About the Department of Foreign Affairs and Trade

Australian Government
Skip to content

Travel

 

Annual Report 1995-96

INTRODUCTION

Portfolio and Corporate Overview

The portfolio operates under the direction of two Ministers with separate but related responsibilities for Foreign Affairs and Trade. The two Ministers are assisted by two Parliamentary Secretaries. Following the March 1996 election, the new Government abolished the position of Minister for Development Cooperation and Pacific Island Affairs.

The portfolio comprises eight programs administered by the Department of Foreign Affairs and Trade, the Australian Safeguards Office (ASO), the Australian Agency for International Development (AusAID), the Australian Centre for International Agricultural Research (ACIAR), the Australian Trade Commission (Austrade) and the Australian Secret Intelligence Service (ASIS).

This was the third full year of operation with the current program structure, which has two major objectives:

The portfolio comprises the following programs:

1.

International relations, trade and business liaison, containing the sub-programs:
 

1.1 - interests in North Asia
 

1.2 - interests in South and South-East Asia
 

1.3 - interests in Americas and Europe
 

1.4 - interests in South Pacific, Africa and Middle East
 

1.5 - multilateral trade policy and negotiations
 

1.6 - trade strategy development and business liaison
 

1.7 - global issues
 

1.8 - international legal interests; and
 

1.9 - information and cultural relations.
 

2.

Passport and consular services, containing the sub-programs:
 

2.1 - passport services, and

 

2.2 - consular services.
 

3.

Services for other agencies, containing the sub-programs:
 

3.1 - services to parliament, the media and the public
 

3.2 - services to foreign representatives in Australia, and

 

3.3 - services to Australian Government agencies overseas.
 

4.

Secure government communications and security services, containing the sub-programs:
 

4.1 - Australian Diplomatic Communications Network (ADCNET), and

 

4.2 - security services.
 

5.

Executive and DFAT corporate services, containing the sub-programs
 

5.1 - executive direction, and

 

5.2 - DFAT corporate services.
 

6.

Development cooperation
 

7.

Austrade
 

8.

Australian Secret Intelligence Service

Activities under programs one to five, administered by the Department of Foreign Affairs and Trade, and program six, administered by the Australian Agency for International Development (AusAID) are covered in this report. AusAID is an autonomous body within the Department.

Also within Program 6 is the Australian Centre for International Agricultural Research (ACIAR), a statutory body administered by its own board of management. A policy advisory council advises the board and the Minister for Foreign Affairs on policy direction for the centre. ACIAR produces its own annual report, which is presented to the Parliament.

Program 7 is administered by the Australian Trade Commission (Austrade). As a statutory body, Austrade also produces its own annual report, which is presented to the Parliament.

Program 8 covers the Australian Secret Intelligence Service (ASIS), which is responsible to and under the control of the Minister for Foreign Affairs. ASIS's capacity to serve Australia's national interest continues to depend on its activities being fully protected by secrecy. The Government therefore adheres strictly to the practice of not providing details of ASIS activities.

The Australian Safeguards Office (ASO), headed by the Director of Safeguards, a statutory officer appointed under the Nuclear Non-Proliferation (Safeguards) Act 1987, is responsible to the Minister for Foreign Affairs. The ASO's principal functions include administration of the Safeguards Act, administering the operation of Australia's bilateral safeguards agreements, contributing to International Atomic Energy Agency safeguards and advising the Government on nuclear non-proliferation and safeguards matters. The ASO produces its own annual report, which is presented to the Parliament. Its activities are also summarised under sub-program 1.7.

The Chemical Weapons Convention Office (CWCO) was formally established in February 1995 to provide the national focal point for the implementation of the convention banning chemical weapons, when this has entered into force. The CWCO is managed in conjunction with the Australian Safeguards Office. The Director of Safeguards is also Director of the CWCO.

The Government decided to phase out the activities of the Market Australia Unit, established in 1994 to enhance international perceptions of Australia's capacities in sophisticated goods and services, and the unit ceased operations in June 1996. Its activities are covered under sub-program 1.9.

Various cultural bodies associated with the Department develop contacts between Australia and other countries. They are the Australia-Japan Foundation, the Australia-China Council, the Australia-New Zealand Foundation, the Australia-Indonesia Institute, the Australia-France Foundation, the Australia-Korea Foundation and the Australia-India Council.

