Chief minister’s DIRECTORATE
Purpose
The Chief Minister’s Directorate (the Directorate) provides strategic advice and support to the Chief Minister and the Cabinet on policy development, service delivery and whole of government issues and facilitates the implementation of government priorities.  This includes providing policy and procedural support for the leadership role of the Head of the ACT Public Service, who is head of the Directorate and chairs the ACT Public Service Strategic Board.
A key focus for the Directorate is the provision of direction and coordination across the ACT Public Service (ACTPS) on policy and strategy, including a specific role in areas such as sustainability policy alignment, demography and regional policy and relationships, managing the ACT’s intergovernmental relationships and supporting the Chief Minister’s role on the Council of Australian Governments (COAG).
The Directorate is responsible for strategic planning and direction on public sector standards, including service-wide employment, workforce culture and capability, industrial relations, learning and development, the implementation of machinery of government changes and the promotion of ethics and accountability.
A primary objective is the enhancement of workplace health and safety and private sector workers’ compensation through policy development, advice to Government and coordination of Territory consultative bodies.
The Directorate is responsible for whole-of-government communications, the provision of public affairs advice and the coordination of directorates’ compliance with campaign advertising legislation and guidelines.  This includes work to enhance communications and community engagement across government and to seek the community’s views as part of its decision-making processes.
The planning of the Centenary of Canberra is another key focus for the Directorate as we move towards 2013.  The Directorate also has responsibility for the development and implementation of Government policies and programs for the arts, with a focus on a new arts policy.
2011-12 Priorities
Strategic and operational issues to be pursued in 2011-12 include:
•	leading and coordinating the implementation of reforms emanating from the Hawke review;
•	instilling cultural change across directorates in order to achieve greater collaboration and innovation in the delivery of government priorities;
•	developing and implementing governance for the newly created ACTPS Strategic Board to embed one government approaches in strategic and policy development and implementation;
•	implementing the Performance and Accountability Framework and the Evaluation Framework;
•	creating the Government Information Office and progressing the Office’s agenda including a Government ICT Strategic Plan and an open government initiative;
•	leading and coordinating the Government’s participation in (COAG) reform agenda and reporting requirements;
•	leading across-government initiatives to strengthen public sector capability, with a focus on facilitating the implementation of the Respect, Equity and Diversity Framework;
•	reviewing the Public Sector Management Act 1994 and subordinate instruments;
•	implementing the ACTPS Workers’ Compensation and Work Safety Improvement Plan;
•	coordinating planning for the Centenary of Canberra; and
•	creating and implementing the ACT Arts Strategy.
Business and Corporate Strategies
The Directorate will continue to develop and implement corporate and business strategies to help achieve its priorities in 2011-12 that include:
•	improving governance and accountability frameworks, policies and practices in business planning, risk management, financial management and reporting;
•	attracting and retaining skilled employees, building capabilities through learning and development and encouraging a work life balance;
•	establishing and maintaining an effective health and safety culture through commitment to supportive and preventative workplace behaviours to promote a positive work environment and to minimise the risk of workplace illness and injuries; and
•	strengthening collaborative relationships within the ACTPS, as well as with other jurisdictions, external organisations and the community through consultation, negotiation and engagement.
Estimated Employment Level
2009‑10
Actual Outcome		2010-11
Budget
	2010-11
Est.  Outcome1	2011-12
Budget2	
207	Staffing (FTE)	216	237	152	
Notes:
1.	The increase in FTEs in the 2010-11 estimated outcome from the original budget is primarily due to the transfer of the Heritage Unit from the Department of Territory and Municipal Services from 1 July 2010.
2.	The decrease in FTEs in the 2011-12 Budget is primarily due to the transfer of Business and Industry Development, Australian Capital Tourism, Live in Canberra and Special Events to the Economic Development Directorate, and the transfer of the Heritage Unit to the Sustainable Development Directorate from 1 July 2011.

Strategic Objectives and Indicators
Strategic Objective 1
Building coordinated and integrated policy development and service delivery across Government
The effective delivery of Government policy and objectives requires coordination, cohesion and alignment of efforts across the ACTPS.  
On behalf of the Chief Minister, the Directorate leads and coordinates across-government strategy, policy development and service delivery.  This includes:
•	leadership of new Government initiatives and strategies;
•	proactive engagement with Directorates on key policy or service issues;
•	advice that provides a whole-of-government perspective;
•	monitoring performance of service delivery outcomes; and
•	promoting inter-directorate cooperation and outcomes through directorate committees and ongoing arrangements such as the Strategic Board and the supporting across Directorate Policy Forum and establishment of strategic taskforces.
Strategic Objective 2
Supporting informed decision-making by Government
Decision making is central to a government.  Sound policy and advice assists Cabinet in coordinating and structuring its crucial strategic policy and direction setting for the ACT Government as a whole.  
The Directorate supports informed decision-making by ensuring that advice to Government is evidence-based, timely, accurate, robust and covers essential issues succinctly, clearly and in sufficient detail.  As part of its role, it provides policy advice and support to the Strategic Board and the Head of the ACTPS as Chair of the Strategic Board.
Strategic Objective 3
Strengthening Public Service Capacity
The ACTPS 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.
To address our workforce challenges into the future, ACT Government directorates are committed to the ACTPS Attraction and Retention Framework and its implementation.  The main objectives of the Framework are to;
•	improve the capability of all ACTPS employees; 
•	retain employees through professional development and targeted retention strategies; and
•	attract new employees.
Strategic Objectives and Indicators cont.
A key indicator of success in strengthening public service capacity is the retention rates of our employees.  There are many factors that assist employee retention, including a positive work culture, opportunities for career development and training and development, flexible work arrangements and work life balance.
Strategic Indicator:  Retention of employees
The maintenance of low employee separation levels consistent or better than public sector trends.
The current retention rate within the ACTPS is comparable to those reported in other Australian jurisdictions.
The permanent separation rate for 2009-10 was 6.4 per cent.
Source:  ACT Commissioner for Public Administration ACT Public Service Workforce Profile 2009-10.
Strategic Objective 4
Improved satisfaction with Community Engagement
The ACT Government is committed to engaging the Canberra community in the development and delivery of government policies, programs, public works and services.  Enhancing citizen engagement and participation is important to building trust in government and making processes more transparent, accountable and responsive to the public’s views.
Strategic Indicator:  Community members feel able to have a say within the community on important issues
An indicator of the public perceptions of the effectiveness of engagement mechanisms and overall processes is the percentage of the community who feel they are able to have their say on important issues all/some of the time.

Source:  General Social Survey 2006 (ABS)

Output Classes
	Total Cost1	Government Payment for Outputs	
	2010-11
Est.  Outcome
$’000	2011-12
Budget
$’000	2010-11
Est.  Outcome
$’000	2011-12
Budget
$’000	
Output Class 1
Government Strategy	38,290	39,721	34,781	37,471	
Output 1.1:  Government Policy and Strategy	5,563	6,417	5,276	6,417	
Note:
1.	Total Cost includes depreciation of $1.196 million in 2010-11 and $1.210 million in 2011-12.
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;
•	support the Head of the ACTPS as the Chair of the Strategic Board and provide secretariat services to the Board;
•	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 the Council of Australian Federation, and its engagement with regional leaders and local governments;
•	provide advice and support to Cabinet and the Manager of Government Business in the Legislative Assembly; and
•	provide across-government advice and coordination on ICT issues and release of government information through the Government Information Office.

	Total Cost	Government Payment for Outputs	
	2010-11
Est.  Outcome
$’000	2011-12
Budget
$’000	2010-11
Est.  Outcome
$’000	2011-12
Budget
$’000	
Output 1.2:  Public Sector Management	5,109	5,616	4,503	5,039	
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.

Output Classes cont.
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 ACTPS capacity-building programs; and
•	support the Commissioner for Public Administration and the Remuneration Tribunal.

	Total Cost	Government Payment for Outputs	
	2010-11
Est.  Outcome
$’000	2011-12
Budget
$’000	2010-11
Est.  Outcome
$’000	2011-12
Budget
$’000	
Output 1.3:  Industrial Relations Policy1	2,900	4,305	2,739	4,165	
Note:
1.	This Output relates to the Minister responsible for Industrial Relations.
Output Description
Provision of advice to the Government that concentrates on the relationship between employers and workers in the ACT.  This spans, but is not limited to, workplace safety, dangerous substances, workers’ compensation, 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 Work 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, States and the Northern Territory 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	
	2010-11
Est.  Outcome
$’000	2011-12
Budget
$’000	2010-11
Est.  Outcome
$’000	2011-12
Budget
$’000	
Output 1.4:  Coordinated Communications and Community Engagement1	8,950	9,375	7,997	9,251	
Note:
1.	This Output has been renamed and was previously reported as “Coordinated Communications and Events” in the 2010-11 Budget papers.
Output Description
Provision of communications support, centenary management, protocol services and executive support to the ACT Government and community.
Coordinated Communications and Community Engagement will:
•	provide information and protocol services for the Chief Minister;
•	provide corporate support to the ACT Executive and its staff;
•	coordinate planning for the Centenary of Canberra;
•	provide whole-of-government advice and assistance on community engagement policies and practices; and
•	provide whole-of-government communications and support, including for whole of government emergency responses.

