DEPARTMENT OF THE CHIEF MINISTER

Annual Report 2014–15 Published by the Department of the Chief Minister © Northern Territory Government 2015 Apart from any use permitted under the Copyright Act, no part of this document may be reproduced without prior written permission from the Northern Territory Government through the Department of the Chief Minister. ISSN: 1031-5454 Enquiries can be directed to: Department of the Chief Minister GPO Box 4396 DARWIN NT 0801 Telephone: (08) 8999 7865 www.dcm.nt.gov.au/home Letter from the Chief Executive Officer

Chief Executive Officer GPO Box 4396 Darwin NT 0801 The Hon Adam Giles MLA Chief Minister Parliament House DARWIN NT 0800

Dear Chief Minister In accordance with the provisions of the Public Sector Employment and Management Act, I am pleased to submit the 2014–15 Annual Report on the activities and achievements of the Department of the Chief Minister. Pursuant to the Public Sector Employment and Management Act, the Financial Management Act and the Information Act, I advise that to the best of my knowledge and belief: a) Proper records of all transactions affecting the agency are kept and the employees under my control observe the provisions of the Financial Management Act, the Financial Management Regulations and the Treasurer’s Directions. b) Procedures within the agency afford proper internal control, and these procedures are recorded in the Accounting and Property Manual, which accords with the requirements of the Financial Management Act. c) There is no indication of fraud, malpractice, major breach of legislation or delegation, major error in, or omission from, the accounts and records. d) The internal audit capacity available to the agency is adequate, and the results of internal audits have been reported to me. e) The financial statements included in the annual report have been prepared from proper accounts and records and are in accordance with the Treasurer’s Directions. f) All Employment Instructions issued by the Commissioner for Public Employment have been satisfied. g) The agency is working in compliance with the Information Act. h) Obligations under the Carers Recognition Act and NT Carers Charter have been satisfied. Yours sincerely

JOHN COLEMAN 30 September 2015

1 Table of Contents

1. Introduction and Overview 4. Managing the Agency 3 Purpose of the Report 76 Our Values 4 Chief Executive Officer’s Review 76 Managing and Developing 6 Our Vision, History, Role and Goals our Team Members 10 2014–15 Highlights 5. Financial Performance 2. Governance 84 Financial Statement Overview 16 Legislation Administered 87 Certification of the 17 Framework Financial Statements 18 Organisation 88 Financial Statements 20 Departmental Boards 92 Notes to the Financial Statements and Committees 22 Audit and Risk Management 6. Appendices 24 Access to Information 131 Appendix 1: Members of the Northern Territory 3. Performance and Ministry and the Leader of the Opposition as at 30 June 2015 Achievements 133 Appendix 2: 28 Output Performance Reporting Employee and Operational 30 Output – Advice and Coordination Expenditure for the Northern Territory 61 Output – Government Business Ministry and the Leader of the Support Opposition as at 30 June 2015 71 Output – Corporate and Governance 135 Contact Details 136 Feedback Form

2 Department of the Chief Minister Annual Report 2014–15 1 Introduction and Overview 3 Purpose of the Report 4 Chief Executive Officer’s Review 6 Our Vision, History, Role and Goals 10 2014–15 Highlights

Purpose of the Report

The 2014–15 Annual Report of the Northern Chapter 2 Territory Department of the Chief Minister §§ functions and objectives of the agency (the agency) has been prepared by the Chief Executive Officer (CEO) in order to §§ legislation administered comply with annual reporting requirements §§ organisation, including number of under section 28 of the Public Sector employees of each designation and Employment and Management Act (PSEMA), any variation in those numbers since section 13 of the Financial Management Act the last report. and the Information Act. Chapter 3 Its primary purpose is to report to the §§ operations, initiatives and Chief Minister on the agency’s performance achievements relating to planning, in 2014–15 against approved budget outputs efficiency, effectiveness, performance and performance measures. Other audiences and service delivery to the community. include Cabinet, the community, other government agencies, agency staff and Chapter 4 its stakeholders. §§ measures taken to ensure public sector principles were upheld and any Pursuant to section 28 of the PSEMA, the significant failures to uphold them of agency must present a report to the Minister which the CEO is aware on the operations of the agency within three months after the end of the financial year, §§ management training and staff and must contain: development programs §§ occupational health and safety programs. Chapter 5 §§ financial statements prepared in line with sections 10 and 13 of the Financial Management Act.

Department of the Chief Minister Annual Report 2014–15 3 Chief Executive Officer’s Review

I am pleased to present the Annual Report for the Department of the Chief Minister for the year ended 30 June 2015.

This year’s annual report provides a comprehensive account of the agency’s functions and performance against approved budgets and resources for 2014–15. The report also includes a number of achievements overseen by my predecessor, Mr Gary Barnes, who was in the role of Chief Executive Officer until March 2015. I thank him for his efforts in the role and providing leadership to the agency since May 2013. As a central agency, the department is committed to being an exemplar of good practice, whether it be through the development of government policy and driving its implementation or engaging our stakeholders about government’s vision for the Territory. The agency strives to provide a high level of leadership and coordination across government. The support the agency provides to the Chief Minister and Cabinet is also crucial to delivering positive outcomes for government. The agency’s achievements in 2014–15 are significant and broad ranging, spanning across a number of diverse issues, regions and events. Some of the agency’s major achievements in 2014–15 include the following: §§ signing a five-year Memorandum of Understanding between the Northern Territory and South Australia to work together on building new infrastructure, developing economic and investment opportunities, growing tourism, supporting environmental conservation, developing the arts and cooperating on efficient service delivery across borders §§ finalising the NT Economic Development Strategy §§ developing the draft Strong Society and Confident Culture Strategy for public consultation §§ facilitating private investment and economic development on the Tiwi Islands, including the delivery of the Tiwi Partnership Model with the Land Development Corporation §§ development of the Tennant Creek and Barkly Regional Economic Development Committee’s Strategic Plan

4 Department of the Chief Minister Annual Report 2014–15 § § § § § § § § § § § § § § § § § § § § § § § § § § § § § § Travel Policy. developing thefirst ever whole-of-government coordinating theNT Fuel Summit to ChildSexualAbuse the Royal Commissioninto InstitutionalResponses coordinating theNT Government’s responses to the website,NT.GOV.AU and commencingconsolidationofinformationfor developing awhole-of-government DigitalStrategy the DalaiLama assisting withthevisitto UluruofHisHoliness 40th anniversary ofCyclone40th anniversary Tracy coordinating commemorationsforthe commemoration, includingtheBorella Ride coordinating theNT’s flagshipAnzacCentenary creating thenewbody, FestivalsNT White Paper Australia onDeveloping Northern providing inputinto theAustralian Government’s creating seniorpositionsinregional centres Offices inAliceSpringsandNhulunbuy Australia Developmentestablishing Northern affected by Tropical Cyclones LamandNathan leading therebuilding process forcommunities - - - - including: ofmajorNTthe delivery infrastructure projects, with responsibility forinitiatingandcoordinating establishing anOfficeoftheCoordinator-General for Defence exercise, ‘Talisman Sabre’ coordination ofwhole-of-government support Advisory BoardAdvisory establishing theStrategicDefence of the report intoof thereport hydraulic fracturingintheNT to progress theimplementationoffindings ofMinesandEnergy theDepartment supporting - - - - gas markets andeastern connecting thenorthern EastGasInterconnector,North apipeline Palmerston RegionalHospital an InternationalGrammarSchoolinDarwin aquaculture project Project SeaDragon,a$1.4billion

September 2015 Chief Executive Officer John Coleman TerritoryNorthern in2015–16. confident culture andbalancedenvironment forthe to buildaprosperous economy, strong society, forward to workingwitheveryone andcontinuing hard work,dedicationandcommitment.Ilook Chief Ministerare atestamentto ouremployees’ year. ofthe Theachievements oftheDepartment inthe2014–15 I wishto thankstafffortheirefforts Department of theChief Minister Annual Report 2014–15 5 5 Introduction and Overview Our Vision, History, Role and Goals

Our Vision Our Role

To shape the future of the Territory through The primary role of the agency is to support developing, coordinating and leading progress the Chief Minister and Cabinet in the delivery across government for improved outcomes for of government’s priorities by: all Territorians. §§ providing independent, rigorous, timely and expert policy advice to the Chief Minister, Ministers and Cabinet Our History §§ positioning the interests of the Northern Territory Before 1976, the responsibility of Government at national and international levels through for the Northern Territory rested totally with the engagement with Commonwealth, state Australian Government. In that year, legislation was and territory governments, industry and passed establishing offices of Executive Members community sectors of the Northern Territory Legislative Assembly, §§ supporting the processes and functions of under which Members of the Legislative Assembly executive government assumed authority to perform executive functions § and powers under laws of the Northern Territory, or § driving performance and outcomes across in relation to departments of its Public Service as the NT Public Sector by coordinating determined by the Administrator. Thus, in January approaches to priority issues implemented 1977, the Department of the Chief Secretary was by the NT Public Sector formed with a total of 27 staff. §§ developing and growing strategic relationships Eighteen months later on 1 July 1978, an with key stakeholders amalgamation of units from the Department of §§ inspiring innovation and efficiency through the Chief Secretary with the old Department of the improving public services. Northern Territory resulted in the formation of the Department of the Chief Minister. Self-government for the Northern Territory had commenced. The Department of the Chief Minister now operates with a total of 322 staff, including ministerial staff, and plays a key role in implementing government priorities, and ensuring key strategies and major policies are implemented by the NT Public Sector. Areas of government and legislation administered by the Department are outlined in the Administrative Arrangements Order.

6 Department of the Chief Minister Annual Report 2014–15 Our Goals Department of theChief Minister Annual Report 2014–15

7 Introduction and Overview Our Goals

8 Department of the Chief Minister Annual Report 2014–15 Our Goals Department of theChief Minister Annual Report 2014–15

9 Introduction and Overview 2014–15 Highlights

Strategic and Federal Policy §§ Pre-meeting negotiations and support and advice to the Chief Minister for three COAG and Council of the Australian Federation (CAF) meetings and the CEO for 23 Senior Officials meetings. §§ Signing of a Memorandum of Understanding between the Northern Territory and South Australia at COAG April 2015 to work together on building new infrastructure, developing economic and investment opportunities, growing tourism, supporting environmental conservation, developing the arts, and cooperating on efficient service delivery across borders. §§ Active involvement in the development and analysis of options of the Australian Government’s White Paper on the Reform of the Australian Federation.

Social Policy Aboriginal Land Strategic Coordination Division Policy Unit §§ Developed the draft Strong Society and §§ Developed a long-term strategy to improve Confident Culture Strategy for public the Aboriginal land administration system. consultation. §§ Worked across government to develop an §§ Coordinated and facilitated government’s interim strategy for tenure for public housing contribution to the Anzac Centenary on Aboriginal land. commemorations, including the Borella Ride. Other events included: the Spirit of Anzac study tour that funded Communications and Territory students to attend the 100th Marketing Bureau anniversary commemoration at Gallipoli §§ Established regular regional eNewsletters and identification and marking graves of returned newspaper features to highlight economic and servicemen at Darwin Cemetery, and infrastructure development and community the Anzac Centenary Memorial Garden. safety initiatives. §§ Developed a whole-of-government digital strategy and started centralising public facing Cabinet Office content into one website – NT.GOV.AU – and redeveloping new agency websites. §§ Managed regional Cabinet visits in Nhulunbuy, §§ Revitalised the NT Government brand and Maningrida and Yuendumu. developed a new brand hierarchy that includes positioning of sub-brands such as Developing the North and FestivalsNT. Protocol §§ Supported visits by 35 Ambassadors, High Commissioners, Consul Generals, Community Engagement other dignitaries and VIPs from a range of and Support countries including Ireland, the Philippines, Finland, USA, Japan, Portugal, Greece, Italy, Seniors India and Vietnam. §§ Delivered the Seniors Month Calendar to more §§ Provided support for Memorial services held than 20 000 NT Seniors Card holders. for the victims of Flight MH17. Multicultural Affairs §§ Provided advice to government on matters important to specific community groups Commissions and Inquiries through coordination of the Minister’s Advisory §§ Participated in a Royal Commission into Councils on Multicultural Affairs and Senior institutional responses to child sexual Territorians and relevant working groups. abuse, Retta Dixon Home public hearing Social Policy Unit held in Darwin. §§ $1.448 million grant to FestivalsNT - that provided support for events across the sport, arts and cultural sectors, including a free concert and fireworks display at Mindil Beach to celebrate Territory Day 2015. 10 Department of the Chief Minister Annual Report 2014–15 § § § § § § § § § § § Economic Development and Investment Major Projects, Infrastructure Recovery Security andEmergency Region East Arnhem § § § § § § § § § § § and the Bonaparte LNGproject.and theBonaparte $1.4 billionaquaculture project, SeaDragon, and emerging majorprojects includingthe Facilitated andcoordinated existing gas markets. andeastern pipeline connectingthenorthern Led thecompetitive process todevelop a new 116-bedPalmerston RegionalHospital. Assumed coordination ofthe ofthedelivery Strategic Plan. Regional Economic Development Committee’s Developed theTennant Creek andBarkly facilities. includingboardinggrammar schoolforDarwin, Progressed aproposal foraninternational Cyclones LamandNathan. communities impactedby severe Tropical coordinated therecovery for support Along withtheEastArnhemregion office, the EastArnhemeconomy. by theNT Government andRioTintoAlcan-akey measure intheGove transitionproject todiversify Established theregional development organisation, Developing EastArnhemLimited,jointlyfunded Strategy. Finalised theNT Economic Development of infrastructure projects. Implemented initiatives tospeedupdelivery representing Territory theNorthern overseas. to Ministersandgovernment employees when Provided securityassessmentsandbriefings accommodation establishedinGaliwin’ku tohousemore than300displacedresidents. finalise disasterrelief tent payments andmobilisedemobiliseCampElcho,thetemporary effect immediateandcriticalrepairs tohousing,restore allessentialandcommunityservices, Tropical Cyclones LamandNathan,includingimmediateor‘make safe’ workstoclearfallentrees, Coordinated therecovery withtheSecurityandEmergency effort Recovery Team following

§ § § § § § § Development Office(NADO) Northern Australia Big Rivers Region Barkly Region Strategic Defence Liaison Central Australia Region Central Australia § § § § § § § Department of theChief Minister Annual Report 2014–15 Force useofunmannedplatforms. intoAustralianDefencethe SenateInquiry Government Defence WhitePaper 2015and Provided submissionstotheAustralian with Defence onpriorityissues. Coordinated across Government engagement White Paper. to therelease oftheAustralianGovernment policies, includingfeeding intoandresponding AustraliadevelopmentImplemented northern Board.Advisory Established theStrategicDefence services inKatherine. services andpreventionfor earlyintervention youth with key stakeholders to develop priorities Delivered aregional youth funding forum Tennant Creek. a CommunitySafety ActionPlanfor withNTIn partnership Police, implemented review.Camel Industry Larapinta Childcare facilityandthecommercial Trail,Art Bike andTourist Path development, range ofprojects includingtheAliceSprings Economic Development Committeewitha theAliceSprings Regional Supported

11 Introduction and Overview East Arm Port infrastructure.

12 Department of the Chief Minister Annual Report 2014–15 Department of theChief Minister Annual Report 2014–15

13 Introduction and Overview 14 Department of the Chief Minister Annual Report 2014–15 2 Governance

16 Legislation Administered 17 Framework 18 Organisation 20 Departmental Boards and Committees 22 Audit and Risk Management 24 Access to Information

Department of the Chief Minister Annual Report 2014–15 15 Legislation Administered

The agency was responsible for administration of the following legislation as at 30 June 2015:

Acts Responsible Areas of Government

§§ Administrators Pensions Act The agency is also responsible for the Administrative Arrangements Order made under section 35 of the §§ Assembly Members and Statutory Officers Interpretation Act by the Administrator of the Northern (Remuneration and Other Entitlements) Act Territory, acting with the advice of the Executive §§ Essential Goods and Services Act Council. The Administrative Arrangements Order sets out the agencies, legislation and principal areas of §§ Flag and Emblem Act government for which Ministers are responsible. §§ Inquiries Act This agency is responsible for the following areas §§ Kenbi Land Trust Act of government: §§ Parks and Reserves (Framework for the Future) Act §§ Remuneration Tribunal §§ Port of Darwin Act §§ coordination and development of §§ Public Information Act government policy §§ Referendums Act §§ coordination of government administration and activities §§ Succession to the Crown (Request) (National Uniform Legislation) Act §§ coordination of intergovernmental relations (except financial relations) §§ Transfer of Powers Act §§ major events §§ Transfer of Powers (Further Provisions) Act §§ government printing §§ Transfer of Powers (Self-Government) Act. §§ obtaining information from and directing work to be done by agencies on behalf of the Chief Minister and Cabinet Regulations §§ Protocol §§ Assembly Members and Statutory Officers §§ security and emergency response (Remuneration and Other Entitlements) Regulations §§ social policy §§ Inquiries (Witnesses’ Expenses) Regulations §§ supporting Cabinet and the Executive Council. §§ Parks and Reserves (Framework for the Future) Regulations §§ Referendums Regulations.

16 Department of the Chief Minister Annual Report 2014–15 Framework ANAO’s ‘HouseofPublicSectorGovernance’ Audit Office(ANAO). legislative requirements (conformance)inlinewiththeframeworkadvocated by theAustralian National to providing assuranceabouttheagency’s andmeetingits (performance) ofservices delivery oftheChiefMinistermaintainsagovernance frameworkthatsetsoutitsapproachThe Department Main Roads: Final Report, July 2001. Main Roads:FinalReport, Transport initsCorporateGovernance Framework forQueenslandTransport and * Source: adaptedfrom amodeldeveloped of by theQueenslandDepartment accountability conformance Stakeholder relationships(externalandinternal) Leadership, ethicsandculture-commitmentto Internal Confidence intheorganisation and Information anddecisionsupport good publicsectorgovernance governance arrangements

Review andevaluation of GOVERNANCE Risk management OUTCOMES: Planning and performance monitoring Department of theChief Minister Annual Report 2014–15 accountability conformance

External and

17 Governance Organisation

Our team members play a central role in implementing the priorities of government through the provision of services to the Chief Minister and the Executive arm of government.

Team members work across a range of diverse functions and output groups (such as economic and social policy advice, research and development, cabinet and ministerial, intergovernmental relations, corporate communications and marketing, and shared services) to facilitate and enable the effective coordination of policy formulation, monitoring and implementation of policy initiatives across government with a whole-of-government perspective.

Staff Snapshot as at 30 June 2015

Staff numbers by output group

FTE Output group (full-time equivalent)

Advice and Coordination 121.45 Government Business Support 158.86 Corporate and Governance 41.68 Total 321.99

NB: The Government Business Support Output Group includes ministerial employees (89.26).

Strategic Risk Workshop, June 2015

18 Department of the Chief Minister Annual Report 2014–15 Infrastructure andInvestment andtheOfficeofPursuing Economic Development andIndigenousLand. The increase instaffingnumberscanbe attributed to theestablishment of theOfficeforMajor Projects, The tablebelowoutlinesfull-timeequivalentclassificationsfrom (FTE) June2014 to June2015. Staff Profile Ministerial employees Total Subtotal Board members NTPS apprentice Graduate program Physical 1 Physical 2 Physical 3 Physical 6 Technical 2 Technical 3 Technical 4 Professional 2 Professional 3 Senior Professional 1 Senior Professional 2 Administrative Officer1 Administrative Officer2 Administrative Officer3 Administrative Officer4 Administrative Officer5 Administrative Officer6 Administrative Officer7 Senior Administrative Officer1 Senior Administrative Officer2 Executive Officer2 Executive Officer3 Executive ContractOfficer1 Executive ContractOfficer2 Executive ContractOfficer3 Executive ContractOfficer4 Executive ContractOfficer5 Executive ContractOfficer6 Classification Department of theChief Minister Annual Report 2014–15 30 June2014 289.89 200.83 89.06 21.60 18.08 15.90 21.53 29.68 27.25 14.85 2.00 1.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 3.00 1.00 2.80 3.90 7.70 2.80 4.21 4.53 0 0 0 0 0 0 0 30 June2015 321.99 232.73 10.80 15.00 25.60 25.60 25.04 19.06 89.26 25.61 34.66 14.27 0.00 0.02 1.00 3.00 2.00 1.00 2.00 2.00 1.00 2.00 1.00 4.00 3.80 0.82 2.50 1.66 4.76 4.53 0 0 0 0

19 Governance Departmental Boards and Committees

Board of Management Information Management

The Board of Management (BoM) develops strategic Committee direction to support government priorities and is the During 2014–15, Corporate Services managed agency’s most senior decision-making body, with information and communications technology responsibility for: matters for the agency and the Office of the §§ monitoring performance against objectives Commissioner for Public Employment (OCPE). This arrangement was under review at year end in §§ maintaining financial accountability relation to re-establishing a joint DCM and OCPE §§ ensuring people management and communication Information Management Committee in 2015–16. practices are effective, fair and equitable, and support corporate objectives. Workplace Health BoM Membership (at 1 July 2014) and Safety Committee Mr Gary Barnes CEO and Chair The Workplace Health and Safety Committee Mr Michael Tennant provides advice to the CEO through the Board of Deputy CEO Management on workplace health and safety issues Mr Andrew Cowan to ensure the health and safety of employees and Office of the Chief Executive clients in the workplace. Ms Sandra Markman The Committee deliberates on workplace health Office of the Parliamentary Counsel and safety (WHS) obligations for employers and Ms Anne Tan employees under the Workplace Health and Safety Office of Major Infrastructure and Investment (National Uniform Legislation) Act, including: Mr Jeff McAlister §§ advising the CEO on the establishment, Office of Asian Engagement, Trade and Investment maintenance and monitoring of programs, Mr Luke Bowen measures and procedures in the workplace Northern Australia Development Office relating to the health and safety of employees Mr Tony Mayell §§ developing and maintaining a WHS management Central Australia Region system, incorporating policies and programs in accordance with relevant legislation BoM Membership (at 30 June 2015) §§ promoting a culture of responsibility and Mr John Coleman accountability for personal health and safety CEO and Chair in the workplace communicated through the Dr Rachel Bacon agency’s Intranet Deputy CEO §§ ensuring WHS issues are considered in the Mr Gary Barnes planning and implementation of any major Coordinator General, Major Projects workplace changes or new work processes and Infrastructure §§ training of first aid and fire warden office holders. Mr Stephen Mencshelyi Strategic Defence The committee met once during this financial year. In line with the Workplace Health and Safety (National Mr Luke Bowen Uniform Legislation) Act requirements, the committee Northern Australia Development Office is comprised of representatives from several of the Mrs Teresa Hart agency’s work areas. Office of the Chief Executive Membership of the committee is under review for 2015–16.

20 Department of the Chief Minister Annual Report 2014–15 § § § § 21 April2015.Key outcomesfrom theARMCmeetingsincluded: The ARMCmetfourtimesthisfinancial year, on24July2014,6November 2015 and 2014,20January § § Membership, AuditandRiskManagementCommitteefor2014–15 § The ARMC’s functionsandresponsibilities include: responsibilities.reporting and complianceframeworks,financial on theeffectiveness oftheagency’s risk,control and objective adviceandassistanceto the CEO The purposeoftheARMCisto provide independent Office oftheCommissionerforPublicEmployment. Risk ManagementCommittee(ARMC) withthe Management agreed to create ajointAudit and In July2013,theagency’s Board of Audit andRiskManagementCommittee Mr David Ryan Mrs Teresa Hart Ms Libby Doney Mr Tarrant Moore Mr JohnCossons Name § § § § § § § recommendations conducted undertheagency’s internalandexternalauditprograms. reviewing theagency’s andmonitoring auditreports management’s implementationofaudit monitoring implementationoftheagency’s 2014–15InternalAudit Plan reviewing andrecommending theagency’s 2014–15InternalAudit Plan to theCEOforapproval recommending theInternalAudit Manual to theCEOforapproval prior to theirapproval by theCEO accountability documents,suchasannualreports, reviewing financialstatementsandotherpublic internal control environment their contributionto, andimpacton,theagency’s of policies,practicesandprocedures inrelation to control environment andreviewing theadequacy monitoring the adequacyoftheagency’s internal identified risks of theinternalcontrols establishedto manage operational riskmanagementandtheadequacy monitoring strategic,reputational, corporateand Invitee Member Member Member Independent Chair Role

Officer, oftheChiefMinister Department Executive Director, andChief Financial CorporateServices Chief Minister Executive Director, ofthe Government Department Services, Office oftheCommissionerforPublicEmployment Director, StrategicWorkforce PlanningandDevelopment, Treasury andFinance Assistant Director, of BudgetDevelopment, Department Job title

§ § § § § § § § time to timeby theCEO. anyotherfunctionsdeterminedfrom undertaking within thecontextofARMC’s purpose, external accountability framework, theinternalcontrols frameworkand in theareas oftheagency’s riskmanagement governance withinthescopeofARMC’s charter commenting onthestateoforganisational audit recommendations OCPE’s responses to andimplementationofthe toreports theNT Legislative Assemblyandthe and auditfindings,including Auditor-General’s monitoring theNT Auditor-General’s auditprogram implementation oftheauditrecommendations findings, includingmanagement’s responses to and assignments, andmonitoring of internal audit annual internalauditplan,coordination ofaudit development andimplementationof the monitoring theinternalauditfunction,including Department of theChief Minister Annual Report 2014–15

21 Governance Audit and Risk Management

Internal Audit

Under the agency’s 2014–15 Internal Audit Plan, In addition, the agency was selected under the a number of risk-based audits were conducted Auditor-General’s unusual transactions review of to improve performance or compliance, or Purchasing Cards transactions between 1 January a combination of both. The ARMC monitors and 31 July 2014. The agency was also selected the agency’s internal audit function, including under the NTG review of Territory Government-owned implementation of the annual Internal Audit Plan assets that may have been identified to contain as well as the monitoring of audit outcomes, and asbestos, which was undertaken by the Department management’s response to and implementation of of Infrastructure. audit recommendations.

Insurance External Audit Under the Treasurer’s Direction M2.1 Insurance The Department of the Chief Minister is subject Arrangements, agencies are required to detail the to the NT Auditor-General’s audit program under mitigation strategies and processes in place to the powers and responsibilities established by the reduce the likelihood or severity of their insurable Audit Act. The ARMC monitors the agency’s external risks. Insurable risks are risks generally related to audit function, including the monitoring of audit workers’ compensation, assets and inventories, outcomes, and management’s response to and public liability and indemnities. They exclude financial implementation of audit recommendations. risks and legal costs in action. In 2014–15, the agency was selected by the In line with the NT Government policy, the agency Auditor-General for the following audits and reviews: self-insures for risk exposures under the categories §§ departmental compliance audit of workers’ compensation, property and assets, public liability and indemnities, which are addressed §§ ministerial travel review by the relevant line managers. Travel insurance §§ performance management system audit on the was purchased for the agency during 2014–15. implementation of the Inquiry into Stella Maris - This was the only commercial insurance purchased 2014 report recommendations by the agency. §§ review to provide the Legislative Assembly with an understanding of the proposed leasing arrangements on the Tiwi Islands.

