Corporate outcome: Organisational effectiveness and efficiency

Main responsibilities

Objectives

Key objectives included:

• ensuring that our governance and risk management frameworks supported sound decision-making
• providing advice and support to the minister, parliamentary secretary and department in their stakeholder and communication activities
• developing and maintaining strong systems, policies and processes to support the work of the department
• continuous improvement of the department’s ICT business systems and tools and information management frameworks
• reinforcing a strong client focus to support staff in doing their business better
• facilitating sound financial results and good budget outcomes for the department.

Human resources

The department aims to attract, train and retain quality people who can help achieve corporate goals and assist the department in meeting changing business needs.

Workforce profile

The department has a diverse workforce with some 2 945 people located in all states and territories, Australia’s external territories and Antarctica. 1 997 staff, 73.5 per cent, were located in Canberra and 719, 26.5 per cent, outside of Canberra.

Three quarters, 77.2 per cent of staff were employed at the Executive Level 1, Australian Public Service (APS) Level 6, APS Level 5 and APS Level 4 classification.

Performance management

The department strives for continuous improvement to its operations by:

• encouraging leadership capabilities and behaviours and eliciting the best from staff
• developing strong relationships with stakeholders
• strengthening business systems and governance practices.

Guiding principles

The following nine principles guide all aspects of the department’s work:

1. Living the APS Values: We adhere to the APS Values.
2. A positive working environment: We are committed to maintaining a positive working environment, where all people are respected and valued.
3. Accepting personal responsibility: We take personal responsibility for our own performance and for contributing to the overall success of our department.
4. A proactive attitude in all we do: We adopt a proactive approach to our work, anticipating problems and finding ways to solve them.
5. Delivering to high standards: Our success depends critically on planning, implementing and delivering our programs, functions and projects according to the very highest standards.
6. Rigorous and balanced policy advice: Our policy advice is anchored by rigorous analysis and the best available evidence.
7. Flexibility to changing priorities: We strive to be an agile organisation, valuing our capacity to adapt to changing priorities.
8. Openness to new ideas and approaches: We actively explore innovative ideas in our policy advice and program implementation.
9. A commitment to learning: We value opportunities for learning and actively build on our experiences to improve the way we work and deliver our programs.

Results 2010–11

• A 76 per cent response rate to staff survey conducted in November.
• Staff Survey Action Plans developed.
• Issues of underperformance and inappropriate conduct in the department addressed, managers provided access to training to help address these issues.
• A new enterprise agreement for non-SES staff negotiated, with a vote scheduled in July 2011.
• Coordinated the transfer of personnel in line with the September 2010 Machinery of Government changes–specifically 60 staff from the Department of Families, Housing, Communities and Indigenous Affairs and 282 staff to the Department of Prime Minister and Cabinet.
• The government’s Paid Parental Leave scheme implemented.
• Streamlined human resources business processes through improved customer service and technology.

Workforce planning and staff retention

The retention rate for ongoing staff in 2010–11 was 86 per cent, compared to 88.3 per cent in 2009–10. The overall separation rate (including promotions and transfers to other APS agencies) was 27.3 per cent, an increase from 24.6 per cent in 2009–10. This figure includes the department’s non-ongoing staff, primarily employed to meet seasonal operational demands in the Australian Antarctic Division and some national parks. Excluding these staff, the separation rate for ongoing staff was 13.1 per cent, an increase from 9.8 per cent in 2009–10.

The department continued to lead the human resources Metrics Forum it established in late 2009. Its purpose is to exchange HR data and information between a number of agencies, allowing them to undertake more frequent HR metrics benchmarking. The forum comprised 13 agencies as at 30 June 2011 and met three times during 2010–11. Analysis of the metrics has informed a number of initiatives in the department in 2010–11.

During 2010–11 the department provided training to managers through the leadership program, the ‘Performance Development Scheme for Managers’ and through one-on-one training assistance provided by the Workforce Strategies Branch. This training helped ensure performance issues were identified and addressed in a timely manner.

The department reports on completion rates of the performance management system and also on the performance ratings given to staff. This data is analysed for trends. The Workforce Management Committee regularly reports on the completion rates and performance ratings given to staff. 

The Senior Executive Service (SES) performance framework was extensively reviewed during the year, and a new SES performance agreement template introduced for the 2011–12 year. The framework focuses on delivery of business plans, capabilities and identified areas of particular focus for the year.

Enterprise agreements

The department commenced bargaining for a new enterprise agreement in April 2011 to replace the Department of the Environment, Water, Heritage and the Arts Enterprise Agreement 2009–11. Eight meetings of the bargaining committee were held, including meetings at the Darwin and Hobart offices, between April and June. The proposed agreement was developed within the parameters of the APS Bargaining Framework and included the proposed adoption of 24 common terms and conditions and several model clauses.

The proposed agreement included the provision of Individual Flexibility Agreements. These can be offered in recognition of particular skills, capabilities or additional responsibilities or to help meet special workplace circumstances and/or operational requirements. There were 63 Individual Flexibility Agreements in place at 30 June 2011.

Performance pay

The department no longer offers performance bonuses to staff. Performance pay arrangements have not been made since 2009–10

Learning and development

The department’s ability to attract and retain quality staff has been assisted by targeted learning and development strategies focused on talent identification, succession management and identifying capabilities to deliver departmental business.

Under the terms of the enterprise agreement all staff members were required to have a learning and development plan within their performance agreement.

In 2010–11 the department provided opportunities for staff to access job related learning and individual career development activities, including in–house and externally-sourced training and development. Approximately 120 staff members received support to undertake tertiary study. 

The Leadership Development Program entered its third year with a continued emphasis on delivering skills to maximise the leadership and people management performance of mainly middle-level managers. A total of 840 executive level and senior executive service staff members have now participated in the program.

In February 2011 the leadership course Building Productive Partnerships was introduced for APS6 level staff. The course aligns with an existing leadership program used by the department, thereby contributing to a common understanding of leadership skills amongst staff.

During the year SES officers took part in a 360 degree learning and development survey. The results provide the basis for an individual learning and development plan.

Online systems to support learning and development continue to expand. Site-specific modules were added to the online orientation program for the Australian Antarctic Division, Uluru and Kakadu National Parks, along with new Canberra-based offices. The orientation modules were released in a modified format for sight impaired staff. Other online programs provide training in aspects of finance, security, APS Code of Conduct, occupational health and safety, and Selection Advisory Committee Accreditation training.

Using other internal and external development programs, staff also undertook training in public policy and administration, such as legislation and decision-making in the APS. Specialist skill development was also offered in areas such as water management and Antarctic field training.

The department delivers learning and development activities as part of the graduate program, school leaver traineeships and some entry-level apprenticeships.

Social inclusion

The department upholds the APS Values and Code of Conduct in promoting a positive culture, where diversity is recognised, encouraged and celebrated through a number of employment strategies and programs including a Diversity Plan 2009–12.

The department’s diverse workforce includes Aboriginal or Torres Strait Islanders, people with disability and people from a non-English Speaking Background (NESB).

Please note that this data is for ongoing staff as at 30 June 2011. The data has been sourced from the Australian Public Service Employment Database (APSED) which is managed by the Australian Public Service Commission. It is important to note that it is voluntary for staff to identify as belonging to a diversity group.

As part of the Indigenous Employment and Capability Strategy (IndECS), the department held its biennial Indigenous Employees’ Conference in March 2011. The outcomes from this conference will assist in the development of the new Indigenous Employment and Capability Strategy for 2011–14. 

Training events included four Indigenous Cultural Awareness Training programs conducted in Canberra and Governance Training for the Executives of the three Indigenous Staff Networks (Canberra, Kakadu and Booderee National Parks). Through IndECS the department also offered graduate positions to two Indigenous Australians and an Indigenous Cadetship to one Indigenous Australian.

The Kevin McLeod Award was launched in April 2011 to honour the memory of Kevin McLeod, a long-term department staff member. The award encourages staff to undertake projects with a strong emphasis on learning which reflect Kevin’s passion for looking after country and people, and for living reconciliation.

The award will commemorate the support, mentorship and leadership that Kevin so readily embodied and his outstanding contribution to the department’s Indigenous recruitment and retention practices.

The award is part of the Department’s Reconciliation Action Plan and is an initiative in the Indigenous Employment and Capability Strategy 2010–13 (IndECS).

The department’s Reconciliation Action Plan (RAP) 2010–12 was launched by the secretary on 26 October 2010. It consolidates and advances efforts to achieve mutual respect, to build stronger relationships and to provide opportunities for Aboriginal and Torres Strait Islander peoples. The RAP committee, with members from each division, monitors the implementation of the Plan.

Programs offered to staff from 2010–11 included:

• Eleven seminars on Exploring the Value of Diversity to raise the awareness of staff about the importance of diversity. 
• The Spoken English as a Second Language program in 2010 following the success of a trial in 2009. In February 2011 the program was expanded with a specially tailored 10-week course of Written English for Speakers of Other Languages. Participants and their managers affirmed the usefulness of the training for improving the language capability of highly skilled technical staff for whom English is not the first language.

