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Budget Statements DJustice and Community Safety Directorate

Legal Aid Commission (ACT) Public Trustee and Guardian for the ACT

Australian Capital Territory

Budget 2019-20Building for the future

Australian Capital Territory

Budget 2019-20Building for the future

Budget Statements DJustice and Community Safety Directorate

Legal Aid Commission (ACT) Public Trustee and Guardian for the ACT

STRUCTURE AND CONTENT OF THE 2019-20 BUDGET PAPERSThe 2019-20 Budget is presented in three papers and a series of agency Budget Statements.

Budget Paper 1: Budget Speech

The Treasurer’s speech to the Legislative Assembly highlights the Government’s Budget strategy and key features of the Budget.

Budget Paper 2: Budget in Brief

Budget Paper 2 presents a summary of the overall budgetary position together with information on the Government’s priorities in key service delivery areas.

Budget Paper 3: Budget Outlook

Budget Paper 3 summarises the 2019-20 Budget and forward estimates for the general government sector, the public trading enterprise sector and the total Territory Government.

Details of the projected 2019-20 Budget results are provided, as well as background information on the development of the 2019-20 Budget, including economic conditions and federal financial relations. It also provides an overview of the Territory’s infrastructure investment program and details of the 2019-20 expense, infrastructure and capital, and revenue initiatives. Full accrual financial statements and notes are provided for all sectors.

Budget Statements

The Budget Statements contain information on each directorate and agency, including descriptions of functions and roles and responsibilities, together with major strategic priorities.

ISSN 1327-581X

© Australian Capital Territory, Canberra June 2019Publication No 19/0529Material in this publication may be reproduced provided due acknowledgement is made.Produced by the Chief Minister, Treasury and Economic Development Directorate.Enquiries about this publication should be directed to the Chief Minister, Treasury and Economic Development Directorate.GPO Box 158, Canberra City 2601http://www.act.gov.au/budgetTelephone: Access Canberra - 13 22 81

2019-20 Budget Statements i

Contents

Justice and Community Safety Directorate ………………………………………………………………………..1

Purpose ………………………………………………………………………………………………………………….1

2019-20 Priorities …………………………………………………………………………………………………..1

Estimated Employment Level …………………………………………………………………………………3

Strategic Objecitves and Indicators ………………………………………………………………………..4

Output Classes ……………………………………………………………………………………………………….9

Accountability Indicators ………………………………………………………………………………………13

Changes to Appropriation …………………………………………………………………………………….19

Summary of 2019-20 Infrastructure Program ……………………………………………………….27

Financial Statements …………………………………………………………………………………………….30

Legal Aid Commission (ACT) ……………………………………………………………………………………………..49

Legal Aid Commission (ACT) – Statement of Intent ……………………………………………….49

Purpose ………………………………………………………………………………………………………………..50

Nature and Scope of Activities ………………………………………………………………………………50

2019-20 Priorities and Next Three Financial Years ………………………………………………..58

Estimated Employment Level and Employment Profile …………………………………………59

Strategic Objectives and Indicators ……………………………………………………………………….60

Output Classes ………………………………………………………………………………………………………62

Accountability Indicators ………………………………………………………………………………………63


Monitoring and Reporting …………………………………………………………………………………….66

Financial Arrangements ………………………………………………………………………………………..66


2019-20 Budget Statements ii

Public Trustee and Guardian …………………………………………………………………………………………….76

Public Trustee and Guardian – Statement of Intent ………………………………………………76

Purpose ………………………………………………………………………………………………………………..77

Nature and Scope of Activities ………………………………………………………………………………78

2019-20 Priorities and Next Three Financial Years ………………………………………………..80

Estimated Employment Level ……………………………………………………………………………….82

Key Performance Indicators for 2019-20 to 2022-23 …………………………………………….83

Assessment of Performance Against 2018-19 Objectives ……………………………………..85


Monitoring and Reporting …………………………………………………………………………………….88


2019-20 Budget Statements 1 Justice and Community Safety Directorate

JUSTICE AND COMMUNITY SAFETY DIRECTORATE

Purpose

The Justice and Community Safety Directorate (the Directorate) seeks to maintain a fair, safe and peaceful community in the ACT where people’s rights and interests are respected and protected. This is achieved through the objectives of:

• maintaining the rule of law and the Westminster style of democratic government;

• promoting the protection of human rights in the Territory;

• promoting a restorative approach to justice;

• providing effective offender management and opportunities for rehabilitation;

• protecting and preserving life, property and the environment; and

• providing for effective and cohesive emergency response and management.

To support the achievement of its objectives, the Directorate aims to improve service delivery to government and the community to ensure it continues to meet community needs into the future.

2019-20 Priorities – Better support when it matters Strategic and operational initiatives for 2019-20 include:

• Building communities not prisons to reduce recidivism by:

- strengthening the delivery of appropriate therapeutic and re-integration programs to detainees at the Alexander Maconochie Centre (AMC);

- establishing a Reintegration Centre at the AMC to support pathways out of the justice system through provision of accommodation for low risk detainees and support to improve living skills, re-establish connections with family and friends and provide employment, rehabilitation and education opportunities;

- investing in a Justice Housing Program that will provide accommodation for women and Aboriginal and Torres Strait Islander people to support better life outcomes;

- funding the Warrumbul Circle Sentencing Court which provides culturally relevant sentencing options for Aboriginal and Torres Strait Islander children and young people;

- expanding the ACT Bail Support Program to reduce the number of people on remand.


• Providing additional resources to support higher detainee numbers at the AMC and strengthening safety and security by replacing the Fire Services Systems and the Detainee Telephone System.

• Continuing the implementation of criminal law reform recommendations arising from the Royal Commission into Institutional Responses to Child Sexual Abuse including the establishment of an intermediary scheme in the ACT.

• Supporting the efficient operation of the justice system by establishing a Therapeutic Care Court for care and protection matters in the Children’s Court and strengthening the capacity of the Office of the Director of Public Prosecutions to address organised crime.

• Supporting Care Inc. and the Women’s Legal Centre to provide legal services to disadvantaged groups within the ACT community; and Environmental Defender’s Office to provide community legal assistance services on environmental matters.

• Supporting the ACT Civil and Administrative Tribunal (ACAT) to resolve any disputes which are expected to arise upon the commencement of the new Motor Accident Injuries scheme.

• Continuing to provide funding to the ACT Ombudsman to support its role under the Freedom of Information Act 2016, and to continue its role as the Principal Officer for the ACT Judicial Commission established under the Judicial Commissions Act 1994.

• Increasing the minimum community contributions rate for clubs from 8 per cent of net gaming machine revenue (NGMR) to 8.8 per cent with revenue raised being equally provided to the Chief Minister’s Charitable Fund and to gambling harm reduction and mitigation activities.

• Implementing the National Code for Unregistered Health Workers to provide oversight of health workers.

• Implementing reforms to the Graduated Licensing Scheme which would provide a staged approach to driver licensing with restrictions and sanctions that are reduced as experience is gained.

• Strengthening Canberra’s public safety by establishing and trialling a fixated threat assessment capability over a two-year period; and upgrading physical security measures including CCTV and pedestrian safety barriers at public places, venues and events.

• Strengthening the ACT Emergency Services Agency to build operational capability and meet future needs by:

- undertaking two recruit colleges for 36 firefighters;

- contracting the use of an additional helicopter to combat bushfires;

- purchasing a new aerial fire-fighting appliance to replace the existing Bronto and deliver an additional pumper for responding to fires and emergencies;


- undertaking due diligence investigation and preliminary design for new Fire and Ambulance stations in the City Centre and in the Molonglo Valley;

- upgrading the ACT State Emergency Services Majura Unit located at Hackett to cater for a growth in its membership base and the Rural Fire Service Facilities at the Hume helibase;

- scoping alternative service delivery and model of care options for the ACT Ambulance Service.

• Strengthening ACT Policing to build capability and meet future needs by:

- employing extra personnel to increase intelligence-led and evidence-based approaches that enable ACT Policing to commence delivery of a new Police Service Model that will adopt a system-wide approach towards crime prevention, disruption and response activities in support of government’s overall efforts to reduce recidivism by 25% by 2025; and

- upgrading ACT Policing’s ACT Government-owned sites to ensure that they are accessible for people with disability and mobility impairments, and to ensure that they are compliant with the Work Health and Safety Act 2011.

Estimated Employment Level

Table 1: Estimated Employment Level

2017-18 Actual

Outcome

2018-19 Budget

2018-19 Estimated Outcome

2019-20 Budget

Staffing (FTE) 1,7271 1,7692 1,7833 1,8404

Notes: 1. The 2017-18 actual outcome of 1,727 FTE differs from the FTE disclosed in the Justice and Community Safety

Directorate’s 2017-18 Annual Report (1,781) as it excludes the Public Trustee for the ACT (54 FTE). 2. The increase of 42 FTE in the 2018-19 Budget from the 2017-18 actual outcome mainly reflects the net increase in

staffing resources relating to 2018-19 Budget initiatives. 3. The increase of 14 FTE in the 2018-19 estimated outcome from 2018-19 Budget is mainly due to the net increase in

staffing resources associated with the 2018-19 Budget Review initiatives, additional staff funded through own sourced revenue.

4. The increase of 57 FTE in the 2019-20 Budget from the 2018-19 estimated outcome mainly reflects the net increase in staffing resources associated with the 2019-20 Budget and the impact of prior budget outcomes.


Strategic Objectives and Indicators

Strategic Objective 1

Accessible Justice System

The ACT justice system seeks to ensure fairness to all persons involved. A fair justice system is accessible, deals with matters in an expeditious manner and is one in which all persons involved conduct themselves in a way that promotes, protects and respects rights.

Table 2: Strategic Indicator 1: Justice System Completion Rates

Success Strategic Indicator 2018-19 Targets


2019-20 Targets

Timely completion of civil cases in the courts

Percentage of cases finalised within 12 months from lodgement

- Supreme Court (includes Court of Appeal) 1

- Magistrates Courta - Childrens Court - Coroners Court

85%

75%

85%

90% 97% 90% 90% 88% 90%

90% 90% 90%

Timely completion of criminal cases in the courts

Percentage of cases finalised within 12 months from lodgement - Supreme Court (includes

Court of Appeal) 2 - Magistrates Courtb - Childrens Court - Family Violence Court

85% 75% 85% 95% 93% 95% 95% 99% 95%

95% 95% 95%

Timely completion of ACT Civil and Administrative Tribunal (ACAT) cases

Percentage of cases finalised within 12 months from lodgement

95% 88% 95%

a. Magistrates Court civil cases include those for Childrens Court and Coroners Court. b. Magistrates Court criminal cases include those for Childrens Court and Family Violence Court.

Notes: 1. The estimated outcome is below target due to the Supreme Court continuing to give priority to finalising civil matters

pending for more than 12 months. 2. The estimated outcome is below the target due in part to a higher than expected number of long and complex cases

being finalised.



Safe Community

An effective criminal justice system underpins the safety of the community. Although neither the Directorate nor the ACT Government can control all of the factors that impact on community safety, effectiveness can be measured by examining the level of crime against people and property and whether the justice system deals with offenders in a way that reduces the risk of further offending.

Table 3: Strategic Indicator 2: Crime Related Community Safety



2019-20 Targets

Reduction in level of crime

Number of known and reported criminal offences:

- against the person per 100,000 population1

682 893 682

- against property per 100,000 population2

4,875 4,382 4,875

Perceptions of safety

The proportion of people who felt ‘safe’ or ‘very safe’:a

- at home by themselves during the night

=> 89% 92.6% =>89%

- walking by themselves in their neighbourhood during the night

=> 54.3% 59.1% => 54.3%

- by themselves travelling on public transport during the night3

=>31.1% 39.5% =>31.1%

No escapes/ abscondments from custody

Number of escapes or absconds per 100 detainees

0 0 0

Reduction in recidivism rate

ACT sentenced detainees released two years earlier than the year being measured who returned to prison with a new correctional sanction within two years

42% 41% 41%

a. Perceptions of safety indicators are drawn from the National Survey of Community Satisfaction with Policing, a self-reporting survey conducted by the Social Research Centre. The sample size and landline based methodology may limit how representative the results are of the ACT population as a whole.

Notes: 1. National and local initiatives have resulted in an increase in reporting of domestic and family violence related

incidents. This is due to the increased awareness, confidence in reporting and responsiveness to family and domestic violence.

2. ACT Government and ACT Policing have undertaken a range of targeted activities aimed and keeping property crime rates low under the Property Crime Prevention Strategy 2016-2020.

3. In recent years, the ACT has remained steady around 32% and above the national rate. The increase is consistent with the national landscape, with the national rate also increasing.



Safe Community — Emergency Services

Table 4: Strategic Indicator 3: Emergency Related Community Safety



2019-20 Targets

Increased community resilience for emergencies

Percentage of planned community engagement and awareness events conducted

90% 92% 90%

Percentage of leaseholders within the Bushfire Abatement Zone with a Farm Fire-wise Plan

100% 100% 100%

Number of sub-plans to the ACT Emergency Plan reviewed

4 4 6

ACT Public Information Coordination Centre for ESA lead emergency response – number of exercises conducted

2 2 2

Percentage of Emergency alerts, updates and warnings to the ACT community through the use of the SPOT System

100% 100% 100%

Maintain or increase volunteer levels. Percentage change in levels1

1% 7.5% 1%

Reduced loss of life and loss/damage to property

Percentage of structure fires confined to room of origin

80% 76% 80%

Percentage of 132 500 storm and flood callouts acknowledged within 24 hours

95% 100% 95%

Reduced impact on the environment from bushfires

Percentage of bushfires kept below five hectares within the ACT

100% 97% 100%

Note: 1. The ESA had a target of an increase of 1% of volunteers and estimate a 7.5% increase in these numbers. As part of the

Working with Vulnerable People initiative, the volunteer services have been working hard to improve the accuracy of their membership databases. As a result many volunteers who were previously recorded as ‘active’ have been found ‘inactive’ and removed, which has resulted in a more accurate database but lower recorded numbers in recent years. This financial year the Community Fire Unit, State Emergency Services, Rural Fire Services and Mapping and Planning Support volunteer services have moved into a new phase of focused recruitment, resulting in a significant increase in volunteer numbers.



Safe Community – Road Safety

The safety of ACT road users is supported by the ACT Road Safety Strategy 2011-2020 and underpinning Road Safety Action Plans.

Strategic Indicator 4: Promotion of Road Safety

Figure 1: Annual number of road fatalities per 100,000 population

Source: Bureau of Infrastructure, Transport and Regional Economic, Road Deaths Australia

Note:

The annual number of road fatalities per 100,000 of population allows jurisdictions to compare the road safety performance of their state or territory and is used at the national level to monitor road safety performance.

Deaths per 100,000 population



Promotion and Protection of Rights and Interests

The ACT Human Rights Commission, now including the Public Advocate of the ACT and Victim Support ACT, protects the rights of vulnerable members of the community. The Commission provides community engagement, information, support and/or advice in relation to the roles and functions of their Commissioners, including how members of the community can access and protect their rights. Additionally, as required under the Human Rights Act 2004, the Directorate seeks to ensure that all legislation is compatible with human rights.

Table 5: Strategic Indicator 5: Awareness and Compliance with Human Rights and Interests



2019-20 Targets

New government laws are compatible with human rights legislation at time of introduction

Percentage of new government laws that are compatible with human rights legislation at the time of introduction

100% 100% 100%

Increased community awareness of how to access and protect rights

Number of community members made aware of their rights in the area of responsibility for victim support

1,400

1,400

1,400

Number of community engagement activities undertaken by: - Human Rights Commission in area

of human rights and service provision1

50

70

70

Note: 1. The higher than target 2018-19 estimated outcome is attributed to a greater focus on the Commission’s community

engagement activities during the period. The target for 2019-20 has been increased to align with the new measure.


Output Classes

Output Class 1: Justice Services

Table 6: Output Class 1: Justice Services

2018-19 2019-20 Estimated Outcome Budget $'000 $'000

Total Cost 73,828 73,382 Controlled Recurrent Payments 58,382 62,339

Note: 1. Total cost includes depreciation and amortisation of $2.772 million in 2018-19 and $2.894 million in 2019-20.