Insurable risk category Mitigation strategies Public liability §§ repairs and maintenance program §§ appropriate signage §§ education campaigns for staff and public using facilities. Workers’ §§ flexible working arrangements compensation §§ work-life balance strategies §§ Employee Assistance Program §§ regular testing of fire systems and alarms §§ early intervention program §§ test and tag program. Assets and inventories §§ asset registers (for fixed, leased and portable and attractive items) §§ vehicles regularly serviced and maintained. Indemnities §§ risk assessments completed for all new arrangements.

22 Department of the Chief Minister Annual Report 2014–15 of datafrom thepastthree financial years. During 2014–15,three newworkers’ compensationclaimswere lodged.Belowisacomparison * Value ofclaimsincludesmotor vehicle accidentrepairs andcostofvehicles written offinaccidents. over thepastthree financial years isbelow. During 2014–15,eightvehicles were repaired fordamage.Acomparisonofvehicles damaged Workers’ compensation Motor vehicles damaged Claims asat1July Total expenditure Value ofclaims* Number ofvehicles New claims Average cost ofclaim Claims resolved Claims asat30June 2012–13 2012–13 $12 844 $9 171 $1 431 Department of theChief Minister Annual Report 2014–15 1 9 3 1 3 2013–14 2013–14 $13 286 $53 756 $4 479 12 0 3 2 5 2014–15 2014–15 $19 841 $5 905 $2 480 0 8 3 1 2

23 Governance Access to Information

The Information Act came into effect on 1 July 2003. It combines Freedom of Information (FOI), privacy and records management, and it affects how the agency collects, uses and stores government and personal information.

The Information Act is designed to protect personal Information Officer information, promote the free flow of government Department of the Chief Minister information, protect public interests and prevent GPO Box 4396 public sector agencies from the unauthorised DARWIN NT 0801 disclosure of information on individual, private and Email: [email protected] business interests held by public agencies. In complying with section 11 of the Information Act, the agency makes its information available in several Requests for information ways. The agency’s website contains information in 2014–15 describing our organisational structure, functions and how these functions affect the community. The agency received a significant increase in FOI All policies and procedures are designed to assist requests in the 2014–15 financial year in comparison people to access information and to meet requests to prior years. A total of 53 applications requesting for corrections to existing personal information. access to information were received in 2014–15, and Details on how to apply for access to information one application was carried over from 2013–14. in line with Part 3 of the Act are available on Of these, four were withdrawn and one was the agency’s website. Details on how to access transferred to another agency. Four requests information not on the agency’s website is also for an internal review of a decision were received, available online. Further assistance can be provided and one complaint was submitted to the by contacting: Information Commissioner. 2005–06 2006–07 2007–08 2008–09 2009–10 2010–11 2011–12 2012–13 2013–14 2014–15

Information Act requests Applications carried over from the previous year 0 2 1 0 4 4 3 0 0 1 Applications to access personal information 0 0 2 0 1 0 0 2 0 0 Applications to access government and 0 0 0 0 0 1 2 0 0 0 personal information Applications to access government information 3 6 11 22 20 7 8 7 9 53 Applications transferred 1 2 0 0 0 1 2 0 1 1 Requests withdrawn 0 0 3 1 1 1 1 0 0 4 Responses completed 1 5 13 17 17 7 10 9 8 44 Applications on hand as at 30 June 2 1 0 4 4 3 0 0 1 10 Internal reviews 0 0 1 1 7 4 1 0 1 4 Complaints to Information Commissioner 0 0 0 1 0 0 0 0 0 1

24 Department of the Chief Minister Annual Report 2014–15 No privacy complaintswere received in2014–15. access/freedom_of_information/privacy_policy http://www.dcm.nt.gov.au/strong_service_delivery/ agency’s websiteat: The agency’s privacy policyisavailable onthe Privacy

aim ofreducing expensive storage ofphysicalfiles. Information ManagementSystem(TRIM)withthe available forstaffaccessintheTower Records agency andincrease thenumberofelectronic files to reduce thenumberofphysicalfilesheld by the electronic. The scannerwillbeusedextensively terms withindocumentsoncethey have beenmade character recognition, improving thesearching ofkey optical with theaccompanyingsoftware supporting The device isahighvolume documentscanner 2014–15 withthepurchase ofaScamaxscanner. Management Systemwasenhancedin The agency’s Electronic DocumentRecords read andreproduced inresponse to requests. ensuring thatgovernment records canbelocated, correction andprivacy componentsoftheActby Effective records managementunderpinstheaccess, records managementstandards. manage records incompliancewiththegovernment Section 134oftheActrequires NTPS agenciesto standards are establishedthrough 9oftheAct. Part of the The agencyoperatesinlinewiththerequirements Management Records andInformation Department of theChief Minister Annual Report 2014–15 Information Act . Records management

25 Governance 26 Department of the Chief Minister Annual Report 2014–15 3 Performance and Achievements

28 Output Performance Reporting 30 Output – Advice and Coordination 61 Output – Government Business Support 71 Output – Corporate and Governance Katherine (Nimiluk) Gorge, photo courtesy photo Katherine (Nimiluk) Gorge, of Craig Baxter.

Department of the Chief Minister Annual Report 2014–15 27 Output Performance Reporting

During the 2014–15 financial year, the output structure of the agency changed to reflect machinery-of-government changes effective from 1 July 2014.

This section describes the agency’s performance §§ $2.67 million for township leasing under the against planned outcomes for 2014–15. It also Strategic Policy Coordination output includes performance measures to demonstrate §§ $2.62 million for community engagement and efficiency and effectiveness in achieving those Support for FestivalsNT program and NT Anzac outcomes. Reporting on performance is against Centenary celebrations (Borella Ride). outputs identified in NT Treasury’s Budget Paper 3. The increase was offset by transfers out of These changes include the transferring out from business units due to machinery-of-government the agency of Asian Engagement, Trade and moves. Investment, Office of Parliamentary Counsel and the Regional Economic Infrastructure Fund. The agency’s reported expenses for the financial year of $116.30 million was $2.69 million, or only In 2014–15, the agency operated to a budget of 2% below target. $118.98 million across all output groups. The budget increased by $21.99 million from the original Overall, the agency has managed resources published amount of $96.99 million. The additional to budgeted targets and has sufficient cash budget received during the year included: reserves to manage outstanding commitments in forward years. §§ $24.70 million for new projects operated by the Office of the Coordinator General, Looking at the Output Groups, Advice and including Darwin Harbour Foreshore and Oil Coordination was under budget due to timing of and Gas development combined with one-off major infrastructure projects, offset by Output establishment costs for the Strategic Defence Government Business Support due to unbudgeted Advisory Committee in 2014–15 expenditure for Cyclone Lam through the National Disaster Relief and Recovery Arrangements. §§ $3.76 million for one-off funding for inquiries and funding for whole-of-government communication projects §§ $3.47 million for the operations and one-off support for the establishment of the Northern Australia and Central Australia Development Offices

28 Department of the Chief Minister Annual Report 2014–15 The Budgetmovement andexpensesby outputfor2014–15are outlinedbelow. Agency total Shared Provided Services Corporate andGovernance Corporate andGovernance totheAdministrator Government andSupport Services toMinistersandLeaderofOpposition Support Regional Coordination AustraliaDevelopmentNorthern Office Economic Development andMajorInfrastructure Strategic Policy Coordination Government Business Support Community EngagementandSupport Advice andCoordination Output Department of theChief Minister Annual Report 2014–15 Published 2014–15 Budget 81 083 29 424 44 480 10 819 18 605 13 877 11 857 7 179 6 759 2 481 6 643 9 622 $‘000 420 2014–15 estimate 118 982 33 848 78 048 14 577 19 271 13 980 31 345 12 296 14 476 7 086 6 666 5 951 $‘000 Final 420

2014–15 116 296 actuals 38 446 68 965 20 055 10 206 18 391 26 659 13 176 14 764 8 884 8 464 4 160 $‘000 420

% actuals 2014–15 - 11.64% estimate against 13.58% 25.38% final

29 Performance and Achievements Output Group – Advice and Coordination

Outcome: Inform strategic, economic and social policy decisions and effective implementation of priorities across government.

Output: Strategic Policy Coordination

§§ coordinate, support and progress the Territory’s active participation in national forums such as the Council of Australian Governments (COAG) and the Council of the Australian Federation (CAF) §§ facilitate, negotiate and monitor the Territory’s participation and input into national and international agreements, reviews and inquiries §§ provide strategic advice across a wide range of public policy issues to the Chief Minister and Cabinet §§ work with relevant agencies and stakeholders to develop, guide and implement priority strategies and initiatives.

Business Unit – Strategic and Federal Policy

2014–15 2014–15 2015–16 Key performance indicators estimate actuals estimate Client satisfaction >85% 100% >85% Advice provided within agreed timeframes >85% 100% >85% COAG, Senior Officers and Council of the Australian 14 26 14 Federation meetings

Key Achievements in 2014–15

■■ pre-meeting negotiations and support and advice to the Chief Minister for three COAG and CAF meetings and the CEO for 23 Senior Officials meetings ■■ COAG support for the NT’s proposed gas pipeline connecting the northern and eastern gas markets and the importance of infrastructure that unlocks economic growth in regional economies ■■ signing of a memorandum of understanding between the Northern Territory and South Australia at COAG April 2015 to work together on building new infrastructure, developing economic and investment opportunities, growing tourism, supporting environmental conservation, developing the arts and cooperating on efficient service delivery across borders ■■ driving and supporting the negotiation of key intergovernmental agreements, including the National Partnership Agreement on NT Remote Aboriginal Investment and the National Disability Scheme ■■ active involvement in the development and analysis of options of the White Paper on the Reform of the Australian Federation ■■ active involvement in COAG initiatives, including in relation to Indigenous affairs, deregulation, counter- terrorism, reducing violence against women, work health and safety, and the National Ice Strategy.

30 Department of the Chief Minister Annual Report 2014–15 ■ ■ ■ ■ ■ ■ ■ Territory across allpolicyareas. frameworks to ensure optimaloutcomesforthe evolving COAG, CAFandothernational will maintainactive engagementinemerging and In 2015–16,theStrategicandFederal Policy Unit Future Prioritiesfor 2015–16 Business Unit –Strategic andFederal Policy Output: Strategic Policy Coordination ■ ■ ■ ■ ■ ■ ■ whole-of-government collaboration. for whileidentifyingopportunities support government agenciesto provide strategic Build andmaintainrelationships with and conventions. Provide inputinto internationaltreaties funding opportunities. while maximisingstrategicinterests andfederal achieve consistentwhole-of-Territory outcomes as amemberoftheAustralian Federation to COAG councilsinorder to positiontheTerritory Cross-agency engagementonthestreamlined Statehood agenda. Territory’s fortheNorthern Support Insurance Scheme. Agreement ontheNationalDisability NT RemoteAboriginalInvestment andthe Agreementthe newNationalPartnership on and implementationplans,includingfinalising agreements, projectpartnership agreements negotiation andmonitoring ofnational Ongoing provision ofstrategicadvice, this forum. national leadershipandcoordination through Chief Ministerinhisrole asChair, aswell 2016, andtheteamwillprovide to the support usage. TheNT hasresponsibility forCAF and addressing thegrowing problems withice deregulation, tacklingviolenceagainstwomen, policy reform, ongoingworkrelating to Other COAG priorityareas willbecompetition Indigenous affairs. focusonearlychildhood and with aparticular reform proposals across theFederation sphere, Federation, includingthedevelopment of Paper ontheReformofAustralian be thedevelopment nationallyofthe White area ofworkwillcontinuetoA particular

COAG press conference in2014. Mr RowanReillyofSFPpriorto the Department of theChief Minister Annual Report 2014–15

31 Performance and Achievements Output: Strategic Policy Coordination

Business Unit – Social Policy Coordination Division

The Social Policy Coordination Division is comprised of the Social Policy Unit and the Community Engagement Unit, which includes the Office of Youth Affairs, the Office of Senior Territorians and the Office of Multicultural Affairs. Refer to Output ‘Community Engagement and Support’ for detail relating to the Community Engagement Unit, including grants funding across the Social Policy Coordination Division. The Social Policy Unit provides strategic advice on current and emerging social policy issues and develops whole-of-government policy initiatives targeting improved social participation outcomes. It also coordinates whole-of-government effort across a broad range of social development areas, including engagement with and building the capacity of the non-government sector.

Key Achievements in 2014–15

■■ Developed the draft Strong Society and Confident ■■ In partnership with the Department of Culture Strategy for public consultation. The Business, piloted the non-government strategy is a key component of Framing the Future, organisation Business Support Program that which is government’s statement of intent to provided targeted governance advice and realise the Territory’s full potential by building support on developing social enterprises to 19 on our economic, environmental, cultural and non-government organisation program partners. social advantages. This program has now achieved ongoing funding through the Department of Business. ■■ With the support of the Australian Government’s Anzac Centenary Public Fund, coordinated and ■■ Conducted a review of the various show facilitated government planning and contribution societies in the NT, including a thorough audit to the Anzac Centenary commemorations, of facilities and infrastructure to assist in including the NT’s flagship project, The Borella ensuring the future sustainability of the show Ride, completed in March 2015. Local events societies across the Territory. included the Spirit of Anzac study tour that ■■ Supported the NT Volunteer of the Year Awards funded outstanding Territory secondary students in partnership with Volunteering SA-NT, and to attend the 100th anniversary commemoration developed further opportunities to help build at Gallipoli, identification and marking of graves of volunteer activity in the Territory community. returned servicemen at Darwin Cemetery, and the Anzac Centenary Memorial Garden. ■■ Coordinated the NT Government commemoration of the 40th anniversary of Cyclone Tracy. The Chief Minister hosted a reception at Parliament House for people who experienced Cyclone Tracy, and the Cyclone Tracy website facilitated sharing of memories, stories and photos of community spirit and resilience. ■■ In partnership with the non-government sector, developed and delivered the NT Government and non-government Community Services Sector Statement of Principles. ■■ Held bi-annual meetings between the Chief Minister and non-government organisations in Alice Springs and Darwin. These meetings are achieving their aim of providing a direct communication mechanism between the non- government sector and government, and they contribute to the ongoing development of respectful relationships between government and the non-government sector.

NTG Anzac Centenary – Unmarked graves Ceremony, Gardens Road Cemetery, Darwin 24 April 2015.

32 Department of the Chief Minister Annual Report 2014–15 Social Policy Coordination Unitstaff. Business Unit –SocialPolicy Coordination Division Output: Strategic Policy Coordination Future Prioritiesfor 2015–16 ■ ■ ■ ■ ■ ■ ■ ■ building activities. their governance, development andcapacity- showground ownersto review andsupport workwithshowsocietiesand conduct further WayEconomic Forward andSocialStabilityReport; , Based onadvicefrom NT Showgrounds – upgrades to various NT showgrounds. Provide $730,000incapitalgrantsto support strengths thatconnectTerritorians. framework to buildonourculturalandsocial FrameworkParticipation thatprovides the Society andConfidentCulture Strategy:Social Launch andimplementthefinalised withthenon-government sector.in partnership Organisations Guidelines forFunding Non-Government Launch andimplementthe , developed by theNT Government Good Practice Strong ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Department of theChief Minister Annual Report 2014–15 support to volunteers.support Awards andconsiderappropriate levels of by volunteers through theNT Volunteering Continue to celebratethecontributionsmade government sector. from NT Government agenciesto thenon- Implement atrialto facilitatesecondment and initiatives. based understandingofsocialpolicyissues Facilitate research to informanevidence- outcomes. social participation government policyissues,targeting improved Develop, coordinate andimplementwhole-of- at thelocalandnationallevel. and emerging socialpolicyissuesandinitiatives Continue to provide strategicadviceoncurrent

33 Performance and Achievements Output: Economic Development and Major Infrastructure

§§ Lead the development and implementation of policies, strategies and projects that drive diversity, productivity, development and participation in the Territory economy. §§ Identify, promote and facilitate the delivery of strategic infrastructure and investment to achieve sustained economic development and productivity.

Business Unit – Economic Development

2014–15 2014–15 2015–16 Key performance indicators estimate actuals estimate Client satisfaction >85% 100% >85% Advice provided within agreed timeframes >85% 100% >85% Projects managed within agreed timeframes >85% 100% >85%

Key Achievements in 2014–15

■■ Finalised the NT Economic Development Strategy, which is available at http://dcm.nt.gov.au/ territory_economy/economic_development. ■■ Supported regional economies through the provision of 13 grants totalling $0.23 million under the Regional Economic Development Fund (see detail on the Regional Economic Development grants below). ■■ Delivered the Tiwi Partnership Model with the Land Development Corporation. ■■ Maximised opportunities for development on Aboriginal land and native title land and provided secretariat services to the CEO Working Group on Aboriginal Land. ■■ Continued to monitor and evaluate the INPEX Social Impact Management Plan. ■■ Provided secretariat services to the CEO Working Group on Hydraulic Fracturing. ■■ Supported the Economic Development Advisory Panel to provide strategic economic advice to Economic Development Strategy - cover the NT Government, including assisting with the development of the International Trade and Investment Strategy and the East Arnhem Economic Development Strategy. ■■ Convened and supported the Economic Development Sub-Committee of the Coordination Committee. ■■ Developed the Tennant Creek and Barkly Regional Economic Development Committee’s Strategic Plan.

34 Department of the Chief Minister Annual Report 2014–15 Business Unit –EconomicDevelopment § § § § § Balanced Environment Strategy. Economic andEnvironment Policy Officers workingonthe Tiwi Islandspartnership TerritoryHydraulic fracturingin theNorthern 2014–15 key achievements Further information on Output: EconomicDevelopment andMajor Infrastructure § § § § § - - - - - including the: Facilitated various projects across theislands, economic growth andattractprivate investment. Development Framework Agreement to drive Facilitated thedevelopment andsigningofthe toplan andreports Cabinet. overseesthe progress made ontheimplementation Fracturing CEOWorking Inquiry Group that Provided to secretariat theHydraulic services Investment Prospectus. thedevelopment oftheTiwiIslands Supported and EngagementStrategy. Onshore andCommunications OilandGasIndustry the development oftheGuidingPrinciples forthe into HydraulicReport Fracturing in the NT, including progress theimplementationoffindings ofMinesandEnergy to theDepartment Supported - - - - - design ofatourism precinct inWurrumiyanga. land suitabilitytestingonBathurstIsland development ofanewbarge landingfacility opening ofaTerritory BusinessCentre first Tiwi-runwoodchipharvest ■ ■ Future Prioritiesfor 2015–16 ■ ■ ■ ■ Department of theChief Minister Annual Report 2014–15 § § § § § projects, including: Deliver onspecialeconomicandpriority § § § the Future, including: to theBalancedEnvironment goalsof Develop thestrategicframeworkthatresponds § § § Strategy, including: implementation oftheNT Economic Development through coordinating thewhole-of-government Territory’s leadingeconomicperformance and activityto maintainandgrow the Drive economicdevelopment policythinking § § § § § § § § § § § Social ImpactManagementPlanpolicy. Coordination Unit,awhole-of-government develop, withtheagency’s Social Policy Business. project of oversight withtheDepartment Social ImpactManagementPlanandINPEX coordinate thewhole-of-government INPEX Mine CommunityBenefits Trust complete thereviewRiver oftheMcArthur Development Stage3A Australian Government ontheOrd River and Fisheriesinnegotiationswiththe Industry ofPrimary theDepartment support Development Corporation interest forland,jointlywiththeLand on theTiwiIslandsandprivate investment facilitation ofeconomicdevelopment projects analysis onenvironment policy-related issues. provide qualitypolicyadviceandresearch and development system foronshore oilandgasexploration in theNT to strengthen theregulatory intothe Hawke Hydraulic Report Fracturing implementation ofthefindings support a BalancedEnvironment Strategy and investment policyandprojects. Infrastructure andInvestment ininfrastructure to theOfficeofMajorProjects,support Coordination Committee Development Sub-Committeeofthe to theEconomiccontinued support economic growth andinfrastructure implementation ofinitatives thatsupport identification ofstrategicpolicyissuesand Framing

35 Performance and Achievements Output: Economic Development and Major Infrastructure

Business Unit – Economic Development

Further information on 2015–16 Future Priorities

Tiwi Islands partnership Develop policy capability that is the envy of the service §§ Facilitate economic development projects with a focus on agribusiness, tourism, forestry and §§ Develop a skills matrix to identify specific skills transport/logistics to drive job creation and required for the agency’s policy officers to develop capacity building. into quality dynamic policy thinkers. §§ Support the Department of Business to develop §§ Design and deliver a structured development downstream business opportunities from existing program for policy officers. key projects. §§ Facilitate rotations between agencies to develop §§ Support the construction of enabling infrastructure, skills across the service. such as roads and pontoons.

Economic Development Sub-Committee of the Coordination Committee §§ Provide secretariat services and facilitate coordination advice and analysis to emerging priority issues across government focussed on strategic economic outcomes for the Territory. §§ Lead development of policy discussion papers under the economic opportunity and enabler objectives of the Economic Development Strategy: -- Investment Policy -- Land and Water -- Agribusiness -- Human Capital -- Supportive Government -- Supply and Service -- Domestic Energy

36 Department of the Chief Minister Annual Report 2014–15 Australian RegionalOffice Regional Coordination Output Transformation underthe Plan,whichisreported 2014–15 includefundingundertheAliceSprings Other Commonwealthgrantsreceived in infrastructure worksinremote communitiesintheNT. accommodation facilityinTennant Creek andmajor lease negotiations,constructionofayouth of township community benefitpackagesaspart with theAustralian Government to coordinate The agencyentered into afundingarrangement – Remote IndigenousHousing Commonwealth Grant Business Unit –EconomicDevelopment Output: EconomicDevelopment andMajor Infrastructure Total 2014–15 negotiations (TiwiIslands) Pirlangimpi township lease accommodation facility Tennant Creek youth (near AliceSprings) and infrastructure works Ilpeye Ilpeye sub-division Project

Tennant Creek, youth accommodation entry.

, undertheCentral facility underconstruction. Expenditure ($000) 3 000 5 630 2 430 200 § § 2014–15 Economic Development Fund Territory Grants –NT Regional § § - - - - across 13initiatives. Approved projects included: A total of$232,000ingrantswaspaid2014–15 development across theTerritory. regionalto economic stimulateandsupport the RemoteEconomic Development Program The Economic Development Unitadministered - - - - Department of theChief Minister Annual Report 2014–15 support of industry recognition ofindustry awards. support inEastArnhemLand opportunities seriespromoting foraTV fishing tourism support Indigenous land and encouragetourism ventures, manyon development ofmanagementplans to foster ready to transfer arangeofproducts ofartwork to facilitatethe digitisation ofIndigenousartwork

37 Performance and Achievements Output: Economic Development and Major Infrastructure

Business Unit – Aboriginal Land Strategic Policy Unit

2014–15 2014–15 2015–16 Key performance indicators estimate actuals estimate Client satisfaction >85% 100% 85% Advice provided within agreed timeframes >85% 85% 85% Projects managed within agreed timeframes >85% 85% 85%

Key Achievements in 2014–15

■■ Facilitated a whole-of-government workshop to explore issues and solutions in relation to the Aboriginal land administration system. ■■ Developed options to resolve the outstanding beds and banks and intertidal zone Aboriginal land claims. ■■ Developed a long-term strategy to improve the Aboriginal land administration system. ■■ Prepared the draft compensation terms and relevant documents in connection with the Kenbi land claim. ■■ Worked across government to develop an interim strategy for tenure for public housing on Aboriginal land.

Future Priorities for 2015–16

■■ Work with the Senior Officers Working Group to ■■ Develop an action plan to increase exploration finalise a report to COAG on an investigation into activities on Aboriginal land within the existing Indigenous land administration and use. The statutory framework. report to COAG will have five investigation areas: ■■ Work across government to identify tenure 1. gaining efficiencies and improving options and processes that will faciliate effectiveness in the process of economic activity on Aboriginal land. recognising rights ■■ Work across government to formalise a 2. supporting bankable interests in land. government policy in connection with the 3. improving the processes for doing business payment of rent for government leases on on Indigenous land Aboriginal land. 4. investing in the building blocks of ■■ Roll out an education program across land administration government to provide agencies with a basic 5. building capable and accountable land understanding of the Aboriginal land statutory holding bodies. framework as well as contemporary issues ■■ Settle outstanding Aboriginal land claims, relating to Aboriginal land. including the Kenbi land claims and the beds ■■ Continue to work across government to and banks and intertidal zone claims. coordinate the development of strategic ■■ Establish a high-level steering group to build policy related to Aboriginal land issues and strong and productive relationships between economic development. land councils, industry and government to progress strategic reforms to the Aboriginal land administration system. ■■ Work with land councils to improve the Aboriginal land administration system, including the development of an ‘investment prospectus’ to support Indigenous-led economic development.

38 Department of the Chief Minister Annual Report 2014–15 Territory economy. of policies,strategiesandprojects thatdrive diversity, productivity, inthe development andparticipation The OfficeofMajorProjects, Infrastructure andInvestment leadsthedevelopment andimplementation § § Key Achievements in2014–15 Business Unit –Major Projects, Infrastructure andInvestment ■ ■ ■ ■ ■ ■ ■ Output: EconomicDevelopment andMajor Infrastructure New major projects supported andcoordinatedNew majorprojects supported Projects managedwithinagreed timeframes Advice provided withinagreed timeframes Client satisfaction Key indicators performance § § ■ ■ ■ ■ ■ ■ ■ sustained economicdevelopment andproductivity. Identify, promote ofstrategicinfrastructure andfacilitatethedelivery andinvestment to achieve productivity, intheTerritory development andparticipation economy. Lead thedevelopment andimplementationofpolicies,strategiesprojects thatdrive diversity, secondary curriculum. secondary facilities, to deliver aninternationallyrecognised includingboardinggrammar schoolinDarwin, Progressed theproposal foraninternational of Darwin. an investor inthelong-termleaseofPort Led thescopingandcompetitive process for potential to impactontheNT economy. of publicandprivate-sector projects withhigh regularly toReported Cabinet ontheportfolio Government Working Groups. Development andmultipleCouncilofAustralian andRegional ofIndustry the Department Productivity Commission,Infrastructure Australia, responses to several SenateInquiries,the including range ofCommonwealthreports, infrastructure andinvestment issuesto abroad Finalised whole-of-government responses on Status Policy Framework. Finalised andimplementedaMajorProjects ofinfrastructureup delivery projects. Identified andimplementedinitiatives to speed infrastructure projects. or coordinating ofmajorNT thedelivery General withresponsibility forinitiatingand/ Established anOfficeoftheCoordinator- ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Department of theChief Minister Annual Report 2014–15 and Nathan. communities affected by Tropical Cyclones Lam developmentLed therebuilding of andfurther a $1.4billionaquaculture project. LNGProject andProjectBonaparte SeaDragon, emerging majorprojects, includingthe Facilitated andcoordinated existingand development strategy. NT Government’s oilandgasindustry Progressed thedevelopment ofthe developmentindustry strategy. oftheTerritory’sas part broader oilandgas East GasInterconnector)gas markets (theNorth andeastern pipeline connectingthenorthern Led thecompetitive process to develop a community engagements. agreed timeframes andrefocussing delivery Hospital, withincreased focusonsecuring the new116-bedPalmerston Regional Assumed coordination of ofthedelivery 2014–15 estimate >85% >85% >85% 3

2014–15 actuals 100% 100% 100% 9

2015–16 estimate

>85% >85% >85%

3

39 Performance and Achievements Output: Economic Development and Major Infrastructure

Business Unit – Major Projects, Infrastructure and Investment

Future Priorities for 2015–16

■■ Facilitate and coordinate the delivery of ■■ Drive onshore gas processing strategy and major projects, including the Palmerston both offshore and onshore gas exploration Regional Hospital, Project Sea Dragon and and development. the Bonaparte LNG project. ■■ Continue to progress the next series of ■■ Continue to lead the competitive process major projects including onshore LNG to develop the North East Gas Interconnector expansion, development of value-adding gas pipeline. downstream gas industry, a rail link between ■■ Complete the process for seeking private Mount Isa and Tennant Creek, and major investment in the Port of Darwin. mineral developments. ■■ Lead the delivery of an ■■ Facilitate the development of a luxury hotel NT Investment Prospectus. in the Darwin CBD. ■■ Lead cost-of-living projects, such as ■■ Continue to lead the rebuilding and further fresh groceries and produce, and the development of communities affected by petroleum market. Tropical Cyclones Lam and Nathan. ■■ Facilitate the delivery of a state-of-the-art ■■ Investigate methods to make the existing medical facility. federal approach to project selection (ie. cost benefit analysis) more applicable to projects in northern Australia.

