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Part 4

Management and accountability

Corporate governance 110

Organisational capability 121

External scrutiny 134

External service providers 139

110 Department of Agriculture, Fisheries and Forestry

Our governance frameworkThe department’s corporate governance framework provides the mechanisms to ensure we set and pursue our objectives efficiently, effectively and ethically.

Our framework is based on an executive committee structure and a set of assurance arrangements to provide:

• clear leadership, direction and oversight• sound planning• robust performance management• strong financial management• appropriate systems and controls• integrated risk management• effective workforce planning• business improvement• accountability, transparency and integrity.

This framework supports a culture that promotes and upholds the Australian Public Service (APS) Values and Code of Conduct, enables us to monitor and improve our performance and ensures we comply with relevant legislation.

Providing leadershipThe Executive Management Team (EMT) and its committees provide leadership and executive management of DAFF’s performance. The EMT:

• oversees implementation, evaluation and improvement of departmental governance structures and processes

• promotes a culture of good governance through its own exemplary performance• encourages open collaboration within DAFF, between government agencies and with the broader

community and citizens in developing strategic policy• leads and shares responsibility for increasing the department’s capability.

The roles and responsibilities of the EMT committees are set out in Table 19.

Corporate governance

111Annual Report 2012–13

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Table 19 Executive Management Team committees—roles and membership at 30 June 2013

Committee Role Membership

Executive Management Team

Key advisory body to the secretary

Provides advice on strategic policy, budgets and performance reporting

Met seven times in 2012–13

Secretary (chair)

Deputy secretaries

Chief Operating Officer

Chief Finance Officer

Chief Information Officer

First Assistant Secretary, Governance Division

First Assistant Secretary, People and Service Delivery Division

Two first assistant secretaries (on rotation)

Budget, Investment and Finance Committee

Provides strategic and tactical investment policy and advice

Provides advice on DAFF’s capital and non‑capital corporate investment policies and priorities

Met four times in 2012–13

Deputy secretaries (one as chair)




Change Management Committee

Provides strategic advice and recommendations on the department’s change agenda

Monitors major change programs to ensure that the direction and outcomes of those programs are well integrated and consistent with the department’s broader priorities and objectives

Met seven times in 2012–13

Deputy secretaries (one as chair)





Assistant Secretary, People Management Branch

Assistant Secretary, Communication Branch

One first assistant secretary (on rotation)

One external member

Information and Communication Technology Committee

Provides strategic advice on information and communication technology direction, performance, investment and implementation of projects

Met eight times in 2012–13

Deputy secretary (chair)



Chief Scientist

Five Senior Executive Service representatives

One regional manager representative

Assistant Secretary, Communication Branch, as required

Australian Customs and Border Protection Service representative, as required



Legislation and Regulatory Reform Committee

Provides strategic advice on the portfolio’s legislation program and priorities

Coordinates DAFF’s action to implement the government’s deregulation agenda

Met five times in 2012–13



One representative from each of the following divisions:• Agricultural Productivity• Biosecurity Policy • Climate Change• Finance and Business Support• Sustainable Resource Management

Assistant Secretary, Parliamentary Business Branch

People Committee Provides strategic advice on human resources strategies and priorities

Monitors and reviews implementation of human resource initiatives, including DAFF’s People Strategy



First Assistant Secretary, People and Service Delivery Division (deputy chair)

Two first assistant secretaries

Two Canberra‑based assistant secretaries

One regional manager

One external member

Reviewing our leadershipIn February 2013, the secretary requested a review of the department’s high-level governance arrangements. A key focus was on the roles and performance of the key executive-level committees.

Recommendations included some adjustments to membership, timing and interactions between these committees. In response to the review, the EMT is to be revised as the Executive Management Committee (EMC).

The role of the EMC, an advisory committee to the secretary, is to set the department’s strategic direction, ensure compliance with statutory requirements, oversee the management of departmental risk and monitor organisational performance. In 2013–14, there will be a greater emphasis on identifying and progressing longer term strategic policy considerations, which in turn will inform the work of a new Strategic Policy Branch.

Audit CommitteeThe Audit Committee provides independent assurance and advice to the secretary on the department’s risk, control and assurance framework, including its external compliance and accountability responsibilities. The committee reviews the processes in place for risk management and fraud control, internal systems and controls, financial management and reporting, legislative and policy compliance, internal and external audit activities and governance arrangements. The roles of the committee and its Financial Statements Subcommittee are set out in Table 20.


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Table 20 Audit Committees—roles and membership at 30 June 2013


Audit Committee Provides independent assurance and advice to the secretary on the department’s risk, control and assurance framework


Jenny Morison, independent member (chair)

Will Laurie, independent member

Two deputy secretaries (one as deputy chair)

First Assistant Secretary, Sustainable Resource Management Division

Assistant Secretary, Biosecurity Strategy Branch

Financial Statements Subcommittee

Oversees the production of the financial statements. Ongoing review role to ensure:• a plan for preparation of the financial

statements is prepared and progress is in accordance with the plan

• issues raised by the Australian National Audit Office (ANAO) in its financial statement audit have been appropriately addressed

• any change in the Finance Minister’s Orders or the accounting standards are appropriately actioned

• key controls over financial processes are in place throughout the financial year

• audit issues are highlighted in a timely manner and appropriately actioned

• there is timely and effective communication between ANAO and relevant DAFF personnel

Met three times in 2012–13

One member of the Audit Committee (chair)


Assistant Secretary, Financial Management Branch

Security CommitteeThe Security Committee was established during 2012–13 as one of the department’s measures to comply with the Australian Government Protective Security Policy Framework (PSPF). The committee reports directly to the secretary, providing oversight of the department’s security risk management, and monitoring and reporting on the overall management of security, fraud control, corruption and business continuity policies and frameworks, where they relate to security matters. The role of the committee is set out in Table 21.


Table 21 Security Committee—role and membership at 30 June 2013


Security Committee Identifies and considers operational and strategic security, fraud control, corruption and business continuity policies and issues impacting the department

Endorses risk and business continuity policies where they relate to security matters

Has oversight of the department’s implementation and adherence to the mandatory requirements specified in the:• Protective Security Policy Framework• Information Security Manual• Commonwealth Fraud Control

Guidelines 2011• Law Enforcement Integrity Commissioner

Act 2006

Provides an overview of policy for protective security and information and communications technology security

Considers reports on security matters and initiate appropriate responses

Has oversight of the department’s management and implementation of business continuity practices

Has oversight of the department’s staff integrity issues as they relate to fraud, corruption, law enforcement, ICT and protective security issues

Makes recommendations to the secretary/EMT on key operational or strategic security, fraud control, corruption and business continuity policies and guidelines

Met six times in 2012–13


Agency Security Advisor

Information Technology Security Advisory

Chief Information Security Officer

Assistant Secretary, Business Assurance and Risk Branch

Director, Fraud and Security Team

Director, Investigations and Enforcement

One representative from the following business areas:• Commercial Business Branch• People Management Branch• Business Continuity Team

One representative from a regional location (on rotation)

Integrating planning and performance managementOur annual planning and performance management cycle helps achieve program objectives as set out in the Portfolio budget statements (PBS), together with other government and departmental priorities.

At the start of 2012–13, each division developed a business plan describing its objectives, deliverables, risks and performance indicators. Branch and section plans complement the divisional plans and inform individual work plans in accordance with our enterprise agreement.

