering sustainable and relevant programs in plant collections and displays, tourism and recreation, cultural heritage, research and learning for Tasmania and the broader community

Tourism Tasmania To develop and market compelling and unforgettable island experiences that: • maximise economic, community and environmental benefits for Tasmanians; • enhance the experience of visitors; and • create a profitable environment for the tourism industry.

Tasmanian Museum To promote and facilitate interaction with, and understanding of, the cultural and natural and Art Gallery world, and to develop the Tasmanian Museum and Art Gallery as an icon for Tasmania.

9 Department of Tourism, Arts and the Environment Annual Report 2006-07 ABOUT US

Management Boards The Department works closely with the following Boards: In 1885 the Museum became a Government authority TASMANIAN ARTS ADVISORY BOARD under the control of a Board of Trustees that also controlled the Royal Botanical Gardens. In 1950 two new The Tasmanian Arts Advisory Board was established boards were set up, one to administer the Tasmanian under the Tasmanian Arts Advisory Board Act 1975 Museum and Art Gallery and the other the Royal to provide policy and funding advice to the State Botanical Gardens. Government in relation to the arts. Its Board comprises members, appointed by the Minister for the Arts, from ROYAL TASMANIAN BOTANICAL various sectors of the arts and the wider community, GARDENS BOARD and receives secretariat support from Arts Tasmania in The Botanical Gardens Board comprises seven members its peer assessment and policy development roles. appointed by the Minister, one of whom is the Secretary ENVIRONMENTAL MANAGEMENT AND of the Department. The Board is responsible for the POLLUTION CONTROL BOARD management of the Gardens in accordance with its Strategic Plan and Business Operational Plan. The Board of Environmental Management and Pollution Control was formed in January 1996, following the The over-arching aim of the Board is to balance the enactment of the Environmental Management and Pollution recreational, educational and tourism needs of the Control Act 1994. The Board is an independent statutory Government and general public with the need to body, established as the key decision-maker under the conserve and enhance the Gardens and undertake Environmental Management and Pollution Control Act. The research into, and preservation of, its botanical, Board comprises government, industry and community horticultural, biological and cultural interests. representatives. The Board receives professional advice TOURISM TASMANIA BOARD and secretariat support from the Environment Division. The Tourism Tasmania Board of Directors comprises TASMANIAN HERITAGE COUNCIL seven members appointed by the Governor on the The Tasmanian Heritage Council is a statutory body recommendation of the Minister for Tourism. responsible for the administration of the Historic The Board is responsible to the Minister for the Cultural Heritage Act 1995 and the establishment and performance by the Authority of its functions; for the development of the Tasmanian Heritage Register. The achievement by the Authority of its objectives as specified Council consists of 15 councillors, representing diverse in the Tourism Tasmania Act 1996 and its corporate community and professional interests in areas of expertise plan; and for ensuring that the business and affairs of the such as history, architecture, archaeology, engineering Authority are managed and conducted in a manner that and tourism. is in accordance with sound commercial practice. The Tasmanian Heritage Council is supported in its work PORT ARTHUR HISTORIC SITE by Heritage Tasmania. These two bodies are collectively MANAGEMENT AUTHORITY BOARD responsible for heritage-related resource planning and management across Tasmania. In addition, they have a The Board of the Port Arthur Historic Site Management critical role to fulfil in working to protect, conserve and Authority is responsible for preserving, maintaining and promote Tasmania’s cultural heritage. promoting the Port Arthur Historic Site. The Board comprises six members including the Secretary of the TRUSTEES OF THE TASMANIAN MUSEUM Department and operates in accordance with the AND ART GALLERY provisions of the Government Business Enterprises Act The Tasmanian Museum and Art Gallery is controlled 1995. Members of the Board are appointed by the by a Board of Trustees consisting of seven members, in Governor on the joint recommendation of the Treasurer accordance with the Tasmanian Museum Act 1950. and the portfolio Minister.

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Creating strong communities

Jane and Ptolemy Savage at World Environment Day workshop, Tasmanian Museum and Art Gallery Photo by Jane Lovibond

TASMANIA TOGETHER Tasmania Together is a blueprint of where the community Following the community consultations carried out in sees Tasmania being in 2020 and sets out the actions 2005, government, business and community organisations needed to ensure that the following vision is achievable. are now reporting against 12 replacement goals and the corresponding 143 new benchmarks. This review process “Tasmania is an island community, unique ensures that the 20-year plan is relevant to and reflective for its natural and cultural environment, of an dynamic community. where people enjoy a prosperous lifestyle The Tasmania Together goals and benchmarks are an integral part of the State Government’s strategic policy based on quality, creativity and opportunity.” framework and provide a basis for setting government priorities and the allocation of resources. The Department’s success is measured according to the Tasmania Together goals and benchmarks.

Cataract Gorge Launceston Photo by George Moore, Tourism Tasmania

11 Department of Tourism, Arts and the Environment Annual Report 2006-07 TASMANIA TOGETHER

Tasmania Together Co-ordinating Agency Responsibilities As at 30 June 2007 the Department had the Co-ordinating Agency responsibility for the Tasmania Together benchmarks listed below and is an active contributor to a range of other benchmarks.

Goal 6 Dynamic, creative and internationally recognised arts community and culture

Standard 6.1 Make arts and cultural industries a leader and engine for growth and prosperity

Indicators 6.1.1 Contribution to Gross State Product by selected cultural industries

6.1.2 Employment in cultural industries

Standard 6.2 Increase participation in the arts and cultural activities

Indicators 6.2.1 Percentage of people participating in cultural activities (ie people who are actually involved in activities, not audience)

6.2.2 Attendance at cultural venues

Standard 6.4 Increase the number of people visiting Tasmania’s cultural heritage sites

Indicator 6.4.1 Number of attendances at major cultural heritage sites

Standard 6.5 Identify, conserve and present significant representations of the built and moveable heritage and cultural landscapes

Indicators 6.5.2 Percentage of significant items conserved

6.5.3 Number of heritage documents and artefacts publicly available in digital format

Goal 7 Acknowledgement of the right of Aboriginal people to own and preserve their culture, and share with non-Aboriginal people the richness and value of that culture

Standard 7.1 Recognise, promote, share and celebrate Aboriginal culture and heritage, encouraging mutual recognition and respect between Aboriginal and non-Aboriginal people

Indicator 7.1.3 Number of major visitor centres containing Aboriginal cultural interpretation

Standard 7.4 Ensure the protection and conservation of Aboriginal culture and heritage

Indicator 7.4.1 Percentage of Tasmanian Aboriginal cultural property collections repatriated

Goal 10 Thriving and innovative industries driven by a high level of business confidence

Standard 10.8 Promote our island advantages including our ‘clean green’ image, natural resources, location and people

Indicators 10.8.1 Tourism expenditure

10.8.2 Visitor numbers

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Goal 11 Built and natural heritage that is valued and protected

Standard 11.1 Encourage the protection of our built heritage

Indicator 11.1.1 Percentage of local government planning schemes adopting best practice in cultural heritage protection

11.1.2 Number of sites listed on the Tasmanian Heritage Register

11.1.3 Proportion of work applications with positive impacts on heritage values

Standard 11.2 Value and protect old-growth forests and to phase out clear-felling in those forests

Indicator 11.2.3 The proportion of area of reserves subject to a system of reserve management audits (Tasmanian Reserve Code of Practice)

Standard 11.3 Value and protect our biodiversity

Indicator 11.3.1 (a) Number of species showing a decline in status on the schedules of the Threatened Species Protection Act

(b) Number of species showing an improved status on the schedules of the Threatened Species Protection Act

Standard 11.4 Value and protect our unique natural areas

Indicator 11.4.2 Percentage of protected land covered by approved management plans

Goal 12 Sustainable management of our natural resources

Standard 12.2 Improve soil, air and water quality

Indicator 12.2.3 Breaches of National Environment Protection Measure air standards

12.2.4 Breaches of Australian Drinking Water Standards

Royal Tasmanian Botanical Gardens Photo by Alexis Clark

12 13 Department of Tourism, Arts and the Environment Annual Report 2006-07 TASMANIA TOGETHER

Our contribution to Tasmania Together A list of major projects and activities undertaken by the Department in 2006-07 which made a contribution to a Tasmania Together benchmark or indicator is provided below. For more information about some of these initiatives, please refer to Divisional reports.

Goal 6 Dynamic, creative and internationally recognised arts community and culture

Supporting Initiative Activity directed towards achieving benchmarks benchmarks during 2006-07

6.1.1 Tasmania Performs Arts Tasmania contributed to Tasmania Together 6.1.2 Tasmanian Living Writers’ Week through its many funding and development 6.2.1 Amplified programs and through the activities of arts@work 6.2.2 Design Island which support the arts in Tasmania. 6.3.1 Quintus Publishing 6.4.1 Visual Arts Craft Strategy Art for Public Buildings Scheme Public Art in the Private Sector Ten Days on the Island Tasmanian Book Fair Funding to Tasmanian Symphony Orchestra Writers in Schools Tayenebe Aboriginal fibre project Roving Curator Program Small Museums and Collections Program Funding to regional museums and art galleries Funding to theatre venues Funding for local festivals

6.4.1 Tasmanian Heritage Festival Heritage Tasmania sponsored this festival which offered a record 79 events and attracted over 15,000 visitors.

6.2.2 Kidsfest The Royal Tasmania Botanical Gardens’ inaugural autumn event attracted thousands of families to join in the activity-based festivities.

6.2.2 Tulip Festival A vibrant and diverse arts and cultural program Huskies Picnic ensured that the Gardens continued to engage Theatre in the Gardens with a broad cross-section of the community.

6.2.1 Re-development of the Tasmanian The Museum began planning and preparing for 6.2.2 Museum and Art Gallery the implementation of the re-development 6.4.1 of the Tasmanian Museum and Art Gallery. 6.5.2 Site investigations began and expressions of 6.5.3 interest were called for a comprehensive and detailed site Master Plan.

6.2.1 Increased public accessibility to the Museum The Museum is committed to increasing the 6.2.2 amount of publicly accessible space on its city 6.4.1 site and continued to open up areas for public 6.5.2 access and is reviewing exhibition spaces. 6.5.3

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6.2.1 The State Collection of Tasmania The Museum continued to enhance the 6.2.2 State collection of Tasmania by pursuing 6.4.1 opportunities to acquire collections of State 6.5.2 significance and by updating its collection policies. 6.5.3

6.2.2 Maximising resource opportunities to The Museum continued to work with a range 6.4.1 provide enhanced visitor experiences of private philanthropists to deliver benefits to 6.5.2 visitors to the Tasmanian Museum and 6.5.3 Art Gallery.

Goal 7 Acknowledgement of the right of Aboriginal people to own and preserve their culture, and share with non-Aboriginal people the richness and value of that culture

Supporting Initiative Activity directed towards achieving benchmarks benchmarks during 2006-07

7.1 Keeping Culture: Aboriginal Tasmania Collaborative project between Arts Tasmania and Tayenebe Aboriginal fibre project the National Museum of Australia.

7.1 Drafting of new Tasmanian Aboriginal Work continued on the drafting of this 7.2 heritage legislation legislation through the Aboriginal Heritage 7.4 Office which will see the empowerment of the Tasmanian Aboriginal community, the education of the wider Tasmanian community, and the protection and management of Aboriginal heritage by all Tasmanians. The Office has established strong partnerships with the Tasmanian Aboriginal Land and Sea Council and the wider Tasmanian Aboriginal community to provide Aboriginal community input and empowerment in the interim period.

7.1.3 New Tasmanian Aboriginal Planning and research work started on the 7.4 interpretive exhibition major interpretive exhibition of Tasmanian Aboriginal Culture, which will open next financial year at the Museum.

Goal 10 Thriving and innovative industries driven by a high level of business confidence

Supporting Initiative Activity directed towards achieving benchmarks benchmarks during 2006-07

10.8 Hosting of international American For the first time Tourism Tasmania hosted the Express travel agents opening module of an Australian familiarisation for American Express travel agents.

10.8 New Marketing Together Program Tourism Tasmania invested $32,000 in this co-operative marketing program, which attracted $7,000 from industry.

10.8 Australia-wide Road Show Over 1,000 travel agents in up to 30 Australian cities attended workshops to update their knowledge of Tasmania’s tourism product and experiences.

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Goal 11 Built and natural heritage that is valued and protected

Supporting Initiative Activity directed towards achieving benchmarks benchmarks during 2006-07

11.1 Heritage Conservation Funding Program Forty-one properties received $270,000 in financial assistance under this incentive scheme to conserve heritage properties. 11.1.1 Heritage Survey Program Under a partnership arrangement, Heritage Tasmania’s financial support for local government of over $50,000 resulted in surveys being completed for Waratah-Wynyard, Meander Valley, Southern Midlands, Kingborough and Glenorchy Councils. 11.1.2 Tasmanian Heritage Register Heritage Tasmania listed 38 properties on the Register. 11.1.3 Heritage impact works applications The Tasmanian Heritage Council assessed works applications against 10 percent of places listed on the Heritage Register. 11 Royal Tasmanian Botanical Gardens Work is under way on this 20-year plan to Strategic Master Plan provide the framework for the future direction and management of an iconic cultural heritage landscape. 11.3 Tasmanian Seed Conservation Centre The Gardens undertook a range of programs aimed at the protection and conservation of Tasmania’s botanical biodiversity. 11.4.2 Value and protect our unique natural areas Seventy percent of protected land reserved under the Nature Conservation Act 2002 is now covered by approved management plans.

Goal 12 Sustainable management of our natural resources Supporting Initiative Activity directed towards achieving benchmarks benchmarks during 2006-07 12 Environmental sustainability The Gardens continued to develop environmentally sound processes in the areas of waste neutrality and the replacement of pesticides and herbicides, and undertaking public education programs. 12 The Living Environment Program This environmental management program, an initiative of Environment Tasmania, entered its second year. CleanBiz, a new urban environmental funding program was established under this program. 12 Environment Protection Fund The Environmental Management and Pollution Control Board introduced a new scheme to fund project grants under this fund. 12 Environment Protection Authority Work continued towards the establishment of a new authority and submissions on the position paper are under consideration. 12 Replacement of the Litter Act 1973 New legislation was introduced in 16 State Parliament. Department of Tourism, Arts and the Environment Annual Report 2006-07

DISABILITY FRAMEWORK FOR ACTION 2005-2010 A WHOLE-OF-GOVERNMENT FRAMEWORK FOR TASMANIANS WITH A DISABILITY Our Contribution The Disability Framework for Action 2005-2010 was The Department of Tourism, Arts and the Environment launched on 2 December 2005. is responding to the needs of people with disabilities by implementing strategies within the Tasmanian Disability The framework seeks to remove barriers and enable Framework for Action. people with disabilities to enjoy the same rights and opportunities as all other Tasmanians. The Department is committed to developing and implementing strategies which will contribute toward It includes a range of initiatives and provides a improved outcomes for people with disabilities, and comprehensive blueprint to ensure the needs of people has formed an agency-wide working group to assist in with disabilities are routinely taken into account in all establishing its own Disability Action Plan. Government policies and services. Representatives from across the Department participated Under the framework, all Government Agencies are in an Agency Disability Action Plan Workshop held in required to develop their own Disability Action Plan, conjunction with the Australian Council for Rehabilitation which outlines how they will address disability issues of the Disabled and Tasmanians with Disabilities during within their own portfolios. 2006. The workshop provided valuable insight and The framework is structured around achieving four guidance on the development of a Disability Action Plan priority outcomes and outlines various strategies which for the Department. the Government will use to help make its vision a reality In 2006-07 several divisions within the Department also for all people with a disability in Tasmania. became affiliates to the Government’s new Tasmanian Priority outcomes to be achieved Companion Card Program, a commitment under the (1) Fostering human rights Disability Framework for Action. The Program allows people with a life-long disability who require full time care (2) Providing access to high quality services to receive an admission ticket for their companion carer (3) Increasing safeguards and advocacy at no extra charge from participating affiliates. (4) Working collaboratively The Department’s affiliates to the Companion Card Commitments to be addressed by all Agencies Program include the Parks and Wildlife Service, the (1) Improving physical accessibility Royal Tasmanian Botanical Gardens and the Port Arthur Historic Site, while Tourism Tasmania, Arts Tasmania (2) Improving access to information and Events Tasmania have agreed to work with their (3) Promoting employment opportunities respective industries to raise their awareness of the (4) Developing responsive services Program and the potential benefits of affiliation. Most (5) Foster leadership and dialogue arts organisations have also agreed to offer second ticket benefits at no cost to recipients of the Companion Card. (6) Promote collaboration The Department’s participation in the Companion Card Commitments specific to the Department Program will make a variety of community events and of Tourism, Arts and the Environment facilities, from the theatre to the football, more accessible Strategy: Supporting recreational and cultural opportunity for people who need a companion carer. (1) Enhance access to recreation and leisure activities, Through the development of its own Disability Action including the promotion of parks and reserves with Plan and participation in the Companion Card Program, accessible facilities. the Department continues to work towards improving (2) Improve information on the availability of outcomes for people with a disability by removing barriers disabled access to tourism operations and places which keep people with disabilities from participating in of accommodation. community life and making a full contribution. (3) Encourage more Tasmanians with a disability The Department has initiated and continues to develop a to become involved in the arts. range of programs to support the needs of people with a disability, and to facilitate their participation in a range of cultural, recreational and leisure activities.

17 DISABILITY FRAMEWORK FOR ACTION 2005-2010

A summary of activities undertaken by the Department in 2006-07 which contribute to the achievement of commitments in the Disability Framework for Action is provided below:

● Tourism Tasmania continued to provide a database ● As part of the Department’s ongoing commitment of tourism operators (TigerTOUR) which includes to recognising and valuing diversity, a review was information on whether they provide disabled access. undertaken of the Diversity Awareness Training This information is displayed on discovertasmania.com. program in 2006-07 with a view to incorporating information and management strategies about ● While funds provided in 2004-05 to establish bullying and harassment into the program. Arts Access Tasmania were delayed in their Participation in the program is a requirement for implementation, the funding was used to support all staff to increase awareness, understanding and the employment of a Festival Director for the appreciation of the benefits of embracing diversity Amalgamation Festival 2006, the first arts and throughout the Department. disability festival to be held in Tasmania. ● The Tasmanian Museum and Art Gallery continued ● The need to provide level access and amenities to all to promote inclusiveness in its public programs was a key consideration for Heritage Tasmania during and services, ensuring equitable access for people its relocation to new premises in 2006-07. Although with disabilities to the programs, services and the addition of level access to heritage buildings is experiences on offer. It also provided increased often considered a vexed issue, Heritage Tasmania’s physical accessibility. The Museum implemented new team of heritage advisors were able to come up with maintenance programs to ensure compliance with a simple, economical solution to enable street front Building Code requirements relating to physical access. access to its new historic premises at 103 Macquarie Improved physical accessibility will also feature in the Street (the former ANZ Bank building). It is the first planning for the redevelopment of the Museum’s city time in the building’s history that disabled access has site and visitors with disabilities will be encouraged to been available. Located between the ornate wrought enjoy the recreational and cultural experiences offered. iron fence and the entrance, the ramp is discrete, thereby minimising impact on the streetscape. It also ● The Parks and Wildlife Service continued to distribute sets a good example to illustrate what is possible. the free brochure Parks for All People. The brochure Internally, a storage area on the ground floor was outlines parks and reserves with accessible facilities converted to an access amenity for visitors. and recreational opportunities for the mobility impaired. The brochure is available in hard copy and ● The Royal Tasmanian Botanical Gardens continued can also be accessed online at www.parks.tas.gov.au. to provide educational programs for the general The brochure includes an accessibility rating for community and schools, as well as specialised a range of facilities at each location. programs for the migrant and refugee communities, and horticultural therapy programs aimed at those ● Tourism Tasmania’s wholesale division, Tasmania’s with medical, intellectual and physical disabilities. Temptations Holidays, displayed an ‘assisted access’ These programs are provided in the purpose-built symbol against different operators or places Easy Access Garden. of accommodation.

● A partnership between Ten Days on the Island, ● Heritage Tasmania continued to provide information Salamanca Arts Centre and Mobile States led to the and advice on the adaptation of heritage places to inclusion of Small Metal Objects from Back to Back enable and enhance accessibility. Theatre in the 2007 Ten Days program. A smash hit of ● The Tasmanian Museum and Art Gallery continued to the 2005 Melbourne International Arts Festival, Small develop an inclusive and responsive education system Metal Objects was a unique work featuring people through its public programs and has a comprehensive perceived to have a disability, presenting a view of the and inclusive education program in place. world not constrained by ‘convention’, ‘logic’ or the imperative to be ‘normal’.

18 19 Department of Tourism, Arts and the Environment Annual Report 2006-07

Business unit reports

18 Water Tower, Evandale Photo by Renee Hodskiss 19 Department of Tourism, Arts and the Environment Annual Report 2006-07

Tourism Tasmania

Mark Webber Pure Tasmania Challenge Day 5 Photo by Jerry Gale, Tourism Tasmania

Objective Tourism Tasmania’s role is to lead the tourism industry 1. Growing our domestic tourism market share. to jointly deliver marketing and development programs 2. Growing our international tourism market share. that drive benefits for Tasmania from domestic and 3. Growing the number of Tasmanians holidaying international tourism. on the island. To fulfil that role, Tourism Tasmania actively intervenes 4. Attracting high-yield visitors. in the tourism market to: 5. Strengthening our relationship between our brand ● create new knowledge and understanding for industry and consumers. and stakeholders about tourism through research, 6. Increasing stakeholder satisfaction with our analysis and insights; performance. ● address the barriers to conversion and travel to 7. Increasing customer satisfaction with their Tasmania by identifying and taking effective, consistent Tasmanian experience. action with those who can make a difference; Tourism Tasmania works with industry to define ● establish, articulate and maintain the brand and brand Tasmania’s clear and motivating brand position – one values, particularly through creative and innovative based on the unique experiences on offer and targeted marketing; and to those potential visitors who offer the best prospects ● achieve alignment of Tasmania’s tourism product, for visiting. experiences and infrastructure to match market Tourism Tasmania enters into partnerships with the expectations of the brand. regions of Tasmania to add both depth and breadth Tourism Tasmania has identified seven ambitious but to Tasmania’s tourism brand. achievable goals.

20 21 Department of Tourism, Arts and the Environment Annual Report 2006-07

Key Achievements In 2006-07 Tasmania’s economy continued to benefit In June 2007, for example, Jetstar and Tourism from increasing numbers of visitors and visitor Tasmania combined their marketing expertise in a expenditure in a tourism environment that challenged series of television advertisements to entice visitors all Australian state and territory tourism organisations. to Tasmania. This outstanding co-operative campaign According to the Tasmanian Visitor Survey, Tasmania used Tourism Tasmania’s ‘Island of Inspiration’ branding attracted 827,000 visitors on scheduled air and sea in advertisements, offering promotional airfares to transport in the 12 months to June 2007, almost two Launceston and Hobart from Tasmania’s key markets percent more than in the 12 months ending June 2006. of Brisbane, Sydney and Melbourne. Each of Jetstar’s Visitors stayed 7.27 million nights (10 percent more than retail advertisements aired following one of Tourism in the previous 12 months) and spent $1.326 billion, a Tasmania’s own highly successful brand television rise of 13 percent on the previous 12 months. advertisements, notionally in the same ad break. This As part of the State Government’s commitment of $12 communication strategy greatly increased the impact of million over four years for increased marketing and both advertisements in key domestic markets. advertising activities, Tourism Tasmania engaged its target As part of its New Directions three-year strategic business audience by using more creative media such as television, plan, Tourism Tasmania embarked on securing a range of pod-casting and e-marketing to position Tasmania in the ‘non-traditional’ partnerships that could assist in building minds of its most valued prospects as Australia’s premier Tasmania’s brand in global markets. During 2006-07, this holiday destination, rich in holiday opportunity and included a continuing association with Roberts Wool, experiences. These initiatives were part of the January- which enabled promotion of Tasmania through the May 2007 marketing campaign phase. high profile of the State’s fine wool. In August 2006, for In partnership with the Tourism Industry Council example, Tourism Tasmania, Roberts Wool and other Tasmania, Tourism Tasmania undertook an extensive Tasmanian interests visited Salt Lake City in the United evaluation of current market trends and opportunities for States to support Teko Socks, a Boulder Colorado Tasmanian tourism, and developed the next three-year company that sources Tasmanian fine merino wool for a business plan for the joint State Government and industry range of socks sold in North America. Tourism Tasmania strategy Tourism 21 covering the period 2007-10. and Roberts Wool also worked with Japanese carpet supplier Aswan and wool buyer/importer Itochu to In 2006-07, in response to changing customer demand, market the Tasmanian destination and Tasmania’s fine- Tourism Tasmania undertook further integration of its quality wool in Japan. retail and wholesale activities following the closure of the Melbourne and Sydney Travel Centres in order In partnership with local government, industry and key to ensure its customers were receiving optimum stakeholders, Tourism Tasmania facilitated destination service through the distribution channels of their development plans in priority tourism locations such as choice. Specific initiatives included improvements to St Helens, Strahan and the Far South area. In addition, the efficiency of the Launceston-based call centre, the Tourism Tasmania helped drive investment in the tourism development of additional on-line opportunities for industry by providing a range of information on market information distribution and purchase fulfilment (by demand opportunities and supply gaps to existing and agents and consumers), and substantial improvements to prospective investors. discovertasmania.com as the Authority’s primary call to In recognition of the outstanding contribution events action for consumers. visitors make to the Tasmanian tourism industry and A major change implemented as part of the broader Tasmanian economy, Tourism Tasmania redevelopment of Australia.com by Tourism Australia made effective and strategic use of the range of events has been the development of seven separate language on offer in Tasmania to drive visitation and build the versions of specific pages from discovertasmania.com Tasmanian tourism brand in new markets. This was designed to address new global markets for Tasmania. achieved by providing continued support for events of state significance such as Targa Tasmania, the Australian During the year, Tourism Tasmania leveraged its Wooden Boat Festival and AFL Live in Tasmania, as well resources and extended its brand values by developing as the promotion of regional tourism through a new innovative strategic partnerships with both traditional winter events program introduced in 2006. Based on tourism businesses and non-traditional partners. the Tasmanian Visitor Survey, 33,100 visitors travelled to Tasmania to participate in events in the 12 months to March 2007, a rise of 17 percent from the previous 12 months. These visitors stayed an average of five nights and spent around $1,080 per visit, injecting in excess of $33.6 million into the State’s economy. 20 21 Department of Tourism, Arts and the Environment Annual Report 2006-07 TOURISM TASMANIA

Also in 2006-07, Tourism Tasmania further integrated the broader whole-of-government strategy to address the roles of the Tasmanian Visitor Information Network climate change. into the broader distribution network to ensure visitors In 2006 Tourism Tasmania partnered with Goway had the best possible access to expert information and Travel in Canada to offer North American travellers the booking services during their holiday in Tasmania. opportunity to offset the carbon emissions associated To facilitate this integration of the Tasmanian Visitor with their air travel to Tasmania. Information Network’s roles to improve its ability to In 2006-07, Events Tasmania supported regional event respond to changing visitor needs, expectations and travel development in partnership with Cradle Coast Authority, preferences, a new funding model was introduced for the Northern Tasmania Development and Totally South network. This model took the form of a grant program Tourism through the work of three regional event co- allowing greater flexibility in the provision of funds to ordinators whose objective was to develop resources a much broader network of centres than was available to support regional event growth. A Regional Event in the past, increasing the number of centres accessing Assistance Program helped communities to build regional funding from four to 18. experiences and celebrate the distinct personalities and In 2006-07 Tourism Tasmania and the wider tourism qualities of their different regions while also promoting industry also benefited from the two-year, $16 million, intrastate travel. Events supported through the program Government-sponsored Tourism Promotion Plan. included the Tasmanian Trout Expo, Devonport’s Taste The plan was administered by Tourism Tasmania and the Harvest Festival and Benchmarking Birchs Bay. has delivered significant benefits to many tourism A statewide events calendar helped build stronger, more operators in the State. vibrant communities through events that connect locals In June 2007 Tourism Tasmania achieved a significant and visitors, preserve local knowledge and skills, and coup when Hobart became the first Australian capital celebrate Tasmania’s arts, culture and island lifestyle. city outside the major international gateways of Sydney Tourism Tasmania annually invests in Tasmanian and Melbourne to host the opening module of an communities through the Local Tourism Development Australian familiarisation for American Express travel Grants program, which is aimed particularly at projects agents. Nearly 50 agents spent two nights in Hobart that have the potential to provide significant benefits to and a day experiencing signature Tasmanian attractions local communities by developing or improving products nearby. Many had never visited Australia before, so these or services for visitors. This program provides funds experiences were their first impressions of our country. to smaller operators and tourism projects that might Every year, Tourism Tasmania promotes the destination otherwise find it difficult to access grants. with an Australia-wide road show that keeps travel agents fully briefed on Tasmania and its holiday product and Future Directions experiences. The Trade Support Division works closely Tourism Tasmania has set measures and milestones with Tasmanian suppliers of holiday product to ensure for its seven goals and is committed to providing the training and education sessions are both valuable regular progress updates. Tourism Tasmania will work and productive. Workshops were held in up to 30 cities collaboratively with the tourism industry, with a new across the country, with a total of more than 1,000 agents emphasis on partnerships and creating joint business and attending sessions. promotional opportunities including: Developing a sustainable tourism industry is a key goal of ● working together to create a shared vision for Tourism Tasmania and impacts on all aspects of its work. the future; The global increase in responsible tourism was noted in ● developing new products and services to meet a recent review of the Tasmanian Experience Strategy and untapped market needs; identified as a potential area of growth for Tasmania. ● joint advertising and promotional programs which Tourism Tasmania is developing a consumer-oriented provide a shared platform for building Tasmania’s strategy around climate change in order to determine brand and converting awareness, preference and the most effective points of intervention, build responsible intention to visit; and tourism and continue to build on the Tasmania brand and ● sharing information about Tasmania’s markets, how reputation. This is being done in conjunction with Tasmania is performing as a tourism destination and what is happening in the tourism industry.

