Chief minister’s Department
Objectives
As a key central agency, the Chief Minister’s Department provides strategic advice to the ACT Government on policy development, service delivery and whole of government issues.
Specific departmental objectives are to:
•	provide strategic policy advice and support to the Chief Minister and the Government; 
•	provide leadership and direction in policy development, facilitate implementation of government priorities and deliver key whole of government projects; 
•	provide executive support to the Chief Minister and Cabinet to ensure the effective operation, and clear communication, of government decisions, policies, commitments and initiatives; 
•	review, develop and implement whole of government policy and capacity building initiatives for the Public Service; 
•	develop and implement enterprise and industry sector strategies and programs; 
•	develop and implement arts policies and programs; and 
•	lead the ACT and capital region tourism industry to create and implement a range of marketing and development programs. 
2010-11 Priorities
Strategic and operational issues to be pursued in 2010-11 include: 
•	preparing the annual Infrastructure Plan;
•	introducing harmonised Occupational Health and Safety Legislation;
•	reducing the public sector Occupational Health and Safety Workers’ Compensation premium;
•	providing ongoing policy support to the Office of Regulatory Services in relation to Occupational Health and Safety, and Workers Compensation;
•	leading and coordinating the Government’s participation in the COAG (Council of Australian Governments) reform agenda;
•	delivering on Shanghai Expo sponsorship commitments;
•	improving community engagement procedures;
•	delivering a new Autumn Tourism Event;
•	delivering a range of tactical tourism marketing campaigns in partnership with the tourism industry;
•	delivering Floriade and Floriade NightFest;
•	finalising and releasing the new ACT Arts Strategy;
•	leading across-government initiatives to strengthen public sector capability, with a focus on service-wide attraction and retention;
•	coordinating planning for the Centenary of Canberra;
•	strengthening the arts sector through developing and managing the ACT Government’s art facilities, public art and the arts fund; and
•	managing business programs that support industry development, trade and investment activities and skilled and business migration.
Business and Corporate Strategies
The Department will continue to develop and implement a number of business and corporate activities to maintain strategic capacity through:
•	workforce planning;
•	professional development;
•	continuous improvement of governance and business accountability frameworks, policies and practices; and
•	the efficient and effective use of available resources.
Estimated Employment Level
2008‑09
Actual Outcome		2009-10
Budget
	2009-10
Est. Outcome	2010-11
Budget	
195	Staffing (FTE)1	191	212	216	
Note:
1.	The increase in FTEs in the 2009-10 estimated outcome from the original budget is primarily due to the transfer of Australian Capital Tourism from the Department of Territory and Municipal Services (TAMS) to CMD, offset by the transfer of Strategic Project Facilitation to the Department of Land and Property Services.

Strategic Indicators 
Strategic Indicator 1
Building Stronger Across Government Focus in Policy Development and Service Delivery
The Department provides advice to Government and works with agencies to achieve a stronger across government focus in government policy development and service delivery.  This includes the establishment of strategic taskforces, leadership of new Government initiatives and strategies, proactive engagement with agencies on key policy or service issues, advice that provides a whole of government perspective and monitoring performance of service delivery outcomes.
Strategic Indicator 2
Supporting Informed Decision Making
The Department works to ensure that the advice to Government is timely, accurate, robust and covers essential issues clearly to assist informed decision-making.
Strategic Indicator 3
Strengthening Public Service Capacity
The Department works with agencies to strengthen and build public service capacity.  The ACT public sector needs to be well positioned to attract, retain and improve the capability of our workforce in order to deliver quality services for the community and to help take the Territory forward.
Strategic Indicator 4
Support Sustainable and Visible Arts Activity
The Department supports arts activities through maximising community access to and participation in the arts, supporting sustainable arts organisations of excellence, managing and developing arts facilities and building productive relationships with Commonwealth Government arts agencies.
Strategic Indicator 5
Improve the Innovation Capacity of the ACT Economy
The Department implements the Government’s policy objectives around support for business innovation, in addition to the related objective of creating an environment conducive to business sustainability, investment and growth.

Output Classes
	Total Cost1	Government Payment for Outputs	
	2009-10
Est. Outcome
$’000	2010-11
Budget
$’000 	2009-10
Est. Outcome
$’000 	2010-11
Budget
$’000 	
Output Class 1:
Government Strategy	35,613	34,463	33,949	32,646	
Output 1.1:  Government Policy and Strategy	5,845	5,725	5,804	5,567	
Note:
1.	Total cost includes depreciation of $0.813 million in 2009‑10 and $0.791 million in 2010‑11.
Output Description
Provision of advice and support to the Chief Minister and the Chief Executive on strategic policy and the effective delivery of government policies and priorities.  
Government Policy and Strategy will: 
•	provide ongoing advice to the Chief Minister and the Government in relation to whole of government policy development and priorities, and the implementation of key Government decisions;
•	lead, coordinate and monitor policy and project initiatives to promote across‑government outcomes and delivery;
•	lead and coordinate the Government’s participation in the COAG reform agenda; and
•	provide advice and support for the operation and processes of Cabinet, Legislative Assembly business and relationships with other governments and the region.

	Total Cost	Government Payment for Outputs	
	2009-10
Est. Outcome
$’000	2010-11
Budget
$’000 	2009-10
Est. Outcome
$’000 	2010-11
Budget
$’000 	
Output 1.2:  Public Sector Management	4,660	4,720	4,626	4,585	
Output Description
Provision of an employment and policy framework to support a professional, skilled and accountable public service that is responsive to the Government and the community, and management of whole of government capacity-building programs.  
Public Sector Management will:
•	develop and review whole of government employment policies, regulations and standards and provide industrial relations services to support this framework;
•	support and coordinate workforce planning and change management across the service, including through service-wide development programs;
•	develop and implement whole of government capacity-building programs; and
•	support the Commissioner for Public Administration and the Remuneration Tribunal.
Output Classes cont.
	Total Cost	Government Payment for Outputs	
	2009-10
Est. Outcome
$’000	2010-11
Budget
$’000 	2009-10
Est. Outcome
$’000 	2010-11
Budget
$’000 	
Output 1.3:  Industrial Relations Policy1	2,636	2,929	2,622	2,852	
 Note:
1.	This Output relates to the Minister for Industrial Relations.
Output Description
Provision of advice to Government that concentrates on the relationship between employers and workers in the ACT.  The service spans, but is not limited to, workplace safety, dangerous substances, the rights of injured workers, the rights of contractors to be paid, public holidays and the costs of workers’ compensation to business.
Industrial Relations Policy will:
•	advise the Government on the national workplace safety agenda and continue to participate in the development of harmonised workplace safety laws;
•	continue to implement enhancements to the ACT’s existing Occupational Health and Safety regime, taking account of directions in the national workplace safety agenda;
•	advise the Government on the performance of the ACT workers’ compensation scheme and of issues arising within the scheme;
•	continue to make changes to the ACT’s workers’ compensation scheme where agreed by the Government;
•	advise the Government in relation to the National Workplace Relations System;
•	contribute, where relevant, to consultation with the Commonwealth and the States and Territories in relation to the National Workplace Relations System in accordance with the terms of the Inter-Governmental Agreement on a National Workplace Relations System; and
•	coordinate the Territory’s consultative bodies for workers’ compensation and work safety.
Output Classes cont.
	Total Cost	Government Payment for Outputs	
	2009-10
Est. Outcome
$’000	2010-11
Budget
$’000 	2009-10
Est. Outcome
$’000 	2010-11
Budget
$’000 	
Output 1.4:  Coordinated Communications and Events	6,653	8,230	6,607	8,033	
Output Description
Provision of communications support, events and centenary management, protocol services and Executive support to the ACT Government and the community.
Coordinated Communications and Events will:
•	provide information and protocol services for the Chief Minister;
•	provide corporate support to the ACT Executive and its staff;
•	deliver the Live in Canberra program;
•	coordinate planning for the Centenary of Canberra;
•	coordinate and deliver key government events for the community; and 
•	provide whole of government communications and support, including for whole of government emergency responses.