All divisions reported to the EMT on their achievements and risks at business performance reviews in November 2012, with end-of-year reviews to be held in July 2013. We monitored our financial position through year-to-date and end-of-year financial reports and reviewed projections against budget at each EMT meeting. Individual staff performance was monitored through formal feedback discussions held during the year.


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In February 2013, we commenced a new process to ensure all staff are involved in business planning. The planning process, developed through a series of workshops and consultation with staff, aims to provide a clearer line of sight from DAFF’s Strategic Statement (see inside front cover) through the department’s strategic and business plans to individual staff work plans. The finalised process will guide the development of our business plans in 2013–14.

Improving our program and project managementWe engaged an accredited consultancy organisation to conduct a Portfolio, Program and Project Management Maturity Model (P3M3) assessment during July and August 2012. The assessment provided an objective view of the agency’s existing capability and informed development of a Capability Improvement Plan (CIP), to improve our P3M3 level by 2015.

Initial CIP activities include:• launching a revised program and project management framework with a focus on managing change

more effectively• introducing an administrative design approach to support change initiatives• improving governance arrangements to support change and financial management of programs

and projects.

Building our capabilityThe Australian Public Service Commission (APSC) reviewed the department in accordance with a recommendation of the 2010 report Ahead of the game: Blueprint for the reform of the Australian Government administration. The capability review, focusing on our leadership, strategy and delivery, included discussions with key stakeholders as well as the minister and the parliamentary secretary.

The secretary met the Public Service Commissioner to discuss the review. The results of this discussion were used to prepare an action plan, which was provided to the APSC in May 2013. The APSC will publish its final report, which includes the department’s response, in late 2013.

Building our science strategyWork continued on the development of a DAFF Science Strategy. A review led by the Chief Scientist found the department is a scientifically literate organisation using high-quality and timely science to support its mission. In 2012–13, the department had more than 900 staff with tertiary science qualifications.

The draft science strategy was opened to all DAFF staff and widely to stakeholders for comment in April 2013. The strategy will be released in early 2013–14 and will support the further integration of science into our strategic planning, business activities and policy cycles.

Reporting to our stakeholdersOur annual report is prepared in accordance with the Public Service Act 1999 and the Requirements for annual reports for departments, executive agencies and FMA Act bodies approved by the Joint Committee of Public Accounts and Audit. Annual reports are required to be tabled in Parliament by 31 October each year. The DAFF Annual Report 2011–12 was presented out-of-sitting on 5 October 2012.

The Rural and Regional Affairs and Transport Legislation Committee examines portfolio annual reports and formally advises the Senate whether each report is ‘apparently satisfactory’. The committee’s report Annual reports (No. 1 of 2013) was released in March 2013. The committee reported that DAFF’s 2011–12 annual report complied with reporting requirements; it described the department’s report on performance as comprehensive and informative.

The committee noted the reinstatement of the ‘Summary of performance’ section (see page 5), which promptly identifies whether performance targets were met. The committee also highlighted the department’s professionalism in the areas of management and accountability.


We entered the 2011–12 annual report in the Australasian Reporting Awards (ARA) and the Institute of Public Administration Australia (IPAA) ACT Division Annual Report Awards. Our annual report received a Silver Award from the ARA and we received useful feedback from both organisations.

The annual report again features images from the annual DAFF Photo Competition. The competition is an opportunity for staff to capture images in their day-to-day work that illustrate who we are as a department and what we do. There were six winners in 2013—five selected by a judging panel and one people’s choice winner. The images appear throughout this report.

Managing riskRisk management has become part of our culture and is integrated into management practices and business plans. We continue to apply the risk management principles and guidelines set out in Comcover’s better practice guide on risk management and in the AS/NZS ISO 31000:2009.

The practice of systematically identifying risks and the processes in place to manage them allows us to make informed and calculated decisions. We continued to improve our practices during the year, integrating risk management more tightly into the business planning framework (see page 114). Business planning workshops enabled senior management to identify strategic risks against our priorities, which cascaded into our divisional business plans.

The department performed well in the 2013 Comcover Risk Management Benchmarking Survey. DAFF received an overall score of 8.9 out of 10, compared with the average score of 6.8. Our greatest strengths were assessed as accountability and responsibility, integration and business continuity and disaster recovery.

At the 2012 Comcover Awards for Excellence in Risk Management, the department won the enterprise-wide risk management category (large agency), which recognises excellence in the implementation of risk management frameworks, practices and processes across the agency. We also received an honourable mention in the risk initiative category for the DAFF Targeted Campaign Policy.

Destinations and traceability—follow the wake: This picture of a container ship crossing Port Phillip Bay in Victoria was the People’s Choice winner for the 2013 DAFF Photo Competition.

Photo: Michael Cox


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As a result of its performance in the benchmarking survey and the Comcover awards, the department received a total discount of 14.3 per cent on its 2013–14 Comcover insurance premiums, equating to a saving of approximately $245 000.

Ensuring business continuityIn November 2012, we approved an emergency management and business continuity framework. The framework incorporates an incident assessment and response checklist to give better clarity and guidance to the way the department prevents, prepares for, responds to and recovers from incidents.

We held a business continuity exercise in October 2012 at our Sydney regional office. The exercise successfully tested the effectiveness of our business continuity processes to respond to a disruptive incident.

A business impact analysis was conducted to meet whole-of-government and best practice requirements. We reviewed the outcomes of the last analysis in 2009, providing an updated picture of the department’s critical functions and resource requirements. The outcomes were incorporated into the 2013 review of business continuity planning.

In 2012–13, the department was part of the Australian Government’s response and recovery efforts for extreme weather events, including bushfires and floods. We provided physical assistance and pre-impact condition advice through the Australian Government Crisis Committee and Australian Government Disaster Recovery Committee.

We participated in the development, or review, of whole-of-government crisis management plans and arrangements, including the Australian Government Crisis Management Framework, Australian Government Disaster Response Plan, Australia’s Emergency Warning Arrangements, Attorney General’s Department, Emergency Management Australia Australian Piracy Response Plan and Attorney General’s Department, Emergency Management Australia Arrangements for International Reception.

Enhancing our securityWe implemented a suite of measures to meet the requirement for Australian Government agencies to be compliant with the Australian Government Protective Security Policy Framework by 31 July 2013.

We introduced a revised security management framework and established the new Security Committee, to strengthen the oversight of the department’s security risk management. We also completed our protective security risk assessment. A new protective security control plan, which supports the risk assessment, has helped implement measures to address protective security risks across the business.

In February 2013, we held our inaugural Security Week. The program, which included presentations from national security, intelligence, fraud and corruption management agencies, contributed to increased security awareness among DAFF and portfolio staff.

Managing our financesThe department’s financial accountability responsibilities are set out in the Financial Management and Accountability Act 1997. We meet these responsibilities through a financial control framework that includes efficient recording of financial transactions and ongoing monitoring to ensure the department meets the requirements of the Australian Government’s Certificate of Compliance.

We have a complex budget with multiple funding sources, ranging from government appropriations to cost-recovered revenue from industry for regulatory services, primarily related to biosecurity. The budget is more than 50 per cent cost-recovered and requires careful attention to financial management to provide transparency and accountability. This includes looking at where capital is allocated and how operating budgets are managed over the forward estimates. The Budget, Investment and Finance Committee continued improving the way in which finances are managed and investments are prioritised (see page 111).


We continued to strengthen our financial management framework, including the implementation of a new levy cost-recovery model. The model provides greater transparency and equity in recovering costs from more than 70 rural industry levies. This is supported by significant changes to the levies business system, which records and reports the details of all DAFF Levies activities by commodity and time. The new cost-recovery and risk-return compliance models and other process improvement projects have resulted in the overall cost of administering levies decreasing from $6.22 million to $5.62 million.