Several advisory bodies address specific issues in the portfolio. These include the Editorial Advisory Board, which advises on the publication of historical documents, the National Consultative Committee on Peace and Disarmament, which is the medium for the exchange of views between government and the community on peace, disarmament and arms control issues, and the Advisory Council on Aid Policy, a forum for consultation on aid issues between AusAID and voluntary aid organisations.

Several bodies advise the portfolio's Ministers on trade issues. Currently, these are the Trade Policy Advisory Council, a wide range of other consultative arrangements with the private sector, and a series of joint trade committees or similar bodies handling trade issues between Australia and individual countries.

The International Context

Summary

Major trends in international relations in 1995-96 included

Important economic and trade developments included the growing influence of market-based economic policies, reflected particularly in continuing market driven reform in many economies; the changing relativities of economic strength (despite the stronger economic performance of the United States and other industrialised economies than in previous years); the consolidation of the World Trade Organisation; and a continuing interest in regional economic integration.

As well, the international community made progress on issues of global concern, such as economic and trade reform, nuclear testing, disarmament and the environment.

There were also positive developments in some long-standing international disputes, including the situation in the former Yugoslavia and the Middle East Peace Process, although there were also setbacks in 1995-96. Balanced against these generally positive developments, conflicts in Afghanistan, Sri Lanka and Somalia, and internal political problems in countries such as Burma evaded practical solutions.

The Asia and Pacific Region

Asia and the Pacific continued to grow in importance in world affairs. This reflected the changing economic relativities as growth rates in most East Asian economies were significantly higher than in Europe and North America. It also reflected a greater determination by Asian countries to have their political and economic achievements recognised.

Relations with Asian countries, especially China and Japan, were prominent issues for the United States, which remained the pre-eminent power in world affairs. US foreign policy during the year continued to be subject to a variety of different pressures with domestic economic preoccupations still influential. This trend was strengthened as campaigning began for the November 1996 Presidential and Congressional elections. The US achieved a number of foreign policy successes, for example in shifting to a more positive US relationship with Japan, signalling its clear interests during the tensions in the Taiwan Strait, brokering of the Dayton Peace Accords on Bosnia, the continuation of economic integration processes with the countries of Latin America and consistent efforts to maintain progress in the Middle East Peace Process.

For Japan, the fiftieth anniversary of the end of the Second World War and managing ties between Japan and the United States were key issues. On 15 August 1995, then Japanese Prime Minister Murayama released a conciliatory statement marking the anniversary of the end of the war in the Pacific. President Clinton's visit to Japan in April 1996 was a considerable success in terms of putting trade and other difficulties between the two countries into perspective and emphasising the very close security and economic relations which exist between the United States and Japan. Sluggish economic performance stimulated significant domestic debate on economic reform in Japan during the latter half of 1995. Socialist Prime Minister Murayama resigned at the end of 1995, to be replaced by Ryutaro Hashimoto of the Liberal Democratic Party and a new LDP-led coalition ministry.

China's presence on the regional and global stage continued to grow. China increased its regional cooperation on both security issues through its membership of the ASEAN Regional Forum (ARF) and economic issues through active participation in APEC. There was significant tension between China and Taiwan during 1995 and 1996, particularly in the lead up to Taiwan's presidential elections in March 1996. China continued sometimes difficult negotiations with Britain over modalities for the return of Hong Kong in 1997. It had differences with a range of countries over human rights issues and sovereignty issues in relation to the South China Sea. Its performance on human rights and adherence to international trade rules periodically attracted international attention, although many countries also continued to intensify their policies designed to encourage their constructive engagement with China.

The countries of East Asia took further steps towards greater regional cooperation with the first Asia-Europe Leader's Summit, which was held in Bangkok on 1 and 2 March 1996. Regional security cooperation in the East Asian region continued to expand. The Association of South East Asian Nations Regional Forum (ARF) met for the second time in Bandar Seri Begawan on 1 August 1995. A significant addition to regional security arrangements was the Agreement on Maintaining Security (AMS), which was concluded between Australia and Indonesia on 18 December 1995.

In South East Asia there were important developments in Vietnam's international relations. In July 1995 the USA announced that relations with Vietnam would be normalised. In the same month, Vietnam joined ASEAN and, at its July meeting, ASEAN in turn announced that Burma, Cambodia and Laos were expected to join the organisation by the year 2000. The Triennial ASEAN Leaders Summit, held in Bangkok between 14 and 15 December 1995, was the first ASEAN meeting to include the heads of government of Vietnam, Cambodia, Laos and Burma (the latter three as observers). A major outcome of the meeting was the signature of the South East Asia Nuclear Weapons Free Zone (SEANFWZ) Treaty.

