Annual Report 2008–09 Annual Report 2008 – 09

Department of the Premier and Cabinet

Department of the Premier and Cabinet

Department of the Premier and Cabinet Annual Report 2008–09 www.premiers.qld.gov.au 30 October 2009

The Honourable Anna Bligh MP Premier Level 15, Executive Building 100 George Street Brisbane Qld 4000

Dear Premier

I am pleased to present the Annual Report 2008–09 for the Department of the Premier and Cabinet.

I certify that this Annual Report complies with: • the prescribed requirements of the Financial Administration and Audit Act 1977 and the Financial Management Standard 1997 • the detailed requirements set out in the Annual Reporting Guidelines for Queensland Government Agencies. A checklist outlining the annual reporting requirements is included in this report.

Yours sincerely

Ken Smith Director-General Department of the Premier and Cabinet Communication objective

This Annual Report provides information about the Department of the Premier and Cabinet’s (DPC) financial and non-financial performance for 2008–09. It has been prepared in accordance with the Financial Administration and Audit Act 1977. The report records the significant achievements against the strategies and outputs detailed in the department’s 2008–12 Strategic Plan and the 2008–09 and 2009–10 Service Delivery Statement. This report has been prepared for the Premier to submit to Parliament. It has also been prepared to meet the needs of stakeholders including the Commonwealth and local governments, industry and business associations, community groups and staff. The Queensland Government is committed to providing accessible services to Queenslanders from all culturally and linguistically diverse backgrounds. If you have difficulty in understanding this report, you can contact us on (07) 3224 6125 and we will arrange an interpreter to effectively communicate the report to you. Readers are invited to comment on this report either by using the enclosed survey or through the department’s website at www.premiers.qld.gov.au

Department of the Premier and Cabinet Annual Report 2008–09. © The State of Queensland (Department of the Premier and Cabinet) 2009. Published by the Queensland Government, October 2009, 100 George Street, Brisbane Qld 4000. The Queensland Government supports and encourages the dissemination and exchange of information. However, copyright protects this document. The State of Queensland has no objection to this material being reproduced, made available online or electronically but only if it is recognised as the owner of the copyright and this material remains unaltered. Copyright enquiries about this publication should be directed to the Department of the Premier and Cabinet by email to [email protected] or in writing to PO Box 15185, City East Qld 4002. Copies of this publication can be obtained by contacting (07) 3224 5570 or at www.premiers.qld.gov.au ISNN 1447–4409 This document has been printed using recycled paper. Contents

Director-General’s report 4 About the department – history, vision and mission 6 Community engagement 7 Financial summary 2008–09 12 Organisational structure 14 Our performance 15 Our achievements 21 Government and Executive Services Output 22 Policy Advice, Coordination and Cabinet Support Output 26 Arts and Culture Output 33 Corporate Administration Agency 37 Managing our business 39 Executive Management Team (EMT) 40 EMT Sub-committees 42 Strategic planning and reporting framework 45 Corporate and support services 46 Corporate support functions and areas 47 Risk management and accountability 47 Internal audit 47 External scrutiny 47 Complaints management 47 Business systems 47 Record keeping 48 ClimateSmart 48 Our people 51 Staff profile and activities 52 Developing our people 52 Our staff 52 Building capacity and capability 52 Attracting and retaining our people 54 Managing individual performance and employee wellbeing 54 Recognising our achievements 54 Ethics and code of conduct 54 Diversity management 56 Initiatives for women 56 Public interest disclosures 56 Statutory reports 57 Shared Services initiative 58 List of legislation 58 Statutory bodies 59 Costs of boards and committees 60 Overseas travel 61 Consultancies 61 Statement of affairs 62 Premier’s report on treaties 66 Readers’ survey 69 Compliance checklist 71 Financial statements 73 Appendices 127 Appendix 1 – Corporate Administration Agency Financial Summary ii Appendix 2 – Corporate Administration Agency Financial Statements v