Output 1.1: Policy Advice and Justice Programs

High quality policy, legislation, ministerial support and advice to portfolio Ministers, Cabinet and other agencies on justice and community safety matters. Administer security coordination and emergency management policy, and innovative justice and crime prevention programs (including the Restorative Justice Program) across government and the community. Table 7: Output 1.1: Policy Advice and Justice Programs



Output 1.2: Legal Services to Government

High quality and timely legal advice and representation for the Attorney General and Government. Table 8: Output 1.2: Legal Services to Government




Output 1.3: Legislative Drafting and Publishing Services

Provision of high quality and timely legislative drafting and publishing services for ACT legislation and maintenance of the ACT legislation register. Table 9: Output 1.3: Legislative Drafting and Publishing Services



Output 1.4: Public Prosecutions

Prosecution of summary and indictable matters, at first instance and on appeal, provision of assistance to the Coroner, and provision of witness assistance services. Table 10: Output 1.4: Public Prosecutions



Output 1.5: Protection of Rights

Provision of advocacy, complaints-handling, advice, community awareness raising and other services in connection with the promotion and protection of rights especially for vulnerable members of society, through services provided by the ACT Human Rights Commission, including the Public Advocate of the ACT and Victim Support ACT. This output also includes services provided by the Privacy Commissioner. Table 11: Output 1.5: Protection of Rights




Output Class 2: Corrective Services

Table 12: Output Class 2: Corrective Services




Output 2.1: Corrective Services

Provision of safe and secure custody for detainees with a strong focus on the delivery of rehabilitative, educational and vocational programs, effectively managing un-sentenced offenders and community based corrections programs, and providing advice and services to the ACT justice system.

Output Class 3: Courts and Tribunal

Table 13: Output Class 3: Courts and Tribunal



Note:

1. Total cost includes depreciation and amortisation of $5.632 million in 2018-19 and $8.095 million in 2019-20.

Output 3.1: Courts and Tribunal

High quality support to judicial officers and tribunal members in the ACT Courts and Tribunal and high quality services to the public using the courts and the tribunal.


Output Class 4: Emergency Services

Table 14: Output Class 4: Emergency Services




Output 4.1: Emergency Services

Prevention and Mitigation: Measures taken in advance of an emergency aimed at decreasing or eliminating its impact on the community and the environment. Preparedness: Measures to ensure that, should an emergency occur, communities, resources and services are capable of responding to and coping with the effects. Response: Strategies and services to control, limit or modify an emergency to reduce its consequences. Recovery: Strategies and services to return the ACT Emergency Services Agency to a state of preparedness after emergency situations and to assist with community recovery.

EBT 1: ACT Policing

Table 15: EBT 1: ACT Policing

Estimated Outcome Budget $'000 $'000

Total Cost 168,133 172,573 Payment for Expenses on Behalf of the Territory 165,673 169,451


Output 1.1: ACT Policing

Payment to ACT Policing (the ACT branch of the Australian Federal Police) for the provision of police services to the ACT community. These services include the protection of persons and property, crime prevention and detection, maintaining peace and good order and the enforcement of ACT laws.


Accountability Indicators

Output Class 1: Justice Services

Output 1.1: Policy Advice and Justice Programs

Table 16: Accountability Indicators Output 1.1

2018-19 Targets

2018-19 Estimated

Outcome

2019-20 Targets

a. Percentage of legislation requested by the JACS portfolio ministers is developed within timeframes agreed by the JACS portfolio ministers

100% 100% 100%

b. Proportion of surveyed users of restorative justice programs satisfied with service received

97% 96% 97%

c. Number of initiatives that reduce regulatory burden1

2 6 2

Note: 1. The 2018-19 estimated outcome exceeds the target by 200 per cent, reflecting the Government’s progress in reducing

regulatory burden.

Output 1.2: Legal Services to Government


2018-19 Targets


2019-20 Targets

a. Timely legal services provided by the ACT Government Solicitor: percentage of advices completed within 28 days

85% 85% 85%

b. High quality legal services provided by the ACT Government Solicitor: percentage of client survey respondents satisfied with quality of advice and representation

95% 93% 95%

c. Timely legal services provided by the ACT Government Solicitor: percentage of court matters undertaken and completed within courts, tribunal or any applicable statutory timetable

95% 94% 95%


Output 1.3: Legislative Drafting and Publishing Services


2018-19 Targets


2019-20 Targets

a. High level of client satisfaction for legislative drafting and publishing services by the Parliamentary Counsel’s Office: percentage of satisfied client survey respondents

90% 90% 90%

b. Timely legislative drafting and publishing services by the Parliamentary Counsel’s Office:

- Percentage of drafting responses provided within 30-day standard

95% 95% 95%

- Percentage of notifications notified on ACT legislation register on requested notification day

99% 99% 99%

- Percentage of republications of changed legislation published on ACT legislation register on day the change happens

99% 99% 99%

Output 1.4: Public Prosecutions


2018-19 Targets


2019-20 Targets

a. Percentage of cases where court timetable is met in accordance with Courts’ rules

80% 85% 80%

b. Average cost per matter finalised1 $2,800 $3,132 $3,000

Note: 1. There has been an increase in the average cost per matter over the period due to increase in the complexity of

matters with more diverse and technical evidence being processed.


Output 1.5: Protection of Rights


2018-19 Targets


2019-20 Targets

Human Rights Commission a. High level of client satisfaction with Human Rights

Commission complaints process:

- Percentage of survey respondents who consider the process fair, accessible and understandable

75% 75% 75%

- Percentage of complaints concluded within Commission standards

75% 75% 75%

b. High level of community education, information and advice in relation to human rights and (i) services for children and young people, (ii) disability services, (iii) discrimination, (iv) health services, and (v) services for older people:

- Number of community engagement activities undertaken by the Commission1

50 70 70

Public Advocate c. The Public Advocate of the ACT’s actions towards

achieving a caring community where the rights and interests of vulnerable people are protected:

- Proportion of client survey respondents for whom advocacy services are provided by the Public Advocate of the ACT where a high level of satisfaction is reported

75% 75% 75%

Individuals, excluding guardianship clients, brought to the attention of the Public Advocate:

- Proportion of individuals brought to the attention of the Public Advocate for whom direct advocacy is provided

25% 25% 25%

- Percentage of clients referred to the Public Advocate for whom a review of the documentation was undertaken

75% 75% 75%

Victim Support ACT d. Percentage of referrals to Victim Support ACT or

the Victims of Crime Commissioner actioned within five working days

95% 95% 95%

Note: 1. The higher than target 2018-19 estimated outcome is due to a more active period of community engagement. The

2019-20 target has been increased to reflect increased focus on community engagement activities across the Human Rights Commission.


Output Class 2: Corrective Services

Output 2.1: Corrective Services


2018-19 Targets


2019-20 Targets

a. Completion rates of Community Corrections Orders:

- The proportion of Community Corrections supervision orders successfully completed within the counting period1

80% 66% 68%

- The proportion of Community Corrections reparation orders successfully completed within the counting period

60% 58% 60%

b. Average cost per detainee per day for all detainees

$310 $310 $310

c. Average cost per day for community based offenders

$39 $39 $39

Note: 1. The lower 2018-19 estimated outcome compared to the target is a result of a more offenders failing to comply with

their order conditions and greater detection of non-compliance of conditions. The reduction in the target for 2019-20 is based on the analysis of historical data which has shown a downward trend in completion rates for supervision. The target rate of 68% still remains an ambitious target due to more offenders failing to comply with their order conditions. Caution has to be utilised when considering the impact of non-completions as it is also indicative of staff following legislative requirements.


Output Class 3: Courts and Tribunal

Output 3.1: Courts and Tribunal


2018-19 Targets


2019-20 Targets

Courts a. Cost per finalised criminal case1

- Supreme Court $36,500 $31,705 $44,600 - Magistrates Court $2,700 $1,766 $2,250

b. Cost per finalised civil case1 - Supreme Court $16,500 $15,520 $21,800 - Magistrates Court $4,000 $3,098 $3,600

c. Criminal Case Clearance Indicator – Percentage of Supreme Court finalisations, divided by the number of lodgements

100% 103% 100%

d. Criminal Case Clearance Indicator – Percentage of Magistrates Court finalisations, divided by the number of lodgements

100% 104% 100%

e. Civil Case Clearance Indicator – Percentage of Supreme Court finalisations, divided by the number of lodgements2

100% 88% 100%

f. Civil Case Clearance Indicator – Percentage of Magistrates Court finalisations, divided by the number of lodgements

100% 93% 100%

Tribunal g. Clearance Indicator – Percentage of ACAT

finalisations, divided by the number of lodgementsa

100% 107% 100%

a. ACAT – ACT Civil and Administrative Tribunal.

Notes: 1. The 2018-19 estimated outcome of each indicator is below the target because of the delay in the construction of the

new court facilities. The 2018-19 target included payments under the post construction contract that did not eventuate until December 2018. The 2019-20 target is higher due to the full year effect of the payments under Public Private Partnership of the new courts facilities and related facilities management arrangements.

2. The estimate outcome is below target due to fewer finalisations than expected.


Output Class 4: Emergency Services

Output 4.1: Emergency Services


. 2018-19 Targets


2019-20 Targets

Prevention and Preparedness a. Desktop audit of ACT Government Directorate

Bushfire Operational Plans activities 100% 100% 100%

b. Field assessment of Access Management Upgrades and Hazard Reduction burns conducted in accordance with Bushfire Operational Plans of ACT Government Directorates

100% 100% 100%

c. Percentage of ESA staff who have completed accredited training in AIIMSa,1

80% 71% 70%

Response and Recovery d. Structure Fire incidents responded to within

targetb 90% 93% 90%

e. Road Rescue incidents responded to within targetc

90% 90% 90%

f. Ambulance priority 1 - Incident Response Time 50th percentile (minutes)d,2

8 9.1 8

g. Ambulance priority 1 - Incident Response Time 90th percentile (minutes)d

15 14.8 15

h. Percentage of Patient Transport Service ‘fixed booking’ attended by booked time;3

65% 73% 65%

i. Total cost per head of population $359.04 $357.02 $373.86 a. AIIMS – Australasian Inter-Service Incident Management System. This accountability indicator captures training

provided to ESA staff only on the AIIMS system. b. Target refers to the response to structure fire incidents within 10 minutes. c. Target refers to the response to road rescue incidents within 13 minutes. d. Priority 1 records that are incomplete due to operator or system errors, or where incidents are outside the ACT, or

where the priority rating has been changed, are excluded.

Notes: 1. In 2018-19 the target for this indicator was revised up from 70% to 80%. The reason for this was that ESA aimed to

start providing this AIIMS accreditation to front line ACTAS staff. It has since been determined that there is no benefit to the community or agency and it is also not feasible to deliver AIIMS training to these staff resulting in the 2018-19 estimated outcome of 71%. The target has been revised back down to 70% for the 2019-20 year.

2. The slower estimated response time as compared to 2018-19 target performance is due to an overall increase in demand for ambulance services.

3. The higher than target outcome is due to improved booking procedures with a focus on avoiding conflicts in booking time.


Changes to Appropriation

Table 24: Changes to appropriation – Controlled Recurrent Payments


$'000

2019-20 Budget

$'000

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

2018-19 Budget 310,269 310,021 316,397 321,938 321,938

FMA Section 16B Rollovers from 2018-19 Workers' Compensation Acquittal 900 - - - - ACT Road Safety Fund 55 - - - - Better support when it matters - Drug and Alcohol Court Establishment

66 - - - -

Family Violence Cultural Project 13 - - - - Magistrates and Supreme Courts Websites Upgrade 32 - - - - Eastman Retrial and Related Proceedings 200 - - - -

2018-19 Budget Review Policy Decisions Better Government – Supporting government transparency 241 333 - - - More services for our suburbs – Better protective clothing for our firefighters

1,133 1,133 - - -

More Services for our suburbs - Enhancing our bushfire preparedness

562 452 463 476 487

More Services for our suburbs - More Paramedics and Ambulance

187 3,522 5,336 5,372 5,452

More support for families and inclusion – Building Strong Connected Neighbourhoods

- 527 515 578 541

More support for families and inclusion – Commencing operations of the Drug and Alcohol Court

699 1,856 2,345 - -

More support for families and inclusion – Delivering the Motor Accident Injuries Scheme

367 - - - -

More support for families and inclusion – Enhancing the Victims of Crime Financial Assistance Scheme

151 383 - - -

More support for families and inclusion – Reducing harm from gambling

141 284 - - -

More support for families and inclusion – Reducing recidivism by building communities not prisons - Aboriginal and Torres Strait Islander People Liaison Officer

138 281 288 296 299

More support for families and inclusion – Reducing recidivism by building communities not prisons - Yarrabi Bamirr

498 1,019 1,045 1,071 1,095

More support for families and inclusion – Providing safer alternatives to remand

1,073 2,882 2,274 - -

More support for families and inclusion – Reducing the number of gaming machines to 4,000

206 25 25 25 -

2019-20 Budget Policy Decisions Better supporting vulnerable witnesses - 929 1,337 - - Better Government – Expanding Microsoft user licensing - 264 271 278 285 Building communities not prisons - 1,089 1,478 1,489 1,024 Delivering a safe and secure Alexander Maconochie Centre - 1,087 1,114 1,142 1,171 Delivering better mental health care for people in crisis - 176 - - - Delivering graduated licensing to cut road deaths and accidents

- 51 41 - 75

Delivering the Motor Accident Injuries Scheme - 496 865 1,472 1,493



$'000

2019-20 Budget

$'000

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

Providing alternatives to jail through the Justice Housing Program

-

708

2,049

2,242

-

Recruiting more firefighters for ACT Fire & Rescue - 678 - - - Strengthening bushfire preparedness and ACT Rural Fire Service partnerships

- 526 948 610 566

Strengthening oversight for health workers - 190 194 148 150 Strengthening rehabilitation programs at the Alexander Maconochie Centre

- 330 1,881 2,094 2,136

Strengthening the ACT Ombudsman for more transparent government

- 899 922 63 65

Strengthening the Office of the Director of Public Prosecutions - 670 688 707 716 Supporting ACT Ambulance Service to meet the needs of a growing city

- 65 - - -

Supporting community legal centres - 265 - - - Supporting smarter working in the new ACT Government office projects

- 703 - - -

Training ACT Government frontline workers to respond to family violence

- 55 55 26 26

Upgrading essential services at the Alexander Maconochie Centre

- 186 334 190 -

Cessation - Safer families - Implementation of the Joint Australian Law Reform Commission and NSW Law Reform Commission Report on Family Violence

- -127 -378 -387 -397

Cessation - Safer families - Stronger criminal justice responses - -88 -332 -340 -349 Revised Funding Profile - Safer families – Enhancing access to justice for non-English speakers

- -346 -239 -247 -257

Initiative Offset – Boosting police for a growing city - -100 - - - 2019-20 Budget Technical Adjustments Revised Indexation Parameters - -58 -5 6 4,262 Revised Superannuation Parameters - -5 -4 233 828 Revised Wage Parameters - 2,979 2,970 2,966 3,005 Revised Funding Profile ACT Road Safety Fund -162 162 - - - Better support when it matters - Implementing Moss Review recommendations

-369 369 - - -

Drug and Alcohol Court Establishment -741 741 - - - Expanding CBR Night Crew -150 150 - - - Fines Management Scheme Feasibility -190 190 - - - Gungahlin Joint Emergency Services Centre - Future Use Study

-30 30 - - -

Implement Strategic Priorities -866 866 - - - Learning Management System -160 160 More support for families and inclusion – Delivering the Motor Accident Injuries Scheme

-288 288 - - -

More support for families and inclusion – Providing safer alternatives to remand

-830 830 - - -

National Disaster Resilience Program -375 375 - - - National Facial Biometric Matching Service -37 37 - - - Reducing Alcohol-Fuelled Violence -52 52 - - - Reducing Recidivism -469 469 - - - Safer families - Enhancing access to justice for non-English speakers

-200 200 - - -

Strategic Asset Management Plan -260 260 - - -



$'000

2019-20 Budget

$'000

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

Courts Public Private Partnership

-

1,528

1,445

2,599

3,662

Reclassification of Commonwealth Grants - Legal Assistance Services

-1,138 -1,174 - - -

Remuneration Tribunal 248 808 808 808 808 Savings - Courts Public Private Partnership -5,840 - - - - Savings - Retrial of Mr David Eastman -2,049 - - - - Contribution adjustment - Strategic office accommodation project

- - - 156 156

Transfer - Safer families - Enhancing access to justice for non- English speakers - from JACS to CSD

- -200 - - -

2019-20 Budget 302,973 340,481 345,130 346,011 349,237


Table 25: Changes to appropriation – Expenses on Behalf of the Territory


$'000

2019-20 Budget

$'000

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

2018-19 Budget 183,136 184,111 186,609 186,324 186,324

2018-19 Budget Review Policy Decisions More support for families and inclusion – commencing operations of the Drug and Alcohol Court

40 92 93 - -

More support for families and inclusion – Reducing the number of gaming machines to 4,000

2,000 1,080 1,080 1,080 -

2019-20 Budget Policy Decisions Boosting police for a growing city - 2,311 7,761 9,377 14,855 Delivering better facilities for ACT Policing - 34 55 55 27 Training ACT Government frontline workers to respond to family violence

- 3 3 - -

Cessation - Safer families - Stronger police support for family violence victims

- - -312 -320 -328

2019-20 Budget Technical Adjustments More support for families and inclusion – Reducing the number of gaming machines to 4,000