	Total Cost	Government Payment for Outputs	
	2009-10
Est. Outcome
$’000	2010-11
Budget
$’000 	2009-10
Est. Outcome
$’000 	2010-11
Budget
$’000 	
Output 1.5:  Arts Policy, Advice and Programs1	13,528	12,859	12,527	11,609	
Note:
1.	This Output relates to the Minister for the Arts and Heritage.
Output Description
Implementation of Government policies and priorities and facilitation of development of, and community participation in, the arts.
Arts Policy, Advice and Programs will:
•	deliver a range of arts programs, projects and initiatives;
•	develop and implement arts policy;
•	develop, manage and maintain a range of arts facilities; and
•	provide support to and participate in advisory mechanisms in the arts.
Output Classes cont.
Output to cease after 2009-10	Total Cost	Government Payment for Outputs	
	2009-10
Est. Outcome
$’000	2010-11
Budget
$’000 	2009-10
Est. Outcome
$’000 	2010-11
Budget
$’000 	
Output 1.6:  Project Facilitation1	1,776	n/a	1,763	n/a	
Note:
1.	This Output and associated Accountability Indicators were transferred to the Department of Land and Property Services as a result of the Administrative Arrangements 2009 (No.3) that took effect from 1 December 2009.
Output Description
Delivering, or overseeing the delivery of a diverse range of capital projects in collaboration with Government agencies, the private sector and the community.
Project Facilitation will:
•	manage whole of government capital projects;
•	coordinate activities across government to facilitate the delivery of private sector developments;
•	lead and coordinate the delivery of the Government’s land supply strategy; and
•	implement the Affordable Housing Action Plan and the aged care accommodation strategy.

Output to cease after 2009-10	Total Cost	Government Payment for Outputs	
	2009-10
Est. Outcome
$’000	2010-11
Budget
$’000 	2009-10
Est. Outcome
$’000 	2010-11
Budget
$’000 	
Output 1.7:  Nation Building and Jobs Plan Taskforce1	515	n/a	0	n/a	
Note:
1.	Responsibility for the residual functions of this Output transferred to the Department of Land and Property Services as part of the Administrative Arrangements 2009 (No.3) that took effect from 1 December 2009.
Output Description
Managing, leading and coordinating the ACT Government delivery of undertakings given to the Commonwealth Government for the Nation Building and Jobs Plan (NBJP):  Building Prosperity for the Future and Supporting Jobs Now.
The Nation Building and Jobs Plan Taskforce will:
•	oversee the rollout of the planned infrastructure and construction in the ACT under the NBJP;
•	liaise with Commonwealth Office of Coordinators-General and with other state and territory Coordinators; and
•	identify enhancements to systems, procedures, practices and policies that are needed to achieve implementation.
Output Classes cont.
	Total Cost1	Government Payment for Outputs	
	2009-10
Est. Outcome
$’000	2010-11
Budget
$’000 	2009-10
Est. Outcome
$’000 	2010-11
Budget
$’000 	
Output Class 2:
Business and Industry Development2	14,696	9,874	8,882	9,228	
Output 2.1:  Business and Industry Development	14,696	9,874	8,882	9,228	
Notes:
1.	Total cost includes depreciation of $0.003 million in 2009‑10 and $0.004 million in 2010‑11.
2.	This Output relates to the Minister for Business and Economic Development.
Output Description
Provision of programs, initiatives and business policy advice to support strategic business and industry development in the ACT. 
Business and Industry Development will:
•	deliver business programs and services;
•	manage relationships with key stakeholders in the ACT innovation system including universities, research organisations, commercialisation entities, business organisations and other government agencies;
•	deliver the Skilled and Business Migration Program;
•	support activities that promote the economic development of the broader capital region; and
•	participate actively in business and innovation policy forums, including ministerial councils and other national business, innovation and science infrastructure forums.

	Total Cost1	Government Payment for Outputs	
	2009-10
Est. Outcome
$’000	2010-11
Budget
$’000 	2009-10
Est. Outcome
$’000 	2010-11
Budget
$’000 	
Output Class 32,3:
Tourism	9,679	18,057	9,959	15,897	
Output 3.1:
Tourism	9,679	18,057	9,959	15,897	
Notes:
1.	Total cost includes depreciation of $0.136 million in 2009‑10 and $0.226 million in 2010‑11.
2.	This Output relates to the Minister for Tourism, Sport and Recreation.
3.	This Output and associated Accountability Indicators were transferred from the Department of Territory and Municipal Services following the Administrative Arrangements 2009 (No.2) that took effect from 10 November 2009.
This Output Class has been renamed and was previously reported as part of Output Class 2.2 Tourism and Events under the Department of Territory and Municipal Services.
Output Description
Creation and implementation of a range of marketing and development programs and activities to promote tourism and major events held in the ACT.  This includes promotion of the ACT as a tourism destination and the management and delivery of significant events such as Floriade and Floriade NightFest.
 Accountability Indicators
	2009-10
Targets	2009-10
Est. Outcome	2010-11
Targets	
Output Class 1:  Government Strategy	
Output 1.1:  Government Policy and Strategy	
a.	Whole of government policy and project initiatives	4	4	4	
b.	Demographic studies1	2	2	n/a	
c.	Regional leadership	2	2	2	
 Provision of briefs to the Chief Minister in advance of the Regional Leaders Forum meetings.	
d.	Support for COAG and CAF meetings	8	8	6	
 Provision of briefs to the Chief Minister in advance of COAG and CAF meetings.	
e.	Annual Report on The Canberra Plan	1	1	1	
 Provision of an annual report on the Canberra Plan to the Chief Minister.	
f.	Community Inclusion Initiatives 1	2	2	n/a	
g.	Infrastructure Plan	1	1	1	
 Provision of an Infrastructure Plan.	
h.	Social Plan Progress Report1	1	1	n/a	
i.	Demographic update2	n/a	n/a	2	
 Updates to the population projections.	
Notes:
1.	Discontinued measure.
2.	New measure.

	2009-10
Targets	2009-10
Est. Outcome	2010-11
Targets	
Output 1.2:  Public Sector Management	
a.	Deliver improved policy, legislative and advisory framework for public sector employment1	3	3	n/a	
b.	Publish ACT Public Sector Workforce Profile Report	1	1	March 2011	
c.	Coordinate the implementation of the Attraction and Retention Strategy1	1	1	n/a	
d.	Conduct the annual whole of government Graduate Program	1	1	1	
e.	Conduct of enterprise agreement negotiations1	1	1	n/a	
f.	Deliver public sector employment framework harmonisation project2	n/a	n/a	1	
g.	Coordinate the implementation of the Attraction and Retention Strategy, including the Commissioner for Public Administration priorities of :				
(i) an Aboriginal and Torres Strait Islander Employment Strategy2	n/a	n/a	1	
(ii) a Disability Employment Strategy2	n/a	n/a	1	
(iii) the revision of Equity & Diversity Framework2	n/a	n/a	1	
h.	Implement the new enterprise agreement2	n/a	n/a	1	
i.	Finalise public interest disclosure legislation2	n/a	n/a	June 2011	
Notes:
1.	Discontinued measure.
2.	New measure.
Accountability Indicators cont.
	2009-10
Targets	2009-10
Est. Outcome	2010-11
Targets	
Output 1.3:  Industrial Relations Policy1	
a.	Deliver improved policy and legislative framework2	2	2	n/a	
b.	Respond to the Review of the Workers’ Compensation Scheme2	1	1	n/a	
c.	Participate in national initiatives to harmonise occupational health and safety laws to contribute to the development of federal industrial relations laws2	1	1	n/a	
d.	Develop supporting regulations for the Safe Work Act 2008 2	1	1	n/a	
e.	Provide advice to Government on developments in the national workplace safety agenda3	n/a	n/a	4	
f.	Represent the ACT on Safe Work Australia and its various sub-committees and working groups, and coordinate input to and activities arising from the national initiatives to harmonise occupational health and safety laws3	n/a	n/a	12	
g.	Amend the ACT’s existing Work Safety scheme to meet the objectives of the Government and the needs of stakeholders3	n/a	n/a	1	
h.	Conduct an actuarial review of the ACT Workers’ Compensation Scheme3	n/a	n/a	June 2011	
i.	In accordance with Government directions, make changes to the Workers’ Compensation Act 19513	n/a	n/a	June 2011	
j.	Provide advice to the Government regarding issues arising from the National Workplace Relations System3	n/a	n/a	4	
k.	Coordinate input to and activities arising from the Inter‑Governmental Agreement on a National Workplace Relations System 3	n/a	n/a	4	
l.	Maintain consultative fora within the ACT on workplace safety and on workers’ compensations3	n/a	n/a	4	
Notes:
1.	This Output relates to the Minister for Industrial Relations.
2.	Discontinued measure.
3.	New measure.