	Total Cost	Government Payment for Outputs	
	2010-11
Est.  Outcome
$’000	2011-12
Budget
$’000	2010-11
Est.  Outcome
$’000	2011-12
Budget
$’000	
Output 1.5:  Arts Policy, Advice and Programs1	14,309	14,008	12,828	12,599	
Note: 
1.	This Output relates to the Minister responsible for the Arts.
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.
	Total Cost	Government Payment for Outputs	
	2010-11
Est.  Outcome
$’000	2011-12
Budget1
$’000	2010-11
Est.  Outcome
$’000	2011-12
Budget1
$’000	
Output 1.6:  Heritage2	1,459	n/a	1,438	n/a	
Notes:
1.	This Output and the associated Accountability Indicator transfers to the Sustainable Development Directorate on 1 July 2011.
2.	This Output relates to the Minister responsible for Heritage.  This Output and the associated Accountability Indicator transferred from the Department of Territory and Municipal Services following the Administrative Arrangements that took effect on 1 July 2010.
Output Description
Heritage administers the heritage provisions of the Heritage Act 2004 and assists in the conservation of the ACT’s heritage assets to ensure their identification, preservation, protection, maintenance and enhancement (where appropriate) for present and future generations.  Heritage provides administrative and operational support to the ACT Heritage Council and their projects, and administers the annual funding of the ACT Heritage Grants Program.

	Total Cost1	Government Payment for Outputs	
	2010-11
Est.  Outcome
$’000	2011-12
Budget2
$’000	2010-11
Est.  Outcome
$’000	2011-12
Budget2
$’000	
Output Class 23
Business and Industry Development	9,796	n/a	8,931	n/a	
Output 2.1:  Business and Industry Development	9,796	n/a	8,931	n/a	
Notes:
1.	Total Cost includes depreciation of $0.004 million in 2010-11.
2.	This Output and the associated Accountability Indicators transfers to the Economic Development Directorate on 1 July 2011.
3.	This Output relates to the Minister responsible 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.

	Total Cost1	Government Payment for Outputs	
	2010-11
Est.  Outcome
$’000	2011-12
Budget2
$’000	2010-11
Est.  Outcome
$’000	2011-12
Budget2
$’000	
Output Class 33
Tourism	18,374	n/a	15,897	n/a	
Output 3.1:  Tourism	18,374	n/a	15,897	n/a	
Notes:
1.	Total Cost includes depreciation of $0.226 million in 2010-11.
2.	This Output and the associated Accountability Indicators transfers to the Economic Development Directorate on 1 July 2011.
3.	This Output relates to the Minister responsible for Tourism.
Output Classes cont.
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
	2010‑11
Targets	2010‑11
Est. Outcome	2011‑12
Targets	
Output Class 1:  Government Strategy	
Output 1.1:  Government Policy and Strategy 	
a.	Whole of government policy and project initiatives1	4	6	4	
b.	Support for Regional Leaders Forums2	2	2	2	
c.	Support for COAG and CAF meetings3	6	4	4	
d.	Annual Report on The Canberra Plan4	1	1	1	
e.	Release an issues paper on the 2013 Canberra Plan5	n/a	n/a	1	
f.	Infrastructure Plan6	1	1	1	
g.	Demographic Update7	2	2	1	
h.	Complete a scoping study on opportunities for electronic service delivery8	n/a	n/a	1	
i.	Finalise and release an across-government ICT Strategic Plan9	n/a	n/a	1	
Notes:
1.	This measure incorporates key Government policy and project initiatives to be delivered by the Chief Minister’s Directorate.  The scope, delivery and timing of the scheduled initiatives may vary depending on emerging priorities during the year that impact on resources and scheduled projects.  Initiatives currently scheduled for delivery in 2011‑12 include implementation of the first stage of the performance and accountability framework; development of a service planning framework; and finalisation of a triple bottom line policy assessment tool.  The projects will be completed by 30 June 2012.
2.	This measure covers the provision of briefs to the Chief Minister in advance of the Regional Leaders Forum meetings incorporating the planning and delivery of Regional Leaders’ Forums by Chief Minister’s Directorate (in conjunction with the NSW Department of Premier and Cabinet).  This was previously called “Regional Leadership”.  There has been no change in the actual indicator measure.
3.	This measure covers briefing and support to the Chief Minister for meetings of the Council of Australian Governments (COAG) and the Council for the Australian Federation (CAF).  
4.	This measure covers the preparation of an annual Achievement Report on progress in implementing The Canberra Plan - Towards Our Second Century.  
5.	New Measure.  This measure involves the development and release of an issues paper on the proposed 2013 Canberra Plan.  
6.	This measure covers the preparation of an update to the ACT Government Infrastructure Plan 2010. 
7.	This measure supports demographic projects.  Every second year the projects are updates to demographic projections (ACT wide, and suburb level projections).  Every other year other demographic projects are completed.  As the projections were updated in 2010-11, in 2011-12 the demographic project undertaken will incorporate scoping and development for public release of a regional demographic paper.  As this is a more extensive project, only one demographic project is scheduled.  This will be completed by 30 June 2012.  
8.	New measure.  This measure involves a scoping study on the electronic delivery of government services. 
9.	New measure.  This measure involves the release of an across-government ICT Strategic Plan for the ACTPS.  

Accountability Indicators cont.
	2010‑11
Targets	2010‑11
Est.  Outcome	2011‑12
Targets	
Output 1.2:  Public Sector Management	
a.	Publish ACT Public Sector Workforce Profile Report1	March 2011	March 2011	March 2012	
b.	Conduct the annual whole of government Graduate Program2	1	1	1	
c.	Deliver public sector employment framework harmonisation project3; 4	1	1	n/a	
d.	Coordinate the implementation of the Attraction and Retention Strategy, including the Commissioner for Public Administration priorities of:4; 5				
(i)	an Aboriginal and Torres Strait Islander Employment Strategy	1	1	n/a	
(ii)	a Disability Employment Strategy	1	1	n/a	
(iii)	the revision of Equity and Diversity Framework	1	1	n/a	
e.	Implement the new enterprise agreement6	1	1	1	
f.	Finalise public interest disclosure legislation7	June 2011	Not complete	Dec 2011	
g.	Conduct a review of the Public Sector Management Act 19948	n/a	n/a	Feb 2012	
h.	Report on the implementation of the ACTPS Respect, Equity and Diversity Framework9	n/a	n/a	Sept 2011	
i.	Implement the ACTPS workers’ compensation and work safety improvement plan10	n/a	n/a	Dec 2011	
Notes:
1.	This measure covers the publication of the annual ACT Public Service Workforce Profile Report.
2.	This measure covers implementation of the ACTPS whole of government Graduate Program including the 2011 graduate intake, recruitment, selection and commencement of the 2012 intake, and planning for the 2013 intake.  The measure is counted as complete when the activities under the program are undertaken.
3.	This measure covers the delivery of a simplified and improved framework for public sector employment.  The measure is counted as complete on finalisation of new common terms and conditions in agreements, amendments to the PSM Act are agreed to by the Assembly, and related changes to PSM Standards introduced.
4.	Discontinued measure.
5.	This measure covers the development of targeted attraction, retention and capacity building initiatives for the ACTPS.
6.	This measure covers the implementation of the Enterprise Agreement across ACTPS Directorates under the Fair Work Act 2009.   
7.	This measure covers finalising the reform of Public Interest Disclosure law to the extent that an exposure draft is available for public comment.  The release of an exposure draft has been delayed due to the diversion of resources in 2010-11 toward enterprise negotiations.
8.	New measure.  This measure covers the conduct of a review of the Public Sector Management Act 1994, as recommended in the Review of the ACTPS.  The measure is counted as complete when a discussion paper and/or exposure draft is released to stakeholders for comment, and is subject to Government policy approval.
9.	New measure.  This measure covers implementation of the ACTPS Respect, Equity and Diversity Framework launched in December 2010. 
10.	New measure.  This measure covers the implementation of stage one of the ACTPS workers’ compensation improvement plan.  