-1,317 - - - -

Revised Indexation Parameters - 13 39 297 758 Savings - Retrial of Mr David Eastman -655 - - - - Revised Funding Profile Better support when it matters - Planning for the future of policing in the ACT

-197 197 - - -

Implementing the Commonwealth Redress Scheme for Institutional Child and Sexual Abuse

-1,045 1,045 - - -

Upgrading mobile technology for ACT Policing -443 443 - - -

2019-20 Budget 181,519 189,329 195,328 196,813 201,636


Table 26: Changes to appropriation – Capital Injections, Controlled


$'000

2019-20 Budget

$'000

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

2018-19 Budget 24,402 33,295 5,008 6,165 6,165

FMA Section 16B Rollovers from 2017-18 ACT Corrective Service - Accommodation fit out 147 - - - - ACT Corrective Services - Information Management 75 - - - - Better Infrastructure Fund - Departmental 628 - - - - Better support when it matters - Enhanced security for

ACT Policing 87 - - - -

Better support when it matters - Upgrading ESA communications centre and Non-Emergency Patient Transport facilities

1,121 - - - -

Courts Public Private Partnership 455 - - - - Digital Canberra - New digital radio communication

system 121 - - - -

Emergency Services Agency Station Upgrade and Relocation -Aranda Station

193 - - - -

ESA Urban Search and Rescue and Chemical, Biological, Radiological and Nuclear Equipment Replacement

219 - - - -

ESA Vehicle Replacement Program 448 - - - - Reforming Emergency Services - New SES Station for

Tuggeranong 39 - - - -

Replacement of the Courts and Tribunal ICT Case Management System

353 - - - -

Strengthening Emergency Services - Territory Radio Network Upgrade - Phase 2 and 3

-1,994 - - - -

2018-19 Budget Review Policy Decisions More services for our suburbs - Enhancing our bushfire

preparedness 1,135 - - - -

More services for our suburbs – More paramedics and ambulances

542 813 - - -

More support for families and inclusion – Commencing operations of the Drug and Alcohol Court

500 461 - - -

More support for families and inclusion – Design and planning for the Alexander Maconochie Reintegration Centre expansion

997 - - - -

More support for families and inclusion – Providing safe alternatives to remand

200 - - - -

Capital Initiative Offsets -2,854 - - - -

2019-20 Budget Policy Decisions Better supporting vulnerable witnesses - 119 - - - Boosting equipment for the ACT Emergency Services

Agency - 1,200 1,874 - -

Creating a Reintegration Centre to support pathways out of the justice system

- 1,817 27,103 6,075 -

New Stations for ACT Ambulance Service and ACT Fire & Rescue

- 939 - - -



$'000

2019-20 Budget

$'000

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

Upgrading essential services at the Alexander Maconochie

Centre - 1,204 4,340 703 -

Upgrading the ACT State Emergency Service's Majura Unit facility

- 686 1,246 - -

Capital Initiative Offsets - -420 - - -

2019-20 Budget Technical Adjustments Courts Public Private Partnership -569 551 46 2 188 3,531 Revised Indexation Parameters - - - - 84 Revised Funding Profile ACT Corrective Services - Information management -372 -2,603 2,975 - - ACT Legislation Register Replacement -160 160 - - - Alexander Maconochie Centre Detainee industries and activities enforcement project

-407 407 - - -

Better Government - Human Rights Commission digital capability

-275 235 40 - -

Better Government - New Jury Management System -412 412 - - - Better support for families and inclusion - More resources for the Director of Public Prosecutions

-30 -270 300 - -

Better support when it matters - Integrating the Winnunga model of care and enhancing health services in the Alexander Maconchie Centre

-576 -424 1 000 - -

Better support when it matters - More frontline firefighters - Second crew at Ainslie Station

34 -305 271 - -

Better support when it matters - Upgrading ESA communications centre and Non-Emergency Patient

Transport Facilities

800 -800 - - -

Courts Public Private Partnership -1,987 -350 2,337 - - Emergency Services Agency Station Upgrade and Relocation - Aranda station

-177 177 - - -

ESA – Station Relocation and Upgrade – Phase 2 Due Diligence

66 -430 364 - -


-100 100 - - -

More services for our suburbs - Equipment upgrades for first responders

-109 109 - - -

More services for our suburbs - Keeping Canberrans safe in public places

-150 90 60 - -

More services for our suburbs - More paramedics and ambulances

-100 100 - - -

More services for our suburbs - New aerial pumper for ACT Fire & Rescue

-300 300 - - -

More support for families and inclusion - Better resourcing for the Alexander Maconochie Centre

-1,743 813 930 - -

More support for families and inclusion - Commencing operations of the Drug and Alcohol Court

-500 500 - - -

More support for families and inclusion - Design and planning for the Alexander Maconochie Reintegration Centre expansion

-997 997 - - -



$'000

2019-20 Budget

$'000

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

More support for families and inclusion - Providing safe alternatives to remand

-200

200

-

-

-

Reforming Emergency Services - New SES Station for Tuggeranong

536 -536 - - -


1,142 -1,142 - - -

Strengthening Emergency Services - Territory Radio Network upgrade – Phases 2 and 3

3,445 -4,045 600 - -

Strengthening Emergency Services Agency's Response Capability- Improving TRN & CAD replacement program

555 -555 - - -

2019-20 Budget 24,228 33,805 48,494 15,131 9,780


Table 27: Changes to appropriation – Capital Injections, Territorial


$'000

2019-20 Budget

$'000

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

2018-19 Budget 2,717 1,308 285 292 292

FMA Section 16B Rollovers from 2017-18 Better Infrastructure Fund - Territorial 132 - - - - 2019-20 Budget Policy Decisions Boosting police for a growing city - 100 - - - Delivering better facilities for ACT Policing - 767 4,078 3,979 225 2019-20 Budget Technical Adjustments Revised Indexation Parameters - - - - 14 Revised Funding Profile Better support when it matters – Enhanced security for ACT Policing

-70 70 - - -

More services for our suburbs – Upgrading ACT Policing facilities

-1,312 1,012 300 - -

2019-20 Budget 1,467 3,257 4,663 4,271 531


Summary of 2019-20 Infrastructure Program

Table 28: 2019-20 Justice and Community Safety Directorate Infrastructure Program

Project 2019-20

$'000

2020-21

$'000

2021-22

$'000

2022-23

$'000

Four Year Investment

$'000

Physical Completion

Date

CAPITAL WORKS PROGRAM

New Work Better supporting vulnerable witnesses 119 - - - 119 Jun-20 Boosting equipment for the ACT

Emergency Services Agency 1,200 1,874 - - 3,074 Jun-21

Boosting police for a growing city 100 - - - 100 Dec-19 Creating a Reintegration Centre to

support pathways out of the justice system

1,817 27,103 6,075 - 34,995 Jun-22

Delivering better facilities for ACT Policing

767 4,078 3,979 225 9,049 Jun-23

New stations for ACT Ambulance Service and ACT Fire & Rescue

939 - - - 939 Jun-20

Upgrading essential services at the Alexander Maconochie Centre

1,204 4,340 703 - 6,247 Mar-22

Upgrading the ACT State Emergency Service’s Majura Unit facility

686 1,246 - - 1,932 Jun-21

Total New Capital 6,832 38,641 10,757 225 56,455 Work In Progress ACT Corrective Services - Information

management 2,401 2,975 - - 5,376 Dec-20

ACT Legislation Register Replacement 810 - - - 810 Jan-20 Alexander Maconochie Centre Detainee

industries and activities enforcement project

407 - - - 407 Jun-20

Better Government – Human Rights Commission digital capability

327 40 - - 367 Jun-20

Better Government – New Jury Management System

669 - - - 669 Feb-20

Better support for families and inclusion - More resources for the Director of Public Prosecutions

- 300 - - 300 Dec-20

Better support when it matters - Enhanced security for ACT Policing

570 - - - 570 Jul-19

Better support when it matters – Implementing Moss Review recommendations

169 - - - 169 Jun-20

Better support when it matters – Integrating the Winnunga Model of Care and Enhancing Health Services in the Alexander Maconochie Centre

2,987 1,000 - - 3,987 Jun-20

Better support when it matters - More frontline firefighters - Second crew at Ainslie Station

270 271 - - 541 Jun-20

Courts Public Private Partnership 2,450 2,337 - - 4,787 Dec-19


Project 2019-20 $'000

2020-21 $'000

2021-22 $'000

2022-23 $'000

Four Year Investment

$'000

Physical Completion

Date

Digital Canberra – New digital radio

communication system

359

-

-

-

359

Dec-19

Emergency Services Agency Station Upgrade and Relocation – Aranda station

177 - - - 177 Dec-19

ESA – Station Relocation and Upgrade – Phase 2 Due Diligence

266 364 - - 630 Jun-20


211 111 111 111 544 Ongoing

ESA Vehicle Replacement Program 3,924 895 2,011 2,011 8,841 Ongoing

Fines Management Scheme Feasibility 190 - - - 190 Jun-20

Gungahlin Joint Emergency Services Centre - Future Use Study

30 - - - 30 Jun-20

More services for our suburbs - Equipment upgrades for first responders

381 - - - 381 Jun-20

More services for our suburbs - Keeping Canberrans safe in public places

150 60 - - 210 Dec-21

More services for our suburbs – More paramedics and ambulances

913 - - - 913 Jun-20

More support for families and inclusion - Better resourcing for the Alexander Maconochie Centre

1,354 930 - - 2,284 Dec-20

More support for families and inclusion - Commencing operations of the Drug and Alcohol Court

961 - - - 961 Jun-20

More support for families and inclusion - Design and planning for the Alexander Maconochie Reintegration Centre expansion

997 - - - 997 Dec-19

More support for families and inclusion - New aerial pumper for ACT Fire and Rescue

1,800 - - - 1,800 Feb-20

More support for families and inclusion – Providing safe alternatives to remand

200 - - - 200 Jun-20

More support for families and inclusion - Upgrading ACT Policing facilities

1,482 300 - - 1,782 Apr-20


260 - - - 260 Oct-19

Strengthening Emergency Services – Territory Radio Network upgrade – Phases 2 and 3

616 600 - - 1,216 Jun-20

Total Work In Progress 25,331 10,183 2,122 2,122 39,758


Project 2019-20

$'000 2020-21

$'000 2021-22

$'000 2022-23

$'000 Four Year

Investment $'000

Physical Completion

Date

CAPITAL WORKS PROGRAM

Better Infrastructure Fund Directorate 1,581 1,621 1,662 1,746 6,610 Jun-20 Territorial 278 285 292 306 1,161 Jun-20

Total Better Infrastructure Fund 1,859 1,906 1,954 2,052 7,771 Total Infrastructure Program 34,022 50,730 14,833 4,399 103,984 Public Private Partnership Courts PPP 2,748 2,427 4,569 5,912 15,267


Financial Statements

Table 29: Justice and Community Safety Directorate: Operating Statement

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var %

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

Income

Revenue 310,269 Controlled Recurrent

Payments 302,973 340,481 12 345,130 346,011 349,237

16,400 User Charges 18,499 16,725 -10 17,233 17,752 18,267 406 Resources Received Free of

Charge 2,342 413 -82 426 427 427

11,119 Other Revenue 12,894 12,878 .. 11,478 11,824 12,206

338,194 Total Revenue 336,708 370,497 10 374,267 376,014 380,137

338,194 Total Income 336,708 370,497 10 374,267 376,014 380,137 Expenses

200,243 Employee Expenses 211,675 217,098 3 220,777 223,846 225,939 28,234 Superannuation Expenses 27,317 32,969 21 33,972 34,352 35,261 95,234 Supplies and Services 87,590 95,036 9 95,656 96,213 98,675 33,641 Depreciation and

Amortisation 29,482 39,385 34 39,905 41,224 42,430

4,114 Grants and Purchased Services

4,385 7,133 63 5,685 3,613 2,552

10,742 Borrowing Costs 6,407 13,478 110 13,511 13,308 13,089 2,169 Other Expenses 2,202 2,428 10 2,304 2,304 2,304

374,377 Total Expenses 369,058 407,527 10 411,810 414,860 420,250

-36,183 Operating Result -32,350 -37,030 -14 -37,543 -38,846 -40,113

-36,183 Total Comprehensive Income -32,350 -37,030 -14 -37,543 -38,846 -40,113


Table 30: Justice and Community Safety Directorate: Balance Sheet

Budget at

30/6/19 $'000


$'000

Budget at

30/6/20 $'000

Var %

Estimate at

30/6/21 $'000

Estimate at

30/6/22 $'000

Estimate at

30/6/23 $'000

Current Assets

9,947 Cash and Cash Equivalents 9,477 8,322 -12 8,153 7,972 7,791 9,284 Receivables 14,262 14,299 - 13,336 12,373 11,410

25,233 Capital Works in Progress 33,762 27,459 -19 14,301 8,316 3,333 2,746 Other Assets 1,933 1,933 - 1,933 1,933 1,933

47,210 Total Current Assets 59,434 52,013 -12 37,723 30,594 24,467

Non Current Assets

514,376 Property, Plant and Equipment

459,338 530,142 15 551,291 534,898 512,080

17,778 Intangible Assets 21,184 30,780 45 32,293 29,290 26,287

532,154 Total Non Current Assets 480,522 560,922 17 583,584 564,188 538,367

579,364 TOTAL ASSETS 539,956 612,935 14 621,307 594,782 562,834 Current Liabilities

5,841 Payables 5,860 6,074 4 5,512 4,252 2,992 2,220 Finance Leases 2,242 8,261 268 8,630 9,015 9,304

81,998 Employee Benefits 83,967 85,089 1 86,363 87,142 87,508 497 Other Provisions 541 614 13 687 760 833

1,418 Other Liabilities 870 870 - 870 870 870

91,974 Total Current Liabilities 93,480 100,908 8 102,062 102,039 101,507 Non Current Liabilities

155,791 Finance Leases 106,923 177,161 66 173,414 169,794 167,404 2,559 Employee Benefits 1,539 1,335 -13 1,350 1,576 2,020 2,146 Other Provisions 2,339 2,300 -2 2,299 2,906 3,769

160,496 Total Non Current Liabilities 110,801 180,796 63 177,063 174,276 173,193

252,470 TOTAL LIABILITIES 204,281 281,704 38 279,125 276,315 274,700

326,894 NET ASSETS 335,675 331,231 -1 342,182 318,467 288,134

REPRESENTED BY FUNDS EMPLOYED

267,347 Accumulated Funds 271,972 267,528 -2 278,479 254,764 224,431

59,547 Asset Revaluation Surplus 63,703 63,703 - 63,703 63,703 63,703

326,894 TOTAL FUNDS EMPLOYED 335,675 331,231 -1 342,182 318,467 288,134


Table 31: Justice and Community Safety Directorate: Statement of Changes in Equity

Budget at

30/6/19 $'000


$'000

Budget at

30/6/20 $'000

Var %

Estimate at

30/6/21 $'000

Estimate at

30/6/22 $'000

Estimate at

30/6/23 $'000

Opening Equity

279,128 Opening Accumulated Funds 280,094 270,753 -3 267,528 278,479 254,764 59,547 Opening Asset Revaluation

Reserve 63,703 63,703 - 63,703 63,703 63,703

338,675 Balance at the Start of the

Reporting Period 343,797 334,456 -3 331,231 342,182 318,467

Comprehensive Income

-36,183 Operating Result - Including Economic Flows

-32,350 -37,030 -14 -37,543 -38,846 -40,113


0 Total Movement in Reserves 0 0 - 0 0 0 Transactions Involving Owners Affecting Accumulated Funds

24,402 Capital Injections 24,228 33,805 40 48,494 15,131 9,780

24,402 Total Transactions Involving Owners Affecting Accumulated Funds

24,228 33,805 40 48,494 15,131 9,780

Closing Equity

267,347 Closing Accumulated Funds 271,972 267,528 -2 278,479 254,764 224,431 59,547 Closing Asset Revaluation

Reserve 63,703 63,703 - 63,703 63,703 63,703

326,894 Balance at the end of the



Table 32: Justice and Community Safety Directorate: Cash Flow Statement

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var %

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

CASH FLOWS FROM OPERATING ACTIVITIES Receipts

310,269 Controlled Recurrent Payments

302,973 340,481 12 345,130 346,011 349,237

15,036 User Charges 15,199 15,193 .. 15,626 16,145 16,660 25,084 Other 28,795 26,959 -6 26,570 26,917 27,299

350,389 Operating Receipts 346,967 382,633 10 387,326 389,073 393,196 Payments

199,408 Employee 207,543 215,148 4 218,848 221,945 223,977 28,236 Superannuation 27,319 32,971 21 33,971 34,351 35,260 94,418 Supplies and Services 86,760 94,665 9 94,583 95,140 97,602


