Department of Lands and Planning annual report, 2010

Transcription

DEPARTMENT OF LANDS AND PLANNING
Annual Report 2010 / 2011
Letter from the Chief Executive
The Hon Gerald McCarthy MLA
Minister for Lands and Planning
and Minister for Transport
Parliament House
DARWIN NT 0800
Dear Minister
I am pleased to present you with the Annual Report of the Department of Lands and Planning for the
year ended 30 June 2011. The report describes the performance and key achievements of each of the
Department’s divisions, pursuant to section 28 of the Public Sector Employment and Management Act.
To the best of my knowledge and belief:
a) Proper records of all transactions affecting the Department are kept, and employees under my
control observe the provisions of the Financial Management Act, its regulations and applicable
Treasurer’s Directions.
b) Departmental procedures afford proper internal control. A current description of these procedures is
recorded in the accounting and property manual. The manual has been prepared in accordance with
the requirements of the Financial Management Act.
c) No indication of fraud, malpractice, major breach of legislation or delegation, major error in, or omission
from, the accounts and records exists.
d) In accordance with section 15 of the Financial Management Act, I advise that as at 30 June 2011,
the Department had adequate internal audit capacity. The results of all internal audit matters have been
reported to me.
e) The financial statements included in the Annual Report have been prepared from proper accounts and
records, and in agreement with Treasurer’s Directions.
f) Employment Instructions issued by the Commissioner for Public Employment have been satisfied.
David Ritchie
Chief Executive
September 2011
2010 / 2011 DLP ANNUAL REPORT 1
Chief Executive’s Overview
Table of Contents
2 2010 / 2011 DLP ANNUAL REPORT
01
PART 1: Overview
02
PART 2: About the Department
03
PART 3: Governance
04
PART 4: Our People
05
PART 5: Achievements and Priorities
06
PART 6: Performance
07
PART 7: Legislation
08
PART 8: Committees and Boards
09
PART 9: Financial Statements
PART 1: Overview 01
01
PART 1
Overview
Purpose of the report
This report has been compiled to record the
activities and achievements of the Department
of Lands and Planning (the Department) and its
Government Business Division - the Darwin Bus
Service - for the 2010-11 financial year.
The report provides a transparent account of the
Department’s objectives, performance and deliverables
to the Northern Territory Government, its employees,
organisations and the public. ‘Department’ is used
when referring to the Chief Executive’s complete area of
responsibility, including the Darwin Bus Service. The Darwin
Bus Service operates the government bus fleet. It provides
scheduled urban and school bus services to the Transport
Services Division for the Greater Darwin area.
Pursuant to section 28 of the Public Sector Employment
and Management Act, the Financial Management Act and
the Information Act, the report aims to inform Parliament,
Territorians and other stakeholders of:
the Department’s primary functions and responsibilities
significant activities undertaken during the year,
highlighting specific achievements against budgeted
outputs
the Department’s fiscal management and performance.
PART 1: Overview 01
Message from the Chief Executive
I AM PROUD
TO PRESENT
THE ANNUAL
REPORT FOR THE
DEPARTMENT
OF LANDS AND
PLANNING FOR
2010-11
I am proud to present the Annual
Report for the Department of Lands and
Planning for 2010-11.
The Northern Territory is on the threshold
of change. In the regions, Aboriginal
communities are being transformed, and
the Territory is set to experience renewed
growth as a result of developing gas
industries and new mines.
Throughout the reporting year,
the Department has been making
preparations to support the Northern
Territory’s anticipated growth and to
meet the targets in the Territory 2030
Strategic Plan. Territory 2030 is a longterm plan with clear targets that provide
the framework for all Government
strategic plans and policies.
The Department is responsible for
several Territory 2030 targets, and a
great deal has been achieved against
these over the course of the year. We
are committed to continuing to meet
these targets.
The purpose of the Department of
Lands and Planning is to shape the built
environment to enable our communities
to flourish. To achieve this purpose, we
must help the community understand
the opportunities, constraints, choices
and consequences we face as a
government in meeting the current and
emerging needs for land, transport
systems and other infrastructure.
01 PART 1: Overview
The Department will continue to
succeed by working collaboratively with
our stakeholders and communicating
effectively with the Northern Territory
community. I am confident that the
work we have undertaken and the
Department’s future efforts will meet
the challenges we face over the coming
years and we’ll continue to make a major
contribution to Government’s social and
economic goals.
In closing, I would like to acknowledge
the dedication and commitment of all our
staff. Their capacity to perform their roles
has greatly contributed to the growth
of the Territory and the livelihood of our
communities. It is this commitment that
will ensure the Department continues to
fulfil its role and deliver for all Territorians.
David Ritchie
Chief Executive
September 2011
02
PART 2
About the Department
Department overview and purpose
The overarching purpose of the Department of Lands
and Planning is to shape the Northern Territory’s built
environment to enable our communities to flourish.
The Department is responsible for developing and providing
the strategic planning and growth frameworks, strategies
and infrastructure plans required to sustainably develop the
Northern Territory.
The Department ensures that land and land-related
information is available, managed and used to support
sustainable economic development in the Territory. It
provides the strategic and long-term integrated planning
that supports community needs, sustainable economic
development and the future growth of the Territory.
The Department supplies safe and effective transport
systems and services that meet community and Territory
Government needs as well as safe and reliable bus services
throughout the Territory.
Its key focus areas are in comprehensive analysis of growth
trends to inform Government decision making, a strategic
land use plan for the Greater Darwin region, Territory-wide
residential and industrial land release programs, planning for
Weddell and a new regional transport framework.
Operationally, the Department’s business is delivered
through Transport, Lands and Planning divisions.
Supporting the delivery of objectives for the Department
are the Business Services division and the Regions.
Darwin Bus Service is a Government Business Division
within the Department that provides public transport for the
Darwin, Palmerston and rural areas, and is reported on in
this Annual Report.
The Department works operationally with the Land
Development Corporation (LDC), a statutory authority that
drives strategic residential and industrial land development
to stimulate economic growth in the region. NT Build is
a statutory body for which the Department has principal
administrative responsibility. Both LDC and NT Build
compile their own annual reports.
The Department achieves its purpose of shaping the built
environment to enable our communities to flourish by:
forecasting future demand for land and infrastructure,
recognising the opportunities and limitations of our
natural environment so that demand on our natural
resources remains within sustainable limits
developing plans for our towns and cities, the
infrastructure that supports them and the transit
corridors that connect them so that our communities
can develop in a healthy and vigorous way
designing and commissioning construction and
maintenance of the infrastructure needed for our transit
systems, including our roads, rail, air and sea ports
operating public transport in Darwin and Alice Springs
and school buses across the Northern Territory
controlling and enforcing standards for land
development and buildings to ensure that they can
withstand the local climate and are efficient and healthy
to live in
controlling and enforcing standards to ensure that
commercial vessels and railways are constructed and
operate safely
regulating the behaviour of all road users and the
condition of all vehicles to ensure public safety
providing land to meet present and future population
demands and maintain Crown Land until it is required
for development
maintaining the Territory’s reference information about
property boundaries and land ownership.
PART 2: About the Department 02
Divisional outputs for purpose of reporting
The Department is responsible for providing the strategic
planning and growth frameworks to sustainably develop
the Territory and shape its built environment. This is
achieved through the following divisional outputs:
Lands
Outcomes: Land and land-related information is available, managed and used to support sustainable
economic development in the Territory.
Outputs:
Land Information
Land Administration
Building Advisory Services
Development Assessment Services
The Land Development Corporation compiles its own
annual report and financial statements and does not form
part of the reporting.
Statutory Body
Outcomes: Statutory body for which the Department of
Lands and Planning has principal administrative responsibility however compiles its own annual
report and financial statements. It is included
for the purpose of ensuring its employees are
captured under the Northern Territory Public
Sector Employment Act.
Outputs:
NT Build
Expenditure by Divisional Outputs
Divisional Outputs
Lands
44 872
Planning
21 262
Transport
232 605
Statutory Body
Total operating expenditure
Planning
2010-11 Actual $000
727
299 466
Outcomes: Strategic and long-term integrated planning
that supports community needs, sustainable
economic development and the future growth
of the Territory.
Outputs:Planning
Transport
Outcomes: Provide safe and effective transport systems
and services that meet community and
Territory Government needs.
Outputs:
Public Transport
Road Transport
Transport Safety
Road Network
Transport Assets
Transport Policy
Darwin Bus Service is a Government Business Division
within the Department managed by the Transport division
and is reported on in this Annual Report.
02 PART 2: About the Department
Corporate Plan
The Department’s Executive Leadership Team and the
Senior Leaders developed the Corporate Plan for 2011-14.
The Plan reinforces the Department’s purpose and clearly
defines our expectations for success. The Plan ensures that
we are guided by the community in which we live, building
effective relations with our stakeholders and our colleagues
to achieve a common purpose. We do this by influencing
others through collaboration and communicating clearly
and sharing our knowledge and resources.
The Department’s divisions have identified the work
that needs to be done to achieve the objectives of the
Department and the Government and will be accountable
for progress against the targets in the Plan.
The Corporate Plan’s key targets include:
planning and developing strategies across roads,
transport infrastructure and services to ensure that
Territorians and the suburbs, cities, towns and regions
are connected by appropriate infrastructure that meets
community needs
ensuring our communities are more in touch with
their location, climate, people and sustainability
responsibilities through an extensive consultation
process around the Greater Darwin Region Land Use
Plan and utilising consultative design processes already
applied to Weddell and Kilgariff
improving marine, driver, passenger, rider and
pedestrian safety on the Territory’s waterways, roads
and public transport through public awareness
campaigns, extension of CCTV coverage and secure
taxi ranks, and the operation of Transit Security Officers
on the Darwin public bus network
contributing to the working future initiative by producing
area planning, designing regional transport infrastructure
and service delivery, completing boundary surveys, road
naming in Growth Towns and other communities, as
well as growing the proportion of Indigenous Australians
in the Department through a range of employment and
career development initiatives
undertaking long-term infrastructure planning for power,
water, sewerage and telecommunications
providing a work environment that maximises employee
productivity and satisfaction and minimises risk
ensuring there is sufficient serviced land to support
investment and population growth throughout the
Territory by facilitating land release in Palmerston
East and Kilgariff and continuing preparations for the
development of Weddell
supporting environmental objectives by:
developing Weddell as a world-class green city
and a model for well-designed and integrated
communities
managing the Government Energy Efficiency
Program, including progressing towards a 10
per cent reduction in energy intensity across the
government building portfolio
lessening our impact on the environment by
reducing reliance on private motor vehicles,
improving the availability, cost and convenience
of public transport and developing cycle and
pedestrian links
identifying and implementing new and innovative
technology solutions to support improved delivery of the
Department’s business and develop increased internal
capacity requirements.
The Corporate Plan identifies the Department’s areas of
focus in concert with targets in the Territory 2030 Strategic
Plan, and our role in achieving these over the next three
years. Coupled with comprehensive business planning, the
Department will use this plan to support ongoing growth in
the Northern Territory.
working towards economic sustainability targets
through economic modelling and facilitating land
release, transport and infrastructure development
Executive Organisational Chart
Chief Executive
David Ritchie
Executive Director
Business Services
Tracey Scott
Executive Director
Lands
Leah Croke
Executive Director
Planning
David Malone

Chief Financial Officer – Jasmin Aldenhoven
A/Director HR Operations – Sue Sanders
A/Director Organisational and Workforce Development – Rosalie Wiltshire
Chief Information Officer – Meriel Corbett-Weir
Director Marketing, Communications & Secretariat – Travis Crozier
Senior Lawyer – Eric Hutton
Director Governance – Belinda Townsend

Director Building Advisory Services – Fabio Finocchiaro
Director Land Information – Vic Stephens
Director Development Assessment Services – Steve Popple
A/Director Land Administration – Craig Bradley
Regional Manager Lands & Planning (Alice Springs) – Ray Smith
Regional Manager Lands & Planning (Katherine) – Richard Morris

Director Strategic Lands Planning – Mark Meldrum
Director Infrastructure Strategy Coordination – Paula Timson
A/Director Sustainability Unit – Yasmin Barnes
Principal Designer – Ken Hawkins
Principal Engineer – Travis McArdle
Director Economics and Demography – Ross Muir
Director Transport Planning – Greg Scott
Executive Director
Transport
Sharron Noske
Director Road Network – Ernie Wanka
Director Policy Reform – Nicholas Papandonakis
Director Transport Services – Paul Rajan
A/Director Regions
Ann Jacobs
A/Regional Manager Alice Springs – May Taylor
Executive Director
Land Development
Corporation
John Coleman

