2019–2020 Corporate Plan
This 2019–2020 corporate plan for the Department of Communications and the Arts describes how we provide the environment in which all Australians can access and benefit from communications services, creative experiences and culture.
Download a printable PDF of the 2019–20 Corporate Plan
- Secretary's statement
- Our role and purposes
- How we will achieve our purposes
- What we will do to achieve our purposes
- How we will measure our achievements
- Operating environment
- Performance measures, targets and assessments
- Creativity and culture
- Operating environment
- Performance measures, targets and assessments
- Risk oversight and management
- Capability: our strategic vision, key strategies and plans for achieving our purposes
- Sustainable development goals
- Performance measures: additional information
- Compliance with the Public Governance, Performance and Accountability Rule 2014
I am pleased to present the 2019–20 corporate plan for the Department of Communications and the Arts.
This plan describes how we provide the environment in which all Australians can access and benefit from communications services, creative experiences and culture.
The contribution of this portfolio is fundamental to the wellbeing of our economy and society. Being able to connect with each other, both through communications services and creative and cultural experiences, enriches our social wellbeing.
Our purposes—connectivity, creativity and culture—are interdependent and complementary. We promote an innovative and competitive communications sector so that new services and technologies can provide new ways to access Australia's social, creative and cultural products. Demand for creative and cultural digital content is a significant driver of the changes we're experiencing in communications technology.
It is vital Australia invests in the communications infrastructure that will drive our economy forward, and promote sustainability, competition and growth. The portfolio will support this through regional connectivity programs, the completion of the National Broadband Network (NBN) rollout and delivering effective market settings. We are working with industry to support the evolution of mobile wireless communications technology and further improve connectivity.
A key priority for the coming year is progressing an ambitious reform agenda to protect Australians online. We will do this by:
- clearly articulating expectations of industry
- updating our legislative frameworks so they operate effectively
- fostering an approach to online safety that involves a combined effort between government, industry and society.
Our investment in the creative and cultural sectors includes the national broadcasters and national collecting institutions. The importance and relevance of the arts to our lives is reflected in programs supporting the media and entertainment sector, music, visual arts and craft, performance, books and cultural celebrations. We are particularly proud of our work to support, preserve and celebrate Aboriginal and Torres Strait Islander voices.
Over the next four years, we will have a particular focus on:
- implementing the actions identified by the Taskforce to Combat Terrorist and Extreme Violent Material Online to enhance online safety, under the five key pillars of: prevention; transparency; deterrence; detection and removal; and capacity building
- working with the international community, technology firms, social media platforms and other key bodies, to strengthen the online safety framework
- implementing Keeping our Children Safe Online measures, including the Early Years Online Safety Program and the Online Safety Research Program, and overhauling online safety legislation
- completing the NBN rollout and managing ongoing public investment in the NBN so that it is sustainable and delivers a high-quality broadband experience
- facilitating the introduction of 5G mobile technology
- establishing the Regional Connectivity Program and continuing the Mobile Black Spot Program
- continuing to deliver and implement the Australian Government's reform agenda, including for classification, media, copyright, spectrum, and the new Universal Service Guarantee (USG)
- ensuring the policy and regulatory settings in place reflect the contemporary environment, meet community expectations of consumer experience, public interest protections and public safety, promote investment, and support international competitiveness and the national interest
- encouraging sustainability, diversity and recognition of Australia's cultural and creative sectors for productivity, growth and innovation. This includes supporting Indigenous arts and culture, Australian literature, the performing and visual arts, Australian screen production and the national collecting institutions
- implementing the Australian Music Industry Package, including the Live Music Australia initiative
- renewing the National Arts and Disability Strategy
During 2019–20, we will focus on further building our organisational capability, with a new learning and development strategy, to empower our people to learn, develop and grow. As well, we will refresh our Diversity and Inclusion Strategy 2016–19, to ensure continued relevance for an inclusive workplace.
As we work to implement this plan, we will be guided by our strategic vision:
- to be the pre-eminent national entity for communications policy, planning, investment and research
- to be an effective and accountable leader on telecommunications, broadcasting, classification and digital regulation
- to foster and promote Australian content and creativity domestically and abroad on a variety of platforms
- to have a view on the right outcome
- to be outstanding program managers
- to foster an inclusive, high-performing workplace.