4,385 7,133 63 5,685 3,613 2,552

10,971 Interest Expenses 3,116 13,569 335 13,602 13,399 13,180 15,356 Other 16,068 15,571 -3 15,370 15,370 15,370

352,503 Operating Payments 345,191 379,057 10 382,059 383,818 387,941

-2,114 NET CASH INFLOW/(OUTFLOW) FROM OPERATING ACTIVITIES

1,776 3,576 101 5,267 5,255 5,255

CASH FLOWS FROM INVESTING ACTIVITIES

Receipts Payments

17,361 Purchase of Property, Plant and Equipment

17,694 26,236 48 45,311 15,523 10,172

6,141 Purchase of Land and Intangibles

9,154 7,569 -17 3,888 313 313

23,502 Investing Payments 26,848 33,805 26 49,199 15,836 10,485

-23,502 NET CASH INFLOW/(OUTFLOW) FROM INVESTING ACTIVITIES

-26,848 -33,805 -26 -49,199 -15,836 -10,485


Table 32: Justice and Community Safety Directorate: Cash Flow Statement (continued)

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var %

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

CASH FLOWS FROM FINANCING ACTIVITIES

Receipts 24,402 Capital Injections 24,228 33,805 40 48,494 15,131 9,780 24,402 Financing Receipts 24,228 33,805 40 48,494 15,131 9,780

Payments

0 Repayment of Finance Lease Liabilities

0 4,731 # 4,731 4,731 4,731

0 Financing Payments 0 4,731 # 4,731 4,731 4,731

24,402 NET CASH INFLOW/(OUTFLOW) FROM FINANCING ACTIVITIES

24,228 29,074 20 43,763 10,400 5,049

-1,214 NET INCREASE/(DECREASE)

IN CASH AND CASH EQUIVALENTS

-844 -1,155 -37 -169 -181 -181

11,161 CASH AT THE BEGINNING OF

REPORTING PERIOD 10,321 9,477 -8 8,322 8,153 7,972

9,947 CASH AT THE END OF



Notes to the Controlled Budget Statements Significant variations are as follows: Operating Statement • Controlled recurrent payments:

- the decrease of $7.296 million in the 2018-19 estimated outcome from the original budget is mainly due to savings associated with the delay in the construction of the new ACT Courts public private partnership (PPP) contract ($5.840 million) and savings from the conclusion of retrial of Mr. David Eastman ($2.049 million), partially offset by remuneration tribunal increases and other adjustments;

- the increase of $37.508 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to new 2019-20 initiatives ($9.267 million), impact of the 2018-19 Budget Review iniatives ($7.301 million), funding movements associated with ACT Courts PPP project ($10.382m), net rollovers ($4.053 million), revised wage parameters and other net adjustments.

• User charges: the increase of $2.099 million in the 2018-19 estimated outcome and the decrease of $1.774 million in the 2019-20 Budget are mainly due to higher than expected client funded services by the ACT Government Solicitor’s Office in 2018-19.

• Resources received free of charge: the increase of $1.936 million in the 2018-19 estimated outcome and the decrease of $1.929 million in the 2019-20 Budget are due to the new payment arrangement for workers compensation premium in 2018-19.

• Other revenue: the increase of $1.775 million in the 2018-19 estimated outcome from the original budget is mainly due to the reclassification of Commonwealth grants from controlled recurrent payments to other revenue.

• Employee expenses:

- the increase of $11.432 million in the 2018-19 estimated outcome from the original budget is mainly due to higher wages and salaries expenses associated with 2018-19 budget review initiatives, client funded services for the ACT Government Solicitor’s Office and realignment of wages and salaries expenses to expected outcome ($9.893 million), higher long service leave expenses from revised present value factor ($1.198 million) and wage agreement increases;

- the increase of $5.423 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to new initiatives.

• Supplies and services:

- the decrease of $7.644 million in the 2018-19 estimated outcome from the original budget is mainly due to savings associated with the delay in the construction of the new ACT Courts PPP facilities ($5.840 million), saving from the Eastman retrial ($2.049 million) net rollovers ($3.029 million), partially offset by the 2018-19 Budget Review initiatives ($2.666 million);


- the increase of $7.446 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to new initiatives ($4.397million); impact from the 2018-19 Budget Review initiatives ($0.823 million), net rollovers of program funding ($2.448 million) and net funding movements due to delay in the PPP contract; partially offset by net impact of prior year initiatives, movements due to the new leasing standard and other adjustments.

• Depreciation and amortisation:

- the decrease of $4.159 million in the 2018-19 estimated outcome from the original budget is mainly due to the re-profiling of capital works projects to 2019-20 and the delay in the construction of the new ACT Courts PPP facilities; and

- the increase of $9.903 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to the expected completion of capital works and asset purchases.

• Grants and purchased services: the increase of $2.748 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to new initiatives ($3.471 million); partially offset by cessation of prior year initiatives.

• Borrowing cost: the decrease of $4.335 million in the 2018-19 estimated outcome from the original budget and the increase of $7.071 million in the 2019-20 Budget are mainly due to interest expense savings in 2018-19 associated with the delay in the ACT Courts PPP project.

Balance Sheet

• Cash and equivalents: the decrease of $1.155 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to the changes in cash flow timing between financial years.

• Receivables: the increase of $4.978 million in the 2018-19 estimated outcome from the original budget is mainly due to the flow-on impact of higher 2017-18 audited outcome driven by one-off accrued revenue in 2017-18 associated with ACT Civil and Administrative Tribunal (ACAT) Trust recovery to cover expenses incurred by the Directorate for ACAT related activities.

• Non current assets:

− the decrease of $51.632 million in the 2018-19 estimated outcome from the original budget is mainly due to, delay in the ACT Courts PPP project and capital project rollovers; and

− the increase of $80.400 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to the completion of the ACT Courts project, new initiatives and the re-profiling of capital projects to the 2019-20 financial year.

• Current and non current finance leases: the decrease of $48.846 million in the 2018-19 estimated outcome from the original budget and the increase of $76.257 million in the 2019-20 Budget from the 2018-19 estimated outcome are mainly due to liability for the Courts PPP commitments associated with the delay in construction and operation of the new ACT Court facility and movements due to the new leasing standard.


• Current and non current employee benefits: the increase of $0.949 million in the 2018-19 estimated outcome from original budget is mainly due to the wage agreement increases and higher workers’ compensation and judges’ long leave liability expected in 2018-19.

Statement of Changes in Equity

• Capital injections: the increase of $9.577 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due rollover of capital projects from 2018-19 and new 2019-20 capital initiatives.

Cash Flow Statement

Variations in the Statement are explained in the notes above.


Table 33: Justice and Community Safety Directorate: Statement of Income and Expenses on behalf of the Territory

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var %

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

Revenue

183,136 Payment for Expenses on Behalf of the Territory

181,519 189,329 4 195,328 196,813 201,636

6,675 Taxes, Fees and Fines 6,180 6,249 1 6,591 6,759 6,753 2,686 Other Revenue 3,618 2,682 -26 2,688 2,699 2,712

192,497 Total Revenue 191,317 198,260 4 204,607 206,271 211,101

192,497 Total Income 191,317 198,260 4 204,607 206,271 211,101

Expenses

1,553 Employee Expenses 1,579 1,600 1 1,621 1,642 1,663 174,096 Supplies and Services 171,805 179,025 4 184,844 186,154 191,836

2,460 Depreciation and Amortisation

2,460 3,122 27 3,087 3,263 3,460


8,135 8,696 7 8,848 9,003 8,123

514 Other Expenses 514 514 - 514 514 514 8,847 Transfer Expenses 9,284 8,425 -9 8,780 8,958 8,965

194,957 Total Expenses 193,777 201,382 4 207,694 209,534 214,561




Table 34: Justice and Community Safety Directorate: Statement of Assets and Liabilities on behalf of the Territory

Budget at

30/6/19 $'000


$'000

Budget at

30/6/20 $'000

Var %

Estimate at

30/6/21 $'000

Estimate at

30/6/22 $'000

Estimate at

30/6/23 $'000

Current Assets

168 Cash and Cash Equivalents 411 411 - 411 411 411 3,892 Receivables 4,702 4,702 - 4,702 4,702 4,702 3,381 Capital Works in Progress 1,553 341 -78 341 341 341


Non Current Assets


76,953 78,300 2 79,876 80,884 77,955

69,695 Total Non Current Assets 76,953 78,300 2 79,876 80,884 77,955

77,136 TOTAL ASSETS 83,619 83,754 .. 85,330 86,338 83,409

Current Liabilities

3,442 Payables 4,278 4,278 - 4,278 4,278 4,278 8 Employee Benefits 10 10 - 10 10 10 0 Other Provisions 306 306 - 306 306 306

3,450 Total Current Liabilities 4,594 4,594 - 4,594 4,594 4,594

Non Current Liabilities

0 Total Non Current Liabilities 0 0 - 0 0 0

3,450 TOTAL LIABILITIES 4,594 4,594 - 4,594 4,594 4,594

73,686 NET ASSETS 79,025 79,160 .. 80,736 81,744 78,815 REPRESENTED BY FUNDS EMPLOYED

49,977 Accumulated Funds 48,569 48,704 .. 50,280 51,288 48,359 23,709 Asset Revaluation Surplus 30,456 30,456 - 30,456 30,456 30,456

73,686 TOTAL FUNDS EMPLOYED 79,025 79,160 .. 80,736 81,744 78,815


Table 35: Justice and Community Safety Directorate: Statement of Changes in Equity on behalf of the Territory

Budget at

30/6/19 $'000


$'000

Budget at

30/6/20 $'000

Var %

Estimate at

30/6/21 $'000

Estimate at

30/6/22 $'000

Estimate at

30/6/23 $'000

Opening Equity

49,720 Opening Accumulated Funds 49,562 48,569 -2 48,704 50,280 51,288 23,709 Opening Asset Revaluation

Reserve 30,456 30,456 - 30,456 30,456 30,456

73,429 Balance at the Start of the



-2,460 Operating Result - Including Economic Flows

-2,460 -3,122 -27 -3,087 -3,263 -3,460



2,717 Capital Injections 1,467 3,257 122 4,663 4,271 531

2,717 Total Transactions Involving Owners Affecting Accumulated Funds

1,467 3,257 122 4,663 4,271 531

Closing Equity

49,977 Closing Accumulated Funds 48,569 48,704 .. 50,280 51,288 48,359 23,709 Closing Asset Revaluation

Reserve 30,456 30,456 - 30,456 30,456 30,456

73,686 Balance at the end of the

Reporting Period 79,025 79,160 .. 80,736 81,744 78,815


Table 36: Justice and Community Safety Directorate: Cash Flow Statement on behalf of the Territory

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var %

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000


183,136 Payment for Expenses on Behalf of the Territory

181,519 189,329 4 195,328 196,813 201,636

6,475 Taxes, Fees and Fines 5,980 6,049 1 6,391 6,559 6,553 3,260 Other 4,192 3,256 -22 3,262 3,273 3,286

192,871 Operating Receipts 191,691 198,634 4 204,981 206,645 211,475 Payments

1,553 Employee 1,579 1,600 1 1,621 1,642 1,663 174,096 Supplies and Services 171,805 179,025 4 184,844 186,154 191,836


8,135 8,696 7 8,848 9,003 8,123

9,161 Transfer of Territory Receipts to the ACT Government

9,598 8,739 -9 9,094 9,272 9,279

574 Other 574 574 - 574 574 574 192,871 Operating Payments 191,691 198,634 4 204,981 206,645 211,475

0 NET CASH

INFLOW/(OUTFLOW) FROM OPERATING ACTIVITIES

0 0 - 0 0 0

CASH FLOWS FROM INVESTING ACTIVITIES Payments

2,717 Purchase of Property, Plant and Equipment

1,467 3,257 122 4,663 4,271 531

2,717 Investing Payments 1,467 3,257 122 4,663 4,271 531

-2,717 NET CASH INFLOW/(OUTFLOW) FROM INVESTING ACTIVITIES

-1,467 -3,257 -122 -4,663 -4,271 -531

CASH FLOWS FROM FINANCING ACTIVITIES Receipts

2,717 Capital Injections 1,467 3,257 122 4,663 4,271 531 2,717 Financing Receipts 1,467 3,257 122 4,663 4,271 531

2,717 NET CASH

INFLOW/(OUTFLOW) FROM FINANCING ACTIVITIES

1,467 3,257 122 4,663 4,271 531

0 NET INCREASE/(DECREASE)


0 0 - 0 0 0

168 CASH AT THE BEGINNING OF

REPORTING PERIOD 411 411 - 411 411 411

168 CASH AT THE END OF

REPORTING PERIOD 411 411 - 411 411 411


Notes to the Territorial Budget Statements Significant variations are as follows: Statement of Income and Expenses on behalf of the Territory • Payment for expenses on behalf of the Territory:

- the decrease of $1.617 million in the 2018-19 estimated outcome from the original budget is mainly due to net rollovers of program funding to 2019-20 ($1.685 million); and

- the increase of $7.810 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to new budget initiatives ($2.345 million), net impact of prior years’ initiatives, rollovers of program funding from 2018-19 and other net adjustments.

• Taxes, fees and fines: the decrease of $0.495 million in the 2018-19 estimated outcome from the original budget is mainly due to lower number of court imposed fines.

• Other revenue: the increase of 0.932 million in the 2018-19 estimated outcome and the similar decrease in the 2019-20 budget are mainly due to higher insurance recoveries for legal matters in 2018-19.

• Supplies and services:

- the decrease of $2.291 million in the 2018-19 estimated outcome from the original budget is mainly due to net rollovers of program funding to 2019-20 ($1.685 million) and savings from the conclusion of the re-trial of Mr David Eastman ($0.655 million).

- the increase of $7.220 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to new budget initiatives ($2.345 million), net impact of prior years’ initiatives, rollovers of program funding from 2018-19 and other net adjustments.

• Grants and purchased services: the increase of $0.648 million in the 2018-19 estimated outcome is mainly due to funding provided for cash incentives to gaming machine licensees for the voluntary surrender of gaming machine authorisations.

• Transfer expenses: the increase of $0.437 million in the 2018-19 estimated outcome from the original budget and the decrease of 0.859 million in the 2019-20 Budget are mainly due to higher insurance recoveries for legal matters, partially offset by lower number of court imposed traffic infringements in 2018-19.

Statement of Assets and Liabilities on Behalf of the Territory

• Receivables: the increase of $0.810 million in the 2018-19 estimated outcome from the original budget is mainly due to the flow-on impact of higher 2017-18 audited outcome driven by court imposed traffic infringement debtors.


• Capital works in progress:

- the decrease of $1.828 million in the 2018-19 estimated outcome from the original budget is mainly due to net rollovers and capitalisation of prior years’ capital works projects.

• Property, plant and equipment: the increase of $7.258 million in the 2018-19 estimated outcome from the original budget is mainly due to asset revaluation and capitalisation of prior years’ initiatives.

Statement of Cash Flows on Behalf of the Territory

Variations in the Statement are explained in the notes above.