We engaged KPMG to review the model against the Australian Government Cost Recovery Guidelines and better practice statements. The review report is available at daff.gov.au/agriculture-food/ levies/publications.

We also reviewed the outcomes of the levies risk-based compliance program introduced in 2011–12. The results were used to further improve the model for 2013–14 and to better target the high-risk and key industry levy agents. Further enhancements to the business system in advance of the 2013–14 National Compliance Program will improve our capability to report to stakeholders, including improving our understanding of the causal drivers of non compliance. Better intelligence on profiling industry behaviour ensures our resources are invested for the greatest return and areas of risk. The department has an ongoing continuous improvement program to ensure levy collection and administration is as cost-effective and efficient as possible, while still meeting statutory obligations.

Managing our assetsOur assets management framework assists us to strategically plan and achieve departmental objectives and business requirements. It includes:

• a capital management plan and comprehensive ICT and property investment plans for our proposed capital expenditure from all funding sources, which we develop as part of our capital budget process and link to our strategic planning processes

• submission of all capital budget proposals to the Budget Investment and Finance Committee for endorsement

• detailed policy on managing our assets• an asset register that is subject to an annual stocktake and verification, and records details of

assets we hold; the register is centrally managed to ensure the integrity of the department’s asset data and reporting procedures; third parties manage our land, buildings and leased assets under outsourcing contracts.

At 30 June 2013, the department’s asset base was valued at slightly more than $125 million. The stocktake of fixed and intangible assets in 2012–13 confirmed their location and condition.

Our major investments are in land, buildings, ICT and intangibles. We manage approximately 1289 building, leasehold improvement, property, plant and equipment assets at more than 100 locations across Australia, 49 of which are considered to be remote. We have more than 4670 ICT-related assets under a leasing arrangement, also found in many locations across Australia.

Managing our technologyWe released the ICT Strategic Plan 2012–2016, which supports the shift of the business to meet the objectives of major programs including the Biosecurity Reform Program. The plan also recognises our need to better use our information holdings and the increasing use of electronic interactions between DAFF and its partners, customers and stakeholders. The plan provides a roadmap to increase the robustness, efficiency and availability of ICT services.

We released a single request for tender that leveraged the whole-of-government Australian Government Information Management Office panel for telecommunications (see Program 2.1, page 94). DAFF has been appointed as a lead agency to deliver shared internet gateway services for the department


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and 10 client agencies. Six Australian Tax Office client agencies and 34 client agencies of the Department of the Prime Minister and Cabinet have joined DAFF’s agreement.

In October 2012, Macquarie Telecom was awarded the contract for DAFF’s secure internet gateway services. The head agreement began in October 2012 and its initial term expires on 30 June 2018, with five options for one-year extensions.

Checking our performanceOur internal audit program is developed through risk analysis, review of previous and current assurance engagements and discussions with senior management. The secretary endorses the annual program and the Audit Committee monitors its implementation. The committee also reviews audit findings and recommendations and monitors management actions in response to recommendations (see page 112).

Audit services are provided through a co-sourced arrangement with Deloitte Touche Tohmatsu. Audits during the year reviewed the department’s:

• process in place for terminating programs• process in place for undertaking targeted campaigns• processes for regulation of high-risk pathways• change management framework and practices.

The overall results showed that our control processes are operating effectively.

Figure 9 compares the numbers and types of audits completed during the past three years. While the overall number of audits continues to fall, this has not affected the level of assurance the department receives. We have been increasing the number of assurance activities, particularly through the development and undertaking of an annual program of biosecurity audit and verification activities.

Assurance is also provided through the Certificate of Compliance process, a strong enterprise risk management culture and independent reviews by the ANAO and the Interim Inspector-General of Biosecurity (see page 136).

Figure 9 Internal audit activities by type, 2010–11 to 2012–13

0

2

4

6

8

10

12

14

16

18

2010 –11 2011–12 2012–13

Information technology

Finance

Performance


Maintaining ethical standardsWe work with the APSC to ensure our processes mirror best practice to maintain and improve the ethical standards applied by our staff. The Integrity and Conduct team works with a panel of independent investigators to ensure allegations of misconduct, bullying and harassment are dealt with in a fair, timely and accountable manner. The team also identifies areas that may need additional management attention, training or awareness. All members of the Integrity and Conduct team are Ethics Contact Officers for our staff.

We continued to promote awareness of misconduct issues and prevention measures, including the development of learning materials for our emerging leaders program. We use our induction process to ensure all new employees are aware of our governance, ethical, fraud and security standards. The online induction training package promotes the APS Values and Code of Conduct.

In June 2013, we hosted an event to raise awareness of the changes to the Public Service Act 1999 and to launch a new eLearning package, ‘Uphold the Values and Principles of the Public Service’. The APSC facilitated the event, with the Minister for the Public Service and Integrity, the Hon. Mark Dreyfus QC MP, launching the eLearning package. The package, developed by DAFF in collaboration with the APSC, contains a module on ethical decision-making, and conduct and behaviour scenarios for employees to work through. It has been made available to all APS agencies.


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Our peopleAt 30 June 2013, DAFF employed 4500 full-time equivalent staff, including policy officers, program administrators, scientists, economists, researchers, accountants, ICT staff, veterinary officers, inspectors and survey staff. Our staff operated in capital cities and regional offices, major airports, mail centres, ports, laboratories and abattoirs. Around 58 per cent of our Australian-based staff worked outside Canberra, undertaking primarily biosecurity-related and levies collection activities.

Staff also worked in Bangkok, Beijing, Brussels, Dubai, Jakarta, Moscow, New Delhi, Rome, Seoul, Tokyo and Washington to maintain relationships with trading partners and international organisations.

Table 22 Staff (headcount) by location and classification at 30 June 2013

ACT NSW NT Qld SA Tas Vic WA OS Total

APS1 9 5 – 2 – – 1 1 – 18

APS2 14 11 – 7 38 – 3 19 – 92

APS3 102 293 11 207 44 – 218 110 – 985

APS4 251 392 30 193 74 – 172 107 – 1 219

APS5 305 79 11 105 33 1 75 48 – 657

APS6 495 77 10 103 28 4 64 34 – 815

Meat Inspectors 1–4 – 63 – 69 18 3 61 24 – 238

EL1 544 25 5 32 8 1 16 12 – 643

EL2 360 17 1 16 3 – 12 8 9 426

SES 75 1 2 1 – – 2 1 5 87

Total 2 155 963 70 735 246 9 624 364 14 5 180

Note: Headcount includes staff on leave without pay.

Organisational capability


Table 23 Employment type (headcount) at 30 June 2012 and 30 June 2013

2012–13 2011–12

Ongoing employee full time 3 872 3 818

Ongoing employee part time 908 940

Non‑ongoing employee full time 98 145

Non‑ongoing employee part time 18 27

Non‑ongoing employee casual 284 158

Total 5 180 5 241

Note: Headcount includes staff on leave without pay.

Listening to our staffIn May 2013, we again participated in the Australian Public Service Commission’s (APSC) State of the Service employee census, which enables the department to collect employee feedback every year to support our People Strategy and help develop action plans to address specific workforce issues.