I look forward to working with our portfolio and industry partners throughout 2019–20 and the forward years and note their vital contributions to connectivity, creativity and culture.
Mike Mrdak AO
Our role is to provide an environment in which all Australians can access and benefit from communications services, creative experiences and culture.
Our purposes are:
Our work touches every region and part of the Australian community, underpinning our economy and society and enabling communication and creative industries. We provide an environment in which all Australians can access and benefit from connectivity, creativity and culture through:
Enabling all Australians to connect to effective communications services
We enable investment in infrastructure and support the market to give Australians access to quality communications services, including in rural and remote areas.
We ensure all Australians can benefit from connectivity. Also important are effective community safeguards to inform and protect Australians online. Inclusiveness also means that all Australians have access to, and the opportunity to participate in, diverse creative and cultural experiences.
Our policy settings support economic growth by enabling the communications sector to invest and innovate, compete internationally and meet the needs of consumers and business. We also enable growth for sustainable and innovative creative and cultural sectors.
Protecting and promoting Australian content
Our content and media frameworks provide appropriate consumer information for screen content and support creators, industry and consumers. This assists everyone to access the communications, creative and cultural benefits of Australian content and media.
Developing, protecting and promoting Australian culture
We contribute to creating, preserving and celebrating Australia's arts and culture, including Aboriginal and Torres Strait Islander voices.
We achieve our purposes through delivering:
- Strategic advice and policy development—providing government with the best options and policy advice on issues relating to communications and the arts, including the delivery of services to regional and remote Australia. Our advice is evidence-based and is informed by research, stakeholder consultation and critical analysis of sectoral developments and market trends in both a domestic and international context.
- Effective program and grants management—delivering efficient and effective programs, grants and services to achieve the government's policy outcomes. We adhere to the highest standards of public administration.
- Regulatory management—administering portfolio legislation efficiently and effectively. We review and shape regulatory frameworks and we assist the Minister for Communications, Cyber Safety and the Arts, and the Minister for Regional Services, Decentralisation and Local Government to fulfil their parliamentary obligations.
- Collaborative stakeholder engagement—working with portfolio entities, government stakeholders, international organisations, industry, research institutions and the community to develop innovative advice and ensure that the advice and services the department delivers are effective and meet the needs of the community. We engage proactively with our stakeholders with a clear understanding of their issues and challenges and we value diverse perspectives and ideas.
We undertake activities to provide an environment in which all Australians can access and benefit from connectivity, creativity and culture.
We encourage investment in communications infrastructure to enable a sustainable and competitive sector.
We enable effective broadband transition, and protections and safeguards so that consumers can interact safely in a trusted digital environment.
We implement reform to create a contemporary policy framework and effective market settings to encourage growth and innovation.
We support vibrant, diverse and sustainable content including the news and entertainment sector, well-functioning public broadcasting, and access to uniquely Australian content.
We support a sustainable, innovative and strong creative sector, which celebrates Aboriginal and Torres Strait Islander voices, and preserves, protects and promotes our art and culture.
We recognise that the achievement of our purposes is not solely our responsibility. Industry, consumer bodies and other government entities all have important contributions to make.
In particular, we work closely with our portfolio entities and collaborate with them to achieve our purposes and performance results.
For each purpose we have a small number of performance measures. We will use these to assess our performance in achieving our purposes over the next four years and to prepare our annual performance statements.
Demand for communications is increasing, in an environment of rapid technological change
Connecting to communications services is increasingly necessary for people to participate in our economy, society, education and democracy. Supporting the market to deliver access to effective communications—post, telephone, internet, mobile—has been a constant of Commonwealth policy. In particular, we have a long-standing Telecommunications Universal Service Obligation in place for voice telephone services, and Australia Post has long delivered against community service obligations. However, the expectations of businesses and consumers are changing as technology rapidly evolves and as delivery faces new challenges.
Reflecting the economy's digital transformation, demand for communications goods and services is growing faster than that for other goods and services in the economy. Household appetite for data is forecast to jump from 95 gigabytes a month in 2016 to around 420 gigabytes a month by 2026. (Source: Bureau of Communications and Arts Research, Demand for fixed-line broadband in Australia.)