Director-General’s report

The 2008-09 financial year was Management Team and its focus on • leading the production of the report significant for my department and core policy and governance leadership A Shared Challenge: Improving I am pleased to report that DPC across the Queensland public sector. Literacy, Numeracy and Science has successfully progressed many This has been a challenging and Learning in Queensland Primary significant reforms to the Queensland rewarding year. In the 2008–09 Schools, an outcome of the Masters’ public service. financial year, the department’s Review of Literacy, Numeracy and DPC has whole-of-government achievements included: Science Learning in Queensland Primary Schools coordination responsibility for policy • delivering the Premier’s Toward Q2: advice relating to constitutional, Tomorrow’s Queensland blueprint • leading the whole-of-government intergovernmental relations, economic, for the state’s long-term future development of the environment and social impact, and facilitating 30 forums with Telecommunications Interception the arts and cultural matters. Queensland communities Bill 2009, which was assented to The department supports the Premier in May 2009 in her roles as Parliamentary Leader • leading the design and delivery of major machinery of government • leading the development of the of the Government, Chair of Cabinet, Criminal Code and Other Legislation Chief Advisor to the Governor, reforms, which have led to the streamlining of the number (Misconduct, Breaches of Discipline Member of the Council of Australian and Public Sector Ethics Amendment Governments, Chair of the Council of departments from 23 to 13, organised around six clusters Bill 2009), which was introduced into for the Australian Federation and Parliament in June 2009 Minister for the Arts. of government activity & • establishing the Information Policy • establishing R D Queensland – Following the machinery of a committee of senior departmental government reforms announced in and Legislation Reform Team to develop, coordinate and implement representatives, to ensure that March 2009, the department underwent & the new Right to Information (RTI) research and development (R D) a number of changes as several being conducted or funded by functional areas and portfolio bodies and Information Privacy policies and legislative framework the Queensland Government is were relocated to other agencies. better coordinated and integrated Reflecting the Premier’s responsibilities • negotiating a new Intergovernmental with Toward Q2 ambitions and as Minister for the Arts, the department Agreement–Great Barrier Reef Queensland’s R&D priorities also gained Arts Queensland and the World Heritage Area (GBRWHA) and Corporate Administration Agency. leading the development of a new • providing support for the These changes have led to the Reef Water Quality Protection Plan to Webbe and Weller report Brokering renewal of the department’s Executive protect our greatest natural wonder Balance: A Public Interest Map for

4 Department of the Premier and Cabinet Annual Report 2008-09 Queensland Government Bodies – maintenance, upgrading and will continue to work hard to deliver An Independent Review of equipment replacement outcomes on behalf of the government Queensland Government Boards, • establishing and opening Djumbunji and the Queensland community. Committees and Statutory Authorities Press, KickArts Fine Art Printmaking Over the coming 12 months, I expect the department to: • introducing the Queensland Contact Centre in Cairns as part of the with Lobbyists Code and Register $10.73 million, four-year Backing • increase its capacity to lead of Lobbyists Indigenous Arts Program whole-of-government policy development • launching and promoting • releasing the Queensland Design Queensland’s 150th celebrations, Strategy 2020, Coming to a place • lead improved delivery across the including the delivery of the near you: Touring strategy for public sector performing arts in Queensland statewide program of events and • enhance collaboration with 2009–2014 and Press Play: Arts activities in 2009 departments, private and Queensland Contemporary Music • facilitating the Premier’s Disaster community sectors Strategy 2009–2012 Relief Appeal Fund to assist victims • increase the effectiveness of • coordinating the swearing-in of the severe storms of November core governance systems 2008 and tropical cyclones of the 25th Governor and the new Charlotte and Ellie in January and Bligh Ministry. • continue to build and support a strong arts and cultural February 2009 The achievements over the past 12 months are a direct result of the sector that enriches the lives • facilitating the coordination of of all Queenslanders. the response to the oil spill clean-up professionalism, dedication and hard in Moreton Bay and the Sunshine work of all staff. I know that the department will rise Coast and the subsequent action I would particularly like to thank to the challenge. I am proud of the to recoup costs from the shipping my 2008-09 Executive Management department’s achievements in the company involved in the incident Team for their dedication, support and past year and look forward to another leadership during the reporting period. successful year in 2009–10. • undertaking a $34 million I look forward to working together with refurbishment of the Queensland the 2009-10 team and with staff to Performing Arts Centre, meet the challenges of the future. improving disability access at the Ken Smith centre and upgrading the Lyric DPC will face significant challenges in Director-General Theatre, Concert Hall and public the coming year. In an uncertain global Department of the Premier spaces plus $6 million towards economic environment, the department and Cabinet

