AUSTRALIAN CRIME COMMISSION
Section 1: Entity overview and resources
1.1
STRATEGIC DIRECTION STATEMENT
The Australian Crime Commission (ACC) is Australia’s national criminal intelligence
agency with specialist investigative capabilities. The ACC is the only agency in
Australia solely dedicated to combating serious and organised crime of national
significance. It is uniquely empowered to work across national boundaries to bring
together law enforcement, regulatory, intelligence and government agency partners to
unite Australia’s efforts in this pursuit.
The ACC is focused on achieving the outcome of a reduction in serious and organised
crime threats of most harm to Australians and the national interest. This includes
providing the ability to discover, understand and respond to such threats. In 2015–16
the ACC will continue to work with its partners to build the national picture and to
break the business of serious and organised crime. The ACC does this by proactively
discovering new and emerging threats, bringing together its specialist capabilities to
fill intelligence gaps and to create innovative ways to prevent and disrupt serious and
organised crime activity.
Organised crime represents a serious threat as it is sophisticated, flexible, resilient,
pervasive and globalised. While serious and organised crime has evolved in areas such
as cyber and technology-enabled crime, financial crime and investment frauds,
traditional criminal business, including trade in illicit commodities, continues to
threaten Australians. In response, the ACC allocates resources and staff to projects
dealing with the highest organised crime threats to our community.
The ACC will continue to develop existing capabilities, people, processes and
technology and create opportunities to share partners’ capabilities. The ACC is
developing more sophisticated ways of sharing, mining and fusing data to enhance
Australia’s criminal intelligence holdings. The ACC is continually evolving and
seeking new solutions where traditional serious and organised crime treatments are
ineffective or inefficient. The ACC works with a diverse range of partners and
industries to discover and apply new intervention and prevention responses against
organised crime. To position the ACC to effectively respond to the challenges, the
agency’s approach for 2015–16 is embedded in the ACC Strategic Plan 2013–18. The
plan’s development was guided by national frameworks and the ACC’s understanding
of the threats posed by serious and organised crime.
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The ACC’s approach is as follows:
•
Discover—by proactively identifying new and emerging threats. The ACC’s
collection work is focused on filling gaps in criminal intelligence.
•
Understand—the ACC provides a national intelligence picture on current and
emerging threats; this is contributed to by partner agencies and in turn used to
guide responses to serious and organised crime.
•
Respond—drawing upon the national picture of current and emerging threats, the
ACC (often with partners) is able to:
– prioritise its work to better understand and respond to the highest risks
– initiate preventative actions to reduce opportunities to exploit vulnerabilities
– disrupt, disable and dismantle criminal enterprises through enforcement,
regulation, policy and legislation.
Among its key priorities for 2015–16, the ACC will continue to contribute to the
national security effort, supporting partners by identifying previously unknown
individuals and groups seeking to be, or already, involved in terrorist activity.
The ACC will sustain its efforts against criminal gangs through the Australian Gangs
Intelligence Coordination Centre. The centre brings together the collective resources of
the ACC, the Commonwealth, and the states and territories to directly support the
state-based National Anti-Gang Squad strike teams and respond to these criminal
elements harming our communities. The ACC will have key responsibilities in the
revised National Organised Crime Response Plan 2015–17.
The ACC will maintain its focus on capability development to enhance its ability to
identify high-risk cash flows, patterns of crime, and individuals, businesses and
corporate structures that may be involved in criminal enterprises in Australia and
overseas, and, with its partners, respond to those threats. By detecting criminal
finances, the ACC will detect new predicate crimes, including the manufacture, supply
and trafficking of the highest risk drugs, such as crystal methylamphetamine or ‘ice’,
that are impacting on the Australian community.
The ACC will continue to work with national security partners to discover,
understand and respond to cyber and technology-enabled crime threats, including
in its role as administrator of the Australian Cybercrime Online Reporting Network.
