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COMMS & ARTS 2019–20 Corporate Plan
Copyright © Commonwealth of Australia 2019 The material in this Corporate Plan is licensed under a Creative Commons Attribution—4.0 International licence, with the exception of: ›› the Commonwealth Coat of Arms ›› this department’s logo ›› any third party material ›› any material protected by a trademark ›› any images and/or photographs More information on this CC BY licence is set out as follows: ›› Creative Commons website— www.creativecommons.org ›› Attribution 4.0 international (CC by 4.0)—www.creativecommons.org/licenses/by/4.0 Enquiries about this licence and any use of this discussion paper can be sent to: copyright@communications.gov.au Third party copyright The department has made all reasonable efforts to clearly identify material where the copyright is owned by a third party. Permission may need to be obtained from third parties to re-use their material. Attribution The CC BY licence is a standard form licence agreement that allows you to copy and redistribute the material in any medium or format, as well as remix, transform, and build upon the material, on the condition that you provide a link to the licence, you indicate if changes were made, and you attribute the material as follows: Licensed from the Commonwealth of Australia under a Creative Commons Attribution 4.0 International licence. Enquiries about the use of any material in this publication can be sent to: copyright@communications.gov.au Using the Commonwealth Coat of Arms Guidelines for using the Commonwealth Coat of Arms are available from the Department of the Prime Minister and Cabinet website at www.pmc.gov.au/government/its-honour The Department of Communications and the Arts 2019–20 Corporate Plan is prepared for section 35(1)(b) of the Public Governance, Performance and Accountability Act 2013, for the 2019–20 reporting period. It covers the period from 2019–20 to 2022–23.
Contents
Secretary’s statement Creativity and culture
Page 1 Page 25
Operating environment
Our role and purposes Page 25
Performance meaures, targets
Page 4 and assessments
Page 29
How we will achieve
our purposes Risk oversight and
C O M M S & A R T S 2019–20 Corporate Plan
management
Page 5
Page 39
What we will do to
achieve our purposes Capability
Page 6 Page 41
How we will measure Sustainable development
our achievements goals
Page 10 Page 44
Connectivity Performance measures
Page 11 Page 45
Operating environment
Page 11 Compliance with the
Performance meaures, targets Public Governance,
and assessments Performance and
Page 15 Accountability Rule 2014
Page 52
1
Secretary’s
statement
I am pleased to present the 2019–20 corporate
plan for the Department of Communications
and the Arts.
C O M M S & A R T S 2019–20 Corporate Plan
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.
1Our 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.
C O M M S & A R T S 2019–20 Corporate Plan
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
2›› 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
C O M M S & A R T S 2019–20 Corporate Plan
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
Secretary
3Our role and purposes
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:
Connectivity
C O M M S & A R T S 2019–20 Corporate Plan
Enabling all Australians to connect to effective communications
services and technologies, for inclusiveness and sustainable
economic growth
Creativity and culture
Supporting inclusiveness and growth in Australia’s creative sector,
and protecting and promoting Australian content and culture
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.
Inclusiveness
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.
4Economic growth
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.
C O M M S & A R T S 2019–20 Corporate Plan
How we will achieve our purposes
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.
5What we will do to achieve
our purposes
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.
Infrastructure
C O M M S & A R T S 2019–20 Corporate Plan
Internet Radio Television Phone
›› Delivering broadband policy, including on the NBN, and the operation,
performance and governance of NBN Co Limited (NBN Co)
›› Developing and implementing telecommunications policy and programs in
regional and remote Australia, including the Mobile Black Spot Program,
Regional Connectivity Program and regional broadcasting
We enable effective broadband transition, and protections and safeguards so that
consumers can interact safely in a trusted digital environment.
Consumers
Internet Phone Triple zero
›› Working with industry and regulators on the effective migration of services
to the NBN, service continuity and measures to support a positive NBN
consumer experience
6Consumers
›› Ensuring access to voice services through the Universal Service Obligation
(USO) and, going forward, to voice and broadband services through
development of the Universal Service Guarantee (USG)
›› Modernising consumer safeguards
›› Supporting accessibility of services, including for those with disability
›› Managing delivery of key contracts for the USO, the National Relay Service
and Triple Zero
We implement reform to create a contemporary policy framework and effective
market settings to encourage growth and innovation.