The department’s participation rate in the 2012 survey was 67 per cent, one of the highest across the APS. Results showed that the majority of employees knew how their workgroup contributes to our strategic direction (81 per cent), had a good working relationship with their manager (72 per cent) and were willing to put in extra effort to get a job done when required (97 per cent). More than two-thirds (68 per cent) of staff also stated they are proud to work for the department and 77 per cent enjoyed working in their current job.

The 2012 results showed there are some areas for improvement. The People Committee endorsed a range of actions to strengthen performance in the areas of leadership, internal communication, managing underperformance and managing change. A number of initiatives have also been undertaken at the division/region level to work on areas that need improvement, but also to celebrate and maintain our strengths in areas where we performed well.

Supporting our peopleThe DAFF People Strategy 2011–16 is into its second year of operation. In July 2012, we launched an action plan for the People Strategy, to place the department in a position where we can successfully deliver our business into the future.

Progress during the year included:• developing a DAFF Workforce Plan to identify the skills and capability we need to meet

organisational priorities• implementing a Learning and Development Strategy (see page 124)• implementing the DAFF Diversity Strategy and Action Plan 2012–16 (see page 128)• updating our Award and Recognition Guidelines to better recognise employees (see page 126).

Building a new workforce planThe Workforce Plan 2013–15 was informed by an assessment of our workforce needs both now and into the future. The assessment found no indication of any immediate area of risk preventing work being


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undertaken on organisational priorities. The plan has set the following strategies to address capability gaps that might pose a risk to our future operations:

• organisational leadership: embedding programs established under the department’s leadership framework

• policy development: establishing a Policy Officer Learning and Development Framework• analytics and intelligence: conducting a ‘current state analysis’ to gain an understanding of the

range of intelligence work being conducted across the department• audit: adopting a department-wide auditing framework to ensure a consistent approach to, and

standard of, auditing• biosecurity officers: renewed biosecurity training to take into account new legislation, risk return

requirements and changes in work practices• science: increased investment in the maintenance, development and professional independence of

scientific staff to sustain and build DAFF’s scientific integrity.

Recruiting peopleWe have moved to collaborative recruitment services across the department, promoting a consistent and consolidated approach to recruitment. This has reduced duplication in recruitment activities and red tape.

Stepping into DAFF: Our commitment to attracting staff from diverse backgrounds took a new turn in 2013, when we launched the Stepping Into program. DAFF hosted three disability interns under the program, which is a joint venture with the Australian Network on Disability. James Hayes and Carole Hemingway spent six weeks working in the Communication Branch. Stephanie Mathieson spent her internship in the South East Region. The Stepping Into program will continue in 2013–14.

James Hayes and Carole Hemingway with deputy secretary and DAFF Disability Employees Network Champion Phillip Glyde (centre).

Photo: DAFF


In January 2013, 58 graduates joined our department through the DAFF Graduate Development Program and the ABARES Entry Level Employment Program. Graduates undertake training and development to prepare for a career within DAFF and the APS.

The department continues to focus on recruiting a more diverse workforce. We also have significant national participation in Indigenous employment programs for cadets, trainees and graduates.

Developing peopleWe implemented key actions in our National Learning and Development Strategy 2012–2016. This included a realignment of our learning and development resources to support a nationally consistent approach.

We continued to populate our Learning Management System with whole-of-department and targeted eLearning products. DAFF also signed a memorandum of understanding to share eLearning products between 10 APS agencies.

The department continued to invest in developing its people through the Development Grants initiative, which supports employees undertaking professional development opportunities that will benefit them and the department in the longer term. Thirteen development grants were awarded in 2012–13.

Our staff are also encouraged to take advantage of development programs offered through other agencies.

Fostering leadership We launched an online Leadership Development Framework in January 2013 to help staff identify options that may enhance their leadership capabilities. The framework caters for employees at different entry points, to build leadership skills and capabilities regardless of their current role or level of knowledge. We also developed two new programs for Executive Level 2 (EL2) and Senior Executive Service (SES) employees, which will be launched in early 2013–14. The EL2 Talent Development Program aims to help EL2 staff to refine their skills in preparation for a potential transition to the SES. The SES Leadership Development Program aims to support a stronger leadership culture with an emphasis on working collaboratively, effective change management and increased employee engagement while delivering business outcomes. The Emerging Leaders Program continues to develop our middle managers, offering a Diploma in Government upon successful completion. The first participants have now completed the program.

We continued to provide employees with opportunities to participate in significant external programs, including the APSC Career Development Assessment Centre, the National Security College, Leading Australia’s Future in the Asia–Pacific and the Australian Rural Leadership Program.

The department also enabled 10 staff to take part in the Cattle Council of Australia Rural Awareness Tour in May 2013. The tour provides a hands-on understanding of the beef cattle industry, the effects of government policy and the supply chain, including visits to cattle producers, sale yards, feedlots, abattoirs and distributors.

Supporting innovationWe continued to support a culture of innovation through our initiative I-Gen, hosting events that encourage the sharing of ideas and collaborating with other organisations.

Following the success of Innovation Week 2012, the event was extended. Innovation ‘13—Inspire Design Deliver ran during May and June 2013, enabling attendees to participate in a wider range of sessions across the APS. More than 650 people attended DAFF’s 15 discussions, workshops, seminars and networking sessions.


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Our Australia Day Innovation Awards recognised 31 individuals and teams for introducing new methods of doing business. Innovations in 2013 included the Sea Container Hygiene System (see Program 2.1, page 96), cargo profiling solutions in the Integrated Customs System and the animal health capacity-building program in Indonesia.

Managing performanceUnder our enterprise agreement, all employees are required to participate in the performance management process. Staff are required to develop work plans and learning agreements, with formal feedback discussions held in November, March and July.

We secured the department’s selection for early inclusion in the APSC’s Strengthening the Performance Framework Project. DAFF was one of six agencies across the APS to be selected at this point in the project.

We evaluated and updated our Performance Partnerships program to ensure it continues to provide our managers with techniques to improve giving and receiving feedback. A key change was development of more targeted content, saving managers training time and reducing costs. Initial feedback on the revised program has been positive.

Table 24 Performance pay received in 2012–13 as assessed on 2011–12 performance

Classification No. of staff receiving

performance pay

Aggregated amount awarded to classifications

Average performance

payment

Range of performance

payments

APS6 1 $3 362.44 $3 362.44 $3 362.44

EL1 2 $9 638.98 $4 819.49 $4 047.58–$5 591.70

EL2 11 $63 128.94 $5 738.99 $3 657.69–$10 055.44

Total 14 $76 130.36 $5 437.88 $3 362.44–$10 055.44

Note: Performance pay provisions are only available to employees with a valid Australian Workplace Agreement in place; not all Australian Workplace Agreements include a provision for performance pay. There are currently 15 staff with an Australian Workplace Agreement. Performance pay arrangements are not available through the department’s enterprise agreement.

Reducing unplanned absencesThe 2011–12 State of the service report named the department as one of the top five users of unscheduled leave in the large agency category across APS agencies. Although high, this was a decrease from the previous year, and a further small decrease was achieved in 2012–13. The departmental median indicates that the majority of employees use unscheduled leave at a rate below the APS average. The unplanned absence rates are higher in the regional areas than in Canberra; this reflects the nature of the work performed in the regional areas, along with workforce metrics such as the age profile of our staff.

The reduction of unplanned absences is one of the department’s strategic priorities. The department is implementing strategies including: improved reporting and monitoring of high usage; supporting managers to manage attendance; improved employee engagement, which is proven to impact on discretionary leave and discretionary performance; and improving our health and safety performance. The department will again seek to align its personal leave provisions with those applicable across the Australian public sector during enterprise agreement negotiations.