The ACC is uniquely placed to bring disparate partners together and coordinate
shared capabilities to optimise results. Traditional partners remain critical to the
fight against serious and organised crime, but the ACC will work with others,
such as policy makers, private industry and international partners, to discover,
better understand and respond to the threat posed to Australia from serious and
organised crime.
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The manner in which the ACC achieves these outcomes is increasing in complexity—
complexity in the depth and breadth of the ACC’s relationships with partner agencies
and stakeholders, in the way in which criminal intelligence is collected and produced,
in the criminal environment and its enablers, in the legal environment in which the
ACC operates, and in the choices of responses to overcome criminal threats.
The ACC will pursue opportunities to participate in law reform discussions to enable it
to best face the legislative inhibitors that restrict its ability to evolve its capabilities in
line with the capabilities of the criminals.
1.2
ENTITY RESOURCE STATEMENT
Table 1.1 shows the total resources from all sources.
Table 1.1: Entity resource statement—Budget estimates for 2015–16 as at
Budget May 2015
Actual
available
appropriation
2014–15
$’000
Estimate of
prior year
amounts
available in
2015–16
$’000
Proposed
at Budget
2015–16
$’000
Total
estimate
2015–16
$’000
–
98,170
7,893
106,063
35,089
–
–
35,089
–
90,822
6,148
96,970
35,089
90,822
6,148
132,059
200
200
–
–
2,650
2,650
2,650
2,650
ORDINARY ANNUAL SERVICES(a)
Departmental appropriation
Prior year appropriations(b)
Departmental appropriation(c)
s 74 retained revenue receipts(d)
Total ordinary annual services
OTHER SERVICES(e)
Departmental non-operating
Equity injections
Total other services
Total available annual appropriations
106,263
35,089
99,620
134,709
Total net resourcing for entity
106,263
35,089
99,620
134,709
All figures are GST exclusive.
(a) Appropriation Bill (No. 1) 2015–16.
(b) Estimated adjusted balance carried forward from previous year.
(c) Includes an amount of $2.673m in 2015–16 for the departmental capital budget (see Table 3.2.5 for
further details). For accounting purposes this amount has been designated as ‘contributions by owners’.
(d) Estimated retained revenue receipts under section 74 of the Public Governance, Performance and
Accountability Act 2013.
(e) Appropriation Bill (No. 2) 2015–16.
1.3
BUDGET MEASURES
Budget measures announced since the 2014–15 Mid-Year Economic and Fiscal Outlook
(MYEFO) relating to the ACC are detailed in Budget Paper No. 2 and are summarised
in Part 1 of Table 1.2. MYEFO measures and other measures not previously reported in
a portfolio statement are summarised in Part 2.
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Table 1.2: Entity 2015–16 Budget measures
Part 1: Measures announced since the 2014–15 MYEFO
Programme
2014–15
$’000
Expense measures
National Security—
Implementation of mandatory
telecommunications data
retention(a)
1.1
Departmental expenses
–
Total expense measures
–
Prepared on a Government Finance Statistics (fiscal) basis.
(a) This measure will be funded out of existing resources.
2015–16
$’000
2016–17
$’000
2017–18
$’000
2018–19
$’000
–
–
–
–
–
–
–
–
Part 2: MYEFO measures and other measures not previously reported in a
portfolio statement
Programme
2014–15
$’000
Measures
Communications and Public
Affairs Functions—targeted
savings
1.1
Departmental expenses
(23)
Total
(23)
Prepared on a Government Finance Statistics (fiscal) basis.
2015–16
$’000
2016–17
$’000
2017–18
$’000
2018–19
$’000
(46)
(46)
(46)
(46)
(47)
(47)
–
–
Section 2: Outcomes and planned performance
2.1
OUTCOMES AND PERFORMANCE INFORMATION
Government outcomes are the intended results, impacts or consequences of actions by
the government on the Australian community. Commonwealth programmes are the
primary vehicle by which government entities achieve the intended results of their
outcome statements. Entities are required to identify the programmes that contribute
to government outcomes over the budget and forward years.
