Table 2.1.2: Performance criteria for Outcome 1 Table 2.1.2 below details the performance criteria for program 1.1. It also summarises how the program is delivered and where 2016-17 Budget measures have created new programs or materially changed existing programs. Outcome 1 – Provide high quality advice and support to the Prime Minister and the Cabinet, Portfolio Ministers and Parliamentary Secretaries including through the coordination of government activities, policy development and program delivery. Program 1.1 – Prime Minister and Cabinet The objectives of this program are to: provide advice, support and services to the Prime Minister, the Cabinet, Portfolio Ministers and Assistant Ministers, and coordination across Government, on major domestic, international and national security matters provide support to the Cabinet and its committees, the Federal Executive Council and COAG to facilitate informed decision making. Delivery This program is delivered through the provision of advice, support and services to the Minister, the Cabinet, Portfolio Ministers, Assistant Ministers and/or the Executive Council and through leadership and coordinated public sector responses to Government decisions and strategic priorities. Performance information Year Performance criteria Targets 2015-16 Policy advice and support to the Prime Minister, the Cabinet, Portfolio Ministers and Assistant Ministers in key areas Leadership, policy coordination, monitoring and coordinated whole-of-government responses to Government’s decisions, policies and strategic priorities Provision of services for the Minister, Portfolio Ministers, Assistant Ministers and their ministerial offices Management of official visits by, and hospitality for, guests of the Government, such as Heads of State, delivery of support for major events, ceremonies and state occasions and coordination of logistical arrangements for the Prime Minister’s overseas visits Provision of support for the operations of the Prime Minister’s official residences and related matters and provision of entitlements to former Governors-General (excluding pension entitlements) High quality, relevant and timely advice and support to the Prime Minister, including to support him in his role as the Chair of the Cabinet and all committees, Portfolio Ministers and Assistant Ministers based on an objective and thorough understanding of issues and whole-of-government perspective Regular, timely and collaborative communication and cooperation with central agencies, portfolio departments and other key stakeholders Coordination and support for COAG meetings Continued on next page. 2.1.2: Budgeted expenses for Outcome 1 (continued) Year Performance criteria Targets 2015-16 Leadership, policy coordination, and communicating measures and benefits Leadership and coordination of the national security
Table 2.2.2: Performance criteria for Outcome 2 (continued) Year Performance criteria Targets 2016-17 Increased Indigenous employment, business and economic development. Halve the gap in employment outcomes between Indigenous and non-Indigenous Australians within a decade (by 2018) A majority* of funded activities within this Program met the mandatory KPI on the extent of compliance with Project Agreement terms and conditions (by 2017). 2017-18 and beyond As per 2016-17. As per 2016-17. Purpose(a) Improving the lives of Indigenous Australians Refers to updated purposes that will be reflected in the Corporate Plan 2016-17. Continued on next page. 2.2.2: Performance criteria for Outcome 2 (continued) Program 2.2 – Children and Schooling The objectives of this program are getting children to school, particularly in remote Indigenous communities, improving education outcomes and supporting families to give children a good start in life. This program includes measures to improve access to further education. Delivery This program is delivered through Indigenous Advancement Strategy activities at increasing Indigenous school attendance and improved educational outcomes. Performance information Year Performance criteria Targets 2015-16 Increased Indigenous school attendance and improved educational outcomes. Increase in Indigenous school attendance rates in remote areas Year 12 or equivalent attainment – number and proportion of Indigenous young people (aged 20-24) with year 12 or equivalent Australian Qualifications Framework (AQF) Certificate II level (or above) Higher education – Number and proportion of Indigenous 20-64 year olds with or working towards post school qualification in AQF Certificate III level or above Percentage of Indigenous students meeting National Minimum Standards in National Assessment