22 23 Department of Tourism, Arts and the Environment Annual Report 2006-07

NEW DIRECTIONS FOR OUR ISLAND Tourism Tasmania produced a powerful three-year Since the strategy was launched in July 2006, a number business strategy, New Directions for Our Island, which of steps have been taken towards meeting the key goals: defined a new way forward for the organisation in an ● a major perception study to understand Tasmania’s environment in which leisure travel must compete on position in the minds of existing and potential visitors new ground. has been completed;

Changes in consumer behaviour and spending patterns, ● an intrastate marketing campaign has been developed developments in the travel industry and infrastructure, to encourage more Tasmanians to holiday at home; and the emergence of new markets and new competitors are the new reality for Tasmania as a destination. Tourism ● a Marketing Together program has been created to Tasmania recognises that it needs to be more focused, facilitate and encourage industry to engage in co- strategic and innovative in order to move forward in this operative marketing with Tourism Tasmania; changed world, but also to ensure that it maintains the ● understanding of the issues of access to the island has best of the past. been deepened and strategies have been developed The strategy defines seven key goals aimed at focusing to address these issues; Tourism Tasmania’s priorities and strategies on increasing ● Tourism Tasmania’s relationship with Tourism tourism growth, yield, and visitor, industry and stakeholder Australia and state tourism organisations has been satisfaction. These goals will help Tourism Tasmania in its strengthened through a collaborative approach to the role of leading the industry to jointly deliver marketing and creation of a new international web presence as part development programs that drive benefits for Tasmania of the redeveloped Australia.com website; and from domestic and international tourism. ● a restructure of Tourism Tasmania’s organisational In order to fulfil this important role, Tourism Tasmania framework into the three key areas of Marketing and will actively intervene in the tourism market by: Commercial Operations, Infrastructure and Industry ● creating knowledge for industry and stakeholders Development, and Organisational Development and though research, analysis and insights; Strategy was initiated. ● addressing the barriers to conversion and travel The New Directions strategy received widespread to Tasmania; endorsement from the tourism industry following a ● articulating and maintaining the Tasmanian tourism comprehensive industry communication program of brand through innovative marketing; and statewide presentations in late 2006. ● aligning the tourism product, experiences and infrastructure to meet market expectations of the Brand.

New Directions for our Island, Tourism Tasmania

22 23 Department of Tourism, Arts and the Environment Annual Report 2006-07

Parks and Wildlife Service

Tamar Island Photo by Joe Shemesh, Tourism Tasmania

Objective The Parks and Wildlife Service is responsible for the The State’s parks and reserves extend from the islands management of Tasmania’s national parks, reserves, in Bass Strait to the north, to the wild extremes of the historic sites and marine reserves, including the Tasmanian Macquarie Island Nature Reserve 1,500 kilometres south- Wilderness World Heritage Area. It is also responsible east of Tasmania. The parks and reserves include remote for the delivery of Crown Land administration. In total wilderness areas, marine environments and cultural that represents 423 reserves, including 19 national parks, heritage sites and landscapes. covering 2.5 million hectares, or about 37 percent of the area of the State. The key objective of the Parks and Wildlife Service is to create and maintain a representative and world- Tasmania’s national parks and reserves are fundamental renowned reserve system that achieves the goal of to the social, environmental and economic future of the conserving the State’s natural and cultural heritage while State. They are also the source of much of the precious providing for sustainable use and economic opportunities water that sustains Tasmania’s population, they support for the Tasmanian community. regional communities and provide a range of recreational opportunities that inspire and invigorate people, and Its strategic plan identifies six key program areas - natural promote a sense of place and connection with nature. resource conservation, cultural resource conservation, sustainable use, communications and partnerships, The Tasmanian Wilderness World Heritage Area is reserve system management and continuous one of the largest conservation reserves in Australia. organisational improvement. At 1.38 million hectares, it covers approximately 20 percent of the land area of Tasmania, and is one of only three temperate wilderness areas remaining in the Southern Hemisphere.

24 25 Department of Tourism, Arts and the Environment Annual Report 2006-07

Key Achievements Five Aboriginal trainees graduated in August 2006, having In December 2006, 27 long-finned pilot whales stranded completed a Certificate III in Conservation and Land on Ocean Beach. During a rescue effort that lasted Management through TAFE Tasmania. The graduating several days, three of the whales were returned to field officers assisted the Parks and Wildlife Service the ocean. to improve and expand visitor facilities and services in In early March officers from Parks, Tasmanian Museum national parks and reserves at locations as diverse as and Art Gallery and Primary Industries and Water Smithton, Flinders Island, Prospect, Narawntapu, Arthur responded to a stranding of sperm whales trapped in River, Queenstown, Ulverstone and Bruny Island. The Macquarie Harbour near Strahan. In a world-first for graduates also made a lasting contribution to managing whale rescues, seven of the 12 sperm whales stranded Aboriginal heritage through their efforts in the protection were safely returned to the ocean over a period of several of Aboriginal middens and Aboriginal interpretation. days. A netting technique that has been used previously The Southport Lagoon Conservation Area Plan in Strahan was a key component of the successful rescue of Management was approved and key elements effort which also involved boat crews from Tassal. implemented including the closure of the Leprena Track. Visitors to Lake St Clair, in the Tasmanian Wilderness Work began on the construction of a new alternative World Heritage Area, welcomed improvements to the access track to Southport Lagoon, an important step car park at the visitor centre, which have made it easier towards the rehabilitation of the conservation area to access the centre. The $780,000 project included an which had experienced significant damage due to increase in car spaces to 188 places, six new coach spaces recreational vehicles. and space for 11 long vehicles. The Trevallyn Nature Recreation Area Draft Plan of The 2006-07 fire season was the longest and most Management was released for public comment. This destructive fire season in Tasmania since the disastrous 440-hectare reserve is only four kilometres from the 1967 bushfires, and the Parks and Wildlife Service spent centre of Launceston and is a major recreational asset for $2.7 million on fire fighting activities. Launceston with intense use by the local community. In a fire season that lasted seven months, 60 wildfires The State Government invested $100,000 for a feasibility burnt 59,000 hectares of reserved land and a total area study into a new iconic bushwalk on the Tasman Peninsula of 112,000 hectares in Tasmania. The fires were long- as part of an initiative to explore innovative ways of running and complex, with many involving serious threats increasing visitor numbers outside Tasmania’s cities. to life and property that required the relocation and The feasibility study, completed in May 2007, confirmed evacuation of walkers and campers from the Overland that a proposed Three Capes Track in the Tasman Track and the South-west National Park. National Park had great potential. The study indicated The threats to life and property in rural communities that there is strong interest in the project among and major tourism destinations such as Scamander/St bushwalkers, and that it would bring substantial economic Marys, Cradle Village, Strahan, Mt Roland and King benefits to the Tasman Peninsula. Amendments to the Island, required a major effort to provide community Tasman National Park Plan of Management are planned information and briefings. to allow for the development of the new walk. However the Parks and Wildlife Service was in a strong Also on the Tasman Peninsula, a significant planning position to meet the challenges of fire management, with exercise was completed with the release of the Draft a total of 157 staff trained and fit to help with fire fighting Pirates Bay Visitor Services Zone Site Plan 2006. The plan commitments, either on the fire ground or in incident was prepared with significant input from the community management and support roles. and proposed a number of visitor facility improvements at Eaglehawk Neck, Pirates Bay and the Tasman Arch Following the severe fire season, the State Government area. In May 2007 the State Government announced that announced funding of nearly $600,000 for increased fuel $1.3 million would be spent to upgrade car parks and reduction burning in an effort to reduce the impacts of walking tracks in the Pirates Bay and Tasman Arch area. severe wildfires. Parks and Wildlife Service staff increased their program of fuel reduction, carrying out a significant Parks staff, in co-operation with colleagues from the number of burns around the State during autumn and Tasmanian Museum and Art Gallery and from the into early winter. Biodiversity Conservation Branch of the Department of Primary Industries and Water responded to two mass whale strandings, both on the West Coast near Strahan.

24 25 Department of Tourism, Arts and the Environment Annual Report 2006-07 PARKS AND WILDLIFE SERVICE

An issue of great concern during the year was the Tamar Island not only has volunteer guides but also increasing damage to the World Heritage-listed volunteers who help with interpretation and field work. Macquarie Island Nature Reserve as a result of introduced One volunteer saw the fruits of his labours realised when rabbits and rodents. A plan for the eradication of these the centre launched a new self-guided walk to the island. introduced pests was finalised, and in early June the Another long-running volunteer program, the Overland Australian and Tasmanian Governments announced Track Hut Wardens, completed another eventful season. an agreement to jointly fund the $24.6 million plan The program operates each year from December over the next seven years. until after Easter. The volunteers make a significant The Parks and Wildlife Service’s Discovery Ranger commitment, living at Waterfall Valley Hut for their 10- Program is the Division’s flagship community program day shifts. They provide a wide range of services, including and is still going strong after 28 years. The past year walker education, assistance and advice, hut and campsite saw the program change its name from the Summer maintenance and help with rescues. They were also called Interpretation Ranger Program to the Discovery Ranger upon to help with evacuations of walkers when wildfire Program in recognition of its key objective being to threatened the track due to fires at nearby Fury Gorge. connect with people and help them to discover the A more recent addition to the many volunteer groups wonders of Tasmania’s parks and reserves. It also reflects around the State has been the Spurge Area Remote the program’s extension beyond the summer season. Teams. This WILDCARE group was kick-started by the Eighteen Discovery Rangers were employed in the volunteers in a pilot program in 2007. program which is funded by park entry fees and through partnerships with the Hobart City Council, Wellington The program began with an epic 42-day walk during Park Trust and Glenorchy City Council. The program December 2006-January 2007 by Jon Marsden-Smedley was promoted through the placement of a program from Macquarie Harbour on the West Coast to Cockle into the three major daily newspapers along with radio Creek, with the purpose of surveying outbreaks of the and TV advertising. The activities received excellent invasive weed sea spurge. As a result of that trip, a team media coverage. of eight highly experienced wilderness bushwalkers and weed controllers spent 10 days in February on the A new initiative was the provision of a Discovery Ranger, south-west coast removing sea spurge plants and funded by industry contributions, for the far north-east recording the location of sea spurge and marram at Anson’s Bay. This proved very successful with 1,331 grass infestations. participants during the 30 days that activities were held in this location. The group covered 50 kilometres of coastline, encountered 56 sea spurge sites and destroyed more Volunteers continue to make an enormous contribution than 100,000 plants by uprooting or the application to the management of national parks and reserves of herbicides. through activities as varied as conserving historic huts to surveying walkers, to helping whale strandings and Future Directions caretaking wild and remote islands. A major program for the Parks and Wildlife Service in As part of National Volunteer Week in May, the 2007-08 is the $3 million priority asset maintenance Parks and Wildlife Service hosted a special celebration project. This program will ensure that infrastructure such for all the volunteers at the Tamar Island Wetlands as walking tracks, bridges, lookouts and toilets are safe for Centre. Their dedication and contribution to wetlands visitors and meet modern health and safety standards. conservation was recognised through the presentation The $24.6 million program to eradicate rabbits and of individual certificates and engraved pens. rodents from Macquarie Island will enter a stage of Thanks to the commitment of the Tamar Island Wetland detailed planning in anticipation of a bait drop in 2009. Centre volunteers, the Parks and Wildlife Service is able The Parks and Wildlife Service’s program of increased fuel to keep the centre open 364 days a year. Over 5,000 reduction burning will continue, with more burns planned hours of volunteer time go into keeping the centre and the production of Strategic Fire Management Plans functioning with many volunteers committing to one day for each of the three Parks regions commencing in the per week. Northern Region. As part of these plans, a wildfire risk assessment will be conducted.

26 27 Department of Tourism, Arts and the Environment Annual Report 2006-07

Cracroft Fire Photo by Maureen Lowery REMOTE AREA FIRE FIGHTING IN THE TASMANIAN WILDERNESS WORLD HERITAGE AREA By Paul Black, Fire Management Officer of the Cracroft fire we could see some more activity to the north-west. Before long we had located fires at On Friday 16 February the Bureau of Meteorology Terminal Peak, Reynolds Creek, Vale River and Ten Mile advised the Parks and Wildlife Service that lightning Creek near Cradle Mountain - six fires all told. storms were predicted for much of the State in the evening, so a fixed-wing aircraft was booked for a spotter The Parks and Wildlife Southern Region had responsibility flight first thing on Saturday morning. An impressive for three of the fires - Cracroft River, Terminal Peak and lightning storm developed during Friday evening. As a Reynolds Creek. The Vale River and Ten Mile Creek fires result, the spotter flight got off the ground at 7:40am on became the Parks and Wildlife Service’s statewide priority Saturday morning and shortly after spotted the first fire as they had the potential to directly threaten Cradle near Judbury. Mountain Village and walkers on the Overland Track and other nearby tracks. Soon after reporting on the Judbury fire we were over the South-west National Park looking at a fire in the Cracroft A situation analysis was conducted for the three fires Plains near the junction of the Huon and Cracroft rivers. in the south-west. At stake was the safety of the many This was a fire that looked like it could do a substantial bushwalkers who frequent the spectacular walking tracks run down the Cracroft Plains under the conditions at that time of the year; the walking tracks which include forecast for Sunday. Whilst recording the pertinent details approximately one kilometre of duck-boarding, double 26 27 Department of Tourism, Arts and the Environment Annual Report 2006-07 PARKS AND WILDLIFE SERVICE

planking, steps, water bars and signs; as well as the Cradle Village remained a resource priority. Later in the outstanding natural and cultural values for which the area week the threat at Cradle Village had eased and fire was inscribed on the World Heritage Register. behaviour in the south-west had moderated. The first priority, as always, is the protection of life, On Sunday afternoon another flight was undertaken and so a group was set up to manage bushwalker safety. to map the fires and to inspect the priority areas to Their job was to find out which tracks had walkers on determine the likelihood of a successful suppression them, to close any tracks that were under immediate effort. The fire behaviour was low but there was a threat from the fire, and to evacuate walkers under significant amount of small smouldering peat fires in immediate threat. There is a myriad of tracks in the area steep, remote terrain. Complete containment was never that terminate near Strathgordon and Scotts Peak in the an option, but containing the fire in the southern and northern sector, the Tahune Air Walk and Farmhouse eastern sectors to achieve the aim of protecting the Creek to the east, and Cockle Creek and Melaleuca sensitive vegetation communities to the south in the in the south. The Huon Track, McKays Track and the Mt Bobs area, and preventing further spread into Arthur Plains track south of Nine Mile Creek were closed State Forest to the east was a possibility. immediately. The tracks were then checked by a ranger On Monday it was decided to put together remote area in a helicopter and a small number of bushwalkers were crews, helicopters and an Incident Management Team gratefully relocated to safe areas. based at Strathgordon so that the south-easterly weather Sunday was the third warm and windy day in a row and and associated low cloud due for the next four days all three fires in the south-west did very big runs in a would not prevent the helicopters and crews from getting south-easterly direction. The Incident Management Team to the fire-ground. The Tasmania Fire Service offered conducted a reconnaissance flight in the afternoon and the assistance of their Remote Area Teams, some of the witnessed some spectacular pyrocumulus clouds that current trainees and the Helitac 721. were being put up by the Reynolds Creek fire as it did On Tuesday the southern sector was scanned with an a long southerly run down the Hardwood Valley – even infra-red scanner and a map of the hotspots in the peat the pilot was impressed! was generated and supplied to the GPSs of the crew A group of bushwalkers camped at Junction Creek was leaders. The remote area crews were deployed on the located. They would be in the path of the fire should it fireground in two sectors, each with helicopter support. continue to run overnight and into the next day. One Over the next three days the crews worked solidly to group climbed into the helicopter willingly, however the black out all the hotspots. other was very reluctant as it was their first day of a long This was extremely difficult work, first walking into each walk for which they had travelled from interstate. After of the hotspots from the remote helipad, digging out the a discussion with the incident controller, they unwillingly peat and retreating to a safe distance as the helicopter climbed into the helicopter and were relocated to a safe bombed the hotspots, all in extremely steep terrain. area. This set the scene for the week as staff continued to check the tracks and closed new tracks as the fire With the co-operative effort of the Parks fire crew, increased in size. A total of about 50 bushwalkers were the Fire Service Remote Area Teams and trainees, the relocated by helicopter over the two week duration of objective of containing the Cracroft fire from spreading the fire. further to the east and the south was finally achieved. At the same time plans were being made as to what For the record, the Reynolds Creek fire burnt should be done about the fire itself. Flora and fauna and approximately 28,500 ha, the Terminal Peak fire 900 ha, fire behaviour experts were consulted, and they provided and the Cracroft fire approximately 16,000 ha. Damaged input into setting priorities for suppression activities. The infrastructure included 843 metres of duck-boarding, 89 priorities were identified as being fire-sensitive alpine metres of double planking, 110 metres of cordwood, 86 vegetation and coniferous forests in the Mt Bobs area steps, 64 water bars, 14 signs and a cache of timber and Davey Swamp, and State Forest in the Huon Valley. and tools. However, the fire was still fairly active with wide fronts that would require a massive amount of resources to suppress. At the same time the fires in the vicinity of

28 29 Department of Tourism, Arts and the Environment Annual Report 2006-07

Heritage Tasmania

HIghfield House, Stanley Photo by Jane Lovibond

Objective Heritage Tasmania works to conserve and promote Providing free advice and financial assistance are Tasmania’s rich and diverse historic heritage and important incentives to encourage ongoing conservation co-ordinate heritage strategy on behalf of the State of historic heritage throughout the State. Government. It also supports the work of the Local governments are provided with assistance through independent Tasmanian Heritage Council and the advice and a heritage survey program. This program wider historic heritage sector. provides joint funding to complete municipal surveys that Educating and raising awareness of heritage values is identify heritage places for future protection. a key means of sustaining Tasmania’s historic heritage. The Heritage Conservation Funding Program provides Heritage Tasmania provides support to local government, financial assistance for property owners to conserve their organisations and communities that wish to celebrate heritage-listed property. The majority of heritage-listed their heritage and increase their knowledge of how best properties are privately owned. The funding program is to sustain those values alongside future development. pivotal to supporting private owners who are contributing Heritage Tasmania assists the Tasmanian Heritage Council to maintaining the heritage character for which Tasmania to administer the Historic Cultural Heritage Act 1995 and is recognised. maintains the Tasmanian Heritage Register which is a statutory tool that protects places considered to be of historic heritage significance to the people of Tasmania.

28 29 Department of Tourism, Arts and the Environment Annual Report 2006-07

Key Achievements Support for the heritage sector, improved client servicing, knowledge by completing repairs on some of Oatlands’ and reform were major priorities for Heritage Tasmania public buildings. Owners saw first-hand how to repair, in 2006-07. restore and maintain stone and received practical advice on the use of traditional and new products. Building on results from client research conducted in the previous financial year, Heritage Tasmania re-focussed Heritage Tasmania and the Tasmanian Heritage its client servicing to develop stronger relationships with Council were joint exhibitors at the annual Local individual property owners, local government and other Government Association of Tasmania Conference in key stakeholders. 2007. As the consent authority for developments on heritage-listed properties, the Heritage Council has a New service standards have been implemented to ensure responsibility to liaise with local government to ensure owners with properties being considered for heritage positive heritage outcomes. listing are provided with more information earlier in the process, and are given greater opportunities to become The main focus for sector support is the sponsorship involved in the listing process from the outset. of the Tasmanian Heritage Festival. Organised by the National Trust, this is a significant statewide event that is Following the creation of a field office in Launceston in recognised for its contribution to regional tourism. 2005, Heritage Tasmania’s Hobart office moved to a heritage-listed, shop-front building in January 2007. This year Heritage Tasmania worked closely with the Returned Services League and the Military Museum The move provides a more central location in Hobart to at Anglesea Barracks to reflect on the festival theme better service clients, illustrating the ability to successfully of ‘Australian spirit’ which is exemplified in Tasmania’s adapt heritage-listed buildings to suit changing business military heritage. The festival launch was held at the requirements. The Hobart shopfront is also being used to Anglesea Barracks, Australia’s second oldest military showcase various approaches to heritage interpretation. establishment, and was supported by a display and Collaborating with planning authorities has been a major speakers program at the Hobart State Library, co- strategic focus as part of improved client servicing. ordinated by Heritage Tasmania. Heritage Tasmania works closely with local government Supplements in Tasmania’s three regional newspapers on a day-to-day basis, particularly in assessing planning raised awareness of the events and the importance of applications on heritage-listed properties. celebrating the State’s rich heritage. This year’s festival Many local communities are eager to ensure heritage included a record 79 events attracting more than values are protected for the future. To assist in this 15,000 participants. process, Heritage Tasmania provides both financial and Other sector projects supported included an international in-kind support for councils to complete heritage surveys. archaeological project at the Ross Female Factory site, In the past year, surveys were completed for Waratah- working with the archaeological community to host the Wynyard, Meander Valley, Southern Midlands, launch of National Archaeology Week and supporting the Kingborough and Glenorchy, with over $50,000 paid Australian Government’s World Heritage nomination for directly to local government in 2006-07 to support the Australian Convict Sites serial listing. this work. The reform of heritage legislation was a continuing One third of Tasmania’s local government areas are in priority for Heritage Tasmania. the process of completing heritage surveys. The results A major achievement was assisting the National will assist in encouraging community understanding of the Trust’s exit from a two-year period of administration. State’s heritage values and the future protection of the In December 2006 the National Trust Act 2006 was sites. Information collected will also be used to update proclaimed and the Trust exited administration. The heritage provisions and lists in planning schemes. move was supported with a State Government package Working with the Southern Midlands Council, Heritage of more than $970,000 over four years. Tasmania provided a free, one-day workshop on restoration of stone buildings. A range of tradespeople specialising in stone restoration and repair displayed their

30 31 Department of Tourism, Arts and the Environment Annual Report 2006-07

Future directions After years of uncertainty and instability the National During 2007-08, Heritage Tasmania will focus on: Trust has entered a new phase of increased support and ● finalising legislative and other reforms to achieve sustainable governance. A new and more sustainable a more integrated approach to historic governance structure was put in place with a professional heritage management; Chief Executive Officer and Board of Directors. ● working collaboratively with the Tasmanian Heritage Work continues on reforming Tasmania’s historic heritage Council to ensure new strategies, guidelines and legislation, the Historic Cultural Heritage Act 1995, 10 policies are consistent with legislative changes and years after its proclamation. Considerable work has been focus on increased client servicing; undertaken to develop models that build on the 82 ● creating stronger links and greater collaboration with recommendations by independent heritage consultant, local government and the Australian Government; and Professor Richard Mackay of Godden Mackay Logan. ● strengthening relations with the Tasmanian heritage These models and other reforms will be discussed in sector and improving customer access to build upon consultation with local government to confirm what the existing advisory, education and grants services. processes, resources and supportive mechanisms will be required for new legislation to work effectively, match These key strategies will ensure a greater balance best practice, and be consistent with Tasmania’s planning between customer service, statutory responsibilities system and comparable to other Australian jurisdictions. and partnerships across the sector and community to maximise understanding and the conservation of Tasmania’s heritage.

Pre-loved staff accommodation, Lake Margaret Photo by Jane Lovibond

LAKE MARGARET POWER SCHEME Situated in Tasmania’s dramatic western landscape, the Of specific importance is the exceptional integrity of Lake Margaret Power Scheme is a place of exceptional the scheme’s fabric, most of which originates from heritage value. The scheme is an outstanding example 1912-1938. of one of Australia’s earliest hydro power stations. It is one of a few sites in Australia where the whole Its construction began in 1912 under the direction of its process of power generation, construction, staffing then owners, the Mt Lyell Mining and Railway Company. and community life in an industrial settlement remains evident. The company’s General Manager, Robert Carl Sticht, had the vision to embrace new hydro technology as part Part of this fabric includes the 2.2 km woodstave pipeline of the industrial reform. The move would also provide which is likely to be the largest, or at very least one of domestic electricity to his workforce as part of a social the largest surviving structures in the world made of reform process. King Billy pine. The scheme demonstrated the early potential of hydro Industrial woodstave pipelines are exceptionally rare. technology for large-scale industrial and domestic power Wood for the pipeline was felled from the nearby generation. Its success was the turning point for the Tyndall Range to the west of Lake Margaret. development of vast hydro schemes in Tasmania, Victoria Approximately 18,000 metal straps are fastened and New South Wales, including the Snowy Scheme. to the pipeline in a staggered pattern. 30 31 Department of Tourism, Arts and the Environment Annual Report 2006-07 HERITAGE TASMANIA

The social story of the station is also significant with potential threat to the jobs of Australian soldiers fighting the Tasmanian immigration experience and the story abroad, a further 214 Maltese on the Gange were refused of Australian migration policy. entry to Australia. In 1911, a fatal underground fire at the mine resulted After a national and international backlash against their in a major strike and a halt to construction of the denied entry as British citizens, some who had served power scheme. in Gallipoli, many of these workers were recruited as constructions workers at Lake Margaret. A number of Maltese labourers arrived in Australia at this time, and were sent to work at Lake Margaret. They were In 1985, the Mt Lyell Company negotiated the sale initially responsible for clearing scrub and constructing of the Lake Margaret Power Scheme to the Hydro the tramway. As their reputation as good and reliable Electricity Commission. workers increased they were employed to work on the The scheme remained in operation until June 2006 and supply dam and construction of the power station. the woodstave pipeline subsequently decommissioned. In 1916, another wave of Maltese migrant labourers, all What remains, however, is a place rich in stories of the British citizens, arrived in Australia on board the Arabia, pioneering spirit, the progress of technology and the use coinciding with the national conscription debate. Fearing a of migrant labour.

Lake Margaret Woodstave Pipeline Photo by David Scott

32 33 Department of Tourism, Arts and the Environment Annual Report 2006-07

Aboriginal Heritage Office

Fish trap, Sisters Beach Photo by Caleb Pedder

Objective The Aboriginal Heritage Office is responsible for The key objectives of the Office are to: the protection and promotion of Tasmanian Aboriginal heritage. ● increase awareness of the services provided by the Aboriginal Heritage Office; The Office works with the Tasmanian Aboriginal ● strengthen the decision-making partnership with the community to recognise, respect and promote Tasmanian Tasmanian Aboriginal community; Aboriginal culture and heritage, and to secure its protection for present and future generations. The Office ● develop robust and understandable Aboriginal has established a close partnership with the Tasmanian heritage legislation; Aboriginal Land and Sea Council, the peak Aboriginal ● offer clear, concise and consistent advice on the community organisation in Tasmania responsible for appropriate management of Aboriginal heritage; heritage issues, to achieve such goals. ● increase knowledge of regulatory processes; The Aboriginal Heritage Office is responsible for leading ● achieve high levels of compliance with Aboriginal policy development, undertaking planning to protect heritage legislation; and conserve Aboriginal heritage, and increasing the ● increase understanding of Tasmanian understanding and appreciation of Aboriginal culture Aboriginal heritage; and heritage. ● stop the damage and destruction of Tasmanian The Office administers the Aboriginal Relics Act 1975 and Aboriginal heritage; provides expert advice for the responsible management ● increase the adoption of sound management of Tasmanian Aboriginal heritage for all land tenures. practices within the Aboriginal Heritage Office; and The Office undertakes research and educational activities ● create a positive, satisfying team environment to protect and promote Tasmanian Aboriginal heritage that drives and embraces change. throughout the State.