Accountability Indicators cont.
	2010‑11
Targets	2010‑11
Est.  Outcome	2011‑12
Targets	
Output 1.3:  Industrial Relations Policy1	
a.	Provide advice to Government on developments in the national workplace safety agenda2	4	5	4	
b.	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	12	12	10	
c.	Amend the ACT’s existing Work Safety scheme to meet the objectives of the Government and the needs of stakeholders4	1	4	n/a	
d.	Conduct an actuarial review of the ACT Workers’ Compensation Scheme5	June 2011	June 2011	May 2012	
e.	In accordance with Government directions, make changes to the Workers’ Compensation Act 19516	June 2011	June 2011	June 2012	
f.	Provide advice to the Government regarding issues arising from the National Workplace Relations System7	4	4	4	
g.	Coordinate input to and activities arising from the Inter-Governmental Agreement on a National Workplace Relations System8	4	4	4	
h.	Maintain consultative fora within the ACT on workplace safety and on workers’ compensation9	4	4	4	
i.	Provide policy and legislative advice to the Government on issues affecting ACT workers10	n/a	n/a	3	
Notes:
1.	This Output relates to the Minister responsible for Industrial Relations.
2.	This measure covers the preparation of briefing papers to the Government on significant national developments in workplace safety including those requiring amendments to the ACT legislation.  
3.	This measure covers the preparation of briefing papers to the Government on significant national developments in workplace safety including those requiring amendments to the ACT legislation.  This measure is counted as complete when submissions are lodged with the Government.  The scope, delivery and timing of these submissions will depend on the nature of emerging priorities during the year that impact on resources and scheduled projects.  
4.	This measure covers amendments to the Work Safety legislation, including new codes of practice under the Work Safety Act 2008 and other minor amendments to the Work Safety Regulations.  With the move to national harmonisation of OHS laws, there should be no more amendments to the existing ACT legislation in 2011-12, and the measure has been discontinued.
5.	This measure covers review of the performance of the ACT Workers’ Compensation Scheme and consideration of the broader implications of these findings.  The measure is counted as complete on receipt of the actuarial analysis and reporting to the Minister responsible for Industrial Relations.
6.	This measure covers the development of amendments to the Workers’ Compensation Act 1951, which are intended to improve the overall efficiency and effectiveness of the workers’ compensation scheme.  
7.	This measure covers the provision of advice to the Government on the progress of any amendments to the Fair Work Act 2009 (Cwlth), and any other issues arising in relation to the national workplace relation laws.  The subject, number and timing of the briefings will depend on the nature of emerging priorities during the year that impact on resources.
8.	This measure covers the ACT’s participation and involvement in the various federally sponsored fora on the administration of the Fair Work Act 2009.  The scope, delivery and timing of these submissions will depend on the nature of emerging priorities during the year that impact on resources and scheduled projects.
9.	This measure covers the secretariat role of Work Safety Policy Section to the ACT Work Safety Council, supporting four meetings of Council.
10.	New measure.  This measure covers advice on sham contracting, long service leave and public holidays. 

Accountability Indicators cont.
	2010‑11
Targets	2010‑11
Est.  Outcome	2011‑12
Targets	
Output 1.4:  Coordinated Communications and Community Engagement	
a.	Deliver key community events1; 2				
–	New Year’s Eve	1	1	n/a	
–	Australia Day	1	1	n/a	
–	Canberra Day	1	1	n/a	
–	Nara Candle Festival	1	1	n/a	
b.	Annual festival grants advice submitted to the Minister 3; 4	Sep 2010	Sept 2010	n/a	
c.	Deliver annual city-wide Whole of Government newsletter5	Mar 2011	Mar 2011	March 2012	
d.	Conduct four annual Live in Canberra Interstate expos to increase awareness of the benefits of living and working in the ACT6;7	4	10	n/a	
e.	Engage the Canberra Community on whole of government issues/topics utilising at least three engagements methods (on-line, media release, website)8; 9	50 editions	50 editions	n/a	
f.	Quarterly reporting to Government on Centenary of Canberra progress10	4	4	4	
g.	Average number of visits per month to the Community Engagement website11	n/a	n/a	2,000	
Notes:
1.	This measure covers the successful delivery of major community events, and includes support of other community events and marketing of the overall program.  
2.	Discontinued measure.  Special Events transferred to the Economic Development Directorate from 1 July 2011.
3.	This measure covers management of the ACT Festival Fund Assessment Committee, the assessment process and recommendations submitted to the Chief Minister.  
4.	Discontinued measure.  Festival funds grants transferred to the Economic Development Directorate from 1 July 2011.
5.	This measure covers the production and distribution of the annual "Our City, Our Community" newsletter providing information to ACT Residents on the activities of the ACT Government.
6.	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.  
7.	Discontinued measure.  The Live in Canberra campaign transferred to the Economic Development Directorate from 1 July 2011.
8.	This measure covers the production and placement of the Community Noticeboard in The Canberra Times.  The result is calculated by production and placement of the Community Noticeboard in The Canberra Times prior to print deadline.
9.	Discontinued measure.
10.	This measure covers the provision of quarterly information updates to the Government on the Centenary of Canberra program.  
11.	New measure.  This measure covers visits to the ACT Government Community Engagement website.

Accountability Indicators cont.
	2010-11
Targets	2010-11
Est.  Outcome	2011-12
Targets	
Output 1.5:  Arts Policy, Advice and Programs1	
a.	Manage the Community Outreach Program2	1	1	1	
b.	Administer and manage the ACT Cultural Council3	1	1	1	
c.	Participate in Commonwealth Government advisory and funding mechanisms4	3	3	3	
d.	Provide support for administrative arrangements associated with the Cultural Facilities Corporation5	4	4	4	
e.	Deliver the ACT Arts Fund and associated awards and prizes6	8	8	8	
f.	Manage ACT Arts Fund Key Arts Organisations7, 8	18	18	18	
g.	Manage single-line funded Key Arts Organisations8, 9	2	2	2	
h.	Manage Program-funded organisations8,10	7	7	7	
i.	Manage the Public Arts Program11	5	5	5	
j.	Administer and manage the ACT Public Art Panel12	1	1	1	
k.	Manage Community Facilities13	13	13	13	
Notes:
1.	This Output relates to the Minister responsible for the Arts.
2.	This measure covers the management of the ACT Government’s agreement with the Australian National University for the delivery of the Community Outreach Program.  The measure will be calculated and counted as complete through the assessment of information provided by the organisation through its reporting requirements as specified in its Deed of Grant with the Territory.
3.	This measure 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.  The measure will be calculated by comparing processes and outcomes against the requirements of the 2009-10 ACT Cultural Council Charter.
4.	This measure covers participation in the Cultural Ministers Council and Cultural Ministers Council Standing Committee, and liaison with the Australia Council for the Arts.  
5.	This measure covers artsACT’s responsibilities to the Minister in relation to the Cultural Facilities Corporation Board appointments and quarterly reporting.  It will be counted as complete when Board appointments have been placed on the Register, and Quarterly Reports are tabled in the Legislative Assembly.
6.	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 ACT Arts Fund grants process involves peer assessment of applications, and is considered complete when the Minister responsible for the Arts signs approval for all funding categories.
7.	This measure covers the management of arts funding to the ACT’s eighteen Key Arts Organisations in accordance with their Deeds of Grant and License Agreements.
8.	These measures are counted as complete following the approval of the acquittal, program and budgets.
9.	This measure 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.
10.	This measure 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.
11.	This measure covers project management of the commission or acquisition and installation of public art in five categories.  For the projects covered by this measure, progress against the project timelines is measured by monitoring of activities completed against individual project milestone dates.  
12.	This measure covers the administration and management of the Public Art Panel, including administering the appointment of members, members’ remuneration and secretariat services.  The measure is complete on payment of final remuneration to Panel members.
13.	This measure covers the annual funding program for a full range of cyclical and unplanned maintenance for the thirteen arts facilities managed by artsACT.  

Accountability Indicators cont.
	2010‑11
Targets	2010‑11
Est.  Outcome	2011‑12
Targets1	
Output 1.6:  Heritage1, 2	
a.	Assess development applications for their heritage impact and advise ACTPLA within 15 working days using "stop the clock" methodology3	100%	96%	n/a	
Notes:
1.	This Output relates to the Minister responsible for Heritage.
2.	This Output was transferred from the Territory and Municipal Services following the Administrative Arrangements that took effect from 1 July 2010.  This Output transferred to the Sustainable Development Directorate from 1 July 2011.
3.	This measure covers the number of development applications assessed by the Heritage Unit and returned to ACTPLA against a 15 working day time frame. 

	2010‑11
Targets	2010‑11
Est.  Outcome	2011‑12
Targets	
Output Class 2:  Business and Industry Development 1, 1, 2	
Output 2.1:  Business and Industry Development	
a.	Support business innovation and the commercialisation of wealth generating ideas and research through program approaches3	1	1	n/a	
b.	Establish and deliver collaboration-based industry development strategies4	1	1	n/a	
c.	Deliver information and advisory services to the general small business community5	1	1	n/a	
d.	Work within Australian and the ACT Government policy settings to attract and facilitate business and skilled migration to the Territory6	1	1	n/a	
e.	Collaborate with the relevant Commonwealth Government entities to support economic development in the Territory and the broader Capital Region7	1	1	n/a	
Notes:
1.	This Output transferred to the Economic Development Directorate from 1 July 2011.
2.	This Output relates to the Minister responsible for Business and Economic Development.
3.	This measure covers delivery of business programs and services to support business innovation and commercialisation, including InnovationConnect; TradeConnect; ACT Investment Facilitation Program; Lighthouse Business Innovation Centre; and Canberra Business Development Fund; and management of relationships with key stakeholders.
4.	This measure covers delivery of collaboration-based business programs and services to high growth potential businesses; ACT Industry Capability Network; ACT Exporters’ Network; ScreenACT, CollabIT; and ACT Screen Investment Fund; and ongoing interaction with stakeholders to grow and sustain the Education Export market and develop a Clean Economic Development Strategy.
5.	This measure covers delivery of information and advisory services to intending and early stage businesses; Australian Business Licence Information Service; Business in Focus Month; ACT Small and Micro Business Forum; and participation in forums.
6.	This measure covers delivery of business programs and services to attract and facilitate business and skilled migration including the International Student Ambassador Program and the Skilled and Business Migration Program; and coordination of an ACT Skills Summit and participation in the Commonwealth-State Working Party on Skilled Migration, and the Standing Committee on Immigration and Multicultural Affairs.
7.	This measure covers delivery of business programs and services with Commonwealth collaboration on the Trade Mission Program and Chief Minister’s Export Awards; and management of Inward Investment Facilitation and participation in the National Trade Development Working Group, the Advisory Council on Innovation, and the National Investment Australia Board.