In this environment, it's critical that we support inclusive access for consumers to quality, affordable communications services, provided over modern infrastructure, technology and digital platforms. Our regulatory settings must maintain a safe digital environment for Australians while also continuing to provide the right incentives to support competition, growth and investment in communications infrastructure. We must continue to remove barriers to investment and innovation and be sufficiently flexible to adapt to rapidly changing market conditions. We will continue to monitor complaints and the enforcement of regulatory measures for insight into the effectiveness of Australia's communications services and consumer experience.
For Australian consumers, audiences are increasingly migrating to online platforms, which offer more choice and flexibility than traditional media. There are a number of report and review processes in relation to media frameworks we will need to respond to in the coming 12 months. These include:
- the government's response to the ACCC Report on the Digital Platforms, which found the benefits that digital platforms have brought to consumers and businesses have not come without costs and consequences
- the outcome of the stakeholder consultation relating to the 'Alston Determination', which excludes live internet streaming services from the definition of a 'broadcast service' under the Broadcasting Services Act 1992;
- the Briggs Review into online safety legislation identifying the need to modernise the schedules of the Broadcasting Services Act that deal with online safety and the role of the Office of the eSafety Commissioner
Improvements to telecommunications are disrupting traditional business models
The National Broadband Network (NBN) is significantly changing the telecommunications market by progressively making fast broadband access available to all Australian premises. After the NBN rollout is completed in 2020, Australia will be the only continent where every household and business can access affordable high-speed broadband services. The minimum peak wholesale download speed will be at least 25 megabits per second (Mbps). This change will give all industries and businesses the opportunity to harness significant productivity benefits, as well as to innovate and develop new products and services. It will also increase the opportunities Australians have to engage digitally and enjoy the social and economic benefits of online services.
Australians are already amongst the world's most prolific users of mobile services and we have a highly competitive, high-quality industry. Our policy and regulatory settings support mobile services availability to more than 99% of our population. Our Mobile Black Spot Program is focused on extending mobile coverage to areas that are not otherwise commercially viable. Increased connectivity and capacity provided through fixed and mobile networks is contributing to the disruption of traditional business models. Disruption is particularly affecting traditional broadcasting activities (including television and radio), models of work, social communication and how Australians experience culture. While these technological advancements benefit Australians, regional Australia is at significant risk of losing local media with newspapers and television both suffering from significant revenue declines.
The digital economy is also having a profound impact on the postal sector. Letters are in significant decline, while the parcels and logistics sectors are transforming and growing rapidly to support ecommerce.
Spectrum is vital to the digital economy
Spectrum is a valuable input to enabling the digital economy, and efficient allocation is essential to move spectrum to its highest value use. Spectrum is essential to a networked economy and is a major contributor to Australia's economic and social wellbeing. The Centre for International Economics estimates the economic value of Australia's spectrum to be $177 billion over 15 years.
The efficient allocation of spectrum will contribute towards the financially sustainable and internationally competitive sector, which is able to innovate and meet the needs of Australian consumers. Policies for efficient allocation will best enable the roll out of 5G services, machine-to-machine communications, the Internet of Things and Smart City applications.
Addressing safety and consumer protection supports social inclusion
Security, safety and consumer protections have also become higher priorities for the communications sector. Addressing online safety priorities protects consumers, including children, from harm (including harmful content) but doing so is not without challenges. Responding to threats requires us to stay one step ahead of rival interests and to coordinate across government activities.
The live-streaming of the Christchurch terror attacks on 15 March 2019 starkly illustrated the need for more proactive measures to prevent the exploitation of digital platforms and the capacity for harmful material to be rapidly propagated online.
After these events, the Australian Government formed the Taskforce to Combat Terrorist and Extreme Violent Material Online. The taskforce was comprised of representatives of industry and government agencies. It provided advice to government on practical, tangible and effective measures and commitments to combat the upload and dissemination of terrorist and extreme violent material online. The taskforce's final consensus report was released in June 2019. It provides recommendations designed to curb the dissemination of terrorist and extreme violent material online. We will be closely monitoring the implementation of these voluntary commitments to assess whether the actions are a sufficient step forward in terms of ensuring the safety of Australians online.
The government has also committed to consolidating and updating regulatory arrangements for online safety in light of changes in the digital environment. This statutory overhaul was recommended by Ms Lynelle Briggs AO in her reviews of the Enhancing Online Safety Act 2015 and the Online Content Scheme (Briggs Review) in late 2018. This will be a key priority for our work over the coming years.