Table 2.2.2: Performance criteria for Outcome 2 (continued) Program 2.4 – Culture and Capability The objectives of this program are supporting Aboriginal and Torres Strait Islander people to maintain their culture, participate equally in the economic and social life of the nation and ensuring that Indigenous organisations are capable of delivering quality services to their clients, particularly in remote areas. Delivery This program is delivered through Indigenous Advancement Strategy activities aimed at: indigenous cultural expression and conservation increasing participation of Indigenous people in society through healing and improved capability and leadership promoting the unique place of Indigenous cultures in Australian society. Performance information Year Performance criteria Targets 2015-16 Progress towards a referendum on constitutional recognition Increase the participation of Indigenous people in Australian society through cultural activities and events, Interpreting, Healing and Broadcasting services Strengthen the capability of Indigenous organisations. Release of a draft proposal for constitutional amendment to recognise Indigenous peoples and completion of a review under the Aboriginal and Torres Strait Islander Peoples Recognition Act 2013 Number of cultural, broadcasting and healing projects and activities supported Increased proportion of Indigenous organisations receiving significant funding from the Australian Government under this outcome which are registered under the Corporations (Aboriginal and Torres Strait Islander) Act 2006. 2016-17 Increased participation of Indigenous people in Australian society and improved capability of Indigenous organisations. A majority* of funded activities within this Programme met the mandatory KPI on the extent of compliance with Project Agreement terms and conditions (by 2017). 2017-18 and beyond As per 2016-17. As per 2016-17. Purpose(a) Improving the of Indigenous Australians Refers to updated purposes that will be reflected in the Corporate Plan 2016-17. Continued on next page. Table 2.2.2: Performance criteria for Outcome 2 (continued) Program 2.5 – Remote Australia Strategies
Table 3.6: Statement of asset movements (Budget year 201617) ‘Appropriation ordinary annual services’ refers to funding provided through Appropriation Bill (No. 1) 2015-16 for depreciation/amortisation expenses, DCBs or other operational expenses. Prepared on Australian Accounting Standards
applicants who have an adjusted combined gross annual income of not more than 140% of IBA’s income amount2. Forecast: 85% Percentage of loans to applicants who are first home buyers Target: 90% of Forecast: 91% 90% 90% 90% 90% Continued on next page. Performance Criteria 2015-16 Estimated Actual 2016-17 Budget 2017-18 Forward Estimate 2018-19 Forward Estimate 2019-20 Forward estimate Percentage of loans for home acquisitions3 NA 96% 96% 96% 96% Number of remote communities which IBA is actively facilitating home ownership opportunities Target: 12 Forecast: 20 25 28 30 30 Purposes To advance the commercial and economic interests of Aboriginal persons and Torres Strait Islanders by accumulating and a substantial capital asset for the benefit of the Aboriginal and Torres Strait Islander peoples. To assist and enhance Aboriginal and Torres Strait Islander self-management and economic self-sufficiency. This is a new KPI introduced in 2016-17 to measure the aggregate volume of new loans. From 2016-17 IBA has adopted “combined gross annual income” for this KPI. For joint applicants this includes total income for both applicants (previously adjusted combined gross annual income was used which was 100% of the main income earner’s income and 50% of the secondary income earner’s income). This new performance indicator has been added in 2016-17 to report on new home ownership outcomes separately from loans made for ancillary home ownership outcomes. eg home renovations, repairs and maintenance and to refinance loans Continued on next page. Table 2.1.2: Performance criteria for Outcome 1 (continued) Program 1.3 – The Business Development and Assistance Program plays an important role in the development and growth of Aboriginal and Torres Strait Islander businesses through a range of assistance to Indigenous Australians to acquire, establish and grow their businesses successfully. This support includes access to expertise, supply chain opportunities, and finance for viable businesses. Delivery The program targets Indigenous persons and groups with aspirations for advancement and will be delivered by: Providing business loans.
Providing after care and post loan support. Providing Business & Financial management training. Performance information Performance Criteria 2015-16 Estimated Actual 2016-17 Budget 2017-18 Forward Estimate 2018-19 Forward Estimate 2019-20 Forward estimate Number of new IBA approved. Target: 60 Forecast: 40 70 75 80 85 Number of increases to loans with existing customers. Target: 25 Forecast: 15 NA NA NA NA Value of total lending to new IBA customers approved1 NA $7 million $7.5 million $8 million $8.5 million Value of total lending to existing IBA customers approved2. NA $7 million $7.5 million $8 million $8.5 million Number of Entrepreneurs supported in capability development activities3. Target: 600 Forecast: 300 NA NA NA NA Value of loan portfolio NA $55 million $60 million $65 million $70 million Number of active loans in portfolio Target: 300 Forecast: 250 260 290 320 350 Total number of indigenous people in jobs created / supported by IBA business loan clients. Target: 300 Forecast: 400 430 470 510 550 Indigenous employment created or supported by new IBA lending4. NA 70 75 80 85 Continued on next page. Table 2.1.2: Performance criteria for Outcome 1 (continued) Performance Criteria 2015-16 Estimated Actual 2016-17 Budget 2017-18 Forward Estimate 2018-19 Forward Estimate 2019-20 Forward estimate Percentage of loan customers still in business 1 year after Target: 85% Forecast: 91% 85% 85% 85% 85%