Markets
C O M M S & A R T S 2019–20 Corporate Plan
Spectrum Internet Post Emerging
technologies
›› Modernising telecommunications market structures for fixed line and mobile
markets, investment and competition
›› Advising on infrastructure deployment, privacy, security and resilience
›› Advising on modernisation and sustainability of the postal industry,
including the international postal sector
›› Overseeing governance and performance of the Australian
Communications and Media Authority (ACMA) and Australia Post
›› Advising on spectrum and radiocommunication allocation, management
and reform, and lead international spectrum policy
›› Developing policy options for emerging technologies and issues, including
smart cities, 5G, internet of things, and satellite developments
›› Promoting multi-stakeholder internet governance, which underpins an
open, free and secure internet
7We support vibrant, diverse and sustainable content including the news and
entertainment sector, well-functioning public broadcasting, and access to uniquely
Australian content.
Content
Television Internet Platforms Phone
›› Regulating Australian content (including drama, children’s, local and sport)
across TV, radio, film, computer games, streaming, online and social media
›› Modernising Australia’s copyright laws
›› Advising on media laws, regulation, and sustainability and diversity of the
media sector, including newspapers and the Regional and small Publishers
C O M M S & A R T S 2019–20 Corporate Plan
Jobs and Innovation Package
›› Developing policy options for competition, national and community
broadcasting
›› Working with our national broadcasters — the ABC and SBS — to deliver
on their charters
›› Supporting the Classification Board and Classification Review Board
identify opportunities to reform the National Classification Scheme
›› Advising on digital platforms and online safety, including setting
expectations for digital industry, regulation of harmful content, addressing
regulatory imbalance, research, coordination and capacity building.
›› 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.
8We 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.
Arts
Regional arts Indigenous arts International Year Cultural
and languages of Indigenous heritage
Languages
C O M M S & A R T S 2019–20 Corporate Plan
Museums, Screen Literature Visual arts
libraries and
galleries
›› Promoting access and participation, including through regional and
community arts, including Regional Arts Fund, Festivals Australia
›› Supporting the revitalisation of Aboriginal and Torres Strait Islander
languages through the Indigenous Languages and Arts program and the
International Year of Indigenous Languages 2019
›› Advising on the arts disability strategy
›› Overseeing the national collecting institutions
›› Investing in collections and cultural heritage, including through touring and
outreach assistance programs, the Indigenous Repatriation program
›› Protecting movable cultural heritage
›› Supporting creative industries, including Australia’s screen and
contemporary music industries
›› Delivering the lending rights programs and the Prime Minister’s Literary
Awards
›› Advising on copyright policy that supports creators and innovators
›› Delivering the Resale Royalty Scheme, Indigenous Visual Arts Industry
Support program and Artbank
›› Advising on Indigenous visual arts, including ensuring authenticity, and
preventing ‘fake art’
9How we will measure
our achievements
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.
C O M M S & A R T S 2019–20 Corporate Plan
10Connectivity
Enabling all Australians to connect to effective
communications services and technologies, for
inclusiveness and sustainable economic growth
Operating environment
Demand for communications is increasing, in an environment of rapid
C O M M S & A R T S 2019–20 Corporate Plan
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. 1
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.
1 Source: Bureau of Communications and Arts Research, Demand for fixed-line broadband in Australia
11For 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 Australian Competition and Consumer
Commission (ACCC) Digital Platforms Inquiry — Final Report, 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
C O M M S & A R T S 2019–20 Corporate Plan
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 highspeed 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, highquality 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.
12Spectrum 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, machinetomachine 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
C O M M S & A R T S 2019–20 Corporate Plan
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.
13The 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.