Department of the Premier and Cabinet Annual Report 2008-09 5 About the department – history, vision and mission

Our history Value adding • DPC builds capacity to support its priorities. In 1859, the Colonial Secretary’s We aim to add value to policy Department was established to provide and governance by promoting These objectives are supported by administrative assistance to the whole-of-government perspectives on performance measures designed to Premier (Chief Secretary), the Executive key issues and facilitating new and continuously improve our services. and Cabinet. The department’s creative problem-solving approaches. Machinery of government changes priorities were to centrally manage Collaboration in March 2009 saw the Office of the administrative responsibilities the Queensland Chief Scientist and We value the knowledge, expertise, for various government matters and Arts Queensland join DPC. In line with experience and perspectives of provide communication between the the reforms announced at that time, colleagues and partners in the Premier, the Governor and other heads Security Planning and Coordination government and non-government of government. was transferred to the Queensland sectors and in the broader community. Police Service, Indigenous Government 2008–2009 Building the capacity Coordination was transferred to the The priorities reach out to all of people and processes Department of Communities and Queenslanders 150 years later, through We recognise that Queensland International Collaborations was Toward Q2: Tomorrow’s Queensland. is best served by a strong and transferred to the Department of The department’s role in coordinating, professional public service and by Employment, Economic Development leading and championing the robust, transparent and accountable and Innovation (DEEDI). achievement of whole-of-government decision‑making systems and processes. As at 30 June 2009, services were priorities, together with managing the delivered through three output areas: administrative responsibilities, drives Our objectives • Governance and Executive Services our vision and mission as outlined in The following objectives outline how • Policy Advice, Coordination the strategic plan. we use opportunities, make decisions and Cabinet Support and take action to enable all staff to • Arts and Culture. Vision support the Premier and our business: Strategic, high quality information, The Premier’s portfolio includes: • DPC supports the Premier as the head analysis and advice that helps to build of executive government, responsible • Office of the Queensland a strong, fair and prepared Queensland. for constitutional and administrative Parliamentary Counsel • Office of the Governor Mission support of Parliament. • Cabinet and Cabinet Committee • Office of the Queensland Collaborate with Queensland public decision-making is supported by Integrity Commissioner sector agencies, other governments and • Public Service Commission stakeholders to assist the Premier and efficient and effective processes. • Queensland Audit Office Cabinet to make informed decisions on • DPC supports the Premier by issues, trends and developments that maximising opportunities for • Queensland Events Corporation potentially impact on the state and Queensland. Pty Ltd its people. • South Bank Corporation • DPC leads policy development • Queensland Museum and coordination. Values • Queensland Art Gallery • DPC ensures there is a capacity Professionalism • Queensland Performing Arts Centre for priority management and • State Library of Queensland We aim for exemplary standards of preparedness. professional and personal performance • Queensland Theatre Company • DPC oversees and monitors and integrity. We are responsive to the • Pacific Film and Television policy implementation and priorities of the government of the day Commission Pty Ltd delivery arrangements. and that enables decision-makers to • Aboriginal Centre for the make informed choices. • Queenslanders will benefit from Performing Arts Pty Ltd a rich cultural life and thriving • Major Brisbane Festivals Pty Ltd creative communities. • Queensland Music Festival Pty Ltd.