However, we need to look beyond legislation to protect Australians from harmful online experiences. Building resilience within the community and supporting respectful online conduct are essential in tackling the potential for harm online. This will be achieved through a variety of measures, including education, awareness raising, frontline support and research to better understand online safety issues.
Enabling all Australians to connect to effective communication services
Sustainable economic growth
Our creative and cultural sectors enrich the lives of Australians and keep our economy strong
Australia's creative and cultural sectors are already prominent in the economy and their contribution is expected to grow further in coming years. Australian Bureau of Statistics data shows that in 2016–17 cultural and creative activity added approximately $111.7 billion to Australia's Gross Domestic Product (GDP), equivalent to over 6%. The number of people employed in creative occupations has grown rapidly, about double the rate of other occupations between 2011 and 2016. Around 845,000 people were employed in creative or cultural industries and/or occupations in 2016.
Our national cultural institutions play an important role in preserving and providing access to Australia's cultural heritage and developing our diverse creative practitioners, and are vital to Australia's innovation agenda.
The broadcasting sector is also integral to a thriving creative economy. Broadcasters are an important source of quality news journalism, content diversity and Australian content in a converged, digital environment of almost limitless choice and multiple delivery systems. Broadcasters are essential to achieving cultural policy objectives. They are an important means by which Australian audiences find, see and hear quality media content, including Australian content. They are also the connection between the creators of Australian content and a mass audience.
Our focus is on contributing to the broader Australian Government agenda of encouraging productivity, growth, inclusiveness and innovation. We do this through supporting the links between innovation, arts and creativity. This creates a modern regime to enable creators to have the confidence to produce world-quality Australian products. One important way we are promoting creativity, cultural works and economic activity is through an effective copyright framework. The framework aims to strike an appropriate balance between encouraging new innovations while ensuring respect for the creative efforts and economic rights of copyright owners.
Australians are highly engaged with the arts
Creativity and cultural experiences contribute to a cohesive Australian society and are essential to our national identity and prosperity. Approximately 98% of Australians engage with the arts. We promote inclusive access, appropriate protections and the sustainability, diversity and recognition of the sector. This includes:
- regulating classification for screen content
- delivering grant programs which support creative industries, Indigenous arts and culture and Australian literature
- strengthening the Major Performing Arts Framework
- contributing to the National Arts and Disability Strategy
We also recognise the importance of philanthropic funding to the creative and cultural sectors, including corporate sponsorship.
The marketplace for creativity and culture is increasingly global
Australian arts and culture will continue to compete for audiences in an increasingly global marketplace over the next four years. New access pathways are opening up through technological innovation. Australia's collecting institutions continue to adapt in order to take advantage of new technology, while preserving their important collections for future generations. We undertake a range of activities to promote Australia's arts and culture internationally, including our Indigenous arts and culture, performing arts, visual arts and literature.
We support our sectoral institutions and portfolio entities, including the national broadcasters and the national cultural institutions to:
- engage with new audiences in new ways
- increase creative participation
- build creative skills and attract and support new talent
- to be sustainable and internationally renowned
- meet the needs of Australian consumers
Our support to the national elite performing arts training organisations helps to educate and train the next generation of professional performing artists and associated arts workers. Graduates are instrumental in sustaining the financial and cultural success of the national and international entertainment industries.
Australia's local music industry is one of our most important cultural exports, contributing up to $6 billion to our economy each year. We support Australian musicians in expanding into lucrative international markets through the Australian Music Industry Package. The package includes activities to enable Australian businesses to host more Australian live music events featuring home grown artists. It provides new mentoring and development programs to encourage greater representation of women and Indigenous artists in the music industry and boost support provided through the Contemporary Music Touring Program and Sounds Australia to promote Australian artists in emerging markets.
Australian media and culture is diverse and vibrant
The changing digital environment is defined by the wide range of media voices and perspectives available to consumers. This confirms the need for a strong media sector which:
- informs and binds communities through local news
- provides a platform for Australian ideas and stories
- provides employment opportunities
- contributes to our creative sector and economy more broadly
We are adaptive to this changing environment and we are committed to ensuring Australia's culture, including Aboriginal and Torres Strait Islander voices, is preserved and protected for generations to come.