The countries of ASEAN continued their impressive economic performances, with Malaysia, Thailand, Singapore and Indonesia continuing to record high growth rates. The economic performance of Vietnam and the Philippines continued to improve whilst Laos and Cambodia took further positive steps towards economic integration with their regional neighbours. To some degree the generally prosperous regional economic environment served to emphasise the economic interdependence of regional countries and contributed to the relatively benign security environment in the region. Sources of tension, however, remained and included the South China Sea, East Timor and Burma.

Events in South Asia were dominated by positive developments in India, where progress toward economic and trade reform stimulated a more positive economic performance. India is the world's largest democracy and national elections in May 1996 eventually resulted in the formation of a United Front government, led by Prime Minister H.D. Deve Gowda. The new government undertook to continue the reform program. Communal, civil and territorial disputes, however, detracted from the generally positive dynamics of the region. The Sri Lankan government made some headway in the civil war, though tensions continued. There was civil unrest in Bangladesh, India and Pakistan, with relations between India and Pakistan remaining strained throughout the period.

Developments in the South Pacific were dominated by French nuclear testing and tentative moves across the region towards better economic management. The regional dispute with France arising from French nuclear testing had a positive postscript on 25 March 1996 when the United States, the United Kingdom and France signed the protocols to the South Pacific Nuclear Weapons Free Zone (SPNFZ) Treaty. Accession by the three nuclear powers completed the accession of declared Nuclear Weapons States, Russia and China having acceded to the treaty protocols in 1986 and 1987 respectively.

Economic management was an important issue for Papua New Guinea and the small island states of the South Pacific. In PNG, the IMF, the World Bank and other international donors signed on to financial stabilisation and economic recovery programs in July - August 1995 after protracted negotiations. Progress on implementing those programs remained under close review during 1995-96. Bougainville remained a significant security issue. After months of inconclusive talks with Bougainville separatists and ceasefire breaches, the PNG government announced the lifting of the cease-fire and, later, its intention to launch a major military offensive on Bougainville.

Major Developments outside the Asia and Pacific Region

While the European Union moved cautiously towards closer political and economic integration, there were also differences on political issues such as the speed and reach of EU expansion, economic policy issues such as currency, management of "mad-cow" disease, and foreign policy issues such as Bosnia and French nuclear testing. Such differences slowed the process of treaty revision begun by the Intergovernmental Conference which opened in Turin in March 1996. Relations between the European Union and the United States were put on a new footing by the signing in December 1995 of the "Transatlantic Agenda," covering political, security, and trade cooperation. The North Atlantic Council meeting in Berlin in June 1996 agreed to establish a European Security and Defence Identity for the use of separable but not separate NATO military capabilities in operations led by the Western European Union.

While there were indications that the Russian economy was beginning to arrest the decline that had set in since the collapse of the Soviet Union, the process of economic reform was overshadowed by elections, first to the Parliament, and then for the Presidency. Despite support for the Yeltsin government from the United States and Western governments, tensions between Russia and the West were apparent, especially in relation to the issue of NATO expansion. Russia sought to balance its foreign policy preoccupations with the West by seeking to develop closer relations with other members of the Commonwealth of Independent States (CIS), and the major powers to its east, notably China and Japan. Conflict continued in Chechnya.

Western military action against the Bosnian Serb Army, including air strikes, combined with the effect of economic sanctions against their ally, the rump Yugoslav Republic, proved decisive in pressuring the Bosnian Serb Leadership to reach a negotiated settlement with the Croats and Muslims in Bosnia. Fighting in the former Yugoslavia was halted at the end of 1995 by the agreement of the warring ethnic factions in Bosnia to the Dayton Peace Accords. The deployment of a multinational peacekeeping force under Dayton proved successful in implementing the military aspects of the settlement.

Positive developments in the Middle East tended to be overshadowed by growing uncertainty about the prospects for the peace process there. On 28 September 1995, Israel and the PLO signed an interim agreement on the extension of autonomy in the West Bank. The agreement paved the way for the holding of Palestinian elections in January 1996, won by Yasser Arafat, and the formal commencement of final status talks to cover, among other topics, refugees, Israeli settlements in the occupied territories and possibly the status of Jerusalem. Movement toward peace suffered a series of setbacks, however, after the assassination of Israeli Prime Minister Yitzhak Rabin in November 1995. The fallout of Rabin's assassination, together with a deterioration in the security situation in Israel and Lebanon, were significant factors in the narrow electoral victory of Likud Party Leader, Benjamin Netanyahu in Israeli prime ministerial elections in June 1996. Israel's military actions against Hezbollah in Lebanon appeared to weaken the support of Arab countries for the peace process.