Accountability Indicators cont.
	2010‑11
Targets	2010‑11
Est.  Outcome	2011‑12
Targets1	
Output Class 3:  Tourism2	
Output 3.1:  Tourism	
a.	Awareness of the Capital Region as a tourist destination3				
•	Sydney	>9%	12.5%	n/a	
•	Brisbane	>5%	6.8%	n/a	
•	Regional NSW	>12%	18.2%	n/a	
b.	Preference of the Capital Region as a tourist destination3				
•	Sydney	>10%	16.9%	n/a	
•	Brisbane	>5%	8.3%	n/a	
•	Regional NSW	>10%	13.5%	n/a	
c.	Number of visits to the ‘visitcanberra’ website4	575,000	800,000	n/a	
d.	Direct expenditure as a result of staging Floriade5	$20m	$26.9m	n/a	
Notes:
1.	This Output transferred to the Economic Development Directorate from 1 July 2011.
2.	This Output relates to the Minister responsible for Tourism.
3.	Results are taken quarterly from the Holiday Tracking Survey (HTS), an ongoing survey of holiday and leisure travel which is managed by Roy Morgan Research.  There is a lag in obtaining results, and these latest figures are for the year ending December 2010.  The variation from the target is due to the figures covering a period incorporating both the highly successful Masterpieces from Paris exhibition and Floriade 2010, which achieved record levels of interstate visitation.  These events, both heavily promoted in interstate markets (particularly Sydney and Regional NSW), are likely catalysts for increased awareness levels, which have risen steadily from February 2010 onwards.
4.	This measure is used to record the performance of the website www.visitcanberra.com.au as a key driver for tourism activities such as travel, research, planning and online bookings in Canberra.  Website statistics are obtained through Google Analytics – an online measurement tool that measures 'visits' to the site, in line with accepted industry standards.  The variation in 2010-11 from the target reflects the increasing use of the internet as a source for travel information, planning and bookings.
5.	This measure aims to independently measure the increase in direct expenditure to the ACT economy as a result of staging the event. Visitor expenditure data is derived from face-to-face interviews conducted on site with a random sample of event attendees.  The event’s direct expenditure impact essentially captures the spending of all visitors that come to the ACT (or extend their stay) specifically because of Floriade, plus the event operations impact.  The variation in 2010-11 from the target is due to the 2010 event achieving record levels of interstate visitation and direct expenditure, while also recording the highest attendance figure (471,979) since the introduction of turnstiles in 1999.

Changes to Appropriation 
Changes to Appropriation - Controlled						
 	2010-11	2011-12	2012-13	2013-14	2014-15	
Government Payment for Outputs	Est.  Out.	Budget	Estimate	Estimate	Estimate	
 	$'000	$'000	$'000	$'000	$'000	
						
2010-11 Budget	57,771	55,976	60,622	52,747	52,747	
						
FMA Section 16B Rollovers from 2009-10						
Additional Repairs and Maintenance	440 	- 	- 	- 	- 	
Reaching Out to the Community	249 	- 	- 	- 	- 	
Public Art	163 	- 	- 	- 	- 	
Arts Canberra Action Statement	65 	- 	- 	- 	- 	
Accountability in Government	16 	- 	- 	- 	- 	
Supporting Business Innovation	138 	- 	- 	- 	- 	
Community Support Fund	128 	- 	- 	- 	- 	
Community Initiatives Fund	46 	- 	- 	- 	- 	
						
Technical Adjustments						
Transfer - Heritage Unit from the Department of Territory and Municipal Services	1,438 	1,404 	1,421 	1,436 	1,459 	
Transfer - Events Unit from the Department of Territory and Municipal Services	195 	371 	378 	385 	392 	
Treasurer's Advance - Pakistan Flood Relief	100 	- 	- 	- 	- 	
Treasurer's Advance - Queensland Flood Relief	50 	- 	- 	- 	- 	
Treasurer's Advance - Additional Queensland Flood Relief	200 	- 	- 	- 	- 	
						
2011-12 Budget Policy Adjustments						
Seamless National Economy - OHS Harmonisation	- 	157 	(213)	(213)	(213)	
Seamless National Economy - Business Online Services	- 	100 	50 	- 	- 	
Development of Arts Activity Hubs (Scoping)	- 	100 	- 	- 	- 	
Government Information Office - Optimising ICT
 Investment	- 	297 	302 	306 	311 	
Artists-in-Residence Program	- 	50 	51 	52 	53 	
Community Engagement	- 	200 	200 	- 	- 	
Community Centenary Initiatives Fund	- 	150 	870 	- 	- 	
Performance and Accountability and Evaluation
Implementation	- 	355 	361 	368 	375 	
ACTGov 2.0 - Exploring Opportunities for Electronic Service Delivery (Scoping)	- 	125 	- 	- 	- 	
Canberra Plan 2013	- 	150 	154 	- 	- 	
Strategic Board Secretariat	- 	120 	123 	126 	130 	
Building and Maintaining the ACT Public Service (ACTPS)	- 	200 	204 	207 	211 	
Targeted employment Strategies to Increase Diversity in the ACTPS	- 	200 	204 	207 	211 	
ACTPS Workers' Compensation and Work Safety 
Improvement Plan	- 	1,186 	1,175 	- 	- 	
On-line Grants Capacity (artsACT)	- 	- 	20 	20 	20 	
Glassworks and Other Arts Facilities Fire 
Systems Improvements	- 	10 	- 	- 	- 	
Street Theatre Extension	- 	- 	- 	- 	30 	
AIMS Replacement	- 	- 	257 	264 	271 	
Revised Wage Parameters	- 	(2)	267 	267 	274 	
Savings Initiative	- 	(574)	(755)	(762)	(770)	

Changes to Appropriation cont.
Changes to Appropriation – Controlled cont.						
 	2010-11	2011-12	2012-13	2013-14	2014-15	
Government Payment for Outputs	Est.  Out.	Budget	Estimate	Estimate	Estimate	
 	$'000	$'000	$'000	$'000	$'000	
						
2011-12 Budget Technical Adjustments						
Revised Indexation Parameters	- 	172 	176 	178 	1,250 	
Revised Superannuation Contributions	- 	636 	553 	449 	342 	
Transfer - Heritage Unit to the Sustainable Development Directorate	- 	(1,403)	(1,413)	(1,422)	(1,442)	
Transfer - Tourism to the Economic Development Directorate	- 	(14,977)	(15,222)	(14,455)	(14,763)	
Transfer - Business and Industry Development to the Economic Development Directorate	- 	(6,602)	(6,225)	(5,430)	(5,640)	
Transfer - Special Events Unit to the Economic Development Directorate	- 	(1,680)	(1,714)	(1,744)	(1,783)	
Transfer - Live in Canberra to the Economic Development Directorate	- 	(205)	(209)	(214)	(219)	
Transfer - Business Support Programs to the Economic Development Directorate 	- 	(435)	- 	- 	- 	
Rollover - Centenary of Canberra - ACT 
Celebratory Program	(779)	779 	- 	- 	- 	
Rollover - Supporting Business Innovation	(300)	300 	- 	- 	- 	
Rollover - Community Support Fund	(100)	100 	- 	- 	- 	
Rollover - Community Initiatives Fund	(56)	56 	- 	- 	- 	
Rollover - ACT Festivals Fund	(20)	20 	- 	- 	- 	
Rollover - Business and Economic Development	(135)	135 	- 	- 	- 	

2011-12 Budget	59,609	37,471	41,637	32,772	33,246	

Changes to Appropriation - Territorial						
 	2010-11	2011-12	2012-13	2013-14	2014-15	
Payment for Expenses on Behalf of Territory	Est.  Out.	Budget	Estimate	Estimate	Estimate	
 	$'000	$'000	$'000	$'000	$'000	
						
2010-11 Budget	 - 	 - 	 - 	 - 	 - 	
						
Technical Adjustments						
Transfer - Heritage Unit from the Department of Territory and Municipal Services	200 	- 	- 	- 	- 	
Transfer - Heritage Unit from the Department of Territory and Municipal Services	385 	296 	307 	318 	326 	
						
2011-12 Budget Technical Adjustment						
Transfer - Heritage Unit to the Sustainable Development Directorate	- 	(296)	(307)	(318)	(326)	
						
2011-12 Budget	585	 - 	 - 	 - 	 - 	

Changes to Appropriation cont.
Changes to Appropriation - Controlled						
 	2010-11	2011-12	2012-13	2013-14	2014-15	
Capital Injections	Est.  Out.	Budget	Estimate	Estimate	Estimate	
 	$'000	$'000	$'000	$'000	$'000	
						
