The Portfolio Statements are a key element of the accrual–output budgeting approach as they outline financial and non-financial information about the services provided to and on behalf of the community by each portfolio. The following discussion outlines key aspects of the portfolio statements and also provides an overview of government outcomes.

In the last budget the format and content of portfolio statements were overhauled to provide users with an understanding of the linkage between the strategic directions of the Government and their relationship with service delivery at a portfolio level. In this budget this concept has been maintained.

OVERVIEW STATEMENT OF GOVERNMENT OUTCOMES

Government outcomes, which are listed below, are the highest level objectives of each service provided by a portfolio. The Directions for South Australia process is the Government’s key planning and priority-setting tool and provides a detailed discussion of each outcome, and the associated foundations and directions. Directions for South Australia 2001-02 is planned for release in June 2001.

· Education and lifelong learning—investing in the future of South Australia through quality education, training and lifelong learning · Employment and economic development—fostering economic prosperity through sustainable growth · Regional communities—improving the economic, social, cultural and environmental well-being of South Australia’s regions by assisting regional communities and their people to develop their potential · Culture, lifestyle and the environment - defining South Australia as a creative, dynamic and productive place to live, work and visit - maintaining a clean environment that creates a sense of pride in where we live and encourages growth and development in an ecologically responsible manner · Health and communities - enhancing the quality of life of South Australians through government and community partnerships - promoting health and well-being and developing sustainable communities and quality living standards - ensuring individuals and families receive care and support for their health and well-being at a cost the community is willing to bear - promoting and supporting community diversity · Justice and safety—ensuring equitable access to justice, prevention of crime and an equitable, competitive, informed and socially responsible marketplace that provides fair trading for consumers and businesses · Government reform—creating a system responsive to the needs of the 21st century. PLANNING DRIVING BUDGETING

Planning and budgeting have been very closely linked in the preparation of this budget and each portfolio statement shows the linkages between portfolio outcomes and outputs, cross-government and ministerial priorities, and overall government outcomes. The following map highlights the key elements of the planning framework, as displayed in each portfolio statement.

Government Outcomes

Education Employment Regional Culture, Health and Justice and Government and lifelong and economic communities lifestyle and the communities safety reform learning development environment

Major initiatives in line Ongoing portfolio with target government outcomes outcomes and outputs

Portfolio Outcomes

Cross-Government Ministerial Priority Areas Priority Areas and Key Initiatives

Portfolio Output Classes and Outputs

The key elements of the planning framework are:

· Government outcomes—seven key themes within Directions for South Australia which are the target outcomes for all government services · Key priority areas and initiatives in line with target government outcomes—reflect the strategic planning of the Government’s 2001-02 Budget process · Portfolio outcomes—describe the expected benefits to users of government services · Portfolio outputs—describe the nature of each service provided by each portfolio. The adoption of this planning and budgeting framework reflects the Government’s commitment to effective planning and resource allocation, quality leadership and public sector accountability.

OVERVIEW OF PORTFOLIO STATEMENTS

The portfolio statements outline details of projected portfolio performance for 2001-02. In order to maximise readability, each portfolio statement conforms to the following standard outline:

· Portfolio structure—structure diagram illustrating the key controlled and administered entities within the portfolio · Strategic context—one-page summary of the strategic and operational scope of the portfolio · Relationships between priority areas, initiatives, outcomes and outputs—illustration of the relationships between government outcomes, government and ministerial priorities and initiatives, and ongoing portfolio operations · Financial summary—summary of key 2001-02 financial statistics for the portfolio · Output classes and output statements—summary of 2000-01 highlights and 2001-02 targets for each output class and outline of financial and non-financial service delivery issues and measures for each output · Outputs net expenditure statement—summary of output costs for all outputs for both the 2000-01 and 2001-02 years. All operating expenses and revenues (excluding appropriations) have been allocated to outputs and where applicable administered expenses and revenues have also been allocated. In some cases, where the allocation of administered items would not add value to the analysis of resource allocation across outputs, these allocations have not been undertaken · Investing summary statement—summary of total investing payments and receipts for 2001-02 and an outline of key investing projects · Financial statements—budgeted financial statements for controlled and administered items · Notes to the portfolio statements · Major resource variation commentary · Additional portfolio information.

KEY CHANGES TO PORTFOLIO OUTPUTS AND MEASURES

During the course of 2000-01 some portfolios have conducted outputs and measures reviews and as a result have developed revised outputs and measures for the 2001-02 Portfolio Statements. These revisions mean that a number of the outputs and measures presented in the 2000-01 Portfolio Statements have been replaced, merged or redefined. The portfolio statements for 2001-02 reflect the revised outputs and measures and all 2000-01 targets have been restated in accordance with these revisions.

CHANGES TO FINANCIAL STATEMENT FORMATS

The financial statements outlined in the 2001-02 Portfolio Statements are based upon Australian Accounting Standards (AAS) as they have been in prior budgets. In the main, the financial statement formats and accounting treatments are consistent with those included in the 2000-01 Portfolio Statements with the following exceptions.

Recent changes to AAS1 Statement of Financial Performance have been instituted which have resulted in the following: · the name of the primary operating financial statement has changed to the Statement of Financial Performance · the abolition of Abnormal Items and the tightening of the definition of Extraordinary Items · the introduction of new equity movement disclosures at the bottom of the statement. The format of the 2001-02 financial statements for administered items has been changed. Summary information has been provided within the financial statements for all administered items while details of individual cash movements have been included by way of an expanded cash flow summary in the notes to the statements for each portfolio.

Portfolio—Premier and Cabinet

Premier Minister for State Development Minister for Multicultural Affairs Minister for Tourism

Table of Contents

Department of the Premier and Cabinet Portfolio Structure ...... 1.1

Strategic Context ...... 1.2

Relationships between Priority Areas, Initiatives, Outcomes and Outputs—DPC ...... 1.3

Financial Summary—DPC ...... 1.4

Output Classes and Output Statements—DPC ...... 1.5

Relationships between Priority Areas, Initiatives, Outcomes and Outputs—SATC ...... 1.14

Financial Summary—SATC ...... 1.15

Output Classes and Output Statements—SATC ...... 1.16

Output Net Expenditure Summary Statement ...... 1.24

Investing Summary Statement ...... 1.26

Budgeted Financial Statements ...... 1.27

Department of the Premier and Cabinet ...... 1.27

SA Tourism Commission ...... 1.34

Adelaide Convention Centre ...... 1.38

Adelaide Entertainment Centre ...... 1.41

Notes to the Portfolio Statement ...... 1.44

Commentary on Major Resource Variations ...... 1.48

Additional Portfolio Information ...... 1.53

Auditor-General’s Department Portfolio Structure ...... 1.55

Strategic Context ...... 1.56

Relationships between Priority Areas, Initiatives, Outcomes and Outputs ...... 1.57

Financial Summary ...... 1.58

Output Classes and Output Statements ...... 1.59

Table of Contents

Output Net Expenditure Summary Statement ...... 1.61

Investing Summary Statement ...... 1.62

Budgeted Financial Statements ...... 1.63

Notes to the Portfolio Statement ...... 1.69

Commentary on Major Resource Variations ...... 1.71

Additional Portfolio Information ...... 1.72

Hon John Olsen, MP, Premier Premier of South Australia Hon Joan Hall, MP Minister for State Development Minister for Tourism Minister for Multicultural Affairs

SOUTH AUSTRALIAN SOUTH AUSTRALIAN TOURISM BOARD AND MULTICULTURAL AND ETHNIC COMMISSION AFFAIRS COMMISSION

ADELAIDE CONVENTION AGENT GENERAL CENTRE BOARD

ADELAIDE NATIONAL WINE ENTERTAINMENT CENTRE BOARD CENTRE BOARD

SOUTH AUSTRALIAN DEPARTMENT OF THE PREMIER AND CABINET MOTOR SPORT BOARD

OFFICE OF VENUE MANAGEMENT Administered Items Controlled Entities

Cabinet Office

Strategic Policy

· Targeted Voluntary Separation Package Account (TVSP) Major Projects · Government Workers Rehabilitation and Office for the Commissioner Compensation Fund (GWRC) for Public Employment · State Disaster Relief Fund Centre for Lifelong Learning · Payments made from and Development Consolidated Account lines Division of Multicultural Affairs

Corporate and Organisational Development

Strategic Communications

1.1

STRATEGIC CONTEXT

The Portfolio of Premier and Cabinet consists of a range of agencies as highlighted in the portfolio structure on the previous page. The department’s vision is to develop South Australia as a competitive, creative, diverse and well-managed State for all South Australians. Its mission is to provide leadership in strategic policy advice, project management and the development of a professional public sector workforce.

During 2001-02 the Premier and Cabinet Portfolio will focus on the development of the State and the need for highly-effective responses by the South Australian Public Service to South Australia’s challenges and opportunities. The portfolio will also provide policy and executive services to the Premier and Cabinet, manage whole of government projects and policy initiatives, and fulfil the other diverse and broad responsibilities of the portfolio.

Major clients and stakeholders of the portfolio are: the Premier; the Governor; Executive Council; the Ministry; Members of Parliament; parliamentary services; ministerial staff; chief executives; the Commissioner for Public Employment; officers within State Government agencies, statutory authorities and other Commonwealth, State and Local government jurisdictions; public sector employees; official guests of Government; private sector and community organisations; the broad South Australian community. All these clients and stakeholders impact on our operations and procedures.

The recent Department of Premier and Cabinet restructure was undertaken to ensure that the department has the optimal organisational structure and distribution of staff to perform its core function of support for the Premier and Cabinet. The new structure strengthens the support to the Premier particularly in relation to intergovernmental policy, the coordination and management of major projects and strategic policy. This will ensure the Premier and Cabinet are provided with the highest quality, whole of government perspective on relevant issues.

The department will also identify emerging issues and opportunities, providing advice on how best to promote the State’s competitiveness and prosperity. It will also provide leadership and encourage excellence and professionalism in public administration within the South Australian Public Service.

1.2

RELATIONSHIPS BETWEEN PRIORITY AREAS, INITIATIVES, OUTCOMES AND OUTPUTS The following chart outlines the relationships between priority areas, initiatives, outcomes and outputs.

Government Outcomes Employment and Culture, lifestyle Education and Regional Health and Justice and Government economic and the lifelong learning communities communities safety reform development environment

Major initiatives in line with target government outcomes Ongoing portfolio outcomes and outputs

Cross-Government Priority Ministerial Priority Areas Portfolio Outcomes Areas (a) and Key Initiatives

· Responsible budgeting · Responsible budgeting · A Government operating effectively, efficiently and based on improved based on improved from a whole of government perspective strategic planning strategic planning · Improvement in the competitiveness of South · More jobs through · More jobs through Australia’s economic and business climate identifying identifying opportunities and opportunities and · Best practice people management in the public sector monitoring threats for monitoring threats for and a high quality government workforce that operates strategic industries strategic industries with equitable, productive, safe and healthy work systems and cultures · Inter-government · Inter-government relations relations · An open, inclusive, cohesive and fair society where cultural and linguistic diversity is supported and · Government delivering · Government delivering valued to communities to communities including early including early intervention services intervention services

· Water and natural · Water and natural Portfolio Output Classes and Outputs resource management resource management · Maintaining a highly · Maintaining a highly skilled and responsive skilled and responsive Coordination and Advice public sector public sector · Implementation of initiatives across Government · Reducing harm from · Reducing harm from drugs drugs · Executive government processes · Youth · Youth · Strategic advice · Maximising benefits · Maximising benefits for · Government communications strategy for the community and the community and South Australian South Australian · Protocol and special events businesses by businesses by capturing capturing opportunities opportunities in the new in the new economy economy Public Sector Human Resource Management · Participation in · Participation in · Strategic human resource management community life community life including volunteering including volunteering · People development · Rural and regional · Rural and regional · Employee relations services infrastructure infrastructure · Occupational health and injury management · Advancing · Advancing services reconciliation across reconciliation across government government Multicultural Services · Multicultural advice · Community relations support · Interpreting and translating services

(a) Note: Cross-Government Priority Areas are the priority areas of the Department of the Premier and Cabinet.

1.3

FINANCIAL SUMMARY

The following table provides a summary of the department’s expenditure and revenue by Output Class for the 2001-02 Budget.

$ million

Department Expenditure by Output Class: Coordination and Advice 24.632 Public Sector Human Resource Management 24.015 Multicultural Services 5.137

Department Revenue by Output Class: Coordination and Advice 0.812 Public Sector Human Resource Management 1.610 Multicultural Services 2.164

Department Investment by Output Class: Coordination and Advice 2.806 Public Sector Human Resource Management — Multicultural Services —

1.4

OUTPUT CLASSES AND OUTPUT STATEMENTS The portfolio has identified three broad output classes which reflect the nature of the services delivered to the South Australian community.

Output Class 1: Coordination and Advice

This output class comprises implementation of whole of government initiatives; management of the executive processes of government; the provision of strategic advice to the Premier, Cabinet and the Ministry; inter-government relations and government reform advice; protocol and special events; and the development of whole of government communications.

Targets for 2001-02 Highlights for 2000-01

· Coordinate South Australia’s role in the · Successfully coordinated agency contributions towards, implementation of the National Action Plan on Salinity and produced, the annual Directions for South Australia and Water Quality and the revised Economic Directions documents · Coordinate the Government’s program of community · Successfully coordinated the National Competition cabinet meetings across the State Policy Agreement for the third tranche payment · Develop a whole of government green and renewable · Successfully implemented ABS@ (online statistical energy strategy information accessible to all State Government agencies) · Facilitate the Capital City Project arrangements for revitalising the City of Adelaide · Consolidated the Capital City Project for revitalisation of the City of Adelaide · Support the National Depression Initiative · Coordinated and facilitated the second stage of Botanic · Coordinate a whole of government framework for the Wine and Roses development implementation of a program aiming to encourage people from interstate to move to South Australia · Identified key areas and priorities for State–Local Government Partnership opportunities and established · Coordinate the implementation of National Partnerships Steering Group and Ministerial Forum Competition Policy reforms including optimising full competition payments for South Australia · Coordinated the Olympic Torch Relay in SA · Facilitate progress of North Terrace redevelopment · Facilitated the Transenergie Interconnector Link

· Coordinate a successful opening of the National Wine · Successfully led South Australia’s participation in the Centre development of a rigorous national system for gene technology regulation · Coordinate the Centenary of Federation program of activities in South Australia · Provided strategic advice to the Premier and Cabinet on gambling, radioactivity and Maralinga, and regional · Coordinate the Royal Visit in South Australia development issues · Expand the Save the Murray awareness campaign · Created a new branch to strengthen the focus on · Implement a major projects display to communicate inter-government relations, including Commonwealth– government projects and initiatives to the community State financial arrangements · Foster greater whole of government coordination of · Delivered a range of Centenary of Federation activities in websites South Australia · Increase support for research and development · Coordinated website upgrades for the Premier and Ministers activities about learning of local, national and international relevance and improve match between · Implemented the Save the Murray awareness campaign university study/research programs and the needs of (including the Skyshow sponsorship) business and community · Coordinated the revision and re-issue of Government · Assist SAMAG to progress project through approvals Branding Guidelines process in order to facilitate establishment of the smelter · Provided support for research and development activities about learning of local, national and international relevance · Barcoo Outlet project due for completion in June · Continued negotiations between Adelaide Airport Limited and airlines · Facilitated establishment of South Australian Steel and Energy pilot plant · Continued negotiations on shipbreaking project

1.5

Outputs Statement and Performance Information for Output Class 1:

Output: 1.1 Implementation of initiatives across Government Description: Strategic development, advice and management of initiatives to ensure coordination across Government

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: No. of whole of government and major projects 8 9

Quality: No. and % of whole of government and major projects managed 8 (80%)(a) 9 (90%) within specifications approved by Cabinet

Timeliness: % of major projects completed to final or progressive timelines 90% 90%

Cost: % of major projects completed or reaching interim stages within Within budget Within budget budgets (original or approved revision)

Total 2001-02 Budget expense of this output: $6 534 000 Reasons for variance: (a) This percentage is based on last year’s target.

Output: 1.2 Executive government processes Description: Executive support and strategic advice on Parliamentary, Cabinet, and Board and Committee services to the Premier, Cabinet, Executive Council, Senior Management Council and the Governor

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: Quality: Satisfactory sign-off of Premier and/or Premier’s Office and % of clients highly satisfied with the quality of services 95% Chief Executive Timeliness: % of planned and unscheduled work (selected categories) completed within standard or agreed timelines:

· Cabinet submissions 95% 95% · Parliamentary services (Estimates Committee briefings, 98% 95% questions on notice, questions without notice, visas)

Cost: Actual compared to total budget costs Within budget Within budget Total 2001-02 Budget expense of this output: $7 588 000

1.6

Output: 1.3 Strategic advice Description: Research, analysis and advice to the Premier and Cabinet on economic, urban development, environmental, social and other policy and planning areas; development of strategic advice to improve South Australia’s competitiveness and economic performance; advocacy of the State’s position on national, State, local and cross-border issues; advice on, and implementation of, government structural and management arrangements

The effective measurement of policy and advice and coordination output is a significant challenge. At this stage no accurate and practical measures have been devised.

Total 2001-02 Budget expense of this output: $5 787 000

Output: 1.4 Government communications strategy Description: Development of communication strategies for the State and public sector agencies which support a whole of government perspective

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: % of government campaigns endorsed by Cabinet 100% 100% Communications Committee (CCC) % of campaigns referred to the Strategic Communications Unit for implementation advice 80% 80% % of all agencies adopting branding of government products 95% 95%

Quality: % of clients satisfied with the quality of services 86% 90%

Timeliness: % of communications targets achieved within standard or agreed 90% 95% deadlines

Cost: Actual compared to total budget costs Within budget Within budget

Total 2001-02 Budget expense of this output: $3 709 000

Output: 1.5 Protocol and special events Description: Coordination and support for overseas relationships, State visits and official functions for the Premier and Ministers

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: No. of planned and unscheduled visits, functions and projects 66 50 (estimated level of activity)

Quality: % of clients highly satisfied with the services provided and the 100% 95% level of knowledge and contacts developed

Timeliness: % of visits, functions and projects completed to agreed deadlines 100% 100% Cost: Actual compared to total budget costs Within budget Within budget Total 2001-02 Budget expense of this output: $1 014 000

1.7

Output Class 2: Public Sector Human Resources Management

This output class includes management of the public sector workforce information collection, targeted recruitment programs, remuneration and employment arrangements; provision of Public Sector Management Act consultancy services and administration, and employee relations services; and provision of consultancy services and advice on occupational health and injury management policy across the public sector.

Targets for 2001-02 Highlights for 2000-01

· Support the Commissioner for Public Employment and · Issued the revised Strategic Human Resource agencies in monitoring, reporting and evaluating agency Management Framework of the South Australian public performance in human resource management sector

· Review the approach to ethical behaviour in the South · Developed a package of flexible working arrangements Australian public sector for South Australian public sector agencies

· Complete round two of LeadershipSA, an initiative to · Recruited graduates under the University Graduate provide development opportunities to leaders and Equal Employment Opportunity Recruitment Program managers within the public sector · Successfully completed round one of LeadershipSA, an · Continue the implementation of the Public Services initiative to provide development opportunities to Training Package by offering public sector employees an leaders and managers within the public sector opportunity to gain formal qualifications · Implemented a comprehensive educational process · Develop new enterprise agreements for salaried and about the Public Services Training Package across the weekly paid employees (parity), ambulance officers, public sector firefighters and teaching staff · Began five pilot programs offering 90 employees a · Extend salary sacrifice arrangements to other chance to gain a qualification from the Public Services occupational groups through enterprise agreements Training Package · Develop an industry training plan for occupational health · Gained endorsement by the Board of Public Service and safety practitioners Education and Training Australia Inc for OCPE to continue hosting the national PSETA Secretariat for a · Implement a public sector safety culture marketing further three years campaign · Finalised new enterprise agreements for medical officers · Establish occupational health and safety and injury and nursing staff management performance improvement targets across the public sector · Obtained a favourable arbitrated award outcome for teaching and education staff · Provide advice and support to assist agencies achieve optimal assessments against Workcover’s performance · Developed an enterprise bargaining framework for the standards next round of public sector wage and salary negotiations

· Expanded salary sacrifice arrangements to cover enterprise agreements in the wider public sector and reviewed and extended the operation of the salary sacrifice contracts · Established OCPE’s occupational health and safety and injury management website to provide a ‘one-stop-shop’ for public sector agencies · Implemented the IDEAS Occupational Health and Safety and Injury Management database across the public sector, bringing all Crown self-insurers onto a common system · Successfully conducted a pilot program to resolve long-term workers compensation claims in three agencies · Advised on the executive employment policy framework and executive performance management · Continued scoping of the classification methodology for non-executive structure · Encouraged and supported agencies to integrate workforce planning with planning and management processes

1.8

Outputs Statement and Performance Information for Output Class 2:

Output: 2.1 Strategic human resource management Description: Public Sector Management Act 1995 policy, advice and monitoring, and workforce planning, policy and collection

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: Quality: % of agencies satisfied with service 85% 85%

Timeliness: % of cases where agreed timelines are met 89% 90%

Cost: Actual compared to total budget costs Within budget Within budget

Total 2001-02 Budget expense of this output: $10 653 000

Output: 2.2 People development Description: Chief executive and executive management leadership and management development; and public sector improvement

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02 Quantity: % of participants in target groups involved in programs 95% 90%

Quality: % of participants satisfied with the programs 90% 85%

Timeliness: % of programs that occur within agreed timelines 100%(a) 90%

Cost: Actual compared to total budget costs Within budget Within budget Total 2001-02 Budget expense of this output: $3 887 000 Reasons for variance: (a) Regular contact and close monitoring with providers ensured programs were delivered on time.

1.9

Output: 2.3 Employee relations services Description: Employee relations policy development; advisory, advocacy and consultancy service to the South Australian Government and to chief executives of public sector agencies and statutory authorities; maintenance of fair and appropriate remuneration structures and employment and workplace conditions for the public sector

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: % of industrial disputes resolved within agreed parameters 90% 90%

Quality: % of government acceptance of employee relations policy 85% 85% recommendations % of clients satisfied with the quality of services provided 82% 80%

Timeliness: % of Premier and Cabinet briefings completed within agreed or 90% 90% standard timelines % of Industrial Relations Commission deadlines achieved 100% 100% Cost: Actual compared to total budget costs Within budget Within budget

Total 2001-02 Budget expense of this output: $2 450 000

Output: 2.4 Occupational health and injury management services Description: Occupational health and injury management policy and performance monitoring advice to the South Australian Government; and a consultancy service, including strategic advice, training, information and resources, to chief executives of government agencies and statutory authorities

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02 Quantity: % of workers compensation claims actively administered (a) 92%

% of reduction in new workers compensation claims 0% 5%

Quality: % of clients satisfied with the quality of advice on settlements, 90%(b) 80% prevention initiatives and management reporting

Timeliness: % of settlements, briefings and planned projects completed to standard and agreed timelines:

· settlements 93% 90% · briefings 90% 90% · projects 65% (c) 80%

Cost: Actual compared to total budget costs Within budget Within budget

Total 2001-02 Budget expense of this output: $7 025 000 Reasons for variance: (a) Impact of data migration for new database has rendered this indicator invalid for this year. (b) In the absence of any contentious issues, satisfaction was higher than anticipated. (c) All projects completed; however, timeframes were extended.

1.10

Output Class 3: Multicultural Services

This output class includes the provision of multicultural advice; community relations support; access and equity policies and programs; and the efficient operation of interpreting and translating services across the public sector and for the South Australian community.

Targets for 2001-02 Highlights for 2000-01

· Communicate policies and programs dealing with cultural · Attracted many participants and prominent guest speakers and linguistic diversity through the Multicultural Life to Multicultural Good Practice Network meetings magazine · Extended the Multicultural Access to Justice Program to · Increase and strengthen the contribution of youth with the several regional centres and metropolitan Adelaide Multicultural Youth Leadership Summits · Produced the spring edition of the Multicultural Life · Advance access to public sector services for people of magazine devoted to the multitude of sport disciplines diverse cultural and linguistic backgrounds through the played by South Australians in time for the Olympic Multicultural Good Practice Network Games

· Consult with ethnic communities to identify and report · Developed a pilot website for conducting translating issues and develop options for the Government’s services consideration; and inform communities of the Government’s policy initiatives · Provided funds through Premier’s Multicultural Grants Scheme to over 50 ethnic community organisations · Enhance access and equity for regional ethnic communities through Regional Advisory Committees · Focused the second phase of the Unity in Diversity Project on regional South Australia promoting benefits of · Implement phase three of the Unity in Diversity Project multiculturalism and addressing racism in schools by promoting cultural diversity and countering racism, in line with new education curriculum standards · Recorded 25 Cultural Connections radio programs with prominent speakers · Organise significant events and celebrations of milestones highlighting ethnic communities’ contribution to South · Participated in a research project with the University of Australia South Australia examining issues of voluntarism in ethnic and Indigenous communities · Celebrate the United Nations’ International Year of Volunteers with a major function at Government House · Organised two major multicultural forums, called Race for Business dealing with employers’ rights and · Extend the Multicultural Access to Justice Program to responsibilities under the Federal Racial Discrimination new regions throughout South Australia Act 1975 (Cwlth), and the other with the theme Women in Business

· Assisted ethnic communities to celebrate significant milestones, for example the Vietnamese community’s settlement anniversary, Shri Ganesha Hindu Temple opening, and achievements of the Jewish community in South Australia

· Conducted training courses for local non-accredited bilingual volunteers of regional South Australia in first emergency response groups in collaboration with SA Police · Identified Regional Advisory Committee of South Australian Multicultural and Ethnic Affairs Commission (SAMEAC) and reported to the Government issues of major significance to ethnic communities in regional centres · The contribution of the Division of Multicultural Affairs (DOMA) to the development of the Office for the Commissioner for Public Employment’s Managing Diversity Initiative included a focus on the recruitment of culturally and linguistically diverse graduates · Strengthened the Volunteer Migrant Information Officer Network through training and support provided via DOMA to give volunteers enhanced skills to work in their communities · Regularly updated the database of contact details for ethnic and multicultural community and media organisations

1.11

Outputs Statement and Performance Information for Output Class 3:

Output: 3.1 Multicultural advice Description: Advice to government on matters relating to multicultural affairs; development of access and equity and participation policies and programs for South Australians of diverse cultural and linguistic backgrounds

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: % of SAMEAC and DOMA work plans implemented 85% 85%

Quality: % of clients satisfied with quality of advice 90% 90%

Timeliness: % of assignments completed within agreed timelines 80% 80% Cost: Actual compared to total budget costs Within budget Within budget

Total 2001-02 Budget expense of this output: $1 383 000

Output: 3.2 Community relations support Description: Promotion of the principles of multiculturalism and the value of cultural diversity as a resource for enhancing the State’s social, economic and cultural life Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02 Quantity: % of planned and unscheduled projects completed: · planned 80% 80% · unscheduled 75% 75%

Quality: % of clients satisfied with effectiveness of services provided 70% (a) 85%

Timeliness: % of planned and unscheduled projects completed within agreed timelines:

· planned 85% 85% · unscheduled 90% 90% Cost: Actual compared to total budget costs Within budget Within budget

Total 2001-02 Budget expense of this output: $1 223 000 Reasons for variance: (a) Estimated result for 2000-01 based on clients highly satisfied.

1.12

Output: 3.3 Interpreting and translating services Description: Provision of high quality interpreting and translating services

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: Volume of interpreting and translating assignments: · interpreting 25 000 27 000 · translating 2 200 2 700

Quality: % of clients satisfied with accuracy of services 95% 95% % of complaints per category of translating and interpreting 1% 1% assignments

Timeliness: % of assignments completed to agreed or standard timelines 95% 95%

Cost: Actual compared to total budget costs Within budget Within budget

Total 2001-02 Budget expense of this output: $2 531 000

1.13

SOUTH AUSTRALIAN TOURISM COMMISSION

RELATIONSHIPS BETWEEN PRIORITY AREAS, INITIATIVES, OUTCOMES AND OUTPUTS

The following chart outlines the relationships between priority areas, initiatives, outcomes and outputs.

Major initiatives in line with target government outcomes Ongoing portfolio outcomes and outputs Cross-Government Priority Ministerial Priority Areas and Key Portfolio Outcomes Areas Initiatives

· Responsible · Achieve an overall 5% average · A strong competitive tourism industry budgeting based on annual growth in intrastate, improved strategic interstate and international · A strong competitive market position planning visitation · Strong networks and partnerships for mutual · More jobs through · Implement the necessary benefits identifying infrastructure packages and develop major events and · Sustainability of environment, social and opportunities and economic benefits monitoring threats for festivals associated with the Year strategic industries of the Outback 2002, focusing on the outback, Flinders Ranges and · Inter-government the Eyre Peninsula relations · Continue to attract a year-round · Government range of major events and delivering to festivals that contribute to communities, growth in visitor numbers to the Portfolio Output Classes and Outputs including early State, raise the profile of the intervention services State, boost the confidence of Coordination and Advice South Australians and enhance · Water and natural our reputation as Australia’s · Strategic advice resource management premier event State Tourism Development · Maintaining a highly · Increase South Australia’s · Tourism business development provision of tourism information skilled and responsive · Tourism infrastructure development public sector through improvements to the State’s Visitor Information Marketing South Australia · Reducing harm from Centres and through information drugs technology mediums · Tourism marketing · Develop new tourism product · Event development · Youth that provides economic stimulus · Maximising benefits to South Australia especially for the community regional areas, through the active and South Australian development of wine, coastal, businesses by cultural and nature based tourism capturing product opportunities in the · Capitalise on the State’s new economy investments in the Riverbank Project and ensure the Adelaide · Participation in Convention Centre and community life Entertainment Centre are including maintained to a high standard, volunteering generating business opportunities · Rural and regional to the State and the larger infrastructure community · Maintain the Hindmarsh Stadium · Advancing which will facilitate a number of reconciliation across sporting and ancillary uses to Government provide an economic benefit to the State

1.14

FINANCIAL SUMMARY

The following table provides a summary of the department’s expenditure and revenue by Output Class for the 2001-02 Budget.

$ million

Department Expenditure by Output Class: Coordination and Advice 1.469 Tourism Development 14.981 Marketing South Australia 40.537

Department Administered Expenditure: 0.621

Department Revenue by Output Class: Coordination and Advice 0.004 Tourism Development 1.410 Marketing South Australia 3.265

Department Administered Revenue: 0.621

1.15

OUTPUT CLASSES AND OUTPUT STATEMENTS

The portfolio has identified three broad output classes that reflect the nature of the services delivered to the South Australian community.

Output Class 1: Coordination and Advice

This output class includes all coordination of whole of government initiatives or services as well as policy advice and development for and on behalf of the Minister

Targets for 2001-02 Highlights for 2000-01

· Review the South Australian Tourism Plan 1996-2001 · Developed ‘Futures’ paper for review of the State Tourism Plan · Prepare Tourism Development Planning Bulletin · Conducted first ever cellar door wine tourism research · Prepare Statewide (or regional) Tourism Plan Amendment Report · Undertook vital work on regional positioning and branding research · Undertake Community Attitudes to Tourism Survey · Developed a first ever nature tourism research and · Maintain South Australian Tourism Commission (SATC) strategy, laying the foundation for product development productive marketing model activity to be undertaken for the regions as a priority during 2001-02 · Conduct evaluation and testing of marketing campaigns · Developed South Australian Tourism Commission · Complete Coastal and Marine Tourism Strategy productive marketing model

· Establish tourism development performance criteria · Established Forecasting and Comparative Economic Analysis Project · Developed a Tourism Activity Index that reflected the views of over 200 tourism operators · Conducted event research for Glenelg Jazz Festival, International Rose Festival and Barossa Vintage Festival · Established membership node under the CRC for Sustainable Tourism in association with the University of South Australia · Conducted product research for birdwatching tourism · Conducted evaluation and testing of marketing campaigns, in particular the Secrets Campaign · Continued work on the Tourism Planning Amendment Report

· Developed a coastal and marine strategy and undertook community awareness seminars throughout the State

· Finalised review of regional tourism in the State · Developed the SATC internet research site within the corporate website

1.16

Outputs Statement and Performance Information for Output Class 1:

Output: 1:1 Strategic advice

Description: Provision of tourism forecasting, economic impact, product, performance and statistical research advice and evaluation; and industry policy and planning service

The effective measurement of coordination, advice and policy output is a significant challenge. At this stage no accurate and practical measures have been devised.

Total 2001-02 Budget expense of this output: $1 469 000

1.17

Output Class 2: Tourism Development

This output class includes the creation of a positive and supportive business environment within which private enterprise can flourish.

Targets for 2001-02 Highlights for 2000-01 · Continue Tourism Infrastructure Fund opportunities (both · Continued the second year of a 3-year program of the major and minor) with development of the State’s tourism Minor Tourism Infrastructure Fund ($1m per year), with industry assistance to 54 projects · Continue the Tourism Road Grant Program, assisting · Granted funding approval for two additional (Experiential local roads of tourism significance, in association with Signs and the Fleurieu Artificial Reef) Major Tourism local government and the Commonwealth Roads to Infrastructure Projects through the State Development Recovery Program Cabinet Committee, with funds sourced from the Industry Development Fund · Deliver tourism infrastructure projects that are supported by the various funds, including those that span more than · Continued development of tourism infrastructure on one financial year in their development Kangaroo Island utilising the third year ($3m) of the $10m fund allocated in the 1998-99 State Budget—one major · Continue to review the State Tourism Infrastructure Plan road upgrading project (the West end Highway) and other to update SATC’s knowledge and priorities for tourism minor projects were assisted development · Assisted two major tourist accommodation projects on · Proactively identify supportable tourism development and Kangaroo Island, one with infrastructure support for its infrastructure projects with a view to developing the expansion and one with rezoning studies to enable it to State’s tourism industry proceed · Continue the development of tourism infrastructure in the · Completed the Statewide Experiential Signs Program, outback in support of the Year of the Outback 2002 and highlighting regional areas to better present the State to to provide ongoing improvement of facilities for visitors visitors

· Further develop the tourism facilities at the Head of Bight · Continued the existing Tourism Road Grants Program, in association with the Yalata Aboriginal community assisting nine new and two ongoing projects on a matching dollar for dollar basis · Further enhance eco-tourism accommodation ventures in support of the Year of Eco-tourism 2002 · Assisted with seven major tourism infrastructure projects including: Banrock Station Wetland and Boardwalk, · Provide over 850 tourism operators with business training and advice Bordertown VIC, Whalers Inn Expansion, Pichi Richi Railway extension to Port Augusta, sealing of the Marion · Establish a new program to meet the needs of a broader Bay to Corny Point Road, National Dryland Farming range of tourism operators—to be achieved through a Centre at Kadina and completion of stage 1 of the Yorke ‘mentoring’ program, taking business consultants into the Peninsula Water Supply Study operations of tourism operators · Assisted with tourism facilities in the outback areas in · Identify alternative methods for delivering industry response to the popularity of the flooding of Lake Eyre, education with a particular focus on the internet and/or including public toilets and airstrip upgrades multimedia · Provided Steering Committee input and financial · Complete and implement an outback tourism strategy, assistance towards completion of the Regional Airport cooperative drive trails with Queensland and Northern Development Strategy Territory, nature tourism fact sheets and cruise shipping tour itineraries · Assisted over 770 operators with business advice, conducted ‘How To’ workshops attended by operators throughout the State, and produced videos for regional operators · Initiated a major update of the Industry Advice Kit and expanded the collection of Funding Sources data from 30 to 97

· Developed wine and nature tourism websites, wine trails and themed drive trails; identified nature tourism product development opportunities; hosted the Australian Wine Tourism Conference

1.18

Output: 2.1 Tourism business development Description: Provision of advice and assistance to people wishing to enter into the industry; tourism product development

Performance Indicators: End of 2000-01 Target for 2001-02 Estimated Result Quantity: No. of businesses assisted 658 745 No. of new product strategies 5 5

Quality: % that are consistent with the State Tourism Strategy 100% 100%

Timeliness: Cost: Average cost per business assisted $650 $650 Cost per product strategy Wine and nature based Wine Tourism Planning Study with websites - $16 000 Planning SA—cooperatively funded $50 000 input by SATC Wine tourism projects - $15 000 Cruise shipping product development - $10 000 Themed drive trails - $26 000 Nature tourism fact sheets - $10 000 Wine trails - $5 000 Product development workshops Nature tourism projects - for cruise, dive and Indigenous $15 000 tourism - $10 000 Cooperative drive trails with Queensland/Northern Territory - $40 000 Outback Tourism Strategy - $25 000

Total 2001-02 Budget expense of this output: $4 131 000

1.19

Output: 2.2 Tourism infrastructure development Description: The identification, negotiation, evaluation, assistance and funding of tourism infrastructure projects

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: No. of infrastructure facilitated projects:

· minor projects 55(a) 60 to 80(b) · major projects 29 25 to 35 Quality: % of projects that are consistent with the State Infrastructure Plan and the State Tourism Plan: · minor projects 100% 100% · major projects 100% 100% Timeliness: Not considered usefully measurable Cost: Average cost per project:

· minor projects $29 745 (c) · major projects $217 700 Total 2000-01 Budget expense of this output: $10 850 000

Reasons for variance (a) Number of minor projects considerably higher than last year’s target (30–40) as inevitable delay in project spending enables more projects to be approved and still remain within available funds. (b) Number of minor projects targeted for next year higher than last year’s target (30–40) due to additional funding next year, together with the delay in spending on the projects as in (a). (c) Average cost per project targets are not applicable, as the averages can only be determined at the end of the year.

1.20

Output Class 3: Marketing South Australia

This output class includes the positioning of the State’s tourism products and services and South Australia as a tourism destination within international and national markets.

Targets for 2001-02 Highlights for 2000-01

· Increase the international presence of the tourism website · Capitalised on the Sydney Olympics through presence at two by translating it into six media centres, the development of a cross-Government media languages kit, and pre and post Olympic VIP touring of South Australia · Continue to pursue direct air links, particularly Auckland NZ · Expanded the Secrets Campaign to South East Queensland and intrastate—after release of the Secrets book in · Aim to increase the number of wholesale travel programs that November 2000, exceeded 10% target of advertising include South Australian content awareness of South Australia as a travel destination · Target key global media to encourage them to experience the · Achieved a 37% increase in sales of national Shorts best South Australia has to offer and achieve more than $90 million worth of media exposure · Revamped the global tourism website by acquiring a new domain name (southaustralia.com) and producing a new · Establish a South Australian specialist network of travel website agents who are experts in South Australian tourism product · Undertook the second phase of the Post Office Campaign in · Continue to expand the Secrets Campaign in South Australia Japan in conjunction with the Northern Territory; undertook and aim to retain some of the $870 million that South visits to China and other international markets to seek new Australians spend outside the State on holidays growth opportunities · Boost the regional tourism marketing effort and establish · Achieved significant media exposure for South Australian 3-year funding agreements with local government and tourism through hosting familiarisation visits for over 900 industry media and trade representatives · Capitalise on the nationally gazetted Year of the Outback · Handled almost 500 000 walk-in and phone enquiries at the 2002 through development of key events such as the Great Travel Centre in Adelaide and improved efficiency in cost per Australian Outback Cattle Drive, Outback to Adelaide booking and phone queue time Bushwalk and 2002 Bicycles in the Outback · 14 major events were either sponsored or managed through · Successfully manage a series of hallmark events including Australian Major Events, including Olympic Football, Jacob’s Creek Tour Down Under, Encounter 2002, Tasting International Rose Festival, Classic Adelaide and the Australia, Clipsal 500, World Solar Challenge, Classic Mitsubishi Adelaide International Horse Trials—this included Adelaide, Mitsubishi Adelaide International Horse Trials and the development of tourism packages Australian Rally Championships · These events generated $86 million in economic benefit to the · Secure additional private sector sponsorship for Australian State economy—through media coverage of major events, Major Events managed events and increase total sponsorship South Australia was promoted as a tourist destination to a figure by 5% worldwide audience exceeding 900 million people · Apply leverage to additional tourism marketing opportunities · Secured the Australia/New Zealand Police Games, three through development of packages associated with both University Games, three Australia BMX Championships, existing and new events with dedicated staff resource Womens World Cup of Golf, Australian Duathalon and a · Bid for six new events round of the Australian Rally Championships, which will deliver an additional $24 million in economic activity to the · Continue to develop the State’s major event calendar for the State economy over the next five years winter months of June, July and August to stimulate the tourism industry, particularly the accommodation sector

1.21

Output: 3.1 Tourism marketing

Description: Provision of high quality marketing services and development of marketing strategies and campaigns that increase visitors to South Australia

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: No. of client services (phone and walk-in) 450 000 500 000 No. of participants in media familiarisations 900 1 000 No. of domestic marketing development dollars invested $1.1m $1.1m No. of domestic marketing campaign dollars invested $2.3m $3m No. of international cooperative marketing dollars invested $1.7m $3m No. of international trade/consumer exposures that promote SA 42 42

Quality: % client satisfaction (as surveyed) (a) % of participants from the ‘A list’ 90% (c) % domestic consumer awareness(b) 10% 10% Timeliness: Average queue time on phone 45 seconds <55 seconds % itineraries completed and sent before journalist departed home 100% 100% % that meet marketing plan schedule 100% 100%

Cost: Cost per client $6 $6 Editorial value/cost 100:1 100:1 Industry dollar value leverage applied 3:1 3:1 Total 2001-02 Budget expense of this output: $26 458 000 Reasons for variance: (a) The survey was not undertaken during 2000-01; instead work focused on the Tourism Activity Index (see Output Class 1). (b) This increased to as high as 22% in Melbourne, 15% in Sydney and 13% in Brisbane following distribution of November Secrets. (c) This target was achieved in 2000-01 (90% of targeted journalists came to South Australia as part of the Olympic Media Program). This target will no longer be measured as the Olympic Media Program is not applicable in 2001-02.

1.22

Output: 3.2 Event development Description: The process of bidding for and managing major events held in South Australia

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: No. of new events bid for/created 6 6 % of successful bids 50% 50% No. of events fully managed 9 8

Quality: Event satisfaction: · media—selected events 93% 93% · public—selected events 90% 90% · occupancy—peak October–November 95% 95% Timeliness: Event calendar development for off-peak period (June–July– 1 1 August) (events)

Cost: Return on investment/economic impact 5:1 5:1 Economic impact $86m $78.4m

Total 2001-02 Budget expense of this output: $14 079 000

1.23

PREMIER AND CABINET Outputs Net Expenditure Summary

2001-02 Budget 2000-01 Estimated Result

Expenses Administered Output Net Expenses Administered Output Net Expenses Revenue Expenses Expense Revenue Expenses

$000 $000 $000 $000 $000 $000 $000 $000

Output Class 1: Coordination and Advice 1.1 Implementation of initiatives across Government ...... 6 534 — 319 6 215 14 435 — 3 741 10 694 1.2 Executive government processes ...... 7 588 — 155 7 433 7 885 — 463 7 422 1.3 Strategic advice ...... 5 787 — 222 5 565 5 585 — 485 5 100 1.4 Government communications strategy ...... 3 709 — 77 3 632 3 723 — 230 3 493 1.5 Protocol and special events ...... 1 014 — 39 975 1 471 — 132 1 339

Output Class 2: Public Sector Human Resource Management 2.1 Strategic human resource management ...... 10 653 — 1 062 9 591 9 260 — 1 447 7 813 2.2 People development ...... 3 887 — 387 3 500 3 388 — 455 2 933 2.3 Employee relations services ...... 2 450 — 60 2 390 2 287 — 137 2 150 1.24 2.4 Occupational health and injury management service ...... 7 025 — 101 6 924 6 554 — 256 6 298

Output Class 3: Multicultural Services 3.1 Multicultural advice ...... 1 383 — 44 1 339 1 447 — 130 1 317 3.2 Community relations support ...... 1 223 — 34 1 189 1 302 — 103 1 199 3.3 Interpreting and translating services ...... 2 531 — 2 086 445 2 378 — 2 107 271

Total Outputs 53 784 — 4 586 49 198 59 715 — 9 686 50 029

Net Expenses are funded by the following revenues - General Revenue — — Commonwealth Funding (not attributed to specific outputs) — — Appropriation 47 063 46 566 Total Funding Provided 47 063 46 566

Add - Revenues from Funding Investing Items — — - Administered Expenses — — Less - Administered Revenues — —

Operating Result before Tax (as per Statement of Financial Performance) (2 135) (3 463)

SOUTH AUSTRALIAN TOURISM COMMISSION Outputs Net Expenditure Summary

2001-02 Budget 2000-01 Estimated Result

Expenses Administered Output Net Expenses Administered Output Net Expenses Revenue Expenses Expense Revenue Expenses

$000 $000 $000 $000 $000 $000 $000 $000

Output Class 1: Coordination and Advice 1.1 Strategic advice ...... 1 469 — 4 1 465 1 517 — 55 1 462

Output Class 2: Tourism Development 2.1 Tourism business development ...... 4 131 — 10 4 121 4 567 — 5 4 562 2.2 Tourism infrastructure development ...... 10 850 — 1 400 9 450 11 484 — 3 345 8 139

Output Class 3: Marketing South Australia 3.1 Tourism marketing ...... 26 458 — 1 506 24 952 25 028 — 2 978 22 050 3.2 Event development (a), (b) ...... 14 079 621 1 759 12 941 17 850 2 878 2 892 17 836 1.25

Total Outputs 56 987 621 4 679 52 929 60 446 2 878 9 275 54 049

Net Expenses are funded by the following revenues - General Revenue — — Commonwealth Funding (not attributed to specific outputs) — — Appropriation 53 048 48 604 Total Funding Provided 53 048 48 604

Add - Revenues from Funding Investing Items — — - Administered Expenses 621 2 878 Less - Administered Revenues 621 2 878

Operating Result before Tax (as per Statement of Financial Performance) 119 (5 445)

(a) $0.621million administered expense relates to the Office of Venue Management for 2001-02. (b) $2.878million administered item relates to the Olympic Football Tournament which was administered for the Department of the Premier and Cabinet for 2000-01.

INVESTING SUMMARY STATEMENT

Overview

The Department of the Premier and Cabinet’s investment program is funded through operating receipts. It supports the provision of outputs in all output classes by providing appropriate equipment purchases and other minor projects that enhance the efficiency of the department. The department also facilitates projects committed to the Premier.

Major Projects

The first stage of the North Terrace redevelopment will be undertaken jointly with the Adelaide City Council and provide significant improvement to the area between Gawler Place and Frome Street. It will complement the Riverbank Redevelopment, the completion of the Adelaide Convention Centre and the elevated pedestrian Promenade. The overall project cost is $16.4 million of which the South Australian Government contribution is $8.2 million over three years.

Further details are published in the Capital Investment Statement 2001-02 (Budget Paper 6) which reports on investment expenditure exceeding $300 000 in 2001-02 and provides detail on new works and works in progress where the total project cost is estimated at $1 million or more.

Investing Summary Statement

Department of the Premier and Cabinet 2001-02 2000-01 2000-01 Budget Estimated Budget Result $000 $000 $000 INVESTMENTS New Works North Terrace 2 700 — — Total New Works 2 700 — — Minor Works 106 752 285 Total Investment Payments 2 806 752 285

SOURCE OF FUNDS FOR INVESTMENTS State Government—Equity contribution (a) — — — Commonwealth Government — — — State Government—Other 2 806 752 285 Total Sources of Funds for Investments 2 806 752 285

(a) The source of these funds is the equity component of the accrual appropriation funding applied to the investment program.