Programs for staff with disability:

• The ‘disability champion’ was introduced —a senior executive who provides leadership and focus to ensure that strategies to support people with disability have high profile and acceptance. 
• A support network was established for users of adaptive technology to help identify and address systemic issues.
• A review of recruitment policies and procedures commenced, including reviewing access for people with disability and made available information promoting the Disability Action Plan through the department’s intranet.
• Principles of reasonable adjustment were applied within the workplace to support improved work participation by staff with disability.

The department sought to build and maintain strong stakeholder relationships by providing quality information about activities and services, which are accessible to all Australians. For example, the department:

• provided all members of the public, regardless of disability or technological constraint, with easy access to the department’s online content. Work is under way to upgrade the department’s websites from the former standards to Web Content Accessibility Guidelines version 2.0 (AA conformance) as required by Australian Government Web Accessibility National Transition Strategy
• established an Indigenous Advisory Committee to inform its Indigenous programs
• participated in the Secretaries’ Group on Indigenous Affairs, the Executive Coordination Forum on Indigenous Affairs and a range of cross-agency working groups
• provided accessibility and safety information about public areas of Commonwealth parks and reserves for the benefit of those people with physical disability
• advertised complaint mechanisms on the department’s website for access-related complaints. In 2010–11 there were no complaints received by the department. However one complaint was made to the Human Rights and Equal Opportunity Commission in relation to access. The complaint is currently being resolved
• updated purchasing specifications and contract requirements for the purchase of goods and services so that they are consistent with the requirements of the Disability Discrimination Act 1992, and are available in accessible formats for people with disabilities
• participated in the Australian Employee Network on Disability forums.

Changes to disability reporting

Since 1994 Commonwealth departments and agencies have reported on their performance as policy adviser, purchaser, employer, regulator and provider under the Commonwealth Disability Strategy. From 2010–11 departments and agencies are no longer required to report on these functions.

The department provides comprehensive information to the Australian Public Service Commission’s State of the Service Report and the APS Statistical Bulletin.

Code of Conduct and ethical standards

The department is firmly committed to the APS Values and Code of Conduct and recognises the importance of promoting a positive workplace culture and environment. It demonstrates this commitment by encouraging its workforce to articulate and model appropriate behaviours and by appropriately and decisively addressing incidents of workplace misconduct.

The Professional Standards section within the Corporate Strategies Division provides guidance and advice to staff on all aspects of the APS Values and Code of Conduct as well as fraud awareness. The Professional Standards section also delivers specialised internal investigation services and takes appropriate action when allegations are received about suspected misconduct, internal fraud or other criminal behaviour by department staff.

Corporate and operational planning

The department released a new strategic plan in 2010–11. The Strategic Plan—Directions to 2015 reflects the ongoing reform of the department’s planning and reporting processes. It incorporates the sustainable population and housing affordability functions gained with the Machinery of Government changes, and the transfer of Arts and Culture functions on 14 September 2010.

The strategic plan outlines the department’s mission, outcome structure, strategic priorities and direction for the next five years, including concrete and measurable actions for 2010–11. It provides a framework for the department’s business activities to implement the Australian Government’s renewed policies to protect the environment and promote a sustainable way of life in line with its stated mission—“to advance a sustainable Australia: our environment, water, heritage and communities”.

The strategic plan is a public document and is available on the department’s website.

As a part of its 2010–11 Business Improvement Program the department undertook a project to improve planning and reporting and to provide consistency and alignment between the strategic plan, the portfolio budget statements, annual operational plan and divisional plans.

An important part of this project is the annual operational plan which focuses on the departmental outcomes and associated priorities for 2011–12. This tool will allow the executive to monitor and report on the department’s progress.

Divisional, branch and section planning is reflected in the performance agreements of individual staff.

Reporting on election commitments and major programs and projects is provided at monthly meetings of the Departmental Management Board to ensure senior management understands significant developments and risks.

These governance documents together with review mechanisms provide the framework for all department planning and reporting, and support continued improvements in organisational effectiveness.

Corporate governance

Following a series of reviews during 2009−11 as part of the department’s Business Improvement Program, risk management, governance, leadership, stakeholder management and procurement systems and processes were revised to better align with government standards.

The department reviewed its governance arrangements to improve and streamline strategic oversight and decision-making, and to promote information sharing across the department.

A governance policy for the department was approved by the secretary in February 2011. The policy adheres to the Public Service Commission’s building blocks of public sector governance. It applies to everyone in the department as well as to people or organisations contracted to the department. 

The department’s governance policy is founded on:

• strong leadership, culture and communication
• clear accountability mechanisms
• appropriate governance committee structures
• working effectively across organisational boundaries
• comprehensive risk management, compliance and assurance systems
• strategic planning, performance monitoring and evaluation
• flexible and evolving principles-based systems.

Executive committees

The department manages or participates in many internal, inter-departmental, inter-governmental and international committees. During the first half of 2011 some of these committees were closely examined to ensure their terms of reference aligned with the department’s strengthened governance framework.

The Departmental Management Board is the central governance mechanism for the department and consists of the secretary as Chair and the four deputy secretaries. Its objective is to advise and assist in the overall management of the department, meeting the responsibilities outlined in the Public Service Act 1999 and meeting the accountability obligations to the parliament. It provides a forum for collaboration on decisions and issues that cut across the organisation. The board meets fortnightly and key outcomes from its meetings are communicated to all staff through the department’s intranet.

The diagram below shows the hierarchy of the senior executive committees in relation to the board, the secretary and the minister.

Hierarchy of senior executive committees text version

The secretary attends the monthly portfolio secretaries’ board meeting at which APS-wide initiatives are discussed. In addition, the secretary and deputy secretaries meet weekly with the heads of all divisions of the department to discuss major issues and priorities, and disseminate the outcomes from Departmental Management Board meetings.

Three executive committees support the work of the Departmental Management Board:

• Workforce Management Committee
• Information Management Committee
• Finance and Operations Committee.

These committees and the Departmental Management Board provide an oversight and advisory role. They have no inherent executive powers, supervisory functions or decision-making authority except those delegated to them by the secretary.

The Departmental Audit Committee reports directly to the secretary and provides independent assurance on matters to do with the integrity of the department’s internal controls and external accountability.

A number of other committees or working groups support the work of the board. These committees may be time-limited and formed to progress major priorities of the Departmental Management Board. During 2010–11 the following committees were in operation:

• Indigenous Policy Leadership Group
• Regulatory Compliance Executive Committee
• Consultative Committee
• Graduate Steering Committee
• Occupational Health and Safety Committee
• Marine and Coastal Coordination Committee.

Audit, risk and fraud control

The department invested significant effort in improving its audit, risk and fraud control frameworks in 2010–11.

Internal audit

The department established a dedicated Internal Audit Section and Price Waterhouse Coopers commenced as the department’s internal audit provider in July 2010.

Departmental Audit Committee

The Departmental Audit Committee provided independent assurance to the secretary on the integrity and reliability of the department’s management of financial processes, risk and fraud control. The committee maintains an effective and efficient internal audit function in the department. It evaluated the robustness of the department’s internal controls and legislative compliance frameworks, to ensure that it can continue to meet its accountability responsibilities.

The committee has five members. Ms Elizabeth Montano was appointed as the independent Chair in December 2010, following the resignation of the former Chair Mr Andrew Podger in September 2010. Mr Geoff Knuckey was appointed as an independent member in December 2010, due to Diana Wright’s tenure ending in December 2010. Seven meetings were held during 2010–11 including a workshop to clarify the committee’s role within the department and to consider improvements in administrative and secretariat arrangements. Observers at the committee meetings include the First Assistant Secretary of Corporate Strategies Division, Assistant Secretary Governance Branch, representatives of the Australian National Audit Office (ANAO) and the internal audit service provider.

Risk management

In 2010–11 the department implemented an Enterprise Risk Management Improvement Project which delivered several improvements to the risk management framework, including:

• more accessible, user friendly risk management guidelines, templates and tools
• a new Risk Management Helpdesk and intranet page
• a Risk Managers’ Network of representatives from all divisions
• a new Key Risk Report for senior executives detailing the monitoring of strategic risks
• a Risk Management Awareness presentation for staff.

Oversight arrangements were also strengthened with the Departmental Management Board  considering risk and risk management issues. The new Risk Manager’s Network will further embed improved risk management practices across the department. 

Fraud control

In late 2010 the Attorney-General’s Department released updated Commonwealth Fraud Control Guidelines. The department is updating its Fraud Control Plan and framework to reflect them. The department investigates or takes action on all allegations of fraud and/or serious misconduct related to the business of the department. When appropriate, it works with other law enforcement agencies. The department has a large and varied workforce and comprehensive plans and processes to control fraud and corruption. Of 27 cases of suspected fraud during 2010–11, three cases were referred to the Australian Federal Police (all three cases related to instances of suspected external fraud).