2010-11 Budget	8,443	1,663	1,092	299	299	
						
FMA Section 16B Rollovers from 2009-10						
Public Art Scheme	249 	- 	- 	- 	- 	
Manuka Arts Centre - Landscape Works	243 	- 	- 	- 	- 	
Belconnen Arts and Cultural Centre	234 	- 	- 	- 	- 	
Capital Upgrades - artsACT	189 	- 	- 	- 	- 	
Watson Arts Centre - Five Studios Forward Design	108 	- 	- 	- 	- 	
Strathnairn Arts Centre - Bronze Foundry Workshop	100 	- 	- 	- 	- 	
Strathnairn Arts Centre - Landscaping	50 	- 	- 	- 	- 	
Kingston Foreshore Arts Precinct - Café Enclosure	28 	- 	- 	- 	- 	
Kingston Foreshore Arts Precinct - Tower	8 	- 	- 	- 	- 	
						
Technical Adjustment						
Transfer - Heritage Unit from the Department of Territory and Municipal Services	978 	128 	131 	135 	138 	
						
2011-12 Budget Policy Adjustments						
On-line Grants Capacity (artsACT)	- 	100 	- 	- 	- 	
Glassworks and Other Arts Facilities Fire 
Systems Improvements	- 	1,200 	200 	- 	- 	
Street Theatre Extension	- 	1,280 	1,900 	- 	- 	
Strathnairn Facility Improvements	- 	400	100	- 	- 	
Tuggeranong Arts Centre Improvements (Design)	- 	200 	- 	- 	- 	
AIMS Replacement 	- 	3,000 	- 	- 	- 	
						
2011-12 Budget Technical Adjustments						
Capital Upgrades Indexation	- 	- 	- 	- 	7 	
Rollover - Watson Arts Centre - Additional 
Studios and Residence	(460)	460 	- 	- 	- 	
Rollover - Public Art Scheme	(2,523)	2,523 	- 	- 	- 	
Rollover - Strathnairn Homestead - 
Additional Studios and Land	(20)	20 	- 	- 	- 	
Rollover - Manuka Arts Centre - Landscape 
Works	(18)	18 	- 	- 	- 	
Rollover - Strathnairn Arts Centre 
Landscaping	(70)	70 	- 	- 	- 	
Rollover - Extension to the Street Theatre 
(Design)	(30)	30 	- 	- 	- 	
Transfer - Heritage Unit to the Sustainable Development Directorate	- 	(128)	(131)	(135)	(138)	
Transfer - Business and Industry Development to the Economic Development Directorate	- 	(600)	(800)	- 	- 	
						
2011-12 Budget	7,509	10,364	2,492	299	306	

2011-12 Capital Works Program
 	Estimated	Estimated	2011‑12	2012‑13	2013‑14	Physical 	
	Total	Expenditure	Financing	Financing	Financing	Completion 	
	Cost	Pre 2011‑12				Date  	
 	$’000	$’000	$’000	$’000	$’000	 	
							
New Capital Works							
Tuggeranong Arts Centre Improvements (Design)	200	-	200	-	-	Jun 2012	
Glassworks and other Arts Facilities
– Fire Systems Improvements	1,400	-	1,200	200	-	Jun 2013	
Street Theatre Extension	3,180	-	1,280	1,900	-	Jun 2013	
Strathnairn Facility Improvements	500	-	400	100	-	Jun 2013	
							
Total New Capital Works	5,280	-	3,080	2,200	-		
							
Capital Upgrades							
artsACT	285	-	285				
							
Total Capital Upgrades	285	-	285				
							
Total New Works	5,565	-	3,365	2,200	-		
 							
Works in Progress							
Extension to the Street Theatre (Design)	150	120	30	-	-	Jul 2011	
Watson Arts Centre – Additional Studios and Residence	747	287	460	-	-	Aug 2011	
Strathnairn Homestead – Additional Studio Space and Landscaping	100	10	90	-	-	Jul 2011	
Manuka Arts Centre Landscape Works	300	282	18	-	-	Nov 2010	
Public Art Scheme	7,571	4,270	3,301	-	-	Various	
							
Total Works in Progress	8,868	4,969	3,899	-	-		
							
 Total Capital Works Program	14,433	4,969	7,264	2,200	-		

Chief Minister’s Directorate
Operating Statement
  2010-11			  2010-11	   2011-12		  2012-13	    2013-14	  2014-15		
    Budget			Est.Outcome	   Budget	     Var	  Estimate	    Estimate	  Estimate		
    $'000			    $'000	   $'000	      %	    $'000	     $'000	   $'000		
		Income								
		Revenue								
57,771		Government Payment for Outputs	59,609	37,471	-37	41,637	32,772	33,246		
2,489		User Charges - Non ACT Government	2,889	0	-100	0	0	0		
76		User Charges - ACT Government	526	450	-14	450	450	450		
50		Other Revenue	357	0	-100	0	0	0		
777		Resources Received Free of Charge	777	386	-50	396	406	406		
61,163		Total Revenue	64,158	38,307	-40	42,483	33,628	34,102		
		Gains								
0		Total Gains	0	0	-	0	0	0		
61,163		Total Income	64,158	38,307	-40	42,483	33,628	34,102		
		Expenses								
18,868		Employee Expenses	19,866	13,474	-32	13,281	12,628	12,783		
2,727		Superannuation Expenses	3,566	2,620	-27	2,587	2,437	2,379		
27,006		Supplies and Services	28,903	14,351	-50	18,611	10,362	10,544		
1,021		Depreciation and Amortisation	1,426	1,210	-15	1,877	1,957	1,957		
44		Borrowing Costs	44	25	-43	25	25	26		
11,807		Grants and Purchased Services	11,878	7,653	-36	7,732	7,918	8,103		
921		Other Expenses	777	388	-50	397	408	417		
62,394		Total Ordinary Expenses	66,460	39,721	-40	44,510	35,735	36,209		
-1,231		Operating Result	-2,302	-1,414	39	-2,027	-2,107	-2,107		
-1,231		Total Comprehensive Income	-2,302	-1,414	39	-2,027	-2,107	-2,107		

Chief Minister’s Directorate
Balance Sheet
    Budget			Est.Outcome	    Planned		   Planned	   Planned	   Planned		
as at 30/6/11			as at 30/6/11	as at 30/6/12	   Var	as at 30/6/13	as at 30/6/14	as at 30/6/15		
   $'000			   $'000	     $'000	    %	    $'000	    $'000	    $'000		
		Current Assets								
5,059		Cash and Cash Equivalents	2,269	2,231	-2	2,203	2,253	2,303		
15,755		Receivables	1,635	1,102	-33	1,114	1,113	1,147		
57		Inventories	59	0	-100	0	0	0		
0		Capital Work in Progress	522	0	-100	0	0	0		
0		Assets Held for Sale	3	0	-100	0	0	0		
1,034		Other	1,758	738	-58	738	738	738		
21,905		Total Current Assets	6,246	4,071	-35	4,055	4,104	4,188		
		Non Current Assets								
400		Investments	400	0	-100	0	0	0		
63,991		Property, Plant and Equipment	62,138	63,337	2	64,482	63,865	63,228		
904		Intangibles	904	3,470	284	2,786	2,102	1,418		
1,738		Capital Works in Progress	1,688	350	-79	350	350	350		
67,033		Total Non Current Assets	65,130	67,157	3	67,618	66,317	64,996		
88,938		TOTAL ASSETS	71,376	71,228	..	71,673	70,421	69,184		
		Current Liabilities								
4,264		Payables	2,762	1,021	-63	895	846	797		
251		Finance Leases	215	183	-15	166	183	200		
5,420		Employee Benefits	6,009	4,606	-23	4,667	5,192	5,711		
1,163		Other	1,527	815	-47	815	815	815		
11,098		Total Current Liabilities	10,513	6,625	-37	6,543	7,036	7,523		
		Non Current Liabilities								
145		Finance Leases	145	92	-37	81	88	95		
724		Employee Benefits	795	526	-34	599	655	725		
869		Total Non Current Liabilities	940	618	-34	680	743	820		
11,967		TOTAL LIABILITIES	11,453	7,243	-37	7,223	7,779	8,343		
76,971		NET ASSETS	59,923	63,985	7	64,450	62,642	60,841		
		REPRESENTED BY FUNDS EMPLOYED								
56,630		Accumulated Funds	41,599	48,213	16	48,678	46,870	45,069		
20,341		Reserves	18,324	15,772	-14	15,772	15,772	15,772		
76,971		TOTAL FUNDS EMPLOYED	59,923	63,985	7	64,450	62,642	60,841		
 