Senior Development Manager – Paul Schneider
Commercial Director/Chief Financial Officer – Mark Norman
Senior Legal Officer – Karen Christopher
Manager Policy & Operational Support – Jeff Norton
Manager Occupational Health & Safety – Mark Nolen
Technical Officer – Greg Neate
Executive Leadership Team
01
01
02
03
Chief Executive
David Ritchie
David has held the Chief Executive position in various departments for more than 18 years, in which he has initiated
institutional reform and developed new systems to increase organisational capability.
Prior to heading the Department of Lands and Planning, David was Chief Executive of the Department of Local
Government and Housing, where he was responsible for reform of local government and public housing across
the Territory.
David is a board member of the Northern Territory Land Corporation, the Conservation Land Corporation and the
Cooperative Research Centre (CRC) for Remote Economic Participation. He is a fellow of the Australian Anthropological
Society and the Australian Institute of Company Directors.
02
Executive Director – Business Services
Tracey Scott
Tracey joined the Northern Territory Public Sector in 2005 as the Chief Financial Officer for the former Department of
Business, Economic and Regional Development, Tourism NT and the Land Development Corporation. Tracey has been
with the Department of Lands and Planning since July 2007.
For 16 years prior to joining the Department, Tracey was Senior Director for a multinational professional services firm
in Darwin, where she provided consulting and advisory services to all levels of government.
03
Executive Director – Lands
Leah Croke
Leah joined the Northern Territory Public Service as an administrative trainee in 1993 with the then Department of
Lands and Housing. She has principally worked with the Department, undertaking roles in Organisational and Business
Services (Corporate), Transport and Lands Services.
Leah has been in her current position since 2008 and has a Bachelor of Economics and postgraduate qualifications
in town planning and management. She recently completed a Masters qualification in Public Policy and Leadership.
04
04
05
06
07
Executive Director – Planning
David Malone
David joined the Department in late 2009 following the transfer of the Territory Growth Planning Unit (TGPU) from the Department of
the Chief Minister. He was appointed Executive Director of the TGPU in 2008 and is responsible for economics and demography.
The TGPU has, most notably, delivered the Territory 2030 Strategic Plan and new growth modelling work.
Over the preceding 16 years David held various positions with the NT Government in departments covering industry and business, lands
and housing, primary industry and fisheries. David has a Bachelor of Economics degree.
05
Executive Director – Transport
Sharron Noske
Sharron has held senior positions across the Northern Territory Public Sector since 1988, including Deputy Chief Executive
Strategic Policy and Futures with the Department of Education and Training and Executive Director Strategic Services in the
Department of the Chief Minister.
Sharron joined the Department of Lands and Planning in early 2010 as the Executive Director Strategic Planning and in February
2011, moved to Transport as the Executive Director, with the responsibility for the road network, transport assets, transport
services and policy reform.
06
A/Director – Regions
Ann Jacobs
Ann is the departmental representative for the Regions and oversees the activities of the regional offices in an area from Alice Springs to
Nhulunbuy. Ann has spent more than 25 years in the Northern Territory Public Service. Her career has included work in departments such
as the Department of Health, the Office of the Commissioner for Public Employment and the Department of Infrastructure, Planning and
Environment.
Ann has a Graduate Certificate in Public Sector Management from Flinders University.
07
Executive Director – Land Development Corporation
John Coleman
John joined the Lands Branch in 1976, which subsequently evolved into the Department of Lands and Planning. Since then he has
undertaken many roles in land administration and land development, and was the first Regional Director for Lands and Housing in
Katherine in the mid 1980s.
John was formerly the General Manager of Destination Development in Tourism NT and Executive Director in the Department of Business
and Employment.
Staff Overview
Achieving the Department’s purpose is made possible
through its people. Some 530 Department of Lands and
Planning staff form the foundation for shaping the Northern
Territory’s built environment. Our people are competent
and accountable, they work collaboratively through sharing
knowledge and resources and they develop and maintain
effective and professional relationships.
The Department’s workforce had a gender balance of 52
per cent female and 48 per cent male. Most women work in
the Administrative stream, whereas men are more strongly
represented in the Technical, Professional and Physical
streams (Figure 1). This profile reflects industry trends.
FIGURE 1 - Gender profile by classification at 30 June 2011
STAFF PROFILE AND SNAPSHOT
At 30 June 2011, the Department employed 531 staff on
a full-time equivalent (FTE) basis. This included staff in the
Department’s Government Business Division (GBD) – the
Darwin Bus Service. A reduction in FTE staff numbers
compared with last year was achieved by managing and
working within the constraints of the NTG FTE Staffing
Cap (Table 1).
The majority of departmental staff are employed in the
Administrative stream. Most staff (90%) were located in
Darwin, with the remainder (10%) located in the regions
of Katherine, Nhulunbuy, Alice Springs and Tennant
Creek (Table 2).
TABLE 1 - Comparison of Full-Time Equivalent Staff by Classification
at 30 June 2011
Classification
2011
2010
Variation
Administration
328
321
7
The Department has an ageing workforce: 21 per cent of
staff are 55 years or older. The majority of women are in the
31-35 year age bracket and the majority of men are in the
56-60 year age bracket, which is the same as the previous
year (Figure 2).
Executive
28
40
-12
FIGURE 2 - Age profile at 30 June 2011
Graduates & Trainees
13
12
1
Physical
46
45
1
Professional
52
55
-3
Technical
64
63
1
Total
531
536
-5
TABLE 2 - Comparison of Full-Time Equivalent staff by Location at
30 June 2011
14 Location
2011
2010
Variation
Alice Springs
37
37
0
Darwin
478
477
1
Katherine
12
14
-2
Nhulunbuy
2
3
-1
Tennant Creek
2
5
-3
Total
531
536
-5
2010 / 2011 DLP ANNUAL REPORT
03
PART 3
Governance
Corporate Governance
The Executive Leadership Team conducted a Strategic
Business Risk Assessment and identified the need
for a more strategic governance framework to guide
its operations, outline its accountabilities and provide
transparency around the Department’s structure, decision
making and performance.
The framework was developed using the Governance
Guide sponsored by the WA Public Sector Standards
Commissioner, and the Self Diagnostic pilot project being
conducted by the Office of the Commissioner for Public
Employment (OCPE).
The resultant governance framework provides best-practice
statements and planning questions for business unit
managers to consider in the planning process, and includes
definitions and models of each of the elements.
The positioning of the framework ensures linkages with the
Department of Lands and Planning Corporate Plan and
Territory 2030 objectives.
The Department’s governance planning follows the nine key
principles:
government relations
Risk Management and Internal Audit Committee
The primary objective of the Risk Management and Audit
Committee (RMAC) is to assist the Chief Executive to fulfil
his responsibilities in relation to corporate governance
activities within the Department. These include risk
management, internal control structures, the performance
of internal and external audit functions and financial
reporting processes.
In undertaking this objective, the RMAC is empowered
to investigate any matter brought to its attention, with
unrestricted access to records, facilities and personnel
of the Department, and has the authority to engage such
independent counsel that it deems necessary so as to
effectively discharge its duties.
The Risk Management and Audit Committee comprises:
Internal
members
(DLP)
people
Chief Financial Officer, Land Development Corporation
Deputy Chief Executive Officer, Department of the
Chief Minister (Chair)
Executive Director Business Services, Department of
Natural Resources, Environment, the Arts and Sport
organisational structure
ethics and integrity
Director Governance
Manager, Darwin Bus Service
External
members
management and oversight
operations
Executive Director, Business Services
Invited
attendees
Auditor General for the Northern Territory or nominee
Chief Financial Officer, DLP
Executive directors or senior managers as required
finance
communication
risk management.
The Department will achieve its goals through robust
business planning, sound strategies, people-management
frameworks, service improvement and comprehensive
monitoring and systems for the Executive Leadership Team.
PART 3: Governance 03
Committees
Risk Management and Internal Audit Committee
2010-2011 key achievements:
Strategic Business Risk Assessment revised to align
with Territory 2030 Strategic Plan
Risk Management and Audit Committee (RMAC) Charter
revised to reflect new Department arrangements
Strategic Internal Audit Plan 2010-2014 endorsed
Outsourced internal audit service provider engaged
to ensure internal audit capacity
Risk Leadership Workshop conducted with senior leader
group
Stage one of the new departmental Governance Framework
endorsed and rolled out across the Department.
2011-2012 key priorities include:
Continue development of Governance Framework to include
supporting policies, toolkits and documentation
Implementation of Public Accounts Committee’s May 2011
recommendations for internal controls
Further research and development of a formal mechanism
for internal control and self assessment, including system
development, reporting capability at multiple levels within the
Department and monitoring of review schedule
Progression of the systems development program
to ensure:
links between systems design work and proposed
process improvement through the business capability
improvement system are established
system custodians have systems design documents
to guide the development, implementation and
management of new corporate systems within
the Department.
03 PART 3: Governance
The RMAC meets bi-monthly, with additional meetings
scheduled as required to deal with other business arising from
the committee meeting its primary objectives.
The following external audits were conducted by the NT Auditor
General’s Office:
Darwin Bus Service - financial statements audit
Commonwealth Auslink acquittals
Federal Interstate Registration Scheme (FIRS) – Interstate
Road Transport (IRT)
Statements of receipts and expenditure of funds - National
Land Transport
Surveyors Board of NT – Financial Statements audit
Procurement Compliance
End of Year Compliance Audit.
Information Management Committee
Workforce Development Committee
The Information Management Committee is a
cross-agency group that provides a strategic focus to
the Department’s development of information and business
systems. The group is chaired by the Executive Director
of Business Services and includes membership from each
of the agencies.
The Workforce Development Committee provides a forum
for divisions to contribute to and influence the direction of
the Department’s activities in the following areas:
graduate, scholarship, traineeship and apprenticeship
programs
leadership and management training
Freedom of Information (FOI) requests
Four FOI requests were accepted by the Department during
the reporting period.
professional development programs that may be funded
by the Department (corporate initiatives)
participation in careers expos
annual staff survey
Public Interest Disclosure
identification of targeted or generic training to meet
specific development needs
The Department has a formal process for making
disclosures in accordance with the Public Interest
Disclosure Act (PIDA).
building future workforce capability.
Process and flowchart documents pertaining to
making a disclosure are available on the Intranet for
staff to access.
Disclosures are managed by the Chief Executive.
Staff attention is drawn to the PIDA from time to time
throughout the year.
Occupational Health and Safety Steering Committee
The Occupational Health and Safety (OH&S) Steering
Committee assists the Department and its employees to
instigate, develop and carry out measures to ensure the
health, safety and welfare of staff. The steering committee
is made up of representatives from across the Department
and includes representatives from all regions.
PART 3: Governance 03
04
PART 4
Our People
People Strategies
Strategic Human Resource Priorities
Leadership Development
During 2010-11, the Department developed and
implemented its Strategic People Plan. The Plan is
designed to support corporate objectives and assist
the Department to achieve its purpose through the
contributions of its people. The Plan includes the following
strategic human resource goals:
The Department recognises that the achievement of
our purpose requires consistent, contemporary and
courageous leadership. The Department invests in the
development of leadership skills by supporting our
staff members in leadership development programs
and opportunities.
create a high-performing, effective and satisfied
workforce
The Leadership Program is designed around ‘action
learning’, with the overarching structure provided by regular
Senior Leaders Forums led by the Chief Executive and
the Executive Leadership Team. The focus is on building
leadership capacity and capability of Senior Administrative
Officers (SAO), Senior Professionals (SP) and above
these levels, incorporating the Department’s Capability
Leadership Framework.
build the capabilities of our employees
recruit and retain skilled employees
encourage diversity and employees to work together
create a safe and supportive work environment.
The following significant projects undertaken throughout
the year addressed strategic human resource priorities
that were identified in the Plan:
culture development
management and leadership development
Indigenous employment and career opportunities
workforce planning and succession planning
employee performance management and review
enhanced Employment Programs
Regulators Training Program.
Workforce Planning
Workforce Planning (WFP) has become an established
process in the Department and is a critical foundation
that informs people-related decisions, such as recruitment,
employment programs, people development and policies.
WFP is integrated with the annual business planning
process.
Employee Performance Management Framework
In the past year, the Department’s employee performance
management and development system, PLAN DO
REVIEW (PDR), was implemented. PDR is a performance
development and assessment tool that incorporates
performance planning by establishing key work priorities
and development planning to address gaps in knowledge,
skills and experience. It includes self and manager
behavioural assessment, which is recorded against the
NTPS Capability and Leadership Framework (CLF),
a mid-year and end-of-year review, and provision for
upward feedback from staff to their manager. PDR will be
implemented agency wide by the end of 2011.
The Framework incorporates a range of programs to
develop leadership at all levels. It includes the Certificate
II in Indigenous Leadership, Kigaruk and Lookrukin men’s
and women’s Indigenous leadership programs, Discovery
for Women, Public Sector Management Program (PSMP),
Australia and New Zealand School of Government
(ANZSOG) programs, Future Leaders Program and
Executive Leadership programs. These programs are
complemented by internal Manager Capability
training sessions.
This year, the Department sponsored eight middle
managers to undertake the PSMP and 21 staff commenced
other programs, including Discovery for Women, Future
Leaders, Executive Leadership Program and ANZSOG
Economics and ANZSOG Strategy and Organisational
Transitions.
Candidates inform future workforce needs and succession
planning strategies and form part of the integrated
approach to leadership development across the NTPS.
PART 4: Our People 04
DURING THE YEAR,
THE DEPARTMENT
ENHANCED
THE GRADUATE
DEVELOPMENT
PROGRAM AND
CAPITALISED ON THE
AGENCY SCHOLARSHIP
Department Overview and Purpose
Employment Programs
Maintaining the number of participants in employment
programs is a strategic human resource initiative of the
Department. It aims to ensure divisions are able to address
succession planning issues by having access to a supply of
trained individuals to take up ongoing employment.
The Department has been strengthening its future workforce
by increasing graduate, apprentice, technical trainee and
scholarship numbers. These programs help to address
the ageing workforce and skill shortage areas identified as
part of succession planning and workforce development
strategies.
During the year, the Department enhanced the Graduate
Development Program and capitalised on the new agency
specific scholarship that was introduced in 2010. As a
result, the Department has achieved an increased number
of participants in its employment programs (Table 3).
These provide scholarships and employment in a variety
of vocations, including:
two apprentices in Certificate III in Automotive
(Heavy Vehicle)
two trainees in Associate Degree in Spatial Science
Studies Assistance
The Department provides Studies Assistance support to
staff members attaining relevant qualifications. These range
from Certificate level to master’s degrees. In 2010-11 the
Department provided 17 staff with Studies Assistance to
gain qualifications in:
one Co-Op Scholarship in Engineering at Charles
Darwin University
one Urban and Regional Planning scholarship
two Naval Architecture scholarships
one Building Surveying scholarship
Associate Degree in Legal Studies
nine graduates with qualifications in Urban and
Regional Planning, Environmental Science.
Advanced Diploma of OH&S
TABLE 3 - Employment program participants between 2009 and 2011
Associate Degree in Spatial Science
Bachelor of Business
Bachelor of Commerce
Chartered Accountant
2010-11
2009-10
Program
No. of Participants
No. of Participants
Graduate
9
3
2
CPA Australia
WILS*
0
ICS**
0
0
Diploma of Building Surveying
Traineeships
2
5
Diploma of Project Management
Apprenticeships
2
2
Graduate Diploma in Regional & Urban Planning
Engineering Co-Op
1
1
Graduate Certificate of Geographic Information
DLP Scholarship
4
2
Graduate Certificate of Public Governance
Total
18
15
Masters of Traffic
Masters of Urban & Regional Planning
*WILS – Work Integrated Learning Scholarship
**ICS – Indigenous Cadet Support
Total reimbursed: $27 866
04 PART 4: Our People
Training and Development
Career Expos
The Department invested $441 026 in 2010-11 on
structured training and development activities (Table 4) to
build the technical and professional expertise of staff.
In August 2010, the Department participated in the
Department of Education and Training Career Expos in
Tennant Creek, Katherine, Nhulunbuy and Darwin, as
well as the Alice Springs Career Expo coordinated by
St Philip’s College.
TABLE 4 - Training and Development Expenses
2010-11
2009-10
Total employees (FTE)
531
536
Total training and
development expense
$676 238
$487 476
Total personnel expenditure
$47 341 773
$44 892 005
Training and development
costs as a percentage of
personnel expenditure
1.42%
1.08%
Training expenditure per
employee (FTE)
$1274
$909
Internal learning opportunities included Contract
Management Workshops, Corporate Induction, Appropriate
Workplace Behaviour, Staff Selection and Report Writing,
Cross-Cultural Training, Giving and Receiving Feedback,
Capability and Leadership Framework, The Probation
Process, Microsoft Office 2007, Managing Performance,
and the Plan Do Review process.
In 2010-11, the Department embarked on the development
of an accredited training program for the Department’s
regulators that meets the needs of the Department and
delivers the elements of good regulatory practice. The
Department has sourced providers to deliver the program
over a three-year timeframe, which will commence in 2011.
The program is being customised to our jurisdiction and
environment and the Department will own the Intellectual
Property for the training, making its delivery sustainable into
the future.
These expos target more than 2000 secondary school
students, parents, teachers and other Territorians who
are exploring their future training, education and career
path choices.
Equal Employment Opportunity
The Department benefits from a gender-balanced and
diverse workforce that reflects our customer base. As at
30 June 2011, 52% of our workforce was female and 48%
was male, 19 Departmental employees identified as having
a non-English speaking background, eight employees
identified as Aboriginal or Torres Strait Islanders, and seven
employees identified as having a disability.
Industrial Relations
During 2010-11 a three-year Enterprise Agreement was
negotiated and agreed by the majority of NT public sector
employees. This agreement covered all staff in DLP in the
administrative, physical, technical and professional streams.
In December 2010, Fair Work Australia approved the new
Northern Territory Public Sector 2010-2013 Enterprise
Agreement (the Agreement). Most of the new conditions
under the Agreement became effective on 13 December
2010. The new restructured classification levels came into
effect from the first pay period after 1 January 2011.
During 2010-11, the Department continued to work with
relevant unions through its Joint Consultative Committee.
The committee consults to the Chief Executive to consider
significant organisational and attitudinal reforms as they
impact on Darwin Bus and public transport services.
Over the year the Community and Public Sector Union
(CPSU) has conducted workplace visits to speak with
interested employees.
Indigenous Employment and Career Development
Willing and Able Strategy
The Department is working to implement the NTPS
Indigenous Employment and Career Development Strategy
(IECDS) (which mirrors the NTPS strategy) under the key
priorities of workplace environment, attraction, retention and
communication.
As at 30 June 2011, seven staff identified as having a
disability. The Department is committed to providing a
working environment where people with a disability are
recruited, promoted and retained on the basis of their ability.
Indigenous employment is a standing agenda item of
the Organisational Development Committee and the
Department actively participated in the Indigenous
Employment Program having engaged five permanent
employees in the past 12 months.
Employee Wellbeing
As at 30 June 2011, the Department’s percentage of
Indigenous employees was 1.39 per cent. The classification
levels and gender balance are shown in Table 5. The
proportion of Indigenous employees is well below the NTPS
target of 10%.
TABLE 5 - Indigenous Employees as at 30 June 2011
Classification
Female
AO2
3
AO3
1
AO4
1
Male
Total
3
1
1
2
PH3R
1
1
SAO1
1
1
3
8
Total
5
The Department is working towards drafting its own strategy
that addresses the employment and retention of staff with
disabilities, and where barriers to workplace participation
are identified, ensuring they are removed.
The Department continues to focus on improving this result
by creating and appointing an Indigenous Employment
Consultant to help achieve these goals through initiatives
such as:
developing Indigenous apprentices, trainees and cadets
for professional positions
DLP Staff Survey
The Department conducts an annual staff survey to
give employees the opportunity to comment on the
Department’s operations. The survey was conducted in
October 2010 with a 50% response rate, compared with
40% in 2009. Overall, the results were positive, with high
positive response rates in each of the six areas surveyed.
The particularly strong positive responses included:
understanding how our roles contribute to the
Department’s functions (91% compared with 72%
in 2009)
feeling safe in the workplace (91% compared with
80% in 2009)
job and objectives clearly defined in writing or in
discussions with the manager (77% compared with
76% in 2009)
recommending the Department as a good employer
(87% compared with 74% in 2009)
contributions are valued by their manager (86% - no
comparable 2009 data).
developing pre-employment programs for nominated
positions
The Department’s priorities for 2011-12 are working on
areas that have potential for improvement, including:
facilitating the Tertiary Enabling Program (TEP),
coaching, counselling and mentoring programs
performance feedback – not having a regular
performance review and/or not receiving feedback
identifying barriers to career development and
progression
developing cultural competency in the Department
rather than just cultural awareness
promoting Indigenous employment.
workload management – particularly undertaking
additional work outside of working hours
efficiencies and improvements – especially in the areas
of administrative processes, red tape and perceived
slow decision making.
Work and Life Balance
Occupational Health & Safety
The Department recognises and acknowledges the
importance of providing employees with the flexibility they
need to successfully balance their professional aspirations
with their personal commitments and interests.
Workers’ Compensation
The Department continues to support flexible work
practices through initiatives including:
21 Department staff employed under part-time
arrangements
extended leave and leave-without-pay options available
for staff to undertake carer/family responsibilities or
career breaks
women on maternity leave can apply for part-time work
at the conclusion of leave
flexible working hours available on a case-by-case
basis, and subject to the needs of work units to balance
work and family/personal responsibilities
arrangements in place to purchase annual leave and
leave at half pay
working from home on a case-by-case basis, and
subject to the needs of work units.
Wellbeing Program
In 2010-11, the Department developed the Health and
Wellbeing Strategy, which is designed to help create a safe
and supportive work environment, maximise employee
productivity and satisfaction and minimise risk. This
strategy includes the Health and Wellbeing Program, in
which employees will have access to a range of health and
wellbeing information and assistance through a combination
of coordinated activities and information sessions. The
Program will be progressively implemented in 2011-12.
The Department has a partnership agreement with the
Department of Business and Employment (DBE) to provide
a workplace injury case management service. In 2010-11,
there were five workers’ compensation claims that resulted
in a total expenditure of $245,270 (Table 6).
The Department’s early intervention program continues
to be successful in reducing the number of workers’
compensation claims resulting from workplace incidents.
TABLE 6 - Summary of Workers’ Compensation claims
Claims
Total expenditure for
the year
2009-10
$239 681
5
12
Number of claims
Claim figures and expenditure figures are provided by DBE Workforce
Injury Solutions
TABLE 7 – Employee Assistance Program usage
Total expense
Total number of people
accessing EAP services
Total sessions
2010-11
2009-10
$25 095
$18 946
60
48
123
101
Vaccinations
The Department continued to provide staff with annual flu
vaccinations over the flu season to maintain the health of
employees as part of its business continuity efforts.
TABLE 8 – Employee uptake of flu vaccinations (April 2011)
Employee Assistance Program
The Department offers an Employee Assistance Program
(EAP) to provide professional, confidential counselling
services independent of the NTPS (Table 7). This service
is available to all employees and their immediate family
members and is paid for by the Department for the first
five visits.
2010-11
$245 270
2011
Total headcount
646
Flu vaccinations
144
Percentage of staff vaccinated
22.29%
Employee Awards
In 2010/2011, the Department has acknowledged its employees
for their work and expertise and they have been recognised
through departmental and individual awards.
Darwin Bus Service
Motor Vehicle Registry (MVR)
Employee Recognition Awards (ERA)
Outstanding Staff Contribution Award (OSCA)
Darwin Bus Service (DBS) introduced its Employee
Recognition Awards (ERA) in mid 2010. The ERA were
introduced to provide an opportunity to recognise the
positive actions, behaviour and achievements of DBS staff
or teams and their contribution to the delivery of a safe,
efficient and reliable public transport service.
The OSCA is presented quarterly and is an opportunity to
recognise colleagues for a job well done.
2011 First Quarter Winner
Marcus Mitchell
was awarded for his
willingness to assist and
perform as part of the
MVR team.
The winners of the awards for 2010-2011
Dell Humphries - April – June 2010
Dennis McAndrew - July – Sep 2010
Dido Abdo - October – December 2010
Workshop Team - January – March 2011, which
consisted of seven employees/contractors
Dido Abdo - winner of annual award for year ending
March 2011.
2010 Annual Service Excellence Award Winners
Northern Region
Chelsea Grieve
at MVR Goyder Road
received several
nominations in 2010
for excellent customer
service and continuous
support to her
supervisor while the
second-in-charge was
unavailable.
Employee Awards
Regional and Southern Areas
Tracey O’Donohoe
at MVR Alice Springs
received several
nominations in 2010
for her outstanding
commitment to
customer service and
continual support to
her colleagues.
2010 Fourth Quarter Winner
Kym Munro was
awarded for her
efficient service.
Chamber of Commerce NT 2011 Customer
Service Awards
Karen Taylor (left) was a finalist in the Public Sector
Individual in the Chamber of Commerce NT 2011 Customer
Service Awards. The Alice Springs MVR Area Manager was
recognised for providing customer service that ‘exceeds
expectations’. Karen was competing with a contender from
the Alice Springs Town Council and Territory Housing. The
three nominees were selected from 200 hopefuls.
Tourism Top End Award
Darwin Bus Service driver Kim Lauder was nominated for
the Super Deeds Award-Above and Beyond the Call of
Duty honour in April. The award is bestowed by Tourism
Top End on individuals who have excelled in their service to
Territory visitors.
2010 Third Quarter Winner
Derek Lee was awarded for exceptional leadership
by an employee and for personal dedication and
commitment to the Department.
Kim was included on the credit list of seven nominees for
helping a Tourist Centre staffer decide her best route of
travel. Recognising his dedication to courteous service, Top
End Tourism presented Kim with a certificate of merit.
The former Buslink driver, who joined Darwin Bus Service in
mid March, said the certificate was a morale boost in a “job
that can be stressful”.
“I enjoy meeting people, meeting tourists, and helping
them understand the bus network and services. It’s my
job, but it’s nice to be recognised for assisting passengers,”
Kim said.
Employee Awards
I’M HONOURED
THAT AFTER ONLY
A RELATIVELY
SHORT TIME IN
THE TERRITORY,
THAT PEOPLE
AROUND ME
THOUGHT MY
CONTRIBUTION
WAS OF SUCH A
HIGH CALIBRE
Young Achiever Awards
Department urban planner Allison Hooper was a finalist in two of nine award
categories at the recent 2011 Northern Territory Young Achiever Awards.
Allison’s passion for the environment ensured her selection as a ConocoPhillips
Environment Award nominee. Her commitment to multiculturalism, the Girl Guides
and Girl Scouts cemented her position as a Young Territorians Excellence in Youth
Leadership Award hopeful.
Allison moved to Darwin in 2008 to assume her position with the Department. “I’m
honoured that after only a relatively short time in the Territory, that people around
me thought my contribution was of such a high calibre,” Allison said.
She also works to promote a safe and supportive environment for girls and young
women to take issues on that concern them.
Employee Awards
Telstra Business Women’s Awards
Department planner Louise McCormick was a finalist in
three categories of the Telstra Business Women’s Awards:
1. White Pages Government Award
2. Nokia Innovation Award
3. Marie Clare Young Business Woman Award.
Louise won the Nokia Innovation Award in the NT and
consequently became a finalist in the National Telstra
Business Women’s Awards for the Nokia Innovation
Award category.
05
PART 5
Department Achievements
and Priorities
Achievements by Outcomes for 2010-11
This section reports on the achievements of the Department in 2010-11
and the priorities identified for 2011-12.
Lands
Outcome: Land and land-related information
is available, managed and used to
support the sustainable economic
development of the Territory.
LAND INFORMATION
Achievements in 2010-11
T2030 TARGET
The 2010-11 aerial photography, satellite imagery, geodetic infrastructure,
land valuation, topographic mapping and cadastral coordination capture and
maintenance programs were completed. This included:

completion of 369 aerial photography capture projects, including Darwin
and Darwin Rural, Darwin Region mosaic, Katherine, Jabiru, Darwin
and Alice Springs historical mosaics, 177 Indigenous communities and
outstations and 182 airstrips, barge landings and river crossings
completion of 93 mapping projects, including Darwin Rural, DouglasDaly Region, Katherine, Jabiru, Adelaide River, Yulara and 85 Indigenous
communities
revaluation of Katherine and Coomalie Shire and a new Valuation Roll for
the Shire of Wagait
valuation work to establish Valuation Rolls for the eight Super Shires,
though initially excluding valuation of pastoral and mining tenures
continuation of the long-term program to upgrade the spatial accuracy
of the NT Cadastre.
Under a Memorandum of Understanding (MOU) with the Department of
Families, Housing, Community Services and Indigenous Affairs (FaHCSIA),
funding was provided to the Department to deliver aerial photography and
mapping over Indigenous communities and associated areas. During the
year, 351 aerial imagery and 85 mapping projects were completed.
ES3.2.3
ES3.2.4
ES3.2.3
S2.5.9
Integrated Land Information System (ILIS) programming changes were
undertaken to enable the Unit Title Schemes Act to be fully implemented.
The electronic Development Assessment (eDA) system was further developed
in the Integrated Land Information System (ILIS) on behalf of Development
Assessment Services. Funding was provided by the Commonwealth for this
initiative.
Working with NT Police, Fire and Emergency Services, the Department
enabled the integration of NT Visualiser (Google service internal to
government) functionality into the Web Emergency Operations Centre
(WebEOC), which is used by all agencies involved in emergency response
and management.
ES3.2.6
S2.5.9
One year’s work of a three-year program to survey existing infrastructure
and lots in the 20 Growth Towns was completed. Surveys were completed
in five Growth Towns and contracts are in progress in a further five. The
Department also continued to work with the Australian Government’s Office
of Township Leasing and the Northern Territory Department of Housing, Local
Government and Regional Services on processes to record information on
sub-leases within ILIS.
ES3.2.4
Other major survey projects managed during the year included Johnston
Stage 2, the proposed NT Secure Facility, Tiger Brennan Drive, the proposed
Daly River Bridge and survey control marks for Weddell.
S2.5.6
The Department’s program of officially naming roads and providing street addresses in the Growth Towns and other Indigenous communities continued.
By the end of the year, 131 roads were named in seven Growth Towns, and
194 roads were named in 25 other communities.
PART 5: Achievements and Priorities 05
Lands
Land Information continued...
A five-year contract was awarded for the provision and management of the NT Land Information System and its
operating facilities.
A joint project with Australian Government agencies to establish Global Navigation Satellite System (GNSS) Base
Station networks in the Territory continued, resulting in 10 base stations being operational.
S2.3.1
Following the establishment of licensing arrangements in 2009 for the commercial marketing of the Integrated
Land Information System (ILIS), in March 2011 the Territory’s commercial associate was awarded a major contract with the South Australian Government for development of a new land administration system based on ILIS.
ES3.1.1
Priorities for 2011-12
T2030 TARGET
Complete the 2011-12 statutory revaluation programs, which include the revaluation of Darwin, Palmerston, the
Darwin Waterfront and Darwin rates areas.
Progress the implementation of a new model for delivery of Valuation Services to the Territory Government.
Complete the second year of a three-year program to survey land and infrastructure boundaries in
Growth Towns.
ES3.2.6
Continue the program of road naming and addressing in the Growth Towns and other Indigenous communities.
S2.5.6
S2.5.9
Enhance the electronic Development Assessment service within ILIS to include rezoning proposals.
Define and pursue various initiatives relating to spatially enabling government information.
Further enhance the GNSS Base Station network in the Territory.
S2.3.1
Review the Land Registration System and processes.
DEVELOPMENT ASSESSMENT
T2030 TARGET
Improved service delivery through the expansion of the Development One Stop Shop to include Pre-Application
Forums available in Alice Springs.
ES3.5.6
Undertook a Fast Track Assessment trial to identify improvements that can be permanently made in assessment
processes to reduce average times for development assessment.
Continued to participate in the National Reform Agenda for development assessment, to develop strategies to
improve service delivery.
Implemented customer service training for all front counter staff and developed a customer service training
manual.
Commenced a review of the planning compliance process to enhance and simplify current processes.
Commenced development of enhancements to Development Applications Online to include additional
application types for electronic lodgement.
05 PART 5: Achievements and Priorities
Lands
Development Assesment continued...
T2030 TARGET
Continue to enhance Development Applications Online to allow electronic lodgements of all applications.
ES3.5.6
Continue participation in the national reform agenda for development assessment, in order to reduce processing
times for development applications.
Improve customer service through the implementation of the Fast Track approvals process.
BUILDING ADVISORY SERVICES
T2030 TARGET
Progressed the implementation of Residential Building Insurance and supporting requirements in the Territory.
Developed options for proposed changes to building regulations in the Territory for Government’s consideration.
Continued education and awareness campaigns in relation to the building moratorium and building homes
in the Territory.
Provided input and participated at a national level on building regulation and policy initiatives (e.g. energy
efficiency, disability access and national occupational licensing).
T2030 TARGET
Continue to progress the implementation of Residential Building Insurance and supporting requirements in the
Territory.
Develop options for proposed changes to building regulation in the Territory.
Continue education and awareness in relation to the building moratorium, and building homes in the Territory.
Provide input and participate at a national level on building regulation and policy initiatives (e.g. energy efficiency,
disability access and national occupational licensing).
Pursue increased energy efficiency measures through the Building Code of Australia where applicable.
EN5.2.4
Lands
LAND ADMINISTRATION
T2030 TARGET
Issued titles for residential development for all land in Johnston Stages 1A and 1B
ES3.2.4
Commenced works to enable the future release of residential subdivision at the new suburb of Kilgariff,
Alice Springs
Provided information and assistance to the Aboriginal Land Commissioner to assist with inquiries into land claims
pursuant to the Aboriginal Land Rights (Northern Territory) Act
Provided services to three commercial sites in the Katherine East industrial area precinct, which were identified
for release by public auction after the resolution of native title matters being negotiated
Issued 252 titles for residential development in Bellamack
Renewed Special Purposes Leases associated with the operation of the Nhulunbuy bauxite mine, including the
township and related industrial areas
Released 14 lots for residential development in Timber Creek
Released 54 lots for residential development in Tennant Creek
Facilitated the approval of the subdivision of Crown Lease Term No. 2326 Katherine for the purpose of creating
39 residential lots to freehold title.
Finalised land tenure arrangements to facilitate the development of the Palmerston Water Park.
S2.3.4
ES3.2.4
Issued a Crown lease for the development of a Catholic college in Johnston.
S2.3.4
Continued to progress the issue of a Crown lease to INPEX for the construction of a workers’ village.
ES3.2.4
ES3.3.2
Commenced negotiations to enable the future release of industrial land in Tennant Creek.
Issued a Crown lease over 1.8 hectares of land in Ti Tree for the purpose of a retail store.
Issued a Crown lease and sublease over the Battery Hill Mining Centre in Tennant Creek for the purpose
of a museum.
S2.3.4
Issued a 20-year Crown lease over Lot 130, Town of Kalkarindji, to Solar Energy Pty Ltd for the purpose of development of a solar power plant to provide future energy requirements for the town.
EN5.2.5
ES3.2.4
Progressed the capital acquisition program to facilitate the delivery of Government projects and initiatives.
EN5.1.2
Implemented and maintained a fire and weed program, in consultation with NRETAS, for the management of
vacant Crown land as part of Government’s commitment to the annual weed management program.
Continued negotiations to settle Aboriginal land claims in relation to: Ban Ban Springs, Coomalie, Vernon Islands,
Wakay Alyawarre, Frances Well, and Wickham River.
Made significant progress towards finalising outstanding issues for Borroloola Land Claim No II.
Handover of NT Portions 4918 and 7065 for Simpson Desert Land Claim Stage IV occurred on 11 Nov 2010.
Assisted the Department of Justice with detriment submissions relating to the Kakadu land claims (Numbers 93,
111, 1222, and 179).
Lands
Land Adminstration continued...
T2030 TARGET
Finalise the release of land in Johnston Stage 2 for residential development
ES3.2.4
Progress the Capital Acquisition Program to facilitate the delivery of Government projects and initiatives
Subject to an Indigenous Consent Agreement over the Town of Mataranka in relation to native title, facilitate the
servicing, subdivision and release of 14 residential lots
Review the status of outstanding Community Living Area applications.
Finalise the release of 28 mixed-density lots in the Mt Johns Valley in Alice Springs for residential purposes.
Facilitate the development of the second stage of Mt Johns Valley for residential development.
Finalise the assessment of the Expressions of Interest for the development of Lot 10026 (Palmerston Superblock)
in the Palmerston town centre for mixed-use development.
Facilitate delivery of the Housing Affordability Fund Agreement, signed with the Australian Government.
ES3.2.4
S2.1.2
Rationalise land tenure for the Old Darwin Hospital site to facilitate its redevelopment as a park and release
for residential use.
ES3.2.4
S2.3.4
Continue to release land for development in accordance with the Government’s program for urban and
regional areas.
Issue and monitor Crown leases for development.
Finalise land tenure arrangements to facilitate the development of Palmerston sporting facilities.
S2.3.4
Finalise the issue of a Crown lease to INPEX for the construction of a workers’ village and for the INPEX
development at Middle Arm Peninsula.
ES3.2.4
Finalise the Regional Weed Management plans to support the implementation of the Crown Land Weed
Management Strategy.
EN5.1.2
Develop the subdivision and servicing of Crown land (proposed lot) for the purpose of a renal unit to be set aside
to the Department of Health in Katherine.
S2.3.4
Facilitate a grant of a Crown lease in perpetuity to the NT Agricultural Association (NTAgA) in Katherine for the
purpose of offering an extension of services to the region’s agricultural industry.
ES3.2.4
ES3.2.2
HW4.1.1
ES3.4.6
Continue to provide information and assistance to the Aboriginal Land Commissioner to assist with inquiries into
claims pursuant to the Aboriginal Land Rights (Northern Territory) Act.
Progress land claims in Ban Ban Springs, Coomalie, Vernon Islands, Wakay Alyawarre, Frances Well, Alcoota,
Borroloola, Kakadu and Wickham River to near finalisation.
Facilitate the subdivision, servicing and approved survey of the Town of Borroloola to enable the grant of a Crown
lease in perpetuity to the Roper Gulf Shire for the purpose of a swimming pool.
S2.3.4
Finalise matters pertaining to the Delamere Indigenous Land Use Agreement.
Progress the excision of the Community Living Area from Dulcie Ranges National Park.
S2.3.3
PALMERSTON
Planning EAST
THE DEPARTMENT HAS
BEEN FACILITATING LAND
RELEASE AND HEADWORKS IN
PALMERSTON EAST SUBURBS
TO PROVIDE HOUSING AS THE
TERRITORY GROWS
Territory 2030 Target Definitions
T2030 TARGET
DEFINITION
S2.1.2
Society
A balanced housing market offering good value for money and affordability,
ultimately becoming one of Australia’s most affordable housing markets,
across all market segments.
S2.3.1
Society
Territorians and our suburbs, cities, towns and regions are connected by
appropriate infrastructure.
S2.3.3
Society
Our communities are more in touch with their location, climate, people and
sustainability.
S2.3.4
Society
Territorians have access to a wide range of facilities and activities that enhance
the Territory lifestyle.
S2.5.6
Society
Across the Territory there is official recognition of Indigenous place names and
the stories that link them as an official acknowledgement that they are valuable
cultural property.
S2.5.9
Society
By 2030, residents of the 20 Growth Towns will enjoy all normal facilities and
services prevailing in other regional centres in Australia of a similar size.
ES3.1.1
Economic Sustainability
Continue to grow the Territory economy.
ES3.2.2
Governments maintain high levels of investment in public infrastructure to
underpin long-term development and growth.
ES3.2.3
Undertake long-term infrastructure planning for roads, power, water, sewerage and
telecommunications.
ES3.2.4
Ensure there is sufficient serviced land to support investment and population growth.
ES3.2.6
Develop economic infrastructure in Territory Growth Towns.
ES3.2.3
Undertake long-term infrastructure planning for roads, power, water, sewerage and
telecommunications.
ES3.3.2
Expand the manufacturing industry with a particular focus on gas-based industry.
ES3.4.6
Develop Katherine as a regional hub for the Top End with a focus on tourism, transport,
agriculture, mining and government services.
ES3.5.6
The Territory offers a highly competitive business environment.
EN5.1.2
Environment
Reduce the impact of weeds and other invasive species, including feral animals and
disease organisms.
EN5.2.4
Environment
Energy and water efficiency in residential and commercial buildings in the Territory to
meet standards in the Building Code of Australia.
EN5.2.5
Environment
The Northern Territory contributes to the national target for greenhouse gas reduction.
HW4.1.1
Health and Wellbeing
All Territorians will have improved access to essential healthcare services by 2030.
Planning
Outcome:
Strategic and long-term integrated
planning that supports community needs,
sustainable economic development and the
future growth of the Territory.
TERRITORY GROWTH PLANNING
Provided demographic and growth advice to support Enquiry by Design
processes for Weddell, Kilgariff and Berrimah.
T2030 TARGET
ES3.2.2
Finalised the Alice Springs Growth Model.
Responded to the COAG Capital Cities Planning agenda.
Delivered policy analysis, housing market intelligence and coordination to
support the Government’s housing the Territory initiative, including analysis
of the opportunity for Residential Parks and Land Rent schemes.
S2.1.2
Developed a model to forecast housing supply in the Greater Darwin area.
Coordinated a series of housing affordability forums for the
Chief Minister’s Office.
Reviewed the implementation of the housing the Territory strategy.
T2030 TARGET
Frame Government’s options for managing growth pressures and
opportunities associated with INPEX and other major infrastructure projects.
ES3.2.2
Oversee the development of a financial model and the commercial analysis of
the first neighbourhoods in Weddell.
In partnership with Darwin City Council and Northern Territory Treasury,
undertake research into the affordability of living in Darwin
S2.1.2
Undertake policy analysis, housing market intelligence and coordination to
support the Government’s housing the Territory strategy
Undertake a study of the housing preferences of home buyers in the
Northern Territory.
STRATEGIC LANDS PLANNING
T2030 TARGET
Finalised the Greater Darwin Region Land Use Plan - Towards 2030 Consultation Paper and conducted public
consultation over three months, including public meetings and presentations to industry groups
S2.3.3
Supported the NT Urban Design Advisory Panel in advising Government on key projects, including input into
the development of Weddell, Kilgariff, the Greater Region Darwin Land Use Plan, Rural Villages, Darwin Central
Business zone volumetric controls review, service authority requirements, Darwin Peninsula Urban Design Audit
and Top End Neighbourhood Design Principles and Guidelines
Finalised the Rural Villages Development Discussion Paper and conducted public consultation over three
months, including presentations and public meetings
Commenced public exhibition for rezoning Crown land at Wickham Point for the INPEX project
Completed amendments to the Palmerston East Suburbs Area Plan for Zuccoli, including public consultation
under the Planning Act
Progressed the review of the Jabiru Planning Scheme through stakeholder meetings.
Completed storm surge mapping for Darwin and Palmerston in partnership with the Department of Natural
Resources, Environment, the Arts and Sport and provided advice to Government on issues associated with the
release of the new maps
ES3.2.4
Completed rezoning for the new correctional facility site in the Howard Peninsula
Commenced and completed rezoning applications to facilitate residential infill development in Darwin and
Palmerston, including the ‘Durack Village’ proposal in Palmerston and the Defence Housing Australia site in
Goyder Road, Parap
Completed the amendment to the car parking requirements for multiple dwellings in central Darwin
Completed the application to rezone part of Lot 5182 Town of Darwin, known as ‘Kulaluk’, to facilitate future
commercial and light industrial development
Initiated a process of identifying and rezoning the Mitchell Creek corridor to Conservation and Public
Open Space
Continued development of area plans for Berrimah Farm / Berrimah Prison and Knuckey Lagoons
Completed an investigation into agricultural land in the Katherine Region and commenced scoping the Katherine
Land Use Plan through stakeholder consultation.
Advanced the implementation of Town Plans (Area Plans and Zoning maps) for the Territory Growth Towns. This
included the exhibition of the Ngukurr plan, the appointment of a consultant to review plans for Hermannsburg
and Yuendumu. Prepare a plan for Papunya, and the holding of land owner, resident and stakeholder
consultation in Wurrumiyanga, Wadeye, Maningrida, Gunbalanya, Lajamanu, Elliott, Ali Curung and Ramingining.
S2.5.9
T2030 TARGET
Finalise the Top End Neighbourhood Design Principles and Guidelines for stakeholder consultation in partnership
with the NT Urban Design Advisory Panel
S2.3.3
Evaluate and report on the submissions received during the public consultation on the Greater Darwin Region
Land Use Plan - Towards 2030 Consultation Paper.
Provide business management for the development of the Rapid Creek fishing platform with disabled access,
funded under the Greening Our Streets initiative.
S2.3.4
Planning
Strategic Lands Planning continued...
Commence public exhibition of amendments to the NT Planning Scheme for Kilgariff, including an amendment to
the Area Plan and rezoning the government-owned site to Future Development
ES3.2.4
Finalise rezoning applications to facilitate residential infill development in Darwin and Palmerston
Finalise amendments to the NT Planning Scheme relating to bed and breakfast accommodation, building height
and car parking requirements
Conduct a land-use study for areas surrounding the Royal Australian Air Force base in Darwin in partnership with
the Department of Defence
Review submissions to the Alice Springs Built Form Guidelines and provide advice to Government on potential
amendments to the Alice Springs central business zone
Evaluate and report on the submissions received during the public consultation on the Rural Villages
Development Discussion Paper
Complete Area Plans for Berrimah Farm / Prison and Knuckey Lagoons for Government’s consideration
Appoint and direct a consultant to complete a draft Katherine Land Use Plan for public consultation
Complete a draft Daly River Area Plan in consultation with the Daly River Catchment Advisory Committee
Investigate government sites for potential infill residential development and undertake feasibility studies.
Exhibit Town Plans (Area Plans and Zoning maps) for the Growth Towns of Wurrumiyanga, Wadeye, Maningrida,
Gunbalanya, Lajamanu, Yuendumu, Hermannsburg, Papunya, Ali Curung, and Ramingining
S2.5.9
Appoint consultants to prepare Town Plans (Area Plans and Zoning maps) for Numbulwar and Yirrkala
Prepare draft Town Plans (Area Plans and Zoning maps) for the remaining Growth Towns for gazettal in 2012-13.
Exhibit Town Plans (Area Plans and Zoning maps) for the Growth Towns of Wurrumiyanga, Wadeye, Maningrida,
Gunbalanya, Lajamanu, Yuendumu, Hermannsburg, Papunya, Ali Curung, and Ramingining
S2.5.9
Appoint consultants to prepare Town Plans (Area Plans and Zoning maps) for Numbulwar and Yirrkala
Prepare draft Town Plans (Area Plans and Zoning maps) for the remaining Growth Towns for gazettal in 2012-13.
INFRASTRUCTURE PLANNING
T2030 TARGET
Designed, documented, constructed and released 54 blocks of Stage 1 of the Peko Road residential subdivision
in Tennant Creek
ES3.2.4
Designed and documented headworks for a first stage release of residential and commercial land at Berrimah
Farm
Continued the Contamination Audit and Remediation Action Plan (RAP) for Berrimah Farm
Undertook the Environmental Impact Statement for the expansion of the East Arm Port
Investigated a site for a new regional waste facility at the Howard Peninsula
Developed designs for infrastructure headworks to support the first stages of the Kilgariff development in
Alice Springs.
Delivered the Alice Springs CBD Revitalisation Project up to tender documentation stage
ES3.2.4
Held an Enquiry by Design workshop in relation to the design and development of the new Alice Springs suburb
of Kilgariff, with representation by local professionals, key stakeholders and the community
Developed tropical housing typologies for use across the tropical Top End of the Northern Territory, including
design options for infill housing in various locations in the Greater Darwin region
Delivered the Weddell: Tropical, Sustainable, Liveable (Towards 2030) Conference and Design Forum
Undertook various engineering and environmental studies relating to the development of Weddell to support the
Notice of Intent and consultation with the Australian Government in relation to the Environment Protection and
Biodiversity Conservation Act referral.
KILGARIFF
Planning
KILGARIFF IS BEING CREATED
TO PROVIDE AFFORDABLE,
ENVIRONMENTALLY SUSTAINABLE
HOUSING. THE POPULATION OF
ALICE SPRINGS IS EXPECTED TO
REACH 30 600 BY 2021.
Infrastructure Planning continued...
Developed two national design competitions for the new city of Weddell: the Weddell New-Town Urban Design
Competition and the Weddell Tropical Housing Design Competition.
S2.3.3
Facilitated the partnership with five shire offices to assist with the completion of the Rural and Remote
Addressing program.
S2.5.9
T2030 TARGET
Investigate the future development of Karama North (Holmes) for residential development
ES3.2.4
Investigate and develop a model for the release of land for residential and commercial use in Humpty Doo
Investigate and document the potential release of commercial and medium-density land for development
in Woolner
Design and document the development of a residential subdivision on Casuarina Street in Katherine
Design and document the continued development of industrial land on Chardon Street in Katherine
Design and document Stage 2 of the Peko Road residential subdivision in Tennant Creek
Design and document the continued development of industrial land on Udall Road in Tennant Creek
Conduct a feasibility study and business case relating to development of open space at the Meeting Place in
Alice Springs
Enable release of serviced land in Kilgariff, Alice Springs, to developers for subdivision
Continue consultation with the broader development sector.
Investigate, design and document concepts and headworks for the staged release of residential, commercial
and industrial land in the Berrimah Development Zone between Berrimah Road and Pinelands Industrial Estate,
including Knuckey Lagoon, Berrimah Jail, Aerial Farm, 11 Mile and Bleesers Creek industrial area
ES3.2.2
Undertake the design and documentation of localised headworks for the proposed INPEX development at
Blaydin Point at Middle Arm
Continue construction of sewer and water main headworks, and construction of Norris Bell intersection works,
for the new suburb of Kilgariff in Alice Springs.
Release Stage 1 of the Dredge Management Plan to support stage 1 of the East Arm Port Expansion project
EN5.1.4
Complete the Environmental Impact Statement for the expansion of the East Arm Port
Complete the Contamination Audit and Remediation Action Plan (RAP) for Berrimah Farm
Undertake the Notice of Intent for the staged development of Berrimah Development Zone
Undertake the draft Environmental Impact Statement for the new regional waste facility at Howard Peninsula
Prepare supporting studies for the environmental assessment of the first stage of Kilgariff.
Conduct an urban design audit, prepare an action plan and conduct community consultation relating to the
development of the Alice Springs CBD Revitalisation Program.
ES3.2.2
Finalise the 10-year Infrastructure Strategy, incorporating whole-of-government priorities and objectives.
ES3.2.3
Design and develop trunk water services to provide for the new city of Weddell
EN5.2.9
Develop designs for trunk infrastructure to support the development of the first stages of Weddell
Continue supporting studies for the environmental assessment of the first stage of Weddell
Conduct the two Weddell national design competitions: the Weddell New-Town Urban Design Competition and
the Weddell Tropical Housing Design Competition
Undertake further strategic planning for Weddell that will investigate the application of Water Sensitive Urban
Design principles throughout the development to improve stormwater quality entering the Darwin Harbour and
associated waterways. It will also respond to predicted climate change impacts in relation to water levels and
flood potential.
Planning
INFRASTRUCTURE SUSTAINABILITY
T2030 TARGET
Coordinated and managed the NT Government’s Energy Efficiency Program, facilitating funding for the
following projects:

energy efficiency lighting upgrades in 44 town-based schools across the Northern Territory

lighting upgrade at Nicholls Place Magistrates Courts

installation of CO2 sensors at the Marrara Indoor Stadium

installation of reflective coating on the windows of the Peter McAulay building

general lighting upgrade at the Peter McAulay building

general lighting upgrade at the Museum and Art Gallery of the NT

installation of water-efficient shower heads at Royal Darwin Hospital

decommissioning of steam lines and installation of heat pumps at Royal Darwin Hospital.
EN5.2.4
Coordinated training sessions in the following sustainability practices:

energy-efficient building operations

energy-efficient lighting.
Assisted NTG agencies with their annual building energy reporting and collated the 2007-2009 Building Energy
and Greenhouse Report.
T2030 TARGET
Oversee the implementation of the Government Energy Efficiency Program
EN5.2.5
Provide energy efficiency technical advice to assist agencies in delivering projects approved to reduce their
energy usage
Case study new technology or initiatives in the Government building portfolio
Develop Energy-Efficient Lighting Audit Guidelines to provide NTG agencies context when conducting lighting
energy efficiency audits and enable them to identify solutions for reducing energy consumption in buildings
Develop a framework for agencies to work towards the 33% energy intensity reduction target outlined in the NT
Climate Change Policy.
Coordinate whole-of-government training in sustainable practices and technology
S2.3.3
In partnership with the Department of Construction and Infrastructure, develop Sustainability Design Guidelines
for NT Government buildings and embed sustainability outcomes in the Department of Construction and
Infrastructure’s standards to increase uptake
Provide professional policy and technical advice to allow sustainability principles to be incorporated in land and
infrastructure developments including Weddell, Kilgariff and Berrimah Farm
Develop a Recycling and Waste Reduction Strategy for the Department of Lands and Planning
Develop carbon reporting for the Department of Lands and Planning
Continue to represent the Territory on national groups dealing with policy and technical developments relating to
built environment and national energy efficiency and sustainability committees.
CITY
OF WEDDELL
Planning
WEDDELL HAS BEEN
THE SUBJECT OF A
DESIGN CONFERENCE
TO ADVANCE THE
DEVELOPMENT OF THE
PROPOSED TROPICAL,
SUSTAINABLE AND
LIVEABLE CITY. THE
PROJECT IS INTEGRAL
TO THE TERRITORY
GOVERNMENT’S
‘TOWARDS 2030’ INITIATIVE.
T2030 TARGET
DEFINITION
S2.1.2
Society
A balanced housing market offering good value for money and affordability,
ultimately becoming one of Australia’s most affordable housing markets,
across all market segments.
S2.3.3
Society
sustainability.
S2.3.4
Society
Territorians have access to a wide range of facilities and activities that enhance
the Territory lifestyle.
S2.5.9
Society
By 2030, residents of the 20 Growth Towns will enjoy all normal facilities and
services prevailing in other regional centres in Australia of a similar size.
ES3.2.2
underpin long-term development and growth.
ES3.2.3
Undertake long-term infrastructure planning for roads, power, water, sewerage
and telecommunications.
ES3.2.4
Ensure there is sufficient serviced land to support investment and population
growth.
EN5.1.4
Environment
Manage the Northern Territory’s natural resources according to the principles
of ecologically sustainable development.
EN5.2.4
Environment
Energy and water efficiency in residential and commercial buildings in the
Territory to meet standards in the Building Code of Australia.
EN5.2.5
Environment
The Northern Territory contributes to the national target for greenhouse
gas reduction.
EN5.2.9
Environment
Develop Weddell as a world class green city and a model for the future.
Transport
TRANSPORT SAFETY
Outcome:
Provide safe and effective transport
systems and services that meet community
and Territory Government needs.
Continued the upgrade of navigation marker systems and signage at boat
ramps across the Territory
T2030 TARGET
ES3.2.2
S2.3.1
Conducted risk audits of relevant agency and industry oil spill
preparedness plans
Worked with the National Rail Safety Regulator project board and the
National Transport Commission and other rail safety regulators towards the
establishment of the Single National Regulator
Worked with the Australian Maritime Authority and jurisdictions on the detail
in relation to the proposed establishment of a single national regulator for
maritime safety in Australia
Implemented a new rail safety regulatory regime including new legislation
based on the national model.
Developed and delivered the Safer Roads resource for primary schools
S2.4.2
Rolled out the road safety song competition in Yuendumu and Barunga
Rolled out road safety billboards on major highways
Revamped the Sober Bob designated driver campaign.
T2030 TARGET
Adopt and implement new national standards for rail accreditation and
compliance
Develop and implement a Marine Infringement Notice Scheme in consultation
with stakeholders
Implement a new Marine Safety IT business process and administration
system
Complete a review of boating safety regulations for recreational boat
users in the NT
Continue to participate in development of the National Regulator proposals
for marine and rail safety services
Adopt and implement new national marine standards.
Continue delivery of road safety forums
S2.4.2
Continue delivery of the Safer Roads resources for middle schools
Expand the road safety song competition to North East Arnhem
Continue delivery of road safety programs on Groote Eylandt.
PUBLIC TRANSPORT
T2030 TARGET
Recipient of a Chief Minister’s Award for Excellence in the Public Sector in the ‘Enriching our Society and
Lifestyle’ category
Implemented a new peak-time express orbital service between the Darwin, Palmerston and Casuarina bus
interchanges and a new Palmerston ‘collector’ service to meet the orbital service
EN5.2.10
More than 54,000 people carried for special events
Expanded Sunday and public holiday services across the Darwin public network
Provided student travel to and from the new education complex at Rosebery.
Enhanced commuter safety by increasing transit officer patrols on buses, on foot and in specially marked vehicles
to react to antisocial behaviour on the urban bus networks, interchanges and at bus stops
S2.3.1
S2.4.2
Continued the bus shelter installation program to meet disability standards, including new bus stop signage
across routes of travel in Darwin and shelters in Alice Springs
Improved lighting at the Casuarina Interchange
Maintained the Minor Works Program associated with Totem bus stops
Launched the web-based Journey Planner for Darwin and Palmerston bus network
Launched the Darwin Bus Guide Public Transport Information.
T2030 TARGET
Undertake the second round of the Rosebery school bus expansion
S2.3.1
Open and integrate the Coolalinga and Humpty Doo Park and Ride facilities into the urban system
EN5.2.10
Continue the bus shelter installation program to meet disability standards, including new-style bus stop
signage across routes of travel in Darwin and shelters in Alice Springs
Review Alice Springs bus services after the initial 12-month trial period
Implement museum services including installation of new bus stops
Improve bus access and parking at Palmerston Interchange
Launch the web-based Bus Journey Planner for Alice Springs bus network
Regional visits – review the school routes of travel
Undertake Alice Springs bus network upgrade
Review homeless people transport to shelter during cyclone.
Transport
ROAD NETWORK
T2030 TARGET
Across Regions
S2.3.1
Continued management of the Community, Beef and Mining Roads program with $24 million of works (from an
$82 million shared funding arrangement with the Australian Government)
ES3.2.2
Directed the $20 million budget allocation for the National Network repairs and maintenance program
Managed the $60 million Territory road network repairs and maintenance program
Managed the $2.52 million level crossing boom gates (active control) program
Managed the $2 million level crossing upgrade program
Managed the $1 million program for the Northern Territory Blackspot program
Processed more than 450 road corridor access applications and approvals
Provided more than 110 comments regarding development applications.
Darwin
S2.3.1
Completed public consultation for duplication of Vanderlin Drive between Patterson Street and Mueller Road.
Completed the cycle path on Vanderlin Drive from McMillans Road to the Stuart Highway.
ES3.2.2
EN5.2.10
S2.3.1
ES3.2.2
Upgraded selected sections of landscaping along Vanderlin Drive from Patterson Street to McMillans Road.
S2.3.3
Palmerston and Litchfield
S2.3.1
Continued the staged implementation of the $110 million East Arm Port Access project. Completed the
extension of Tiger Brennan Drive to Palmerston and grade-separated interchange at Palmerston
ES3.2.2
Commenced construction of the Berrimah Road Rail Overpass works as Stage 3, the final stage,
of the East Arm Port Access Project
Continued pavement strengthening and widening of targeted sections of the Arnhem Highway.
Managed the $3 million project for an off-road cycle path: Palmerston to Howard Springs link route.
EN5.2.10
S2.3.1
Top End Rural
S2.3.1
ES3.2.2
Continued upgrade and sealing of sections of Fog Bay Road
Continued upgrade and sealing of sections of Litchfield Park Road
Managed the $1 million project for upgrade of local tourist roads Woolianna and Marrakai Station roads
Commenced upgrade and sealing of selected sections on Oolloo Road as part of the Douglas Daly area
roads upgrade
Commenced the upgrade of Tom Turner crossing on Port Keats Road as Stage 1 of the Port Keats Road
flood immunity improvements, under the Community Beef and Mining Roads program.
Katherine
S2.3.1
Awarded contract for the construction of a high-level bridge over Daly River Crossing (Port Keats Road)
ES3.2.2
Managed the $5 million project for overtaking opportunities on the Stuart Highway between Darwin
and Katherine
Managed the $14 million project for stream crossing upgrades on the Central Arnhem Road
Completed construction of a new McArthur River Bridge on Wollogorang Road near Borroloola
BERRIMAH RAILROAD OVERPASS
THE OVERPASS WILL CARRY
AN UPGRADED SECTION OF
BERRIMAH ROAD OVER THE
ALICE SPRINGS-DARWIN
RAILWAY, ADDRESSING
TRAFFIC INTERRUPTIONS DUE
TO TRAIN MOVEMENTS AT THE
EXISTING LEVEL CROSSING.
Road Network continued...
Commenced construction of a new high-level bridge at Cullen River on the Stuart Highway ($6 million project)
under the Nation Building program
S2.3.1
ES3.2.2
Commenced construction of Jaspers Creek Bridge on the Buchanan Highway
Continued strengthening and widening of targeted sections on the Buntine Highway
Commenced replacement of superstructure works at Illawarra Creek Bridge on the Buchanan Highway.
East Arnhem
S2.3.1
Managed and awarded the $20 million project for the upgrade and seal of Umbakumba Road on Groote Eylandt.
ES3.2.2
Barkly
S2.3.1
Managed the $400 000 Tennant Creek main street initiative.
Completed upgrades to selected sections of the Plenty Highway
S2.3.1
Commenced the upgrade and sealing of seven kilometres of the Sandover Highway (between the airstrip and
Urapuntja Health Centre turn off).
ES3.2.2
Alice Springs
S2.3.1
ES3.2.2
Completed an upgrade of selected sections on Maryvale Road and Hugh Stock River Road
Completed upgrade and sealing of selected sections on Tanami Road
Completed an upgrade to Karinga Creek culvert works on the Stuart Highway.
T2030 TARGET
INFRASTRUCTURE PROGRAM
Across Regions
S2.3.1
ES3.2.2
Continue flood-immunity improvements on selected sections of the Northern Territory national network
Continue strengthening and widening of targeted sections of the Northern Territory national network.
Continue the Black Spot program: improve known risk areas and reduce the road toll through road
safety projects.
S2.4.2
Continue Roads to Recovery program: upgrade targeted sections on local roads to improve pavement, rideability
and flood immunity
S2.3.1
ES3.2.2
Ongoing management of the Territory road network repairs and maintenance program ($74 million)
Ongoing management of the National Network repairs and maintenance program ($19 million)
Ongoing management of the National Network strengthening and widening program ($14 million)
Ongoing management of the Disaster Maintenance program for NT roads
Continue construction of new overtaking opportunities at selected sections of the Stuart Highway between
Darwin and Katherine.
Transport
Continue construction of road safety infrastructure, such as heavy vehicle parking bays and rest areas, on
targeted sections of the Northern Territory national network
S2.3.1
S2.4.2
Continue traffic management improvements to major urban arterial roads
Continue level crossing upgrades to improve safety at selected rail crossings.
Continue pavement strengthening and upgrading of urban arterial roads
S2.3.1
Continue pavement strengthening and widening to maintain the integrity of rural arterial roads.
ES3.2.2
Darwin
S2.3.1
ES3.2.2
Duplicate Tiger Brennan Drive between Dinah Beach Road and Woolner Road
Duplicate Vanderlin Drive between Patterson Street and Mueller Road.
Establish entry statements to Darwin CBD at the McMinn Street/Tiger Brennan Drive intersection and McMinn
Street /Stuart Highway intersection by undertaking landscaping and public art works.
S2.3.3
Palmerston and Litchfield
S2.3.1
S2.3.1
ES3.2.2
Complete the Berrimah Road rail overpass as Stage 3 of the East Arm Port access project
Upgrade and seal Jenkins Road.
Finish construction of the off-road cycle path between the Palmerston and Howard Springs link route along the
old railway corridor, Howard Springs Road and Whitewood Road.
S2.3.1
Improve pedestrian facilities on Chung Wah Terrace between Coles Supermarket and the Oasis Shopping Centre.
S2.4.2
S2.3.1
Establish a gateway to Palmerston city at Roystonea Avenue from the Tiger Brennan Drive interchange to Yarrawonga Road by undertaking soft and hard landscaping.
S2.3.3
Top End Rural
S2.3.1
Continue targeted upgrading of strength-deficient pavements and/or narrow sections on the Arnhem Highway
between the Stuart Highway and Mt Bundy area
ES3.2.2
Continue staged upgrade of Fog Bay Road with completion of sealing of Fog Bay Road between Cox Peninsula
Road and Namarada Drive
Upgrade intersections on Gunn Point Road
Upgrade intersections on the Arnhem Highway
Design the Annie and Charlotte river stream crossing upgrades.
Katherine
S2.3.1
ES3.2.2
Complete the construction of new high-level bridge at Cullen River on the Stuart Highway
Commence construction of a new high-level bridge over the King River on the Stuart Highway south of Katherine
to improve flood immunity
Continue upgrade and sealing of targeted sections on Oolloo Road as part of upgrades to selected priority beef
secondary roads
Complete the construction of Jaspers Creek Bridge on the Buchanan Highway
Complete the replacement of superstructure works at Illawarra Creek Bridge on the Buchanan Highway.
Commence upgrades to selected intersections as part of the Heavy Vehicle Safety Improvements project at
Katherine CBD.
S2.4.2
S2.3.1
MCARTHUR
RIVER BRIDGE
Transport
THE 180‑METRE LONG BRIDGE
FEATURES A PEDESTRIAN
WALKWAY AND A SINGLE
TRAFFIC LANE. IT HAS
SIGNIFICANTLY IMPROVED
ACCESS FOR OUTSTATIONS IN
THE REGION AND INDIGENOUS
COMMUNITIES ALONG THE
GULF OF CARPENTARIA.
Alice Springs
S2.4.2
S2.3.1
Improve pedestrian and vehicle safety along the Stuart Highway between Bradshaw Drive and Ilparpa Road.
Improve road safety on Stott Terrace by building a central median.
S2.4.2
WORKING FUTURE
Central Australia
S2.3.1
ES3.2.2
Continue upgrading and sealing of targeted sections of the Tanami Road to improve accessibility and reduce
access disruption to communities.
S2.3.1
Barkly
Complete the upgrade and sealing of seven kilometres of the Sandover Highway (between Airstrip and Urapuntja
Health Centre turn-off).
Katherine
ES3.2.2
S2.3.1
Continue staged upgrading of the Buntine Highway, including pavement strengthening and widening of selected
sections under the Community Beef and Mining Roads program
ES3.2.2
Complete the construction of new single-lane bridge over Jasper Creek on the Buchanan Highway.
East Arnhem
Complete the construction of a stream crossing upgrade at Mainoru Creek on the Central Arnhem Road
S2.3.1
ES3.2.2
Continue staged upgrading of the Central Arnhem Road: stream crossing upgrades at Goyder River and
Donydji Creek and targeted pavement upgrades
Complete the upgrade and sealing of Umbakumba Road (Groote Eylandt) from Angurugu to Umbakumba.
Top End Rural
Continue the staged upgrade of the Port Keats Road
S2.3.1
ES3.2.2
Complete upgrade of Tom Turner Crossing on Port Keats Road
Commence construction of a high-level bridge over the Daly River Crossing
Complete works on Tommy’s Creek and Five Mile Creek flood immunity improvements.
ROAD TRANSPORT
T2030 TARGET
S2.3.1
Implemented Peak Period Taxis
Introduced security cameras in all taxis and minibuses in the Northern Territory
Provided policy input and implementation to agreed national reforms, including the establishment of a single
National Heavy Vehicle Regulator and advanced reforms following the review of the commercial passenger
Vehicle Board
Provided input into the road safety reforms, including:

S2.4.2
Graduated driver licensing
Drive Safety Program
Integrated red light and speed cameras
Anti-hooning legislation
Introduced right of access for certain heavy vehicles on NT roads.
T2030 TARGET
Implement agreed national taxi driver training and English language competency standards
S2.3.1
Together with the commercial Passenger Vehicle Board, progress implementation of industry review
recommendations
ES3.3.5
S2.3.2
Investigate opportunities to improve Motor Vehicle Registry services using technological solutions
Continue policy input and implementation to agreed national reforms, including the establishment of a single
National Heavy Vehicle Regulator
Implement a community education campaign on commerical passenger vehicle operation
Implement a 12-month trial of reduced pre-booking times for motor omnibuses
Assist with facilitating the World Solar Challenge and Finke Desert Race
Progress change to light vehicle inspection regime to align with other jurisdictions
Introduce in both urban and remote areas a renewed and refocused subsidised driver education, training and
licensing program to replace the current DTAL scheme
Investigate options for the introduction of a screen-based Driver Knowledge Test for MVR offices (and in Police
Outstations) with online practice capabilities.
Transport
TRANSPORT ASSETS
T2030 TARGET
CAPITAL WORKS
S2.3.1
Completed Palmerston boat ramp and fishing jetty.
MINOR NEW WORKS - PUBLIC TRANSPORT
ES3.2.2
S2.3.1
Completed Disability Discrimination Act (DDA)-compliant bus shelters and DDA-compliant bus stops in
the Darwin region
Completed Casuarina bus interchange transport safety officers’ accommodation
Upgraded signs at Casuarina, Darwin and Palmerston bus interchanges
Completed road works at the PCYC bus stop
Installed lighting at Casuarina bus interchange
Installed bus shelter security lighting
Sealed concrete at Casuarina and Palmerston bus interchanges
Installed bins at interchanges
Constructed a bus stop at Rosebery Middle School
Completed disabled accessible toilets at Darwin and Palmerston bus interchanges
Installed tactile indicators at Darwin bus interchange.
MINOR NEW WORKS – TRANSPORT SAFETY
S2.4.2
Upgraded security fencing at the Alice Springs Road Safety Centre
Constructed Hidden Valley skid pan facility
Erected shade structures at Parap Road Safety Education Centre
Installed road safety billboards at various sites.
MINOR NEW WORKS – AERODROMES
S2.3.1
Upgraded pavement at Mt Liebig aerodrome
S2.3.2
Constructed Daly River emergency taxiway
ES3.3.5
Installed solar runway lighting at Daly River, Lake Evella and Mt Liebig
Installed lighting to the Telstra Tower at Minyerri
Upgraded lights and windsocks at Hodgson Downs (Minyerri) aerodrome
Installed windsock and lighting at Delarra (Bulman/Weemol) aerodrome
Installed windsock and lighting at Ngukurr Aerodrome
Rectified runway strips and constructed apron at Manyallaluk aerodrome
Undertook upgrades to gravel and drainage at the Ali Curung airstrip
Rectified runway strips at Ampilatwatja aerodrome
Upgraded Minjilang aerodrome (Crocker Island).
MINOR NEW WORKS – BARGE LANDINGS
Installed new navigation markers and removed old markers at Umbakumba barge landing.
MINOR NEW WORKS – BOAT RAMPS
S2.3.1
Constructed a new $1.4 million boat ramp and pontoon at the Elizabeth River
Upgraded the Corroboree toilet block
Improved litter collection facilities at various boat ramps.
Transport
Transport Assets continued...
SPECIFIC MAINTENANCE PROJECTS
S2.3.1
S2.3.2
Undertook remote aerodrome compliance inspections.
ES3.3.5
Completed Wadeye barge landing ramp repairs
S2.3.1
Refurbished Nightcliff Jetty sub structure.
Repaired and relocated various bus shelters
S2.3.1
Undertook upgrades to the Palmerston bus interchange for rainwater discharge.
Cleared trees at Ramingining aerodrome.
Repaired the Lake Evella aerodrome.
S2.3.1
ES3.3.5
Undertook specific maintenance works at the Katherine Motor Vehicle Registry (MVR).
S2.3.1
S2.4.2
Re-sheeted the runway at Bulla aerodrome
S2.3.1
Replaced channel markers at MacArthur River.
S2.3.2
ES3.3.5
T2030 TARGET
Barkly
S2.3.1
Upgrade and seal the Canteen Creek airstrip to provide near all-weather operation
S2.3.2
Upgrade and seal the Utopia airstrip to provide near all-weather operation.
ES3.3.5
Katherine
S2.3.1
Upgrade the Lajamanu airstrip to provide near all-weather operation
S2.3.2
ES3.3.5
Upgrade and seal the Yarralin airstrip to provide near all-weather operation.
East Arnhem
As part of the Integrated Regional Transport Strategy, upgrade existing barge landing and hard stand areas at
Gapuwiyak.
50 Top End Rural
S2.3.1
Work with Tiwi Shire Council to upgrade the hardstand area at the Warrumiyanga (Ngui) barge landing.
S2.3.2
Darwin
S2.3.1
Replace the Cullen Bay pontoon.
S2.3.2
Across Regions
S2.3.1
Undertake infrastructure works associated with the Integrated Regional Transport Strategy, including upgrading
existing barge ramps and adjacent hard stand areas with floodlighting, secure fencing, power outlets for
refrigerated containers and cover for storage of dry foods.
S2.3.2
ES3.3.5
ES3.3.5
ES3.3.5
TRANSPORT POLICY AND PLANNING
T2030 TARGET
Finalised the Northern Territory Integrated Regional Transport Strategy
S2.3.1
Commenced implementation of key initiatives of the Integrated Regional Transport Strategy, including regional bus
trials and passenger transport workshops in Growth Towns.
Continued to implement Northern Territory and national road safety reforms and contributed to the development
of the National Road Safety Strategy 2011-2020
S2.4.2
Developed Darwin Region Transport Strategy
Implemented an infringement scheme for the Control of Roads Act
Commenced the Rail Safety Legislative Package, delivering on the Council of Australian Governments’ transport
reform agenda
Progressed the development of regulations to create a marine infringement scheme
Progressed the development of an updated Australian Road Rules legislative package that reflects the nationally
agreed amendments
Continued to contribute to the COAG reform agenda for single national regulators for heavy vehicles, rail
and marine
Reviewed transport legislation to accommodate single national regulators for marine, rail and heavy vehicles
Assisted in delivering the Northern Territory Transport and Logistics Workforce Development Strategy.
T2030 TARGET
Continue to contribute to the reform agenda for single national regulators for heavy vehicles, rail and marine
S2.4.2
Continue to progress the review of the Control of Roads Act
Amend transport legislation to deal with residual issues from national reforms
Amend transport legislation as required to deliver government reforms
Finalise the Northern Territory Transport Strategy
Continue implementation of key initiatives of the Integrated Regional Transport Strategy
Deliver road safety education and awareness messages to Territory school students and children
in childcare centres
Conduct education and awareness campaigns in consultation with Territory Insurance Office and NT Police
Facilitate community and school road safety forums to discuss local road safety issues and the safe systems
approach to road safety in communities
Develop and deliver the Middle Schools Safer Roads Curriculum resource.
Finalise the marine infringement and recreational vessel legislative package.
Finalise a new tender for the Mandorah Ferry services.
S2.3.2
DARWIN BUS SERVICE
T2030 TARGET
Continued a bus purchase program to deliver a fleet of air-conditioned, low-floor and easy-access vehicles
EN5.2.10
Conducted consultation to propose amendments to the Motor Omnibus Regulations to reflect current practices
and contemporary legislative requirements
Established an employee recognition award system to identify and reward exemplary performance.
T2030 TARGET
Upgrade the existing two-way radio network to meet Occupational Health & Safety requirements.
S2.4.2
Prepare a tender and award a contract to supply and deliver buses for a period of 36 months
Prepare a tender and award a contract to provide bus repair and maintenance services for a period of 36 months
Update Darwin Bus Service’s Charter of Operations
Continue refinement of Darwin Bus Service’s commercial business operations as a Government Business Division.
T2030 TARGET
52 DEFINITION
S2.3.1
Society
Territorians and our suburbs, cities, towns and regions are connected by
appropriate infrastructure
S2.3.2
Society
Improve regional air and land transport services to support access to health
and community services
S2.3.3
Society
sustainability
S2.4.2
Society
Improve driver, passenger, rider and pedestrian safety on the Territory’s roads
ES3.2.2
underpin long-term development and growth
ES3.3.5
Improve regional air services to allow business development in regional
centres
EN5.2.10
Environment
Reduce the impact on the environment through reducing reliance on private
motor vehicles.
06
PART 6
Performance
Performance reporting by Divisional Outputs
This section reports on the Department’s performance in delivering outputs that meet our projected
outcomes. Performance against the measures published in the 2010-11 Budget Paper No. 3 is reported
in the output performance tables as key deliverables.
The Territory 2030 Strategic Plan was launched in December 2009 and the Department was required
to revise its performance reporting method to align with the new strategy.
Lands
Land Information
Provides spatial (land related, geographical) data and information and a consistent framework of land information policy,
standards and distribution networks to service government, business and the community.
Key Deliverables
2010-11
Budget
2010-11
Estimate
2010-11
Actual
Comments
Land-related data sets maintained
to technical specifications
18
18
18
Land-related data sets accessible
through NTLIS1
145
145
146
Customer satisfaction with land
information services
85%
90%
93%
Estimate increased during the year
based on 2009-10 actual result (i.e.
94%)
Statutory services delivered on time
95%
95%
92.5%
Higher-than-anticipated level of
complex statutory requests
Availability of access to the NTLIS
environment meets defined standard
99.5%
99.5%
100%
Non-statutory service requests met
3 600
3 900
4 673
Increase in the number of less
complex, non-statutory land
information requests
Non-statutory service requests met
within agreed timeframe
90%
90%
96.7%
Increase in the number of less
complex, non-statutory land
information requests
1 NTLIS is the Northern Territory Land Information System
Land Administration
Manages the Crown estate, provides land to meet the requirements of the Territory Government and the community, and
provides advice and related administrative activities on land issues and land released for private development.
54 Key Deliverables
2010-11
Budget
2010-11
Estimate
2010-11
Actual
Comments
Native Title, land claim and Indigenous
land issues progressed and resolved
14
14
20
Higher-than-anticipated activity
Crown land parcels managed for
public safety and to meet statutory
requirements
400
400
400
Sale and acquisition of land for
government, commercial and
community purposes progressed
149
149
155
Property management contractors’
compliance with contractual and
regulatory requirements
95%
95%
95%
Increased activity in property
developments
PART 6: Performace Reporting 06
Lands
Building Advisory Services
Manages the regulatory framework to enable structures within proclaimed building areas to achieve structural, fire, safety,
health and amenity standards and provides support for statutory boards.
Key Deliverables
2010-11
Budget
2010-11
Estimate
2010-11
Actual
Comments
Building practitioners registered1
1 500
1 500
1 334
Influenced by market conditions and
industry
5%
5%
5%
Investigated complaints finalised
70
70
89
Closure of less complex complaints
Stakeholder satisfaction
80%
80%
86%
Increased training of customer service
staff and process reforms have
maintained high levels of customer
satisfaction
Timeframes met as agreed
90%
90%
90%
Building practitioners audited
2
1 Comprises building certifiers, building contractors, certifying engineers, certifying plumbers and drainers.
2 Complaints finalised includes those dismissed, referred to Building Practitioners Board or to courts.
Development Assessment
Provides development assessment and control processes under the Planning Act.
Key Deliverables
2010-11
Budget
2010-11
Estimate
2010-11
Actual
Comments
Applications processed under the
Planning Act1
1 200
1 000
985
Reduction in number of applications
reflects cyclical nature of
development activity and the ability of
developers to obtain financing
Average processing time for
development applications (in days)2
84
54
54
Improvement in processing times for
development applications is a result
of ongoing process reforms
Client satisfaction with services
90%
90%
86%
1 Excludes Planning Scheme amendments
2 Reduction in processing days is due to process improvements in development assessment.
06 PART 6: Performace Reporting
Planning
Provides strategic and long-term integrated planning that supports community needs, sustainable economic development
and the future growth of the Territory.
Key Deliverables
2010-11
Budget
2010-11
Estimate
2010-11
Actual
Growth models for new and existing
urban growth areas throughout the
Territory
4
4
4
Indigenous communities with a
scheduled Town Area Plan
10
41
11
Major land use and urban planning
projects undertaken to cater for future
growth
10
10
9
Major infrastructure projects planned
and managed
10
10
10
New projects commenced under the
Strategic Planning Fund
6
8
8
Government and non-government
organisations provided with advice
relating to building sustainability issues
30
30
30
Audits of Territory Government buildings
on energy consumption and emission
reduction activities
10
10
46
Client satisfaction
90%
90%
88%
Comments
Consultation with traditional owners
and land councils continues
Increase associated with Government
Energy Efficiency Program’s School
Lighting Efficiencies Project
1 Six Town Area Plans are currently being reviewed by key stakeholders.
Transport
TRANSPORT SAFETY
Provides regulatory services covering marine and rail safety. Deliver marine, road and rail safety education and
awareness programs.
56 Key Deliverables
2010-11
Budget
2010-11
Estimate
2010-11
Actual
Comments
Deliver community and school-based
road safety education sessions
181
197
222
Road Safety staff continue to identify
and target at-risk groups, providing
road safety education and instruction
Carry out rail safety audits and
inspections in accordance with national
and departmental plans
100%
100%
100%
Marine survey and seafarer certificates
issued
1 115
1 115
1 052
Certificates issued in accordance with
approved standards
90%
90%
93%
A lower than expected number of
seafarer applications received
Transport
PUBLIC TRANSPORT
Manages public transport services in the greater Darwin area and Alice Springs, and dedicated school transport
services for students in the Territory.
Key Deliverables
2010-11
Budget
2010-11
Estimate
2010-11
Actual
Delivery of public bus services in
Darwin, rural Darwin and Alice Springs
in accordance with contractual
requirements1
219 340
219 340
219 340
Provision of school bus services
across the Territory in accordance with
contractual requirements1
61 000
61 000
61 000
Provision of customised transport
solutions for students with identified
special needs
280
280
280
Comments
1 Number of services that run annually.
ROAD NETWORK MANAGEMENT
Develops strategies and programs for managing the Territory’s transport infrastructure.
Key Deliverables
2010-11
Budget
2010-11
Estimate
2010-11
Actual
Comments
Lane kilometres of:

new sealed roads1
137
137
137

sealed roads upgraded
83
83
83

unsealed roads upgraded
27
27
27

network resealed –
National network
190
193
193

network resealed –
Territory roads
350
359
359

new cycle path
5.3
5.3
10.5
Additional cycle path constructed in
Katherine
User satisfaction index2
3.60
3.44
3.44
Bi-annual survey that reflects the
sentiment of road users at the time
1 2010-11 includes significant extension works on Tiger Brennan Drive and Central Arnhem Highway
2 This measure is prepared by AustRoads and represents users’ perceptions of the performance of each attribute, measured on a performance
scale from 1 (very dissatisfied) up to 5 (very satisfied).
ORBITAL BUS SERVICES
THE SEMI-EXPRESS BUSES DEPART
EACH INTERCHANGE AT HALF-HOURLY
INTERVALS AND ARE A FASTER
ALTERNATIVE TO THE REGULAR SERVICES.
THEIR ADDITION INTRODUCES GREATER
FLEXIBILITY TO THE BUS NETWORK.
ROAD TRANSPORT
Provides driver licensing and vehicle registration services, conducts inspections and on-road auditing of heavy and
commercial passenger vehicles, provides accreditation and licensing of the commercial passenger industry and ensures
compliance with legislative requirements.
Key Deliverables
2010-11
Budget
2010-11
Estimate
2010-11
Actual
Comments
Licensed drivers1
134 955
134 955
137 900
Increased demand for licences due
to the NT’s expanding population and
economic growth
Registered motor vehicles2
156 590
157 732
165 519
Increased demand for vehicle
registrations due to the NT’s
expanding population and
economic growth
Customer satisfaction
95%
95%
97%
Results of 2011 customer survey
Registration and driver licence
reminder notices sent five weeks
prior to expiry date
100%
100%
100%
1 Includes all licence categories including commercial passenger vehicle, provisional and learner.
2 Includes all vehicle types including motorcycles, trailers, trucks and commercial passenger vehicles.
Transport
TRANSPORT ASSETS
Develops and manages the Territory’s transport assets program, including assistance to the Darwin Port Corporation
for non-commercial activities.
Key Deliverables
2010-11
Budget
2010-11
Estimate
2010-11
Actual
Community service obligation
payments to Darwin
Port Corporation1
4.32M
4.32M
4.32M
Management of government
facilities2
660
660
660
Comments
1 Includes a one-off payment to the Darwin Port Corporation for repairs and maintenance to Fisherman’s Wharf and Stokes Hill Wharf Precinct.
2 Includes bus stops, shelters and interchanges, boat ramps, jetties, pontoons and barge landings, remote aerodromes, road safety centres, motor
vehicle registries, Motorcyclist Education Training & Licensing (METAL) training facility and weighbridges.
TRANSPORT POLICY AND PLANNING
Provides timely, high-level strategic transport advice to Government.
Key Deliverables
2010-11
Budget
2010-11
Estimate
2010-11
Actual
Policy advice measured by
stakeholder satisfaction
90%
90%
90%
Delivery of the Integrated Regional
Transport Strategy’s Bus Trial Initiative1
7
7
4
Input into and delivery of national reforms
(COAG/ATC) within agreed timeframes2
90%
90%
90%
Comments
Unforeseen events such as Cyclone
Yasi and the Japanese earthquake
delayed the bus manufacturing phase
1 Implement nine new scheduled passenger bus service trials from major Territory centres to remote communities, with seven trials anticipated in
2010-11 and the remaining two trials in 2011-12.
2 COAG is the Council of Australian Governments and ATC is the Australian Transport Council.
Darwin Bus Service
Provides a safe, comfortable, reliable and courteous bus service that is efficient and cost effective.
60 Key Deliverables
2010-11
Budget
2010-11
Estimate
2010-11
Actual
Comments
Total scheduled services
78 780
81 740
82 764
Additional services commenced
October 2010
Contractual service kilometres
1.63M
1.63M
1.71M
Additional services commenced
October 2010
Average cost per kilometre
$4.92
$5.02
$4.98
Client satisfaction
99%
99%
99%
07
PART 7
Legislation
Governing Legislation
Legislation and Administrative Responsibilities
The Department of Lands and Planning administers a range of legislation under the ministerial portfolio of the Honourable
Gerry McCarthy MLA, Minister for Lands and Planning and Minister for Transport.
Ministerial Portfolio
Act
Minister for Lands and Planning
Aboriginal Land
Architects
Building
Construction Industry Long Service Leave and Benefits
Control of Roads (Part IV)
Crown Lands (except section 79)
Crown Lands Freehold (Conversion from Crown Leasehold)
Electrical Workers and Contractors
Lands Acquisition
Lands Acquisition (Pastoral Leases)
Licensed Surveyors
Miscellaneous Acts Amendment (Aboriginal Community Living Areas)
Northern Territory Land Corporation
Pastoral Land (Aboriginal Community Living Areas)
Palmerston Development Authority Act Repeal
Place Names
Planning
Plumbers and Drainers Licensing
Plumbers and Drainers Licensing (Validation)
Special Purposes Leases
Valuation of Land
Minister for Transport
Aerodromes Act Repeal
Commercial Passenger (Road) Transport
Control of Roads (except Part IV)
Marine
Marine Pollution
Motor Vehicles (except Part V)
Northern Territory Rail Safety
Petroleum Products Subsidy
Public Transport (Passenger Safety)
Road Transport Reform (Vehicles and Traffic) (Northern Territory)
Traffic
PART 7: Legislation 07
New or Amended Legislation for 2010-2011
The Department of Lands and Planning
produced the following legislation under
the Lands and Planning and Transport
portfolios:
Lands and Planning
The Building Legislation Amendment Act 2010 was
introduced to Parliament and passed in June 2010 and
commenced on 25 August 2010. The Act allows owners,
who have been unable to obtain certification for their homes
due to an unforseen event during construction, to apply to
the Director of Building Control for an Exemption Certificate.
The amendments also clarify and extend builders’ and
corporations’ obligations in what they must declare
regarding work they’re responsible for carrying out.
The Control of Roads Amendment Act 2011 was introduced
to Parliament on 1 December 2010 and passed on 24
February 2011. The Act commenced on 31 May 2011. This
included amendment to Part IV of the Control of Roads
Act to ensure there are legal procedures in place for the
resolution of compensation payable by Government for
the acquisition of property on just terms for the purpose of
opening a public road.
The Construction Industry Long Service Leave and Benefits
Regulations and the Construction Industry Long Service
Leave and Benefits Amending Regulations 2009 were
effected on 15 June 2011 to retain the long service leave
levy rate at 0.4% after 30 June 2011.
07 PART 7: Legislation
TAXI CCTV
THE CAMERAS
RECORD
ANTI-SOCIAL
BEHAVIOUR
AND ASSIST THE
PROSECUTION
OF CRIMINAL
OFFENDERS. THIS
WILL IMPROVE THE
SAFETY OF DRIVERS
AND PASSENGERS.
Transport
The Taxi Amendment Regulations 2010 were effected on 7 July 2010 to provide
additional taxi services in Darwin in peak periods.
The Commercial Passenger Amendment (Security Cameras) Regulations 2010
were effected on 29 September 2010 to introduce provisions allowing for the
installation and regulation of security camera systems in taxis and minibuses.
The Rail Safety Act 2010 and the Rail Safety Regulations commenced on 31
October 2010. The regulations were required to enable the Rail Safety Act 2010,
assented to on 17 March 2010, to be effected. This legislative package allows
operators to conduct business across borders more easily. The regulations also
retain some offences that govern the conduct of people on trains and railway
property, and offences and testing procedures for alcohol and drug use by rail
safety workers, which are contained in the current Northern Territory Rail Safety
Regulations.
The Traffic Amendment (Miscellaneous) Regulations 2011 were effected on 18
May 2011, primarily to allow NT Police to recommence their Urgent Duty Driver
training. This amendment included other miscellaneous amendments, such as
updating the form used by health professionals for the taking of blood to ensure
continuity and chain-of-evidence requirements are satisfied.
The Control of Roads Amendment Act 2011 was introduced to Parliament on 1
December 2010 and passed on 24 February 2011. The Act commenced on 31
May 2011. This included amendment to Part III of the Control of Roads Act to
provide flexibility in relation to road closures, increase the penalty provision to a
maximum penalty for using a road or part of a road while that road is temporarily
closed, provide a reasonable excuse defence and incorporate definitions from
the Traffic Act for purposes of consistency.
The Control of Roads (Infringement Notice) Regulations were also effected
on 31 May 2011 to implement an infringement scheme where the penalty for
infringements issued against the two new offences outlined above would be
three penalty units (currently $411).
The Traffic and Other Legislation Amendment Bill 2011 was introduced to
Parliament in May 2011 to accommodate Council of Australian Government
(COAG)-agreed changes to methods for measuring alcohol content and other
outstanding miscellaneous amendments.
Amendments to the Northern Territory Road Rules are also underway and
expected to be in place by 1 December 2011. These amendments will contain
the rule changes that were nationally agreed in the fifth, sixth, seventh and
eighth amendment packages developed by the National Australian Road Rules
Maintenance Group and approved by Australian transport ministers.
PART 7: Legislation 07
08
PART 8
Committees and Boards
Surveyors Board of the
Northern Territory
Place Names Committee for the
Northern Territory
The Surveyors Board is a statutory body under Part
III of the Licensed Surveyors Act.
The Place Names Committee is established
under section 5 of the Place Names Act to
make recommendations to the minister on the
naming of places (streets, roads, suburbs,
localities and natural features).
The board’s purpose is to provide for the
registration of land boundary surveyors and
regulation of the practice of land boundary
surveying in the Northern Territory.
Members at 30 June 2011 were:
Chair: Mr Garry West - Surveyor-General
Members:
Mr Gregory Leach
Mr Aleksander Bakunowicz
Mr Robert Sarib
Mr Roland Maddocks
Secretary: Mr David Jeffery
Building Advisory Committee
The Building Advisory Committee is a
statutory body under section 9(1) of the Building Act.
The committee advises the
minister on appropriate technical standards
and matters arising from administration of
the Act. The committee accredits building
products, construction methods, design and
component systems.
Chair: Mr Steven Ehrlich
Deputy Chair: Mr Peter Russell
Members:
Mr Dean Chambeyron
Mr Fabio Finocchiaro
Mr Robert Foote
Mr Peter Pratten
Mr Paul Nowland
Mr Grant O’Callaghan
Mr Neil Clarke
Registrar: Ms Anne Hammond
Chair: Vacant
Members:
Mr Garry West - Surveyor-General
Alderman Allan Mitchell
Mrs Toni Tapp Coutts
Action Officer: Mr Stuart Duncan
Building Appeals Board
The Building Appeals Board was established
under section 17(1) of the Building Act to
determine and decide on:
modifications to the applications of building
regulations with regard to specific
building work
appeals by owners or their agents against
decisions of a building certifier
appeals by the director against the decision
of a building certifier
appeals against decisions of the director.
Chair: Mr John Brears
Deputy Chair: Mr Colin Browne
Members:
Mr Daniel Bree
Mr Fabio Finocchiaro
Mr Craig Leslie
Mr Andy Matthewson
Mr Allan Oates
Mr Dehne Tynan
PART 8: Committees and Boards 08
Northern Territory Plumbers and Drainers
Licensing Board
The Plumbers and Drainers Licensing Board is
a statutory authority established under section 5
of the Plumbers and Drainers Licensing Act. It is
responsible for issuing advanced tradesman licences,
journeyman registration cards and reciprocity
certificates.
NT Build
NT Build is an NTG-appointed statutory
corporation created by the Construction
Industry Long Service Leave and Benefits
Act. The organisation administers long service
leave and long service leave benefits to
Territory construction workers.
The board administers the Plumbers and Drainers
Licensing Act and ensures only qualified persons
obtain licences, registration cards and certificates.
It is also responsible for assessing and maintaining
standards of workmanship, and protecting
consumers by investigating complaints, and where
appropriate, taking disciplinary action.
Chair: Mr Barry Chambers
Members: Mr Graham Kemp
Mr Dick Guit
Mr Trevor Gauld
Mr Tony Stubbin
Mr Mick Huddy
The board fulfils its role by functioning in conjunction
with other authorities that, under their respective
legislation, require authorised plumbing and drainage
works to be carried out by licensed tradesmen.
Northern Territory Land Corporation
Chair: Mr John Maclean
Deputy Chair: Mr Richard McElwee
Members:
Mr Rodney Cryer
Mr Armando Padovan
Mr Dennis Reid
08 PART 8: Committees and Boards
In accordance with the Northern Territory
Land Act, the Northern Territory Land
Corporation acquires, manages and disposes
of real property.
The corporation is not an agency within the
meaning and for the purposes of the Financial
Management Act.
Chair: Mr Peter Blake
Deputy Chair: Vacant
Members: Mr Chris Bigg
Mr Bill Goedegebuure
Mr John Pinney
Mr David Ritchie
Action Officer: Ms Grace Thorpe
Land and Valuation Review Tribunal
Northern Territory Architects Board
The Land and Valuation Review Tribunal
is established under section 21 of the
Valuation of Land Act. The tribunal reviews
any decision of a Valuation Board of Review
referred by an objector who is dissatisfied
with the board’s decision.
The Northern Territory Architects Board
is constituted under the Architects Act to
authorise or refuse the registration of an
applicant (subject to conditions) as an
architect, an architectural partnership or an
architectural company.
Under the Crown Lands Act, the tribunal
can review a decision of the minister or
the Valuer-General on an objection to a
reappraisal of lease rent, an assessment of
compensation for improvements on land or
a determination to forfeit a lease of Crown
lands. The tribunal can also review a decision
of the minister or the Valuer-General under
the Special Purposes Leases Act.
It regulates the practice of architecture in the
Northern Territory and ensures the general
community can rely on the fact that persons using
the title ‘architect’ are qualified to perform their
professional role.
As required by the Act, the President and all
members of the tribunal are judges of the
Supreme Court.
Chair: Mr Ross Finocchiaro
Deputy Chair: Mr Richard Layton
Members:
Mr Robert Cova
Mr Bertram Birk
Ms Lynette Bennett
Registrar: Ms Christine West
Chair: Hon Brian Martin
(Chief Justice, Supreme Court
of the Northern Territory)
Members: Hon Justice Dean Mildren QC
Hon Justice Trevor Riley QC
Hon Justice Stephen Southwood
Registrar: Ms Margaret Rischbieth
Community Living Areas Tribunal
The Community Living Areas Tribunal is
constituted under part 8 of the Pastoral Land
Act as an independent body to consider and
make recommendations to the minister on
applications for the excision of Aboriginal
community living areas from pastoral leases.
Applications are referred to the tribunal by the
minister, who appoints two members.
One of the members is selected from
nominations provided by the Northern Territory
Cattlemen’s Association, and the other from
nominations provided by the relevant land council.
The two members, and chair or deputy chair,
comprise the tribunal for the purpose of
hearing a particular matter.
Chair: Mr Hugh Bradley
Deputy Chair: Ms Raelene Webb
Members as nominated by the Northern Territory
Cattlemen’s Association:
Mr Bob Lee
Mr Jim Forwood
Mr Paul Vanderleur
Mr Sam Goldsworthy
Mr John Armstrong
Mr Bill Prior
Mr Val Dyer
Mr John Hagan
Members as nominated by the Northern Land
Council:
Mr Michael O’Donnell
Ms Jenny Blockland
Ms Toni Bauman
Mr David Dalrymple
Mr Paul Walsh
Mr Michael Prowse
Action Officer: Ms Christine West
08 PART 8: Committees and Boards
Commercial Passenger Vehicle Board
The Commercial Passenger Vehicle Board
is a statutory body under the Commercial
Passenger (Road) Transport Act. The board
provides advice to the minister on all matters
relating to commercial passenger vehicles.
Chair: Mr Chris Bigg
Members:
Mrs Mary Johnson
Dr Siva Ram Vemuri
Mr Aaron Blasch
Mr Simon Webb
Mr Glenn Aitchison
Mr Gerry Copeland
Mr Nicholas Papandonakis
Executive Officer: Ms Glenda Thornton
Building Practitioners Board
The Building Practitioners Board was established
under the Building Act to ensure that qualifications
and performance of building practitioners match their
responsibilities under the Act.
The Northern Territory’s building control system is
supported by private sector certification. Building
practitioners are responsible for certifying, within
their respective level of registration, that building
works are designed and constructed in accordance
with the Building Act, the Building Code of Australia,
and associated Australian standards. Building
practitioners must be registered with the Building
Practitioners Board.
Chair: Mr Dick Guit
Deputy Chair: Ms Penny Whinney-Houghton
Members:
Mr Robert Cox
Mr Brendan Meney
Mr Peter Naylor
Mr Paul Nowland
Mr Bede Rodeghiero
Mr John Stewart
Mr Jim Williams
Registrar: Ms Vicki Goudie
Development Consent Authority
The Development Consent Authority determines development applications under the Planning Act and NT Planning
Scheme, and conducts hearings into other matters as requested by the minister under the provisions of the Act. The
minister may direct the DCA generally under section 85(1) of the Planning Act.
Members at 25 February 2011 were: CHAIRMAN:
Peter McQueen
Alice Springs:
John McBride
Libby Prell
Brendan Heenan
Sandy Taylor
Samih Habib Bitar (alternate for S Taylor & B Heenan)
Batchelor:
Vacant
Richard Luxton
Andrew Turner
Bruce Jones
Linda Douglas (alternate for A Turner & B Jones)
Darwin:
Grant Tambling
David Hibbert
Bob Elix
Heather Sjoberg
Garry Lambert (alternate for B Elix & H Sjoberg)
Katherine:
Ian Palmer
Barry Densley
Anne Shepherd
Jodie Locke
Trevor Ford (alternate for A Shepherd & J Locke)
Litchfield:
Keith Aitken
Richard Luxton
Mary Walshe
Michael Bowman
Lissa Herrmann (alternate for M Walshe & M Bowman)
Palmerston:
Steve Ward
Jeffrey Porter
Susan McKinnon
Graeme Chin
Ian Abbott (alternate for S Mc Kinnon & G Chin)
Tennant Creek:
Ray Wallis
Vacant
Hal Ruger
William Boulter
Barb Shaw (alternate for H Ruger and W Boulter)
09
PART 9
Financial Statements
DEPARTMENT OF LANDS AND PLANNING
GOVERNMENT BUSINESS DIVISION – DARWIN BUS SERVICE
Department of Lands and Planning
Financial Report
FINANCIAL STATEMENT OVERVIEW
For the year ended 30 June 2011
The Department of Lands and Planning (the Department) through its Corporate Plan 2011-14 continues to shape
the built environment to enable communities to grow and develop and to meet the current and emerging needs
for land, transport systems and other infrastructure. The Agency outputs are Lands, Planning, Transport and the
Statutory Body: NT Build.
Comprehensive Operating Statement (Financial Performance)
The Department’s total income of $240.4 million is higher than the previous year’s (2010: $215 million),
predominantly due to increased funding of $3 million for repairs and maintenance to Territory roads and additional
funding of $15 million received under the National Disaster Relief and Recovery Arrangements (NDRRA) for damage
to Territory roads due to Tropical Cyclone Carlos. In addition, Output Appropriation increased for strategic planning
activities to fund the preliminary studies towards the new City of Weddell ($1.95 million), land and boundary surveys
to support new developments in housing and infrastructure in Territory Growth Towns ($1.73 million), new school
bus services for Roseberry ($0.98 million) and the new bus trials under the Integrated Regional Transport Strategy
($1.95 million).
The increase in repairs and maintenance expenditure and strategic planning activities in 2011 has influenced the
increase in total expenses of $299.5 million compared with last year (2010: $258.7 million). A depreciation expense
of $37.2 million (2010: $34.6 million) has also contributed to total expenses, as a result of the significant amount of
infrastructure assets completed and capitalised during the year.
The Department incurred a net deficit of $59.1 million (2010: $43.68 million) primarily relating to the depreciation
expense of $37.2 million, which is not funded under the Territory’s Financial Management Framework. Compared
to budget, the net deficit is higher than anticipated by $15.2 million. This is mainly due to the non cash write down
of works in progress totalling $9.5 million due to capital works projects not meeting the asset capitalisation criteria,
and capital grants of $3 million relating to non-government assets.
Balance Sheet
The Agency’s net assets at the end of the year were $2.9 billion (2010: $2.8 billion); an increase of $125 million,
primarily due to the completion and capitalisation of $130 million worth of infrastructure works in progress. Of the
works in progress completed during the year, $110 million relates to roads assets. The Agency’s major buildings
were uplifted by $2.1 million as part of the rolling revaluation plan facilitated through NT Treasury. Land under
development was re-valued upward by $75.8 million, of which $9.4 million was disposed during the year and $32.7
million was transferred to Land Held for Sale.
Cash Flow Statements
The cash at the end of the financial year was $13.1 million (2010: $37.8 million), and this was largely made up of
Commonwealth funding received in advance for infrastructure investment to be carried over into the next financial
year. The cash-at-bank balance has decreased significantly in comparison to last year due to the use of cash
balances for Commonwealth roads Nation Building projects, offset by proceeds from asset sales of $22.4 million
relating primarily to the sale of land in Bellamack and Johnston.
Purchases of assets of $133.2 million is less than last year’s (2010: $154.5 million), which mainly comprises roads
infrastructure works payments. The reduced spend on roads infrastructure works was a result of the longer-thanusual wet season, which adversely impacted access to regions by departmental staff and contractors.
PART 9: Financial Statements 09
Financial Report
CERTIFICATION OF THE FINANCIAL STATEMENTS
We certify that the attached financial statements for the Department of Lands and Planning have been prepared
from proper accounts and records in accordance with the prescribed format, the Financial Management Act and
Treasurer’s Directions.
We further state that the information set out in the Comprehensive Operating Statement, Balance Sheet, Statement
of Changes in Equity, Cash Flow Statement, and notes to and forming part of the financial statements, presents
fairly the financial performance and cash flows for the year ended 30 June 2011 and the financial position on
that date.
At the time of signing, we are not aware of any circumstances that would render the particulars included in the
financial statements misleading or inaccurate.
…………………………………. ……………………………….
David RitchieJasmin Aldenhoven
Chief Executive
30 August 2011
09 PART 9: Financial Statements
Chief Financial Officer
30 August 2011
COMPREHENSIVE OPERATING STATEMENT
NOTE
2011
$’000
2010
$’000
INCOME
Grants and Subsidies Revenue
Current
Capital
Appropriation
Output
Commonwealth
Sales of Goods and Services
Goods and Services Received Free of Charge
Gain/(Loss) on Disposal of Assets
Other Income
TOTAL INCOME
4
5
3
831
-
698
1,745
193,414
18,804
10,824
5,910
8,300
2,314
167,302
25,451
9,967
6,954
(724)
3,616
240,397
215,009
43,174
40,885
70,553
113,210
3,629
37,210
15,785
60,321
101,223
3,338
34,620
7,101
2,949
8,640
4,316
3,968
3,812
3,421
299,466
258,689
(59,069)
(43,680)
13,413
64,742
78,155
5,574
51,150
56,724
19,086
13,044
EXPENSES
Employee Expenses
Administrative Expenses
Purchases of Goods and Services
Repairs and Maintenance
Property Management
Depreciation and Amortisation
Other Administrative Expenses
Grants and Subsidies Expenses
Current
Capital
Community Service Obligations
TOTAL EXPENSES
6
10, 11
3
NET SURPLUS/(DEFICIT)
OTHER COMPREHENSIVE INCOME
Transfers From Reserves on Disposal of Assets
Revaluation Surplus
TOTAL OTHER COMPREHENSIVE INCOME
15
COMPREHENSIVE RESULT
The Comprehensive Operating Statement is to be read in conjunction with the notes to the financial statements.
BALANCE SHEET
As at 30 June 2011
NOTE
2011
$’000
2010
$’000
7
8
13,070
7,320
24
34,225
54,639
37,763
6,324
18
6,241
50,346
4,226
2,903,409
168
2,907,803
2,962,442
4,431
2,775,624
170
2,780,225
2,830,571
12
13
14
2,074
15,018
4,765
21,857
2,496
8,347
4,572
15,415
14
1,780
1,780
23,637
1,690
1,690
17,105
2,938,805
2,813,466
1,456,547
1,566,020
(83,762)
2,938,805
1,350,294
1,501,278
(38,106)
2,813,466
ASSETS
Current Assets
Cash and Deposits
Receivables
Prepayments
Other Assets
Total Current Assets
Non-Current Assets
Advances and Investments
Property, Plant and Equipment
Heritage and Cultural Assets
Total Non-Current Assets
TOTAL ASSETS
9
10
11
LIABILITIES
Current Liabilities
Deposits Held
Payables
Provisions
Total Current Liabilities
Non-Current Liabilities
Provisions
Total Non-Current Liabilities
TOTAL LIABILITIES
NET ASSETS
EQUITY
Capital
Reserves
Accumulated Funds
TOTAL EQUITY
15
The Balance Sheet is to be read in conjunction with the notes to the financial statements.
STATEMENT OF CHANGES IN EQUITY
NOTE
2010-11
Accumulated Funds
Transfers from Reserves
Reserves
15
Capital – Transactions with Owners
Equity Injections
Capital Appropriation
Equity Transfers In
Other Equity Injections
National Partnership Payments
Commonwealth - Capital
Equity Withdrawals
Capital Withdrawal
Equity Transfers Out
(59,069)
13,413
(45,656)
-
(97,175)
13,413
(83,762)
1,501,278
1,501,278
64,742
64,742
-
1,566,020
1,566,020
-
-
1,350,294
-
59,196
29,518
34,881
4,291
59,196
29,518
34,881
4,291
19,086
(1,257)
(20,376)
106,253
106,253
(1,257)
(20,376)
1,456,547
2,938,805
-
(43,680)
5,574
(38,106)
-
(43,680)
5,574
(38,106)
-
51,150
51,150
1,450,128
1,450,128
1,501,278
1,501,278
1,350,294
2,813,466
15
Total Equity at End of Financial Year
(38,106)
(38,106)
-
2009-10
Accumulated Funds
Transfers from Reserves
Capital – Transactions with Owners
Equity Injections
Equity Transfers In
National Partnership Payments
Commonwealth - Capital
Equity Withdrawals
Capital Withdrawal
Equity Transfers Out
Comprehensive
result
$’000
1,350,294
Reserves
Equity at
1 July
$’000
Transactions
with owners
in their
capacity as
owners
$’000
Equity at
30 June
$’000
-
-
55,111
1,181,680
24,924
96,691
4,600
55,111
1,181,680
24,924
96,691
4,600
-
-
(154)
(12,557)
1,350,294
2,800,422
(154)
(12,557)
1,350,294
2,813,466
13,044
This Statement of Changes in Equity is to be read in conjuction with the notes to the financial statements.
CASH FLOW STATEMENT
NOTE
CASH FLOWS FROM OPERATING ACTIVITIES
Operating Receipts
Grants and Subsidies Received
Current
Capital
Appropriation
Output
Commonwealth
Receipts From Sales of Goods and Services
Total Operating Receipts
Operating Payments
Payments to Employees
Payments for Goods and Services
Grants and Subsidies Paid
Current
Capital
Total Operating Payments
Net Cash From / Used In Operating Activities
CASH FLOWS FROM INVESTING ACTIVITIES
Investing Receipts
Proceeds from Asset Sales
Total Investing Receipts
Investing Payments
Purchases of Assets
Advances and Investing Payments
Total Investing Payments
Net Cash Used In Investing Activities
16
5
CASH FLOWS FROM FINANCING ACTIVITIES
Financing Receipts
Deposits Received
Equity Injections
Commonwealth Appropriation
Total Financing Receipts
Financing Payments
Finance Lease Payments
Equity Withdrawals
Total Financing Payments
Net Cash From Financing Activities
Net Increase/(Decrease) in Cash Held
Cash at Beginning of Financial Year
CASH AT END OF FINANCIAL YEAR
7
2011
$’000
2010
$’000
831
-
698
1,745
193,414
18,804
43,072
256,121
167,302
25,451
15,370
210,566
(42,741)
(210,610)
(34,041)
(164,132)
(2,949)
(6,096)
(4,316)
(266,712)
(10,591)
(3,968)
(3,812)
(3,421)
(209,374)
1,192
22,434
22,434
7,530
7,530
(133,226)
(133,226)
(110,792)
(154,492)
(134)
(154,626)
(147,096)
(422)
2,496
59,196
39,172
97,946
55,111
101,290
24,924
183,821
(1,257)
(1,257)
96,689
(154)
(154)
183,667
(24,693)
37,763
13,070
37,763
37,763
The Cash Flow Statement is to be read in conjunction with the notes to the financial statements.
NOTES TO THE FINANCIAL STATEMENT
INDEX OF NOTES TO THE FINANCIAL STATEMENTS
1.
2.
3.
Objectives and Funding
Statement of Significant Accounting Policies
Comprehensive Operating Statement by Division
INCOME
4.
5.
Gain / Loss on Disposal of Assets
EXPENSES
6.
ASSETS
7.
8.
9.
10.
11.
Cash and Deposits
Receivables
Assets Held for Sale
LIABILITIES
12.
13
14.
Deposits Held
Payables
Provisions
EQUITY
15.
Reserves
OTHER DISCLOSURES
16.
17.
18.
19.
20.
21.
22.
23.
78 Notes to the Cash Flow Statement
Financial Instruments
Commitments
Contingent Liabilities and Contingent Assets
Events Subsequent to Balance Date
Accountable Officer’s Trust Account
Write-offs, Postponements, Waivers, Gifts and Ex Gratia Payments
Schedule of Territory Items
NOTES TO THE FINANCIAL STATEMENTS
1.
OBJECTIVES AND FUNDING
The Department of Lands and Planning provides Government with strategic plans and policies to meet current
and emerging needs for land, transport systems and other infrastructure to support economic growth. Additional
information on key functional responsibilities of the Department can be found in the Performance Reporting section
of the Annual Report.
The Department is predominantly funded by, and is dependent on, the receipt of Parliamentary appropriations. The
financial statements encompass all funds through which the Agency controls resources to carry on its functions
and deliver outputs. For reporting purposes, outputs delivered by the Agency are summarised into several Output
Groups. Note 3 provides summary financial information in the form of a Comprehensive Operating Statement by
Output Group.
2.
STATEMENT OF SIGNIFICANT ACCOUNTING POLICIES
(a)
Basis of Accounting
The financial statements have been prepared in accordance with the requirements of the Financial Management
Act and related Treasurer’s Directions. The Financial Management Act requires the Department to prepare financial
statements for the year ended 30 June based on the form determined by the Treasurer. The form of Agency financial
statements is to include:
(i)
(ii)
(iii)
(iv)
(v)
(vi)
a Certification of the Financial Statements
a Comprehensive Operating Statement
a Balance Sheet
a Statement of Changes in Equity
a Cash Flow Statement
applicable explanatory notes to the financial statements.
The financial statements have been prepared using the accrual basis of accounting, which recognises the effect
of financial transactions and events when they occur, rather than when cash is paid out or received. As part of the
preparation of the financial statements, all intra-agency transactions and balances have been eliminated.
Except where stated, the financial statements have also been prepared in accordance with the historical
cost convention.
The form of the Agency financial statements is also consistent with the requirements of Australian Accounting
Standards. The effects of all relevant new and revised Standards and Interpretations issued by the Australian
Accounting Standards Board (AASB) that are effective for the current annual reporting period have been evaluated.
The Standards and Interpretations and their impacts are:
AASB 2009-5 Further Amendments to Australian Accounting Standards arising from the Annual Improvements
Project [AASB 5, 8, 101, 107, 117, 118, 136 & 139]
A number of amendments are largely technical, clarifying particular terms or eliminating unintended consequences.
Other changes include current/non-current classification of convertible instruments, the classification of expenditure
on unrecognised assets in the cash flow statement and the classification of leases of land and buildings. The
Standard does not impact the Financial Statements.
(b)
Australian Accounting Standards and Interpretations Issued but not yet Effective
At the date of authorisation of the financial statements, the Standards and Interpretations listed below were in issue
but not yet effective.
AASB 124 Related Party Disclosures
The Standard provides for government-related entities to be granted partial exemption from related party disclosure
requirements, which became effective for annual reporting periods beginning on or after 1 January 2011.
AASB 2009-12 Amendments to Australian Accounting Standards [AASB 5, 8, 108, 110, 112, 119, 133, 137,
139, 1023 & 1031 and Interpretations 2, 4, 16, 1039 & 1052]
The Standard amends AASB 8 Operating Segments to require an entity to exercise judgement in assessing
whether a government and entities known to be under the control of that government are considered a single
customer for purposes of certain operating segment disclosures. This Standard also makes numerous editorial
amendments to other Standards and becomes effective for annual reporting periods beginning on or after 1
January 2011.
Project [AASB 1, 7, 101 & 134 and Interpretation 13]
The Standard contains key amendments including the clarification of content of statement of changes in equity
(AASB 101) and financial instrument disclosures (AASB 7) and becomes effective for annual reporting periods
beginning on or after 1 January 2011.
AASB 2010-5 Amendments to Australian Accounting Standards [AASB 1, 3, 4, 5, 101, 107, 112, 118, 119, 121,
132, 133, 134, 137, 139, 140, 1023 & 1038 and Interpretations 112, 115, 127, 132 & 1042]
The Standard makes numerous editorial amendments to a range of Standards and Interpretations and becomes
effective for annual reporting periods beginning on or after 1 January 2011.
Interpretation 4
The Interpretation provides guidance on identifying lease arrangements and becomes effective for annual reporting
periods beginning on or after 1 January 2011.
AASB 2010-6 Amendments to Australian Accounting Standards – Disclosures on Transfers of Financial Assets
Amendments to the Standard AASB 7 Financial Instruments: Disclosures introduces additional disclosures
designed to allow users of financial statements to improve their understanding of transfer transactions of financial
assets and becomes effective for annual reporting periods beginning on or after 1 July 2011.
AASB 9 Financial Instruments, AASB 2009-11 Amendments to Australian Accounting Standards arising from AASB
9, AASB 2010-7 Amendments to Australian Accounting Standards arising from AASB 9 (Dec 2010)
AASB 9 simplifies requirements for the classification and measurement of financial assets and liabilities resulting
from Phase 1 of the IASB’s project to replace IAS 39 Financial instruments: recognition and measurement (AASB
139 Financial Instruments: recognition and measurement).
The potential effect of the revised Standards and Interpretations on the Agency’s financial statements has not yet
been determined.
(c)
Agency and Territory Items
The financial statements of the Department include income, expenses, assets, liabilities and equity over which the
Department has control (Agency items). Certain items, while managed by the Agency, are controlled and recorded
by the Territory rather than the Agency (Territory items). Territory items are recognised and recorded in the Central
Holding Authority as discussed below.
Central Holding Authority
The Central Holding Authority is the ‘parent body’ that represents the Government’s ownership interest in
Government-controlled entities.
The Central Holding Authority also records all Territory items, such as income, expenses, assets and liabilities
controlled by the Government and managed by agencies on behalf of the Government. The main Territory item is
Territory income, which includes taxation and royalty revenue, Commonwealth general purpose funding (such as
GST revenue), fines, and statutory fees and charges.
The Central Holding Authority also holds certain Territory assets not assigned to agencies as well as certain Territory
liabilities that are not practical or effective to assign to individual agencies, such as unfunded superannuation and
long service leave.
The Central Holding Authority recognises and records all Territory items, and as such, these items are not included
in the Agency’s financial statements. However, as the Agency is accountable for certain Territory items managed on
behalf of Government, these items have been separately disclosed in note 23 - Schedule of Territory Items.
(d)
Comparatives
Where necessary, comparative information for the 2009-10 financial year has been reclassified to provide
consistency with current year disclosures.
(e)
Presentation and Rounding of Amounts
Amounts in the financial statements and notes to the financial statements are presented in Australian dollars and
have been rounded to the nearest thousand dollars, with amounts of $500 or less being rounded down to zero.
(f)
Changes in Accounting Policies
There are no changes to accounting policies adopted in 2010-11 as a result of management decisions.
(g)
Accounting Judgements and Estimates
The preparation of the financial report requires the making of judgements and estimates that affect the recognised
amounts of assets, liabilities, revenues and expenses and the disclosure of contingent liabilities. The estimates
and associated assumptions are based on historical experience and various other factors that are believed to
be reasonable under the circumstances, the results of which form the basis of making the judgements about the
carrying values of assets and liabilities that are not readily apparent from other sources. Actual results may differ
from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are
recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the
revision and future periods if the revision affects both current and future periods.
Judgements and estimates that have significant effects on the financial statements are disclosed in the relevant
notes to the financial statements. Notes that include significant judgements and estimates are:
(h)