Artist impression of Palmerston Regional Hospital.

40 Department of the Chief Minister Annual Report 2014–15 with more than 40 temporary housesmobilisedviabarge andinstalled. with more than 40temporary cyclones LamandNathanrebuilding program. Thisisone of thelargest logisticsprojects ever by theNT undertaken Government ofthe$100million Galiwin’ku: three aspart housingmobilisedandinstalled inGaliwin’ku oftheseven clustersoftemporary infrastructure and loadingcattlereadyPort forexport. Business Unit –Major Projects, Infrastructure andInvestment Output: EconomicDevelopment andMajor Infrastructure Department of theChief Minister Annual Report 2014–15

41 Performance and Achievements Output: Economic Development and Major Infrastructure

Business Unit – Strategic Defence Liaison

§§ Lead the development and implementation of policies, strategies and projects that drive diversity, productivity, development and participation in the Territory economy. §§ Identify, promote and facilitate the delivery of strategic infrastructure and investment to achieve sustained economic development and productivity. The Strategic Defence Liaison Unit coordinates NT Government strategic engagement with Defence and government in relation to the support of the Defence presence and activities in northern Australia and the capture of opportunities that will contribute to the growth of the NT economy.

2014–15 2014–15 2015–16 Key performance indicators estimate actuals estimate Client satisfaction >85% 100% >85% Advice provided within agreed timeframes >85% 100% >85% Projects managed within agreed timeframes >85% 100% >85%

Key Achievements in 2014–15 Future Priorities for 2015–16 ■■ Established the Strategic Defence Advisory Board. ■■ Coordinate industry and government ■■ Coordinated across-government engagement engagement with Defence to maximise with Defence on priority issues. participation in major Defence infrastructure projects. ■■ Provided submissions to the Australian Government Defence White Paper 2015 and the ■■ Continue to coordinate across government to Senate Inquiry into Australian Defence Force use ensure strong engagement with Defence in of unmanned platforms. relation to priority issues. ■■ Implement the ‘Territory Remembers’ program. ■■ Coordinated whole-of-government support for Defence exercises in the NT. ■■ Develop and implement a Veterans Support Program to support current and ex-serving ■■ Established networks with the US Marine Corp veterans in the NT. and the Australian Defence Force to develop ■■ Promote the NT as a strategic location for new opportunities for local industry support of US Defence capabilities and platforms, training Marine rotations and future activities. areas and personnel. ■■ Completed broad consultation with industry, ■■ Continue to engage with Australian Defence Defence and government in relation to the Force and US Marine Corp to capture development of a strategy for Defence in the NT. opportunities for local industry to support US Marine rotations and proposed US Air Force and Navy activities in the region. ■■ Develop and implement a program to promote Darwin and Katherine as postings of choice for Defence members and families.

Chief Minister with Strategic Defence Advisory Board members. (L-R Ms Carmel McGregor, Major General Tim McOwan AO, DSC, CSM, Chief Minister, Air Marshal Eris Herryanto (absent Prof. Alan Dupont).

42 Department of the Chief Minister Annual Report 2014–15 Talisman Sabre 2015. Territory, ofExercise aspart troops atFog Bay Northern towards thebeachto offload from Naval BeachUnit7races Landing Craft,AirCushion LCAC –UnitedStatesNavy Business Unit –Strategic Defence Liaison Output: EconomicDevelopment andMajor Infrastructure HMAS AruntaandUSSPreble duringExerciseHMAS Talisman Sabre 2015. USS Ashland, leading warshipsUSSBonhommeRichard, Perth Ships –HMAS Department of theChief Minister Annual Report 2014–15 Northern Territory,Northern duringExercise Talisman Sabre 2015. 2nd Battalion,Royal Australian RegimentatFog Bay arrives to pickupAustralian Armysoldiersfrom the V22 –AUnitedStatesMarinesCorpsV-22 Osprey

43 Performance and Achievements Output: Northern Australia Development Office

§§ Drive the development and implementation of the northern Australia agenda through the White Paper on Developing Northern Australia. §§ Showcase and market northern Australia to prospective investors and facilitate a ‘one-stop shop’ for stakeholders.

Business Unit – Northern Australia Development Office

In December 2013, the Chief Minister agreed to join the Prime Minister and the Premiers of Western Australia and Queensland in the northern Australia Strategic Partnership. The partnership provides a national leadership framework for the development of northern Australia. In recognition of the importance of this work to the future of the NT, the Chief Minister created a ministerial portfolio and established a Northern Australia Development Office (NADO), which was officially opened in May 2014 and is located in Development House in Darwin. A Central Australia Development Office (CADO) was also established in February 2015 in Alice Springs to assist investors and businesses interested in Central Australia and the rest of the NT. To ensure the regions remain front and centre, NADO also has oversight of the Department of the Chief Minister’s regional offices in Katherine, Wadeye, Tennant Creek, Alice Springs and Nhulunbuy. On 18 June 2015, the Australian Government released the ‘Our North, Our Future: White Paper on Developing Northern Australia’ (White Paper). The White Paper defines policies for the development of northern Australia to 2030, including an outline for the implementation of these policies over the next two, five, 10 and 20 years. The White Paper sets out a policy platform to allow for investment in nation-building infrastructure fundamental to realising our shared vision for developing Northern Australia and maximising trade opportunities with Asia’s existing and emerging economic powerhouses.

2014–15 2014–15 2015–16 Key performance indicators estimate actuals estimate Client satisfaction >85% 89% >85% Advice provided within agreed timeframes >85% 89% >85%

Key Achievements in 2014–15

■■ Implemented northern Australia development ■■ Delivered the ‘Developing the North Regional policies, including feeding into and responding Summits’ in Katherine, Tennant Creek, Alice to the release of the Australian Government Springs and Darwin. White Paper. ■■ Partnered with Deloitte and the National Australia ■■ Prepared the NT Government’s response to Bank to deliver a boardroom consultation series the Australian Government’s Green Paper on in Darwin, Katherine, Tennant Creek, Alice Springs Developing Northern Australia. and Nhulunbuy. ■■ Established NADO as a conduit between the NT ■■ Partnered with KPMG, the Committee for Government and other governments and industry Economic Development of Australia and the groups. Currently 10 key industry associations Australian Institute of Company Directors to and two Australian Government agencies are engage with key business leaders through co-located with NADO. the interstate corporate series to promote the northern Australia agenda. ■■ Established NADO offices in Alice Springs and Nhulunbuy to provide a central coordination and ■■ Established the Chief Minister’s Advisory Council. meeting point for industry bodies, Traditional ■■ Created a Regional Director position in Wadeye Owners, governments and the private sector to to facilitate socioeconomic development in collaborate and drive economic development in Wadeye and the surrounding region. these regions.

44 Department of the Chief Minister Annual Report 2014–15 Key Achievements 2014–15 (cont) Future Prioritiesfor 2015–16 Business Unit –Northern Australia Development Office ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Output: Northern Australia Development Office ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ implementation inourregions. cross-agency policy, coordination and service Directors intheirrole to provide leadershipin the RegionalExecutiveContinue to support Development Fund grants. and administrationofRegional Economic Regional Economic Development Committees Development Framework, includingsupporting the implementationofRegionalEconomic Continue to lead,through theregional offices, and Tennant Creek. officesinKatherine establishment ofNADO Continue to forthe explore opportunities Australia. northern in theacceleratedeconomicdevelopment of consistent withthesteadilyincreasing interest for economicinfrastructure development, the NT Government in showcasingitsvision Establish amulti-useresource thatwillassist engagement plans. comprehensive andregional Darwin stakeholder marketing campaignunderpinnedby asetof Deliver aTerritory-wide communicationsand project approvals. office entry to cut red tapeandfacilitatemajor andasinglepointof head officeinDarwin toAustralia establishtheOfficeofNorthern Work withtheAustralian Government the WhitePaper. maximise thebenefits NT canderive from governmentLead andsupport agenciesto White Paper. into andresponding to therelease ofthe development agenda,includingfeeding Continue to Australia deliver thenorthern NT andatthenationalinternationallevel. Presented at80conferences andforumsinthe Territory’s Australia website. northern Received more than100,000viewsonthe Council. Australia Advisory Northern Barnaby Joyce MPandthePrimeMinister’s CouncilchairedAdvisory by theHonourable May 2014,includingtheAgriculture Industry CADO forkey meetingsandevents industry since Hosted 6480gueststhrough and theNADO projects andinitiatives. Grant Program to fundidentifiedcommunity Established theWadeye CommunityActivity

Luke WhitePaper. Bowenpresenting ontheDeveloping the North ■ ■ ■ ■ ■ ■ Department of theChief Minister Annual Report 2014–15 ■ ■ ■ ■ ■ ■ business and support strong communities. business andsupport energy, educationandhealthto grow local sectors ofmining,cattle,tourism, agriculture, agenda andcontinueto grow ourkey economic to Australia development drive thenorthern attract businessinvestment andconferences Working withothergovernment agenciesto § § through:develop thenorth policy, fundingandlegislative changeto willcontinuetoNADO buildmomentum for surrounding region. economic benefits to Borroloola andthe CBT initsobjective to deliver socialand Provide to secretariat theMRM support employment programs inBorroloola. development, capacitybuildingand allocation of$1.25millionforsocial Trust (MRMCBT) to managetheannual River MineCommunityBenefits McArthur Continue board membershiponthe Development Forum inAliceSprings. to deliver the7thIndigenousEconomic ofBusiness withtheDepartment Partner Creek, NhulunbuyandAliceSprings. fundingfortheKatherine,TennantServices RegionalYouthto administerandsupport Work withtheSocialPolicy Unit inpartnership § § Australia agenda. Paper andtheNT Government’s northern Australia throughfor northern theWhite informing Territorians oftheopportunity facilitating publicandstakeholder forums the NT policies designedto stimulategrowth in taskforce meetingsthatwillresult innew inAustralian Governmentparticipating

45 Performance and Achievements Output: Northern Australia Development Office

Business Unit – Northern Australia Development Office

NADO Grants

Capital grant funding Wadeye Community Activity Grant Program – Charles Darwin University Grants were made available to community In 2014–15, the Northern Australia Development organisations for identified opportunities to Office provided grant funding of $500,000 to Charles assist in delivering activities and initiatives Darwin University (CDU) for the construction of that benefit the community. a resource to be used to promote the NT and showcase current and future development and Funding purpose Amount investment opportunities. The suite will be located in the CDU School of Business Campus at the AFL NT football jumpers 8 999 Darwin Waterfront Precinct. Palngun Wurnangat Association Inc. 10 000 Wadeye Girls’ Group

West Daly Regional Council Wadeye 154 000 public bus service

Total $172 999

46 Department of the Chief Minister Annual Report 2014–15 on regional coordination amongallgovernment agencies. Regional Economic Development Committeesineachregion have commenced,witharenewed focus § § Business Unit –Barkly Regional Office Total – All Regions § The key roles oftheREDsare to: Alice Springs. the seniorpositionsofRegionalExecutive Director (RED)inNhulunbuy, Katherine,Tennant Creek and In order to drive economic development andpolicycoordination intheregions, theagencyestablished Output: Regional Coordination Regional Coordination meetingsheld Regional Economic Committeemeetingssupported Grant payments withinagreed timeframes Regional Economic Committeemeetingssupported Client satisfaction Regional Coordination meetingsheld Key indicators performance Key indicators performance § § § provide leadershiponemerging priorityissuesforthewholeofgovernment. § communicate government policyandinitiatives § particularly withregardparticularly to developing aprosperous economy facilitate cooperationacross agenciesto focusonthestrategicoutcomesof § § outcomes forIndigenouspeopleinAliceSprings. Through theAliceSpringsTransformation to improve services Plan,expandsocialsupport life coordination andeconomicdevelopment outcomeswithintheregions. Working across agenciesto leadanddrive ofstrategiesandactionsto thedelivery improve Department of theChief Minister Annual Report 2014–15 2014–15 2014–15 estimate estimate >90% >85% 10 11 42 44

Framing theFuture , 2014–15 2014–15 actuals actuals 100% 100% 11 11 36 31

2015–16 2015–16 estimate estimate

>90% >85% 10 11 42 44

47 Performance and Achievements Output: Regional Coordination

Business Unit – Barkly Regional Office

Key Achievements in 2014–15 Future Priorities for 2015–16

■■ Coordinated whole-of-government approaches to ■■ Chair the BRCC and drive the performance local regional matters and government priorities of the NT Public Sector to ensure high- through the Barkly Regional Coordination level coordination of NT Government Committee (BRCC). activities throughout the region, including economic development, community safety ■■ In partnership with NT Police, established a and implementation of the Framing the Community Safety Committee and implemented a Future blueprint. Community Safety Action Plan for Tennant Creek. ■■ Continue to provide secretariat support for ■■ Provided administrative support and collaboration the Tennant Creek Community Safety with Julalikari Council Aboriginal Corporation, Committee and facilitate NT Government the Australian Government and the NT support to identify and implement solutions Department of Infrastructure to construct a to local issues. youth accommodation facility in Tennant Creek. Expenditure is outlined under the Remote ■■ Through the BRCC and the Tennant Creek Indigenous Housing Grants on page 37. Community Safety Committee monitor the delivery and outcomes of the grant funding ■■ Supported and worked closely with the Tennant for youth services in Tennant Creek. Creek Regional Economic Development Committee (TCREDC) to identify and prioritise ■■ Partner with the Barkly Regional Council to local economic development opportunities. deliver the trial of a youth centre in Tennant Key achievements include: Creek, to improve confidence, self-esteem and §§ developed and implemented the Tennant social skill development for local youth. Creek and Barkly Region Strategic Action Plan ■■ Support and work closely with the TCREDC §§ established the Tennant Creek and Mount to identify, prioritise and coordinate the delivery Isa Cross-border Alliance to lobby for the of local economic development opportunities, construction of a gas pipeline, railway and initially in the key industry sectors of transport, infrastructure corridor between Tennant Creek freight and logistics, tourism, mining and and Mount Isa energy, construction and land development, §§ in partnership with Tourism NT, established pastoral and agriculture. the Borella Steering Committee to oversee ■■ Establish a permanent Albert Borella Memorial the establishment of a permanent Albert and tourism precinct in Tennant Creek in Borella memorial and tourism precinct in partnership with Tourism NT and the Borella Tennant Creek Steering Committee. §§ hosted a public forum in Tennant Creek to ■■ Maintain NT Government and TCREDC promote the TCREDC and conducted out of representation on the Tennant Creek Local session planning meetings Tourism Advisory Committee to develop §§ delivered a presentation about the and increase the number of visitors to the TCREDC and its priorities to the Central Barkly region. Australian Chamber of Commerce Mining Expo in Alice Springs §§ maintained NT Government and TCREDC representation on the Tennant Creek Local Tourism Advisory Committee to develop and increase marketing for the Barkly region §§ contributed to the NT Government Regional Infrastructure Study.

48 Department of the Chief Minister Annual Report 2014–15 Key Achievements in2014–15 Business Unit –BigRivers Regional Office ■ ■ ■ ■ ■ ■ ■ Output: Regional Coordination Regional Economic Committeemeetingssupported Regional Coordination meetingsheld Client satisfaction Key indicators performance ■ ■ ■ ■ ■ ■ ■ economic growth. Study workshopaboutregional prioritiesand Presented to theKatherine Regional Infrastructure Australia. of Northern Australia’sNorthern into Inquiry theDevelopment positioning to theJointSelectCommitteeon Developed andpresented Katherine’s regional Strategic Plan2014–15. the KatherineRegionalEconomic Development Developed andcommencedimplementationof Transport Hub. Tindal RAAFBaseandtheproposed Katherine to majorinfrastructure, expansionofthe development, KatherineLandUsePlan,upgrades region, includingtheproposed Ord River Stage3 inthe knowledge aboutworkbeingundertaken by NT Government agenciesto buildandshare Coordinated andhostedinformationsessions Trust Board. River MineCommunityBenefits McArthur in Borroloola through representation onthe capacity buildingandemployment programs Facilitated ofsocialdevelopment, thedelivery in Katherine. andpreventionearly intervention youth services with key stakeholders to develop prioritiesfor and delivered aRegionalYouth Funding Forum Established asub-committeeoftheBRRCC Coordination Committee(BRRCC). priorities through theBigRivers Regional to localregional mattersandgovernment Coordinated whole-of-government approaches Katherine LowLevel, ofCraig Baxter. photo courtesy

Future Prioritiesfor 2015–16 ■ ■ ■ ■ ■ ■ ■ ■ Department of theChief Minister Annual Report 2014–15 ■ ■ ■ ■ ■ ■ ■ ■ (Katherine) andBeasley Road (Edith Farms). road connectionbetweenFlorina Road Investigate thepotentialtourist/agricultural Farms andFlemingRoad(DouglasDaly). road connectionbetweenBeasley Road/Edith Investigate thepotentialtourist/agricultural during theTindalRAAFBaseexpansion. to takepartnerships upcontractopportunities to developand businesspartners alliance Facilitate forIndigenousorganisations support of theBorroloola Multi-PurposeCentre. Continue to progress thedesignand construction horticultural industry sectors. industry horticultural developments inthemining,pastoral and potential sectorsindustry andsupport initially inthedefence, tourism andtransport of localeconomicdevelopment opportunities to identify, prioritiseandcoordinate thedelivery Regional Economic Development Committee andworkcloselywiththeKatherine Support Community Safety ActionPlanforKatherine. a CommunitySafety Committeeanddevelop a Work withNT Police inpartnership to establish inKatherine. services and outcomesofthegrantfundingforyouth Through theBRRCC,monitor thedelivery economic development, communitysafety and activities throughout theregion, including level coordination ofNT Government of theNT PublicSector to ensure high- Chair theBRRCCanddrive theperformance implementation oftheFraming theFuture blueprint. 2014–15 estimate >85% 10 11

2014–15 actuals 60% 10 7

2015–16 estimate >85% 10 11

49 Performance and Achievements Output: Regional Coordination

Business Unit – East Arnhem Regional Office

2014–15 2014–15 2015–16 Key performance indicators estimate actuals estimate Client satisfaction >85% 90% >85% Regional Economic Committee meetings supported 10 7 11 Regional Coordination meetings held 11 7 11

Key Achievements in 2014–15

■■ Coordinated the recovery effort with the Security ■■ Conducted effective service and policy and Emergency Recovery Team following Tropical coordination through the East Arnhem Regional Cyclones Lam and Nathan, including immediate Coordinaton Committee, comprised of regional or ‘make safe’ works to clear fallen trees, effect NT Government agency heads. immediate and critical repairs to housing, ■■ Facilitated strategic dialogue on regional restore all essential and community services, economic development opportunities and finalise disaster relief payments and mobilise challenges between the Regional Economic and demobilise Camp Elcho, the temporary tent Development Committee and key NT Government accommodation established in Galiwin’ku to Ministers, Chief Executive Officers and external house more than 300 displaced residents. stakeholders, including AirNorth and the ■■ Established a new independent regional Australian Government. development organisation, Developing East ■■ Engaged positively with regional businesses and Arnhem Limited, jointly funded by the NT community leaders via the Regional Taskforce on Government and Rio Tinto Alcan as a key matters relating to the ongoing transition of the measure in the Gove transition project to Nhulunbuy community beyond the curtailment of diversify the East Arnhem economy. Rio Tinto Alcan’s alumina refinery in 2014. ■■ The Department of the Chief Minister provided ■■ Continued ongoing collaboration with Rio Tinto support of $2 million to match Rio Tinto’s Alcan to ensure reliable and effective servicing of contribution to establish a regional economic Gove Peninsula communities. development fund aimed at driving new private sector investment and facilitating access to key ■■ Launched the new regional Northern Australia infrastructure in Nhulunbuy. Development Office by the Chief Minister on 21 November 2014.

Galiwin’ku, Camp Elcho – shelter construction.

50 Department of the Chief Minister Annual Report 2014–15 Tropical Cyclone Lamhittheregion 2015. The30highqualitytentswere inFebruary onloanfrom the NSWRuralFire Service. A 300-personevacuation footballoval campcalled‘Camp Elcho’ wasestablished ontheGaliwin’ku afterthe destructive Severe Business Unit –East Arnhem Regional Office Output: Regional Coordination Future Prioritiesfor 2015–16 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ new fisheriestrainingmeasures. expansion oftheCorrections workcampand throughdelivery theTop EndHealthService, improvements inregional healthservices based alcoholandotherdrugsprograms, new regional boarding facility, community- new government initiatives, includingthe Assist agenciesto effectively implement development opportunities. with landownersto explore andpursueviable of regional infrastructure bids, orworking tourism operators to improve thesuccess on-groundregion; forexample,by supporting andeconomicdevelopmentindustry inthe Continue to drive specificsector-based region’s key assets. asoneofthe planning fortheGove port and growth enablers;forexample, strategic and otherregional stakeholders onkey projects Work withDeveloping EastArnhemLimited Coordination Committee. Development CommitteeandtheRegional engagement withtheRegionalEconomic andstrategic Ongoing support Community Development Project. of thegovernment’s $100millionRebuildand Tropical Cyclones LamandNathanaspart incommunitiesaffected byopportunities Lead workto deliver jobsandbusiness damaged housesinGaliwin’kuare localYolngu. Over 50%ofthe constructionteamthatrepaired thecyclone Cyclone Laminorder to getthedisplacedfamilybackin. by fixing oneofthecommunityhousesdamaged Tropical Galiwin’ku, DRGIndustrieslocalemployees hard atwork Department of theChief Minister Annual Report 2014–15

51 Performance and Achievements Output: Regional Coordination

Business Unit – Central Australia Regional Office

The results for Central Australia reflect the dynamic and diverse operating environment which the agency operates within. The office services the largest population outside of Darwin and Palmerston which contributes to this unique environment. As an integral coordination point for government operations, internal staff movements have impacted upon delivery in certain elements. Stability in the team moving forward will see this result improved for the coming year.

2014–15 2014–15 2015–16 Key performance indicators estimate actuals estimate Client satisfaction >85% 70% >85% Regional Economic Committee meetings supported 10 8 11 Regional Coordination meetings held 11 6 11

Key Achievements in 2014–15 Future Priorities for 2015–16

■■ Finalised negotiations for the balance of the ■■ Monitor maximum local content is achieved Alice Springs Transformation Plan funding, through the Capital Works program and private including street lighting and developmental play sector development program. equipment on all town camps, extension of the ■■ Maintain strong whole-of-government Alice Springs Women’s Shelter outreach service policy coordination and service delivery for and refurbishment of the outdoor areas of the all agencies in Central Australia. Alice Springs Youth Centre. Expenditure is outlined on page 53. ■■ Monitor the delivery and outcomes of the regional youth services funding for Alice ■■ Provided proponent support to a range of private Springs through the Central Australia Regional construction and resource based projects. Coordination Committee. ■■ Represented the government in key public forums, ■■ Continue local proponent support to a meetings and on committees of significance to range of private construction and resource- Central Australia. based projects. ■■ Coordinated whole-of-government approaches ■■ Support and facilitate strategic outcomes of to local regional matters and government the NT/SA Memorandum of Understanding to priorities through the Central Australia Regional deliver services to the region. Coordination Committee. ■■ Deliver a range of business invigoration ■■ Coordinated whole-of-government responses programs in conjunction with partner agencies. to community safety issues affecting Alice Springs throughout the summer period and ■■ Support enhanced service delivery outcomes during major events. for all town camp residents through the Town Camp Taskforce. ■■ Supported the Alice Springs Regional Economic Development Committee through a range of ■■ Continue targeted and active support of projects, including the Alice Springs art trail, bike the Alice Springs Regional Economic and tourist path development, Larapinta childcare Development Committee. facility and delivery of the commercial camel industry review. ■■ Represented the NT Government at cross-sector multi-agency forums focussed on modernising social service delivery throughout the region, including youth, family violence, early childhood development, patrolling and housing sectors.

52 Department of the Chief Minister Annual Report 2014–15 particularly intown campsandtoparticularly reduce homelessnessthrough theprovision services. ofsuitablesupport Plan by continuing initiatives to improve life outcomesforIndigenousresidents andvisitors inAliceSprings, The AliceSpringsTransformation theworkofAliceSpringsTransformation ImplementationPlansupports Alice SpringsTransformation ImplementationPlan for IndigenouspeopleinAliceSprings. Through theAliceSpringsTransformation to improve services Plan,expandsocialsupport life outcomes Alice SpringsTransformation Plan Partnership AgreementNational Australian Government -Stronger Futures Output: Regional Coordination Grant payments withinagreed timeframes Client satisfaction Total for2014–15 Alice SpringsYouth andCommunityCentre The GapYouth andCommunityCentre Alice SpringsWomen’s ShelterOutreach Service Responding to familyviolence Educational anddevelopmental play equipmentintown camps Bushmob refurbishment Upgrade communitysafety lighting and watermaininfrastructure intown camps Funding purpose Key indicators performance Total for2014–15 Indigenous parent andchildren schoolengagement Families andSchoolsTogether Program Domestic andfamilyviolenceoutreach Targeted service familysupport The GapYouth andCommunityCentre Intensive Tenancy Sustainability Program Ready andWillingforSchoolProgram Integrated response to domesticviolence Funding purpose Department of theChief Minister Annual Report 2014–15 2014–15 estimate >90% >85%

2014–15 actuals 100% 90%

Expenditure ($) Expenditure ($) 2015–16 estimate $5 801870 $4 175000 2 200000 >90% 1 256000 1 142000 >85% 1 506870 200 000 380 000 450 000 141 000 438 000 479 000 497 000 581 000 598 000 60 000 48 000

53 Performance and Achievements Output: Community Engagement and Support

§§ Coordinate, monitor and report on government services and programs across social policy groups within the community, including through the offices of Multicultural Affairs, Youth and Seniors. §§ Develop and deliver initiatives that promote participation and facilitate the contribution of various groups within the community to government decision making and policy development.