32 33 Department of Tourism, Arts and the Environment Annual Report 2006-07 ABORIGINAL HERITAGE OFFICE

Key Achievements A major component of the Aboriginal Heritage Office’s Enforcement activities in the 2006-07 year included the work involves the provision of advice and administration negotiation of the return of cultural items to New South services under the Aboriginal Relics Act 1975 across all Wales, which had been offered for sale in Tasmania. land tenures. One of the challenges the Office is facing is the increasing These services are broad and involve interaction with the amount of cultural material being offered for sale on Aboriginal community and other key stakeholders. internet trading sites. This presents a number of issues ranging from jurisdictional to identification. During 2006–07, the Office: The Office secured the appointment of a cadet through ● provided advice to developers and State and local the National Indigenous Cadetship Program who has government regarding identification, registration and since completed a Legal Practice course following protection for Aboriginal heritage; completion of a Bachelor of Law degree. That person will ● undertook compliance and enforcement activities; continue to contribute as a member of the Tasmanian ● assisted the Aboriginal community to meet their Aboriginal Heritage Legislation Project Team. obligations under the Coroners Act 1995; and A broad range of training was undertaken by staff ● provided specialist advice under the Crown Lands including business planning, media, graphic design, (Shack Sites) Act 1997, the Land Use Planning and project management, software packages, land tenure and Approvals Act 1993, the National Parks and Reserves customer service. Management Act 2002, the Crown Lands Act 1976 and the Water Management Act 1999. The Major Projects Branch of the Aboriginal Heritage Office again focussed on developing new legislation The Office, in conjunction with the Tasmanian Aboriginal to replace the Aboriginal Relics Act 1975. The project Land and Sea Council, also assessed and processed 30 aims to create legislation that empowers the Tasmanian permit applications under the Aboriginal Relics Act 1975. Aboriginal people, improves protection and management In partnership with the Department’s Information of Tasmanian Aboriginal heritage, integrates with existing Management division, a new electronic database was management and planning processes, and creates launched to replace the ageing one which supports effective compliance provisions. the Tasmanian Aboriginal Site index, enabling better This second phase of consultation, undertaken service delivery. during November and December 2006, focussed The Office assisted the Tasmanian Aboriginal Land and on a consultation package, which raised concepts Sea Council’s Green Corps team with advice on project for discussion. Consultation started with a series of management, stone tool identification, and laboratory and interest group meetings, providing early and maximum storage requirements for collections of cultural material. opportunity for participation in the project. Soon afterwards, public forums were conducted in Launceston, The Office worked with the Tasmanian Aboriginal Land Flinders Island, Burnie, Strahan, and Hobart. These and Sea Council to: forums gave all Tasmanians an opportunity to offer ● repatriate stone tools to their original location; comment on the consultation package and other issues. ● provide Cross Cultural Awareness Training within the Numerous submissions on the consultation package were agency and to other organisations; received. Discussions are continuing with the Tasmanian Aboriginal community on a range of integral issues. ● run community access trips to remote Aboriginal sites Several clear topics emerged from the consultations, in the Tasmanian Wilderness World Heritage Area; which will provide direction for the project, including duty and of care considerations, resource concerns and a lack of ● rehabilitate parts of a seven kilometre area of Tasmanian Aboriginal heritage education resources. The exposed midden site. consultation package and report on the consultations can The Office has also worked closely with the Tasmanian be found on the project website, www.tahl.tas.gov.au Aboriginal Land and Sea Council to resolve ongoing There were two project newsletters published in the past issues with the approval of developments on culturally year which can also be found on the website. sensitive coastal areas. It is expected that such issues will be addressed by new Tasmanian Aboriginal heritage legislation.

34 35 Department of Tourism, Arts and the Environment Annual Report 2006-07

The Research and Development Branch continued Tasmanian Aboriginal heritage legislation. The project work on a project to re-record Aboriginal rock art and website has facilitated comment and enquires, not only record recently rediscovered Aboriginal rock markings. concerning the legislation project, but on many other There was extensive research into records held by the things ‘Aboriginal’. These have mainly been from Tasmanian Museum and Art Gallery and the Queen within Tasmania, but have also come from interstate Victoria Museum and Art Gallery, several field trips, the and overseas. majority in the south-west and north-west of the State, Relationships have been significantly enhanced with the and a presentation to Aboriginal elders. Cutting edge provision of cross cultural awareness training. (See the laser scanning and stereo photomicroscopy technology Case Study for more details). was tested in the recording of some of the rock art sites and results are being assessed. The Office works with the Aboriginal community, particularly with the Tasmanian Aboriginal Land and Sea Ice Age, a website about Tasmanian Aboriginal occupation Council, to seek Aboriginal community perspectives and and lifestyles going back as far as the last ice age, advice on the empowerment of Aboriginal people to continued to be developed in partnership with the manage Aboriginal heritage. Aboriginal Education Office. The website is linked to a poster/map of Tasmania during the last ice age. The Office actively promotes the employment of Aboriginal people where possible. Most staff are involved The branch commenced a project to locate ‘Robinson’s with the Tasmanian Aboriginal community both in and mission’ on Murrayfield, Bruny Island. The project, of out of their professional role. Aboriginal and historic heritage interest, is supported by funding from the Australian Government. Future Directions The branch also provided advice to the Tasmanian The Aboriginal Heritage Office is launching itself into Museum and Art Gallery on their upcoming refurbished a year of transition during 2007-08, which promises to Aboriginal Gallery. bring substantial changes with a restructure designed to double the current capacity of the Office and prepare Aboriginal Heritage Office staff are involved in the for the introduction of new Tasmanian Aboriginal Sustainability Cross Agency Team and staff follow heritage legislation. environmentally sound practices where known, and support the agency in adopting strong policies in this area. The development of new Tasmanian Aboriginal heritage legislation will continue with the drafting of legislation The Aboriginal Heritage Office provides specialist advice that empowers the Tasmanian Aboriginal people, to businesses, organisations and individuals to assist them improves protection and management of Tasmanian in meeting their obligations under the Aboriginal Relics Aboriginal heritage, integrates with existing management Act 1975. and planning processes and creates effective compliance Anecdotal evidence over recent years suggests that provisions. A further round of statewide consultations proponents are becoming more willing to meet their will be completed before the legislation is introduced obligations as quality educational resources about into State Parliament. Aboriginal heritage and culture become more The office will also continue to improve identification and widely available. understanding of threats to Tasmanian Aboriginal heritage The Office has worked closely with the Tasmanian and to conduct research into Tasmanian Aboriginal rock community through statewide public forums and other markings, both in the field and through desktop and meetings as part of the consultation process for the new archival research.

34 35 Department of Tourism, Arts and the Environment Annual Report 2006-07 ABORIGINAL HERITAGE OFFICE

CROSS CULTURAL AWARENESS TRAINING For almost a decade now the Aboriginal Heritage Office, At each course a range of practical information is in partnership with the Tasmanian Aboriginal Land and presented, such as what an Aboriginal site is; the role Sea Council, has been providing cross cultural awareness of the Aboriginal Heritage Office and the Tasmanian training to organisations, agencies, local governments Aboriginal Land and Sea Council; what State and and industry. Australian government legislation exists to protect Aboriginal heritage; permit procedures; and who to Courses are designed to increase the understanding of contact when dealing with Aboriginal heritage. Aboriginal culture and heritage, enhance the conservation of Aboriginal heritage, and promote working co-operatively In the past 12 months, training providers and participants with the Aboriginal community. have had the pleasure of visiting places such as Miena in the lake country and returned Aboriginal land on Bruny These one-day courses have become a sought after Island - places where participants could find reminders of service and provide a valuable insight into Aboriginal the lifestyles of the Aboriginal people who lived there for heritage issues. There has been a focus on working with thousands of years. organisations whose operations have the potential to adversely affect Aboriginal heritage. In the past year there Rather than sitting in a classroom all day, participants have been courses for the Parks and Wildlife Service and experience Aboriginal heritage first hand, ‘in country’, Hydro Tasmania. enabling them to appreciate how subtle an Aboriginal heritage site may be in the landscape, and understand the Aboriginal Heritage Office staff have received a great requirement for the use of skilled individuals in identifying deal of positive feedback. Participants have gained and managing Aboriginal sites. an appreciation for Aboriginal heritage, and in most cases they have said it was very enjoyable, informative, interesting and well presented.

Team leaders, project managers, field officers and senior engineers from Hydro Tasmania considered the visit to a large artefact scatter on the shores of Great Lake the highlight of their cross cultural awareness training. Photo by Ruth Paynter

36 37 Department of Tourism, Arts and the Environment Annual Report 2006-07

Arts Tasmania

Di Allison models the fine lines of Simon Ancher’s coffee table titled Launceston 2007 at the Free Range Exhibition Photo by Michael Rayner, Courtesy of Ten Days on the Island

Objective Arts Tasmania and its business unit arts@work along Broadly, the Board’s vision is to make the arts a flagship with the Tasmanian Arts Advisory Board form the for Tasmania and the Board works towards: Government’s arts and cultural agency. It works to ● building Tasmania’s brand through the arts; deliver Tasmania Together Goal 6 for Tasmania to have a dynamic, creative and internationally recognised arts ● developing the potential and skills of our local community and culture. artistic talent; ● increasing the cultural and economic value of the Arts Tasmania and the Tasmanian Arts Advisory Board arts; and work together in developing, facilitating and administering the State Government’s vision and strategy for the arts ● increasing participation in arts and cultural activities. and cultural sector, advising and supporting the Minister arts@work, as Arts Tasmania’s industry development for Tourism, Arts and the Environment, managing the arm, promotes the strengths and needs of the State’s arts Government’s funding assistance to artists and arts practitioners with a view to increasing returns to artists organisations and supporting the development and from their work. It encourages broad support for the arts maintenance of the State’s cultural heritage collections and cultural industries to promote creative, innovative (excluding the Tasmanian Museum and Art Gallery) and and professional excellence, develop good ideas and administering funding to Ten Days on the Island and the commercial opportunities, build audiences and foster Tasmanian Symphony Orchestra. wide participation. The Tasmanian Arts Advisory Board, led by Chair Saul arts@work also manages the Art for Public Buildings Eslake, continues to articulate the integral role that Scheme, which has grown through increased Government creativity plays in contributing to the social, cultural investment to be the largest single support for the visual and economic development of Tasmania. The diverse arts, craft and design. The scheme has encouraged private skills, abilities and knowledge of its arts practitioners and sector investors to follow suit and arts@work now offers creative thinkers will ultimately shape Tasmania’s future. administrative assistance to the corporate sector in the commissioning of artworks.

36 37 Department of Tourism, Arts and the Environment Annual Report 2006-07 ARTS TASMANIA

Tasmania is one of the most demographically dispersed The grant to the Tasmanian Symphony Orchestra saw states in the country. A focus for 2006-07 was on building a further injection of funding to ensure the long-term better regionally-based support and infrastructure, viability of one of the world’s great small orchestras. expanding regional audiences, increasing local and The additional funding for this independent, not-for- international touring and export, developing Aboriginal profit Tasmanian company ensured that it continued arts and culture and strengthening the viability and growth to play a pivotal role in the artistic and cultural life of of the arts sector. Tasmania, and promoted itself and Tasmania nationally and internationally. This funding was in addition to As well as ensuring that Tasmanians enjoy a rich cultural the Icons Funding of $500,000 provided through life, visitors to the State are increasingly attracted by the Tourism Tasmania and the offsetting of payroll tax of creativity, celebration of difference and quality of culture approximately $230,000. 2006 saw a good financial result evident across the State. in the orchestra’s annual report with earned income and Key Achievements attendances up in all categories. Ten Days on the Island exemplifies the connection Tasmanian regional audiences saw the first performances between the special qualities Tasmania has to offer and from Tasmania Performs, a major strategy to increase both the access to a wide range of culture and arts experiences opportunities for Tasmanian performing arts companies now available here, home-grown and imported from to hone their productions at home for further national islands across the globe. and international touring and, importantly, to provide Two years in the making, Tasmania’s fourth Ten Days on access for regional audiences to professional theatre the Island statewide arts festival played to thousands of in their home towns. This initiative is supported as a local, interstate and international visitors who turned out model for regional development by the Australian and for the State’s premier cultural event. The festival broke Tasmanian Governments and is in partnership with the new ground in 2007, presenting exhibitions, performances national performing arts presenter Wendy Blacklock’s and community events in 50 locations around the Performing Lines. island. For the first time, the festival mounted extensive Public museums and art galleries across the State regional tours of theatre productions. Communities from benefited from a significant funding boost to their annual Queenstown to Swansea had the chance to sample the grants from the State Government in recognition of work of international companies such as Gruppe 38 from the important role these institutions play in their local Denmark, the Taiwan Puppet Theatre, Andy Jones from communities. Burnie and Devonport Regional Galleries Newfoundland and the hilarious Wheeler’s Luck team had their annual grants raised from $31,000 to $70,000. from New Zealand. Other beneficiaries were the Maritime Museum, the Home-grown events included Tasdance’s brave new Australian Golf Museum and Narryna Folk Museum. West work, Mercy: A dance for the forgotten, which provided Coast Pioneers Museum and the Queen Victoria Museum many unforgettable and moving moments. The extensive, and Art Gallery benefited by both a rise in their annual statewide visual arts program was warmly received by grants from the State Government and capital grants for critics and audiences across the island. Highlights have their buildings of $200,000 and $3,000,000 respectively. included the newly commissioned work by a host of The inaugural Tasmanian Living Writers’ Week proved Tasmanian and interstate artists at major events such a spectacular success. Alternating with Tasmanian Living as the Port Arthur Project and the three Isle of Plenty Artists’ Week in successive years it immediately stamped celebrations in the south and north of Tasmania. a claim on being part of the Tasmanian arts calendar Dream Masons attracted significant Australian and of events. On a cold August day the Tasmanian Book State Government funding to realise this innovative Fair drew 68 exhibitors to the IXL Atrium – each of performance played out in front of a delighted audience whom presented their publications and introduced avid from the façade of Salamanca Arts Centre. readers to the rich array of publications from Tasmania, demonstrating the vitality of reading, writing and Every one of the 29 local government areas in Tasmania publishing in the State. Upstairs in the Henry Jones Art played host to at least one event in the 2007 program Hotel, free seminars engaged audiences in diverse topics of Ten Days on the Island. Isle of Plenty featured site- of interest and these seminars were replicated across the specific landscape installations of scale in Lillico, Cygnet State as were many other literary events, readings and and Bridport that reflected and celebrated identity, book launches. Hydro Tasmania sponsored Writers in people and place. Each town hosted a celebration in its Schools to bring contributions from emerging writers into community featuring an opportunity to meet the local the event. artists, tastings of regional produce, events and a performance by a visiting international artist.

38 39 Department of Tourism, Arts and the Environment Annual Report 2006-07

Design Island, a three-year strategy, connects Tasmanian Commencing in 1979 with a $10,000 cap on each project designers with national and international design networks. in the State Government’s works program, the cap on the The accompanying exhibition shown in Hobart and Art for Public Buildings Scheme has risen over time and Launceston New Horizons offered a rich sample of was increased in 2006-07 to $60,000 per project. New innovative craft and design currently being produced in statewide commissions of $405,400 were let in 2006-07. and exported from Tasmania by emerging professionals. These were in addition to commissions commenced in Local designers were joined in May by leading designers previous years and yet to be completed. sponsored by each State and Territory Government and The experience Arts Tasmania and its business unit international designers in a design seminar in Hobart arts@work have obtained in managing public art followed by a stimulating workshop retreat at the Bay commissions is now available to the private sector and of Fires Walk on the East Coast. other tiers of government to assist them in sourcing Aboriginal projects with the National Museum of Australia artists and administering projects to professional resulted in the publication by the Museum of Keeping standards. arts@work has more than $200,000 of private Culture: Aboriginal Tasmania. The Museum is working sector and local government projects in progress. with Arts Tasmania on the development of a major The third Artist’s Monograph featured photographer fibre project entitled Tayenebe. In this project Aboriginal Pat Brassington, whose work has achieved high national women will work on the retrieval and contemporary interest. This was the first monograph published by application of traditional techniques and grasses, using the Quintus, the new imprint from the University of Tasmania Aboriginal baskets held in the Tasmanian Museum and as a joint venture with Arts Tasmania. Art Gallery as reference. Workshops were held around the State with Aboriginal participants working towards a Funded programs by Kickstart Arts and Tasmanian national touring exhibition which will include the National Regional Arts delivered community arts programs and Museum of Australia as a venue. small festivals which played important roles in engaging their communities. The second Amplified festival in October 2006 built on the success of the inaugural event and featured 38 events including 27 showcases of live Tasmanian music in Hobart, Launceston, Burnie, Lewisham, Fern Tree and Bronte Park. The festival also included a conference featuring nationally renowned music industry speakers, awards, master classes, the release of a CD compilation and networking opportunities. Amplified is Arts Tasmania’s strategy for developing the contemporary music industry in Tasmania with the main objectives to: ● showcase Tasmania’s talented musicians and music industry representatives; to develop the professional skills of musicians and music industry representatives; ● engage audiences locally and nationally in the development of the Tasmanian industry; and ● give Tasmanians a sense of ownership of their music industry.

Cornelian Bay Photo by Stewart Wells

38 39 Department of Tourism, Arts and the Environment Annual Report 2006-07 ARTS TASMANIA

A blur of flashing ribbons and torsos in Ten Days on the Island’s first international co-commission with Tasdance, Mercy: A dance for the forgotten Photo by Michael Rayner, Courtesy of Ten Days on the Island

Future Directions An increase of $1.5 million annually to the funding in regional areas around the State, fulfilling its aims available to Arts Tasmania for distribution through its to engage regional audiences in live performances Assistance to the Arts programs and initiatives will and increase opportunities for Tasmanian artists and provide a significant injection of funding to the arts sector companies to perform and hone their works for future from 2007-08. The public has been invited to respond national and international touring. Arts Tasmania and to the Discussion Paper An Island Inspired on what they arts@work will join forces with local government to would like to see as new directions for the arts. extend the program far and wide. Arts Tasmania will represent Tasmanian performing artists and companies The raising of the upper limit of funding for the at the Australian Performing Arts Fair in February 2008. commissioning of artworks for each project under the two percent Art for Public Buildings Scheme to $80,000 Tasmanian Living Artists’ Week will present its fourth will further increase the value of this scheme to the visual edition with over 1,000 participating artists in a week arts in 2008-09. This upper limit has been increased celebrating the visual arts in our community from 24 incrementally from $40,000 in 2005-06 to $60,000 in August to 2 September 2007. 2006-07. Amplified has established a presence amongst national Design Island will complete the third year of its strategy contemporary arts events. Its third edition will continue with an international tour curated by Mattias Schwatrz- to deliver music business information and national Clauss from Vitra Design Museum in Germany. Tasmania networking opportunities to our local musicians under Performs will present its second season of performances the patronage of Michael Chugg.

40 41 Department of Tourism, Arts and the Environment Annual Report 2006-07

TASMANIAN LIVING WRITERS’ WEEK The inaugural Tasmanian Living Writers’ Week was Some observations: a resounding success. “It was a privilege to be there and I enjoyed my visit The challenge was the enormity of organising an event immensely. And I trust that the flocking crowds and their that was truly statewide. The first year saw 135 events, enthusiastic response repaid your obvious hard work.” including 50 curated and 85 community events. There (Murray Waldren) were 130 contributing writers and the audience was “What an honour to be included. We worked hard on estimated at more than 10,000. the event, including publicity; so many people came that The highlight was undoubtedly the Book Fair that latecomers had to sit behind the panel members. attracted in excess of 1,200 people over a six-hour And that was in the Midlands in the middle of period at the IXL Atrium on Sunday 13 August. Books for a petrol crisis.” sale at the fair were either published in Tasmania, written about Tasmania or written by a Tasmanian. The 68 (Susan Butler, Murder in the Midlands, Ross) exhibitors included publishers, book stores, community “The ‘Open Forum: Poets’ Pub Night’ was an organisations and authors. outstanding success.” Events held during the fair peppered the day for visitors (Attendance 140+) (Forth Hotel, arranged by with signings every half-hour by selected writers, Devonport Writers’ Workshop group) give-aways of over $500 worth of Tasmanian books donated by local bookshops and authors, plus smaller “The Beach Café was totally booked out, with more hourly giveaways. than 100 people attending ... we both sold lots of books.” Artist Peter Gouldthorpe provided visitors with a glimpse (Adrienne Eberhard, Esther Ottaway, Celebrate into portraiture as he captured the live images of authors Motherhood Morning Tea, Blackmans Bay) Henry Reynolds, Danielle Wood and Heather Rose “A wonderful thing has happened as a direct result of in crayon. Living Writers’ Week - Thomas Croger from Taroona was Upstairs in the Henry Jones Arts Hotel, seminars for one of my students (during Writers in Schools). I felt like writers were held all weekend. Writers spoke frankly and I had discovered a young Ian McEwan - he is a fabulous informatively to very engaged audiences. Radio National writer.” Thomas entered his work and won the under and other national journalists attended and participated 21 category of the John Marsden Award. “I thought the in various components of the program, primarily focused Department might like to know that the effects of Living around the Literary Panels & Conversations and the ABC Writers’ Week are rippling out there still. It has given him 936 presented an outside broadcast at the fair. huge encouragement.” (Heather Rose) Students from Taroona High, Lauderdale Primary and Lansdowne Crescent Primary schools read examples of work produced and Deb Manskey performed songs written by King Island students during the Writers in Schools Program, another feature of Tasmanian Living Writers’ Week.

Happy readers and sellers, Tasmanian Book Fair Photo by Natasha Stapleton

40 41 Department of Tourism, Arts and the Environment Annual Report 2006-07

Tasmanian Museum and Art Gallery

Thylacine pouch young Thylacinus cynocephalus Wombat claw necklace (pre-1839) collected by George Augustus Robinson 1839 Purchased by the Friends of the Tasmanian Museum and Art Gallery from Leo Fortress Hawaii USA 1999

Objective Key Achievements The Tasmanian Museum and Art Gallery is unique. It is The past year saw the start of major change. The State the oldest publicly accessible combined museum and Government announced a $30 million commitment to art gallery in Australia. It also has the broadest collecting the redevelopment of the Tasmanian Museum and Art mandate of any single institution in the nation, being a Gallery – the biggest single cultural commitment in the combined museum, art gallery and herbarium. history of Tasmania. The vision of the redevelopment is to create the Tasmanian Museum and Art Gallery as The Museum’s role is to collect, conserve, research, a world-class intellectual and cultural icon befitting its interpret and display objects of historical, scientific or history, collections and research. artistic interest. It does this by providing the opportunity to gain information and insights into our world - past Redeveloping the Museum will lead to the transformation and present. of the visitor experience and the way in which the three layers of site, buildings and collections integrate to create The Tasmanian Museum and Art Gallery is the most a unique visitor experience. The growth of its unique visited indoor cultural institution in the state. More than collections and visitor numbers, combined with 365,000 visitors enjoyed the museum during the 2006- its location in the hub of the arts and cultural precinct on 2007 financial year. the Hobart waterfront, has underpinned its importance There are 10 main disciplines covered by the Museum to the Tasmanian community and to the State’s cultural – art, botany, decorative art, geology, indigenous culture, tourism sector. history, invertebrate and vertebrate zoology, photographs In May 2007, the Museum reached a milestone in the and documents. redevelopment project, with expressions of interest being It interprets and presents its collections and research sought for a Masterplan design team. through diverse exhibitions, programs and publications, In June, investigative work began around the site. An which provide opportunity for public access and archaeological desktop survey of the city site examined participation. Public programs include general guided both European and aboriginal history to identify possible tours, education programs (kindergarten to grade 12), sources of richest archaeological potential. volunteer art guide tours and public art demonstrations. These programs provide an environment that both stimulates and educates the general public. 42 43 Department of Tourism, Arts and the Environment Annual Report 2006-07

Future Directions Throughout 2006-07, the Museum worked to increase During 2007-08 the Tasmanian Museum and Art public access to the city site’s historic waterfront buildings Gallery will increase its focus on implementing the which form such a strong part of the character of Sullivan’s redevelopment. Over the next 12 months, there will be Cove. Some of the oldest heritage buildings in Australia significant site investigation analysis and the development are situated there, and it is one of the most important of a comprehensive and detailed site Masterplan. archaeological sites in the country. The first floor of the Expressions of interest for the Masterplan design team Bond Store has been opened as an exhibition space, were called for in May 2007 and five tenderers have been along with the ground floor of the Commissariat Store. short-listed for further consideration. They have been This follows on from the successful relocation of staff and given the Vision and Brief for the redevelopment, and the objects to the Rosny Research and Collection complex. successful Masterplan design team will be chosen in mid- 2006-2007 also marked the launch of Collection, the most September 2007. comprehensive publication ever published on the State The Masterplan design will provide a guide throughout Collections of the Museum. The publication encapsulates the course of its redevelopment, which will integrate the the very best of the Tasmanian Museum and Art Gallery. site, heritage buildings and collections. The Masterplan The curatorial team chose each of the 250 objects is intended to go beyond the scope of the initial work featured in the book and the result is a clear illustration to provide for long-term planning for the site. The of the diversity of the State Collection. Masterplan Design tender for the major redevelopment The Museum also continued to strengthen its will be completed in early 2008. partnerships with various organisations, once again hosting The Museum will also continue to enhance the State the Hobart City Council’s successful City of Hobart Art Collection of Tasmania by pursuing opportunities to Prize exhibition. A formal Memorandum of Understanding acquire collections of State significance and by updating continued with the University of Tasmania. its collection policies. During the year, a number of capital projects were The Museum is committed to increasing the amount of implemented and completed to protect the cultural publicly accessible space on its city site and will continue integrity of the city site. Facility services were enhanced to open up areas for public access and review exhibition to assist in meeting the current security, public and spaces. It will include the opening of a major interpretive occupational health and safety and building requirements. exhibition of Tasmanian Aboriginal Culture in late 2007. The Masterplan Design tender for the major During 2007-08, partnership and strategic alliances with redevelopment, commenced in May, specifically other government and private sector organisations will be requested a response to Environmentally Sustainable further developed and enhanced.. Development issues. This is an essential element of the Museum’s commitment to Environmentally Sustainable The Museum will also continue to work with a range Development elements in its approach to the of private philanthropists to deliver benefits to visitors. redevelopment of the city site. The Museum, through a range of programs and greater access to the collection, improves the community’s understanding of the depth and strength of the State collections of Tasmania. Newly established maintenance programs and improvement opportunities through the redevelopment will provide increased accessibility to the State’s Collection. Projects are also under way to provide further information via the internet.

Work table c1845, Museum of Old and New Art, State Collection of the Tasmanian Museum and Art Gallery Collected by George Burrows and Isabel Weidenhofer 2006 42 43 Department of Tourism, Arts and the Environment Annual Report 2006-07 TASMANIAN MUSEUM AND ART GALLERY

THE ASHES TOUR OF AUSTRALIA A terracotta urn standing 11.4cm high and weighing Around 200 people began queuing outside the Museum almost 125 grams had the power to attract more 19,000 before it opened its doors at 10am on the first day of people through the doors at the Tasmanian Museum and the exhibition, and by lunchtime the queue extended Art Gallery. down the Henry Hunter Staircase and into the Zoology Gallery. This trend continued throughout the four days The love story behind one of cricket’s most celebrated the exhibition was on show. icons was central to the success of the four-day exhibition at the Tasmanian Museum and Art Gallery On day one, 4,279 people saw the urn, 4,480 on day two, in January 2007. 5,158 on day three and 5,671 on the final day. Verbal and written comments taken over the period found that this The original Ashes urn was the centrepiece of an was the first visit to the Museum for some Tasmanians in exhibition featuring rare cricket bats, baggy green caps many years. Others returned two or three times over the and the crystal trophy presented most recently to limited period, often bringing family and friends. victorious Australian Captain, Ricky Ponting. Tasmania (and its well-loved Museum) broke the record It also explained the origin of the urn, how it was for the greatest number of visitors in a single day at any presented by a group of women to the visiting English Australian venue displaying the Ashes exhibition. After its captain during a social game in Victoria in the late 19th three-month tour, the urn returned to Lord’s in England, Century and how it ended up in the care of Marylebone having been seen by more than 105,000 people across Cricket Club at Lords. the country. By marketing the love story behind one of Tasmania was the last stop on a six-state tour which the world’s most iconic sporting icons, the Tasmanian began in Sydney in October 2006 and travelled to Museum and Art Gallery drew attention to the artefacts Brisbane, Adelaide, Perth and Melbourne. and documents that help to tell the story of the urn, and secured the one-day national attendance record in the process.

THE ASHES and the image of the Ashes Urn is a registered trademark of Cricket Australia used under licence. The Ashes Exhibition, in association with Travelex, was initiated by Marylebone Cricket Club, London.