Table 37: Output Class 1: Justice Services Operating Statement

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var %

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000


Payments 58,382 62,339 7 61,769 60,389 61,495

4,534 User Charges 7,268 4,637 -36 4,770 4,908 5,049 0 Resources Received Free of

Charge 194 0 -100 0 0 0

1,328 Other Revenue 2,641 2,525 -4 1,214 1,252 1,293

66,135 Total Revenue 68,485 69,501 1 67,753 66,549 67,837

Gains

0 Total Gains 0 0 - 0 0 0

66,135 Total Income 68,485 69,501 1 67,753 66,549 67,837

Expenses

37,561 Employee Expenses 44,570 41,051 -8 41,095 41,361 41,610 5,879 Superannuation Expenses 6,324 6,190 -2 6,372 6,379 6,733

19,698 Supplies and Services 16,021 18,242 14 18,163 17,508 18,152 2,144 Depreciation and

Amortisation 2,772 2,894 4 2,977 2,297 2,297


4,080 4,932 21 3,039 2,204 2,262

12 Borrowing Costs 4 15 275 15 15 15 57 Other Expenses 57 58 2 60 60 60

69,375 Total Ordinary Expenses 73,828 73,382 -1 71,721 69,824 71,129

-3,240 Operating Result -5,343 -3,881 27 -3,968 -3,275 -3,292


Table 38: Output Class 2: Corrective Services Operating Statement

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var %

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

Revenue


78,095 87,839 12 89,511 87,056 86,346

0 Resources Received Free of Charge

658 0 -100 0 0 0

58 Other Revenue 134 59 -56 61 63 65

78,903 Total Revenue 78,887 87,898 11 89,572 87,119 86,411

Gains


78,903 Total Income 78,887 87,898 11 89,572 87,119 86,411

Expenses

51,830 Employee Expenses 51,604 55,654 8 55,917 55,586 55,837 5,899 Superannuation Expenses 5,767 6,436 12 6,604 6,565 6,843


Amortisation 7,424 10,449 41 10,339 11,476 12,488

90 Grants and Purchased Services

162 2,034 # 2,479 1,215 96

0 Borrowing Costs 0 21 # 21 21 21 0 Other Expenses 104 0 -100 0 0 0

88,885 Total Ordinary Expenses 85,123 98,777 16 100,279 98,909 99,228



Table 39: Output Class 3: Courts and Tribunal Operating Statement

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var %

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

Revenue


42,838 55,406 29 56,271 58,597 60,036

987 User Charges 1,053 1,013 -4 1,044 1,074 1,102 406 Resources Received Free of

Charge 580 413 -29 426 427 427

7,400 Other Revenue 7,594 7,938 5 7,782 8,008 8,265

58,602 Total Revenue 52,065 64,770 24 65,523 68,106 69,830

Gains


58,602 Total Income 52,065 64,770 24 65,523 68,106 69,830

Expenses

25,673 Employee Expenses 26,606 28,107 6 28,314 28,940 29,301 3,135 Superannuation Expenses 3,308 3,622 9 3,717 3,832 3,907


Amortisation 5,632 8,095 44 8,524 9,174 9,174


23 37 61 37 0 0

10,687 Borrowing Costs 6,360 12,407 95 12,439 12,236 12,017 0 Other Expenses 27 201 644 0 0 0




Table 40: Output Class 4: Emergency Services Operating Statement

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var %

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

Revenue


123,658 134,897 9 137,579 139,969 141,360

10,879 User Charges 10,178 11,075 9 11,419 11,770 12,116 0 Resources Received Free of

Charge 910 0 -100 0 0 0

2,333 Other Revenue 2,525 2,356 -7 2,421 2,501 2,583

134,554 Total Revenue 137,271 148,328 8 151,419 154,240 156,059

Gains


134,554 Total Income 137,271 148,328 8 151,419 154,240 156,059

Expenses

85,179 Employee Expenses 88,895 92,286 4 95,451 97,959 99,191 13,321 Superannuation Expenses 11,918 16,721 40 17,279 17,576 17,778 33,393 Supplies and Services 33,396 30,991 -7 30,481 30,624 31,032 13,876 Depreciation and

Amortisation 13,654 17,947 31 18,065 18,277 18,471


120 130 8 130 194 194

43 Borrowing Costs 43 1,035 # 1,036 1,036 1,036 2,112 Other Expenses 2,014 2,169 8 2,244 2,244 2,244



2019-20 Budget Statements 48 Legal Aid Commission (ACT)

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LEGAL AID COMMISSION (ACT)

Purpose The Commission is established by the Legal Aid Act 1977 (the Act). The primary purpose of the Commission is to provide vulnerable and disadvantaged Australians with access to justice through a range of legal aid services. These services are delivered through in-house legal, paralegal and non-legal staff, and private legal practitioners.

Nature and scope of activities General activities The Commission seeks to improve access by vulnerable and disadvantaged people to the justice system by providing a range of legal services through in-house legal and paralegal staff and lawyers in private practice. The services provided by the Commission are wide-ranging and encompass the provision of information and referrals, legal advice and minor legal assistance, advocacy, duty lawyer services, grants of legal assistance, dispute resolution services, community legal education programs and submissions on law reform issues. The Territory and Commonwealth Governments developed a National Partnership Agreement (NPA) covering 2015-2020, which is due to cease at the end of 2019-20. This NPA identified a number of specific services to the Commission which are described below.

Discrete Assistance

Discrete Assistance is the provision of unbundled, individual, legal and non-legal services to service users. These intermittent services differ from Representation Services, where the Commission takes carriage of a matter in an ongoing, representative capacity. Discrete Assistance may be provided at any location (that is, in the Commission’s office or in an outreach location). They may also be delivered in a range of modes including in person, telephone, letter, video conference, online chat, email, mail or fax.

Information Services

An Information Service is the provision of information to a service user in response to an enquiry about the law, legal systems and processes, or legal and other support services to assist in the resolution of legal and related problems. The information provided is of general application. An Information Service involves a direct communication and/or a provision of material by the Commission to a service user. Information Services do not include administrative tasks such as booking appointments for legal advice sessions or information obtained from the Commission’s website.


Information about the law and the legal system is provided by the Commission to individuals and community groups. It is information of general application about legal rights and responsibilities, court and tribunal processes, alternative ways of resolving disputes, the availability of financial assistance and other legal assistance services. It includes referral to other community services appropriate to people’s needs. Information and referral is provided through the Legal Aid Helpdesk and by other Commission staff in person at the Commission’s office and at courts, outreach services and by telephone through the Legal Aid Helpline. Information is also provided through the Commission’s website, by dissemination of written materials about common legal issues to individuals and organisations, and by attendance at information hubs and other public events. If the Commission cannot help a person because their problem is not a legal problem, or because another legal service is better placed to assist them, a referral of the person to an appropriate service is facilitated.

Referral

A Referral is when the Commission determines that a service user can be assisted by another individual or organisation and provides the user with the contact details for that service. A Referral may be recorded as either a simple referral or a facilitated referral.

Legal Advice

A Legal Advice service is the provision of fact-specific legal advice to a service user in response to a request for assistance to resolve specific legal problems. Legal advice is specific advice of a legal nature concerning a person’s individual circumstances. It includes analysis of the options available to a person to resolve a legal matter. Legal advice is provided free of charge in face-to-face interviews arranged through the Commission’s Legal Aid Helpdesk, at specialist Legal Aid Clinics (such as migration, employment, and small business clinics), the Youth Law Centre and at outreach services such as the Prisoners Legal Service, the Hospital and at Communities at Work. Legal Advice services are usually limited to half an hour but may be extended for up to two hours at the discretion of the adviser. Legal Advice is provided free of charge in relation to a range of legal matters, including: • criminal and traffic charges;

• family separation, parenting and property disputes;

• domestic violence and personal protection;

• mental health;

• victims of crime assistance;

• contract and debt;


• employment; and

• administrative decisions.

Non-Legal Support

A Non-Legal Support service is provided by an appropriately qualified person (either through an internal or external appointment) to a service user in response to a request for assistance to resolve specific, non-legal problems. Examples include general counselling, financial counselling, trauma-informed counselling, Aboriginal and Torres Strait Islander community liaison and liaison with the Culturally and Linguistically Diverse Communities, and mental health assessments and support. Non-Legal Support services may be recorded as either a Discrete or an Ongoing Non-Legal Support service.

Legal Task

A Legal Task is where the Commission completes a discrete piece of legal work to assist a service user to resolve a problem or a particular stage of a problem. Examples of a Legal Task include:

• preparation or assistance with the drafting of documents;

• writing a submission letter to the Police to negotiate charges;

• writing a letter to another party asking them to do something or stop doing something; and

• advocating on behalf of a service user without taking ongoing carriage of the matter.

If the Commission takes carriage of a matter in an ongoing, representative capacity, including representing a service user in court or tribunal proceedings, this is no longer a Legal Task but a Representation Service.

Facilitated Resolution Process

Facilitated Resolution Processes include specific processes that are aimed at resolving disputes without going to court. This category is relevant for the process only. The actual representation of a service user within a Facilitated Resolution Process is defined as a Dispute Resolution Service. A Facilitated Resolution Process is where the Commission conducts an activity (for example a conference) to assist the parties to resolve or narrow issues in dispute. Generally, a Facilitated Resolution Process will involve a screening process and the provision of an independent, suitably qualified professional to facilitate resolution of the issues in dispute. A Facilitated Resolution Process may be provided in person at any location or by telephone or videoconference.


There are a number of activity types within this service category including screening, arbitration, conferences and mediation. The Commission provides a lawyer-assisted model of alternative dispute resolution in family law and child protection matters with the objective of settling disputes at an early stage without the need for recourse to the courts.

Duty Lawyer Services

Duty Lawyer Services are legal services provided by a duty lawyer to a service user at a court or tribunal. Duty Lawyer Services are provided free of charge at courts and tribunals to people who would otherwise be unrepresented in relation to an event or proceeding on that day. The Commission provides Duty Lawyer Services in:

• criminal cases at the ACT Magistrates Court and the ACT Children’s Court;

• domestic violence and personal protection matters at the ACT Magistrates Court; and

• family law and family violence related matters at the Canberra Registry of the Family Court and Federal Magistrates Court.

Duty Lawyer Services consist of advising a person in relation to the proceeding or event and in appropriate circumstances appearing on their behalf. These services can include assistance with bail applications, guilty pleas and representation of applicants for urgent interim protection, parenting, child recovery and restraining orders.

Representation

Representation Services are where the Commission takes carriage of a matter in an ongoing, representative capacity. Grants of legal assistance enable people who would not otherwise be able to afford legal services to obtain legal representation in legal proceedings, dispute resolution, or other legal matters of a substantial and ongoing nature. Grants of legal assistance are provided in criminal, family and civil law matters. In determining applications for grants of legal assistance the Commission examines whether the application satisfies the eligibility requirements of the Legal Aid Act 1977 and guidelines set by the Commission under the Act. There are three service types within this service category. Dispute Resolution This service is the legal representation of a service user in a Facilitated Resolution Process, or an alternative dispute resolution process. This service type does not include court/tribunal based alternative dispute resolution, which is incorporated in the definition of Court /Tribunal Services.


A Dispute Resolution Service includes preparation for, and representation at, a Facilitated Resolution Process. It also includes the work involved in recording agreement following a Facilitated Resolution Process. Assistance provided to self-representing parties preparing to attend Facilitated Resolution Processes should be categorised as Legal Task or Duty Lawyer Service as relevant. Court/Tribunal Service A Court/Tribunal Service relates to any ongoing representation for any matter before a court, tribunal or inquiry where the Commission provides legal representation to a service user and takes carriage of a matter in an ongoing, representative capacity. This includes court/tribunal based alternative dispute resolution. A Court/Tribunal Service does not include services provided by a duty lawyer or assistance to self-representing parties where the Commission does not take carriage of a matter in an ongoing, representative capacity. This type of service is counted as a Legal Task, Legal Advice or Duty Lawyer Service, as appropriate. Other Representation Other Representation services relates to any matter where the Commission: • takes carriage of a matter in an ongoing, representative capacity, but due to the nature of

the matter it does not proceed to a court, tribunal or inquiry; or

• is not required to appear before a court, tribunal or inquiry.

Other Representation services does not include assistance to self-representing parties where the Commission does not take carriage of a matter in an ongoing, representative capacity. This type of service is counted as a Legal Task, Legal Advice or Duty Lawyer Service, as appropriate. Community Legal Education Community Legal Education (CLE) is the provision of information and education to members of the community (especially vulnerable and disadvantaged people) on an individual or group basis concerning the law and legal processes and the place of these in the structure of society. The ‘community’ may be defined geographically, by issue or by need. Effective CLE sets out to ensure that people understand and apply the knowledge in ways that benefit their behaviours, decisions and life outcomes. CLE increases the ability of an individual or community to understand and critically assess the impact of the legal system on them and their ability to deal with and use the law and the legal system. CLE is provided to the general community, community services, community groups, organisations or schools. These services inform and build individual and community resilience by enhancing:

• awareness and understanding about the law and how to identify, prevent and deal with problems; and


• awareness of the help available from legal and support services. There are two service types within this service category. Community Legal Education Resources CLE Resources involve the development or substantial amendment of publications and resources that provide information about the law and legal system, legal and support services and guidance for identifying, preventing or dealing with particular legal problems. Examples of CLE Resources include booklets, pamphlets, self-help kits, legal information websites and development of CLE Activities (such as modules, workshops or presentations). CLE Resources may be developed to be delivered via a variety of media including:

• printed/hard copy; • audio products; • DVD/video; • web based; and • workshops or presentations. Community Legal Education Activities CLE Activities are delivered to raise awareness and educate other service providers, community groups, organisations, schools, or the general community about the law and how to recognise, prevent and deal with legal problems. CLE Activities may be delivered through a variety of formats, including workshops, presentations and meetings in person as well as web-based and electronic media. The Commission’s CLE programs include training the staff of organisations that assist vulnerable and disadvantaged members of the community in how to recognise when their clients have legal problems and where to refer them for help, as well as targeted information sessions on a range of specific legal issues. CLE sessions are held on the Commission’s premises, and provided at schools, community centres and community organisations.

Law Reform

The Commission has a statutory obligation to advise the Attorney-General of the ACT in relation to existing legislation or proposals for new legislation that may adversely impact on vulnerable and disadvantaged groups in the community that make up the Commission’s principal client base. Access to justice can be enhanced by focusing on the impact of legislative change on disadvantaged members of the community and legal aid programs. More broadly, including in relation to Commonwealth areas of responsibility, the Commission plays a key role in providing submissions to government or parliamentary


bodies with factual information and /or advice with a focus on systemic issues affecting access to justice and the immediate legal impact or consequences of legislation. Critically, and in alignment with our leading role in the ACT, the Commission is committed to developing and advising on law reforms that promote the modernisation of legal practice, the accessibility of services, and innovative strategies that empower residents of the ACT to actively participate in civil society.

Services to Aboriginal and Torres Strait Islander and Culturally and Linguistically Diverse Communities

The Commission is committed to increasing the accessibility of services to people from Aboriginal and Torres Strait Islander and Culturally and Linguistically Diverse Communities. The Commission’s strategy also involves conducting cultural awareness training for staff, engaging with communities and agencies, and providing practical support for members of these communities in need of grants of legal assistance or other legal assistance services.

New Initiatives

More support for families and inclusion – Drug and Alcohol Court The ACT Government will provide funding to Legal Aid ACT to support a drug and alcohol court with a view to reducing or eliminating drug and alcohol dependency, and reducing related criminal activities. Establishing a Therapeutic Care Court for the ACT Childrens Court The ACT Government will provide funding to Legal Aid ACT to undertake a new duty solicitor service in the Children’s Court, which would provide extended services to parents and grandparents who are involved in care and protection proceedings. The provision of timely and clear legal assistance is integral to ensuring court processes are optimised and essential to achieving the key outcomes sought through the Therapeutic Care Court.


Risks The Commission’s primary risk is meeting the emerging needs in the civil law area, such as family violence and elder abuse, without reducing litigation services in the core family and criminal areas. The two main drivers of the Commission’s litigation work are children in family law disputes and people at risk of incarceration. In this context the Commission’s capacity to respond will be limited by the necessity to meet the cost of legally assisted cases, particularly in large criminal case litigation. Demand on legal aid services is growing, in part as a reflection of the increase in the Territory population but also due to a greater appreciation of the need for legal assistance across the community. In order to support the demands of the Territory’s client basis and improving access to services, Legal Aid must conduct a large number of Community Legal Education activities (seminars, brochures, newsletters, posters etc), provide extended telephone and chat line access, and undertake outreach legal clinics in partnership with Health, community and University agencies. The Commission’s operational structure and practices must embrace new and innovative modes of service delivery to adequately respond to emerging client needs. Limited public funding can have dire implications for our ability to provide access to justice for an increasingly large number of people unable to afford legal representation. The level of cash reserves is diminishing across the out-years due to forecast deficits. This will need to be carefully managed to ensure service delivery is met within the confines of funding levels.


2019-20 priorities and next three financial years1 The Commission’s priorities for 2019-20 and across the out-years are to: • support victims of family and domestic violence through the provision of legal assistance

services; • improve the provision of legal assistance services to the Aboriginal and Torres Strait

Islander and culturally and linguistically diverse communities; • provide support to victims of elder abuse in line with Government priorities; • develop and implement legal education programs tailored to the needs of people

experiencing a high incidence of adverse legal events, and those working in community organisations that assist them;

• promote the prevention of legal problems by providing timely information about the law and legal processes and referring people to other legal or non-legal services where necessary to meet their needs;

• promote the early resolution of legal problems through providing legal advice, advocacy, minor legal assistance and dispute resolution services;

• advise and assist people appearing unrepresented before courts and tribunals, particularly those persons experiencing family violence and in care and protection matters in the Children’s Court;

• provide legal representation to people in need to enable them to assert or defend their legal rights, including for those people appearing in the Drug and Alcohol Court; and

• update the Legal Aid IT Strategic Plan to incorporate the IT Upgrade in 2018-19 and ensure the IT Systems do not pose a security risk.

1 A reduction of $4.946m in Commonwealth funding to legal assistance services from 2020-21 reflects the expiry of the National Partnership Agreement on Legal Assistance Services on 30 June 2020. The Commission anticipates that these figures will be updated following the finalisation of negotiations of a new National Partnership Agreement.


Estimated employment level and employment profile

Table 1: Estimated employment level

2017-18 Actual

Outcome

2018-19 Budget


2019-20 Budget

Staffing (FTE) 82.91 83.5 83.31 88.9

Note: 1. The FTE for the 2017-18 Actual Outcome and 2018-19 Estimated Outcome is the average for the full year, rather than

simply at a point in time.