Employee Benefits – Note 2 (v) and Note 14: Non-current liabilities in respect of employee benefits are
measured as the present value of estimated future cash outflows based on the appropriate Government bond
rate, estimates of future salary and wage levels and employee periods of service.

Contingent Liabilities – Note 19: The present value of material quantifiable contingent liabilities are calculated
using a discount rate based on the published 10-year government bond rate.

Doubtful Debts - Note 2 (n) and Note 8: Receivables & 17: Financial Instruments.

Depreciation and Amortisation – Note 2(k), Note 10: Property, Plant and Equipment and Note 11: Heritage and
Cultural Assets.
Goods and Services Tax
Income, expenses and assets are recognised net of the amount of Goods and Services Tax (GST), except where
the amount of GST incurred on a purchase of goods and services is not recoverable from the Australian Tax Office
(ATO). In these circumstances, the GST is recognised as part of the cost of acquisition of the asset or as part of
the expense.
Receivables and payables are stated with the amount of GST included. The net amount of GST recoverable from, or
payable to, the ATO is included as part of receivables or payables in the Balance Sheet.
Cash flows are included in the Cash Flow Statement on a gross basis. The GST components of cash flows arising
from investing and financing activities, which are recoverable from or payable to the ATO, are classified as operating
cash flows. Commitments and contingencies are disclosed net of the amount of GST recoverable or payable unless
otherwise specified.
(i)
Income Recognition
Income encompasses both revenue and gains.
Income is recognised at the fair value of the consideration received, exclusive of the amount of Goods and Services
Tax (GST). Exchanges of goods or services of the same nature and value without any cash consideration being
exchanged are not recognised as income.
Grants and Other Contributions
Grants, donations, gifts and other non-reciprocal contributions are recognised as revenue when the Agency obtains
control over the assets comprising the contributions. Control is normally obtained upon receipt.
Contributions are recognised at their fair value. Contributions of services are only recognised when a fair value can
be reliably determined and the services would be purchased if not donated.
Appropriation
Output Appropriation is the operating payment to each agency for the outputs they provide and is calculated as
the net cost of Agency outputs after taking into account funding from Agency income. It does not include any
allowance for major non-cash costs, such as depreciation.
Commonwealth appropriation follows from the Intergovernmental Agreement on Federal Financial Relations,
resulting in Special Purpose Payments and National Partnership payments being made by the Commonwealth
Treasury to state treasuries, in a manner similar to arrangements for GST payments. These payments are
received by Treasury on behalf of the Central Holding Authority and then on-passed to the relevant agencies as
Commonwealth Appropriation.
Revenue in respect of Appropriations is recognised in the period in which the Agency gains control of the funds.
Sale of Goods
Revenue from the sale of goods is recognised (net of returns, discounts and allowances) when:

the significant risks and rewards of ownership of the goods have transferred to the buyer

the Agency retains neither continuing managerial involvement to the degree usually associated with ownership
nor effective control over the goods sold

the amount of revenue can be reliably measured

it is probable that the economic benefits associated with the transaction will flow to the Agency

the costs incurred or to be incurred in respect of the transaction can be measured reliably.
Rendering of Services
Revenue from rendering services is recognised by reference to the stage of completion of the contract. The revenue
is recognised when:

the amount of revenue, stage of completion and transaction costs incurred can be reliably measured

it is probable that the economic benefits associated with the transaction will flow to the entity.
Interest Revenue
Interest revenue is recognised as it accrues, taking into account the effective yield on the financial asset.
Goods and services received free of charge are recognised as revenue when a fair value can be reliably determined
and the resource would have been purchased if it had not been donated. Use of the resource is recognised as an
expense.
Disposal of Assets
A gain or loss on disposal of assets is included as a gain or loss on the date control of the asset passes to the
buyer, usually when an unconditional contract of sale is signed. The gain or loss on disposal is calculated as the
difference between the carrying amount of the asset at the time of disposal and the net proceeds on disposal. Refer
also to note 5.
Contributions of Assets
Contributions of assets and contributions to assist in the acquisition of assets, being non-reciprocal transfers, are
recognised, unless otherwise determined by Government, as gains when the Agency obtains control of the asset or
contribution. Contributions are recognised at the fair value received or receivable.
(j)
Repairs and Maintenance Expenses
Funding is received for repairs and maintenance works associated with Agency assets as part of Output Revenue.
Costs associated with repairs and maintenance works on Agency assets are expensed as incurred.
(k)
Items of property, plant and equipment, including buildings but excluding land and road formation, have limited
useful lives and are depreciated or amortised using the straight-line method over their estimated useful lives.
Amortisation applies in relation to intangible non-current assets with limited useful lives and is calculated and
accounted for in a similar manner to depreciation.
The estimated useful lives for each class of asset are in accordance with the Treasurer’s Directions and are
determined as follows:
Buildings
Infrastructure Assets
Bridges
Sealed pavement
Unsealed pavement
Road formation
Street lights and traffic control systems
Plant and Equipment
Leased Plant and Equipment
2011
20 – 50 years
2010
20 – 50 years
70 years
40 years
8 years
Infinite – not depreciated
15 - 20 years
4 - 15 years
Lease term
100 years
70 years
40 years
8 years
Infinite – not depreciated
15 - 20 years
4 - 15 years
Lease term
100 years
Assets are depreciated or amortised from the date of acquisition or from the time an asset is completed and held
ready for use
(l)
Interest Expenses
Interest expenses include interest and finance lease charges. Interest expenses are expensed in the period in which
they are incurred.
(m)
Cash and Deposits
For the purposes of the Balance Sheet and the Cash Flow Statement, cash includes cash on hand, cash at bank
and cash equivalents. Cash equivalents are highly liquid short-term investments that are readily convertible to cash.
Cash at bank includes monies held in the Accountable Officer’s Trust Account (AOTA) that are ultimately payable to
the beneficial owner – refer also to note 21.
(n)
Receivables
Receivables include accounts receivable and other receivables and are recognised at fair value less any allowance
for impairment losses.
The allowance for impairment losses represents the amount of receivables the Agency estimates are likely to
be uncollectible and are considered doubtful. Analyses of the age of the receivables that are past due as at the
reporting date are disclosed in an aging schedule under credit risk in Note 17 Financial Instruments.
Reconciliation of changes in the allowance accounts is also presented.
Accounts receivable are generally settled within 30 days and other receivables within 30 days.
(o)
Advances and Investments include the Home Building Certification Fund (HBCF). In the Northern Territory, the
HBCF Owner Builder Insurance is the mandatory insurance cover required under the Building Act and obtained
through the Territory Insurance Office. This insurance policy provides cover to future owners of the home for the
rectification of any non-compliant building work for a period of 10 years from the completion of the building.
(p)
Acquisitions
All items of property, plant and equipment with a cost, or other value, equal to or greater than $10 000 are
recognised in the year of acquisition and depreciated as outlined below. Items of property, plant and equipment
below the $10 000 threshold are expensed in the year of acquisition.
The construction cost of property, plant and equipment includes the cost of materials and direct labour, and an
appropriate proportion of fixed and variable overheads.
Complex Assets
Major items of plant and equipment comprising a number of components that have different useful lives, are
accounted for as separate assets. The components may be replaced during the useful life of the complex asset.
Subsequent Additional Costs
Costs incurred on property, plant and equipment subsequent to initial acquisition are capitalised when it is probable
that future economic benefits in excess of the originally assessed performance of the asset will flow to the Agency
in future years. Where these costs represent separate components of a complex asset, they are accounted for as
separate assets and are separately depreciated over their expected useful lives.
Construction (Work in Progress)
As part of its Financial Management Framework, the Department is responsible for managing general government
capital works projects on a whole-of-government basis. Therefore, appropriation for some capital works is
provided directly to the Department and the cost of construction work in progress is recognised as an asset of that
Department. Once completed, capital works assets are transferred to the Agency. Road Networks capital works is
managed directly by the Department and delivered through Construction Division.
Land Under Roads
Land under roads is land roadways and road reserves, including land under footpaths, nature strips and median
strips. The Department has elected in accordance with AASB 1051 and AASB 116 to recognise land under roads
acquired at cost upon acquisition, and applies the transitional provisions existing for land under roads where they
are not able to be reliably measured.
(q)
Revaluations and Impairment
Revaluation of Assets
Subsequent to initial recognition, assets belonging to the following classes of non-current assets are re-valued with
sufficient regularity to ensure that the carrying amount of these assets does not differ materially from their fair value
at reporting date:

Land

Buildings

Infrastructure assets

Heritage and cultural assets.
Fair value is the amount for which an asset could be exchanged, or liability settled, between knowledgeable, willing
parties in an arm’s length transaction.
The fair value of the Department’s infrastructure assets is based on their depreciated replacement cost.
Plant and equipment are stated at historical cost less depreciation, which is deemed to equate to fair value.
The unique nature of some of the heritage and cultural assets may preclude reliable measurement. Such assets
have not been recognised in the financial statements.
Impairment of Assets
An asset is said to be impaired when the asset’s carrying amount exceeds its recoverable amount.
Non-current Agency assets are assessed for indicators of impairment on an annual basis. If an indicator of
impairment exists, the Agency determines the asset’s recoverable amount. The asset’s recoverable amount is
determined as the higher of the asset’s depreciated replacement cost and fair value less costs to sell. Any amount
by which the asset’s carrying amount exceeds the recoverable amount is recorded as an impairment loss.
Impairment losses are recognised in the Comprehensive Operating Statement .They are disclosed as an expense
unless the asset is carried at a revalued amount. Where the asset is measured at a revalued amount, the impairment
loss is offset against the Asset Revaluation Surplus for that class of asset to the extent that an available balance
exists in the Asset Revaluation Surplus.
In certain situations, an impairment loss may subsequently be reversed. Where an impairment loss is subsequently
reversed, the carrying amount of the asset is increased to the revised estimate of its recoverable amount. A reversal
of an impairment loss is recognised in the Comprehensive Operating Statement as income, unless the asset is
carried at a revalued amount, in which case the impairment reversal results in an increase in the Asset Revaluation
Surplus. Note 15 provides additional information in relation to the Asset Revaluation Surplus.
(r)
Assets held for sale consists of those assets that management has determined are available for immediate sale in
their present condition, and their sale is highly probable within the next 12 months.
These assets are measured at the lower of the asset’s carrying amount and fair value less costs to sell. These
assets are not depreciated. Non-current assets held for sale have been recognised on the face of the financial
statements as current assets. Refer to note 9.
(s)
Leased Assets
Leases under which the Agency assumes substantially all the risks and rewards of ownership of an asset are
classified as finance leases. Other leases are classified as operating leases.
Finance Leases
Finance leases are capitalised. A leased asset and a lease liability equal to the present value of the minimum lease
payments are recognised at the inception of the lease.
Lease payments are allocated between the principal component of the lease liability and the interest expense.
Operating Leases
Operating lease payments made at regular intervals throughout the term are expensed when the payments are due,
except where an alternative basis is more representative of the pattern of benefits to be derived from the leased
property. Lease incentives under an operating lease of a building or office space is recognised as an integral part of
the consideration for the use of the leased asset. Lease incentives are to be recognised as a deduction of the lease
expenses over the term of the lease.
(t)
Deposits Held
Deposits held includes the Accountable Officer’s Trust Account (AOTA), clearing monies, and non-Government
works, which consists of financial obligations payable within the next 12 months. The AOTA is for the receipt of
monies to be held in trust in accordance with Section 7 of the Financial Management Act. Clearing monies are
public monies held in transit. Non-Government works are transactions relating to a recoverable works project that
will not become a Territory Government asset upon completion.
(u)
Payables
Liabilities for accounts payable and other amounts payable are carried at cost, which is the fair value of the
consideration to be paid in the future for goods and services received, whether or not billed to the Agency.
Accounts payable are normally settled within 30 days.
(v)
Employee Benefits
Provision is made for employee benefits accumulated as a result of employees rendering services up to the
reporting date. These benefits include wages and salaries and recreation leave. Liabilities arising in respect of
wages and salaries and recreation leave and other employee benefit liabilities that fall due within 12 months of
reporting date are classified as current liabilities and are measured at amounts expected to be paid. Non-current
employee benefit liabilities that fall due after 12 months of the reporting date are measured at present value,
calculated using the Government long-term bond rate.
No provision is made for sick leave, which is non-vesting, as the anticipated pattern of future sick leave to be taken
is less than the entitlement accruing in each reporting period.
Employee benefit expenses are recognised on a net basis in respect of the following categories; and

wages and salaries, non-monetary benefits, recreation leave, sick leave and other leave entitlements

other types of employee benefits.
As part of the Financial Management Framework, the Central Holding Authority assumes the long service leave
liabilities of Government Agencies, including the Department of Lands and Planning, and as such no long service
leave liability is recognised in Agency financial statements.
(w)
Superannuation
Employees’ superannuation entitlements are provided through the:

NT Government and Public Authorities Superannuation Scheme (NTGPASS)

Commonwealth Superannuation Scheme (CSS)