44 45 Department of Tourism, Arts and the Environment Annual Report 2006-07

Royal Tasmanian Botanical

Gardens Ice sculpture, Huskies Picnic, Royal Tasmanian Botanical Gardens Photo by Alexis Clark

Objective The 14-hectare Royal Tasmanian Botanical Gardens The Gardens manage, conserve and enhance the site were established in 1818. They are the only botanic by delivering sustainable and relevant programs in plant gardens in Tasmania and provide an important collections and displays, tourism and recreation, cultural botanical, horticultural, educational, cultural, and heritage, research, and learning for Tasmania and the interpretation resource. broader community. The Gardens are located in a culturally significant Some key elements the Gardens focus on through the landscape precinct, comprising Government House, the Gardens’ Strategic Management Plan 2003 -2007 are: Queens Domain and the former Beaumaris Zoo site. ● growing, researching and displaying southern The Gardens are an important Aboriginal and European hemisphere cool climate plants, including subantarctic cultural heritage site, with significant built heritage features flora, while continuing the care of existing northern including the convict-built Arthur Wall and Eardley hemisphere plant collections; Wilmot Wall. ● endeavouring to provide a range of experiences that The Gardens are a State Government statutory body, will enhance people’s awareness and appreciation of governed by the Royal Tasmanian Botanical Gardens Act plants and the Gardens’ cultural heritage; 2002 and administered by the Department of Tourism, ● striving to enhance the importance of Tasmania’s Arts and the Environment. A Board of seven members natural heritage through plant conservation appointed by the Minister manages the Gardens under and research programs in collaboration with the Act. other institutions; The Gardens have as their main objectives to be ● utilising the horticultural and botanical expertise of internationally recognised as a centre of excellence in staff to offer a greater range and quality of education southern hemisphere cool climate plants, and to enrich and interpretation programs across Tasmania; Tasmania’s social and cultural environment.

44 45 Department of Tourism, Arts and the Environment Annual Report 2006-07 ROYAL TASMANIAN BOTANICAL GARDENS

● addressing key issues such as appropriate resourcing, Tasmania, and clearly demonstrates the high level integrated management for cultural heritage in the of community support the Gardens enjoy. broader parklands precinct, alleviation of noise The Gardens’ diverse and vibrant events program pollution, and developing links to the Derwent contributes significantly to enticing visitors to the Gardens River foreshore; and this was true this year when events such as the ● continuing to improve business systems and practices, Huskies Picnic enjoyed record attendances. The Gardens’ visitor experience, income generation, and achieving newest event, Kidsfest, attracted thousands of families financial diversification; and in its inaugural year and highlighted the importance of ● enhancing the Gardens’ environmental leadership children and adults spending time outdoors, being active role by implementing the ‘reduce, recover and re-use’ and getting healthy. philosophy, practical community education programs In an effort to continually improve the Gardens’ and plant conservation initiatives. visitor experience, a number of major initiatives were Key Achievements implemented during the year. Among these were: The past year has seen the Royal Tasmanian Botanical ● the refurbishment and redevelopment of the Visitor Gardens make significant progress against goals set out Centre, Botanical Shop and Botanical Gardens in the Strategic Management Plan 2003–2007. Restaurant to better meet visitor needs; Arguably the most significant of these has been the ● the design, development and commissioning commencement of the development of the Royal of the Roundhouse; Tasmanian Botanical Gardens Strategic Master Plan, a ● an environmental sustainability education and 20-year and beyond, long-term planning framework that interpretation facility; and will enable the Gardens to meet the challenges that face ● the establishment of the Pod education facility them and move into the future with confidence. The to provide a permanent home for schools-based development of the Plan will provide a clear direction education programs. to aid with decision-making in relation to issues such as In addition, this year saw the completion and opening heritage, landscape and collection management, while of the new Friends Cottage interpretation display, a allowing long-term planning, development and broader display which brings to life the first 100 years of the Royal precinct management issues to be pursued. Tasmanian Botanical Gardens. Aimed at raising awareness This year saw record visitation to the Gardens with visitor of the history of this unique site, the display was numbers exceeding 408,000, an extraordinary outcome complemented by the development of three publications given the size of the potential pool from which visitors to which explore aspects of the Gardens including their the Gardens are drawn. This achievement cements the history, collections, and impact and influence on the Gardens’ position as the most visited cultural attraction in Tasmanian cultural heritage landscape.

Telopea truncata (Tasmanian waratah) Photo by Rick Eaves, Tourism Tasmania

46 47 Department of Tourism, Arts and the Environment Annual Report 2006-07

Several new botanical displays were developed during In addition to holding Tasmania’s ex situ plant the year including the completion of Stage I of the Friends conservation collections, the Gardens also manage the Mixed Border as well as planning for Stage II. This new Tasmanian Seed Conservation Centre, and are a member addition to the Gardens’ displays will provide a stunning of the Global Millennium Seed Bank project in partnership focal point for visitors for many months each year. The with Kew Gardens, UK. iconic Pete’s Vegie Patch, made famous by gardening The Royal Tasmanian Botanical Gardens are committed guru, Peter Cundall, underwent a makeover during the to the development and achievement of a nil waste year, as did the Japanese Garden. sustainability target and have already made significant The Gardens’ efforts toward achieving excellence in inroads towards this goal. the provision of education and training programs were The Gardens are proud to support a wide range of recognised when they received several awards including community initiatives each year. In 2006-2007 the the 2006 Tasmanian Training Awards Equity Employer, the Gardens continued to support community groups such Outstanding Adult Learning Program (Equity) Award, and the as the Friends of the Soldiers Walk, Friends of Knocklofty, Work and Training Awards Excellence in Staff Training and Tasmanian Arboretum and Emu Valley Rhododendron Development Award. Garden by providing assistance for a wide range of Independently, and in partnership with others, the projects. In addition, the Gardens provided educational Gardens continued to strive to protect and conserve programs for the general community and schools as Tasmania’s botanical biodiversity by initiatives such as well as specialised programs for the migrant and refugee operating the Tasmanian Seed Conservation Centre, communities and horticultural therapy programs for the undertaking research aimed at ensuring the survival elderly and disabled. of rare, threatened and endangered species, and by A vibrant and diverse cultural program, including events managing and maintaining Tasmania’s ex situ botanical such as the Tulip Festival, Huskies Picnic, Kidsfest, collections to ensure the long-term sustainability of their Theatre in the Gardens, along with a range of art and biodiversity. performance-based projects, ensures that the Gardens The Gardens recognise the valuable contribution made continue to engage with a broad cross-section of the by volunteers and supporters at all levels of its operations. Tasmanian community. The Gardens continued to provide enriching opportunities for participation by volunteers throughout the Future Directions organisation, and ensured volunteers receive appropriate In 2007–08 the Royal Tasmanian Botanical Gardens will training and support to assist their endeavours. continue to build and consolidate the achievements of the past year. Through ongoing support of events such as Harmony Day and Sorry Day, as well as the provision of A major focus across the organisation will be working horticultural education programs aimed at providing towards the completion of the Strategic Master Plan and assistance to Tasmania’s growing migrant communities, ancillary plans including the Conservation Plan, Thematic the Gardens continued to promote diversity within the Interpretation Plan, Visitor and Community Survey, and broader community. Asset Management Plan. In addition, a further suite of associated operational plans will be developed including The Gardens provided structured, accredited a Visitor Services Plan, Human Resource Plan, and professional development opportunities at all levels Marketing Plan. within the organisation and continued to offer a range of apprenticeships and traineeships throughout the These plans will provide a solid foundation and clear organisation. direction for the management and development of the Gardens into the future, and implementation of their The Gardens provided a broad range of educational recommendations will commence during 2007-08. programs aimed at meeting the needs of the community including Vocational Education and Training programs, The Gardens will continue their efforts towards school curriculum-based programs, horticultural programs addressing the issue of sustainability, introducing a range designed specifically for the aged, migrant groups, and of initiatives aimed at water use and reuse as well as those with disabilities, as well as community programs increasing the effectiveness of their current recycling and focussing on horticultural and environmental topics. energy use programs. Achieving environmental sustainability is a key aim of the Ongoing efforts will be made to investigate and Gardens. This is evidenced by membership of Botanic implement innovative financial diversification strategies Gardens Conservation International and the adoption of including commercial activities, sponsorship and grant the BGCI 2010 Targets for Botanic Gardens based on the funding opportunities to enable the Gardens to achieve Global Strategy for Plant Conservation. financial sustainability.

46 47 Department of Tourism, Arts and the Environment Annual Report 2006-07 ROYAL TASMANIAN BOTANICAL GARDENS

Friends Cottage Interpretation Display Photo by Alexis Clark

FRIENDS COTTAGE INTERPRETIVE DISPLAY In an exciting new initiative, the early history of Australia’s Visitors to the Cottage can now learn about the turbulent second oldest botanical gardens has been brought to life early years of the Gardens when convicts were flogged in a superb display of stories, images and objects from its for eating the apples, many of the plants died, vegetable colourful colonial past. theft was common, and how by 1832 the Gardens had become so popular with visitors that Governor Arthur Located in the 1829 gate-keeper’s cottage, the exhibit, decided to close the gates to the public on Sundays. researched and designed by Gardens’ staff, highlights the development of the Gardens from 1818 when it served The project was made possible by the generous financial as the young colony’s first farm and vegetable garden. support of the Friends of the Gardens who donated Telling the story of the first 100 years of the Gardens is $10,000 toward the project. an important part of the Gardens’ interpretation strategy. The new display enables the cottage, now used as a base The display is about the people associated with the by the Friends of the Gardens, to be open daily to visitors Gardens, and their stories provide a fascinating insight with volunteers regularly rostered to provide further into the evolution of this beautiful site. historical detail and information.

48 49 Department of Tourism, Arts and the Environment Annual Report 2006-07

Environment

Table centrepieces at the Tasmanian Awards for Environmental Excellence dinner Photos by Jane Lovibond

Objective Key Achievements The Environment Division aims to ensure best practice in The Living Environment Program is a key vehicle for environmental management so that Tasmania can have a delivering Government initiatives that improve and clean, healthy and sustainable environment that supports enhance the urban environment. It addresses issues the community’s economic and social well-being. such as noise, litter reduction, waste management, contaminated sites, business practices and stormwater. Major functions of the Division include the development of a high quality and contemporary policy and legislative During this year significant progress was made in: framework for sustainable environmental management. ● developing a controlled waste tracking system; It promotes and facilitates the adoption of clean and ● supporting resource and energy efficient businesses sustainable practices across industry and the community through the CleanBiz program; and ensures development proposals meet appropriate environmental guidelines and standards. ● engaging the community in energy and water efficiency issues through the Environment Challenge; and The Division monitors and regulates environmental ● the development and tabling in State Parliament performance and provides the community with of new litter legislation. information about the quality of the environment by reporting on indicators of performance. A range of The Division provided advice to the Resource scientific and high quality and reliable analytical services Planning and Development Commission as part of are provided to government agencies, businesses and the Commission’s assessment of the proposed Gunns the community, including analysis of algae and chemical Limited Bell Bay pulp mill during 2006-07. Following analysis of food products and drinking, surface, ground the proclamation of the Pulp Mill Assessment Act 2007, and waste waters. the Division was responsible for the preparation of environmental permit conditions for consideration by Further key functions of the Division are to foster better the Board of Environmental Management and Pollution integration and strategic direction in coastal planning Control and then the Minister for Planning. and management across Tasmania, and to facilitate the remediation of historical environmental damage.

48 49 Department of Tourism, Arts and the Environment Annual Report 2006-07 ENVIRONMENT

The Derwent Estuary Program is a regional partnership The Environmental Management and Pollution Control between local governments, the State Government, Board implemented a new scheme to provide grants commercial and industrial enterprises and conservation from the Environment Protection Fund. The grants groups to restore and promote the estuary. The program support projects aimed at protecting, restoring or completed a heavy metals water quality improvement enhancing the environment, preventing pollution and plan for the estuary. This plan was supported through promoting use of sustainable resources. Feasibility studies a $270,000 Australian Government grant, as well as and awareness-raising projects are also eligible. support from Derwent Estuary Program partners and the Grants totalling about $40,000 were provided for a CSIRO Division of Marine and Atmospheric Research. variety of projects, including: Key elements of the plan included the setting of heavy metal targets, investigation of contaminated sediments ● Sustainable Living Tasmania to include its library on its and development of estuarine models. website; ● Glenorchy City Council to reduce the amount of Funds were made available under the Tasmanian Air electronic waste and metal in landfill; Quality Strategy in conjunction with the Launceston City Council to run a media campaign aimed at raising ● Central Highlands Council to increase recycling in community awareness and knowledge about air quality remote areas; issues in the Tamar Valley. ● George Town Council for a survey of industrial waste in the Tamar Valley; and New regulations under the Environmental Management and Pollution Control Act 1994 were developed on solid ● Mt Roland Rivercare Catchment to reduce run-off fuel burning appliances (primarily wood heaters) and from rural properties. backyard burning. Draft regulations and a regulatory The Environment Division and the Department of impact statement were released for public consultation in Economic Development launched a joint project to mid-2006. Various changes have been made in response develop a controlled waste strategy for Tasmania in 2006. to the consultation and the regulations have now been The project acknowledges that Tasmania requires new finalised. The development of these regulations is part and better infrastructure for the disposal and treatment of the Tasmanian Air Quality Strategy 2006. of controlled waste in accordance with modern best A draft Environmental Protection Policy for Noise and practice standards. a regulatory impact statement were released for public A State Waste Management Strategy is being developed comment in December 2006. Submissions and the in consultation with key stakeholders. Open forums Department’s responses resulting from this process have were conducted in May 2007. The strategy will provide been reviewed by the Environmental Protection Policy a platform for developing future waste management Review Panel. initiatives for Tasmania. Local government was asked A position paper entitled ‘Establishing an Environment to work co-operatively within each region to develop Protection Authority for Tasmania’ was released for regional waste management strategies, including comment in late October 2006. The Government’s appropriate funding arrangements. preferred model acknowledges the strengths of the The Savage River Rehabilitation Project is a $25 million current system and the Resource Management and project aimed at reducing pollution from acid drainage Planning System in integrating planning and environmental from Savage River mine sites. During 2006-07, the north decisions. Submissions on the position paper are being dump drain was completed and 15 percent of the copper considered in the development of legislation to establish load was removed from Savage River. the new Environment Protection Authority. The Department is responsible for monitoring marine New legislation was prepared to replace the Litter Act pollution response in Tasmania. In September 2006 1973. The legislation contains more contemporary Tasmania hosted Exercise van Diemen which was held approaches to the prevention, control and clean-up of at the Port of Devonport. This was the seventh biennial litter, including provisions to enable a litter hotline to exercise held in Australia, and the first time the exercise be established to allow public reporting of littering from has been held in this State. vehicles. The legislation was introduced in to Parliament in April 2007, and passed through the House of Assembly in early June 2007.

50 51 Department of Tourism, Arts and the Environment Annual Report 2006-07

The exercise was designed to test Tasmania’s ship- The Division will commence a review of the State sourced pollution response capabilities under the Policy on Water Quality Management in 2007-08 and National Plan to Combat Pollution of the Sea by Oil and participate in national policy development through the Other Noxious and Hazardous Substances. Observers Environment Protection and Heritage Council, including a from both the public and private sectors from around review of the National Environment Protection (Ambient Australia, as well as from New Zealand, attended the Air Quality) Measure, development of a National exercise and Tasmania’s performance was formally Environment Protection Measure for waste tyres, and assessed against each category of activity. development of a policy instrument to implement a phase-out of single-use plastic shopping bags. The Coastal and Marine Branch in the Division has continued to support the implementation of the State Amendments to the Environmental Management Coastal Policy 1996 through provision of advice and and Pollution Control Act 1994 will specify maximum information to State agencies, local government and other timeframes for environmental assessments undertaken stakeholders. In particular, the branch managed projects by the Division. To meet these timeframes, a dedicated mapping coastal habitat, vegetation and geomorphology assessments section will be established and management in the North and South Natural Resource Management systems and procedures will be reviewed and refined. Regions, and this information is now available on the Land The Division’s compliance and investigation activities will Information Systems of Tasmania to all coastal planners be enhanced by finalising the legislation compliance policy and managers. The branch has also continued to facilitate and implementing a new case management system. Tasmania’s participation in, and benefit from, national coastal zone management initiatives through the Inter- Data management systems will be further developed governmental Coastal Advisory Group. to support the Division’s regulatory activities. The Division will also continue implementing and expanding Future Directions the capacity of the electronic management system for Major projects for the Environment Division in 2007-08 environmental assessment, regulation and monitoring. include the development of legislation to implement an The third year of the Living Environment Program will Environment Protection Authority and amendments to see the continuation and completion of a number of the Environmental Management and Pollution Control Act projects aimed at improving the quality of our urban 1994 to implement review recommendations and environment and working towards a more sustainable a contaminated sites management system. future. Key elements in 2007-08 include a CleanBiz A number of projects are due to be finalised, including partnership initiative for a sustainable business project the making of an environmental protection policy for on King Island, launching of the Environment Challenge noise and the making and implementation of new for schools, support for local government on noise general fees regulations. New litter legislation is expected management, development of the contaminated sites to commence and administrative systems to support data management system and support for the Derwent the new legislation will be developed, including a litter and Tamar Estuary Programs. reporting hotline to enable public reporting of littering The Division will undertake or co-ordinate strategic from motor vehicles. monitoring programs on various elements of Controlled Waste Tracking regulations are expected environmental quality, including launching and supporting to be made and will be supported by an on-line system the George Town air monitoring station, commencing air to generate waste movement certificates and track quality monitoring in Devonport, and developing a noise the movement of controlled wastes from the site of management strategy for the Bell Bay industrial area. generation to appropriate treatment or disposal.

50 51 Department of Tourism, Arts and the Environment Annual Report 2006-07 ENVIRONMENT

Performance Information for 2006/07 Table 1 AIR QUALITY HOBART AND LAUNCESTON 2004-05 TO 2006-07 Performance Measure Unit of Measure 2004-05 2005-06 2006-07 Air Quality Exceeds PM10 Standards Hobart 1 0 0 Launceston 16 5 7

Table 2 ENVIRONMENT PROTECTION NOTICES 2004-05 TO 2006-07 Performance Measure Unit of Measure 2004-05 2005-06 2006-07 Environmental Protection Notices Issued No. 30 67 24

Note: The numbers in the table refer only to Environment Protection Notices issued by the Director of Environmental Management.

Table 3 REGULATION OF LEVEL 2 ACTIVITIES 2004-05 TO 2006-07 Performance Measure Unit of Measure 2004-05 2005-06 2006-07 Environmental Management Plans reviewed No. 55 47 68 Environmental Permits/EPNs reviewed No. 40 38 37

Table 4 CONTAMINATED SITES MANAGEMENT 2004-05 TO 2006-07 Performance Measure Unit of Measure 2004-05 2005-06 2006-07 Contaminated sites requiring active regulation No. 35 46 44 EPNs issued addressing land or groundwater contamination No. 18 4 1 Regulation - reports reviewed No. 29 20 25 Site sign-offs - reports reviewed No. 7 25 44 Property information request reports completed No. 61 53 72

Table 5 ENVIRONMENTAL COMPLAINTS AND INCIDENTS ATTENDED 2004-05 TO 2006-07 Performance Measure Unit of Measure 2004-05 2005-06 2006-07 Environmental incidents reported No. 742 672 469 Environmental complaints completed No. 189 471 349

52 53 Department of Tourism, Arts and the Environment Annual Report 2006-07

Table 6 ENVIRONMENTAL COMPLIANCE AND ENFORCEMENT ACTIVITIES 2004-05 TO 2006-07 Performance Measure Unit of Measure 2004-05 2005-06 2006-07 Prosecutions by Environmental Infringement Notices - Other Authorities No. 14 NA NA - Environment Division No. 5 6 3 Formal written warnings issued No. 4 2 4 Referred matters completed No. 15 19 12 Formal compliance investigations completed No. 27 15 12 Prosecutions initiated by Court process No. 7 7 7 Prosecutions completed by Court process No. 2 6 5

Table 7 ANALYSES UNDERTAKEN BY ANALYTICAL SERVICES TASMANIA 2004-05 TO 2006-07 Performance Measures Unit of Measure 2004–05 2005–06 2006–07 No. analyses performed No. 142,300 161,800 186,300 Turn around time for analyses Days 8.2 8.8 8.2 Analytical jobs reported on time % 91.6 86.1 86.0

There was another significant rise in the number of analyses performed in 2006-07. This, combined with the continued operation of services from two sites again impacted on turnaround time for analyses and the percentage of jobs reported on time. Excellent results were again achieved in external proficiency tests during 2006-07. National Association of Testing Authorities’ accreditation was retained in both chemical and biological testing fields. This underscores the independence, accuracy and reliability of results from Analytical Services Tasmania.

CLEANBIZ Tasmanian organisations were offered an opportunity optimising resource use and waste reduction, while saving to take part in resource efficiency training and support on operating costs. The program also offers grants to package and grant scheme under a new program called fund resource efficient projects. There was strong interest Cleanbiz. The $1 million program was launched in July in the $150,000 available in the first round of CleanBiz 2006 and is part of a package of urban environmental grants, with 12 companies applying for funding and three initiatives funded in the Budget under the Living successful recipients. Environment Program. Not only has each business developed a project, but Without exception, the 10 businesses that participated they have participated in a system of resource efficient in the CleanBiz Tasmania training and support package practices that has set them up for continual improvement during 2007 have developed projects that will save their in the area of energy, water and materials use. companies money by reducing their use of raw materials, The system involves measuring resource use, identifying energy and water by “doing more with less”. how production processes can be optimised and waste Businesses that have taken part in this program can minimised, analysing for cost/benefit, and, where increase their profitability by improving the way they the benefits outweigh the costs, implementing the manage their water, materials and energy resources. new process. The CleanBiz training and support package was The companies that took part in the training and support conducted by a specialist resource efficiency facilitator, package included Ingham Enterprises Pty Ltd, a poultry and the businesses fortunate to be selected for the processor at Sorell; Cadbury Schweppes, a chocolate package had the opportunity to learn more about manufacturer at Claremont; Colbeck and Gunton, a 52 53 Department of Tourism, Arts and the Environment Annual Report 2006-07 ENVIRONMENT

sheet metal workshop at Derwent Park; the Nursery and are expected to take between two to six years to pay off Garden Industry Association, representing the horticulture the initial investment in the projects. industry in Tasmania; Tascot Templeton, a carpet The outputs from the $250,000 second round of the manufacturer at Devonport; Premium Fresh, a vegetable grants scheme will be reported on in the 2007-2008 packing operation at Forth near Ulverstone; Cornwall annual report. Coal, a coal mine and washery in the Fingal Valley; Impact Fertilisers who make super-phosphate at Derwent Johanna Wildnauer, an American business administration Park next to Zinifex’s Hobart aluminium smelter; at+m and environmental studies student who recently spent integrated marketing, a Launceston printer and advertising three weeks in Tasmania, is showcasing CleanBiz’s agency; and Botanical Resources Australia, a company at resource efficiency approach as a leading example of Ulverstone that extracts the natural insecticide pyrethrins government assisting the private sector towards business from the pyrethrum daisy. sustainability. Johanna interviewed the 13 CleanBiz participants to get a clear understanding of what drives The companies have quantified their expected savings business to make change, the challenges they face and in costs, energy, water and materials. This adds up to a the role of government to facilitate change. Johanna was significant contribution to the financial bottom lines of impressed that CleanBiz appeals to the profit motive. She the companies, and reduces their impact on the water, said there was nothing like this program in the United air and earth environment in which they operate. The States – apparently there is a growing awareness of such social aspects are also addressed, in that the teamwork issues but the United States Government is not pro- and contribution to a worthwhile system is appreciated active in this area. and builds staff cohesion, and there is potential to use the resource efficiency approach as a marketing tool. Case studies will be developed from the experiences these companies have had as partners in the CleanBiz The CleanBiz program’s $150,000 grant scheme (first program. These stories will be publicised and will join round) co-funded resource efficiency projects that will other case studies from around Australia and the world, save the three recipients energy, materials and money. demonstrating the benefits of an eco-efficient approach Leighton’s Springworks, Suspension and Engineering to doing business. expect to save 75 percent on their energy bill by building and operating a Leighton’s-designed direct radiation electric oven for heat treating their steel springs. This will replace the previously used and less cost efficient gas- fired furnace. Morgan Timbers (Tas) Pty Ltd will compact their sawdust and wood shavings into briquettes, for use as fuel in wood fires. This will save the company money on waste disposal costs and minimise the wood waste ending up in landfill, and is expected to generate profit from sale of the briquettes. Nichols poultry farm and processing plant will generate their own electricity on-site from a wind turbine, replacing electricity sourced from the grid with anticipated savings of 50 percent on their electricity bill. These companies

CleanBiz’s Industry Liaison Officer, Damien Blackwell, and Robert Leighton admiring the new electric oven at Leighton’s Springworks, Suspension and Engineering Photo by Carinda Rue

54 55 Department of Tourism, Arts and the Environment Annual Report 2006-07

BOARD of ENVIRONMENTAL MANAGEMENT and POLLUTION CONTROL Objective In the 12 months to 30 June 2007, the Board met on 11 occasions. The Board of Environmental Management and Pollution Control (the Board) was formed in January Summary of Major Activities 1996, following the enactment of the Environmental Assessments of Level 2 Activities Management and Pollution Control Act 1994 (EMPCA). The Board is an independent statutory body, established The Board assessed the following applications to as the key decision-maker under the Act. undertake the following Level 2 activities: ● Redevelopment of the King Island Scheelite Mine; The functions of the Board are to administer and enforce the provisions of the Act, and in particular, to use its best ● Potato Hill Sand Extraction – Sanbar Pty Ltd; endeavours to: ● Reclamation, Bell Bay – Tasmanian Ports Corporation; ● protect the environment of Tasmania; ● Index Mineral Processors, Minna Road, Heybridge – Silica Beneficiation Plant Redevelopment; ● further the objectives of the Act; ● Cambridge Wastewater Treatment Plant – ● ensure the prevention or control of any act or emission which causes or is capable of City of Clarence; causing pollution; ● Que River Mine Development – Bass Metals Ltd; ● co-ordinate all activities, whether governmental or ● Cradle Valley Centralised Sewerage Scheme – otherwise, to manage the use of, protect, restore or Parks and Wildlife Service; and improve, the environment of Tasmania as necessary; ● Scotia Mine, off Cape Portland Road, Gladstone, and Van Diemen Mines Pty Ltd. ● ensure that valuation, pricing and incentive The Board carried out site inspections of the Cradle mechanisms are considered. Mountain Sewerage Treatment Scheme, the Bass Board Members Metals mining proposal and a proposal to re-open the Mt Bischoff tin mine. One member (the Director) also The Board members include representatives from inspected the site of the King Island Scheelite proposal Government, industry and the community. The current and provided a report to other members. members are: The Director of Environmental Management used ● Mr Scott Gadd, Secretary, Department of Tourism, Arts and the Environment; his delegated authority to make decisions on the following assessments: ● Mr Warren Jones, Director of Environmental Management, ● Northern Midlands Council – Extractive Pit, Tannery Department of Tourism, Arts and the Environment; Road, Longford; ● Northern Midlands Council – Extractive Pit, Stokes ● Dr Christine Mucha, Chief Executive Officer, Park, Longford; Hobart Water; ● Doyles Pty Ltd – Extension of Quarry, Dover; ● Ms Pru Bonham, ● Cornwall Coal Company NL – Waste depot (tailings Algal Biologist, facility), Fingal; CSIRO Marine and Atmospheric Research; and ● RJ & VF Sykes - Extractive Industry, Ten Mile Track, ● Mr David Masters, Scottsdale; Development Services Manager, ● Unimin Australia Pty Ltd – Waste Rock Dump Glamorgan-Spring Bay Council. Extension; The Board receives professional advice from officers ● D & J Fisher Pty Ltd – Mineral Works, Ringarooma of the Environment Division of the Department of River; Tourism, Arts and the Environment on the assessment ● Echo Projects Pty Ltd – Waste Depot, Heybridge of permit applications and other developments referred East; and to the Board, and in relation to other statutory functions ● Derwent Valley Council – Quarry, Lachlan. and non-statutory functions for which the Board is responsible. The Board also receives secretariat support from the Environment Division.