Business Unit – Community Engagement and Support

The Social Policy Coordination Division is comprised of the Community Engagement Unit and the Social Policy Unit, which includes the Office of Youth Affairs, the Office of Senior Territorians and the Office of Multicultural Affairs. Refer to Output Strategic Policy Coordination for detail relating to the Social Policy Unit. The Community Engagement Unit develops and delivers initiatives that promote participation and facilitate the contribution of various groups within the community to government decision making and policy development.

2014–15 2014–15 2015–16 Key performance indicators estimate actuals estimate Grants paid $11.9M $9.5M $12.2M

Key Achievements in 2014–15

Youth Seniors ■■ Invested $4.2 million over four years in early ■■ Represented the NT on the National Senior intervention and prevention initiatives for young Officials Settlement Outcomes Group and gained people across the NT. These initiatives are NT Government endorsement of the National driven locally through Regional Coordination Settlement Framework. Committees with strong consultation and advice ■■ Prepared and delivered the 2015 Seniors Card from the non-government sector. Business Directory across the NT. Further ■■ Coordinated National Youth Week, with 6765 information is available at www.dcm.nt.gov.au/ young Territorians attending some 80 events strong_community/seniors/seniors_card and activities held throughout the NT. ■■ Administered the Seniors Month Grants Program, ■■ Awarded grants through the Youth Engagement providing grants for activities during Seniors Grants Program to a range of community groups, Month that encourage an active and healthy not-for-profit organisations, local businesses, lifestyle, celebrate seniors in our community and community leaders, other government agencies showcase the positive aspects of ageing. and young people. ■■ Delivered the Seniors Month calendar to more ■■ Facilitated a direct avenue for young than 20,000 NT Seniors Card holders. More than Territorians to provide advice to the NT 100 events were held in Darwin, Palmerston/ Government through the Chief Minister’s Darwin rural, Katherine, Alice Springs, Barkly, East Round Table of Young Territorians. Arnhem, West Arnhem and the Tiwi Islands.

54 Department of the Chief Minister Annual Report 2014–15 Territorians withAmbassador, MsSharnieRoberts. 2015 ChiefMinister’s RoundTable ofYoung Multicultural Affairs Key Achievements in2014–15 (cont) Business Unit –Community EngagementandSupport ■ ■ ■ ■ Output: Community EngagementandSupport ■ ■ ■ ■ and relevant workinggroups. on MulticulturalAffairsandSeniorTerritorians coordination oftheMinister’s Councils Advisory to specificcommunitygroupsimportant through Provided adviceto government onmatters affairs through regular networkmeetings. agencies onissuesrelating to multicultural non-government organisations andgovernment Engaged withmulticulturalcommunities, Alice Springs. the‘BigDay in OutinHarmony’ and supported Waterfrontthe 2015Darwin HarmonySoiree Collaborated withkey stakeholders to host Facilities Grantsprogram. program andtheMulticulturalCommunity through theMulticulturalAffairsSponsorship themulticulturalcommunity Supported

Day Soiree, 30May 2015. WaterfrontStall holdersatthe2015Darwin Harmony Day Soiree, 30May 2015. Waterfront atthe2015Darwin Performers Harmony Department of theChief Minister Annual Report 2014–15

55 Performance and Achievements Output: Community Engagement and Support

Business Unit – Community Engagement and Support

Future Priorities for 2015–16

■■ Implement and monitor progress of early intervention and prevention services for young people across the Territory. ■■ Continue to strengthen and build capacity, and improve social connections in Territory communities through Community Support Grants. ■■ Develop the Multicultural Participation Framework in consultation with the Minister’s Advisory Council on Multicultural Affairs and the broader community. ■■ Develop the Seniors Participation Framework in consultation with the Minister’s Advisory Council for Senior Territorians and the broader community. ■■ Continue to advise government on matters important to the multicultural and seniors communities through coordination of Minister’s Advisory Councils on Multicultural Affairs and Senior Territorians, including progressing the priorities of the councils’ working groups. ■■ Continue to promote the NT as an inclusive society that embraces cultural diversity, including the continued support of the Harmony Day Soiree in conjunction with the Darwin Waterfront Territory Day in Alice Springs. Corporation and key stakeholders. ■■ Continue to administer grants to benefit the youth, seniors and multicultural communities of the Territory through the Community Engagement Unit’s grant programs. ■■ Convene the 2016 Chief Minister’s Round Table of Young Territorians and focus on ways to improve regional engagement of young people with government. ■■ Monitor the progress of NT Government agencies in achieving outcomes under the NT Youth Participation Framework.

Territory Day in Darwin.

56 Department of the Chief Minister Annual Report 2014–15 § § § Casuarina ShoppingCentre, Darwin. National Youth Week information stallat § to thefollowingorganisations: In 2014–15,theSocialPolicy Unitprovided grants Social Policy Unit that includeanacquittalprocess. grants are distributedundergrantagreements All and CommunityEngagementSupport. output groups ofStrategicPolicy Coordination Policy Grantsbudgetissplitbetweenthetwo and one-offspecialpurposegrants.TheSocial to Territorians, includingrecurring grantprograms responsible foradministeringanumberofgrants The SocialPolicy Coordination Divisionis 2014–15 Community EngagementGrants Business Unit –Community EngagementandSupport Output: Community EngagementandSupport § § § § greater Darwin area.greater Darwin food rescue orFoodbank, inthe service, $0.160M to BaptistCare NT to continuea fireworks display atMindilBeach. Territory Dayand 2015,includingafree concert range ofevents across theTerritory to celebrate cultural sectors anddevelopment ofasuccessful and forevents arts acrosssupport thesport, $1.448 milliongrantto FestivalsNT which provided 2014 Volunteer oftheYear Awards. $15 000to Volunteering SA-NT to assistwiththe the Finke Desert Race. the Finke Desert including BASSINTHEGRASS, V8Supercars and manage anumberoflarge communityevents, $4.708 millionto NT MajorEvents Companyto

§ § § Office ofSenior Territorians § Grants included: young peopleacrossand entertain theTerritory. Program to fundactivitiesthatempower, educate organisations through theYouth EngagementGrant a total of$228305ingrantsto individualsand In 2014–15,theOfficeof Youth Affairsadministered Office of YouthAffairs § in 2014–15,including: Administered atotal of$197330ingrants – Recycled Art prize. – Recycled Art National Youth Week event –AliceSpringsTown Council § § § § § to assistindividualsand$2000 for organisations. funding. Theseincludesmallgrantsofupto $500 provision ofresponses to urgent requests for Quick ResponseGrants,whichenablesthe National Youth Week inApril2015. National Youth Week Grantsforactivitiesduring Council oftheAgeingNT, operationalfunding. school holidays. during theJune–JulyandDecember–January Youth VibeHoliday Grantsto fundactivities August 2014. community events duringSeniorsMonthin 48 grantsto 35 organisations to assistwith Department of theChief Minister Annual Report 2014–15

57 Performance and Achievements Output: Community Engagement and Support

Business Unit – Community Engagement and Support

Office of Multicultural Affairs The Office of Multicultural Affairs administered §§ Cultural and Linguistic Awards, give multicultural a total of $1.176 million in grants to assist community groups the opportunity to use migrant and multicultural communities with the specialised local, national or overseas resources celebration, promotion and development of the or experts to further enhance the maintenance or cultural and linguistic diversity of the NT. Grant development of their culture and language. The programs included: Awards aim to transfer skills from the experts to the local community. §§ Multicultural Affairs Sponsorship Program for projects that benefit the NT in terms of social §§ Multicultural Community Facilities Grants, assist inclusion, social cohesion and/or cultural and with the renovation, repair and upgrade of existing linguistic diversity. premises managed or owned by recognised migrant and/or multicultural community §§ Harmony Grants, available to organisations organisations, with the objective of promoting for projects that enhance multiculturalism in the multicultural diversity in the NT. The grants NT, including community and school celebrations, also support sharing arrangements for the use and participation in the Darwin Waterfront of existing multicultural community-owned or Harmony Soiree. managed facilities. §§ Charles See Kee Leadership Scholarship §§ Multicultural Community Services of Central managed by Charles Darwin University and Australia – operational funding. aimed at assisting students who have re-settled in Australia as a humanitarian or refugee entrant §§ Multicultural Council of the NT – to undertake study to enhance their employment operational funding. and leadership outcomes.

Minister’s Advisory Council for Multicultural Affairs.

58 Department of the Chief Minister Annual Report 2014–15 of this opportunity are outlined below.of thisopportunity between different backgrounds, languagegroups, gendersandages.Communitygroups to take advantage organisations intheNT, communitiesto improve generallyforthepurposeofsupporting socialconnections GrantsProgram providesThe CommunitySupport financialassistance to communitygroups and Chief Minister’s Community SupportGrants Business Unit –Community EngagementandSupport Output: Community EngagementandSupport Greek Orthodox Community of North Australia Inc. Greek CommunityofNorth Orthodox Freds Pass ShowSociety oftheLegislative Assembly Department oftheChiefMinister Department ofBusiness Department SymphonyOrchestraDarwin Darwin RSLandSub-Branch Darwin LionsBeerCanRegatta Association Darwin Darwin CoordinatorsDarwin Daly Waters CampdraftAssociation Cruising Yacht AssociationoftheNT Inc Coomalie CommunityCouncil City ofDarwin Christmas in Darwin Association Christmas inDarwin Charles Darwin University Charles Darwin Charles Darwin University Charles Darwin Centralian BeefBreeders Association Central Australian SingingAssociation Celebration ofAfricanAustralians Inc. Brad JonesRacing Australian Stock HorseSocietyNT Australia Day CouncilNT Arunga Park Speedway Apex CentralAustralia Ltd AM MediaConsultantsPty Alice SpringsStVincentDePaul Society Alice SpringsRSL Alice SpringsChristianMinistersFellowship Aileron BushWeekend Inc. Adelaide River ShowSociety Allianceofthe NTAboriginal MedicalServices Organisation Greek Glenti2015 Operational andcapitalfunding ofaSeniorTerritorianPortrait 2014 Show Societyanalysis Program NGO BusinessSupport inNhulunbuy 2015 Concert 2015 AnzacDay events 2014 BeerCanRegatta North Australia Emergency Competition North 2015 DalyWaters Campdraft Darwin DiliYachtDarwin Rally 2015 AnzacDay events Commemorations 2015 BombingofDarwin Carols by Candlelight2014 Chief Minister's ScienceAward 2014 ScienceExperienceNT Operational Assistance Women's Choir-SingwithSoweto Choir 2014 Awards Brad JonesTraffic Plan Katherine Campdraft Oz Fusion International SidecarChamps Camel Cup2015 2014 SpecialChildren's ChristmasParty Vinnies CEOSleep-outContribution Screening ofAnzacCeremony 2014 AliceSpringsCarols by Candlelight Aileron BushWeekend Adelaide River ShowCampdraft Week2015 NAIDOC Event/Project Department of theChief Minister Annual Report 2014–15 Amount ($) 201 453 90 000 70 000 10 000 10 000 10 000 10 000 50 000 14 000 35 000 22 000 15 000 90 640 12 500 13 808 42 504 52 402 1 000 5 000 2 000 1 000 3 000 5 000 6 000 3 000 2 000 3 000 7 400 2 750 500 880

59 Performance and Achievements Output: Community Engagement and Support

Business Unit – Community Engagement and Support

Chief Minister’s Community Support Grants (continued)

Organisation Event/Project Amount ($) Greek Orthodox Community of North Australia Inc. Greek aged care facility feasibility study 86 000 Hellenic Macedonian Association NT Inc. 2015 Greek in Country Program 15 000 Henbury School Christmas lunch 2 500 Henley on Todd Henley on Todd Regatta 5 000 Indian Cultural Society NT Inc. India @ Mindil 2015 10 000 Italian Festival Association 2015 Italian Festival 100 000 Katherine Aero Club 2015 ‘Katherine Kracker’ Aero event 3 500 Katherine and District Show Society 50th Anniversary Show (2015) 5 000 Speedway Karting Association of Australia Katherine Dirt Kart Club Inc. 3 000 Titles 2014 Katherine District Radio Inc. Support for Station Manager 25 000 Litchfield Orchid Club NT Orchid Spectacular 1 200 Media Entertainment and Arts Alliance 2014 NT Media Awards 4 000 Moonfish Productions 2014 regional NAIDOC event 5 000 Motor Vehicle Enthusiasts Club Motorcycle lifting bench 3 575 Nepalese Society of the NT Victims of the earthquake 10 000 NT Fashion NT Fashion Week 2014 30 000 NT Major Events Company World Solar Challenge 68 182 Nursery and Garden Industry NT Tropical Garden Spectacular 2015 65 000 Palmerston Game Fishing Club Junior Anglers Fishing Day 3 000 Rapid Ascent Adventure Sports Event Redback Mountain Bike Enduro 5 000 Management Rotary Club of Stuart Annual Territorian Dinner 2 000 Run with Dad Sponsorship, Father’s Day fun run 1 000 Starlight Children's Foundation Starlight Ball 5 000 Tangentyere Council - Social Services Alice Springs youth programs 39 000 Tennant Creek RSL 2015 Anzac Day events 2 000 Tennant Creek Turf Club Inc 2015 Chief Minister's Gift Race 1 000 Top End Rodeo Circuit Inc. Darwin Rodeo 2014 10 000 Total Recreation Inc. Dancing with the Celebrities, 2014 1 500 Volunteering SA-NT Operational funding 45 000 Yothu Yindi Foundation 2014 Garma Festival 40 000 YouthWorX NT Guiding Circles 3 200 TOTAL GRANTS $1 391 494

60 Department of the Chief Minister Annual Report 2014–15 Outcome: Efficientand effective support of executive government. Key Achievements in2014–15 Output Group -Government BusinessSupport ■ ■ Output: SupporttoMinistersandLeader of theOpposition Client satisfaction Advice provided withinagreed timeframes Key indicators performance ■ ■ § § § § for 2014–15. Appendix Boutlinesministerialexpenditure and OppositionLeaderasat30June2015. TerritoryAppendix AliststheNorthern Ministry This Outputprovides humanresource, salariesandtravel expenditure forministerialstaff. of theOpposition. Provide to operationaladviceandadministrative theChiefMinister, support MinistersandLeader Future Prioritiesfor 2015–16 ■ ■ ■ Department of theChief Minister Annual Report 2014–15 ■ ■ ■ the nationalandinternationallevels. in order to positiontheinterests oftheNT at government, andcommunitysectors industry Continue to engagewiththethree levels of Continue to policyadvice. deliver expert term ofgovernment. and ontheelectioncommitmentsforthis outlined inthe government decisionsandpolicyinitiatives adviceandregular on reporting of expert Executive Government through theprovision theprocesses andfunctionsof Support 2014–15 estimate >85% >85%

Framing theFuture blueprint, 2014–15 actuals 85% 85%

2015–16 estimate >85% >85%

61 Performance and Achievements Output: Government Services and Support to the Administrator

Provide: §§ strategic coordination and facilitation, policy advice, and implementation and planning for counter- disaster management and high-level security for the Territory §§ a streamlined whole-of-government approach to ensure government’s communication and marketing priorities are effectively and professionally managed across agencies §§ operational advice, support and hospitality services, including protocol matters, to the Chief Minister, Ministers, Leader of the Opposition and the Administrator of the Northern Territory §§ secretariat services to the agency, Cabinet and the Executive Council.

Business Unit – Security and Emergency Recovery Team (SERT)

§§ Provide strategic coordination and facilitation, policy advice, and implementation and planning for counter- disaster management and high-level security for the Territory. §§ SERT experienced an extremely busy year in 2014–15 that featured a number of significant and unusual events that impacted the team’s ability to achieve its key performance indicators. Some of these events included the increase in the Terrorism Public Alert System level in September 2014, the relocation of the team to the Peter McAulay Centre at Berrimah and Tropical Cyclones Lam and Nathan in February and March 2015.

2014–15 2014–15 2015–16 Key performance indicators estimate actuals estimate Client satisfaction >90% 67% >90%

Key Achievements in 2014–15

■■ The Security and Emergency Recovery Team ■■ SERT represented the interests of the NT at a co-located with its partner unit, the NT Police range of national forums, including: Security and Emergency Coordination Centre, §§ Australia New Zealand (ANZ) Counter at the Peter McAulay Centre in Berrimah to Terrorism Committee (ANZCTC) build the NT’s counter-terrorism capability, §§ Crisis Coordination Centre and improve the transitional arrangements from Communications Capability Sub-Committee disaster response to recovery between police and this agency, and further develop the §§ Critical Infrastructure Advisory Committee NT Emergency Management and protective §§ Oil and Gas Security Forum security arrangements. The collocation occurred §§ ANZ Emergency Management Committee one week prior to the increase in the terrorism Recovery Sub-Committee public alert level in September 2014 and was §§ Australian Emergency Management Institute successful in better facilitating the sharing of Advisory Group information between key agencies. §§ ANZCTC Crisis Coordination Centre and Communications Capability Sub-Committee §§ National Oil Security Emergency Committee §§ National Risk Assessment Working Group. ■■ Provided security assessments and briefings to Ministers and government employees when representing the NT overseas. ■■ Developed and facilitated a strategic level counter terrorism exercise between Police, the Crisis Coordination Centre and the Security Emergency Management Sub-committee of Cabinet.

Volunteer from New South Wales waiting for the barge to arrive in Galiwin’ku during the establishment of Camp Elcho.

62 Department of the Chief Minister Annual Report 2014–15 Camp Elcho,Galiwin’ku. procedures emergency planningandrecovery Facilitating consistentwhole-of-government Business Unit –Security andEmergency Recovery ■ ■ ■ ■ Output: Government Services andSupporttothe Administrator ■ ■ ■ ■ impact ofanevent. government withdetailedinformationaboutthe recovery co-ordinators, agencyexecutives and was to develop aframeworkto provide relief and capability fortheTerritory. Theaimofthisproject Developed apostimpactdisasterinformation Recovery Sub-Committeeproject priorities. ‘National ImpactAssessmentModel’andother management recovery project entitledthe officer to deliver anationalemergency Hosted aAustralian Government-funded project of Territorians andTerritory communities. projects thatenhancetheresilienceundertaking management grantfundingto organisations provides Australian Government emergency NT NaturalDisasterResilienceProgram that Chaired theSteeringCommitteefor Recovery Coordinators. theRegionalandLocal and supporting Ramingining andsurrounding homelands, communities ofGaliwin’ku, Milingimbi, coordinating the‘make safe’ workforthe and laterdemobilisationofCampElcho, Coordination Centre, leadingtheestablishment establishing andmanagingtheNT Recovery Cyclones LamandNathan.Thisincluded communities impactedby severe Tropical office, coordinated for the recovery support SERT, alongwiththeEastArnhemregion

Camp Elcho,Galiwin’ku, insideview. Future Prioritiesfor 2015–16 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Department of theChief Minister Annual Report 2014–15 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ emergency managementcapability. training across theNT to buildabroader prioritise anddeliver emergency management Work withtheNT to Emergency Service operating procedures. coordination standard centre andsupporting dual emergency operationsandrecovery Work withkey agenciesto develop a Lam andNathan. the review ofresponses to Tropical Cyclones arrangements andprocesses arisingfrom improvements to emergency management Lead theprogression ofidentified Extremism capability. intervention Implement anNT Countering Violent measures forNT Government workplaces. Framework andincreased security NT Government Protective Security Lead thedevelopment ofthe Resilience Planreview. Finalise theNT CriticalInfrastucture recovery forums. on localandnationalsecurityemergency Continue to represent theNT’s interests Management Committee. of theAustralia NewZealand Emergency Chair theNationalRecovery Sub-Committee Territory CrisisCoordination Centre. national crisiscommunicationscapability, the Continue to manageandmaintainthesecure and briefings to Ministersandgovernment. Continue to provide securityassessments

63 Performance and Achievements Output: Government Services and Support to the Administrator

Business Unit – Communications and Marketing Bureau

§§ Provide a streamlined whole-of-government approach to ensure government’s communication and marketing priorities are effectively and professionally managed across agencies. §§ The Communications and Marketing Bureau takes the lead on whole-of-government campaigns, including crisis communications during natural disasters, marketing and promotion of key government initiatives, development of a single government website, and participation in community events, including the NT Show Circuit.

2014–15 2014–15 2015–16 Key performance indicators estimate actuals estimate Client satisfaction >90% 100% >90%

Key Achievements in 2014–15

■■ Conducted focus groups and quantitative ■■ Established regular regional eNewsletters and market research to gain public insights into newspaper features to highlight economic and key government initiatives in order to inform an infrastructure development and community evidence-based approach to marketing. safety initiatives. ■■ Introduced market research testing of marketing ■■ Established an NT Public Sector eNewsletter, ‘The campaigns to ensure the NT Government obtains Pulse’, to highlight new workforce initiatives and value for money from its advertising spend. to recognise and celebrate achievements of NT Government staff members. ■■ Developed a whole-of-government view of planned marketing campaigns ■■ Established an NT Public Sector newspaper and announcements. feature, ‘Insight’, to highlight new workforce initiatives and to recognise and celebrate ■■ Delivered more than 60 campaigns across achievements of NT Government staff members. government in addition to providing ongoing support and guidance to agencies. ■■ Strengthened the focus on delivery of a whole-of-government communications and ■■ Managed a robust governance process for marketing service, including the establishment government marketing and communications of governance structures such as regular forums campaigns and chaired the Communications and for communications directors, media managers Marketing Advisory Committee. and web team members. ■■ Managed a whole-of-government media buying ■■ Delivered print management services through contract that provides a streamlined and cost- the Print Management Unit. Managed more than effective approach to advertising. 1800 print jobs during 2014–15, ensuring local ■■ Led the Public Information Group for coordinating industry participation and value for money for whole-of-government messaging during the government printing. response, recovery and rebuild phases after ■■ Developed a whole-of-government digital strategy Cyclone Lam and Cyclone Nathan. and started centralising public facing content into ■■ Represented the interests of the NT Government one website – NT.GOV.AU – and redeveloping on the following ANZ Counter Terrorism new agency websites. Committee (ANZCTC) Sub-committees: ■■ Developed a new system to make it easier to §§ Crisis Coordination Centre and access and distribute agency media releases. Communications Capability Sub-Committee ■■ Built a culture of strong fiscal management and §§ Countering Violent Extremism Sub-Committee control over marketing and communications §§ Australia New Zealand Emergency spending, ensuring projects are delivered within Management Committee. agency budgets or the Bureau’s budget. ■■ Facilitated consistent whole-of-government ■■ Revitalised the NT Government brand and emergency public information announcements developed a new brand hierarchy that includes during the Blacktip gas supply disruption and positioning of sub-brands such as Developing the rolling blackouts. North and FestivalsNT.

64 Department of the Chief Minister Annual Report 2014–15 Future Prioritiesfor 2015–16 Business Unit –Communications and Marketing Unit ■ ■ ■ ■ Output: Government Services andSupporttothe Administrator ■ ■ ■ ■ library system. library Implement awhole-of-government image and Marketing Committee. Advisory campaigns through theCommunications submission andapproval ofmarketing Review and improve processes for use ofphotography. includes arevitalised logoandguidelinesfor Develop anNT Government StyleGuidethat agencies andexternalstakeholders. stakeholders, includingmediaadvisors, and maintainingrelationships withkey whilebuilding communications service whole-of-government marketing and ofa Maintain thefocusondelivery

■ ■ ■ ■ ■ ■ ■ ■ Department of theChief Minister Annual Report 2014–15 redeveloped agencywebsites. Deliver anewcentralwebsite,NT.GOV.AU, and crisis communicationcommittees. Continue to represent theTerritory onnational national andinternationalstakeholders informed. Territorians, thebusinesscommunity, and communications campaignsto keep whole-of-government marketing and Continue to deliver high-quality practitioners withintheNT Government. capability ofmarketing andcommunications approach across government to buildthe Implement askillsandknowledgesharing

65 Performance and Achievements Output: Government Services and Support to the Administrator

Business Unit – Protocol NT

§§ Provide operational advice, support and hospitality services, including on protocol matters to the Chief Minister, Ministers, Leader of the Opposition and the Administrator of the Northern Territory.

2014–15 2014–15 2015–16 Key performance indicators estimate actuals estimate Client satisfaction >85% 100% >85% Number of internal and external hospitality, ceremonial and 97* 625 625 statutory events supported (total 682)

* Protocol NT events only. Other events included in the report by Government House on page 67.

Key Achievements in 2014–15

■■ Facilitated 97 official receptions and events ■■ Facilitated Territory Day public fireworks hosted by NT Government Ministers. displays in 15 locations around the NT. ■■ Provided VIP transport services to the Chief Minister, ■■ Arranged the official Territory Day flag-raising Speaker of the Legislative Assembly, Ministers, ceremony and citizenship ceremony on the Leader of the Opposition, Chief Justice, Supreme Speakers Green, Parliament House. Court Judges and visiting dignitaries as required. ■■ Arranged and coordinated one ■■ Supported visits by 35 Ambassadors, High State Funeral Service. Commissioners, Consul Generals, other ■■ Provided advice and support for Memorial dignitaries and VIPs from a range of countries Services held for victims of Flight MH17. including Ireland, the Philippines, Finland, United States of America, Japan, Portugal, Greece, Italy, ■■ Coordinated the official welcome reception for India and Vietnam. the Australia Japan Joint Business Council. ■■ Assisted with the delivery of a range of ■■ Assisted with the coordination of the visit to events acknowledging the 73rd Anniversary Uluru of His Holiness the Dalai Lama. of the Bombing of Darwin. ■■ Assisted with the delivery of activities ■■ Provided event coordination services to support acknowledging the 40th Anniversary of significant events, including the V8 Supercars, Cyclone Tracy. Alice Springs Masters Games, Darwin Cup Carnival and Territory Day celebrations.

Future Priorities for 2015–16

■■ Continue to provide coordination support for major special projects and events, including ceremonial and hospitality activities. ■■ Enhance government, business and community ties through effective public communication of protocols, standards and principles. ■■ Further strengthen strategic relationships through building supportive and purposeful relationships between stakeholders. ■■ Develop and maintain effective business systems and practices within Protocol NT. ■■ Ensure protocol standards, procedures and policies are clearly articulated.