Rewarding peopleIn November 2012, we released new awards and recognition guidelines to provide a national framework for recognising the valuable contribution our staff make toward DAFF’s goals. This included introducing a Length of Service award. In 2013, we presented more than 1100 awards recognising staff who have been with DAFF for 10, 20, 30 and 40-plus years.

The Secretary’s Development Awards have been extended to include an Indigenous Development Award to enable Indigenous employees to undertake professional and personal development. Awards have been made to 10 staff for projects that will be undertaken in 2013–14.

In 2013, DAFF individuals and teams received 34 Australia Day Awards for achievements including drafting new biosecurity legislation, developing policy to combat illegal logging and delivering livestock export reforms.

Deputy Secretary Rona Mellor was awarded the Public Service Medal in the 2013 Queen’s Birthday Honours List, for outstanding public service in the development and implementation of biosecurity, taxation and health system policies and projects. The award recognises Ms Mellor’s contribution at the Department of Human Services, the Australian Taxation Office and at DAFF, where she has played a leading role in the department’s work on biosecurity and service reforms.

In May 2013, the Director of the Animal Welfare Strategy, Dr Peter Thornber, received the President’s Award from the Australian Veterinary Association. The award recognised Dr Thornber’s outstanding contribution to veterinary science and animal welfare.

Our staff also received external recognition for their academic achievements. Udaya Senarath from ABARES used an Endeavour Executive Award 2012 from the Department of Education, Employment and Workplace Relations, for a research visit to the Faculty of Forest Sciences and Forest Ecology at the University of Gottingen in Germany.

Peter Pedersen from the Northern Australia Quarantine Strategy Section received a Churchill Fellowship to review United Kingdom border enforcement operations, with a view to applying them to DAFF’s management of biosecurity risk through Torres Strait.

Rupert Summerson from ABARES was awarded the 2012 Dean’s Prize for Published Postgraduate Research from the Faculty of Architecture, Building and Planning at the University of Melbourne. The awards committee recognised Mr Summerson for his paper Protection of Wilderness and Aesthetic Values in Antarctica.

Retaining peopleWe have a number of initiatives to support staff retention, including the opportunity to develop individual skills and capabilities through staff rotations, transfers and temporary assignments, support to undertake learning and development opportunities and access to a wide range of flexible working arrangements.

In 2012–13, the number of staff separations fell compared to the previous two years. During 2011–12, in response to the realignment of functions within the department and reforms to the Export Meat program, the department initiated a number of voluntary redundancies. These changes to the way we do business contributed to the number of separations being slightly inflated during 2011–12.


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Rewarding our people: some of the recipients of our 2013 Australian Day Awards.

Photos: DAFF

The secretary with (from left) Gaylene Podhajski, Nathan Rhodes, Mandy Davis, Annelise Fuller and Greg Johnston from the Food National Service Delivery Project Team.

DAFF secretary Andrew Metcalfe AO with Innovation Award recipients Gayle Holmik (left) and Fiona Slater.

Chris Ryan (left) receives the SA Officer of the Year award from Andrew Triggs.

Louise Owen receives the WA Officer of the Year award from Ken Field.


Table 25 DAFF separations

2012–13 2011–12 2010–11

Number of ongoing employees 4 780 4 758 4 794

Total separations 301 565 415

% separating (the department) 6.3 11.9 8.7

% separating (APS average) No data a 6.6 b 6.8 c

a The figure for the 2012–13 APS average is not yet available. b State of the service report, State of the service series 2011–12, p 257. c State of the service report, State of the service series 2010–11, p 107.

Building a diverse workforceWe released our Diversity Strategy and Action Plan 2012–16 in July 2012. The plan continues our commitment to attracting, recruiting and retaining a skilled, diverse and capable workforce, as well as cultivating a supportive workplace environment that encourages and engages in diversity. It maintains the goal of increasing our Indigenous employee representation, to 3 per cent of the total workforce by 2015 and being an employer of choice for individuals from diversity groups.

Achievements during the year included:• forming the Indigenous Employment Committee to provide advice on supporting Indigenous

participation in DAFF’s workforce• developing guidelines to raise awareness of Enterprise Agreement provisions on flexible working

arrangements, family and personal responsibilities, and cultural leave• extending our recognition of diversity events to include International Day of Older Persons, Carers’

Week and Teleworking Week.

Table 26 shows the representation of diversity groups within DAFF. The representation of diversity groups continues to increase modestly, reflecting the commitment within the department to raise awareness and understanding of workplace diversity principles and the effective support provided by the various diversity networks. The establishment of the Indigenous Employment Committee has been instrumental in providing advice and recommendations on improvements to Aboriginal and Torres Strait Islander participation in the departmental workforce, which has translated to a small increase in representation.


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Table 26 Representation of diversity groups (headcount) at 30 June 2012 and 30 June 2013

Female Non-English speaking background

People with disability

Aboriginal and Torres Strait Islander

2012–13 2011–12 2012–13 2011–12 2012–13 2011–12 2012–13 2011–12

APS1 8 3 2 – 3 1 7 5

APS2 44 52 2 4 2 2 4 4

APS3 452 518 73 70 15 12 41 35

APS4 635 598 71 70 19 14 19 18

APS5 375 382 39 36 12 8 10 14

APS6 388 378 72 65 16 18 12 10

Meat Inspectors 1–4 4 4 3 3 3 3 – –

EL1 324 307 38 35 14 9 – 2

EL2 174 165 23 22 6 3 3 2

SES1 27 27 3 2 1 1 – –

SES2 6 4 1 1 – – – –

SES3 2 2 – – – – – –

Total 2 439 2 440 327 308 91 71 96 90

Notes: Headcount includes staff on leave without pay. These figures are based on all female employees and employees who identify themselves as members of one or more diversity groups.

We presented our first Australia Day Diversity Award to Kerrin Newson from Central East Region, recognising her outstanding work and commitment to the values of diversity and inclusion.

The department continues to maintain a gold membership of the Australian Network on Disability, which help us conduct an accessibility audit on our Canberra premises and provided disability awareness and mental health workshops to staff.

We continue to support workplace diversity through six employee networks, each championed by an SES officer. We also have seven Indigenous Ambassadors, three Disability Ambassadors and seven Culturally and Linguistically Diverse Ambassadors who support employees and assist with diversity initiatives.

In April 2013, the department was selected as a finalist in the Inclusive Workplace of the Year category of the Australian Human Resource Institute’s Diversity Awards. These awards recognise individuals and organisations that have demonstrated excellence in the area of diversity.


Tabl

e 27

Sta

ff ag

e pr

ofile

by

clas

sific

atio

n (h

eadc

ount

) at 3

0 Ju

ne 2

013

Staff

Age

Tota

l

Clas

sific

atio

n<2

020

–24

25–2

930

–34

35–3

940

–44

45–4

950

–54

55–5

960

–64

>64

<APS

1 a

35

–1

11

42

––

118

APS

23

715

75

84

109

1113

92

APS

32

5811

511

613

611

810

312

210

168

4698

5

APS

4–

6214

617

116

717

514

516

210

361

271

219

APS

5–

3110

210

911

284

6469

5331

265

7

APS

6–

898

129

122

9298

9474

5842

815

EL1

–1

4510

712

210

597

8553

217

643

EL2

––

329

5175

8086

7423

542

6

Mea

t Ins

pect

ors

1–4

––

211

913

2552

5441

3123

8

SES1

––

–3

611

923

75

–64

SES2

––

––

–4

29

3–

119

SES3

––

––

––

12

–1

–4

Tota

l8

172

526

683

731

686

632

716

531

320

175

5 18

0

Not

e: H

eadc

ount

incl

udes

sta

ff o

n le

ave

wit

hout

pay

. a A

PS 1

incl

udes

Indi

geno

us C

adet

s.


