Statement of financial performance

Financial results

AFMA reported a deficit of $0.6 million for the 2015–16 financial year, well within the approved operating loss of $2.2 million for the year. AFMA’s total departmental expenditure was $38.3 million against budget expenditure of $39.9 million or $1.6 million lower than budget. Expenditure on employee benefits was some $3.3 million lower, reflecting lower average staffing levels and the later implementation of the enterprise agreement. Supplier expenditure was $1.4 million higher than budget mainly resulting from higher expenditure for contractors and consultants.

The increased expenditure on outsourced expertise mainly reflects increased expenditure associated with the roll-out of the electronic monitoring programme during the year and for additional temporary and contract staff. Depreciation and amortisation expenditure was $0.3 million higher than budget due to the reassessment of asset useful lives and depreciation rates earlier in the year. AFMA’s approved operating loss was increased to reflect the changes.

AFMA’s administered expenditure was $2.1 million, relating to the caretaking and disposal of illegal foreign fishing vessels. This was some $0.2 million lower than the previous year. However, there was considerable interception activity in the latter part of the year.

Financial planning improvements

AFMA has an ongoing focus on cost-effective delivery of its activities and strives to ensure the most efficient and effective allocation of resources in the delivery of its activities. During 2015–16 AFMA reviewed its budget and planning processes to ensure a stronger alignment of AFMA’s resources to priorities identified in the corporate plan and annual operational plan consequently enabling a more efficient and effective allocation of resources.

We applied a revised activity based costing methodology and AFMA’s planning and budgeting tools were augmented to better integrate the organisation’s planning, budgeting and reporting processes.

Key improvements include:

  • Internal budgets and section plans were integrated into a single system-generated template with final agreed budgets automatically populating into section templates.
  • Section plans provide a clear outline of section-level resources (staffing levels and other key cost categories) which are then allocated to activities in the agreed activity based costing hierarchy and aligned to actions in the annual operational plan and to major projects.
  • Cost-recovered budgets for Commonwealth fisheries are developed based on the internal budget and section plans. The budgets issued for industry consultation apply the principles outlined in AFMA’s Cost Recovery Impact Statement.

AFMA’s input to the portfolio budget statements is based on the internal budget, section plans and cost-recovered budgets.

Albacore Tuna

Figure 30: Albacore Tuna – Photo courtesy of Natalie Rivero, AFMA.

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