Inclusiveness and access
Developing, protecting and promoting Australian culture
Protecting and promoting Australian content
Our risk management framework
Our risk management framework facilitates a culture that promotes an open and proactive approach to managing risk. Our systems of risk oversight, management and internal controls are in accordance with section 16 of the Public Governance, Performance and Accountability Act 2013 and the Commonwealth Risk Management Policy.
The Secretary has issued a risk statement, which encourages all staff to actively engage with risk. This involves anticipating emerging risks, performing risk assessments, treating risks and making prudent risk-taking decisions when delivering activities. We recognise that informed risk-taking can facilitate smarter, more efficient processes and services.
Our Chief Risk Officer oversees actions to:
- develop and maintain capability in risk management
- effectively and efficiently manage risk
- encourage and build a positive risk culture
We have integrated risk management with our business planning processes and our purposes set the context for risk management. We've sought to ensure that high-priority risks influence business planning, and their treatments are integrated into business plans.
Through business planning and review processes, our Senior Executive provide support to the Secretary in the strategic management of the department's risks, including shared risk. Our Senior Executive also monitor and report on risk to the Audit and Risk, and the Finance, Human Resources and Risk committees. Our framework requires all employees complete basic online risk management training and they are encouraged to undertake Comcover risk training.
We periodically assess our risk culture through employee surveys—we last surveyed staff in November 2017 and we are planning for further surveys over the next four years.
Mitigating our strategic risks
Engaging with our strategic risks is fundamental to providing an environment in which all Australians can access and benefit from communications services, creative experiences and culture. We have identified five strategic risks, which are interrelated and align to our purposes.
|Strategic risk||Mitigating strategies|
We monitor relevant market and sector developments, and provide early advice to government on major risks, opportunities and relevant policy options in response.
We design regulatory and market interventions to be technology neutral, so they do not differentiate between the underlying network or device used to deliver or receive the service or experience.
We have a stakeholder engagement framework which recognises that engaging widely helps us to provide authoritative advice. We actively seek diverse views on portfolio issues and report on these views as required.
In addition, we use existing relationships, forums and other mechanisms to seek feedback on perceptions of the quality of our outreach activities.
Our business planning and budgeting process enables Executive oversight of the delivery of departmental and portfolio activities.
We use agile work practices and deploy taskforces and short-term project teams to bring necessary expertise and resourcing to urgent and strategic priorities. In addition, we:
Our business planning process involves regular environmental and horizon scanning, and emerging strategic issues are discussed in Executive forums.
Refer to the capability section of this plan (below).
Over the four years covered by this Corporate Plan, we will focus on building employee understanding of our new overarching strategic vision and develop a workforce plan to build on our capabilities under our vision:
to be the pre-eminent national entity for communications
|2||to be outstanding program managers|
|3||to be an effective and accountable leader on
telecommunications, broadcasting and digital regulation
|4||to foster, promote and preserve Australian content and creativity
domestically and abroad on a variety of platforms
|5||to have a view on the right outcome|
|6||to foster an inclusive, high-performing workplace|
In 2018–19, we developed a three-year workforce plan to enable us to plan and be prepared for the workforce of the future. We identified four strategies to address our findings:
- build our capacity to meet changing business priorities
- improving our knowledge sharing and retention
- enhancing our management capability
- enhancing our workforce skills and capability
In 2019–20, we will commence implementing our workforce plan. We will continue to identify ways of developing our workforce in line with our learning and development and recruitment and attraction strategies.
Operational plans have been developed that include actions for each division to address workforce gaps. These plans aim to ensure we are able to deliver against environmental pressures and have a workforce with the right mix of people, knowledge, skills and behaviours. These operational plans will be reviewed as part of the division's business plan reviews and progress reported regularly to the Executive.
Learning and Development Strategy
In the first half of 2019–20, we will implement a revised Learning and Development Strategy to respond to the gaps between current and future workforce and risks.
The strategy will emphasise:
- the changing needs of learners
- learning through on-the-job experiences and each other
- upskilling of core public sector skills
- enhancing our subject matter expertise and our contribution to whole-of-government policy
- the role of the manager in supporting learning for their staff
- enabling our people to respond in a rapidly changing environment
The strategy will define a fit-for-purpose model for learning in our department, and identify actions over the next three years to embed the model, enhance our learning culture, and build the current and future workforce capability needs.