54 55 Department of Tourism, Arts and the Environment Annual Report 2006-07 ENVIRONMENT

The Board exercised its powers under Section 35 of Management and Pollution Control (General Fees) the Environmental Management and Pollution Control Act Regulations. 1994 to require Tasman Group Services to submit an ● Received updates on a number of projects including: Environmental Improvement Program in relation to the ❍ development of the Underground Mine and discharge of inadequately treated effluent from the King Processing Facilities, Avebury Nickel; Island abattoir to Porky Creek. ❍ the Savage River Remediation Program, in The Board also: relation to a number of completed contracts; ● Approved the draft General Fees Regulations on ❍ completion of the Waste Transfer Station Study annual fee remissions for release for public comment by Athena Waste Management; and and agreed in principle to delegate to the Director its ❍ the development of a Management System for power to remit fees, subject to such a power being Underground Petroleum Storage Tanks. included in the General Fees Regulations. ● Endorsed revised guidelines incorporating an ● Established a grants program for environmental information sheet for level 2 mining developments projects, funded from the Environment Protection to be provided to mining companies under the Fund which receives fines and penalties from Director’s signature. enforcement action. The following grants were made: ● Received a cost reconciliation and endorsed the ❍ $3,520 to Sustainable Living Tasmania for operating budget for the Savage River Remediation “Accessible Tools for Understanding & Action” Program for the 2006-07 year. in accordance with Section 97(d) of the Environmental Management and Pollution Control ● Endorsed the proposed monitoring program(s) in Act 1994; relation to the Norske Skog, Secondary Effluent Treatment System. ❍ $11,980 to Glenorchy City Council for “E-waste and Metals Audit and Feasibility Study” in accordance ● Endorsed the Interim Water Quality Objectives for with Section 97(e) of the Act; the Gunns pulp mill proposal. ● ❍ $10,885 to Mt Roland Rivercare for “Collection of Endorsed the recommendations for the Tasmanian Baseline Data to Enhance Landowner’s Capacity Awards for Environmental Excellence, and provided to Manage the Riparian Zone”; to the Minister a short list and evaluation for the Minister’s Award. ❍ $9,900 to George Town Council for “Determining Material Pathways for the George Town Waste ● Considered and endorsed for consultation, draft Management Centre”; and guidelines for the remission of the variable fee component of the proposed new system of annual ❍ $5,000 to Central Highlands Council for “Remote permit fees. Area Transfer Station Resource Recovery Project”. ● Received a briefing on the Board’s role under the Pulp ● Determined a number of applications for the Mill Assessment Act 2007 and several briefings on the remission of fees under the Environmental pulp mill proposal.

Lake Gordon Photo by Nick Hancock, Tourism Tasmania

56 57 Department of Tourism, Arts and the Environment Annual Report 2006-07

Agency-wide Services Honeymoon Bay Photo by Paul Sinclair Tourism Tasmania

OFFICE OF THE SECRETARY Objective Key Achievements The Office of the Secretary provides support to the In 2006-07 the Office of the Secretary: Secretary and acts as the primary link between the ● continued to raise the public profile and Department and the Minister’s Office. It provides strategic understanding of a range of Departmental projects direction, support and advice across the Agency, together and programs through a range of media strategies with project management of specific projects, to deliver and events; the Agency’s corporate mission and goals. ● continued to develop Cross Agency Teams as The Office comprises the Secretariat, the Policy and part of the Department’s strategic planning process. Projects Unit and Corporate Communications. The teams were established to bring together people from across the Agency to address and deliver the Its key objectives are to: six shared objectives identified in the Department’s 1. Support and develop the role and responsibilities of Corporate Plan which focus on the strengths, the Secretary and the Office of the Secretary; capabilities and new opportunities we share as 2. Support and advise the Strategic Management Group a Department; and the Executive Group; ● continued to provide high level support and 3. Provide leadership to the Department in marketing advice as required to Divisions in relation to special and communications; projects, for example major legislative reviews; 4. Advocate for and represent the Department, especially ● co-ordinated the ongoing input for Tasmania into in whole-of-government and whole-of-agency issues, the Australian Government nomination of Australia’s as well as whole-of-government policy initiatives; Serial Convict Listing for potential inclusion on the UNESCO World Heritage List; 5. Provide comprehensive ministerial liaison services to the Department; and ● in collaboration with Tourism Tasmania, co-ordinated the Tasmanian Government’s inaugural participation 6. Drive whole-of-agency policy, planning, projects and in the US Australia Week program G’Day USA; other initiatives.

56 57 Department of Tourism, Arts and the Environment Annual Report 2006-07 AGENCY-WIDE SERVICES

● continued to co-ordinate whole-of-Department responses to major projects including the Gunns’ pulp mill proposal; ● managed and co-ordinated the 28 Local Government partnership agreements for the Department; ● continued to co-ordinate a number of Department- wide programs including: ❍ co-ordinating the Department’s responsibilities under Tasmania Together; ❍ providing responses to Freedom of Information requests; ❍ managing the Department’s legislation program; and ❍ delivering ministerial liaison services; ● co-ordinated the Tasmanian component of Australia on the Map, a program featuring 27 different projects and events highlighting Tasmania’s role in the nation’s rich maritime history and its European connections; ● continued to develop Departmental skills through delivering Writing for Government within the Introduction to the Public Sector Program, media and issues management training for senior management and workshops on critical subjects for Departmental staff; ● successfully co-ordinated the Department’s exhibit and participation in the Royal Hobart, Burnie and Launceston agricultural shows. Under a theme of sustainability, the agency showcased recyclable art, furniture, water recycling, and sustainable bushwalking; ● successfully developed and delivered the Department of Tourism, Arts and the Environment Boards function to facilitate the networking amongst the members of the various boards and stakeholders that serve the Department; and ● successfully continued to expand the Summer Discoveries program to include more public programs. The program met its objective of encouraging Tasmanians and visitors to get out and explore the services and experiences the Department provides to the community.

Mangrove roots, Narawntapu National Park Photo by Joe Shemesh, Tourism Tasmania

58 59 Department of Tourism, Arts and the Environment Annual Report 2006-07

CORPORATE SUPPORT SERVICES Objective

The provision of a high standard of corporate support ● assisting clients to align their people management services and corporate leadership is fundamental to the practices with business strategy in order to achieve achievement of the Department’s mission and objectives quality business results; outlined in the Corporate Plan 2006-09. ● provision of targeted learning and professional Corporate support services are delivered through development opportunities for all staff; the Corporate Services Division and Information ● delivery of efficient and effective business systems Management. The Corporate Services Division delivers and processes for both managers and employees, for services in the areas of human resource management, everyday ‘people’ transactions; financial services and facilities management. It provides ● providing key diversity and operational health and resource and management support, policies, procedures, safety services; and systems and advice to the Department’s operational ● assisting clients to lead and manage change within Divisions. Information Management provides whole- their part of the Department, as well as bringing clarity of-agency information and communication technology and innovation to people management practices. development and support. Principal Services ADMINISTRATIVE SERVICES BRANCH CORPORATE SERVICES DIVISION The Administrative Services Branch is responsible for developing and supporting whole-of-Department The Corporate Services Division provides whole-of- capabilities in the areas of: agency services to the Department. These services are targeted at contributing to improved organisational ● administration and facilities support; performance and capability through informed, ● fleet management; authoritative, strategic and operational advice. The ● strategic asset management; delivery of efficient business systems, policies, processes ● corporate property and lease management; and specialist resources that support operational excellence and achievement of business and Government ● project management, facilitation and advice; outcomes are core elements of the Division’s operations. ● risk management and insurance; Recognition and the meeting of key stakeholder ● procurement advisory and support services; and expectations, both internal and external, is paramount ● contract advice and management. to the activities of the Division. This is achieved by: FINANCE BRANCH ● direct consultation with the operating Divisions The Finance Branch has responsibility for: at all levels; ● development and implementation of financial policy ● clear communication and sharing of information and procedures; and resources; ● overall Departmental budget management and co- ● provision of specialist professional resources to ordination, including management reporting; priority projects and tasks; ● maintenance, development and support to users of ● staff acting professionally and with integrity; the Departmental Financial Management Information ● developing business systems, knowledge, skills, System including the Asset Register; capability and tools for all Divisions and employees; ● provision of financial reports in accordance with ● the alignment of Divisions with Government direction statutory requirements and business needs; and policy and the Department’s Corporate Plan; and ● liaison with the Tasmanian Audit Office; ● partnering with Divisions and stakeholders to ensure ● provision of specialist professional resources to innovative and creative solutions and outcomes priority projects; are achieved. ● management of Departmental debtors and creditors; HUMAN RESOURCES BRANCH and The Human Resources Branch aims to fulfil the ● implementation of whole-of-government expectations of its clients and enhance service delivery by financial reforms. developing its capabilities through:

58 59 Department of Tourism, Arts and the Environment Annual Report 2006-07 AGENCY-WIDE SERVICES

INFORMATION MANAGEMENT INFORMATION MANAGEMENT Information Management is responsible for ensuring In 2006-07 the Information Management team delivered that knowledge and information is effectively managed a number of successful outcomes, including: to support business planning and operations throughout ● integration of the Environment team into the the Department, whilst obtaining the best value from Department’s computer network and facilities/ the Department’s investment in information systems services, including integration of records; and technology. ● development and roll-out of an improved ‘standard The team carries out this responsibility by: operating environment’ for PCs and servers across ● working in partnership with each business unit within most of the Department which improves reliability the Department to understand the overall business and security; strategy, how the business unit functions and what ● completion of a grants management system knowledge/information and related facilities are (phase one) for Events Tasmania; needed to support business delivery; ● completion of additional improvements to the Arts ● managing the analysis, design and delivery of Tasmania Management System; the agreed knowledge/information systems and ● the Information Management System for the Parks technology in line with business priorities; and and Wildlife Service continued to improve with ● delivery of an integrated, easy-to-use and supported the implementation of Phase 2 ‘works program’ environment for all knowledge/information functionality commencing and many new reports management facilities, which is highly cost effective produced in association with Parks; and adaptable to allow for future changes to ● completed improvements to the Overland Track business requirements. Booking System for invoicing of commercial groups Key Achievements booking the track – this system continues to generate new revenue into Tasmania; CORPORATE SERVICES DIVISION ● production of a controlled waste movement tracking With the support of the whole Department the system for the Environment Division; and Corporate Services Division has achieved the following: ● implemented a number of improvements to the ● supported Tourism Tasmania in the restructure of its Department’s ‘KnowledgeShare’ intranet system. operations including recruitment of senior staff; ● implemented a Leadership Development program for all staff; ● reviewed and updated the governance model for the Arthur Pieman Conservation Reserve midden Photo by Caleb Pedder Internal Audit function of the Department; ● implemented a new Chart of Accounts to support enhanced project and program reporting; ● project managed the construction of the Analytical Services Tasmania laboratory at New Town; ● updated the Strategic Risk profile across the Department; ● reviewed and updated insurable risks across the Department; ● developed a Strategic Pandemic Influenza plan; ● re-located Heritage Tasmania to new heritage premises at 103 Macquarie Street; and ● secured new leased premises for the Parks and Wildlife Service at Glenorchy.

60 61 Department of Tourism, Arts and the Environment Annual Report 2006-07

Workforce information Rolling out the flotation booms at Exercise Van Diemen Photo by Jane Lovibond

HUMAN RESOURCE MANAGEMENT POLICIES Recruitment and Selection The Department continues to promote and ensure indicates that the Department provides significant merit-based employment. This extends to fixed term and opportunities for the Tasmanian community for casual positions where a Register exists for members of permanent, fixed-term and casual employment to meet the community to express their interest in short-term both ongoing needs and the requirements of seasonal positions that may become available. activities such as visitor and interpretation services, fire The Department’s Recruitment Management Policy fighting and infrastructure projects. provides the framework for employment decisions to be made that support the requirements of the State Service Permanent commencements 28 Act 2000 and State Service Commissioner’s Directions Permanent cessations 72 relating to merit-based employment decisions. Fixed-term commencements 129 In 2006-07 28 trainees were employed across the Department - two in Arts Tasmania, six at the Botanical Fixed-term cessations 132 Gardens, two in Corporate Services, three in the Office Casual commencements 34 of the Secretary, 12 in the Parks and Wildlife Service, one in the Tasmanian Museum and Arts Gallery and Casual cessations 29 two in Tourism Tasmania. The employment of trainees forms part of the Department’s objective to create There were no appeals lodged with the State opportunities for youth. Service Commissioner against any appointment or selection process. The table details the number of people who have joined or left the Department during 2006-07. This

60 61 Department of Tourism, Arts and the Environment Annual Report 2006-07 WORKFORCE INFORMATION

Occupational health Organisation and and safety performance employee development In 2006-07, the focus has been on reviewing and Performance management consolidating the Department’s Occupational Health The Department’s Performance Management System and Safety Management System to ensure that effective continued to be implemented across all Divisions in processes are in place to minimise the risk of injury and 2006-07. It provides opportunities for managers and their ill-health in the workplace. staff to discuss and consider strategic direction, priorities Key achievements during the year have been: and other issues within a structured annual cycle. ● the continuing provision of occupational health and A key focus of the system is the identification and delivery safety training which has now resulted in 83 percent of learning and development opportunities that meet the of the Department’s workforce being trained; needs of the business unit and/or an individual’s career ● further reduction of 44.3 percent in the cost of path within the context of relevant business plans. workers compensation for claims occurring in 2006-07; Performance Management supports a workplace culture ● reduction in the amount of lost-time hours by 44.1 that encourages innovation, two-way feedback, leadership, percent for claims occurring in 2006-07; life-long learning and the engagement of all staff. It also ● recognition of the Department’s health and safety supports behaviours within the workplace that reflect success in the Workplace Safe Awards; the expectations of the Department’s Code of Conduct, ● the development of critical safety rules and safety Organisational Values and Leadership Charter. promotional material; and The Department has set a Performance Management ● the review of policies, procedures and guidelines. System participative benchmark of 90 percent or more for the 2007-08 year. The central focus has been on continuing to create a culture where health and safety is an integral part of all Learning and development activities. As a result, significant improvements have been The Human Resources Branch has supported the made in developing safe systems which are attributed to Department’s objective to address corporate risks the leadership and commitment of staff in adopting an associated with maintaining and expanding the effective risk assessment approach to safety. Department’s current and future capability. Leave management The development of a number of initiatives and The Department has put in place a Leave Management programs, in consultation with Division managers, Policy that sets out goals for Divisions to plan for the is being progressively implemented. contemporary management of leave to ensure a work With links to the Department’s performance life balance is adopted throughout the Department. management systems, the concept of a Learning The following table sets out the current balances as at Community is evolving and includes a leadership program, 30 June 2007. project management program, learning circles, mentor or coaching programs and graduate programs. Leave Type Current Average number Frameworks and tools have been developed to manage Entitlement of days per succession and age planning, capability mapping and (days) full-time learning and development planning for the Department. equivalent The learning and development initiatives are supported Long Service 28,704 37.93 by an online training database and workflow application. Recreation 14,448 19.09 In 2006-07, expenditure for learning and development was $615,000 with an average investment per full-time The number of employees with an annual leave equivalent of $810. entitlement of 20 days and above is 297 (including pro-rata leave).

62 63 Department of Tourism, Arts and the Environment Annual Report 2006-07

Human resources Managing diversity management statistics As part of the Department’s ongoing commitment to The following human resource management statistics are recognising and valuing diversity, a review was undertaken reported, as at 30 June for the respective financial year. of the Diversity Awareness Training program with a view to incorporating bullying and harassment information and Employee Numbers As at As at management strategies into the program. Participation 30/06/06 30/06/07 in the program is a requirement for all staff to increase Average paid full-time awareness, understanding and benefits of embracing equivalent employees 785.40 756.85 diversity throughout the Department. Total number of The functional diversity of the Department has continued people employed to enable employment to be offered across a wide (excluding casuals) 887 828 range of occupations. This has resulted in an almost even gender balance, with 48 percent males and 52 percent females being employed. The balance has continued to Employee Analysis be beneficial in creating a positive work environment. Senior Executive 19 18 Part-time and flexible working arrangements continue to Permanent 608 601 be supported where both the needs of the employee and the business operations of the Department can be Fixed-term 260 209 met. Part-time employment comprises 27 percent of our Total 887 828 workforce with 24 percent males and 76 percent females working part-time. By Gender The Department is contributing to the development of the whole-of-government Diversity Framework. Full-time males 379 347 Employee relations Full-time females 275 260 There has been ongoing engagement with the Part-time males 53 54 Department’s employees during 2006-07 in relation Part-time females 180 167 to the implementation of organisational change. This has been undertaken in a consultative process with the Total 887 828 employees and respective employee organisations. A number of those matters will be ongoing into 2007-08 Employee Turnover and these include the restructuring of Tourism Tasmania Permanent 7% or 12% or and the regional organisation design project being 1 to 14 1 to 8 undertaken in the Parks and Wildlife Service. Fixed-term 48% or 63% or In 2006-07 there were three matters taken by employee 1 to 2.04 1 to 1.58 organisations to the Tasmanian Industrial Commission. These matters have been initially dealt with through the conciliation process and now reside with the applicant The employee turnover rate was calculated as the total as to whether they will seek arbitration for the outcome number of separations divided by the total number of they are seeking. employees as at 30 June of the relevant year. A number of employees have availed themselves of the internal grievance resolution procedures to assist Positions Vacant in dealing with issues. One formal request under these procedures was lodged. As at 30 June 2007 there were 58 permanent (42 in 2005-06) vacancies. There was one grievance lodged with the State Service Commissioner over a proposed administrative action and this was subsequently withdrawn.

62 63 Department of Tourism, Arts and the Environment Annual Report 2006-07 WORKFORCE INFORMATION

Organisational As at As at Aboriginality Health Indicators 30/06/06 30/06/07 30 staff have identified as being Aboriginal Average sick leave 5.53 days 5.63 days Location No. Gender No. Amount of overtime* $2,015 $2,041 North 7 Males 14 *Includes overtime and penalty costs for the year divided by the number of full-time equivalent staff. South 23 Females 16 Total 30 30 Employees by Age Profile as at 30/6/07 Disability By Age Male Female 7 staff have identified as having a Disability 15-19 1 8 Location No. Gender No. 20-24 11 25 North 1 Males 5 25-29 22 38 South 6 Females 2 30-34 32 57 Total 7 7 35-39 55 63 40-44 62 65 Net Employee Movements 45-49 84 67 Movements As at 30/06/06 As at 30/06/07 50-54 62 60 Permanent -0.33% or net -7.32% or net decrease of 2 decrease of 44 55-59 48 28 Fixed-term +23.85% or net -1.43% or net 60-64 17 12 increase of 62 decrease of 3 65+ 7 4 Total 401 427 Paid Maternity Leave The number of employees who took paid maternity leave during the year was 20 (12 in 2005-06) with total days taken amounting to 979 (394 in 2005-06)

DTAE staff members at the Tasmanium Museum and Art Gallery Photo by Peter West

64 65 Department of Tourism, Arts and the Environment Annual Report 2006-07

Supporting information Cape Barren Geese Photo by Sean McInerney Tourism Tasmania

POLICIES TO HELP MANAGE OUR BUSINESS Asset Management The Department has a significant number of land to their unique parcel of land. The Gardens are finalising holdings and buildings within its asset portfolio ranging a comprehensive Strategic Master Plan for the entire from significant heritage buildings and sites, the Royal site at the Queens Domain. Similarly, the Museum and Tasmanian Botanical Gardens, parks and reserves, walking Art Gallery has unique culturally significant buildings that tracks to corporate leased properties, in addition to the display, maintain and store its vast collection. significant moveable assets of the Tasmanian Museum The Department manages its fixed assets through its and Art Gallery. Strategic Asset Management Plans, allowing for the During the year the Department has added to its alignment of assets with agency service delivery strategies. property portfolio with the construction of the Analytical The Department maintains an asset register in accordance Services Tasmania laboratories at New Town, and the with the Treasurer’s instructions. Details of acquisitions, acceptance of administrative control of the significant disposals and write-offs are recorded in this register. heritage property Narryna in Battery Point. The Department’s financial statements are reported on The Parks and Wildlife Service manages over 2.5million an accrual basis with policies in relation to recognition, hectares, equal to almost 40 percent of the land area of valuation and depreciation outlined in the notes of the Tasmania. Included in this portfolio are significant heritage statements. The Department’s assets have been valued in assets and historic sites. accordance with those policies with the values disclosed in the statements. The Royal Tasmanian Botanical Gardens have 189 years of history and a significant cultural heritage value attached

64 65 Department of Tourism, Arts and the Environment Annual Report 2006-07 SUPPORTING INFORMATION

Pricing Policies Risk Management Departmental fees and charges subject to the Fee The Department has a high level strategic Business Units Act 1997 are published annually in the Tasmanian Risk Profile and separate Business Unit risk profiles that Government Gazette as required under section 8 (1) support the Department’s key goals and objectives. of the Act. The Department’s Business Risk profile will have a The Department has some service delivery activities triennial review in 2007. which require charges to be levied. These are normally levied in accordance with the Government’s policy on fees and charges of adopting full cost recovery and/or commercial rates. Concession rates, as determined by the Minister, are applied to park entry fees, the Hasting Caves and Thermal Pool entry fee and the Mole Creek Cave entry fee.

LEGISLATION ADMINISTERED BY THE DEPARTMENT Under the Administrative Arrangements Order 2006 (Statutory Rule 2006, No 23), the Department was responsible for administering the following Acts as at 30 June 2007: Aboriginal Relics Act 1975 Pollution of Waters by Oil and Noxious Substances Act 1987 Ben Lomond Ski Management Authority Act 1995 Port Arthur Historic Site Management Authority Act 1987 Environmental Management and Pollution Control Act 1994 Regional Forest Agreement (Land Classification) Act 1998 [Division 3 of Part 2] Historic Cultural Heritage Act 1995 Royal Tasmanian Botanical Gardens Act 2002 Ida Bay Railway Repeal Act 2001 Sewers and Drains Act 1954 Litter Act 1973 Tasmanian Arts Advisory Board Act 1975 Meteorites Act 1973 Tasmanian Museum Act 1950 Mt Lyell Acid Drainage Reduction Act 2003 Tasmanian Symphony Orchestra (Financial Assistance) Museums (Aboriginal Remains) Act 1984 Act 1987 National Environment Protection Council (Tasmania) Theatre Royal Management Act 1986 Act 1995 Theatre Royal Management Amendment Act 2006 National Parks and Reserves Management Act 2002 Tourism Tasmania Act 1996 National Trust Act 2006 Water Efficiency Labelling and Standards Act 2005 National Trust Preservation Fund (Winding-up) Act 1999 Wellington Park Act 1993 Plomley Trusts Act 1984 Wesley Vale Pulp and Paper Industry Act 1961

66 67 Department of Tourism, Arts and the Environment Annual Report 2006-07

STATUTORY AND NON-STATUTORY BODIES Statutory Bodies Non-Statutory Bodies Ben Lomond Skifield Management Authority Art Foundation of Tasmania Board of Environmental Management and Arthur Pieman Conservation Area Pollution Control Management Committee Port Arthur Historic Site Management Board Bass Strait Environmental Review Committee National Parks and Wildlife Advisory Council Cradle Mountain Enterprise Committee Royal Society of Tasmania Female Factory Historic Site Advisory Committee Royal Tasmanian Botanical Gardens Board Friends of the Tasmanian Museum and Art Gallery Tasmanian Arts Advisory Board Friends of the Royal Tasmanian Botanical Gardens Tasmanian Heritage Council Hastings Enterprise Board Tasmanian Museum and Art Gallery Board of Trustees Tasmanian Aboriginal Advisory Council Theatre Royal Management Board Tasmanian Wilderness World Heritage Area Tourism Tasmania Board of Directors Consultative Committee Wellington Park Management Trust PUBLICATIONS ABORIGINAL HERITAGE OFFICE TASMANIAN MUSEUM AND ART GALLERY New Tasmanian Aboriginal Heritage Legislation Consultation Antarctic Science Resource Book 2007 Baird A (2007), Package (2006), Aboriginal Heritage Office. Australian Science Teachers Association Sydney. ARTS TASMANIA Collection Hughes PJ, Huxley JK, Judd CD, Walker- Pat Brassington – A Tasmanian monograph (2006), Smith GK, Hammond CA, Rozefelds AC (Eds) (2007), Quintus Publishing. Tasmanian Museum and Art Gallery. ENVIRONMENT Janet Somerville’s Botanical History of Tasmania, 1642– Establishing an Environment Protection Authority for 1820 Potts B, Kantvilas G, Jarman J (Eds) (2006), Tasmania (2006), Environment. University of Tasmania and Tasmanian Museum and Art Gallery. HERITAGE TASMANIA Tasmanian Heritage Council Annual Report 2005-2006 Tasmanian Herbarium Annual Review of Activities (2006), Heritage Tasmania. 2005-2006 (2006), Tasmanian Herbarium. Heritage Tasmania produced several information Tasmanian Museum and Art Gallery staff also contributed brochures and a web-based education package, to 15 refereed papers, 23 non-refereed popular articles, It’s your Heritage (2007). two reports and two electronic publications. The material covered generally related to scientific research, natural In addition, 15 Practice Notes were produced, covering history and biodiversity. advice and guidelines for a range of heritage issues and topics of interest. TOURISM TASMANIA Tourism Tasmania Annual Report 2005-2006 (2006), PARKS AND WILDLIFE SERVICE Tourism Tasmania. Trevallyn Nature Recreation Area Draft Plan of Management (2006), Parks and Wildlife Service. Our Corporate Plan: Tourism Tasmania July 2006 to June 2009 (2006), Tourism Tasmania. Overland Track Recreation Zone Plan (2006), Parks and Wildlife Service. New Directions for Our Island: Tourism Tasmania’s Three-Year Business Strategy 2006–2009 (2006), The Overland Track - One Walk, Many Journeys (2006), Tourism Tasmania. Parks and Wildlife Service. Tourism Tasmania produced a large number of brochures ROYAL TASMANIAN BOTANICAL GARDENS for the travel industry and for visitors, including for niche Royal Tasmanian Botanical Gardens Annual Report markets such as parks and wildlife, gardens, golf, gay and 2005-2006. lesbian and wine and food. Three information and promotional brochures about the 66 Gardens were produced during 2006-07. 67 Department of Tourism, Arts and the Environment Annual Report 2006-07 SUPPORTING INFORMATION

TENDERS AND CONSULTANCIES Support for Local Businesses The Department procures goods, services and building construction in accordance with Government policy and guidelines and aims to maximise the opportunity for local business participation. The Department consults with the Industry Capability Network Tasmania for all proposed tenders in excess of $50,000 and for a lesser value where it is considered that the involvement of Industry Capability Network Tasmania may generate local activity.

Summary of Participation by Local Businesses for contracts and tenders greater than $50,000 2006-07 Total number of contracts awarded 20 Total number of contracts awarded to Tasmanian businesses 10 Total value of contracts awarded $9,558,009 Total value of contracts awarded to Tasmanian businesses $3,522,793 Number of tenders called 16 Number of tender exemptions received 3 Total number of bids received 99 Total number of bids received from Tasmanian businesses 51

Details of Contractors (contracts greater than $50,000) Name of Contractor Location of Tender/Contract title Period of the contract Value of Contractor contract $ Hansen Yuncken Hobart TAS Office and Workstation 5/09/2006 16/10/2006 $114,957 Pty Ltd Alterations Level 8 ANZ Centre De Jong Constructions North Hobart Internal Office Fit-out 7/11/2006 one-off $274,142 Pty Ltd TAS 103 Macquarie Street purchase Varian Australia Mulgrave VIC Inductively Coupled 4/08/2006 one-off $82,000 Pty Ltd Plasma Optical Emission purchase Spectrometer Wilkins Construction Sandy Bay TAS Analytical Services 21/11/2006 one-off $1,688,318 Pty Ltd Tasmania Building purchase Addition and Alterations Evans and Peck East Roseville Cleanbiz Training Package 1/01/2007 one-off $99,840 Services Pty Ltd NSW purchase Tri-Star Marine Prince of Wales Replacement Vessel 22/12/006 one-off $77,010 Channel Marine Bay TAS purchase Margate TAS Ecotech Pty Ltd Knoxfield VIC Air Monitoring Station 16/11/2006 one-off $208,570 purchase Collings Property Invermay TAS Freycinet Visitor Services 1/08/2006 one-off $192,000 Services Pty Ltd Zone Cleaning Contract purchase Hazell Bros Civil Derwent Park Lake Llewellyn Dam 1/09/2006 one-off $578,658 Contracting Pty Ltd TAS Spillway Upgrade purchase Cawthorn Welding Electrona TAS Fabrication of fire-fighting 15/01/2007 15/01/2012 $150,000 slip-on units

68 69 Department of Tourism, Arts and the Environment Annual Report 2006-07

Name of Contractor Location of Tender/Contract title Period of the contract Value of Contractor contract $ Co-operative Motors Hobart TAS Toyota Landcruiser 6WD 8/09/2006 one-off $73,035 Pty Ltd purchase Cunic Construction North Hobart Upgrade to TMAG Rosny 30/11/2006 1/12/2006 $193,260 Pty Ltd TAS Film & Archive Store Roy Morgan Research Melbourne VIC Tasmanian Visitors Survey 27/08/2006 30/06/2009 $327,225 Pty Ltd 2006-09 Brochure Flow Strathfield South Distribution of Print 1/09/2006 31/08/2009 $510,000 International VIC Collateral - Provision of Brochure Distribution Management Ultra Vision and Audio Macquarie Park Exhibition and Event 30/01/2007 one-off $77,000 NSW Roadshow Management purchase Colmar Brunton Social Canberra ACT Perceptions Survey 15/09/2007 one-off $113,581 Research Pty Ltd purchase Love Pty Ltd Sydney NSW Tourism Tasmania 1/07/2006 30/06/2011 $2,500,000 Advertising Account Southern Cross Hobart TAS Production and broadcast 1/07/2006 31/12/2007 $400,000 of television series

Details of Consultants (contracts greater than $50,000) Name of Consultant Location of Tender/Contract title Period of the contract Value of Consultant contract $ Roots Projects Australia Pyrmont NSW TMAG Project Director 27/03/2007 30/06/2010 $1,717,000 Pty Ltd Shane Mann & Associates Hobart TAS Architectural Services - 7/08/2006 9/07/2008 $181,413 New Town Analytical Services Tasmania Laboratory

68 Flowering grass trees, Bruny Island Photo by Sharnie Everett 69 Department of Tourism, Arts and the Environment Annual Report 2006-07 SUPPORTING INFORMATION

FREEDOM OF INFORMATION The Department has a legal duty to respond to requests for information in accordance with the Freedom of Information Act 1991. The Freedom of Information Act provides members of the public with the right to gain access to information held by the State Government, provided that it is not information which is exempt under the Act. The Act also gives people the right to seek amendment to personal information held by agencies that is considered to be incorrect.