1.26

PREMIER AND CABINET

Statement of Financial Performance

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Revenue

Operating Revenue

Grant Revenue ...... — 652 — Sales of Goods and Services ...... 3 181 4 362 2 396 Investment Revenue ...... 702 817 302 Other Revenue ...... 703 3 855 3 004

Total Operating Revenue ...... 4 586 9 686 5 702

Revenue from Government

State Government — Outputs Purchased ...... 47 063 46 566 46 063

Total Revenue from Ordinary Activities ...... 51 649 56 252 51 765

Expenses

Employee Entitlements — Salaries, Wages, Annual and Sick Leave ...... 19 674 18 626 20 063 Long Service Leave ...... 864 773 1 059 Payroll Tax ...... 1 108 1 073 1 160 Superannuation ...... 2 340 2 291 2 850 Other Employee Entitlements ...... 773 669 — Supplies and Services — Rental Expenses ...... 3 582 3 794 3 514 Consultancy Expenses ...... 3 010 1 787 2 560 Other Supplies and Services ...... 11 542 19 946 10 734 Depreciation and Amortisation ...... 764 709 709 Grants and Subsidies ...... 10 077 9 997 13 386 Other Expenses ...... 50 50 50

Total Expenses from Ordinary Activities ...... 53 784 59 715 56 085

Operating Result after Income Tax ...... (2 135) (3 463) (4 320)

Increase/(Decrease) in Asset Revaluation Reserve ...... — — — Increase/(Decrease) in Retained Surplus on Adoption of New Standard ...... — — —

Total Amounts Recognised Directly in Equity ...... — — —

Total Non-owner Changes in Equity ...... (2 135) (3 463) (4 320)

1.27

PREMIER AND CABINET

Statement of Financial Position

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Assets

Current Assets

Cash and Deposits at Call ...... 11 211 15 289 8 296 Receivables ...... 1 786 1 573 3 523 Other Current Assets ...... 24 24 403

Total Current Assets ...... 13 021 16 886 12 222

Non Current Assets

Land and Improvements ...... 4 724 2 072 522 Plant and Equipment ...... 1 200 1 851 2 153 Works of Art and Cultural Collections ...... 30 30 30

Total Non Current Assets ...... 5 954 3 953 2 705

Total Assets ...... 18 975 20 839 14 927

Liabilities

Current Liabilities

Employee Entitlements — Salaries and Wages ...... 1 265 1 230 748 Long Service Leave ...... 430 467 386 Superannuation ...... — — 178 Other Employee Entitlements ...... — — 78 Payables ...... 2 607 2 873 3 796

Total Current Liabilities ...... 4 302 4 570 5 186

Non Current Liabilities

Employee Entitlements — Long Service Leave ...... 4 625 4 238 5 001 Superannuation ...... — — 286 Other Employee Entitlements ...... 120 60 821 Payables ...... 607 515 — Borrowings ...... 23 23 23

Total Non Current Liabilities ...... 5 375 4 836 6 131

Total Liabilities ...... 9 677 9 406 11 317

Net Assets ...... 9 298 11 433 3 610

Equity

Accumulated Surplus ...... 9 298 11 433 3 610

Total Equity ...... 9 298 11 433 3 610

1.28

PREMIER AND CABINET

Statement of Cash Flows

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000 CASH FLOWS FROM:

Operating Activities

Receipts

Grants and Subsidies ...... — 652 — Sales of Goods and Services ...... 3 165 4 503 2 381 Interest ...... 700 815 300 State Government — Outputs Purchased ...... 47 063 46 566 46 063 Other Receipts ...... 499 3 667 2 316

Total Operating Receipts ...... 51 427 56 203 51 060

Payments

Employee Entitlements ...... 24 122 23 027 24 055 Supplies and Services ...... 18 500 25 823 16 927 Grants and Subsidies ...... 10 077 9 991 13 380

Total Operating Payments ...... 52 699 58 841 54 362

Net Cash Provided by Operating Activities ...... (1 272) (2 638) (3 302)

Investing Activities

Payments

Purchase of Property, Plant and Equipment ...... 2 806 752 285

Net Cash Provided by Investing Activities ...... (2 806) (752) (285)

Net Increase/(Decrease) in Cash Held ...... (4 078) (3 390) (3 587)

Opening Cash Balance as at 1 July ...... 15 289 18 679 11 883

Closing Cash Balance as at 30 June ...... 11 211 15 289 8 296

1.29

ADMINISTERED ITEMS FOR THE DEPARTMENT OF THE PREMIER AND CABINET

Statement of Financial Performance

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Revenue

Operating Revenue

Grant Revenue ...... 44 230 72 453 25 022 Sales of Goods and Services ...... 470 460 461 Investment Revenue ...... 4 4 4 Contributed Assets ...... 25 501 — — Other Revenue ...... 1 785 1 768 1 268

Total Operating Revenue ...... 71 990 74 685 26 755

Revenue from Government

State Government — Appropriation ...... 3 602 5 372 2 100

Total Revenue from Ordinary Activities ...... 75 592 80 057 28 855

Expenses

Employee Entitlements — Salaries, Wages, Annual and Sick Leave ...... 6 327 7 407 6 179 Long Service Leave ...... 5 5 — Payroll Tax ...... 11 46 — Superannuation ...... 16 62 — Other Employee Entitlements ...... — 16 — Supplies and Services — Rental Expenses ...... 15 67 — Consultancy Expenses ...... — 614 — Other Supplies and Services ...... 1 126 1 553 406 Depreciation and Amortisation ...... 1 143 32 — Grants and Subsidies ...... 39 300 59 264 19 594 Other Expenses ...... 3 531 2 469 2 969

Total Expenses from Ordinary Activities ...... 51 474 71 535 29 148

Operating Result after Income Tax ...... 24 118 8 522 (293)

Increase/(Decrease) in Asset Revaluation Reserve ...... — — — Increase/(Decrease) in Retained Surplus on Adoption of New Standard ...... — — —

Total Amounts Recognised Directly in Equity ...... — — —

Total Non-owner Changes in Equity ...... 24 118 8 522 (293)

1.30

ADMINISTERED ITEMS FOR THE DEPARTMENT OF THE PREMIER AND CABINET

Statement of Financial Position

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Assets

Current Assets

Cash and Deposits at Call ...... 1 163 4 159 6 514 Receivables ...... 609 616 — Other Current Assets ...... — — 989

Total Current Assets ...... 1 772 4 775 7 503

Non Current Assets

Receivables ...... 873 873 894 Land and Improvements ...... 23 758 3 600 — Plant and Equipment ...... 4 288 88 —

Total Non Current Assets ...... 28 919 4 561 894

Total Assets ...... 30 691 9 336 8 397

Liabilities

Current Liabilities

Employee Entitlements — Salaries and Wages ...... — — 1 921 Annual Leave ...... 23 23 — Workers Compensation ...... 1 055 3 074 — Payables ...... 306 172 — Borrowings ...... — 78 — Other Current Liabilities ...... 243 243 496

Total Current Liabilities ...... 1 627 3 590 2 417

Non Current Liabilities

Employee Entitlements — Long Service Leave ...... 7 7 — Workers Compensation ...... 12 270 13 070 — Other Employee Entitlements ...... — — 13 026 Borrowings ...... 175 175 — Other Non Current Liabilities ...... — — 1 290

Total Non Current Liabilities ...... 12 452 13 252 14 316

Total Liabilities ...... 14 079 16 842 16 733

Net Assets ...... 16 612 (7 506) (8 336)

1.31

ADMINISTERED ITEMS FOR THE DEPARTMENT OF THE PREMIER AND CABINET

Statement of Financial Position

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Equity

Accumulated Surplus ...... 16 612 (7 506) (8 336)

Total Equity ...... 16 612 (7 506) (8 336)

1.32

ADMINISTERED ITEMS FOR THE DEPARTMENT OF THE PREMIER AND CABINET

Statement of Cash Flows

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000 CASH FLOWS FROM:

Operating Activities

Receipts

Grants and Subsidies ...... 44 230 72 453 25 022 Sales of Goods and Services ...... 470 460 462 Interest ...... 4 4 4 State Government — Appropriation ...... 3 602 5 372 2 100 Other Receipts ...... 1 785 1 768 1 268

Total Operating Receipts ...... 50 091 80 057 28 856

Payments

Employee Entitlements ...... 9 171 9 481 6 026 Supplies and Services ...... 1 141 2 492 406 Grants and Subsidies ...... 39 300 67 994 19 594 Other Payments ...... 3 397 2 326 2 826

Total Operating Payments ...... 53 009 82 293 28 852

Net Cash Provided by Operating Activities ...... (2 918) (2 236) 4

Investing Activities

Payments

Purchase of Property, Plant and Equipment ...... — 113 —

Net Cash Provided by Investing Activities ...... — (113) —

Financing Activities

Receipts

Borrowings ...... — 275 —

Payments

Repayment of Borrowings ...... 78 22 —

Net Cash Provided by Financing Activities ...... (78) 253 —

Net Increase/(Decrease) in Cash Held ...... (2 996) (2 096) 4

Opening Cash Balance as at 1 July ...... 4 159 6 255 6 510

Closing Cash Balance as at 30 June ...... 1 163 4 159 6 514

Further details on receipts and payments relating to Administered items can be found in the Notes to the Portfolio Statement.

1.33

SOUTH AUSTRALIAN TOURISM COMMISSION

Statement of Financial Performance

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Revenue

Operating Revenue

Grant Revenue ...... 1 400 3 345 5 115 Sales of Goods and Services ...... 3 029 5 430 2 984 Investment Revenue ...... 250 500 250

Total Operating Revenue ...... 4 679 9 275 8 349

Revenue from Government

State Government — Outputs Purchased ...... 53 048 48 604 46 864

Total Revenue from Ordinary Activities ...... 57 727 57 879 55 213

Expenses

Employee Entitlements — Salaries, Wages, Annual and Sick Leave ...... 8 561 7 962 7 962 Long Service Leave ...... 236 227 227 Payroll Tax ...... 523 503 503 Superannuation ...... 808 716 716 Supplies and Services — Consultancy Expenses ...... 620 695 210 Other Supplies and Services ...... 46 034 52 379 44 753 Depreciation and Amortisation ...... 650 650 650 Interest and Other Finance Expenses ...... 176 192 192

Total Expenses from Ordinary Activities ...... 57 608 63 324 55 213

Operating Result after Income Tax ...... 119 (5 445) —

Increase/(Decrease) in Asset Revaluation Reserve ...... — — — Increase/(Decrease) in Retained Surplus on Adoption of New Standard ...... — — —

Total Amounts Recognised Directly in Equity ...... — — —

Total Non-owner Changes in Equity ...... 119 (5 445) —

1.34

SOUTH AUSTRALIAN TOURISM COMMISSION

Statement of Financial Position

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Assets

Current Assets

Cash and Deposits at Call ...... 2 157 2 038 1 479 Receivables ...... 2 334 1 418 1 937 Other Current Assets ...... 74 74 —

Total Current Assets ...... 4 565 3 530 3 416

Non Current Assets

Plant and Equipment ...... 2 038 2 318 2 140 Intangible Assets ...... 198 238 428

Total Non Current Assets ...... 2 236 2 556 2 568

Total Assets ...... 6 801 6 086 5 984

Liabilities

Current Liabilities

Employee Entitlements — Salaries and Wages ...... 416 416 414 Long Service Leave ...... 408 338 338 Payables ...... 2 059 1 484 1 844 Borrowings ...... 207 207 207

Total Current Liabilities ...... 3 090 2 445 2 803

Non Current Liabilities

Employee Entitlements — Long Service Leave ...... 912 842 842 Payables ...... 138 138 87 Borrowings ...... 1 063 1 182 1 182

Total Non Current Liabilities ...... 2 113 2 162 2 111

Total Liabilities ...... 5 203 4 607 4 914

Net Assets ...... 1 598 1 479 1 070

Equity

Accumulated Surplus ...... 1 598 1 479 1 070

Total Equity ...... 1 598 1 479 1 070

1.35

SOUTH AUSTRALIAN TOURISM COMMISSION

Statement of Cash Flows

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000 CASH FLOWS FROM:

Operating Activities

Receipts

Grants and Subsidies ...... 1 400 3 345 5 115 Sales of Goods and Services ...... 3 029 5 430 2 984 Interest ...... 270 500 250 State Government — Outputs Purchased ...... 53 048 48 604 46 864

Total Operating Receipts ...... 57 747 57 879 55 213

Payments

Employee Entitlements ...... 10 088 8 822 8 132 Supplies and Services ...... 47 223 54 296 46 875 Interest and Other Financial Payments ...... 88 96 96

Total Operating Payments ...... 57 399 63 214 55 103

Net Cash Provided by Operating Activities ...... 348 (5 335) 110

Investing Activities

Payments

Purchase of Property, Plant and Equipment ...... 110 1 599 110

Net Cash Provided by Investing Activities ...... (110) (1 599) (110)

Financing Activities

Payments

Repayment of Borrowings ...... 119 111 111

Net Cash Provided by Financing Activities ...... (119) (111) (111)

Net Increase/(Decrease) in Cash Held ...... 119 (7 045) (111)

Opening Cash Balance as at 1 July ...... 2 038 9 083 1 590

Closing Cash Balance as at 30 June ...... 2 157 2 038 1 479

1.36

MINISTER FOR TOURISM — OTHER ITEMS

Statement of Cash Flows

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000 CASH FLOWS FROM:

Operating Activities

Receipts

Dividends and Distributions ...... 700 602 602 State Government — Appropriation ...... 6 708 66 057 59 859

Total Operating Receipts ...... 7 408 66 659 60 461

Payments

Grants and Subsidies ...... 6 708 66 057 5 957 Other Payments ...... 700 602 602

Total Operating Payments ...... 7 408 66 659 6 559

Net Cash Provided by Operating Activities ...... — — 53 902

Investing Activities

Payments

Purchase of Property, Plant and Equipment ...... — — 54 000

Net Cash Provided by Investing Activities ...... — — (54 000)

Net Increase/(Decrease) in Cash Held ...... — — (98)

Opening Cash Balance as at 1 July ...... 1 927 1 927 1 927

Closing Cash Balance as at 30 June ...... 1 927 1 927 1 829

1.37

ADELAIDE CONVENTION CENTRE

Statement of Financial Performance

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Revenue

Operating Revenue

Grant Revenue ...... 6 166 66 057 5 957 Sales of Goods and Services ...... 15 810 9 386 8 952 Investment Revenue ...... 280 800 80

Total Operating Revenue ...... 22 256 76 243 14 989

Total Revenue from Ordinary Activities ...... 22 256 76 243 14 989

Expenses

Employee Entitlements — Salaries, Wages, Annual and Sick Leave ...... 8 103 6 552 6 123 Long Service Leave ...... 186 164 100 Payroll Tax ...... 373 376 337 Superannuation ...... 642 498 490 Supplies and Services — Other Supplies and Services ...... 8 220 5 157 5 519 Depreciation and Amortisation ...... 3 200 3 100 3 100

Total Expenses from Ordinary Activities ...... 20 724 15 847 15 669

Operating Result after Income Tax ...... 1 532 60 396 (680)

Increase/(Decrease) in Asset Revaluation Reserve ...... — — — Increase/(Decrease) in Retained Surplus on Adoption of New Standard ...... — — —

Total Amounts Recognised Directly in Equity ...... — — —

Total Non-owner Changes in Equity ...... 1 532 60 396 (680)

1.38

ADELAIDE CONVENTION CENTRE

Statement of Financial Position

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Assets

Current Assets

Cash and Deposits at Call ...... 5 926 5 855 13 765 Receivables ...... 1 550 2 150 4 518 Inventories ...... 236 211 211 Other Current Assets ...... 190 180 —

Total Current Assets ...... 7 902 8 396 18 494

Non Current Assets

Receivables ...... — — 8 571 Land and Improvements ...... 130 722 127 236 127 236 Plant and Equipment ...... 8 956 6 480 6 192 Other Non Current Assets ...... 6 134 9 990 —

Total Non Current Assets ...... 145 812 143 706 141 999

Total Assets ...... 153 714 152 102 160 493

Liabilities

Current Liabilities

Employee Entitlements — Salaries and Wages ...... 205 198 2 043 Long Service Leave ...... 140 138 97 Payables ...... 1 228 1 199 1 923 Other Current Liabilities ...... 920 898 —

Total Current Liabilities ...... 2 493 2 433 4 063

Non Current Liabilities

Employee Entitlements — Long Service Leave ...... 590 570 638

Total Liabilities ...... 3 083 3 003 4 701

Net Assets ...... 150 631 149 099 155 792

Equity

Accumulated Surplus ...... 150 631 149 099 155 791

Total Equity ...... 150 631 149 099 155 792

1.39

ADELAIDE CONVENTION CENTRE

Statement of Cash Flows

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000 CASH FLOWS FROM:

Operating Activities

Receipts

Grants and Subsidies ...... 6 166 66 057 5 957 Sales of Goods and Services ...... 16 432 9 546 7 400 Interest ...... 280 800 80

Total Operating Receipts ...... 22 878 76 403 13 437

Payments

Employee Entitlements ...... 9 275 7 790 5 510 Supplies and Services ...... 8 226 5 637 5 055

Total Operating Payments ...... 17 501 13 427 10 565

Net Cash Provided by Operating Activities ...... 5 377 62 976 2 872

Investing Activities

Payments

Purchase of Property, Plant and Equipment ...... 9 162 65 486 2 379 Asset Replacement Account Build-up ...... — — 2 450

Total Investing Payments ...... 9 162 65 486 4 829

Net Cash Provided by Investing Activities ...... (9 162) (65 486) (4 829)

Financing Activities

Receipts

Asset Replacement Account Run-down ...... — — 6 624

Net Cash Provided by Financing Activities ...... — — 6 624

Net Increase/(Decrease) in Cash Held ...... (3 785) (2 510) 4 667

Opening Cash Balance as at 1 July ...... 15 845 18 355 9 098

Closing Cash Balance as at 30 June ...... 12 060 15 845 13 765

1.40

ADELAIDE ENTERTAINMENT CENTRE

Statement of Financial Performance

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Revenue

Operating Revenue

Grant Revenue ...... 542 — — Sales of Goods and Services ...... 7 056 6 220 6 720 Investment Revenue ...... 50 50 50

Total Operating Revenue ...... 7 648 6 270 6 770

Total Revenue from Ordinary Activities ...... 7 648 6 270 6 770

Expenses

Employee Entitlements — Salaries, Wages, Annual and Sick Leave ...... 1 980 1 980 1 980 Payroll Tax ...... 50 50 50 Superannuation ...... 120 120 120 Supplies and Services — Other Supplies and Services ...... 3 542 3 000 3 000 Depreciation and Amortisation ...... 2 300 2 300 2 300

Total Expenses from Ordinary Activities ...... 7 992 7 450 7 450

Operating Result after Income Tax ...... (344) (1 180) (680)

Increase/(Decrease) in Asset Revaluation Reserve ...... — — — Increase/(Decrease) in Retained Surplus on Adoption of New Standard ...... — — —

Total Amounts Recognised Directly in Equity ...... — — —

Total Non-owner Changes in Equity ...... (344) (1 180) (680)

1.41

ADELAIDE ENTERTAINMENT CENTRE

Statement of Financial Position

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Assets

Current Assets

Cash and Deposits at Call ...... 1 308 602 1 102 Receivables ...... 1 285 1 285 1 285 Inventories ...... 114 114 114

Total Current Assets ...... 2 707 2 001 2 501

Non Current Assets

Land and Improvements ...... 39 986 41 786 41 786 Plant and Equipment ...... 625 625 625

Total Non Current Assets ...... 40 611 42 411 42 411

Total Assets ...... 43 318 44 412 44 912

Liabilities

Current Liabilities

Payables ...... 693 743 743

Total Liabilities ...... 693 743 743

Net Assets ...... 42 625 43 669 44 169

Equity

Accumulated Surplus ...... 37 581 38 625 39 125 Asset Revaluation Reserves ...... 5 044 5 044 5 044

Total Equity ...... 42 625 43 669 44 169

1.42

ADELAIDE ENTERTAINMENT CENTRE

Statement of Cash Flows

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000 CASH FLOWS FROM:

Operating Activities

Receipts

Grants and Subsidies ...... 542 — — Sales of Goods and Services ...... 7 056 6 720 6 720 Interest ...... 50 50 50

Total Operating Receipts ...... 7 648 6 770 6 770

Payments

Employee Entitlements ...... 2 200 2 200 2 200 Supplies and Services ...... 3 542 3 500 3 000

Total Operating Payments ...... 5 742 5 700 5 200

Net Cash Provided by Operating Activities ...... 1 906 1 070 1 570

Investing Activities

Payments

Purchase of Property, Plant and Equipment ...... 500 500 500

Net Cash Provided by Investing Activities ...... (500) (500) (500)

Financing Activities

Payments

Dividends and Distributions ...... 700 602 602

Net Cash Provided by Financing Activities ...... (700) (602) (602)

Net Increase/(Decrease) in Cash Held ...... 706 (32) 468

Opening Cash Balance as at 1 July ...... 602 634 634

Closing Cash Balance as at 30 June ...... 1 308 602 1 102

1.43

NOTES TO THE PORTFOLIO STATEMENT-PREMIER AND CABINET

Notes to the Output Statements and Performance Information

The portfolio of Premier and Cabinet has changed the names of some outputs to reflect structural changes and more accurately reflect services provided. Performance measures have also been amended.

Output Class Reconciliation

The following table provides a reconciliation between the 2000-01 Budget expenses and the 2000-01 estimated result expenses.

Output class 2000-01 2000-01 (per 2000-01 Portfolio Statements) Budget Expenses Estimated Result Expenses $000 $000 Coordination and Advice 28 239 33 099 Public Sector Human Resources Management 22 658 21 489 Multicultural Services 5 188 5 127 TOTAL 56 085 59 715

Minister’s Office

The following information presents the cost of provision and workforce in relation to the Minister’s office.

2001-02 2000-01 2000-01 Budget Estimated Budget Result The cost of provision of the Minister’s office ($000) Office of the Premier 4 276 4 185 4 072 Office of the Minister for Tourism 661 777 543

Workforce for the Minister’s office (average FTEs) Office of the Premier 39.0 39.0 38.0 Office of the Minister for Tourism 6.0 6.0 5.0

The variation between the 2000-01 and 2001-02 budgets is caused by changed funding allocations resulting from the changes to ministerial portfolios in February 2000 not being finalised before the 2000-01 Budget and the addition of an allowance for CPI indexation.

Basis of Accounting

The portfolio’s estimates are prepared in accordance with generally accepted accounting principles, which are noted at the end of the Portfolio Statements.

1.44

Additional information for Administered Items

The following table outlines key movements between 2000-01 and 2001-02 for significant administered items. The table provides additional detail to the Statement of Cash Flows of Administered Items for the portfolio.

1.45

NOTES TO THE PORTFOLIO STATEMENT-SA TOURISM COMMISSION

Notes to the Outputs Statement and Performance Information

Output Class Reconciliation

The following table provides a reconciliation between the 2000-01 Budget expenses and the 2000-01 estimated result expenses.

Output class 2000-01 2000-01 (per 2000-01 Portfolio Statements) Budget Expenses Estimated Result Expenses $000 $000 Coordination and Advice 1 379 1 517 Tourism Development 10 588 16 051 Marketing South Australia 43 246 45 756 TOTAL 55 213 63 324

Basis of Accounting

The portfolio’s estimates are prepared in accordance with generally accepted accounting principles, which are noted at the end of the Portfolio Statements.

1.46

Additional administered items information for the Department of Premier and Cabinet Statement of Cash Flows

2001-02 2000-01 2000-01 Budget Estimated Budget $000 Result $000 $000

CASH FLOWS FROM: Operating Activities Receipts Grants and Subsidies— Government Workers Rehabilitation and Compensation Fund 4 530 4 053 4 583 Targeted Voluntary Separation Package Scheme 39 700 68 400 20 000 Sale of Goods and Services— Government Workers Rehabilitation and Compensation Fund 470 460 462 Interest— State Disaster Relief Fund 4 4 4 State Government— State Government - Outputs Purchased 3 602 5 372 2 539 Other Receipts— Government Workers Rehabilitation and Compensation Fund 1 785 1 768 1 268

Total Receipts 50 091 80 057 28 856

Payments Employee Entitlements— Agent-General 242 230 237 Government Workers Rehabilitation and Compensation Fund 8 541 8 155 5 587 National Wine Centre 177 885 Parliamentary Salaries and Electorate and Expense Allowances 211 211 202 Supplies and Services— National Wine Centre 741 2 086 Targeted Voluntary Separation Package Scheme 400 406 406 Grants and Subsidies— Targeted Voluntary Separation Package Scheme 39 300 67 994 19 594 Other Payments— Government Workers Rehabilitation and Compensation Fund 1 244 226 726 Promotion of the State 2 153 2 100 2 100 Total Payments 53 009 82 293 28 852 Net Cash Provided by Operating Activities (2 918) (2 236) 4

Investing Activities Payments Purchase of Property, Plant and Equipment National Wine Centre 113 Net Cash Provided by Investing Activities ( 113)

Financing Activities Receipts Borrowings National Wine Centre 275 Payments Repayment of Borrowings National Wine Centre 78 22 Net Cash Provided by Financing Activities ( 78) 253 Net Increase/(Decrease) in Cash Held (2 996) (2 096) 4 Opening Cash Balance as at 1 July 4 159 6 255 6 510 Closing Cash Balance as at 30 June 1 163 4 159 6 514

1.47

COMMENTARY ON MAJOR RESOURCE VARIATIONS—PREMIER AND CABINET

The following commentary relates to the Outputs Net Expenditure Statement and the Budgeted Financial Statements presented in the previous sections. The discussion relates to significant variations between the 2000-01 Estimated Result and the 2001-02 Budget. The Outputs Net Expenditure Statement contains expenditure and revenue from the controlled entity only. Administered items are not included as they do not relate directly to departmental outputs of Premier and Cabinet.

Outputs Net Expenditure Statement

1.1 Implementation of Initiatives across Government

Expenditure is expected to decrease by $7.9 million, from $14.4 million in 2000-01 to $6.5 million in 2001-02, mostly attributable to the cost of coordinating the Olympic Football Tournament and Centenary of Federation projects. With regards to Olympic Football, a corresponding increase in funding for this initiative is reflected in appropriation and other revenues.

Revenue is expected to decrease by $3.4 million from 2000-01 primarily due to one-off revenue of the Olympic Football and Centenary of Federation events.

1.5 Protocol and Special Events

Expenditure is expected to decrease by $0.5 million in 2001-02 primarily due to one-off major state events that took place in 2000-01 including the Olympic Torch Relay and Le Mans Race.

2.1 Strategic Human Resource Management

Expenditure is expected to increase by $1.4 million, from $9.3 million in 2000-01 to $10.7 million in 2001-02. The increase is mostly attributable to commitments under the Graduate Recruitment Program that have been delayed from 2000-01 and carried into 2001-02.

2.2 People Development

The increase in expenditure of $0.5 million, from $3.4 million in 2000-01 to $3.9 million in 2001-02, is mostly attributable to the payment of commitments associated with the Leadership and Management Development Program being delayed to 2001-02.

2.4 Occupational Health and Injury Management Services

Expenditure is expected to increase by $0.4 million, from $6.6 million in 2000-01 to $7.0 million in 2001-02. This increase is mainly due to additional funding provided to the Government Workers Rehabilitation and Compensation Fund to cover catastrophe insurance premium costs offset by lower payments to agencies for journey accident cover, the funding for which has been devolved to agencies.

Statement of Financial Performance

Operating revenue is expected to decrease by $5.1 million, from $9.7 million in 2000-01 to $4.6 million in 2001-02. This variance is mainly attributable to revenue of the Olympic Football

1.48

Tournament, Centenary of Federation and reimbursements from the Targeted Voluntary Separation Package (TVSP) Scheme for payments.

Revenue from Government accounts for most of the department’s total funding sources. It is estimated to increase by $0.5 million, from $46.6 million in 2000-01 to $47.1 million in 2001-02. Revenue for 2000-01 includes funding of $2.9 million provided for the coordination of Olympic Football, which has been offset by funding in 2001-02 for the North Terrace capital program and for additional costs associated with the restructure of the department.

Operating expenses are estimated to decrease by $5.9 million, from $59.7 million in 2000-01 to $53.8 million in 2001-02, primarily due to expenditure on Olympic Football.

Statement of Financial Position

The net asset position of the department is estimated to decrease by $2.2 million, from $11.4 million in 2000-01 to $9.2 million in 2001-02.

Total assets of the department are expected to decrease by $1.9 million, from $20.8 million in 2000-01 to $18.9 million in 2001-02. This is primarily due to a reduction in cash of $4.2 million relating mostly to commitments that have been delayed from 2000-01 offset by an increase in capital assets associated with the North Terrace capital project.

Total liabilities are expected to increase by $0.3 million, from $9.4 million in 2000-01 to $9.7 million in 2001-02, and are mostly attributable to employee entitlements.

Statement of Cash Flow

The projected closing cash balance at 30 June 2001 is expected to decrease by $4.2 million, from $15.3 million to $11.1 million as at 30 June 2002. The reduction in cash mostly reflects commitments that have been delayed from 2000-01.

Reference should be made to the section above on the Statement of Financial Performance for details of major variations in operating activities and to the Investing Summary Statement for details of major variations in investing activities.

Administered Items

Statement of Financial Performance

Operating revenue is expected to decrease by $2.7 million, from $74.7 million in 2000-01 to $72 million in 2001-02, primarily due to variations in grant revenue and contributed assets. Grant revenues are expected to decrease by $28.2 million as additional funding was provided to the Targeted Voluntary Separation Package (TVSP) Scheme in the 2000-01 year to fund costs associated with the government’s enhanced TVSP (ETVSP) scheme that came into operation in March 2001 for a six-month period. Further, additional funds were provided in 2000-01 to cover increased costs of the standard TVSP scheme. Contributed asset revenue is expected to increase by $25.5 million and relates to the National Wine Centre taking control of building and other assets in the 2001-02 year when construction is completed.

Revenue from government is expected to decrease by $1.8 million, from $5.4 million to $3.6 million, primarily due to a lower level of funding provided to the National Wine Centre.

Operating expenses are expected to decrease by $20 million, from $71.5 million to $51.5 million, and the variance is primarily attributable to higher TVSP and ETVSP expenses incurred in 2000-01. 1.49

Statement of Financial Position

Total assets are expected to increase by $21.4 million, from $9.3 million in 2000-01 to $30.7 million in 2001-02, primarily due to assets contributed to the National Wine Centre.

Total liabilities are expected to decrease by $2.7 million, from $16.8 million in 2000-01 to $14.1 million in 2001-02, and the decrease is primarily due to expected increases in the settlement of workers compensation claims.

Statement of Cash Flows

For details of major variations in operating receipts, reference should be made to the section above on the Statement of Financial Performance. Operating payments are expected to decrease by $29.3 million, from $82.3 million to $53 million, and the variance is primarily attributable to higher TVSP and ETVSP payments in 2000-01.

Workforce

The workforce numbers are:

FTEs as at 30 June 2002 2001 Budget Estimate Estimated Result Department of the Premier and Cabinet 305.0 280.0

Total Workforce 305.0 280.0

1.50

COMMENTARY ON MAJOR RESOURCE VARIATION—SA TOURISM COMMISSION

Outputs Net Expenditure Summary

2.1 Tourism Business Development

The decrease in development expenditure of $0.4 million is due to some large projects in 2000-01 being completed. These included an update of the industry advice kit and some development strategies. In 2001-02, the Commission will develop new product in key areas such as wine and nature based tourism and also identify business educational opportunities for tourism operators that can be made available on the internet.

2.2 Tourism Infrastructure Development

Net expenditure is expected to increase by $1.3 million in 2001-02. There are many new projects in the program for 2001-02, including the Head of Bight, Outback Infrastructure and General Infrastructure. The Commission will continue to upgrade infrastructure on Kangaroo Island and tourist roads.

3.1 Tourism Marketing

$2.5 million of the expected increase in net expenditure of $2.9 million will be used to improve the exposure of South Australia internationally and within the State. This will be achieved through an expansion of the Secrets Campaign intrastate and improving the State’s attractiveness and availability as a tourist destination in key international markets.

3.2 Event Development

The decrease in net event expenditure of $4.9 million is partly due to the staging of the Le Mans event in 2000-01 only. New projects planned for 2001-02 include commencement of planning for the Ring Cycle Opera which is expected to cost $1.0 million over 4 years and $1.2 million for the staging of Year of the Outback 2002 events. Additional funding of $1.3 million in 2001-02 will be used to support and attract new events.

Statement of Financial Performance

Operating Revenue is expected to decrease by $4.6 million in 2001-02 compared with 2000-01. This is mainly due to the completion of the Olympic Football Tournament.

Revenue from Government is expected to increase by $4.4 million, from $48.6 million in 2000-01 to $53 million in 2001-02. This increase has provided funding for marketing campaigns of $2.5 million, Outback Events $1.2 million, Other Events $1.6 million and new Capital Projects $5.1 million. This increase has been offset by the staging of the Le Mans event in 2000-01 only.

Operating Expenses are expected to decrease by $5.6 million due to expenditure carried forward into 2000-01 from 1999-2000. 1.51

Statement of Cash Flows

At 1 July 2000 the Commission had a cash balance of $9.1 million mostly due to committed infrastructure funds. This money was spent in 2000-01 resulting in $54 million of payments for Supplies and Services compared with $47 million in 2001-02.

In 1999-2000 the Commission completed the fit-out of the new office accommodation. Although the work was completed in 1999-2000 it was paid for in 2000-01. This is reflected in the $1.6 million in purchases of Property, Plant and Equipment compared with $0.1 million expected in 2001-02.

Administered Items

In 2000-01 the financial statements for the Commission included an administered item of $2.9 million for the Olympic Football Tournament. In 2001-02 the Commission will be administering revenue and expenditure of $0.6 million for the Office of Venue Management.

Budget for 2000-01 Compared to Estimated Result for 2000-01

The difference in the Operating Results of $5.4 million between the original budget and estimated result is due to carry over of committed infrastructure funds from 1999-2000.

Workforce

Reporting Entity FTEs as at 30 June 2002 2001 Budget Estimate Estimated Result South Australian Tourism Commission 165 158

Total Workforce 165 158

1.52

ADDITIONAL PORTFOLIO INFORMATION—PREMIER AND CABINET

Acts

Premier on 28 November 1996

Acts committed to: committed on: Agent-General Act 1901 14 December 1993 Alice Springs to Darwin Railway Act 1997 28 August 1997 Competition Policy Reform (South Australia) Act 1996 18 July 1996 Economic Development Act 1993 14 December 1993 Emergency Powers Act 1941 14 December 1993 Fees Regulation Act 1927 5 February 1998 Government Business Enterprises (Competition) Act 1996 15 August 1996 Mutual Recognition (South Australia) Act 1993 28 May 1998 National Wine Centre Act 1997 21 August 1997 Public Sector Management Act 1995 13 July 1995 State Disaster Act 1980 14 December 1993 Trans-Tasman Mutual Recognition (South Australia) Act 1999 23 September 1999 Unauthorized Documents Act 1916 14 December 1993 Year 2000 Information Disclosure Act 1999 6 May 1999

Minister for State Development on 8 October 1998

Acts committed to: committed on: South Australian Motor Sport Act 1984 13 January 2000 South Australian Tourism Commission Act 1993 22 October 1998

Minister for Multicultural Affairs on 20 October 1997

Acts committed to: committed on: South Australian Multicultural and Ethnic Affairs Commission Act 1980 20 October 1997

1.53

ADDITIONAL PORTFOLIO INFORMATION—SA TOURISM COMMISSION

Acts

Legislation administered by the Minister for Tourism as the delegate Minister to the Minister for State Development is covered under Additional Portfolio Information for the Department of the Premier and Cabinet.

Minister—Other Items

The Adelaide Convention Centre and the Adelaide Entertainment Centre are accountable to the Minister for Tourism and their financial statements are appended.

1.54

Portfolio – Premier and Cabinet

Auditor-General’s Department

South Australian

Parliament

AUDITOR-GENERAL

Administered Items Controlled Entity

· Audit Fees Auditor-General’s · Special Acts Department

1.55

STRATEGIC CONTEXT

The Auditor-General is appointed pursuant to the Public Finance and Audit Act 1987 and that Act mandates his responsibilities to the South Australian Parliament and specifically provides for the Auditor-General to be independent of Executive Government. The department is established pursuant to the Public Sector Management Act 1995 to assist the Auditor-General to discharge his statutory responsibilities under the Public Finance and Audit Act.

The mission of the department is to contribute to the accountability of the Executive Government and public sector agencies to Parliament by providing independent reports on matters concerning public sector finance, use of public resources and the probity and lawfulness of matters associated with public administration. Accordingly the department’s corporate plan focuses on targeted outcomes which are considered important to discharging, in a professional manner, the responsibilities conferred on the Auditor-General and the department by legislation, and the administrative arrangements of the Government.

The department’s customer and stakeholder is the South Australian Parliament, and its role and responsibilities to that client are defined in the Public Finance and Audit Act. The Auditor-General is accountable for the outcomes of the department to the South Australian Parliament. The department’s success is judged predominantly on the production of a quality financial audit report on public sector agencies and the clarity, credibility and value-adding nature of the matters of public interest reviewed and reported on in an independent manner to the Parliament.

The department contributes to the achievement of the Government Outcomes for South Australia through the provision of auditing services mandated under the Public Finance and Audit Act.

1.56

RELATIONSHIPS BETWEEN PRIORITY AREAS, INITIATIVES, OUTCOMES AND OUTPUTS

The following chart outlines the relationships between priority areas, initiatives, outcomes and outputs.

Major initiatives in line with target government outcomes Ongoing portfolio outcomes and outputs

Cross-Government Ministerial Priority Areas Portfolio Outcomes Priority Areas and Key Initiatives

· Responsible · No priority areas and · Perform audits budgeting based on key inititatives relate improved strategic specifically to this · Contribute to public sector management planning department · Report to Parliament · More jobs through identifying opportunities and monitoring threats for strategic industries · Inter-government relations · Government delivering to Portfolio Output Classes and Outputs communities including early Auditing Services: intervention services · Prescribed audits · Water and natural resource management · Special investigations · Maintaining a highly skilled and responsive public sector

· Reducing harm from drugs · Youth · Maximising benefits for the community and South Australian businesses by capturing opportunities in the new economy · Participation in community life including volunteering · Rural and regional infrastructure · Advancing reconciliation across Government

1.57

FINANCIAL SUMMARY

The following table provides a summary of the portfolio expenditure and revenue by Output Class for the 2001-02 Budget.

$ million

Department Expenditure by Output Class:

Auditing Services 9.295

Administered Expenditure by Output Class:

Auditing Services 0.211

Department Investment by Output Class:

Auditing Services 0.345

1.58

OUTPUT CLASSES AND OUTPUT STATEMENTS

The department has one broad output class which reflects the nature of the services delivered to the South Australian community.

Output Class 1: Auditing Services

The output class is the provision of auditing services covering all the audit responsibilities prescribed under the Public Finance and Audit Act 1987.

Targets for 2001-02 Highlights for 2000-01

· Present the Auditor-General’s Annual Report to · Presented the Auditor-General’s Annual Report to Parliament as prescribed by the Public Finance and Audit Parliament as prescribed by the Public Finance and Audit Act 1987 Act · Finalise implementation of the newly developed audit · Presented the following supplementary reports to methodology for financial statements and control Parliament pursuant to the Public Finance and Audit Act opinions to all field audit teams - Electricity Businesses Disposal Process in South Australia: Engagement of Advisors: Some Audit · Continue to undertake independent quality assurance Observations reviews of all field audit teams’ work - Electricity Businesses Disposal Process in South · Identify and undertake as a priority, a program of reviews Australia: Arrangements for the Disposal of ETSA of specific issues of importance and interest in the public Utilities Pty Ltd and ETSA Power Pty Ltd: Some sector, aimed at improving processes and/or maintaining Audit Observations accountability in public sector agencies - Agency Audit Reports · Revise the production and submission of reports to - Electricity Businesses Disposal Process in South Parliament to increase the extent of progressive reporting Australia: Arrangements for the Disposal of Optima to Parliament throughout the year Energy Pty Ltd, Synergen Pty Ltd, Flinders Power Pty Ltd, Terra Gas trader Pty Ltd and ElectraNet SA Pty · Develop and implement a revised performance Ltd: Some Audit Observations management system · Presented the Report of the Auditor-General on Summary of Pelican Point Power Station Project Documents Under Section 41A of the Public Finance and Audit Act · Presented the Report of the Auditor-General on the Electricity Businesses Disposal Process in South Australia: Report by the Auditor-General Pursuant to Section 22(2) of the Electricity Corporations (Restructuring and Disposal) Act 1999 on Relevant Long Term Leases · Reached the final stage of completion of the major examination of the Hindmarsh Soccer Stadium Redevelopment Project · Progressed the implementation of the newly developed audit methodology for financial statements and control opinions to all field audit teams · Scheduled the conduct of independent quality assurance reviews on 14 agency audits — the scheduled reviews completed to date have not identified any significant matters

1.59

Outputs Statement and Performance Information for Output Class 1:

Output: 1.1 Prescribed Audits Description: All audit work to be undertaken for agencies where the Auditor-General is the prescribed auditor—the department must annually conduct the audit as prescribed by the Public Finance and Audit Act 1987

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: % of prescribed audits undertaken during the year 100% 100%

Quality: % of audit team’s work (reviewed by an independent reviewer) 100% 100% of all reviews undertaken that meets professional standards to identify no significant matters

Timeliness: Presentation of all Auditor-General’s reports to the Speaker, 100% 100% House of Assembly and the President, Legislative Council by the statutory deadline

Cost: % variation from approved budgeted cost No material variation from Within 5% of budgeted cost budget

Total 2001-02 Budget expense of this output: $9 295 000

Output: 1.2 Special investigations Description: All work defined within the Public Finance and Audit Act 1987 that is specifically requested by either the Parliament, Treasurer or Minister to be undertaken and reported to Parliament by the Auditor-General

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: No. of special investigations to be undertaken during the year 3 (a)

Quality:

Timeliness:

Cost: % variation from approved budgeted cost No material variation from (a) budget Total 2001-02 Budget expense of this output: $0 (a) It is not anticipated that there will be any special investigations this financial year. This output remains in case any unplanned special investigations are undertaken.

1.60

AUDITOR-GENERAL'S DEPARTMENT Outputs Net Expenditure Summary

2001-02 Budget 2000-01 Estimated Result

Expenses Administered Output Net Expenses Administered Output Net Expenses Revenue Expenses Expense Revenue Expenses

$000 $000 $000 $000 $000 $000 $000 $000

Output Class 1: Auditing Serivces 1.1 Prescribed audits ...... 9 295 211 — 9 506 8 922 208 — 9 130 1.2 Special investigations ...... — — — — 1 119 — — 1 119

Total Outputs 9 295 211 — 9 506 10 041 208 — 10 249

Net Expenses are funded by the following revenues - General Revenue 2 2 Commonwealth Funding (not attributed to specific outputs) — — Appropriation 9 293 9 654

1.61 Total Funding Provided 9 295 9 656

Add - Revenues from Funding Investing Items — — - Administered Expenses 211 208 Less - Administered Revenues — —

Operating Result before Tax (as per Statement of Financial Performance) — (385)

INVESTING SUMMARY STATEMENT

The department’s investing expenditure relates mainly to the purchasing of computing facilities and other office equipment to support the provision of outputs by the department. The department is funded for these items from recurrent appropriations except where items are traded in upon disposal.

1.62

AUDITOR-GENERAL'S DEPARTMENT

Statement of Financial Performance

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Revenue

Operating Revenue

Other Revenue ...... 2 2 —

Revenue from Government

State Government — Outputs Purchased ...... 9 293 9 654 9 254

Total Revenue from Ordinary Activities ...... 9 295 9 656 9 254

Expenses

Employee Entitlements — Salaries, Wages, Annual and Sick Leave ...... 5 334 5 163 5 163 Long Service Leave ...... 168 162 162 Payroll Tax ...... 385 373 373 Superannuation ...... 649 678 678 Supplies and Services — Rental Expenses ...... 518 505 505 Consultancy Expenses ...... 404 1 188 788 Other Supplies and Services ...... 1 514 1 658 1 658 Depreciation and Amortisation ...... 313 304 304 Other Expenses ...... 10 10 10

Total Expenses from Ordinary Activities ...... 9 295 10 041 9 641

Operating Result after Income Tax ...... — (385) (387)

Increase/(Decrease) in Asset Revaluation Reserve ...... — — — Increase/(Decrease) in Retained Surplus on Adoption of New Standard ...... — — —

Total Amounts Recognised Directly in Equity ...... — — —

Total Non-owner Changes in Equity ...... — (385) (387)

1.63

AUDITOR-GENERAL'S DEPARTMENT

Statement of Financial Position

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Assets

Current Assets

Cash and Deposits at Call ...... 240 189 342 Receivables ...... 93 109 —

Total Current Assets ...... 333 298 342

Non Current Assets

Plant and Equipment ...... 464 481 466

Total Assets ...... 797 779 808

Liabilities

Current Liabilities

Employee Entitlements — Salaries and Wages ...... 29 14 14 Annual Leave ...... 331 325 306 Long Service Leave ...... 205 205 201 Superannuation ...... 98 95 70 Payables ...... 156 130 94

Total Current Liabilities ...... 819 769 685

Non Current Liabilities

Employee Entitlements — Long Service Leave ...... 924 956 920 Superannuation ...... 64 64 63 Payables ...... 74 74 73 Borrowings ...... 3 3 3

Total Non Current Liabilities ...... 1 065 1 097 1 059

Total Liabilities ...... 1 884 1 866 1 744

Net Assets ...... (1 087) (1 087) (936)

Equity

Accumulated Surplus ...... (1 145) (1 145) (994) Other Reserves ...... 58 58 58

Total Equity ...... (1 087) (1 087) (936)

1.64

AUDITOR-GENERAL'S DEPARTMENT

Statement of Cash Flows

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000 CASH FLOWS FROM:

Operating Activities

Receipts

Fees and Commissions ...... 2 2 — Net GST Received ...... 272 212 — State Government — Outputs Purchased ...... 9 293 9 654 9 254

Total Operating Receipts ...... 9 567 9 868 9 254

Payments

Employee Entitlements ...... 6 541 6 411 6 434 Supplies and Services ...... 2 413 3 417 2 908 Net GST Paid ...... 256 303 — Other Payments ...... 6 6 6

Total Operating Payments ...... 9 216 10 137 9 348

Net Cash Provided by Operating Activities ...... 351 (269) (94)

Investing Activities

Receipts

Sale of Property, Plant and Equipment ...... 45 45 45

Payments

Purchase of Property, Plant and Equipment ...... 345 444 345

Net Cash Provided by Investing Activities ...... (300) (399) (300)

Net Increase/(Decrease) in Cash Held ...... 51 (668) (394)

Opening Cash Balance as at 1 July ...... 189 857 736

Closing Cash Balance as at 30 June ...... 240 189 342

1.65

ADMINISTERED ITEMS FOR THE AUDITOR-GENERAL'S DEPARTMENT

Statement of Financial Performance

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Revenue

Operating Revenue

Other Revenue ...... 7 690 7 913 7 913

Revenue from Government

State Government — Appropriation ...... 966 649 188

Total Revenue from Ordinary Activities ...... 8 656 8 562 8 101

Expenses

Employee Entitlements — Salaries, Wages, Annual and Sick Leave ...... 200 196 189 Long Service Leave ...... 11 12 8 Other Expenses ...... 8 459 8 369 7 913

Total Expenses from Ordinary Activities ...... 8 670 8 577 8 110

Operating Result after Income Tax ...... (14) (15) (9)

Increase/(Decrease) in Asset Revaluation Reserve ...... — — — Increase/(Decrease) in Retained Surplus on Adoption of New Standard ...... — — —

Total Amounts Recognised Directly in Equity ...... — — —

Total Non-owner Changes in Equity ...... (14) (15) (9)

1.66

ADMINISTERED ITEMS FOR THE AUDITOR-GENERAL'S DEPARTMENT

Statement of Financial Position

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Assets

Current Assets

Receivables ...... 162 228 211

Total Assets ...... 162 228 211

Liabilities

Current Liabilities

Employee Entitlements — Salaries and Wages ...... 1 1 1 Annual Leave ...... 90 88 87 Payables ...... 166 231 —

Total Current Liabilities ...... 257 320 88

Non Current Liabilities

Employee Entitlements — Long Service Leave ...... 168 157 153

Total Liabilities ...... 425 477 241

Net Assets ...... (263) (249) (30)

Equity

Accumulated Surplus ...... (263) (249) (30)

Total Equity ...... (263) (249) (30)

1.67

ADMINISTERED ITEMS FOR THE AUDITOR-GENERAL'S DEPARTMENT

Statement of Cash Flows

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000 CASH FLOWS FROM:

Operating Activities

Receipts

Net GST Received ...... 769 450 — State Government — Appropriation ...... 1 032 483 188 Other Receipts ...... 7 690 7 913 7 913

Total Operating Receipts ...... 9 491 8 846 8 101

Payments

Employee Entitlements ...... 197 193 188 Net GST Paid ...... 835 290 — Other Payments ...... 8 459 8 363 7 913

Total Operating Payments ...... 9 491 8 846 8 101

Net Increase/(Decrease) in Cash Held ...... — — —

Further details on receipts and payments relating to Administered items can be found in the Notes to the Portfolio Statement.