Elsewhere in the Middle East, Iraq took a further step toward compliance with UN Security Council resolutions when, on 20 May 1996, it accepted UN Security Council Resolution 986. This was the third "oil-for-food" resolution offered by the UN to Iraq to soften the effects of economic sanctions which have been in place since August 1990.

The International Economic Environment

Strong growth in global trade in intermediate goods and services and in the volume of capital flows, as well as increased demand for foreign investment capital, characterised a generally positive global economic environment. World economic outcomes were influenced by stronger economic performance by the United States and other key industrialised economies, and continued strong economic growth in many developing economies, particularly in the Asian region.

The performance of developing countries has however, been highly differentiated. Increasingly, private capital flows to developing countries are becoming the fuel driving development. It is clear that development success is closely tied to developing countries adopting appropriate domestic policies and creating an environment that encourages private sources of finance.

Though not universally embraced, a major international trend was renewed pressure for further world trade liberalisation and economic reform. A series of international trade meetings and conferences explored the potential for advancing issues on the multilateral trade agenda (such as trade in services and the scope for further reform of world agricultural trade). These meetings had as their focus the first Ministerial Conference of the WTO, to be held in Singapore in December 1996. Another focus was the need for the multilateral trading system to keep pace with regional trade liberalisation efforts.

The transition from the General Agreement on Tariffs and Trade (GATT) to the World Trade Organisation (WTO) continued through 1995 and into 1996, with work focusing on the implementation of the Uruguay Round agreements and the continuation of negotiations in areas which were not completed when the Uruguay Round concluded. The Cairns Group, at their June meeting in Cartagena, Colombia, adopted the "Cartagena Compact" to work together for a renewed multilateral commitment to agricultural trade liberalisation. The OECD sponsored the commencement of negotiations on a multilateral agreement on investment in September 1995. One significant outcome of the May 1996 UNCTAD ministerial meeting was that UNCTAD moved more into step with other multilateral economic organisations, such as the WTO and the OECD.

APEC member economies made further concrete progress towards economic and trade liberalisation as a result of APEC meetings in 1995 and 1996. At the APEC Leaders meeting on 19 November 1995, Leaders re-affirmed their commitment to the Bogor declaration targets for achieving free and open trade and investment across all sectors by 2010 (for industrialised economies) and 2020 (for developing economies). Leaders agreed that each APEC economy would prepare an Individual Action Plan (IAP) to be submitted to the 1996 Ministerial Meeting in the Philippines for assessment. In May 1996, all APEC member economies tabled draft IAPs at the second in a series of APEC Senior Officials Meeting for 1996, which was held in Cebu, the Philippines.

At their Summit in Bangkok in December 1995 ASEAN leaders confirmed the trade liberalisation decisions in relation to the ASEAN Free Trade Area (AFTA) and the Common Effective Preferential Tariff Scheme (CEPT) agreements.

Global Cooperation

The United Nations celebrated its fiftieth anniversary in October 1995. This prompted a focus on the role of the United Nations and increased attention on issues related to its performance. The dominant theme of United Nations General Assembly (UNGA) 50 was reform and revitalisation of the UN, though significant scepticism was evident about the UN's ability to improve its performance. Human rights remained a matter of significant UN concern and debate, particularly as a result of the genocide in Rwanda, other crises in Africa, and mounting evidence of mass murder and other gross abuses of human rights in the former Yugoslavia, particularly Bosnia. The fourth UN conference on women was held in Beijing from 4 to 15 September 1995, and issued a Platform for Action (PFA) covering a wide range of issues affecting women. Environmental issues remained high on the international agenda, with attention focused on efforts to negotiate the Framework Convention on Climate Change.