Asset management

The department’s assets largely comprise leasehold improvements, office equipment and computer software in offices throughout Australia. An assets register is updated as assets are purchased, disposed of or retired.

Assets in the Australian Antarctic Territory are managed by the Australian Antarctic Division. The division manages and maintains Australia’s Antarctic stations, Casey, Davis and Mawson, and a research station on sub-Antarctic Macquarie Island. The division has short, medium and long-term asset management plans with repair and replacement strategies for each station.

Business Continuity Plan

The department’s Business Continuity Plan describes the arrangements to be used to ensure the continuity of key services after a major, unexpected and disruptive incident. It details the management structure, staff roles, responsibilities and actions that would be implemented in the event of a major incident.

The need to develop and maintain the Business Continuity Plan is in line with the department’s commitment to sound risk management and corporate governance practices.

Canberra region

An audit of the department’s Canberra region 2008–11 Business Continuity Plan was finalised in August 2010. The audit consisted of a simulated business interruption. An updated Business Continuity Plan is due to be delivered in the second quarter of the 2011–12 financial year.

Australian Antarctic Division

The Australian Antarctic Division has multiple plans and structures to manage business continuity including a Crisis Management Response Team for Antarctic and southern ocean incidents, an influenza pandemic plan, emergency response plans for the Kingston facilities and an emergency response team for the runway facilities and for each station. The division routinely rehearses the various groups to ensure their preparedness.

Certificate of Compliance

The department’s financial control framework includes the Certificate of Compliance. The department undertakes a self-assessment process three times a year. Results are provided to management and the Departmental Audit Committee. The department took these steps to improve its performance:

• an update of the financial delegations including mandatory testing of delegates
• creation of a new finance portal to assist staff to more easily locate guidance material
• enhancements to the finance practice manual
• revision of forms and procedures
• roll-out of additional financial training
• collaboration with the Department of Finance on the development of new Chief Executive Instructions.

Procurement

Throughout 2010–11 a project addressed recommendations identified in a number of audits, inquiries and reviews in 2009–10 to improve the department’s procurement framework. They are outlined below.

Procurement framework

The Procurement Improvement Project initiated to improve the effectiveness and efficiency of the department’s procurement framework was successfully completed. It has delivered tangible savings and improvements to the way the department undertakes its procurement activities such as streamlined procurement practices, processing efficiencies, better record keeping, compliance controls, greater quality assurance, stronger capability and enhanced customer service. Work has begun on an automated procurement system and centralised contract register. The department’s standard funding agreements allow for access by the Auditor-General. The long form services agreement allows for such access.

Performance against core purchasing policies

The department’s procurement guidelines are set out in the Chief Executive Instructions, which comply with the Commonwealth Procurement Guidelines. The core principle in the Guidelines underpinning procurement is value for money. The department advertises tender opportunities through the AusTender website. The department’s Annual Procurement Plan for 2010–11 was published in June 2010 on AusTender and updated throughout the year. The Annual Procurement Plan for 2011–12 was published on AusTender in June 2011.

Reporting

The department met the requirement to report on the AusTender website all contracts entered into in 2010–11 with a value of $10 000 or more. The department met the requirement to report on the Senate Order on Departmental and Agency Contracts.

Consultancy services¹

During 2010–11, 159 new consultancy contracts were entered into involving total actual expenditure of $9.85 million. In addition, 46 ongoing consultancy contracts were active during 2010–11, involving total actual expenditure of $8.34 million. The list of consultancy contracts let in 2010–11 to the value of $10 000 or more is available in Appendix 5.

Annual reports contain information about actual expenditure on contracts for consultancies. Information on the value of contracts and consultancies is available on the AusTender website.

Exempt contracts

During 2010–11 there were no standing offers or contracts in excess of $10 000 (inclusive of GST) exempted by the chief executive from being published on AusTender under the Freedom of Information Act 1982. Purchases of water entitlements valued at over $10 000 were reported on AusTender with the identity of the supplier withheld, in accordance with the Privacy Act 1988.

Cross-portfolio activities

Economic advice

Integration of environmental, economic and social considerations was an important feature of the department’s policy and program development during 2010–11. Economic analysis—including modelling, valuation, instrument design and cost–benefit analysis – provided key inputs across policy areas including waste management, product stewardship, heritage, biodiversity, land and aquatic resource management, as well as the assessment of controlled activities under the Environment Protection and Biodiversity Conservation Act 1999.

The department’s Economics and Strategic Policy section provided economic advice and analytical support to divisions and work groups across the department, including disseminating information and resources to enhance capacity and broader collaboration. This included liaising with the Environmental Economics Research Hub in demonstrating the policy implications of recent research, and in delivering training materials and workshops that address current policy challenges. The section also coordinated departmental input to inter-agency and international processes involving economic aspects of portfolio issues, including parliamentary inquiries, Productivity Commission reports, and OECD projects. Topics have included sustainability, sustainable growth, taxation, productivity, industry, innovation and climate change policy.

Environmental information and research

To manage Australia’s natural capital responsibly, governments, industry and communities need comprehensive, trusted and timely environmental information. Good information is essential for making sound decisions, individually and collectively, about the major issues affecting Australia’s natural assets.

On 11 May 2010 the government announced a new initiative to address the environmental information needs of the nation. The National Plan for Environmental Information is the first step of a long-term commitment to reform Australia’s environmental information base and build this critical infrastructure for the future.

Implementation of the National Plan for Environmental Information

The department, in partnership with the Bureau of Meteorology, is leading the project to improve the quality and coverage of Australia’s environmental information through the National Plan for Environmental Information Initiative.

The Australian Government Environmental Information Advisory Group provides whole-of-government priority-setting and coordination of environmental information activities. This group is chaired by the Director of Meteorology and its membership includes all Australian government agencies that provide or use environmental information. This group works to identify the strategic and operational priorities from across the government that rely on environmental information. This information will enable the department to look at the environmental information needs across different portfolios and ensure that our collective efforts are coordinated and directed to the highest priorities.

Progress toward the next State of Australia’s Environment Report

In the lead up to tabling the next State of Australia’s Environment Report in parliament before the end of 2011, the department has been working with the independent State of Environment 2011 Committee, and a range of data providers, to acquire and process a wide range of environmental information to support the findings of the report. The data collection process has included commissioned research projects and a series of workshops aimed at compiling the most current information available on national scale environmental issues.

Results from the research projects and consultations for the 2011 State of Australia’s Environment Report will feature in the hard copy and online materials related to a set of nine reporting themes—atmosphere, inland waters, land, marine, built environment, heritage, Antarctic, biodiversity and coasts. In addition to these thematic reporting areas, information on climate change, population and economic growth has been compiled to support an analysis of the key underlying drivers of pressures on the environment.

Commonwealth Environment Research Facilities

The Commonwealth Environment Research Facilities (CERF) program, which addressed critical gaps in knowledge and understanding of the pressures facing Australia’s unique environment, ended in 2010–11. The program was launched in 2005 to support ‘public good’ environmental research, promoting multi-discipline collaboration between researchers and environmental decision-makers.

The CERF program successfully delivered the $100 million funding program, with 99.4 per cent of projects delivered in line with the terms and conditions of their funding agreements. The eight hubs and 15 projects and fellowships delivered research to stakeholders and end-users on a wide range of environmental issues, including marine and coastal management, land and water condition, taxonomy and environmental economics.

Notable strengths and achievements of the CERF program included:

• high quality research outcomes that are now being applied by government and other users
• increased interdisciplinary capacity of researchers and their organisations in working to address environmental issues
• innovative collaboration across disciplines and conducting research in partnership with communities, using different forms of knowledge
• considerable leveraging of funds gained from other organisations to support public good research
• focus on the public good rather than commercial gain, enabling critical research to be undertaken.

National Environmental Research Program

The National Environmental Research Program (NERP) replaced the Commonwealth Environment Research Facilities program. It builds on the success of the CERF program by incorporating lessons learnt into the new program. NERP focuses on delivering biodiversity research with a greater emphasis on influencing policy decision-making.

NERP funding is being allocated to a number of multi-institutional, inter-disciplinary research hubs. The hubs will deliver biodiversity research information that informs environmental management, policy and decision-making. This includes understanding how ecosystems function—monitoring their health, maintaining and building their resilience, using them sustainably and exploring how to better use economic markets to protect biodiversity. The five NERP hubs are:

• Environmental Decisions Hub led by Professor Hugh Possingham, Uni QLD
• Landscapes and Policy Hub led by Professor Ted Lefroy, UTAS
• Marine Biodiversity Hub led by Professor Nic Bax, UTAS
• Northern Australia Hub led by Professor Michael Douglas, CDU
• Tropical Ecosystems Hub led by Dr Peter Doherty, AIMS.