The ACC’s outcome is described below together with its related programme,
specifying the performance indicators and targets used to assess and monitor the
performance of the ACC in achieving government outcomes.
Outcome 1: Reduced serious and organised crime threats of most harm to
Australians and the national interest including through providing the ability to
discover, understand and respond to such threats
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Outcome 1 strategy
The ACC’s strategic approach of discovering new and emerging threats,
understanding them more deeply, and initiating preventative or disruptive responses
with partners, will direct the allocation of resources and ACC capabilities to the
serious and organised crime threats of most harm to Australians and the national
interest. Core elements of this strategy include providing national strategic advice on
serious and organised crime threats and coordinating and participating in national
responses with partners. A highly developed understanding of the threats posed by
serious and organised crime will underpin the ACC’s provision of specialised criminal
intelligence capabilities including special coercive powers and will focus response
strategies on targets that pose the highest risk to Australians. The ACC will specifically
focus on two core areas—building capability and working with partners—to deliver its
outcomes and guide internal strategy development.
Outcome 1 expense statement
Table 2.1 provides an overview of the total expenses for Outcome 1, by programme.
Table 2.1: Budgeted expenses for Outcome 1
Outcome 1: Reduced serious and organised crime threats of most
harm to Australians and the national interest including through
providing the ability to understand, discover and respond to such
threats
Programme 1.1: Australian Crime Commission
Departmental expenses
Departmental appropriation(a)
Expenses not requiring appropriation in the budget year(b)
Total expenses for Outcome 1
2014–15
Estimated
actual
expenses
$’000
2015–16
Estimated
expenses
$’000
100,141
9,580
109,721
94,297
10,361
104,658
2014–15
2015–16
Average staffing level (number)
535
518
Note: Departmental appropriation splits and totals are indicative estimates and may change in the course of
the budget year as government priorities change.
(a) Departmental appropriation combines ‘Ordinary annual services (Appropriation Bill No. 1)’ and ‘Revenue
from independent sources (s 74)’.
(b) Expenses not requiring appropriation in the budget year are made up of depreciation expenses,
amortisation expenses and resources received free of charge.
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Contributions to Outcome 1
Programme 1.1: Australian Crime Commission
Programme 1.1 objective
Aiming to reduce threats of most harm to Australians and the national interest, the
ACC will discover and understand new and emerging threats and will fill
intelligence gaps, enabling it to build the national picture of serious and organised
crime. The ACC will respond by developing new prevention strategies and
contributing or leading nationally coordinated actions and activities through ACC
Board-approved special investigations, special intelligence operations and joint task
forces. The ACC will collaborate with partners to better understand the serious and
organised crime environment and to influence or enable responses. The ACC will
provide strategic criminal intelligence for its partner agencies across all levels of
government. When combined with the ACC’s specialist capabilities, including the
ACC’s coercive powers, this will enable the ACC to further develop a more
comprehensive national picture of serious and organised crime. Efforts will continue
to be focused on preventing and disrupting serious and organised crime groups by
disabling or dismantling them through enforcement, as well as through regulation,
policy or legislative responses that harden the environment.
Programme 1.1 expenses
2014–15
Estimated
actual
$’000
2015–16
Budget
$’000
2016–17
Forward
estimate
$’000
2017–18
Forward
estimate
$’000
2018–19
Forward
estimate
$’000
Annual departmental expenses
100,141
94,297
91,955
88,188
88,174
Expenses not requiring appropriation in
the budget year(a)
9,580
10,361
9,920
8,148
7,259
Total programme expenses
109,721
104,658
101,875
96,336
95,433
(a) Expenses not requiring appropriation in the budget year are made up of depreciation expenses,
amortisation expenses and resources received free of charge.
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Programme 1.1 deliverables
•
Collect, correlate and analyse criminal information and intelligence, resulting in
the dissemination of intelligence products and information; this includes the use
of coercive powers, incorporating examinations as approved by the ACC Board.