non-government employee-nominated schemes for those employees commencing on or after
10 August 1999.
The Agency makes superannuation contributions on behalf of its employees to the Central Holding Authority or
non-government employee nominated schemes. Superannuation liabilities related to government superannuation
schemes are held by the Central Holding Authority and as such are not recognised in Agency financial statements.
(x)
Contributions by and Distributions to Government
The Agency may receive contributions from Government where the Government is acting as owner of the Agency.
Conversely, the Agency may make distributions to Government. In accordance with the Financial Management Act
and Treasurer’s Directions, certain types of contributions and distributions, including those relating to administrative
restructures, have been designated as contributions by, and distributions to, Government. These designated
contributions and distributions are treated by the Agency as adjustments to equity.
The Statement of Changes in Equity provides additional information in relation to contributions by, and distributions
to, Government.
(y)
Commitments
Disclosures in relation to capital and other commitments, including lease commitments, are shown at note 18 and
are consistent with the requirements contained in AASB 101, AASB 116 and AASB 117.
Commitments are those contracted as at 30 June where the amount of the future commitment can be
reliably measured.
3
Note
4
5
6
10,11
13,413
62,250
75,663
73,446
219
500
44,872
(2,217)
14,148
1,466
1,159
12,115
15,265
28,771
2,145
2,302
8,300
306
42,655
831
-
2011
$’000
Lands
5,574
8,674
14,248
11,571
2010
$’000
698 27,098
- 2,160
2,744 (770) 489 32,419
15,123 13,385 2,338
951
2,800
239
260
35,096
(2,677) (5,401)
5,367
21,262
(5,401)
8,311
2,374
26
437
4,747
15,382
47
431
1
15,861
-
2011
$’000
Planning
1,947
2010
$’000
10,771 78
472
1 11,322 4,132
2,014
2,722
25
482
9,375
1,947
2,492
2,492
(48,959)
2,730
2,773
4,316
232,605
(51,451)
51,713
109,370
36,025
3,233
22,445
149,261
18,804
8,632
3,177
1,280
181,154
-
2011
$’000
42,476
42,476
(446)
2010
$’000
1,745
129,433
25,451
7,729
3,738
46
2,472
170,614
20,950
48,258
96,163 33,644 3,819 3,729 3,552 3,421 213,536
(42,922) Transport
This Comprehensive Operating Statement by Divisions is to be read in conjunction with the notes to the financial statements.
OTHER COMPREHENSIVE INCOME
Transfers From Reserves
Asset Revaluation Surplus
TOTAL OTHER COMPREHENSIVE INCOME
EXPENSES
Employee Expenses
Other Administrative Expenses
Grants and Subsidies Expenses
Current
Capital
TOTAL EXPENSES
NET SURPLUS/ (DEFICIT)
INCOME
Current
Capital
Appropriation
Output
Commonwealth
Gain on Disposal of Assets
Other Income
TOTAL INCOME
COMPREHENSIVE OPERATING
STATEMENT BY DIVISION
-
727
-
10
-
717
727
727
-
2011
$’000
(28)
2010
$’000
654
654
680
2
- - - - - - 682
(28) Statutory Body
13,413
64,742
78,155
19,086
2,949
8,640
4,316
299,466
(59,069)
74,182
113,210
37,210
15,785
43,174
193,414
18,804
10,824
5,910
8,300
2,314
240,397
831
-
2011
$’000
Total
5,574
51,150
56,724
13,044
2010
$’000
698 1,745
167,302
25,451
9,967
6,954
(724)
3,616
215,009
40,885
63,659
101,223
34,620
7,101
3,968
3,812
3,421
258,689
(43,680)
4.
$’000
$’000
5,910
5,910
6,954
6,954
22,434
14,134
8,300
7,530
8,254
(724)
7,554
3,770
GAIN ON DISPOSAL OF ASSETS1
Net proceeds from the disposal of non-current assets
Less: Carrying value of non-current assets disposed
Gain On The Disposal of Non-Current Assets
(1) 6.
2010
GOODS AND SERVICES RECEIVED FREE OF CHARGE
Corporate and Information Services
Total Goods and Services Received Free of Charge
5.
2011
Includes the sales from Land Held for Sale under Other Assets.
PURCHASES OF GOODS AND SERVICES
The net deficit has been arrived at after charging the following expenses:
Goods and Services Expenses:
Consultants (1)
Advertising
(2)
Marketing and Promotion
Document Production
(3)
Legal Expenses (4)
Recruitment (5)
Training and Study
Official Duty Fares
Travelling Allowance
Information Technology Charges(6)
Survey, Drafting and Drilling
Motor Vehicle Expenses
Agency Service Arrangements – Bus Contractors
7.
(1) Includes marketing, promotion and IT consultants.
(2) Does not include recruitment advertising or marketing and promotion advertising.
(3) Includes advertising for marketing and promotion but excludes marketing and promotion
consultants’ expenses, which are incorporated in the consultants category.
(4) Includes legal fees, claim and settlement costs.
(5) Includes recruitment related advertising costs.
(6) Excludes IT consultants.
274
1,201
1,283
536
124
405
181
149
122
661
432
179
7,818
466
407
165
7,814
4,271
1,148
30,224
2,758
1,265
32,976
29
13,041
13,070
29
37,734
37,763
CASH AND DEPOSITS
Cash on Hand
Cash at Bank
Total Cash and Deposits
88 221
8.
2011
2010
$’000
$’000
2,039
(379)
1,660
1,976
(272)
1,704
GST Receivables
5660
4,620
Total Receivables
7,320
6,324
34,225
34,225
6,241
6,241
RECEIVABLES
Current
Accounts Receivable
Less: Allowance for Impairment Losses
9.
ASSETS HELD FOR SALE
Land
Total Assets Held for Sale
Land held for sale consists of those assets deemed
available for sale in their present condition, and their sale is highly probable
within the next 12 months.
10.
2011
2010
$’000
$’000
272,114
231,207
64,982
(36,353)
28,629
45,439
(21,067)
24,372
3,874,727
(1,469,381)
2,405,346
3,745,014
(1,435,098)
2,309,916
193,554
193,554
206,113
206,113
7,334
(4,038)
3,296
6,563
(3,297)
3,266
31
(31)
-
31
(31)
-
1,182
(955)
227
1,155
(872)
283
1,525
(1,329)
196
1,502
(1,171)
331
485
(438)
47
485
(349)
136
2,903,409
2,775,624
PROPERTY, PLANT AND EQUIPMENT
Land
At Fair Value (1)
Buildings
At Fair Value
Less: Accumulated Depreciation
Infrastructure
At Fair Value (2)
Construction (Work in Progress)
At Capitalised Cost
Plant and Equipment
At Fair Value
Leased Plant and Equipment
At Capitalised Cost
Computer Software
At Capitalised Cost
Computer Hardware
At Capitalised Cost
Transport Equipment
At Capitalised Cost
Total Property, Plant and Equipment
Property, Plant and Equipment Valuations
(1) Land assets are held at market value where independent valuations determined by the Australian Valuation Office
(AVO) have been obtained. The fair value of land is determined based on any existing restrictions on asset use.
(2)
The fair value of the Agency’s Infrastructure assets is based on their depreciated replacement cost.
Impairment of Property, Plant and Equipment
Agency property, plant and equipment assets were assessed for impairment as at 30 June 2011. No impairment
adjustments were required as a result of this review.
(1,305)
3,499
2,063
28,629
1,804
(9,385)
5,387
-
75,835
(32,734)
272,114
Additions
Disposals
Depreciation
Additions/(Disposals) from Asset
Transfers
Depreciation written back on
Disposals/Assets Transfers
Revaluation Increments/(Decrements)
Impairment Losses
Impairment Losses Reversed
Transfer to Assets held for sale
Other Movements
Carrying Amount as at 30 June
2011
24,372
231,207
287
2,405,346
-
(34,837)
129,980
2,309,916
(9,600)
193,554
-
130,641
(133,600)
206,113
Buildings Infrastructure Construction
(Work in
Progress)
$’000
$’000
$’000
Carrying Amount as at 1 July 2010
$’000
Land
3,296
-
717
(737)
50
3,266
$’000
Plant &
Equipment
-
-
-
-
Leased
Plant &
Equipment
$’000
227
-
26
(82)
-
283
$’000
Computer
Software
2011 Property, Plant and Equipment Reconciliations
A reconciliation of the carrying amount of property, plant and equipment at the beginning and end of 2010-11 is set out
below:
10. PROPERTY, PLANT AND EQUIPMENT (continued)
196
-
23
(158)
-
331
$’000
Computer
Hardware
47
-
14
(89)
(14)
136
$’000
Transport
Equipment
78,185
(32,734)
(9,600)
2,903,409
-
133,225
(9,385)
(37,208)
5,302
2,775,624
$’000
Total
2010
Additions
Disposals
Depreciation
Additions/(Disposals) from Asset
Transfers
Depreciation written back on
Disposals/Assets Transfers
Revaluation Increments/(Decrements)
Impairment Losses
Impairment Losses Reversed
Transfer to Assets held for sale
Other Movements
Additions/(Disposals) from
Administrative Restructuring
605
-
14,248
278
24,372
-
-
231,207
677
(1,065)
397
23,758
$’000
Buildings
1,580
(8,241)
(9,510)
232,852
$’000
Land
2,309,916
41,871
-
-
1,070
(32,295)
91,041
2,208,229
$’000
Infrastructure
206,113
-
-
151,855
(60,028)
114,286
$’000
Construction
(Work in
Progress)
3,266
-
-
500
(925)
176
3,515
$’000
Plant &
Equipment
-
-
-
-
-
$’000
Leased Plant
& Equipment
283
-
-
112
(75)
-
246
$’000
Computer
Software
A reconciliation of the carrying amount of property, plant and equipment at the beginning and end of 2009-10 is set out below:
10. PROPERTY, PLANT AND EQUIPMENT (continued)
331
-
-
130
(169)
-
370
$’000
Computer
Hardware
136
-
27
136
(40)
(89)
-
102
$’000
Transport
Equipment
2,775,624
56,724
278
-
27
156,060
(8,281)
(34,618)
22,076
2,583,358
$’000
Total
11.
2011
2010
$’000
$’000
Carrying amount
At Fair Value
Written Down Value as at 30 June
183
(15)
168
183
(13)
170
Reconciliation of movements
Carrying Amount as at 1 July
Depreciation
Additions/(Disposal) from Administrative Restructuring
170
(2)
168
(2)
172
170
2,074
2,074
2,496
2,496
2,265
12,753
15,018
883
7,464
8,347
3,369
538
61
3,224
507
130
797
4,765
711
4,572
1,780
1,780
6,545
1,690
1,690
6,262
HERITAGE AND CULTURAL ASSETS
Heritage and Cultural Assets Valuation
The fair value of these assets was determined based on any existing restrictions on asset
use. Where reliable market values were not available, the fair value of Agency assets was
based on their depreciated replacement cost.
Impairment of Heritage and Cultural Assets
Agency heritage and cultural assets were assessed for impairment as at 30 June 2011.
No impairment adjustments were required as a result of this review.
12.
DEPOSITS HELD
Current
Deposits Held
Total Deposits Held
13.
PAYABLES
Accounts Payable
Accrued Expenses
Total Payables
14.
PROVISIONS
Current
Employee Benefits
Recreation Leave
Leave Loading
Other Employee Benefits
Other Current Provisions
Other Provisions
Non-Current
Employee Benefits
Recreation Leave
Total Provisions
The Agency employed 476 full time equivalent employees as at 30 June 2011.
(479 employees as at 30 June 2010).This includes NT Build employees and excludes empolyees of GBDs.
15.
2011
2010
$’000
$’000
1,501,278
75,835
2,063
257
(13,413)
64,742
1,566,020
1,450,128
14,248
605
41,871
(5,574)
51,150
1,501,278
2011
2010
$’000
$’000
(59,069)
(43,680)
37,210
9,747
14
(8,300)
2,546
1,310
34,620
724
1,260
(996)
(6)
6,671
196
86
(10,591)
(6,324)
(19)
8,347
5,553
711
1,192
RESERVES
Asset Revaluation Surplus
(i) Nature and Purpose of the Asset Revaluation Surplus
The asset revaluation surplus includes the net revaluation increments and decrements
arising from the revaluation of non-current assets. Impairment adjustments may also be
recognised in the Asset Revaluation Surplus.
(ii) Movements in the Asset Revaluation Surplus
Balance as at 1 July
Administrative Restructure
Increment – Land
Increment – Buildings
Increment – Infrastructure
Transfer to Accumulated Funds
Net Movements
Balance as at 30 June
16.
NOTES TO THE CASH FLOW STATEMENT
Reconciliation of Cash
The total of Agency Cash and Deposits of $13,070,000 recorded in the Balance Sheet
is consistent with that recorded as ‘cash’ in the Cash Flow Statement.
Reconciliation of Net Surplus/(Deficit) to Net Cash From Operating Activities
Net Surplus/(Deficit)
Non-Cash or Investing Activity Items:
Asset Write-Offs/Write-Downs(1)
Asset Donations/Gifts
(Gain)/ Loss on Disposal of Assets
Capital Grant
Repairs and Maintenance/Minor New Works
Changes in Assets and Liabilities:
Decrease/(Increase) in Receivables
Decrease/(Increase) in Prepayments
(Decrease)/Increase in Payables
(Decrease)/Increase in Provision for Employee Benefits
(Decrease)/Increase in Other Provisions
(Decrease)/Increase in Other Liabilities
Net Cash From Operating Activities
(1) 94 Includes the reduction in Advances and Investments.
17.
FINANCIAL INSTRUMENTS
A financial instrument is a contract that gives rise to a financial asset of one entity and a financial liability or equity
instrument of another entity. Financial instruments held by the Department of Lands and Planning include cash
and deposits, receivables, payables and finance leases. The Department has limited exposure to financial risks as
discussed below.
(a)
Categorisation of Financial Instruments
The carrying amounts of the Department of Lands and Planning financial assets and liabilities by category are
disclosed in the table below.
(b)
2011
2010
$’000
$’000
Financial Assets
Cash and deposits
Loans and receivables
13,070
5,910
37,763
6,154
Financial Liabilities
Fair value through profit and loss (FVTPL):
Designated as at FVTPL
16,882
10,806
Credit Risk
The Agency has limited credit risk exposure (risk of default). In respect of any dealings with organisations external
to Government, the Agency has adopted a policy of only dealing with credit-worthy organisations and obtaining
sufficient collateral or other security where appropriate, as a means of mitigating the risk of financial loss from
defaults.
The carrying amount of financial assets recorded in the financial statements, net of any allowances for losses,
represents the Agency’s maximum exposure to credit risk without taking account of the value of any collateral or
other security obtained.
Receivables
Receivable balances are monitored on an ongoing basis to ensure that exposure to bad debts is not significant. A
reconciliation and aging analysis of receivables is presented below.
2010-11
Not overdue
Overdue for less than 30 days
Overdue for 30 to 60 days
Overdue for more than 60 days
Total
Reconciliation of the Allowance for Impairment Losses
Opening
Written off during the year
Increase/(decrease) in allowance recognised in profit or loss
Total
Ageing of
Receivables
$’000
Ageing of Impaired
Receivables
$’000
Net Receivables
325
520
1,194
2,039
379
379
325
520
815
1,660
$’000
272
(8)
115
379
17.
FINANCIAL INSTRUMENTS (continued)
Ageing of
Receivables
$’000
Ageing of
Impaired
Receivables
$’000
Net
Receivables
$’000
846
855
275
1,976
272
272
846
855
3
1,704
2009-10
Not overdue
Total
Reconciliation of the Allowance for Impairment Losses
Administrative restructure
Increase/(decrease) in allowance recognised in profit or loss
Total
(c)
153
119
272
Liquidity risk
Liquidity risk is the risk that the Agency will not be able to meet its financial obligations as they fall due. The
Agency’s approach to managing liquidity is to ensure that it will always have sufficient liquidity to meet its liabilities
when they fall due.
The following tables detail the Agency’s remaining contractual maturity for its financial assets and liabilities. It
should be noted that these are undiscounted, and consequently totals may not reconcile to the carrying amounts
presented in the Balance Sheet.
2011 Assets
Cash and Deposits
Receivables
Advances and
Investments
Total Financial Assets:
Liabilities
Deposits Held
Payables
Total Financial
Liabilities:
Maturity analysis for financial assets & liabilities
Fixed Interest Rate
Variable
Less than a
1 to 5
More than 5
Interest
Year
Years
Years
Non Interest
Bearing
Total
Weighted
Average
$’000
$’000
$’000
$’000
$’000
$’000
%
4,226
-
-
-
13,070
1,660
24
13,070
1,660
4,250
1.05%
4,226
-
-
-
14,754
18,980
1.05%
-
-
-
-
2,074
15,018
17,092
2,074
15,018
17,092
2010 Cash and Deposits
Receivables
Advances and
Investments
Liabilities
Deposits Held
Payables
Total Financial
Liabilities:
(d)
Maturity analysis for financial assets & liabilities
Fixed Interest Rate
Variable
Less than a
1 to 5
More than 5
Interest
Year
Years
Years
Non Interest
Bearing
Total
Weighted
Average
%
$’000
4,431
$’000
-
$’000
-
$’000
-
$’000
37,763
1,704
19
$’000
37,763
1,704
4,450
0.93%
4,431
-
-
-
39,486
43,917
0.93%
-
-
-
-
2,496
8,347
10,843
2,496
8,347
10,843
Market Risk
Market risk is the risk that the fair value of future cash flows of a financial instrument will fluctuate because of
changes in market prices. It comprises interest rate risk, price risk and currency risk.
(i)
Interest Rate Risk
The Department of Lands and Planning is not exposed to interest rate risk on Agency financial liabilities as they are
non-interest bearing.
(ii)
Price Risk
The Department of Lands and Planning is not exposed to price risk as the Agency does not hold any financial
instruments impacted by price risk.
(iii) Currency Risk
The Department of Lands and Planning is not exposed to currency risk as the Agency does not hold borrowings
denominated in foreign currencies or transactional currency exposures rising from purchases in a foreign currency.
(e)
Net Fair Value
The fair value of financial instruments is estimated using various methods. These methods are classified into the
following levels:
Level 1 – fair value is calculated using quoted prices in active markets. Instruments whose carrying amount is
deemed to be equal to its fair value qualify for this level of classification.
Level 2 – to be used for those instruments that cannot be classified as either Level 1 or Level 3.
Level 3 – fair value is estimated using inputs other than quoted market data, for example, net present value.
2011
Financial Assets
Cash and Deposits
Receivables
Total Financial Assets
Deposits Held
Payables
Total Financial Liabilities
2010
Financial Assets
Cash and Deposits
Receivables
Total Financial Assets
Deposits Held
Payables
Total Financial Liabilities
Total Carrying
Amount
$’000
Net Fair Value
Level 1
$’000
Net Fair Value
Level 2
$’000
Net Fair Value
Level 3
$’000
Net Fair
Value Total
$’000
13,070
1,660
4,250
18,980
-
13,070
1,660
4,250
18,980
-
13,070
1,660
4,250
18,980
2,074
15,018
17,092
-
2,074
15,018
17,092
-
2,074
15,018
17,092
Total Carrying
Amount
$’000
Net Fair Value
Level 1
$’000
Net Fair Value
Level 2
$’000
Net Fair Value
Level 3
$’000
Net Fair
Value Total
$’000
37,763
1,704
4,450
43,917
-
37,763
1,704
4,450
43,917
-
37,763
1,704
4,450
43,917
2,496
8,347
10,843
-
2,496
8,347
10,843
-
2,496
8,347
10,843
The net fair value of financial assets being cash and deposits, receivables, advances and investments cannot
be classified into Level 1 or 3 as no active market exists. The net fair value of financial liabilities being deposits held
and payables cannot be classified into Level 1 or 3 as no active market exists.
The table for 2010 has been reclassified for comparative purposes.
18.
COMMITMENTS
(i)
Capital Expenditure Commitments – Capital Works
Capital expenditure commitments are primarily in relation to the construction of road networks.
Capital expenditure commitments contracted for at balance date but not recognised as liabilities
are payable as follows:
Within one year
Later than one year and not later than five years
Later than five years
(ii)
98 Other Expenditure Commitments
Other non-cancellable expenditure commitments not recognised as liabilities are payable as
follows:
Within one year
Later than five years
2011
2010
$’000
$’000
45,539
18,600
64,139
40,037
16,287
56,324
716
716
2,144
2,144
19. CONTINGENT LIABILITIES AND CONTINGENT ASSETS
(a)
Contingent liabilities
The Department of Lands and Planning has entered into agreements that contain indemnity clauses. The contingent
liabilities arising from the indemnities are unquantifiable, but expected to be immaterial. However, for all the events
that would give rise to the liabilities the Agency has comprehensive risk management procedures in place. Legal
proceedings or disputes in which the Agency is a party are not separately disclosed. The wide variety and nature of
individual cases and the uncertainty of any potential liability means that no value can be attributed to individual cases
until such time as the courts make a decision so as to not prejudice the outcome of the proceeding or dispute.
(b)
Contingent assets
The Department of Lands and Planning had no contingent assets as at 30 June 2011 (30 June 2010: Nil).
20.
EVENTS SUBSEQUENT TO BALANCE DATE
No events have arisen between the end of the financial year and the date of this report that require adjustment to, or
disclosure in, these financial statements.
21.
ACCOUNTABLE OFFICER’S TRUST ACCOUNT
In accordance with section 7 of the Financial Management Act, an Accountable Officer’s Trust Account has been
established for the receipt of money to be held in trust. A summary of activity is shown below:
Nature of Trust Money
Opening Balance
1 July 2010
Receipts
Payments
$’000
$’000
Closing
Balance
30 June 2011
(164)
(11)
(175)
2
2
$’000
(175)
(35)
(210)
$’000
Retention/Security
Surveyors Board
Total
(11)
(26)
(37)
8
8
-
14
-
Amounts written off, postponed and waived by the Treasurer
Irrecoverable amounts payable to the Territory or an Agency written off
Losses or deficiencies of money written off
Public property written off
Waiver or postponement of right to receive or recover money or property
Impairment losses
Total written off, postponed and waived by the Treasurer
Write-offs, Postponements and Waivers Authorised
Under Other Legislation
Gifts Under the Financial Management Act
Ex Gratia Payments Under the Financial Management Act
$’000
2011
Agency
1
-
-
1
3
4
No. of
Trans.
WRITE-OFFS, POSTPONEMENTS, WAIVERS, GIFTS AND EX GRATIA PAYMENTS
Write-offs, Postponements and Waivers Under the
Financial Management Act
Represented by:
Amounts written off, postponed and waived by Delegates
Irrecoverable amounts payable to the Territory or an Agency written off
Losses or deficiencies of money written off
Public property written off
Waiver or postponement of right to receive or recover money or property
Impairment losses
Total written off, postponed and waived by Delegates
22. NOTES TO THE FINANCIAL STATEMENTS
-
-
-
-
-
-
Territory Items
2011
No. of
Trans.
$’000
-
-
-
$’000
2010
-
-
-
Agency
No. of
Trans.
-
-
1
1
2
-
-
2
1
3
Territory Items
2010
No. of
Trans.
$’000
23.
SCHEDULE OF TERRITORY ITEMS
The following Territory items are managed by the Department of Lands and Planning on behalf of the Government and are recorded in the
Central Holding Authority (refer note 2(c)).
2011
2010
$’000
$’000
28,912
27,434
5,098
7,552
2,247
1,234
45,043
6,621
6,896
2,052
699
43,702
45,043
45,043
43,702
43,702
-
-
Assets
Other Receivables
Total Assets
393
393
771
771
Liabilities
Central Holding Authority Income Payable
Total Liabilities
393
393
771
771
-
-
TERRITORY INCOME AND EXPENSES
Income
Taxation Revenue
Capital
Fees from Regulatory Services
Royalties and Rents
Other Income
Total Income
Expenses
Central Holding Authority Income Transferred
Total Expenses
Territory Income less Expenses
TERRITORY ASSETS AND LIABILITIES
Net Assets
Darwin Bus Service
FINANCIAL REPORT
FINANCIAL STATEMENT OVERVIEW
Darwin Bus Service (DBS) is a Government Business Division operating the government bus fleet and providing
scheduled urban and school bus services for the greater Darwin area. Services are provided for special events,
including the V8 Super Cars, Arafura Games, Darwin Cup Carnival, Royal Darwin Show and Christmas / New Year
activities. All services are provided under a service level agreement with the Public Transport Division (PTD) of the
Department of Lands and Planning.
A service level agreement was signed in September 2005, which currently provides for annual consumer price
index (CPI)-related adjustments to contract prices. This agreement is currently under review and new arrangements
are expected to be implemented in the 2011-12 financial year.
Financial Performance
During 2010-11 Darwin Bus Service gained additional route services under its service level agreement, which
provided an increase in Route Service Income of $393 000 in 2010-11.
Personnel expenditure has also increased by $160 000 in 2010-11 to cover these additional services and the
negotiated Public Sector Enterprise Bargaining Agreement (EBA) of 3%.
Fuel costs have increased by 10.6% in comparison to 2009-10. As with last year, a levy based on fuel price
movements came into effect to counter the increase in fuel prices. This arrangement was again utilised this year to
lessen the effect of rising costs of fuel during the past year.
Increases in expenditure have been covered within the allocated Budget and the increase in total income received,
resulting in a net surplus of $524 000 compared with $426 000 for the prior year.
As with the prior year, the achievement of a surplus has required DBS to provide for the payment of taxation
equivalents and dividend to NT Treasury of $225 000 and $262 000 respectively.
Financial Position
The DBS financial position remains strong with $9.9 million in Net Assets ($9.7 million in 2010), including a sound
liquidity position with $3.0 million in cash ($4.0 million in 2010).
Darwin Bus Service purchased three new buses in 2010-11 at a cost of $1.5 million (two new buses were
purchased in 2009-10). This bus replacement program has now been completed and a new bus replacement
program for nine new low floor buses over the next three years is now due for tendering and is intended to be
funded by internal cash reserves.
Darwin Bus Service
FINANCIAL REPORT
CERTIFICATION OF THE FINANCIAL STATEMENTS
We certify that the attached financial statements for the Darwin Bus Service have been prepared from proper
accounts and records in accordance with the prescribed format, the Financial Management Act and Treasurer’s
Directions.
We further state that the information set out in the Comprehensive Operating Statement, Balance Sheet, Statement
of Changes in Equity, Cash Flow Statement, and notes to and forming part of the financial statements, presents fairly
the financial performance and cash flows for the year ended 30 June 2011 and the financial position on that date.
At the time of signing, we are not aware of any circumstances that would render the particulars included in the
financial statements misleading or inaccurate.
…………………………………. ……………………………….
David RitchieJasmin Aldenhoven
Chief Executive
30 August 2011
Chief Financial Officer
30 August 2011
Darwin Bus Service
COMPREHENSIVE OPERATING STATEMENT
NOTE
2011
$’000
2010
$’000
INCOME
Interest Revenue
Other Income
3
TOTAL INCOME
8,242
141
88
573
8,013
125
88
273
9,044 8,499
EXPENSES
Employee Expenses
Fleet Operating Expenses
Other Operating Expenses
4
4
9
4
TOTAL EXPENSES
SURPLUS BEFORE INCOME TAX
INCOME TAX EXPENSE
Income Tax Expense
TOTAL INCOME TAX EXPENSE
NET SURPLUS
5
4,167
4,007
721
2,382
877
148
784
2,089
862
148
8,295
7,890
749
609
225
225
524
183
183
426
524
426
The Comprehensive Operating Statement is to be read in conjunction with the notes to the financial statements.
Darwin Bus Service
BALANCE SHEET
As at 30 June 2011
NOTE
2011
$’000
2010
$’000
ASSETS
Current Assets
Cash and Deposits
Receivables
Inventories
Prepayments
6
7
8
2,999
997
453
56
3,982
424
456
39
4,505
4,901
6,687
6,033
6,687
6,033
11,192
10,934
164
892
215
817
1,056
1,032
195
223
195
223
TOTAL LIABILITIES
1,251
1,255
NET ASSETS
9,941
9,679
347
9,594
347
9,332
9,941
9,679
Total Current Assets
Non-Current Assets
9
Total Non-Current Assets
TOTAL ASSETS
LIABILITIES
Current Liabilities
Payables
Provisions
10
11
Total Current Liabilities
Non-Current Liabilities
Provisions
11
Total Non-Current Liabilities
EQUITY
Capital
Accumulated Funds
TOTAL EQUITY
The Balance Sheet is to be read in conjunction with the notes to the financial statements.
Darwin Bus Service
STATEMENT OF CHANGES IN EQUITY
NOTE
2010-11
Accumulated Funds
Dividends Paid
Capital - Transactions with Owners
2009-10
Accumulated Funds
Dividends Paid
Capital - Transactions with Owners
Equity at
1 July
Comprehensive
result
Transactions
with owners in
their capacity as
owners
$‘000
$‘000
$‘000
$‘000
9,332
9,332
524
524
(262)
(262)
9,856
(262)
9,594
347
347
-
-
347
347
9,679
524
(262)
9,941
9,120
9,120
426
426
(214)
(214)
9,546
(214)
9,332
347
347
-
-
347
347
9,467
426
(214)
9,679
Equity at
30 June
This Statement of Changes in Equity is to be read in conjunction with the notes to the financial statements.
Darwin Bus Service
CASH FLOW STATEMENT
NOTE
CASH FLOWS FROM OPERATING ACTIVITIES
Operating Receipts
Receipts From Sales of Goods and Services
Interest Received
Total Operating Receipts
Operating Payments
Payments to Employees
Payments for Goods and Services
Income Tax Paid
Total Operating Payments
2011
$’000
2010
$’000
9,033
144
9,177
9,489
121
9,610
(4,199)
(4,120)
(183)
(8,502)
675
(4,014)
(4,024)
(267)
(8,305)
1,305
88
88
88
88
(1,532)
(1,532)
(1,444)
(947)
(947)
(859)
CASH FLOWS FROM FINANCING ACTIVITIES
Financing Payments
Dividends Paid
Total Financing Payments
Net Cash Used In Financing Activities
(214)
(214)
(214)
(311)
(311)
(311)
Net Increase/(Decrease) in Cash Held
Cash at Beginning of Financial Year
CASH AT END OF FINANCIAL YEAR
(983)
3,982
2,999
135
3,847
3,982
CASH FLOWS FROM INVESTING ACTIVITIES
Investing Receipts
Proceeds from Asset Sales
Total Investing Receipts
Investing Payments
Purchases of Assets
Total Investing Payments
Net Cash Used In Investing Activities
12
3
6
The Cash Flow Statement is to be read in conjunction with the notes to the financial statements.
Darwin Bus Service
INDEX OF NOTES TO THE FINANCIAL STATEMENTS
1.
2.
Objectives and Funding
Statement of Significant Accounting Policies
INCOME
3.
EXPENSES
4.
5.
Income Tax Expense
ASSETS
6.
7.
8.
9.
Cash and Deposits
Receivables
Inventories
LIABILITIES
10.
11.
Payables
Provisions
OTHER DISCLOSURES
12.
13.
14.
15.
16.
17.
Notes to the Cash Flow Statement
Financial Instruments
Commitments
Contingent Liabilities and Contingent Assets
Events Subsequent to Balance Date
Write-offs, Postponements, Waivers, Gifts and Ex Gratia Payments
Darwin Bus Service
1.
OBJECTIVES AND FUNDING
Darwin Bus Service has been determined by the Treasurer to be a Government Business Division (GBD) as specified
in the Financial Management Act. Unlike general government agencies, Darwin Bus Service does not receive direct
appropriation for its commercial activities. Instead, operating revenue is primarily generated from the provision
of services to the Public Transport Division (PTD) of the Department of Lands and Planning. Together with other
contractors, it provides an operational capacity to assist the PTD to meet the community needs for public transport
in the greater Darwin area, including the delivery of school and special events bus services.
2.
STATEMENT OF SIGNIFICANT ACCOUNTING POLICIES
(a)
Basis of Accounting
The financial statements have been prepared in accordance with the requirements of the Financial Management
Act and related Treasurer’s Directions. The Financial Management Act requires the Darwin Bus Service to prepare
financial statements for the year ended 30 June based on the form determined by the Treasurer. The form of the
financial statements is to include:
(i)
a Certification of the Financial Statements
(iv) a Comprehensive Operating Statement
(v) a Balance Sheet
(vi) a Statement of Changes in Equity
(vii) a Cash Flow Statement
(viii) applicable explanatory notes to the financial statements.
The financial statements have been prepared using the accrual basis of accounting, which recognises the effect
of financial transactions and events when they occur, rather than when cash is paid out or received. As part of the
preparation of the financial statements, all intra-agency transactions and balances have been eliminated.
Except where stated, the financial statements have also been prepared in accordance with the historical cost
convention.
The form of the Darwin Bus Service financial statements is also consistent with the requirements of Australian
Accounting Standards. The effects of all relevant new and revised Standards and Interpretations issued by the
Australian Accounting Standards Board (AASB) that are effective for the current annual reporting period have been
evaluated. The Standards and Interpretations and their impacts are:
Project [AASB 5, 8, 101, 107, 117, 118, 136 & 139]
A number of amendments are largely technical, clarifying particular terms or eliminating unintended consequences.
Other changes include current/non-current classification of convertible instruments, the classification of expenditure
on unrecognised assets in the cash flow statement and the classification of leases of land and buildings. The
Standard does not impact the Financial Statements.
(b)
Australian Accounting Standards and Interpretations Issued but not yet Effective
At the date of authorisation of the financial statements, the Standards and Interpretations listed below were in issue
but not yet effective.
The following Standards and Interpretations are likely to have an impact on Darwin Bus Service for future reporting
periods, but the exact impact is yet to be determined.
Darwin Bus Service
AASB 124 Related Party Disclosures
The Standard provides for government-related entities to be granted partial exemption from related party disclosure
requirements which becomes effective for annual reporting periods beginning on or after 1 January 2011.
AASB 2009-12 Amendments to Australian Accounting Standards [AASB 5, 8, 108, 110, 112, 119, 133, 137, 139,
1023 & 1031 and Interpretations 2, 4, 16, 1039 & 1052]
The Standard amends AASB 8 Operating Segments to require an entity to exercise judgement in assessing
whether a government and entities known to be under the control of that government are considered a single
customer for purposes of certain operating segment disclosures. This Standard also makes numerous editorial
amendments to other Standards and becomes effective for annual reporting periods beginning on or after 1
January 2011.
Project [AASB 1, 7, 101 & 134 and Interpretation 13]
The Standard contains key amendments including the clarification of content of statement of changes in equity
(AASB 101) and financial instrument disclosures (AASB 7) and becomes effective for annual reporting periods
beginning on or after 1 January 2011.
AASB 2010-5 Amendments to Australian Accounting Standards [AASB 1, 3, 4, 5, 101, 107, 112, 118, 119, 121,
132, 133, 134, 137, 139, 140, 1023 & 1038 and Interpretations 112, 115, 127, 132 & 1042]
The Standard makes numerous editorial amendments to a range of Standards and Interpretations and becomes
effective for annual reporting periods beginning on or after 1 January 2011.
Interpretation 4
The Interpretation provides guidance on identifying lease arrangements and becomes effective for annual reporting
periods beginning on or after 1 January 2011.
AASB 2010-6 Amendments to Australian Accounting Standards – Disclosures on Transfers of Financial Assets
Amendments to the Standard AASB 7 Financial Instruments: Disclosures introduces additional disclosures
designed to allow users of financial statements to improve their understanding of transfer transactions of financial
assets and becomes effective for annual reporting periods beginning on or after 1 July 2011.
AASB 9 Financial Instruments, AASB 2009-11 Amendments to Australian Accounting Standards arising from AASB
9, AASB 2010-7 Amendments to Australian Accounting Standards arising from AASB 9 (Dec 2010)
AASB 9 simplifies requirements for the classification and measurement of financial assets and liabilities resulting
from Phase 1 of the IASB’s project to replace IAS 39 Financial instruments: recognition and measurement (AASB
139 Financial Instruments: recognition and measurement).
(c)
Central Holding Authority
The Central Holding Authority is the ‘parent body’ that represents the Government’s ownership interest in
Government-controlled entities.
The Central Holding Authority also records all Territory items, such as income, expenses, assets and liabilities
controlled by the Government and managed by Agencies on behalf of the Government. The main Territory item is
Territory income, which includes taxation and royalty revenue, Commonwealth general-purpose funding (such as
GST revenue), fines, and statutory fees and charges.
The Central Holding Authority also holds certain Territory assets not assigned to Agencies as well as certain Territory
liabilities that are not practical or effective to assign to individual Agencies such as unfunded superannuation and
long service leave.
The Central Holding Authority recognises and records all Territory items, and as such, these items are not included
in the Darwin Bus Service financial statements.
Darwin Bus Service
(d)
Comparatives
Where necessary, comparative information for the 2009-10 financial year has been reclassified to provide
consistency with current year disclosures.
(e)
Presentation and Rounding of Amounts
Amounts in the financial statements and notes to the financial statements are presented in Australian dollars and
have been rounded to the nearest thousand dollars, with amounts of $500 or less being rounded down to zero.
(f)
Changes in Accounting Policies
There have been no changes to accounting policies adopted in 2010-11 as a result of management decisions.
(g)
Accounting Judgements and Estimates
The preparation of the financial report requires the making of judgements and estimates that affect the recognised
amounts of assets, liabilities, revenues and expenses and the disclosure of contingent liabilities. The estimates
and associated assumptions are based on historical experience and various other factors that are believed to
be reasonable under the circumstances, the results of which form the basis of making the judgements about the
carrying values of assets and liabilities that are not readily apparent from other sources. Actual results may differ
from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are
recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the
revision and future periods if the revision affects both current and future periods.
Judgements and estimates that have significant effects on the financial statements are disclosed in the relevant
notes to the financial statements. Notes that include significant judgements and estimates are:
(h)

Employee Benefits – Note 2(t) and Note 11: Non-current liabilities in respect of employee benefits are measured
as the present value of estimated future cash outflows based on the appropriate Government bond rate,
estimates of future salary and wage levels and employee periods of service.

