Australian Quarantine Review Secretariat Australian Quarantine a shared responsibility

Northern Australia Quarantine Strategy

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14 Northern Australia Quarantine Strategy

The Northern Australia Quarantine Strategy (NAQS) was established in 1989 following the Lindsay Review of quarantine in Australia (DPIE 1988). In its 1987 interim report, the Lindsay Review pointed out that northern Australia posed a number of special problems for quarantine that were not shared by more southerly regions. The then littoral coastal surveillance program, fully funded by AQIS, was primarily designed as a mechanism for early warning and detection of incursions. The Lindsay Review found that the program was not fully effective in achieving its aims, and that Commonwealth and State resources were not cohesively targeted to areas of greatest threat.

From its inception in 1989 until the end of 1995, NAQS was responsible for the identification and evaluation of quarantine risks in the northern Australia. It was also responsible for the development of cost-effective strategies to minimise the potential for entry of significant pests and diseases through northern Australia.
Following a review of NAQS in 1995 (Nairn and Muirhead 1995), the former Government announced that the scope of the program was to be expanded. This response to the 1995 review and a general reconsideration of the quarantine response capacity in northern Australia — especially the provision of additional funding for a range of activities across the north — provides an opportunity to put in place a consolidated and more cohesive AQIS operation for that region. For this purpose, the north of Australia from Broome to Cairns will now be managed as a single area with day-to-day operational support being located in Cairns because of proximity and transportation links to the Torres Strait and proximity to scientific institutions.
The new enhanced NAQS comprises three elements — scientific, operational, and public awareness. In essence, the major change is that while NAQS will continue to be a scientifically based program (like all other operational programs) it will in future include all AQIS's operational effort in northern Australia rather than just the surveying and monitoring elements that previously characterised it. Previously, most of the 'border' elements were performed within the other border programs, particularly the Airports and Seaports Programs. The restructured NAQS will bring all of these elements together under a single program.

15 Compliance

In accordance with its the fraud control policy, Commonwealth agencies are responsible for investigating and prosecuting 'routine or minor' instances of fraud The working definition of 'routine' fraud encompasses regulatory offences specified in the legislation being administered by individual Commonwealth agencies. As a result, the Australian Federal Police only become involved in investigations where the primary offence has been committed against the Crimes Act 1914 or other legislation not administered by AQIS.

The core responsibilities of an agency's regulatory activity are therefore the detection of suspected breaches of its administered legislation, the conduct of investigations of suspected breaches, and the promotion of deterrence. Of course, it must be recognised that these activities have to be achieved within a specific resource framework and in accordance with the requirements of the Australian judicial system.

16 Program Evaluation

The AQIS evaluation program examines and reports on the technical components of AQIS's performance. Activity of the Program Evaluation Unit is coordinated with other review, assessment and audit processes. Within AQIS, these include the technical review activity of the Quarantine Operations Division and the deterrence and detection role of the Compliance Program.

The internal AQIS evaluation method has program managers responsible, through an evaluation process, for developing strategic plans and for short and medium-term activity under these plans. The Evaluation Unit provides guidance on evaluation methodology and input into the performance monitoring and management aspects. This evaluation method gives ownership of the evaluation results to the program managers. The objective of the process is to ensure that all AQIS programs are evaluated in a three-year to five-year cycle.

REFERENCES

This appendix provides details of references cited in the text and appendixes of this Report.

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