•
Advise and influence national decision-making through the provision of strategic
criminal intelligence assessments and advice.
•
Undertake special intelligence operations relating to federally relevant criminal
activity.
•
Undertake special investigations of federally relevant criminal activity.
•
Unite and facilitate national responses against serious and organised crime by:
– establishing and participating in joint agency task forces
– utilising national criminal intelligence-sharing mechanisms with partners
– managing and maintaining the National Criminal Target List and National
Targeting System
– maintaining and providing relevant intelligence and information holdings
(including national databases) to partners.
Programme 1.1 key performance indicators
The ACC has a commitment to the quality of its performance reporting. The
performance measurement framework that commenced in 2013 is being developed
over the life of the ACC Strategic Plan 2013–18. New systems are being developed to
collect performance data for assessment against the following indicators. This will
enhance current performance monitoring with more meaningful qualitative data, as
well as improve traditional quantitative performance data.
•
The ACC produces useful intelligence that identifies and provides insights on
new and emerging serious and organised crime threats.
•
The ACC fills intelligence gaps through the identification of vulnerabilities and
indicators of serious and organised crime.
•
The ACC collects and maintains national holdings of serious and organised crime
threats and targets.
•
The ACC interprets and analyses national holdings to create a national serious
and organised crime intelligence picture.
•
The ACC informs and influences the hardening of the serious and organised
crime environment.
•
The ACC influences or enables the disruption, disabling or dismantling of
serious and organised crime entities.
•
The ACC participates in or coordinates collaboration in joint operations and
investigations to prevent and disrupt serious and organised crime.
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Section 3: Explanatory tables and budgeted financial
statements
Section 3 presents explanatory tables and budgeted financial statements that provide a
comprehensive snapshot of entity finances for the 2015–16 budget year. It explains
how budget plans are incorporated into the financial statements and provides further
details of the reconciliation between appropriations and programme expenses.
3.1
EXPLANATORY TABLES
3.1.1 Movement of administered funds between years
The ACC has no administered funds.
3.1.2 Special accounts
The ACC has no special accounts.
3.1.3 Australian Government Indigenous expenditure
The ACC has no Indigenous-specific expenses.
3.2
BUDGETED FINANCIAL STATEMENTS
3.2.1 Differences in entity resourcing and financial statements
There is no material difference between the entity resourcing and financial statements.
3.2.2 Analysis of budgeted financial statements
Income statement
In 2015–16, the estimated appropriation revenue is $88.149m, which is a decrease of
$5.209m compared to 2014–15. The decrease is attributed to the termination of Project
Wickenby ($1.945m) and whole-of-government and targeted savings measures.
The operating surplus of $1.110m in 2015–16 is solely due to the receipt of section 74
revenue from the Confiscated Assets Taskforce for capital investments.
In 2016–17 and 2017–18, the decrease in appropriation revenue is also due to a number
of terminating funding measures and savings measures.
Balance sheet
The ACC’s assets decrease over the forward estimates period as assets are depreciating
at a rate that is faster than the replacement rate. Liabilities also decrease across the
forward estimates, reflecting the amortisation of lease incentive liabilities and lower
employee provisions.
The equity decreases across the forward estimates are due to depreciation exceeding
the departmental capital budget appropriation for asset replacement.