C O M M S & A R T S 2019–20 Corporate Plan
14Performance measures,
targets and assessments
Enabling all Australians to connect to Target and measurement timeframe
effective communications services
Measure 2019–20 Forward years
(2020–21 to 2022–23)
We have budgeted $1.080 billion from 2019–20 to 2022–23 to pay for
1. Percentage of Universal 100% in 100% in forward years
the Universal Service Obligation, ensuring all Australians, wherever they
Service Obligation targets met 2019–20
live or work, have reasonable access to voice-only standard telephone
by Telstra and Community
services and payphones. Australia Post’s community service obligations
Service Obligations met by
are set in legislation and include guarantees for letter services that meet
Australia Post
the social, industrial and commercial needs of our country. We oversee
C O M M S & A R T S 2019–20 Corporate Plan
C O M M S & A R T S 2019–20 Corporate Plan
Australia Post as one of our portfolio entities Consumers Markets
Our budget includes $380 million in funding from 2015–16 to 2022–23 2. Percentage of population with Maintain This measure is being
to deliver the Mobile Black Spot Program and $60 million from 2019–20 access to mobile coverage ≥99% in replaced from 2020–21
to 2020–21 for the Regional Connectivity Program. These programs will Markets
2019–20 with measure 3. The new
improve connectivity in regional and remote Australia. measure is more closely
aligned with the success
of the Mobile Black Spot
Program itself
3. Amount of new and improved ≥ 95% of total Forward targets to be
mobile coverage delivered in contracted confirmed, subject to
regional areas under the Mobile (predictive) outcomes of competitive
Black Spot Program coverage is grants processes for
Infrastructure
delivered rounds 5 and 6 of the
program
NBN Co is rolling out high-speed broadband services across Australia. 4. Premises with high speed NBN 11.5 million NBN rollout will be
We oversee NBN Co as one of our portfolio entities, and manage ongoing broadband access premises complete. For measures
Government investment in the company. Infrastructure
ready to related to broadband in
connect by 2020–21 beyond, see
30 June 2020 measures 5 and 10
15 16Enabling all Australians to connect to effective Target and measurement timeframe
communications services
Measure 2019–20 Forward years
(2020–21 to 2022–23)
Requiring minimum broadband speeds to be available to all Australian
WWW
5. Minimum fixed broadband No target Target for premises served
premises maximises opportunities for consumers and businesses to
download speeds available (first result through NBN Co: When
benefit from internet and digital services.
to Australian premises expected late completed in June 2020, the
2020) NBN is expected to offer at
Consumers Markets
least 25 megabits per second
(Mbps) peak wholesale
speeds to every premises,
and at least 50 Mbps peak
wholesale speeds to 90%
of premises in the fixed line
footprint, except for premises
C O M M S & A R T S 2019–20 Corporate Plan
C O M M S & A R T S 2019–20 Corporate Plan
still in the co-existence
period.
Target for premises served
through other Statutory
Infrastructure Providers
(SIPs): SIPS to provide
a minimum standard of
broadband (including at least
25 Mbps peak wholesale
speeds) to every premises
in Australia on reasonable
request from a retail provider.
Complaints data gives valuable insight into the effectiveness of 6. Assessment of Reporting Reporting in forward years
Australia’s postal and telecommunications services and the consumer telecommunications and in 2019–20 continues to show positive
experience. postal services complaints shows positive results
data results
Consumers Markets
17 18Inclusiveness Target and measurement timeframe
Measure 2019–20 Forward years
(2020–21 to 2022–23)
Communications services are increasingly essential for accessing
7. Assessment of affordability of Affordability Continue to maintain or
information, employment, markets and key services; and demand in
telecommunications services is maintained increase affordability
recent years has grown rapidly.
(mobile and fixed) on offer or increased over time
We work with the ACCC to support competitive communications markets in 2019–20
Consumers
that can also deliver affordable services, including for vulnerable groups.
Our work to improve connectivity for people with disability includes 8. Impact of our programs on Impact Continue to maintain
managing the contract for delivery of the National Relay Service improving connectivity for maintained or or increase impact
which helps deaf, hearing and/or speech-impaired people to make and people with disability increased in over time
receive phone calls. We also conduct research and community focussed 2019–20
Consumers
C O M M S & A R T S 2019–20 Corporate Plan
C O M M S & A R T S 2019–20 Corporate Plan
initiatives aimed at increasing knowledge and awareness of accessible
communications services.
We also set policy for captioning regulation for broadcasting services and
are developing options for the implementation of audio description for
people who are blind or vision impaired.
Our work to improve digital safety includes advising on a range of online 9. Assessment of the effectiveness Reporting in Reporting in 2019–20
safety and online gambling policy issues, administering the Enhancing of the digital safety regulatory forward years shows positive results
Online Safety Act 2015 and the Interactive Gambling Act 2001, and framework continues to
providing policy oversight of the eSafety Commissioner. Content
show positive
results
Our regulatory interventions are complemented by a research program
to build the evidence base to help us understand online safety challenges
and improve government interventions.