Chief Minister’s Directorate
Cash Flow Statement
  2010-11			  2010-11	   2011-12		  2012-13	    2013-14	  2014-15		
    Budget			Est.Outcome	   Budget	     Var	  Estimate	    Estimate	  Estimate		
    $'000			    $'000	   $'000	      %	    $'000	     $'000	   $'000		
		CASH FLOWS FROM OPERATING ACTIVITIES								
		Receipts								
57,771		Cash from Government for Outputs	59,609	37,471	-37	41,637	32,772	33,246		
2,565		User Charges	3,415	450	-87	450	450	450		
5,461		Other Revenue	5,768	5,256	-9	5,256	5,256	5,256		
65,797		Operating Receipts	68,792	43,177	-37	47,343	38,478	38,952		
		Payments								
18,376		Related to Employees	19,534	13,030	-33	12,877	12,231	12,384		
2,727		Related to Superannuation	3,566	2,620	-27	2,587	2,437	2,379		
27,703		Related to Supplies and Services	29,529	15,971	-46	19,241	10,992	11,184		
44		Borrowing Costs	44	26	-41	25	26	27		
11,806		Grants and Purchased Services	11,877	7,652	-36	7,731	7,917	8,102		
5,025		Other	4,881	4,726	-3	4,726	4,726	4,726		
65,681		Operating Payments	69,431	44,025	-37	47,187	38,329	38,802		
116		NET CASH INFLOW/ (OUTFLOW) FROM OPERATING ACTIVITIES	-639	-848	-33	156	149	150		
		CASH FLOWS FROM INVESTING ACTIVITIES								
		Payments								
7,584		Purchase of Property, Plant and Equipment and Capital Works	6,650	9,355	41	2,476	276	283		
450		Purchase of Land and Intangibles	450	0	-100	0	0	0		
400		Purchase of Investments	400	0	-100	0	0	0		
8,434		Investing Payments	7,500	9,355	25	2,476	276	283		
-8,434		NET CASH INFLOW/ (OUTFLOW) FROM INVESTING ACTIVITIES	-7,500	-9,355	-25	-2,476	-276	-283		
		CASH FLOWS FROM FINANCING ACTIVITIES								
		Receipts								
8,443		Capital Injection from Government	7,509	10,364	38	2,492	299	306		
8,443		Financing Receipts	7,509	10,364	38	2,492	299	306		
		Payments								
160		Repayment of Finance Lease	160	199	24	200	122	123		
160		Financing Payments	160	199	24	200	122	123		
8,283		NET CASH INFLOW/ OUTFLOW) FROM FINANCING ACTIVITIES	7,349	10,165	38	2,292	177	183		
-35		NET INCREASE/ (DECREASE) IN CASH HELD	-790	-38	95	-28	50	50		
5,094		CASH AT BEGINNING OF REPORTING PERIOD	3,059	2,269	-26	2,231	2,203	2,253		
5,059		CASH AT THE END OF THE REPORTING PERIOD	2,269	2,231	-2	2,203	2,253	2,303		

Chief Minister’s Directorate
Statement of Changes in Equity
    Budget			Est.Outcome	    Planned		   Planned	   Planned	   Planned		
as at 30/6/11			as at 30/6/11	as at 30/6/12	   Var	as at 30/6/13	as at 30/6/14	as at 30/6/15		
   $'000			   $'000	     $'000	    %	    $'000	    $'000	    $'000		
		Opening Equity								
36,552		Opening Accumulated Funds	37,192	41,599	12	48,213	48,678	46,870		
20,341		Opening Asset Revaluation Reserve	18,324	18,324	-	15,772	15,772	15,772		
56,893		Balance at the Start of the Reporting Period	55,516	59,923	8	63,985	64,450	62,642		
		Comprehensive Income								
-1,231		Operating Result for the Period	-2,302	-1,414	39	-2,027	-2,107	-2,107		
-1,231		Total Comprehensive Income	-2,302	-1,414	39	-2,027	-2,107	-2,107		
0		Transfer to/from Accumulated Funds	0	2,552	#	0	0	0		
0		Movement in Asset Revaluation Reserves	0	-2,552	#	0	0	0		
0		Total Movement In Reserves	0	0	-	0	0	0		
		Transactions Involving Owners Affecting Accumulated Funds								
8,443		Capital Injections	7,509	10,364	38	2,492	299	306		
12,866		Inc/Dec in Net Assets due to Admin Restructure	-800	-4,888	-511	0	0	0		
21,309		Total Transactions Involving Owners Affecting Accumulated Funds	6,709	5,476	-18	2,492	299	306		
		Closing Equity								
56,630		Closing Accumulated Funds	41,599	48,213	16	48,678	46,870	45,069		
20,341		Closing Asset Revaluation Reserve	18,324	15,772	-14	15,772	15,772	15,772		
76,971		Balance at the End of the Reporting Period	59,923	63,985	7	64,450	62,642	60,841		
 