Freedom of Information Requests 2005-2006 2006-2007

Requests Number received in this period 15 35 Requests decided in this period 16 28

Outcome of requests Information provided in full 3 6 Information provided in part or part-exempt 12 14 Information fully exempt, request refused 1 1 Number of requests transferred to another agency 1 3 Number of requests withdrawn 1 4

Internal reviews of decisions Number of internal reviews determined 2 5 Decision upheld in full 2 5 Decision upheld in part 0 0

External reviews of decisions Number of external reviews determined 2 2 Decision upheld in full 1 1 Decision upheld in part 1 1

Woodvine Nature Reserve Photo by Andrew Lovibond

70 71 Department of Tourism, Arts and the Environment Annual Report 2006-07

SUPERANNUATION CERTIFICATE I, Scott Leslie Gadd, Secretary of the Department of Tourism, Arts and the Environment, hereby certify that the Department has met its obligations under the Commonwealth’s Superannuation Guarantee (Administration) Act 1992 in respect of those employees of the Department who are members of the following complying superannuation schemes to which this Department contributes. Complying Superannuation Schemes

AGEST Masters Super AMP FLEX L/TIME Mellco Superannuation AMP Life LTD MLC AMP Retirement Savings Account Nicoll Media Super Fund Annells Price Super Pate Private Super Fund ANZ Super Advantage Prime Super Ascui Super Fund Print Super Asgard Quadrant Super Australian Ethical Super REST Super Australian Super Summit Bakers Super Fund Super Currant Fund Batmen Super Super Directions BT Lifetime Super Superleader Colonial First State Superwrap Corporate Super Master Trust Tasplan Super Eslake & Arenella Fund Telstra Super First State Super Tower Master FSP Super Unisuper Gail E Murray Super Fund Vision Super Gele Superannuation Fund Westpac Lifetime Super Grantham Super Fund HESTA Super Fund Host-Plus Hospitality Integra Super

Just Super Scott Gadd Kirkpatrick Super SECRETARY Lifetrack Superannuation Fund October 2007

70 71 Department of Tourism, Arts and the Environment Annual Report 2006-07

72 73 Department of Tourism, Arts and the Environment Annual Report 2006-07

Financial statements

72 73 Department of Tourism, Arts and the Environment Annual Report 2006-07 FINANCIAL STATEMENTS

Table of Contents

Certification of Financial Statements 75 Audit Report 76

Accrual Statements Income Statement 78 Balance Sheet 79 Cash Flow Statement 80 Statement of Recognised Income and Expense 81 Explanation of Significant Budget to Actual Variations 82

Notes to the financial statements 1. Administered Statements 84 2. Significant Accounting Policies 86 3. Departmental Output Schedules 92 4. Events Occurring After Balance date 97 5. Income 97 6. Expenses 100 7. Assets 101 8. Liabilities 105 9. Commitments 106 10. Equity and Movements in Equity 107 11. Cash Flow Reconciliation 109 12. Financial Instruments 111 13. Details of Controlled Entities 113 14. Notes to Administered Statements 114 15. Transactions and Balances Relating to a Trustee or Agency Arrangement 117

74 75 Department of Tourism, Arts and the Environment Annual Report 2006-07

Certification

The accompanying financial statements of the Department of Tourism, Arts and the Environment are in agreement with the relevant accounts and records and have been prepared in compliance with Treasurer’s Instructions issued under the provisions of the Financial Management and Audit Act 1990 to present fairly the financial transactions for the year ended 30 June 2007 and the financial position as at the end of the year. At the date of signing I am not aware of any circumstances which would render the particulars included in the financial statements misleading or inaccurate.

Scott Gadd SECRETARY 15 August 2007

74 75

Department of Tourism, Arts and the Environment Annual Report 2006-07 FINANCIAL STATEMENTS

Income Statement for the year ended 30 June 2007

2007 2007 2006 Notes Budget Actual Actual $’000 $’000 $’000 Income Appropriation revenue – recurrent1 2.9(a), 5.1 78,074 81,028 71,150 Appropriation revenue - capital1 2.9(a), 5.1 10,940 4,690 2,717 Revenue from Special Capital Investment Funds2 5.2 5,395 12,076 9,971 Grants3 2.9(b), 5.3 916 3,139 3,029 Sales of goods and services 2.9(c), 5.4 15,594 15,979 14,127 Fees and fines4 2.9(d), 5.5 895 1,254 811 Interest revenue5 5.6 860 1,293 522 Gain/(loss) on sale of non-financial assets 2.9(e), 5.7 - 14 (175) Resources received free of charge6 2.9(f), 5.8 - 4,612 - Other revenue7 2.9(g), 5.9 30 1,754 1,143 Total income 112,704 125,839 103,295

Expenses Employee entitlements8 2.10(a), 6.1 42,834 44,139 37,787 Depreciation and amortisation9 2.10(b), 6.2 6,148 7,394 6,180 Supplies and consumables10 2.10, 6.3 47,175 45,451 40,480 Grants and subsidies11 2.10(c), 6.4 9,701 13,546 14,415 Impairment losses 2.11(h), 6.5 - 25 10 Write down of assets 2.10(d), 6.6 - 102 378 Resources provided free of charge12 2.10(e), 6.7 - 570 - Other expenses13 2.10(f), 6.8 2,983 3,908 3,207 Total expenses 108,841 115,135 102,457

Net operating surplus/(deficit) 3,863 10,704 838

Recognition of Tasmanian Museum and Art Gallery (TMAG) collection TMAG Collection at valuation June 2006 2.11(f), 5.10 - - 343,729

Net operating surplus/(deficit) after recognition of TMAG collection 3,863 10,704 344,567

Equity interests - - -

Net surplus/(deficit) attributable to the State 3,863 10,704 344,567

This Income Statement should be read in conjunction with the accompanying notes. Budget information refers to original estimates and has not been subject to audit. Notes for the explanation of significant budget to actual variances are provided on page 82 of the statements.

78 79 Department of Tourism, Arts and the Environment Annual Report 2006-07

Balance Sheet as at 30 June 2007

2007 2007 2006 Notes Budget Actual Actual $’000 $’000 $’000 Assets Financial assets Cash and deposits 2.11(a), 7.1 35,141 34,591 34,073 Receivables14 2.11(b), 7.2 2,329 1,446 1,458 Other financial assets 2.11(c), 7.3 - 417 424

Non-financial assets Inventory15 2.11(d), 7.4 271 690 603 Plant equipment and vehicles16 2.11(f), 7.5 3,692 4,143 2,814 Land and buildings17 2.11(f), 7.5 443,962 527,956 490,107 Leasehold improvements18 2.11(f), 7.5 - 1,414 1,080 Infrastructure19 2.11(f), 7.5 76,337 64,661 63,081 Heritage20 2.11(f), 7.5 - 353,724 344,704 Intangible assets21 2.11(g), 7.5 - 1,490 1,056 Other assets22 2.11(i), 7.6 16,195 12,285 15,992 Total assets 577,927 1,002,817 955,392

Liabilities Payables23 2.12(a), 8.1 3,195 2,314 3,004 Employee entitlements 2.12(c), 8.2 9,461 9,590 9,255 Provisions24 2.12(b), 8.3 - 10,711 13,839 Other liabilities25 2.12(e), 8.4 3,958 5,517 7,505 Total liabilities 16,614 28,132 33,603

Net assets/(liabilities) 561,313 974,685 921,789

Equity Contributed capital26 - 348,120 348,120 Reserves26 - 277,717 235,525 Accumulated funds26 561,313 348,848 338,144 Total Equity 10.1 561,313 974,685 921,789

This Balance Sheet should be read in conjunction with the accompanying notes. Budget information refers to original estimates and has not been subject to audit. Notes for the explanation of significant budget to actual variances are provided on page 82 of the statements.

78 79 Department of Tourism, Arts and the Environment Annual Report 2006-07 FINANCIAL STATEMENTS

Cash Flow Statement for the year ended 30 June 2007

2007 2007 2006 Notes Budget Actual Actual $’000 $’000 $’000 Cash flows from operating activities Cash inflows Appropriation receipts - recurrent1 77,389 81,308 70,380 Appropriation receipts - capital1 9,303 2,669 5,288 Receipts from Special Capital Investment Funds2 5,395 12,076 9,971 Grants3 916 2,520 3,007 Sales of goods and services 15,594 15,653 14,503 Fees and fines4 895 1,283 727 GST receipts 8,300 7,265 7,425 Interest received5 860 1,285 498 Other cash receipts7 30 1,701 1,069 Total cash inflows 118,682 125,760 112,868 Cash outflows Employee entitlements8 (42,982) (43,805) (37,850) GST payments (8,300) (7,638) (6,769) Other cash payments (59,912) (62,588) (57,298) Total cash outflows (111,194) (114,031) (101,917)

Net cash from/(used by) operating activities 11.2 7,488 11,729 10,951

Cash flows from investing activities Cash inflows Proceeds from the disposal of non-financial assets - 14 6 Repayment of loans by other entities - 109 123 Total cash inflows - 123 129

Cash outflows Payments for acquisition of non-financial assets (11,016) (11,182) (8,952) Loans made to other entities - (152) (242) Total cash outflows (11,016) (11,334) (9,194)

Net cash from/(used by) investing activities (11,016) (11,211) (9,065)

Net increase/(decrease) in cash held (3,528) 518 1,886 Cash at the beginning of the reporting period 38,669 34,073 8,943 Funds transferred on administrative restructure - - 23,244 Cash at the end of the reporting period 11.1 35,141 34,591 34,073

This Statement of Cash Flows should be read in conjunction with the accompanying notes. Budget information refers to original estimates and has not been subject to audit. Notes for the explanation of significant budget to actual variances are provided on page 82 of the statements.

80 81 Department of Tourism, Arts and the Environment Annual Report 2006-07

Statement of Recognised Income and Expense for the year ended 30 June 2007 2007 2006 Notes Actual Actual $’000 $’000 Income and expenses recognised directly in equity Increase/(Decrease) in Asset Revaluation Reserve 10.1 42,192 33,639 Increase/(Decrease) in provision for remediation works 10.1 - (13,916) Net income recognised directly in equity 42,192 19,723

Net surplus/(deficit) for the period 10,704 344,567

Total recognised income and expense for the period 52,896 364,290

Net effect of correction of errors 2.21 - 1,073

This Statement of recognised income and expense should be read in conjunction with the accompanying notes.

80 81 Department of Tourism, Arts and the Environment Annual Report 2006-07 FINANCIAL STATEMENTS

Explanation of Significant Budget to Actual Variations Income Statement and Cashflow Statement for the year ended 30 June 2007

1 The variations in appropriation revenue are outlined 8 The increase in employee entitlements is primarily in Note 5.1 on page 97. related to increased expenditure for fire suppression activities, higher than estimated Parks and Wildlife 2 The increase in revenue from Special Capital Service salaries supported through external revenue Investment Funds is primarily related to an increase sources and larger than forecast expenditure through in approved funding for the Tourism Promotion Plan, Special Capital Investment Funds. the Hawthorn Football Club Agreement and the building of the new Analytical Services Laboratories. 9 The increase in depreciation and amortisation This was offset by lower revenue for the Tourism is primarily related to the first time recognition Infrastructure and Living Environment Program of amortisation of lease make-good provisions, projects where actual expenditure was lower than an increase in building depreciation following original cashflow estimates. 2006-07 funding for the revaluation and reassessment of useful lives Special Capital Investment Funds projects is outlined undertaken in 2005-06 and an increase in Note 11.3 on page 109. in amortisation relating to intangibles. 3 The 2006-07 Grants amount includes a number of 10 The decrease in supplies and consumables largely grants and donations received during the financial relates to an increased amount of infrastructure and year which were not included in the original budget building maintenance being capitalised rather than estimates. A major grant of $706,000 was received in being expensed as was provided for in original budget 2006-07 for the purchase of a huon pine collection estimates. The decrease also relates to categorisation for the Tasmanian Museum and Art Gallery. of expenditure between supplies and consumables and other expenses as per Note 13 below. 4 The increase in fees and fines reflects increases in revenue from Parks and Wildlife Service leases 11 The increase in grants and subsidies is mainly due to and licenses and Environment Protection Fund increased expenditure relating to approved funding infringement notices and fines. for the Tourism Promotion Plan and the agreement with Hawthorn Football Club. Both items were not 5 The increase in interest revenue reflects larger than included in the original budget estimates. The variation forecast interest revenue relating to the holding also includes additional grants and transfer payments of cash deposits in the Environment Division for relating to the Environment output group which remediation works at Mt Lyell and Savage River. in part reflected reclassification of costs between 6 The increase in resources received free of charge expenditure categories for that output group. relates to income recognised in respect of increases 12 The increase in resources provided free of charge in land and property holdings based on gazettal of relates to expenditure recognised in respect of a land under the Nature Conservation Act 2002 and the decrease in land holdings based on gazettal under transfer of the property Narryna to the Department. the Nature Conservation Act 2002. 7 The increase in other revenue primarily relates to 13 The increase in other expenses mainly relates to miscellaneous reimbursements and recoveries that categorisation of expenditure in terms of actual were not included in the original forecast for the expenditure including costs for operating lease and 2006-07 budget estimates. audit costs which were categorised as supplies and consumables in the original budget estimates.

82 83 Department of Tourism, Arts and the Environment Annual Report 2006-07

Explanation of Significant Budget to Actual Variations Balance Sheet as at 30 June 2007

14 The decrease in receivables is mainly due to the 21 The increase in intangible assets is due to the reallocation of Environment Division debtors relating recognition of intangible assets for the first time in the to permits from controlled to administered. The 2005-06 financial year. The details for the recognition original budget figure also includes an amount for of intangibles were not available at the time of other financial assets. preparation of the original budget estimates. 15 The increase in inventory primarily relates to the 22 The decrease in other assets primarily relates to recognition of inventory of the Tasmanian Museum the completion of works under the Australian Bulk and Art Gallery which was not included in the original Minerals Debt Agreement which was not included budget estimate. in the original budget estimates. There was a corresponding reduction in the provision recognised. 16 The increase in plant, equipment and vehicles largely relates to an increased amount of operating 23 The decrease in payables is mainly attributable to expenditure being capitalised for plant and equipment decreased Tasmania Temptation payables of $514,000. purchases rather than being expensed as was 24 The increase in provisions reflects the provision for provided for in original budget estimates. remediation works under the Australian Bulk Minerals 17 The increase in land and buildings primarily relates to Debt Agreement and the provision for make-good the impact of revaluations undertaken the details of for operating leases, both items of which were not which were not available at the time of preparation of included in the original budget estimate. the original budget estimates. 25 The increase in other liabilities is mainly due to 18 The budget for leasehold improvements is included in 2006-07 appropriation amounts carried forward and the budget for land and buildings. employee entitlements on-costs being reflected in the actual figures but not the original budget figures. The 19 The decrease in infrastructure primarily relates to the re-categorisation of employee entitlement on-costs impact of revaluations undertaken, details of which was undertaken after the preparation of the original were not available at the time of preparation of the budget figures. original budget estimates. 26 The increase in equity is the net effect of the changes 20 The increase in heritage (Tasmanian Museum and in net assets referred to above. Art Gallery Collections) is due to the valuation of the assets undertaken for the first time during 2005-06 the details of which were not available at the time of preparation of the original budget estimates.

82 83 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

Note 1 Administered Financial Statements

1.1 Schedule of Administered Income and Expenses 2007 2007 2006 Notes Budget Actual Actual $’000 $’000 $’000 Income Appropriation revenue - recurrent 2.9(a), 14.1 9,821 10,121 8,024 Grants - Commonwealth 2.9(b), 14.2 3,400 3,400 3,400 Sales of goods and services 2.9(c), 14.3 - - 440 Fees and fines 2.9(d), 14.4 1,752 1,631 289

Total income 14,973 15,152 12,153

Expenses Administered grants and subsidies 2.10(c), 14.5 9,821 10,121 8,024 Transfers to the Consolidated Fund 14.6 5,152 5,031 4,129 Total expenses 14,973 15,152 12,153

Net operating surplus/(deficit) - - -

Net surplus/(deficit) attributable to the State - - -

This Schedule of Administered Income and Expenses should be read in conjunction with the accompanying notes. Budget information refers to original estimates and has not been subject to audit. Notes for the explanation of significant budget to actual variances are provided at Note 14.1 on page 114.

1.1 Schedule of Administered Assets and Liabilities 2007 2007 2006 Notes Budget Actual Actual $’000 $’000 $’000 Assets Financial assets Receivables 2.11(b), 14.7 - 291 373 Total assets - 291 373

Liabilities Payables 2.12(a), 14.8 - 291 373 Total liabilities - 291 373

Net assets/(liabilities) - - -

Equity Contributed capital - - - Accumulated funds - - - Total Equity 14.9 - - -

This Schedule of Administered Assets and Liabilities should be read in conjunction with the accompanying notes. Budget information refers to original estimates and has not been subject to audit.

84 85 Department of Tourism, Arts and the Environment Annual Report 2006-07

1.1 Schedule of Administered Cash Flows 2007 2007 2006 Notes Budget Actual Actual $’000 $’000 $’000 Cash flows from operating activities Cash inflows Appropriation receipts - recurrent 9,821 10,121 7,809 Commonwealth grants 3,400 3,400 3,400 User charges, fees and fines 1,752 1,631 729 Total cash inflows 14,973 15,152 11,938 Cash outflows Grants and subsidies 9,821 10,121 8,024 Transfers to the Consolidated Fund 5,152 5,031 4,129 Total cash outflows 14,973 15,152 12,153

Net cash from/(used by) operating activities 14.10 (b) - - (215)

Net increase/(decrease) in cash held - - (215) Cash at the beginning of the reporting period - - 215

Cash at the end of the reporting period 14.10 (a) - - -

This Schedule of Administered Cash Flows should be read in conjunction with the accompanying notes. Budget information refers to original estimates and has not been subject to audit. Notes for the explanation of significant budget to actual variances are provided at Note 14.1 on page 114.

1.1 Schedule of Recognised Administered Income and Expenses 2007 2006 Notes $’000 $’000 Net surplus / (deficit) for the period - -

Total recognised income and expense for the period - -

This Schedule of Recognised Administered Income and Expenses should be read in conjunction with the accompanying notes.

84 85 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

Note 2 Significant Accounting Policies 2.1 Objectives and Funding Operational Division Output Group The Department of Tourism, Arts and the Environment Tasmanian Museum 3. Heritage and the Arts is the custodian of the many assets that make and Art Gallery Tasmania such a unique State to live, work and visit. Heritage Tasmania 3. Heritage and the Arts The Department is responsible for the sustainable management and promotion of the State’s natural and Environment 4. Environment cultural assets, including Tasmania’s national parks, its arts Royal Tasmanian Administered Item and its culture, its pristine environment and its unique Botanical Gardens Aboriginal and historic heritage. It develops tourism as a Departmental activities are classified as either controlled key economic driver for the State. or administered. The Department’s mission is to enhance Tasmania’s Controlled activities involve the use of assets, liabilities, economic, environmental and social well being, both now revenues and expenses controlled or incurred by the and in the future, through the best possible use of our Department in its own right. Administered activities natural and cultural assets and activities. involve the management or oversight by the Department, The Department’s primary goal, as defined in its on behalf of the Government, of items controlled or Corporate Plan 2006-2009, is to benefit current and incurred by the Government. future generations through the development and The Department is predominantly funded through recognition of Tasmania’s: Parliamentary appropriations. It also provides services ● unique natural, Aboriginal and historic heritage; on a fee for service basis, as outlined in Note 5. The ● clean and healthy environment; financial report encompasses all funds through which the ● world renowned parks and reserve system; Department controls resources to carry on its functions. ● innovative and creative arts; 2.2 Basis of Accounting ● iconic botanical, heritage and visitor sites; and The Financial Statements are a general purpose financial ● attractiveness to visitors. report and have been prepared in accordance with:

The Department’s goals are aligned with the ● the Treasurer’s Instructions issued under the Government’s outcomes for the Tasmanian community, provisions of the Financial Management and Audit as outlined in Tasmania Together. Act 1990; and The Department’s directions are also guided by the ● Australian Accounting Standards issued by the Government’s approach to social and economic Australian Accounting Standards Board. In particular, reform through strategic partnerships with and across AAS 29 Financial Reporting by Government levels of government, the community sector and other Departments has been applied. stakeholders. Tourism, the arts and the environment Australian Accounting Standards include Australian play a key role in achieving the Government’s social and Equivalents to International Financial Reporting Standards economic goals. The environment is central to the well- (AEIFRS). Compliance with AEIFRS may not result being of all Tasmanians, and along with the State’s unique in compliance with International Financial Reporting heritage and cultural activities, is fundamental to many Standards (IFRS), as AEIFRS include requirements and economic activities including tourism. options available to not-for-profit organisations that are In delivering these goals, the Department is comprised inconsistent with IFRS. The Department is considered of the following operational units: to be not-for-profit and has adopted some accounting policies under AEIFRS that do not comply with IFRS. Operational Division Output Group The Financial Statements have been prepared on an Tourism Tasmania 1. Tourism accrual basis and, except where stated, are in accordance and Events Tasmania with the historical cost convention. The accounting Parks and Wildlife Service 2. Parks and Wildlife policies are generally consistent with the previous year Management except for those changes outlined in Note 2.5 below. Arts Tasmania 3. Heritage and the Arts The Financial Statements are presented in Aboriginal Heritage Office 3. Heritage and the Arts Australian dollars.

86 87 Department of Tourism, Arts and the Environment Annual Report 2006-07

2.3 Basis of Aggregation 2.8 Transactions by the The financial statements aggregate material transactions Government as Owner – and balances of the Department and entities included Restructuring of Administrative in its output groups. Material transactions and balances Arrangements between the Department and such entities have been Net assets received under a restructuring of administrative eliminated. arrangements are designated as contributions by 2.4 Fair Presentation owners and adjusted directly against equity. Net No departures from Australian Accounting assets relinquished are designated as distributions to Standards have been made in the preparation of owners. Net assets transferred are initially recognised these financial statements. at the amounts at which they were recognised by the transferring agency immediately prior to the transfer. 2.5 Changes in During 2005-06 restructuring of administrative Accounting Policy arrangements resulted in the Environment Protection and (a) Impact of new Accounting Standards Analytical Services Output Group from the Department of Primary Industries and Water being transferred to There was no impact on these accounts for 2006-07 the Department. The new department formed was for new accounting standards issued by the Australian the Department of Tourism, Arts and the Environment Accounting Standards Board. (formerly Department of Tourism, Parks, Heritage and (b) Impact of relevant new Accounting Standards yet the Arts). The administrative arrangements took effect to be applied from 1 April 2006. There are no new Accounting Standards that are yet Details of net assets received and revenues and to be applied within these Financial Statements. expenses relating to the restructuring of administrative arrangements are provided in Note 10.3. The Income 2.6 Administered Transactions Statement, Statement of Cashflows, and notes only and Balances recognise transactions for the Environment Protection The Department administers, but does not control, and Analytical Services Output Group for the 2005-06 certain resources on behalf of the Government as a financial year from 1 April 2006. whole. It is accountable for the transactions involving such 2.9 Income administered resources, but does not have the discretion to deploy resources for the achievement of the Income is recognised in the Income Statement when Department’s objectives. an increase in future economic benefits related to an increase in an asset or a decrease of a liability has arisen Administered assets, liabilities, expenses and revenues that can be measured reliably. are disclosed in the notes to the Financial Statements. (a) Appropriation Revenue 2.7 Activities Undertaken Appropriations, whether recurrent or capital, are under a Trustee or Agency recognised as revenues in the period in which the Relationship Department gains control of the appropriated funds. Transactions relating to activities undertaken by the Except for any amounts identified as carried forward Department in a trust or fiduciary (agency) capacity do in Notes 5.1 and 14 control arises in the period not form part of the Department’s activities. Trustee and of appropriation. agency arrangements, and transactions/balances relating to (b) Grants those activities, are neither controlled nor administered. Grants payable by the Australian Government are Fees, commissions earned and expenses incurred recognised as revenue when the Department gains in the course of rendering services as a trustee or control of the underlying assets. Where grants are through an agency arrangement are recognised as reciprocal, revenue is recognised as performance occurs controlled transactions. under the grant. Non-reciprocal grants are recognised as revenue when the grant is received or receivable. Transactions and balances relating to a trustee or an Conditional grants may be reciprocal or non-reciprocal agency arrangement are not recognised as departmental depending on the terms of the grant. revenues, expenses, assets or liabilities in these Financial Statements. Details of these transactions are provided in Note 15.

86 87 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

2.9 Income (continued) (c) Sales of Goods and Services (a) Employee Entitlements Amounts earned in exchange for the provision of goods Employee entitlements include entitlements to wages are recognised when the good is provided and title and salaries, annual leave, sick leave, long service leave, has passed. Revenue from the provision of services is superannuation and any other post-employment benefits. recognised when the service has been provided. Superannuation expenses relating to defined benefits In relation to Tourism Tasmania’s travel sales the schemes relate to payments into the Superannuation following recognition criteria applies: Provision Account (SPA) held centrally and recognised within the Finance-General Division of the Department ● wholesale sales are recognised at the net sales value of Treasury and Finance. The amount of the payment is in Income Statement; and based on an employer contribution rate determined by ● retail sales are recognised at the commission value in the Treasurer, on the advice of the State Actuary. The the Income Statement. current employer contribution is 11 percent of salary. (d) Fees and Fines Superannuation expenses relating to the contribution Revenue from fees is recognised upon the first scheme are paid directly to the superannuation fund at a occurrence of either: rate of nine percent of salary. In addition, departments are ● receipt by the State of fees; or also required to pay the SPA a ‘gap’ payment equivalent to two percent of salary in respect of employees who are ● the time the obligation to pay arises, pursuant to the members of the contribution scheme. issue of an assessment. (b) Depreciation and Amortisation The collectability of debts is assessed at balance date and specific provision is made for doubtful debts. All non-current assets having a limited useful life are systematically depreciated over their useful lives in a (e) Gain/(Loss) from the Sale of manner which reflects the consumption of their service Non-financial Assets potential. Land, being an asset with an unlimited useful Revenue from the sale of non-financial assets is life, is not depreciated. recognised when control of the asset has passed to Depreciation is provided for on a straight-line method, the buyer. using rates which are reviewed annually. Heritage assets (f) Resources Received Free of Charge are not depreciated. Major depreciation periods are: Services received free of charge by the Department are ● Buildings 20-55 years recognised as revenue when a fair value can be reliably ● Infrastructure - other 5-75 years determined and at the time the services would have been purchased if they had not been donated. Use of those ● Infrastructure - tracks 50 years resources is recognised as an expense. ● Plant and equipment 3-25 years Contributions of assets at no cost of acquisition or for ● Leasehold improvements 10 years nominal consideration are recognised at their fair value Major amortisation periods are: when the asset qualifies for recognition, unless received ● Intangibles 5 years from another government agency as a consequence of ● Operating lease Varies with the restructuring of administrative arrangements, where they make-good asset term of the are recognised as contributions by owners directly within operating lease equity. In these circumstances, book values from the transferor agency have been used. (c) Grants and Subsidies (g) Other Revenue Grants are recognised to the extent that: Other revenues from ordinary activities are recognised ● the services required to be performed by the grantee when it is probable that the inflow or other enhancement have been performed; or or saving in outflows of future economic benefits has ● the grant eligibility criteria have been satisfied. occurred and can be measured reliably. A liability is recorded when the Department has a 2.10 Expenses binding agreement to make the grants but services have Expenses are recognised in the Income Statement when not been performed or criteria satisfied. Where grant a decrease in future economic benefits related to a monies are paid in advance of performance or eligibility, decrease in asset or an increase of a liability has arisen a prepayment is recognised. that can be measured reliably.