1.68

NOTES TO THE PORTFOLIO STATEMENT

Notes to the Output Statements and Performance Information

There have been no changes to outputs or performance measures.

Output Class Reconciliation

The following table provides the reconciliation between the 2000-01 Budget expenses and the 2000-01 estimated result expenses.

Output class 2000-01 2000-01 Budget Expenses Estimated Result (per 2000-01 Portfolio Statements) Expenses $000 $000 Prescribed Audits 9 247 8 922 Special Investigations 394 1 119 Administered Items — Special Acts 197 208 TOTAL 9 838 10 249

The variation in the Prescribed Audits output resulted from the department’s restructure of part of its work program to accommodate the conduct of the special investigations, resulting in the deferral of certain special audit review work to the latter part of 2000-01 and into the 2001-02 financial year.

The variation in the Special Investigations output resulted from the unexpected additional work to finalise the following special investigations:

· On 1 July 1999 the Electricity Corporations (Restructure and Disposal) Act 1999 was assented to and required the Auditor-General to undertake work associated with the long-term lease of the State’s electricity assets.

· On 9 December 1999 the Treasurer, pursuant to Section 32 of the Public Finance and Audit Act 1987, requested the Auditor-General to examine and report on the dealings relating to the Hindmarsh Soccer Stadium Redevelopment Project.

During the year the department sought and obtained additional funding of $400 000 from the Treasurer to complete these special investigations.

The variation in the Administered Item – Special Acts results from the increase in employee entitlements as a result of a Remuneration Tribunal Determination.

Additional information for Administered Items

1.69

Additional administered items information for The Auditor-General's Department Statement of Cash Flows

2001-02 2000-01 2000-01 Budget Estimated Budget $000 Result $000 $000

CASH FLOWS FROM: Operating Activities Receipts Other Receipts – Fees for Audit and Other Sundry Receipts 8459 8363 7 913 Intra-sector Grants Received 197 193 188 Intra-sector Grants Received - Goods and Services Tax 835 290 - Total Receipts 9 491 8 846 8 101

Payments Employee Entitlements – Auditor-General 197 193 188 Other Payments – Receipts paid to Consolidated Account 8459 8363 7 913 Net Goods and Services Tax Payments 835 290 - Total Payments 9 491 8 846 8 101

1.70

COMMENTARY ON MAJOR RESOURCE VARIATIONS

Outputs Net Expenditure Summary and Financial Statements

The are no major variations for this department’s funding or for this department’s Financial Statements with the exception of the additional funding provided and the cost incurred in the 2000-01 year for the conduct of special investigations.

Administered Items

In accordance with the requirements of the Public Finance and Audit Act 1987, it is the practice of this Department to charge audit fees to auditees to recover the costs of conducting financial and compliance audits from those auditees. As a result of recent and proposed sales of public sector agencies the department estimated Audit fees budget has been reduced from $7.913 million in 2000-01 to $7.690 million in 2001-02.

Workforce

FTEs as at 30 June 2002 2001 Budget Estimate Estimated Result Auditor-General’s Department 106 106

Total Workforce 106 106

1.71

ADDITIONAL PORTFOLIO INFORMATION

Acts

The Public Finance and Audit Act 1987 prescribes the appointment provisions, powers, duties and responsibilities of the Auditor-General, and provides for the establishment of an administrative unit to assist the Auditor-General in the discharge of the prescribed duties and responsibilities. The administrative unit, the Auditor-General’s Department, has been established pursuant to the Public Sector Management Act 1995. The Auditor-General is required to be independent of Executive Government and as Chief Executive of the department is accountable to Parliament for the outcomes of the department.

1.72

Portfolio—Primary Industries and Resources

Deputy Premier Minister for Primary Industries and Resources Minister for Regional Development Minister for Minerals and Energy Minister Assisting the Deputy Premier

Table of Contents

Portfolio Structure ...... 2.1

Strategic Context ...... 2.2

Relationships between Priority Areas, Initiatives, Outcomes and Outputs ...... 2.3

Financial Summary ...... 2.4

Output Classes and Output Statements ...... 2.5

Output Net Expenditure Summary Statement ...... 2.17

Investing Summary Statement ...... 2.18

Budgeted Financial Statements ...... 2.20

Notes to the Portfolio Statement ...... 2.28

Commentary on Major Resource Variations ...... 2.31

Additional Portfolio Information ...... 2.34

Hon Robert Kerin MP Hon Wayne Matthew MP Deputy Premier Minister for Minerals and Energy Minister for Primary Industries and Minister Assisting the Deputy Premier Resources Minister for Regional Development

PRIMARY INDUSTRIES AND RESOURCES SA

Office of Regional Development

Administered Items Controlled Entities

· Natural Gas Authority of South Australia Food and Fibre incorporating · Fisheries Research and Development Fund Agriculture, Fisheries, Aquaculture · Natural Heritage Fund · SA Apiary Industry Fund Food for the Future · Cattle Industry Fund · Deerkeepers’ Compensation Fund · Gulf St Vincent Prawn Fishery Levy · Soil Conservation and Landcare Fund Sustainable Resources · Swine Compensation Fund · Dairy Industry Fund · Egg Industry Deregulation Fund · Riverland Wine Industry Fund Office of Minerals and Energy Resources incorporating Mineral · Natural Disaster Relief Fund Resources, Petroleum · Parafield Poultry Research Centre Land Sale · Extractive Areas Rehabilitation Fund · Energy Management Task Force Office of Energy Policy · Barley Industry Levy · Wheat Industry Levy · Sheep Industry Fund SA Research and Development · Aquaculture Lease Rehabilitation Fund Institute · Ministers’ salaries and allowances · Pastoral Board · SA Water - Pricing subsidy for water and wastewater to PIRSA Corporate country regions · Bio Innovation SA

2.1

STRATEGIC CONTEXT

For some years Primary Industries and Resources SA (PIRSA), a key agency for sustainable economic development, has been strengthening its capability across the demand chain to realise opportunities in the food, fibre, resource and energy sectors. PIRSA is also continuing to explore ways to better optimise the value of the State’s natural assets and increase community capital, particularly in rural and regional South Australia. An area of prime focus is the achievement of ecological sustainability and large scale rehabilitation of degraded landscapes.

PIRSA will utilise emerging opportunities to develop new products and attract new companies and industries through new applications of technology, new product development and marketing of information and expertise. This is changing the mix of our research and development, consulting and information services. Together with increased emphasis on rehabilitation of degraded landscapes, this means that new skills and approaches are needed within the organisation.

This has and will continue to present challenges for staff, stakeholders and customers as PIRSA projects and services adapt to our constantly changing world.

This portfolio is participating in the expansion of Australia’s food, fish, fibre, resource and energy industries, including biotechnology opportunities derived from our primary industries. The portfolio will align its capability to further enhance South Australia’s economic growth and global competitiveness, and deliver ecologically sustainable outcomes.

2.2

RELATIONSHIPS BETWEEN PRIORITY AREAS, INITIATIVES, OUTCOMES and OUTPUTS

The following chart outlines the relationships between priority areas, initiatives, outcomes and outputs.

Major initiatives in line with target government outcomes Ongoing portfolio outcomes and outputs

Cross-Government Priority Ministerial Priority Areas Portfolio Outcomes Areas and Key Initiatives

· Responsible · Maximise the · Growth and development of innovative and budgeting based on growth of the internationally competitive primary, resource and improved strategic farmed seafood energy based industries in South Australia planning industry · Ecologically sustainable development of the primary · More jobs through · Revitalise rural industries, resources and energy sectors identifying and regional opportunities and communities in · Restored and enhanced productive landscapes and monitoring threats South Australia by ecosystems for strategic a whole of · Prosperous and self-reliant regional communities that industries government confidently respond to change Regional · Inter-government Development · PIRSA is regarded as a respected, credible and relations Strategy successful organisation · Government · Rehabilitate our delivering to natural resource communities and infrastructure including early assets intervention Portfolio Output Classes and Outputs services · Oversee implementation of Information Services · Water and natural the State Food · Data and information products and services resource Plan and program management · Research and scientific services · Accelerate the · Maintaining a development of State Resource Regulation Services highly skilled and the South responsive public Australian · Resource regulation planning services sector Bioscience · Licensing services · Reducing harm Industry through from drugs Bio Innovation SA · Compliance services · Youth · Build natural · Incident response services resource · Maximising management Coordination and Advice benefits for the capacity in the · Policy advice and support services community and regions South Australian · Legislation development and review services businesses by · Provide for ecologically capturing Facilitation Services opportunities in the sustainable new economy development of · Facilitation planning services the State’s living · Participation in marine resources · Trade and market services community life · Implement State · Training and education services including Resources Plan volunteering · Portfolio program management services · Ensure biosecurity · Rural and regional · Natural resource based infrastructure project services infrastructure of plant and animal industries · Advancing reconciliation · Ensure availability across Government of renewable and sustainable energy sources in South Australia

2.3

FINANCIAL SUMMARY

The following table provides a summary of the portfolio expenditure and revenue by Output Class for the 2001-02 Budget. $ million

Portfolio Expenditure by Output Class:

Information Services 61.621 State Resource Regulation Services 39.146 Coordination and Advice 8.029 Facilitation Services 106.386

Portfolio Administered Expenditure: 428.735

Portfolio Revenue by Output Class:

Information Services 27.462 State Resource Regulation Services 13.077 Coordination and Advice 0.469 Facilitation Services 44.381

Portfolio Administered Revenue: 426.075

Portfolio Investment by Output Class: Information Services 8.776 State Resource Regulation Services 1.200 Coordination and Advice 0.150 Facilitation Services 6.406

2.4

OUTPUT CLASSES

The portfolio has identified four broad output classes which reflect the nature of the services delivered to the South Australian community.

Output class 1: Information Services

This output class includes services for the generation, synthesis and dissemination of information and technology.

Targets for 2001-02 Highlights for 2000-01

· Commence a program to ensure access to and availability · Mapped soil and landscape data information for South of integrated natural resource and environmental Australian agricultural areas information to South Australian regions · Completed first Statewide assessment of soil resource · Commence programs for management and rehabilitation of condition for agriculture agricultural soils to reduce wind and water erosion, soil acidity, water repellence and a decline in soil fertility · Developed Geospatial Information Services (GeoServer) system to enable the delivery of geospatial data across the · Review and expand the features and range of tenement internet services and geoscientific information that can be accessed online through the GeoServer system · Reviewed and implemented the Minerals Plan and the · Promote acreage releases at international and national Petroleum Promotion Plan conferences · Completed Northern Musgrave Block airborne surveys · Develop promotional CDs and brochures and distribute to and Australian Geological Survey Organisation/Minerals targeted petroleum industry contacts and Energy Resources joint airborne electromagnetic trial surveys and made data available · Complete all Targeted Exploration Initiative (TEISA) projects, including southern Musgrave Block airborne · Launched the first SA Food Industry Community on the survey and Lake Harris aerial electromagnetic survey SA Food online communities website at the March 2001 · Launch the redeveloped SA Food online website, Premier’s Food for the Future Council meeting including industry participants channel, self-managed · Signed agreements with three international companies to communities and hosted South Australian food industry commercialise SARDI technology—the major initiative websites was the agreement with Aventis Cropscience to deliver the · Establish a bioscience business incubator capability for root disease testing service across Australia plant and animal research outcomes · Applied new reproductive technology to Matilda, · Review organisational processes and business requirements Australia’s first cloned sheep, resulting in surrogate ewes to identify future opportunities for e-business producing three lambs developments · Established two PIRSA internet pilot e-business systems, · Develop an e-business information service for the Agricultural Diagnostic On-Line Services (ADOS) for horticulture industry seed testing results, and GeoServer · Introduce online licence renewals for the commercial · Officially opened Roseworthy Information Centre, with fishing sector information services transferred from Murray Bridge to · Facilitate the development of a seafood consumer internet Roseworthy site · Commercially released Kukri, a prime hard quality wheat · Upgrade services and information delivered from PIRSA developed as part of the wheat breeding program at regional offices, Service SA and the PIRSA On Line Roseworthy bookshop · Cropwatch, the Riverland grape industry’s disease risk · Produce manuals to assist 200 retail butchers implement reporting service, achieved growth of 30% on 1999-2000 food safety based quality assurance programs · Expand Cropwatch to cover all 1200 grape growers in the · Developed a Quality Assurance Manual and Hazard Riverland Analysis Critical Control Points (HACCP) Plan for the dried fruits industry · Develop national School Resource Kit on commercial fishing · Implemented a vessel monitoring system (VMS) to support the commercial fishing sector · Expand the FISHCARE Volunteer Program · Establish a Cooperative Research Centre on Sustainable · Produced and distributed 80,000 recreational fishing Finfish Aquaculture guides · Negotiate through SARDI, Adelaide University and the Grains Research and Development Corporation (GRDC) a corporate entity to develop and deliver new wheat varieties in southern Australia

2.5

Outputs Statement and Performance Information for Output Class 1:

Output: 1.1 Data and information products and services Description: Provision of information services incorporating publications and electronic information and products, training and consulting services and services based on data held and synthesised into information products, eg books and publications, world wide web, information centres, core library, archiving data, GIS, market intelligence, minerals schools education program

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: Activity Levels Activity Levels No. of individual publications/information packages developed (a) 390 No. of website hits (a) 123 000 No. of consulting services (information transfer) 1 250 800(b) Capacity to handle enquiries (no. of enquiries) 61 100 187 500(c)

Quality: % of users/customers satisfied with the service against agreed 80%(d) >80% criteria, eg currency of information, accessibility, responsiveness Source: independent survey Timeliness: % achievement of agreed service standards, eg purchase/provider >90% >90% contracts, service standards, website integrity

Cost: Total 2001-02 Budget expense of this output: $10 223 000 Reasons for variance: (a) Where new performance measures have been introduced, data cannot be provided for 2000-01. (b) Changes in demand/supply—activity levels within this output increase/decrease in line with customer demand and/or resource variations. (c) Improved data capture—changes in activity levels resulting from improvements to project specifications and data capture systems. (d) Additional survey results will be available in June 2001, which may change final percentage.

2.6

Output: 1.2 Research and scientific services Description: Generation of new technologies, methodologies and practices through research and development; the review and synthesis of information; dissemination of research results; the provision of diagnostic and geoscientific services, eg cereal breeding, geological survey, tests and analyses.

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: Activity Levels Activity Levels No. of projects ongoing or started in this period 270 260 No. of projects completed in this period 85 80

Quality: % of all projects/services that meet agreed criteria (milestones) >90% >90% and contribute to the defined project outcomes and scope

% of users/customers satisfied with the service against agreed (a) criteria, eg currency of information, accessibility, responsiveness >80%

Timeliness: % achievement of agreed milestones as stated in project >83% >90% plans/contracts

Cost: Total 2001-02 Budget expense of this output: $51 398 000

Reasons for variance: (a) Where new performance measures have been introduced, data cannot be provided for 2000-01.

2.7

Output Class 2: State Resource Regulation Services

This output class includes services that are required to regulate the use of and protect the State’s natural and productive resources. These services are the responsibility of PIRSA through either legislative responsibilities or Cabinet policy.

Targets for 2001-02 Highlights for 2000-01

· Commence branched broomrape program with · A branched broomrape survey of 240 000 ha in South eradication measures, quarantine, surveying and research Australia and Victoria identified infestations on 130 properties (11 000 ha)—ARMCANZ agreement to $2.7m · Finalise Cooper Basin 1999 and 2000 native title eradication program agreements and issue respective exploration licences; commence right to negotiate process for all remaining · Averted major crop damage from locusts in a highly exploration licence application areas successful control program by State Government and Commonwealth Government and landholders—sprayed · Expand the features and range of tenement services and over 1 million ha of land in South Australia and New geoscientific information accessed online, and upgrade South Wales with no environmental or residue problems the mineral tenements database MinREG reported · Improve electricity industry regulatory arrangements · Cooper Basin 1998 agreement near completion on agreed · Monitor and report to Parliament on the performance of principles as negotiated; Cooper Basin 1998 exploration the gas industry licences proposed to be granted by June 2001 · Review and audit Safety and Technical Management · Developed phase 1 modules under the GeoServer Project, Plans for electricity entities including Minerals Exploration Tenements Application (META)—an electronic lodgement system for mineral · Implement recognition and acceptance of ecologically exploration tenements, and Mining Industries GeoServer sustainable development (ESD) principles by fish farmers (MIGS)—online access to regional geoscientific and the adoption of models for sustainability information · Establish structured programs for training and animal · Established committee of electricity regulators to review disease surveillance, including implementation of Primary and coordinate regulatory activities—committee liaises Industries Information Management System with Electricity Industry Ombudsman and consists of South Australian Independent Industry Regulator, · Minimise the impact of Mediterranean fruit fly incursions Technical Regulator and Electricity Planning Council and review processes for control and management · Established Safety and Technical Management Plan · Establish formal property disease management programs requirement with all licensed electricity entities on all known disease-infected livestock herds · The number of aquaculture licences and permits exceeded · Continue surveillance with effective detection and control that of wild fisheries for the first time of new cases of both Ovine and Bovine Johnes disease; continue to ensure no bovine TB incidents diagnosed in · Implemented a new approach to integrate aquaculture South Australia for the year management plans into the planning process to provide greater confidence and certainty in the approval system · Enhance meat industry audit reporting that will provide improved risk management and data collection, and target · Developed an improved aquaculture tenure allocation and resources at industry poor performers licence assessment process · Implement a primary industry food hygiene program to · Successfully eradicated fruit fly outbreaks during the year support the new Food Act and undertake a food safety risk assessment program · Achieved control of Ovine Johnes disease in South Australia; implemented a new regulatory program for · Achieve all of chain food safety through the inclusion of control of Bovine Johnes disease ‘retail’ meat processing under the Meat Hygiene Act 1994, and accreditation of another 150 businesses · No bovine TB incident diagnosed in South Australia for the year · Review all fisheries management plans in line with ESD principles · Enacted strategies to prevent the spread of Anthracnose in lupins and to eliminate the disease on affected properties · Achieve decreased levels of illegal fishing with additional on Lower Eyre Peninsula and Lower South East fisheries compliance resources · 1200 audits of South Australian meat processing · Implement management arrangements for charter fishing businesses verified industry operating in accordance with vessels Australian Standards, with a reduction in non-conformance rates · Implement changes emanating from recreational fishing th review and marine scalefish restructure review · Accredited the 700 meat processing business under South Australia’s Meat Hygiene Program · Improve the management of existing and proposed marine protected areas in collaboration with the · Completed recreational fishery review Department of Environment and Heritage · Completed marine scalefish restructure review

2.8

Outputs Statement and Performance Information for Output Class 2:

Output: 2.1 Resource regulation planning services Description: Provision of planning assistance and advice to customers; coordination of the development of plans and strategies to meet statutory and other policy requirements, eg contingency plans involving industry/community

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: Activity Levels Activity Levels % and no. of agreed services completed 99% of 475 100% of 560(a)

Quality: % of users/customers who rank our service as good or better on 85% >80% the basis of an independent survey against agreed criteria, eg responsiveness, thoroughness, accuracy, staff knowledge and competence

Timeliness: % achievement of agreed milestones as stated in work >90% >90% plans/schedules

Cost: Total 2001-02 Budget expense of this output: $10 268 000 Reasons for variance: (a) Some projects transferred in from other outputs. This is a technical change resulting from a remapping of project(s) to outputs from 2000-01 to 2001-02.

Output: 2.2 Licensing services

Description: Services related to the issuing of licences, eg fishing licences, petroleum exploration and production licences and mineral tenements

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: Activity Levels Activity Levels No. of licences/registrations/accreditations (new and renewal) 15 800 17 250(a) Quality: % of users/customers who rank our service as good or better on 80% >80% the basis of an independent survey against agreed criteria, eg responsiveness, thoroughness, accuracy, staff knowledge and competence

Timeliness: % of services delivered to agreed scheduled timeframes >70% >90%(a) stipulated in legislation or departmental policy and service charter/service level agreements Cost:

Total 2001-02 Budget expense of this output: $4 978 000 Reasons for variance: (a) Changes in demand/supply—activity levels within this output increase/decrease in line with customer demand and/or resource variations.

2.9

Output: 2.3 Compliance services Description: Inspection, certification, investigation and surveillance, enforcement, prosecution and awareness services eg, Fishwatch, disease surveys, mine inspections

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: Activity Levels Activity Levels Capacity to implement agreed audit/sampling schedule: · No. of person days related to compliance awareness (a) 2 500

(a) · No. of audits 1 250 (a) · No. of incident investigations 3 550 · No. of cautions/expiation notices 2 350 2 400 · No. of prosecutions 140 140

Quality: Compliance rate >88% >90% No. and % of non-compliance incidents requiring action resolved 1 590 (70%) 1 600 (71%) No. and % of prosecutable cases that are successful 130 (93%) 135 (96%)

Timeliness: % achievement of agreed milestones as stated in work >90% >90% plans/schedules Cost:

Total 2001-02 Budget expense of this output: $18 049 000 Reasons for variance: (a) Where new performance measures have been introduced, data cannot be provided for 2000-01.

Output: 2.4 Incident response services Description: Detection and response to adverse events and emergencies, eg petroleum product shortages, locusts/grasshoppers, Ovine Johnes disease, floods, pest incursions (marine, animal and plant)

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: Activity Levels Activity Levels Capacity to provide minimum requirements within specified response time: Estimated no. of incidents (based on historical data) 75 63(a) Quality: % of incidents detected and response to adverse events and 100% 100% emergencies measured against agreed plans and specifications

Timeliness: % of response against agreed plans and specifications 100% 100%

Cost: Total 2001-02 Budget expense of this output: $5 851 000 Reasons for variance: (a) Reduction in activity level due to reduced expectation of contaminant incidents.

2.10

Output Class 3: Coordination and Advice

This output class includes all coordination of whole of government initiatives or services as well as policy advice and development for and on behalf of the Minister.

Targets for 2001-02 Highlights for 2000-01

· Enact Integrated Natural Resource Management · Completed consultation phase for the draft Integrated legislation Natural Resource Management Bill · Complete joint projects with the petroleum industry to · Regulations to be drafted for the Offshore Minerals Bill— better define regulatory issues, for example risks to received no applications from explorers for offshore groundwater; develop policy principles to enforce the tenements Petroleum Act 2000 · Commenced amendment to Private Mine legislation; · Finalise the Memorandum of Understanding for dealing developed draft issues paper for Mining Act 1971 review with interstate gas emergencies amongst Australian States · Successfully implemented Petroleum Act 2000 and · Ensure an effective and efficient administrative transition Regulations; assessed industry compliance with new Act to the new Aquaculture Act and Regulations as satisfactory · Implement reforms as necessary arising from the reviews · South Australia taken the lead, through the COAG Energy of the Dried Fruits Act 1993, Citrus Industry Act 1991, Markets Group, in developing national protocols and Phylloxera and Grape Industry Act 1995, Meat Hygiene emergency provision for all Australian States to deal with Act 1994, Noxious Insects Act 1934, Rural Industry interstate gas emergencies Adjustment and Development Act 1985, Agricultural Chemicals Act 1955, Stock Feed Act 1941, Stock · Completed Aquaculture Bill consultation—Cabinet Medicines Act 1939, Petroleum (Submerged Lands) Act submission and drafting instructions to be completed by 1982, Poultry Meat Industry Act 1969, Veterinary June 2001 Surgeons Act 1985, Seeds Act 1979 and Agricultural · Completed reviews of the Dairy Industry Act 1992, Dried Chemicals Act 1955 Fruits Act 1993, Phylloxera and Grape Industry Act 1995, · Develop and introduce a risk management process across Meat Hygiene Act 1994, Noxious Insects Act 1934, Rural all fisheries Industry Adjustment and Development Act 1985, Agricultural Chemicals Act 1955, Stock Feed Act 1941 · Conduct a review of the Fisheries Act and Stock Medicines Act 1939 · Introduce a draft Mining Bill to Parliament by June 2002 · Completed Field Crops Industry Development Board strategic planning process · Develop in conjunction with the Dairy Industry Development Board a 10-year plan for the dairy industry · Developed targeted export market strategy for the seafood industry · Completed strategic framework for the Seafood Industry Development Board

Outputs Statement and Performance Information for Output Class 3:

Output: 3.1 Policy advice and support services Description: Policy advice and development for and on behalf of the Government, responses to government questions, briefings, speech notes, decision support and other support as determined; representation of the Government on State and national groups

The effective measurement of policy and advice and coordination output is a significant challenge. At this stage no accurate and practical measures have been devised.

Total 2001-02 Budget expense of this output: $6 152 000

2.11

Output: 3.2 Legislation development and review services Description: Development, monitoring and review of legislation, and legal advice

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: Activity Levels Activity Levels As scheduled for current year: No. of Acts reviewed 47 32(a)

Quality: % of legislation development and review carried out in 100% 100% accordance with legal standards, Minister’s Office and Cabinet guidelines

Timeliness: % according to agreed schedules for individual pieces of 100% 100% legislation Cost: Total 2001-02 Budget expense of this output: $1 877 000 Reasons for variance: (a) Change in demand/supply—–completion of National Competition Policy reviews.

2.12

Output Class 4: Facilitation Services

This output class includes facilitation services that establish strategic alliances and strategies in the areas of wealth, health, welfare, safety, sustainability or self-reliance of industries, enterprises or communities.

Targets for 2001-02 Highlights for 2000-01

· Commence implementation of National Salinity Action · Completed Eyre Peninsula, Riverland and Murray Mallee Plan in Murray–Darling Basin, Mount Lofty Ranges/ rural partnership programs Northern Agricultural Districts and South East · Premier released Directions for Managing Salinity in · Further construct water supply pipelines and replace open South Australia in August 2000 channels and water wasting overflow basins at Loxton · Completed Regional Planning Frameworks for the South · Develop Lower Murray Reclaimed Irrigation Area East, Mid North and Riverland rehabilitation options and schedule construction program · Rehabilitation of irrigation supply headworks at Loxton · Initiate the new FarmBis program to improve the skills of progressed on schedule with completion date brought farmers and fishers in business and natural resource forward by two years to December 2003 management · Refocused TEISA program to include more collaborative · Establish South East Regional Information Centre and industry/Minerals and Energy Resources group and enhance regional capacity building with the transfer of drilling programs spatial skills and knowledge · Established Resources Industry Development Board · Attract South East horticultural industry development using the Natural Resources and Environmental · Prepared Energy Management Plan—details of progress in Management System implementing strategies for South Australian industry at · Develop an ESD policy framework which includes website PIRSA and the industries with which it is associated, · The Premier’s Food for the Future Council endorsed State including fishing, mining and agriculture Food Plan and Program 2001-04 · Identify and implement programs to stimulate mineral · Implemented targeted export facilitation strategy with exploration activity in South Australia in line with the Japan and Taiwan Resources Task Force recommendations—target investment of $100 million per year by 2007 · Aquaculture industry production value increased by 23% · The Resources Industry Development Board to develop in past year with rise of 14% in the number of jobs priorities for land access issues, pre-competitive (preliminary estimates only) geoscience data acquisition and regional infrastructure · The Gross Value of Production (GVP) for aquaculture · Implement Agency Energy Use Action Plan—revise exceeded the wild fisheries sector for the first time agency targets and develop performance indicators · Established an Aquaculture Advisory Committee · Increase the focus and commitment to sustainable and · Developed strategic alliances with Regional Development renewable energy through promotion, policy and Boards for information provision to fish farmers programs · Launch Integrated State Food Program 2001-04 · Prepared submission for an enhanced plant science research commercialisation facility at the Waite Precinct · Facilitate development of innovative food products, packaging and production processes for target markets · Expanded number of tests available through the commercial Root Disease Testing Service · Implement food industry demonstration projects in innovative value-adding and develop demand chains in · Initiated Southern Rangelands program to help pastoralists key South Australian food regions examine their businesses and options for more ecologically and economically sustainable situation · Complete four aquaculture management plans for Lower Eyre Peninsula, South East, Upper Spencer Gulf and Far · Established Sheep Industries Development Centre to foster West Coast productivity and profitability improvements in the sheep industries · Further negotiate to establish commercial linkages in plant sciences · Commonwealth Government’s Dairy Structural Adjustment Package provided $12 million to South · Establish a bioscience incubator capability for Australia’s dairy producers Bio Innovation SA · Developed Buyer Aware Scheme, a draft induction · Develop profitable and sustainable farming systems and high value grains and grain products using a ‘project package for commercial fishers, for further industry consultation and implementation champion concept’ · Develop diversification options for the Southern Rangelands · Facilitate co-management arrangements (government, industry, community) for all fisheries · Implement a strategic policy and planning framework to ensure the ecologically sustainable management of the State’s farmed seafood sector

2.13

Outputs Statement and Performance Information for Output Class 4:

Output: 4.1 Facilitation planning services Description: Provision of planning assistance and advice, development of strategic plans, industry development and development of long-term strategies including infrastructure, and planning for land access and rural community access to services, eg Food and Fibre Plans, regional strategies, Local Action Plans

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: Activity Levels Activity Levels No. and % of agreed services completed 62 (100%) 130 (100%)(a) Quality: % of customers who rank our service as good or better on the >80% >80% basis of an independent survey against agreed criteria, eg responsiveness, innovation Source: independent survey Timeliness: % achievement of agreed milestones as stated in project >90% >90% plans/contracts

Cost: Total 2001-02 Budget expense of this output: $12 596 000 Reasons for variance: (a) Some projects transferred in from other outputs. This is a technical change resulting from a remapping of project(s) to outputs from 2000-01 to 2001-02.

Output: 4.2 Trade and market services Description: A range of services that develop, maintain or improve access for industries to interstate and international markets through business and trade alliances, eg investment facilitation and promotion, trade missions/delegations Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: Activity Levels Activity Levels No. and % of agreed services completed 27 (100%) 30 (100%)

Quality: % of customers who rank our service as good or better on the >80% >80% basis of an independent survey against agreed criteria, eg responsiveness, innovation Source: independent survey

Timeliness: % achievement of agreed milestones as stated in project >90% >90% plans/contracts

Cost: Total 2001-02 Budget expense of this output: $3 075 000

2.14

Output: 4.3 Training and education services Description: Services related to working with communities and groups to develop their human capital and self-reliance, eg property management planning workshops, rural leadership projects, Top Crop workshops, some FarmBis services

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: Activity Levels Activity Levels No. of courses/services developed (a) 73 No. of person days provided by facilitators/coordinators (a) 11 400 No. of hours provided by trainers/educators: · contact hours 29 500 25 300(b) · participant hours 510 000 511 000

Quality: % of users/customers satisfied with the service against agreed >80% >80% criteria, eg currency of information, accessibility, responsiveness Source: independent survey

Timeliness: % achievement of agreed milestones as stated in project 100% 100% plans/contracts Cost: Total 2001-02 Budget expense of this output: $5 075 000 Reasons for variance: (a) Where new performance measures have been introduced, data cannot be provided for 2000-01. (b) As a consequence of the new indicators for this output, the definition for this indicator has been amended, leading to a change in activity levels for 2001-02.

Output: 4.4 Portfolio program management services Description: Management of programs within the Minister’s portfolio by PIRSA as a lead agency for Government, eg Rural Adjustment Scheme, Natural Heritage Trust, FarmBis, Coastcare

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: Activity Levels Activity Levels No. of programs managed 41 39

Quality: % of users/customers satisfied with the service against agreed >80% >80% criteria, eg currency of information, accessibility, responsiveness Source: independent survey

Timeliness: % achievement of agreed milestones as stated in work 100% 100% plans/schedules

Cost: Total 2001-02 Budget expense of this output: $48 581 000

2.15

Output: 4.5 Natural resource based infrastructure project services Description: Project management of natural resource based infrastructure and remediation projects within the Minister’s portfolio by PIRSA as a lead agency for Government, eg Brukunga mine site operations, salinity — Upper SE drainage, Loxton irrigation rehabilitation

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: Activity Levels Activity Levels No. of projects managed 9 9

Quality: % of users/customers satisfied with the service against agreed >80%(a) >80% criteria, eg currency of information, accessibility, responsiveness Source: independent survey

Timeliness: % achievement of agreed milestones as stated in work 100% 100% plans/schedules Cost: Total 2001-02 Budget expense of this output: $37 059 000 Reasons for variance: (a) Additional survey results will be available in June 2001, which may change final percentage.

2.16

PRIMARY INDUSTRIES AND RESOURCES Outputs Net Expenditure Summary

2001-02 Budget 2000-01 Estimated Result

Expenses Administered Output Net Expenses Administered Output Net Expenses Revenue Expenses Expense Revenue Expenses

$000 $000 $000 $000 $000 $000 $000 $000

Output Class 1: Information Services 1.1 Data and information products and services ...... 10 223 — 1 944 8 279 12 562 — 4 054 8 508 1.2 Research and scientific services ...... 51 398 — 25 518 25 880 50 752 — 25 523 25 229

Output Class 2: State Resource Regulation Planning 2.1 Resource regulation planning services ...... 10 268 — 314 9 954 5 470 — 823 4 647 2.2 Licensing services ...... 4 978 — 11 309 (6 331) 1 214 — 7 130 (5 916) 2.3 Compliance services ...... 18 049 — 1 453 16 596 15 054 — 2 684 12 370 2.4 Incident response services ...... 5 851 — 1 5 850 13 023 — 596 12 427

Output Class 3: Coordination and Advice 2.17 3.1 Policy advice and support services ...... 6 152 — 404 5 748 6 863 — 72 6 791 3.2 Legislation development and review services ...... 1 877 — 65 1 812 1 594 — 460 1 134

Output Class 4: Facilitation Services 4.1 Facilitation planning services ...... 12 596 — 4 305 8 291 17 798 — 6 496 11 302 4.2 Trade and market services ...... 3 075 — 434 2 641 3 191 — 925 2 266 4.3 Training and education services ...... 5 075 — 1 755 3 320 4 913 — 1 330 3 583 4.4 Portfolio program management services ...... 48 581 — 15 885 32 696 32 802 — 12 351 20 451 4.5 Natural resource based infrastructure project services ...... 37 059 — 22 002 15 057 14 967 — 7 888 7 079

Total Outputs 215 182 — 85 389 129 793 180 203 — 70 332 109 871

Net Expenses are funded by the following revenues - General Revenue — — Commonwealth Funding (not attributed to specific outputs) — — Appropriation 115 624 113 266 Total Funding Provided 115 624 113 266

Add - Revenues from Investing Items — — - Administered Expenses — — Less - Administered Revenues — —

Operating Result before Tax (as per Statement of Financial Performance) (14 169) 3 395

INVESTING SUMMARY STATEMENT

Overview

Primary Industries and Resources SA (PIRSA) has an ongoing need for investment in buildings, equipment and information technology to produce its agreed service delivery outcomes. PIRSA owns and manages a number of large research centres across the State. Assets are purchased, maintained and, where necessary, sold to enable PIRSA’s outputs to be produced in the most efficient and effective manner.

Major Projects

Total Investment Payments for PIRSA comprise $2.9 million related to Loans to Cooperatives and Farmers and $13.6 million for Capital Projects. Capital Projects include:

· $1.9 million for Rectification of the Seawater Intake Pipeline at West Beach

· $1.6 million for Brukunga Mine Rehabilitation

· $1.4 million for the Plant and Food Biotechnology Centre

· $1.6 million for a replacement fisheries patrol vessel.

2.18

Investing Summary Statement

Primary Industries and Resources SA 2001-02 2000-01 2000-01 Budget Estimated Budget Result $000 $000 $000 INVESTMENTS Capital Projects Works in Progress Other Projects 3 280 — 700 Total Works in Progress 3 280 — 700

Minor Works 10 332 11 655 7 248

Total Capital Projects 13 612 11 655 7 948

Other Investments Other Investment Payments Rural Finance—Loans to Cooperatives 1920 80 1 000 Rural Finance—Loans to Farmers 1000 — 500 Total Other Investment Payments 2 920 80 1 500

Total Investment Payments 16 532 11 735 9 448

SOURCE OF FUNDS FOR INVESTMENTS State Government—Equity contribution (a) — — — Commonwealth Government — — — State Government—Other 16 532 11 735 9 448 Total Sources of Funds for Investments 16 532 11 735 9 448

(a) The source of these funds is the equity component of the appropriation funding applied to the investment program.

2.19

PRIMARY INDUSTRIES AND RESOURCES

Statement of Financial Performance

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Revenue

Operating Revenue

Grant Revenue ...... 45 425 30 851 30 851 Sales of Goods and Services ...... 6 542 5 475 5 488 Regulatory Fees ...... 4 545 4 525 4 525 Investment Revenue ...... 5 694 6 117 6 117 Other Revenue ...... 23 183 23 364 22 729

Total Operating Revenue ...... 85 389 70 332 69 710

Revenue from Government

State Government — Outputs Purchased ...... 115 624 113 266 106 974

Total Revenue from Ordinary Activities ...... 201 013 183 598 176 684

Expenses

Employee Entitlements — Salaries, Wages, Annual and Sick Leave ...... 68 690 64 188 61 588 Long Service Leave ...... 1 484 1 547 1 547 Payroll Tax ...... 4 415 4 549 4 549 Superannuation ...... 6 940 7 716 7 716 Supplies and Services — Other Supplies and Services ...... 83 913 61 709 62 591 Depreciation and Amortisation ...... 7 246 6 418 6 418 Interest and Other Finance Expenses ...... 1 648 1 951 1 951 Grants and Subsidies ...... 41 037 32 381 30 531 Other Expenses ...... (191) (256) (256)

Total Expenses from Ordinary Activities ...... 215 182 180 203 176 635

Operating Result after Income Tax ...... (14 169) 3 395 49

Increase/(Decrease) in Asset Revaluation Reserve ...... — — — Increase/(Decrease) in Retained Surplus on Adoption of New Standard ...... — — —

Total Amounts Recognised Directly in Equity ...... — — —

Total Non-owner Changes in Equity ...... (14 169) 3 395 49

2.20

PRIMARY INDUSTRIES AND RESOURCES

Statement of Financial Position

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Assets

Current Assets

Cash and Deposits at Call ...... 55 510 73 983 65 391 Receivables ...... 6 885 6 885 3 992 Inventories ...... 2 034 2 034 1 320

Total Current Assets ...... 64 429 82 902 70 703

Non Current Assets

Receivables ...... 21 435 23 671 24 820 Inventories ...... 264 264 125 Land and Improvements ...... 78 878 79 117 71 979 Plant and Equipment ...... 25 420 20 168 32 342

Total Non Current Assets ...... 125 997 123 220 129 266

Total Assets ...... 190 426 206 122 199 969

Liabilities

Current Liabilities

Employee Entitlements — Salaries and Wages ...... 4 077 4 026 3 298 Long Service Leave ...... 492 486 388 Payables ...... 4 741 5 497 4 107 Borrowings ...... 552 478 4 546

Total Current Liabilities ...... 9 862 10 487 12 339

Non Current Liabilities

Employee Entitlements — Long Service Leave ...... 17 819 16 372 16 784 Workers Compensation ...... 1 346 1 346 1 055 Payables ...... 2 014 1 883 1 930 Borrowings ...... 18 971 21 087 16 776 Other Non Current Liabilities ...... 2 482 2 846 2 879

Total Non Current Liabilities ...... 42 632 43 534 39 424

Total Liabilities ...... 52 494 54 021 51 763

Net Assets ...... 137 932 152 101 148 206

2.21

PRIMARY INDUSTRIES AND RESOURCES

Statement of Financial Position

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Equity

Accumulated Surplus ...... 100 942 115 111 111 216 Other Reserves ...... 36 990 36 990 36 990

Total Equity ...... 137 932 152 101 148 206

2.22

PRIMARY INDUSTRIES AND RESOURCES

Statement of Cash Flows

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000 CASH FLOWS FROM:

Operating Activities

Receipts

Commonwealth Grants and Payments ...... 11 856 17 480 17 480 Grants and Subsidies ...... 32 569 12 307 11 207 Sales of Goods and Services ...... 6 492 6 137 6 150 Interest ...... 5 744 6 242 6 242 Regulatory Fees ...... 4 545 4 525 4 525 Royalties ...... 635 1 004 369 Fees and Commissions ...... 22 548 22 360 22 360 State Government — Outputs Purchased ...... 115 624 113 266 106 974 Other Receipts ...... 1 000 1 064 2 164

Total Operating Receipts ...... 201 013 184 385 177 471

Payments

Employee Entitlements ...... 80 025 76 873 74 273 Supplies and Services ...... 84 003 61 045 61 927 Interest and Other Financial Payments ...... 1 578 1 876 1 876 Grants and Subsidies ...... 41 037 32 381 30 531

Total Operating Payments ...... 206 643 172 175 168 607

Net Cash Provided by Operating Activities ...... (5 630) 12 210 8 864

Investing Activities

Receipts

Sale of Property, Plant and Equipment ...... 400 1 506 120 Repayment of Advances ...... 5 331 6 626 6 626

Total Investing Receipts ...... 5 731 8 132 6 746

Payments

Purchase of Property, Plant and Equipment ...... 13 612 11 655 7 948 Advances Granted ...... 2 920 80 1 500

Total Investing Payments ...... 16 532 11 735 9 448

Net Cash Provided by Investing Activities ...... (10 801) (3 603) (2 702)

2.23

PRIMARY INDUSTRIES AND RESOURCES

Statement of Cash Flows

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Financing Activities

Receipts

Receipts from Appropriated Borrowings ...... 1 920 80 1 000

Payments

Repayment of Borrowings ...... 3 962 4 454 4 454

Net Cash Provided by Financing Activities ...... (2 042) (4 374) (3 454)

Net Increase/(Decrease) in Cash Held ...... (18 473) 4 233 2 708

Opening Cash Balance as at 1 July ...... 73 983 69 750 62 683

Closing Cash Balance as at 30 June ...... 55 510 73 983 65 391

2.24

ADMINISTERED ITEMS FOR THE DEPARTMENT OF PRIMARY INDUSTRIES AND RESOURCES

Statement of Financial Performance

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Revenue

Operating Revenue

Taxation ...... 737 715 535 Grant Revenue ...... 25 600 15 800 15 199 Sales of Goods and Services ...... 190 569 190 569 190 569 Regulatory Fees ...... 10 031 9 815 9 815 Other Revenue ...... 102 300 104 000 72 941

Total Operating Revenue ...... 329 237 320 899 289 059

Revenue from Government

State Government — Appropriation ...... 96 838 78 292 76 116

Total Revenue from Ordinary Activities ...... 426 075 399 191 365 175

Expenses

Employee Entitlements — Salaries, Wages, Annual and Sick Leave ...... 2 328 1 163 1 103 Supplies and Services — Rental Expenses ...... 190 000 190 000 190 000 Other Supplies and Services ...... 3 147 3 380 2 460 Interest and Other Finance Expenses ...... 145 150 150 Grants and Subsidies ...... 132 015 100 434 100 457 Other Expenses ...... 101 100 102 800 68 140

Total Expenses from Ordinary Activities ...... 428 735 397 927 362 310

Operating Result after Income Tax ...... (2 660) 1 264 2 865

Increase/(Decrease) in Asset Revaluation Reserve ...... — — — Increase/(Decrease) in Retained Surplus on Adoption of New Standard ...... — — —

Total Amounts Recognised Directly in Equity ...... — — —

Total Non-owner Changes in Equity ...... (2 660) 1 264 2 865

2.25

ADMINISTERED ITEMS FOR THE DEPARTMENT OF PRIMARY INDUSTRIES AND RESOURCES

Statement of Financial Position

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Assets

Current Assets

Cash and Deposits at Call ...... 12 760 16 420 18 021

Total Assets ...... 12 760 16 420 18 021

Liabilities

Non Current Liabilities

Borrowings ...... 259 1 259 1 259

Total Liabilities ...... 259 1 259 1 259

Net Assets ...... 12 501 15 161 16 762

Equity

Accumulated Surplus ...... 12 501 15 161 16 762

Total Equity ...... 12 501 15 161 16 762

2.26

ADMINISTERED ITEMS FOR THE DEPARTMENT OF PRIMARY INDUSTRIES AND RESOURCES

Statement of Cash Flows

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000 CASH FLOWS FROM:

Operating Activities

Receipts

Taxation ...... 737 715 535 Commonwealth Grants and Payments ...... 25 600 15 000 15 000 Grants and Subsidies ...... — 800 199 Sales of Goods and Services ...... 190 569 190 569 190 569 Regulatory Fees ...... 10 031 9 815 9 815 Royalties ...... 102 300 104 000 72 941 State Government — Appropriation ...... 96 838 78 292 76 116

Total Operating Receipts ...... 426 075 399 191 365 175

Payments

Employee Entitlements ...... 2 328 1 163 1 103 Supplies and Services ...... 193 147 193 380 192 460 Interest and Other Financial Payments ...... 145 150 150 Grants and Subsidies ...... 132 015 100 434 100 457 Other Payments ...... 101 100 102 800 68 140

Total Operating Payments ...... 428 735 397 927 362 310

Net Cash Provided by Operating Activities ...... (2 660) 1 264 2 865

Financing Activities

Payments

Repayment of Borrowings ...... 1 000 1 259 1 259

Net Cash Provided by Financing Activities ...... (1 000) (1 259) (1 259)

Net Increase/(Decrease) in Cash Held ...... (3 660) 5 1 606

Opening Cash Balance as at 1 July ...... 16 420 16 415 16 415

Closing Cash Balance as at 30 June ...... 12 760 16 420 18 021

Further details on receipts and payments relating to Administered items can be found in the Notes to the Portfolio Statement.