Across all levels we will need employees who understand the industries we work with and who meaningfully engage with stakeholders, build trust, credibility and influence outcomes. We will need creative thinkers who collaborate effectively, proactively offer innovative solutions and continually adapt to changes in our environment.
Recruitment and Attraction Strategy
In early 2019–20, we will be implementing a Recruitment and Attraction Strategy to ensure we recruit the right people with the skills and attributes to allow for delivery of our purposes now and into the future. This strategy will recognise the importance of a workforce that is capable, diverse, structured and engaged, and our recruitment processes will ensure sound evidence based decision making combined with value, respect and support for our diverse and inclusive workplace.
The strategy will also enhance coordination, planning and targeting of our resources to maximise effectiveness and value for money in recruitment activities. The aims and objectives of the strategy will evolve and will be reviewed annually to meet our workforce priorities.
Information and communications technology (ICT)
Our current ICT Strategic Plan is for the period 2018 to 2022. It aligns with this corporate plan, our internal business plans, and whole of government strategies (see below) while leveraging advances within the wider technology environment. The ICT strategic plan is built on five core strategic directions:
- Focus on business value
We will focus on creating, building and maintaining business value for the department by prioritising, defining and selecting technology services.
- Leverage data and information
Making information, regardless of source, easy to discover and accessible.
- Prepare for disruption
Selecting and designing IT with the understanding that the functions they support could be reengineered, removed or relocated at any time.
- Deliver efficiently
Delivering better, more innovative and intuitive technology faster and cheaper than ever before.
- Align to whole of government strategies
Aligning to whole of government strategies that exist across a range of IT functions and services.
The United Nations 2030 Agenda for Sustainable Development apply to all nations. To implement the agenda, governments worldwide are expected to:
- take ownership and establish national frameworks for the achievement of 17 identified sustainable development goals
- mobilise their efforts to end all forms of poverty, fight inequalities and tackle climate change
- ensure that no one is left behind
We are a supporting agency for:
- goal 9: Build resilient infrastructure, promote inclusive and sustainable industrialisation and foster innovation
- goal 11: Make cities and human settlements inclusive, safe, resilient and sustainable
In terms of these goals, Australia has long-standing arrangements to provide universal access to telephony, and has encouraged the development and uptake of the internet and high speed broadband. The NBN is on track to provide all Australian premises with access to affordable, high-speed next-generation broadband by 2020. This will provide enhanced connectivity and flow-on benefits for regional and remote areas. In light of the NBN's rollout, the government is developing options for a new Universal Service Guarantee to provide all Australian premises, regardless of location, with access to both voice and broadband services. Initiatives such as the Mobile Black Spot Program and Regional Connectivity Program, are delivering new and improved telecommunications infrastructure and connectivity across Australia. In partnership with industry, state and territory and local governments, these programs focus on areas where commercial investment alone is not sustainable.
Australia is home to diverse cultures. Our vibrant creative and cultural sector contributes to fostering inclusive, safe, resilient and sustainable and innovative cities and human settlements. Creativity is key to innovation, driving sustainability and prosperity. We support a broad range of activities that encourage a sustainable, innovative creative sector and the protection, preservation and promotion of Australian culture.
For each of our performance measures, we've included in the table below the previous results (as reported in 2018–19) and the method we will use to calculate the results in 2019–20.
|Measure (2019–20)||Previous result
|Method to calculate result|
|Enabling all Australians to connect to effective communications services|
||100% in 2018–19||Analysis of reporting from Telstra and Australia Post|
||>99% in 2018–19||Analysis of reporting by mobile network operators|
||New measure||Analysis of program contracts and asset completion reports to compare contracted coverage with delivered coverage across the program|
||86% (which is 9.9 million premises) at 30 June 2019 (including 95% in regional areas)
(In the 2018–19 Portfolio Budget Statements, the measure was for the percentage of premises. In 2019–20, we will instead measure the number of premises, to align with how NBN Co will measure its results.)