88 89 Department of Tourism, Arts and the Environment Annual Report 2006-07

(d) Write Down of Assets A revaluation decrement is recognised as an expense Inventories are measured using the first-in, first-out in the Income Statement except to the extent that the (FIFO) valuation method. decrement reverses a revaluation increment previously (e) Assets Held for Sale credited to, and still included in the balance of, an Asset Revaluation Reserve in respect of the same class Assets held for sale are measured at the lower of carrying of asset. In this case, it is debited directly to that amount and fair value less costs to sell. revaluation reserve. (f) Property, Plant, Equipment and Infrastructure Where an increment reverses a revaluation decrement (i) Valuation basis previously recognised as an expense in the Income Land, buildings, infrastructure, long lived plant and Statement, in respect of that same class of non-current equipment and heritage and cultural assets are recorded assets, the revaluation increment is recognised as revenue. at fair value. All other non-current physical assets, (e) Resources Provided Free of Charge including work in progress, are recorded at historic cost. Services provided free of charge by the Department to (ii) Asset recognition threshold another entity are recognised as an expense when fair The asset capitalisation threshold adopted by the value can be reliably determined. Department is $10,000. Assets valued at less than this (f) Other Expenses amount are charged to the Income Statement in the year of purchase (other than where they form part of a group Expenses met out of revenue from ordinary activities of similar items which are material in total). are recognised in the period to which they relate and the timing of actual transactions. (iii) Revaluations 2.11 Assets The Department has adopted a revaluation threshold of $50,000 above which assets are revalued on a rolling Assets are recognised in the Balance Sheet when it is program of five years. In accordance with AASB116 probable that the future economic benefits will flow to Property Plant and Equipment, in years between the entity and the asset has a cost or value that can be valuations, indices will be supplied by qualified valuers measured reliably. to index valuations to fair value. (a) Cash and Deposits Assets are grouped on the basis of having a similar nature Cash means notes, coins, any deposits held at call with a or function in the operations of the Department. bank or financial institution, as well as funds held in the During 2006, Mr Simon Storey (MA VAA) of Simon Special Deposits and Trust Fund. Deposits are recognised Storey Valuers, valued the collections of the Tasmanian at their nominal amounts. Interest is credited to revenue Museum and Art Gallery to fair value, as at 30 June 2006. as it accrues. The valuation as at 30 June 2006 of $344.729 million (b) Receivables was recognised as income in the Income Statement for Receivables are recognised at the amounts receivable as the 2006 financial year. For the 2007 year, Simon Storey they are due for settlement. Impairment of receivables Valuers provided an index to increase the 2006 valuation is reviewed on an annual basis. Impairment losses are to fair value as at 30 June 2007. The resulting change in recognised when there is an indication that there is a asset value was credited to the asset revaluation reserve. measurable decrease in the collectability of receivables. During 2006, Mr Martin Burns (CPV, MBA, B.App.Sc) (c) Other Financial Assets of Liquid Pacific Pty Ltd revalued land, buildings and Investments are initially recorded at fair value. infrastructure (excluding tracks) to fair value as at 30 June 2006. The resulting changes in asset values were taken All investments are held to maturity and are measured to the asset revaluation reserve. For infrastructure, a at amortised cost subsequent to initial recognition. component of the revaluation decrement was required Impairment is assessed on an annual basis. to be recognised as an expense in the Income Statement. Loan advances are brought to account at the balance For the 2007 year, Liquid Pacific Pty Ltd provided an owing as at 30 June 2006. Impairment losses are index to increase the 2006 valuation to fair value as at recognised when there is an indication that there is a 30 June 2007. The resulting change in asset value was measurable decrease in the collectability of loans. credited to the asset revaluation reserve. (d) Inventories The tracks component of infrastructure assets were indexed to fair value as at 30 June 2006 based on an Inventories held for resale are valued at the lower index provided by Mr Martin Burns (CPV, MBA, B.App. of cost and net realisable value. Inventories held for Sc). For the 2007 year, Liquid Pacific Pty Ltd provided distribution are valued at the lower of cost and current an index to increase the 2006 valuation to fair value as replacement cost. at 30 June 2007. The resulting change in asset value was credited to the asset revaluation reserve. 88 89 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

2.11 (f) Property, Plant, Equipment and 2.12 Liabilities Infrastructure (continued) Liabilities are recognised in the Balance Sheet when it Those assets that are restricted by legislation and or is probable that an outflow of resources embodying Government directives are disclosed in the Balance Sheet economic benefits will result from the settlement of as administered assets. a present obligation and the amount at which the (g) Intangibles settlement will take place can be measured reliably. An intangible asset is recognised where: (a) Payables ● it is probable that an expected future benefit Payables, including goods received and services incurred attributable to the asset will flow to the Department; but not yet invoiced, are recognised at the nominal and amount when the Department becomes obliged to make ● the cost of the asset can be reliably measured. future payments as a result of a purchase of assets or services. Accounts payable are normally settled within Intangible assets held by the Department are valued at fair 30 days. value where an active market exists and are amortised on a straight line basis over their estimated useful life. Where (b) Provisions no active market exists, intangibles are valued at cost. Provisions are recognised when it is probable that a payment will be made and the amount of the payment (h) Impairment can be reliably measured. Any right to reimbursement All assets are assessed to determine whether any relating to some or all of the provision is recognised as an impairment exists. Impairment exists when the asset when it is virtually certain that the reimbursement recoverable amount of an asset is less than its carrying will be received. amount. Recoverable amount is the higher of fair value less costs to sell and value in use. The Department’s As per Note 2.11(i) an asset has been recognised in assets are not used for the purpose of generating cash these accounts for a debt agreement between the flows; therefore value in use is based on depreciated Tasmanian Government and Australian Bulk Minerals. In replacement cost where the asset would be replaced if accordance with a strategic plan jointly developed under deprived of it. the agreement, the company is required to complete remediation works to the value of the outstanding debt. (i) Other Assets On that basis, the debt has been recognised as a non- An asset has been recognised in these accounts for a financial asset. A corresponding provision for remediation debt agreement between the Tasmanian Government works has been recognised. and Australian Bulk Minerals. When Goldamere Pty A provision has been recognised in 2006-07 for potential Ltd, trading as Australian Bulk Minerals, entered into an make-good costs in respect of building lease agreements. agreement with the Crown to purchase the Savage River These were previously treated as a contingent liability. Mine and the Port Latta Pelletising Plant, it was agreed that Goldamere Pty Ltd would pay $13 million to the (c) Employee Entitlements State in instalments. This was to fund the remediation Liabilities for wages and salaries and annual leave are of pollution arising from historical mining operations (ie recognised when the employee becomes entitled to pre-1987). The debt was secured by a fixed and floating receive the benefit. Those liabilities expected to be charge and a freehold mortgage over all the assets realised within 12 months are measured as the amount and undertakings of Goldamere Pty Ltd. Subsequently, expected to be paid. Other employee entitlements are through a Deed of Variation, the debt was also secured measured as the present value of the benefit at 30 June by a Bank Guarantee of $2.8 million. 2007, where the impact of discounting is material, and In accordance with a strategic plan jointly developed at the amount expected to be paid if discounting is under the agreement, the company is required to not material. complete remediation works to the value of the A liability for long service leave is recognised, and is outstanding debt. On that basis, the debt has been measured as the present value of expected future recognised as a non-financial asset. A corresponding payments to be made in respect of services provided by provision for remediation works has been recognised employees up to the reporting date. (refer also Note 2.12(b)). (d) Superannuation Other assets comprise prepayments, tax assets, and an The Department does not recognise a liability for the operating lease make-good asset. Prepayments and tax accruing superannuation benefits of Departmental assets relate to actual transactions that are recorded at employees. This liability is held centrally and is recognised cost. The operating lease make-good asset corresponds within the Finance General Division of the Department of to the provision, less any accumulated amortisation. Treasury and Finance. 90 91 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

(e) Other Liabilities 2.17 Comparative figures Other liabilities consist of tax liabilities and revenue Comparative figures have been adjusted to reflect any received in advance relating to amounts received from changes in accounting policy or the adoption of new the sale of wholesale travel products prior to the date of standards. Details of the impact of changes in accounting travel. On the commencement of travel, such amounts policy on comparative figures are at Note 2.5. are recognised as user charges revenue net of associated Amendments to comparative figures arising from a supplier costs. correction of an error are disclosed at Note 2.21. 2.13 Leases 2.18 Budget Information The Department has entered into a number of operating Budget information refers to original estimates as lease agreements for property, plant and equipment, disclosed in the 2006-07 Budget Papers and has not been where the lessors effectively retain all the risks and subject to audit. benefits incidental to ownership of the items leased. Equal instalments of lease payments are charged to 2.19 Rounding the Income Statement over the lease term, as this is All amounts in the Financial Statements have been representative of the pattern of benefits to be derived rounded to the nearest thousand dollars, unless from the leased property. otherwise stated. Where the result of expressing The Department is prohibited by Treasurer’s Instruction amounts to the nearest thousand dollars would result in 1016 from holding finance leases. an amount of zero, the financial statement will contain a note expressing the amount to the nearest whole dollar. 2.14 Unrecognised Financial Instruments 2.20 Departmental Taxation The Department has no unrecognised financial The Department is exempt from all forms of taxation instruments. except Fringe Benefits Tax, Payroll Tax and the Goods and Services Tax (GST). 2.15 Judgements and Assumptions In the Statement of Cash Flows, the GST component In the application of Australian Accounting Standards, the of cash flows arising from investing or financing activities Department is required to make judgements, estimates which is recoverable from, or payable to, the Australian and assumptions about carrying values of assets and Taxation Office is, in accordance with the Australian liabilities that are not readily apparent from other sources. Accounting Standards, classified as operating cash flows. The estimates and associated assumptions are based on historical experience and various other factors that are 2.21 Correction of Error believed to be reasonable under the circumstances, the During 2006-07, it was recognised that infrastructure results of which form the basis of making the judgements. assets of $1.446 million had not previously been Actual results may differ from these estimates. recognised. In accordance with AASB 108 (Accounting The estimates and underlying assumptions are reviewed Policies Changes in Accounting Estimates and Errors) a on an ongoing basis. Revisions to accounting estimates are correction has been made to the 2005-06 comparative recognised in the period in which the estimate is revised information in these accounts. Infrastructure assets if the revision affects only that period, or in the period of increased by $1.446 million for 2005-06 with a direct the revision and future periods if the revision affects both adjustment to equity of $1.446 million, and a depreciation current and future periods. charge of $45,000. Judgements made by the Department that have significant During 2006-07, it was recognised that administered effects on the financial statements are disclosed in the debtors of $373,000 relating to the Environment relevant notes to the financial statements. administrative restructure in 2005-06 were incorrectly classified as controlled in the 2005-06 financial statements. The Department has made no assumptions concerning In accordance with AASB 108 (Accounting Policies the future that may cause a material adjustment to the Changes in Accounting Estimates and Errors) a correction carrying amounts of assets and liabilities within the next has been made to the 2005-06 comparative information reporting period. in these accounts. Administered receivables increased 2.16 Foreign Currency by $373,000, and administered payables increased by $373,000. There was no change to the administered net Transactions denominated in a foreign currency are equity for 2005-06. converted at the exchange rate at the date of the transaction. Foreign currency receivables and payables are translated at the exchange rates current as at balance date. Associated gains and losses are not material. 90 91 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

3 Departmental Output Schedules 3.1 Output Group Information Comparative information has not been restated for external administrative restructures. The following information has been prepared on an accrual accounting basis. Budget information refers to original estimates and has not been subject to audit. OUTPUT GROUP 1 TOURISM 2007 2007 2006 Budget Actual Actual $’000 $’000 $’000 Revenue Appropriation revenue - recurrent 32,571 32,557 28,244 Grants 900 1,047 1,176 Sales of goods and services 6,579 6,352 6,716 Gain/(loss) on sale of non-finanical assets - 5 - Other revenue1 - 441 180 Total 40,050 40,402 36,316

Expenses Employee entitlements 12,714 12,122 12,515 Depreciation and amortisation2 82 391 193 Grants and subsidies3 4,169 4,708 5,740 Maintenance and property services4 1,525 1,215 1,498 Information technology5 926 1,547 1,572 Travel and transport5 731 956 970 Advertising and promotion5 15,177 13,160 11,225 Other expenses6 4,808 3,510 3,350 Total 40,132 37,609 37,063

Net Result (82) 2,793 (747)

Expense by Output Output 1.01 Tourism Marketing 18,576 18,075 14,833 Output 1.02 Tourism Destination Development 5,475 5,212 4,723 Output 1.03 Tourism Distribution Services7 10,872 9,975 11,998 Output 1.04 Major Events Support8 5,209 4,347 5,509 Total 40,132 37,609 37,063

Notes 1. The increase in other revenue relates to miscellaneous recoveries and reimbursements that were not included in the original budget estimates. 2. The depreciation expense reflects current asset depreciation schedules and amortisation has increased due to the recognition of operating lease make-good amortisation of $184,000. 3. The increase in grants and subsidies reflects grants made in 2006-07 relating to the V8 Super Cars being classified as other expenses in the original budget estimates. 4. The decrease in maintenance and property services is primarily due to reduced rental costs of $288,000 relating to the closure of the Melbourne and Sydney Travel Centres. 5. The variance of these items reflects in part reclassification of expenditure between categories. The decrease in advertising and promotion also reflects in part accrual adjustments for contractual instalment payments treated as prepayments. 6. The decrease in other expenses mainly reflects reduced expenditure previously supported through external revenue sources and grant expenditure incorrectly classified as other expenses in the original budget estimates. 7. The decrease in Tourism Distribution Services is primarily due to the closure of the Melbourne and Sydney Travel centres and generally lower activity in terms of travel sales. 92 8. The decrease in Major Events reflects reduced expenditure previously supported through external revenue sources. 93 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

3.1 Output Group Information OUTPUT GROUP 2 PARKS AND WILDLIFE MANAGEMENT 2007 2007 2006 Budget Actual Actual $’000 $’000 $’000 Revenue Appropriation revenue - recurrent1 20,759 23,276 24,281 Grants2 - 607 1,034 Sales of goods and services3 6,735 7,552 6,651 Fees and fines 895 1,095 732 Gain/(loss) on sale of non-finanical assets - 9 (176) Resources received free of charge4 - 2,671 - Other revenue5 - 814 450 Total 28,389 36,024 32,972

Expenses Employee entitlements6 15,124 17,395 15,992 Depreciation and amortisation 5,701 5,991 5,602 Grants and subsidies - 176 264 Write down of assets - 71 378 Maintenance and property services 2,922 2,467 2,586 Information technology 896 1,107 1,195 Travel and transport7 1,763 3,928 2,588 Advertising and promotion 196 248 211 Resources provided free of charge8 - 570 - Other expenses 7,600 7,545 9,689 Total 34,202 39,498 38,505

Net Result (5,813) (3,474) (5,533)

Expense by Output 2.01 Parks and Wildlife Management6,7, 8 34,202 39,498 38,505

Notes 1. The increase in appropriation is mainly due to approved additional funding for fire suppression costs of $2.6 million. 2. Grants includes a number of grants received during the financial year which were not included in the original budget estimates. 3. The increase in sales of goods and services relates to higher than estimated revenue from enterprise/shop sales and park entry, cave entry and accomodation/camping fees. This in part reflects revised pricing structures introduced. 4. Resources received free of charge relates to income recognised in respect of an increase in land holdings based on gazettal under the Nature Conservation Act 2002. 5. The increase in other revenue relates to miscellaneous recoveries and reimbursements that were not included in the original budget estimates. 6. The increase in employee entitlements is mainly due to higher than estimated salaries supported through external revenue sources and salary costs incurred as part of fire suppression costs for which additional funding was approved. 7. The increase in travel and transport is mainly due to $1.713 million of additional costs incurred as part of overall approved funding for fire suppression costs. 8. Resources provided free of charge relates to expenditure recognised in respect of a decrease in land holdings based on gazettal under the Nature Conservation Act 2002.

92 93 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

3.1 Output Group Information OUTPUT GROUP 3 HERITAGE AND THE ARTS 2007 2007 2006 Budget Actual Actual $’000 $’000 $’000 Revenue Appropriation revenue - recurrent 15,983 16,153 16,286 Interest revenue - 36 - Grants1 - 850 750 Sales of goods and services 440 421 371 Fees and fines - 27 25 Resources received free of charge2 - 1,941 - Other revenue - 201 86 Total 16,423 19,629 17,519

Expenses Employee entitlements 7,180 6,977 7,329 Depreciation and amortisation3 22 777 266 Grants and subsidies 4,362 4,374 4,567 Maintenance and property services 1,482 1,307 1,275 Write down of assets - 31 - Information technology 588 472 903 Travel and transport 316 421 423 Advertising and promotion 302 326 328 Other expenses 2,899 2,793 2,556 Total 17,151 17,478 17,647

Net Result (728) 2,151 (128)

3.01 Historic Heritage Services 2,776 2,796 3,732 3.02 Tasmanian Museum and Art Gallery 7,087 7,281 6,963 3.03 Art Industry Development 6,483 6,541 6,952 3.04 Aboriginal Heritage 805 860 - Total 17,151 17,478 17,647

Notes 1. The variance for grants is mainly due to contributions of $706,000 for the purchase of a huon pine collection for the Tasmanian Museum and Art Gallery. 2. Resources received free of charge relates to income recognised in respect of an increase in land and building holdings relating to the transfer of the property Narryna to the Department. 3. The depreciation expense reflects current asset depreciation schedules which includes the impact of asset valuations undertaken as at 30 June 2006.

94 95 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

3.1 Output Group Information OUTPUT GROUP 4 ENVIRONMENT PROTECTION AND ANALYTICAL SERVICES 2007 2007 2006 Budget Actual Actual $’000 $’000 $’000 Revenue Appropriation revenue - recurrent 8,761 9,042 2,339 Interest revenue1 860 1,257 - Grants2 16 620 54 Sales of goods and services 1,840 1,654 389 Fees and fines - 132 54 Other revenue 30 279 462 Total 11,507 12,984 3,298

Expenses Employee entitlements 7,576 7,028 1,684 Depreciation and amortisation 343 235 74 Grants and subsidies3 20 728 - Maintenance and property services 789 996 220 Information technology 179 208 75 Travel and transport 387 359 89 Advertising and promotion 23 94 16 Other expenses3 2,690 2,424 1,130 Total 12,007 12,072 3,288

Net Result (500) 912 10

Expense by Output 4.01 Environmental Management and Pollution Control 9,531 9,239 2,737 4.02 Analytical Services 2,476 2,833 551 Total 12,007 12,072 3,288

On 1 April 2006, the Department assumed responsibility for the Environment Division. The 2006 actual revenue and expense figures are for the three month period 1 April to 30 June 2006.

Notes 1. The increase in interest revenue reflects larger than forecast interest revenue relating to the holding of cash deposits in the Environment Division for remediation works at Mt Lyell and Savage River. 2. Grants includes a number of grants received during the financial year which were not included in the original budget estimates. 3. The variation in these items reflects in part reclassification of expenditure between categories.

94 95 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

3.1 Output Group Information CAPITAL INVESTMENT PROGRAM and ECONOMIC and SOCIAL INFRASTRUCTURE FUND 2007 2007 2006 Budget Actual Actual $’000 $’000 $’000 Revenue Appropriation revenue - capital1 10,940 4,690 2,717 Revenue from Special Capital Investment Funds2 5,395 12,076 9,971 Grants - 15 15 Other revenue - 19 487 Total 16,335 16,800 13,190

Expenses Employee entitlements 395 617 267 Grants and subsidies3 995 3,560 3,844 Maintenance and property services4 2,185 73 666 Information technology 40 122 183 Travel and transport - 27 66 Advertising and promotion5 150 3,646 172 Other expenses4 1,584 433 711 Total 5,349 8,478 5,909

Net Result 10,986 8,322 7,281

The revenue and expense for the Living Environment Program are disclosed in the 2006 actuals for the period 1 April to 30 June 2006.

Notes 1. The decrease in appropriation revenue is reflected by approved carry forwards and inter-year transfers, primarily comprising $5.784 million funding for the Cradle Mountain Sewage Treatment Project being transferred to 2007-08. 2. The increase in revenue from Special Capital Investment Funds is primarily related to an increase in approved funding for the Tourism Promotion Plan, the Hawthorn Football Club Agreement and the building of the new Analytical Services Laboratories. 3. The increase in grants and subsidies relates to expenses incurred through the Tourism Promotion Plan and the Hawthorn Football Club Agreement which did not form part of the original budget estimates. 4. The decrease in these items relates to an increased capitalisation of infrastructure and building expenditure compared to budget and lower than estimated expenditure against the Living Environment Program and Tourism Infrastructure Fund. 5. The increase in advertising and promotion relates to expenses incurred through the Tourism Promotion Plan which did not form part of the original budget estimates.

Total Net Result of Output Groups 3,863 10,704 883 Reconciliation to net operating surplus TMAG Collection at valuation June 2006 - - 343,729 Net Operating Surplus 3,863 10,704 344,612

96 97 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

4 Events Occurring after Balance Date There are no events occurring after balance date that impact on these financial statements. 5 Income 5.1 Appropriation Revenue Revenue from Appropriations includes revenue from appropriations, including appropriations carried forward under section 8A of the Public Account Act 1986, and from items Reserved by Law. The Budget information is based on original estimates and has not been subject to audit. 2007 2007 2006 Original Budget Actual Actual $’000 $’000 $’000 Recurrent appropriation (cash) 87,210 91,429 78,189 less administered (cash) (9,821) (10,121) (7,809) 77,389 81,308 70,380 Appropriation carried forward under Section 8A of the Public Account Act 1986 taken up as revenue in the current year Add 2005-06 carry forwards 685 - 770 Less 2006-07 carry forwards - (280) - Net Recurrent Appropriation 78,074 81,028 71,150

Capital appropriation (cash) 9,303 3,519 5,288 Less 2005-06 carry forwards unexpended - (850) - 9,303 2,669 5,288 Appropriation carried forward under Section 8A of the Public Account Act 1986 taken up as revenue in the current year Add 2005-06 carry forwards 1,637 2,571 - Less 2006-07 carry forwards - (550) (2,571)

Net Capital Appropriation 10,940 4,690 2,717

Total Revenue from Government 89,014 85,718 73,867

Section 8A of the Public Account Act allows for an unexpended balance of an appropriation to be transferred to an Account in the Special Deposits and Trust Fund for such purposes and conditions as approved by the Treasurer. In the initial year, the carry forward is recognised as a liability, revenue received in advance. The revenue is recognised in the following year, assuming that the conditions of the carry forward are met and the funds are expended.

96 97 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

5.1 Appropriation Revenue (continued) Explanations for Significant Variations between budget and actual figures for 2006-07 The increase in actual Recurrent Appropriation of $2.954 million compared $’000 to budget is reflected by: a) Additional funding by requests for additional funds: Fire suppression costs 2,600 World Heritage List site nominations 500 Bushfire hazard reduction funding 125 Grant to Mersey Natural Resource Management Group 50 Rental adjustments 44 3,319 b) Approved carry forwards and inter-year transfers (365) Total 2,954

The decrease in actual Capital Appropriation compared to budget of $6.250 million is reflected by approved carry forwards and inter-year transfers, primarily comprising $5.784 million funding for the Cradle Mountain Sewage Treatment Project being transferred to 2007-08.

5.2 Revenue from Special Capital Investment funds Funding for major infrastructure projects is also provided through Special Capital Investment Funds managed by the Department of Treasury and Finance. The Department is allocated funding for specific projects from the Special Capital Investment Funds as part of the Budget process. The Budget information is based on original estimates and has not been subject to audit.

2007 2007 2006 Budget Actual Actual $’000 $’000 $’000 Special Capital Investment Funds 5,395 12,076 9,971 Total 5,395 12,076 9,971

Details of Special Capital Investment Funds revenues and expenses are provided as part of Note 3 Departmental Output Schedules. Details of total cash flows for individual projects including explanations for significant variations between budget and actual figures for 2006-07 are at Note 11.3.