2.27

NOTES TO THE PORTFOLIO STATEMENT

Notes to the Outputs Statement and Performance Information

Activities relating to the Pastoral Board have been transferred from the Department for Environment and Heritage and now form part of this statement.

Output Class Reconciliation

The following table provides a reconciliation between the 2000-01 Budget expenses and the 2000-01 estimated result expenses.

Output class 2000-01 2000-01 Budget Expenses Estimated Result Expenses $000 $000 Information Services 61 621 63 314 State Resource Regulation Services 39 146 34 761 Coordination and Advice 8 029 8 457 Facilitation Services 106 386 73 671 TOTAL 215 182 180 203

Ministers’ Offices

The following information presents the cost of provision and workforce in relation to the Ministers’ offices.

2001-02 2000-01 2000-01 Budget Estimated Budget Result Deputy Premier The cost of provision of the Minister’s office ($000) 1191 1166 889 Workforce for the Minister’s office (average FTEs) 14 14 12 Minister for Minerals and Energy The cost of provision of the Minister’s office ($000) 378 370 — Workforce for the Minister’s office (average FTEs) 4 4 —

Basis of Accounting

The portfolio’s estimates are prepared in accordance with generally accepted accounting principles, which are noted at the end of the Portfolio Statements.

Notes to the Financial Statements

During the 2000-01 year the Pastoral Board was transferred from the Department for Environment and Heritage to Primary Industries and Resources. The information presented in these estimates has been prepared to reflect a full year budget. 2.28

For this portfolio this means that the revenues and expenses and cash flows associated with the Pastoral Board activities undertaken by the Department for Environment and Heritage prior to the transfer to Primary Industries and Resources are included in these estimates.

Additional information for Administered Items

2.29

Additional Administered Items Information for the Department of Primary Industries and Resources Statement of Cash Flows

2001-02 2000-01 2000-01 Budget Estimated Budget $000 Result $000 $000

CASH FLOWS FROM: Operating Activities Receipts

Royalties 102 300 104 000 71 741 Sale of Gas 190 569 190 569 190 000 Appropriation 96 838 78 292 76 315 Natural Heritage Trust—Commonwealth Specific Purpose Grant 12 000 15 000 15 000 National Action Plan for Salinity and Water Quality 13 600 — — Regulatory Fees—Fisheries 10 031 9 815 9 815 Grants and Subsidies — 800 — Dividends from Private Sector, Land Rent and Royalties — — 1 200 Other 737 715 1 104

Total Receipts 426 075 399 191 365 175

Payments

SA and SW Queensland Cooper Basin Gas Producers 190 569 190 569 190 000 Bio Innovation 4 500 1 000 1 000 Natural Heritage Trust 12 000 15 000 15 000 National Action Plan for Salinity and Water Quality 27 200 — — SA Water Corporation—Pricing Subsidy for Water and Wastewater to Country Regions 79 529 76 283 75 116 Receipts Paid to Consolidated Account 101 000 102 800 68 140 Office of Regional Development 785 880 785 Regulatory Fees Transferred from Fisheries Research and Development Fund 8 436 8 436 8 436 Interest Payments—Gulf St Vincent Loan 145 150 150 Other 4 571 2 809 3 683

Total Payments 428 735 397 927 362 310 Net Cash Provided by Operating Payments (2 660) 1 264 2 865

Financing Activities

Payments Repayment of Borrowings—Gulf St Vincent Loan 1 000 1 259 1 259

Net Cash Provided by Financing Activities (1 000) (1 259) (1 259)

Net Increase/(Decrease) in Cash Held (3 660) 5 1 606 Opening Cash Balance as at 1 July 16 420 16 415 16 415 Closing Cash Balance as at 30 June 12 760 16 420 18 021

2.30

COMMENTARY ON MAJOR RESOURCE VARIATIONS

Outputs Net Expenditure Summary

Data and Information Products and Services

The decrease in revenue is largely attributable to the reclassification of petroleum licence fees to the Licensing Services output and a reduction in budgeted consultancy revenue for the PIRSA Rural Solutions group. Expenses also reflect lower budgeted costs for the PIRSA Rural Solutions group.

Resource Regulation Planning Services

The increase in expenditure is primarily due to additional funding for the farmed seafood initiative, the management of marine protected areas and food risk management and safety.

Licensing Services

The increase in revenue is due to the reclassification of licence fees from the Compliance Services output and Data and Information output. The increase in expenditure is due to the reclassification of energy policy costs associated with licensing being transferred from the Compliance Services output.

Compliance Services

The reduction in revenue is due to the output reclassification of fisheries and energy licence fees from Compliance Services to Licensing Services. The increase in expenditure is due to additional funding provided to increase activities in fisheries compliance.

Incident Response Services

The decrease in expenditure is due to a reduction in biosecurity activities in 2001-02.

Legislation Development and Review Services

The reduction in revenue is due to the reclassification of the National Gas Pipelines Advisory Committee to the Portfolio Program Management output. The increase in expenditure is due to higher costs associated with mineral legislation development.

Facilitation Planning Services

The reduction in revenue and expenditure is due to a decrease in Natural Heritage Trust funding.

2.31

Portfolio Program Management Services

The increase in expenditure reflects additional funding provided for the new FarmBis program, increased energy management initiatives and increased fuel costs for the remote areas energy scheme.

Natural Resource Based Infrastructure Project Services

The increase in expenditure is largely attributable to new funding for the National Action Plan for Salinity and Water Quality and an increase in expenditure for the Loxton irrigation rehabilitation scheme.

Statement of Financial Performance

Operating revenue is expected to increase by $15.1 million, from $70.3 million in 2000-01 to $85.4 million in 2001-02, mainly due to:

· $13.8 million for revegetation, drainage and rehabilitation programs under the National Action Plan for Salinity and Water Quality

· $2.5 million for the Loxton irrigation district rehabilitation project

· Commonwealth Government funding of $4 million for the new FarmBis program

· offset by a reduction of $2.7 million in Natural Heritage Trust funding.

Operating expenses are expected to increase by $35 million, from $180.2 million in 2000-01 to $215.2 million in 2001-02, primarily due to additional expenditure of:

· $13.8 million for revegetation, drainage and rehabilitation programs under the National Action Plan for Salinity and Water Quality

· $13.9 million for new initiatives including the farmed seafood initiative, the State Food Plan and fisheries compliance and management of fish resources, sustainable and renewable energy, the remote areas energy scheme, FarmBis and the Cooperative Research Centre on Sustainable Finfish Aquaculture

· $10 million in expenditure to meet commitments from funds carried over from 2000-01, the most significant item being the Loxton district irrigation rehabilitation project

· offset by a reduction in one-off biosecurity funding of $4.5 million associated with the 2000-01 plague locust outbreak.

Statement of Financial Position

The net asset position of the department shows a decrease of $14.2 million.

Current assets show a decrease of $18.5 million reflecting a reduction in cash which is mainly attributable to the expenditure to meet commitments from funds carried forward from 2000-01.

Non current assets show a decrease in receivables associated with a reduced rural loan portfolio and an increase in Plant and Equipment reflecting capital acquisitions.

2.32

Non current liabilities show an increase in long service leave mainly due to an increase in salary rates. The decrease in non current borrowings relates to a reduced borrowing portfolio associated with commercial rural loans.

Statement of Cash Flows

The projected closing cash balance at 30 June 2002 is estimated to decrease by $18.5 million, from $74 million at 30 June 2001 to $55.5 million at 30 June 2002. The decrease in cash mainly reflects the payment of carried forward funds from 2000-01. Reference should be made to the notes on the Statement of Financial Performance for details in major variations in operating activities.

The reduction in investing receipts is due to a reduction in repayments made by farmers for rural loans and the one-off proceeds from the sale of State Flora in 2000-01. The increase in investing payments is due to purchases of plant and equipment associated with the Brukunga mine site and the Roxby Downs Council office and community service facilities. Payments also increase due to advances carried forward for loans to farmers and cooperatives.

There has been an increase in financing activities from 2000-01 to 2001-02 due to the carryover of appropriated borrowings associated with loans to cooperatives.

Administered Items

Major variations within administered items are additional funding for Bio Innovation SA ($3.5 million), the National Action Plan for Salinity and Water Quality ($13.6 million) and the community service obligation for rural water and waste water ($3.9 million).

Workforce

Reporting Entity FTEs as at 30 June 2001 2000 Budget Estimate Estimated Result PIRSA 1309 1244 PIRSA administered 17 15 Total Workforce 1326 1259

2.33

ADDITIONAL PORTFOLIO INFORMATION

Acts

The principal legislation for which PIRSA has administrative responsibility through the Minister for Primary Industries and Resources and Minister for Regional Development is listed below. Many of these Acts are supported by Regulations and Indentures or Directions in some instances. Food and fibre

Agricultural industries Barley Marketing Act 1993 Biological Control Act 1986 Branding of Pigs Act 1964 Brands Act 1933 Citrus Industry Act 1991 Dairy Industry Act 1992 Deer Keepers Act 1987 Dried Fruits Act 1993 Fruit and Plant Protection Act 1992 Impounding Act 1920 Livestock Act 1997 Meat Hygiene Act 1994 Noxious Insects Act 1934 Phylloxera and Grape Industry Act 1995 Poultry Meat Industry Act 1969 Seeds Act 1979 South Australian Meat Corporation Act 1936 South Australian Meat Corporation (Sale of Assets) Act 1996 Swine Compensation Act 1936 Veterinary Surgeons Act 1985 Wheat Marketing Act 1989 Wine Grapes Industry Act 1991

Fisheries – Aquaculture Fisheries (Gulf St Vincent Prawn Fishery Rationalization) Act 1987 Fisheries (Southern Zone Rock Lobster Fishery Rationalization) Act 1987 Fisheries Act 1982

Sustainable resources

Agricultural and Veterinary Chemicals (South Australia) Act 1994 Agricultural Chemicals Act 1955 Animal and Plant Control (Agricultural Protection and Other Purposes) Act 1986 Dog Fence Act 1946 Soil Conservation and Land Care Act 1989

2.34

Stock Foods Act 1941 Stock Medicines Act 1939 Pastoral Land Management and Conservation Act 1989

Minerals and energy resources

Mineral resources Broken Hill Proprietary Company's Indenture Act 1937 Broken Hill Proprietary Company's Steel Works Indenture Act 1958 Mines and Works Inspection Act 1920 Mining Act 1971 Opal Mining Act 1995 Roxby Downs (Indenture Ratification) Act 1982

Petroleum Cooper Basin (Ratification) Act 1975 Petroleum Act 2000 Petroleum (Submerged Lands) Act 1982 (South Australia) (Commonwealth 1967) Santos Limited (Regulation of Shareholdings) Act 1989

Energy policy

Electrical Products Act 1988 Gas Act 1997 Gas Pipelines Access (South Australia) Act 1997 Natural Gas Authority Act 1967 Natural Gas (Interim Supply) Act 1985 Natural Gas Pipelines Access Act 1995 (Repealed by S.50 of Gas Pipelines Access (SA) Act 1997 but temporarily continues in operation) Petroleum Products Subsidy Act 1965 Stony Point (Liquids Project) Ratification Act 1981

Corporate services

Primary Industry Funding Schemes Act 1998 Primary Producers Emergency Assistance Act 1967 Rural Industry Adjustment and Development Act 1985

Other Acts

In addition PIRSA has limited administrative functions under the following Acts that are committed to other Ministers. Electricity Act 1996 (This Act is now assigned to the Treasurer; the Technical regulator continues to be responsible for the administration of the technical and safety aspects of the Act) Fisheries Act 1995 (Victoria) Fisheries Management Act 1994 (New South Wales) Fisheries Management Act 1991 (Commonwealth) Fish Resources Management Act 1994 (WA) Harbours and Navigation Act 1993 2.35

Historic Shipwrecks Act 1981 National Parks and Wildlife Act 1972 Petroleum Products Regulation Act 1995 (part 5) (This Act is assigned to the Treasurer)

2.36

Portfolio—Treasury and Finance

Treasurer

Table of Contents

Portfolio Structure ...... 3.1

Strategic Context ...... 3.2

Relationships between Priority Areas, Initiatives, Outcomes and Outputs ...... 3.3

Financial Summary ...... 3.4

Output Classes and Output Statements ...... 3.5

Output Net Expenditure Summary Statement ...... 3.13

Investing Summary Statement ...... 3.14

Budgeted Financial Statements ...... 3.15

Notes to the Portfolio Statement ...... 3.29

Commentary on Major Resource Variations ...... 3.31

Additional Portfolio Information ...... 3.35

Hon Rob Lucas MLC Treasurer

DEPARTMENT OF TREASURY AND FINANCE

RevenueSA

South Australian Government Financing Authority

South Australian Government Captive Insurance Corporation

Super SA

3.1

STRATEGIC CONTEXT

The Department of Treasury and Finance is the lead agency supporting the Government’s key economic and financial policy outcomes through the provision of advice and coordination of resource allocation for government programs. It also provides financial services to the Government and the community, including financial asset and liability management, collection of State taxes, and insurance and superannuation administration.

The purpose of the department is to provide economic and financial services to, and on behalf of, the Government of South Australia, and to strengthen the State’s finances and the South Australian economy. This is achieved by providing economic, policy and financial advice, by managing the whole of government financial management processes and by providing finance related services.

The vision for the department is to be an organisation respected for the quality and integrity of its advice, the standard of public sector financial management, the level of service delivered to its clients and the development of its people.

The major clients of Treasury and Finance are:

Government—the department’s principal client is the Treasurer and through the Treasurer, the Government, for its work in administering and coordinating the State Government’s finances and providing a range of financial services.

Government agencies—in addition to administering and coordinating the Government’s requirements across agencies, the department delivers a range of services, including advice and technical support, to all portfolio groups, State agencies and government businesses.

The South Australian community—the broader community, through the elected Government and Parliament, is the ultimate client of the department’s services. Treasury and Finance has direct dealings with a range of community members, including taxpayers and their representatives, members of superannuation schemes and the business community generally.

The Department of Treasury and Finance has a key role in supporting the Government Outcomes for South Australia by ensuring accountability for public sector resources, and ensuring that the State’s finances are on a sound footing and that financial information flows provide a sound basis for Government decision making. It also fosters reforms that will improve economic efficiency.

In particular, it has set the key priority of ‘Support Government Reform Programs’, with particular emphasis on the following strategies:

· implement the Government’s medium-term budget objectives · improve the financial management processes of the public sector · implement National Competition Policy and microeconomic reforms.

3.2

RELATIONSHIPS BETWEEN PRIORITY AREAS, INITIATIVES, OUTCOMES AND OUTPUTS

The following chart outlines the relationships between priority areas, initiatives, outcomes and outputs.

Major initiatives in line with target government outcomes Ongoing portfolio outcomes and outputs

Cross-Government Priority Ministerial Priority Areas Portfolio Outcomes Areas and Key Initiatives

· Responsible · Strengthened State · Strengthened State economy budgeting based on finances improved strategic · Strengthened State finances planning · Strengthened State economy · Improved services · More jobs through identifying · Improved planning, opportunities and budgeting and monitoring threats for monitoring strategic industries · Inter-government Portfolio Output Classes and Outputs relations Ensuring Accountability for Public Sector Resources · Government delivering to · Policy analysis and advice communities · Budget and financial management including early intervention services · Microeconomic reform · Water and natural Financial Service Provision resource management · Revenue collection and management · Maintaining a highly skilled and responsive · Financing services public sector · Superannuation services · Reducing harm from drugs · Insurance services · Youth · Business support services · Maximising benefits for the community and South Australian businesses by capturing opportunities in the new economy · Participation in community life including volunteering · Rural and regional infrastructure · Advancing reconciliation across Government

3.3

FINANCIAL SUMMARY

The following table provides a summary of the portfolio expenditure and revenue by Output Class for the 2001-02 Budget.

$ million

Portfolio Expenditure by Output Class:

Ensuring Accountability For Public Sector Resources 17.141 Financial Service Provision 44.476

Portfolio Revenue by Output Class

Ensuring Accountability For Public Sector Resources 1.731 Financial Service Provision 25.541

Portfolio Investment by Output Class:

Ensuring Accountability For Public Sector Resources 0.185 Financial Service Provision 3.620

3.4

OUTPUT CLASSES AND OUTPUT STATEMENTS

The portfolio has identified two broad output classes that reflect the nature of the services delivered to the South Australian community.

Output Class 1: Ensuring Accountability for Public Sector Resources

This output class encompasses the outputs Treasury and Finance delivers in its role of ensuring accountability for public sector resources through providing policy, economic and financial advice to the Government, coordinating resource allocations for government programs and priorities at the whole of government level, coordinating market reforms and reviewing infrastructure needs.

Targets for 2001-02 Highlights for 2000-01

· Lead and coordinate the implementation of Public Private · $1.4 billion was received from the electricity asset disposal Partnerships in South Australia to bring the total for the program to $5.3 billion in gross proceeds—with net proceeds progressively applied to the · Establish an enhanced policy capability across major retirement of State debt expenditure areas of the State budget · Long-term leasing of the State’s electricity assets · Contribute to policy development relating to successfully concluded with the transfer of the last three of gambling-related issues the seven electricity entities to the private sector: Flinders Power Pty Ltd, ElectraNet SA and Terra Gas trader Pty · Improve and tighten monthly monitoring data collection from agencies Ltd · Improve and tighten revised budget adjustment process · Managed ongoing national tax reform implementation issues · Undertake review of government financial systems · Continued to engage constructively in the Commonwealth · Develop policy framework for introduction of Full Retail Grants Commission processes and all other aspects of Competition (FRC) in the electricity market Commonwealth–State financial relations · Implement regulatory and legislative arrangements to · Participated in reciprocal tax initiatives support introduction of FRC in the electricity market · Progressed scheduled legislation reviews and provided · Continue facilitation of new sources of electricity advice in relation to National Competition Policy issues generation and interconnection including Competitive Neutrality · Led the project to actively encourage the market to provide new gas supplies to South Australia including managing the Request for Submissions process, advising an interdepartmental committee, negotiating and finalising a non-financial Facilitation Agreement with the preferred proponent · Continued to facilitate private sector long-term energy infrastructure · Made improvements to operating and investing budget processes to maximise the use of agency performance monitoring data and improve the level of strategic advice available to the Government in exercising resource allocation decisions · Budget decision making was improved by increased use of non financial performance data and by monthly monitoring of agency performance

· Successfully managed implementation of the Commonwealth New Tax System across Government

· Reviewed the Financial Management Framework, resulting in the release of new Treasurer's Instructions, and the updating of guidelines and statements of best practice · Corporatised ForestrySA and Public Trustee and made significant progress in the commercialisation of the West Beach Trust and Police Security Services · Commenced implementation of commercialisation/ governance reforms to TAFE Institutes

3.5

Outputs Statement and Performance Information for Output Class 1:

Output: 1.1 Policy analysis and advice Description: Provision of economic policy advice on a range of issues including revenue, Commonwealth–State relations, National Competition Policy, gambling policy and economic conditions; provision of strategic analysis of policy issues facing Government and the development of appropriate policy frameworks, along with the evaluation of existing policy positions across these frameworks

The effective measurement of policy and advice and coordination output is a significant challenge. At this stage no accurate and practical measures have been devised

Total 2001-02 Budget expense of this output: $3 278 000

Output: 1.2 Budget and financial management

Description: Management of the State Budget process; provision of policy advice to Government on whole of government budgetary and financial issues including financial risk management; monitoring and reporting of financial performance; provision of commercial advice to Government on its consolidated financial position; provision of advice to Government on budgetary and structural reform; and facilitation of best practice financial management reforms

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: Development of State Budget 1 1 Production of State Budget papers 1 1 Treasurer’s annual report to Parliament 1 1 Mid-year budget review 1 1 Consolidated whole of government financial statements 1 1 Quality: % of forecast errors in budget papers (aggregate revenues and <1.5% <1.5% expenditures)

Timeliness: Development of State Budget within agreed timeframe 31 May 2001 By agreed date Production of State Budget papers within agreed timeframe 31 May 2001 By agreed date Delivery of Treasurer’s annual report to Parliament within agreed 26 November 2000 (a) 30 September 2001 timeframe Delivery of mid-year budget publication within agreed timeframe Achieved (28 February 2001) 28 February 2002 Delivery of consolidated whole of government financial Achieved (31 December 2000) 31 December 2001 statements to Auditor-General Cost: Cost of managing Finance Branch Within budget allocation Within budget allocation

Total 2001-02 Budget expense of this output: $11 537 000

Reasons for variance: (a) Due to late receipt of information from agencies.

3.6

Output: 1.3 Microeconomic reform Description: Provision of advice on major market reforms (including management of electricity market reforms) and strategic issues relating to infrastructure requirements

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: Development of a policy framework for introduction of Full Commencement of policy Government endorsement of Retail Competition (FRC) development and consideration high-level policy settings, of high-level issues following consultation with stakeholders Implementation of supporting regulatory and legislative Scoping of regulatory and arrangements to support introduction of FRC legislative requirements Complete implementation of supporting instruments and communication strategy Quality: Development of arrangements to support timely implementation Arrangements being Satisfacatory arrangements in of FRC developed place

Timeliness: Achievement of the timetable for FRC introduction Development of policy Achieve policy development and framework commenced implementation within timeframe

Cost: Cost of managing Microeconomic Reform Branch Within budget allocation Within budget allocation

Total 2001-02 Budget expense of this output: $2 326 000

3.7

Output Class 2: Financial Service Provision

This output class encompasses the outputs Treasury and Finance delivers in its role of providing a range of whole of government services including liability management, collection of taxes, and insurance and superannuation administration.

Targets for 2001-02 Highlights for 2000-01

· Further the provision of interfacing and management of · Progressed the implementation of billing the fixed the taxation revenue base by electronic means, including property component of the Emergency Services Levy the implementation of a new Payroll Tax collection regime and Payroll Tax Information Management system · Implemented a number of taxation legislation reforms, (PIMS) including the introduction of the First Home Owner Grant Act 2000 and the National Tax Reform (State Provisions) · Continue with the implementation of taxation legislative Act 2000 as part of the Commonwealth Government tax reform reform initiatives · Implement further compliance and lodgement · Conducted taxation compliance programs focusing on data enforcement initiatives that identify and collect revenue, matching between WorkCover, Payroll Tax, Australian rebate, concession and grant defaults Standard Industry Code (ASIC) groupings, particularly for professional practices · Implement further taxpayer awareness programs to increase voluntary compliance · Implemented the First Home Owner Grant Scheme with 11 778 grants with a value of $82 436 010 being made as · Continue to meet Government’s debt funding at 30 April 2001 requirements · Retired around $2.6 billion in State debt, bringing the total · Expand South Australian Government Financing State debt retired from electricity proceeds to $4.9 billion Authority’s (SAFA) corporate treasury role within the public sector · Developed and implemented a new debt management framework for the Treasurer’s debt · Promote SAFA’s financial, commercial and risk advisory services · Facilitated the Government’s funding of the Alice Springs –Darwin Railway Project · Promote SAFA’s treasury management bureau services · Commenced a project for an e-commerce solution for · Implement e-commerce solutions for employers and employers and members of SuperSA superannuation members of SuperSA superannuation schemes schemes · Assess viability of implementing new post retirement/post · Improved communication to SuperSA members through exit products and financial planning advice for SuperSA the launch of the Women and Superannuation Program members and distribution of a more comprehensive member · Review insurance options for SuperSA members booklet, annual report and half-yearly communication · Implemented more frequent unit pricing for SuperSA · Maintain the Government’s comprehensive catastrophe reinsurance program at world competitive pricing members so that they can make decisions on switching superannuation products and receiving contributions based · Improve the effective and efficient management of on prices that better reflect the current market medical malpractice claims by restructuring South Australian Captive Government Insurance Corporation’s · Renewed the Government’s catastrophe reinsurance program in September 2000 at very competitive prices in (SAICORP) Claims Management section and improving view of the hardening of the world insurance market reporting capabilities · Contracted Aon Risk Services to provide reinsurance and · Improve information available to reinsurers through SAICORP website insurance broking services to SAICORP for three years from 1 April 2001

· Further consolidated and improved provision of insurance services to client agencies through on-site visits to agencies to discuss insurance services provided by SAICORP and the completion of a reference guide for agencies

· Continued improved risk management practices and procedures through the production of newsletters, on-site visits by SAICORP staff, and coordination of risk management groups across client agencies · SAFA enhanced its investment product range to clients, offering investments in a cash management fund, a cash enhanced fund and a composite indexed bond—funds invested in these products increased significantly over the financial year

3.8

Outputs Statement and Performance Information for Output Class 2:

Output: 2.1 Revenue collection and management Description: Provision of policy advice on taxation issues and the management of taxation legislation, revenue systems and compliance functions to enable the Government to raise revenue using its taxation powers

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: Taxation revenue collected $1.7b $1.6b (a) $ increase in revenue resulting from compliance initiatives (b) $38m determined $30m determined $32m collected $27m collected % increase in no. of transactions effected via TIMBER (Tax 8% >10% Information and Money by Electronic Return)

Quality: % of client services delivered within published standards 97% >95% Timeliness: % of revenue banked on day of receipt 99.5% >=99.5%

Cost: Cost for collection of $100 tax (on a cash basis) 74 cents 75 cents Cost of managing RevenueSA Within budget allocation Within budget allocation Total 2001-02 Budget expense of this output: $24 921 000 Reason for variance: (a) The difference between the taxation revenue estimated result for 2000-01 and the prediction for 2001-02 reflects: - a number of large one-off stamp duty receipt transactions in 2000-01, including stamp duty on the disposal of the State’s electricity assets - the abolition of FID and stamp duty on quoted marketable securities from 1 July 2001 as part of national taxation reform. (b) The estimated result for 2000-01 reflected in part a number of large one-off compliance activities which are not anticipated in 2001-02. The estimates for 2001-02 are significantly higher than the estimated targets for 2000-01 of $23m determined and $20m collected.

3.9

Output: 2.2 Financing services

Description: Management of the existing stock of government liabilities and the provision of certainty of funding to the State; provision of financial risk management advisory services to public organisations

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: % of debt financing demands of the State and its 100% 100% instrumentalities met during year

Quality: Yield margins of SAFA benchmark borrowing issues relative to Borrowing costs relative to Maintenance of borrowing those of other comparable government issues in the Australian other comparable government margins relative to other issuers market, allowing for differences in issuers’ credit ratings issuers expected to be maintained % of asset/liability portfolios whose performance meets agreed 100% 100% client benchmarks % of clients satisfied with the asset/liability management services 85% for 1998-99 (b) 90% offered by SAFA (a) % of clients satisfied that their demands for financial risk 87% for 1998-99 (b) 90% management and other financial services are met by SAFA (a) % of clients satisfied that their demands for debt financing are 84% for 1998-99 (b) 90% met by SAFA (a)

Timeliness: Cost: Cost of managing SAFA Within budget allocation Within budget allocation Total 2001-02 Budget expense of this output: $5 577 000 Reasons for variance: (a) Criteria include timeliness, cost effectiveness and flexibility in delivery. (b) Surveys undertaken biennially— next one due by 30 June 2001.

3.10

Output: 2.3 Superannuation services Description: Administration of the various public sector superannuation schemes for the Superannuation Board, as well as the superannuation arrangements for parliamentarians, judges and governors; provision of superannuation policy and legislative advice to the Board, the Under Treasurer and the Treasurer

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: No. of contributors/members in State schemes 192 230 members in State 195 000 members in State (activity level indicator) schemes including 14 357 schemes active contributors to Triple S scheme

Quality: % achievement of service level standards agreed with Super SA 85% achievement of 95% Board by June 30 each year service level standard

Timeliness: Issue of member statements 78.5% of Pension Scheme 95% of member statements and 63.7% of Lump sum issued by 31 October 2001 (a) Scheme member statements issued by 31 October 2000 (a) 75.3% of Triple S Scheme member statements issued by 15 November 2000 Issue of Superannuant Group Certificates 100% Superannuant 100% Superannuant Group Group Certificates issued Certificates issued within within 10 business days 10 business days from from 1 July 2000 1 July 2000

Cost: Benchmarking of administrative costs with industry standards Current fee structure Meet or improve on industry provides a member service benchmark of administrative at a cost which is in the costs by June 2002 lowest quartile of industry standards Cost of managing Super SA Within budget allocation Within budget allocation Total 2001-02 Budget expense of this output: $9 215 000

Reasons for variance: (a) The completion of the introduction of revised processing systems is expected to increase the percentage of member statements issued by 31 October each year.

3.11

Output: 2.4 Insurance services Description: Provision of insurance cover to other government agencies through the insurance and reinsurance of government risks; provision of advice to the Government on issues relating to the insurance and management of those risks

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: No. of clients issued with agency agreements 122(a) 122

Quality: Comprehensive government catastrophe reinsurance program at a Prices obtained were Selected catastrophe risks competitive market price considered very covered at prices obtained by competitive in view of the worldwide marketing process hardening of the insurance market % of clients rating service as satisfactory for risk management n.a. (b) 75% advice and assistance Timeliness: % of clients provided with agency agreements/renewal 14% (c) 75% certificates and invoices by 31 July 2000

Cost: $ operating expense per $100 premium revenue <$4.00 <$4.00 Cost of managing SAICORP Within budget allocation Within budget allocation Total 2001-02 Budget expense of this output: $1 486 000 Reasons for variance: (a) Number determined by amalgamations/changes within agencies. (b) Survey postponed until 2001-02. (c) A large number of invoices were unable to be issued within the required timeframe due to administrative complications arising out of the introduction of the GST.

Output: 2.5 Business support services Description: Provision of business support services to the Treasurer’s office and other agencies of Government

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: Service Level Agreement (SLA) with DPC 1 1

Quality: % of performance standards in Service Level Agreement met >90% >90%

Timeliness: Agreement in place by due date SLA signed 31 July 2001 17 August 2000 Cost: Cost of Service Level Agreement with DPC Within agreed rate Meets agreed rate

Total 2001-02 Budget expense of this output: $3 277 000

3.12

TREASURY AND FINANCE Outputs Net Expenditure Summary

2001-02 Budget 2000-01 Estimated Result

Expenses Administered Output Net Expenses Administered Output Net Expenses Revenue Expenses Expense Revenue Expenses

$000 $000 $000 $000 $000 $000 $000 $000

Output Class 1: Ensuring Accountability for Public Sector Resources 1.1 Policy analysis and advice ...... 3 278 — 42 3 236 2 399 — 117 2 282 1.2 Budget and financial management ...... 11 537 — 1 652 9 885 11 605 — 1 977 9 628 1.3 Microeconomic reform ...... 2 326 — 37 2 289 3 342 — 2 180 1 162

Output Class 2: Financial Service Provision 2.1 Revenue collection and management ...... 24 921 — 7 904 17 017 26 403 — 9 369 17 034 2.2 Financing services ...... 5 577 — 5 040 537 5 139 — 4 691 448 2.3 Superannuation services ...... 9 215 — 9 022 193 9 196 — 8 803 393 2.4 Insurance services ...... 1 486 — 1 454 32 1 487 — 1 469 18 2.5 Business support services ...... 3 277 — 2 121 1 156 3 181 — 2 129 1 052 3.13

Total Outputs 61 617 — 27 272 34 345 62 752 — 30 735 32 017

Net Expenses are funded by the following revenues - General Revenue — — Commonwealth Funding (not attributed to specific outputs) — — Appropriation 30 734 29 657 Total Funding Provided 30 734 29 657

Add - Revenues from Funding Investing Items — — - Administered Expenses — — Less - Administered Revenues — —

Operating Result before Tax (as per Statement of Financial Performance) (3 611) (2 360)

INVESTING SUMMARY STATEMENT

Overview

The Department of Treasury and Finance’s capital investment program is focused on increasing the efficiency and effectiveness of the department in delivering all of its outputs. The department is extremely reliant on information technology and related processes to deliver its services and the department’s capital program mainly comprises investment in that area.

Major Projects

The Department of Treasury and Finance does not have any projects valued at more than $4 million under way or due to commence during 2001-02.

The department proposes to spend $3.8 million on capital investments in 2001-02. Most of this expenditure will be incurred on new electronic systems development to improve service delivery and minor equipment purchases.

The estimated result of $2.8 million for 2000-2001 is $0.9 million more than the budget amount of $1.9 million, mainly due to the reclassification of Emergency Services Levy expenditure from Operating to Investing (system development and establishment costs) and other expenditure associated with the Emergency Services Levy system implementation.

Investing Summary Statement

Department of Treasury and Finance 2001-02 2000-01 2000-01 Budget Estimated Budget Result $000 $000 $000 INVESTMENTS Works in Progress Other Projects — — 718 Total Works in Progress — — 718

Minor Works Other Projects 3 805 2 828 1 204 Total Minor Works 3 805 2 828 1 204

Total Investment Payments 3 805 2 828 1 922

SOURCE OF FUNDS FOR INVESTMENTS State Government—Equity Contribution (a) — — — Commonwealth Government — — — State Government—Other 3 805 2 828 1 922 Total Sources of Funds for Investments 3 805 2 828 1 922

(a) The source of these funds is the equity component of the accrual appropriation funding applied to the investment program.

3.14

TREASURY AND FINANCE

Statement of Financial Performance

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Revenue

Operating Revenue

Grant Revenue ...... 7 000 8 463 7 560 Sales of Goods and Services ...... 19 337 21 053 22 071 Regulatory Fees ...... 221 216 216 Investment Revenue ...... 714 1 003 453

Total Operating Revenue ...... 27 272 30 735 30 300

Revenue from Government

State Government — Outputs Purchased ...... 30 734 29 657 29 102

Total Revenue from Ordinary Activities ...... 58 006 60 392 59 402

Expenses

Employee Entitlements — Salaries, Wages, Annual and Sick Leave ...... 28 184 27 606 26 668 Long Service Leave ...... 726 778 606 Payroll Tax ...... 1 796 1 804 1 526 Superannuation ...... 3 354 3 249 4 212 Supplies and Services — Rental Expenses ...... 4 809 4 783 4 366 Consultancy Expenses ...... 1 436 1 320 2 061 Other Supplies and Services ...... 18 301 20 740 23 347 Depreciation and Amortisation ...... 3 011 2 457 2 410 Grants and Subsidies ...... — 15 —

Total Expenses from Ordinary Activities ...... 61 617 62 752 65 196

Operating Result after Income Tax ...... (3 611) (2 360) (5 794)

Increase/(Decrease) in Asset Revaluation Reserve ...... — — — Increase/(Decrease) in Retained Surplus on Adoption of New Standard ...... — — —

Total Amounts Recognised Directly in Equity ...... — — —

Total Non-owner Changes in Equity ...... (3 611) (2 360) (5 794)

3.15

TREASURY AND FINANCE

Statement of Financial Position

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Assets

Current Assets

Cash and Deposits at Call ...... 12 178 15 711 9 989 Receivables ...... 935 901 1 269 Other Current Assets ...... 328 328 670

Total Current Assets ...... 13 441 16 940 11 928

Non Current Assets

Plant and Equipment ...... 7 531 6 729 6 231

Total Assets ...... 20 972 23 669 18 159

Liabilities

Current Liabilities

Employee Entitlements — Salaries and Wages ...... 1 973 1 929 1 619 Long Service Leave ...... 411 367 611 Other Employee Entitlements ...... 826 801 574 Payables ...... 2 777 2 741 2 685

Total Current Liabilities ...... 5 987 5 838 5 489

Non Current Liabilities

Employee Entitlements — Long Service Leave ...... 6 440 5 757 5 502 Other Employee Entitlements ...... 762 680 651 Borrowings ...... 7 7 7

Total Non Current Liabilities ...... 7 209 6 444 6 160

Total Liabilities ...... 13 196 12 282 11 649

Net Assets ...... 7 776 11 387 6 510

Equity

Accumulated Surplus ...... 7 173 10 784 5 907 Other Reserves ...... 603 603 603

Total Equity ...... 7 776 11 387 6 510

3.16

TREASURY AND FINANCE

Statement of Cash Flows

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000 CASH FLOWS FROM:

Operating Activities

Receipts

Grants and Subsidies ...... 7 000 8 463 7 560 Sales of Goods and Services ...... 19 295 21 511 22 033 Interest ...... 713 1 000 450 Regulatory Fees ...... 221 216 216 State Government — Outputs Purchased ...... 30 734 29 657 29 102

Total Operating Receipts ...... 57 963 60 847 59 361

Payments

Employee Entitlements ...... 33 184 32 413 32 183 Supplies and Services ...... 24 507 26 805 29 736 Grants and Subsidies ...... — 15 —

Total Operating Payments ...... 57 691 59 233 61 919

Net Cash Provided by Operating Activities ...... 272 1 614 (2 558)

Investing Activities

Payments

Purchase of Property, Plant and Equipment ...... 3 805 2 828 1 922

Net Cash Provided by Investing Activities ...... (3 805) (2 828) (1 922)

Net Increase/(Decrease) in Cash Held ...... (3 533) (1 214) (4 480)

Opening Cash Balance as at 1 July ...... 15 711 16 925 14 469

Closing Cash Balance as at 30 June ...... 12 178 15 711 9 989

3.17

ADMINISTERED ITEMS FOR THE DEPARTMENT OF TREASURY AND FINANCE CONSOLIDATED ACCOUNT ITEMS

Statement of Financial Performance

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Revenue

Operating Revenue

Taxation ...... 1 722 359 1 968 430 1 709 468 Sales of Goods and Services ...... 5 969 5 986 6 740 Intra Government Transfers ...... 4 783 2 564 937 — Investment Revenues — Interest ...... 148 219 168 455 207 393 Investment Revenues — Dividends ...... 547 800 376 799 581 612 Other Revenue ...... 98 490 104 367 3 357

Total Operating Revenue ...... 2 527 620 5 188 974 2 508 570

Revenue from Government

Commonwealth Grants and Payments ...... 2 849 473 2 625 588 2 549 649

Total Revenue from Government ...... 2 849 473 2 625 588 2 549 649

Total Revenue from Ordinary Activities ...... 5 377 093 7 814 562 5 058 219

Expenses

Supplies and Services ...... 64 475 96 268 80 778 Employee Entitlements ...... 37 282 (311 636) 234 980 Depreciation and Amortisation ...... 315 310 310 Interest and Other Finance Expenses ...... 574 870 656 013 534 975 Grants and Subsidies ...... 448 285 627 882 325 383 Other Expenses ...... 25 000 320 951 —

Total Expenses from Ordinary Activities ...... 1 150 227 1 389 788 1 176 426

Operating impact on Consolidated Account ...... 4 226 866 6 424 774 3 881 793

Net Gain on ETSA Disposals ...... — — 1 039 853

Amount Transferred to Retained Earnings ...... 4 226 866 6 424 774 4 921 646

Increase/(Decrease) in Asset Revaluation Reserve ...... — — — Increase/(Decrease) in Retained Surplus on Adoption of New Standard ...... — — —

Total Amounts Recognised Directly in Equity ...... — — —

Total Non-owner Changes in Equity ...... 4 226 866 6 424 774 4 921 646

3.18

ADMINISTERED ITEMS FOR THE DEPARTMENT OF TREASURY AND FINANCE CONSOLIDATED ACCOUNT ITEMS

Statement of Financial Position ______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000 Assets

Current Assets Cash and Deposits at Call ...... 1 669 026 1 716 207 1 313 681 Receivables ...... 105 462 156 940 128 047

Total Current Assets ...... 1 774 488 1 873 147 1 441 728

Non Current Assets Investments ...... 1 210 787 1 105 380 841 717 Receivables ...... 1 257 717 1 310 130 1 389 979 Plant and Equipment ...... 42 993 25 576 38 703 Other Non Current Assets ...... 81 491 72 607 6 615

Total Non Current Assets ...... 2 592 988 2 513 693 2 277 014

Total Assets ...... 4 367 476 4 386 840 3 718 742

Liabilities

Current Liabilities Payables ...... 1 617 545 1 575 145 27 Employee Entitlements ...... 177 380 134 380 150 080 Other Current Liabilities ...... 1 670 720 1 717 901 1 313 681

Total Current Liabilities ...... 3 465 645 3 427 426 1 463 788

Non Current Liabilities Borrowings ...... 3 867 157 3 784 709 4 430 952 Employee Entitlements ...... 3 222 381 3 167 793 4 074 138 Other Non Current Liabilities ...... 30 753 30 753 11 955

Non Current Liabilities ...... 7 120 291 6 983 255 8 517 045

Total Liabilities ...... 10 585 936 10 410 681 9 980 833

Net Assets/(Liabilities) ...... (6 218 460) (6 023 841) (6 262 091)

Equity

Accumulated Reserves / Surplus ...... (6 218 460) (6 023 841) (6 262 091)

Total Equity ...... (6 218 460) (6 023 841) (6 262 091)

3.19

ADMINISTERED ITEMS FOR THE DEPARTMENT OF TREASURY AND FINANCE CONSOLIDATED ACCOUNT ITEMS Statement of Cash Flows 2001-02 2000-01 2000-01 Budget Estimated Budget Result $000 $000 $000

CASH FLOWS FROM: Operating Activities Receipts Taxation— Payroll tax 714 800 740 300 728 000 Commonwealth places mirror payroll tax 11 300 — — Stamp duties 624 800 693 200 616 900 Commonwealth places mirror stamp duties 1 100 — — Commonwealth replacement grants for business franchises fees — 34 100 29 800 Land tax 144 800 142 100 140 200 Commonwealth places mirror land tax 500 — — Financial institutions duty 8 300 96 800 94 300 Debits tax 58 800 58 800 59 400 Commonwealth places mirror debits tax 600 — — Gas levy — 2 500 2 200 Contribution from Lotteries Commission 69 400 68 120 53 464 Contribution from South Australian Totalizator Agency Board 12 500 13 229 11 423

Contribution from on-course totalizators, bookmakers and small lotteries 1 400 1 550 1 200 Interest— Interest on investments 69 000 103 133 118 000 Interest recoveries 78 776 64 814 88 885 Dividends and distributions— Adelaide Convention Centre— Wholesale sales tax equivalent — 34 33 Administrative and Information Services (excluding SAGERP)— Dividend 37 502 69 882 32 585 Income tax equivalent 1 544 2 692 2 692 Wholesale sales tax equivalent — — 2 Local government rate equivalent 546 546 546

Administrative and Information Services (Fleet SA in respect of leased vehicles)— Wholesale sales tax equivalent — 133 1 800 Austrics— Wholesale sales tax equivalent — 1 — ElectraNET SA— Income tax equivalent — 5 541 18 700 Wholesale sales tax equivalent — 17 — Flinders Power Pty Ltd— Income tax equivalent — 4 515 — Wholesale sales tax equivalent — 11 — Forestry SA— Dividend 14 048 12 703 13 441 Income tax equivalent 8 666 14 652 11 572 Wholesale sales tax equivalent — 192 13 Local government rate equivalent 1 1 1 Funds SA— Income tax equivalent — 21 969 18 000 Wholesale sales tax equivalent — 2 1 Local government rate equivalent 138 138 —

3.20

ADMINISTERED ITEMS FOR THE DEPARTMENT OF TREASURY AND FINANCE CONSOLIDATED ACCOUNT ITEMS Statement of Cash Flows 2001-02 2000-01 2000-01 Budget Estimated Budget Result $000 $000 $000 Hills Transit— Wholesale sales tax equivalent — 37 — Homestart Finance— Income tax equivalent 2 100 2 900 2 100 Wholesale sales tax equivalent — 38 3 Industrial and Commercial Premises Corporation— Dividend 144 150 — Income tax equivalent 409 504 212 Land Management Corporation— Dividend 3 028 1 844 1 844 Income tax equivalent 1 653 2 874 2 769 Wholesale sales tax equivalent — 5 2 Local government rate equivalent 105 105 105 Lotteries Commission— Income tax equivalent 6 900 10 600 25 956 Wholesale sales tax equivalent — 80 80 Local government rate equivalent 31 28 31 Motor Accident Commission— Dividend 10 000 10 000 10 000 Police Security Services— Income tax equivalent 146 127 127 Wholesale sales tax equivalent — 4 — Ports Corporation— Dividend 6 476 5 174 5 562 Income tax equivalent 5 473 4 715 4 103 Wholesale sales tax equivalent — 20 13 Local government rate equivalent 130 125 130 Public Trustee Office— Dividend 1 379 1 147 1 147 Income tax equivalent 959 884 1 451 Wholesale sales tax equivalent — 87 7 Local government rate equivalent 25 23 22 RESI Corporation (formerly ETSA Corporation)— Dividend — — 27 800 SA Water Corporation— Dividend 143 974 139 000 131 981 Income tax equivalent 51 381 56 600 56 619 Wholesale sales tax equivalent — 162 242 Local government rate equivalent 900 900 900 South Australian Asset Management Corporation— Dividend 194 000 58 000 109 000 South Australian Government Captive Insurance Corporation— Income tax equivalent 5 045 7 978 8 767 Payments in lieu of other taxes 3 932 3 289 3 405 Wholesale sales tax equivalent — 6 — South Australian Government Employee Residential Housing Properties— Dividend 640 486 486 Income tax equivalent 270 473 473 Wholesale sales tax equivalent — — 4 Local government rate equivalent — 2 —

3.21

ADMINISTERED ITEMS FOR THE DEPARTMENT OF TREASURY AND FINANCE CONSOLIDATED ACCOUNT ITEMS Statement of Cash Flows 2001-02 2000-01 2000-01 Budget Estimated Budget Result $000 $000 $000 South Australian Government Financing Authority— Dividend 102 700 22 700 42 000 Income tax equivalent 7 300 8 800 8 000 Wholesale sales tax equivalent — — 2 South Australian Housing Trust— Income tax equivalent 246 246 246 Wholesale sales tax equivalent — — 41 South Australian Totalizator Agency Board— Income tax equivalent 1 000 2 795 3 997 Terra Gas Trader Pty Ltd— Income tax equivalent — — 3 200 TransAdelaide— Dividend 436 1 062 1 155 Income tax equivalent 311 912 — Wholesale sales tax equivalent — 8 25 Local government rate equivalent 82 80 80 Transport, Urban Planning and the Arts— Dividend 10 549 4 118 5 918 Income tax equivalent 3 128 2 216 — Wholesale sales tax equivalent — 34 199 Local government rate equivalent 82 49 82 West Beach Trust— Income tax equivalent 1 132 1 127 1 127 Wholesale sales tax equivalent — 97 11 Commonwealth grants and payments— Commonwealth general purpose grants— Competition grants 55 300 35 900 36 100 GST revenue grants 2 540 500 2 264 100 2 249 097 Transitional assistance 222 600 282 200 241 503 Commonwealth specific purpose grants— Additional First Home Owner Grants 9 300 — — Concessions to pensioners and others 16 593 16 188 15 749 Debt redemption assistance 5 180 7 200 7 200 Airport recovery — 20 000 — Other receipts— Contingency provisions — 2 196 — Contingency provisions—recoveries 2 235 7 694 200 Department of the Premier and Cabinet—Olympic soccer — 800 — Electricity proceeds for debt retirement — 2 549 209 — Guarantee fees 17 877 18 117 18 794 Independent Gaming Corporation contribution to Gamblers' Rehabilitation Fund 1 500 1 500 1 500 Light motor vehicle fleet—Rental payments recovery 4 300 4 300 4 800 National Tax Equivalent Program 6 — — Recoup from Recreation and Sport Fund 200 200 200 Return of Commonwealth places mirror taxes collected— For the period 6 October 1997 to 30 June 2001 81 819 — — For the 2001-02 financial year 13 500 — — Return of special deposit account balances — 9 700 35 South Australian Independent Industry Regulator 2 783 — — Sundry fees 22 21 21 Sundry recoups 109 106 106