Appropriation balances carried forward are retained to cover employee provisions and supplier payables, and for the management of the accounting treatment of the building lease. The increase in supplier payables reflects the rent payable liability increasing over the Budget and forward years due to the requirement for lease payments under an operating lease to be recognised as an expense on a straight-line basis over the lease term. Budgeted Departmental Statement of Cash Flows The cash flow is consistent with, and representative of, the transactions reported in the Comprehensive Income Statement (Table 3.1), adjusted for non-cash items and anticipated capital purchases. Departmental Capital Budget Statement The Departmental Capital Budget Statement (Table 3.5) shows the budgeted capital works program for the Budget and forward estimate years, including the purchase of new assets as well as replacement of existing assets. 3.2.1 Table 3.1: Comprehensive income statement (showing net cost of services) for the period ended 30 June From 2010-11, the Government introduced net cash appropriation arrangements Bill 1 revenue appropriations for the depreciation/amortisation expenses of non-corporate Commonwealth entities (and select corporate Commonwealth entities) were replaced with a separate capital budget (the Departmental Capital Budget, or DCB) provided through Bill 1 equity appropriations. For information regarding DCBs, please refer to Table 3.5 Departmental Capital Budget Statement. Prepared on Australian Accounting Standards basis. 3.2: Budgeted departmental balance sheet (as at 30 June) * ‘Equity’ is the residual interest in assets after deduction of liabilities. Prepared on Australian Accounting Standards basis. 3.3: Departmental statement of changes in equity — summary of movement (Budget year 2016-17) Prepared on Australian Accounting Standards Table 3.4: Budgeted departmental statement of cash flows (for the period ended 30 June) Prepared on Australian Accounting Standards basis.
2015-16 The of Australia, the Australian Bravery Decorations and the National Emergency Medal advisory bodies are satisfied with the quality of research and administrative support provided The Order of Australia, the Australian Bravery Decorations and the National Emergency Medal advisory bodies are satisfied with processing times for nominations presented by the Australian Honours and Awards Secretariat The Governor-General and key stakeholders are satisfied with the timeliness of processing, gazettal and issue of awards by the Australian Honours and Awards Secretariat Annual statistics are published on the number of nominations/applications received and timeliness of submissions to relevant advisory bodies Activities comply with the regulations for honours and awards, including the Constitution for the Order of Australia Medals and insignia meet design specifications. It is expected all performance indicators as outlined in the 2015-16 PBS will be met. Continued on next page. Table 2.1.2: Performance criteria for Outcome 1 (continued) Year Performance criteria Targets 2016-17 Research and prepare nominations for consideration by the Council for the Order of Australia, the Australian Bravery Decorations Council and the National Emergency Medal Committee Provide secretariat support to the Australian honours advisory bodies Undertake the administrative associated with the approval of recipients in the Australian honours system and subsequent announcement where applicable Procure Australian honours insignia, warrants and investiture items. Facilitate the approval of, and changes to, governing instruments within the Australian honours system Provide insignia to State/Territory Government Houses, service organisations and individuals for issue, and arrange local investitures. The Governor-General and other key stakeholders express satisfaction with the administration of the Australian Honours and Awards system and support provided Activities comply with the governing instruments for honours and awards, including the Constitution for the Order of Australia The medals and insignia meet design specifications, adequate stock levels are maintained and control processes are adhered to Ensure the accurate and timely issue of insignia and other resources for investitures and honours list announcements. 2017-18 and beyond As per 2016-17. As per 2016-17. Purpose (a) The OOSGG was established in 1984, by amendment to the Governor-General Act 1974, to support the Governor-General in the fulfilment of his/her
have access to information and support to ensure copyright and intellectual property rights Number of Native Title claims successfully determined Number of Indigenous Land Use Agreements (ILUA) that have compensation or other benefits as part of ILUA terms Number of endorsed community based management plans for the natural and cultural resources of the region being actively implemented Iincrease the level of engagement of elected Torres Strait Islander and Aboriginal leaders in policy development and decision-making Number of PBCs that achieve Office of the Registrar of Indigenous Corporations (ORIC) compliance as at 31 December each year Increased investment into new and existing regional environmental health infrastructure. 2016-17 In addition to the criteria the percentage ownership of Torres Strait Commercial Fisheries by Torres Strait Islanders and The Benefits and Targets for each of the TSRA’s eight activity areas are set out in the TSRA’s (2014-2018)