Funding agreements were signed with the five hub host institutions and steering committees have been established. Hub multi-year research plans are being finalised to set out project outputs and how they will support policy and decision-making.

International policy advice

The department advanced Australia’s interests on international environment, water, heritage and sustainable development issues, including the international management of biodiversity and wildlife. In addition to involvement in issue-specific international forums detailed in other chapters of this report, in 2010–11 the department was active in a number of multilateral and regional meetings concerning the environmental, social and economic implications of the department’s work, as part of the government’s sustainability agenda.

United Nations Environment Programme (UNEP)

UNEP provides leadership and promotes partnerships for environmental protection. The department led Australia’s delegation to the 26th session of UNEP’s Governing Council and the Global Ministerial Environment Forum in Nairobi, Kenya from 21–25 February 2011. Decisions adopted at the meeting covered: international environmental governance; enhanced coordination across the UN system; chemicals and waste management; the Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services; the world environment; sustainable consumption and production, and the global environment monitoring system water program. Ministerial-level consultations addressed the ‘green economy’ and international environmental governance.  

United Nations Commission on Sustainable Development

The Commission on Sustainable Development is the major UN forum to monitor progress towards international sustainable development goals and to discuss related policy issues. The 19th session of the commission was held in New York from 2–13 May 2010. The department led Australia’s delegation to the meeting. The meeting’s focus was on transport, chemicals, waste management, mining and sustainable consumption and production. While progress was made under all themes, the meeting was unable to reach consensus on the final recommendations.  

United Nations Conference on Sustainable Development (Rio + 20)

The department consulted across government and internationally to prepare for the United Nations Conference on Sustainable Development (Rio+20) that will take place in Rio de Janeiro in June 2012, 20 years after the UN Conference on Environment and Development, the Earth Summit. The department led Australia’s delegation to preparatory meetings at the United Nations headquarters in New York on 10–11 January and 7–8 March 2011.

Consultative Group of Ministers or High-level Representatives on International Environmental Governance

The department attended both meetings of the international environmental governance group during 2010, convened by UNEP and held in Nairobi from 7–9 July and in Helsinki from 21–23 November. These produced the Nairobi-Helsinki Outcome, which identified a number of potential system-wide responses to the challenges in the current system of international environmental governance. It also recognised that UNEP should be strengthened, but there remained differing views about the options for institutional reform. The discussions will be continued through the Rio+20 process under the theme of the institutional framework for sustainable development.

Secretariat of the Pacific Regional Environment Programme (SPREP)

SPREP is the primary intergovernmental environmental organisation working in the Pacific. The department led Australia’s delegation to SPREP’s 20th meeting from 6–10 September 2010 in Madang, Papua New Guinea. Discussions included SPREP’s change management program to improve its governance and the adoption of a new Strategic Plan for 2011–15 (available at www.sprep.org), under which SPREP will focus on four priorities: climate change, biodiversity and ecosystem management, waste management and pollution control, and environmental monitoring and governance. The secondment of a department officer, funded by AusAID, to serve as institutional capacity support adviser at SPREP headquarters in Samoa, ended in December 2010. The department’s project to develop a model to streamline reporting by Pacific Island countries to the biodiversity-related multilateral environment agreements also concluded.

East Asia Summit Environment Ministers’ Process—High-level Seminar on Environmentally Sustainable Cities

The East Asia Summit was established in 2005 as a forum of national leaders for strategic dialogue and action on challenges facing the region. As part of the East Asia Summit environment ministers’ process, Australia—together with Japan, Cambodia, Thailand and Malaysia—coordinated the High-level Seminar on Environmentally Sustainable Cities, which was held in Kitakyushu, Japan from 15–16 March 2011. The seminar brought together policy-makers, city officials, international organisations and academics to share information on policies and best practice in developing environmentally sustainable cities.

Organisation for Economic Cooperation and Development (OECD)

The department represented Australia in the OECD’s Environment Policy Committee, which met in Paris on 8–9 February 2011 and a stakeholder forum on the OECD Green Growth Strategy on 10–11 February 2011. Discussions covered a review of the OECD environmental strategy, planning for the OECD Environmental Outlook report, and the OECD green growth strategy.

Torres Strait Environmental Management Committee

The department represented Australia at the 19th meeting of the committee, held in Cairns on 4 November 2010. Issues discussed included: sustainable marine turtle and dugong management, fisheries management, invasive species, enhanced communication, integrated coastal zone management, and climate change adaptation.

Senate Standing Committee on Foreign Affairs, Defence and Trade

In December the committee released the report from its inquiry into the administration and management of matters relating to the Torres Strait region. The department contributed advice for the government’s response to the report’s recommendations.

Support for environment and heritage organisations

The department supports community environment and heritage groups, through a number of taxation concessions and Grants to Voluntary Environment and Heritage Organisations.

Grants to Voluntary Environment and Heritage Organisations

Grants to Voluntary Environment and Heritage Organisations (GVEHO) help community-based environment and heritage organisations to meet the administrative costs of their activities. In 2010–11 funding totalling $1 906 600 was provided to 261 organisations. The grants are made up of:

• 201 organisations received a total of $472 600 in GVEHO grants
• 50 organisations received the final payment of their three-year GVEHO grants, totalling $1 034 000
• 10 sustainability organisations received $400 000.

Taxation concessions

The Register of Environmental Organisations is a list of approved environmental organisations. Donations of money or property to these organisations for the conservation of the natural environment are income tax-deductible.

During 2010–11 the department assisted over 150 organisations interested in applying formally for entry to the Register. The Minister for Sustainability, Environment Water, Population and Communities and the Assistant Treasurer, Senator the Hon. Bill Shorten, approved the listing of 41 organisations and their public funds on the Register. Ten organisations and their public funds were removed from the Register. At 30 June 2011 the register listed 546 organisations, compared to 514 at 30 June 2010.

Statistics for 2009–10 show that the public donated more than $121 million to tax-deductible environmental organisations to help protect and enhance the natural environment.

Figure 1: Donations to environmental organisations

Figure 1 text version (Excel 16 KB)

The department also maintains an apportionment register. Under the Income Tax Assessment Act 1997, donors that have donated money or property valued at more than $5 000 to a tax-deductible environmental organisation, or who have entered into a perpetual conservation covenant with an accredited conservation program, may elect to apportion their donation over a period of up to five years by sending an election form to the department. The department recorded two apportionment elections and variations during 2010–11.

Stakeholder relations

The department provides advice and support to the minister, parliamentary secretary and the department in their stakeholder and communication activities.

Ministerial and Parliamentary Services

The Ministerial and Parliamentary Services Section managed parliamentary business for the portfolio, including the management and coordination of ministerial correspondence, ministerial briefings, cabinet material, community cabinet meetings, questions on notice and senate estimates.

The section recorded, performed quality assurance checks on, and tracked documents flowing to and from the ministers and parliamentary secretaries offices and the portfolio. The section also provided advice to portfolio line areas on ministerial and parliamentary matters.

Ministerial workflow system

The department has reviewed and enhanced its current ministerial workflow system to ensure it is compatible with the department’s new ICT environment. Work is still underway to determine the most cost-effective and suitable solution to meet the department’s long-term needs.

Workflow statistics for 2010–11

In 2010−11 the department prepared over 2 250 briefing submissions for ministers and the parliamentary secretaries.

In 2010–11 there were 11 459 items of correspondence received by ministers and the parliamentary secretaries and registered on the department’s database. The following chart shows statistics in ministerial correspondence over the past five years.

Public affairs

Effective communication and stakeholder engagement is critical to the success of government policies and programs. The public affairs section of the department provides strategic and communications services to both inform the development of policy and deliver against portfolio outcomes.

As well as ensuring that citizens and organisations have the information they need to understand their rights and responsibilities, communication is fundamental to creating, building and maintaining relationships with stakeholders and ensures that the public not only take an interest in, but can also contribute to, the department’s policies and activities.

Regular discussion and consultation with stakeholder groups has enabled the department to have a strategic approach to issues that are to be tackled at a local and regional level. In doing so, the department has been able to communicate with a diverse range of audiences about the issues of most relevance to them.

Communication channels used to engage and communicate include advertising, print and electronic publications, events, forums, workshops, sponsorships, traditional media and social media including Facebook, Twitter and YouTube.

Other corporate deliverables included the coordination of federal budget media and materials and the coordination and investment of sponsorships across the portfolio, such as the Banksia Foundation’s Prime Minister’s Environmentalist of the Year and the Environment Minister’s Young Environmentalist of the Year awards, as well as the Australian Museum’s Peter Hunt Eureka Prize for Environmental Journalism.

Media monitoring and management is central to broader issues management. The public affairs media unit manages and coordinates media monitoring to provide media outreach and training across the portfolio and to respond to media enquiries. Public affairs engaged in proactive media to communicate the department’s programs to a broad Australian audience.