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Managing work health and safetyWe continued our strong focus on preventative risk management and early intervention injury management. This is evidenced in the decreased number of reported injuries and in a 34 per cent reduction in compensation cases lodged with Comcare. The department’s estimated 2013–14 Workers Compensation Premium is $10 592 million, which is a significant saving of $1.6 million from 2012–13.

We continued to upgrade our Safety Management System to ensure the department meets and exceeds its obligations under the Work Health and Safety Act 2011 (WHS Act). In March 2013, Comcare completed an audit of our WHS systems. We have begun addressing the audit findings and driving further improvements in our WHS performance. We are also working on an improved incident reporting system, which includes an initiative to publish hazard alerts.

Other achievements included:• completing our health and safety risk profile as required under the WHS Act• developing the department’s Health and Safety Strategic Plan 2013–2018 • implementing a rehabilitation management system to promote a nationally consistent approach to

rehabilitation, case management and early intervention• launching a Comcare eLearning module for managers and a DAFF WHS eLearning package for

all staff• introducing a national influenza vaccination program.

We continued to encourage employee participation in the Global Corporate Challenge, which promotes health and wellbeing in the workplace through regular exercise. The 16-week program involved 567 DAFF staff in 2013.

Table 28 Reported serious personal injuries, prescribed incapacities and dangerous occurrences to DAFF employees

WHS Act OH&S Act

2012–13 20121 Jan–30 Jun

20111 Jul–31 Dec

Deaths – – –

Serious personal injuries a 6 3 6

Dangerous occurrences b 12 7 9

a Serious personal injury means that a person needs emergency treatment by a doctor; treatment in a hospital as a casualty, with or without being admitted to the hospital; or admission to hospital. b Dangerous occurrences are ‘near misses’ that could have, but did not, result in death, serious personal injury or incapacity.


Table 29 Investigations, directions and notices under WHS legislation

WHS Act OH&S Act

2012–13 20121 Jan–30 Jun

20111 Jul–31 Dec

Investigations 6 1 –

Provisional improvement notices – 1 –

Directions or notices – – –

Managing workplace relations

Senior executive remuneration policyThe Prime Minister determines the secretary’s remuneration and other conditions, as specified under the Public Service Act 1999. The secretary determines the remuneration for the department’s SES officers under section 24 (1) of the Act, with regard to the APSC’s annual Australian Public Service Remuneration Survey.

The department’s remuneration policy allows variation in remuneration between individual jobs, based on market and work-value considerations. This is vital to our ability to compete effectively for the best people in the employment market.

Enterprise agreementsOur enterprise agreement covers all non-SES employees engaged by the department under the Public Service Act 1999.

Implementation of the agreement has included developing a range of guidelines to assist managers and employees to better understand the provisions of the agreement and new work level standards to support the department’s position classification arrangements. The agreement also featured a productivity payment to all employees in recognition of improvements achieved over and above those recognised through general salary increases.

Table 30 Employment contractual arrangements at 30 June 2013

Number of employees under contract

Enterprise Agreement 5 064

s. 24(1) determinations 87

Common law contracts –

Individual flexibility arrangements 14

Non‑SES Australian Workplace Agreements 15

Total 5 180


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Table 31 Department salary structure at 30 June 2013

Classification Salary range

APS1 $43 606 – $48 847

APS2 $51 298 – $53 331

APS3 $56 034 – $60 871

APS4 $62 818 – $68 183

APS5 $69 238 – $74 643

APS6 a $77 602 – $109 584

EL1 $94 208 – $106 301

EL2 b $113 671 – $146 971

SES c $179 887 – $315 215

Note: Remuneration negotiated through Australian Workplace Agreements or Individual Flexibility Arrangements can exceed the salary ranges for non-SES classifications. a Positions requiring mandatory veterinary qualifications can access paypoints between $92 404 and $109 584. b Positions requiring mandatory veterinary or scientific qualifications can access paypoints between $134 497 and $146 971. c SES salaries are determined on a case-by-case basis.

Non-salary benefitsNon-salary benefits provided to SES officers as part of their remuneration package include superannuation and car parking. Non-salary benefits provided to non-SES officers as part of their remuneration package are generally limited to superannuation. In exceptional cases, employees may have private use of a Commonwealth vehicle where it is deemed necessary for the performance of their duties.


Inquiries by parliamentary committeesParliamentary committee reportsDuring the year, parliamentary committees released 39 reports relevant to DAFF. The reports were:

• House Public Works Committee ሲ Construction of a new post-entry quarantine facility at Mickleham, Victoria—15 May 2013

• House Standing Committee on Agriculture, Resources, Fisheries and Forestry ሲ The role of science for fisheries and aquaculture—27 November 2012 ሲ Agricultural and Veterinary Chemicals Legislation Amendment Bill 2012—28 February 2013 ሲ Report on the Department of Agriculture, Fisheries and Forestry and Department of Sustainability,

Environment, Water, Population and Communities Annual Reports 2011–12: Caring for Our Country and Landcare—15 May 2013

ሲ Report on the Rural Industries Research and Development Corporation Annual Report 2011–12— 28 May 2013

ሲ Report on the National Rural Advisory Council Annual Report 2011–12—3 June 2013• House Standing Committee on Climate Change, Environment and the Arts

ሲ Australia’s biodiversity in a changing climate—26 November 2012• House Standing Committee on Health and Ageing

ሲ Health issues across international borders—20 March 2013• House Standing Committee on Regional Australia

ሲ Certain matters relating to the proposed Murray-Darling Basin Plan—6 July 2012 ሲ Water Amendment (Water for the Environment Special Account) Bill 2012—28 November 2012 ሲ The use of ‘fly-in, fly-out’ (FIFO) workforce practices in Regional Australia—13 February 2013

• Joint Committee of Public Accounts and Audit ሲ Review of Audit Report No 46 (2011–12) Administration of the Northern Australian Quarantine

Strategy—29 November 2012• Joint Committee on the Australian Commission for Law Enforcement Integrity

ሲ Integrity of overseas Commonwealth law enforcement operations—24 June 2013• Joint Standing Committee on Foreign Affairs, Defence and Trade

ሲ Australia’s overseas representation—29 October 2012

External scrutiny


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ሲ International Fund for Agricultural Development Amendment Bill 2012—26 November 2012 ሲ Australia’s trade and investment relationship with Japan and the Republic of Korea—3 June 2013

• Parliamentary Joint Committee on Corporations and Financial Services ሲ Family Business in Australia—27 February 2013

• Parliamentary Joint Committee on Law Enforcement ሲ Regulatory Powers (Standard Provisions) Bill 2012—26 November 2012

• Parliamentary Standing Committee on Public Works ሲ Construction of a new post-entry quarantine facility at Mickleham, Victoria—16 May 2013

• Senate Finance and Public Administration Committees ሲ Progress in the implementation of the recommendations of the 1999 Joint Expert Technical Advisory

Committee on Antibiotic Resistance—7 June 2013• Senate Legal and Constitutional Affairs Committee

ሲ Framework and operation of subclass 457 visas, Enterprise Migration Agreements and Regional Migration Agreements—24 June 2013