98 99 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

2007 2006 $’000 $’000 5.3 Grants Grants from Government Commonwealth grants 416 682 State Government grants 231 707 Total 647 1,389 Other grants Donations 845 153 Other grants, sponsorship and industry contributions 1,647 1,487 Total 2,492 1,640

Total 3,139 3,029

5.4 Sales of Goods and Services Services Tourism operating revenue 28,893 36,041 less: supplier costs (23,753) (29,870) 5,140 6,171

Entry/user fees 5,577 4,933 Other sales of goods and services 5,262 3,023 Total 15,979 14,127

5.5 Fees and Fines Fees 1,254 811 Total 1,254 811

5.6 Interest Revenue Interest revenue 1,293 522 Total 1,293 522

5.7 Gains/(loss) on Sale of Non-financial Assets Proceeds from sales 14 6 Written down value of disposed assets - (181) Gain/(loss) on sale 14 (175)

5.8 Resources Received Free of Charge Fair value of additions to TMAG Collection at no cost 41 - Fair value of land assumed at no cost under the Nature Conservation Act 2002 2,671 - Fair value of Narryna Heritage Museum assumed at no cost 1,900 - Total 4,612 -

5.9 Other Revenues Recoveries, reimbursements and other revenue 1,754 1,143 Total 1,754 1,143

5.10 Recognition of TMAG Collection TMAG Collection at valuation June 2006 - 343,729 Total - 343,729

98 99 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

6 EXPENSES 2007 2006 $’000 $’000 6.1 Employee Entitlements Salaries and wages 34,321 29,869 Annual leave 2,875 2,233 Long service leave 719 334 Sick leave 716 586 Overtime 1,444 1,222 Superannuation 4,064 3,543 Total 44,139 37,787

6.2 Depreciation and Amortisation (a) Depreciation Buildings 1,822 1,207 Plant, equipment and vehicles 635 589 Infrastructure 3,963 4,228 Total 6,420 6,024 (b) Amortisation Leasehold improvements 154 125 Intangibles 194 31 Operating lease make-good amortisation 626 - Total 974 156

Total 7,394 6,180

6.3 Supplies and Consumables Consultants and professional fees 2,156 1,621 Infrastructure and building maintenance 1,731 2,576 Communications 1,705 1,636 Information technology 3,456 3,928 Rental and other accommodation expenses 4,327 3,670 Travel and transport 5,691 4,135 Contract services 3,183 3,336 Equipment operating costs 489 799 Administrative costs (printing, publications, office supplies) 905 935 Advertising and promotion 17,474 11,953 Financial and insurance expenses 797 744 Other supplies and consumables (including minor asset purchases) 3,537 5,147 Total 45,451 40,480

100 101 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

2007 2006 $’000 $’000 6.4 Grants and Subsidies Economic and Social Infrastructure Fund grants 3,521 3,644 Environment grants 708 - Major Events grants and assistance 2,721 3,864 Museum and Art Gallery grants 1,717 1,356 Sundry arts grants and loans 1,807 2,363 Heritage grants 590 707 Tourism development assistance 1,866 1,693 Other grants 616 788 Total 13,546 14,415

6.5 Impairment Losses Financial Assets Impairment losses Receivables (bad and doubtful debts) 25 10 Total 25 10

6.6 Write Down of Assets Plant and Equipment 102 378 Total 102 378

6.7 Resources Provided free of charge Land transferred out (formerly gazetted under the Nature Conservation Act) 570 - Total 570 -

6.8 Other Expenses Payroll Tax 2,608 2,227 Fringe Benefits Tax 199 204 Workers’ Compensation 368 301 Operating lease costs 543 280 Audit costs (internal audit) 123 143 Audit costs (external audit) 67 52 Total 3,908 3,207 7 ASSETS 7.1 Cash and Deposits (a) Cash held in the Special Deposits and Trust Fund This represents the balance of accounts held in Special Deposits and Trust Fund, excluding those accounts which are administered or held in a trustee capacity or arrangement. T526 DTPHA Operating Account 30,144 29,865 T659 Tourism Trading Account 3,572 2,962 T750 Parks Development and Maintenance 578 414 T743 Environmental Incidents Trust Account 223 151 Total 34,517 33,392

100 101 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

2007 2006 $’000 $’000 7.1 Cash and Deposits (continued) (b) Other cash held This represents the balance of cash accounts, other than those held in the Special Deposits and Trust Fund, excluding those accounts which are administered or held in a trustee capacity or agency arrangement. Total 74 681

Total Cash 34,591 34,073

7.2 Receivables User charges, fees, fines and other revenue inclusive of GST 952 1,026 Less: Provision for doubtful debts (167) (133) Sub Total 785 893 Sundry receivables 661 565 Total 1,446 1,458

Settled within 12 months 1,446 1,458 Settled in more than 12 months - - Total 1,446 1,458

7.3 Other Financial Assets Loan advances 420 446 Less: provision for doubtful debts (3) (22) Sub Total 417 424 Total 417 424

Settled within 12 months 210 217 Settled in more than 12 months 207 207 Total 417 424

7.4 Inventories Inventory held for resale 690 603 Total 690 603

Settled within 12 months 690 603 Settled in more than 12 months - - Total 690 603

7.5 Property, Plant and Equipment Land at fair value At valuation 474,035 440,968 At cost 2,312 2,012 Total land 476,347 442,980

102 103 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

2007 2006 $’000 $’000 Buildings at fair value At valuation 48,709 45,744 Less: accumulated depreciation (1,786) - Sub total 46,923 45,744 At cost 2,052 200 Less: accumulated depreciation (36) (3) Sub total 2,016 197 Work in progress at cost 2,670 1,186 Sub total 4,686 1,383 Total buildings 51,609 47,127

Total Land and Buildings 527,956 490,107 Leasehold Improvements at cost Cost 1,910 1,422 Less: accumulated amortisation (496) (342) Total leasehold improvements 1,414 1,080 Infrastructure at fair value At independent valuation 63,312 61,350 Less: Accumulated depreciation (5,697) (1,910) Sub total 57,615 59,440 At cost 5,575 2,434 Less: accumulated depreciation (168) (37) Sub total 5,407 2,397 Work in progress at cost 1,639 1,244 Sub total 7,046 3,641

Total Infrastructure 64,661 63,081 Heritage (TMAG Collection) at fair value At valuation 353,017 344,704 At cost 707 - Total heritage 353,724 344,704 Plant and Equipment at cost Cost 9,315 8,701 Less: accumulated depreciation (5,172) (5,887) Total plant and equipment 4,143 2,814 Intangibles at cost Cost 1,466 1,033 Less: accumulated amortisation (194) (32) Sub total 1,272 1,001 Work in progress at cost 218 55 Total intangibles 1,490 1,056

Total Property, Plant and Equipment 953,388 902,842

During 2006, Mr Simon Storey (MA VAA) of Simon Storey Valuers, valued the collections of the Tasmanian Museum and Art Gallery to fair value, as at 30 June 2006. The collections had not previously been valued. The valuation as at 30 June 2006 was recognised as income in the Income Statement for the 2006 financial year. For the 2007 year, Mr Simon Storey (MA VAA) of Simon Storey Valuers, supplied an index to increase the 2006 valuation to fair value as at 30 June 2007. The 102 resulting changes in asset values were credited to the asset revaluation reserve. 103 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

7.5 Property, Plant and Equipment (continued) During 2006, Mr Martin Burns (C.P.V, M.B.A, B.App.Sc) revalued land, buildings and infrastructure (excluding tracks) to fair value as at 30 June 2006. The resulting changes in asset values were taken to the asset revaluation reserve. For infrastructure, a component of the revaluation decrement was required to be recognised as an expense in the Income Statement. For the 2007 year, Mr Martin Burns (C.P.V, M.B.A, B.App.Sc), supplied an index to increase the 2006 valuation to fair value as at 30 June 2007. The resulting changes in asset values were credited to the Asset Revaluation Reserve. 7.5 Property Plant and Equipment Reconciliations Reconciliations of the carrying amounts of each class of property, plant and equipment at the beginning and end of the current and previous financial year are set out below. Leasehold Improve- Infra - Plant and Intangible Land Buildings ments structure Heritage equipment Assets TOTALS $’ 000 $’ 000 $’ 000 $’ 000 $’ 000 $’ 000 $’ 000 $’ 000 2007 Carrying value at 1 July 442,980 47,127 1,080 63,081 344,704 2,814 1,056 902,842 Additions at cost 300 852 488 1,887 707 2,011 410 6,655 Work in progress at cost - 2,670 - 1,639 - - 218 4,527 Resources received free of charge 3,371 1,200 - - 41 - 4,612 Write down of assets - - - (55) - (47) - (102) Resources provided free of charge (570) - - - - (570) Depreciation/amortisation expense - (1,822) (154) (3,963) - (635) (194) (6,768) Revaluation increment/ (decrement) 30,266 1,582 - 2,072 8,272 - - 42,192 Carrying value at 30 June 476,347 51,609 1,414 64,661 353,724 4,143 1,490 953,388

Leasehold Improve- Infra - Plant and Intangible Land Buildings ments structure Heritage equipment Assets TOTALS $’ 000 $’ 000 $’ 000 $’ 000 $’ 000 $’ 000 $’ 000 $’ 000 2006 Carrying value at 1 July 403,170 41,999 975 71,280 985 2,130 423 520,962 Additions at cost 2,012 293 230 2,459 - 863 610 6,467 Work in progress at cost - 1,186 - 1,244 - - 55 2,485 Net additions through restructure 198 20 - - - 590 - 808 Assets not previously recognised - - - 1,491 - - 1,491 Write down of assets - - - (378) - - - (378) Disposals - - - - - (181) - (181) Depreciation/amortisation expense - (1,207) (125) (4,228) - (588) (32) (6,180) Recognition of TMAG Collection - - - 0 343,729 - - 343,729 Revaluation increment/ (decrement) 37,600 4,836 - (8,797) - - - 33,639 Transfers between classes - - - 10 (10) - - - Carrying value at 30 June 442,980 47,127 1,080 63,081 344,704 2,814 1,056 902,842 An adjustment to the carrying amount for the start of the year has been made for infrastructure not previously recognised. Refer Note 2.21, correction of error. 104 105 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

2007 2006 $’000 $’000 7.6 Other Assets Other Current Assets Australian Bulk Minerals Debt Agreement 350 5,536 Prepayments 1,301 1,253 Tax assets 875 900 Operating lease make-good 140 - Total 2,666 7,689

Other Non-current Assets Deposits 24 - Australian Bulk Minerals Debt Agreement 8,867 8,303 Operating lease make-good 728 - Total 9,619 8,303

Settled within 12 months 2,666 7,689 Settled in more than 12 months 9,619 8,303 Total 12,285 15,992 8 LIABILITIES 8.1 Payables Accrued expenses 242 293 Creditors 2,072 2,711 Total 2,314 3,004

Due within 12 months 2,314 3,004 Due in more than 12 months - - 2,314 3,004

8.2 Employee Entitlements Accrued salaries 338 357 Annual leave 3,295 3,131 Long service leave 5,957 5,767 Total 9,590 9,255

Due within 12 months 3,872 3,730 Due in more than 12 months 5,718 5,525 Total 9,590 9,255

8.3 Provisions a) Carrying amount Operating lease make-good 1,494 - Provision for remediation works - Australian Bulk Minerals 9,217 13,839 Total 10,711 13,839

Due within 12 months 490 5,536 Due in more than 12 months 10,221 8,303 Total 10,711 13,839

104 105 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

8.3 Provisions (continued) b) Reconciliation of movements in provisions Provision for Operating lease remediation make-good works - ABM Total Balance 1 July 06 - 13,839 13,839 Increases 1,634 - 1,634 Charges against provision (140) (4,622) (4,762) Balance 30 June 07 1,494 9,217 10,711

2007 2006 $’000 $’000 8.4 Other Liabilities Revenue received in advance Appropriation carried forward under section 8A 830 2,571 of the Public Account Act 1986 Other revenue received in advance 1,635 2,046 Sub Total 2,465 4,617 Other liabilities Environment bonds 2,278 2,158 Employee benefits on costs 774 730 Total 5,517 7,505

Due within 12 months 4,981 4,922 Due in more than 12 months 536 2,583 Total 5,517 7,505 9 COMMITMENTS 9.1 Schedule of Commitments Schedule of Commitments as at 30 June 2006 Operating lease commitments Buildings 21,008 22,013 Vehicles 1,646 1,682 Equipment 839 1,024 23,493 24,719 By Maturity One year or less 3,285 4,243 From one to five years 11,985 10,698 Over five years 8,223 9,778 23,493 24,719

106 107 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

9.2 Contingent Assets and Liabilities Contingent assets and liabilities are not recorded in the Balance Sheet due to uncertainty regarding the amount or timing of the underlying claim or obligation.

Unquantifiable Contingencies As at 30 June 2007, the Department had eight outstanding legal claims. The claims are managed via the Tasmanian Risk Management Fund. Liability in these matters is yet to be determined. Due to the nature of the claims and the uncertainty as to the timing of potential settlement in each case, it is not possible to reliably measure these obligations in the Balance Sheet. Any Departmental liability is limited to the excess of $5,000 in each case. 10 EQUITY AND MOVEMENTS IN EQUITY 10.1 Reconciliation of Equity Equity Contributed Accumulated Asset Revaluation Total Equity Results Reserves Equity 2007 2006 2007 2006 2007 2006 2007 2006 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 Balance at 1 July 348,120 327,333 338,144 (6,423) 235,525 201,886 921,789 522,796 Adjustment due to administrative restructuring - 34,703 - - - - - 34,703 Provision for remediation works - Australian Bulk Minerals - (13,916) - - - - - (13,916) Revaluation adjustments - - - - 42,192 33,639 42,192 33,639 Net surplus/(deficit) - - 10,704 344,567 - - 10,704 344,567 Balance 30 June 348,120 348,120 348,848 338,144 277,717 235,525 974,685 921,789

Note that accumulated funds include both contributed capital on formation of the Department and accumulated surpluses or deficits in subsequent years. An adjustment to accumulated funds for 2006 has been made for property, plant and equipment not previously recognised. Refer Note 2.21, correction of error. (a) Nature and purpose of reserves Asset Revaluation Reserve The Asset Revaluation Reserve is used to record increments and decrements on the revaluation of non-current assets, as described in Note 2.11(f).

10.2 Asset Revaluation Reserve by Class of Asset The balance within the Asset Revaluation Reserve for the following classes of assets is: 2007 2006 $’000 $’000 Land 250,192 219,926 Infrastructure 2,072 - Buildings 17,087 15,505 Heritage (TMAG Collection) 8,366 94 Total Asset Revaluation Reserve 277,717 235,525

106 107 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

10.3 Administrative Restructuring As a result of a restructuring of administrative arrangements, the Department assumed responsibility for the Environment Division on 1 April 2006, formerly from the Department of Primary Industries Water and Environment. 2007 2006 $’000 $’000 Net assets assumed on restructure Cash and deposits - 23,244 Receivables - 415 Other assets (Australian Bulk Minerals Debt Agreement) - 13,916 Property, plant and equipment - 814 Total assets recognised - 38,389 Employee entitlements - (1,687) Other current liabilities - (1,999) Total liabilities recognised - (3,686)

Net assets/(liabilities) assumed on restructure - 34,703

Revenues Recognised by the Department of Primary Industries and Water - (9,864) Recognised by the Department of Tourism Arts and the Environment - (3,819) Total Revenues - (13,683)

Expenses Recognised by the Department of Primary Industries and Water - 8,584 Recognised by the Department of Tourism, Arts and the Environment - 3,477 Total Expenses - 12,061

108 109 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

11 CASH FLOW RECONCILIATION 2007 2006 $’000 $’000 11.1 Cash and Cash Equivalents Reconciliation of cash per Statement of Financial Position to Statement of Cash Flows Total cash and cash equivalents (refer Note 7.1) 34,591 34,073

11.2 Reconciliation of operating surplus to net cash provided by operating activities: Net operating surplus/(deficit) 10,704 344,567 Depreciation/Amortisation 7,394 6,180 TMAG Collection recognised 2006 - (343,729) Resources received free of charge (4,612) - Resources provided free of charge 570 - Gain/(loss) on sale of non-financial assets (14) 175 Write down of assets 47 378 Bad and doubtful debts 34 (10) Impairment losses 80 - Decrease/(increase) in receivables (22) (99) Decrease/(increase) in other assets 98 1,489 Decrease/(increase) in inventory (87) (332) Increase/(decrease) in employee entitlements 335 (135) Increase/(decrease) in payables (690) 494 Increase/(decrease) in other liabilities (2,108) 1,973 Net cash provided/(used) by operating activities 11,729 10,951

11.3 Acquittal of Capital Investment Program and Special Capital Investment Funds The Works and Services Appropriation received during the year has been for the purpose of funding a number of specific projects. The Department also received funding for projects under the Economic and Social Infrastructure Fund. Cash outflows on these projects are listed on the following page. Budget information refers to original estimates and has not been subject to audit. The original estimates exclude any additional allocations made during the 2006-07 financial year.

108 109 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

11.3 Acquittal of Capital Investment Program and Special Capital Investment Funds (continued) Project Expenditure 2007 2007 2006 Original Budget Actual Actual $’000 $’000 $’000 Capital Investment Program TMAG - security upgrade and increased public access1 354 425 1,235 Cynthia Bay day use facilities1 200 620 40 Tamar Island - pedestrian and bike track link to Riverside1 - 45 35 Cradle Mt central sewage treatment2 6,724 1,236 697 Cradle Mt park visitor infrastructure3 750 550 - Overland Track - implementation of business plan3 250 50 - Hartz Mountain - new day shelter and toilets 143 143 7 Wineglass Bay visitor access improvements 700 685 365 Eddystone Point conservation works 344 344 - Air monitoring equipment 1,475 1,475 38 Hartz Peak walking track- upgrade to higher standard - - 50 Mt Wellington - walking track - - 50 RTBG glasshouse upgrade - - 110 RTBG Visitor Centre shop upgrade - - 90 Total 10,940 5,573 2,717

Special Capital Investment Funds Economic and Social Infrastructure Fund Highfield House1 - 28 33 Parks and Heritage infrastructure1 - 159 1,907 Tourism infrastructure3 3,021 1,874 1,633 Living Environment Program3 1,874 1,120 183 Tahune Airwalk4 500 - - Tasmanian Museum and Art Gallery Redevelopment5 - 273 - Analytical Services Tasmania6 - 1,646 - Jim Bacon Memorial Gates7 - 180 - AFL Arrangement - Hawthorn Football Club8 - 2,285 - Tourism Promotion Plan9 - 4,618 - TMAG archive relocation - - 561 Cradle Tourism Development Plan - - 2,028 Norfolk Trust - - 150 Queen Victoria Museum - - 3,000 Total 5,395 12,183 9,495

Total Capital Investment Program and Economic and Special Capital Investment Funds 16,335 17,756 12,212

110 111 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

Explanation for Significant Variations between budget and actual figures for 2006-07. 1. The variances represent expenditure against higher than estimated carry forwards from 2005-06. 2. The variance represents $5.784 million of funding being transferred to 2007-08 mainly due to the extension of the planning and design stages in order to address higher environmental guidelines. The cash actual figure also includes $850,000 of an approved carry forward being transferred back to the Department of Treasury and Finance. 3. The variances represent approved carry forwards of allocations to 2007-08. 4. The funding and management for this allocation was transferred to the Finance-General section of the Department of Treasury and Finance. 5. Funding of $30 million was originally approved for the Tasmanian Museum and Art Gallery Redevelopment as part of the 2006-07 budget with initial funds cash flowed in 2007-08. 6. Funding of $2.1 million was approved during 2006-07 for the collocation of Analytical Services Tasmania at the one site. 7. Funding of $180,000 was approved during 2006-07 for the Jim Bacon Memorial Gates at York Park. 8. Funding was approved during 2006-07 for five-year AFL arrangement with the Hawthorn Football Club. 9. Funding of $16 million was approved for the Tourism Promotion Plan as part of the 2006-07 budget with the allocation held against the Finance-General section of the Department of Treasury and Finance.

11.3 (b) Classification of Cash Flows The Project expenditure above is reflected in the Statement of Cash Flows as follows: 2007 2006 $’000 $’000 Cash outflows Grants 3,826 4,098 Other cash payments 5,554 3,791 Payments for acquisition of assets 6,990 3,753 Salaries and wages 1,386 570 Total cash outflows 17,756 12,212

11.4 Tasmanian Government Card As part of the Tasmanian Government Card program the Department has a facility limit of $2.284 million. As at 30 June 2007 $85,000 of the facility limit had been used and not yet charged back to the Department. 12 FINANCIAL INSTRUMENTS 12.1 Risk Exposures (a) Risk Management Policies The Department is not party to derivative financial instruments in the normal course of its activities in order to hedge exposure to fluctuations in interest rates. Derivative financial instruments are not recognised in the Balance Sheet, as under the cost valuation method, the value of a derivative is zero. (b) Credit Risk Exposures The credit risk on financial assets of the Department which have been recognised in the Balance Sheet, other than investments in shares, is generally the carrying amount, net of any provision for impairment. The recognised financial assets of the Department include amounts receivable arising from unrealised gains on derivative financial instruments. For financial instruments not shown in the Balance Sheet, including derivatives, which are deliverable, credit risk also arises from the potential failure of counterparties to meet their obligations under the respective contracts at maturity. All figures for credit risk referred to do not take into account the value of any collateral or other security.

110 111 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

12.1 Risk Exposures (continued) (c) Interest Rate Risk The Department’s exposure to interest rate risk and the effective weighted average interest rate by maturity periods is set out in the following table. For interest rates applicable to each class of asset or liability refer to individual Notes to the Financial Statements. Exposures arise predominantly from assets and liabilities bearing variable interest rates as the Department intends to hold fixed rate assets and liabilities to maturity.

2007

Weighted Interest Fixed Interest Maturing In: Average Floating Effective Interest 1 year 1 to 2 2 to 5 More than Non-Interest Interest Rate or less years years 5 years Bearing Total Rate % $’000 $’000 $’000 $’000 $’000 $’000 $’000 Financial assets Cash at bank 5.96 23,420 - - - - 11,171 34,591 Receivables ------1,446 1,446 Other financial assets 2.63 417 - - - - - 417 Total assets 23,837 - - - - 12,617 36,454

Financial liabilities Creditors and accrued - - - - - 2,314 2,314 expenses Other financial liabilities 5.96 2,278 - - - - 3,239 5,517 Total liabilities 2,278 - - - - 5,553 7,831

2006 Financial assets Cash at bank 5.17 22,709 - - - - 11,364 34,073 Receivables ------1,831 1,831 Other financial assets 2.63 424 - - - - - 424 Total assets 23,133 - - - - 13,195 36,328

Financial liabilities

Creditors and accrued expenses ------3,004 3,004 Other financial liabilities 5.17 2,158 - - - - 5,347 7,505 Total liabilities 2,158 - - - - 8,351 10,509

112 113 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

12.2 Net Fair Values of Financial Assets and Liabilities 2007 2006 Total Aggregate Total Aggregate carrying net fair carrying net fair amount value amount value $’000 $’000 $’000 $’000 Departmental Financial Assets Cash at bank 34,591 34,591 34,073 34,073 Receivables 1,446 1,446 1,831 1,831 Other financial assets 417 417 424 424 Total financial assets 36,454 36,454 36,328 36,328

Financial Liabilities (recognised) Creditors and accrued expenses 2,314 2,314 3,004 3,004 Other financial liabilities 5,517 5,517 7,505 7,505 Total financial liabilities (recognised) 7,831 7,831 10,509 10,509

Total financial liabilities (unrecognised) - - - -

12.2 Net Fair Values of Financial Assets and Liabilities Financial Assets The net fair values of cash and non-interest bearing monetary financial assets approximate their carrying amounts. Financial Liabilities The net fair values for creditors, accrued expenses and prepaid revenue are approximated by their carrying amounts. 13 DETAILS OF CONTROLLED ENTITIES

The Department does not control any entities that are not recognised within these financial statements.

112 113 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

14 NOTES TO ADMINISTERED STATEMENTS

14.1 Administered Appropriation Revenue Revenue from Appropriations includes revenue from appropriations, including appropriations carried forward under section 8A of the Public Account Act 1986, and from items Reserved by Law. The Budget information is based on original estimates and has not been subject to audit.

2007 2007 2006 Original Budget Actual Actual $’000 $’000 $’000 Recurrent appropriation (cash) 9,821 10,121 7,809 Appropriation carried forward under Section 8A of the Public Account Act 1986 Add 2005-06 carry forwards - - 215 Less 2006-07 carry forwards - - - Total Administered Revenue from Government 9,821 10,121 8,024

Explanation of Significant Variances The increase in actual appropriation compared to budget of $300,000 is reflected by approvals for: (a) A reduction of $600,000 for part of Ten Days on the Island 2006-07 allocation being brought forward to 2005-06; offset by (b) Increased allocations of $400,000 to the Tasmanian Symphony Orchestra to develop the acoustics in the Federation Concert Hall to a world-class standard and $500,000 to the Theatre Royal for the refurbishment of seating in the theatre. The list of actual administered grants and subsidies is provided in Note 14.5.

2007 2006 Actual Actual $’000 $’000 14.2 Administered Commonwealth grants Specific purpose grant - Y047 World Heritage Area 3,400 3,400 Total 3,400 3,400

14.3 Administered sales of goods and services Y343 - Entry fees - 440 Total - 440

14.4 Administered fees and fines Y343 - Permits 1,631 289 Total 1,631 289

114 115 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

2007 2006 Actual Actual $’000 $’000 14.5 Administered Grants and Subsidies Grants from State funds Royal Tasmanian Botanical Gardens 2,303 2,290 Wellington Park Management Authority 110 110 Ten Days on the Island 800 1,200 Tasmanian Symphony Orchestra 1,465 1,424 Tasmanian Icon Program 1,000 1,000 North-East Tourist Trail 1,800 - Theatre Royal 643 - Port Arthur Historic Site Management Authority - conservation works 2,000 2,000

10,121 8,024

14.6 Transfers to Consolidated Fund Grants from Commonwealth funds Y047 World Heritage Area 3,400 3,400 Total 3,400 3,400

User Charges Y343 - Entry fees - 440 Total - 440

Fees and Fines Y343 - Permits 1,631 289 Total 1,631 289

Total transfers to the Consolidated Fund 5,031 4,129

14.7 Administered Receivables Receivables 291 373 Total 291 373

14.8 Administered Payables Accrued expenses (accrued transfers to the Consolidated Fund) 291 373 Total 291 373

14.9 Reconciliation of Administered Equity The Department has no administered equity for the reporting period.

114 115 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

2007 2006 Actual Actual $’000 $’000 14.10 Administered Cash Flow Reconciliation (a) Cash and cash equivalents Cash and cash equivalents - - Total - -

(b) Reconciliation of operating surplus to net cash provided by operating activities: Net surplus/(deficit) - - Increase/(decrease) in other liabilities (215) Net cash provided/(used) by operating activities - (215)

14.11 Risk Exposures (Administered) (a) Risk management policies The Department does not hold any derivative financial instruments in the normal course of administered activities. (b) Credit risk exposures The Department has no exposure to credit risk through administered activities. (c) Interest rate exposures The Department operates within Tasmania and does not hold any investments or borrowings which would expose it to changes in interest rates.

2007 2006 Non-Interest Non-Interest Bearing Bearing $’000 $’000 Financial assets Other financial assets Receivables 291 373 Total assets 291 373

Financial liabilities Other financial liabilities Payables (291) (373) Total liabilities (291) (373)

116 117 FINANCIAL Department of Tourism, Arts and the Environment Annual Report 2006-07 STATEMENTS Notes to and forming part of the financial statements for the year ended 30 June 2007

14.12 Net Fair Values of Administered Financial Assets and Liabilities

2007 2006 Total carrying Aggregate net Total carrying Aggregate net amount fair value amount fair value $’ 000 $’ 000 $’ 000 $’ 000 Financial Assets Receivables 291 291 373 373 Total financial assets 291 291 373 373

Total financial liabilities (recognised) Payables (291) (291) (373) (373) Total financial liabilities (291) (291) (373) (373)

Total financial liabilities (unrecognised) - - - -

Financial Assets The net fair values of cash and non-interest bearing monetary financial assets approximate their carrying amounts.

Financial Liabilities The net fair values for creditors, accrued expenses and prepaid revenue are approximated by their carrying amounts.

15 TRANSACTIONS AND BALANCES RELATING TO A TRUSTEE OR AGENCY ARRANGEMENT

Account/Activity Opening Net transactions Closing Balance Balance during 2006-07 2007 $’000 $’000 $’000

Tasmanian Museum and Art Gallery - Trustee Funds 51 9 60 Total 51 9 60

116 117 Department of Tourism, Arts and the Environment Annual Report 2006-07

Compliance Index Description Section

Aids to access Table of contents Front of report Compliance index Back of report Alphabetical index Back of report

Organisational structure Organisational chart About us Organisational structure About us

Overview A report on the performance of the functions and powers of the Head of Agency under any written law Annual report Details of major changes affecting programs, objectives or organisational structure About us Major initiatives to develop and give effect to Government policy Annual report

Access to Agency Agency contact details How to contact us

Performance information Performance information by business unit Business unit reports

Human Resource management and statistics Recruitment Workforce information Staff development activities Workforce information Equal employment opportunity Workforce information Employee participation Workforce information Occupational health and safety Workforce information Agency employment statistics Workforce information Superannuation contributions Workforce information Indicators of organisational health Workforce information

118 119 Department of Tourism, Arts and the Environment Annual Report 2006-07

Freedom of Information Freedom of information details Supporting information

Risk and asset management Asset management policies, strategies and initiatives Workforce information

External/internal scrutiny External consultants Supporting information

Agency publications A list of the major documents or publications produced Supporting information

Statutory/non-statutory bodies A list of statutory and non-statutory bodies Supporting information

Legislation A list of the legislation administered by the Department Supporting information

Financial Statements Financial statements Financial statements An audit opinion of the financial statements Financial statements

Kidsfest at the Royal Tasmanian Botanical Gardens Photo by Michelle Nichols 118 119 Department of Tourism, Arts and the Environment Annual Report 2006-07

Alphabetical index Page

Aboriginal Heritage Office 33 Arts Tasmania 37 Asset management 66 Auditor General’s Report 76 Board of Environmental Management and Pollution Control 55 Certification of financial statements 75 Compliance index 118 Consultancies 69 Contact details 122 Contents 1 Corporate Support Services 59 Departmental overview 7 Disability Framework for Action 17 Environment 49 Financial Statements 73 Freedom of Information 70 Heritage Tasmania 29 Human resource statistics 63 Legislation 66 Management boards 10 Non-statutory bodies 67 Occupational health and safety 62 Office of the Secretary 57 Organisational chart 6 Organisational structure 7 Parks and Wildlife Service 24 Publications 67 Recruitment and selection 61 Royal Tasmanian Botanical Gardens 45 Secretary’s foreword 4 Statutory bodies 67 Submission to the Minister 3 Superannuation 71 Tasmanian Museum and Art Gallery 42 Tasmania Together 11 Tenders 68 Tourism Tasmania 20

120 Bridport residents enjoy Isle of Plenty celebrations Photo by Michael Rayner, Courtesy of Ten Days on the Island 121 Department of Tourism, Arts and the Environment Annual Report 2006-07

120 121 Department of Tourism, Arts and the Environment Annual Report 2006-07

How to contact us All enquiries 1300 135 513 Business Units

Postal Address Aboriginal Heritage Office GPO Box 771 22 Elizabeth Street Hobart TASMANIA 7001 Hobart Tasmania 7000 Telephone: (03) 6233 6613 World Wide Web Access http://www.dtae.tas.gov.au Arts Tasmania 22 Elizabeth Street Head Office Hobart Tasmania 7000 22 Elizabeth Street Telephone: (03) 6233 7308 Hobart Tasmania 7000 Telephone: (03) 6233 5732 arts@work Fax: (03) 6233 5555 27 Tasma Street North Hobart Tasmania 7000 Telephone: (03) 6233 5940

Environment 134 Macquarie Street Hobart Tasmania 7000 Telephone: (03) 6233 2758

Heritage Tasmania 103 Macquarie Street Hobart Tasmania 7000 Telephone: (03) 6233 2037

Parks and Wildlife Service Head Office 134 Macquarie Street Hobart Tasmania 7000 Telephone: (03) 6233 5732

Royal Tasmanian Botanical Gardens Queens Domain Hobart Tasmania 7000 Telephone: (03) 6236 3050

Tourism Tasmania Head Office 22 Elizabeth Street Hobart Tasmania 7000 Telephone: (03) 6230 8235

Tasmanian Museum and Art Gallery 40 Macquarie Street Hobart Tasmania 7000 Telephone: (03) 6211 4177

Tasmanian Sponge Garden Photo by Craig Faulds and Abby Hawkins

122 123 Department of Tourism, Arts and the Environment Annual Report 2006-07

122 Princes Park, Launceston Photo by Renee Hodskiss 123 Department of Tourism, Arts and the Environment October 2007