Notes to the Budget Statements
Significant variations are as follows:
Operating Statement 
•	government payment for outputs:  
–	the increase of $1.838 million in the 2010‑11 estimated outcome from the original budget is due to the rollover of appropriations from 2009‑10 ($1.245 million), funding provided by Treasurer’s Advance ($0.350 million) and the transfer of the Heritage Unit ($1.438 million) and Events ($0.195 million) from the Department of Territory and Municipal Services (TAMS), partially offset by the rollover of 2010‑11 funding to 2011‑12 ($1.390 million); and
–	the decrease of $22.138 million in the 2011‑12 Budget from the 2010‑11 estimated outcome is due mainly to the transfer of the Heritage Unit to the Sustainable Development Directorate (SDD) ($1.403 million), the transfer of the Special Events Unit, Live in Canberra, Australian Capital Tourism (Tourism) and Business and Industry Development (BID) to the Economic Development Directorate (EDD) ($23.899 million), the savings initiative ($0.574 million), efficiency dividends introduced in the 2010‑11 Budget ($0.507 million), and removal of the one‑off impact of Treasurer’s Advance funding provided in 2010‑11 ($0.350 million) and rollovers from 2009‑10 to 2010‑11 ($1.245 million).  This is partially offset by funding for new initiatives and the Seamless National Economy ($3.4 million in total), re‑profiling of superannuation expenses ($0.636 million), and the impact of the rollover of funding of initiatives from 2010‑11 to 2011‑12 ($2.780 million).
•	user charges - non ACT Government:
–	the increase of $0.4 million in the 2010‑11 estimated outcome from the original budget reflects anticipated tourism related revenue for the Autumn Event; and
–	the decrease of $2.889 million in the 2011‑12 Budget from the 2010‑11 estimated outcome is due mainly to the transfer of the Special Events Unit, Tourism and BID to the EDD ($2.791 million).
•	user charges - ACT Government:
–	the increase of $0.450 million in the 2010‑11 estimated outcome from the original budget reflects a change in accounting treatment to recognise revenue recovered from other government entities for delivering the Graduate Administrative Assistant’s (GAA’s) Program; and
–	the decrease of $0.076 million in the 2011‑12 Budget from the 2010‑11 estimated outcome is mainly due to the transfer of the Special Events Unit to the EDD ($0.088 million).
•	other revenue:
–	the increase of $0.307 million in the 2010‑11 estimated outcome from the original budget is due to new initiatives associated with the Seamless National Economy; and
–	the decrease of $0.357 million in the 2011‑12 Budget from the 2010‑11 estimated outcome is due to removal of the one‑off impact of the Seamless National Economy initiative ($0.307 million) and the transfer of Live in Canberra to the EDD ($0.050 million).
•	resources received free of charge:  the decrease of $0.391 million in the 2011‑12 Budget from the 2010‑11 estimated outcome is due mainly to the transfer of BID to the EDD ($0.4 million).
•	employee expenses:
–	the increase of $0.998 million in the 2010‑11 estimated outcome from the original budget is due mainly to the transfer of the Heritage Unit ($0.889 million) and Events ($0.087 million) from TAMS; and
–	the decrease of $6.392 million in the 2011‑12 Budget from the 2010‑11 estimated outcome is due mainly to the transfers of the Heritage Unit to SDD ($0.902 million) and the Special Events Unit, Live in Canberra, Tourism and BID to the EDD ($6.660 million), and the partial impact of the savings initiative ($0.359 million), partially offset by the impact of staffing for new initiatives ($1.160 million) and revised wage parameters ($0.106 million).
•	superannuation expenses:
–	the increase of $0.839 million in the 2010‑11 estimated outcome from the original budget is due mainly to re‑profiling superannuation expenses to more correctly reflect the superannuation contributions made by the Department on behalf of employees ($0.694 million) and the transfer of the Heritage Unit from TAMS ($0.130 million); and
–	the decrease of $0.946 million in the 2011‑12 Budget from the 2010‑11 estimated outcome is due mainly to the transfers of the Heritage Unit to SDD ($0.131 million) and the Special Events Unit, Live in Canberra, Tourism and BID to the EDD ($0.948 million) and the re‑profiling of superannuation expenses noted above ($0.058 million), partially offset by the impact of staffing for new initiatives ($0.164 million).
•	supplies and services:
–	the increase of $1.897 million in the 2010‑11 estimated outcome from the original budget is due mainly to the transfer of the Heritage Unit ($0.439 million) and Events ($0.096 million) from TAMS, new Seamless National Economy initiatives ($0.137 million), rollovers from 2009‑10 ($0.933 million), the grossing up of expenses incurred in delivering the GAA’s Program ($0.450 million) and tourism related expenditure incurred in the delivery of the Autumn Event and associated domestic marketing ($0.4 million), and a reallocation from other expenses to more correctly reflect the nature of the impacted expense ($0.140 million).  This is partially offset by the rollover of funding of initiatives from 2010‑11 to 2011‑12 ($0.799 million); and
–	the decrease of $14.552 million in the 2011‑12 Budget from the 2010‑11 estimated outcome is mainly due to the transfers of the Heritage Unit to the SDD ($0.389 million) and the Special Events Unit, Live in Canberra, Tourism and BID to the EDD ($14.662 million), removal of the impact of rollovers from 2009‑10 to 2010‑11 ($0.933 million), savings initiative ($0.215 million), efficiency dividends introduced in the 2010‑11 Budget ($0.507 million), and the cessation of initiatives funded in prior budgets ($1.156 million).  This is partially offset by the impact of new initiatives ($1.769 million), rollovers from 2010‑11 to 2011‑12 ($1.598 million) and revised indexation parameters ($0.096 million).
•	depreciation and amortisation:
–	the increase of $0.405 million in the 2010‑11 estimated outcome from the original budget is mainly due to a revision of the depreciation rates and useful life of assets as part of the 2009‑10 financial statement audit; and
–	the decrease of $0.216 million in the 2011‑12 Budget from the 2010‑11 estimated outcome is due mainly to the transfer of the Special Events Unit, Tourism and BID to the EDD ($0.284 million), partially offset by the higher depreciation resulting from the forecast completion of projects during 2011‑12 ($0.075 million).
•	borrowing costs:  the decrease of $0.019 million in the 2011‑12 Budget from the 2010‑11 estimated outcome is due mainly to the transfer of Tourism and BID, to EDD ($0.014 million).
•	grants and purchased services:  the decrease of $4.225 million in the 2011‑12 Budget from the 2010‑11 estimated outcome is due mainly to the transfer of the Special Events Unit, Live in Canberra, Tourism and BID to the EDD ($4.567 million) and removal of the one‑off impact of Treasurer’s Advance funding provided in 2010‑11 ($0.350 million) and rollovers from 2009‑10 to 2010‑11 ($0.312 million), partially offset by the impact rollovers from 2010‑11 to 2011‑12 ($1.182 million).
•	other expenses:
–	the decrease of $0.144 million in the 2010‑11 estimated outcome from the original budget is due mainly to a reallocation to supplies and services to more correctly reflect the nature of the impacted expense ($0.140 million); and
–	the decrease of $0.389 million in the 2011‑12 Budget from the 2010‑11 estimated outcome is mainly due to the transfer of the BID to the EDD ($0.4 million).
Balance Sheet
•	cash and cash equivalents:  the decrease of $2.790 million in the 2010‑11 estimated outcome from the original budget is due primarily due to a return to a more usual cash balance following a one-off increase included in the original budget, and a forecast decrease in cash and cash equivalents associated with the re‑profiling of superannuation expenses and revised wage parameters mentioned above.
•	receivables:
–	the decrease of $14.120 million in the 2010‑11 estimated outcome from the original budget is due mainly to a revision of Australian Capital Tourism receivables as part of the 2009‑10 financial statement audit; and
–	the decrease of $0.533 million in the 2011‑12 Budget from the 2010‑11 estimated outcome is due to the transfer of Tourism to the EDD.
•	inventories:  the decrease of $0.059 million in the 2011‑12 Budget from the 2010‑11 estimated outcome is due to the transfer of Tourism to the EDD.
•	current and non current capital works in progress:
–	the increase of $0.472 million in the 2010‑11 estimated outcome from the original budget is due to rollover of funding of initiatives from 2009‑10 to 2010-11; and
–	the decrease of $1.860 million in the 2011‑12 Budget from the 2010‑11 estimated outcome reflects the scheduled completion of existing capital works projects ($1.588 million) and a reversal of the one‑off impact of rollovers from 2009‑10 to 2010‑11 ($0.472 million), partially offset by the impact of new funding initiatives ($0.2 million).
•	other current assets:
–	the increase of $0.724 million in the 2011‑12 Budget from the 2010‑11 estimated outcome is mainly due to prepaid expenses relating to Floriade; and
–	the decrease of $1.020 million in the 2011‑12 Budget from the 2010‑11 estimated outcome is due to the transfer of Tourism to the EDD.
•	investments:  the decrease of $0.4 million in the 2011‑12 Budget from the 2010‑11 estimated outcome is due to the transfer of BID investments held in the ACT Film Investment Fund to the EDD.
•	property, plant and equipment:
–	the decrease of $1.853 million in the 2010‑11 estimated outcome from the original budget is due to the impact of asset revaluations undertaken as part of the 2009‑10 financial statement audit ($0.809 million) and the impact of rollovers from 2009‑10 to 2010‑11 ($3.587 million), partially offset by the transfer of the Heritage Unit from TAMS ($1.302 million) and rollovers from 2009‑10 to 2010‑11 ($1.241 million); and
–	the increase of $1.199 million in the 2011‑12 Budget from the 2010‑11 estimated outcome is due mainly to a reversal of the one‑off impact of rollovers from 2009‑10 to 2010‑11 ($3.607 million), the impact of new initiatives ($2.880 million) and the scheduled completion of existing capital works projects ($1.588 million).  This is partially offset by transfers of the Heritage Unit to the SDD ($1.302 million) and the Special Events Unit, Tourism and BID to the EDD ($5.292 million) and the impact of a revision of the depreciation rates and useful life of assets as part of the 2009‑10 financial statement audit ($0.414 million).
•	intangible assets:  the increase of $2.566 million in 2011‑12 Budget from the 2010‑11 estimated outcome is due mainly to the AIMS Replacement initiative ($3.1 million), partially offset by the transfer of the Special Events Unit to the EDD ($0.420 million).
•	payables:
–	the decrease of $1.502 million in the 2010‑11 estimated outcome from the original budget relates to a lower forecast of accrued expenditure for 2010‑11; and
–	the decrease of $1.741 million in the 2011‑12 Budget from the 2010‑11 estimated outcome is due mainly to the transfer of Tourism and BID to the EDD ($1.605 million).
•	current and non current finance leases:  the decrease of $0.085 million in the 2011‑12 Budget from the 2010‑11 estimated outcome is mainly due to the transfer of Tourism to the EDD ($0.109 million).
•	current and non current employee benefits:
–	the increase of $0.660 million in the 2010‑11 estimated outcome from the original budget reflects an on‑cost adjustment to estimated leave liabilities undertaken as part of the 2009‑10 financial statement audit ($0.376 million), and the transfers of the Heritage Unit ($0.268 million) and Events ($0.127 million) from TAMS, partially offset by revised wage parameters ($0.111 million); and
–	the decrease of $1.672 million in the 2011‑12 Budget from the 2010‑11 estimated outcome reflects mainly the transfers of the Heritage Unit to the SDD ($0.290 million) and the Special Events Unit, Live in Canberra, Tourism and BID to the EDD ($1.751 million), partially offset by revised wage parameters ($0.074 million) and estimated employee benefit end of year accruals ($0.273 million).
•	other current liabilities:
–	the increase of $0.364 million in the 2010‑11 estimated outcome from the original budget is due to revenue received in advance relating to Floriade; and
–	the decrease of $0.712 million in the 2011‑12 Budget from the 2010‑11 estimated outcome is due to the transfer of Tourism and BID to the EDD.
•	reserves:
–	the decrease of $2.017 million in the 2010‑11 estimated outcome from the original budget is due to the impact of asset revaluations undertaken as part of the 2009‑10 financial statement audit; and
–	the decrease of $2.552 million in the 2011‑12 Budget from the 2010‑11 estimated outcome is due to the transfer of Tourism to the EDD.
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 Directorate
Statement of Income and Expenses on Behalf of the Territory
  2010-11			  2010-11	   2011-12		  2012-13	    2013-14	  2014-15		
    Budget			Est.Outcome	   Budget	     Var	  Estimate	    Estimate	  Estimate		
    $'000			    $'000	   $'000	      %	    $'000	     $'000	   $'000		
		Income								
		Revenue								
0		Payment for Expenses on behalf of Territory	585	0	-100	0	0	0		
0		Total Revenue	585	0	-100	0	0	0		
		Gains								
0		Total Gains	0	0	-	0	0	0		
0		Total Income	585	0	-100	0	0	0		
		Expenses								
0		Grants and Purchased Services	585	0	-100	0	0	0		
0		Total Ordinary Expenses	585	0	-100	0	0	0		
0		Operating Result	0	0	-	0	0	0		

Chief Minister’s Directorate
Statement of Assets and Liabilities on Behalf of the Territory
    Budget			Est.Outcome	    Planned		   Planned	   Planned	   Planned		
as at 30/6/11			as at 30/6/11	as at 30/6/12	   Var	as at 30/6/13	as at 30/6/14	as at 30/6/15		
   $'000			   $'000	     $'000	    %	    $'000	    $'000	    $'000		
		Non Current Assets								
2,857		Investments	2,352	0	-100	0	0	0		
2,857		Total Non Current Assets	2,352	0	-100	0	0	0		
2,857		TOTAL ASSETS	2,352	0	-100	0	0	0		
2,857		NET ASSETS	2,352	0	-100	0	0	0		
		REPRESENTED BY FUNDS EMPLOYED								
2,857		Accumulated Funds	2,352	0	-100	0	0	0		
2,857		TOTAL FUNDS EMPLOYED	2,352	0	-100	0	0	0		
 