The Board of the Commission comprises seven part-time commissioners and the CEO who bring to the Commission a wide range of expertise and experience in management, legal, community services and finance. An estimated staffing breakdown by classification and gender for the 2019-20 budget year is outlined below.

Table 2: 2019-20 employment profile Classification Male1 Female1 Total1 ASO1 0.0 0.0 0.0 ASO2 5.6 18.0 23.6 ASO3 0.0 5.5 5.5 ASO4 2.5 5.0 7.5 ASO5 0.0 0.0 0.0 ASO6 0.0 1.0 1.0 SOG C 1.0 0.0 1.0 SOG B 1.0 1.0 2.0 SOG A 1.0 0.0 1.0 Legal 1 7.3 17.9 25.2 Legal 2 6.1 11.0 17.1 Legal 3 2.0 1.0 3.0 Executive 1.0 1.0 2.0 Total 27.5 61.4 88.9

Note: 1. Figures in the table are the number of Full Time Equivalent (FTE) staff.


Strategic objectives and indicators Strategic objective 1

Provide services to promote the earlier resolution of legal problems

The Commission provides a range of legal services that promote the identification and early resolution of legal problems. Evidence shows that the most vulnerable and disadvantaged in our community, such as victims of family violence, children, the elderly, Aboriginal and Torres Strait Islander people, and members of culturally and linguistically diverse communities would particularly benefit from early intervention services. Providing these services so that more people have an opportunity to receive assistance before litigation is commenced is a key indicator of improvement in access to justice for those persons most at disadvantage in the community. See Graph 1 for quantitative data. Strategic objective 2

Provide legal information and referral services

The Commission seeks to ensure that people are not prevented, by disadvantage, from obtaining the legal services they need to protect their rights and interests. Enhancing the capacity of people to assist themselves when faced with legal problems improves the chances of resolution and appropriate referral to social support services. Growth in the number of people receiving information and advice, and where appropriate referral for preventative and early intervention services, is a strong indicator that targeting this type of assistance is meeting the needs of the most disadvantaged members of the community. See Graph 2 for quantitative data. Strategic objective 3

Provide efficient and cost-effective legal aid services The Commission has well developed systems to determine applications for grants of legal assistance and to reduce the administrative costs of providing legal assistance. Increasing the number of people assisted by improving the efficiency and timeliness of service provision is an indicator that services are reaching those people most in need of legal aid services and that community understanding of the law and the legal system operating in the Territory is improving. See Graph 3 for quantitative data.


Strategic objectives and indicators Graphs

- 20,000 40,000 60,000 80,000 100,000 120,000

2017-18 Actual

2018-19 est out

2019-20 target

Strategic Objective 1Provide services to promote the earlier resolution of

legal problems

Information Website hitsHelpline calls Community Legal EducationFacilitated Resolution process

- 20,000 40,000 60,000 80,000 100,000 120,000

2017-18 Actual

2018-19 est out

2019-20 target

Strategic Objective 2Provide legal information and referral services

Information Referral Legal Advice

Non-Legal Support Legal Task Helpline

Website hits

-10,000 10,000 30,000 50,000 70,000 90,000 110,000 130,000

2017-18 Actual

2018-19 est out

2019-20 target

Strategic Objective 3Provide efficient and cost-effective legal aid services

Information Referral Legal Advice

Non-Legal Support Legal Task Helpline

Facilitated Resolution Process Duty Lawyer Representation

Community Legal Education Website hits


Output Classes Output Class 1: Legal Aid Services

Table 3: Output Class 1: Legal Aid Services



Note: 1. Total cost includes depreciation and amortisation of $0.383 million in 2018-19 and $1.570 million in 2019-20. The

increase in 2019-20 reflects the change to accounting standard AASB 16 – Leases.

Output 1.1: Legal Aid Services provided to the community

The Commission provides a full range of legal assistance services to the community. These services are provided by the Commission’s staff and by private legal practitioners. This output includes salaries and related costs of Commission staff as well as payments to private legal practitioners and the cost to the Commission of administering these arrangements. Private legal practitioners are paid professional fees and disbursements on the basis of agreed scales, up to a commitment level determined by the Commission on an individual case basis.


Accountability indicators Output Class 1: Legal Aid Services

Output 1.1: Legal Aid Services provided to the community

Table 4: Accountability indicators Output 1.1

2018-19 Targets


2019-20 Targets

a. Number of Discrete Assistance services provided 1 35,000 37,050 37,000 b. Number of Duty Lawyer services provided 2 5,200 5,850 5,800 c. Number of Representation services provided 3 2,700 2,500 2,500 d. Number of Facilitated Resolution Process provided 4 400 375 400 e. Number of Community Legal Education services provided 5 320

305 320

Notes: 1. Discrete Assistance services provided indicator collates the number of information, referrals, non-legal support, legal advices, and

legal task services. This indicator does not include website page views. Discrete Assistance services provided is expected to be higher than the 2018-19 target due to increases in legal advice, non-legal support and helpline calls. There was also a large increase in the number of website hits during 2018-19.

2. Duty lawyer services are legal services provided at a court or tribunal to people who would otherwise be unrepresented in relation to

an event or proceeding on that day. Duty Lawyer services consist of advising the person, and in appropriate circumstances appearing on their behalf, in relation to the proceeding or event. Duty Lawyer services are expected to be higher than the 2018-19 target due mainly to increased services by the Family Violence Advocacy Support Services (FASS) at the Federal/Family court and the Family Violence and the Domestic Violence Unit operating at the Magistrates’ Court.

3. This indicator collates the number of legal assistance services provided for the ongoing representation of people at courts/tribunals,

in dispute resolution processes and where the carriage of the matter requires ongoing casework assistance. Representation services are expected to be slightly lower than the 2018-19 target.

4. This indicator collates the number of specific processes undertaken that are aimed at resolving disputes without going to court.

Facilitated Resolution Processes are expected to be slightly lower than the 2018-19 target. 5. This indicator collates the number of educational resources produced and the number of activities undertaken. Community Legal

Education services are expected to be slightly lower than 2018-19 target.


Changes to Appropriation



$'000

2019-20 Budget

$'000

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

2018-19 Budget 13,410 12,201 7,505 7,684 7,684

2018-19 Budget Review Policy Decisions 2018-19 Budget Review - Drug and Alcohol Court and Associated Support Programs

20 146 244 0 0

2019-20 Budget Policy Decisions Reforming the Safer Families Levy 0 0 -313 -321 -329

2019-20 Budget Technical Adjustments Workers’ compensation savings 0 -38 -38 -38 -38 Family Advocacy and Support Services 0 730 0 0 0 Repurposing of Savings - Section 14B - CRP to Capital -280 0 0 0 0 Revised CSS/PSS Employer Contribution Rates 0 92 87 95 96 Revised Indexation Parameters 0 2 3 3 148 Superannuation Expenses (Round Robin) 0 -64 225 201 256

2019-20 Budget 13,150 13,069 7,713 7,624 7,817


Table 6: Changes to appropriation – Capital Injections, Controlled


$'000

2019-20 Budget

$'000

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

2018-19 Budget 35 0 0 0 0

2019-20 Budget Policy Decisions Better Government – Upgrading Legal Aid's information technology systems

360 0 0 0 0

2019-20 Budget Technical Adjustments 0 0 0 0 0 2019-20 ICT Capital Re-profiling - Prevention of Cyberattacks and Data Breaches

-80 80 0 0 0

2019-20 Budget 315 80 0 0 0


Monitoring and reporting The Commission shall satisfy the requirements of the Chief Minister’s Annual Reports Directions. The Commission’s Annual Report will, amongst other things, report against the requirements of this Statement of Intent. The Financial Management Act 1996 authorises the Treasurer to obtain financial and other statements from the Commission for a stated period including annual reporting. Annual reporting As part of preparations for end of year reporting, Chief Minister, Treasury and Economic Development Directorate (CMTEDD) will advise the dates when the following documents are required at the CMTEDD and at the Auditor-General's Office: • certified financial statements;

• management discussion and analysis;

• a full and accurate set of audited financial records for the preceding financial year in the

form requested; and • consolidation packs relating to the annual financial statements, draft and final.

Financial arrangements The Commission has an estimated operating surplus for 2018-19 of $0.192 million compared to the 2018-19 original budgeted operating deficit of $0.507 million. The better financial position is due to a large increase in the funding provided by the ACT Law Society and additional funding for specific projects granted through the year. Additionally, lower employee expenses were incurred, slightly offset by higher expenses in external legal costs. The 2019-20 forecast budgeted operating deficit of $0.508 million reflects higher revenue and expenses, with the major impacts coming from the change in accounting standard AASB 16 - Leases; a forecast lower level of funds coming from the ACT Law Society in 2019-20 than in 2018-19; and higher employee expenses in 2019-20.

Financial statements Budgeted financial statements for the 2019-20 Budget year, as well as forward estimates for the three financial years appear below. These general purpose financial statements have been prepared in accordance with the ACT’s Model Financial Statements and include: a) Operating Statement; b) Balance Sheet; c) Statement of Changes in Equity; and d) Cash Flow Statement.


Financial Statements

Table 7: Legal Aid Commission (ACT): Operating Statement 2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var %

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

Income


Payments 13,150 13,069 -1 7,713 7,624 7,817

266 User Charges 228 197 -14 202 207 213 650 Grants 1,183 900 -24 900 900 900 153 Interest 178 161 -10 164 167 169 142 Other Revenue 440 1,143 160 107 111 113

14,621 Total Revenue 15,179 15,470 2 9,086 9,009 9,212

Expenses

7,824 Employee Expenses 7,553 8,484 12 4,337 4,261 4,312 1,249 Superannuation Expenses 1,170 1,356 16 1,215 1,208 1,276 5,615 Supplies and Services 5,819 4,427 -24 2,561 2,652 2,741

381 Depreciation and Amortisation

383 1,570 310 1,574 1,542 1,542


- 12 # 12 12 12

27 Interest Expenses 27 97 259 74 50 33 32 Other Expenses 35 32 -9 30 31 31

15,128 Total Expenses 14,987 15,978 7 9,803 9,756 9,947

-507 Operating Result 192 -508 -365 -717 -747 -735

-507 Total Comprehensive Income 192 -508 -365 -717 -747 -735

Significant variations in the Operating Statement are as follows: • controlled recurrent payments:

- the decrease of $0.260 million in the 2018-19 Estimated Outcome from the original budget is mainly due to repurposing of unneeded funds ($0.280 million), to allow for the delivery of Prevention of Cyberattacks and Data Breaches initiative.

- the decrease of $0.081 million (1 per cent) in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to increased funding from the Commonwealth (FASS and Men’s Social Support Worker) and a new ACT Government initiative (Drug and Alcohol Court) to commence in 2019-20, offset by the completion of the Eastman Trial in 2018-19.

- there is a reduction of $4.946 million in Commonwealth funding to legal assistance services from 2020-21 which reflects the expiry of the National


Partnership Agreement on Legal Assistance Services on 30 June 2020. The Commission anticipates that these figures will be updated following the finalisation of negotiations of a new National Partnership Agreement.

• user charges:

- the decrease of $0.038 million in 2018-19 estimated outcome from the original budget is due to a change in funds received for a grant of legal assistance under the National Disability Insurance Scheme (NDIS).

- the decrease of $0.031 million in 2019-20 Budget from the 2018-19 estimated outcome is due to the removal of specific one-off contributions in 2018-19.

• grants revenue:

- the increase of $0.533 million in the 2018-19 estimated outcome from the original budget is due to a much higher one-off grant received from the ACT Law Society than expected.

- the decrease of $0.283 million in the 2019-20 Budget from the 2018-19 estimated outcome is due to budgeting for a lower one-off grant from the ACT Law Society than in 2018-19.

• other revenue:

- the increase of $0.298 million in the 2018-19 estimated outcome from the original budget is largely due to a grant to establish the Health Justice Partnership ($0.120 million), funding received to provide discrete legal services ($0.039 million), and $0.055 million funding under the NDIS.

- the increase of $0.703 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to the extension of the funding received under the NDIS for a further year ($0.161 million), reimbursement of expenditure for an expensive Commonwealth criminal matter ($0.283 million) and funding to undertake a new duty solicitor service in the Children’s Court (Therapeutic Care Court).

• employee expenses:

- the decrease of $0.271 million in the 2018-19 estimated outcome from the original budget is mainly due to savings relating to re-profiling of position classifications and delays in filling the Deputy CEO position and new initiatives.

- the increase of $0.931 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to the additional staff associated with the 2019-20 budget initiatives and the appointment of a new Deputy CEO. Additionally, there is a cost for the recognition of employee expenses relating to the Enterprise Agreement.

• superannuation expenses:

- the increase of $0.186 million in the 2019-20 Budget from the 2018-19 estimated outcome is related to an increase in staff in 2019-20.


• supplies and services:

- the increase of $0.204 million in the 2018-19 estimated outcome from original budget is mainly due to large expenses related to some expensive legal matters.

- the decrease of $1.392 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to the completion of the Eastman Trial during 2018-19 ($0.745 million) and the movement of the rent expense ($0.955 million) due to recognition of the new accounting standard AASB 16 – Leases. This is offset by costs related to an expensive Commonwealth criminal matter ($0.283 million).

• Depreciation and amortisation:

- the increase of $1.187 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to the depreciation related to Right-of use asset as a result of the new accounting standard AASB 16 – Leases.


Table 8: Legal Aid Commission (ACT): Balance Sheet Budget

at 30/6/19

$'000


$'000

Budget at

30/6/20 $'000

Var %

Estimate at

30/6/21 $'000

Estimate at

30/6/22 $'000

Estimate at

30/6/23 $'000

Current Assets

3,863 Cash and Cash Equivalents 5,303 4,274 -19 3,931 3,472 2,299 143 Receivables 192 192 - 192 191 190 200 Other Assets 158 158 - 158 158 158


Non Current Assets


1,236 3,314 168 1,846 410 3,782

0 Intangible Assets 280 309 10 253 197 141

1,157 Total Non Current Assets 1,516 3,623 139 2,099 607 3,923

5,363 TOTAL ASSETS 7,169 8,247 15 6,380 4,428 6,570 Current Liabilities

504 Payables 162 212 31 212 212 212 0 Finance Leases 0 1,074 # 1,056 292 754

1,492 Employee Benefits 1,758 1,358 -23 1,348 1,342 1,336 383 Other Provisions 360 360 - 360 360 360 210 Other Liabilities 759 141 -81 141 73 51

2,589 Total Current Liabilities 3,039 3,145 3 3,117 2,279 2,713

Non Current Liabilities

572 Payables 572 572 - 572 572 572 0 Finance Leases 0 1,453 # 383 0 2,404

184 Employee Benefits 169 177 5 185 192 199 556 Other Provisions 672 701 4 731 761 793 201 Other Liabilities 201 111 -45 21 0 0

1,513 Total Non Current Liabilities 1,614 3,014 87 1,892 1,525 3,968

4,102 TOTAL LIABILITIES 4,653 6,159 32 5,009 3,804 6,681

1,261 NET ASSETS 2,516 2,088 -17 1,371 624 -111


1,261 Accumulated Funds 2,516 2,088 -17 1,371 624 -111

1,261 TOTAL FUNDS EMPLOYED 2,516 2,088 -17 1,371 624 -111


Significant variations in the Balance Sheet are as follows: • cash and cash equivalents

- the increase of $1.440 million in the 2018-19 estimated outcome from the original budget reflects additional funding from the ACT Law Society ($0.533 million), NDIS funding ($0.474 million) and specific project funding from the Commonwealth ($0.483 million) and ACT ($0.120 million) Governments.

- the decrease in 2019-20 reflects a reduction in funding from the above matters.

• property, plant and equipment:

- the increase of $2.078 million in the 2019-20 budget over the 2018-19 estimated outcome is due to the recognition of the new accounting standard AASB 16 – Leases. Corresponding variations in Finance Leases (Liabilities) reflect this also.

• payables (current):

- the decrease in payables in 2018-19 estimated outcome over 2018-19 budget is due to a lower level of Trade payables and Accrued Expenses (partly related to the completion of the Eastman matter).

• finance leases (current and non-current):

- the inclusion of finance leases in 2019-20 is due to the recognition of accounting standard AASB 16 – Leases. Corresponding variations in Property, Plant and Equipment (Assets) reflect this also.

• current employee benefits:

- the increase of $0.266 million in the 2018-19 estimated outcome from the original budget is mainly due to the accrual of the Enterprise Agreement backpay, which is due to be paid in 2019-20.

- The decrease of $0.400 million in the 2019-20 Budget from the 2018-19 estimated outcome is due to the Enterprise Agreement backpay and decreases in other leave related entitlements.

• other current liabilities:

- the increase of $0.549 million in the 2018-19 estimated outcome from the original budget is due to the revenue received in advance, mainly from Commonwealth specific projects which are expected to occur in 2019-20.