Community information

The department continued to maintain an in-house community information unit that received requests for information and feedback on the department’s services. The unit also managed the department’s publications shop front.

In 2010–11 the community information unit responded to 13 292 enquiries from the Australian community—17.6 per cent about grant and rebate programs and 82.4 per cent seeking general information about the department and its programs. The unit distributed 20 848 publications.

*  The department changed its web statistical reporting tool at the beginning of July 2009. The methods of measurement and metrics used for reporting have been refined, and as a result, the 2009−10 and 2010−11 data should not be compared to that provided in previous years.

** The decrease from the 2009–10 statistics is due to machinery of government changes. Seven websites were transferred to other agencies and are no longer reported by this department. In addition, staff and search engine web crawler visitor statistics are now excluded from the www.antarctica.gov.au website.

Inquiries and complaints

The department’s client service officer received five enquiries and 15 complaints in 2010–11. The complaints related to the department’s policies and programs. Requests for information and assistance were forwarded to the appropriate work area for action.

Feedback on performance of service delivery

The department received feedback from eight people about service delivery standards through its client service officer in 2010–11. Of these, two people said the department had provided poor service and six people had said the department’s service delivery did not meet their expectations. Many of the negative responses related to delays in providing information.

Service charter

The department’s service charter for 2009–12 sets out the standards of service clients can expect. The document is available on the department’s website or in hard copy by contacting the community information unit toll free on 1800 803 772. The client service officer can be contacted at:

Client Service Officer
Department of Sustainability, Environment, Water, Population and Communities
GPO Box 787
Canberra ACT 2601
Phone: 02 6274 1594
Fax: 02 6274 1970
Email: client.service@environment.gov.au

Online information

Websites

The department’s websites are considered critical information and service resources for stakeholders and staff. They are the primary communication tool for the department’s national and global audiences and are the most broadly-accessed medium for the work undertaken by the department including official decisions made under the EPBC Act.

The department has continued to improve access to online information. For example the www.antarctica.gov.au website was redeveloped and launched in August 2010 to include a new look and feel and an improved content management system. A new site was released to promote events relating to Antarctic Centenary celebrations (centenary.antarctica.gov.au). For the first time a webcam was on the icebreaker Aurora Australis providing time-lapse movies of voyages during the season.

Following Machinery of Government changes, the department transferred websites covering Arts and Culture to the Department of Prime Minister and Cabinet.

Trends

The department completed the transition planning stage towards implementing the Web Content Accessibility Guidelines (WCAG) 2.0 standards.

The department is embracing social media as a means of greater public information sharing, consultation and promotion, supported by a clear governance and accountability framework for staff.

Figure 2: Website statistics

During 2010–11 there were over 9.6 million visits¹ to the department’s websites. The most popular website was the environment.gov.au site with more than 4.7 million visits².

¹ The decrease from the 2009–10 statistics is due to Machinery of Government changes. Seven websites were transferred to other agencies and are no longer reported by this department. In addition, staff and search engine web crawler visitor statistics are now excluded from the www.antarctica.gov.au website.

² The decrease from the 2009–10 statistics is due to a number of heavily used areas of the website being transferred to the Department of Climate Change and Energy Efficiency.

Figure 2 text version (Excel 57 KB)

External scrutiny

Courts and tribunals

Federal Court

The Federal Court delivered its decisions in the following significant matters:

Bat Advocacy NSW Inc v Minister for Environmental Protection, Heritage and the Arts [2011] FCAFC 59

This was an appeal by Bat Advocacy NSW Inc of an earlier decision. The minister had approved conditions for relocation of grey headed flying foxes from the Royal Botanic Gardens. Bat Advocacy NSW claimed that the minister had failed to take into account relevant mandatory considerations when dealing with a controlled action under the EPBC Act and challenged the decision under the Administrative Decisions (Judicial Review) Act 1977.

The court found that the conditions imposed demonstrated that the matters had been taken into account and dismissed Bat Advocacy NSW Inc’s application.

Australian Capital Territory v Queanbeyan City Council and Another [2010] FCACFC 124

This matter was referred to the Full Federal Court on appeal. Queanbeyan City Council (the QCC) entered into an agreement with ACTEW Corporation Ltd for the supply of water to the QCC. The Australian Capital Territory imposed on ACTEW a water abstraction charge, and a utilities (network facilities) tax. Both the water charge and the utilities tax were passed on to QCC.

QCC began proceedings, arguing that the water charge and the utilities tax were duties of excise beyond the legislative competence of the ACT by reason of section 90 of the Australian Constitution. ACTEW and the ACT argued that the utilities tax was not an excise because it was not a tax on the ownership of facilities, and the water charge was a fee for service.

The Court found that neither the water charge nor the utilities tax was a duty of excise. This decision has been appealed to the High Court. The matter has been heard, but no decision delivered.

Commonwealth Ombudsman

The Commonwealth Ombudsman did not issue any formal reports about the operation of the department. The department received seven notifications of investigations. These related to management of a number of departmental programs. The Ombudsman recorded one finding of administrative deficiency.

Auditor-General Reports

The Australian National Audit Office (ANAO) released three performance audits specific to the department during 2010–11.

Audit Report No.9 2010–11 Green Loans Programs

The Green Loans Program was designed to help make existing homes greener and more energy and water efficient. The ANAO examined key aspects of the establishment and administration of the Green Loans Program by the department, previously known as the Department of Environment Water Heritage and the Arts (DEWHA), and the program’s transition to the Department of Climate Change and Energy Efficiency (DCCEE).

The ANAO found that the primary cause for the administration problems encountered by the program was largely an absence of effective governance by DEWHA during the program’s design and early implementation. No recommendations were made, as both DEWHA and DCCEE had announced changes to improve corporate and program governance, enhance internal control mechanisms and systems, and strengthen accountability frameworks.

Audit Report No.12 2010–11 Home Insulation Program

The Home Insulation program (HIP) provided incentives for home owner-occupiers to have insulation installed. It was part of the Energy Efficient Homes Package which was designed to generate economic stimulus and improve the energy efficiency of Australian homes. The ANAO audit assessed aspects of the establishment and administration of HIP by DEWHA as well as the transition of the program to DCCEE. It found that HIP could have benefited by DEWHA considering and applying some of the critical design features implemented in similar programs in other jurisdictions including the early introduction of an approved product list, requiring installers to complete mandatory training, and implementation of a sound compliance and audit program. No recommendations were made in this report because of the closure of the program and the improvement strategies being implemented.

Audit Report No.27 2010–11 Restoring the Balance in the Murray-Darling Basin (RTB)

The Restoring the Balance Program is one of several initiatives being implemented under the Australian Government’s policy for water reform called Water for the Future. The ANAO audit assessed whether the department’s processes for purchasing water entitlements were well-administered, and whether sound arrangements were in place to support timely and effective decisions by the Commonwealth Environmental Water Holder (CEWH) on the use of available water.

The overall findings were that the department had established adequate arrangements to administer the program, noting that the phase examined was ahead of the release of the Basin Plan. Decisions on where to buy entitlements have been informed by the best information available at the time. A standard process to assess applications and transfer legal ownership to the Commonwealth was also established. In addition, the CEWH’s processes provided reasonable assurance that allocated water was delivered as specified. The department is working to implement the two recommendations made by the ANAO.

Parliamentary committee reports

Inquiry into Managing our Coastal Zone in a Changing Climate

The House of Representatives Standing Committee on Climate Change, Water, Environment and the Arts Inquiry report, Managing our Coastal Zone in a Changing Climate: the time to act is now, was released on 26 October 2009. The department worked closely with the Department of Climate Change and Energy Efficiency to develop the government response to the inquiry report which was released on 23 November 2010. 

Inquiry into Product Stewardship Bill 2011

Following its introduction to the Senate on 23 March 2011, the Product Stewardship Bill 2011 was referred to the Senate Environment and Communications Legislation Committee. The committee held public hearings on 13 April 2011 and received 25 submissions to its inquiry. The committee presented its report to the Senate on 9 May 2011, which recommended that the Senate pass the Product Stewardship Bill, subject to minor changes. The changes recommended by the committee were to develop and publish annually a priority list of products to be covered by product stewardship schemes, establish an advisory group to advise on declaring priority products and to preserve the effectiveness of existing product stewardship schemes. The amended Bill reflected all of the committee’s recommendations and was passed by Parliament on 22 June 2011 and enacted by Royal Assent in July 2011.

Joint Standing Committee on Treaties (JSCOT)—Amendments to Appendices I and II of the Convention on International Trade in Endangered Species of Wild Fauna and Flora

The department attended a hearing of the Joint Standing Committee on Treaties on 21 March 2011. The hearing discussed the proposed listings for shark and blue fin tuna species that were not adopted at the CITES 15th Conference of the Parties (CoP15), and future listings of other species. JSCOT reviewed and agreed with the amendments and will continue to monitor Australian proposals at the 16th Conference of the Parties (CoP16).