• Senate Rural and Regional Affairs and Transport Legislation Committee ሲ Agricultural and Veterinary Chemicals Legislation Amendment Bill 2012—27 February 2013—

no government response required ሲ Competition and Consumer Amendment (Australian Food Labelling) Bill 2012 (No. 2)—

25 March 2013 ሲ The performance of the Department of Agriculture, Fisheries and Forestry, and agencies—

22 April 2013 ሲ Sugar Research and Development Services Bill 2013—6 June 2013

• Senate Rural and Regional Affairs and Transport References Committee ሲ Examination of the Foreign Investment Review Board National Interest Test—26 June 2013 ሲ Management of the Murray-Darling Basin—13 March 2013 ሲ Auditor-General’s reports on Tasmanian Forests Grants Programs —19 June 2013

• Senate Select Committee on Australia’s Food Processing Sector ሲ Australia’s food processing sector—16 August 2012

• Senate Standing Committee on Environment and Communications ሲ Environment Protection and Biodiversity Conservation Amendment Bill 2013

[Provisions]—13 May 2013 ሲ Environment Protection and Biodiversity Conservation Amendment (Great Barrier Reef) Bill 2013—

13 June 2013• Senate Standing Committee on Foreign Affairs, Defence and Trade

ሲ Inquiry into the Defence Trade Controls Bill 2011—10 October 2012 ሲ The importance of the Indian Ocean rim for Australia’s foreign, trade and defence policy—

14 June 2013 ሲ Implementation of the Defence Trade Controls Legislation—27 June 2013

• Senate Standing Committee on Legal and Constitutional Affairs ሲ Law Enforcement Integrity Legislation Amendment Bill 2012—20 November 2012 ሲ Migration Amendment (Unauthorised Maritime Arrivals and Other Measures) Bill 2012—

25 February 2013 ሲ Customs Amendment (Miscellaneous Measures) Bill 2012—13 March 2013 ሲ Native Title Amendment Bill 2012—13 March 2013 ሲ Regulatory Powers (Standard Provisions) Bill 2012—18 March 2013


Government responses to inquiry reportsDuring the year, the Australian Government responded to eight reports from parliamentary committees relevant to DAFF:

• House Standing Committee on Agriculture, Resources, Fisheries and Forestry ሲ The Australian forestry industry—19 June 2013

• House Standing Committee on Primary Industries and Resources ሲ The role of government in assisting Australian farmers to adapt to the impacts of climate

change—30 October 2012• Joint Committee of Public Accounts and Audit

ሲ Review of Audit Report No. 46 (2011–12) Administration of the Northern Australian Quarantine Strategy—29 May 2013

• Joint Standing Committee on Foreign Affairs, Defence and Trade ሲ Australia’s Trade and Investment Relations with Asia, the Pacific and Latin America—

20 December 2012• Senate Foreign Affairs, Defence and Trade Committee

ሲ Matters relating to the Torres Strait Region—9 August 2012• Senate Rural and Regional Affairs and Transport References Committee

ሲ Australia’s biosecurity and quarantine arrangements—27 July 2012• Senate Rural Affairs and Transport References Committee

ሲ Animal welfare standards in Australia’s live export markets—10 July 2012• Senate Select Committee on Agricultural and Related Industries

ሲ Pricing and supply arrangements in the Australian and global fertiliser market—6 June 2013

Reports by the Auditor-GeneralDuring 2012–13, the Auditor-General tabled one Australian National Audit Office (ANAO) report dealing with the department’s activities.

ANAO Audit Report No. 22 2012–13: Administration of the Tasmanian Forests Intergovernmental Agreement Contractors Voluntary Exit Grants ProgramThe objective of this cross-agency audit was to examine the effectiveness of the department’s administration of the Tasmanian Forests Intergovernmental Agreement Contractors Voluntary Exit Grants Program. The ANAO made two recommendations aimed at improving the quality and transparency of assessment processes. We agreed to all the recommendations.

Reports by the Interim Inspector-General of BiosecurityIn 2008, the Australian Government agreed in principle to establish a statutory office of the Inspector-General of Biosecurity. In 2009, pending enabling legislation, the government appointed Dr Kevin Dunn as the Interim Inspector-General of Biosecurity (IIGB). Dr Dunn’s stewardship of the role ended on 30 June 2013.

The IIGB reports to the minister and has a broad scope to audit and review the performance of biosecurity risk management systems that are the department’s responsibility. The IIGB makes key findings and recommendations available publicly. The IIGB remains accountable to the secretary on matters of administration and governance and the department provides administrative support.

The IIGB conducts a multi-year assurance work program. In 2012–13, the IIGB completed work on assessing the effectiveness and performance of controls and systems that the department uses to manage biosecurity risks across the continuum (offshore, at the border and onshore).


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This included:• examination of biosecurity controls associated with the export from Australia of live abalone to

China and Hong Kong• review into the undeclared importation of food from the Republic of Korea detected in

December 2010• examination of the effectiveness of the department’s current controls to manage biosecurity risks in

the importation of freshwater and marine ornamental fish• desktop review of the approval of offshore pre-export quarantine facilities for importing horses

to Australia• audit of the Eastern Creek Animal Quarantine Station in New South Wales• audit of the Werribee Post–Arrival Quarantine Facility in Victoria.

The IIGB has made several recommendations across the biosecurity continuum to support and improve Australia’s world-class biosecurity standing. The IIGB’s reports are available at daff.gov.au/about/publications/interim-inspector-general-of-biosecurity.

Other reports The Commonwealth Ombudsman, the Australian Information Commissioner and the Privacy Commissioner did not publish any reports in 2012–13 scrutinising the department’s operations.

Freedom of informationThe department makes records available to the public under the Freedom of Information Act 1982 (FOI Act), either in response to requests for access to information under the FOI Act or on its websites in accordance with the government’s Information Publication Scheme (IPS).

Agencies subject to the FOI Act are required to publish information to the public as part of the IPS. This requirement is in Part II of the FOI Act and has replaced the former requirement to publish a Section 8 statement in an annual report. Each agency must display on its website a plan showing what information it publishes in accordance with the IPS requirements.

The department has met its statutory obligations relating to the IPS. This includes publishing a range of corporate and operational information on our website and reporting on information accessed through FOI applications in a disclosure log.

More information is available at daff.gov.au/about/accessing-information.

Tribunal and court decisionsIn 2008, a group of Victorian abalone fishermen appealed to the Federal Court of Australia, challenging Victorian legislation that they alleged curtailed their rights to take abalone in Victoria. The Commonwealth and the State of Victoria were respondents in the case, because both were party to the arrangement under which the relevant fishery was managed. In 2013, the Full Court of the Federal Court dismissed the appeal and the whole of the proceedings.

Claims for compensation for detriment caused by defective administrationThe department received five claims and one application under the Scheme for Compensation for Detriment caused by Defective Administration (CDDA). Another six unresolved claims were carried over from 2011–12, including one carried over because the claimant rejected the compensation offered by DAFF in 2009–10 and provided further information in June 2012. Four of the 11 claims were completed in 2012–13 and seven claims and one application remain outstanding.


All claims made under the CDDA are assessed in accordance with the Department of Finance and Deregulation (DoFD) Finance Circular 2009/09: Discretionary compensation and waiver of debt mechanisms. Of the four claims completed in 2012–13, compensation of $7783.75 was offered to one claimant (which was accepted) and three claims were declined. One outstanding claim was approved and was awaiting payment as at 30 June 2013.