Chief Minister’s Directorate
Budgeted Statement of Cash Flows on Behalf of the Territory
  2010-11			  2010-11	   2011-12		  2012-13	    2013-14	  2014-15		
    Budget			Est.Outcome	   Budget	     Var	  Estimate	    Estimate	  Estimate		
    $'000			    $'000	   $'000	      %	    $'000	     $'000	   $'000		
		CASH FLOWS FROM OPERATING ACTIVITIES								
		Receipts								
0		Cash from Government for EBT	585	0	-100	0	0	0		
0		Operating Receipts	585	0	-100	0	0	0		
		Payments								
0		Grants and Purchased Services	585	0	-100	0	0	0		
0		Operating Payments	585	0	-100	0	0	0		
0		NET CASH INFLOW/ (OUTFLOW) FROM OPERATING ACTIVITIES	0	0	-	0	0	0		
0		NET INCREASE/ (DECREASE) IN CASH HELD	0	0	-	0	0	0		
0		CASH AT BEGINNING OF REPORTING PERIOD	0	0	-	0	0	0		
0		CASH AT THE END OF THE REPORTING PERIOD	0	0	-	0	0	0		

Chief Minister’s Directorate
Statement of Changes in Equity on Behalf of the Territory
    Budget			Est.Outcome	    Planned		   Planned	   Planned	   Planned		
as at 30/6/11			as at 30/6/11	as at 30/6/12	   Var	as at 30/6/13	as at 30/6/14	as at 30/6/15		
   $'000			   $'000	     $'000	    %	    $'000	    $'000	    $'000		
		Opening Equity								
2,857		Opening Accumulated Funds	2,352	2,352	-	0	0	0		
2,857		Balance at the Start of the Reporting Period	2,352	2,352	-	0	0	0		
		Comprehensive Income								
0		Operating Result for the Period	0	0	-	0	0	0		
0		Inc/Dec in Net Assets due to Admin Restructure	0	-2,352	#	0	0	0		
0		Total Transactions Involving Owners Affecting Accumulated Funds	0	-2,352	#	0	0	0		
		Closing Equity								
2,857		Closing Accumulated Funds	2,352	0	-100	0	0	0		
2,857		Balance at the End of the Reporting Period	2,352	0	-100	0	0	0		

Notes to the 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 increase of $0.585 million in the 2010‑11 estimated outcome from the original budget is due to the transfer of Heritage from TAMS, effective 1 July 2010; and
–	the decrease of $0.585 million in the 2011‑12 Budget from the 2010‑11 estimated outcome reflects the transfer of the Heritage Unit to the Sustainable Development Directorate (SDD), effective from 1 July 2011.
Statement of Assets and Liabilities on Behalf of the Territory
•	non current assets:
–	the decrease of $0.505 million in the 2010‑11 estimated outcome from the original budget is due to the flow‑on effect of the 2009‑10 audited outcome, reflecting a revaluation of the value of investment held in the Canberra Business Development Fund (CBDF); and
–	the decrease of $2.352 million in the 2011‑12 Budget from the 2010‑11 estimated outcome is due to the transfer of the value of investment held in the CBDF to the Economic Development Directorate, effective from 1 July 2011.
Budgeted Statement of Cash flows on Behalf of the Territory
Variances in this statement are explained in the notes above.

Government Strategy
Operating Statement
  2010-11			  2010-11	   2011-12		  2012-13	    2013-14	  2014-15		
    Budget			Est.Outcome	   Budget	     Var	  Estimate	    Estimate	  Estimate		
    $'000			    $'000	   $'000	      %	    $'000	     $'000	   $'000		
		Income								
		Revenue								
32,646		Government Payment for Outputs	34,781	37,471	8	41,637	32,772	33,246		
495		User Charges - Non ACT Government	495	0	-100	0	0	0		
76		User Charges - ACT Government	526	450	-14	450	450	450		
50		Other Revenue	207	0	-100	0	0	0		
377		Resources Received Free of Charge	377	386	2	396	406	406		
33,644		Total Revenue	36,386	38,307	5	42,483	33,628	34,102		
		Gains								
0		Total Gains	0	0	-	0	0	0		
33,644		Total Income	36,386	38,307	5	42,483	33,628	34,102		
		Expenses								
13,024		Employee Expenses	13,986	13,474	-4	13,281	12,628	12,783		
1,915		Superannuation Expenses	2,731	2,620	-4	2,587	2,437	2,379		
10,767		Supplies and Services	12,187	14,351	18	18,611	10,362	10,544		
791		Depreciation and Amortisation	1,196	1,210	1	1,877	1,957	1,957		
25		Borrowing Costs	25	25	-	25	25	26		
7,420		Grants and Purchased Services	7,788	7,653	-2	7,732	7,918	8,103		
521		Other Expenses	377	388	3	397	408	417		
34,463		Total Ordinary Expenses	38,290	39,721	4	44,510	35,735	36,209		
-819		Operating Result	-1,904	-1,414	26	-2,027	-2,107	-2,107		

Business and Industry Development
Operating Statement
  2010-11			  2010-11	   2011-12		  2012-13	    2013-14	  2014-15		
    Budget			Est.Outcome	   Budget	     Var	  Estimate	    Estimate	  Estimate		
    $'000			    $'000	   $'000	      %	    $'000	     $'000	   $'000		
		Income								
		Revenue								
9,228		Government Payment for Outputs	8,931	0	-100	0	0	0		
84		User Charges - Non ACT Government	84	0	-100	0	0	0		
0		Other Revenue	150	0	-100	0	0	0		
400		Resources Received Free of Charge	400	0	-100	0	0	0		
9,712		Total Revenue	9,565	0	-100	0	0	0		
		Gains								
0		Total Gains	0	0	-	0	0	0		
9,712		Total Income	9,565	0	-100	0	0	0		
		Expenses								
2,024		Employee Expenses	2,038	0	-100	0	0	0		
255		Superannuation Expenses	340	0	-100	0	0	0		
4,589		Supplies and Services	4,709	0	-100	0	0	0		
4		Depreciation and Amortisation	4	0	-100	0	0	0		
1		Borrowing Costs	1	0	-100	0	0	0		
2,601		Grants and Purchased Services	2,304	0	-100	0	0	0		
400		Other Expenses	400	0	-100	0	0	0		
9,874		Total Ordinary Expenses	9,796	0	-100	0	0	0		
-162		Operating Result	-231	0	-100	0	0	0		

Tourism
Operating Statement
  2010-11			  2010-11	   2011-12		  2012-13	    2013-14	  2014-15		
    Budget			Est.Outcome	   Budget	     Var	  Estimate	    Estimate	  Estimate		
    $'000			    $'000	   $'000	      %	    $'000	     $'000	   $'000		
		Income								
		Revenue								
15,897		Government Payment for Outputs	15,897	0	-100	0	0	0		
1,910		User Charges - Non ACT Government	2,310	0	-100	0	0	0		
17,807		Total Revenue	18,207	0	-100	0	0	0		
		Gains								
0		Total Gains	0	0	-	0	0	0		
17,807		Total Income	18,207	0	-100	0	0	0		
		Expenses								
3,820		Employee Expenses	3,842	0	-100	0	0	0		
557		Superannuation Expenses	495	0	-100	0	0	0		
11,650		Supplies and Services	12,007	0	-100	0	0	0		
226		Depreciation and Amortisation	226	0	-100	0	0	0		
18		Borrowing Costs	18	0	-100	0	0	0		
1,786		Grants and Purchased Services	1,786	0	-100	0	0	0		
18,057		Total Ordinary Expenses	18,374	0	-100	0	0	0		
-250		Operating Result	-167	0	-100	0	0	0		
Notes to the Output Class Statements
Significant variations are as follows:
Government Strategy Total Expenses
•	the increase of $3.827 million in the 2010‑11 estimated outcome from the original budget is mainly due to the rollover of appropriations from 2009‑10 ($1.1 million), funding provided by Treasurer’s Advance ($0.350 million), the transfer of the Heritage Unit ($1.459 million) and Events ($0.195 million) from TAMS, a new Seamless National Economy initiative ($0.157 million), the grossing up of expenses incurred in delivering the GAA’s Program ($0.450 million), and the re‑profiling of superannuation expenses ($0.671 million), partially offset by the rollover of 2010‑11 funding to 2011‑12 ($0.935 million); and
•	the increase of $1.431 million in the 2011‑12 Budget from the 2010‑11 estimated outcome is mainly due to funding for new initiatives and Seamless National Economy ($3.3 million) and rollovers from 2010‑11 to 2011‑12 ($1.870 million), partially offset by the transfer of the Special Events Unit ($2.315 million) and Live in Canberra ($0.256 million) to the EDD, savings initiative ($0.574 million), efficiency dividends introduced in the 2010‑11 Budget ($0.376 million), and removal of the one‑off impact of Treasurer’s Advance funding provided in 2010‑11 ($0.350 million).
Business and Industry Development Total Expenses
•	the decrease of $9.796 million in the 2011‑12 Budget from the 2010‑11 estimated outcome is due to the transfer of Business and Industry Development to the EDD.
Tourism Total Expenses
•	the decrease of $18.374 million in the 2011‑12 Budget from the 2010‑11 estimated outcome is due to the transfer of Australian Capital Tourism to the EDD.