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3.2.3 Budgeted financial statements tables
Table 3.2.1: Comprehensive income statement (showing net cost of services)
for the period ended 30 June
2014–15
Estimated
actual
$’000
2015–16
Budget
$’000
2016–17
Forward
estimate
$’000
2017–18
Forward
estimate
$’000
2018–19
Forward
estimate
$’000
65,472
31,013
7,580
5,656
109,721
61,716
28,925
8,361
5,656
104,658
59,875
28,424
7,920
5,656
101,875
56,873
27,659
6,148
5,656
96,336
57,248
27,270
5,259
5,656
95,433
LESS:
OWN-SOURCE INCOME
Own-source revenue
Sale of goods and rendering of services
Total own-source revenue
7,293
7,293
7,258
7,258
4,886
4,886
3,535
3,535
2,895
2,895
Gains
Other
Total gains
2,000
2,000
2,000
2,000
2,000
2,000
2,000
2,000
2,000
2,000
EXPENSES
Employee benefits
Suppliers
Depreciation and amortisation
Other expenses
Total expenses
Total own-source income
Net cost of (contribution by) services
9,293
9,258
6,886
5,535
4,895
100,428
95,400
94,989
90,801
90,538
Revenue from government
Surplus (deficit) attributable to the
Australian Government
93,358
88,149
87,069
84,653
85,279
(7,070)
(7,251)
(7,920)
(6,148)
(5,259)
OTHER COMPREHENSIVE INCOME
Changes in asset revaluation surplus
Total other comprehensive income
Total comprehensive income (loss)
–
–
(7,070)
–
–
(7,251)
–
–
(7,920)
–
–
(6,148)
–
–
(5,259)
Total comprehensive income (loss)
attributable to the Australian
Government
(7,070)
(7,251)
(7,920)
(6,148)
(5,259)
2014–15
$’000
2015–16
$’000
2016–17
$’000
2017–18
$’000
2018–19
$’000
510
1,110
–
–
–
8,361
7,920
6,148
5,259
(7,251)
(7,920)
(6,148)
(5,259)
Note: Impact of net cash appropriation arrangements
Total comprehensive income (loss)
excluding depreciation/amortisation
expenses previously funded through
revenue appropriations
Less depreciation/amortisation expenses
previously funded through revenue
appropriations
7,580
Total comprehensive income (loss) as
per the statement of comprehensive
income
(7,070)
Prepared on Australian Accounting Standards basis.
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Table 3.2.2: Budgeted departmental balance sheet (as at 30 June)
2014–15
Estimated
actual
$’000
2015–16
Budget
$’000
2016–17
Forward
estimate
$’000
2017–18
Forward
estimate
$’000
2018–19
Forward
estimate
$’000
ASSETS
Financial assets
Cash and cash equivalents
Trade and other receivables
Total financial assets
1,317
34,574
35,891
1,317
28,892
30,209
1,317
27,460
28,777
1,317
25,135
26,452
1,317
24,049
25,366
Non-financial assets
Land and buildings
Property, plant and equipment
Intangibles
Other non-financial assets
Total non-financial assets
8,285
4,980
5,968
2,046
21,279
6,640
6,186
4,887
2,046
19,759
3,869
6,336
3,229
2,046
15,480
1,979
6,089
2,114
2,046
12,228
2,222
4,111
1,306
2,046
9,685
57,170
49,968
44,257
38,680
35,051
3,124
5,794
8,918
3,098
3,162
6,260
2,916
3,338
6,254
3,058
3,324
6,382
3,185
3,321
6,506
6,288
6,288
5,375
5,375
4,464
4,464
3,874
3,874
3,296
3,296
Provisions
Employee provisions
Other provisions
Total provisions
17,471
2,252
19,723
16,563
1,457
18,020
16,430
1,473
17,903
15,742
497
16,239
15,607
–
15,607
Total liabilities
34,929
29,655
28,621
26,495
25,409
Net assets
22,241
20,313
15,636
12,185
9,642
33,091
5,873
(16,723)
22,241
38,414
5,873
(23,974)
20,313
41,657
5,873
(31,894)
15,636
44,354
5,873
(38,042)
12,185
47,070
5,873
(43,301)
9,642
Total equity
22,241
Prepared on Australian Accounting Standards basis.