The committee anticipated that the department would also continue to assess, and if appropriate, initiate opportunities during CITES negotiations for joint nominations of at-risk Australian marine species. The committee provided no further recommendations.

Inquiry into the status, health and sustainability of Australia’s koala population

The Senate Standing Committee on Environment and Communication conducted an inquiry into the status, health and sustainability of Australia’s koala population, with particular reference to:

1. the iconic status of the koala and the history of its management
2. estimates of koala populations and the adequacy of current counting methods
3. knowledge of koala habitat
4. threats to koala habitat such as logging, land clearing, poor management, attacks from  feral and domestic animals, disease, roads and urban development
5. the listing of the koala under the EPBC Act
6. the adequacy of the National Koala Conservation and Management Strategy
7. appropriate future regulation for the protection of koala habitat
8. interaction of state and federal laws and regulations, and any other related matters.

The department provided a written submission in February 2011 and appeared before a public committee hearing on 19 May 2011. The Threatened Species Scientific Committee was also requested to appear before the inquiry. The committee is expected to announce its findings during 2011–12.

Environmental sustainability

This section is presented in accordance with the requirements of section 516A of the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act).

Section 516A requires government departments to report on:

• how their activities accord with the principles of ecologically sustainable development (subsection (6)(a))
• how their outcomes, specified in relevant Appropriation Acts, contributed to ecologically sustainable development (subsection (6)(b))
• the environmental impacts of their operations during the year, and measures taken to minimise those impacts (subsection (6)(c), (d) and (e)).

How the department applies the principles

The department is the lead agency for developing and implementing national policy, programs and legislation to protect and conserve the natural environment and deliver the government’s sustainability agenda.

In 2010–11 the department led the development of the government’s sustainable population strategy Sustainable Australia—Sustainable Communities: A Sustainable Population Strategy for Australia, which outlines the government’s vision for a sustainable Australia. The measures under the strategy, such as the suburban jobs, sustainable regional development and measuring sustainability programs are aimed at enhancing wellbeing and opportunities for current and future generations across the three foundations of economic prosperity, environmental sustainability and livable communities. The details of these programs are included in Chapter Six of this annual report.

The department is responsible for regulating matters of national environmental significance through administration of the EPBC Act, which promotes ecologically sustainable development through the conservation and ecologically sustainable use of natural resources.

Further examples of how the department applies the principles of ecologically sustainable development are summarised in Table 1. More details on specific programs are contained in the chapters covering Outcomes 1 to 6 of this annual report.

Contribution of outcomes

Each of the department’s outcomes contributes to ecologically sustainable development, as follows.

Outcome 1: Biodiversity and ecosystems. The department’s work to conserve and protect Australia’s terrestrial and marine biodiversity and ecosystems contributes to the conservation of biological diversity and ecological integrity, thereby helping to maintain the ecological processes on which life depends.

Outcome 2: Sustainable environment. The department’s work to promote waste reduction and regulating hazardous substances, wastes, pollutants, ozone-depleting substances and synthetic greenhouse gases through national frameworks, standards and regulation and monitors wastes, hazardous substances, air pollutants, ozone-depleting substances and synthetic greenhouse gases.

Outcome 3: Antarctica. Australia’s Antarctic interests included a strong focus on protecting the Antarctic environment and managing the sustainable use of marine resources.

Outcome 4: Sustainable water. The department’s work to enhance the sustainability and efficiency with which Australia’s water resources are managed and used delivering multiple benefits across the environment, economy and society.

Outcome 5: Environment protection and heritage conservation. The department’s work to increase protection, awareness and appreciation of Australia’s environment and heritage, including regulating matters of national environmental significance under the EPBC Act. Promotes ecologically sustainable development by supporting the conservation and ecologically sustainable use of natural resources and heritage values.

Outcome 6: Sustainable population and communities. The coordination and development of sustainable population and communities works helps to maintain and enhance wellbeing across the environment, society and the economy for current and future generations.

Corporate outcome. In keeping with the department’s broader mission, the department’s policies and use of technology give consideration to minimising harm to the environment.

Environmental performance

The department was committed to pursuing environmental sustainability and ensuring that our corporate operations reflect environmental best practices in a public service agency. The department did this by:

• fostering a culture of environmental responsibility at work, including mandatory online environmental training for new staff
• promoting efficient use of energy, water and other natural resources
• preventing or minimising pollution, waste-to-landfill and greenhouse gas emissions
• favouring the purchase of more sustainable goods and services in line with the Commonwealth Procurement Guidelines ‘whole-of-life costing’ requirements
• maintaining certified Environmental Management Systems (EMS) for the operations of the department’s main Canberra offices and the Australian Antarctic Division.

Due to the diverse nature of the department’s operations across Australia, the Southern Ocean and its territories, environmental performance is generally managed at a local level. Accordingly, the detailed environmental performance of the department has been reported separately for our Canberra offices, the Supervising Scientist Division, the Parks Australia Division and the Australian Antarctic Division. This local management approach is supported by a number of environmental performance action plans, including climate change plans for most of the national parks and the botanic gardens, and EMS targets and action plans for the Australian Antarctic Division and the department’s main Canberra offices.

A new Departmental Environmental Performance Committee strengthened the coordination of whole-of-department environmental performance and management. The departmental Environmental Contact Officer Network (ECONet) volunteers have continued to raise the profile of environmental issues at the local workplace level and contributed many innovative ideas and suggestions for improving our environmental performance.

During 2010–11 there was considerable improvement in the environmental performance of the department’s Information and Communications Technology (ICT) through the implementation of the ICT refresh program. The ICT refresh program involved:

• the replacement of ageing Personal Computers (PCs) to a new desktop fleet profile, including 80 per cent thin client devices and 20 per cent PCs—the rollout is 85 per cent complete
• relocation of the primary data centre to a highly energy-efficient commercial data centre, with relevant server, storage and network equipment consolidated during the process
• replacement of the printer and photocopier fleet with fewer, new, energy-efficient multi-function devices utilising swipe-to-print technology.

The combination of these improvements is demonstrated in the following energy and paper results below. The department will also avoid around 57 tonnes of e-waste over the next 10 years given the extended life of thin client devices and smaller number of multi-function devices.

These initiatives also provided a platform to meet the mid-term targets set in the Australian Government ICT Sustainability Plan 2010–2015. The plan is applicable to the Financial Management and Accountability Act 1997 agencies and describes measures and targets for energy, waste and resource management. The department has overall responsibility for the coordination and implementation of the plan.

Canberra office operations

Sites and staffing

The department’s Canberra office operations included major tenancies in the John Gorton Building in Parkes and 33 Allara Street in Civic, and a sub-lease for Lovett Tower in Woden. The department also maintained two warehouses in Fyshwick and Queanbeyan. The total number of staff in 2010-11 decreased by 13 per cent from 2009–10.

Environmental management framework

During 2010–11 the department continued to improve the management of waste, pollution, greenhouse gas emissions, resource consumption and other environmental impacts resulting from our Canberra office operations.

The department’s Canberra office Environmental Management System (EMS) provides a framework and methodical approach to planning, implementing and reviewing efforts to reduce our negative environmental impacts. The Canberra office EMS has been certified continuously to the international standard for environmental management systems (ISO14001:2004) since 1999. In May 2011 the department successfully extended the scope of certification from the John Gorton Building to include our second major tenancy 33 Allara Street. Independent certification to the standard ensures ongoing commitment to achieving environmental improvements and provides an annual external review of the methods used to plan and manage our initiatives and actions.

In implementing the EMS the department has continued to:

• abide by the department’s environmental policy commitments
• identify and follow legislation and other obligations that apply to the environmental aspects of the department in Canberra, including developing an improved process for identifying and evaluating our compliance
• review the environmental aspects of the department’s activities in consultation with key staff and prioritise those with a significant environmental impact
• develop and implement plans and operational controls to manage those significant aspects and monitor progress
• provide appropriate environmental training and awareness activities for staff
• have processes in place to record and correct any identified problems or determine opportunities for improvement
• conduct annual reviews of the effectiveness of the EMS and progress towards achieving environmental improvement targets through a dedicated management committee.

Energy

The department has implemented a number of initiatives that have reduced both our energy use and the impact of the energy used, including the purchase of GreenPower and the roll out of the ICT refresh project in the Canberra offices.

The electricity use per employee for the Canberra offices is continuing a downward trend and is now averaging 4 974 megajoules (MJ) per employee per year, which is well below the overall government target of 7 500 MJ per employee per year and just below our Canberra Office target of 5 000 MJ per employee per year.