|Analysis of NBN Co rollout reporting|
||Not applicable—First results expected in 2020||From 2020–21, analysis of NBN Co reporting|
||Positive results achieved in 2018–19||Analysis of reporting from the Telecommunications Industry Ombudsman and the ACMA on telecommunications complaints and reporting form the Postal Industry Ombudsman|
||Price changes for typical mobile and fixed bundles over 2018–19 showed positive results for most Australians||Analysis of reporting from the ACCC and of results from affordability indexes tracked in our Bureau of Communications and the Arts Research, based on Household, Income and Labour Dynamics in Australia (HILDA) data|
||We maintained the impact of our programs in 2018–19||Analysis of National Relay Service provider reporting; analysis of ACMA reporting on compliance by free-to-air television broadcasters on captioning compliance.|
||Positive results achieved in 2018–19||Analysis of reporting by the ACMA on illegal offshore gambling websites; breaches of rules for gambling promotions during live sporting events; data from the Office of the eSafety Commissioner; and results from the National eSafety Survey|
|Sustainable economic growth|
||56% in 2018–19||Analysis of NBN Co reporting|
||Positive results achieved in 2018–19||Analysis of results achieved|
||$766 billion in 2016–17||Analysis of ABS data by our Bureau of Communications and the Arts Research|
||50.7% in 2017–18||Analysis of ABS data by our Bureau of Communications and the Arts Research|
||Calculation of 2018–19 result not final at time of corporate plan publication
The 2017–18 result was $1.906 billion
|Analysis of financial statements (audited by the ANAO)|
||Our oversight was
effective in 2018–19
|Analysis of oversight actions required and performed for each entity|
||We delivered 13 of 17 program 1.1 administered items on time and on budget in 2018–19||For each administered item, analysis and comparison between projected and actual milestones and budget|
Creativity and culture
|Measure||2018–19 result||Method to calculate result|
|Inclusiveness and access|
||Analysis of reporting from the national cultural institutions|
||We achieved positive results in 2018–19||Analysis of regional grant program roll-out; analysis of advance of the National Arts and Disability Strategy|
||Analysis of ABS data by our Bureau of Communications and the Arts Research|
||Analysis of ABS data by our Bureau of Communications and the Arts Research; analysis of reporting by ROCO-listed organisations|
|Developing, protecting and promoting Australian culture|
||1056 in 2018||Analysis of reporting by the arts training organisations|
||We achieved positive results in 2018–19||Analysis of a range of resources on Indigenous visual arts, Indigenous languages, Indigenous repatriation and international cultural engagement|
|Protecting and promoting Australian content|
||We achieved positive results in 2018–19||Analysis of reporting on decisions by the Classification Board and the Classification Review Board; analysis of ACMA reporting on content compliance; analysis of reporting by copyright collecting societies and Australian Copyright Council; analysis of data from the annual Consumer Survey on Online Copyright Infringement.|
||We achieved positive results in 2018–19||Analysis of reporting by the ACMA on media audiences, advertising trends and broadcasting complaints, and reporting by ABC and SBS on audience metrics|
||Calculation of 2018–19 result not final at time of corporate plan publication
The 2017–18 result was $676.7 million
|Analysis of financial statements (audited by the ANAO)|
||Our oversight was effective in 2018–19||Analysis of oversight actions required and performed for each entity|
||We delivered all program 2.1 administered items on time and on budget in 2018–19, indicating efficient delivery||For each administered item, analysis and comparison between projected and actual milestones and budget|
|Item||Topic||Matters to be included||Included in|
a statement that the plan is prepared for section 35(1)(b) of the Act
|2||Purposes||The purposes of the entity||Our role and purposes|
|3||Environment||The environment in which the entity will operate for each reporting period covered by the plan||Operating environment|
For each reporting period covered by the plan, a summary of:
how the entity will achieve the entity's purposes
how any subsidiary of the entity will contribute to achieving the entity's purposes*
how the entity's performance will be measured and assessed in achieving the entity's purposes, including any measures, targets and assessments that will be used to measure and assess the entity's performance for the purposes of preparing the entity's annual performance statements
|How we will measure our achievement|
|5||Capability||The key strategies and plans that the entity will implement in each reporting period covered by the plan to achieve the entity's purposes||Capability: our strategic vision, key strategies and plans for achieving our purposes|
|6||Risk oversight and management||A summary of the risk oversight and management systems of the entity for each reporting period covered by the plan (including any measures that will be implemented to ensure compliance with the finance law).||Risk oversight and management|
Go to beginning of webpage