19 20Sustainable economic growth Target and measurement timeframe
Measure 2019–20 Forward years
(2020–21 to 2022–23)
A large number of premises will become ready to connect to NBN in
10. Percentage of ready to >56% at 30 Increase take-up in
2019–20. Through take-up, consumers are unlocking the economic
connect premises in fixed line June 2020 forward years, to ≥73%
benefits of the NBN.
areas that have taken up an by 31 December 2021
NBN service
Infrastructure
We represent Australia at meetings of the Universal Postal Union (UPU), 11. Assessment of the Positive Positive results achieved
the International Telecommunications Union (ITU) and the Internet effectiveness of the results in forward years
Corporation for Assigned Names and Numbers (ICANN). department’s international achieved in
›› The UPU sets rules for international mail engagement on post, 2019–20
C O M M S & A R T S 2019–20 Corporate Plan
C O M M S & A R T S 2019–20 Corporate Plan
spectrum, telecommunications,
›› the ITU is responsible for information and communication technologies,
and internet governance
including allocating global radio spectrum
outcomes
›› ICANN plays an important role in managing and coordinating the
policies, standards, and infrastructure that underpin the internet. Markets
The work we do through these forums is integral to Australia’s communications
framework, particularly to staying competitive in a global market
The communications sector is a critical enabler of economic activity. 12 GDP contribution enabled by ≥$766b in Maintain or increase
Although its direct contribution to the economy and employment is the communications sector 2017–18 GDP contribution
relatively small, the sector exerts a substantial influence on other sectors Markets 2017–18 data is
over time
as an enabler of economic activity and progress. expected to be
the most current
This measure demonstrates whether we are providing an environment
available
with the right policy and regulatory settings to support the sector to enable for 2019–20
economic growth and benefit Australia’s economy. reporting
Our policy settings need to encourage confidence in the communications 13. Investment as a proportion of >33% in >33% in forward years
sector, to enable businesses and industry to invest in and build critical output in the communications 2018–19
communications infrastructure. sector* 2018–19 data is
Markets expected to be
Investment is key to unlocking economic growth as technologies continue
the most current
to develop and improve, including with the introduction of 5G mobile
* Output in the communications sector’ refers available
technology and the delivery of other new communications infrastructure to the value added by the Information, Media for 2019–20
and Telecommunications Industry (as defined reporting
under the Australian and New Zealand Industry
classification). The value added refers to the
total value of goods and services produced by an
industry, after deducting the cost of goods and
services used in the process of production
21 22Inclusiveness Target and measurement timeframe
Measure 2019–20 Forward years
(2020–21 to 2022–23)
Communications services are increasingly essential for accessing
7. Assessment of affordability of Affordability Continue to maintain or
information, employment, markets and key services; and demand in
telecommunications services is maintained increase affordability
recent years has grown rapidly.
(mobile and fixed) on offer or increased over time
We work with the ACCC to support competitive communications markets in 2019–20
Consumers
that can also deliver affordable services, including for vulnerable groups.
Our work to improve connectivity for people with disability includes 8. Impact of our programs on Impact Continue to maintain
managing the contract for delivery of the National Relay Service improving connectivity for maintained or or increase impact
which helps deaf, hearing and/or speech-impaired people to make and people with disability increased in over time
receive phone calls. We also conduct research and community focussed 2019–20
Consumers
C O M M S & A R T S 2019–20 Corporate Plan
C O M M S & A R T S 2019–20 Corporate Plan
initiatives aimed at increasing knowledge and awareness of accessible
communications services.
We also set policy for captioning regulation for broadcasting services and
are developing options for the implementation of audio description for
people who are blind or vision impaired.
Our work to improve digital safety includes advising on a range of online 9. Assessment of the effectiveness Reporting Reporting in forward
safety and online gambling policy issues, administering the Enhancing of the digital safety regulatory in 2019–20 years continues to show
Online Safety Act 2015 and the Interactive Gambling Act 2001, and framework shows positive positive results
providing policy oversight of the eSafety Commissioner. Content
results
Our regulatory interventions are complemented by a research program
to build the evidence base to help us understand online safety challenges
and improve government interventions.