Accountability Indicators cont.
	2009-10
Targets	2009-10
Est. Outcome	2010-11
Targets	
Output 1.4:  Coordinated Communication and Events	
a.	Deliver key community events				
–	New Year’s Eve	1	1	1	
–	Australia Day	1	1	1	
–	Canberra Day	1	1	1	
–	Nara Candle Festival	1	1	1	
This measure covers the successful delivery of major community events.	
b.	Annual festival grants advice submitted to the Minister	Sep 2009	Nov 2009	Sep 2010	
Covers the management of the ACT Festival Fund Assessment Committee, the assessment process and recommendations submitted to the Chief Minister.  The ACT Festival Fund is an ACT Government funding program aimed at encouraging festival activity that celebrates our community spirit and engages our community as active participants and appreciative audiences.	
c.	Deliver annual city-wide whole of government newsletter	Mar 2010	Mar 2010	Mar 2011	
Covers the delivery of the annual Our City, Our Community newsletter to all ACT households.  The newsletter provides information to ACT residents on the activities of the ACT Government over the past twelve months, and outlines upcoming programs, initiatives and events.	
d.	Delivery of the Live in Canberra campaign1	1	1	n/a	
e.	Scope development of ‘Canberra Conversations’ community engagement activities1	1	1	n/a	
f.	Redevelop and maintain a whole of government community engagement website1	1	1	n/a	
g.	Conduct four annual Live in Canberra interstate expos to increase awareness of the benefits of living and working in the ACT2	n/a	n/a	4	
The Live in Canberra campaign aims to raise awareness of Canberra as a great place to live and work, to attract skilled workers and their families from targeted national and international audiences and to make Canberra a welcoming city.	
h.	Engage the Canberra Community on whole of government issues/topics utilising at least three engagement methods (on-line, media release, website)2	n/a	n/a	50 editions	
i.	Quarterly reporting to Government on Centenary of Canberra progress2	n/a	n/a	4	
Notes:
1.	Discontinued measure.
2.	New measure.

Accountability Indicators cont.
	2009-10
Targets	2009-10
Est. Outcome	2010-11
Targets	
Output 1.5:  Arts Policy, Advice and Programs1	
a.	Deliver the ACT Arts Fund2	1	1	n/a	
b.	Manage Key Arts Organisations2	1	1	n/a	
c.	Deliver the Public Arts Program2	1	1	n/a	
d.	Manage the Community Outreach Program	1	1	1	
Covers the management of the ACT Government’s agreement with the Australian National University for the delivery of the Community Outreach Program.	
e.	Manage community facilities, including deliver the Fitters’ Workshop Design2, 3	2	1	n/a	
f.	Administer and manage the ACT Cultural Council	1	1	1	
Covers the administration and management of the ACT Cultural Council, including administering the appointment of members, members’ remuneration, maintaining the Council’s Charter, and the preparation of meeting papers.	
g.	Participate in Commonwealth Government advisory and funding mechanisms	1	1	3	
Covers participation in Cultural Ministers Council and Cultural Ministers Council Standing Committee, and liaison with the Australia Council for the Arts.	
h.	Provide support for administrative arrangements associated with the Cultural Facilities Corporation	1	1	4	
Covers artsACT’s responsibilities to the Minister for the Arts and Heritage in relation to the Cultural Facilities Corporation Board appointments and quarterly reporting.	
i.	Deliver the ACT Arts Fund and associated awards and prizes4	n/a	n/a	8	
The ACT Arts Fund is a program of arts-development grants made under eight categories to arts organisations, groups and individual artists, as well as a range of awards and prizes.  The process involves peer assessment of applications through the ACT Cultural Council.	
j.	Manage ACT Arts Fund Key Arts Organisations4	n/a	n/a	18	
Covers the management of arts funding to the ACT’s eighteen Key Arts Organisations in accordance with their Deeds of Grant and License Agreements.	
k.	Manage single-line funded Key Arts Organisations4	n/a	n/a	2	
Covers the management of arts funding to the ACT’s two single-line-funded Key Arts Organisations in accordance with their Deeds of Grant and License agreements.  These organisations are the Canberra Glassworks and Belconnen Arts Centre.	
l.	Manage Program-funded organisations4	n/a	n/a	7	
Covers the management of arts funding to the ACT’s seven Program-funded arts organisations in accordance with their Deeds of Grant and License Agreements.	
m.	Manage the Public Arts Program4	n/a	n/a	5	
Covers project management of the commission or acquisition and installation of public art in five categories (shopping centres, roadside works, town centres, city centre and bronze commissions).	
n.	Administer and manage the ACT Public Art Panel4	n/a	n/a	1	
Covers the administration and management of the Public Art Panel, including administering the appointment of members, members’ remuneration and secretariat services.	
o.	Manage Community Facilities4	n/a	n/a	13	
Covers the annual funding program for a full range of cyclical and unplanned maintenance for the thirteen arts facilities managed by artsACT.	
Notes:
1.	This Output relates to the Minister for the Arts and Heritage.
2.	Discontinued measure.
3.	The Fitters’ Workshop project was transferred to the Department of Land and Property Services in December 2009.
4.	New Measure.
Accountability Indicators cont.
	2009-10
Targets	2009-10
Est. Outcome	2010-11
Targets	
Output 1.6:  Project Facilitation1	
a.	Implement the Affordable Housing Action Plan	1	n/a	n/a	
b.	Progress (in partnership with the Australian National University) the development of key sites in the City West Precinct	1	n/a	n/a	
c.	Implement building for Our Ageing Community Strategy	1	n/a	n/a	
d.	Continuing to develop a new government office building proposal	1	n/a	n/a	
e.	Develop and implement a land supply strategy	1	n/a	n/a	
f.	Progress implementation of the Canberra International Arboretum and Gardens Masterplan	1	n/a	n/a	
Note:
1.	Accountability Indicators transferred to the Department of Land and Property Services following the Administrative Arrangements 2009 (No.3) that took effect from 1 December 2009.

	2009-10
Targets	2009-10
Est. Outcome	2010-11
Targets	
Output 1.7:  Nation Building and Jobs Plan Taskforce1	
a.	Approved Interdepartmental Agreements on NBJP	1	n/a	n/a	
b.	Provide briefings to Government and Legislative Assembly on implementation of NBJP	2	n/a	n/a	
Note:
1.	This Output will cease in 2009-10.  Responsibility for residual functions transferred to the Department of Land and Property Services following the Administrative Arrangements 2009 (No.3) that took effect from 1 December 2009.

Accountability Indicators cont.
	2009-10
Targets	2009-10
Est. Outcome	2010-11
Targets	
Output Class 2:  Business and Industry Development1	
Output 2.1:  Business and Industry Development	
a.	Business mentoring and information services to enhance entrepreneurial and innovation capacity across the ACT business community2	1	1	n/a	
b.	Partner with ACT business community to provide an outsourced industry development program for screen based businesses2	1	1	n/a	
c.	Deliver the Industry Capability Network (ACT)2	1	1	n/a	
d.	Deliver the ACT Business Licence Information Service2	1	1	n/a	
e.	Support NICTA and ICT industry development program2	1	1	n/a	
f.	Implement Skilled and Business Migration Program2	1	1	n/a	
g.	Partner with ACT business community and other stakeholders to deliver trade and investment development support2	1	1	n/a	
h.	StudentConnect program to match final year international students studying at CIT, ANU and the University of Canberra with appropriate local employment2	1	1	n/a	
i.	Support business innovation and the commercialisation of wealth generating ideas and research through program approaches 3	n/a	n/a	1	
j.	Establish and deliver collaboration-based industry development strategies 3	n/a	n/a	1	
k.	Deliver information and advisory services to the general small business community3	n/a	n/a	1	
l.	Work within Australian and the ACT Government policy settings to attract and facilitate business and skilled migration to the Territory3	n/a	n/a	1	
m.	Collaborate with the relevant Commonwealth Government entities to support economic development in the Territory and the broader Capital Region3	n/a	n/a	1	
Notes:
1.	This Output relates to the Minister for Business and Economic Development.
2.	Discontinued measure.
3.	New measure.