- the decrease in the 2019-20 budget from the 2018-19 estimated outcome is due to the reduction of revenue received in advance as advised above.

• other non current liabilities:

- the decrease of $0.090 million in 2019-20 Budget from the 2018-19 estimated outcome is due to the amortisation of the lease incentive liability.


Table 9: Legal Aid Commission (ACT): Statement of Changes in Equity Budget

at 30/6/19

$'000


$'000

Budget at

30/6/20 $'000

Var %

Estimate at

30/6/21 $'000

Estimate at

30/6/22 $'000

Estimate at

30/6/23 $'000

Opening Equity

1,733 Opening Accumulated Funds 2,009 2,516 25 2,088 1,371 624

1,733 Balance at the Start of the Reporting Period

2,009 2,516 25 2,088 1,371 624


-507 Operating Result - Including Economic Flows

192 -508 -365 -717 -747 -735

-507 Total Comprehensive Income 192 -508 -365 -717 -747 -735


35 Capital Injections 315 80 -75 0 0 0

35 Total Transactions Involving Owners Affecting Accumulated Funds

315 80 -75 0 0 0

Closing Equity

1,261 Closing Accumulated Funds 2,516 2,088 -17 1,371 624 -111

1,261 Balance at the end of the Reporting Period

2,516 2,088 -17 1,371 624 -111

Variations in the Statement of Changes in Equity are explained in the Operating Statement and Balance Sheet notes above.


Table 10: Legal Aid Commission (ACT): Cash Flow Statement 2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var %

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000



13,150 13,069 -1 7,713 7,624 7,817

236 User Charges 334 167 -50 172 177 183 650 Grants 1,183 900 -24 900 900 900 153 Interest Received 178 161 -10 164 167 169 652 Other 1,520 1,074 -29 617 621 623

15,101 Operating Receipts 16,365 15,371 -6 9,566 9,489 9,692 Payments

7,688 Employee 7,213 8,912 24 4,339 4,260 4,438 1,254 Superannuation 1,175 1,356 15 1,215 1,208 1,276 5,798 Supplies and Services 6,145 4,382 -29 2,561 2,652 3,031


0 12 # 12 12 12

0 Interest Expenses 0 0 - 0 1 1 510 Other 510 510 - 510 510 510

15,250 Operating Payments 15,043 15,172 1 8,637 8,643 9,268

-149 NET CASH INFLOW/(OUTFLOW) FROM OPERATING ACTIVITIES

1,322 199 -85 929 846 424


Payments 50 Purchase of Property, Plant

and Equipment 330 130 -61 50 50 50

50 Investing Payments 330 130 -61 50 50 50

-50 NET CASH INFLOW/(OUTFLOW) FROM INVESTING ACTIVITIES

-330 -130 61 -50 -50 -50


Receipts 35 Capital Injections 315 80 -75 0 0 0

Payments

0. Repayment of Finance Lease Liabilities

0 1,178 # 1,222 1,255 1,547

35 NET CASH


315 -1,098 -449 -1,222 -1,255 -1,547

-164 NET INCREASE/(DECREASE)


1,307 -1,029 -179 -343 -459 -1,173


4,027 CASH AT THE BEGINNING OF

REPORTING PERIOD 3,996 5,303 33 4,274 3,931 3,472

3,863 CASH AT THE END OF


Variations in the Cash Flow Statement are explained in the Operating Statement and Balance Sheet notes above.


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2019-20 Budget Statements 77 Public Trustee and Guardian

Public Trustee and Guardian for the ACT

The budget statement for PTG is its Statement of Intent.

Purpose

PTG is established to provide rights, choices, security and justice for all people in the ACT community. PTG will achieve this through the following services:

• acting as Manager/Guardian under appointment by the ACT Civil and Administrative Tribunal (ACAT);

• making Wills (where appointed as an executor); • administering deceased estates under Will or intestacy; • acting as attorney under Enduring Power of Attorney (EPA); • acting as trustee for trusts created in Wills, Deeds and Court Orders for families,

infants and people with disabilities; • providing an annual examination of accounts maintained by external managers

appointed by ACAT on behalf of people with impaired decision-making ability; • acting as administrator for the ACT Official Visitor Scheme; and • Chairing and administering the Official Visitor Board.

PTG also acts as agent for the Territory in the following services:

• receiving, managing and disposing of assets forfeited under the Confiscation of Criminal Assets Act 2003;

• administering moneys declared unclaimed under the Unclaimed Money Act 1950, Legal Practitioners Act 2006 and Agents Act 2003, including receiving money, processing claims and investing funds; and

• investing moneys held in specified government trust funds.


Nature & scope of activities General Activities

PTG provides the ACT Government and the community with professional guardianship/management, executor, trustee and financial services.

PTG is responsible for protecting the interests of people with legal disability. This includes undertaking appointment by the ACT Civil and Administrative Tribunal (ACAT) as Guardian and Financial Manager and acting as attorney under an EPA.

PTG provides asset services under the Confiscation of Criminal Assets Act 2003, as delegate for unclaimed monies and holds investment responsibility for government and non-government trust funds including the Perpetual Care Trust under the Cemeteries and Crematoria Act 2003. PTG is the trustee for GreaterGood - The Capital Region Community Foundation as well as Chair of the Official Visitors Board under the Official Visitor Act 2012, responsible for providing administrative support to Official Visitors.

PTG, along with all Australian Public Trustees, Public Advocates, Public Guardians and heads of Guardianship/Management Tribunals, is a member of the Australian Guardianship and Administration Council (AGAC). As a result of the incorporation of AGAC as a Company Limited by Guarantee in 2017, the Public Trustee and Guardian is a Director, Treasurer and Trustee of AGAC.

In undertaking its functions PTG will:

• Operate as a customer service oriented entity PTG conducts a continuous customer survey and investigates and responds to any complaint ensuring that the client receives an appropriate response. Products and services are continuously reviewed to ensure value and positive outcomes for clients. This is achieved by reviewing fees and charges in individual cases to ensure that the fee is appropriate to the work/responsibility undertaken. The risk profile and investments for all clients with invested funds are individually reviewed on an annual basis to ensure they reflect clients’ needs.

• Use benchmarking to ensure best practice and operate efficiently PTG meets with other peer state/territory agencies bi-annually to develop, identify and implement best practice. Issues of current and continuing interest to Public Trustees/Guardians include arrangements for the National Disability Insurance Scheme (NDIS), development of replacement Will-drafting software, appropriate fraud, risk and corruption mitigation strategies and cross-border regional collaboration. The Guardianship/Financial Management functions have a continuing interest in the development of National Standards for Guardians/Financial Managers, protocols and development/implementation of supported decision-making principles.


• Work collaboratively

PTG works collaboratively with other Public Trustees/Public Guardians to share expertise, information and training. PTG continues to play a lead role in working with other Public Trustees.Public Guardians to develop an Australian Enduring Power of Attorney and to address elder abuse. PTG continues to contribute to a review of the Guardianship and Management of Property Act 1991 and also to a review of the ACT Official Visitor Scheme. PTG is currently working with other Public Trustees/Public Guardians/Public Advocates in making submissions to several Royal Commissions.

• Satisfy the requirements of the Financial Management Act 1996

PTG will use financial practices and maintain accounts and records which satisfy the requirements of the Financial Management Act 1996. This includes the associated ACT Accounting Policy Manual, modelled on the requirements of Australian Accounting Standards, which fairly present PTG’s financial position, operational and cash flow results for planning and reporting purposes. PTG continues to work with the ACT Auditor-General in responding to management issues arising from end of year audit. PTG is continuing to work with an external accounting firm to assist in improving its preparation of end-of-year financial statements. PTG is prospecting replacing its ageing legacy Trust Accounting system with modern and sustainable technology better able to support our delivery of professional fiduciary services now and in the future.

• Establish and maintain a high standard of Workplace Health and Safety

PTG has a high standard of Workplace Health and Safety evidenced by its comparatively low Comcare premium. All staff will be provided with flu vaccine shots and will attend Respect Equity and Diversity (RED) supplementary training as well as anti-bullying and harassment training. PTG staff will also receive training in dealing with Mental Health issues from Lifeline from a client service perspective. PTG staff will be provided with appropriate training in dealing with difficult clients as well as de-briefing following critical incidents from the Directorate’s Employee Assistance Provider (EAP) and Capital Works Infrastructure Unit. PTG has in place policies dealing with working alone and handling difficult client episodes.

• Provide a productive and satisfying work environment PTG will provide a productive and satisfying working environment for staff and a commitment to high standards of human resource management based on the principles of equal employment opportunity. PTG maints the appointment of a RED Contact Officer. During 2019-20, PTG will finalise the findings of an independent review of work classifications following implementation of the new EBA, reverting to a common ASO classification system across the agency. PTG will continue to complete manuals and policies for all business units. PTG will complete the refurbishment of all PTG workplaces in 221 London Circuit.

• Deliver on Community Service Obligations (CSOs) PTG will undertake CSOs in respect to the provision of financial management services for persons with a decision making disability, preparing and acting as attorney under EPAs, administering trusts under $100,000 in value, examination of accounts prepared by


external financial managers, drafting Wills in cases of financial hardship, responding to police call outs, arranging welfare funerals and administering low-value or non-viable deceased estates. PTG will hold public seminars during Wills Week in October 2019 and during Seniors Week in March 2020. PTG will also engage with the community to promote awareness of its services and products through sponsorship of the ACT Inclusion Awards. PTG will also maintain a presence at the ACT Seniors Expo in March 2020. Seniors of 60 years and over will continue to be provided with a free will where they appoint PTG as their executor. PTG is again available for will-making appointments from 8.00am on weekdays to address parking needs and to assist ‘time-poor’ clients and conducts home visits for those that are unable to attend to make a Will/EPA. PTG will complete development of a website facility through which community groups will be able to book a presentation by PTG online.

Risks PTG continues to identify prevailing and emerging risks in its Fraud, Corruption and Risk Management Plan. The Plan has been prepared in consultation with PTG’s Internal Audit Committee, PTG’s Investment Board and the Justice and Community Safety Directorate (JACS) and will be continually reviewed.

PTG’s Audit Committee is independently chaired and will meet at least four times over the next year.

PTG’s risks, identified in the PTG Fraud, Corruption and Risk Management Plan include:

• poor or inappropriate investment strategy; • inadequate business systems, back-up and redundancy; • poor business performance resulting in annual deficit; • fraud or the potential for fraud; • abuse of official position; • employee mistake; • inconsistent policy, practice and procedure; • failure to insure client property; • lack of or ineffective strategic forward business planning; and • ineffective governance.

PTG will also review the risk profile of its investment clients to ensure that their assets are invested appropriate to their needs.

2019-20 Priorities and Next Three Financial Years • Continue the implementation of PTG’s Business Transformation Project. In 2019-20, PTG

will finalise its accommodation renewal, reclassification of all of its staff, implement several modules of its ICT integrated Customer Relationship Management System (CRM) including Guardianship, External Management, Unclaimed Money, Precedent/letter Database and EDRMS.

Continue to implement efficiencies through the merger of the Public Trustee and Public Guardian functions.


• Raise awareness in the community of the role of the Public Trustee and Guardian including developing and undertaking a range of presentations and information seminars which highlight the importance of estate planning including a well-drafted Will and EPA as well as what happens in the event of incapacity. This will be achieved through continual development of PTG’s website, fact sheets, seminars, forums, newsletters, expos and an online facility to “Book a Presentation by the Public Trustee and Guardian”.

• Promoting efficiencies through new technologies. PTG is in the process of re-building its ICT infrastructure. PTG will continue to engage an ICT Project Manager to manage the completion of various ICT projects towards a fully functional CRM. PTG will pursue the necessary legislative changes to permit publication of statutory notices under the Administration and Probate Act 1929 though its own website rather than through a newspaper circulating in the Territory. PTG is also keen to prospect the establishment of an ACT Wills Bank and will undertake some preparatory work in that regard during the next year.

• Participating in industry forums to identify and implement best practice. This will be achieved through close cooperation with state/territory trustee and guardian agencies as well as through membership of industry representative organisations such as AGAC. PTG will also continue to work closely with ACAT in establishing practice that achieves efficient processes under the Guardianship and Management of Property Act 1991. PTG will continue to foster a collaborative relationaship with ACAT to identify and implement better practice.


Estimated employment level

Table 1: Estimated Employment Level

2017-18 Actual Outcome

2018-19 Budget


2019-20 Budget

Staffing (FTE) 54.0 55.2 62.17 60.85

Table 2 : 2019-20 Employment Profile Classification Male Female Total ASO3 2 3 5 ASO4 2.80 16.80 19.6 ASO5 1 4.90 5.90 ASO6 5 13.35 18.35 SOG C 2 4 6 LEGAL 1 1 0 1 SOG A 0 3 3 LEGAL 2 1 0 1 EXECUTIVE 2.4 1 0 1 Total 15.80 45.05 60.85


Key Performance Indicators for 2019-20 to 2022-23 Table 3: Key Performance Indicators

INDICATOR Actual Outcome 2017-18

2018-19 Budget

Estimated Outcome 2018-19

Planned 2019-20

Planned 2020-21

Planned 2021-22

Planned 2022-23

Guardianship Orders - no. of people for whom PTG acted as Guardian appointed by the ACT Civil and Administrative Tribunal (ACAT) under the Guardianship and Management of Property Act 1991 (GMPA) during the reported period

191 225 220 230 235 240 245

Management Orders - no. of orders in which PTG was appointed as Manager by ACAT under the GMPA current at the end of the reported period by ACAT

499 495 508 510 515 520 525

Enduring Power of Attorney (EPA) - no. of EPA's appointing PTG for all matters made during the reported period1

121 100 125 130 135 140 145

Enduring Power of Attorney (EPA) - no. of EPA's appointing PTG for financial and property matters under active management at the end of the reported period

38 37 38 38 39 39 40

Enduring Power of Attorney (EPA) - no. of EPA's appointing PTG for personal and health care matters active at the end of the reported period

N/A 7 6

7 7 7 7

Police Call-outs - no. of responses to call outs by police and community following death during the reported period2

8 3 1 1 1 1 1

Welfare funerals - no. arranged by PTG during the reported period3

4 6 2 2 2 2 2

Examination of Accounts - no. examined by PTG during the reported period upon filing by External Managers appointed by ACAT for Protected Persons

506 550 550 570 590 610 630

Deceased Estate Administrations - no. of deceased estate administrations completed during the reported period4

95 100 87 100 105 110 115

Trusts (for all purposes) – no. held at end of reported period5

425 585 644 648 652 655 658


Key Performance Indicators for 2019-20 to 2022-23 (Continued) INDICATOR Actual

Outcome 2017-18

2018-19 Budget

Estimated Outcome 2018-19

Planned 2019-20

Planned 2020-21

Planned 2021-22

Planned 2022-23

Wills - no. of wills prepared by PTG during the reported period6

423 410 460 465 475 475 495

Customer Survey - % of clients responding to PTG's survey during the reported year that reported PTG met or exceeded their expectations

N/A 90% 90% 90% 90% 90% 90%

Notes:

1. The number of EPA’s made by PTG for all purposes increased mainly due to the number of people choosing either to make an EPA as a result of increased and more effective marketing by PTG at Wills Week, Seniors Week, Senior’s Expo and Community Forums as well as though more informative Fact Sheets and the popularity of PTG’s publication “The Power to Choose”.

2. Police call-outs - PTG’s performance in this regard is purely reactive following callout by ACT Policing or the community, PTG is however not compelled to respond to a police callout or to act as an administrator as a result. Reasons for refraining from responding to a police callout include that PTG may become liable for significant costs with no possibility of recovery. This statistic is included as a measure of Community Service Obligations (CSO).

3. PTG’s performance in this regard is purely reactive, PTG is however not compelled to respond to requests to arrange welfare funerals. Reasons for refraining from responding to requests for welfare funerals include that PTG may become liable for significant costs with no possibility of recovery. This statistic is included as a measure of CSOs.

4. The number of deceased estate administrations completed during the reported period decreased by 13 as a result of – - The abnormally high number of estates that are complex in nature including tax, family provision, informal Wills, non-

resident beneficiary. - PTG normally finalises a greater number of estate administrations in the last part of the June quarter when issues such as tax

completions and distributions are finalised. The figures for the last two months of the financial year are however estimated on the conservative side.

- There has been a churn in skilled staff resulting in a depletion of expertise. - This depletion of expertise has placed a higher burden on remaining skilled staff to provide training.

5. The number of all trusts for all purposes has increased. Whilst PTG has no control over the number of trusts awarded to its care, reasons for increases in such awards may include - higher numbers of testamentary trusts in estates under administration, increases in the number of Victims of Crime trusts, higher numbers of Court awarded trusts and an increase in Confiscated Criminal Assets trusts. PTG is regarded by the Courts as default trustee for trusts under $100,000.