If claimants are not satisfied with the outcome of their claims, the department advises them to contact the Commonwealth Ombudsman.

Act of grace paymentsDoFD asked the department to provide submissions on 11 requests for act of grace payments. Of these, nine related to closure of the Exceptional Circumstances Exit Grant program. Another 23 claims were carried over from 2011–12. During 2012–13, we provided 31 submissions to DoFD. Submissions are being prepared on the three remaining claims.

During the year, the Minister for Finance and Deregulation, or her delegate, decided on 25 of the 31 requests, offering payment to 14 claimants and declining 11 requests.

Any payments made are included in the financial statements section of this annual report (see Part 6: Department of Agriculture, Fisheries and Forestry, Note: 28).


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PurchasingWe continue to contract consultants and other non-government service providers to supply goods or services. Our procurement practices reflect the policies and principles outlined in the Commonwealth Procurement Rules. We focus on:

• value for money• encouraging competition• efficient, effective, economical and ethical use of government resources• accountability and transparency• compliance with other Australian Government policies.

Our divisions are responsible for their own purchasing, subject to the Chief Executive Instructions and supporting departmental guidelines that complement the Commonwealth Procurement Rules.

Our Procurement Advice and Operations Team provides advice to all areas of the department engaged in procurement activity. Services include contract template maintenance, guidance on the procurement cycle, contract management advice, procurement training and partnering with divisions in significant approaches to the market. The team is also responsible for departmental procurement policy and reporting in accordance with government guidelines.

We met our procurement related reporting obligations, including listing on our website contracts valued at more than $100 000, in accordance with the Senate Order on Departmental and Agency Contracts.

DAFF’s annual procurement plan is published on the AusTender website by 1 July each year.

Engaging consultantsDuring 2012–13, the department entered into 76 new consultancy contracts, involving total actual expenditure of $3 075 676. In addition, 28 ongoing consultancy contracts were active, involving total actual expenditure of $1 746 559.

Table 32 shows the number and value of consultancies with a value greater than $10 000 and total expenditure on consultancies for 2012–13 and the two previous years.

External service providers


Table 32 Consultancies—number, value and total expenditure

2012–13 2011–12 2010–11

Number of consultancies with a value greater than $10 000 let during the year

76 88 157

Total value of consultancies with a value greater than $10 000 let during the year

$4 515 195 $7 869 845 $12 040 356

Actual expenditure on new and ongoing consultancies during the year

$4 822 235 $7 982 739 $15 977 507

We engage consultants where we lack specialist expertise or when independent research, review or assessment is required. Consultants are typically engaged to investigate or diagnose a defined issue or problem; carry out defined reviews or evaluations; or provide independent advice, information or creative solutions to assist in the department’s decision-making.

Before engaging consultants, we take into account the skills and resources required for the task, the skills available internally and the cost-effectiveness of engaging external expertise. The decision to engage a consultant is made in accordance with the Financial Management and Accountability Act 1997, related regulations including the Commonwealth Procurement Rules and relevant internal policies such as DAFF’s Chief Executive Instructions and departmental procurement guidelines.

Other contract information

Exempt contractsNo contracts let during 2012–13 were exempted by the secretary from being published on AusTender on the basis that publication would disclose exempt matters under the FOI Act.

Access by the Auditor-GeneralAll contracts valued at $100 000 or more (GST inclusive) let during 2012–13 provided for the Auditor-General to have access to the contractor’s premises.

Further information on contracts and consultanciesAnnual reports contain information about actual expenditure on contracts for consultancies. Information on the value of contracts and consultancies is available on the AusTender website tenders.gov.au.

Purchaser–provider arrangementsAustralian Agency for International DevelopmentWe have a strategic partnership agreement with the Australian Agency for International Development (AusAID) to strengthen cooperation between our agencies in a whole-of-government approach to development work in the Asia–Pacific region. The agreement includes:

• the Association of Southeast Asian Nations (ASEAN) Regional Diagnostic Network Project• bilateral activities under the Public Sector Linkages Program• the Emerging and Re-emerging Zoonotic Disease Regional Initiative Program.

The ASEAN project covers activities including training in the diagnostics of plant pests and diseases, mentoring visits by regional specialists to Myanmar, Vietnam, Thailand and Indonesia and providing high-resolution microscopes and equipment for remote diagnostics.


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Bilateral capacity building programs have included a project to develop DNA barcodes for exotic pests in Thailand, providing remote diagnostic equipment to Indonesia and the Philippines, a sanitary and phytosanitary awareness seminar in India, a strategy for a forest health surveillance network in Southeast Asia and translating a reference guide for pest surveillance into Chinese and Lao.

Australian National Centre for Ocean Resources and SecurityWe engaged the Australian National Centre for Ocean Resources and Security to conduct a desktop literature study of current harvest strategies used in a selection of other countries. The study was used to assist the review of the Commonwealth Fisheries Harvest Strategy Policy and Guidelines. The report is available at daff.gov.au/fisheries/domestic/harvest_strategy_policy/review.

Scientific research and analysisWe enter into purchaser–provider arrangements with a range of government, industry and private sector agencies to deliver scientific and economic research services to improve the productivity, competitiveness and sustainability of Australia’s agriculture, fisheries and forestry industries. In 2012–13, we established service provider arrangements with the following organisations:

• Australian Centre of Excellence for Risk Analysis• Australian Centre for International Agricultural Research• Australian Fisheries Management Authority• AusAID• Centre of Excellence for Biosecurity Risk Analysis• CSIRO• Dairy Australia• Department of Foreign Affairs and Trade• Department of Fisheries, Western Australia • Department of Industry, Innovation, Climate Change, Science, Research and Tertiary Education• Department of Primary Industries, Victoria• Department of Primary Industries and Regions, South Australia• Department of Regional Australia, Local Government, Arts and Sport—Office of Northern Australia• Department of Sustainability, Environment, Water, Population and Communities• Department of the Treasury• Farm Foundation USA• Fisheries Research and Development Corporation• Fisheries Resources Research Fund • Food Standards Australia New Zealand• Forest and Wood Products Australia• Grains Research and Development Corporation• Horticulture Australia Limited• International Food Policy Research Institute• Meat and Livestock Australia• Murray–Darling Basin Commission• National Environment Protection Council Service Corporation• National Water Commission• Plant Health Australia


• Rural Industries Research and Development Corporation• Taronga Zoo• University of Canberra, National Centre for Social and Economic Modelling• University of South Australia• University of Sydney• University of Tasmania

Advertising and market researchPayments of more than $12 100 (including GST) to advertising agencies, market research organisations, polling organisations, direct mail organisations and media advertising organisations are set out in Table 33.

The department did not undertake any advertising campaigns in 2012–13.

Table 33 Advertising and market research for 2012–13

Organisation Description Expenditure a

Advertising agencies—creative head hours billed

N/A

Market research organisations $14 993.00

Instinct and Reason Market research and product testing of airport signage ($14 993)

Polling organisations

N/A

Direct mail organisations $47 134.23

Blue Star Printing Group Australia For distribution and fulfilment of biosecurity brochure orders ($14 676.23)

Union Offset Printers, Axiom Printing and mail distribution of the Exporter Supply Chain Assurance System brochure sent to all cattle workers in the Northern Territory ($32 458)

Media advertising organisations—including recruitment and tender notices $344 943.01

Ad Corp Purchase of all DAFF’s non‑campaign advertising and recruitment advertising nationwide ($344 943.01)

Total $407 070.24

a All figures are inclusive of GST

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