Accountability Indicators cont.
	2009-10
Targets	2009-10
Est. Outcome	2010-11
Targets	
Output Class 3:  Tourism1, 2	
Output 3.1:  Tourism	
a.	Awareness of the Capital Region as a tourist destination				
•	Sydney	>9%	9.5%	>9%	
•	Brisbane	>5%	5.9%	>5%	
•	Regional NSW	>12%	13.3%	>12%	
Independent tracking survey to record advertising awareness of the Capital Region as a tourist destination.	
b.	Preference of the Capital Region as a tourist destination				
•	Sydney	>10%	13.8%	>10%	
•	Brisbane	>5%	9.2%	>5%	
•	Regional NSW	>10%	13.6%	>10%	
Independent tracking survey to record preference of the Capital Region as a tourist destination.	
c.	Number of hits to the ‘visitcanberra’ website3	720,000	n/a	n/a	
d.	Number of interstate and international visitors to:				
•	Floriade 3	145,200	171,131	n/a	
e.	Number of visits to the ‘visitcanberra’ website4, 5	550,000	550,000	575,000	
This measure records the performance of the 'visitcanberra' website as a key driver for tourism activities such as travel, research, planning and online bookings in Canberra.	
f.	Direct expenditure as a result of staging Floriade4	n/a	n/a	$20m	
This represents the increase in direct expenditure to the ACT economy as a result of staging the event (measured independently).	
Notes:
1.	Accountability Indicators transferred from the Department of Territory and Municipal Services following the Administrative Arrangements 2009 (No.2) that took effect from 10 November 2009.  This Output Class has been renamed and was previously reported as part of Output Class 2.2 Tourism and Events under the Department of Territory and Municipal Services.
2.	This Output relates to the Minister for Tourism, Sport and Recreation.
3.	Discontinued Measure.
4.	New Measure.
5.	This Measure replaces Measure (c).  The change was made following a change to a new online measurement tool following the relaunch of the Australian Capital Tourism website in August 2009.  The new tool measures "visits" to the website rather than "hits", in line with accepted industry standards.

Changes to Appropriation 
Changes to Appropriation - Departmental						
 	2009-10	2010-11	2011-12	2012-13	2013-14	
Government Payment for Outputs	Est. Out.	Budget	Estimate	Estimate	Estimate	
 	$'000	$'000	$'000	$'000	$'000	
						
2009-10 Budget	45,218	43,329	47,899	48,324	48,324	
						
FMA Section 16B Rollovers from 2008-09						
Review of Workers’ Compensation Scheme	20 	- 	- 	- 	- 	
Extension of ACT Safety First Project	40 	- 	- 	- 	- 	
Supporting Business Innovation in the ACT	467 	- 	- 	- 	- 	
Additional Repairs and Maintenance Funding	190 	- 	- 	- 	- 	
Confronting the Demographic Challenge - Policy and Demographic Research	28 	- 	- 	- 	- 	
Land Planning in ACT - Study of Roles and Responsibilities	45 	- 	- 	- 	- 	
Arts Canberra Action Statement	100 	- 	- 	- 	- 	
Housing Affordability - Implementation	159 	- 	- 	- 	- 	
Convention Centre Trust Fund	250 	- 	- 	- 	- 	
Government Office Accommodation Building Project	622 	- 	- 	- 	- 	
Narrabundah Long Stay Caravan Park - Future Management and Ownership Option	42 	- 	- 	- 	- 	
Belconnen Arts and Cultural Centre	23 	- 	- 	- 	- 	
						
Technical Adjustments						
Transfer - Strategic Project Facilitation to LAPS	(3,769)	(4,332)	(4,547)	(4,565)	(4,667)	
Transfer - Tourism from TAMS 	9,959 	15,073 	14,761 	15,054 	14,355 	
Treasurer's Advance - Indonesia and Samoa Disaster Relief	100 	- 	- 	- 	- 	
Treasurer's Advance - Haiti Earthquake Disaster Relief	50 	- 	- 	- 	- 	
						
2010-11 Budget Policy Adjustments						
Support to Commission a Symphony for 2013	- 	100 	- 	- 	- 	
Future Delivery of Floriade and Floriade NightFest	- 	450 	463 	475 	488 	
Implementation of Government Agencies (Campaign Advertising) Act 2009 and Community Information	- 	246 	250 	255 	260 	
Resourcing to Continue Support for the ACT's Participation in the Council of Australian Governments	- 	145 	147 	- 	- 	
Watson Arts Centre - Additional Studios and Residence	- 	- 	7 	14 	14 	
Injury Prevention and Management Information System	- 	- 	74 	76 	78 	
Floriade - Upgrade to Commonwealth Park	- 	300 	- 	- 	- 	
Augmenting the Government's Skills Response	- 	105 	105 	- 	- 	
Kingston Arts Precinct Strategy	- 	150 	- 	- 	- 	
Revised Wage Parameters	- 	268 	464 	467 	471 	
Efficiency Dividend	- 	- 	(507)	(777)	(1,040)	

Changes to Appropriation cont.
Changes to Appropriation – Departmental cont.						
	2009-10	2010-11	2011-12	2012-13	2013-14	
Government Payment for Outputs	Est. Out.	Budget	Estimate	Estimate	Estimate	
	$'000	$'000	$'000	$'000	$'000	
						
2010-11 Budget Technical Adjustments						
Revised Indexation Parameters	- 	- 	- 	- 	827 	
Rollover - Business and Economic Development Package	(102)	102 	- 	- 	- 	
Rollover - Shanghai World Expo 2010 - ACT Contribution	(200)	200 	- 	- 	- 	
Rollover - Supporting Business Innovation in the ACT	(300)	300 	- 	- 	- 	
Rollover - Facilitating Business Investment	(125)	125 	- 	- 	- 	
Rollover - Centenary of Canberra - ACT Celebratory Program 	(27)	982 	(3,030)	1,409 	666 	
Transfer - Building and Construction Industry Security of Payments Scheme to ACTPLA	- 	(110)	(110)	(110)	(110)	
Transfer - Accident Information Management System from JACS	- 	338 	- 	- 	- 	
Cessation - Business and Economic Development Package	- 	- 	- 	- 	(784)	
Cessation - Centenary of Canberra - ACT Celebratory Program	- 	- 	- 	- 	(6,135)	
						
2010-11 Budget	52,790	57,771	55,976	60,622	52,747	

Changes to Appropriation - Departmental						
 	2009-10	2010-11	2011-12	2012-13	2013-14	
Capital Injections	Est. Out.	Budget	Estimate	Estimate	Estimate	
 	$'000	$'000	$'000	$'000	$'000	
						
2009-10 Budget	12,944	8,227	2,063	292	292	
						
FMA Section 16B Rollovers from 2008-09						
Rollover -  Belconnen Arts and Cultural Centre	1,462 	- 	- 	- 	- 	
Rollover -  Kingston Foreshore Arts Precinct - Café Enclosure	87 	- 	- 	- 	- 	
Rollover -  Watson Arts Centre Five Studios - Forward Design	150 	- 	- 	- 	- 	
Rollover -  Percent-for-art-Scheme	866 	- 	- 	- 	- 	
Rollover -  Kingston Arts Precinct - Tower	113 	- 	- 	- 	- 	
Rollover -  artsACT Capital Upgrade Program	173 	- 	- 	- 	- 	
Rollover -  City West Street Theatre Equipment Upgrades	73 	- 	- 	- 	- 	
Rollover -  Manuka Arts Centre - Landscape Works	50 	- 	- 	- 	- 	
Rollover -  Public Art Funding	50 	- 	- 	- 	- 	
Rollover - National Arboretum Canberra	2,104 	- 	- 	- 	- 	
						
Technical Adjustment						
Transfer - Strategic Project Facilitation to LAPS	(6,662)	(5,460)	(1,000)	- 	- 	

Changes to Appropriation cont.
Changes to Appropriation – Departmental cont.						
	2009-10	2010-11	2011-12	2012-13	2013-14	
Capital Injections cont.	Est. Out.	Budget	Estimate	Estimate	Estimate	
	$'000	$'000	$'000	$'000	$'000	
						