3.22

ADMINISTERED ITEMS FOR THE DEPARTMENT OF TREASURY AND FINANCE CONSOLIDATED ACCOUNT ITEMS Statement of Cash Flows 2001-02 2000-01 2000-01 Budget Estimated Budget Result $000 $000 $000 Superannuation receipts recovered from— ETSA Superannuation Scheme—Employer share of benefits paid — 52 387 — ETSA Superannuation Scheme—Fund share of benefits paid — 3 213 — Unclaimed monies 1 443 1 415 1 415 Total receipts for Consolidated Account 5 399 854 5 231 523 5 081 300 Total other receipts — 2 549 209 —

Payments Employee entitlements— Contingency provisions 31 932 75 478 88 717 Productivity superannuation benefits — 1 950 1 950 Minister's salary, electorate and expense allowance 194 194 186 Superannuation and pensions provisions — 55 600 — Superannuation payments not covered by the South Australian Superannuation Act 78 76 76 University superannuation costs 7 000 6 878 7 000 Support services to parliamentarians 4 968 4 804 4 804 Past service superannuation payments 134 300 (14 000) 35 000 Supplies and services— Administration of banking facilities and other services 1 785 1 765 1 698 Contingency provisions 63 980 65 204 62 363 GST compliance costs — 25 000 14 000 Payroll Tax Appeal Tribunal - Fees and expenses 5 5 5 Repayment of unclaimed monies 137 134 134 Support services to parliamentarians 3 273 3 586 2 932 Interest and other financial payments— Interest paid on deposit accounts and other monies 68 092 71 750 60 175 Interest on borrowings 236 000 369 000 474 800 Grants, subsidies and transfers— Basketball Association of South Australia 250 300 — Charitable and Social Welfare Fund 3 000 3 000 3 000 Community Development Fund 19 500 19 500 19 500 Debt redemption assistance 5 180 7 200 7 200 Department of the Premier and Cabinet—Olympic soccer — 500 — Electricity Sales/Lease Proceeds Account — 70 205 — Electricity Supply Industry Planning Council 1 743 — — Emergency Services Levy remissions 47 700 66 000 — Fire damage and insurance costs 7 000 10 000 7 000 First Home Owner Grants 89 300 102 000 63 000 Funding of Targeted/Voluntary Separation Package Schemes 39 700 68 400 20 000 Gaming Supervisory Authority 592 425 415 Gamblers' Rehabilitation Fund 1 500 1 500 1 500 Grants to non government organisations 990 675 — Juventus Sports and Social Club — 953 — Loan restructuring — 250 250 Local Government Disaster Fund — 6 700 6 700 National Tax Equivalent Program 9 — — Payment to fund Consolidated Account 70 606 168 777 103 518 South Australian Government Financing Authority — 298 — South Australian Independent Industry Regulator 489 33 —

3.23

ADMINISTERED ITEMS FOR THE DEPARTMENT OF TREASURY AND FINANCE CONSOLIDATED ACCOUNT ITEMS Statement of Cash Flows 2001-02 2000-01 2000-01 Budget Estimated Budget Result $000 $000 $000 South Australian National Football League 828 828 — Sport and Recreation Fund 2 500 2 500 2 500 State Local Government Reform Fund — 2 937 — State share of GST administration costs 39 900 79 699 63 100 Technical Regulator 1 388 — —

Other Payments— Casino Act—Expenses of the Lotteries Commission 6 6 6 Return of Commonwealth places mirror taxes collected— For the period 6 October 1997 to 30 June 2001 81 819 — — For the 2001-02 financial year 13 500 — — Light motor vehicle fleet—rental payments 280 270 540 Refunds and remissions 33 700 32 989 40 925 Petrol subsidies 15 800 15 500 16 000 Subsidies for petroleum — — 2 900 Total payments appropriated under various acts 89 494 157 794 186 Total payments appropriated under appropriation acts 868 867 999 709 1 008 190 Total payments funded by borrowings 70 606 168 777 103 518

Investing Activities Receipts Repayment of advances— Administrative and Information Services 1 135 1 460 1 108 Human Services 74 10 4 Industry and Trade 3 624 1 565 2 979 Land Management Corporation — 3 870 — Lotteries Commission of South Australia 1 286 1 176 1 164 Minister for Education, Employment and Training 1 500 2 000 2 000 Minister for Industry and Trade 1 260 768 768 Passenger Transport Board 1 100 2 000 1 100 Primary Industries and Resources 926 852 114 South Australian Housing Trust 15 498 14 849 6 228 Renmark Irrigation Trust (formerly Treasurer) 87 — — Recovery of contingency provisions 113 80 Residual electricity entities 14 300 — — TransAdelaide 5 381 16 503 1 741 Transport, Urban Planning and the Arts 11 010 7 000 — University of South Australia 5 000 5 000 5 000 West Beach Trust 136 — — Other recoveries 852 1 810 1 121 Return of capital— SA Water 11 000 29 700 29 700 South Australian Asset Management Corporation (a) 26 000 Forestry SA 20 000 — — Other receipts— Contingency provisions — — 113 Total receipts for Consolidated Account 94 282 88 643 79 140

3.24

ADMINISTERED ITEMS FOR THE DEPARTMENT OF TREASURY AND FINANCE CONSOLIDATED ACCOUNT ITEMS Statement of Cash Flows 2001-02 2000-01 2000-01 Budget Estimated Budget Result $000 $000 $000 Payments Purchase of plant and equipment— Contingency provisions 17 589 25 404 20 973 Support services to parliamentarians 143 138 138 Other payments— Advances granted — 100 —

Total payments appropriated under appropriation acts 17 789 25 704 21 111

Financing Activities Receipts Borrowings— Borrowings to fund Consolidated Account 70 606 168 777 103 518 Other— Deposits with Treasurer 42 903 16 380 5 465 Total borrowings 70 606 168 777 103 518 Total receipts re cash and deposits 42 903 16 380 5 465 Payments Repayment of borrowings— South Australian Government Financing Authority 13 158 2 557 819 10 262 Deposits with Treasurer 72 984 1 279 099 961 107 Total payments appropriated under appropriation acts 13 158 8 610 10 262 Total other payments — 2 549 209 — Total payments re cash and deposits 72 984 1 279 099 961 107 Net Impact on Consolidated Account 4 504 828 4 128 349 4 120 691 Net Impact on cash and deposits (30 081) (1 262 719) (955 642)

(a) This amount was shown under repayment of advances in the 2000-01 Budget

3.25

ADMINISTERED ITEMS FOR THE DEPARTMENT OF TREASURY AND FINANCE OTHER ACCOUNTS Statement of Cash Flows 2001-02 2000-01 2000-01 Budget Estimated Budget Result $000 $000 $000

CASH FLOWS FROM:

Operating Activities

Receipts Taxation — Emergency Services Levy 53 600 55 900 57 900 Sale of Goods and Services — South Australian Government Captive Insurance Corporation 35 083 32 653 35 131 Interest — Electricity Reform and Sales Operating Account — — 15 400 Home Builders Account No. 2 27 26 26 Home Purchase Assistance Account 51 61 61 Housing Loans Redemption Fund 316 273 273 Local Government Disaster Fund 1 989 1 580 1 856 South Australian Government Captive Insurance Corporation 373 373 373 Grants and Subsidies — Community Development Fund 19 500 19 500 — Community Emergency Services Fund 36 000 44 800 — Electricity Supply Industry Planning Council 1 743 1 260 — Electricity Sale/Lease Proceeds Account — 72 633 — Gaming Supervisory Authority 592 425 — Local Government Concessions 1 600 — — Local Government Disaster Fund — 6 700 6 700 South Australian Government Captive Insurance Corporation 7 000 10 000 — South Australian Independent Industry Regulator 489 33 — Commonwealth Grants and Payments — Home Builders Account No. 2 940 940 940 Other Receipts — Community Development Fund — — 19 500 Electricity Reform and Sales Operating Account — 42 — Gaming Supervisory Authority — — 425 Home Purchase Assistance Account 185 180 180 Housing Loans Redemption Fund 11 15 15 South Australian Independent Industry Regulator 5 845 5 782 — South Australian Government Captive Insurance Corporation 1 074 2 648 8 048 State-Local Government Reform Fund — — 46 800 Total Receipts 166 418 255 824 193 628

Payments Employee Entitlements — Electricity Supply Industry Planning Council 824 749 — Gaming Supervisory Authority 286 267 245 South Australian Independent Industry Regulator 1 691 1 511 —

3.26

ADMINISTERED ITEMS FOR THE DEPARTMENT OF TREASURY AND FINANCE OTHER ACCOUNTS Statement of Cash Flows 2001-02 2000-01 2000-01 Budget Estimated Budget Result $000 $000 $000 Supplies and Services — Electricity Reform and Sales Operating Account — 35 568 14 483 Electricity Supply Industry Planning Council 873 1 165 — Gaming Supervisory Authority 305 361 197 Home Purchase Assistance Account 10 10 10 Local Government Disaster Fund 40 40 40 South Australian Government Captive Insurance Corporation 36 977 37 576 33 942 South Australian Independent Industry Regulator 1 742 1 339 — Interest — Home Purchase Assistance Account 226 231 — Grants and Subsidies — Asset Sales Unit 5 103 6 708 — Community Development Fund 19 500 19 500 19 500 Community Emergency Services Fund 89 600 100 700 57 900 Electricity Reform and Sales Operating Account 10 000 9 101 — Electricity Sale/Lease Proceeds Account — 2 549 209 — Home Purchase Assistance Account — — 231 Local Government Concessions 1 600 — — Local Government Disaster Fund 1 420 2 357 500 South Australian Government Captive Insurance Corporation — 1 3 405 South Australian Independent Industry Regulator 2 783 3 426 — State-Local Government Reform Fund — 7 427 49 029 Tax Equivalent Payments — South Australian Government Captive Insurance Corporation 8 977 11 266 8 767 Other Payments — Home Builders Account No. 2 967 966 966 Void Departmental Cheques 485 526 526 Total Payments 183 409 2 790 004 189 741 Net Cash Provided by Operating Activities (16 991) (2 534 180) 3 887

Investing Activities

Receipts Sale of Assets — South Australian Government Captive Insurance Corporation 3 650 — 2 632 Electricity Sale/Lease Proceeds Account — 1 181 617 — Electricity Reform and Sales Operating Account — 61 893 — Total Receipts 3 650 1 243 510 2 632

Payments Purchase of Plant and Equipment — South Australian Independent Industry Regulator 97 60 — Electricity Supply Industry Planning Council — 281 — Purchase of Investments — South Australian Government Captive Insurance Corporation — 5 623 — Total Payments 97 5 964 — Net Cash Provided by Investing Activities 3 553 1 237 546 2 632

3.27

ADMINISTERED ITEMS FOR THE DEPARTMENT OF TREASURY AND FINANCE OTHER ACCOUNTS Statement of Cash Flows 2001-02 2000-01 2000-01 Budget Estimated Budget Result $000 $000 $000

Financing Activites Receipts Other Receipts — Agency Provision for Future Asset Replacement — 1 419 2 450 Electricity Reform and Sales Operating Account — 782 — Total Receipts — 2 201 2 450 Payments - Repayments of Borrowings — Electricity Sale/Lease Proceeds Account — — 1 039 853 Housing Loans Redemption Fund 22 22 22 Other Payments — Agency Provision for Future Asset Replacement 3 856 — 6 624 Total Payments 3 878 22 1 046 499 Net Cash Provided by Financing Activities (3 878) 2 179 (1 044 049) Net Increase/(Decrease) in Cash Held (17 316) (1 294 455) (1 037 530) Opening Cash Balance as at 1 July 155 591 1 450 464 1 150 707 Closing Cash Balance as at 30 June 138 275 156 009 113 177

3.28

NOTES TO THE PORTFOLIO STATEMENT

Notes to the Outputs Statement and Performance Information

The title of Output 1.1 has changed from ‘Economic policy advice’ to ‘Policy analysis and advice’ to reflect a broadening of the scope of the output.

The title of Output 1.3 has changed from ‘Electricity reform’ to ‘Microeconomic reform’ to reflect changes in the focus of the Output with the conclusion of the electricity asset divestment process.

The output class title ‘Coordination and Advice’ has been changed to ‘Ensuring Accountability for Public Sector Resources’ to better describe the functions undertaken in this output class.

Output Class Reconciliation

The following table provides a reconciliation between the 2000-01 Budget expenses and the 2000-01 estimated result expenses.

Output class 2000-01 2000-01 (per 2000-01 Portfolio Statements) Budget Expenses Estimated Result Expenses $000 $000 Coordination and Advice 18 102 17 346 Financial Service Provision 47 094 45 406 TOTAL 65 196 62 752

Expenditure in 2000-01 is estimated to decrease by $2.4 million from the original budget of $65.2 million to $62.8 million. The major variations are:

· A reduction of $1.9 million for the implementation of the collection and management functions associated with the fixed property component of the Emergency Services Levy. Continuing delays have been experienced in completing full systems implementation, resulting in expenditure being carried forward to 2001-02.

· A reduction of $0.7 million in consultancy expenditure. Treasury and Finance will achieve the Government’s target of reducing consultancy expenditure by 20% over the financial years 2000-01 and 2001-02.

Minister’s Office

The following information presents the cost of provision and workforce in relation to the Minister’s office.

2001-02 2000-01 2000-01 Budget Estimated Budget Result The cost of provision of the Minister’s office ($000) 965 945 979 Workforce for the Minister’s office (average FTEs) 10 10 10

3.29

Basis of Accounting

The portfolio’s estimates are prepared in accordance with generally accepted accounting principles, which are noted at the end of the Portfolio Statements.

3.30

COMMENTARY ON MAJOR RESOURCE VARIATIONS

The commentary set out in this part of the Portfolio Statements relates to the Outputs Net Expenditure Statement and the Budgeted Financial Statements presented in the previous sections and outlines a summary of variations between the 2000-01 Estimated Result and the 2001-02 Budget.

Outputs Net Expenditure Summary

Policy Analysis and Advice

Expenditure is expected to increase by $0.9 million in 2001-02 as a result of an internal reallocation of resources to enhance the provision of strategic analysis of policy issues and the development of appropriate policy frameworks for Government.

Budget and Financial Management

Expenditure is not expected to vary significantly from 2000-01.

Revenue will decrease by $0.3 million in 2001-02 as contributions by agencies towards whole of government GST implementation costs incurred by Treasury and Finance ceased in 2000-01.

Microeconomic Reform

Expenditure is expected to decrease by $1.0 million in 2001-02 due to the completion of the divestment of electricity assets and a lower level of resources required to undertake functions for ongoing electricity market management and reform.

Revenue will decrease by $2.1 million, reflecting completion of the cost recovery of services. Prior to the completion of the divestment of electricity assets, the operating costs of the Electricity Reform and Sales Unit were fully recovered from the Electricity Reform and Asset Sales Deposit Account. From 1 January 2001 electricity reform management is part of the broader microeconomic reform function in Treasury and Finance and funded by revenue from Government.

Revenue Collection and Management

Expenditure is expected to decrease by $1.5 million, from an estimated $26.4 million in 2000-01 to $24.9 million in 2001-02. This reduction primarily comprises lower costs in the collection and management functions associated with the fixed property component of the Emergency Services Levy (ESL) and the reallocation of funding from operating activities to investing activities for ESL systems modifications and enhancements.

Revenue will decrease by $1.4 million due to a reduction in corporate revenue allocated to this output and lower recovery of costs from the Justice Portfolio for the collection and management of the Emergency Services Levy, as a result of efficiencies achieved in collection administration.

Financing Services

The expenditure increase of $0.4 million in 2001-02 reflects a normal operational level for SAFA compared with 2000-01.

Revenue will increase by $0.4 million in accordance with recovery of costs by Treasury and Finance. 3.31

Superannuation Services

Expenditure is not expected to vary significantly from 2000-01.

Revenue will increase by $0.2 million due to additional fee revenue.

Insurance Services

Expenditure and Revenue are expected to remain constant.

Business Support Services

Expenditure and Revenue are not expected to vary significantly from 2000-01.

Statement of Financial Performance

Operating revenue is expected to decrease by $3.4 million, from $30.7 million in 2000-01 to $27.3 million in 2001-02, due primarily to:

· a reduction of $2.0 million for the recovery of services from the Electricity Reform and Sales Unit—from 1 January 2001 the electricity reform functions have been funded from revenue from Government

· one-off funding of $0.9 million for GST implementation in 2000-01

· a reduction of $0.6 million due to lower cost recovery from the Justice Portfolio for the collection and management of the fixed property component of the Emergency Services Levy.

Revenue from Government is estimated to increase by $1.0 million, from $29.7 million in 2000-01 to $30.7 million in 2001-02, due to full-year funding for the ongoing electricity reform functions undertaken in Treasury and Finance (only six months in 2000-01).

Operating expenses are estimated to decrease by $1.1 million, from the estimated result of $62.7 million in 2000-01 to $61.6 million in 2001-02. It should be noted that the estimated result already reflects a significant reduction in expenses from the original 2000-01 Budget, including projects deferred to 2001-02 and savings in consultancy costs of $0.7 million to comply with the Government’s reduction targets. The variation of $1.1 million comprises a number of variations across functions, but is primarily due to:

· a reduction of $2.0 million due to the completion of the electricity assets divestment process

· a reduction of $1.5 million due to expected lower costs for the collection and management functions associated with the fixed property component of the Emergency Services Levy.

These reductions have been partially offset by increases in other key operational areas, including:

· an increase of $1.1 million committed to undertake functions associated with ongoing electricity market management and reform

· an increase of $0.7 million for an enhanced provision of strategic policy advice to Government

· an increase of $0.5 million for depreciation charges determined on an increased asset base.

3.32

Statement of Financial Position

The net asset position of the department is estimated to decrease by $3.6 million, from $11.4 million in 2000-01 to $7.8 million in 2001-02. The decrease partly offsets the increase in assets expected to occur in 2000-01 and reflects expenditure on major items carried forward to 2001-02.

Total assets are estimated to decrease by $2.7 million in 2001-02, primarily due to a decrease in cash of $3.5 million planned to be spent on projects carried forward. In addition, non current assets are expected to increase by $0.8 million (after taking depreciation into account) due to the acquisition and development of major new systems in 2001-02.

Total liabilities are estimated to increase by $0.9 million in 2001-02, resulting from an increase in accrued employee entitlements.

Statement of Cash Flows

The projected closing cash balance at 30 June 2002 is estimated to decrease by $3.5 million, from $15.7 million at 30 June 2001 to $12.2 million by 30 June 2002. The decrease in cash reflects the timing differences associated with carryover of expenditure from 2000-01 to 2001-02. Refer to notes on the Statement of Financial Performance for details of major variations in operating activities and the Investing Summary Statement for details of major variations in investing activities.

Administered Items – Commentary on Major Resource Variations

Discussion of Trends

Administered Items for the Department of Treasury and Finance include Consolidated Account Items, Special Deposit Accounts, and the assets and liabilities held on behalf of the State by the Treasurer. The more significant assets and liabilities include cash and deposits at call, loans made to other government entities, past superannuation liabilities and borrowings. For presentation purposes, two sets of financial statements have been prepared: one for Consolidated Account Items and a second set for the remaining administered items. This format has been used to provide clarity to the financial statements given the volume of items administered by the department.

Statement of Financial Performance

The focus of Administered Items for the Department of Treasury and Finance is largely through the Cash Flow Statement as a number of major revenue and expense items are accounted for on a cash basis. For major variations refer to the Statement of Cash Flows below.

Statement of Financial Position

The Statement of Financial Position shows negative equity, reflecting the State’s liabilities for borrowings and superannuation. The liability for borrowings represents the Government’s indebtedness to the South Australian Government Financing Authority. The superannuation liability represents unfunded superannuation provisions.

3.33

2001-02 Budget Estimate Compared to 2000-01 Estimated Result—Consolidated Account Items

Statement of Cash Flows

Factors contributing to changes in receipt lines include:

· an increase in the overall dividend receipts, due mainly to the timing of dividends from the South Australian Asset Management Corporation and the South Australian Government Financing Authority

· a significant decrease in the receipt of grants and subsidies in 2001-02, due to an inflated figure in 2000-01 relating to the receipt of $2549 million from electricity asset disposal proceeds

· a decrease in receipts of $89 million from Financial Institutions Duty (FID) tax, as a result of the abolition of FID from 1 July 2001. Stamp Duty receipts will decrease by $75 million in 2001-02, due mainly to a $39 million receipt in 2000-01 in relation to the sale of electricity assets

· an increase in general purpose grant receipts from the Commonwealth of $236 million in 2001-02

· an increase in Commonwealth Mirror Tax receipts of $95 million in 2001-02, offset by an increase in grant payments to the Commonwealth.

Factors contributing to changes in payment lines include:

· a decline in interest on borrowings of $137 million, mainly reflecting application of electricity asset disposal proceeds to the Treasurer’s debt with SAFA

· a decrease in grant and subsidy payments of $70 million relating to the transfer of interest and stamp duty receipts from the sales/lease of electricity assets to be applied to the reduction of the Treasurers debt

· an increase in Commonwealth Mirror Tax payments of $95 million in 2001-02, offset by an increase in grant receipts.

Minister — Other Items

None applicable for the Treasury and Finance Portfolio.

Workforce

FTEs as at 30 June 2002 2001 Budget Estimate Estimated Result Department of Treasury and Finance 549 544 Administered Items 146 146 Trainees 15 3 Total Workforce 710 693

3.34

ADDITIONAL PORTFOLIO INFORMATION

Acts

Treasury and Finance has administrative responsibility for a range of legislation including Appropriation and Supply, Public Finance and Audit, the Government Financing Authority, Public Corporations, State Taxation, public sector superannuation arrangements and the regulation of lotteries and gaming. A full list of Acts is given in the 1999-2000 Annual Report. Administered Items

The department administers but does not control the following funds on behalf of the Treasurer. These funds are not recorded in the Department’s Operating Statement or Statement of Financial Position, as the department does not have any discretion to deploy the resources for achievement of its own objectives. The administered items are too numerous to list here but are listed in detail in the Statement of Cash Flow for Administered Items. The following describes the categories of items included. Consolidated Account Items:

Receipts · Taxation · Other receipts on behalf of the Treasurer · Commonwealth Grants.

Payments · Special Acts · Other payments administered on behalf of the Treasurer.

Special Deposit Accounts

Assets and Liabilities administered on behalf of the Treasurer.

3.35 Portfolio—Industry and Trade

Minister for Industry and Trade

Table of Contents

Portfolio Structure ...... 4.1

Strategic Context ...... 4.2

Relationships between Priority Areas, Initiatives, Outcomes and Outputs ...... 4.3

Financial Summary ...... 4.4

Output Classes and Output Statements ...... 4.5

Output Net Expenditure Summary Statement ...... 4.14

Investing Summary Statement ...... 4.15

Budgeted Financial Statements ...... 4.16

Notes to the Portfolio Statement ...... 4.23

Commentary on Major Resource Variations ...... 4.25

Additional Portfolio Information ...... 4.29

Rob Lucas MLC Treasurer Minister for Industry and Trade

DEPARTMENT OF INDUSTRY AND TRADE

Administered Items Controlled Entities

Centre for Business and Manufacturing

Commercial and Prudential Services

· Adelaide to Darwin Railway Fund · Ministerial Special Acts Corporate Services

Industry Policy and Planning

Infrastructure SA

International SA

Invest SA

Partners in Rail

Strategic Initiatives Group

4.1

STRATEGIC CONTEXT

The Department of Industry and Trade’s mission is to create a more productive, creative and competitive economy in partnership with other government agencies (Commonwealth, State and local), local industries and communities.

The department’s role is to act as a catalyst for the sustainable growth and development of an internationally competitive economy. In this role the Department of Industry and Trade contributes to the Government’s economic development outcomes through two key areas, facilitating the establishment and maintenance of foundation infrastructure and developing world-class industry capability and capacity.

Strategies for creating world-class industry capability and capacity are means by which the Government can ensure that opportunities presented through the provision of an appropriate infrastructure base can be capitalised on effectively. The department’s strategic focus is on: · strategic industry investment · productive, creative and competitive enterprises · formation and growth of new enterprises · export growth and market access.

The department directly contributes to these strategies through its service delivery arms, Invest SA, International SA and the Centre for Innovation, Business and Manufacturing.

The department’s foundation infrastructure strategies are to: · create a competitive business operating environment and provide appropriate physical infrastructure · promote and support commercial and community partnerships for industry development · encourage innovation, entrepreneurship and the development of a skilled workforce.

The department does not have a lead role in delivering some of these strategies, but it endeavours to influence or facilitate their delivery to the benefit of South Australian industry, primarily through Infrastructure SA and the Industry Policy and Planning Division.

The portfolio’s key customer/stakeholder groups include: · manufacturing and trade exposed service sectors · small businesses · infrastructure providers · exporters · investors · industry associations · potential business migrants · employers and employees · Cabinet and Ministers.

4.2

RELATIONSHIPS BETWEEN PRIORITY AREAS, INITIATIVES, OUTCOMES AND OUTPUTS

The following chart outlines the relationships between priority areas, initiatives, outcomes and outputs.

Major initiatives in line with target government outcomes Ongoing portfolio outcomes and outputs

Cross-Government Priority Ministerial Priority Areas Portfolio Outcomes Areas and Key Initiatives

· Responsible · World-class industry · Competitive business climate budgeting based on infrastructure improved strategic · Business investment planning · Strategic investment attraction · Employment · More jobs through · Competitive enterprises identifying · Enterprise opportunities and improvement · Export generation monitoring threats for · Innovation strategic industries · Import replacement · Microeconomic · Level of innovation · Inter-government reform relations · Improved workforce skills · Trade development · Government · Industry collaboration delivering to communities including early intervention services · Water and natural resource management · Maintaining a highly Portfolio Output Classes and Outputs skilled and responsive public sector Coordination and Advice · Policy advice · Reducing harm from drugs Infrastructure Development · Infrastructure facilitation · Youth Industry Development · Maximising benefits · Investment attraction for the community and South Australian · Enterprise development businesses by · Industry support capturing · Trade development opportunities in the · Market South Australia new economy

· Participation in community life including volunteering · Rural and regional infrastructure · Advancing reconciliation across Government

4.3

FINANCIAL SUMMARY

The following table provides a summary of the portfolio expenditure and revenue by Output Class for the 2001-02 Budget.

$ million

Portfolio Expenditure by Output Class: Coordination and Advice 2.067 Infrastructure Development 91.408 Industry Development 98.944

Portfolio Administered Expenditure by Output Class: Coordination and Advice — Infrastructure Development — Industry Development 2.581

Portfolio Revenue by Output Class: Coordination and Advice — Infrastructure Development 0.361 Industry Development 0.399

Portfolio Administered Revenue by Output Class: Coordination and Advice — Infrastructure Development — Industry Development 2.581

Portfolio Investment by Output Class: Coordination and Advice — Infrastructure Development 0.382 Industry Development 0.422

4.4

OUTPUT CLASSES AND OUTPUT STATEMENTS

The portfolio has identified three broad output classes which reflect the nature of the services delivered to the South Australian community.

Output Class 1: Coordination and Advice

This output class includes all coordination of whole of government initiatives or services as well as policy advice and development for and on behalf of the Minister.

4.5

Targets for 2001-02 Highlights for 2000-01

· Coordinate the development of a whole of government policy · Provided advice and support to the Government’s on the export of government services Employment Council in the development of its report to · Represent South Australia’s interests to the Commonwealth on Government, and the government response the operation of multilateral trade organisations such as the · Updated State input/output tables and produced new World Trade Organisation (WTO) and Asia–Pacific Economic multiplier tables to enhance economic analysis and Cooperation (APEC) with a view of influencing assessments of the impacts of government interventions Commonwealth policy · Updated the South Australian Government’s State Wine · Identify emerging product and geographic markets for South Plan — A Way for Wine Australian exports, assessing the potential for the South · Based on work by Access Economics, developed a new Australian Government to promote trade development in these methodology for assessing the net public benefit of markets investment attraction proposals · Examine the potential of South Australia to increase the level · Provided advice on microeconomic reform in South of service exports and develop strategic options for Australia and identified priorities for further reform Government to encourage services export growth · Developed a trade database and manufacturing census · Benchmark South Australia against competing locations for database allowing greater examination of South Australia’s investment using a range of competitive indicators economic and trade performance · Identify areas of skilling/knowledge required for industry · Coordinated State Government input into various growth and develop policy options for Government to Commonwealth reviews including: encourage development of human capital — Productivity Commission review into Australia’s · Identify regulatory and institutional impediments to economic General Tariff Arrangements and industry growth in South Australia and the potential role — review of the Export Finance and Insurance of Government to address them Corporation · Identify priority issues that the State faces in the new economy — review of the Export Market Development Grants and potential strategies for Government to address such issues Scheme · Assist development of whole of government protocols for the · Reviewed the role of the Government Services Export Unit sharing of administrative data and to provide access to ABS resulting in a Cabinet decision for continuation of a publications via ABS@ refocused unit · Assess capabilities of the transport logistics and business · Established the Innovation, Science and Technology services industries to identify impediments to local growth and (IS&T) Council which met on a quarterly basis and develop strategies to address gaps initiated a number of projects including: — working with local and interstate capital providers on · Research the integration of economic and social policies to improving access to venture capital by South address impediments to employment and build community Australian companies capacity in areas of high disadvantage — reviewing South Australia’s research and development · Provide research to support the review of the Industrial strengths Planning Bulletin as a model for incorporation into — sponsoring two public forums in Adelaide with the Development Plans, and assist with the preparation of Chief Scientist, Dr Robin Batterham, as inputs into the explanatory information for developers and planning Commonwealth’s Innovation Action Plan authorities · Coordinated the State Government’s response to the · Provide research and analysis to support coordination of State Commonwealth Innovation Action Plan, in collaboration and local government strategies for industry development and with industry and universities economic growth · Developed close working relationships with the · Develop strategies for Government to facilitate growth of Commonwealth Government and other States to ensure that emerging industries to ensure opportunities for future wealth opportunities for collaboration and coordination are creation and economic competitiveness are captured (for maximised in developing and implementing the example renewable energy industries) Commonwealth Innovation Action Plan · Provide policy advice on strategic issues aimed at building · Finalised preparation of Statutes Amendment (Mobil Oil skills, knowledge and capabilities in innovation, science and Refineries) Bill technology and in particular: · Implemented key initiatives of the Small Business Big — innovation culture and awareness Future vision project, including a pilot Group Mentoring — collaboration and linkages for Business Owners program — education, training, skills and entrepreneurship — innovation capability and infrastructure · Identified the future technological developments likely to — emerging industries occur in the South Australian food processing sector and — commercialisation established a process to upskill the local workforce to promote adoption of these technologies · Formulate a high-level South Australian innovation strategy that clearly articulates directions and actions for business, government and the education and research community to build an innovative South Australian economy · Identify, publish and monitor appropriate performance measures for innovation, science and technology in South Australia · Provide policy and executive support to: — the Innovation, Science and Technology Council — the Small Business Advisory Council — the Manufacturing Industry Advisory Board · Implement ongoing stakeholder consultation strategies

4.6

Outputs Statement and Performance Information for Output Class 1:

Output: 1.1 Policy advice

Description: Provision of advice to Ministers and Cabinet on the purchase of outputs focusing on advice to the Government on matters relating to community, economic and business affairs of South Australia where the portfolio has a lead role or has been asked to contribute at a whole of government level

The effective measurement of policy and advice and coordination output is a significant challenge. At this stage no accurate and practical measures have been devised.

Total 2001-02 Budget expense of this output: $2 067 000

4.7

Output Class 2: Infrastructure Development

This output class includes integrated State development programs relating specifically to infrastructure for which the portfolio is the lead agency for Government.

Targets for 2001-02 Highlights for 2000-01

· Help ensure construction of the Adelaide–Darwin rail link · Gained approval for development of industrial land on the is completed within three to four years former DSTO estate at Salisbury to support industry needs · Improve regional infrastructure to support regional (State Government investment of $16.5 million to develop economic development by continuing support for the stage 1 will facilitate private investment and new job Regional Infrastructure and Services program and growth) identifying projects in consultation with regional · Established water, electricity and gas directories covering communities key roles and contacts · Progress the establishment of an industrial park providing · Approved, under the Regional Development Infrastructure world-class serviced industrial land for automotive, Fund, projects which will assist with the development of defence and general manufacturing activities wineries, aquaculture projects, livestock, vegetable · Prepare eight economic development area surveys, production/value adding, telecommunications and tourism analysing hard/soft infrastructure, demand analysis and in regional areas by facilitating electricity upgrades and implementation strategies extensions, water main extensions and telecommunications networks · Analyse the Industrial Land Database 1996, with 2001 review data, to identify patterns and changes in industrial · Sponsored a Crown Development application for a wind land use and forecast industrial land demands to ensure a generation project to help upgrade the Eyre Peninsula ready supply of strategically located and serviced electricity distribution system industrial land · Revised the Planning Strategy to provide for 15–20 years · Develop and deliver programs to assist industry to of zoning of suitable land for economic activity focused in optimise the efficient use of infrastructure and utility the Arc of Opportunity from the Port of Adelaide to services to improve operational cost competitiveness Elizabeth West · Represent State priorities and provide input into the · Worked in the South East and on the Eyre Peninsula with allocation of the State’s share of a further Commonwealth key local bodies to improve telecommunications services Networking the Nation national allocation of and bring costs down $211 million for internet access, rural local call access · In the Coorong region, facilitated the rollout of alternative and mobile phone coverage on major highways telecommunications infrastructure to provide competitive · Continue working with regional development bodies to access to telecommunications services for approximately facilitate investment in alternative telecommunications 23 000 residents and over 1000 businesses — using funds networks and infrastructure, including addressing mobile from the State Regional Development Infrastructure Fund, phone coverage ‘blackspots’ Commonwealth Networking the Nation, and private sector investment, the $1.7 million project is the first for regional · Continue working with the Commonwealth to address Australia and will provide a model for other developments deficiencies in regional telecommunications infrastructure around Australia through appropriate representations and negotiations · The Eyre Regional Development Board, having secured · Facilitate renewable energy industry development, funding from the Networking the Nation program, is especially wind farms in the South East and the West working with telecommunications carriers to greatly Coast, and a biomass facility at Tarpeena improve mobile phone coverage on Eyre Peninsula — the · Facilitate an alternative gas supply to the State to support department has strongly supported this and other security and competitiveness of supply within three years telecommunications initiatives in this region · Facilitate upgrades to power generation and transmission · The Greater Green Triangle Regional Development and distribution networks Association, led by the South East Economic Development Board, initiated Green Phone Inc, a $2.3 million project · Encourage development of energy parks adjacent to which will provide reduced telecommunications costs for power stations for energy intensive businesses including residents and businesses in the Greater Green Triangle at Torrens Island, Port Augusta and in the South East at Region (the region between Mount Gambier, Bordertown Ladbroke Grove and Tarpeena and Warrnambool), using a unique model of a community · Facilitate the development of a reticulated water supply owned telecommunications provider — some matching for the Clare district for residential and horticultural funding was also provided by the State through the customers Regional Development Infrastructure Fund, together with · Facilitate the development of a common winery and town active support from the department over the last three waste treatment scheme in the Barossa that will provide years additional irrigation water to the viticultural industry · The Brownfields study identified 50 best prospect sites for · Work toward ensuring the SAMAG and SASE projects industrial redevelopment within the metropolitan area, as a proceed and that additional value-added growth occurs in basis for providing additional serviced land for industrial the respective regions as a result development · Achieved financial close for the Adelaide–Darwin rail link on 20 April 2001— construction commenced in May 2001 following a commitment by the Asia Pacific Transport Consortium to source 75% of the value of the goods and services required for the construction project from South Australia and the Northern Territory

4.8

Outputs Statement and Performance Information for Output Class 2:

Output: 2.1 Infrastructure facilitation Description: Facilitating the delivery of and providing project management for major infrastructure projects, where the portfolio is the lead agency; supporting community needs and wealth generating opportunities in the areas of transportation, regional infrastructure and other economic development infrastructure

Performance indicators: End of year 2000-01 Target for Estimated Result(a) 2001-02

Quantity: No. of projects managed 19 (b) 25 No. of projects facilitated 26 (c) 35 No. of projects evaluated 30 (d) 40

Quality: Customer satisfaction rating 75% 75%

Timeliness: Cost: Total 2001-02 Budget expense of this output: $91 408 000 Reasons for variance: (a) The reduced number of projects completed against target reflects the first year of reporting, the non-homogeneity of projects and the fact that many projects take longer than a single period of reporting to deliver. Actual results are considered a reasonable basis to measure future performance. (b) Original target was to manage 55 projects with the actual achievement being 19 completed and a further 41 projects in progress. (c) Original target was to facilitate 60 projects with the actual achievement being 26 completed and a further 34 projects in progress. (d) Original target was to evaluate 60 projects with the actual achievement being 30 completed and a further 25 projects in progress.

4.9

Output Class 3: Industry Development

This output class includes the contribution made to facilitate development of South Australian industry to world competitive standards.

Targets for 2001-02 Highlights for 2000-01

· Provide Regional Development Boards with additional resources · Attracted $201 million in new investment in South to build their capacity to foster economic development in local Australia that has resulted in a commitment to create or communities and assist communities to determine and respond to retain 3779 jobs, including the attraction and/or expansion locally identified priorities for economic development of key organisations in such industries as defence, information technology, transport and food · Maximise the return to the South Australian economy of the opportunities that will arise from the Adelaide–Darwin rail link · Developed, in association with key stakeholders, the Export for the South Australian, Northern Territory and Commonwealth South Australia website to governments and the Asia Pacific Transport Consortium, with assist exporters with a road map for export-ready South projects including those aimed at industry and infrastructure Australian businesses—the website guides them through all development, export facilitation and promotion of regional and aspects of the export process from an analysis of the remote areas employment company’s ability to export, through research, regulations, documentation and finance to logistics and government · Establish a representative office in the United States to take assistance advantage of trade and investment opportunities from the region · Officially opened Dubai office in February 2001 to take · Introduce an innovation and entrepreneur program aimed at advantage of trade and investment opportunities in the increasing the rate of commercialisation of South Australia’s ideas region by assisting with the establishment and growth of commercialisation businesses, products and services in South · Reviewed the Government’s overseas office network and Australia; and raising awareness about the importance of introduced major improvements in business planning and innovation, building business management skills needed for management practices successful innovation, building stronger networks between emerging/innovative businesses and venture capital providers, and · Assisted 37 South Australian organisations to enter applying leverage to secure more Commonwealth innovation international markets by participating in key international funding for South Australia exhibitions in the Middle East, Japan, China, Hong Kong and Taiwan · Develop new initiatives under the State Food Plan to complement and expand existing activities, including the Export Market · Worked closely with universities and business groups in Development Program, the Innovation and Product delivering a number of key projects in the innovation and Commercialisation Program, the Demand Chain Development technology field, including the management of skills audits Program and assistance with accessing Commonwealth programs for the food sector, transport of perishable goods and process manufacturing; development of enhanced business · Focus the strategic investment program on the key areas of support programs in entrepreneurship and information and communications technologies, food, back office, commercialisation; development of new programs in defence and selected opportunities in emerging industries, and e-commerce and a comprehensive analysis of South generate $150 million per annum in additional Gross State Product Australia’s research strengths · Attract new investment resulting in the creation or retention of · The Vision for the South Australian Small Business Sector 4000 jobs project created benefits including support for business operators in the transition to the GST, improved lines of · Develop new programs and services that focus on the innovation communication between all levels of government on small and product development process, through the Centre for business matters, trialling a new method of learning for Innovation, Business and Manufacturing, for enhanced small business and developing a youth leadership program employment in the manufacturing sector, increased exports and to help shape the business leaders of tomorrow higher paid jobs · Continued the Business Channel website · Facilitate up to $65 million of import replacement contracts to improve accessibility through the Industrial Supplies Office to government services and licensing information; and · Assist government agencies in pursuing qualified international created an online payment system which received the commercial opportunities as part of a strategic whole of Gold Award in the Thirteenth Government Technology government focus for the export of government services Productivity Awards in March 2000 and made 26 different transactions worth over $43 million available from · Develop service delivery strategies to assist industry to adopt 23 agencies (transactions include council rates, payroll tax, product and regulatory standards for various international business name renewal fees and Workcover levy) destinations to improve global supply competitiveness and partnership capability · Activities of regional development boards and regional business services supported investment of $27.3 million and · Provide executive support to implement the Upper Spencer Gulf the creation or retention of 484 jobs Common Purpose Group regional positioning strategy in conjunction with Invest Australia · Industrial Supplies Office activities supported $42.3 million in import replacement contracts · Develop collaboration between business, universities, research · Production and broadcast of the fifth series of the organisations, government, advisory bodies and the wider community to support the development and commercialisation of Directions for South Australia television production with scientific and technological research and innovation Channel 9 reporting an average of 75,000 viewers per episode

4.10

Outputs Statement and Performance Information for Output Class 3:

Output: 3.1 Investment attraction Description: Identification, attraction and facilitation of key strategic investment from interstate and overseas to South Australia; provision of support for the expansion of local major corporates and of export-oriented, growth-oriented small–medium enterprises (SMEs), and for new investment in regional SA; development of joint ventures and alliances with international companies and facilitation of venture and development capital to SMEs — to facilitate new investment by existing South Australian based enterprises as well as encouraging complementary investment by companies new to South Australia Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: No. of secured projects 30 40

Quality: Customer satisfaction rating 80% 80% Timeliness:

Cost: Total 2001-02 Budget expense of this output: $44 994 000

Output: 3.2 Enterprise development Description: Provision of advice, information and training to small businesses (and other businesses) on business management/development; uptake of research and development and new technologies; support for product development and implementation of quality and safety systems; provision of services related to manufacturing design and advanced manufacturing computers by working with individual businesses to assist with improving their productivity

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: No. of manufacturing enterprise services provided (b) 397 395 No. of small business enterprise services provided (a) 4 000 4 000 No. of information services provided 35 220 35 200 No. of business development enterprise services provided 1 100 1 100 Quality: Customer satisfaction rating 75% 75%

Timeliness: Cost: Total 2001-02 Budget expense of this output: $37 425 000 Reasons for variance: (a) The number of small business enterprise services provided formerly referred to the number of enterprises accessing training programs. This indicator now reflects the number of attendees at small business training programs. (b) This performance indicator was formerly described as the No. of SACFM enterprise services provided — SACFM now forms part of the Centre for Innovation, Business and Manufacturing.

4.11

Output: 3.3 Industry support Description: Development of formal networks, clusters and incubators, and industry logistics support systems; assistance with informal networking events and industry promotion; provision of industry research analysis and planning; and support for industry associations and regional boards — to assist the development and promotion of industry clusters through broad sector facilitation

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02 Quantity: No. of networks, clusters established 42 42 No. of established industry groups supported 20 19 No. of regional boards supported 14 14 No. of training initiatives progressed 22 24 No. of marketing programs progressed 8 8 No. of research initiatives progressed 6 5

Quality: Customer satisfaction rating 75% 75% Timeliness: Cost: Total 2001-02 Budget expense of this output: $7 497 000

Output: 3.4 Trade development

Description: Provision of overseas market intelligence research including export opportunities and market access advice; delivery of programs related to import replacement, procurement and exporting — to assist enterprises accessing national and international markets and support local industry to secure procurement contracts

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: No. of procurement opportunities identified 179 103 (a) No. of trade missions to targeted markets 10 10

Quality: Customer satisfaction rating 67% >67%

Timeliness: Cost: Total 2001-02 Budget expense of this output: $4 547 000

Reasons for variance: (a) Reflects a change in the role of the Government Services Export Unit.

4.12

Output: 3.5 Market South Australia Description: Provision of services promoting the competitive case for South Australia as an investment destination and the attraction of migrants under business, skilled and regional migration programs to support the State’s economic development

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02

Quantity: No. of marketing programs progressed 12 13 No. of business migrants arrived/established in South Australia 78 90 No. of skilled migrants serviced by Immigration SA 717 770

Quality: Customer satisfaction rating (a) 70%

Timeliness: Cost: Total 2001-02 Budget expense of this output: $4 481 000 Reasons for variance: (a) The Market South Australia output has not been included in past customer surveys; therefore the 2000-01 Customer Satisfaction rating figure is not available. It is intended that data will be collected in future surveys.

4.13

INDUSTRY AND TRADE Outputs Net Expenditure Summary

2001-02 Budget 2000-01 Estimated Result

Expenses Administered Output Net Expenses Administered Output Net Expenses Revenue Expenses Expense Revenue Expenses

$000 $000 $000 $000 $000 $000 $000 $000

Output Class 1: Coordination and Advice 1.1 Policy advice ...... 2 067 — — 2 067 1 796 — — 1 796

Output Class 2: Infrastructure Development 2.1 Infrastructure facilitation ...... 91 408 — 361 91 047 79 416 — 2 234 77 182

Output Class 3: Industry Development 3.1 Investment attraction ...... 44 994 2 581 2 838 44 737 39 091 2 400 3 987 37 504 3.2 Enterprise development ...... 37 425 — 108 37 317 32 515 — 670 31 845 3.3 Industry support ...... 7 497 — 6 7 491 6 513 — 37 6 476 3.4 Trade development ...... 4 547 — 2 4 545 3 951 — 12 3 939 4.14 3.5 Market South Australia ...... 4 481 — 26 4 455 3 893 — 158 3 735

Total Outputs 192 419 2 581 3 341 191 659 167 175 2 400 7 098 162 477

Net Expenses are funded by the following revenues - General Revenue — — Commonwealth Funding (not attributed to specific outputs) — — Appropriation 186 295 155 306 Total Funding Provided 186 295 155 306

Add - Revenues from Funding Investing Items — — - Administered Expenses 2 581 2 400 Less - Administered Revenues 2 581 2 400

Operating Result before Tax (as per Statement of Financial Performance) (5 364) (7 171)

INVESTING SUMMARY STATEMENT

Overview

The 2001-02 Investment Program for the Department of Industry and Trade provides $0.8 million to be expended on the purchase and replacement of various office machines and equipment and computer networks within the agency.

Other infrastructure assets for the community are reported as operating expenditure in the Financial Statements and to the extent that they are material are identified within the Commentary on Major Resource Variations to the Financial Statements.

The Government’s financial commitment to the Adelaide–Darwin rail link is predominantly operating in nature and is not shown in the Investing Summary Statement, apart from the $25 million which is classified as Investing.

Further details are published in the Capital Investment Statement 2001-02 which reports on investment expenditures exceeding $300 000 in 2001-02 and provides details on new works and works in progress where the project cost is estimated at $1 million or more.