Depreciation and Amortisation – Note 2(j), Note 9: Property, Plant and Equipment.

Financial Instruments – Note 13.
Goods and Services Tax
Income, expenses and assets are recognised net of the amount of Goods and Services Tax (GST), except where
the amount of GST incurred on a purchase of goods and services is not recoverable from the Australian Tax Office
(ATO). In these circumstances the GST is recognised as part of the cost of acquisition of the asset or as part of the
expense.
Receivables and payables are stated with the amount of GST included. The net amount of GST recoverable from, or
payable to, the ATO is included as part of receivables or payables in the Balance Sheet.
Cash flows are included in the Cash Flow Statement on a gross basis. The GST components of cash flows
arising from investing and financing activities, which are recoverable from, or payable to, the ATO, are classified
as operating cash flows. Commitments and contingencies are disclosed net of the amount of GST recoverable or
payable unless otherwise specified.
(i)
Income Recognition
Income encompasses both revenue and gains.
Income is recognised at the fair value of the consideration received, exclusive of the amount of Goods and Servics
Tax (GST). Exchanges of goods or services of the same nature and value without any cash consideration being
exchanged are not recognised as income.
Darwin Bus Service
Rendering of Services
Revenue from rendering services is recognised by reference to the stage of completion of the contract. The revenue
is recognised when:

the amount of revenue, stage of completion and transaction costs incurred can be reliably measured

it is probable that the economic benefits associated with the transaction will flow to the entity.
Interest Revenue
Interest revenue is recognised as it accrues, taking into account the effective yield on the financial asset.
Disposal of Assets
A gain or loss on disposal of assets is included as a gain or loss on the date control of the asset passes to the
buyer, usually when an unconditional contract of sale is signed. The gain or loss on disposal is calculated as the
difference between the carrying amount of the asset at the time of disposal and the net proceeds on disposal. Refer
also to note 3.
(j)
Depreciation and Amortisation Expense
Items of property, plant and equipment, including buildings but excluding land, have limited useful lives and are
depreciated or amortised using the straight-line method over their estimated useful lives.
Amortisation applies in relation to intangible non-current assets with limited useful lives and is calculated and
accounted for in a similar manner to depreciation.
The estimated useful lives for each class of asset are in accordance with the Treasurer’s Directions and are
determined as follows:
Transport Equipment
Plant and Equipment
Computer Equipment and Software
2011
15 Years
5-10 Years
3-10 Years
2010
15 Years
5-10 Years
3-10 Years
Assets are depreciated or amortised from the date of acquisition or from the time an asset is completed and held
ready for use.
(k)
Taxation
Darwin Bus Service is required to pay income tax on its accounting profit at the company tax rate of 30 per cent in
accordance with the requirements of the Treasurer’s Directions and the NT Tax Equivalents Scheme.
(l)
Cash and Deposits
For the purposes of the Balance Sheet and the Cash Flow Statement, cash includes cash on hand, cash at bank
and cash equivalents. Cash equivalents are highly liquid short-term investments that are readily convertible to cash.
(m)
Inventories
Inventories include assets held either for sale (general inventories) or for distribution at no or nominal consideration
in the ordinary course of business operations.
General inventories are valued at the lower of cost and net realisable value, while those held for distribution are
carried at the lower of cost and current replacement cost. Cost of inventories includes all costs associated with
bringing the inventories to their present location and condition. When inventories are acquired at no or nominal
consideration, the cost will be the current replacement cost at date of acquisition.
The cost of inventories are assigned using a mixture of first-in, first out or weighted average cost formula or using
specific identification of their individual costs.
Inventory held for distribution are regularly assessed for obsolescence and loss.
Darwin Bus Service
(n)
Receivables
Receivables include accounts receivable and other receivables and are recognised at fair value less any allowance
for impairment losses.
The allowance for impairment losses represents the amount of receivables the Darwin Bus Service estimates are
likely to be uncollectible and are considered doubtful. Analyses of the age of the receivables that are past due
as at the reporting date are disclosed in an aging schedule under credit risk in Note 13 Financial Instruments.
Reconciliation of changes in the allowance accounts is also presented.
Accounts receivable are generally settled within 30 days and other receivables within 30 days.
(o)
Acquisitions
All items of property, plant and equipment with a cost, or other value, equal to or greater than $10,000 are
recognised in the year of acquisition and depreciated as outlined below. Items of property, plant and equipment
below the $10,000 threshold are expensed in the year of acquisition.
The construction cost of property, plant and equipment includes the cost of materials and direct labour, and an
appropriate proportion of fixed and variable overheads.
Complex Assets
Major items of plant and equipment comprising a number of components that have different useful lives, are
accounted for as separate assets. The components may be replaced during the useful life of the complex asset.
Subsequent Additional Costs
Costs incurred on property, plant and equipment subsequent to initial acquisition are capitalised when it is probable
that future economic benefits in excess of the originally assessed performance of the asset will flow to the Darwin
Bus Service in future years. Where these costs represent separate components of a complex asset, they are
accounted for as separate assets and are separately depreciated over their expected useful lives.
(p)
Revaluations and Impairment
Impairment of Assets
An asset is said to be impaired when the asset’s carrying amount exceeds its recoverable amount.
Non-current physical Darwin Bus Service assets are assessed for indicators of impairment on an annual basis. If
an indicator of impairment exists, the Darwin Bus Service determines the asset’s recoverable amount. The asset’s
recoverable amount is determined as the higher of the asset’s depreciated replacement cost and fair value less
costs to sell. Any amount by which the asset’s carrying amount exceeds the recoverable amount is recorded as an
impairment loss.
Impairment losses are recognised in the Comprehensive Operating Statement. They are disclosed as an expense
unless the asset is carried at a re-valued amount. Where the asset is measured at a re-valued amount, the
impairment loss is offset against the Asset Revaluation Surplus for that class of asset to the extent that an available
balance exists in the Asset Revaluation Surplus.
In certain situations, an impairment loss may subsequently be reversed. Where an impairment loss is subsequently
reversed, the carrying amount of the asset is increased to the revised estimate of its recoverable amount. A reversal
of an impairment loss is recognised in the Comprehensive Operating Statement as income, unless the asset is
carried at a re-valued amount, in which case the impairment reversal results in an increase in the Asset Revaluation
Surplus.
Darwin Bus Service
(q)
Assets held for sale consists of those assets that management has determined are available for immediate sale in
their present condition, and their sale is highly probably within the next 12 months.
These assets are measured at the lower of the asset’s carrying amount and fair value less costs to sell. These
assets are not depreciated. Non-current assets held for sale have been recognised on the face of the financial
statements as current assets.
(r)
Leased Assets
Leases under which the Darwin Bus Service assumes substantially all the risks and rewards of ownership of an
asset are classified as finance leases. Other leases are classified as operating leases.
Finance Leases
Finance leases are capitalised. A leased asset and a lease liability equal to the present value of the minimum lease
payments are recognised at the inception of the lease.
Lease payments are allocated between the principal component of the lease liability and the interest expense.
Operating Leases
Operating lease payments made at regular intervals throughout the term are expensed when the payments are due,
except where an alternative basis is more representative of the pattern of benefits to be derived from the leased
property. Lease incentives under an operating lease of a building or office space is recognised as an integral part of
the consideration for the use of the leased asset. Lease incentives are to be recognised as a deduction of the lease
expenses over the term of the lease.
(s)
Payables
Liabilities for accounts payable and other amounts payable are carried at cost which is the fair value of the
consideration to be paid in the future for goods and services received, whether or not billed to the Agency.
Accounts payable are normally settled within 30 days.
(t)
Employee Benefits
Provision is made for employee benefits accumulated as a result of employees rendering services up to the
reporting date. These benefits include wages and salaries and recreation leave. Liabilities arising in respect of
wages and salaries and recreation leave and other employee benefit liabilities that fall due within 12 months of
reporting date are classified as current liabilities and are measured at amounts expected to be paid. Non-current
employee benefit liabilities that fall due after 12 months of the reporting date are measured at present value,
calculated using the Government long-term bond rate.
No provision is made for sick leave, which is non-vesting, as the anticipated pattern of future sick leave to be taken
is less than the entitlement accruing in each reporting period.
Employee benefit expenses are recognised on a net basis in respect of the following categories:

wages and salaries, non-monetary benefits, recreation leave, sick leave and other leave entitlements

other types of employee benefits.
As part of the Financial Management Framework, the Central Holding Authority assumes the long service leave
liabilities of Government agencies, including Darwin Bus Service, and as such no long service leave liability is
recognised in Darwin Bus Service financial statements.
Darwin Bus Service
(u)
Superannuation
Employees’ superannuation entitlements are provided through the:

NT Government and Public Authorities Superannuation Scheme (NTGPASS)

Commonwealth Superannuation Scheme (CSS)

non-government employee-nominated schemes for those employees commencing on or after
10 August 1999.
The Darwin Bus Service makes superannuation contributions on behalf of its employees to the Central Holding
Authority or non-government employee nominated schemes. Superannuation liabilities related to government
superannuation schemes are held by the Central Holding Authority and as such are not recognised in Darwin Bus
Service financial statements.
(v)
Dividend
Darwin Bus Service is required to remit a dividend in accordance with the Northern Territory Government’s dividend
policy, which is 50 per cent of net profit after tax.
(w)
Commitments
Disclosures in relation to capital and other commitments, including lease commitments, are shown at note 14 and
are consistent with the requirements contained in AASB 101, AASB 116 and AASB 117. Commitments are those
contracted as at 30 June where the amount of the future commitment can be reliably measured.
3.
2010
$’000
$’000
88
88
88
88
1,325
1,024
33
195
148
91
75
18
16
6
2
1
-
1,129
926
34
259
148
86
69
23
22
46
2
1
13
1
GAIN ON DISPOSAL OF ASSETS
Net proceeds from the disposal of non-current assets
Less: Carrying value of non-current assets disposed
Gain on the disposal of non-current assets
4.
2011
PURCHASES OF GOODS AND SERVICES
The net surplus has been arrived at after charging the following expenses:
Goods and Services Expenses:
Fleet Operating Expenses comprising
Fuel
Other
Rent
Corporate Support by External Agencies
Insurance
Information Technology Charges
Audit Fees
Training and Study
Consultants (1)
Official Duty Fares
Recruitment (2)
Legal Expenses (3)
Travelling Allowance
(1) Includes marketing, promotion and IT consultants.
(2) Includes recruitment-related advertising costs.
(3) Includes legal fees, claim and settlement costs.
Darwin Bus Service
5.
749
225
225
609
183
183
2
2,997
2,999
2
3,980
3,982
952
10
35
997
372
13
11
28
424
453
453
456
456
15,421
(8,755)
6,666
13,903
(7,898)
6,005
862
(841)
21
849
(821)
28
18
(18)
-
18
(18)
-
6,687
6,033
INVENTORIES
General Inventories
At Cost
Total Inventories
9.
$’000
RECEIVABLES
Current
Accounts Receivable
Interest Receivables
GST Receivables
Other Receivables
Total Receivables
8.
$’000
CASH AND DEPOSITS
Cash on Hand
Cash at Bank
Total Cash and Deposits
7.
2010
INCOME TAX EXPENSE
The prima facie income tax expense on pre-tax accounting surplus from operations
reconciles to the income tax expense in the financial statement as follows:
Net surplus before income tax
Income tax expense calculated at 30%
Total Income Tax Expense
6.
2011
Transport Equipment
At Capitalised Cost
Plant and Equipment
At Capitalised Cost
Computer Equipment and Software
At Capitalised Cost
Total Property, Plant and Equipment
Impairment of Property, Plant and Equipment
Darwin Bus Service property, plant and equipment assets were assessed for impairment as at 30 June 2011. No impairment
adjustments were required as a result of this review.
Darwin Bus Service
9.
Additions
Disposals
Depreciation
Additions/(Disposals) from Asset Transfers
Depreciation Written Back on Disposals
Carrying Amount as at 30 June 2011
Transport
Equipment
Plant and
Equipment
Total
$’000
$’000
$’000
6,005
1,519
(88)
(857)
87
6,666
28
13
(20)
21
6,033
1,532
(88)
(877)
87
6,687
Additions
Disposals
Depreciation
Additions/(Disposals) from Asset Transfers
Depreciation and Written Back on Disposals
Carrying Amount as at 30 June 2010
10.
Plant and
Equipment
Total
$’000
$’000
$’000
5,874
947
(346)
(842)
26
346
6,005
74
(20)
(26)
28
5,948
947
(346)
(862)
346
6,033
2011
2010
$’000
$’000
59
105
164
27
188
215
PAYABLES
Accounts Payable
Accrued Expenses
Total Payables
118 Transport
Equipment
Darwin Bus Service
11.
2011
2010
$’000
$’000
261
51
93
269
57
94
225
262
892
183
214
817
195
195
223
223
1,087
1,040
524
426
877
(88)
862
(88)
(573)
3
(17)
(51)
(42)
42
675
352
36
(22)
(148)
46
(159)
1,305
PROVISIONS
Current
Employee Benefits
Recreation Leave
Leave Loading
Other Current Provisions
Income Tax
Dividend
Non-Current
Employee Benefits
Recreation Leave
Total Provisions
The Agency employed 58 employees as at 30 June 2011 (58 employees as at 30 June 2010).
12.
NOTES TO THE CASH FLOW STATEMENT
Reconciliation of Cash
The total of Agency Cash and Deposits of $2 999 000 recorded in the Balance Sheet
is consistent with that recorded as ‘cash’ in the Cash Flow Statement.
Reconciliation of Net Surplus to Net Cash From Operating Activities
Net Surplus
Non-Cash Items:
Changes in Assets and Liabilities:
Decrease/(Increase) in Receivables
Decrease/(Increase) in Inventories
Decrease/(Increase) in Prepayments
(Decrease)/Increase in Payables
(Decrease)/Increase in Provision for Employee Benefits
(Decrease)/Increase in Income Tax Liabilities
Darwin Bus Service
13.
FINANCIAL INSTRUMENTS
A financial instrument is a contract that gives rise to a financial asset of one entity and a financial liability or equity
instrument of another entity. Financial instruments held by the Darwin Bus Service include cash and deposits,
receivables and payables. The Darwin Bus Service has limited exposure to financial risks as discussed below.
(a)
Categorisation of Financial Instruments
The carrying amounts of the Darwin Bus Service financial assets and liabilities by category are disclosed in the
table below.
Financial Assets
Cash and deposits
Loans and receivables
Amortised Cost:
Payables
(b)
2011
2010
$’000
$’000
2,999
997
3,982
424
215
164
Credit Risk
Darwin Bus Service has limited credit risk exposure (risk of default). In respect of any dealings with organisations
external to Government, Darwin Bus Service has adopted a policy of only dealing with credit-worthy organisations
and obtaining sufficient collateral or other security where appropriate, as a means of mitigating the risk of financial
loss from defaults.
The carrying amount of financial assets recorded in the financial statements, net of any allowances for losses,
represents the Darwin Bus Service’s maximum exposure to credit risk without taking account of the value of any
collateral or other security obtained.
Receivables
Receivable balances are monitored on an ongoing basis to ensure that exposure to bad debts is not significant.
A reconciliation and aging analysis of receivables is presented below.
Darwin Bus Service
13.
(c)
Ageing of
Receivables
Ageing of
Impaired
Receivables
Net
Receivables
$’000
$’000
$’000
2010-11
Not overdue
Total
952
952
-
952
952
2009-10
Not overdue
Total
372
372
-
372
372
Liquidity Risk
Liquidity risk is the risk that Darwin Bus Service will not be able to meet its financial obligations as they fall due. The
Darwin Bus Service’s approach to managing liquidity is to ensure that it will always have sufficient liquidity to meet
its liabilities when they fall due.
The following tables detail Darwin Bus Service’s remaining contractual maturity for its financial assets and liabilities.
It should be noted that these values are undiscounted, and consequently totals may not reconcile to the carrying
amounts presented in the Balance Sheet.
2011 Maturity analysis for financial assets & liabilities
Fixed Interest Rate
Variable
Interest
$’000
Assets
Cash and deposits
Receivables
Liabilities
Payables
Total Financial Liabilities:
Less than
a Year
$’000
1 to 5
Years
$’000
More than
5 Years
$’000
Non
Interest
Bearing
Total
$’000
$’000
2,997
2,997
-
-
-
2
997
999
2,999
997
3,996
-
-
-
-
164
164
164
164
Weighted
Average
%
4.50
Darwin Bus Service
13.
2010 Maturity analysis for financial assets & liabilities
Fixed Interest Rate
Variable
Interest
$’000
Assets
Cash and deposits
Receivables
Liabilities
Payables
(d)
Less than
a Year
$’000
1 to 5
Years
$’000
More than
5 Years
$’000
Non
Interest
Bearing
$’000
Weighted
Average
Total
$’000
3,980
3,980
-
-
-
2
424
426
3,982
424
4,406
-
-
-
-
215
215
215
215
%
4.25
Market Risk
Market risk is the risk that the fair value of future cash flows of a financial instrument will fluctuate because of
changes in market prices. It comprises interest rate risk, price risk and currency risk. The primary market risk
that Darwin Bus Service is likely to be exposed to is interest rate risk.
(i) Interest Rate Risk
Darwin Bus Service’s exposure to interest rate risk by asset and liability classes is disclosed above under
liquidity risk.
The entity’s operating account earns monthly interest at a variable rate (Reserve Bank of Australia’s official cash
rate). Negative balances without overdraft facilities or prior arrangement with NT Treasury Corporation will be
charged the overdraft rate applied to the Government Bank Account by the Westpac Banking Corporation, with
transitional arrangements being made for transfer to the National Australia Bank.
Market Sensitivity Analysis
Changes in the variable rates of 100 basis points (1 per cent) at reporting date would have the following effect on
Darwin Bus Service’s profit or loss and equity.
Profit or Loss and Equity
100
basis points
increase
100
basis points
decrease
$’000
$’000
Net Sensitivity:
30
30
(30)
(30)
Net Sensitivity:
40
40
(40)
(40)
30 June 2011
Financial assets – cash at bank
30 June 2010
Financial assets – cash at bank
Darwin Bus Service
13.
(ii) Price Risk
The Darwin Bus Service is not exposed to price risk as Darwin Bus Service does not hold any financial instruments
impacted by price risk.
(iii) Currency Risk
The Darwin Bus Service is not exposed to currency risk as Darwin Bus Service does not hold borrowings
denominated in foreign currencies or transactional currency exposures arising from purchases in a foreign currency.
(e)
Net Fair Value
The fair value of financial instruments is estimated using various methods. These methods are classified into the
following levels:
Level 1 – derived from quoted prices in active markets for identicial assets or libilities.
Level 2 – derived from inputs other than quoted prices that are observable directly or indirectly.
Level 3 – derived from inputs not based on observable market data.
2011
Financial Assets
Cash and Deposits
Receivables
Payables
2010
Financial Assets
Cash and Deposits
Receivables
Payables
Total Carrying
Amount
Net Fair
Value Level 1
Net Fair
Value Level 2
Net Fair
Value Level 3
Net Fair
Value Total
$’000
$’000
$’000
$’000
$’000
2,999
997
3,996
-
2,999
997
3,996
-
2,999
997
3,996
164
164
-
164
164
-
164
164
Total Carrying
Amount
Net Fair
Value Level 1
Net Fair
Value Level 2
Net Fair
Value Level 3
Net Fair
Value Total
$’000
$’000
$’000
$’000
$’000
3,982
424
4,406
-
3,982
424
4,406
-
3,982
424
4,406
215
215
-
215
215
-
215
215
The net fair value of financial assets, being cash, deposits, receivables and financial libilities being payables are
classified as Level 2, as they are derived from inputs other than quoted prices that are observable directly or
indirectly. The table for 2010 has been reclassified for comparative purposes.
Darwin Bus Service
14.
2011
2010
$’000
$’000
COMMITMENTS
(i) Capital Expenditure Commitments
Darwin Bus Service had the following capital expenditure commitments
at 30 June 2011
Within one year
475
475
1,495
475
1,970
Capital Expenditure commitments represent the contracted arrangements
to undertake the programmed replacement of the fleet.
15.
CONTINGENT LIABILITIES AND CONTINGENT ASSETS
(a)
Contingent liabilities
Darwin Bus Service has entered into agreements which contain indemnity clauses. The contingent liabilities arising
from the indemnities are unquantifiable, but expected to be immaterial. However, for all the events that would give
rise to the liabilities, the entity has comprehensive risk management procedures in place.
(b)
Contingent assets
Darwin Bus Service had no contingent assets at 30 June 2011 or 30 June 2010.
16.
EVENTS SUBSEQUENT TO BALANCE DATE
No events have arisen between the end of the financial year and the date of this report that require adjustment to,
or disclosure in these financial statements.
17.
WRITE-OFFS, POSTPONEMENTS, WAIVERS, GIFTS AND EX GRATIA PAYMENTS
Darwin Bus Service had no write offs, postponements, waivers, gifts and ex gratia payments in 2010-11
and 2009-10.
Published by Department of Lands and Planning.
© Northern Territory Government 2011.
Apart from any use permitted under the Australian Copyright Act, no part
of this document may be reproduced without prior written permission from the
Northern Territory Government through the Department of Lands and Planning.
ISSN 1837-5804
Enquiries should be made to:
GPO Box 2520 DARWIN NT 0801
Telephone: (08) 8924 7230.
How to Contact Us
Postal
GPO Box 2520 DARWIN NT 0801
Telephone +61 8 8999 5511
Facsimile +61 8 8924 7044
Email
[email protected]
Web
www.nt.gov.au/dlp
Head Office
5th Floor, Energy House
18–20 Cavenagh Street
Darwin, Northern Territory, Australia.
Katherine Regional Office
NT Government Centre, 5 First Street
Katherine, Northern Territory, Australia.
Nhulunbuy Regional Office
Lot 43, John Flynn Drive,
Nhulunbuy, Northern Territory, Australia.
Tennant Creek Regional Office
33 Leichhardt Street,
Tennant Creek, Northern Territory, Australia.
Alice Springs Regional Office
Greatorex Building,
Corner Bath and Parsons Streets,
Alice Springs, Northern Territory, Australia.

Department of Lands and Planning annual report, 2010

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