2010-11 Budget Policy Adjustments						
Extension to the Street Theatre (Design)	- 	150 	- 	- 	- 	
Watson Arts Centre - Additional Studios and Residence	- 	747 	- 	- 	- 	
Injury Prevention and Management Information System	- 	450 	- 	- 	- 	
Straithnairn Homestead - Kitchen, Toilet and Veranda Improvements	- 	100 	- 	- 	- 	
Straithnairn Homestead - Additional Studio Space and Landscaping	- 	100 	- 	- 	- 	
ACT Film Investment Fund	- 	400 	600 	800 	- 	
						
2010-11 Budget Technical Adjustments						
Capital Upgrades Indexation	- 	- 	- 	- 	7 	
Rollover - Public Art	(1,175)	1,175 	- 	- 	- 	
Rollover - Watson Arts Centre Five Studios Forward Design	(80)	80 	- 	- 	- 	
Rollover - Percent-for-art-Scheme	(2,474)	2,474 	- 	- 	- 	
Savings - Belconnen Arts and Cultural Centre	(700)	- 	- 	- 	- 	
						
2010-11 Budget	6,981	8,443	1,663	1,092	299	

2010-11 Capital Works Program
 	Estimated	Estimated	2010‑11	2011‑12	2012‑13	Physical 	
	Total	Expenditure	Financing	Financing	Financing	Completion 	
	Cost	Pre 2010‑11				Date  	
 	$’000	$’000	$’000	$’000	$’000	 	
							
New Capital Works							
Extension to the Street Theatre (Design)	150	-	150	-	-	Jun 2011	
Watson Arts Centre – Additional Studios and Residence	747	-	747	-	-	Jun 2011	
Floriade – Upgrade to Commonwealth Park	300	-	300	-	-	Feb 2011	
Strathnairn Homestead – Kitchen, Toilet and Veranda Improvements	100	-	100	-	-	Jun 2011	
Strathnairn Homestead – Additional Studio Space and Landscaping	100	-	100	-	-	Jun 2011	
Kingston Arts Precinct Strategy 	150	-	150	-	-	Jun 2011	
							
Total New Capital Works	1,547	-	1,547	-	-		
							
Capital Upgrades							
artsACT	278	-	278	-	-		
							
Total Capital Upgrades	278	-	278	-	-		
							
Total New Works	1,825	-	1,825	-	-		
 							
Works in Progress							
Public Art (2009-10)	2,400	25	2,375	-	-	Various	
Watson Arts Centre – Five Studios Forward Design	300	220	80	-	-	Jun 2011	
Public Art Scheme	7,571	3,030	3,763	778	-	Various	
							
Total Works in Progress	10,271	3,275	6,218	778	-		
							
 Total Capital Works Program	12,096	3,275	8,043	778	-		

Chief Minister’s Department
Operating Statement
  2009-10			  2009-10	   2010-11		  2011-12	    2012-13	  2013-14		
    Budget			Est.Outcome	   Budget	     Var	  Estimate	    Estimate	  Estimate		
    $'000			    $'000	   $'000	      %	    $'000	     $'000	   $'000		
		Income								
		Revenue								
45,218		Government Payment for Outputs	52,790	57,771	9	55,976	60,622	52,747		
579		User Charges - Non ACT Government	877	2,489	184	2,537	2,585	2,635		
576		User Charges - ACT Government	615	76	-88	88	88	88		
50		Other Revenue	50	50	-	50	50	50		
4,326		Resources Received Free of Charge	5,218	777	-85	786	396	406		
50,749		Total Revenue	59,550	61,163	3	59,437	63,741	55,926		
		Gains								
0		Total Gains	0	0	-	0	0	0		
50,749		Total Income	59,550	61,163	3	59,437	63,741	55,926		
		Expenses								
17,023		Employee Expenses	18,219	18,868	4	18,987	19,019	19,172		
2,429		Superannuation Expenses	2,672	2,727	2	2,719	2,742	2,765		
17,421		Supplies and Services	21,577	27,006	25	25,325	29,962	22,327		
2,453		Depreciation and Amortisation	952	1,021	7	1,094	1,080	1,080		
6		Borrowing Costs	27	44	63	39	39	39		
9,909		Grants and Purchased Services	11,182	11,807	6	11,586	11,578	11,217		
4,099		Other Expenses	5,359	921	-83	934	548	562		
53,340		Total Ordinary Expenses	59,988	62,394	4	60,684	64,968	57,162		
-2,591		Operating Result	-438	-1,231	-181	-1,247	-1,227	-1,236		
-2,591		Total Comprehensive Income	-438	-1,231	-181	-1,247	-1,227	-1,236		

Chief Minister’s Department
Balance Sheet
    Budget			Est.Outcome	    Planned		   Planned	   Planned	   Planned		
as at 30/6/10			as at 30/6/10	as at 30/6/11	   Var	as at 30/6/12	as at 30/6/13	as at 30/6/14		
   $'000			   $'000	     $'000	    %	    $'000	    $'000	    $'000		
		Current Assets								
2,244		Cash and Cash Equivalents	5,094	5,059	-1	5,028	5,002	5,054		
2,985		Receivables	1,636	15,755	863	15,755	15,754	15,753		
0		Inventories	57	57	-	57	57	57		
0		Other	31	1,034	#	1,034	1,034	1,034		
5,229		Total Current Assets	6,818	21,905	221	21,874	21,847	21,898		
		Non Current Assets								
0		Investments	0	400	#	1,000	1,800	1,800		
60,958		Property, Plant and Equipment	52,520	63,991	22	65,711	64,950	64,697		
653		Intangibles	520	904	74	790	676	562		
14,005		Capital Works in Progress	7,228	1,738	-76	150	150	150		
75,616		Total Non Current Assets	60,268	67,033	11	67,651	67,576	67,209		
80,845		TOTAL ASSETS	67,086	88,938	33	89,525	89,423	89,107		
		Current Liabilities								
1,568		Payables	2,959	4,264	44	4,138	4,012	3,963		
49		Finance Leases	225	251	12	268	251	268		
5,047		Employee Benefits	5,651	5,420	-4	5,575	5,644	6,172		
264		Other	456	1,163	155	1,163	1,163	1,163		
6,928		Total Current Liabilities	9,291	11,098	19	11,144	11,070	11,566		
		Non Current Liabilities								
151		Finance Leases	360	145	-60	152	141	148		
353		Employee Benefits	542	724	34	842	960	1,078		
504		Total Non Current Liabilities	902	869	-4	994	1,101	1,226		
7,432		TOTAL LIABILITIES	10,193	11,967	17	12,138	12,171	12,792		
73,413		NET ASSETS	56,893	76,971	35	77,387	77,252	76,315		
		REPRESENTED BY FUNDS EMPLOYED								
55,711		Accumulated Funds	36,552	56,630	55	57,046	56,911	55,974		
17,702		Reserves	20,341	20,341	-	20,341	20,341	20,341		
73,413		TOTAL FUNDS EMPLOYED	56,893	76,971	35	77,387	77,252	76,315		