Disarmament and non-proliferation issues were also prominent on the international agenda, with French and Chinese nuclear tests attracting great public attention. Negotiations continued in the Conference on Disarmament (CD) on the Comprehensive Test Ban Treaty (CTBT). The CD concluded its session on 28 June 1996, with the CTBT close to a final text. Other significant issues included the continuing work of the Korean Peninsula Energy Development Organisation (KEDO) with North Korea, continuing problems associated with UN inspections of Iraq's alleged nuclear, chemical and biological warfare facilities, the return to Russia of the nuclear arsenal of the former Soviet Union, and the tragic consequences for civilians in many parts of the world of uncleared military ordinance, particularly land mines.

Major Management Matters

Corporate Plan

The Department's management focus was guided by its Corporate Plan (at Appendix 12), developed to cover the 1994-96 triennium. The Corporate Plan includes descriptions of the operating environment and the values and culture of the Department. A new Corporate Plan will be developed for the 1997-1999 triennium.

Resource Management

During 1995-96 the complexity of the portfolio's operations continued to place significant demands on management and support services for Central Office in Canberra, offices in state capitals and 86 overseas missions where DFAT is represented, and for the operations of other departments and agencies overseas. The Department's capacity to meet these demands was severely tested by a continuing decline in its financial resources. As part of service-wide reductions, DFAT's running costs were cut by 2 per cent (in addition to the normal 1 per cent efficiency dividend) in the 1995-96 budget. In order to meet these budget reductions and to ensure funding of new priority activities, the Senior Executive decided to reallocate funding in the second half of 1995, requiring a significant reduction in the budgets of some divisions and posts.

Following the March 1996 elections, the Department was tasked to prepare for a further 2 per cent reduction in running costs in 1996-97 (in addition to the normal 1 per cent efficiency dividend), as well as for a number of other possible cuts and the implementation of several initiatives foreshadowed by the new Government. These exigencies led to decisions by the Senior Executive to reduce further the staffing levels at a number of overseas posts to terminate programs such as Market Australia and the Trade and Investment Promotion Service, to restructure the way in which public affairs activities are pursued in Australia and overseas, and to expand significantly the Department's program of voluntary staff retirements. Through close management of its devolved running costs budgets and notably by deferring some essential expenditure until 1996-97, the Department maintained expenditure within its 1995-96 appropriation in spite of the particular pressures to assist with funding the fitout of the R G Casey Building and on its human and financial resources.

The R G Casey Building

A major challenge for the Department has been the preparation for the move to new premises. The final fitout of the R G Casey building is on schedule for handover to the Domestic Property Group of the Department of Administrative Services by the Head Contractor (John Holland Construction and Engineering Pty Ltd) by the contract completion date of 27 August 1996. Allowing a short period for the correction of defects, it is expected that the Department will take possession of the building in time for the planned commencement of its relocation on 6 September and completion on 4 November 1996. The project is on course for completion within the contracted time and within the contracted budgets.

Information Technology

Another source of pressure on the Department's resources during the year was the continuing development of the Australian Diplomatic Communications Network (ADCNET) and the Non National Secure (NNS) network linking all overseas posts and state offices with headquarters. More than 1,400 ADCNET terminals in Australia and at 63 overseas missions had been connected to a Wide Area Network by 30 June 1996. Installation of the NNS network continued with connection of 15 new overseas sites. Internet E-mail is available to all NNS users and the provision of World Wide Web access is being implemented to ensure the widest distribution of information about the portfolio and its programs.

Staff Development

In spite of the pressure on its financial resources, the Department gave priority to investing in its staff through training and professional skills development. The main objectives of staff development programs were derived from the DFAT Corporate Plan, the APS Human Resource Management Framework, and individual training section plans. These objectives lay behind the stated strategy in the 1995-96 portfolio budget statement, which was "to provide a flexible and motivated workforce through relevant training, including enhanced leadership and management training". Overall funding for training accordingly remained at a similar high level to the previous year. The Department continued to give strong emphasis to management training, through such courses as the leadership and management course for Senior Executive Service (SES) officers, and a continued high level of management training for other officers. It became a condition of overseas posting to have undertaken a management course within the past five years, and emphasis on equipping officers with necessary financial, accounting and compliance skills remained high.

The staff performance appraisal system includes a formal strategy for development for each officer, as part of six-monthly performance appraisal discussions between officers and supervisors. Data derived from this process was a useful tool in assessing departmental training needs, assisted by the trial of a new HRD software package.

The high priority given to equipping our overseas missions with necessary skills was given effect through a comprehensive program of pre-posting training, continued supplementation of posts' training funds for locally engaged staff, and a series of post-specific overseas management workshops.