66 Department of the Chief Minister Annual Report 2014–15 community andceremonial duties. TheAdministrator resides atGovernment House. The Administrator maintainsabusyscheduleofactivitiesatGovernment Houserelating to thestatutory, and related andheritagerequirements. conservation people oftheNT. ispreserved andmanagedinlinewiththeBurraCharter, Theproperty theNT HeritageAct Government Houseismaintainedatastandard appropriate to avice-regal officeandforthebenefitof § § § Business Unit –Government House * Government Houseevents only. Otherevents are by Protocol includedinthereport NT onpage65. § Government House: toand ceremonial Territory. theAdministrator support oftheNorthern This OutputmaintainsGovernment Houseandprovides administrative, secretarial, hospitality Output: Government Services andSupporttothe Administrator within agreed timeframes Government Housemaintenanceprograms implemented Client satisfaction and statutory events supported Number ofinternalandexternalhospitality, ceremonial Key indicators performance § § § § medals are presented to individualsororganisations to recognise significantachievement. have beenrecognised formerit,bravery, orpersonalachievement. services Additionally, Administrator’s hosts ceremonies forthepresentation ofAustralian honoursandawards Territory to Northern citizens who vice-regal, diplomaticandgovernment representatives ofAustralia andothernations roleplays asthelocationforhostingvisitingroyalty animportant andofficialdignitaries,including significance ofGovernment House promotes andraisescommunityawareness oftheofficial role oftheAdministrator andtheongoing perform thedutiesassociatedwithoffice perform provides to Territory, HisHonourtheAdministrator support oftheNorthern enablingtheincumbentto - numberofswearinginceremonies conducted - numberofinvestiture ceremonies conducted - numberofEXCO meetingspresided over - numberofevents attendedby HisHonourthe Administrator - numberofevents hostedby HisHonourtheAdministrator callsreceived - numberofcourtesy

Department of theChief Minister Annual Report 2014–15 2014–15 estimate >80% >90% N/A N/A N/A 100 275 625 4

(total 682) 2014–15 actuals 100% 585* 80% 117 297 131 11 26 3

2015–16 estimate

>90% >80% N/A N/A N/A 280 625 90 4

67 Performance and Achievements Output: Government Services and Support to the Administrator

Business Unit – Government House

Key Achievements in 2014–15

■■ The Administrator represented Territorians in Melbourne at the National Day of Mourning National Memorial Service for victims of the MH17 incident. ■■ Executed a three-month ‘farewell’ program for the outgoing Administrator. ■■ Managed an official visit by the Governor-General of Australia for the swearing-in ceremony and associated events for the 21st Administrator of the Northern Territory. ■■ Arranged and executed a total of 585 official activities throughout the NT relating to the statutory, ceremonial and community obligations of the Administrator.

Future Priorities for 2015–16

■■ Ongoing development of the Administrator’s official program focussing on broad community engagement throughout the NT. ■■ Manage the Government House programmable works schedule against allocated capital works, minor new works, and repairs and maintenance funds. ■■ Coordinate official activities to accommodate significant disruption at Government House during the installation of replacement air-conditioning and supporting infrastructure. ■■ Continue to identify environmentally friendly and economically efficient measures for all activities at Government House, including maintenance requirements.

Condolence book and wreath displayed in the main hall of Parliament House for the victims of the MH17 incident.

68 Department of the Chief Minister Annual Report 2014–15 preparation oftheannualreport. of theagency’s EstimatesCommitteehearingpreparations, and by orinvolving theagencyChiefExecutive Officer, coordination to to it,includingsecretariat various support committeeschaired business unitswere combinedandadditionalfunctionsallocated During 2014–15,theCabinetOfficeandMinisterialLiaison § § § § § ■ ■ ■ Business Unit –CabinetOfficeandDCMSecretariat Services § Key Achievements in2014–15 Cabinet Office ■ ■ ■ ■ ■ ■ Output: Government Services andSupporttothe Administrator Client satisfaction and Executive Councilmeetingssupported Cabinet, CabinetSubcommittee Key indicators performance § § § § § § ■ ■ ■ ■ ■ ■ ■ ■ ■ Provide forgovernment. liaisonservice aparliamentary (Remuneration andOtherEntitlements)Act Officers Administer theAssemblyMembersandStatutory the government’s Administrative ArrangementsOrder. Arrange theappointmentofMinistersandCEOsmaintain Provide whole-of-government executive government andinformationcoordination reporting functions. Provide adviceonexecutive government expert processes. Provide to secretariat theagency, services Cabinet,Executive CouncilandtheRemunerationTribunal. Worshipful theLord Mayor ofDarwin. jointly chaired by the ChiefMinisterand Right Australia Capital CityCommittee, of theNorthern Governance Committeemeetings, andameeting meetings, twoCrocodile Management Committee meeting,three Board ofManagement Provided foroneCoordination secretariat services meeting documents. Implemented asystemofelectronic Cabinet government processes. on Cabinet,legislationandotherexecutive government officersandthebroader community ofvarious inthedelivery coursesfor Participated on 1 January 2015underthe on 1January the 1984CabinetandExecutive Councilrecords Prepared materialsforthe 30-year openingof Updated andre-issued theCabinetHandbook. the Legislative AssemblyandMagistrates. inquiries into theentitlementsofmembers Assisted theRemunerationTribunal with Maningrida andYuendumu. Managed RegionalCabinetvisitsto Nhulunbuy, Arrangements Orders fortheNT Government. Prepared seven newAdministrative 4 February 2015and11February 2015. 24 August 2014,12December Arranged theswearing-inofMinistrieson Information Act

.

.

Future Prioritiesfor 2015–16 ■ ■ ■ ■ ■ ■ ■ Department of theChief Minister Annual Report 2014–15 ■ ■ ■ ■ ■ ■ ■ meetings involving theCEO. Provide for committee asecretariat service Committee preparations. Coordinate theagency’s Estimates identifying improvements to thoseprocesses. and otherexecutive government processes and with the aimof improving knowledge of Cabinet closely with,otheragencies’secretariat officers Continue to convene meetingsof,andwork processes. of supporting streamlining andimproving theeffectiveness quality ofCabinetsubmissions,including other government officers to improve the Continue to workwiththeagencyand submissions withinthesystem. submissions andagencycommentson to enabletransmissionofdraftCabinet Government System Executive Reporting Commission enhancementsto the Issue anupdatedLegislationHandbook. Information Act records 2016underthe on1January of the1985CabinetandExecutive Council Prepare materialsforthe30-year opening

2014–15 estimate >90% 50 (Hon. Gary Higgins MLA notinphoto) HigginsMLA (Hon. Gary GilesMinistry,Fourth 2015 sworninon11February

. 2014–15 actuals 100% 68

2015–16 estimate

>90%

50

69 Performance and Achievements Output: Government Services and Support to the Administrator

Ministerial Liaison

2014–15 2014–15 2015–16 Key performance indicators estimate actuals estimate Client satisfaction >90% 93% >90%

Key Achievements in 2014–15 Future Priorities for 2015–16

■■ Coordinated reporting to government on the ■■ Continue to deliver a high quality, progress of the 2012 election commitments. effective and timely ministerial liaison service to stakeholders. ■■ Coordinated agency and across-government information requests, including input into ■■ Continue to provide leadership and direction NT Government submissions and briefings to other agency secretariats on a wide range for regional Cabinet visits. of executive/machinery-of-government matters. ■■ Provided advice to agencies on the classification of new statutory bodies for remuneration ■■ Continue to coordinate agency and purposes and related services. across- government information requests. ■ ■■ Managed the coordination, processing, quality ■ Implement a new framework for recording control and timeliness of agency ministerial and reporting on the implementation of correspondence (490 ministerial requests and government election commitments. 793 generated by the agency). ■■ Strengthen business systems to deliver improved ministerial correspondence and ■■ Coordinate the agency’s Legislative Assembly Cabinet process workflows. briefings and related documents for each Sittings of the Legislative Assembly. ■■ Continue to identify and implement innovative solutions to streamline agency procedures ■ ■ Coordinated the agency’s preparation and follow and communication channels. up for the 2015 Estimates Committee hearings. ■■ Deliver training sessions to various internal ■■ Prepared and updated various resources, and external client groups as required. including the Ministerial Correspondence ■ Handbook, a Protocol for agency contact with ■ Continue to provide advice in relation to the Ministers and ministerial staff and a tool to assist remuneration of members of government agencies with Cabinet submission timetabling. statutory and non-statutory bodies.

Estimates Committee Hearings 2015.

70 Department of the Chief Minister Annual Report 2014–15 Business Unit –Chief Executive Office § § Outcome: Future Priorities 2015–16 Key Achievements2014–15 Output Group -Corporate andGovernance ■ ■ ■ ■ ■ ■ ■ ■ Output: Corporate andGovernance Client satisfaction Key indicators performance § § ■ ■ ■ ■ ■ ■ ■ ■ § § Strategic Plan. Implement thevalues andprioritiesofthe2015–16 Excellence in the PublicSector 2015. oftheChiefMinister’sLead thedelivery Awards for from areview into government travel. Facilitate theimplementationofrecommendations Developed theagency’s 2015–16StrategicPlan. Excellence inthePublicSector 2014. oftheChiefMinister’sLed thedelivery Awards for whole-of-government Travel Policy. Facilitated thedevelopment ofthefirst-ever Coordinated theresponse to into theInquiry StellaMaris. stakeholders leaders. andindustry Coordinated theNT Fuel Summit,bringingtogether Provide arangeofcorporateandgovernance theagency’s to support services functions. for PublicEmployment. Provide shared corporate servicestotheOffice of the Commissioner governance andriskservices,communicationsmedia. resource management,information andcommunicationtechnology, and governance needs,includingfinancialservices,human Undertake arange of functionstoserve theagency’s core corporate

Department of theChief Minister Annual Report 2014–15 2014–15 estimate >80%

2014–15 actuals 93%

2015–16 estimate >80%

71 Performance and Achievements Output: Corporate and Governance

Business Unit – Corporate Services Division

2014–15 2014–15 2015–16 Key performance indicators estimate actuals estimate Client satisfaction >80% 83% >80%

Key Achievements in 2014–15 Future Priorities for 2015–16 ■■ Developed a whole-of-government Travel Policy in ■■ Commence digitising of existing physical consultation with the Department of Corporate and files for the agency. Information Services with effect from 1 July 2015. ■■ Participate with the Department of Corporate ■■ Improved travel records and reconciliation processes. and Information Services to pilot an improved budgeting system. ■■ Commenced a review of the Accounting and Property Manual. ■■ Produce interactive agency policies and procedures. ■■ Implemented use of an electronic vehicle ■ booking system to improve vehicle accessibility ■ Establish a strategic staff exchange program and monitoring of vehicle business use, increase with the Australian Government Department value for money and reducing unnecessary of the Prime Minister and Cabinet. lease charges. ■■ Progress a range of strategic human resource projects to improve the agency’s ■■ Conducted workshops to determine the human resource priorities, business processes agency’s Strategic Plan for 2015–16. and outcomes.

Business Unit – Commissions and Inquiries

This Unit provides high-level strategic advice and reporting on public policy issues that impact on the Northern Territory, particularly in relation to Royal Commissions, Inquiries and Reviews.

2014–15 2014–15 2015–16 Key performance indicators estimate actuals estimate Client satisfaction >80% 100% >80%

Key Achievements in 2014–15 Future Priorities for 2015–16

■■ Participated in the Royal Commission into ■■ Monitor and coordinate the NT’s commitments Institutional Responses to Child Sexual Abuse, to Royal Commissions, Inquiries and reviews. Retta Dixon Home Public Hearing held in Darwin ■■ Respond to summons and requests for in September 2014. information issued by the Royal Commission ■■ Contributed numerous public and private round into Institutional Responses to Child Sexual table discussions and public policy hearings Abuse as efficiently as possible. facilitated by the Royal Commission into ■■ Lead agency coordination of the NT’s Institutional Responses to Child Sexual Abuse. interactions with Royal Commissions, ■■ Produced thousands of pages of documents Inquiries and reviews. under summons to the Royal Commission into ■■ Establish collaborative partnerships and Institutional Responses to Child Sexual Abuse. strategic alliances with agencies and other ■■ Responded to various Issues Papers released stakeholders at local and national levels. by the Royal Commission into Institutional ■■ Engage with the Royal Commission into Responses to Child Sexual Abuse. Institutional Responses to Child Sexual Abuse by participating in round table discussions and responding to Issues Papers.

72 Department of the Chief Minister Annual Report 2014–15 § § § § § deliveredServices by theagencyunderthisarrangementto OCPEinclude: (OCPE) underashared-service arrangement. continuestoCorporate Services provide to theOfficeofCommissionerforPublicEmployment services Key Achievements in2014–15 ■ Output: Shared ServicesProvided Output: Corporate andGovernance Client satisfaction Key indicators performance § § § § § ■ marketing, mediaandcommunications,includingwebmaintenanceservices. and riskmanagement procurement andcontractsadvicecompliance,includingfacilitatinginternalexternalaudit property, facilitiesandsecuritymanagement,includingtravel, fleetandaccommodation development, workhealthandsafety, andemployee HR reporting assistanceprograms forworkforcehuman resource operationsandorganisational includingsupport workforce (HR)services, financial and budget management and reporting financial andbudgetmanagement reporting § § the arrangement. obligationsunder Met allservice for PublicEmployment. Provide shared corporateandgovernance to theOfficeofCommissioner services

Future Prioritiesfor 2015–16 ■ Department of theChief Minister Annual Report 2014–15 ■ continued improvements. obligationsandlookfor service Continue to deliver theexisting 2014–15 estimate >80%

2014–15 actuals 83%

2015–16 estimate >80%

73 Performance and Achievements 74 Department of the Chief Minister Annual Report 2014–15 4 Managing the Agency

76 Our Values Managing and Developing our Team Members

Department of the Chief Minister Annual Report 2014–15 75 Our Values

Northern Territory Departmental Our success is Public Sector values: values: measured by:

§§ commitment to service §§ innovation §§ client satisfaction §§ ethical practice §§ professionalism §§ delivering advice and projects §§ respect §§ integrity within agreed timeframes §§ accountability §§ excellence. §§ working within the approved budget §§ impartiality §§ staff satisfaction. §§ diversity.

Managing and Developing our Team Members

Capability Enhancement Our Leaders

Framework The agency continues to develop leadership skills The agency’s employee performance management and capabilities across all employment levels and development system, Capability Enhancement and aims to accomplish a blend of contemporary Framework, identifies, evaluates and develops and targeted learning and development solutions the work performance of team members to to achieve strategic objectives and facilitate ensure the goals and objectives of the agency professional growth. are effectively achieved.

Professional Learning and Development Framework

The agency invested $164,554 in training and The agency also continued to support team development and a further $17,658 in study members to gain relevant professional and assistance for its team members in 2014–15. technical skills through higher education. The support provided included financial assistance Throughout the reporting period, team members for study fees and paid study leave to attend participated in training programs, including: tutorials, lectures and exams. §§ Better Ministerial Writing At year end, four team members were §§ Apply First Aid undertaking study in the areas of: §§ Managing Workplace Change §§ Bachelor of Commerce §§ NTPS Opportunities and Challenges §§ Bachelor of Laws §§ Public Sector Management Program §§ Bachelor of Behavioural Science §§ MYOB Payroll §§ Bachelor of Arts. §§ Smart Train Chemical Course §§ Performance Management.

76 Department of the Chief Minister Annual Report 2014–15 through different divisionswithintheagency. Federal Policy Divisions.Bothgraduateswillrotate Development Policy DivisionsandStrategic the agencyandcommencedwithEconomic 2015,twograduateswereIn January recruited to groups throughout theagency. fixed-period contractsandare placedin various work management. Thegraduatesare offered 12-month ofitsstrategicsuccession to graduatesaspart in itsfuture workforce andoffers employment The agencyregularly identifiesdisciplinesneeded required formanagementpositions. abilities ofgraduatesto thelevel ofcompetence developing theskills,experience,knowledgeand The GraduateDevelopment Program isaimedat Graduate Development Program Employment Program andapprentices. from theIndigenous graduates, participants programs target entry-level recruits, including the current andfuture needsoftheagency. The creating asupplyoftrainedemployees to meet at addressing successionplanning issuesby The agency’s employment programs are aimed Employment Programs Managing andDeveloping our Team Members Total Apprenticeship Program Indigenous Employment Program Graduate Development Program Program participants Number of 8 1 3 4 Of thetotal 322staff,at30June2015: employment forallteammembers. in The agencyiscommittedto equality of opportunity Equal Employment Opportunity from theprogram. transferred to anotheragency andonewithdrew Division.Onehas placed intheCorporateServices joinedtheagencyandwereProgram participants In February 2015,twoIndigenousEmployment Indigenous Employment Program 66 32 34 Department of theChief Minister Annual Report 2014–15 11 4 % % members were female of ourteam having adisability identified as team members speaking background as having anon-English team membersidentified or Torres StraitIslander identified asAboriginal team members were male

77 Managing the Agency Managing and Developing our Team Members

Occupational Health Health and Wellbeing

and Safety Program The agency remains committed to the health and In accordance with Employment Instruction 7, wellbeing of all team members. Services offered the CEO must ensure the application of appropriate to employees included access to the Employee occupational health and safety (OHS) standards Assistance program, ergonomic assessments and and programs. The agency is also required to flu vaccinations. Employees could also access provide information in the annual report in relation massages, yoga and meditation at their own cost. to OHS programs. Work continues in relation to the redesign of an agency-wide Work Health and Safety Management Work / Life Balance System for implementation in 2015–16. Flexibility in the workplace is recognised by the Programs this year have focussed on the completion agency as a valuable tool in achieving greater of the training necessary for agency First Aid business productivity, allowing team members to Officers and Fire Wardens. In addition, an electrical manage the balance between what needs to be equipment ‘test and tag’ audit was completed to achieved at work and their personal commitments ensure compliance. No hazardous electrical devices outside the workplace. were identified. In 2014–15, the agency supported flexible work Also in 2014–15, the agency was selected under practices by providing options including: the NTG review of Territory Government-owned assets that may, or have been identified to, contain asbestos. The review was undertaken by the Department of Infrastructure. Government House was reviewed and two recommendations were made and subsequently addressed.

Number of Number of staff Type of flexible work arrangements agreements Flexible working hours 7 4 Home-based work / telework 4 2 Job sharing 0 0 Part-time hours 13 10 Career breaks 1 1 Part-year employment 0 0 Short-term absences for family and community responsibilities 1 1 Utilisation of recreation leave at half pay 3 2 Purchase of additional leave 1 1 Transition to retirement 1 TOTAL 31 21

78 Department of the Chief Minister Annual Report 2014–15 10 15 20 25 30 35 0 5 The required achieved andperformance reporting againsteach instructionisoutlinedbelow. agencies onhumanresource managementmatters. Under thePublicSector Employment andManagementAct Employment Instructions Managing andDeveloping our Team Members reflected inrelevant policiesandprocedures. Agency’s action(s):Theprinciplesofnaturaljustice are inalldealings withemployees observed andare final decisionismade. A personwhomay beadversely affected by animpendingdecisionmustbeafforded naturaljustice before a 3. NaturalJustice the welcomepackfornewemployees. Asystemisinplace to ensure timelyfinalisationofprobation reports. Agency’s action(s):Theagency’s probation policyisreviewed every twoyears andinformationisincludedin relevant award orenterpriseagreement. A CEOmustdevelop aprobation procedure consistent withtheAct,itssubordinate legislationandany 2. Probation transferred in,and144employees separatedortransferred period. outduringthereporting Agency’s 131vacancies (ongoingandfixed action(s):Advertised period),184employees commencedor legislation andanyrelevant award orenterpriseagreement. A CEOmustdevelop aprocedure forthefillingof vacancies consistentwiththeAct,itssubordinate 1. FillingVacancies Employment Instructions

Flexible Number of Formal Agreements Howmanystaff working hours

Home-based

work/telework using

Job sharing

Part-time hours

Career breaks

Part year , Employment Instructionsprovide direction to employment Department of theChief Minister Annual Report 2014–15

Short term absences for family and community responsibilities

Utilisation of recreational leave at half pay

Purchase of additional leave

Transition to retirement

TOTAL

79 Managing the Agency Managing and Developing our Team Members

Employment Instructions (continued)

Employment Instructions 4. Employee Performance and Development Systems CEO must develop a procedure for the filling of vacancies consistent with thePublic Sector Employment and Management Act, its subordinate legislation and any relevant award or enterprise agreement.

Agency’s action(s): The agency’s performance management system, Capability Enhancement Framework, incorporates the NTPS Capability and Leadership Framework. It also establishes a link between individual performance, position responsibilities, and the values and the strategic needs of the agency as a whole, taking into account potential future requirements. Training was conducted for all employees during 2014–15 and provided information about the changes introduced under Employment Instruction 4, whereby information gathered through the Capability Enhancement Plan process forms part of an employee’s record and can be used for managing an employee’s employment in the public sector. Nineteen employees attended this training.

5. Medical Examinations CEO may engage a health practitioner in accordance with the Public Sector Employment and Management Act and Employment Instruction Number 3 (natural justice).

Agency’s action(s): During 2014–15, no employees were directed to attend medical examinations by approved health practitioners.

6. Performance and Inability CEO to provide OCPE with information relating to performance and inability.

Agency’s action(s): During 2014–15, no performance or inability action was commenced.

7. Discipline CEO must develop discipline consistent with the Public Sector Employment and Management Act, its subordinate legislation and any relevant award or enterprise agreement.

Agency’s action(s): The agency’s discipline policy and procedure is available to all employees via the intranet. No disciplinary action was taken during 2014–15.

8. Internal Agency Complaints and Section 59 Grievance Reviews CEO must develop an internal employee grievance-handling policy and procedure consistent with the Act, its subordinate legislation and any relevant award or enterprise agreement.

Agency’s action(s): The agency’s grievance policy and procedure is available to all employees via the intranet.

9. Employment Records CEO must comply with the requirements of the Information Act (NT) regarding correction, collection and handling of personal information contained in an employee’s employment record.

Agency’s action(s): Employee records are securely maintained by the Department of Corporate and Information Services and the agency’s Human Resource Unit. The agency’s policy for accessing and maintaining employees’ records is available via the intranet.

10. Equality of Employment Opportunity Programs CEO must develop an Equality of Employment Opportunity Program consistent with the Public Sector Employment and Management Act, its subordinate legislation, the Anti-Discrimination Act and any relevant award or enterprise agreement.

Agency’s action(s): The agency is updating its Equal Employment Opportunity plan in line with statutory requirements.

80 Department of the Chief Minister Annual Report 2014–15 § § Notable achievement periodisincludedbelow: inthereporting The agencyvalues theindividualand collective contributionsandachievements ofitsteammembers. Employee Achievements Employment Instructions(continued) Managing andDeveloping our Team Members 2015–20 to increase Indigenous employment across theNT PublicSector by 16percentby 2020. The planisinlinewiththegovernment’s IndigenousEmployment andCareer Development Strategy vacancies andallowsIndigenousapplicantsto begiven preferential considerationbefore otherapplicants. Plan by theOfficeofCommissionerforPublicEmployment. TheSpecialMeasures Plan applies to all Agency’s action(s):On26February 2015,theagencyformallyadoptedanapproved SpecialMeasures agency-special measure programs, plansorarrangements. Sets outtherequirements andconditionsofapproval by theCommissionerforPublicEmployment of 15. SpecialMeasures from theagencytoand support findsuitableongoingemployment withintheagencyorwider NTPS. ongoing positionwithintheagencyduringyear andtheotherredeployee continuesto receive assistance Agency’s action(s):For 2014–15,theagencyhadtworedeployees, withonesuccessfullyplacedinan todevelopment maximisethepotentialforredeployment. opportunities towhere potentiallysuitablevacancies, necessary andassistintheidentificationof reasonable trainingand management, actively monitor vacancies to identify othersuitableemployment andrefer theredeployee The agencywillensure thataredeployee isprovided withanappropriate level ofassistanceandcase understanding theirrightsandobligationsinredeployment andredundancy situations. This Employment Instructionisdesignedto assistNT PublicSector (NTPS) employees andagenciesin 14. Redeployment andRedundancyProcedures members viatheintranet. all newteammembers.Theappropriate workplacebehaviour policyandprocedures are available to allteam Agency’s action(s):Appropriate inductionfor workplacebehaviour sessionsfeature ofthequarterly aspart culture ofrespect andto dealeffectively withinappropriate workplacebehaviour andbullying. CEO mustdevelop andimplementapolicyprocedure to fosterappropriate workplacebehaviour anda 13. AppropriateWorkplace Behaviour members. In accordance withtheCodeofConduct,apolicyisunderdevelopment relating to giftsand benefits. Agency’s inductionforallnewteam action(s):ACodeofConductsessionfeatures ofthequarterly aspart the PublicSector Employment andManagementAct The CodeofConductstipulatesthebasiclevel ofconductexpectedpublicsector officersasdefinedin 12. CodeofConduct implementing training,especiallyinthearea ofhazard identification. Agency’s action(s):Work continuesinrelation to meetinglegislative obligationsindeveloping and to OHSprograms. and programs. Theagencyisalsorequired to provide inrelation informationintheannualreport CEO mustensure theapplicationofappropriate occupationalhealthandsafety (OHS)standards 11. OccupationalHealthandSafetyStandardPrograms Employment Instructions § § Ms Keryl CottierobtainedaBachelor ofCommerce from University. Charles Darwin Ms Taliska oftheNT Kiebat wasadmittedintheSupreme as alegalpractitioner. Court . Department of theChief Minister Annual Report 2014–15

81 Managing the Agency 82 Department of the Chief Minister Annual Report 2014–15 5 Financial Performance

84 Financial Statement Overview 87 Certification of the Financial Statements 88 Financial Statements 92 Notes to the Financial Statements

Department of the Chief Minister Annual Report 2014–15 83 Financial Statement Overview

For the year ended 30 June 2015

Overview Comprehensive

The 2014–15 financial statements for the Operating Statement Department of the Chief Minister (the ‘agency’) have been prepared on an accrual basis in 2014–15 2013–14 Movement accordance with the Northern Territory’s financial Summary $M $M $M management framework and the Australian Operating Income 103.99 80.40 23.59 Accounting Standards. The agency’s financial performance in 2014–15 and comparative financial Operating Expenses 116.30 81.56 34.74 information for 2013–14 are reported in four financial statements: the Comprehensive Operating Net Surplus/(Deficit) (12.31) (1.16) (11.15) Statement, Balance Sheet, Statement of Changes in Equity and Cash Flow Statement. *2013–14 restated due to machinery-of-government changes Comparative information for the 2013–14 financial year has been restated to provide consistency with The agency recorded an operating deficit of current year disclosures where necessary. As $12.31 million compared to a restated 2013–14 a consequence of machinery-of-government deficit of $1.16 million. All NT Government general changes announced on 12 December 2014, the agencies are funded on a deficit basis, the 2014–15 comparative amounts for the prior year have been deficit recorded is an improved result compared to adjusted where administratively possible. Effective the planned deficit of $14.6 million. 1 July 2014, the functions of Asian Engagement, Trade and Investment and Parliamentary Counsel Operating Income have been transferred to the Department of Business and Department of Attorney-General The agency received income of $103.99 million in and Justice respectively. 2014–15, an increase of $23.59 million compared to restated 2013–14. This increase is predominantly Details of the agency’s performance by Output Group due to increased Output Appropriation of are provided at Note 3 of the financial statements. $25.82 million resulting from the establishment of the Office of the Co-ordinator General, including significant funding for major projects of Darwin Budget Harbour and Foreshore Development and Strategic Oil and Gas Development. Movement in the agency’s 2014–15 budget from the 2014–15 Source of Income May 2014 Budget to May 2015 Budget is outlined in Output Revenue $90.64M the table provided in Output Performance Reporting Free of Charge Services $4.97M on page 29. Commonwealth Revenue $4.18M For the purposes of describing variations between Sale of Goods and Services $2.38M actual outcome compared to the original May Grants Revenue $1.60M 2014 Budget for the 2014–15 financial year under Interest Revenue $0.17M the recently released accounting standard AASB Other Income $0.06M 1055 Budgetary Reporting, Note 24 of the financial statements provides descriptions of significant variances. Where comparisons to budget have been made in this overview, it reflects the final approved budget.