Figure 3: Total Canberra office electricity use for 2007–08 to 2010–11

Figure 3 text version (Excel 13 KB)

The departmental staff in the Canberra offices continued to decrease their transportation energy consumption through the lease of fuel-efficient vehicles for its Canberra pool fleet including several hybrid vehicles and an electric vehicle in December 2010. Data for fuel use for the fleet was unavailable at the time of reporting, so estimates have been included for the Canberra fleet only, based on odometer readings. These figures will be reported in 2012 in the Energy Use in the Australian Government’s Operations Report, under the Energy Efficiency in Government Operations (EEGO) Policy, administered by the Department of Climate Change and Energy Efficiency. The department also continues to provide a fleet of bicycles for staff to use locally. The total distance travelled by air by Canberra staff has decreased from the last reporting period.

Waste

The department continued to implement initiatives to reduce and recycle waste. The department has begun to implement the ACTSmart Office program for the two main Canberra offices. Participation in this program is expected to result in a reduction of the current rate of contamination in our waste-to-landfill waste stream.

Figure 4: Total Canberra office waste generated 2010–11

Figure 4 text version (Excel 14 KB)

In 2010–11 the department purchased an average of 9.97 reams per employee per year for use in its Canberra offices, a significant improvement from 13.17 reams per employee per year in 2009–10.

Figure 5: Total Canberra office paper purchased for 2007–08 to 2010–11

The department has new printing and cleaning contracts which included standard environmental clauses to limit the department’s waste and resource consumption.

Darwin/Jabiru

Sites and staffing

For the purpose of ecologically sustainable development reporting, Darwin/Jabiru reports on two premises—the Darwin office and the Jabiru Field Station which accommodate staff from the Supervising Scientist Division Darwin/Jabiru (SSD) and Parks Operations and Tourism Branch, Parks Australia, Darwin Parks Operations and Tourism (POT). The Darwin office is shared by SSD and the POT. SSD buildings at both sites are used for office and laboratory operations as well as storage of plant and equipment. POT only uses office space in Darwin. The Jabiru facility is also shared with a commercial tenant. It should be noted that calculations reported per person for electricity, water use and waste at the Jabiru site do not separate use of the resources by commercial tenants at the site—their use is combined with that of staff.

Staffing levels have varied over the last three years with a 6.6 per cent increase in occupancy over both sites from 2009–10 to 2010–11.

Environmental management framework

Darwin/Jabiru contributes to the department’s sustainability objectives through a range of measures aimed at continuously improving the environmental performance of business operations and minimising any associated environmental impacts.

The department is exploring the possibility of developing an Environmental Management System for Darwin/Jabiru in the future. In the interim, Darwin/Jabiru’s operations are conducted in a manner consistent with the department’s aim to minimise the ecological footprint on the environment. This involved a range of strategies including complying with legal and other agreements, actively promoting sustainable work practices, preventing pollution as a result of work practices, focusing on continuous improvement, public reporting of environmental performance as part of the department’s annual report and procurement and use of sustainable goods and services.

Energy

During 2010–11 total power consumption decreased by eight per cent compared with 2009–10. Even with the increase in occupancy rates, there has been a reduction in the use of electricity per person of 15 per cent at both the Darwin and Jabiru facilities.

To more effectively manage electricity use, Darwin/Jabiru have improved routine maintenance of electrical items including testing and tagging of electrical items, replacing faulty and aged equipment and replacing the seals of industrial fridges and freezers. Additionally, an air conditioning engineer was engaged to review and fine tune the efficiency of Darwin’s air conditioning system. Proactive management of the system assisted performance improvements.

There has been a 10 per cent increase in electricity use at the Darwin hangar, used for storage of equipment and records, as adjustment to the operating times of the air conditioning system was required to deal with the extended wet season weather conditions.

There has been an 18 per cent reduction in electricity use at the Jabiru site. This has been offset by the need to generate electricity using a diesel generator during periods of power outage. Installation of new and separate air conditioning units in individual rooms that can be run independently from the main air conditioning system have helped with reducing electricity usage.

Figure 6: Electricity purchased from 2008–09 to 2010–11

Figure 6 text version (Excel 29 KB)

Vehicle mileage decreased by 19 per cent from 211   006 kilometres to 170   568 kilometres, resulting in a decrease in fuel use of 28 per cent. Although there was an increase of 11 per cent in diesel use, it is offset by a significant decrease of 77 per cent in the use of unleaded petrol (ULP). As fleet vehicle leases have expired, ULP vehicles have been replaced with more fuel-efficient diesel vehicles. Assessments of leased vehicles will continue to ensure they meet operational and fieldwork requirements and fuel efficiency and Green Vehicle Guide (GVG) ratings.

Staff are encouraged to car pool where possible and use video conferencing facilities instead of driving or flying long distances to attend meetings.

Waste

In 2010–11 there was an increase in landfill waste by nine per cent, offset by a 40 per cent decrease in paper product waste, and a one per cent increase in co-mingled waste (plastic/glass only) sent for recycling. Changes to waste collection and disposal at the Darwin facility have resulted in a significant 20 per cent reduction in production of greenhouse gas emissions. Darwin continues to house a worm farm for recycling organic food waste.

The Jabiru Field Station does not collect data on waste, although it continues to sort waste to be recycled at the local waste repository. This has been enhanced by the purchase of new bins.

Figure 7: Total waste by type 2010–11

Figure 7 text version (Excel 24 KB)

The amount of paper purchased during 2010–11 is identical to the total purchased in 2009–10, although as building occupancy has increased, this is a reduction of reams per person of 7 per cent. This can be attributed to improved record-keeping systems and policies. Additionally, the acquisition of a new multi-function printing device with scanning and emailing options has reduced paper use.

There was a corresponding decrease of 13.5 per cent in the amount of office paper sent for recycling during 2010–11. The organisation provides copies of all publications on the Supervising Scientist Division’s (SSD) website, which has reduced the need to print publications for stakeholders.

Water

Water consumption at the Darwin facility increased by 17 per cent during 2010–11—from 1 886kL recorded use in 2009–10 to 2 202kL. Construction works have been undertaken in the area and may have contributed to the increase in water usage, although at this stage further investigation into the cause of the increase is required.

Water consumption at the Jabiru Field Station increased by 26 per cent—from 8 021kL in 2009–10 to 10 111kL in 2010–11. SSD is responsible for only one quarter of total water used at the Jabiru facility. The increase in water use at the Jabiru site can be attributed to the upgraded aquaculture facility in addition to revegetation of the site where buildings have been demolished.

Greenhouse gas emissions

Total greenhouse gas emissions for the Darwin and Jabiru Field Station in 2010–11 were 761 tonnes—a decrease of 11 per cent when compared with 2009–10. This reduction results from a decrease of Co₂(t) of 36 per cent from waste, 37 per cent from transport fuel and seven per cent from electricity. In addition to previous years a total of 21 tonnes of Co₂(t) were produced through indirect energy.

Figure 8: Greenhouse gas emissions 2010–11

Parks Australia

Sites and staffing

In 2010–11 Parks Australia employed approximately 362 staff spread over numerous sites. The environmental performance for the Canberra-based staff is covered by the Canberra offices report, and the performance of Darwin-based staff is covered by the Darwin/Jabiru report. The Parks Australia report covers the activities of:

• Kakadu National Park
• Uluru-Kata Tjuta National Park
• Christmas Island National Park
• Pulu Keeling National Park
• Booderee National Park
• Norfolk Island National Park and Botanic Garden
• Australian National Botanic Gardens.

Environmental management framework

Management plans were in place or in preparation for all sites to ensure environmental, economic and social considerations are outlined and integrated. Appropriate environmental monitoring and reporting regimes were also in place. A range of operational requirements contributed to the carbon footprint of each site, including electricity generation, transport, development of new infrastructure, and waste management. Some properties have specialised needs—for example, the Australian National Botanic Gardens, which has to maintain climate-controlled conditions in many of its glasshouses. The remote location of some of the department’s parks and reserves has at times limited the opportunities to reduce its environmental footprint. Park activities such as revegetation projects and fire and pest management also had implications for the carbon cycle.

In 2010–11 a climate change strategy was developed for the Norfolk Island National Park and Botanic Garden. Climate change strategies are already in place for Kakadu National Park, the Australian National Botanic Gardens and Booderee National Park, and work will continue to develop and implement strategies for its other parks and reserves.

Conserving biodiversity is a primary objective for all reserves, and careful management of the use of fire and vegetation can help to reduce greenhouse gas emissions. However, reliable indicators are not yet available to measure the contribution that the biodiversity management activities make to cutting emissions.

Energy

Total energy consumption for the department’s parks and reserves has decreased in 2010–11. As part of the department’s ICT Refresh Program, Booderee National Park received an upgrade to its computers and printers. As a result, it is anticipated there will be a reduction in desktop energy consumption.

Kakadu and Uluru-Kata Tjuta National Parks continue to rely on diesel power generation as they are not on an electricity grid. However, consistent with a three-year energy audit completed in 2009–10, Kakadu National Park has commenced replacing its diesel-powered generators with more efficient systems requiring less fuel.