In recognition of the growing importance of the role of locally employed staff at overseas posts, a Locally Engaged Staff Section was established in Corporate Services Division in May 1996.

Overseas Representation

In light of the improved security situation in the Lebanon and in line with the Government's policy of maintaining an active Australian diplomatic presence in the Middle East the Australian Embassy in Beirut was re-opened in July 1995. In addition, on 1 May 1996 the Department assumed responsibility from Austrade for managing the Consulate-General in Guangzhou.

Inquiries and Reviews

A major review of the portfolio's overseas representation was undertaken by a team of officers from DFAT and Austrade and completed in early 1996. Following the change of government in March 1996, it is expected that the White Paper on Foreign and Trade Policy to be prepared during the latter half of 1996 will draw on the work done for the review.

The Australian National Audit Office (ANAO) completed the first year of a two year performance audit program of the Department with publication of a report on the management of small and medium-sized posts. The Department and Austrade have responded in detail to the report and have set out a program for implementation of the recommendations.

An internal review of the structure of the Department's Corporate Services Division and Consular, Programs and Security Division was undertaken in the first half of 1996. Reflecting the difficult budgetary environment facing the Department, the review was designed to identify improvements to the efficiency and effectiveness of the management of departmental resources and delivery of corporate services and to the delivery of consular and passport services to the Australian public. Recommendations from the review were expected to be submitted to the Senior Executive early in the 1996-97 financial year. In response to the incoming Government's commitment to a high standard of consular advice and assistance to Australians overseas, in May 1996 the Department established a Consular Response Group drawing on resources within the Consular, Programs and Security Division.

Shortly after his appointment as Minister for Foreign Affairs, Mr Downer announced the establishment of a formal inquiry into alleged paedophile activity by officers within the portfolio. That inquiry is due to report in November 1996. The Department has established a small unit to act as a liaison point between it and the Inquiry. DFAT also contributed to the implementation of recommendations of the Commission of Inquiry into the Australian Secret Intelligence Service (ASIS).

Continuous Improvement Program

In recognition of the importance of developing more efficient and cost effective ways of operating, the Department maintained its support for the continuous improvement program begun in 1993. In June 1995 a review team commenced work on reducing the amount of time and resources devoted to the Department's administrative processes. The team has made a number of improvements including the abolition of some processes and the streamlining of others. Its work is on-going. Management and development of staff has been the other important focus of the continuous improvement program. A comprehensive review of the Department's personnel policies and practices by an external consultant contributed to the formulation of a draft Personnel Strategy during the year. This will provide the Department with a comprehensive and integrated set of personnel management guidelines.

Social Justice and Equity

The Department's new Equal Employment Opportunity (EEO) Program for 1995-98 was formally approved by the Public Service and Merit Protection Commission in November 1995. The Program covers all Australia-based staff and all locally-engaged staff at overseas posts. It was prepared under new guidelines issued by the then Public Service Commission with the emphasis on outcomes rather than processes, clear accountability structures, incorporation of EEO into mainstream management policy and practice and the principle of continuous improvement.

The Program seeks in particular to address the principal issues identified in the Department's comprehensive review of its 1991-94 EEO Program, including the need to increase the recruitment, retention and career progression of officers from an Aboriginal and Torres Strait Islander background, to identify more opportunities for people with disabilities, increase the numbers of officers from a first-generation non-English speaking background in the senior levels of the Department and increase the representation of women in the Senior Executive Service. The new Program provides quantitative indicators against which the Department's performance in terms of these four EEO groups can be assessed.

As a practical step towards keeping EEO issues integrated into the mainstream of the Department's day-to-day operation, EEO implementation reports are now more closely linked to the Department's formal annual evaluation of posts, divisions and offices in state capitals, with performance measured more explicitly against EEO sub-program objectives and performance indicators.