84 Department of the Chief Minister Annual Report 2014–15 2013–14 2014–15 termination payments. of LandAdministrationproject teamandexecutive the OfficeofCo-ordinator General,establishment 2013–14 predominantly dueto theestablishmentof or $8.49millionin2014–15compared to restated Employee expensesincreased by 24.7percent Employee Expenditure Expenditure Comparison($M) some majorproject expenses. administrative expenditure relating to timingof termination payments. Thiswasoffsetby reduced over budgetby $2.3millionlargely dueto executive final approved budget.Employee expenseswere on theprioryear butwas$2.7millionlowerthanthe the agency;thiswasanincrease of$34.7million Total expensesof$16.3millionwere incurred by Operating Expenses free ofcharge, interest andmiscellaneousrevenue. receivedby theagencyincludesgoodsandservices $2.4 million,or2.3percent.Otherincomerecognised of 4 percent,andsalesofgoodsservices Commonwealth Appropriation of$4.2million,or incomereceivedFurther by theagencyincludes 87.2 percentofallagencyincome$103.99million. Appropriation ($90.6million),whichmakes up The agency’s source ofincomeisOutput primary Grants and Subsidies Administrative Employee

agency hassufficientassets to cover liabilities. position. Apositive equitypositionindicatesthatthe The agencymaintainsapositive netassetorequity of $3.67million. predominantly relates to anincrease inpayables The increase inliabilitiesof$4.02million of property, plantandequipment. of thefinancial year, offset by an increase inthe value to theplanneddecrease incashbalancesatthe end by $0.38millionto $48.53million,whichisattributed During 2014–15theagency’s total assetsdecreased Balance Sheet annual report. for thefinancial threeyear are ofthis includedinpart A completeexplanation of grantpaymentsand listing $1.48 millionwhencompared to restated 2013–14. Grants andsubsidiesexpensesincreased by Grants Expenditure Cyclone Lam related expenditure. and StrategicOilGasDevelopment and HarbourandForeshoreDarwin Development significant fundingformajorprojects of of theOfficeCoordinator Generalincluding 2013–14, predominantly dueto theestablishment $24.77 millionin2014–15compared to restated Total administrative expensesincreased by Administration Expenditure Summary Equity Liabilities Assets Department of theChief Minister Annual Report 2014–15 2014–15 36.77 11.76 48.53 $M

2013–14 41.17 48.91 7.74 $M

Movement

(4.40) (0.38) 4.02 $M

85 Financial Performance Financial Statement Overview

For the year ended 30 June 2015

Statement of Changes in Equity Cash Flow Statement

2014–15 2013–14 Movement 2014–15 2013–14 Movement Summary $M $M $M Summary $M $M $M

Balance 1 July 41.17 41.21 (0.04) Balance 1 July 22.33 23.03 (0.70)

Accumulated Funds (12.31) (0.30) (12.01) Receipts 103.22 83.55 19.67

Reserves (0.04) 0 (0.04) Payments (111.66) (80.64) (31.02)

Capital 7.95 0.25 7.70 Proceeds from 0.01 0.02 (0.01) Asset Sales Balance 30 June 36.77 41.17 (4.40) Purchase of Assets (0.25) (0.21) (0.04)

The agency’s total equity is the difference between Advances (0.18) (2.83) 2.65 total assets and total liabilities. For the 2014–15 Equity 6.00 (0.60) 6.60 year, equity decreased by $4.40 million to $36.77 million. Cash at End of 19.47 22.33 (2.86) The decrease in the agency’s equity at the end of Financial Year 2014–15 was predominantly due to the deficit reported from the comprehensive operating statement for the year of $12.31 million offset by The Cash Flow Statement summary above provides the additional net equity injection of $7.95 million. information on the movement of cash during the year and shows a decrease in cash balances of $2.86 million. Cash balances decreased in 2014–15 compared to 2013–14 due to expenditure incurred in 2014–15 that related to externally funded programs received in the previous financial years.

86 Department of the Chief Minister Annual Report 2014–15 Financial Report 28 August 2015 Chief Executive Officer John Coleman included inthefinancialstatementsmisleadingorinaccurate. At thetimeofsigning,weare notaware ofanycircumstances thatwouldrender theparticulars 30 June2015andthefinancialpositiononthatdate. financial statementspresents andcashflowsforthe fairlythefinancial performance yearended Sheet, StatementofChangesinEquity, ofthe CashFlowStatement,andnotesto andformingpart We statethattheinformationsetoutinComprehensive further OperatingStatement,Balance Financial ManagementAct been prepared from proper accountsandrecords inaccordance withtheprescribed format,the oftheChiefMinisterhave thattheattachedfinancialstatementsforDepartment We certify Certification of theFinancialStatements andTreasurer’s Directions. 28 August 2015 Chief FinancialOfficer David Ryan Department of theChief Minister Annual Report 2014–15

87 Financial Performance Comprehensive Operating Statement

For the year ended 30 June 2015

2015 20141 Note $000 $000 INCOME Grants and subsidies revenue Current 1 579 4 731 Appropriation Output 90 638 64 822 Commonwealth 4 179 4 653 Sales of goods and services 2 382 2 155 Interest revenue 174 21 Goods and services received free of charge 4 4 974 3 970 Gain on disposal of assets 5 - 8 Other income 61 42 TOTAL INCOME 3 103 987 80 402

EXPENSES Employee expenses 42 767 34 278 Administrative expenses Purchases of goods and services 6 37 783 14 034 Repairs and maintenance 409 684 Depreciation and amortisation 10, 11 562 444 Other administrative expenses2 7 5 145 3 971 Grants and subsidies expenses Current 19 676 17 575 Capital 9 954 10 576 TOTAL EXPENSES 3 116 296 81 564 NET SURPLUS/(DEFICIT) (12 309) (1 162)

OTHER COMPREHENSIVE INCOME Items that will not be reclassified to net surplus/deficit Changes in asset revaluation surplus ( 36) - TOTAL OTHER COMPREHENSIVE INCOME ( 36) -

COMPREHENSIVE RESULT (12 345) (1 162)

The Comprehensive Operating Statement is to be read in conjunction with the notes to the financial statements.

(1) Comparative amounts for 2013–14 financial year have been restated due to machinery of government changes on 12 December 2014 with the transfer of Asian Engagement, Trade and Investment to Department of Business and Office of Parliamentary Counsel to Department of Attorney General and Justice effective 1 July 2014. (2) Includes Department of Corporate and Information Services service charges.

88 Department of the Chief Minister Annual Report 2014–15 For the year ended30 June 2015 (1) The BalanceSheetisto beread inconjunctionwith thenotestofinancialstatements.

Total Non-CurrentAssets Receivables Current Assets ASSETS TOTAL ASSETS Total CurrentAssets Prepayments NET ASSETS NET TOTAL LIABILITIES Total Non-CurrentLiabilities Provisions Non-Current Liabilities Total CurrentLiabilities Provisions Payables Current Liabilities LIABILITIES Non-Current Assets TOTAL EQUITY Reserves Capital EQUITY 2013–14 advances andinvestments balancehasbeenrestated identifying current andnon-current. Advances and investments Cash anddeposits Heritage andculturalassets Property, plantandequipment Other liabilities Advances and investments Accumulated funds Balance Sheet 1 1 Department of theChief Minister Annual Report 2014–15 11, 12 10,12 Note 14 15 14 13 16 9 8 (34867) 26566 48532 21966 36767 11764 10201 36767 1563 60154 19472 24666 11481 1339 1563 4142 5832 227 44 16 1 855 1 139 $000 2015 (22559) 26163 48907 22744 41165 41165 7742 1459 6284 22330 52206 23223 11517 1459 3956 2156 175 134 224 172 15 2 806 $000 2014

89 Financial Performance Statement of Changes in Equity

For the year ended 30 June 2015

Transactions with owners in Equity at Comprehensive their capacity Equity at 1 July result as owners 30 June Note $000 $000 $000 $000 2014–15 Accumulated Funds (22 559) (12 309) (34 867) Changes in accounting policy Correction of prior period errors Transfers from reserves (22 559) (12 309) (34 867) Reserves 16 11 517 11 517 Revaluation increment - land 785 785 Revaluation (decrement) - buildings (821) (821) 11 517 (36) 11 481 Capital – Transactions with Owners Equity injections Capital appropriation 42 430 395 42 825 Equity transfers in 19 199 1 988 21 187 Other equity injections 16 106 6 860 22 966 Equity withdrawals Capital withdrawal (16 335) (1 257) (17 592) Equity transfers out (9 193) (38) (9 231) 52 207 7 948 60 154 Total Equity at End of Financial Year 41 165 (12 345) 7 948 36 767

2013–14 Accumulated Funds (22 259) (300) (22 559) Changes in accounting policy Correction of prior period errors (22 259) (300) (22 559) Reserves 16 11 517 11 517 11 517 11 517 Capital – Transactions with Owners Equity injections Capital appropriation 42 035 395 42 430 Equity transfers in 18 348 851 19 199 Other equity injections 16 106 16 106 Equity withdrawals Capital withdrawal (15 344) (991) (16 335) Equity transfers out (9 190) (3) (9 193) 51 955 252 52 207 Total Equity at End of Financial Year 41 212 (300) 252 41 165

The Statement of Changes in Equity is to be read in conjunction with the notes to the financial statements.

90 Department of the Chief Minister Annual Report 2014–15 Cash Flow Statement The CashFlow Statementisto beread inconjunction withthenotesto thefinancialstatements. Payments to employees Operating Payments Total OperatingReceipts Interest received Receipts from salesofgoodsandservices Commonwealth Output Appropriation Capital Current Grants andsubsidiesreceived Operating Receipts CASH FLOWS FROMOPERATINGACTIVITIES Payments forgoodsandservices Net increase/(decrease) incashheld Net CashFrom/(Used in)Financing Activities Total FinancingPayments CASH ATEND OFFINANCIALYEAR Cash atbeginningoffinancial year Equity withdrawals Financing Payments Current Grants andsubsidiespaid Total Financing Receipts Capital Repayment ofadvances Proceeds from assetsales Investing Receipts CASH FLOWS FROMINVESTINGACTIVITIES Total OperatingPayments Net CashFrom/(Used in)OperatingActivities Equity injections Financing Receipts CASH FLOWS FROMFINANCINGACTIVITIES Net CashFrom/(Used in)Investing Activities Total Investing Payments Advances andinvesting payments Purchases ofassets Investing Payments Total Investing Receipts Other equityinjections Capital appropriation For the year ended30 June 2015 Department of theChief Minister Annual Report 2014–15 Note 17 5 8 (111658) (1257) (8439) (417) (425) (42238) (39791) (19676) (2858) (1257) (9954) (181) (244) 103219 5998 7255 90638 22330 6860 6649 4179 1579 174 395 8 8 - 19 472 $000 2015 (80635) (3020) (3043) (596) (991) (16908) (10576) (35576) (17575) (2829) (702) (991) (214) 2914 23032 395 395 23 15 8 - 83 550 22 330 69 909 4 236 4 653 4 731 $000 2014 21

91 Financial Performance Notes to the Financial Statements

For the year ended 30 June 2015

Index of Notes to the Financial Statements

Note 1. Objectives and Funding 2. Statement of Significant Accounting Policies 3. Comprehensive Operating Statement by Output Group

INCOME 4. Goods and Services Received Free of Charge 5. Gain on Disposal of Assets

EXPENSES 6. Purchases of Goods and Services 7. Other Administrative Expenses

ASSETS 8. Cash and Deposits 9. Receivables 10. Property, Plant and Equipment 11. Heritage and Cultural Assets 12. Fair Value Measurement of Non-Financial Assets

LIABILITIES 13. Payables 14. Provisions 15. Other Liabilities

EQUITY 16. Reserves

OTHER DISCLOSURES 17. Notes to the Cash Flow Statement 18. Financial Instruments 19. Commitments 20. Contingent Liabilities and Contingent Assets 21. Events Subsequent to Balance Date 22. Write-offs, Postponements, Waivers, Gifts and Ex Gratia Payments 23. Schedule of Administered Territory Items 24. Budgetary Information

92 Department of the Chief Minister Annual Report 2014–15 2. 1. Notes totheFinancialStatements information intheformofaComprehensive OperatingStatementby outputgroup. delivered by theagencyare summarisedinto several outputgroups. Note3provide financial summary agency controls resources to onitsfunctionsanddeliver outputs.For carry purposes,outputs reporting appropriations.of Parliamentary Thefinancialstatementsencompassallfundsthrough whichthe Theagencyispredominantlybe foundinthisannualreport. fundedby, andisdependenton,thereceipt Additional informationinrelation oftheChiefMinisteranditsprincipalactivitiescan to theDepartment § § § cost convention. Except where stated,thefinancialstatementshave alsobeenprepared in accordance withthehistorical balances have beeneliminated. ofthepreparationor received. ofthefinancialstatements,allintra-agencytransactionsand Aspart the effect offinancialtransactions and events whenthey occur, ratherthanwhencashispaidout The financialstatementshave beenprepared usingtheaccrualbasisofaccounting,which recognises (vi) (v) (iv) (iii) (ii) (i) The formofagencyfinancialstatementsis to include: prepare financialstatementsforthe year ended30Junebasedontheformdetermined by the Treasurer. § Management Act The financialstatementshave beenprepared inaccordance withthe requirements oftheFinancial a) § in 2014–15includedthefollowing: rigorous andevidence-based adviceto theChiefMinisterandCabinet.Strategicprioritiesforagency contributiontoprimary thestrategicdirection ofthegovernment isthrough thecoordination ofcoherent, advice andleadershipincoordinating approaches to priorityissuesthroughout theNTPS. Theagency’s in policyandimplementedeffectively by thepublicsector. Itprovides whole-of-government policy oftheChiefMinisterisresponsible forensuringthatgovernmentThe Department prioritiesare reflected Statement of Significant Accounting Policies Objectives andFunding § § § § § supporting the machinery ofgovernment. themachinery supporting supporting economicdevelopment supporting connecting thecommunityandgovernment supporting socialdevelopment supporting providing leadershipacross government Basis ofAccounting applicable explanatory notesto the financialstatements. a CashFlow Statement a StatementofChanges in Equity a Balance Sheet a Comprehensive OperatingStatement oftheFinancial Statements a Certification andrelated Treasurer’s Directions. TheFinancialManagementAct For the year ended30 June 2015 Department of theChief Minister Annual Report 2014–15 requires theagencyto

93 Financial Performance Notes to the Financial Statements

For the year ended 30 June 2015

The form of the agency financial statements is also consistent with the equirementsr of Australian Accounting Standards. The effects of all relevant new and revised Standards and Interpretations issued by the Australian Accounting Standards Board (AASB) that are effective for the current annual reporting period have been evaluated. The Standards and Interpretations and their impacts are: AASB 1031 Materiality (2013), AASB 2013-9 Amendments to Australian Accounting Standards – Conceptual Framework, Materiality and Financial Instruments, AASB 2014-1 Amendments to Australian Accounting Standards (Part C – Materiality) Revised AASB 1031 is an interim standard that cross-references to other standards and the Framework for the Preparation and Presentation of Financial Statements that contain guidance on materiality. The standard does not impact the financial statements. AASB 1055 Budgetary Reporting AASB 1055 sets out budgetary reporting requirements for not-for-profit entities within the General Government Sector. The required disclosures comprise a separate note accompanying the financial statements. AASB 2012-3 Amendments to Australian Accounting Standards – Offsetting Financial Assets and Financial Liabilities [AASB 132] The standard addresses inconsistencies in current practice when applying the offsetting criteria in AASB 132 Financial Instruments: Presentation. The standard does not impact the financial statements. AASB 2013-3 Amendments to AASB 136 – Recoverable Amount Disclosures for Non-Financial Assets The amendments to AASB 136 Impairment of Assets address the disclosure of information about the recoverable amount of impaired assets if that amount is based on fair value less costs of disposal. The standard does not impact the financial statements. AASB 2014-1 Amendments to Australian Accounting Standards (Part A – Annual Improvements 2010-2012 and 2011-2013 Cycles) Part A of the standard makes amendments to various Australian Accounting Standards (AASB 2, 3, 8, 9, 13, 116, 119, 124, 137, 138, 139, 140 and 1052 and Interpretation 129) arising from the issuance by IASB of IFRSs Annual Improvements to IFRS 2010-2012 Cycle and Annual Improvements to IFRSs 2011-2013 Cycle. The standard does not impact the financial statements.

94 Department of the Chief Minister Annual Report 2014–15 Notes totheFinancialStatements were inissuebutnotyet effective. At thedateofauthorisationfinancialstatements,Standards andInterpretations listedbelow b) [AASB 10,124and1049] to Not-for-Profit PublicSector Entities Disclosures Extending RelatedParty Australian AccountingStandards – AASB 2015-6Amendmentsto 1049] to AASB101[AASB7,101,134and Disclosure Initiative: Amendments Australian AccountingStandards – AASB 2015-2Amendmentsto 121, 133,134,137and140] Cycle [AASB1,2,3,5,7,11,110,119, Accounting Standards 2012-2014 Annual Improvements to Australian Australian AccountingStandards – AASB 2015-1Amendmentsto [AASB 116and138] of Depreciation andAmortisation Clarification ofAcceptableMethods Australian AccountingStandards – AASB 2014-4Amendmentsto from AASB9(Dec2014) Accounting Standards arising 2014-7 – FinancialInstruments) E Accounting Standards (Part Amendments to Australian (Dec 2014),AASB2014-1 AASB 9 Standard/Interpretation Australian Accounting Standards and Interpretations issuedbutnotyet effective andInterpretations AccountingStandards Australian Amendments to Australian Financial Instruments

, AASB For the year ended30 June 2015

not-for-profit publicsector entities. Disclosures to Related Party Extends thescopeofAASB124 what informationto disclose. applying astandard indetermining are ableto usejudgementwhen requirements andto ensure entities presentation and disclosure to address concernsaboutexisting Includes narrow-focus amendments improvements cycle. the IASB’s 2012–2014annual pronouncements asaresult of Amends anumberof be calculated. and intangibleassetsshould of property, plantandequipment depreciation oramortisation additional guidanceonhowthe 138 Plant andEquipment Amends AASB116 financial assets. classification andmeasurement for model andlimitedamendmentsto a newexpectedlossimpairment and Measurement. Thisversion adds Financial Instruments:Recognition IASB’s project to replace AASB139 hedge accountingphasesofthe measurement, impairmentand together theclassificationand The final version ofAASB9brings Summary Intangible Assets Department of theChief Minister Annual Report 2014–15 Property, andAASB to provide

1 July2016 1 Jan2016 1 Jan2016 1 Jan2016 1 Jan2018 on orafter for annual beginning reporting Effective periods statements Impact on financial Minimal Minimal Minimal Minimal Minimal

95 Financial Performance Notes to the Financial Statements

For the year ended 30 June 2015

c) Agency and Territory items The financial statements of the agency include income, expenses, assets, liabilities and equity vero which the agency has control (agency items). Certain items, while managed by the agency, are controlled and recorded by the Territory rather than the agency (Territory items). Territory items are recognised and recorded in the Central Holding Authority as discussed below. Central Holding Authority The Central Holding Authority is the ‘parent body’ that represents the government’s ownership interest in government-controlled entities. The Central Holding Authority also records all Territory items, such as income, expenses, assets and liabilities controlled by the government and managed by agencies on behalf of the government. The main Territory item is Territory income, which includes taxation and royalty revenue, Commonwealth general purpose funding (such as GST revenue), fines, and statutory fees and charges. The Central Holding Authority also holds certain Territory assets not assigned to agencies as well as certain Territory liabilities that are not practical or effective to assign to individual agencies such as unfunded superannuation and long service leave. The Central Holding Authority recognises and records all Territory items, and as such, these items are not included in the agency’s financial statements. However, as the agency is accountable for certain Territory items managed on behalf of government, these items have been separately disclosed in Note 23 – Schedule of Administered Territory Items. d) Comparatives Comparative information for the 2013–14 financial year has been restated to provide consistency with current year disclosures, where necessary. As a consequence of machinery-of-government changes of 12 December 2014, the comparative amounts for the prior year have been adjusted where administratively possible. The functions of Asian Engagement, Trade and Investment and Parliamentary Counsel have been transferred to the Department of Business and Department of Attorney-General and Justice respectively. e) Presentation and Rounding of Amounts Amounts in the financial statements and notes to the financial statements are presented in Australian dollars and have been rounded to the nearest thousand dollars, with amounts of $500 or less being rounded down to zero. f) Changes in Accounting Policies There have been no changes to accounting policies adopted in 2014–15 as a result of management decisions. g) Accounting Judgments and Estimates The preparation of the financial report requires the making of judgments and estimates that affect the recognised amounts of assets, liabilities, revenues and expenses and the disclosure of contingent liabilities. The estimates and associated assumptions are based on historical experience and various other factors that are believed to be reasonable under the circumstances, the results of which form the basis for making judgments about the carrying values of assets and liabilities that are not readily apparent from other sources. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods.

96 Department of the Chief Minister Annual Report 2014–15 Notes totheFinancialStatements § § § the funds. Revenue inrespect ofappropriations isrecognised intheperiodwhichagencygainscontrol of Central HoldingAuthority andthenonpassedto therelevant agenciesasCommonwealth appropriation. payments. These payments are received ofTreasury by theDepartment andFinanceonbehalfofthe made by theCommonwealthTreasury to statetreasuries, inamannersimilarto arrangementsforGST Relations, resulting inSpecific Purpose (NP)paymentsPayments (SPPs)andNational being Partnership Commonwealth appropriation followsfrom theIntergovernmental Agreement onFederal Financial does notincludeanyallowanceformajornon-cashcosts suchasdepreciation. calculated asthenetcostofagencyoutputsaftertaking into accountfundingfrom agencyincome.It Output appropriation istheoperatingpayment to eachagencyfortheoutputsthey provide andis Appropriation value canbereliably wouldbepurchased determinedandtheservices ifnotdonated. Contributions are recognised attheirfairvalue. are Contributionsofservices onlyrecognised whenafair upon receipt. agency obtainscontrol over theassetscomprisingcontributions.Control isnormallyobtained Grants, donations,giftsandothernon-reciprocal contributionsare recognised asrevenue whenthe Grants andothercontributions exchanged are notrecognised asincome. Exchanges ofthesamenature ofgoodsorservices andvalue withoutanycashconsiderationbeing Income isrecognised atthefairvalue oftheconsiderationreceived, exclusive oftheamountGST. Income encompassesbothrevenue andgains. i) of GSTrecoverable orpayable specified. unlessotherwise are classifiedasoperatingcashflows.Commitmentsandcontingenciesare disclosednetoftheamount flows arisingfrom investing andfinancingactivities,which are recoverable from, orpayable to, the ATO Cash flowsare includedintheCashFlowStatementonagross basis.TheGSTcomponentsofcash Balance Sheet. recoverable from, orpayable to, theATO ofreceivables isincludedaspart orpayables inthe Receivables andpayables are statedwiththeamountofGSTincluded.Thenet oftheexpense. acquisition oftheassetoraspart the Australian Tax Office(ATO). Inthesecircumstances, ofthecost theGSTis recognised aspart except where theamountofGSTincurred onapurchase isnotrecoverable ofgoodsandservices from Income, expensesandassetsare recognised Tax netoftheamountGoodsandServices (GST), h) § relevant notesto thefinancialstatements.Notes thatincludesignificantjudgmentsandestimates are: Judgments andestimatesthathave significanteffects onthefinancialstatements are disclosedinthe § § § § Heritage andCulturalAssets. –Note2(k),10:Property,Depreciation andAmortisation PlantandEquipment, andNote11: are grouped according to theiragingprofile andhistory ofprevious financialdifficulties. The allowancerepresents debtsthatare likely to beuncollectibleandare considered doubtful.Debtors Allowance forImpairmentLosses–Note2(n),9:Receivables andNote18:FinancialInstruments. calculated usingadiscountratebasedonthepublished10-year government bondrate. Contingent Liabilities–Note20:Thepresent value ofmaterialquantifiablecontingentliabilitiesare government bondrate,estimatesoffuture andwagelevels salary andemployee periodsofservice. are measured asthepresent value ofestimatedfuture cashoutflowsbasedontheappropriate Employee Benefits–Note2(t)and14:Non-current liabilitiesin respect of employee benefits Income Recognition Tax Services Goods and For the year ended30 June 2015 Department of theChief Minister Annual Report 2014–15

97 Financial Performance Notes to the Financial Statements

For the year ended 30 June 2015

Sale of Goods Revenue from the sale of goods is recognised (net of returns, discounts and allowances) when: §§ the significant risks and rewards of ownership of the goods have transferred to the buyer §§ the agency retains neither continuing managerial involvement to the degree usually associated with ownership nor effective control over the goods sold §§ the amount of revenue can be reliably measured §§ it is probable that the economic benefits associated with the transaction will flow to the agency §§ the costs incurred or to be incurred in respect of the transaction can be measured reliably. Rendering of Services Revenue from rendering services is recognised by reference to the stage of completion of the contract. The revenue is recognised when: §§ the amount of revenue, stage of completion and transaction costs incurred can be reliably measured §§ it is probable that the economic benefits associated with the transaction will flow to the entity. Interest Revenue Interest revenue is recognised as it accrues, taking into account the effective yield on the financial asset. Goods and Services Received Free of Charge Goods and services received free of charge are recognised as revenue when a fair value can be reliably determined and the resource would have been purchased if it had not been donated. Use of the resource is recognised as an expense. Disposal of Assets A gain or loss on disposal of assets is included as a gain or loss on the date control of the asset passes to the buyer, usually when an unconditional contract of sale is signed. The gain or loss on disposal is calculated as the difference between the carrying amount of the asset at the time of disposal and the net proceeds on disposal. Refer also to Note 5. Contributions of Assets Contributions of assets and contributions to assist in the acquisition of assets, being non reciprocal transfers, are recognised, unless otherwise determined by government, as gains when the agency obtains control of the asset or contribution. Contributions are recognised at the fair value received or receivable. j) Repairs and Maintenance Expense Funding is received for repairs and maintenance works associated with agency assets as part of output revenue. Costs associated with repairs and maintenance works on agency assets are expensed as incurred. k) Depreciation and Amortisation Expense Items of property, plant and equipment, including buildings but excluding land, have limited useful lives and are depreciated or amortised using the straight-line method over their estimated useful lives. Amortisation applies in relation to intangible non-current assets with limited useful lives and is calculated and accounted for in a similar manner to depreciation. The estimated useful lives for each class of asset are in accordance with the Treasurer’s Directions and are determined as follows:

98 Department of the Chief Minister Annual Report 2014–15 Notes totheFinancialStatements useful lives. asset, they are accountedforasseparateassetsandare separatelydepreciated over their expected will flowto theagencyinfuture years. Where thesecostsrepresent separatecomponentsofacomplex is probable that future economicbenefitsinexcess oftheasset oftheoriginally assessedperformance Costs incurred onproperty, plantandequipmentsubsequentto initialacquisitionare capitalisedwhenit Subsequent AdditionalCosts complex asset. are accounted forasseparateassets.Thecomponentsmay bereplaced during theusefullife ofthe Major itemsofplantandequipmentcomprisinganumber ofcomponentsthathave different usefullives, Complex Assets and anappropriate offixed proportion and variable overheads. The constructioncostofproperty, plantandequipmentincludesthecostofmaterialsdirect labour, equipment belowthe$10000threshold are expensedintheyear ofacquisition. are recognised intheyear ofacquisitionanddepreciated asoutlinedbelow. Itemsofproperty, plantand All itemsofproperty, plantandequipmentwithacost,orothervalue, equalto orgreater than$10000 Acquisitions o) Accounts receivable are generallysettledwithin30days andotherreceivables within30 days. Instruments. Reconciliationofchangesintheallowanceaccountsisalsopresented. datearedue asatthereporting disclosedinanageingscheduleundercredit riskinNote18 Financial likely to beuncollectibleand are considered doubtful.Analysis oftheagereceivables thatare past The allowanceforimpairmentlossesrepresents theamountofreceivables theagencyestimatesare allowance forimpairmentlosses. Receivables includeaccountsreceivable andotherreceivables andare recognised atfairvalue lessany n) Receivables toconvertible cash. at bankandcashequivalents. Cashequivalents investments thatare are readily highlyliquidshort-term For thepurposesofBalanceSheetandCashFlowStatement,cashincludesonhand, m) period inwhichthey are incurred. Interest expensesincludeinterest andfinanceleasecharges. Interest expensesare expensedinthe l) and heldready foruse. Assets are from depreciated thedateofacquisitionorfrom oramortised thetimeanassetiscompleted Heritage andCulturalAssets Plant andEquipment Infrastructure Assets Buildings Property, PlantandEquipment Deposits Cashand Interest Expense For the year ended30 June 2015 Department of theChief Minister Annual Report 2014–15 100 years 50 years 50 years 5 years 2015 100 years 50 years 50 years 5 years 2014

99 Financial Performance Notes to the Financial Statements

For the year ended 30 June 2015

Construction (Work in Progress) As part of the financial management framework, the Department of Infrastructure is responsible for managing general government capital works projects on a whole-of-government basis. Therefore appropriation for all agency capital works is provided directly to the Department of Infrastructure and the cost of construction work in progress is recognised as an asset of that department. Once completed, capital works assets are transferred to the agency. p) Revaluations and Impairment Revaluation of Assets Subsequent to initial recognition, assets belonging to the following classes of non-current assets are revalued with sufficient regularity to ensure that the carrying amount of these assets does not differ materially from their fair value at reporting date: §§ land §§ buildings §§ infrastructure assets §§ heritage and cultural assets §§ biological assets §§ intangibles. Plant and equipment are stated at historical cost less depreciation, which is deemed to equate to fair value. The unique nature of some of the heritage and cultural assets may preclude reliable measurement. Such assets have not been recognised in the financial statements. An independent revaluation of land and buildings was completed at 30 June 2015, the results of which are reflected in the 2014–15 financial statements. Impairment of Assets An asset is said to be impaired when the asset’s carrying amount exceeds its recoverable amount. Non-current physical and intangible agency assets are assessed for indicators of impairment on an annual basis. If an indicator of impairment exists, the agency determines the asset’s recoverable amount. The asset’s recoverable amount is determined as the higher of the asset’s depreciated replacement cost and fair value less costs to sell. Any amount by which the asset’s carrying amount exceeds the recoverable amount is recorded as an impairment loss. Impairment losses are recognised in the Comprehensive Operating Statement. They are disclosed as an expense unless the asset is carried at a revalued amount. Where the asset is measured at a revalued amount, the impairment loss is offset against the asset revaluation surplus for that class of asset to the extent that an available balance exists in the asset revaluation surplus. In certain situations, an impairment loss may subsequently be reversed. Where an impairment loss is subsequently reversed, the carrying amount of the asset is increased to the revised estimate of its recoverable amount. A reversal of an impairment loss is recognised in the Comprehensive Operating Statement as income, unless the asset is carried at a revalued amount, in which case the impairment reversal results in an increase in the asset revaluation surplus. Note 16 provides additional information in relation to the asset revaluation surplus. q) Assets Held for Sale Assets held for sale consist of those assets that management has determined are available for immediate sale in their present condition, and their sale is highly probable within the next 12 months. These assets are measured at the lower of the asset’s carrying amount and fair value less costs to sell. These assets are not depreciated. Non-current assets held for sale have been recognised on the face of the financial statements as current assets.

100 Department of the Chief Minister Annual Report 2014–15 Notes totheFinancialStatements § § leavelong service liabilityisrecognised inagencyfinancialstatements. leave oftheChiefMinisterandassuchno liabilitiesofGovernment agencies,includingtheDepartment ofthefinancialmanagementframework,CentralHolding Authority assumesthelong service As part § § Employees’ superannuationentitlementsare provided through the: u) Superannuation § Employee benefitexpensesare recognised onanetbasisin respect ofthefollowingcategories: be taken period. islessthantheentitlementaccruingineachreporting No provision ismadeforsickleave, whichisnon-vesting, astheanticipatedpatternoffuture sickleave to measured atpresent value, calculatedusingthegovernment long-termbondrate. to bepaid.Non-current employee dateare benefitliabilitiesthatfalldueafter12monthsofthe reporting dateare12 monthsofreporting classifiedascurrent liabilitiesandare measured atamountsexpected respect ofwages andsalaries,recreation leave andotheremployee benefitliabilitiesthatfallduewithin date.Thesebenefits includewagesandsalaries the reporting recreation leave. Liabilitiesarisingin Provision ismadeforemployee benefitsaccumulatedasa result ofemployees up rendering services to t) agency. Accountspayable are normallysettledwithin30days. the considerationto bepaidinthefuture received, forgoodsandservices whetherornotbilledto the Liabilities foraccountspayable andotheramountspayable are carriedatcost,whichisthefairvalue of s) incentives are to berecognised asadeductionoftheleaseexpensesover thetermoflease. oftheconsiderationforuseleased asset.Lease space isrecognised asanintegralpart to bederived from theleasedproperty. Leaseincentives underanoperatingleaseofabuilding oroffice payments are due,except where analternative basisismore representative ofthepatternbenefits Operating leasepayments madeatregular throughout intervals thetermare expensedwhenthe Operating Leases interest expense. Lease payments are allocatedbetweentheprincipalcomponentoflease liability andthe the lease,are recognised. andpresentleased property value oftheminimumleasepayments, eachdeterminedattheinceptionof Finance leasesare capitalised.Aleaseassetand lease liabilityequalto theloweroffairvalue ofthe Finance Leases are classifiedasfinanceleases.Otherleases are classifiedasoperatingleases. Leases underwhichtheagencyassumessubstantiallyallrisksandrewards of ownershipanasset r) § § § § § 10 August 1999. non-government employee-nominated schemesforthose employees commencingonorafter or Commonwealth SuperannuationScheme(CSS) other typesofemployee benefits. Northern TerritoryNorthern Government andPublicAuthorities SuperannuationScheme(NTGPASS) benefits, wages andsalaries,non-monetary recreation leave, sickleave andotherleave entitlements EmployeeBenefits Payables Leased Assets For the year ended30 June 2015 Department of theChief Minister Annual Report 2014–15

101 Financial Performance Notes to the Financial Statements

For the year ended 30 June 2015

The agency makes superannuation contributions on behalf of its employees to the Central Holding Authority or non-government employee-nominated schemes. Superannuation liabilities related to government superannuation schemes are held by the Central Holding Authority and as such are not recognised in agency financial statements. v) Contributions by and Distributions to Government The agency may receive contributions from government where the government is acting as owner of the agency. Conversely, the agency may make distributions to government. In accordance with the Financial Management Act and Treasurer’s Directions, certain types of contributions and distributions, including those relating to administrative restructures, have been designated as contributions by, and distributions to, government. These designated contributions and distributions are treated by the agency as adjustments to equity. The Statement of Changes in Equity provides additional information in relation to contributions by, and distributions to, Government. w) Commitments Disclosures in relation to capital and other commitments, including lease commitments are shown at Note 19. Commitments are those contracted as at 30 June where the amount of the future commitment can be reliably measured. x) Financial Instruments A financial instrument is a contract that gives rise to a financial asset of one entity and a financial liability or equity instrument of another entity. Financial assets and liabilities are recognised on the Balance Sheet when the agency becomes a party to the contractual provisions of the financial instrument. The agency’s financial instruments include cash and deposits, receivables, advances, investments loan and placements, payables, advances received, borrowings and derivatives. Exposure to interest rate risk, foreign exchange risk, credit risk, price risk and liquidity risk arise in the normal course of activities. The agency’s investments, loans and placements, and borrowings are predominantly managed through the NT Treasury Corporation (NTTC) adopting strategies to minimise the risk. Derivative financial arrangements are also utilised to manage financial risks inherent in the management of these financial instruments. These arrangements include swaps, forward interest rate agreements and other hedging instruments to manage fluctuations in interest or exchange rates. Classification of Financial Instruments AASB 7 Financial Instruments: Disclosures requires financial instruments to be classified and disclosed within specific categories depending on their nature and purpose. Financial assets are classified into the following categories: §§ financial assets at fair value through profit or loss §§ held-to-maturity investments §§ loans and receivables §§ available-for-sale financial assets. Financial liabilities are classified into the following categories: §§ financial liabilities at fair value through profit or loss (FVTPL) §§ financial liabilities at amortised cost. Financial Assets or Financial Liabilities at Fair Value through Profit or Loss Financial instruments are classified as at FVTPL when the instrument is either held for trading or is designated as at FVTPL.

102 Department of the Chief Minister Annual Report 2014–15 Notes totheFinancialStatements Comprehensive OperatingStatementdependsonthenature ofthehedge relationship. Applicationof and qualifiesasaneffective hedginginstrument,inwhich event, thetimingof recognition inthe recognised intheComprehensive OperatingStatementimmediatelyunlessthederivative isdesignated subsequently remeasured attheirfairvalue date.Theresulting ateachreporting gainorlossis Derivatives are initiallyrecognised atfairvalue onthedateaderivative contractisentered into andare rate risk.Theagencydoesnotspeculateontradingof derivatives. The agencyentersinto avariety ofderivative financialinstruments to manage itsexposure to interest Derivatives costiscalculatedusing theeffectiveAmortised interest method. Cost Financial LiabilitiesatAmortised equity isrecognised intheComprehensive OperatingStatement. investment isdeterminedto beimpaired, atwhichtimethecumulative gainorlosspreviously in reported being recognised asaseparatecomponentofequity untiltheinvestment isderecognised oruntilthe After initialrecognition available-for-sale securitiesare measured atfairvalue withgainsorlosses that are designatedasavailable-for-sale orare notclassifiedasany ofthethree preceding categories. Available-for-sale financialassetsare thosenon-derivative financialassets,principallyequitysecurities Available-for-Sale FinancialAssets For detailsrefer to Note2(n). Loans andReceivables impairment, withrevenue recognised onaneffective yieldbasis. Held-to-maturity investments are recorded costusingtheeffective atamortised interest methodless entity hasthepositive intentandabilityto holdto maturityare classified asheld-to-maturity investments. Non-derivative financialassetswithfixed ordeterminable payments and fixed maturitydatesthatthe Held-to-Maturity Investments § § § A financialinstrumentmay bedesignatedasatFVTPLuponinitial recognition if: § § Note 18provides additional informationonfinancial instruments. recognised intheComprehensive Operating Statement. net basis.Where thesearrangementsoccur, therevenues andexpensesare offsetandthenetamountis recognised rightto setofffinancial assetsandliabilitiesexists,the Territory intends to settleona The agency, from structured timeto time,may financearrangements,where facilitatecertain alegally Netting ofSwapTransactions hedge accountingwillonlybeavailable where specificdesignation and effectiveness criteriaare satisfied. § An instrumentisclassifiedasheldfortradingifitis: § § § § § § Instruments: RecognitionandMeasurement permitsthecontractto bedesignatedasatFVTPL. ofacontractcontainingoneormore embeddedderivatives,it formspart andAASB139Financial or strategy, andinformationaboutthegrouping isprovided internally onthatbasis is evaluated onafairvalue basis,inaccordance withadocumentedriskmanagementorinvestment ofagroup offinancialinstruments,whichismanagedanditsperformance the instrumentformspart or arise would otherwise such designationeliminatesorsignificantly reduces ameasurement or recognition inconsistencythat a derivative thatisnotafinancialguaranteecontractordesignatedandeffective hedginginstrument. or evidence profit-taking ofarecent actualpatternofshort-term ofidentifiedfinancialinstrumentsthat are managed ofaportfolio togetherandforwhichtherepart is or intention ofmakingaprofit acquired orincurred principallyforthepurposeofsellingorrepurchasing itintheneartermwithan For the year ended30 June 2015 Department of theChief Minister Annual Report 2014–15

103 Financial Performance Notes to the Financial Statements

For the year ended 30 June 2015

y) Fair Value Measurement Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date. Fair value measurement of a non-financial asset takes into account a market participant’s ability to generate economic benefits by using the asset in its highest and best use or by selling it to another market participant that would use the asset in its highest and best use. The highest and best use takes into account the use of the asset that is physically possible, legally permissible and financially feasible. When measuring fair value, the valuation techniques used maximise the use of relevant observable inputs and minimise the use of unobservable inputs. Unobservable inputs are used to the extent that sufficient relevant and reliable observable inputs are not available for similar assets/liabilities. Observable inputs are publicly available data that are relevant to the characteristics of the assets/ liabilities being valued. Observable inputs used by the agency include, but are not limited to, published sales data for land and general office buildings. Unobservable inputs are data, assumptions and judgments that are not available publicly, but are relevant to the characteristics of the assets/liabilities being valued. Such inputs include internal agency adjustments to observable data to take account of particular and potentially unique characteristics/ functionality of assets/liabilities and assessments of physical condition and remaining useful life. All assets and liabilities for which fair value is measured or disclosed in the financial statements are categorised within the following fair value hierarchy based on the inputs used: Level 1 – inputs are quoted prices in active markets for identical assets or liabilities Level 2 – inputs are inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly or indirectly Level 3 – inputs are unobservable.

104 Department of the Chief Minister Annual Report 2014–15 Notes totheFinancialStatements Advice and Government Corporate and Coordination Business Support Governance Total 2015 2014 2015 2014 2015 2014 2015 2014 Note $000 $000 $000 $000 $000 $000 $000 $000 3. Comprehensive Operating Statement by Output Group INCOME Grants and subsidies revenue Current 1 284 4 040 294 691 - 1 579 4 731 Capital ------

Appropriation - For the year ended30 June 2015 Output 54 182 31 629 30 513 26 827 5 943 6 366 90 638 64 822 Commonwealth 4 179 4 653 - - - 4 179 4 653 Sales of goods and services 1 332 1 101 626 628 423 426 2 382 2 155 Interest revenue 174 21 - - 174 21 Goods and services received free of charge 4 1 650 950 2 658 2 442 667 579 4 974 3 970 Gain on disposal of assets 5 - 3 - 2 - 3 - 8 Other income - 9 8 1 53 31 61 42 TOTAL INCOME 62 801 42 406 34 100 30 590 7 086 7 405 103 987 80 402 EXPENSES Department of theChief Minister Annual Report 2014–15 Employee expenses 14 065 10 088 21 960 18 764 6 742 5 428 42 767 34 278 Administrative expenses Purchases of goods and services 6 23 397 4 798 13 016 8 120 1 370 1 117 37 783 14 034 Repairs and maintenance 5 121 376 522 28 41 409 684 Depreciation and amortisation 10, 11 230 106 283 283 49 55 562 444 Other administrative expenses 7 1 650 950 2 799 2 443 695 579 5 145 3 971 Grants and subsidies expenses Current 19 664 17 575 11 - - - 19 676 17 575 Capital 9 954 10 576 - - - - 9 954 10 576 TOTAL EXPENSES 68 965 44 214 38 446 30 131 8 884 7 219 116 296 81 564 NET SURPLUS/(DEFICIT) (6 164) (1 808) (4 346) 459 (1 798) 186 (12 309) (1 162) OTHER COMPREHENSIVE INCOME Items that will not be reclassified to net surplus/deficit Changes in asset revaluation surplus - - (36) - - - (36) - TOTAL OTHER COMPREHENSIVE INCOME - - (36) - - - (36) - COMPREHENSIVE RESULT (6 164) (1 808) (4 382) 459 (1 798) 186 (12 345) (1 162)

This Comprehensive Operating Statement by output group is to be read in conjunction with the notes to the financial statements.

105 *2013–14 restated due to machinery of government changes Financial Performance Notes to the Financial Statements

For the year ended 30 June 2015

2015 20141 $000 $000

4. Goods and Services Received free of charge Department of Corporate and Information Services 4 974 3 970 4 974 3 970

5. Gain on Disposal of Assets Net proceeds from the disposal of non-current assets - 2 Less: Carrying value of non-current assets disposed - - Gain on the disposal of non-current assets - 2

Proceeds from sale of minor assets - 6 Total Gain on Disposal of Assets - 8

6. Purchases of Goods and Services The net surplus/(deficit) has been arrived at after charging the following expenses: Goods and services expenses: Consultants (2) 17 329 1 869 Advertising (3) Marketing and promotion (4) 3 247 2 861 Document production 221 235 Legal expenses (5) 2 266 22 Recruitment (6) 123 64 Training and study 276 186 Official duty fares 2 475 2 031 Travelling allowance 422 381 26 359 7 649 (1) 2013–14 restated due to machinery-of-government changes (2) Includes marketing, promotion and IT consultants. Increase is due to consulting services for the Darwin Port Project and the North East Gas Interconnector project. (3) Does not include recruitment, advertising or marketing and promotion advertising. (4) Includes advertising for marketing and promotion but excludes marketing and promotion consultants’ expenses, which are incorporated in the consultants category. (5) Includes legal fees, claim and settlement costs. (6) Includes recruitment-related advertising costs.

106 Department of the Chief Minister Annual Report 2014–15 Notes totheFinancialStatements 8. 7. 9. Receivables Department ofCorporateandInformationServices Department Write-offs andLosses Doubtful DebtsExpense Assets DonatedorGifted Less: Allowanceforimpairmentlosses Accounts receivable Current Cash onhand 1 Assets Written Down Cash andDeposits Other AdministrativeExpenses Other receivables GST receivables Interest receivables Cash atbank Total Receivables On call or short-term deposits On callorshort-term 2013–14restated ofgovernment dueto machinery changes For the year ended30 June 2015 Department of theChief Minister Annual Report 2014–15 116 963 89 - - - 19 472 19 469 5 145 1 079 1 339 4 974 $000 2015 261 261 81 3 (138) (15) 175 123 - - - - - 22 330 22 326 2014 3 971 3 971 $000 190 190 5 1

107 Financial Performance Notes to the Financial Statements

For the year ended 30 June 2015

2015 20141 $000 $000

10. Property, Plant and Equipment Land At fair value 16 480 15 695 Buildings At fair value 9 523 15 118 Less: Accumulated depreciation (3 471) (8 542) 6 051 6 576 Infrastructure At fair value - - Less: Accumulated depreciation - - - - Plant and equipment At fair value 4 108 3 485 Less: Accumulated depreciation (2 157) (2 606) 1 951 879 Computer software At capitalised cost 419 265 Less: Accumulated depreciation ( 249) ( 214) 170 51 Computer hardware At capitalised cost - 8 Less: Accumulated depreciation - ( 8) - - Leased property, plant and equipment At capitalised cost - - Less: Accumulated depreciation - - - - Transport equipment At capitalised cost 41 41 Less: Accumulated depreciation ( 28) ( 19) 14 22 Total Property, Plant and Equipment 24 666 23 223

Property, plant and equipment valuations The latest revaluations for land and buildings as at 30 June 2015 were independently conducted. The valuer was Territory Property Consultants Pty Ltd. Refer to Note 12: Fair Value Measurement of Non-Financial Assets for additional disclosures. Impairment of property, plant and equipment Agency property, plant and equipment assets were assessed for impairment as at 30 June 2015. As a result of this review no impairment losses were recognised. Impairment losses are charged to expenses under other administrative expenses.

108 Department of the Chief Minister Annual Report 2014–15 Notes totheFinancialStatements

10. Property, Plant and Equipment (continued) 2015 property, plant and equipment reconciliations A reconciliation of the carrying amount of property, plant and equipment at the beginning and end of 2014–15 is set out below:

Construction (Work in Plant and Computer Transport Land Buildings Infrastructure Progress) Equipment Software Equipment Total $000 $000 $000 $000 $000 $000 $000 $000 Carrying amount as at 1 July 2014 15 695 6 576 - - 879 51 22 23 223 For the year ended30 June 2015 Additions - - - - 90 154 - 244

Disposals ------

Depreciation - (134) - - (384) (35) (8) (561)

Additions/(Disposals) from administrative restructuring ------

Additions/(Disposals) from

Department of theChief Minister Annual Report 2014–15 asset transfers - 512 - - 1 366 - - 1 878

Revaluation increments/ (decrements) 785 (902) - - - - - (117)

Impairment losses ------

Impairment losses reversed ------

Other movements ------

Carrying amount as at 30 June 2015 16 480 6 051 - - 1 951 170 14 24 666

109 Financial Performance Notes to the Financial Statements

For the year ended 30 June 2015 - - - - - (1) 214 728 $000 Total (454) 22 736 23 223 ------22 (8) 30 $000 Transport Transport Equipment ------51 73 (22) $000 Software Computer - - - - - (1) 214 311 879 654 $000 (298) Plant and Equipment ------$000 (Work in Progress) - - Construction ------52 (52) $000 Infrastructure ------469 $000 (125) 6 232 6 576 Buildings ------Land $000 15 695 15 695 Property, Plant and Equipment (continued) Property, Disposals 2014 property, plant and equipment reconciliations 2014 property, plant and equipment at the beginning end of 2013–14 is set out below: of the carrying amount of property, A reconciliation Depreciation Depreciation Additions Additions/(Disposals) from Additions/(Disposals) from restructuring administrative increments/ Revaluation (decrements) Carrying amount as at 1 July 2013 Additions/(Disposals) from Additions/(Disposals) from asset transfers Impairment losses Impairment losses reversed Other movements Carrying amount as at 30 June 2014 10.