Chief Minister’s Department
Cash Flow Statement
  2009-10			  2009-10	   2010-11		  2011-12	    2012-13	  2013-14		
    Budget			Est.Outcome	   Budget	     Var	  Estimate	    Estimate	  Estimate		
    $'000			    $'000	   $'000	      %	    $'000	     $'000	   $'000		
		CASH FLOWS FROM OPERATING ACTIVITIES								
		Receipts								
45,218		Cash from Government for Outputs	52,790	57,771	9	55,976	60,622	52,747		
1,155		User Charges	1,492	2,565	72	2,625	2,673	2,723		
5,520		Other Revenue	5,520	5,461	-1	5,306	5,306	5,306		
51,893		Operating Receipts	59,802	65,797	10	63,907	68,601	60,776		
		Payments								
16,634		Related to Employees	17,707	18,376	4	18,543	18,577	18,720		
2,429		Related to Superannuation	2,672	2,727	2	2,719	2,742	2,765		
17,841		Related to Supplies and Services	22,341	27,703	24	27,022	30,666	23,042		
6		Borrowing Costs	27	44	63	39	38	39		
9,908		Grants and Purchased Services	11,181	11,806	6	11,585	11,577	11,216		
5,081		Other	5,081	5,025	-1	4,874	4,878	4,878		
51,899		Operating Payments	59,009	65,681	11	64,782	68,478	60,660		
-6		NET CASH INFLOW/ (OUTFLOW) FROM OPERATING ACTIVITIES	793	116	85	-875	123	116		
		CASH FLOWS FROM INVESTING ACTIVITIES								
		Payments								
12,935		Purchase of Property, Plant and Equipment and Capital Works	6,972	7,584	9	54	276	276		
0		Purchase of Land and Intangibles	0	450	#	0	0	0		
0		Purchase of Investments	0	400	#	600	800	0		
12,935		Investing Payments	6,972	8,434	21	654	1,076	276		
-12,935		NET CASH INFLOW/ (OUTFLOW) FROM INVESTING ACTIVITIES	-6,972	-8,434	21	-654	-1,076	-276		
		CASH FLOWS FROM FINANCING ACTIVITIES								
		Receipts								
12,944		Capital Injection from Government	6,981	8,443	21	1,663	1,092	299		
0		Receipt of Transferred Cash Balances	156	0	-100	0	0	0		
12,944		Financing Receipts	7,137	8,443	18	1,663	1,092	299		
		Payments								
28		Repayment of Finance Lease	164	160	-2	165	165	87		
0		Payments of Transferred Cash Balances	833	0	-100	0	0	0		
28		Financing Payments	997	160	-84	165	165	87		
12,916		NET CASH INFLOW/ (OUTFLOW) FROM FINANCING ACTIVITIES	6,140	8,283	35	1,498	927	212		
-25		NET INCREASE/ (DECREASE) IN CASH HELD	-39	-35	10	-31	-26	52		
2,269		CASH AT BEGINNING OF REPORTING PERIOD	5,133	5,094	1	5,059	5,028	5,002		
2,244		CASH AT THE END OF THE REPORTING PERIOD	5,094	5,059	1	5,028	5,002	5,054		

Chief Minister’s Department
Statement of Changes in Equity
    Budget			Est.Outcome	    Planned		   Planned	   Planned	   Planned		
as at 30/6/10			as at 30/6/10	as at 30/6/11	   Var	as at 30/6/12	as at 30/6/13	as at 30/6/14		
   $'000			   $'000	     $'000	    %	    $'000	    $'000	    $'000		
		Opening Equity								
45,359		Opening Accumulated Funds	39,361	36,552	-7	56,630	57,046	56,911		
17,702		Opening Asset Revaluation Reserve	17,789	20,341	14	20,341	20,341	20,341		
63,061		Balance at the Start of the Reporting Period	57,150	56,893	..	76,971	77,387	77,252		
		Comprehensive Income								
-2,591		Operating Result for the Period	-438	-1,231	-181	-1,247	-1,227	-1,236		
-2,591		Total Comprehensive Income	-438	-1,231	-181	-1,247	-1,227	-1,236		
0		Transfer to/from Accumulated Funds	-2,552	0	100	0	0	0		
0		Movement in Asset Revaluation Reserves	2,552	0	-100	0	0	0		
0		Total Movement in Reserves	0	0	-	0	0	0		
		Transactions Involving Owners Affecting Accumulated Funds								
12,944		Capital Injections	6,981	8,443	21	1,663	1,092	299		
-1		Increase/(Decrease) in Net Assets due to Admin Restructure	-6,800	12,866	289	0	0	0		
12,943		Total Transactions Involving Owners Affecting Accumulated Funds	181	21,309	#	1,663	1,092	299		
		Closing Equity								
55,711		Closing Accumulated Funds	36,552	56,630	55	57,046	56,911	55,974		
17,702		Closing Asset Revaluation Reserve	20,341	20,341	-	20,341	20,341	20,341		
73,413		Balance at the End of the Reporting Period	56,893	76,971	35	77,387	77,252	76,315		