Access and Equity

The Department of Foreign Affairs and Trade has developed a series of briefing kits for Australians who are preparing to live, work and do business overseas. The series, called Connections, combines the experience and knowledge of professionals who have served in Australian diplomatic missions with that of business people and others who have special interests in living and working abroad. Originally begun as an in-house project for training Foreign Affairs and Trade officers about to leave on posting, the Connections project has been developed to meet the needs of Australian businesses as well. Accordingly, the Department now seeks to include business representatives and others with special interests to participate with officers from the portfolio (Foreign Affairs and Trade, AUSAID & AUSTRADE) on each Connections panel. In their recorded discussion of reactions between Australians and people of the country concerned, Connections panels reflect a range of professional and personal experiences across a broad and practical range of cross-cultural issues. Each Connections kit contains a reference booklet and two hour-long audio tapes of the panel discussion. Connections kits address DFAT training needs and are also sold for $45 as a practical tool for Australian exporters who want to establish a presence in a new market. The Connections series helps to develop knowledge about and sensitivity to the many distinct cultural environments in which today's professionals operate. Connections kits provide advice on vital questions such as Forms of Address, Etiquette, Doing Business, Developing Contacts, the Roles of Men and Women and many more practical tips to help make first encounters abroad more productive. The kits are available on China, India, Indonesia, Korea, Malaysia, Papua New Guinea, the Philippines, Thailand and Vietnam.

Staff in State and Passport Offices, especially those providing direct service to clients, received training in cross-cultural awareness, Aboriginal and Torres Strait Islander cultures and issues and Access and Equity. Each State Office has a nominated Access and Equity contact officer who attends Network meetings, gathers and provides statistics on Access and Equity issues and dispenses relevant information within their workplace.

FINANCIAL AND STAFFING RESOURCES SUMMARIES

Program 1.

International Relations, Trade and Business Liaison

 

1994-95

 1995-96

1995-96
 

Actual

 Budget & AEs(a)

Actual
 

$'000

 $'000

$'000

BUDGETARY (CASH) BASIS

Components of appropriations

Running costs (RC)

268,976

 316,496

277,216

Other program costs (excluding RC)

136,328

 137,956

101,256

Total appropriations

405,305

 454,452

378,472

Less adjustments

21,415

 34,076

31,564

Total outlays

383,890

 420,376

346,908

ACCRUAL BASIS

Net cost of service delivery(c)

308,904

 n.a.

293,701

Other program costs (excl. service delivery)

139,030

 n.a.

104,536

Total costs

447,934

 n.a.

398,237

Program revenues

11,536

 n.a.

7,329
       

Total (allocated) assets

61,879

 n.a.

61,397

Total (allocated) liabilities

90,336

 n.a.

92,380

STAFFING

Staff years (actual)

2,498

 2,438

2,458

Program 2.

Passport and Consular Services

 

1994-95

 1995-96

1995-96
 

Actual

 Budget & AEs(a)

Actual
 

$'000

 $'000

$'000

BUDGETARY (CASH) BASIS

Components of appropriations

Running costs (RC)

48,190

 49,228

46,921

Other program costs (excluding RC)

163

 225

89

Total appropriations

48,353

 49,452

47,010

Less adjustments

1,569

 1,666

2,277

Total outlays

46,783

 47,787

44,734

Total revenue(b)

59,643

 59,996

61,661

ACCRUAL BASIS

Net cost of service delivery(c)

46,132

 n.a.

47,701

Other program costs (excl. service delivery)

217

 n.a.

90

Total costs

46,349

 n.a.

47,791

Program revenues

60,295

  

61,481

Total (allocated) assets

9,493

 n.a.

10,678

Total (allocated) liabilities

12,066

 n.a.

12,730

STAFFING

Staff years (actual)

428

 443

391

Program 3.

Services for Other Agencies

 

1994-95

 1995-96

1995-96
 

Actual

 Budget & AEs(a)

Actual
 

$'000

 $'000

$'000

BUDGETARY (CASH) BASIS

Components of appropriations

Running costs (RC)

49,830

 36,186

53,362

Other program costs (excluding RC)

0

 0

0

Total appropriations

49,830

 36,186

53,362

Less adjustments

11,486

 10,454

11,525

Total outlays

38,345

 25,732

41,837

ACCRUAL BASIS

Net cost of service delivery(c)

43,190

 n.a.

55,694

Other program costs (excl. service delivery)

0

 n.a.

0

Total costs

43,190

 n.a.

55,694

Program revenues

2,519

 n.a.

356

Total (allocated) assets

5,213

 n.a.

5,053

Total (allocated) liabilities

6,628

 n.a.

7,010

STAFFING

Staff years (actual)

571

 498

573

Program 4.

Secure Government Communications and Security Services

 

1994-95

 1995-96

1995-96
 

Actual

 Budget & AEs(a)

Actual
 

$'000

 $'000

$'000

BUDGETARY (CASH) BASIS

Components of appropriations

Running costs (RC)

29,198

 25,558

27,119

Other program costs (excluding RC)

22,302

 19,866

19,689

Total appropriations

51,499

 45,424

46,808

Less adjustments

16

 0

1,370

Total outlays

51,483

 45,424

45,439

ACCRUAL BASIS

Net cost of service delivery(c)

54,605

 n.a.