The Australian National Botanic Gardens is also limited in its ability to reduce energy consumption due to business requirements for maintaining plant and herbarium conditions. However, staff continue to aim for a 10 per cent offset in energy usage and in 2010–11 purchased 126 883 kilowatt hours of GreenPower (approximately 10.8 per cent of purchased electricity).

Parks Australia staff continue to make a conscious effort to minimise business-related travel, while recognising that face-to-face contact and visits to remote locations are sometimes necessary, particularly for the three parks that are managed jointly with their Indigenous owners. Parks Australia advocates alternatives to air travel such as tele-and videoconferencing.

Waste

Access to regional recycling facilities is gradually improving for more remote locations such as Kakadu and Uluru-Kata Tjuta National Parks and external territories. Basic recycling facilities are now available on Norfolk Island, and office paper is being sourced from renewable sources when available. Kakadu National Park is participating in a regional recycling and resource recovery program, and will continue its recycling programs in and around offices for paper, glass and aluminium. Where recycling facilities are available, for example at the Australian National Botanic Gardens, improvements in recycling have lead to the diversion of 39 tonnes of waste from landfill. Recycling facilities will continue to be available in all Australian National Botanic Garden offices and onsite facilities including composting of organic kitchen waste.

In 2010–11 Parks Australia purchased an average of 3.6 reams of paper per employee. This represented a decline from previous years and means that all of the parks and reserves are well under the departmental target of 12 reams per employee per year.

Water

Construction of the Australian National Botanic Gardens non-potable water extraction project was completed in 2010–11. Water from Lake Burley Griffin is now used for irrigation requirements and will save up to 170 million litres of potable water from Canberra’s water supply every year.

Australian Antarctic Division

Sites and staffing

The Australian Antarctic Division (AAD) reports on its environmental performance for office accommodation at Kingston in Tasmania, Macquarie Island station, and three Antarctic stations—Davis, Mawson and Casey.

There have been significant changes in 2010–11 to the Antarctic station accommodation. New living quarters were constructed and occupied at Davis Station. The Wilkins Aerodrome has new accommodation and other buildings operational this year, and additional accommodation has been completed at Casey.

There was a significant increase in average expeditioners this financial year (139 to 158) due to the increased accommodation at Antarctic stations, longer stays by expeditioners, and the increased number of personnel required to support the Macquarie Island Pest Eradication Program.

Environmental management framework

The AAD continues to act on its commitment to ecologically sustainable development principles as described in the AAD’s environmental policy through its efforts to continually improve environmental performance across all its operations in Australia, the Southern Ocean and the Australian Antarctic Territory.

This is achieved through ongoing certification of the AAD’s environmental management system (EMS) to the international standard, ISO 14001:2004. External auditors undertake surveillance audits each year for Australian-based operations, and at least one station is visited every three years. The triennial surveillance audit of the AAD’s EMS at Mawson and Davis stations was undertaken and the stations were found to be compliant, with a few minor non-conformances observed in fuel handling and storage. This is a good achievement given the difficult nature of operating in the Antarctic and subantarctic environment. Australia is the only treaty party to hold such certification for environmental management and it continues to champion this systematic approach through the Committee for Environmental Protection of the Antarctic Treaty System.

Overall environmental performance continues to improve, especially given the increased numbers of scientists and support personnel sent to Australia’s Antarctic stations each year. Efforts to improve ecologically sustainability of AAD’s activities in Antarctica continue, with improvements to waste management and wind generation.

Energy

The AAD has decreased energy use at the Hobart facilities, however with the increase in expeditioners and the limitations of operating conditions, weather and building constructions, energy use increased at the Antarctic stations. The wind turbines at Mawson have now been optimised for electricity production and are working at much greater capacity than in previous years.

Waste

Waste sent to landfill from Kingston facilities increased slightly due to large warehouse and yard cleanups. Waste sent to landfill from Antarctic and Macquarie Island has decreased with improved packing, recycling and re-use practices. A new waste management contract will provide improved reporting of waste for both the Kingston site and from the four stations. Waste management labelling, storage and packing procedures have been implemented to improve manifesting of cargo and sorting for disposal on return to Australia.

Water

Rainwater continued to be captured in a dam for the Kingston facilities, enabling it to be re-used for landscaping and to contribute to environmental flows in nearby Coffee Creek.

Water production and consumption at the AAD’s Antarctic and Macquarie Island stations varies widely and is dependent upon the unique method of water production and storage employed at each station.

Water at the Davis Station is drawn from a tarn and then processed through a continuous micro-filtration system and a reverse osmosis desalination plant. The water produced by these plants is pumped via a calcite filter to two 600 000 litre tanks for storage and then onto smaller tanks for consumption. Total water storage at Davis is 1 430 000 litres.

Water at Mawson Station is produced primarily by melting snow and ice in a melt cavern using hot water pumped through a melt bell. The water is then pumped into storage tanks before passing through a gauze filter to the end user. During summer there is a limited amount of free water (water that runs off the plateau filling the melt caverns), depending on the temperature which controls the extent of the melt. Total water storage at Mawson is 270 000 litres.

Water at the Casey Station is produced primarily by melting snow and ice in a melt cavern using hot water pumped through a melt bell. The water is then pumped into storage tanks before passing through a calcite filter to the end user. During summer there is a limited amount of free water depending on the temperature which controls the extent of the melt. Total water storage at Casey is 270 000 litres.

The water for Macquarie Island is run-off from the plateau, collected in a small dam and piped to two storage tanks before passing through gauze, sand and UV filters to the end user. The total water storage capacity at Macquarie Island is 104 000 litres.

Because freshwater is a precious commodity which has to be produced by the variety of methods outlined above, water saving appliances are installed wherever possible, and each person on station is advised to use as little water as possible.

Review of environmental performance

Financial performance

The two comparison tables below explain the main features of the department’s financial performance in 2010–11.

Financial Position

Total assets

Total assets controlled by the department decreased by $115.5 million during 2010–11 to $518.2 million as at 30 June 2011. This decrease is mainly attributable to the transfer of the cultural affairs functions, including movable cultural heritage and support for the arts, to the Department of the Prime Minister and Cabinet under a Machinery of Government change ($161.6 million). This transfer included art works and the National Portrait Gallery building. The increased valuation of the department’s remaining land, buildings, plant and equipment by the Australian Revaluation Office ($45.6 million) partly offset this transfer of assets.

Total liabilities

Total liabilities managed by the department decreased by $13.3 million during 2010–11, to $425.6 million as at 30 June 2011. This decrease is mainly due to a revision of the make good and base restitution provisions for the Australian Antarctic Territory.

Total equity

The department ended the year with total equity of $92.6 million, a decrease of $102.3 million from the equity of $194.9 million as at 30 June 2010, reflecting the equity movements due to the transfer of departmental functions, partially offset by the increase in the asset revaluation reserve following the revaluation of assets and the review of the Antarctic make good provision. The accumulated deficit will continue to increase and equity reduce, while depreciation and make good costs remain unfunded.

Asset management

The department’s assets are located throughout Australia, with the majority located in the Australian Antarctic Territory and managed by the Australian Antarctic Division. The Australian Antarctic Division manages and maintains Australia’s Antarctic stations, Casey, Davis and Mawson and a research station on sub-Antarctic Macquarie Island. The Australian Antarctic Division has in place an asset management plan for each station.

Resources

The following resources relate to information referred to in the Corporate Outcome chapter of this annual report.

Arrangements for outside participation
www.environment.gov.au/about/councils/index.html

Changes to disability reporting
www.apsc.gov.au

Consultancy services
www.tenders.gov.au

Corporate and operational planning
http://www.environment.gov.au/about/publications/strategic-plan.html

East Asia Summit Environment Ministers’ Process—High-level Seminar on Environmentally Sustainable Cities the summary of the meeting
www.hls-esc.org

Freedom of information
www.environment.gov.au/foi/ips.html

Grants programs
www.environment.gov.au/about/programs

National Archives of Australia
www.naa.gov.au

Online information
www.antarctica.gov.au/webcams/aurora

Reporting All contracts over $100 000 for the current period
www.environment.gov.au/about/contracts.

United Nations Commission on Sustainable Development a summary of discussions
www.iisd.ca/csd/csd19

United Nations Conference on Sustainable Development (Rio + 20)
www.uncsd2012.org

United Nations Environment Programme (UNEP)
www.unep.org/gc/gc26

Senate Standing Committee on Foreign Affairs, Defence and Trade Information about the inquiry, including the final reportwww.aph.gov.au/senate/committee/fadt_ctte/torresstrait/index.htm

Service charter
www.environment.gov.au/about/publications/charter

Social media
www.youtube.com/user/DeptEnvironment
@AusAntarctic Twitter account

Footnotes

¹ The definition of ‘consultant’ used by the department is the definition in the Requirements for Annual Reports published on the website of the Department of the Prime Minister and Cabinet at www.dpmc.gov.au/guidelines/index.cfm.