Notes to the Budget Statements
Significant variations are as follows:
Operating Statement 
•	government payment for outputs:  
–	the increase of $7.572 million in the 2009‑10 estimated outcome from the original budget is due to rollover of appropriations from 2008‑09 ($1.986 million), funding provided by Treasurer’s Advance ($0.150 million) and the transfer of Tourism ($9.959 million) from the Department of Territory and Municipal Services (TAMS), partially offset by the transfer of Strategic Project Facilitation to the Department of Land and Property Services (LAPS) ($3.769 million) and rollover of 2009‑10 funding to 2010‑11 ($0.727 million); and
–	the increase of $4.981 million in the 2010‑11 Budget from the 2009‑10 estimated outcome is mainly due to the impact of the rollover of funding of initiatives from 2009-10 to 2010‑11 ($1.454 million), new initiatives ($1.496 million), transfer of Tourism from TAMS ($5.114 million), transfer of funding to scope the Accident Information Management System (AIMS) Database from the Department of Justice and Community Services (JACS) ($0.338 million), revised wage parameters ($0.268 million), expenditure brought forward for the Centenary of Canberra ($1.009 million) and funding for ongoing initiatives from previous Budgets ($0.205 million).  This is partially offset by cessation of funding for prior year initiatives ($1.139 million) and Treasurer’s Advance ($0.150 million), removal of one-off impact of rollovers from 2008‑09 to 2009‑10 ($2.581 million), transfer of Strategic Project Facilitation to LAPS ($0.563 million), transfer of the Building and Construction Industry (BCI) Security of Payments Scheme to ACT Land and Planning Authority (ACTPLA) ($0.110 million) and general savings identified in the 2009‑10 Budget ($0.416 million).
•	user charges - non ACT Government:  the increase of $0.298 million in the 2009‑10 estimated outcome from the original budget and the increase of $1.612 million in the 2010‑11 Budget from the 2009‑10 estimated is mainly due to the transfer of Tourism from TAMS.
•	user charges - ACT Government:  decrease of $0.539 million in the 2010‑11 Budget from the 2009‑10 estimated outcome is mainly due to the cessation of Commonwealth revenue for the Nation Building and Jobs Plan Taskforce. 
•	resources received free of charge:  the increase of $0.892 million in the 2009‑10 estimated outcome from the original budget and the decrease of $4.441 million in the 2010‑11 Budget from the 2009‑10 estimated outcome is due to a revision in the projection of the payroll tax waivers to be processed by the Department.
•	employee expenses:  
–	the increase of $1.196 million in the 2009‑10 estimated outcome from the original budget is mainly due to the transfer of Tourism from TAMS ($2.352 million) and revised wage parameters ($0.112 million), partially offset by the transfer of Strategic Project Facilitation to LAPS ($1.268 million); and
–	the increase of $0.649 million in the 2010‑11 Budget from the 2009‑10 estimated outcome is mainly due to transfer of Tourism from TAMS ($1.389 million) and new initiatives ($0.125 million), partially offset by the transfer of Strategic Project Facilitation to LAPS ($0.754 million) and transfer of the BCI Security of Payments Scheme to ACTPLA ($0.110 million).
•	superannuation expenses:  the increase of $0.243 million in the 2009‑10 estimated outcome from the original budget is due to the transfer of Tourism from TAMS ($0.363 million), partially offset by the transfer of Strategic Project Facilitation to LAPS ($0.127 million).
•	supplies and services:  
–	the increase of $4.156 million in the 2009‑10 estimated outcome from the original budget is mainly due to transfer of Tourism from TAMS ($5.741 million) and  rollovers from 2008-09 ($1.519 million), partially offset by the transfer of Strategic Project Facilitation to LAPS ($2.374 million) and rollovers to 2010‑11 ($0.325 million); and
–	the increase of $5.429 million in the 2010‑11 Budget from the 2009‑10 estimated outcome is mainly due to new initiatives ($1.356) million, impact of transfers ($5.835 million), rollovers from 2009‑10 ($0.650 million) and expenditure brought forward for the Centenary of Canberra ($1.009 million), partially offset by cessation of funding associated with rollovers from 2008‑09 and 2009‑10 ($1.941 million) and non-ongoing initiatives ($1.498 million).
•	depreciation and amortisation:  the decrease of $1.501 million in the 2009‑10 estimated outcome from the original budget is mainly due to a revision of depreciation rates and useful life against each asset class.
•	grants and purchased services:
–	the increase of $1.273 million in the 2009‑10 estimated outcome from the original budget is due to funding provided by Treasurer’s Advance ($0.150 million), rollovers from 2008-09 ($0.467 million), and transfer of Tourism from TAMS ($1.058 million), partially offset by rollovers to 2010-11 ($0.402 million); and
–	the increase of $0.625 million in the 2010‑11 Budget from the 2009‑10 estimated outcome is mainly due to the transfer of Tourism from TAMS ($0.728 million), cessation of 2009‑10 Treasurer’s Advance ($0.150 million) and removal of prior years’ rollovers ($0.640 million), partially offset by the impact of rollovers from 2009‑10 ($0.804 million).
•	other expenses:  
–	the increase of $1.260 million in the 2009-10 estimated outcome from the original budget is due to a revision in the projection for the payroll tax waivers to be processed by the Department ($0.892 million) and Resources Received Free of Charge from JACS for legal services ($0.368 million); and
–	the decrease of $4.438 million in the 2010-11 Budget from the 2009-10 estimated outcome is mainly due to the reduction in payroll tax waivers ($4.450 million).
Balance Sheet
•	cash and cash equivalents:  the increase of $2.850 million in the 2009‑10 estimated outcome from the original budget is primarily due to 2008-09 audited outcome flow-on effect.
•	receivables:
–	the decrease of $1.349 million in the 2009‑10 estimated outcome from the original budget is mainly due to the 2008‑09 audited outcome flow-on effect; and
–	the increase of $14.119 million in 2010‑11 Budget from the 2009‑10 estimated outcome is mainly due to the transfer of Tourism from TAMS.
•	other current assets:  the increase of $1.003 million in 2010‑11 Budget from the 2009‑10 estimated outcome is mainly due to the transfer of Tourism from TAMS.
•	investments:  the increase of $0.4 million in 2010‑11 Budget from the 2009‑10 estimated outcome is due to the investment in the ACT Film Investment Fund.
•	property, plant and equipment:
–	the decrease of $8.438 million in the 2009‑10 estimated outcome from the original budget is mainly due to the transfer of Strategic Project Facilitation to LAPS ($15.022 million) and impact of rollovers ($3.145 million), partially offset by the 2008‑09 audited outcome flow-on effect to correctly reflect audited asset values ($3.955 million) and the transfer of Tourism from TAMS ($5.670 million); and
–	the increase of $11.471 million in the 2010‑11 Budget from the 2009‑10 estimated outcome is mainly due to the expected completion of a number of public art works and installations and capital works.
•	intangible assets:  the increase of $0.384 million in 2010‑11 Budget from the 2009‑10 estimated outcome is mainly due to the 2010‑11 Budget initiative funding for an Injury Prevention and Management Information System.
•	capital works in progress:
–	the decrease of $6.777 million in the 2009‑10 estimated outcome from the original budget is due to the transfer of Strategic Project Facilitation to LAPS ($3.662 million), Belconnen Arts Centre savings ($0.7 million) and the 2008‑09 audited outcome flow-on effect ($2.415 million); and
–	the decrease of $5.490 million in the 2010‑11 Budget from the 2009‑10 estimated outcome is mainly due to the cessation of various arts capital works ($1.925 million) and the net effect of the transfer of Strategic Project Facilitation to LAPS ($2.978 million).
•	payables:  
–	the increase of $1.391 million in the 2009‑10 estimated outcome from the original budget is primarily due to the 2008‑09 audited outcome flow-on effect; and
–	the increase of $1.305 million in the 2010‑11 Budget from the 2009‑10 estimated outcome is mainly due to the transfer of Tourism from TAMS.
•	current finance leases:  the increase of $0.176 million in the 2009‑10 estimated outcome from the original budget is primarily due to the 2008‑09 audited outcome flow‑on effect ($0.075 million) and the transfer of Tourism from TAMS ($0.091 million).
•	current employee benefits:
–	the increase of $0.604 million in the 2009‑10 estimated outcome from the original budget is due to the 2008‑09 audited outcome flow-on effect reflecting the inclusion of on‑costs in the estimate of leave liabilities and the change in methodology in calculating the long service leave liability ($0.786 million), revised wage parameters ($0.068 million) and the transfer of Tourism from TAMS ($0.654 million), partially offset by the transfer of Strategic Project Facilitation to LAPS ($0.904 million); and
–	the decrease of $0.231 million in the 2010‑11 Budget from the 2009‑10 estimated outcome reflects the estimate of salary and wages accrual at the end of the year.
•	other current liabilities:
–	the increase of $0.192 million in the 2009‑10 estimated outcome from the original budget is due to the 2008‑09 audited outcome flow-on effect; and
–	the increase of $0.707 million in the 2010‑11 Budget from the 2009‑10 estimated outcome is due to the transfer of Tourism from TAMS.
•	non current finance leases:
–	the increase of $0.209 million in the 2009‑10 estimated outcome from the original budget is due mainly to the transfer of Tourism from TAMS; and
–	the decrease of $0.215 million in the 2010‑11 Budget from the 2009‑10 estimated outcome is due to the impact of cessation of leases relating to Tourism.
•	non current employee benefits: 
–	the increase of $0.189 million in the 2009‑10 estimated outcome from the original budget is due mainly to the 2008‑09 audited outcome flow-on effects ($0.149 million) and the transfer of Tourism from TAMS ($0.105 million), partially offset by the transfer of Strategic Project Facilitation to LAPS ($0.070 million); and
–	the increase of $0.182 million in the 2010‑11 Budget from the 2009‑10 estimated outcome is due to the transfer of Tourism from TAMS.
•	reserves:  the increase of $2.639 million in the 2009‑10 estimated outcome from the original budget is due mainly to the transfer of Tourism from TAMS.
Cash Flow Statement
Variances in the statement are explained in the notes above.
Statement of Changes in Equity
Variances in the statement are explained in the notes above.

Chief Minister’s Department
Statement of Assets and Liabilities on Behalf of the Territory
    Budget			Est.Outcome	    Planned		   Planned	   Planned	   Planned		
as at 30/6/10			as at 30/6/10	as at 30/6/11	   Var	as at 30/6/12	as at 30/6/13	as at 30/6/14		
   $'000			   $'000	     $'000	    %	    $'000	    $'000	    $'000		
		Non Current Assets								
3,177		Investments	2,857	2,857	-	2,857	2,857	2,857		
3,177		Total Non Current Assets	2,857	2,857	-	2,857	2,857	2,857		
3,177		TOTAL ASSETS	2,857	2,857	-	2,857	2,857	2,857		
3,177		NET ASSETS	2,857	2,857	-	2,857	2,857	2,857		
		REPRESENTED BY FUNDS EMPLOYED								
3,177		Accumulated Funds	2,857	2,857	-	2,857	2,857	2,857		
3,177		TOTAL FUNDS EMPLOYED	2,857	2,857	-	2,857	2,857	2,857		

Chief Minister’s Department
Budgeted Statement of Cash Flows on Behalf of the Territory
  2009-10			  2009-10	   2010-11		  2011-12	    2012-13	  2013-14		
    Budget			Est.Outcome	   Budget	     Var	  Estimate	    Estimate	  Estimate		
    $'000			    $'000	   $'000	      %	    $'000	     $'000	   $'000		
		CASH FLOWS FROM INVESTING ACTIVITIES								
		Payments								
500		Purchase of Investments	500	0	-100	0	0	0		
500		Investing Payments	500	0	-100	0	0	0		
-500		NET CASH INFLOW/ (OUTFLOW) FROM INVESTING ACTIVITIES	-500	0	100	0	0	0		
		CASH FLOWS FROM FINANCING ACTIVITIES								
		Receipts								
500		Capital Injection from Government	500	0	-100	0	0	0		
500		Financing Receipts	500	0	-100	0	0	0		
500		NET CASH INFLOW/ (OUTFLOW) FROM FINANCING ACTIVITIES	500	0	-100	0	0	0		
0		NET INCREASE/ (DECREASE) IN CASH HELD	0	0	-	0	0	0		
0		CASH AT THE END OF THE REPORTING PERIOD	0	0	-	0	0	0		