Investing Summary Statement

Department of Industry and Trade 2001-02 2000-01 2000-01 Budget Estimated Budget Result $000 $000 $000 INVESTMENTS Works in Progress Adelaide–Darwin rail link (a) — 25 000 — Industrial Park — —(b) 8 000 Total Works in Progress — 25 000 8 000

Minor Works 804 804 804 Total Investment Payments 804 25 804 8 804

SOURCE OF FUNDS FOR INVESTMENTS State Government—Equity contribution (c) — — — Commonwealth Government — — — State Government—Other 804 25 804 8 804 Total Sources of Funds for Investments 804 25 804 8 804

(a) The $25 million shown here for the Adelaide–Darwin rail link represents financial assistance provided by the Government pursuant to the Alice Springs to Darwin Railway Act 1997. Other expenditure of $50 million in 2000-01 for the rail link is classified as Operating and is accordingly not shown here.

(b) This project has been reclassified from Investing to Operating.

(c) The source of these funds is the equity component of the accrual appropriation funding applied to the investment program.

4.15

INDUSTRY AND TRADE

Statement of Financial Performance

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Revenue

Operating Revenue

Grant Revenue ...... — 397 1 837 Sales of Goods and Services ...... 500 1 300 1 079 Investment Revenue ...... 260 3 001 501

Total Operating Revenue ...... 760 4 698 3 417

Revenue from Government

State Government — Outputs Purchased ...... 186 295 155 306 128 868

Total Revenue from Ordinary Activities ...... 187 055 160 004 132 285

Expenses

Employee Entitlements — Salaries, Wages, Annual and Sick Leave ...... 17 326 17 043 17 129 Long Service Leave ...... 709 657 657 Superannuation ...... 1 642 1 687 1 687 Supplies and Services — Rental Expenses ...... 1 692 1 692 1 692 Consultancy Expenses ...... 2 209 2 209 2 209 Other Supplies and Services ...... 22 694 15 112 16 513 Depreciation and Amortisation ...... 1 727 1 567 1 567 Interest and Other Finance Expenses ...... 1 671 2 195 2 195 Grants and Subsidies ...... 134 274 117 892 109 957 Other Expenses ...... 8 475 7 121 7 121

Total Expenses from Ordinary Activities ...... 192 419 167 175 160 727

Operating Result ...... (5 364) (7 171) (28 442)

Increase/(Decrease) in Asset Revaluation Reserve ...... — — — Increase/(Decrease) in Retained Surplus on Adoption of New Standard ...... — — —

Total Amounts Recognised Directly in Equity ...... — — —

Total Non-owner Changes in Equity ...... (5 364) (7 171) (28 442)

4.16

INDUSTRY AND TRADE

Statement of Financial Position

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Assets

Current Assets

Cash and Deposits at Call ...... 3 108 12 890 1 040 Receivables ...... 5 644 6 714 2 138 Inventories ...... — — (42) Other Current Assets ...... 672 672 672

Total Current Assets ...... 9 424 20 276 3 808

Non Current Assets

Receivables ...... 87 117 84 020 56 088 Land and Improvements ...... 4 172 4 802 3 272 Plant and Equipment ...... 2 653 2 946 2 394

Total Non Current Assets ...... 93 942 91 768 61 754

Total Assets ...... 103 366 112 044 65 562

Liabilities

Current Liabilities

Employee Entitlements — Salaries and Wages ...... 1 432 1 521 1 924 Long Service Leave ...... 419 277 246 Superannuation ...... 315 137 109 Other Employee Entitlements ...... 78 78 100 Payables ...... 2 710 2 451 7 385 Borrowings ...... 5 147 4 380 4 380

Total Current Liabilities ...... 10 101 8 844 14 144

Non Current Liabilities

Employee Entitlements — Long Service Leave ...... 3 173 2 614 2 435 Superannuation ...... 139 133 172 Other Employee Entitlements ...... 232 230 103 Borrowings ...... 4 478 9 616 9 616

Total Non Current Liabilities ...... 8 022 12 593 12 326

Total Liabilities ...... 18 123 21 437 26 470

Net Assets ...... 85 243 90 607 39 092

4.17

INDUSTRY AND TRADE

Statement of Financial Position

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Equity

Accumulated Surplus ...... 85 243 90 607 39 092

Total Equity ...... 85 243 90 607 39 092

4.18

INDUSTRY AND TRADE

Statement of Cash Flows

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000 CASH FLOWS FROM:

Operating Activities

Receipts

Commonwealth Grants and Payments ...... — — 727 Grants and Subsidies ...... — 397 1 110 Sales of Goods and Services ...... 500 1 300 1 079 Interest ...... 260 3 001 501 State Government — Outputs Purchased ...... 186 295 155 306 128 868

Total Revenue ...... 187 055 160 004 132 285

Payments

Employee Entitlements ...... 18 879 18 642 18 728 Supplies and Services ...... 26 336 18 800 20 220 Interest and Other Financial Payments ...... 1 671 2 195 2 195 Grants and Subsidies ...... 139 216 127 017 111 199 Other Payments ...... 5 986 5 297 5 297

Total Operating Payments ...... 192 088 171 951 157 639

Net Cash Provided by Operating Activities ...... (5 033) (11 947) (25 354)

Investing Activities

Receipts

Repayment of Advances ...... 426 1 498 1 498

Payments

Purchase of Property, Plant and Equipment ...... 804 804 804 Advances Granted ...... — 25 000 8 000

Total Investing Payments ...... 804 25 804 8 804

Net Cash Provided by Investing Activities ...... (378) (24 306) (7 306)

Financing Activities

Payments

Repayment of Borrowings ...... 4 371 3 725 3 725

Net Cash Provided by Financing Activities ...... (4 371) (3 725) (3 725)

Net Increase/(Decrease) in Cash Held ...... (9 782) (39 978) (36 385)

Opening Cash Balance as at 1 July ...... 12 890 52 868 37 425

Closing Cash Balance as at 30 June ...... 3 108 12 890 1 040

4.19

ADMINISTERED ITEMS FOR THE DEPARTMENT OF INDUSTRY AND TRADE

Statement of Financial Performance

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Revenue

Operating Revenue

Grant Revenue ...... — — 172

Revenue from Government

State Government — Appropriation ...... 2 581 2 400 3 380

Total Revenue from Ordinary Activities ...... 2 581 2 400 3 552

Expenses

Employee Entitlements — Salaries, Wages, Annual and Sick Leave ...... 181 — 172 Grants and Subsidies ...... 2 400 2 400 3 380

Total Expenses from Ordinary Activities ...... 2 581 2 400 3 552

Operating Result ...... — — —

Increase/(Decrease) in Asset Revaluation Reserve ...... — — — Increase/(Decrease) in Retained Surplus on Adoption of New Standard ...... — — —

Total Amounts Recognised Directly in Equity ...... — — —

Total Non-owner Changes in Equity ...... — — —

4.20

ADMINISTERED ITEMS FOR THE DEPARTMENT OF INDUSTRY AND TRADE

Statement of Financial Position

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Assets

Current Assets

Cash and Deposits at Call ...... — — 167

Total Assets ...... — — 167

Equity

Accumulated Surplus ...... — — 167

Total Equity ...... — — 167

4.21

ADMINISTERED ITEMS FOR THE DEPARTMENT OF INDUSTRY AND TRADE

Statement of Cash Flows

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000 CASH FLOWS FROM:

Operating Activities

Receipts

Grants and Subsidies ...... — — 172 State Government — Appropriation ...... 2 581 2 400 3 380

Total Operating Receipts ...... 2 581 2 400 3 552

Payments

Employee Entitlements ...... 181 — 172 Grants and Subsidies ...... 2 400 2 400 3 380

Total Operating Payments ...... 2 581 2 400 3 552

Opening Cash Balance as at 1 July ...... — — 167

Closing Cash Balance as at 30 June ...... — — 167

Further details on receipts and payments relating to Administered items can be found in the Notes to the Portfolio Statement.

4.22

NOTES TO THE PORTFOLIO STATEMENT

Notes to the Outputs Statement and Performance Information

There have been no major organisational or structural changes within the department during 2000-01 and as such the financial and performance information has not undergone any radical transformation. Minor improvements have been made in the identification and classification of incomes and expenditures in terms of reporting in an outputs format.

Further improvements have been made to the allocation of overheads to outputs and in this context all expenditures incurred by the Minister’s office have now been allocated directly against outputs.

Output Class Reconciliation

The following table provides a reconciliation between the 2000-01 Budget expenses and the 2000-01 estimated result expenses. All variations are explained in the Commentary on Major Resource Variations.

Output class 2000-01 2000-01 (per 2000-01 Portfolio Statements) Budget Expenses Estimated Result Expenses $000 $000 Coordination and Advice 2 109 1 796 Infrastructure Development 66 833 79 416 Industry Development 86 488 85 963 TOTAL 155 430 167 175

Minister’s Office

The following information presents the cost of provision and workforce in relation to the Minister’s office.

During 2000-01 the activities of the Minister for Industry and Trade have continued to be performed by the Treasurer without any significant call on expenditure from the provisions allocated to the Office of the Minister for Industry and Trade.

The estimated result proposed for 2000-01 relates in the main to carryover commitments from 1999-2000 and some minor goods and services through 2000-01.

2001-02 2000-01 2000-01 Budget Estimated Budget Result The cost of provision of the Minister’s office ($000) 158 361 979 Workforce for the Minister’s office (average FTEs) 2 2 10

4.23

Basis of Accounting

The portfolio’s estimates are prepared in accordance with generally accepted accounting principles, which are noted at the end of the Portfolio Statements.

4.24

COMMENTARY ON MAJOR RESOURCE VARIATIONS

Outputs Net Expenditure Summary

The proposed increases in expenditure are detailed more fully in the following explanations of variances. The variances detailed here merely reflect the allocation of the increases in resources to the various outputs maintained by the agency and the consumption of carryover cash as at 30 June 2001 as a consequence of slippage in the completion of some activity commenced during 2000-01.

Statement of Financial Performance

Revenue—Operating Revenue

Grant Revenue

Reflects the reclassification of funding to Revenue from Government (that is appropriations) and non-recurring activity.

Investment Revenue

The reduction in expected revenue is largely due to the fact that the agency has now released funds under the Alice Springs–Darwin railway program. As it will no longer be holding large sums in anticipation of major obligations, interest earnings will reduce to more moderate levels.

State Government—Outputs Purchased

The increase in Budget for 2001-02 from the Estimated Result for 2000-01 ($30.9m) is largely due to the following factors:

· a net increase of $9.0m to the Industry Investment and Attraction Fund (IIAF) program as a consequence of a 3-year rolling funding agreement

· a net increase of $4.0m under the Industrial Park development program as part of a 4-year rolling funding agreement

· the full-year effect under the Mitsubishi Motors Australia Ltd assistance program ($19.5m)

· new funding under the State Food Plan ($0.8m)

· new funding for the Innovation and Entrepreneur program ($0.6m)

· additional funding to be directed to the Regional Development Board network and its capacity building program ($0.5m)

· additional funding to promote local participation as a consequence of securing the Adelaide– Darwin rail link program and the development of the Rail to Asia program ($0.4m)

4.25

· a contribution towards ameliorating the negative impacts on the agency’s network of overseas offices and their ‘buying power’ as a consequence of adverse movements in overseas currency exchanges against the Australian dollar, and start up funding towards establishing a presence in the US market ($1.25m)

· supplemental funding under the Alice Springs–Darwin railway project ($10.0m) in line with the forward estimates and the original agreement.

There will be some non-recurring activity, for example supplemental funding under the Austral Asia Rail Corporation management agreement and losing bidder payments ($4.4m), non-recurring funding support under the Alice Springs–Darwin railway project in line with the forward estimates ($15.0m), a slight reduction in the level of funding support for the Government Service Export Unit (GSEU) following its amalgamation with the department ($0.5m).

Other major programs will continue to be maintained and funded at historical levels, for example the Industry Restructure Program ($5.0m), the Regional Development Infrastructure Fund program ($5.5m), the Regional Development Board network.

Expenses

Supplies and Services—Other Supplies and Services

The proposed increase is due to:

· the full-year effect of general cost increases for which supplemental funding has been provided by the Government

· the completion of projects which were commenced during 2000-01 but not completed at 30 June 2001 and for which a carryover in cash holdings has been provided for

· a raft of new initiatives which have been funded under Revenue from Government (that is from appropriations).

Grants and Subsidies

The proposed increase in expenditures reflects the net effect of the additional funding provided to the agency by way of increases in appropriation, offset in part by non-recurring activity from the current year and the completion of projects which were commenced during 2000-01 but not completed at 30 June 2000.

Other Expenses

The provision of refunds and remissions from State based taxes which have been provided as part of an assistance package are represented within this category ($6.0m) along with a provision for bad and doubtful debts.

4.26

Statement of Financial Position

Current Assets

Cash and Deposits on Call

The reduction in cash holdings reflects the catch-up of timing variances as a consequence of slippage in some project activity.

Non Current Liabilities—Borrowings

Reflects a reduction in the sums owed by the agency to the SA Financing Authority under past funding agreements that are being serviced under credit-foncier arrangements and a recognition that because of the timing associated with further debt reduction schedules, the classification of these obligations have transferred from a non-current to a current standing.

Statement of Cash Flows

Operating Activities

The variance commentary provided for the Statement of Financial Performance applies equally to the Statement of Cash Flows.

Investing Activities—Payments

Advances Granted

The reduction in proposed expenditure reflects the one-off, non-recurring nature of the payment associated with the Alice Springs–Darwin railway project funding package in line with the forward estimates position.

The agency has adopted a change in the treatment and recording of payments associated with the acquisition and maintenance of State based assets. The reader is referred to the Capital Investment Statement (Budget Paper Number 6) for more details on the agency’s involvement in these activities.

Closing Cash at 30 June

The reduction in cash holdings reflects the catch-up of timing variances as a consequence of slippage in some project activity.

Administered items

The major administered items applicable to the agency relate to:

· provision of salaries, wages and related payments for the Minister for Industry and Trade under Special Act provisions

· provision of funding for Community Service Obligations (CSOs) provided by the former ETSA Corporation.

4.27

In 2000-01 funding was provided to maintain the Government Services Export Unit (GSEU) but during the year the unit was amalgamated with the agency. Operational and policy control was vested with the agency and consequently the unit was no longer deemed to be an administered unit. Funds were transferred to form part of the appropriations available to the agency.

Workforce

Portfolio of Industry and Trade FTEs as at 30 June 2002 2001 Budget Estimate Estimated Result Department of Industry and Trade 268.3 268.3

8 trainees 8 trainees Total Workforce 276.3 276.3

4.28

ADDITIONAL PORTFOLIO INFORMATION

Acts

Industries Development Act 1941

4.29 Portfolio—Justice

Attorney-General Minister for Justice Minister for Consumer Affairs Minister for Police, Correctional Services and Emergency Services

Table of Contents

Portfolio Structure ...... 5.1

Strategic Context ...... 5.2

Relationships between Priority Areas, Initiatives, Outcomes and Outputs ...... 5.3

Financial Summary ...... 5.4

Output Classes and Output Statements ...... 5.5

Output Net Expenditure Summary Statement ...... 5.28

Investing Summary Statement ...... 5.30

Budgeted Financial Statements ...... 5.33

Department of Justice ...... 5.33

Attorney-General’s Department ...... 5.35

Courts Administration Authority ...... 5.42

Correctional Services ...... 5.48

South Australia Police ...... 5.52

Emergency Services ...... 5.59

Notes to the Portfolio Statement ...... 5.63

Commentary on Major Resource Variations ...... 5.69

Additional Portfolio Information ...... 5.80

Hon Trevor Griffin MLC Hon Robert Brokenshire MP Attorney-General Minister for Police, Correctional Minister for Justice Services and Emergency Services Minister for Consumer Affairs

Legal Services Chief Executive, Commissioni Department of Justice iv Courts Administration Authorityi Solicitor- Generalii Attorney- Public General’s Trusteevii Departmentiv State Electoral Officeiii & iv

Dept for SA Emergency Country SA SA Correctional Police Services Admin Fire Metropolitan Ambulance Servicesiv Departmentiv Unit (including Servicev Fire Servicev Servicevi SES)iv

Notes: i. Separate statutory authority independent of executive government ii. The office of Solicitor-General (‘the second Law Officer of the Crown’) is constituted under the Solicitor-General Act 1972 iii. The Electoral Commissioner is directly appointed by Parliament pursuant to the Electoral Act 1985 iv. Administrative unit under the Public Sector Management Act 1995 v. Statutory authority vi. Incorporated association vii. Corporation sole

5.1

STRATEGIC CONTEXT

The Justice Portfolio is responsible for coordinating justice and emergency services through a range of agencies and statutory officers. It comprises:

· administrative units established pursuant to the Public Sector Management Act 1995 (PSM Act)— Department of Justice, Attorney-General’s Department, Department for Correctional Services, State Electoral Office and Emergency Services Administrative Unit, including State Emergency Service · an administrative unit established pursuant to the Police Act 1998 and under the PSM Act—South Australian Police Department · statutory officers—Commissioner for Equal Opportunity, Solicitor-General, Director of Public Prosecutions, Ombudsman, Police Complaints Authority, Electoral Commissioner · statutory authorities independent of Executive Government—Courts Administration Authority, Legal Services Commission · other statutory authorities—Corporate Affairs Commission, South Australian Metropolitan Fire Service, Country Fire Service · an incorporated association—SA Ambulance Service Inc · divisions in the Attorney-General’s Department—Crown Solicitor’s Office, Parliamentary Counsel, Liquor and Gaming, Office of Consumer and Business Affairs, Public Trustee, Justice Portfolio Services Division, Policy and Legislation Section, Crime Prevention Unit, Office of Crime Statistics.

The Justice Portfolio’s vision is for the South Australian community to be a safe, fair and just place to live, work, visit and do business; and to develop throughout the portfolio a lasting culture of justice, cooperation, social responsibility and achievement.

The Justice Portfolio Leadership Group, in collaboration with the agencies, plans and leads the development of sound public policy and collaborates to implement key changes to promote access to justice. These initiatives are outlined in the portfolio’s Strategic Directions 2001-03.

Key stakeholders include the State Government and the Commonwealth Government, local governments, statutory bodies, non-profit organisations, volunteers, the business community and the general public. Our customers are the public of South Australia and, in particular, people providing and requiring the services of the Justice Portfolio.

The portfolio provides a comprehensive and diverse range of preventative and core services. The preventative services include diversionary and rehabilitation programs, emergency services, crime prevention, education, complaints handling, dispute resolutions and consumer information. The police, legal services, statutory officers and court system are necessary parts of the justice system by which our democracy and justice is delivered. The emergency services manage emergency incidents for the community. Community correctional services and custodial services provide offenders with rehabilitation, support, supervision and detention services. Other officers such as Public Trustee, the Commissioner for Consumer Affairs and Equal Opportunity Commissioner, the Ombudsman and the Electoral Commissioner support the rights of South Australians.

The Justice Portfolio supports the creation of democratic, fair and just processes for citizens, consumers and businesses. It endeavours to build access to legal services for people who are economically and socially disadvantaged and create a more culturally responsive justice system for Aboriginal people. The portfolio’s initiatives in support of victims of crime and the Magistrate Diversion Program for people with mental illness and intellectual disability are examples of cross- Government priorities in early intervention services. The Justice Portfolio Illicit Drug Strategy, Drug Court Pilot and Police Drug Diversion Initiatives will also contribute significantly to achieving the goals of the Cabinet Committee on Illicit Drugs to prevent and reduce harmful drug use.

5.2

RELATIONSHIPS BETWEEN PRIORITY AREAS, INITIATIVES, OUTCOMES AND OUTPUTS

The following chart outlines the relationships between priority areas, initiatives, outcomes and outputs.

Government Outcomes Employment and Education and Regional Culture, lifestyle Health and Justice and Government economic lifelong learning communities and the environment communities safety reform development

Major initiatives in line with target government outcomes Ongoing portfolio outcomes and outputs

Cross-Government Priority Ministerial Priority Areas Portfolio Outcomes Areas and Key Initiatives

· Responsible · Reduce re-offending Guide and foster the efforts of justice agencies and work in budgeting based on of people with a a strategic manner to: improved strategic mental impairment planning · reduce crime and its social and economic impact · Reduce harm to the · More jobs through community from the · enhance the safety of the community identifying abuse of drugs and · support democratic, fair and just processes for citizens, opportunities and related offending consumers and business monitoring threats for strategic industries · Provide culturally · promote access to justice for all South Australians responsive justice · Inter-government system for · achieve the efficient and effective use of resources relations Aboriginal people · Government · Address domestic, delivering to interpersonal communities violence and child including early sexual abuse intervention services · Recognise the needs Portfolio Output Classes and Outputs · Water and natural of and support for resource management victims of crime and Preventative Services child witnesses · Maintaining a highly · Diversionary and rehabilitation services skilled and responsive · Address the fear of · Emergency prevention services public sector crime through · Crime prevention support services community policing, · Information, education and training services · Reducing harm from prevention and Legal and Court Services drugs research · Legal services · Court and tribunal case resolution services · Youth · Deliver ambulance · Alternative dispute resolution services transport services · Maximising benefits Coordination and Advice · Coordination and advice for the community · Reduce recidivism and South Australian by improving Incident Response Services businesses by employment · Emergency incident management capturing opportunities for · Community police response services opportunities in the offenders Regulatory and Investigatory Services new economy · Police traffic services · Improve emergency · Penalty management services · Participation in prevention and · Crime investigation services community life response capacity · Complaint investigation and resolution services including volunteering · Improve the · Licensing and regulatory services operational Offender Supervision · Rural and regional efficiency and · Custodial services infrastructure effectiveness of the · Community based supervision Justice system Electoral Services · Advancing · Electoral services reconciliation across · Provide a secure Non-Emergency Ambulance Services government environment for · Non-emergency ambulance services markets, businesses and private citizens

5.3

FINANCIAL SUMMARY

The following table provides a summary of the portfolio expenditure and revenue by Output Class for the 2001-02 Budget. $ million

Portfolio Expenditure by Output Class:

Preventative Services 52.669 Legal and Court Services 112.239 Coordination and Advice 5.160 Incident Response Services 296.183 Regulatory and Investigatory Services 229.848 Offender Supervision 99.062 Electoral Services 7.546 Non-Emergency Ambulance Services 19.190

Portfolio Administered Expenditure by Output Class:

Preventative Services 5.955 Legal and Court Services 45.249 Coordination and Advice — Incident Response Services 20.509 Regulatory and Investigatory Services 6.985 Offender Supervision 0.085 Electoral Services 0.633 Non-Emergency Ambulance Services —

Portfolio Revenue by Output Class:

Preventative Services 4.912 Legal and Court Services 22.355 Coordination and Advice 0.201 Incident Response Services 156.493 Regulatory and Investigatory Services 42.897 Offender Supervision 2.298 Electoral Services 0.822 Non-Emergency Ambulance Services 10.103

Portfolio Administered Revenue by Output Class:

Preventative Services 3.562 Legal and Court Services 28.446 Coordination and Advice — Incident Response Services 17.945 Regulatory and Investigatory Services 77.088 Offender Supervision 0.083 Electoral Services 0.631 Non-Emergency Ambulance Services — 5.4

OUTPUT CLASSES AND OUTPUT STATEMENTS

The portfolio has identified eight broad output classes which reflect the nature of the services delivered to the South Australian community.

Notes on specific issues within outputs are provided following the outputs statements and cross- references are provided within the outputs statements.

Output Class 1: Preventative Services

This output class focuses on providing services that reduce the likelihood of future undesirable events. It includes information, education, training and promotional services.

Targets for 2001-02 Highlights for 2000-01

· Explore the potential to use web-based technology to reach · Introduced legislation which substantially strengthens the a wider audience and improve the range of services provisions of the Equal Opportunity Act 1984 provided to clients · Launched the Age Discrimination Report 2001 which · Maintain and enhance the National CARS (Comprehensive highlights areas of discrimination for older people Auto-Theft Research System) database, through the Office · Established the National CARS database using funding of Crime Statistics, and continue to provide detailed provided by the National Motor Vehicle Theft Reduction statistical reports to the National Motor Vehicle Theft Council through the Office of Crime Statistics, incorporating Reduction Council police, registration and insurance data from all Australian · Complete the Drug Court pilot jurisdictions; prepared and submitted reports to the Council to guide their national vehicle theft reduction strategies · Implement the Illicit Drug Strategy—Community · Completed the second and third reports on the Review on Resilience Project to minimise the harm caused by the use Victims of Crime, tabled them in Parliament and distributed of illicit drugs; conduct a drug use monitoring project to them for public comment; the Attorney-General has collect data on the prevalence of illicit drugs among all introduced legislation to enshrine victims’ rights in law and arrestees and provide this data to local enforcement amend the Criminal Injuries Compensation Act; has funded agencies country services for victims of crime; appointed a victims of · Provide ongoing funding for the Violence Intervention crime coordinator and extended the Victim Support Services Program operating in the Elizabeth and Adelaide in regional areas Magistrate Courts, dealing with preventing familial and · Completed and introduced the Interagency Code of Practice interpersonal violence together with securing better for the Interviewing of Children (Child Abuse and Neglect); standards of safety for victims TAFE conducted the first two of a series of training · Establish in the Coober Pedy community a coordinated programs on interviewing children who have been abused multi-faceted strategy addressing harm to the individual · Secured funding for the Violence Intervention Program and the community associated with the misuse of alcohol · Continued two-year pilot Drug Court in Adelaide · Implement agreed recommendations emanating from the Magistrates Court Review on Victims of Crime and continue the interagency training relating to interviewing children who have been · Completed initial establishment of the Community Education abused and neglected Section within SAMFS

· Complete the establishment of the Community Education · Expanded the Community Fire Safe Program to over 80 Section within SAMFS groups in the Adelaide Hills

· Review the risk associated with the CFS over the permit · Increased cooperation between SAPOL and the community, issue for lighting fires during the fire season including the business community and different ethnic groups, in crime reduction · Further enhance SAPOL’s leadership role in building local community partnerships by developing new ways of · Expanded the role of the Child Exploitation Investigation encouraging support for crime reduction and Section in SAPOL problem-solving programs · Successfully completed and evaluated a Drug Action Team · Continue to implement diversionary strategies as a part of (DAT) pilot project, with a focus on harm minimisation and operational tactics designed to prevent crime inter-agency coordination and cooperation · Increase cooperation between SAPOL and the community, · Developed and implemented community-based crime including the business community and different ethnic reduction and awareness programs that focus on social issues groups, in crime reduction within the community, for example youth, multiculturalism, equity and diversity, and the family · Child Exploitation Investigation Section to focus on internet child pornography and sharing of intelligence · Developed the role of the Multicultural Unit and between jurisdictions multicultural officers

Contd... 5.5

Targets for 2001-02 Highlights for 2000-01

· Fully implement a risk management program and make it · Managed and coordinated the development and operational throughout Emergency Services agencies and implementation of a risk management program throughout provide ongoing support for volunteers through better Emergency Services agencies management, occupational health and safety and training · Completed the End Domestic Violence (NDV) Project trial · Maintain the local crime prevention program to a number in South Coast and Port Adelaide Local Service Areas to of areas and work collaboratively with agencies and other prevent repeat victimisation of domestic violence; began sectors to develop problem-solving approaches to relevant project trial evaluation; extended the project to enable crime issues evaluation to be completed · Promote the use of crime prevention through · Completed the Residential Break and Enter trial project, environmental design principles in planning and design of which reduced revictimisation rates in the selected areas private and public space · Began the Indigenous Youth Mentoring Program, in · Complete the review of Throughcare and Case partnership with Metropolitan Aboriginal Youth Team Management and establish a three-year action plan to progress its implementation across Correctional Services · Began the development of a Statewide strategic plan for the prevention of domestic violence, involving government and · Expand the methadone maintenance program to include non-government sectors Mount Gambier and Port Lincoln prisons · Began a major review of Throughcare and Case Management · Implement and strengthen support arrangements for across the Department for Correctional Services specialist courts for Aboriginal people

Outputs Statement and Performance Information for Output Class 1:

Output: 1.1 Diversionary and rehabilitation services

Description: Provision of educational, vocational, reparation and offence focused services for offenders and alleged offenders including pre-court, court based and prison based activities and services

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02 (1)

Quantity: No. of offence focused programs delivered 340 340 No. of educational and vocational programs delivered 14 14 No. of educational and vocational module enrolments 4 000 4 000 No. of community service hours managed 285 000 (a) 340 000 Daily average no. of prisoners employed in prison industries and 650 650 services No. of offenders linked to treatment and support programs n.a. 100 (b)

Quality: % of successful completions—educational/vocational programs 60% 60% % of community service orders successfully completed 60% 60% % of eligible prisoners employed in prison industries and 75% 75% services % of participants remaining offence free for the duration of n.a. 60% (b) service

Timeliness: % of participants linked to treatment and support services within n.a. 90% (b) 4 weeks of initial contact

Cost: Total 2001-02 Budget expense of this output: $23 711 000 Reasons for variance: (a) There is a shortfall in the estimated end of year result as there has been difficulty in predicting the impact of fines enforcement legislation. (b) The reporting of performance measures will begin in 2001-02.

5.6

Output: 1.2 Emergency prevention services Description: Public education and risk management services; fire cause investigations

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02 (1)

Quantity: No. of fire cause investigations conducted by SAMFS and 295 300 SAPOL No. of planning and/or development proposals assessed by: · CFS 550 600 · SAMFS 161 150 No. of inspections of places of public entertainment by SAMFS 1 880 2 200 (a) No. of CFS Hotline and phone inquiries answered n.a. 20 000 (b) No. of school visits for safety education by SAMFS 350 200 (c)

Quality: % of fires investigated for which a cause is determined by 88% 95% SAMFS % of planning and development related advice which is accepted 99% 95%

Timeliness: % of SAMFS fire cause investigations begun within 24 hours of 100% 100% ignition % of planning related advice provided within 28 working days of 100% 100% request

Cost: Total 2001-02 Budget expense of this output: $4 238 000 Reasons for variance: (a) The number of inspections of places of public entertainment will vary depending on the time spent in each premises. (b) The CFS has moved buildings and the technology used to gather this data is no longer available. This indicator will be reviewed in 2001-02 to determine whether there is another means to gather this data or if the indicator is no longer valid. (c) The large increase in the end of year estimate is a result of schools organising classes to visit fire stations. These visits vary from year to year; therefore the target for next year has not been increased to the same extent as the end of year result.

5.7

Output: 1.3 Crime prevention support services Description: Crime prevention support services including support for crime prevention programs in local government, and community policing services such as ‘Watch’ programs, partnerships and ‘Crime Stoppers’

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02 (1)

Quantity: No. of local crime prevention unit (CPU) programs 14 16 No. of State and national CPU programs 8 10 No. of Watch/Blue Light Disco programs conducted by SAPOL 1 544 1 550 No. of groups conducted by Traffic Safety and Promotion 1 114 1 100 Section

Quality: For local level CPU partnerships: · % of local level partnership annual reports which indicate 75% 75% that work plans are achieved · no. of agencies involved in each local crime prevention 9 8 program

· no. of local crime prevention structures with 100% 100% decision-making capacities

· level of direct or in-kind resources provided by local 30% 15% (a) auspicing body Level of community satisfaction with police services (as 66% >75% (b) measured by ABS survey)

Timeliness: Cost:

Total 2001-02 Budget expense of this output: $21 948 000 Reasons for variance: (a) A new project beginning next year will involve a greater amount of resources; therefore the level of in-kind support may be reduced by local auspicing body. (b) The end of year result is based on the last ABS survey (1999-2000). A recent Morgan Poll reported community satisfaction at 80% in relation to police integrity. The target for 2001-02 is based on this information.

Output: 1.4 Information, education and training services

Description: Production and dissemination of information, education and training including promotional services

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02 (1)

Quantity: No. of enquiries responded to by Equal Opportunity 3 837 3 500 (a) Commission No. of people trained by EO staff 4 748 4 000 (b)

Quality:

Timeliness: Cost:

Total 2001-02 Budget expense of this output: $2 772 000

Reasons for variance: (a) The Equal Opportunity Commission responds fully to the enquiries it receives but has no control over the number of enquiries received in any one period. Many simple enquiries are now serviced adequately by EOC website. (b) EOC is now focusing more effort on training and education as a preventative strategy. The demand for training exceeded expectations in 2000-01 and included several large contracts with large employers.

5.8

Output Class 2: Legal and Court Services

This output class is about services of, or relating to, law and includes the provision of courts administration and support for legal services.

Targets for 2001-02 Highlights for 2000-01

· Continue operation of the Mental Impairment Diversion · Instituted, in the Office of the Director of Public Program Prosecutions, the Child Witness Support Program to complement the Vulnerable Witness Support Program · Complete Drug Court pilot, which provides a court dedicated to dealing with drug related offences · Implemented supporting materials including a booklet and video, which outline interview and court processes for · Consider the provision of a treatment program for familial child victims of abuse child sex offenders as a court sentencing option and a therapy option for victims and their caregivers · Implemented a fee scale increase for private practitioners to enable the continued provision of quality legal aid · Develop outreach services from new community legal services to the South Australian community centres to their regions and some country areas, to expand access to justice · Implemented and completed first 12 months of operation of the (pilot) Magistrates Court (Mental Impairment) · Implement an Aboriginal Court Day in Port Augusta (two Diversion Program; completed an independent evaluation Aboriginal justice officers have been appointed to Port of the Magistrates Court Diversion Program Augusta) · Completed review of community legal centres; new · Implement service improvements resulting from Courts regional metropolitan centres are being established consulting the Community Conference · Continued a 2-year pilot of a Drug Court in the Adelaide · Introduce electronic lodgements in Magistrates Court Magistrates Court which provides a court specifically civil jurisdiction dedicated to deal with drug related offences · Undertake a major review of policies and procedures · Continued the Aboriginal Court Day at the Port Adelaide relating to the administration of Residential Tenancies Magistrates Court which meets fortnightly to provide Tribunal Hearings, and streamline processes to cope culturally sensitive court services for Aboriginal people better with the increasing demand for Tribunal Hearing and extended the program to Murray Bridge Magistrates Services Court · On behalf of, and in consultation with, the Attorney- · Completed the construction of the new Christies Beach General, develop a whole of government strategic plan Magistrates Court for the delivery of legal services to government · Undertook major upgrade of security services in · Provide funding to ensure adequate legal representation is metropolitan court buildings provided for the accused in complex and expensive State criminal cases · Acquired and implemented a fully integrated practice management system (LawMaster) in the Crown Solicitor’s Office, enabling better delivery of services to clients · Continued to implement the approved outcomes from the Focus 21 reform program within SAPOL including the establishment of the Legal Branch (Operations Support Service), which incorporates the Prosecution Support Section · Began the Brief Management Project with the objective of improving the quality of prosecution briefs

5.9

Outputs Statement and Performance Information for Output Class 2:

Output: 2.1 Legal services

Description: Legal advice, disputation, prosecutorial, commercial and property legal services

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02 (1)

Quantity: No. of matters finalised by the Committal Unit 1 250 1 100 (a) No. of defendant files finalised by the Office of the Director of 800 750 Public Prosecutions (DPP) No. of clients seen by the Witness Assistance Service 400 350 No. of cases considered by SAPOL Prosecution Services 49 045 50 000 (including disputed Traffic Infringement Notices and other expiation notices) No. of hours of legal service by the Crown Solicitor’s Office 177 000 185 000 % of staff hours allocated to client work by the Crown Solicitor’s 72% >70% Office

Quality: % of matters committed through the Committal Unit in which the 7% <10% Crown enters a nolle prosequi after committal % of committed matters which are finalised by a guilty verdict or 74% >70% guilty plea % of SAPOL prosecutions which are finalised by a guilty verdict >66% >66% or guilty plea % of referring agencies who rate the standard of service by the n.a. (b) 85% Witness Assistance Service as high % of surveyed clients who rate the quality of service received n.a. n.a. (c) from the Crown Solicitor’s Office as at least high

Timeliness: % of trials where the DPP meets the court timetable requirements 89% 95% for the trial list % of legal services provided by the Crown Solicitor’s Office 95% 95% within specified timeframes

Cost: Total 2001-02 Budget expense of this output: $47 930 000

Reasons for variance: (a) An increase in charges of serious criminal trespass has resulted in an increase in the 2000-01 end of year estimate. The target for 2001-02 has been increased from the previous year’s target; however it is expected that serious criminal trespass charges will reduce in 2001-02. (b) The annual survey has not been finalised, therefore no estimate can be given. (c) Results for 2000-01 are not available because clients have preferred to participate only in a quality survey that ensures anonymity. This indicator and the methodology will be reviewed in 2001-02.

5.10

Output: 2.2 Court and tribunal case resolution services Description: Administrative services which support, and services which resolve, matters in the State’s courts and tribunals

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02 (1) Quantity: No. of disposals: · Supreme Court Civil 1 000 1 000 · Full Court 120 120

· Magistrates Civil and Miscellaneous Appeals 75 75

· Court of Criminal Appeal 79 80 · Magistrates Appeals Criminal 113 115

· Probate 4 570 4 570 · combined higher courts criminal 1 200 1 200 · District Court Civil (all jurisdictions) 2 500 2 500

· Magistrates Court Civil 29 100 35 000 (a)

· Magistrates Court Criminal (inc Youth Court) 67 500 67 500 · Coroners Court 2 780 2 780 No. of Residential Tenancies Tribunal hearings supported 10 000 10 800

Quality: Civil: Supreme Court % of cases under the case management system to be disposed of 45% 50% or to come to trial within 365 days of the issue of proceedings (all cases coming under the case management system to be counted) District Court % of defended cases to be disposed of or come to trial within 365 60% 65% days of the issue of proceedings

Criminal % of cases committed for trial to be disposed of or come to trial 50% 80% (b) within 180 days of first arraignment % of cases committed for trial to be disposed of or come to trial 80% 100% (b) within 365 days of first arraignment % of cases committed for sentence to be disposed of or sentenced 70% 85% (b) within 90 days of first arraignment % of cases committed for sentence to be disposed of or sentenced 85% 100% (b) within 120 days of first arraignment Civil Appellate % of appeals heard within 60 days of being set down for hearing 65% 70% Criminal Appellate % of appeals heard within 75 days of Notice of Appeal or of 40% 40% Application for Leave to Appeal being lodged Magistrates Appeals and Miscellaneous Appeals % of appeals instituted to be heard within 75 days of Notice of 100% 100% Appeal being lodged with the Supreme Court (criminal matters) or within 75 days of the appeal being set down for hearing (civil matters)

Cont......

5.11

Output: 2.2 cont’d Court and tribunal case resolution services

Description: Administrative services which support, and services which resolve, matters in the State’s courts and tribunals Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02 (1) Magistrates Court Civil % of all civil trial matters determined within 30 weeks of filing 75% 75% for defence Magistrates Court Criminal % of all matters finally determined within 18 weeks 80% 80% % of criminal trial matters finally determined within 30 weeks of 75% 70% first appearance

Timeliness: % of Residential Tenancies vacant possession applications listed 98% 95% for a hearing within 10 working days of application % of Residential Tenancies bond and compensation matters 70% 90% (c) listed for a hearing within 15 working days of application

Cost: Total 2001-02 Budget expense of this output: $54 609 000 Reasons for variance: (a) Allowance has been made for the expected overflow of new claims from Revenue SA relating to non-payment of the 1999-2000 Emergency Services Levy. (b) The court actively manages progress against time standards; however some parts of the process are outside the control of the court. This year there have been a number of adjournments (at the request of both the SPP and defence counsel) before matters were listed for trial or sentence. (c) The high volume of vacant possession applications in recent months have meant longer processing times for bond and compensation matters.

Output: 2.3 Alternative dispute resolution services

Description: Family conferencing, mediation and negotiation services which are alternatives to the formal court process

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02 (1)

Quantity: No. of advices provided by Office of Consumer and Business 223 300 220 000 Affairs (OCBA) No. of complaints finalised by OCBA 3 250 3 000 No. of referrals to family conference 1 655 1 655

Quality: % of tenancies mediation files which do not proceed to tribunal 70% 65% % of family conferences which are resolved without referral to 98% 90% court

Timeliness: % of OCBA consumer/trader conciliation files closed within 30 51% 60% working days % of family conference referrals finalised within 8 weeks 78% 80%

Cost:

Total 2001-02 Budget expense of this output: $9 700 000

5.12

Output Class 3: Coordination and Advice

This output class includes all coordination of whole of government initiatives or services as well as policy advice and development for and on behalf of the Minister.

Targets for 2001-02 Highlights for 2000-01

· Provide a legislative framework to enshrine victims’ · Appointed a Victims of Crime Co-ordinator to facilitate rights in law, recognise the Ministerial Advisory the implementation of victims’ rights law, and provide Committee on Victims of Crime, and amend the Criminal strategic advice to the Attorney-General on victim issues Injuries Compensation Act 1978 · Continued to review criminal procedures including the · Continue the government program of legislative reform to enactment of drug offence diversion and shop theft ensure that the legislative framework of the State reflects diversion legislation, and amendments relating to the contemporary community needs by: funding of legal representation in criminal cases and the law relating to mentally impaired offenders - continuing to monitor the implications of High Court and Supreme Court decisions and determine · Continued to review, improve and rationalise criminal the need for any amendments arising from the laws including the enactment of amendments to the decisions Expiation of Offences scheme and the promulgation of new regulations relating to prohibited weapons - continuing to review developments in forensic procedures used in criminal investigations, · Enacted the Electronic Transactions Act 2000 to provide a especially the taking of DNA samples regulatory framework to facilitate the use of electronic transactions and communications between businesses, the - continuing to review, improve and rationalise community and Government criminal laws including serious drugs legislation, forgery, criminal damage and computer offences · Provided advice on the Summary Offences (Searches) Amendment Act 1999 and Regulations - introducing new legislation relating to the jurisdiction of the Coroner · Reviewed the practical operations of the Criminal Law (Forensic Procedures) Act 1998 and participated in the · Continue the implementation of approved outcomes from development of legislation relating to the Shop-stealing the Focus 21 Program in relation to legislative Diversionary Scheme – the Shop Theft (Alternative development and review—Legislative Review Section Enforcement) Act 2000 · Continue the implementation of approved outcomes from · Addressed the policy implications of the Prostitution Bill the Focus 21 Program in relation to policy development— Special Projects and Policy Branch · Review the Correctional Services Act 1982

Outputs Statement and Performance Information for Output Class 3:

Output: 3.1 Coordination and advice Description: Development, monitoring and review of legislation and regulations and associated advice; drafting for Parliament and all Ministers; policy development and advice directly for and on behalf of Ministers such as responses to ministerial questions, briefings, speech notes, decision support and other support as determined; representation of Ministers on State and national groups

The effective measurement of policy and advice, and coordination output is a significant challenge. At this stage no accurate and practical measures have been devised.

Total 2001-02 Budget expense of this output: $5 160 000

5.13

Output Class 4: Incident Response Services

This output class is about services that respond, and are in readiness to respond, to incidents such as crime, and emergency incidents such as fire and accident.

Targets for 2001-02 Highlights for 2000-01

· Improve efficiency and effectiveness of delivery of police · Completed SA Government Radio Network migration to services through provision of funding for further SES Units in Business Regions 1 and 2, and CFS units in recruitment of additional police officers Business Region 1 · Purchase 6 SES standard rescue vehicles, 3 SES light · Provided 3 new fire appliances for SAMFS, along with the rescue vehicles, 1 SES marine rescue vessel recruitment of 30 new fire fighters · Limit 95% of all wild fires in CFS areas to less than 5 · Limited 95% of all wild fires in CFS areas to less than 5 hectares hectares

· Build new ambulance stations at Redwood Park, Camden · Opened new ambulance stations at Mitcham, Robe, Park and Elizabeth in the metropolitan area; Coober Pedy, Gladstone and Port Broughton; completed additions to Port Wakefield and Murray Bridge in the country region Yunta Ambulance Station · Continue training additional 20 paramedics to provide all · Graduation of 10 Paramedic and 34 Advanced Life front-line ambulances with paramedic officers in 2002 Support officers, now practising in SAAS · Implement new clinical protocols for Advanced Life · Establishment of Masters of Health Science (Ambulance Support officers Statewide to ensure appropriate and studies) at Flinders University effective treatment of emergency medical incidents · Completed review of SAAS’ Advanced Life Support · Successfully implement the STAR (Strategic Targeted medical protocols Ambulance Response) program which seeks to better match ambulance resources with emergency and · Despite increasing emergency workload of above 8% over non-emergency medical incidents, thus maximising the the previous financial year, SAAS met response time efficient and effective use of ambulance resources criteria in the metropolitan area and country townships · Continue to meet response time criteria in view of · Successfully managed, planned and responded to medical expected continuing increase in workload Statewide incidents during the Olympic, Olympic Torch Relay, Classic Adelaide Rally, Le Mans, Tour Down Under and · Build new fire stations at Golden Grove and Elizabeth to Clipsal 500 events provide improved facilities and higher quality services · SAAS continued with recruitment and retention programs · Establish a dedicated police call centre as a modern, to maintain volunteer numbers to ensure provision of efficient primary point of initial community access to ambulance services in the country region SAPOL’s services · St John and SAAS reached agreement on the distribution · Patrols and operations to participate in visible activities and settlement of properties to further progress the designed to enhance accessibility, community contact, withdrawal of St John from ambulance service provision support and confidence · Continued the implementation of revised emergency · Policing Centenary of Federation events to be held in incident management procedures, including improved October 2001—most events are low risk, for example training to enhance SAPOL’s capacity for responding to indoors and/or fee required, and therefore require no disasters on a proactive basis special policing such as crowd management or traffic control · Patrols and operations, for example City Safe and Metro Safe, participated in visible activities designed to enhance · Patrols to work with the community to identify target accessibility, community contact, support and confidence problems and problem areas · The Olympic Planning Unit successfully coordinated a · Patrols to be responsive and culturally sensitive to policing response to Olympic events held in South community members from Indigenous and different Australia without incident ethnic backgrounds · Emergency and Major Events Section (EMES) policed and · Target specific policing operations to reduce crime at managed major and special events all without incident, for shopping centres and in the vicinity of licensed premises example Le Mans Race, Tour Down Under and the Clipsal (motor vehicle crime, violence and disorder, 500 alcohol-related incidents) · Approved and distributed Public Order Management Plan · Approved SAPOL Mobilisation Plan; awaiting printing and distribution · Implemented and progressed Indigenous employment strategy —target rate of employment for Indigenous people is 2% by June 2002

5.14

Outputs Statement and Performance Information for Output Class 4:

Output: 4.1 Emergency incident management

Description: Readiness capacity of service providers and the management of emergency incidents

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02 (1)

Quantity: No. of operational stations and/or units: · SAMFS 35 35 · CFS 430 431 · SES (units) 65 65 · SAAS (teams) 110 110 · SAPOL 136 136 No. of emergency incidents managed by: · SAMFS 17 900 19 000 7 500 7 500 · CFS 4 500 4 500 · SES 124 000 136 000 · SAAS 13 795 14 000 · SAPOL (metro area excluding vehicle collisions)

Quality: % of emergency operations centres which maintain SES 90% 95% articulated standards % of SES disaster plans updated and exercised annually 100% 100% Average SAAS customer satisfaction survey score 90% 90%

Timeliness: % of first responding unit (SAMFS) arriving within 7 minutes of 79% 90% call receipt % of first responding unit (CFS) arriving within 10 minutes of 89% 90% callout in a town/area with a CFS brigade % of first responding unit (SES) turning out to priority tasks 90% 95% within 15 minutes of call % of first responding unit (SAAS priority one) arriving within 90% 90% 12 minutes in metro area % of first responding unit (SAPOL) arriving within 10 minutes 41% 45% of tasking in metro area

Cost:

Total 2001-02 Budget expense of this output: $172 516 000

5.15

Output: 4.2 Community police response services Description: Provision of police patrol and station services to the community and the management of significant events in the State

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02 (1)

Quantity: No. of police patrol taskings 400 000 400 000 No. of special and major events in which police are involved 942 950 No. of police incident reports (PIR) at police stations 174 000 175 000 No. of vehicle collision reports at police stations 41 000 41 000

Quality: Level of community satisfaction with police services (ABS 66% >75% (a) survey)

Timeliness: % of priority A taskings responded to within 10 minutes in the 42.5% 45% metro area % of priority B taskings responded to within 20 minutes in the 65% 65% metro area Average response time to a priority A tasking in the metro area 12 12 (mins) Average response time to a priority B tasking in the metro area 20 20 (mins) Average response time to priority A tasking in the country area 10–15 10–15 (mins) Average response time to a priority B tasking in the country area 20–25 20–25 (mins)

Cost: Total 2001-02 Budget expense of this output: $123 667 000

Reasons for variance: (a) The end of year result is based on the last ABS survey (1999-2000). A recent Morgan Poll reported community satisfaction at 80% in relation to police integrity. The target for 2001-02 is based on this information.