19 20Creativity and culture
Supporting inclusiveness and growth in Australia’s creative
sector, and protecting and promoting Australian content
and culture
Operating environment
Our creative and cultural sectors enrich the lives of Australians and
C O M M S & A R T S 2019–20 Corporate Plan
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.
25Our 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:
C O M M S & A R T S 2019–20 Corporate Plan
›› 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.
26We 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
C O M M S & A R T S 2019–20 Corporate Plan
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.
2728
C O M M S & A R T S 2019–20 Corporate PlanPerformance measures,
targets and assessments
Inclusiveness and access Target and measurement timeframe
Measure 2019–20 Forward years
(2020–21 to 2022–23)
We have budgeted $2.318 billion from 2019–20 to 2022–23 for
17. Engagement with To maintain Maintain engagement in
Australia’s national cultural institutions.*
the national cultural or increase forward years
These institutions directly promote inclusive access to Australia’s institutions, indicated 2019–20
rich cultural and creative heritage and develop our diverse creative through: results
practitioners. compared
(a) number of in-person
C O M M S & A R T S 2019–20 Corporate Plan
C O M M S & A R T S 2019–20 Corporate Plan
to annual
visits to engage with
averages
national collecting
since 2012–13
institutions (including on-
(when the
and off-site visits*)
engagement
(b) percentage of objects indicators
in national collections were
accessible online established):
(c) number of web visits (a) ≥9.7 million
to the national cultural visits
institutions
(b) ≥7.0%
Arts
(c) ≥43.6
* Off-site visits include visits to travelling
million visits
* Budget figures for national cultural institutions include $62 million for the Museum of Australian and outreach programs/supported events/
Democracy at Old Parliament House (MoAD). There are plans for MoAD to move from our portfolio exhibitions (including viewing artworks
to Prime Minister and Cabinet in the first half of 2019–20 and cultural objects loaned from collecting
institutions).
Our programs to support inclusiveness across Australia’s regional 18. Assessment of the Positive Positive results achieved in
areas include the Regional Arts Fund, Festivals Australia and Visions impact of our activities to results forward years
of Australia. support inclusion of: achieved in
2019–20
We are a partner in the National Arts and Disability Strategy. Through (a) regional, rural and
the strategy, we work to facilitate access and participation to the arts remote Australians
by people with disability.
(b) people with disability
Arts
29 30Growth Target and measurement timeframe
Measure 2019–20 Forward years
(2020–21 to 2022–23)
In reporting on GDP and employment for the creative and cultural sectors,
19. GDP contribution by the In 2017–18: GDP contribution continues
we include activities connected with the arts, media, heritage, design,
creative and cultural to grow in forward years
fashion, and information technology. (a) ≥$111.713
sectors, including:
billion
Between 2008–09 and 2016–17, cultural and creative activity in Australia
(a) overall contribution
grew to $111.713 billion, an increase of $25.757 billion or 30%. (b) ≥$9.707
(b) contribution of billion
This measure demonstrates whether we are providing an environment
broadcasting, electronic
which adequately supports the cultural and creative sectors to enable (c) ≥$148
or digital media and film
economic growth and benefit Australia’s economy. million
(c) contribution of 2017–18 data is
music composition and expected to be
publishing
C O M M S & A R T S 2019–20 Corporate Plan
C O M M S & A R T S 2019–20 Corporate Plan
the most current
available
Arts
for 2019–20
reporting
Philanthropy and corporate sponsorship play an essential role in the 20. Philanthropic funding to In 2018–19: Philanthropic funding
sustainability of Australia’s creative and cultural sectors. This measure the creative and cultural continues to grow in
(a) ≥$319
provides insight into the level of funding provided through these avenues. sectors, including: forward years
million
(a) estimated private
(b) ≥$100
sector support to the arts
million
(b) to organisations on 2018–19 data is
the Register of Cultural expected to be
Organisations* the most current
available
Arts Content
for 2019–20
reporting
* The Register of Cultural Organisations
is a list of organisations that can receive
tax deductible gifts (Public art galleries,
museums and libraries are generally not
included on the register because they are
approved by the Australian Taxation Office
under another deductible gift recipient
category).