6. The number of Wills made by PTG has increased due to – - Increased and more effective marketing of Wills by PTG at Wills Week, Seniors Week, Senior’s Expo and Community Forums

as well as the “Start Making your Will now” facility on PTG’s website. - The bedding down of PTG’s new policy adopted some 18-24 months ago in which PTG will only make Wills where appointed

as executor or as secondary executor to a spouse/partner. Whilst this policy led to lower numbers of Wills made, it increased the percentage of Will made where PTG was appointed as executor.

- PTG increased its Will drafting resources during the March and June quarters of 2019. - Limiting the number of will-drafters to two has permitted a greater degree of familiarity with PTG’s new OWLS Will drafting

software. PTG is now drafting in excess of 99% of its Will through the new software.


Assessment of performance against 2018-19 objectives PTG pools client funds for investment through its common funds operated under the Public Trustee and Guardian Act 1985 and currently administers the Cash Common Fund, Balanced Common Fund, Conservative Common Fund and Growth Common Fund following a re-structure of PTG’s Investment Strategy undertaken in 2017-18. Fund sizes and performances for the period 1 April 2018 to 31 March 2019 are as follows: PTG Common Funds Cash Common Fund

Managed internally and invested in a range of bank and non-bank financial institution deposits, notes and bills of exchange. Interest returns vary with the market cash rate and, at 31 March 2019, the interest rate was 1.65%. Funds currently under investment total $102.4 million. Conservative Common Fund

Invested in a diversified index trust. Performance return after fees for the 12 months to 31 March 2019 was 2.216%. Funds currently under investment total $12.6 million. Balanced Common Fund

Invested in a diversified index trust. Performance return after fees for the 12 months to 31 March 2019 was 5.828%. Funds currently under investment total $33.2 million. Growth Common Fund

Invested in a diversified index trust. Performance return after fees for the 12 months to 31 March 2019 2018 was 9.909%. Funds currently under investment total $58.9 million. Investment Strategies Investments reflect individual client risk profiles as assessed and reviewed annually under the ‘prudent person trustee investment principle’ in the Trustee Act 1925. Clients of similar risk profiles are grouped into four risk models, Conservative, Balanced, Growth and Capital Stable for investment in appropriate allocations into the common funds. Returns are in respect to the 12 months to 31 March 2019. Conservative Model Portfolio

The objective is to provide income return, moderate volatility and potential for some growth to protect the real value of the trust. It is suitable for trusts with income needs, shorter terms or conservative risk profiles. Performance return after fees for the 12 months to 31 March 2019 has been 5.89%.


Balanced Model Portfolio

The objective is to provide a balance between income and capital return with moderate volatility. It is suitable for medium term trusts or those with a mix of income and capital needs for beneficiaries. Performance return after fees for the 12 months to 31 March 2019 has been 6.83%.

Growth Model Portfolio

The objective is to attain higher long term returns in excess of inflation. A higher weighting in growth assets provides potential for superior long term returns for clients able to accept increased volatility in the short term and provides prospective tax efficiencies associated with franked dividends and capital growth. Performance return after fees for the 12 months to 31 March 2019 has been 7.97%. Capital Stable Portfolio

Accounts requiring stability of capital are invested through the cash common fund providing a market interest return on daily balances with funds available at call. The cash common fund is suitable for cash balances and trusts of uncertain term. Credit interest rate at the end of the period was 1.65%.


Changes to appropriation



$'000

2019-20 Budget

$'000

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

2018-19 Budget 2,200 2,221 2,154 2,122 2,122

2019-20 Budget Technical Adjustments Comcare Premium Reduction 0 -5 -5 -5 -5 Parameter adjustment correction 0 0 0 0 106 Revised CSS and PSS Superannuation Contribution Rates

0 19 19 19 19

Revised Indexation Parameters 0 25 38 40 -40

2019-20 Budget 2,200 2,260 2,206 2,176 2,202


Monitoring and reporting PTG will satisfy the requirements of the Chief Minister’s Annual Reports Directions. PTG’s Annual Report will, amongst other things, report against the requirements of this Statement of Intent. The Financial Management Act 1996 authorises the Treasurer to obtain financial and other statements from PTG for a stated period including annual, quarterly and monthly reporting. Quarterly reporting To enable consolidated whole of Government reporting requirements to be met on a quarterly basis, the PTG will ensure the availability to the Treasurer, through CMTEDD (by the eighth working day of each quarter, unless otherwise indicated), information, in the prescribed form and detail, in respect of the previous quarter:

• Operating Statement;

• Balance Sheet;

• Statement of Changes in Equity;

• Cash Flow Statement;

• Operating Statement material variance explanations against seasonal budget provided by PTG;

• Status Report to supplement performance reporting to the Assembly and provide stakeholders with a summary on progress against budget highlights, significant initiatives and major projects (by the tenth working day of each quarter); and

• Management Discussion and Analysis of results to date, forecast results and related issues that may impact on the financial condition of PTG (by the tenth working day of each quarter).

Annual reporting As part of preparations for end of year reporting, CMTEDD will advise the dates when the following documents are required at the CMTEDD and at the Auditor-General's Office:

• Certified financial statements; • Management Discussion and Analysis; • A full and accurate set of audited financial records for the preceding financial year in the

form requested; and • Consolidation packs relating to the annual financial statements, draft and final.


Financial arrangements PTG’s estimated operating revenue and expenditure is shown as part of the Budgeted Financial Statements. PTG has no borrowings, guarantees, joint venture arrangements and overdraft or credit facilities. PTG is a self-funded independent statutory authority, in normal circumstances, requiring no supplementary funding from the ACT Government other than Community Service Obligations and Controlled Recurrent Payments for Guardianship and Official Visitor services. Financial statements Budgeted financial statements for the 2019-20 Budget Year, as well as forward estimates for the three financial years appear below. These general purpose financial statements, have been prepared in accordance with the ACT’s Model Financial Statements and include:

a) Operating Statement;

b) Balance Sheet;

c) Statement of Changes in Equity; and

d) Cash Flow Statement.


Financial Statements – Controlled (GGS)

Table 5: Public Trustee and Guardian: Operating Statement 2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var %

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

Income

Revenue 2 200 Controlled Recurrent

Payments 2,200 2,260 3 2,206 2,176 2,202

5 444 User Charges 5,962 5,559 -7 5,730 5,990 6,205 180 Interest 165 155 -6 160 170 173

7 824 Total Revenue 8,327 7,974 -4 8,096 8,336 8,580

Expenses

5 062 Employee Expenses 5,619 5,214 -7 5,403 5,598 5,754 700 Superannuation Expenses 865 831 -4 820 843 865

1 813 Supplies and Services 1,830 1,843 1 1,873 1,895 1,961 129 Depreciation and

Amortisation 166 301 81 308 308 308

7 704 Total Expenses 8,480 8,189 -3 8,404 8,644 8,888

120 Operating Result -153 -215 -41 -308 -308 -308

120 Total Comprehensive Income -153 -215 -41 -308 -308 -308


Table 6: Public Trustee and Guardian: Balance Sheet Budget

at 30/6/19

$'000


$'000

Budget at

30/6/20 $'000

Var %

Estimate at

30/6/21 $'000

Estimate at

30/6/22 $'000

Estimate at

30/6/23 $'000

Current Assets

654 Cash and Cash Equivalents 333 306 -8 364 434 512 6 684 Investments 5,989 5,558 -7 5,547 5,536 5,525

481 Receivables 710 711 .. 712 713 714 19 Other Assets 19 20 5 21 22 23

7 838 Total Current Assets 7,051 6,595 -6 6,644 6,705 6,774

Non Current Assets

1 016 Property, Plant and Equipment

1,631 1,883 15 1,528 1,173 818

2 Other Assets 1 1 - 1 1 1

1 018 Total Non Current Assets 1,632 1,884 15 1,529 1,174 819

8 856 TOTAL ASSETS 8,683 8,479 -2 8,173 7,879 7,593 Current Liabilities

560 Payables 625 660 6 688 727 774 1 517 Employee Benefits 1,643 1,660 1 1,676 1,691 1,706

121 Other Provisions 47 47 - 47 47 47

2 198 Total Current Liabilities 2,315 2,367 2 2,411 2,465 2,527 Non Current Liabilities

213 Employee Benefits 166 186 12 205 226 247 536 Other Provisions 432 371 -14 310 249 188

749 Total Non Current Liabilities 598 557 -7 515 475 435

2 947 TOTAL LIABILITIES 2,913 2,924 .. 2,926 2,940 2,962

5 909 NET ASSETS 5,770 5,555 -4 5,247 4,939 4,631


4 948 Accumulated Funds 4,769 4,554 -5 4,246 3,938 3,630

961 Asset Revaluation Surplus 1,001 1,001 - 1,001 1,001 1,001

5 909 TOTAL FUNDS EMPLOYED 5,770 5,555 -4 5,247 4,939 4,631


Table 7: Public Trustee and Guardian: Statement of Changes in Equity Budget

at 30/6/19

$'000


$'000

Budget at

30/6/20 $'000

Var %

Estimate at

30/6/21 $'000

Estimate at

30/6/22 $'000

Estimate at

30/6/23 $'000

Opening Equity

4 888 Opening Accumulated Funds 4,922 4,769 -3 4,554 4,246 3,938 961 Opening Asset Revaluation

Reserve 1,001 1,001 - 1,001 1,001 1,001

5 849 Balance at the Start of the



120 Operating Result - Including Economic Flows

-153 -215 -41 -308 -308 -308

120 Total Comprehensive Income -153 -215 -41 -308 -308 -308

0 Total Movement in Reserves - - - - - - Transactions Involving

Owners Affecting Accumulated Funds

-60 Dividend Approved - - - - - -

-60 Total Transactions Involving Owners Affecting Accumulated Funds

- - - - - -

Closing Equity

4 948 Closing Accumulated Funds 4,769 4,554 -5 4,246 3,938 3,630 961 Closing Asset Revaluation

Reserve 1,001 1,001 - 1,001 1,001 1,001

5 909 Balance at the end of the



Table 8: Public Trustee and Guardian: Cash Flow Statement 2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var %

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000


1 682 Controlled Recurrent Payments

1,682 1,739 3 1,672 1,628 1,648

518 Payment for Community Service Obligations

518 527 2 540 554 554

5 442 User Charges 5,835 5,922 1 6,066 6,304 6,550 180 Interest Received 165 155 -6 160 170 173 540 Other 575 584 2 591 615 640

8 362 Operating Receipts 8,775 8,927 2 9,029 9,271 9,565 Payments

5 040 Employee 5,597 5,188 -7 5,379 5,573 5,729 689 Superannuation 729 1,191 63 1,153 1,154 1,201

1 802 Supplies and Services 1,832 1,846 1 1,876 1,898 1,964 556 Other 546 560 3 574 587 604

8 087 Operating Payments 8,704 8,785 1 8,982 9,212 9,498

275 NET CASH INFLOW/(OUTFLOW) FROM OPERATING ACTIVITIES

71 142 100 47 59 67


Receipts 300 Proceeds from Sale/Maturity

of Investments 300 540 80 900 1 060 1 060

300 Investing Receipts 300 540 80 900 1 060 1 060 Payments

0 Purchase of Property, Plant and Equipment

615 600 -2 0 0 0

579 Purchase of Investments 379 109 -71 889 1 049 1 049 579 Investing Payments 994 709 -29 889 1 049 1 049

-279 NET CASH

INFLOW/(OUTFLOW) FROM INVESTING ACTIVITIES

-694 -169 76 11 11 11


Table 8: Public Trustee and Guardian: Cash Flow Statement (continued) 2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var %

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000


Receipts Payments

1 Payment of Dividend 32 - -100 - - - 1 Financing Payments 32 - -100 - - -

-1 NET CASH


-32 - 100 - - -

-5 NET INCREASE/(DECREASE)


-655 -27 96 58 70 78

659 CASH AT THE BEGINNING OF

REPORTING PERIOD 988 333 -66 306 364 434

654 CASH AT THE END OF

REPORTING PERIOD 333 306 -8 364 434 512


Notes to the Controlled Budget Statements Significant variations are as follows:

Operating Statement

• User Charges:

- The increase of $0.518m in the 2018-19 estimated outcome from the original budget is mainly due to an increase in revenue. The increased revenue resulted from increased return on investment related to an increase in the value of funds under management as well as an increase in the number of clients. The increased revenue relates to fees and charges payable to PTG under the fees determination relating to PTG’s role as trustee for the Unclaimed Money Trust Fund.

- The decrease of $0.403m in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to a decrease in revenue. The decreased revenue relates to lower fees and charges payable to PTG under the fees determination relating to PTG’s role as trustee for the Unclaimed Money Trust Fund.

• Interest:

- The decrease of $0.015m in the 2018-19 estimated outcome from the original budget is mainly due a decrease in funds invested due to the expenditure in relation to the accommodation project.

- The decrease of $0.010m in the 2019-20 Budget from the 2018-19 estimated outcome is due to a decreased amount of funds invested.

• Employee Expenses:

- the increase of $0.557m in the 2018-19 estimated outcome from the original budget is due to:

o An increase in the number of staff employed, 6.97 FTE’s higher than 2017-18, this includes temporary contracts for 2 project managers; and

o The cost of replacing staff while on annual leave and long service leave.

- the decrease of $0.405m in the 2019-20 Budget from the 2018-19 estimated outcome is:

o An expected decrease in the number of staff employed, due to temporary contracts finalising their projects; and

o The cost of replacing staff while on leave is expected to be lower.

• Superannuation Expenses:

- The increase of $0.165m in the 2018-19 estimated outcome from the original budget represents an increase in the number of staff employed during the year, 6.97 FTE’s higher than originally budgeted.

• Depreciation and Amortisation:

- The increase of $0.037m in the 2018-19 estimated outcome from the original budget represents an increase in the value of assets following acquisition of assets related to a significant accommodation project.


- The increase of $0.135m in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to the accommodation project being finalised in early the 2019-20 financial year which will increase the value of assets being depreciated.

Balance Sheet

• Cash and Cash Equivalents:

- The decrease of $0.321m in the 2018-19 estimated outcome from the original budget is due to increased cash outflows in relation to the accommodation project.

- The decrease of $0.027m in the 2019-20 Budget from the 2018-19 estimated outcome is due to income being lower.

• Investments:

- The decrease of $0.695m in the 2018-19 estimated outcome from the original budget is due to the increase in receivables as well as the cash outflows for the accommodation project.

- The decrease of $0.431m in the 2019-20 Budget from the 2018-19 estimated outcome is due to outgoings for the accommodation project.

• Receivables:

- The increase of $0.229m in the 2018-19 estimated outcome from the original budget is associated with the timing of the receipt of payment for user charges.

• Other Assets - Current:

- The increase of $0.001m in the 2019-20 Budget from the 2018-19 estimated outcome is associated with the timing of pre-paid expenses moving from non-current assets to current.

• Property, Plant and Equipment:

- The increase of $0.615m in the 2018-19 estimated outcome from the original budget is due to the acquisition of new office equipment associated with the accommodation project.

- The increase of $0.252m in the 2019-20 Budget from the 2018-19 estimated outcome is due to the acquisition of new office equipment associated with the accommodation project which will finalise early in the 2019-20 financial year.

• Other Assets - Non-Current:

- The decrease of $0.001m in the 2018-19 estimated outcome from the original budget is associated with the timing of pre-paid expenses now being classified as a current asset.

• Payables:

- The increase of $0.065m in the 2018-19 estimated outcome from the original budget is associated with additional running costs together with the timing of receipt of invoices.


- The increase of $0.035m in the 2019-20 Budget from the 2018-19 estimated outcome is due to an increased number of days for which salaries are accrued at the end of the period.

• Employee Benefits - Current:

- The increase of $0.126m in the 2018-19 estimated outcome from the original budget is associated with 5 employees being entitled to their long service leave entitlement.

• Other Provisions - Current:

- The decrease of $0.074m in the 2018-19 estimated outcome from the original budget is due to an operating loss resulting in no dividend being accrued.

• Employee Benefits – Non-Current:

- The decrease of $0.047m in the 2018-19 estimated outcome from the original budget is associated with 5 employees being entitled to their long service leave offset by an increase in staff and entitlements.

- The increase of $0.020m in the 2018-19 estimated outcome from the original budget is due to the length of service of the employees accruing an extra year of entitlements.

• Other Provisions – Non-Current:

- The decrease of $0.104m in the 2018-19 estimated outcome from the original budget and decrease of $0.061m in the 2019-20 Budget from the 2018-19 estimated outcome is due to the write-back of a lease incentive as well as amortisation of the balance of fitout costs associated with the acquisition of part Level 9, 221 London Circuit.

Statement of Changes in Equity and Cash Flow Statement

Variations in the statement are explained in the notes above.

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