110 Department of the Chief Minister Annual Report 2014–15 Notes totheFinancialStatements 11. Additions amountat1July Carrying Reconciliation ofmovements Disposals Written downvalue –30June Less: Accumulateddepreciation At valuation amount Carrying Additions/(Disposals) from assettransfers Depreciation Impairment LossesReversed to expensesunderotheradministrative expenses. 30 June2015.Asaresult ofthisreview noimpairmentlosseswere charged Agency heritageandculturalassetswere assessedforimpairmentasat Impairment ofheritageandculturalassets Heritage andculturalassetsare valued atoriginalcost. Heritage andculturalassetsvaluation Other movements Carrying amountasat30June Carrying Heritage andCultural Assets For the year ended30 June 2015 Department of theChief Minister Annual Report 2014–15

(103) (1) 134 44 - - - - $000 2015 (89) 147 44 (156) 107 (3) 30 - - - - $000 2014 134 134 290

111 Financial Performance Notes to the Financial Statements

For the year ended 30 June 2015

12. Fair Value Measurement of Non-Financial Assets a) Fair value hierarchy Fair values of non-financial assets categorised by levels of inputs used to compute fair value are: Total Fair Level 1 Level 2 Level 3 Value $000 $000 $000 $000 2014–15 Asset classes Land (Note 10) 16 480 16 480 Buildings (Note 10) 6 051 6 051 Plant and equipment (Note 10) 1 951 1 951 Computer software (Note 10) 170 170 Transport equipment (Note 10) 14 14 Heritage and cultural assets (Note 11) 44 44 Total 16 480 8 230 24 711 2013–14 Asset classes Land (Note 10) 15 695 15 695 Buildings (Note 10) 6 576 6 576 Plant and equipment (Note 10) 879 879 Computer software (Note 10) 51 51 Transport equipment (Note 10) 22 22 Heritage and cultural assets (Note 11) 134 134 Total 23 357 23 357

In 2014–15, land was transferred to Level 2 input due to the revaluation conducted as at 30 June 2015. Refer to Note 10

112 Department of the Chief Minister Annual Report 2014–15 Notes totheFinancialStatements conditions, projected usage,andrecords ofthecurrent conditionofthefacilities. potentialofthefacilities,givenwas alsousedinassessingtheremaining localenvironmental service technologyandconstructionapproaches.the facilities,adjustedforcontemporary Significantjudgement depreciated replacement cost wasbasedonacombinationofinternalrecords ofthehistorical costof depreciated replacement costs becauseanactive market doesnotexistforsuchfacilities.The Level 3fairvalues ofspecialisedbuildingsandinfrastructure were determined by computingtheir comparable land. Level 2fairvalue oflandwasbasedonmarket evidence ofsalespricepersquare metre of 30 June2015. Territory Ltdprovided ConsultantsPty Property valuations forthelandandbuildingsasat Valuation techniquesusedto measure fairvalue in2014–15are: b) Heritage andculturalassets(Note11) Transport equipment(Note10) Computer software (Note10) Plant andequipment(Note10) Buildings (Note10) Land (Note10) Asset Classes Valuation inputs and techniques For the year ended30 June 2015 Department of theChief Minister Annual Report 2014–15 Market approach Techniques Level 2

Cost approach Cost approach Cost approach Cost approach Cost approach Techniques

Level 3

113 Financial Performance Notes to the Financial Statements

For the year ended 30 June 2015 . . ------30 44 ( 1) ( 3) 134 107 134 (89) $000 Cultural Heritage and ------22 30 14 22 (8) ( 8) $000 Transport Transport Equipment ------51 73 51 154 170 (22) ( 35) $000 Software Computer ------90 (1) 879 525 654 879 $000 1 366 ( 384) 1 951 (298) Plant and Equipment ------52 (52) $000 Infrastructure ------512 469 (81) $000 (821) (125) 6 576 6 232 ( 134) 6 051 6 576 Buildings ------785 Land $000 15 695 15 695 15 695 (16 480) (i) Reconciliation of recurring Level 3 fair value measurements 3 fair value (i) Reconciliation of recurring Level Additional information for Level 3 fair value measurements 3 fair value Additional information for Level c) 2014–15 as at 1 July 2014 value Fair Additions Disposals Transfers from Level 2 Level from Transfers Gains/losses recognised in net surplus/deficit Gains/losses recognised Transfers to Level 2 Level to Transfers Additions/(Disposals) from asset transfers Additions/(Disposals) from in other Gains/losses recognised income comprehensive Depreciation Fair value as at 30 June 2015 value Fair Disposals Unrealised gains/losses recognised in net surplus/deficit gains/losses recognised Unrealised for assets held at the end of reporting period 2013–14 as at 1 July 2013 value Fair Additions Transfers from Level 2 Level from Transfers Transfers to Level 2 Level to Transfers Gains/losses recognised in net surplus/deficit Gains/losses recognised Depreciation Gains/losses recognised in other Gains/losses recognised income comprehensive Fair value as at 30 June 2014 value Fair Unrealised gains/losses recognised in net surplus/deficit gains/losses recognised Unrealised for assets held at the end of reporting period

114 Department of the Chief Minister Annual Report 2014–15 Notes totheFinancialStatements 14. Provisions 13. Payables historical costresults inahigherfairvalue andgreater consumption of economicbenefit lowersfair value. inputs.Inrespectfor theunobservable ofsensitivityfairvalue to changesininputvalue, ahigher equipmentincluded,itisnotpracticaltosoftware computearelevant andtransport measure summary cost andtheconsumedeconomicbenefit.Given thelarge numberofagencyplant,equipment,computer the fairvalue equipmentincludethehistorical ofplant,equipment,computersoftware andtransport inputsusedincomputing equipment–unobservable Plant, equipment,computersoftware andtransport greater consumptionofeconomicbenefitlowersfair value. sensitivity offairvalue to changesininputvalue, ahigherhistorical costresults inahigherfairvalue and it isnotpracticalto computearelevant measure inputs.Inrespect summary fortheunobservable of and theconsumedeconomicbenefitforeachbuilding.Given thelarge numberofagencybuildings, inputsusedincomputingthefairvalueBuildings –Unobservable ofbuildingsincludethehistorical cost (ii) Total Current Superannuation Employee benefits Non-Current

Accrued expenses Employee benefits Current Accounts payable

Other current provisions Total Non-Current Total Payables Other payables

Total Provisions Sensitivity analysis Recreation leave andairfares Payroll Tax Recreation leave andairfares Other employee benefits Fringe Benefit Tax Leave loading For the year ended30 June 2015 Department of theChief Minister Annual Report 2014–15 - 361 331 4 142 3 313 1 563 5 832 5 705 1 563 3 396 2 382 2 952 357 $000 2015 829 141 55 374 35 3 956 3 221 1 459 2 156 5 415 1 459 1 669 2 812 $000 2014 307 119 309 735 487 -

115 Financial Performance Notes to the Financial Statements

For the year ended 30 June 2015

2015 2014 $000 $000

14. Provisions (continued) Reconciliations of Provisions

Fringe Benefit Tax Balance as at 1 July 119 122 Additional provisions recognised 474 1 803 Reductions arising from payments ( 452) (1 807) Balance as at 30 June 141 119

Payroll Tax Balance as at 1 July 307 205 Additional provisions recognised 331 393 Reductions arising from payments ( 307) ( 291) Balance as at 30 June 331 307

Superannuation Balance as at 1 July 309 196 Additional provisions recognised 356 379 Reductions arising from payments ( 309) ( 267) Balance as at 30 June 357 309

The agency employed 321.99 employees as at 30 June 2015 (289.89 employees as at 30 June 2014).

15. Other Liabilities Unearned revenue 227 172 Total Other Liabilities 227 172

116 Department of the Chief Minister Annual Report 2014–15 Notes totheFinancialStatements 16. Reserves 17. Net CashfromOperatingActivities (Decrease)/Increase inotherprovisions (Decrease)/Increase inprovision foremployee benefits (Decrease)/Increase inpayables (Decrease)/Increase inotherdeferred income Decrease/(Increase) inprepayments Decrease/(Increase) inreceivables Changes inassetsandliabilities: R andMMinorNewWorks -NonCash (Gain)/Loss ondisposalofassets Asset write-offs/write-downs Depreciation andamortisation Non-cash items: Net Surplus/(Deficit) from OperatingActivities Reconciliation ofNetSurplus/(Deficit)toCash Cash FlowStatement. in theBalanceSheetisconsistentwiththatrecorded as‘cash’ inthe The total ofagency'cash anddeposits' of$19.47millionrecorded Reconciliation ofcash Balance asat1July (ii) Movements intheassetrevaluation surplus revaluation surplus. Impairment adjustmentsmay alsoberecognised intheasset and decrements arisingfrom therevaluation ofnon-current assets. The assetrevaluation surplusincludesthenetrevaluation increments (i) Nature andpurposeoftheassetrevaluation surplus Asset revaluation surplus Notes totheCashFlow Statement Increment/(Decrement) –land Impairment (losses)/reversals –buildings Increment/(Decrement) –buildings Balance asat30June For the year ended30 June 2015

Department of theChief Minister Annual Report 2014–15 (821) 785 72 208 94 562 (12 309) 3676 (8 439) 11 481 (1 164) 11 517 $000 2015 196 171 55 - - - 11517 15 456 11 517 211 ( 300) 2 914 1 548 $000 2014 732 176 ( 15) 1 91 - - -

117 Financial Performance Notes to the Financial Statements

For the year ended 30 June 2015

18. Financial Instruments A financial instrument is a contract that gives rise to a financial asset of one entity and a financial liability or equity instrument of another entity. Financial instruments held by the agency include cash and deposits, receivables, payables and finance leases. The agency has limited exposure to financial risks as discussed below. a) Categorisation of financial instruments The carrying amounts of the agency’s financial assets and liabilities by category are disclosed in the table below. 2015 2014 $000 $000 Financial Assets Cash and deposits 19 472 22 330 Loans and receivables 4 333 2 996 Financial Liabilities Payables (5 832) (2 156)

b) Credit risk The agency has limited credit risk exposure (risk of default). In respect of any dealings with organisations external to government, the agency has adopted a policy of only dealing with credit- worthy organisations and obtaining sufficient collateral or other security where appropriate, as a means of mitigating the risk of financial loss from defaults. The carrying amount of financial assets recorded in the financial statements, net of any allowances for losses, represents the agency’s maximum exposure to credit risk without taking account of the value of any collateral or other security obtained. Receivables Receivable balances are monitored on an ongoing basis to ensure that exposure to bad debts is not significant. A reconciliation and ageing analysis of receivables is presented below. Ageing of Ageing of Impaired Receivables Receivables Net Receivables Internal Receivables $000 $000 $000 2014–15 Not overdue - - - Overdue for less than 30 days - - - Overdue for 30 to 60 days - - - Overdue for more than 60 days - - - Total - - - 2013–14 Not overdue 144 - 144 Overdue for less than 30 days 1 - 1 Overdue for 30 to 60 days - - - Overdue for more than 60 days 5 - 5 Total 150 - 150

118 Department of the Chief Minister Annual Report 2014–15 Notes totheFinancialStatements 18. Liabilities Total Financial Payables Liabilities Total Financial Assets Advances Receivables Cash anddeposits Assets 2015 Maturityanalysisforfinancialassetsandliabilities and liabilities. The followingtablesdetailtheagency’s remaining contractualmaturityforits financial assets sufficient liquidity to meetitsliabilitieswhenthey falldue. fall due.Theagency’s approach to managingliquidityriskis to ensure thatitwillalways have Liquidity riskisthethatagencywillnotbeableto meetitsfinancialobligationsasthey c) Overdue forlessthan30days Overdue formore than60days Overdue for30to 60days External Receivables Financial Instruments(continued) Total Overdue formore than60days Overdue for30to 60 days Overdue forlessthan30days Not overdue 2013–14 Total Not overdue 2014–15 Liquidity Risk For the year ended30 June 2015 Variable Fixed or Fixed Less than Interest Bearing a Year $000 2 994 1 to5 Years 2 994 $000 Receivables Department of theChief Minister Annual Report 2014–15 40 22 18 Ageing of - - More than $000 5 Years 261 233 $000 22 6 - Non-Interest Receivables Bearing (5 832) Ageing of 20 811 (5 832) 19 472 - Impaired - - - - 1 339 $000 $000

- - - - - (5 832) 23 805 (5 832) 19 472 2 994 1 339 Net Receivables Total $000

40 22 18 Weighted

- - Average $000 6.00 261 233 22 % 6 -

119 Financial Performance Notes to the Financial Statements

For the year ended 30 June 2015

18. Financial Instruments (continued) 2014 Maturity analysis for financial assets and liabilities Interest Bearing Less than 1 to 5 More than Non-Interest Weighted Fixed or a Year Years 5 Years Bearing Total Average Variable $000 $000 $000 $000 $000 % Assets Cash and deposits 22 330 22 330 Receivables 175 175 Advances Fixed 2 821 2 821 6.00 Total Financial Assets 2 821 22 505 25 326

Liabilities Payables (2 156) (2 156) Total Financial Liabilities (2 156) (2 156)

d) Market risk Market risk is the risk that the fair value of future cash flows of a financial instrument will fluctuate because of changes in market prices. It comprises interest rate risk, price risk and currency risk. (i) Interest rate risk The agency is not exposed to interest rate risk as agency financial assets and financial liabilities are non interest bearing or have a fixed interest rate. (ii) Price risk The agency is not exposed to price risk as it does not hold units in unit trusts. (iii) Currency risk The agency is not exposed to currency risk as it does not hold borrowings denominated in foreign currencies or transactional currency exposures arising from purchases in a foreign currency.

e) Net fair value The fair value of financial instruments is estimated using various methods. These methods are classified into the following levels: Level 1 – derived from quoted prices in active markets for identical assets or liabilities Level 2 – derived from inputs other than quoted prices that are observable directly or indirectly Level 3 – derived from inputs not based on observable market data.

120 Department of the Chief Minister Annual Report 2014–15 Notes totheFinancialStatements 18. There were nochangesinvaluation techniquesduringtheperiod. The netfairvalue ofCash,Receivables, Advances andPayables are basedoncurrent market values. Payables Financial Liabilities Total FinancialAssets Receivables Advances Total FinancialLiabilities Cash anddeposits Financial Assets 2014 Payables Financial Liabilities Total FinancialAssets Advances Total FinancialLiabilities Receivables Cash anddeposits Financial Assets 2015 Financial Instruments(continued) For the year ended30 June 2015 Total Carrying (2156) (5832) (2156) (5832) Amount 25 326 23 805 22 330 19 472 2 821 2 994 $000 1339 175 Value Level 1 (2156) (5832) (2156) (5832) Net Fair 25 326 23 805 22 330 19 472 2 821 2 994 1 339 $000 175 Department of theChief Minister Annual Report 2014–15 Value Level 2 Net Fair $000

Value Level 3 Net Fair $000

Value Total (2156) (5832) (2156) (5832) Net Fair 25 326 23 805 22 330 19 472 2 821 2 994 1 339 $000 175

121 Financial Performance Notes to the Financial Statements

For the year ended 30 June 2015

2015 2014 Internal External Internal External $000 $000 $000 $000

19. Commitments (i) Capital Expenditure Commitments Capital expenditure commitments primarily related to the construction of property, plant and equipment. Capital expenditure commitments contracted for at balance date but not recognised as liabilities are payable as follows: Within one year 94 Later than one year and not later than five years Later than five years 94 (ii) Operating Lease Commitments The agency leases property under non-cancellable operating leases expiring from one to five years. Leases generally provide the agency with a right of renewal at which time all lease terms are renegotiated. Future operating lease commitments not recognised as liabilities are payable as follows: Within one year 578 590 Later than one year and not later than five years 573 493 Later than five years 1 151 1 083 (iii) Other Expenditure Commitments Other non-cancellable expenditure commitments not recognised as liabilities are payable as follows: Within one year 11 276 8 066 9 967 7 736 Later than one year and not later than five years 140 2 755 10 Later than five years 11 276 8 206 12 722 7 746

20. Contingent Liabilities and Contingent Assets The agency had no material contingent liabilities or contingent assets as at 30 June 2015.

21. Events Subsequent to Balance Date No events have arisen between the end of the financial year and the date of this report that require adjustment to, or disclosure in these financial statements.

122 Department of the Chief Minister Annual Report 2014–15 Notes totheFinancialStatements 22. 23. or anagencywrittenoff Irrecoverable amountspayable to theTerritory byAmounts writtenoff,postponedandwaived Delegates Represented by: Financial ManagementAct Write-offs, Postponements andWaivers Underthe The agencydoesnothave anyTerritory items(refer Note2(c)). Write-offs, Postponements, Waivers, Giftsandex-Gratia Payments Schedule of Administered Territory Items Public property writtenoff Public property or anagencywrittenoff Irrecoverable amounts payable to theTerritory byAmounts writtenoff,postponedandwaived theTreasurer money orproperty Waiver orpostponementofrightto receive orrecover Losses ordeficienciesofmoney writtenoff Losses ordeficienciesofmoney writtenoff Total Written Off,Postponed andWaived by Delegates Public property writtenoff Public property recover money orproperty Waiver orpostponementofrightto receive or by theTreasurer Total Written Off,Postponed andWaived Authorised UnderOtherLegislation Write-offs, Postponements andWaivers Ex GratiaPayments Underthe Gifts AuthorisedUnderOtherLegislation Gifts Underthe Financial ManagementAct For the year ended30 June 2015 Financial ManagementAct

Department of theChief Minister Annual Report 2014–15 - $000 2015 - - -

- 89 89 Agency

- - - -

Trans. No. of ------62 62

- -

- - $000 2014 - - - -

- - -

Agency

- -

Trans. No. of ------

-

-

- -

123 Financial Performance Notes to the Financial Statements

For the year ended 30 June 2015

24. Budgetary Information 2014–15 2014–15 Original Actual Budget Variance Comprehensive Operating Statement $000 $000 $000 Note INCOME Grants and subsidies revenue Current 1 579 - 1 579 Appropriation Output 90 638 73 992 16 646 1 Commonwealth 4 179 4 841 ( 662) Sales of goods and services 2 382 1 715 667 Interest revenue 174 181 - 7 Goods and services received free of charge 4 974 4 615 359 Gain on disposal of assets - - - Other income 61 45 16 TOTAL INCOME 103 987 85 389 18 598

EXPENSES Employee expenses 42 767 37 066 5 701 2 Administrative expenses Purchases of goods and services 37 783 16 440 21 343 3 Repairs and maintenance 409 428 ( 19) Depreciation and amortisation 562 506 56 Other administrative expenses 5 145 4 615 530 Grants and subsidies expenses Current 19 676 22 221 (2 545) 4 Capital 9 954 15 711 (5 757) 5 TOTAL EXPENSES 116 296 96 987 19 309 NET SURPLUS/(DEFICIT) (12 309) (11 598) ( 711)

124 Department of the Chief Minister Annual Report 2014–15 Notes totheFinancialStatements 24. BudgetaryInformation Total non-current assets Non-current assets Total current assets TOTAL ASSETS Prepayments Receivables Changes inassetrevaluation surplus surplus/deficit Items thatwillnotbereclassifiedtonet OTHER COMPREHENSIVEINCOME Current assets ASSETS COMPREHENSIVE RESULT TOTAL OTHER COMPREHENSIVEINCOME Comprehensive OperatingStatement Balance Sheet (5) (4) (3) (2) (1) have occurred. The followingnotedescriptionsrelate to variances greater than10percentor$2millionwhere multiplesignificant variances Notes: Department ofTransportDepartment offsetby RemoteIndigenousHousingcapitalgrants. The decrease predominantly is due to thetransfer ofRegionalCoordination andEconomic Development Fund to Lower current grantsexpenditure isdueto revised timingofTownship Leasing. projects andCyclone Lamrelated expenditure. Increase isdueto theestablishmentofOfficeCoordinator Generalthatincludessignificantfundingformajor Lam-related employee expenses. Employee increased expenses due to increased employee provisions, executive terminationpayments andCyclone that includessignificantfundingformajorprojects. Increase inoutput appropriation is predominantly dueto theestablishmentofOfficeCoordinator General Heritage andculturalassets Property, plantandequipment Advances and investments Cash anddeposits For the year ended30 June 2015 (continued) (12345) 2014–15 2014–15 (36) (36) 24 711 23 821 48 532 24 666 19 472 Actual Actual Department of theChief Minister Annual Report 2014–15 2 994 1 339 $000 $000 44 16

(11598) 2014–15 2014–15 - Original Original Budget Budget 23 729 26 605 23 729 - - 2 876 2 011 $000 $000 350 224 291

(208) (747) (36) (36) Variance Variance 20 945 21 927 19 181 $000 $000 982 937 983 989 44

Note Note 1

125 Financial Performance Notes to the Financial Statements

For the year ended 30 June 2015

24. Budgetary Information (continued) 2014–15 2014–15 Original Actual Budget Variance Balance Sheet $000 $000 $000 Note LIABILITIES Current liabilities Payables 5 832 1 424 4 408 2 Provisions 4 142 3 655 487 Other liabilities 227 157 70 Total current liabilities 10 201 5 236 4 965

Non-current liabilities Provisions 1 563 - 1 563 Total non-current liabilities 1 563 - 1 563 TOTAL LIABILITIES 11 764 5 236 6 528

NET ASSETS 36 767 21 369 15 398

EQUITY Capital 60 154 59 677 477 Reserves 11 481 11 517 ( 36) Accumulated funds (34 867) (49 825) 14 958 TOTAL EQUITY 36 767 21 369 15 398

Notes: The following note descriptions relate to variances greater than 10 per cent or $2 million or where multiple significant variances have occurred. (1) The increase in cash and deposits is due to the flow-on effect of cash balances from 2013–14 in addition to an equity injection. (2) Payables have increased due to higher than budgeted accruals and accounts payable for the agency.

126 Department of the Chief Minister Annual Report 2014–15 Notes totheFinancialStatements 24. Cash FlowStatement Budgetary Information (continued) Capital Current Grants andsubsidiesreceived Operating receipts CASH FLOWS FROMOPERATINGACTIVITIES Appropriation Receipts from salesofgoodsandservices Commonwealth Output Interest received Total operatingreceipts Payments to employees Operating payments Net cashfrom/(usedin)investing activities Total investing payments Payments forgoodsandservices Current Grants andsubsidiespaid Capital Advances andinvesting payments Purchases ofassets Investing payments Total investing receipts Net cashfrom/(usedin)operatingactivities Total operatingpayments Repayment ofadvances Proceeds from assetsales Investing receipts CASH FLOWS FROMINVESTINGACTIVITIES For the year ended30 June 2015 (417) (181) (244) (111 658) (19676) 8 90638 8 103219 1579 6649 4179 174 2014–15 (42238) (9954) Department of theChief Minister Annual Report 2014–15 - - - (39 791) (8439) (425) Actual $000 80774 73992 1760 4841 181 789 2014–15 (16868) (22221) (15711) (91 866) (11 092) - (37 066) Original Budget ( 400) ( 400) $000 394 794 5 - 22445 (662) 16646 1579 4889 2545 5757 - - - (22923) (7) (5172) Variance (19 792) (5) 2653 ( 811) ( 786) ( 181) ( 781) (25) $000 156 Note 1 2 3 4 5 6

127 Financial Performance Notes to the Financial Statements

For the year ended 30 June 2015

24. Budgetary Information (continued) 2014–15 2014–15 Original Actual Budget Variance Cash Flow Statement (continued) $000 $000 $000 Note CASH FLOWS FROM FINANCING ACTIVITIES Financing receipts Equity injections Capital appropriation 395 395 - Other equity injections 6 860 1 000 5 860 7 Total financing receipts 7 255 1 395 5 860

Financing payments Equity withdrawals (1 257) - (1 257) Total financing payments (1 257) - (1 257) Net cash from/(used in) financing activities 5 998 1 395 4 603

Net increase/(decrease) in cash held (2 858) (9 303) 6 445 Cash at beginning of financial year 22 330 9 594 12 736 CASH AT END OF FINANCIAL YEAR 19 472 291 19 181

Notes: The following note descriptions relate to variances greater than 10 per cent or $2 million or where multiple significant variances have occurred. (1) Increase in receipts of output appropriation is predominantly due to the establishment of the Office of the Coordinator General that includes significant funding for major projects. (2) Increase in receipts is due to GST refunds from the Australian Taxation Office that is not budgeted. (3) Employee payments increased due to increased employee provisions, executive termination payments and Tropical Cyclone Lam-related employee expenses. (4) Increase in payments is due to the establishment of the Office of the Coordinator General that includes significant funding for major projects, Tropical Cyclone Lam-related expenditure and payment of GST to the Australian Taxation Office that is not budgeted. (5) Lower current grant payments is due to revised timing of Township Leasing. (6) The decrease in grant payments is predominantly due to the transfer of Regional Coordination and Economic Development Fund to Department of Transport offset by Remote Indigenous Housing grants. (7) Increase in equity injections is predominantly due to support cash flow.

128 Department of the Chief Minister Annual Report 2014–15 Aerial view of Darwin City. Financial Performance

Department of the Chief Minister Annual Report 2014–15 129 130 Department of the Chief Minister Annual Report 2014–15 6 Appendices

132 Appendix 1: Members of the Northern Territory Ministry and the Leader of the Opposition as at 30 June 2015 133 Appendix 2: Employee and Operational Expenditure for the Northern Territory Ministry and the Leader of the Opposition as at 30 June 2015 135 Contact Details 136 Feedback Form

Department of the Chief Minister Annual Report 2014–15 131 Appendix 1

Members of the Northern Territory Ministry and the Leader of the Opposition as at 30 June 2015

HON ADAM GILES MLA HON PETER CHANDLER MLA Minister for Tourism Minister for Police, Fire and Emergency Services Minister for Northern and Central Australia Minister for Education Minister for Economic Development Minister for Transport and Major Projects Minister for Infrastructure Minister for Indigenous Affairs Minister for Veterans Support

HON WILLEM WESTRA VAN HOLTHE MLA HON BESS PRICE MLA Minister for Primary Industry and Fisheries Minister for Local Government Minister for Land Resource Management and Community Services Minister for Essential Services Minister for Housing Minister for Public Employment Minister for Parks and Wildlife Minister for Men’s Policy HON DAVID TOLLNER MLA Minister for Women’s Policy Treasurer Minister for Statehood Minister for Lands and Planning Minister for Mines and Energy HON GARY HIGGINS MLA Minister for Sport and Recreation HON JOHN ELFERINK MLA Minister for the Environment Attorney-General and Minister for Justice Minister for Arts and Museums Minister for Children and Families Minister for Health Minister for Disability Services Minister for Mental Health Services Leader of the Opposition Minister for Correctional Services

HON PETER STYLES MLA MR MICHAEL GUNNER MLA Minister for Business Minister for Racing, Gaming and Licensing Minister for Asian Engagement and Trade Minister for Employment and Training Minister for Corporate and Information Services Minister for Multicultural Affairs Minister for Young Territorians Minister for Senior Territorians Minister for Defence Industries

132 Department of the Chief Minister Annual Report 2014–15 2014–15 MinisterialExpenditure NT Ministry, andtheOfficeofLeaderOpposition. Ministerialsupport The tablebelowoutlinesemployee andoperationalexpenditure in2014–15forthe Ministry andtheLeader of theOppositionasat30 June 2015 Employee andOperational Expenditure for theNorthern Territory Appendix 2 Operating expenses Employee expenses The HonBessPrice Operating expenses Employee expenses The HonPeter Chandler Operating expenses Employee expenses The HonPeter Styles Operating expenses Employee expenses The HonJohnElferink Operating expenses Employee expenses The HonDavid Tollner Operating expenses Employee expenses The HonWillemWestra van Holthe Operating expenses Employee expenses The HonAdamGiles(ChiefMinister) Minister Department of theChief Minister Annual Report 2014–15 Total expenses 1 070 1 277 1 274 1 062 1 158 3 401 1 004 2 204 1 197 $000 851 332 738 273 275 576 285 989 138 924 345 813

133 Appendices Appendix 2

Employee and Operational Expenditure for the Northern Territory Ministry and the Leader of the Opposition as at 30 June 2015

Total expenses Minister $000

The Hon Gary Higgins 554 Employee expenses 424 Operating expenses 130

The Hon Matthew Conlan 702 Employee expenses 462 Operating expenses 240

The Hon Robyn Lambley 623 Employee expenses 437 Operating expenses 186

Ministerial Support 3 810 Employee expenses 3 148 Operating expenses 662

Office of the Leader of the Opposition 1 907 Employee expenses 1 447 Operating expenses 460

Total 17 689 Employee expenses 13 167 Operating expenses 4 522

134 Department of the Chief Minister Annual Report 2014–15 Fax: (08)89624620 Telephone: (08)89624566 Tennant Creek NT 0860 PO Box 696 Tennant Creek NT 0860 99 Patterson Street Ground Floor, BarklyHouse Tennant Creek Fax: (08)89738434 Telephone: (08)89738661 Katherine NT 0851 PO Box 1171 Katherine NT 0850 5 FirstStreet Katherine Fax: (08)89411491 Telephone: (08)89997865 NTDarwin 0801 GPO BOX 4396 NTDarwin 0800 22 MitchellStreet NT House Darwin Contact Details

Fax: (08)89515361 Telephone: (08)89515781 Alice SpringsNT 0871 PO Box 2605 Alice SpringsNT 0870 Alice Plaza,Todd Mall Level 1 Alice Springs Fax: (08)89239547 Telephone: (08)89870554 Nhulunbuy NT 0881 PO Box 346 Nhulunbuy NT 0880 8 Franklyn Street Level 1 Nhulunbuy Department of theChief Minister Annual Report 2014–15

135 Appendices Feedback Form

The Department of the Chief Minister welcomes your feedback on the 2014–15 Annual Report.

CONTACT DETAILS (optional) WHICH OF THE FOLLOWING BEST DESCRIBES YOUR PRIMARY INTEREST Name...... IN READING THIS REPORT?

Organisation...... Business Student Postal address...... Employee ...... Local

Email address...... Contractor/ supplier Member of a community group Other (please specify) DOCUMENT CONTENT

The report met your needs COMMENTS Strongly agree Do you have any comments or suggestions on Agree how our future annual reports could be improved? Disagree ...... Strongly disagree ......

The format of the report enabled ...... easy access to areas of interest Strongly agree ...... Agree ...... Disagree ...... Strongly disagree

The report is easy to understand Once completed, please post to: Strongly agree Department of the Chief Minister GPO Box 4396 Agree Darwin NT 0801 Disagree Alternatively, submit your feedback electronically Strongly disagree on the agency’s website at www.dcm.nt.gov.au

136 Department of the Chief Minister Annual Report 2014–15