20,313
15,636
12,185
9,642
Total assets
LIABILITIES
Payables
Suppliers
Other payables
Total payables
Interest-bearing liabilities
Leases
Total interest-bearing liabilities
EQUITY
Parent entity interest
Contributed equity
Reserves
Retained surplus (accumulated deficit)
Total parent entity interest
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Table 3.2.3: Departmental statement of changes in equity—summary of
movement (budget year 2015–16)
Opening balance as at 1 July 2015
Balance carried forward from previous period
Adjustment for changes in accounting policies
Adjusted opening balance
Comprehensive income
Surplus (deficit) for the period
Total comprehensive income
Of which:
Attributable to the Australian Government
Transactions with owners
Contributions by owners
Equity injection—appropriation
Departmental capital budget
Sub-total transactions with owners
Estimated closing balance
as at 30 June 2016
Closing balance attributable to the
Australian Government
Prepared on Australian Accounting Standards basis.
Retained
earnings
$’000
Asset
revaluation
reserve
$’000
Contributed
equity/
capital
$’000
Total
equity
$’000
(16,723)
–
(16,723)
5,873
–
5,873
33,091
–
33,091
22,241
–
22,241
(7,251)
(7,251)
–
–
–
–
(7,251)
(7,251)
(7,251)
–
–
(7,251)
–
–
–
–
–
–
2,650
2,673
5,323
2,650
2,673
5,323
(23,974)
5,873
38,414
20,313
(23,974)
5,873
38,414
20,313
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Table 3.2.4: Budgeted departmental statement of cash flows (for the period
ended 30 June)
2014–15
Estimated
actual
$’000
2015–16
Budget
$’000
2016–17
Forward
estimate
$’000
2017–18
Forward
estimate
$’000
2018–19
Forward
estimate
$’000
OPERATING ACTIVITIES
Cash received
Appropriations
Sale of goods and rendering of services
Total cash received
88,174
7,893
96,067
93,831
6,148
99,979
88,501
4,886
93,387
86,978
3,535
90,513
86,365
2,895
89,260
Cash used
Employees
Suppliers
Other
Total cash used
64,965
26,425
3,656
95,046
64,146
30,659
3,656
98,461
59,832
29,501
3,656
92,989
57,575
29,083
3,656
90,314
57,386
28,218
3,656
89,260
Net cash from (used by) operating
activities
1,021
1,518
398
199
–
INVESTING ACTIVITIES
Cash used
Purchase of property, plant and equipment
Total cash used
6,033
6,033
6,841
6,841
3,641
3,641
2,896
2,896
2,716
2,716
Net cash from (used by) investing
activities
(6,033)
(6,841)
(3,641)
(2,896)
(2,716)
FINANCING ACTIVITIES
Cash received
Contributed equity
Total cash received
5,012
5,012
5,323
5,323
3,243
3,243
2,697
2,697
2,716
2,716
Net cash from (used by) financing
activities
5,012
5,323
3,243
2,697
2,716
–
–
–
–
–
1,317
1,317
1,317
1,317
1,317
1,317
1,317
1,317
Net increase (decrease) in cash held
Cash and cash equivalents at the beginning
of the reporting period
1,317
Cash and cash equivalents at the end of
the reporting period
1,317
Prepared on Australian Accounting Standards basis.
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Table 3.2.5: Departmental capital budget statement (for the period ended
30 June)
NEW CAPITAL APPROPRIATIONS
Capital budget—Bill 1 (DCB)
Equity injections—Bill 2
Total new capital appropriations
Provided for:
Purchase of non-financial assets
Total items
PURCHASE OF NON-FINANCIAL ASSETS
Funded by capital appropriations(a)
Funded by capital appropriation—DCB(b)
Funded internally from departmental
resources(c)
Total purchases of non-financial assets
2014–15
Estimated
actual
$’000
2015–16
Budget
$’000
2016–17
Forward
estimate
$’000
2017–18
Forward
estimate
$’000
2018–19
Forward
estimate
$’000
4,812
200
5,012
2,673
2,650
5,323
2,671
572
3,243
2,697
–
2,697
2,716
–
2,716
5,012
5,012
5,323
5,323
3,243
3,243
2,697
2,697
2,716
2,716
200
4,812
2,650
2,673
572
2,671
–
2,697
–
2,716
3,194
8,206
1,518
6,841
398
3,641
199
2,896
–
2,716
RECONCILIATION OF CASH USED TO
ACQUIRE ASSETS TO ASSET
MOVEMENT TABLE
Total purchases
8,206
6,841
3,641
2,896
2,716
Less additions by capitalising prior year
work in progress
(2,173)
–
–
–
–
Total cash used to acquire assets
6,033
6,841
3,641
2,896
2,716
Prepared on Australian Accounting Standards basis.