40,013

Other program costs (excl. service delivery)

6,960

 n.a.

8,076

Total costs

61,565

 n.a.

48,089

Program revenues

815

 n.a.

177

Total (allocated) assets

25,497

 n.a.

25,462

Total (allocated) liabilities

7,701

 n.a.

7,866

STAFFING

Staff years (actual)

290

 249

245

Program 5.

Executive and DFAT Corporate Services

 

1994-95

 1995-96

1995-96
 

Actual

 Budget & AEs(a)

Actual
 

$'000

 $'000

$'000

BUDGETARY (CASH) BASIS

Components of appropriations

Running costs (RC)

61,714

 49,737

51,410

Other program costs (excluding RC)

507

 6,032

3,960

Total appropriations

62,221

 55,769

55,370

Less adjustments

67

 3,843

2,291

Total outlays

62,155

 51,926

53,079

ACCRUAL BASIS

Net cost of service delivery(c)

56,950

 n.a.

51,801

Other program costs (excl. service delivery)

0

 n.a.

0

Total costs

56,950

 n.a.

51,801

Program revenues

1,171

 n.a.

308

Total (allocated) assets

5,849

 n.a.

6,063

Total (allocated) liabilities

7,591

 n.a.

7,813

STAFFING

Staff years (actual)

383

 350

342

*Program 6

Development Cooperation (AusAID)

 

1994-95

 1995-96

1995-96
 

Actual

 Budget & AEs(a)

Actual
 

$'000

 $'000

$'000

BUDGETARY (CASH) BASIS

Components of appropriations

Running costs (RC)

45,600

 57,147

56,873

Other program costs (excluding RC)

1,355,939

 1,434,775

1,426,914

Total appropriations

1,401,539

 1,491,922

1,483,787

Less adjustments

3,066

 0

1,709

Total outlays

1,398,473

 1,491,922

1,482,078

ACCRUAL BASIS

Net cost of service delivery(c)

49,125

 n.a.

54,863

Other program costs (excl. service delivery)

997,927

 n.a.

1,056,147

Total costs

1,047,052

 n.a.

1,111,010

Program revenues

7,011

  

5,994

Total (allocated) assets

163,387

 n.a.

173,867

Total (allocated) liabilities

1,671,138

 n.a.

1,398,046

STAFFING

Staff years (actual)

558

 576

568

*Excludes sub-program 6.4 Australian Center for International Agricultural Research (ACIAR) as a separate annual report is produced for this sub-program.

Financial and Staffing Resources Summary (All Programs)

 

1994-95

 1995-96

1995-96
 

Actual

 Budget & AEs(a)

Actual
 

$'000

 $'000

$'000

Budgetary (cash) basis

Components of appropriations

Running costs (RC)

503,510

 534,351

512,901

Other program costs (excluding RC)

1,515,239

 1,598,854

1,551,908

Total appropriations

2,018,749

 2,133,205

2,064,809

Less adjustments

37,619

 50,039

50,736

Total outlays

1,981,130

 2,083,166

2,014,073

Total revenue(b)

59,643

 59,996

61,661

ACCRUAL BASIS

Net cost of service delivery(c)

558,906

 n.a.

543,773

Other program costs (excl. service delivery)

1,144,134

 n.a.

1,540,5261

Total costs

1,703,040

 n.a.

2,084,299

Program revenues

83,347

 n.a.

75,7812

Total (allocated) assets

271,318

 n.a.

475,8553

Total (allocated) liabilities

1,795,460

 n.a.

1,525,845

STAFFING

Staff years

4,728

 4,554

4,577

(a) 1995-96 Budget figures amended to include Additional Estimates and other revisions consistent with the estimates of the 1995-96 financial outcome published in Budget Paper No 1: "Budget Statements 1996-97"

(b) See Budget Paper 1 for a description of items included in revenue

(c) Includes "revenue from independent sources" as shown in the Statement of Program expenses and revenues

1 Includes $371,677,000 relating to Austrade expenditure not recorded on an individual program summary

2 Includes $136,000 relating to Austrade miscellaneous revenue not recorded on an individual program summary

3 Includes $193,335,000 relating to Austrade investments not recorded on an individual program summary