6 Department of the Premier and Cabinet Annual Report 2008-09 Community engagement

their issues and gives tips on how to get the most out of Community Cabinet. Following each two-day Community Cabinet, Ministers respond to issues raised and a newsletter is published online. Further Community Cabinet meetings will be scheduled to maintain community engagement between the Queensland Government and Queenslanders. Visit www.thepremier.qld.gov.au for information on Community Cabinet meetings.

Members of the community cabinet support team with Premier Anna Bligh, MP. Q150 In the lead-up to Queensland’s 150th Regional Parliament Community Cabinet celebrations in 2009, the department The third regional sitting of the Community Cabinet provides a forum worked in partnership with agencies, Queensland Parliament was held in for members of the public to participate councils and community organisations Cairns from 28–30 October 2008. and engage through a deputation to coordinate and develop a program of Regional sittings involved all 89 process with relevant Ministers, events and activities that would engage Members of Parliament and the Parliamentary Secretaries and senior Queenslanders across the state. re-creation of the Parliament, its government officials. The third and final round of the facilities and proceedings, in a Each year, Community Cabinet Q150 Community Funding Program regional centre. meetings are held at different locations. resulted in more than 500 historical The Far North Queensland sitting During 2008–09, eight meetings and art societies, educational provided an opportunity for people were held at the Royal National institutions, Indigenous communities, in the region to witness parliamentary Agricultural and Industrial Association multicultural organisations, sporting proceedings in person and to gain of Queensland (RNA) Show, Mackay, groups and councils receiving more a greater understanding of our Belmont/Chandler, Queensland State than $4 million in grant funding. democratic processes. More than 5200 Archives, Tannum Sands/Gladstone, The program supports locally-based visitors, including more than 1800 Townsville region, Highfields/Gatton activities, projects and events that school students from some of the most and Southbank Institute of Technology. reflect the unique culture, heritage and aspirations of Queensland’s diverse remote parts of the state, visited the The department works with other communities. Copies of all digital and sitting and experienced democracy agencies such as the Department print materials produced by the grant at work. of Communities to advise local recipients will be deposited with the A variety of community engagement community groups that Community State Library of Queensland for access activities were held in conjunction with Cabinet will be in their area. and reference by future generations of the sitting to encourage community All government departments Queenslanders. participation. Events and activities provide valuable assistance at such as the State Reception, free Community Cabinets. The department worked closely with the local council recipients of Q150 community barbecue, educational tours For each two-day Community Cabinet Legacy Infrastructure Program grants for school students and performances meeting a brochure called Community and State Members to promote and of the educational play Citizen Jane, Cabinet – Your Voice Where You Live present a range of celebratory events. were popular events and provided an is distributed. The brochure contains Of the 96 capital projects, 38 have been important opportunity for a range of information on each Minister to officially opened, with the remainder community members to interact with inform people who to approach with Members of Parliament. scheduled to be completed in 2009.