5.16

Output Class 5: Regulatory and Investigatory Services

This output class includes licensing, surveillance, compliance and investigation services. These arise from the portfolio’s responsibility to administer certain Acts, legislation or Cabinet policy.

Targets for 2001-02 Highlights for 2000-01

· Implement strategies for streamlining the complaint · Successfully implemented the new fines enforcement handling service to expedite the conclusion of matters program including Easy Pay Call Centre and introduced alternative payment methods · Complete a major data back-capture project to computerise all South Australian birth records from the · Completed the implementation of a new computerised inception of record keeping in 1842 to the present time system for managing business name registrations and renewals · Introduce new electronic service delivery options throughout the Office of Consumer and Business Affairs · Improved access by country residents to consumer and business services by opening a new office in Port Lincoln, · Increase capacity of the South Australian Police to focus and redeveloping the Mount Gambier office on disruption of the illicit drug market at street level, by establishing Local Service Area (LSA) tactical · Conducted Statewide, intensive, coordinated speed investigation teams detection, random breath testing and other road safety initiatives · Promote SAPOL’s road safety strategy of education, enforcement and evaluation; target strategies aimed at · Conducted Operation Attitude aimed at changing the increasing awareness of the fatal five: speed, drink attitude of drivers, pedestrians and bicyclists who use our driving, failure to wear seat belts, inattentive driving and roads, especially in the CBD vulnerable road users · Developed strategies to reduce assaults in accordance with · Manage traffic black spots through a problem-solving, the National Strategy on Domestic Violence, for example intelligence-led process NDV (End Domestic Violence) Project initiated by the Attorney-General’s Crime Prevention Unit, trialled at · Implement the heavy vehicle enforcement policing South Coast LSA and Port Adelaide LSA strategy · Contributed to the development and implementation of the · Ensure a coordinated approach to developing and National Drug Strategic Framework implementing drug and alcohol harm minimisation programs · Worked together with community groups, business groups and licensees to reduce the incidence of assault in or near · Develop further strategies to reduce assaults in licensed premises, for example Alcohol Management Plan accordance with the National Strategy on Domestic incorporating City Safe Violence · Developed corporate programs aimed at the reduction of · Use intelligence analysis including offender profiling criminal trespass offences and motor vehicle associated crime · Educate business owners on the risks of robberies and promote the use of appropriate security measures · Strategically addressed serious assaults on and by crowd · Review strategies dealing with armed robbery controllers on licensed premises

· Continue activities between Drug and Alcohol Policy Section (of SAPOL), Office of Consumer and Business Affairs (OCBA) and members of the Office of Licensing and Gaming Commissioner (OLGC), reviewing legislative provisions to reduce alcohol-related violence in and around licensed premises by both crowd controllers and clients · Funding is provided for the State’s contribution towards future replacement of a national crime information system incorporating the national Automated Fingerprinting Systems, a DNA database and a range of other law enforcement systems

5.17

Outputs Statement and Performance Information for Output Class 5:

Output: 5.1 Police traffic services

Description: Detection of road users’ non-compliance with road laws, and investigation of road accidents, road safety and flow of traffic services

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02 (1)

Quantity: No. of casualty crashes (including fatalities) per 100 000 of 515 510 population No. of casualty crashes (including fatalities) per 100 000 of 300 300 population attended by police No. of speed detection hours 75 514 80 000 No. of random breath tests conducted in SA 600 000 600 000 RBT detection rate (at 0.05 or greater) relative to the total no. of 0.50% 0.50% drivers tested (%)

Quality: Timeliness:

Cost: Total 2001-02 Budget expense of this output: $41 476 000

Output: 5.2 Penalty management services Description: Penalties arising from court orders, the enforcement of court orders, recovery of debts, and the administration and execution of warrants

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02 (1)

Quantity: No. of civil court orders to enforce 30 000 28 000 No. of fines imposed and expiation notices lodged for 164 000 164 000 enforcement No. of warrants processed by SAPOL 13 621 14 000

Quality: % of fines collected 70% 67% % of civil court orders which are executed 90% 80% (a) % of Penalty Management Unit (PMU) warrants executed 80% 80%

Timeliness: % of civil court orders enforced within 12 weeks 90% 90% % of PMU warrants executed within 12 weeks 100% 90% (b) % of instances where the time taken for warrants to be entered 100% 100% onto SAPOL records system on receipt from court is less than one week

Cost: Total 2001-02 Budget expense of this output: $7 850 000 Reasons for variance: (a) The variation is a result of standardising the way statistics are recorded. (b) Performance will decline because a large number of old outstanding warrants will be addressed. Once they have been dealt with performance should again improve.

5.18

Output: 5.3 Crime investigation services Description: Investigations and management by police of crimes against the person, property offences, drug related offences and other crimes in the community

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02 (1)

Quantity: No. of PIRs completed for offences against the person per 1 622 1 600 100 000 of population No. of PIRs completed for offences against property per 100 000 11 399 11 000 of population No. of Apprehension Reports (APs) completed for drug offences 278 300 per 100 000 of population

Quality: Clearance rate as a % of total reports of crimes against the person 66% 70% Clearance rate as a % of total reports of crimes against property 18% 20% Clearance rate as a % of total reports of drug offences 95% 95%

Timeliness: % of PIRs data entered within 24 hours 95% 95% % of PIRs data entered within 7 days 98% 100%

Cost: Total 2001-02 Budget expense of this output: $154 175 000

5.19

Output: 5.4 Complaint investigation and resolution services Description: Handling of inquiries, investigation and resolution of complaints for the general public, individuals, employees and employers

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02 (1)

Quantity: No. of advices provided by the Ombudsman 1 150 1 400 (a) No. of cases/complaints received by the Equal Opportunity New measure 150 Commission No. of complaints finalised by: · Ombudsman 2 400 2 400 · Police Complaints Authority (PCA) 1 050 1 000 · Equal Opportunity Commission 162 150 No. of FOI reviews conducted by: · Ombudsman 70 70 · Police Complaints Authority 10 12

Quality: % of complaints handled finalised by: · Police Complaints Authority 80% 80% · Ombudsman 85% 85% · Equal Opportunity Commission 80% 80% (b) % of EOC decline decisions upheld 90% 80% % of favourable complainant and respondent evaluations of New measure 75% overall case/complaint handling process

Timeliness: % of complex Ombudsman files completed within 90 days n.a. n.a. (c) % of PCA cases where receipt of investigation to finalisation is 84% 85% <28 days % of EOC cases finalised within 12 months 90% 80% (d)

Cost: Total 2001-02 Budget expense of this output: $6 173 000

Reasons for variance: (a) There has been an unexpected decrease in complaints in 2000-01 that is not expected to be repeated in 2001-02. (b) Decline decisions upheld involves very few cases for 2000-01. Based on year to date data, EOC should exceed 2000-01 target of 80%. (c) Due to the conversion to a new computer system, the information is currently not available. (d) EOC is dealing with complaints more quickly on average. Target increased from prior year (65%) to reflect this greater efficiency.

5.20

Output: 5.5 Licensing and regulatory services Description: Issuing of licences and monitoring conditions, surveillance and compliance for the liquor and gaming industries, citizens, businesses and government; maintenance of civil registers

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02 (1)

Quantity: No. of inspections of licensed premises 3 500 3 500 No. of liquor and gaming licensing transactions 16 000 16 000 No. of Residential Tenancies Bonds held 84 000 85 000 No. of business and occupational licences issued and renewed 42 000 41 000 No. of Corporate Affairs Commissions investigations 53 n.a. (a) No. of firearm licences issued 29 906 29 900 No. of requests for information to SAPOL from interstate police 14 476 14 500 and Interpol

Quality: % of liquor and gaming transactions processed which result in a 2% 2% customer complaint about the accuracy of orders, licences or plans % of customers of the Office of Consumer and Business Affairs 94% 95% who rate the service they receive as satisfactory or higher on the standard survey document

Timeliness: % of liquor and gaming licences granted, transferred or removed 95% 95% within 6 weeks when the application is uncontested % of Residential Tenancies Bond refund applications processed 99% 99% within 3 working days of receipt % of occupational licences and registrations issued within 95% 95% 30 working days of receipt of complete application % of business names registered and certificates issued within 85% 85% 8 working days of receipt of complete application

Cost: Total 2001-02 Budget expense of this output: $20 174 000 Reasons for variance: (a) Corporate Affairs investigations are specialised and vary considerably in complexity. This measure will be reviewed in the upcoming year to determine its continuing applicability.

5.21

Output Class 6: Offender Supervision

This output class includes the safe keeping and supervision of offenders in prison and in the community.

Targets for 2001-02 Highlights for 2000-01

· The ongoing monitoring and review by the Internal · Continued to maintain a safe environment for all prisoners Investigations Branch of all investigations into deaths and with no unnatural deaths in, or escapes from, police attempted suicides in police custody to ensure sustained holding facilities high quality investigations and compliance with legal and policy requirements · Began the Towards Corrections 2020 Plan with the objective of defining a suitable framework for correctional · Adopt a proactive approach by ensuring that SAPOL management and strategic asset and human resource prisoner management protocols are in keeping with the management principles of quality management and business excellence · Maintained the escape rate for the Department for · Finalise the Towards Corrections 2020 Plan including Correctional Services below target strategies to maintain an effective and integrated correctional system to best meet the needs of the · Maintained the rate of deaths in custody for the community and offenders Department for Correctional Services among the lowest of the Australian jurisdictions · Further enhance the department’s home detention capability, and align home detention program · Improved security and reduced the prevalence of drugs in management more closely to the needs and risks of Corrections through the introduction of the Intelligence different offender groups and Investigations Unit · Finalise the review of prisoner classification and · Began a review of prisoner classification and assessment assessment · Enhanced Home Detention and Intensive Bail Supervision · Continue the ongoing implementation of the services to cater for increases in demand and the recommendations of the Royal Commission into complexity of cases Aboriginal Deaths in Custody relating to the care of · Continued to upgrade the security of the State’s prisons prisoners

· Progress the Anangu Pitjantjatjara Lands’ diversionary strategies

· Expand work being conducted by prisoners and offenders in parks and reserves · Complete the security upgrade at Mount Gambier prison · Expand the Women’s Prison facilities to ensure that sufficient space is available

5.22

Outputs Statement and Performance Information for Output Class 6:

Output: 6.1 Custodial services

Description: Provision of secure accommodation and transportation that meets the basic needs of prisoners

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02 (1)

Quantity: Operational capacity (no. of beds): · DCS secure 1 269 1 285 · DCS open 189 189 · SAPOL holding facilities 342 342 Daily average no. of prisoners: · DCS secure 1 217 1 152 · DCS open 189 160

Quality: Escape rates: · DCS secure per 100 prisoners p.a. <0.6 <0.6 · DCS open per 100 prisoners p.a. <6.0 <6.0 · SAPOL holding facilities 0 0 Unnatural deaths in custody rates: · DCS per 100 prisoners p.a. <0.32 <0.25 · SAPOL holding facilities 0 0 Assault rates in DCS per 100 prisoners p.a. <7.0 <7.0

Timeliness: % of cases where the draft individual development plan is 33% 33% prepared within 6 weeks

Cost:

Total 2001-02 Budget expense of this output: $88 293 000

5.23

Output: 6.2 Community based supervision Description: Supervision of offenders in the community on probation, parole, bail, home detention and other court orders

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02 (1)

Quantity: Daily average no. of offenders under case management 3 800 3 800 No. of court ordered reports completed for Courts, Parole Board 4 000 4 000 and Prisoner Assessment Committee

Quality: % of community based orders completed successfully 80% 80%

Timeliness: % of cases where the draft individual development plan is n.a. 80% (a) prepared within 6 weeks % of court ordered reports prepared on time 93% 90%

Cost:

Total 2001-02 Budget expense of this output: $10 769 000

Reasons for variance: (a) Data is not available for the end of year estimate as the method of counting the cases has not been agreed upon nationally. Previously this information was collated by the various states in a number of different ways; therefore an estimated result is not shown, as it is not comparable to the target for 2001-02.

5.24

Output Class 7: Electoral Services

This output class covers services which enable the independent election of government and governing bodies.

Targets for 2001-02 Highlights for 2000-01

· Successful conclusion and preliminary analysis and · Consolidated planning and system needs for the next evaluation of election conduct for 11 Legislative Council parliamentary elections and 47 House of Assembly members · Internally evaluated the periodic local government · Assess the Easy Guide election booklet—to be delivered elections with industry partners and in conjunction with to all households for the next parliamentary election the LG review steering committee · Redesign website information and the community enquiry · Implemented a methodology for handling local service government supplementary elections

· Added an interactive program to the State Electoral Office (SEO) website demonstrating vote counting systems

· Redesigned the electoral information series and issued it to all South Australian schools and libraries

· Redesigned the enrolling and voting pamphlet for a youth audience for use with other youth enrolment initiatives

· Completed research into the electoral background of the first South Australian bicameral parliamentary elections · Implemented a centralised systems approach to financial management and an enterprise approach to project management

5.25

Outputs Statement and Performance Information for Output Class 7:

Output: 7.1 Electoral services

Description: Electoral services for the parliamentary and non-parliamentary sectors

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02 (1)

Quantity: No. of parliamentary elections As per writ 48 No. of occasions non-parliamentary clients organisations 33 40 serviced No. of members elected: · parliamentary New measure 58 · non-parliamentary >50 60 No. of electors served: · parliamentary New measure >1 000 000 (a) · non-parliamentary >450 000 100 000 No. of education programs maintained 5 5 No. of research papers produced 2 2 (b) No. of local government representation reviews certified 0 15

Quality: % of polls in which electoral conduct within reasonable control 100% 100% of SEO is accepted by client(s) Size of the variance between initial results and any required 0.002 0.002 recount

Timeliness: % of non-parliamentary polls provisionally declared within 90% 90% 12 working hours from poll close % of non-parliamentary polls provisionally declared within 100% 100% 24 working hours from poll close % of non-parliamentary polls provisionally declared within 100% 100% 36 working hours from poll close % of parliamentary polls declared within 18 days of poll close New measure 100%

Cost:

Total 2001-02 Budget expense of this output: $7 546 000 Reasons for variance (a) The large variance in the 2000-01 end of year estimated result is due to elections taking place for the SA Superannuation Board and the Superannuation Funds Management Corporations of SA. The elections were each for >175 000 electors and will not occur in 2001-02. (b) Local government representation reviews are conducted according to a legislative framework. Each council must undertake a review once every six years. For a review to be undertaken, a form needs to be lodged with the State Electoral Office. No forms have been lodged in the year to date; therefore no reviews will be conducted in this financial year. In 2001-02 15 offices will need to complete a representation review.

5.26

Output Class 8: Non-Emergency Ambulance Services

This class of output includes non-emergency ambulance transfers and the management of the ambulance cover scheme.

Targets for 2001-02 Highlights for 2000-01

· Establish viable financial structure for the SAAS · Achieved targeted customer satisfaction ratings · Advise Minister on Community Service Obligation performance and costs · Work with clients to improve timeliness in responding to non-urgent, non-emergency patient transfers

Outputs Statement and Performance Information for Output Class 8:

Output: 8.1 Non-emergency ambulance services Description: Non-emergency ambulance transfers and the management of the ambulance cover scheme

Performance indicators: End of year 2000-01 Target for Estimated Result 2001-02 (1)

Quantity: No. of attendances 49 000 51 500

Quality: Average SAAS customer satisfaction survey score 90% 90%

Timeliness: % collected within 15 minutes of nominated time if over 2 hours 70% 70% notice given (Priority 3) % collected within 15 minutes of nominated time if over 2 hours 75% 75% notice given (Priority 4)

Cost: Total 2001-02 Budget expense of this output: $19 190 000

5.27

JUSTICE Outputs Net Expenditure Summary

2001-02 Budget 2000-01 Estimated Result

Expenses Administered Output (a) Net Expenses Administered Output (a) Net Expenses Revenue Expenses Expense Revenue Expenses

$000 $000 $000 $000 $000 $000 $000 $000

Output Class 1: Preventative Services 1.1 Diversionary and rehabilitation services ...... 23 711 — 4 445 19 266 20 982 — 4 488 16 494 1.2 Emergency prevention services ...... 4 238 5 553 3 493 6 298 4 242 3 248 3 490 4 000 1.3 Crime prevention support services ...... 21 948 402 483 21 867 20 459 76 115 20 420 1.4 Information, education and training services ...... 2 772 — 52 2 720 2 494 — 351 2 143

Output Class 2: Legal and Court Services 2.1 Legal services ...... 47 930 25 439 40 202 33 167 48 559 23 862 38 094 34 327 2.2 Court and tribunal case resolution services ...... 54 609 19 810 8 949 65 470 54 844 18 918 9 179 64 583 2.3 Alternative dispute resolution services ...... 9 700 — 1 650 8 050 8 950 — 2 068 6 882

5.28 Output Class 3: Coordination and Advice 3.1 Coordination and advice ...... 5 160 — 201 4 959 4 266 — 199 4 067

Output Class 4: Incident Reponse Services 4.1 Emergency incident management ...... 172 516 16 700 161 518 27 698 166 532 16 215 170 534 12 213 4.2 Community police response services ...... 123 667 3 809 12 920 114 556 119 120 1 185 9 827 110 478

Output Class 5: Regulatory and Investigatory Services 5.1 Police traffic services ...... 41 476 801 65 285 (23 008) 40 058 23 61 189 (21 108) 5.2 Penalty management services ...... 7 850 — 28 537 (20 687) 8 086 — 27 905 (19 819) 5.3 Crime investigation services ...... 154 175 3 355 4 352 153 178 146 885 291 942 146 234 5.4 Complaint investigation and resolution services ...... 6 173 201 1 381 4 993 6 111 202 1 396 4 917 5.5 Licensing and regulatory services ...... 20 174 2 628 20 431 2 371 18 148 2 629 21 106 (329)

Output Class 6: Offender Supervision 6.1 Custodial services ...... 88 293 85 2 228 86 150 81 703 2 2 163 79 542 6.2 Community-based supervision ...... 10 769 — 153 10 616 10 079 — 157 9 922

Output Class 7: Electoral Services 7.1 Electoral services ...... 7 546 633 1 453 6 726 3 629 263 1 134 2 758

JUSTICE Outputs Net Expenditure Summary

2001-02 Budget 2000-01 Estimated Result

Expenses Administered Output (a) Net Expenses Administered Output (a) Net Expenses Revenue Expenses Expense Revenue Expenses

$000 $000 $000 $000 $000 $000 $000 $000

Output Class 8: Non-emergency Ambulance Services 8.1 Non-emergency ambulance services ...... 19 190 — 10 103 9 087 17 917 — 9 335 8 582

Total Outputs 821 897 79 416 367 836 533 477 783 064 66 914 363 672 486 306

Net Expenses are funded by the following revenues - General Revenue — — Commonwealth Funding (not attributed to specific outputs) — — Appropriation 557 297 532 785 Total Funding Provided 557 297 532 785 5.29

Add - Revenues from Funding Investing Items — — - Administered Expenses 79 416 66 914 Less - Administered Revenues 127 755 115 797

Operating Result before Tax (as per Statement of Financial Performance) (24 519) (2 404)

(a) Output Revenue includes Portfolio and Administered Revenue.

INVESTING SUMMARY STATEMENT

Overview

The Justice Portfolio is committed to ensuring that physical assets, under individual agency control, make maximum contribution to meeting service delivery goals.

The development of Strategic Asset Management Plans has been the responsibility of individual agencies within the Justice Portfolio. Each plan has been developed by incorporating each agency’s mission statement and strategies and targeting the service delivery needs of customers.

Standards have been developed for the management of assets, incorporating the following elements: · development of capital investment strategic plans · development of asset management strategic plans · subjecting capital project proposals to rigorous economic and value appraisal.

Assets are managed according to the demand and utilisation principles of the Strategic Asset Management Framework for non commercial sector entities. Asset management and investment decisions are based on prioritised business needs, condition audits, utilisation studies, risk analysis and life cycle costing.

Further details are published in the Capital Investment Statement 2001-02 (Budget Paper No 6). The paper includes investment expenditure exceeding $300,000 in 2001-02 and provides detail on new works and works in progress where the total project cost is estimated at $1 million or more.

Investing Payments by Agency:

2001-02 2000-01 2000-01 Budget Revised Budget Budget $000 $000 $000 Attorney-General’s Department 2 520 1 866 1 654

Administered Items for the Attorney-General's Department 20 20 20

Correctional Services 2 536 5 243 4 077

Courts Administration Authority 5 139 7 680 10 696

SA Police Department 40 739 26 465 41 989

State Electoral Office 100 — —

Emergency Services 17 013 14 848 24 428

Whole of Justice 7 430 — —

Total Capital Investing Payments 75 497 56 122 82 864

Other Investments 2 200 2 150 2 150

Total Investment Payments 77 697 58 272 85 014

5.30

Funding for the following agencies has been provided by way of equity contributions.

2001-02 2000-01 2000-01 Budget Revised Budget Budget $000 $000 $000 Attorney-General’s Department — — — Department for Correctional Services — — — Courts Administration Authority — — — SA Police Department 9 857 15 512 15 512 Total Equity Contributions 9 857 15 512 15 512

The Justice Portfolio’s 2001-02 Investment Payments total $77.7 million. The program includes the following investment projects costing more than $4 million which are underway or will commence in 2001-02. · New investment projects include the Audio Management System, and the addition of new fire stations to the construction program. · Major investment projects in progress include the Adelaide Police Station Relocation, Netley Police Complex, Glenelg Police Station and STAR Division relocation, Christies Beach Magistrate Court, the replacement of fire appliances, and continuation of the current fire station construction and maintenance program.

Construction of a new courthouse for Port Augusta with a total cost of $7.4 million will commence in 2002-03.

5.31

Investing Summary Statement

Department of Justice 2001-02 2000-01 2000-01 Budget Revised Budget Budget $000 $000 $000 INVESTMENTS New Works Audio Management System 7 430 — — Women’s Prison Accommodation 300 — — Police Call Centre 2 100 — — Fire Stations 4 901 — — Fire Appliances 935 — — Total New Works 15 666 — — Works in Progress Adelaide Police Station—Relocation 18 750 10 600 17 850 Christies Beach Magistrates Court (CAA) 1 372 4 000 4 967 Network Replacement (CAA) — 1 862 1 288 Supreme Court Refurbishment 3 016 750 3 720 Netley Police Complex 3 950 5 453 6 078 Replacement of Fire Appliances (CFS, SAMFS) 4 559 5 295 11 915 Emergency Services Stations, Building Works etc 6 618 9 553 12 513 Other Major Projects (across portfolio) 2 718 5 631 8 089 Total Works in Progress (across portfolio) 40 983 43 144 66 420 Annual Provisions (across portfolio) 18 848 12 978 16 444 Total Capital Projects 75 497 56 122 82 864 Other Investments Shares and Investments 2 200 2 150 2150 Total Other Investment Payments 2 200 2 150 2 150

Total Investment Payments 77 697 58 272 85 014

SOURCE OF FUNDS FOR INVESTMENTS State Government — Equity contribution (a) 9 857 15 512 15 512 Commonwealth Government — — — State Government — Other 67 840 42 760 69 502 Total Sources of Funds for Investments 77 697 58 272 85 014

(a) The source of these funds is the equity component of the accrual appropriation funding applied to the investment program.

5.32

JUSTICE

Statement of Financial Performance

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Revenue

Operating Revenue

Investment Revenue ...... — 128 —

Revenue from Government

State Government — Outputs Purchased ...... 557 297 532 785 529 272

Total Revenue from Ordinary Activities ...... 557 297 532 913 529 272

Expenses

Supplies and Services — Other Supplies and Services ...... 128 1 047 2 401 Grants and Subsidies ...... 557 169 531 866 526 871

Total Expenses from Ordinary Activities ...... 557 297 532 913 529 272

Operating Result after Income Tax ...... — — —

Increase/(Decrease) in Asset Revaluation Reserve ...... — — — Increase/(Decrease) in Retained Surplus on Adoption of New Standard ...... — — —

Total Amounts Recognised Directly in Equity ...... — — —

Total Non-owner Changes in Equity ...... — — —

5.33

JUSTICE

Statement of Cash Flows

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000 CASH FLOWS FROM:

Operating Activities

Receipts

Interest ...... — 128 — State Government — Outputs Purchased ...... 557 297 532 785 529 272

Total Operating Receipts ...... 557 297 532 913 529 272

Payments

Supplies and Services ...... 128 1 047 2 401 Grants and Subsidies ...... 557 169 531 866 526 871

Total Operating Payments ...... 557 297 532 913 529 272

Net Increase/(Decrease) in Cash Held ...... — — —

5.34

ATTORNEY-GENERAL'S DEPARTMENT

Statement of Financial Performance

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Revenue

Operating Revenue

Grant Revenue ...... 48 384 49 074 47 415 Sales of Goods and Services ...... 11 104 12 670 20 037 Regulatory Fees ...... 15 270 15 075 14 326 Investment Revenue ...... 306 706 331 Other Revenue ...... 16 250 19 309 5 489

Total Operating Revenue ...... 91 314 96 834 87 598

Total Revenue from Ordinary Activities ...... 91 314 96 834 87 598

Expenses

Employee Entitlements — Salaries, Wages, Annual and Sick Leave ...... 44 762 46 479 46 479 Long Service Leave ...... 1 530 1 500 1 500 Payroll Tax ...... 2 805 2 750 2 750 Superannuation ...... 6 034 6 267 6 267 Supplies and Services — Rental Expenses ...... 6 593 6 435 6 422 Consultancy Expenses ...... 591 1 078 1 058 Other Supplies and Services ...... 39 934 30 826 33 475 Depreciation and Amortisation ...... 2 122 2 122 2 168 Grants and Subsidies ...... 3 859 3 777 3 657

Total Expenses from Ordinary Activities ...... 108 230 101 234 103 776

Operating Result after Income Tax ...... (16 916) (4 400) (16 178)

Increase/(Decrease) in Asset Revaluation Reserve ...... (43) — — Increase/(Decrease) in Retained Surplus on Adoption of New Standard ...... — — —

Total Amounts Recognised Directly in Equity ...... (43) — —

Total Non-owner Changes in Equity ...... (16 959) (4 400) (16 178)

5.35

ATTORNEY-GENERAL'S DEPARTMENT

Statement of Financial Position

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Assets

Current Assets

Cash and Deposits at Call ...... 11 312 27 331 11 348 Receivables ...... 3 901 3 901 3 377 Inventories ...... 180 180 180 Other Current Assets ...... 292 292 86

Total Current Assets ...... 15 685 31 704 14 991

Non Current Assets

Land and Improvements ...... 1 290 1 306 803 Plant and Equipment ...... 10 694 10 323 10 775 Works of Art and Cultural Collections ...... 8 8 8 Other Non Current Assets ...... — — 344

Total Non Current Assets ...... 11 992 11 637 11 930

Total Assets ...... 27 677 43 341 26 921

Liabilities

Current Liabilities

Employee Entitlements — Salaries and Wages ...... 916 916 1 082 Annual Leave ...... 103 103 — Long Service Leave ...... 755 1 155 235 Superannuation ...... — — 400 Other Employee Entitlements ...... 3 151 2 324 2 260 Payables ...... 3 448 2 948 3 512 Other Current Liabilities ...... 1 417 1 417 407

Total Current Liabilities ...... 9 790 8 863 7 896

Non Current Liabilities

Employee Entitlements — Long Service Leave ...... 8 719 8 560 8 401 Superannuation ...... — — 1 111 Other Employee Entitlements ...... 266 266 266 Payables ...... 1 169 1 169 — Other Non Current Liabilities ...... 1 410 1 201 2 151

Total Non Current Liabilities ...... 11 564 11 196 11 929

Total Liabilities ...... 21 354 20 059 19 825

Net Assets ...... 6 323 23 282 7 096

5.36

ATTORNEY-GENERAL'S DEPARTMENT

Statement of Financial Position

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Equity

Accumulated Surplus ...... 5 972 22 888 6 702 Asset Revaluation Reserves ...... 351 394 394

Total Equity ...... 6 323 23 282 7 096

5.37

ATTORNEY-GENERAL'S DEPARTMENT

Statement of Cash Flows

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000 CASH FLOWS FROM:

Operating Activities

Receipts

Commonwealth Grants and Payments ...... 1 776 1 725 1 725 Grants and Subsidies ...... 46 608 47 349 45 690 Sales of Goods and Services ...... 11 038 12 670 20 037 Interest ...... 306 706 331 Regulatory Fees ...... 15 175 15 075 14 326 Other Receipts ...... 16 250 19 309 5 489

Total Operating Receipts ...... 91 153 96 834 87 598

Payments

Employee Entitlements ...... 54 545 52 981 52 981 Supplies and Services ...... 46 248 41 089 42 851 Grants and Subsidies ...... 3 859 3 777 3 657

Total Operating Payments ...... 104 652 97 847 99 489

Net Cash Provided by Operating Activities ...... (13 499) (1 013) (11 891)

Investing Activities

Payments

Purchase of Property, Plant and Equipment ...... 2 520 1 866 1 654

Net Cash Provided by Investing Activities ...... (2 520) (1 866) (1 654)

Net Increase/(Decrease) in Cash Held ...... (16 019) (2 879) (13 545)

Opening Cash Balance as at 1 July ...... 27 331 30 210 24 893

Closing Cash Balance as at 30 June ...... 11 312 27 331 11 348

5.38

ADMINISTERED ITEMS FOR THE ATTORNEY-GENERAL'S DEPARTMENT

Statement of Financial Performance

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Revenue

Operating Revenue

Taxation ...... 208 258 207 858 199 908 Grant Revenue ...... 164 081 167 733 170 327 Sales of Goods and Services ...... 15 15 15 Fines and Penalties ...... 1 143 — — Regulatory Fees ...... 11 976 11 906 11 906 Investment Revenue ...... 3 152 3 097 3 097 Other Revenue ...... 630 630 630

Total Operating Revenue ...... 389 255 391 239 385 883

Revenue from Government

State Government — Appropriation ...... 52 341 56 761 46 069

Total Revenue from Ordinary Activities ...... 441 596 448 000 431 952

Expenses

Employee Entitlements — Salaries, Wages, Annual and Sick Leave ...... 4 558 4 222 4 222 Supplies and Services — Other Supplies and Services ...... 17 070 14 624 19 271 Grants and Subsidies ...... 179 875 169 740 171 617 Other Expenses ...... 244 613 243 104 234 100

Total Expenses from Ordinary Activities ...... 446 116 431 690 429 210

Operating Result after Income Tax ...... (4 520) 16 310 2 742

Increase/(Decrease) in Asset Revaluation Reserve ...... — — — Increase/(Decrease) in Retained Surplus on Adoption of New Standard ...... — — —

Total Amounts Recognised Directly in Equity ...... — — —

Total Non-owner Changes in Equity ...... (4 520) 16 310 2 742

5.39

ADMINISTERED ITEMS FOR THE ATTORNEY-GENERAL'S DEPARTMENT

Statement of Financial Position

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Assets

Current Assets

Cash and Deposits at Call ...... 18 781 25 494 7 777 Investments ...... 2 052 2 052 624 Receivables ...... 50 609 40 323 69 065 Other Current Assets ...... 12 12 —

Total Current Assets ...... 71 454 67 881 77 466

Non Current Assets

Investments ...... 24 520 22 320 21 254 Plant and Equipment ...... 90 150 323

Total Non Current Assets ...... 24 610 22 470 21 577

Total Assets ...... 96 064 90 351 99 043

Liabilities

Current Liabilities

Employee Entitlements — Salaries and Wages ...... 22 9 9 Long Service Leave ...... 130 120 167 Payables ...... 707 702 556 Other Current Liabilities ...... 13 602 3 534 38 282

Total Current Liabilities ...... 14 461 4 365 39 014

Non Current Liabilities

Employee Entitlements — Long Service Leave ...... 367 256 234 Other Employee Entitlements ...... 84 58 58 Payables ...... 33 33 —

Total Non Current Liabilities ...... 484 347 292

Total Liabilities ...... 14 945 4 712 39 306

Net Assets ...... 81 119 85 639 59 737

Equity

Accumulated Surplus ...... 81 119 85 639 59 737

Total Equity ...... 81 119 85 639 59 737

5.40

ADMINISTERED ITEMS FOR THE ATTORNEY-GENERAL'S DEPARTMENT

Statement of Cash Flows

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000 CASH FLOWS FROM:

Operating Activities

Receipts

Taxation ...... 208 258 207 858 199 908 Commonwealth Grants and Payments ...... 20 335 20 335 20 335 Grants and Subsidies ...... 143 746 147 398 149 992 Fines and Penalties ...... 5 513 4 300 4 300 Interest ...... 3 152 3 097 3 097 Regulatory Fees ...... 306 306 306 Fees and Commissions ...... 15 15 15 State Government — Appropriation ...... 52 341 56 761 46 069 Other Receipts ...... 630 630 630

Total Operating Receipts ...... 434 296 440 700 424 652

Payments

Employee Entitlements ...... 4 392 4 070 4 070 Supplies and Services ...... 16 514 14 014 18 693 Grants and Subsidies ...... 179 894 169 754 171 631 Fees and Commissions ...... 556 578 578 Other Payments ...... 237 433 235 874 226 870

Total Operating Payments ...... 438 789 424 290 421 842

Net Cash Provided by Operating Activities ...... (4 493) 16 410 2 810

Investing Activities

Payments

Purchase of Property, Plant and Equipment ...... 20 20 20 Purchase of Shares and Investments ...... 2 200 2 150 2 150

Total Investing Payments ...... 2 220 2 170 2 170

Net Cash Provided by Investing Activities ...... (2 220) (2 170) (2 170)

Net Increase/(Decrease) in Cash Held ...... (6 713) 14 240 640

Opening Cash Balance as at 1 July ...... 25 494 11 254 7 102

Closing Cash Balance as at 30 June ...... 18 781 25 494 7 742

Further details on receipts and payments relating to Administered items can be found in the Notes to the Portfolio Statement.

5.41

COURTS ADMINISTRATION AUTHORITY

Statement of Financial Performance

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Revenue

Operating Revenue

Grant Revenue ...... 54 251 56 415 55 073 Sales of Goods and Services ...... 2 966 2 751 2 400 Investment Revenue ...... 214 214 214

Total Operating Revenue ...... 57 431 59 380 57 687

Total Revenue from Ordinary Activities ...... 57 431 59 380 57 687

Expenses

Employee Entitlements — Salaries, Wages, Annual and Sick Leave ...... 26 656 26 457 21 341 Long Service Leave ...... 1 037 980 980 Payroll Tax ...... 1 681 1 525 2 356 Superannuation ...... 2 892 2 882 5 633 Supplies and Services — Rental Expenses ...... 378 371 371 Consultancy Expenses ...... 279 274 274 Other Supplies and Services ...... 21 737 22 442 21 094 Depreciation and Amortisation ...... 5 259 5 196 5 218 Interest and Other Finance Expenses ...... 1 491 1 524 1 524 Grants and Subsidies ...... 105 103 103

Total Expenses from Ordinary Activities ...... 61 515 61 754 58 894

Operating Result after Income Tax ...... (4 084) (2 374) (1 207)

Increase/(Decrease) in Asset Revaluation Reserve ...... — — — Increase/(Decrease) in Retained Surplus on Adoption of New Standard ...... — — —

Total Amounts Recognised Directly in Equity ...... — — —

Total Non-owner Changes in Equity ...... (4 084) (2 374) (1 207)

5.42

COURTS ADMINISTRATION AUTHORITY

Statement of Financial Position

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Assets

Current Assets

Cash and Deposits at Call ...... 5 741 9 827 2 783 Receivables ...... 218 217 68 Inventories ...... 15 14 36 Other Current Assets ...... 508 520 570

Total Current Assets ...... 6 482 10 578 3 457

Non Current Assets

Land and Improvements ...... 106 380 104 462 102 612 Plant and Equipment ...... 3 009 3 880 2 821 Works of Art and Cultural Collections ...... 498 498 498 Other Non Current Assets ...... 15 120 16 287 15 682

Total Non Current Assets ...... 125 007 125 127 121 613

Total Assets ...... 131 489 135 705 125 070

Liabilities

Current Liabilities

Employee Entitlements — Long Service Leave ...... 953 823 674 Other Employee Entitlements ...... 1 301 1 243 1 156 Payables ...... 1 995 2 096 2 381 Other Current Liabilities ...... 920 870 895

Total Current Liabilities ...... 5 169 5 032 5 106

Non Current Liabilities

Employee Entitlements — Long Service Leave ...... 4 965 4 669 4 940 Payables ...... 26 361 26 926 26 760

Total Non Current Liabilities ...... 31 326 31 595 31 700

Total Liabilities ...... 36 495 36 627 36 806

Net Assets ...... 94 994 99 078 88 264

Equity

Accumulated Surplus ...... 94 994 99 078 88 264

Total Equity ...... 94 994 99 078 88 264

5.43

COURTS ADMINISTRATION AUTHORITY

Statement of Cash Flows

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000 CASH FLOWS FROM:

Operating Activities

Receipts

Grants and Subsidies ...... 54 251 56 415 55 073 Sales of Goods and Services ...... 2 965 2 750 2 399 Interest ...... 214 214 214

Total Operating Receipts ...... 57 430 59 379 57 686

Payments

Employee Entitlements ...... 31 782 31 428 29 916 Supplies and Services ...... 22 000 22 703 21 355 Interest and Other Financial Payments ...... 1 491 1 524 1 524 Grants and Subsidies ...... 9 9 9 Other Payments ...... 474 465 465

Total Operating Payments ...... 55 756 56 129 53 269

Net Cash Provided by Operating Activities ...... 1 674 3 250 4 417

Investing Activities

Payments

Purchase of Property, Plant and Equipment ...... 5 139 7 680 10 696

Net Cash Provided by Investing Activities ...... (5 139) (7 680) (10 696)

Financing Activities

Payments

Other Payments ...... 621 588 588

Net Cash Provided by Financing Activities ...... (621) (588) (588)

Net Increase/(Decrease) in Cash Held ...... (4 086) (5 018) (6 867)

Opening Cash Balance as at 1 July ...... 9 827 14 845 9 650

Closing Cash Balance as at 30 June ...... 5 741 9 827 2 783

5.44

ADMINISTERED ITEMS FOR THE COURTS ADMINISTRATION AUTHORITY

Statement of Financial Performance

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Revenue

Operating Revenue

Sales of Goods and Services ...... 1 161 1 161 1 161 Fines and Penalties ...... 15 945 15 752 24 513 Regulatory Fees ...... 12 676 12 395 11 220

Total Operating Revenue ...... 29 782 29 308 36 894

Revenue from Government

State Government — Appropriation ...... 19 032 18 293 18 393

Total Revenue from Ordinary Activities ...... 48 814 47 601 55 287

Expenses

Employee Entitlements — Salaries, Wages, Annual and Sick Leave ...... 13 654 13 100 18 518 Long Service Leave ...... 747 713 — Payroll Tax ...... 1 043 991 — Superannuation ...... 3 185 2 945 — Supplies and Services — Other Supplies and Services ...... 682 669 — Other Expenses ...... 29 782 29 308 36 894

Total Expenses from Ordinary Activities ...... 49 093 47 726 55 412

Operating Result after Income Tax ...... (279) (125) (125)

Increase/(Decrease) in Asset Revaluation Reserve ...... — — — Increase/(Decrease) in Retained Surplus on Adoption of New Standard ...... — — —

Total Amounts Recognised Directly in Equity ...... — — —

Total Non-owner Changes in Equity ...... (279) (125) (125)

5.45

ADMINISTERED ITEMS FOR THE COURTS ADMINISTRATION AUTHORITY

Statement of Financial Position

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Assets

Current Assets

Cash and Deposits at Call ...... 382 382 85 Receivables ...... 498 498 500

Total Current Assets ...... 880 880 585

Non Current Assets

Receivables ...... 18 18 20

Total Assets ...... 898 898 605

Liabilities

Current Liabilities

Employee Entitlements — Other Employee Entitlements ...... 1 330 1 225 1 068 Payables ...... 1 109 1 109 983

Total Current Liabilities ...... 2 439 2 334 2 051

Non Current Liabilities

Employee Entitlements — Other Employee Entitlements ...... 3 583 3 409 3 738 Payables ...... 670 670 757

Total Non Current Liabilities ...... 4 253 4 079 4 495

Total Liabilities ...... 6 692 6 413 6 546

Net Assets ...... (5 794) (5 515) (5 941)

Equity

Accumulated Surplus ...... (5 794) (5 515) (5 941)

Total Equity ...... (5 794) (5 515) (5 941)

5.46

ADMINISTERED ITEMS FOR THE COURTS ADMINISTRATION AUTHORITY

Statement of Cash Flows

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000 CASH FLOWS FROM:

Operating Activities

Receipts

Sales of Goods and Services ...... 1 161 1 161 1 161 Fines and Penalties ...... 15 945 15 752 24 513 Regulatory Fees ...... 12 676 12 395 11 220 State Government — Appropriation ...... 19 032 18 293 18 393

Total Operating Receipts ...... 48 814 47 601 55 287

Payments

Employee Entitlements ...... 18 350 17 624 18 393 Supplies and Services ...... 682 669 — Other Payments ...... 29 782 29 308 36 894

Total Operating Payments ...... 48 814 47 601 55 287

Opening Cash Balance as at 1 July ...... 382 382 85

Closing Cash Balance as at 30 June ...... 382 382 85

Further details on receipts and payments relating to Administered items can be found in the Notes to the Portfolio Statement.