DCB = departmental capital budget.
(a) Includes both current Bill 2 and prior year Act 2, 4 and 6 appropriations and special capital
appropriations.
(b) Does not include annual finance lease costs. Includes purchases from current and previous years’ DCBs.
(c) Includes funding from current Bill 1 and prior year Act 1, 3 and 5 appropriations (excluding amounts from
the DCB) and section 74 retained revenue receipts.
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Table 3.2.6: Statement of asset movements (budget year 2015–16)
As at 1 July 2015
Gross book value
Accumulated depreciation/amortisation and
impairment
Opening net book balance
Buildings
$’000
Other
property,
plant &
equipment
$’000
Computer
software &
intangibles
$’000
Total
$’000
29,880
26,839
15,396
72,115
(21,595)
8,285
(21,859)
4,980
(9,428)
5,968
(52,882)
19,233
980
980
4,355
4,355
1,506
1,506
6,841
6,841
(2,625)
(2,625)
(3,149)
(3,149)
(2,587)
(2,587)
(8,361)
(8,361)
CAPITAL ASSET ADDITIONS
Estimated expenditure on new or
replacement assets
By purchase—appropriation ordinary
annual services(a)
Total additions
Other movements
Depreciation/amortisation expense
Total other movements
As at 30 June 2016
Gross book value
30,860
31,194
16,902
78,956
Accumulated depreciation/amortisation and
impairment
(24,220)
(25,008)
(12,015)
(61,243)
Closing net book balance
6,640
6,186
4,887
17,713
Prepared on Australian Accounting Standards basis.
(a) ‘Appropriation ordinary annual services’ refers to funding provided through Appropriation Bill (No. 1)
2015–16 for depreciation and amortisation expenses, departmental capital budgets or other operational
expenses.
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Australian Crime Commission
3.2.4 Notes to the financial statements
Basis of accounting
The budgeted financial statements have been prepared on an accrual accounting basis,
having regard to Statements of Accounting Concepts, and in accordance with the
Public Governance, Performance and Accountability (Financial Reporting) Rule 2015,
Australian Accounting Standards and other authoritative pronouncements of the
Australian Accounting Standards Board.
Revenue from government
Amounts appropriated for departmental outcomes are recognised as revenue, except
for certain amounts that relate to activities that are reciprocal in nature, in which case
revenue is recognised only when it has been earned. Appropriations receivable are
recognised at their nominal amounts.
Goods and services
The ACC receives funding from state and territory law enforcement agencies and
portfolio entities under various memorandums of understanding.
Gains
Gains consist of resources and assets received free of charge that are recognised as
revenue when a fair value can be reliably measured and the service or asset would
have been purchased if it had not been donated. Use of those resources is recognised as
an expense, and the assets are included on the balance sheet.
Employee expenses
Employee expenses consist of salaries, leave entitlements, redundancy expenses,
superannuation and non-salary benefits.
Supplier expenses
Supplier expenses consist of operational expenditure, consultant costs, travel expenses,
property operating expenses and legal costs.
Other expenses
Other expenses consist of resources received free of charge and paid resources received
from partner law enforcement agencies.
Assets
Assets consist of cash, receivables, leasehold improvements, plant and equipment,
intangibles and other assets (prepaid expenses). All assets are held at fair value.
Liabilities
Liabilities consist of unearned leasehold incentives, employee entitlements, property
lease make-good provisions and amounts owed to creditors.
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