Chief Minister’s Department
Statement of Changes in Equity on Behalf of the Territory
    Budget			Est.Outcome	    Planned		   Planned	   Planned	   Planned		
as at 30/6/10			as at 30/6/10	as at 30/6/11	   Var	as at 30/6/12	as at 30/6/13	as at 30/6/14		
   $'000			   $'000	     $'000	    %	    $'000	    $'000	    $'000		
		Opening Equity								
2,677		Opening Accumulated Funds	2,357	2,857	21	2,857	2,857	2,857		
2,677		Balance at the Start of the Reporting Period	2,357	2,857	21	2,857	2,857	2,857		
		Comprehensive Income								
0		Operating Result for the Period	0	0	-	0	0	0		
0		Total Comprehensive Income	0	0	-	0	0	0		
0		Total Movement in Reserves	0	0	-	0	0	0		
		Transactions Involving Owners Affecting Accumulated Funds								
500		Capital Injections	500	0	-100	0	0	0		
500		Total Transactions Involving Owners Affecting Accumulated Funds	500	0	-100	0	0	0		
		Closing Equity								
3,177		Closing Accumulated Funds	2,857	2,857	-	2,857	2,857	2,857		
3,177		Balance at the End of the Reporting Period	2,857	2,857	-	2,857	2,857	2,857		
Notes to the Budget Statements 
Significant variations are as follows:
Statement of Assets and Liabilities on Behalf of the Territory
•	non current assets:  the decrease of $0.320 million in the 2009‑10 estimated outcome from the original budget is due to the flow‑on effect of the 2008‑09 audited outcome, reflecting a revaluation of the value of investment held in the Canberra Business Development Fund (CBDF).
Budgeted Statement of Cash flows on Behalf of the Territory
Variances in the statement are explained in the notes above.

Government Strategy
Operating Statement
  2009-10			  2009-10	   2010-11		  2011-12	    2012-13	  2013-14		
    Budget			Est.Outcome	   Budget	     Var	  Estimate	    Estimate	  Estimate		
    $'000			    $'000	   $'000	      %	    $'000	     $'000	   $'000		
		Income								
		Revenue								
37,785		Government Payment for Outputs	33,949	32,646	-4	33,455	38,355	31,927		
497		User Charges - Non ACT Government	497	495	..	493	491	491		
576		User Charges - ACT Government	576	76	-87	88	88	88		
50		Other Revenue	50	50	-	50	50	50		
191		Resources Received Free of Charge	368	377	2	386	396	406		
39,099		Total Revenue	35,440	33,644	-5	34,472	39,380	32,962		
		Gains								
0		Total Gains	0	0	-	0	0	0		
39,099		Total Income	35,440	33,644	-5	34,472	39,380	32,962		
		Expenses								
15,257		Employee Expenses	13,425	13,024	-3	13,270	13,466	13,478		
2,198		Superannuation Expenses	1,981	1,915	-3	1,937	1,957	1,972		
12,995		Supplies and Services	11,199	10,767	-4	11,089	15,527	8,777		
2,453		Depreciation and Amortisation	813	791	-3	860	841	841		
6		Borrowing Costs	20	25	25	25	25	25		
7,516		Grants and Purchased Services	7,666	7,420	-3	7,675	7,919	8,101		
141		Other Expenses	509	521	2	534	548	561		
40,566		Total Ordinary Expenses	35,613	34,463	-3	35,390	40,283	33,755		
-1,467		Operating Result	-173	-819	-373	-918	-903	-793		

Business and Industry Development
Operating Statement
  2009-10			  2009-10	   2010-11		  2011-12	    2012-13	  2013-14		
    Budget			Est.Outcome	   Budget	     Var	  Estimate	    Estimate	  Estimate		
    $'000			    $'000	   $'000	      %	    $'000	     $'000	   $'000		
		Income								
		Revenue								
7,433		Government Payment for Outputs	8,882	9,228	4	7,309	6,830	6,130		
82		User Charges - Non ACT Government	82	84	2	86	88	88		
4,135		Resources Received Free of Charge	4,850	400	-92	400	0	0		
11,650		Total Revenue	13,814	9,712	-30	7,795	6,918	6,218		
		Gains								
0		Total Gains	0	0	-	0	0	0		
11,650		Total Income	13,814	9,712	-30	7,795	6,918	6,218		
		Expenses								
1,766		Employee Expenses	2,420	2,024	-16	1,823	1,666	1,795		
231		Superannuation Expenses	327	255	-22	210	214	220		
4,426		Supplies and Services	4,637	4,589	-1	3,248	3,166	2,991		
0		Depreciation and Amortisation	3	4	33	4	4	4		
0		Borrowing Costs	1	1	-	1	1	1		
2,393		Grants and Purchased Services	2,458	2,601	6	2,207	1,955	1,412		
3,958		Other Expenses	4,850	400	92	400	0	1		
12,774		Total Ordinary Expenses	14,696	9,874	33	7,893	7,006	6,424		
-1,124		Operating Result	-882	-162	82	-98	-88	-206		

Tourism 
Operating Statement
  2009-10			  2009-10	   2010-11		  2011-12	    2012-13	  2013-14		
    Budget			Est.Outcome	   Budget	     Var	  Estimate	    Estimate	  Estimate		
    $'000			    $'000	   $'000	      %	    $'000	     $'000	   $'000		
		Income								
		Revenue								
0		Government Payment for Outputs	9,959	15,897	60	15,212	15,437	14,690		
0		User Charges - Non ACT Government	298	1,910	541	1,958	2,006	2,056		
0		User Charges - ACT Government	39	0	-100	0	0	0		
0		Total Revenue	10,296	17,807	73	17,170	17,443	16,746		
		Gains								
0		Total Gains	0	0	-	0	0	0		
0		Total Income	10,296	17,807	73	17,170	17,443	16,746		
		Expenses								
0		Employee Expenses	2,374	3,820	61	3,894	3,887	3,899		
0		Superannuation Expenses	364	557	53	572	571	573		
0		Supplies and Services	5,741	11,650	103	10,988	11,269	10,559		
0		Depreciation and Amortisation	136	226	66	230	235	235		
0		Borrowing Costs	6	18	200	13	13	13		
0		Grants and Purchased Services	1,058	1,786	69	1,704	1,704	1,704		
0		Total Ordinary Expenses	9,679	18,057	87	17,401	17,679	16,983		
0		Operating Result	617	-250	-141	-231	-236	-237		
Notes to the Output Class Statements
Significant variations are as follows:
Government Strategy Total Expenses
•	the decrease of $4.953 million in the 2009‑10 estimated outcome from the original budget is mainly due to the transfer of Strategic Project Facilitation to LAPS ($3.769 million), revised methodology for allocation of corporate overheads ($1.266 million) and a review of depreciation ($1.564 million), partially offset by rollovers of 2008‑09 funding to 2009‑10 ($1.430 million) and additional funding provided by Treasurer’s Advance ($0.150 million); and
•	the decrease of $1.150 million in the 2010‑11 Budget from the 2009‑10 estimated outcome is mainly due to a review of depreciation ($1.906 million), impact of removal of rollovers ($1.430 million), cessation of Treasurer’s Advance ($0.150 million), transfer of the BCI Security of Payments Scheme funding to ACTPLA ($0.110 million) and transfer of Strategic Project Facilitation to LAPS ($0.565 million).  This is partially offset by new initiatives for 2010‑11 ($0.662 million), revised wage parameters ($0.104 million), expenditure brought forward for Centenary of Canberra ($1.009 million), transfer of funding to scope the Accident Information Management System (AIMS) Database from JACS ($0.338 million) and revised methodology for allocation of corporate overheads from 2009‑10 ($0.890 million).
Business and Industry Development Total Expenses
•	the increase of $1.922 million in the 2009‑10 estimated outcome from the original budget is mainly due to the revised methodology for allocation of corporate overheads ($1.266 million) and a review of waivers ($0.892 million), partially offset by rollovers of 2008‑09 funding to 2009‑10 ($0.260 million); and
•	the decrease of $4.822 million in the 2010‑11 Budget from the 2009‑10 estimated outcome is mainly due to the revised methodology for allocation of corporate overheads ($0.890 million), a review of waivers ($4.450 million) and decrease in ongoing initiatives ($0.3 million), partially offset by impact of removal of rollovers ($0.798 million) and new initiatives funded the 2009‑10 Budget ($0.105 million).
Tourism Total Expenses
•	the increase of $9.679 million in the 2009‑10 estimated outcome from the original budget is due to the transfer of Tourism from TAMS; and
•	the increase of $8.378 million in the 2010‑11 Budget from the 2009‑10 estimated outcome is mainly due to the full year impact of the transfer from TAMS.