5.47

CORRECTIONAL SERVICES

Statement of Financial Performance

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Revenue

Operating Revenue

Grant Revenue ...... 100 891 96 381 93 795 Sales of Goods and Services ...... 6 551 6 541 6 551 Investment Revenue ...... — 16 16

Total Operating Revenue ...... 107 442 102 938 100 362

Total Revenue from Ordinary Activities ...... 107 442 102 938 100 362

Expenses

Employee Entitlements — Salaries, Wages, Annual and Sick Leave ...... 66 306 64 286 64 386 Supplies and Services — Rental Expenses ...... 562 562 562 Other Supplies and Services ...... 37 752 32 339 34 217 Depreciation and Amortisation ...... 5 557 5 018 5 018 Grants and Subsidies ...... 2 045 2 045 2 045

Total Expenses from Ordinary Activities ...... 112 222 104 250 106 228

Operating Result after Income Tax ...... (4 780) (1 312) (5 866)

Increase/(Decrease) in Asset Revaluation Reserve ...... — — — Increase/(Decrease) in Retained Surplus on Adoption of New Standard ...... — — —

Total Amounts Recognised Directly in Equity ...... — — —

Total Non-owner Changes in Equity ...... (4 780) (1 312) (5 866)

5.48

CORRECTIONAL SERVICES

Statement of Financial Position

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Assets

Current Assets

Cash and Deposits at Call ...... 7 995 8 562 4 445 Receivables ...... 521 521 780 Inventories ...... 877 877 932 Other Current Assets ...... 5 5 98

Total Current Assets ...... 9 398 9 965 6 255

Non Current Assets

Land and Improvements ...... 153 356 156 615 145 733 Plant and Equipment ...... 4 041 3 806 2 788 Other Non Current Assets ...... — — 68 Self Generating and Regenerating Assets ...... 63 63 —

Total Non Current Assets ...... 157 460 160 484 148 589

Total Assets ...... 166 858 170 449 154 844

Liabilities

Current Liabilities

Employee Entitlements — Salaries and Wages ...... 180 180 180 Long Service Leave ...... 2 323 2 281 2 751 Other Employee Entitlements ...... 2 721 2 674 2 674 Payables ...... 4 100 4 061 4 789 Other Current Liabilities ...... 3 467 3 467 2 915

Total Current Liabilities ...... 12 791 12 663 13 309

Non Current Liabilities

Employee Entitlements — Long Service Leave ...... 9 454 8 393 8 597 Workers Compensation ...... — — 9 054 Payables ...... 606 606 — Other Non Current Liabilities ...... 10 116 10 116 —

Total Non Current Liabilities ...... 20 176 19 115 17 651

Total Liabilities ...... 32 967 31 778 30 960

Net Assets ...... 133 891 138 671 123 884

5.49

CORRECTIONAL SERVICES

Statement of Financial Position

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Equity

Accumulated Surplus ...... 132 151 136 931 122 144 Other Reserves ...... 1 740 1 740 1 740

Total Equity ...... 133 891 138 671 123 884

5.50

CORRECTIONAL SERVICES

Statement of Cash Flows

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000 CASH FLOWS FROM:

Operating Activities

Receipts

Grants and Subsidies ...... 100 891 96 381 93 795 Sales of Goods and Services ...... 6 551 6 541 6 551 Interest ...... — 16 16

Total Operating Receipts ...... 107 442 102 938 100 362

Payments

Employee Entitlements ...... 65 154 63 356 63 456 Supplies and Services ...... 38 274 33 472 35 350 Grants and Subsidies ...... 2 045 2 045 2 045

Total Operating Payments ...... 105 473 98 873 100 851

Net Cash Provided by Operating Activities ...... 1 969 4 065 (489)

Investing Activities

Payments

Purchase of Property, Plant and Equipment ...... 2 536 5 243 4 077

Net Cash Provided by Investing Activities ...... (2 536) (5 243) (4 077)

Net Increase/(Decrease) in Cash Held ...... (567) (1 178) (4 566)

Opening Cash Balance as at 1 July ...... 8 562 9 740 9 011

Closing Cash Balance as at 30 June ...... 7 995 8 562 4 445

5.51

SOUTH AUSTRALIAN POLICE

Statement of Financial Performance

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Revenue

Operating Revenue

Grant Revenue ...... 349 997 332 268 333 080 Sales of Goods and Services ...... 15 834 13 432 13 432 Regulatory Fees ...... 2 986 2 443 2 443 Investment Revenue ...... 555 545 545

Total Operating Revenue ...... 369 372 348 688 349 500

Total Revenue from Ordinary Activities ...... 369 372 348 688 349 500

Expenses

Employee Entitlements — Salaries, Wages, Annual and Sick Leave ...... 230 829 218 328 215 989 Long Service Leave ...... 6 598 6 361 6 361 Payroll Tax ...... 15 132 14 501 14 323 Superannuation ...... 31 104 32 959 32 531 Supplies and Services — Rental Expenses ...... 9 088 7 991 7 991 Consultancy Expenses ...... 267 261 261 Other Supplies and Services ...... 65 848 64 730 62 874 Depreciation and Amortisation ...... 10 506 9 270 9 170 Grants and Subsidies ...... — 400 —

Total Expenses from Ordinary Activities ...... 369 372 354 801 349 500

Operating Result before Tax ...... — (6 113) — Expense in lieu of Income Tax...... 154 138 138

Operating Result after Income Tax ...... (154) (6 251) (138)

Increase/(Decrease) in Asset Revaluation Reserve ...... — — — Increase/(Decrease) in Retained Surplus on Adoption of New Standard ...... — — —

Total Amounts Recognised Directly in Equity ...... — — —

Total Non-owner Changes in Equity ...... (154) (6 251) (138)

5.52

SOUTH AUSTRALIAN POLICE

Statement of Financial Position

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Assets

Current Assets

Cash and Deposits at Call ...... 21 352 39 416 15 154 Receivables ...... 2 695 2 591 2 380 Inventories ...... 510 510 331 Other Current Assets ...... 1 227 1 226 867

Total Current Assets ...... 25 784 43 743 18 732

Non Current Assets

Land and Improvements ...... 138 537 115 357 129 392 Plant and Equipment ...... 53 270 46 374 56 637

Total Non Current Assets ...... 191 807 161 731 186 029

Total Assets ...... 217 591 205 474 204 761

Liabilities

Current Liabilities

Employee Entitlements — Salaries and Wages ...... 3 194 3 087 3 763 Long Service Leave ...... 6 337 6 124 5 407 Superannuation ...... 2 250 2 175 2 236 Workers Compensation ...... 4 463 4 313 — Other Employee Entitlements ...... 9 445 9 125 10 190 Payables ...... 8 786 8 491 6 273 Other Current Liabilities ...... 25 25 4 217

Total Current Liabilities ...... 34 500 33 340 32 086

Non Current Liabilities

Employee Entitlements — Long Service Leave ...... 52 556 51 533 52 660 Superannuation ...... 3 996 4 042 3 490 Workers Compensation ...... 12 603 12 385 9 401 Other Employee Entitlements ...... — — 3 363 Payables ...... 3 400 3 341 — Borrowings ...... 200 200 200

Total Non Current Liabilities ...... 72 755 71 501 69 114

Total Liabilities ...... 107 255 104 841 101 200

Net Assets ...... 110 336 100 633 103 561

5.53

SOUTH AUSTRALIAN POLICE

Statement of Financial Position

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Equity

Contributed Capital ...... 25 069 15 212 — Accumulated Surplus ...... 62 986 62 240 80 380 Other Reserves ...... 22 281 23 181 23 181

Total Equity ...... 110 336 100 633 103 561

5.54

SOUTH AUSTRALIAN POLICE

Statement of Cash Flows

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000 CASH FLOWS FROM:

Operating Activities

Receipts

Grants and Subsidies ...... 349 997 332 268 333 080 Sales of Goods and Services ...... 15 730 13 329 13 329 Interest ...... 554 545 545 Regulatory Fees ...... 2 986 2 443 2 443

Total Operating Receipts ...... 369 267 348 585 349 397

Payments

Employee Entitlements ...... 281 603 269 814 266 869 Supplies and Services ...... 74 857 72 864 71 008 Grants and Subsidies ...... — 400 — Tax Equivalent Payments ...... 146 127 127

Total Operating Payments ...... 356 606 343 205 338 004

Net Cash Provided by Operating Activities ...... 12 661 5 380 11 393

Investing Activities

Receipts

Sale of Property, Plant and Equipment ...... 157 1 045 1 045

Payments

Purchase of Property, Plant and Equipment ...... 40 739 26 465 41 989

Net Cash Provided by Investing Activities ...... (40 582) (25 420) (40 944)

Financing Activities

Receipts

SA Government Contributed Capital ...... 9 857 15 212 15 212

Net Cash Provided by Financing Activities ...... 9 857 15 212 15 212

Net Increase/(Decrease) in Cash Held ...... (18 064) (4 828) (14 339)

Opening Cash Balance as at 1 July ...... 39 416 44 244 29 493

Closing Cash Balance as at 30 June ...... 21 352 39 416 15 154

5.55

ADMINISTERED ITEMS FOR THE POLICE DEPARTMENT

Statement of Financial Performance

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Revenue

Operating Revenue

Grant Revenue ...... — — 219 Sales of Goods and Services ...... 1 894 1 854 1 854 Fines and Penalties ...... 45 774 43 040 41 030

Total Operating Revenue ...... 47 668 44 894 43 103

Revenue from Government

State Government — Appropriation ...... 3 565 3 470 4 116

Total Revenue from Ordinary Activities ...... 51 233 48 364 47 219

Expenses

Employee Entitlements — Salaries, Wages, Annual and Sick Leave ...... 222 219 219 Supplies and Services — Other Supplies and Services ...... 3 343 3 251 3 251 Grants and Subsidies ...... — — 1 105 Other Expenses ...... 47 668 44 894 42 644

Total Expenses from Ordinary Activities ...... 51 233 48 364 47 219

Operating Result after Income Tax ...... — — —

Increase/(Decrease) in Asset Revaluation Reserve ...... — — — Increase/(Decrease) in Retained Surplus on Adoption of New Standard ...... — — —

Total Amounts Recognised Directly in Equity ...... — — —

Total Non-owner Changes in Equity ...... — — —

5.56

ADMINISTERED ITEMS FOR THE POLICE DEPARTMENT

Statement of Financial Position

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Assets

Current Assets

Cash and Deposits at Call ...... 830 830 — Receivables ...... 11 11 —

Total Current Assets ...... 841 841 —

Non Current Assets

Plant and Equipment ...... 37 37 —

Total Assets ...... 878 878 —

Net Assets ...... 878 878 —

Equity

Accumulated Surplus ...... 878 878 —

Total Equity ...... 878 878 —

5.57

ADMINISTERED ITEMS FOR THE POLICE DEPARTMENT

Statement of Cash Flows

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000 CASH FLOWS FROM:

Operating Activities

Receipts

Grants and Subsidies ...... — — 219 Sales of Goods and Services ...... 1 894 1 854 1 854 Fines and Penalties ...... 45 774 43 040 41 030 State Government — Appropriation ...... 3 565 3 470 4 116

Total Operating Receipts ...... 51 233 48 364 47 219

Payments

Employee Entitlements ...... 222 219 219 Supplies and Services ...... 3 343 3 251 3 251 Grants and Subsidies ...... — — 1 105 Other Payments ...... 47 668 44 894 42 644

Total Operating Payments ...... 51 233 48 364 47 219

Opening Cash Balance as at 1 July ...... 830 830 —

Closing Cash Balance as at 30 June ...... 830 830 —

Further details on receipts and payments relating to Administered items can be found in the Notes to the Portfolio Statement.

5.58

MINISTER FOR POLICE, CORRECTIONAL SERVICES AND EMERGENCY SERVICES — OTHER ITEMS

Statement of Cash Flows

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000 CASH FLOWS FROM:

Operating Activities

Receipts

Grants and Subsidies ...... 6 330 100 100 State Government — Appropriation ...... 1 716 2 277 220

Total Operating Receipts ...... 8 046 2 377 320

Payments

Employee Entitlements ...... 205 2 057 — Supplies and Services ...... 140 50 50 Grants and Subsidies ...... 171 170 170 Other Payments ...... 100 1 022 100

Total Operating Payments ...... 616 3 299 320

Net Cash Provided by Operating Activities ...... 7 430 (922) —

Investing Activities

Receipts

Sale of Property, Plant and Equipment ...... — 922 —

Payments

Purchase of Property, Plant and Equipment ...... 7 430 — —

Total Investing Payments ...... 7 430 — —

Net Cash Provided by Investing Activities ...... (7 430) 922 —

Net Increase/(Decrease) in Cash Held ...... — — —

5.59

EMERGENCY SERVICES

Statement of Financial Performance

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Revenue

Operating Revenue

Grant Revenue ...... 99 095 106 945 90 676 Sales of Goods and Services ...... 3 055 2 607 1 968 Investment Revenue ...... 1 342 1 539 — Other Revenue ...... 390 2 979 —

Total Operating Revenue ...... 103 882 114 070 92 644

Revenue from Government

State Government — Outputs Purchased ...... — — 6 427

Total Revenue from Ordinary Activities ...... 103 882 114 070 99 071

Expenses

Employee Entitlements — Salaries, Wages, Annual and Sick Leave ...... 51 586 48 365 46 989 Long Service Leave ...... 2 223 2 148 1 283 Payroll Tax ...... 3 017 2 907 3 036 Superannuation ...... 5 225 5 035 4 697 Other Employee Entitlements ...... — — 2 034 Supplies and Services — Rental Expenses ...... 1 306 1 271 2 523 Consultancy Expenses ...... — — 200 Other Supplies and Services ...... 32 949 33 788 5 795 Depreciation and Amortisation ...... 6 633 8 292 8 213 Interest and Other Finance Expenses ...... 626 602 — Grants and Subsidies ...... — — 9 566 Other Expenses ...... — — 5 830

Total Expenses from Ordinary Activities ...... 103 565 102 408 90 166

Operating Result after Income Tax ...... 317 11 662 8 905

Increase/(Decrease) in Asset Revaluation Reserve ...... — — — Increase/(Decrease) in Retained Surplus on Adoption of New Standard ...... — — —

Total Amounts Recognised Directly in Equity ...... — — —

Total Non-owner Changes in Equity ...... 317 11 662 8 905

5.60

EMERGENCY SERVICES

Statement of Financial Position

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000

Assets

Current Assets

Cash and Deposits at Call ...... 24 942 35 087 20 537 Receivables ...... 1 351 1 319 2 021 Inventories ...... 43 42 203 Other Current Assets ...... 16 15 942

Total Current Assets ...... 26 352 36 463 23 703

Non Current Assets

Land and Improvements ...... 45 257 45 224 46 339 Plant and Equipment ...... 53 987 42 885 48 741

Total Non Current Assets ...... 99 244 88 109 95 080

Total Assets ...... 125 596 124 572 118 783

Liabilities

Current Liabilities

Employee Entitlements — Salaries and Wages ...... — — 3 513 Long Service Leave ...... — — 879 Other Employee Entitlements ...... 7 135 6 963 2 641 Payables ...... 8 426 8 236 4 489

Total Current Liabilities ...... 15 561 15 199 11 522

Non Current Liabilities

Employee Entitlements — Long Service Leave ...... — — 9 601 Superannuation ...... — — 19 Other Employee Entitlements ...... 8 959 8 747 23 Borrowings ...... 5 464 5 331 5 226

Total Non Current Liabilities ...... 14 423 14 078 14 869

Total Liabilities ...... 29 984 29 277 26 391

Net Assets ...... 95 612 95 295 92 392

Equity

Accumulated Surplus ...... 61 999 61 682 92 392 Asset Revaluation Reserves ...... 33 613 33 613 —

Total Equity ...... 95 612 95 295 92 392

5.61

EMERGENCY SERVICES

Statement of Cash Flows

______

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000 CASH FLOWS FROM:

Operating Activities

Receipts

Commonwealth Grants and Payments ...... 1 272 1 258 — Grants and Subsidies ...... 97 824 105 687 97 103 Sales of Goods and Services ...... 3 530 3 876 1 968 Interest ...... 1 342 1 539 —

Total Operating Receipts ...... 103 968 112 360 99 071

Payments

Employee Entitlements ...... 61 755 59 232 57 976 Supplies and Services ...... 35 408 34 772 13 772 Grants and Subsidies ...... — — 9 566 Other Payments ...... — — 548

Total Operating Payments ...... 97 163 94 004 81 862

Net Cash Provided by Operating Activities ...... 6 805 18 356 17 209

Investing Activities

Receipts

Sale of Property, Plant and Equipment ...... 63 62 330

Payments

Purchase of Property, Plant and Equipment ...... 17 013 14 848 24 428

Net Cash Provided by Investing Activities ...... (16 950) (14 786) (24 098)

Net Increase/(Decrease) in Cash Held ...... (10 145) 3 570 (6 889)

Opening Cash Balance as at 1 July ...... 35 087 31 517 27 426

Closing Cash Balance as at 30 June ...... 24 942 35 087 20 537

5.62

NOTES TO THE PORTFOLIO STATEMENT

Notes to the Outputs Statement and Performance Information

The Justice Portfolio’s output class and output structure has not altered from 2001-02. Following an evaluation of the performance measures, appropriate changes have been made to those reported in the 2000-01 Budget papers.

Other Notes:

(1) All figures for 2001-02 contained within the quantity section of output statements relate to an estimated level of activity and not a target.

Output Class Reconciliation

The following table provides a reconciliation between the 2000-01 Budget expenses and the 2000-01 estimated result expenses.

Output class 2000-01 2000-01 (per 2000-01 Portfolio Statements) Budget Expenses Estimated Result Expenses $000 $000 Preventative Services 65 447 48 177 Legal and Court Services 110 361 112 353 Coordination and Advice 4 979 4 266 Incident Response Services 240 646 285 652 Regulatory and Investigatory Services 221 387 219 288 Offender Supervision 100 742 91 782 Electoral Services 3 224 3 629 Non-Emergency Ambulance Services 22 035 17 917 TOTAL 768 821 783 064

Ministers’ Offices

The following information presents the cost of provision and workforce in relation to the Ministers’ offices.

2001-02 2000-01 2000-01 Budget Estimated Budget Result The cost of provision of the Ministers’ offices ($000) 1 524 1 492 1 394 Workforce for the Ministers’ offices (average FTEs) 19 19 17

5.63

Basis of Accounting

The portfolio’s estimates are prepared in accordance with generally accepted accounting principles, which are noted at the end of the Portfolio Statements.

Additional Information for Administered Items

The following tables outline key movements between 2000-01 and 2001-02 for significant administered items. The tables provide additional detail to the Statement of Cash Flows of Administered Items for Attorney-General’s Department, Courts Administration Authority and Police Department.

5.64

Additional Administered Items Information for the Attorney-General's Department Statement of Cash Flows 2001-02 2000-01 2000-01 Budget Estimated Budget $000 Result $000 $000 CASH FLOWS FROM: Operating Activities Receipts Taxation — Gambling — contribution from casino operations 13 600 14 200 13 700 Gambling — contribution from gaming machines 192 700 191 500 183 600 Gambling Income — on course revenues 3 058 3 058 3 058 Other (1 100) ( 900) ( 450) Commonwealth Grants and Payments— Commonwealth Specific Purpose Grants — Companies Code — Fees 10 900 10 900 10 900 Native Title Legislation — Administration 473 473 473 Legal Aid 8 962 8 962 8 962 Grants and Subsidies Compensation for Injuries Resulting from Criminal Acts 8 200 Criminal Injuries Compensation Fund — Confiscation of Profits 200 200 200 Emergency Services Levy 77 600 74 606 77 100 Emergency Services Levy — refunds and remissions 63 400 72 000 63 900 Intra sector grants received 616 592 592 Other 1 930 Fines and Penalties — Criminal Injuries Compensation Fund 5 513 4 300 4 300 Interest — Agent Indemnity Fund 2 950 2 900 2 900 Criminal Injuries Compensation Fund 160 160 160 Legal Practitioners Act 12 12 12 Secondhand Motor Vehicle Dealers Fund 30 25 25 Regulatory Fees Secondhand Motor Vehicle Dealers Fund 300 300 300 Companies Liquidation Account 6 6 6 Fees and Commissions Legal Practitioners Act 15 15 15 State Government— Appropriation 52 341 56761 46 069 Other Receipts A17 Child Abuse Protection Program 200 200 200 Co-operatives Liquidation Account 150 150 150 Secondhand Motor Vehicle Dealers Fund 280 280 280

Total Receipts 434 296 440 700 424 652

Payments Employee Entitlements— Child Abuse Protection Program 217 217 217 Native Title Legislation — Administration 3 586 3 291 3 291 Ombudsman 185 178 178 Parliamentary salaries and electorate and expense allowances 186 177 177 Solicitor General 218 207 207 Supplies and Services —

5.65

Criminal Injuries Compensation Fund 1 401 1 361 1 361 Expensive State Criminal Cases 250 0 0 Emergency Services Levy 3 985 4 935 4 935 Native Title Legislation - Administration 6 292 2 401 3 480 Ombudsman — Special Acts 16 16 16 Co-operatives Liquidation Account 150 140 140 Child Abuse Protection Program 83 83 83 Solicitor General — Special Acts 14 14 14 Snowtown Case 4 000 2 364 6 364 Software Centre Inquiry 100 400 0 Other 223 2 300 2 300 Grants and Subsidies — Victim Support 343 250 250 CIC Fund — Compensation payments to victims 10 200 10 200 10 200 CIC Fund Subsidies paid to external entities 370 463 463 Emergency Services Levy 2 976 2 960 2 960 Fines Enforcement Scheme 2 500 2 500 2 500 Legal Services Commission — Contribution to Legal Aid 18 564 17 264 17 264 Native Title Legislation 100 100 100 Subsidies paid to liquor licensees 12 600 12 800 12 300 Transfers — Emergency Services Levy 129 840 121 259 124 440 Transfers and subsidies to Racing Clubs 2 058 1 958 1 154 Other 343 0 0 Fees and Commissions — Secondhand Motor Vehicle Dealers Fund 550 550 550 Companies Liquidation Account 6 28 28 Other Payments — Agents Indemnity Fund 750 750 750 Legal Practitioners Act 16 16 16 Remission of fees & charges 450 450 0 Receipts paid to Consolidated Account 236 217 234 658 226 104

Total Payments 438 789 424 290 421 842 Net Cash Provided by Operating Payments (4 493) 16 410 2 810

Investing Activities Payments Purchase of Property, Plant and Equipment — Native Title Legislation — Administration 20 20 20 Purchase of Shares and Investments — Shares and Investments — Agents Indemnity Fund 2 200 2 150 2 150 Total Payments 2 220 2 170 2 170 Net Cash Provided by Investing Activities (2 220) (2 170) (2 170)

Net Increase/(Decrease) in Cash Held (6 713) 14 240 640 Opening Cash Balance as at 1 July 25 494 11 254 7 102 Closing Cash Balance as at 30 June 18 781 25 494 7 742

5.66

Additional Administered Items Information for the Courts Administration Authority Statement of Cash Flows

2001-02 2000-01 2000-01 Budget Estimated Budget $000 Result $000 $000

CASH FLOWS FROM: Operating Activities Receipts Sale of Goods and Services — 1 161 1 161 1 161 Fines and Penalties 15 945 15 752 24 513 Regulatory Fees 12 676 12 395 11 220 State Government — Outputs Purchased 19 032 18 293 18 393 Total Receipts 48 814 47 601 55 287

Payments Judicial Entitlements 18 350 17 624 18 393 Supplies and Services 682 669 Other Payments 29 782 29 308 36 894 Total Payments 48 814 47 601 55 287 Net Cash Provided by Operating Payments 0 0 0 Net Increase/(Decrease) in Cash Held 0 0 0 Opening Cash Balance as at 1 July 382 382 85 Closing Cash Balance as at 30 June 382 382 85

The increase in judicial entitlements represents an estimate of an increase in judicial remuneration during 2001-02.

5.67

Additional Administered Items Information for the Police Department Statement of Cash Flows

2001-02 2000-01 2000-01 Budget Estimated Budget $000 Result $000 $000

CASH FLOWS FROM: Operating Activities Receipts Sale of Goods and Services — Helicopter service — Recovery of costs and sponsorships 772 749 749 Recoup from Commonwealth for fire protection of Commonwealth property 1 122 1 105 1 105 Regulatory Fees, Fines and Penalties — Infringement notice schemes — Expiated fees 45 774 43 040 41 030 State Government — Expenses for Administered Items 3 565 3 470 4 116 Other Receiptst — Intra-sector Grants Received — — 219 Total Receipts 51 233 48 364 47 219

Payments Employee Entitlements — Commissioner of Police 177 174 174 Special Acts 45 45 45 Supplies and Services — National Crime Authority 200 200 200 Provision of helicopter service 3 143 3 051 3 051 Grants and subsidies — Commonwealth properties— Fire protection — — 1 105 Other Payments 47 668 44 894 42 644 Total Payments 51 233 48 364 47 219 Net Cash Provided by Operating Payments 0 0 0

5.68

COMMENTARY ON MAJOR RESOURCE VARIATIONS—JUSTICE

Notes to the Financial Statements

DEPARTMENT OF JUSTICE

The following commentary relates to the Outputs Net Expenditure Statement and the Budgeted Financial Statements presented in the previous section. The discussion relates to variations between the 2000-01 Estimated Result and the 2001-02 Budget.

Outputs Net Expenditure Summary

Variations across all outputs

· There have been increases in budgeted expenses across most outputs, mainly due to under expenditure in the 2000-01 financial year which will be carried over to the 2001-02 financial year.

· The next increment of increases as part of the current Enterprise Bargaining Agreement, and a provision for inflation, will result in increases in expenses.

· There has been an agreed reduction in the rate of Superannuation Contributions.

· A revision of Information Technology unit pricing in relation to mainframe and wide area network segments has occurred.

Variations across specific outputs

Outputs 1.3, 2.1, 3.1, 4.1, 4.2, 5.1, 5.3, 5.5, 6.1 · The allocation of resources to outputs is based on a recent activity survey conducted at Police Local Service Areas during 2000-01.

· There is a significant increase in total revenue and expenses which reflects increased grants for the full-year impact of implementing the Premier’s Task Force recommendations, an additional 90 operational police officers and the establishment of a Call Centre and Audio Management System.

Output 4.1 · Fiscal strategy to utilise Emergency Service Agency Capital Reserves accumulated from previous years.

Outputs 4.1, 8.1 · An anticipated increase in SA Ambulance workload is reflected in the movements in both revenues and expenditure across these outputs.

Output 6.1 · Following an analysis of the valuation of Fixed Assets the rate of depreciation has been adjusted in line with the findings. 5.69

Output 7.1 · The identified increase in expenditure is as a result of funding being provided for the next State Election.

Statement of Financial Performance and Statement of Cash Flows

Funding appropriated for the Purchase of Outputs has been provided to the Department of Justice. Agencies within the portfolio are to receive operating funds via intra-sector grants provided by the Department of Justice as per the following table:

2001-02 2000-01 2000-01 Budget Estimated Budget Result $m $m $m Attorney-General’s Department 45.4 46.1 44.5 Courts Administration Authority 51.9 53.7 52.7 Department for Correctional Services 100.8 96.3 93.7 SA Ambulance Service 33.4 31.3 31.3 SA Police Department 319.4 301.8 302.6 State Electoral Office 6.4 2.6 2.1 Total Intra-Sector Grants 557.2 531.9 526.9

Totals may not add due to rounding. Variations to the amounts shown are explained by the relevant agencies.

Workforce

FTEs as at 30 June 2001-02 2000-01 Budget Estimate Estimated Result Attorney-General’s Department 828.8 837.8 Courts Administration Authority 640.1 640.1 Department for Correctional Services 1 246.0 1 246.0 Emergency Services (Admin Unit & Operations) 966.3 953.3 SA Ambulance Service 729.0 703.0 SA Police Department 4 666.0 4 559.3 State Electoral Office 21.0 21.0 Total Workforce 9 097.2 8 960.5

5.70

COMMENTARY ON MAJOR RESOURCE VARIATIONS— ATTORNEY-GENERAL’S DEPARTMENT

Statement of Financial Performance

The identified reduction in revenue is a result of the following:

· one-off increase in revenue for 2000-01, relating to ESL recoveries for the CAD project

· expected recoveries for Crown Solicitors relating to GST costs incurred

· other minor recoveries for the Office of Consumer and Business Affairs (OCBA).

An increase in expenditure is predominantly caused by a carryover request for 2001-02 and an approved increase in expenditure relating to the Alcohol Strategy, Illicit Drug Strategy and Violence Intervention programs.

There was an identified reduction in EDS costs for the Justice technology area.

Statement of Financial Position

The primary reason for the change in net assets is carryovers from 2000-01 to 2001-02 resulting in a reduction of cash at bank.

Statement of Cash Flows

The primary reason for the change in net assets is carryovers from 2000-01 to 2001-02 resulting in a reduction of cash at bank.

Variation between 2000-01 Budget and Estimated Result

Statement of Financial Performance

The major changes relate to the movement of funds during 2000-01 to match planned expenditure.

5.71

COMMENTARY ON MAJOR RESOURCE VARIATIONS— ATTORNEY-GENERAL’S ADMINISTERED ITEMS

Statement of Financial Performance

The identified reduction in revenue is due mainly to one-off funding received in 2000-01 for the Bodies in the Barrel Case.

The increase in expenditure is due mainly to carryover of expenditure from 2000-01 into 2001-02.

Statement of Cash Flows

Increased revenue is as a result Gambling receipts.

The primary driver for the identified changes in the Cash Balance is carryover of expenditure from 2000-01 into 2001-02 which will result in a reduction of cash at bank together with an increase in expenditure relating to the Administration of the Native Title legislation.

Community Emergency Services Fund

Budgeted Statement of Financial Performance

2001-02 2000-01 2000-01 Budget Estimated Budget Result

$000 $000 $000 Revenue Operating Revenue 137 300 147 700 141 000 Total Revenue 137 300 147 700 141 000

Expenses Operating Expenses Emergency Services Agencies 97 823 105 687 95 997 Volunteer Support, Community Grants, Research and 2 482 2 730 2 960 Development Emergency Services provided by other Government 20 810 20 939 20 045 Agencies Levy Collection 7 632 8 180 8 763 Other Expenses and Projects 14 483 — 13 235

Total Expenses 143 300 137 536 141 000 Operating Result (6 000) 10 164 —

· Total revenue of the Fund for 2000-01 has increased by $6.7 million due to higher contributions in the form of remissions from the Consolidated Account. This will be offset by the provision of a lower level of remissions for 2001-02. 5.72

· Payments to Emergency Service agencies increased for the 2000-01 year due to the inclusion of provisions for payments to the Department of Administrative and Information Services in connection with the Government Radio Network. This is reflected in a matching decrease in ‘Other Expenses and Projects’.

5.73

COMMENTARY ON MAJOR RESOURCE VARIATIONS—COURTS ADMINISTRATION AUTHORITY

Statement of Financial Performance

The decrease in the 2001-02 grant revenue is directly related to capital funding provided in 2000-01 only.

Statement of Financial Position

The decrease in cash relates to expenditure on capital projects in 2001-02 and the consequential rundown in cash reserves. (The final funding instalment for these projects was received in 2000-01).

The increase in Land and Improvements results from additional spending on capital projects during 2001-02 offset by continued depreciation and amortisation of these assets during the year.

Statement of Cash Flows

The decrease in 2001-02 grant revenue is directly related to capital funding provided in 2000-01 only.

The decrease in Investing Payments from 2000-01 to 2001-02 results from the following:

· the completion of the Christies Beach Magistrates court Development during 2000-01

· costs incurred in 2000-01 relating to the replacement of the Authority’s computing network.

These cost movements are offset by budgeted costs for 2001-02 for the Supreme Court Complex Refurbishment Works.

Variation between 2000-01 Budget and Estimated Result

The increase in the Revised Budget estimate funding for 2000-01 results mainly from:

· additional funding to cover EDS unit pricing charges for the Local Area Network and midrange segments, partially offset by a reduction in mainframe unit pricing

· GST implementation funding

· Mental Impairment Program funding.

5.74

COMMENTARY ON MAJOR RESOURCE VARIATIONS—COURTS ADMINISTRATION AUTHORITY ADMINISTERED ITEMS

Statement of Cash Flows and Statement of Financial Performance

The increase in revenue and expenses in 2001-02 results mainly from the funding for and payment of an increase in judicial remuneration.

Variation between 2000-01 Budget and Estimated Result

The reduction in revenue from the 2000-01 Budget and Estimated Result is due to:

· an adjustment from zero-basing revenue base following the introduction of the Fines Payment Unit

· an adjustment for anticipated SAPOL and AGD Fines Payment Unit revenue (originally included in the Authority’s Administered Revenue budget).

5.75

COMMENTARY ON MAJOR RESOURCE VARIATIONS—DEPARTMENT FOR CORRECTIONAL SERVICES

Statement of Financial Performance

The identified increase in expenditure is a result of:

· Enterprise Bargaining

· an increase in depreciation expense

· carryovers in expenditure from the 2000-01 financial year.

Statement of Financial Position

A decrease in total assets is primarily due to a reduction in cash for expenditure committed in 2000-01 to be incurred in 2001-02 and also a reduction in the written down value of non current assets.

Statement of Cash Flows

Increase in cash outflows are due to:

· Enterprise Bargaining

· carryovers in expenditure from the 2000-01 financial year.

Administered Items

The Justice Technology Division (previously known as Justice Information Systems Services) was transferred to the Attorney-General’s Department at the beginning of 2000-01.

Variation between 2000-01 Budget and Estimated Result

The increase in grant revenue is due to reimbursements for the Y2K and GST projects and a redirection of funds within the portfolio for capital works. The reduction in expenditure in 2000-01 will be used to fund several commitments within the agency in 2001-02.

5.76

COMMENTARY ON MAJOR RESOURCE VARIATIONS—SA POLICE DEPARTMENT

Statement of Financial Performance

There is a significant increase in total revenue and expenses which reflects increased grants for an additional 90 operational police officers, the establishment of a Call Centre and the full-year impact of implementing the Premier’s Task Force recommendations.

Statement of Financial Position

Current assets in 2001-02 are anticipated to reduce as cash carried over from 2000-01 for committed purposes is spent.

The increase in non-current assets between years reflects increased expenditure on Capital Works including construction of the Netley Police Complex, the relocation of the Adelaide Local Service Area and Crime Units and establishment of the Call Centre.

The increase in current and non-current liabilities primarily reflects increasing value of employee entitlement.

Statement of Cash Flows

There is a significant increase in total revenue and expenses which reflects increased grants for additional operational police officers, the establishment of a Call Centre and the full-year impact of implementing the Premier’s Task Force recommendations.

Increased expenditure on Investment Activities includes the relocation of the Adelaide Local Service Area and Crime Units, construction of the Netley Complex and Call Centre development.

The 2001-02 closing cash balance reflects spending carried forward from 2000-01 for committed projects including Capital Investing projects.

Variation between 2000-01 Budget and Estimated Result

The variation is due predominantly to timing of the cash flows in the Capital Investing program which has been carried forward to 2001-02 and reduction in funding provided for EDS costs, partly offset by additional funding for the expansion of the Red-light Camera program.

5.77

COMMENTARY ON MAJOR RESOURCE VARIATIONS—SA POLICE DEPARTMENT ADMINISTERED ITEMS

The increase in infringement notice schemes—expiated fees is mainly due to the impact of fee increases in line with CPI movements and full-year impact of expansion of the Red-light Camera program during 2000-01.

The increase in Other Payments is due to the consolidation of Receipts paid into Consolidated Account, State Rescue Helicopter Sponsorship and payments made on behalf of the Commonwealth for Fire Protection.

MINISTER FOR POLICE, CORRECTIONAL SERVICES AND EMERGENCY SERVICES—OTHER ITEMS

The increase in expenditure is associated with the closure of the Fire Equipment Services which was offset by the proceeds of asset sales in 2000-01 and the establishment of the Audio Management System in 2001-02.

5.78

COMMENTARY ON MAJOR RESOURCE VARIATIONS—EMERGENCY SERVICES

Statement of Financial Performance

The reduction in revenue is related to the fiscal strategy to utilise Emergency Services Agency Capital Reserves accumulated from previous years.

Statement of Financial Position

The reduction in Cash is related to the fiscal strategy to utilise Emergency Service Agency Capital Reserves accumulated from previous years, offset by an increase in Non Current Assets. This strategy maintains the total asset base of Emergency Services.

Statement of Cash Flows

The reduction in receipts is related to the fiscal strategy to utilise Emergency Services Agency Capital Reserves accumulated from previous years.

Variation between 2001-02 Budget and Estimated Result

Total revenue of the Fund for 2001-02 has increased by $6.7 million due to higher contributions in the form of remissions from the Consolidated Account. This will be offset by the provision of a lower level of remissions for 2001-02.

Payments to emergency service organisations increased for the 2000-01 year due to the inclusion of provisions for payments to the Department of Administrative and Information Services in connection with the Government Radio Network.

5.79

ADDITIONAL PORTFOLIO INFORMATION

Acts

Attorney-General

Action for Breach of Promise of Marriage (Abolition) Act 1971 Acts Interpretation Act 1915 Acts Republication Act 1967 Adelaide Children’s Hospital and Queen Victoria Hospital (Testamentary Dispositions) Act 1990 Administration and Probate Act 1919 Administrative Arrangements Act 1994 Administrative Decisions (Effect of International Instruments) Act 1995 Aged and Infirm Persons’ Property Act 1940 Age of Majority (Reduction) Act 1971 Aircraft Offences Act 1971 ANZ Executors & Trustee Company (South Australia) Limited (Transfer of Business) Act 1996 Associations Incorporation Act 1985 Australia Acts (Request) Act 1985 Bail Act 1985 Ballot Act 1862 Bills of Sale Act 1886 Business Names Act 1996 Classification (Publications, Films and Computer Games) Act 1995 Classification of Theatrical Performances Act 1978 Commercial Arbitration Act 1986 Commonwealth Legislative Powers Act 1931 Commonwealth Places (Administration of Laws) Act 1970 Commonwealth Powers (Family Law) Act 1986 Community Titles Act 1996 Companies (Administration) Act 1982 Constitution Act 1934 Constitutional Powers (Coastal Waters) Act 1979 Co-operatives Act 1997 Coroners Act 1975 Corporal Punishment Abolition Act 1971 Corporations (South Australia) Act 1990 Courts Administration Act 1993 Cremation Act 2000 Criminal Assets Confiscation Act 1996 Crimes at Sea Act 1998 Criminal Injuries Compensation Act 1978 Criminal Investigation (Extraterritorial Offences) Act 1984 5.80

Criminal Law Consolidation Act 1935 Criminal Law (Forensic Procedures) Act 1998 Criminal Law (Sentencing) Act 1988 Criminal Law (Undercover Operations) Act 1995 Crown Proceedings Act 1992 Da Costa Samaritan Fund (Incorporation of Trustees) Act 1953 Death (Definition) Act 1983 Debtors Act 1936 De Facto Relationships Act 1996 Director of Public Prosecutions Act 1991 District Court Act 1991 Domestic Violence Act 1994 Domicile Act 1980 (The) Election of Senators Act 1903 Electoral Act 1985 Encroachments Act 1944 Enforcement of Judgements Act 1991 Environment, Resources and Development Court Act 1993 Equal Opportunity Act 1984 (The) Estates Tail Act 1881 Evidence Act 1929 Evidence (Affidavits) Act 1928 Expiation of Offences Act 1996 Family Relationships Act 1975 Federal Courts (State Jurisdiction) Act 1999 Fences Act 1975 Financial Sector (Transfer of Business) Act 1999 Financial Sector Reform (South Australia) Act 1999 Foreign Judgements Act 1971 Frustrated Contracts Act 1988 Guardianship of Infants Act 1940 Hindmarsh Island Bridge Act 1999 Inheritance (Family Provision) Act 1972 International Transfer of Prisoners (South Australia) Act 1998 James Brown Memorial Trust Incorporation Act 1990 Judicial Administration (Auxiliary Appointments and Powers) Act 1988 Juries Act 1927 Jurisdiction of Courts (Cross-vesting) Act 1987 Justices of the Peace Act 1991 Kidnapping Act 1960 Land Acquisition Act 1969 Landlord and Tenant Act 1936 Law of Property Act 1936 Legal Practitioners Act 1981 Legal Services Commission Act 1977 Liens on Fruit Act 1923

5.81

Limitation of Actions Act 1936 Listening Devices Act 1972 Little Sisters of the Poor (Testamentary Dispositions) Act 1986 Magistrates Act 1983 Magistrates Court Act 1991 Marketable Securities Act 1971 Members of Parliament (Register of Interests) Act 1983 Mercantile Law Act 1936 Minors Contracts (Miscellaneous Provisions) Act 1979 Misrepresentation Act 1972 National Crime Authority (State Provisions) Act 1984 Native Title (South Australia) Act 1994 Oaths Act 1936 Off-shore Waters (Application of Laws) Act 1976 Ombudsman Act 1972 Parliamentary Committees Act 1991 Partnership Act 1891 Police (Complaints and Disciplinary Proceedings) Act 1985 Powers of Attorney and Agency Act 1984 Prohibited Areas (Application of State Laws) Act 1952 Public Trustee Act 1995 Racial Vilification Act 1996 Real Property Act 1886 Real Property (Commonwealth Titles) Act 1924 Real Property (Foreign Governments) Act 1950 Real Property (Registration of Titles) Act 1945 Recreation Grounds (Regulations) Act 1931 Registration of Deeds Act 1935 Royal Commissions Act 1917 Royal Style and Titles Act 1973 RSL Memorial Hall Trust Act 1997* Sale of Goods Act 1895 Sale of Goods (Vienna Convention) Act 1986 Sea-Carriage Documents Act 1998 Secret Commissions Prohibition Act 1920 Settled Estates Act 1880 Sex Disqualification (Removal) Act 1921 Sexual Reassignment Act 1988 Sheriff’s Act 1978 Solicitor-General Act 1972 St John (Discharge of Trusts) Act 1997 Starr-Bowkett Societies Act 1975 Stock Mortgages and Wool Liens Act 1924 Strata Titles Act 1988 Subordinate Legislation Act 1978 Summary Offences Act 1953

5.82

Summary Procedure Act 1921 Supreme Court Act 1935 Survival of Causes of Action Act 1940 Telecommunications (Interception) Act 1988 Thomas Hutchinson Trust and Related Trusts (Winding Up) Act 1995 Trustee Act 1936 Trustee Companies Act 1988 Unclaimed Goods Act 1987 Waite Trust (Miscellaneous Variations) Act 1996* Warehouse Liens Act 1990 Whistleblowers Protection Act 1993 Wills Act 1936 Workers’ Liens Act 1893 Wrongs Act 1936 Young Offenders Act 1993 Youth Court Act 1993 *denotes Act of limited application

Minister for Consumer Affairs

Births, Deaths and Marriages Registration Act 1996 Building Work Contractors Act 1995 Consumer Credit (South Australia) Act 1995 Consumer Transactions Act 1972 Conveyancers Act 1994 Credit Administration Act 1995 Fair Trading Act 1987 Hairdressers Act 1988 Land Agents Act 1994 Land and Business (Sale and Conveyancing) Act 1994 Land Valuers Act 1994 Liquor Licensing Act 1997 Manufacturers Warranties Act 1974 Plumbers, Gas Fitters and Electricians Act 1995 Prices Act 1948 Residential Tenancies Act 1995 Retail and Commercial Leases Act 1995 Retirement Villages Act 1987 Second-hand Vehicle Dealers Act 1995 Security and Investigation Agents Act 1995 Trade Measurement Act 1993 Trade Measurement Administration Act 1993 Trade Standards Act 1979 Travel Agents Act 1986

5.83

Minister for Justice

Ambulance Services Act 1992 Correctional Services Act 1982 Country Fires Act 1989 Emergency Services Funding Act 1998 Essential Services Act 1981 Firearms Act 1977 Parole Orders (Transfer) Act 1983 Police Act 1998 Prisoners (Interstate Transfer) Act 1982 Public Assemblies Act 1972 Second-hand Dealers and Pawnbrokers Act 1996 South Australian Metropolitan Fire Service Act 1936 State Disaster Act 1980 State Emergency Service Act 1987 Witness Protection Act 1996

Administered Items

Agents Indemnity Fund Companies Liquidation Account Cooperatives Liquidation Account Criminal Injuries Compensation Fund Legal Practitioners Act Fund Second Hand Motor Vehicles Dealers Compensation Fund Taxation revenues from Casino and gaming machines Liquor licensing revenues and refunds Payment of Liquor Subsidies Contribution to Legal Services Commission for legal aid Ministerial salary and allowances Native Title legislation administration Payment of Statutory Officer salaries (Police Commissioner, Ombudsman, Solicitor-General, Electoral Commissioner and Deputy Electoral Commissioner) Fines enforcement initiative Pilot Court Diversion Program Remission of State Government fees and charges Bodies in the Barrels Case Motorola Software Inquiry Unclaimed salaries and wages Court fees and fines Judicial salaries and expenses Probate fees Consumer Credit Fund Child Abuse Project Child Abuse - Community Development Fund Compensation - Companies Regulation

5.84

Transcript fees and expenses Criminal Injuries Compensation Levy Firearms Buyback Scheme NCA secondments/references Provision of State Rescue Helicopter Service, recovery of costs and sponsorships Recoup from the Commonwealth Government for the protection of Commonwealth property Revenue from Traffic Infringement Notices Electoral Districts Boundaries Commission Racing Services Justice Appropriation Residential Tenancies Trust Equal Opportunity Trust Crown Solicitors Trust Retail Shop Trust Back Capture Project Community Emergency Services Levy Fund

Minister—other items

Australian Fire Protection Association grants Community Development Fund—St John Australia SA Inc. grant Grant to the Australian Crime Prevention Council Grant to the Safety House Association SA Water Corporation—water rate concession for emergency services Audio Management System

5.85 ACCOUNTING STANDARDS

ACCOUNTING STANDARDS

Estimates have been prepared in accordance with generally accepted accounting principles, except where these notes indicate otherwise.

Estimated results for 2000-01 are based on projected outcomes and information available at the time of preparation.

Accounting Standards

The budgeted reports have been prepared using the accrual basis of accounting. This approach recognises the economic effect of transactions at the time at which they occur. The accrual basis can be contrasted with the cash basis of accounting which was used formerly and which recognises the effects of transactions and events when cash is received or paid.

Basis of Measurement

In accordance with government policy, one or more of the following measurement bases have been adopted for assets of an agency recognised in the financial statements:

· deprival value—assets are valued with reference to the current cost of replacing the future economic benefits that can be obtained from the remaining useful lives of the assets · fair value · acquisition cost · written-down historical cost · an amount recognised in the accounts of a transferor entity upon a restructure.

Non current physical assets, with a cost of acquisition greater than $1 million and a useful life of more than three years, are required to be revalued using the principles of deprival value at least every three years.

Depreciation and Amortisation of Non Current Assets All non current assets having limited useful lives are systematically depreciated/amortised over their useful lives in a manner that reflects the consumption of their service potential. The three most common methods used for calculating depreciation expense are the straight line, reducing balance and units of output methods.

Works of art are anticipated to have very long and indeterminate useful lives. Their service potential has not, in any material sense, been consumed during the reporting period. As such, no amount for depreciation has been recognised in respect of them.

Assets acquired under finance leases are amortised in a manner consistent with Australian Accounting Standard AAS 17 Accounting for Leases.

In accordance with Australian Accounting Standard AAS 10 Accounting for the Revaluation of Non- Current Assets. Where depreciable non current assets have been revalued by reference to current prices for assets newer than those being revalued, the gross amounts and related accumulated depreciation of each class of revalued assets have been restated separately. Reporting Entities

Reporting Entities for Budget Purposes In accordance with Australian Accounting Standard AAS 24 Consolidated Financial Reports, the financial reports include all assets, liabilities, equities, revenues and expenses of individual entities and portfolio agencies (administrative groupings of entities).

In the process of reporting on portfolio agencies or other entities as single economic entities, transactions and balances between controlled entities have been eliminated.

Notes in the statements of the portfolio agencies will identify which entities have been included in the consolidated reports for that portfolio.

Separation of Disclosure The statements provide disclosure through the separation of activities defined as agency activities, administered activities and Ministerial purposes.

Agency activities are those which relate to the delivery of outputs through resources controlled by the agency.

Administered activities are those which an agency administers but for which the agency does not control the use of resources.

Minister—Other Items

Minister—Other items are those which an agency may administer on behalf of a Minister but over which the Minister controls the deployment or use of resources.

Employee Entitlements

Employee entitlements (including salaries and wages, annual leave, long-service leave, sick leave, fringe benefits and superannuation benefits) reflect those entitlements accrued as a result of services provided by employees up to the reporting date.

Annual Leave Entitlements expected to be settled within twelve months of the reporting date are measured at their nominal amounts based on current remuneration rates.

Sick Leave There is no liability for non vesting sick leave (a non vesting entitlement is that which does not constitute a legal obligation of the employing agency until a valid claim is made by an employee or an event has occurred) if on average sick leave taken is less than total entitlements accruing. Accordingly, for the majority of agencies, no liability will be recognised in respect of this item. Vesting sick leave entitlements are rare for South Australian Government employees.

Long Service Leave For long service leave the liability to be settled more than twelve months from the reporting date is measured as the present value of estimated future cash flows. Superannuation For South Australian Government controlled agencies, the Treasurer assumes accruing superannuation liability in return for periodic payments. Therefore, unless there are contributions due but not yet paid at the reporting date, there is no liability for the agency.

Two types of superannuation funds are in operation currently in the public sector: defined benefit plans and defined contribution plans. In a defined benefit plan a member’s entitlement is determined by reference to a formula based on years of membership and/or salary levels. In a defined contribution plan a member’s entitlement is determined by reference to accumulated contributions made to the plan together with investment earnings thereon. Under existing arrangements, the Treasurer is responsible for any net deficiency in assets for the defined benefits plans but is not responsible for any such deficiency for defined contribution plans. Deficits in defined benefit superannuation plans are recognised as liabilities in the statement of financial position. The deficits are measured as the excess of employees’ accrued benefits resulting from services up to the reporting date over the net market value of the plan’s assets as at the reporting date.

Revenue Recognition

Wherever possible revenue is recognised when the transaction or event giving rise to the revenue occurs. As a result, all items of revenue are normally reported in the Operating Statement when an agency is deemed to have gained control over the amounts in question. In circumstances where it is not possible to determine objectively when control over assets passes to an agency, the amounts in question are brought to account at the time at which cash is received.

For the purposes of revenue recognition, grants received by the Government or its agencies are brought to account at the time at which control over the underlying asset is achieved.

Opening Balances

The opening balance for cash in 2000-01 in the Cash Flow Statement of an agency is based on the closing 1999-2000 cash balance as stated in the financial reports for the agency in the Report of the Auditor-General for 1999-2000.

Exceptions are noted in the Notes to Financial Statements of an agency where a more appropriate opening balance has been used.

Accrual Appropriation

In general, the amount allocated as Payment for Outputs Purchased is intended to cover the full cost of service delivery (including depreciation but excluding provision for doubtful debts and gains/losses on disposal of assets), net of other sources of revenue.

The investment program requirements for an agency may be funded through State Government sources including depreciation, operating receipts, the proceeds of asset sales from business rationalisation, grants and through Commonwealth payments. Where the investment requirements of an agency are not funded from these sources, the State Government funding of an agency’s investment program will generally be treated as an Equity Contribution from the Government, as representative owner. These contributions are treated as contributions to equity rather than operating revenue in an agency (in accordance with Treasurer’s Instruction 3).

Funds appropriated, but not required to meet current year cash outflows will be deposited with the Treasurer and will show as an asset in the agency’s Statement of Financial Position. Rounding

All amounts in the financial reports have been rounded to the nearest thousand dollars unless otherwise indicated.

Due to rounding there may be instances where financial statements and tables do not add.

Presentation

In order to maintain comparability with previous years the presentation format prescribed in the appendices to AAS 29 Financial Reporting by Government Departments has been retained for these budget reports in preference to the new formats prescribed for general purpose financial reporting AAS 1 Statement of Financial Performance and AAS 36 Statement of Financial Position.