Department of the Premier and Cabinet Annual Report 2008-09 7 Q150 Steam Train The Q150 Steam Train visited 56 communities and over-nighted in 26 local government regions between April and June. More than 14,000 passengers enjoyed a steam train journey and many more thousands were on hand to welcome the train at each location. Twenty-four students prepared and read a message of goodwill from their home community to the next local council region, expressing their aspirations for the future of their town, region and state. In the regions visited, every mayor ceremoniously welcomed the Q150 Steam Train and many communities timed their Q150 celebrations to coincide with the arrival of the train and its complement of 239 passengers. The Q150 Steam Train Q150 Steam Train arrives at Roma Street Station, 14 April 2009. concludes its statewide schedule in late August. many communities in discussion and • three commissioned performing arts Q150 icons debate about the significant events, projects involving theatre, opera, Nominations were sought by the 89 people and places that have shaped rock and dance with a metropolitan State Members from their electorates regional Queensland, as well as how and regional focus for ‘those people, places, stories and each community should represent its • capturing 70 digital stories associated events that have defined Queensland’. aspirations for the future. with the statewide Q150 celebrations More than 700 nominations across 10 Other Q150 Projects categories were then shortlisted by a • the Q150 Shed – a unique non-partisan parliamentary committee The Q150 website (www.q150.qld.gov.au) transportable entertainment to 30 icons per category. An online and monthly e-newsletter provide venue featuring headline and poll during March and April identified information on events, activities local performers at 13 locations Queensland’s top 150 icons, with and projects being delivered across the across Queensland the Royal Flying Doctor Service, the state and provide an avenue to contact • Proclamation Day re-enactment Great Barrier Reef and World Expo ’88 the department with ideas, feedback of Governor Bowen’s arrival in topping the poll. and suggestions for the celebrations. Brisbane, followed by a program Q150 Mosaic Q150 will deliver the final program of of celebrations to conclude the events in 2009 with particular focus on: Q150 program. The department coordinated the creative input of individual artists • the Q150 Film Festival – a two-night Toward Q2: Tomorrow’s and collaborative groups across celebration in each of the 10 regional Queensland to design and prepare centres of films produced, directed, Queensland artworks that reflect their communities’ written by, starring or filmed In September 2008, the Premier past and vision for the future. in Queensland launched the government’s The individual artworks were compiled • At Our Table – a celebration of blueprint for the future: Toward Q2: into the Q150 Mosaic which will be Queensland’s rich and diverse Tomorrow’s Queensland. on display at the 2009 RNA Show. food history and traditions, to be Toward Q2 is framed around five The design and background detail presented in 10 locations, from ambitions for a strong, green, healthy, of the mosaic artworks engaged Darnley Island to the Granite Belt smart and fair Queensland.

8 Department of the Premier and Cabinet Annual Report 2008-09 The plan outlines 10 targets for The Q2 Partners program will be Flag Raising Ceremony, multi‑faith 2020 that tackle some of the biggest launched in July 2009 to recognise event, workshops, food stalls and challenges facing Queensland, organisations that are contributing entertainment stages. The day including climate change, population toward the targets through delivery culminated with a fireworks display growth, preventable diseases and of specific projects and programs. and a concert featuring Claire Bowditch entrenched disadvantage. Ministers, CEOs and departments and Queensland’s Gin Club. There were 30 public forums held across will address tough new accountability Through the Visions of Australia the state from September to November measures to embed Toward Q2 and project, 16,400 Australian flags were 2008 at which Queenslanders were drive performance improvement. sent out to schools across Queensland, asked for their views and ideas about Progress toward achievement of with school children asked to draw how those ambitions can be achieved. the targets will be reported on the their vision of Australia on the back The forums were hosted by the Premier Toward Q2 website. of the flags. A further 2862 flags were and senior Ministers, including the distributed for 13 regional workshops Deputy Premier and Treasurer. The Events on Australia Day. forums were advertised in local media These were then made into bunting and were well attended. Over the year, the department organised and promoted a series of events which was hung on Hills Hoists at From September 2008 to June 2009, encouraging community participation the Australia Day Festival at South a total of 4513 ideas were received and engagement. These projects Bank Parklands and at community through public forums, emails and continue to be popular and deliver celebrations across the state. letters. Of these, 1215 related to the opportunities for Queenslanders Queensland Week green ambition, 988 to the smart to connect with each other, their ambition, 904 to the strong ambition, The week began with a citizenship government and their state. Some of ceremony on Saturday 6 June at 888 to the healthy ambition and the events held this year included: 518 to the fair ambition. South Bank Parklands. More than Australia Day Festival and Concert 500 candidates became Australian The ideas reflect the shared citizens with friends, family and commitment of stakeholders towards The Australia Day Festival was held at South Bank Parklands, with a fellow Queenslanders showing support reaching the targets. Some require state as candidates made a Pledge of government action while the success of others relies on Commonwealth or local governments, businesses, communities and individual action. All ideas submitted that contribute toward meeting the Toward Q2 targets are posted on the Toward Q2 website (www.towardq2.qld.gov.au) and will continue to inform state government programs, policies and initiatives. Visit www.thepremier.qld.gov.au/ tomorrow/your_ideas.aspx for a report from the consultation and the government’s response. In 2009–10, Queenslanders are encouraged to continue to play a role in shaping the future as individuals, families, communities, businesses, industries or through the different levels of government.