31 32Developing, protecting and promoting Australian Target and measurement timeframe
culture
Measure 2019–20 Forward years
(2020–21 to 2022–23)
With our support, the national elite performing arts training
21. Number of students ≥800 in 2019 ≥800 in forward years
organisations provide Australia’s most talented performing artists
successfully completing
with the opportunity to excel in their chosen fields, and support the
courses at national elite
development of vibrant performance industries.
performing arts training
We have budgeted $93.1 million from 2019–20 to 2022–23 to support organisations
the seven national elite performing arts training organisations:
Arts
›› Australian Ballet School
›› Australian National Academy of Music
›› Australian Youth Orchestra
›› Flying Fruit Fly Circus
C O M M S & A R T S 2019–20 Corporate Plan
C O M M S & A R T S 2019–20 Corporate Plan
›› National Aboriginal and Islander Skills Development Association
(NAISDA) Dance College
›› National Institute of Circus Arts
›› National Institute of Dramatic Art
Our programs to support, preserve and celebrate Indigenous languages, 22. Assessment of the Positive Positive results achieved
arts and culture are the Indigenous Languages and Arts program, impact of our activities results in forward years
the Indigenous Visual Arts Industry Support program, and Indigenous on supporting, preserving achieved in
repatriation. and celebrating: 2019–20
We support Australian creativity and cultural engagement internationally (a) Indigenous
in a variety of ways, including through cultural exchanges, work with languages, arts and
the national collecting institutes, and work to support the Australian film culture
industry.
(b) Australian creativity
and cultural engagement
internationally
Arts
33 34Protecting and promoting Australian content Target and measurement timeframe
Measure 2019–20 Forward years
(2020–21 to 2022–23)
Our content regulatory framework for classification, Australian content
23. Assessment of the Reporting Reporting in forward years
and copyright is integral to supporting growth and inclusiveness in
effectiveness of the in 2019–20 continues to show positive
Australia’s creative sector and to protecting and promoting Australian
content regulatory shows positive results
content.
framework for results
classification, Australian
content and copyright
Content
We regularly review the media regulatory framework, including to ensure 24. Assessment of whether Reporting Reporting in forward years
an appropriate balance between supporting industry sustainability and the media regulatory in 2019–20 continues to show positive
C O M M S & A R T S 2019–20 Corporate Plan
C O M M S & A R T S 2019–20 Corporate Plan
providing protections for the Australian community. framework is fit for shows positive results
purpose results
Content
35 36Efficiency Target and measurement timeframe
Measure 2019–20 Forward years
(2020–21 to 2022–23)
Budget figures are forecast in the Portfolio Budget Statements (PBS) and,
25. Expenses for arts and cultural 2019–20 Expenses in forward
if required, updated in the Mid Year Economic and Fiscal Outlook (MYEFO)
development (program 2.1) expenses are years are within 5% of
and Portfolio Additional Estimates Statements (PAES).
within 5% published budget figures
Funds to the national broadcasters (the Australian Broadcasting of published
Corporation and the Special Broadcasting Services Corporation) are paid budget figures
under program 1.1 (measure 13, connectivity purpose) but the work of the
broadcasters is also relevant to achieving this purpose.
The operation of our portfolio entities is vital to achieving our purpose 26. Assessment of the Effective in Effective in
efficiently. We determine whether we are providing effective oversight of effectiveness of the 2019–20 forward years
C O M M S & A R T S 2019–20 Corporate Plan
C O M M S & A R T S 2019–20 Corporate Plan
our portfolio entities by assessing whether we have undertaken activities department’s oversight of arts
appropriate to each entity. Our oversight activities focus on: and cultural portfolio entities
›› entity corporate planning and annual reporting Arts
›› Budget and operational funding
›› advising our Minister on governance arrangements, including Board
appointments
›› operational policy settings
The efficient delivery of our administered items is important to ensuring 27. Assessment of whether Administered Administered items
we remain sustainable over time. program 2.1 administered items are continue to be delivered
items are delivered efficiently delivered on time and on budget,
on time and indicating efficient
Arts
on budget delivery
in 2019–20,
indicating
efficient
delivery
37 38Risk oversight and
management
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.
C O M M S & A R T S 2019–20 Corporate Plan
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.
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