More than 500 new Australian citizens made a Pledge of Commitment at the Queensland Week Citizenship ceremony.

Department of the Premier and Cabinet Annual Report 2008-09 9 Commitment to their newly-adopted the dedication of businesses and sector. Over 100 artists and nation on Queensland Day in our individuals in building a stronger organisations were consulted through 150th anniversary year. future. The award winners will be meetings, email correspondence, Other activities included: announced after 30 June 2009. phone calls or focus groups and 60 individuals and organisations • Queensland Week RACQ Big BBQ Queensland Premier’s Literary Awards participated in the online survey. – approximately 25,000 people Further discussion with the sector enjoyed a free barbeque, activities, The awards promote, encourage and will inform the allocation of workshops and entertainment develop the literary arts in Queensland resources to support high quality, which featured Dora the Explorer and Australia and provide development demand-driven contemporary theatre and SpongeBob SquarePants. opportunities and mentorship to in Queensland from 2010. Queensland writers. • Queensland Week Comedy Fix – • Statewide survey of publicly Queenslanders joined together in Arts Queensland owned cultural infrastructure – laughter for the first Queensland Arts Queensland consulted with Week Comedy Fix at Suncorp Piazza. Community consultations a wide range of arts and cultural The show hosted some of Australia’s During 2008–09, Arts Queensland representatives from performing favourite comedians, including engaged in extensive consultation arts centres, galleries, museums, Tripod and their infamous ‘song throughout the state with the arts libraries and private facilities across in an hour’, Queensland’s own The sector and the wider community as Queensland regarding publicly Kransky Sisters, Charlie Pickering, part of the development of new owned cultural infrastructure. Corinne Grant, Claire Hooper, local strategic policies and directions. In particular, information and views comedian Lindsay Webb and radio Major consultations included: from members of the Northern Triple M’s Sully and Emily Jade for a Australian Regional Performing • Touring strategy – discussions comical take on the funny side of life Arts Centre Association (NARPACA) with more than 60 organisations in Queensland. provided valuable input into the and written responses from 34 • Suncorp Queenslanders of the research. Research will provide a individuals and organisations Year – schools, communities and profile on arts and cultural facilities were received for the Mapping businesses within Queensland were and be used to inform investment Out: Touring Strategy Information invited to submit nominations for decisions on infrastructure, Paper. Feedback informed the Suncorp Queenslander and Young particularly in regional Queensland. development of key initiatives in Queenslander of the Year. Finalists, Coming to a place near you: Touring • Regional arts strategy – this their friends and families and strategy for performing arts in strategy focuses on arts and community representatives attended Queensland 2009–2014, released in cultural development in regional this ceremony at the Tivoli, Brisbane. December 2008. communities. To date, consultation • Queensland Greats – nominations has involved workshops and online • Contemporary music strategy – were invited to honour the surveys with over 250 responses feedback from the music industry achievements of five individuals and received from artists, arts in 2007–08 resulted in targeted one institution that have made a life organisations, local arts councils consultation with music industry long contribution to Queensland. The and local government council’s stakeholders in 2008–09 which awards were presented to recipients representatives. The strategy will informed the development of Press by the Premier at a ceremony held at be released in 2009–10. Play: Arts Queensland Contemporary Roma Street Parkland. Music Strategy 2009–2012, launched Festivals Reconciliation Awards for Business in December 2008. The strategy Queensland’s festivals play a major These awards recognise and reward aims to build a sustainable and role in engaging communities across Queensland businesses, communities entrepreneurial contemporary music the state as audience members, and individuals who support sector in Queensland. participants and volunteers. In 2008–09, reconciliation and acknowledge our • Theatre Mapping Project – the department supported a range Aboriginal and Torres Strait Islander Arts Queensland engaged an of festivals across Queensland from histories. The depth and diversity independent consultant to research Laura to Currumbin, Townsville to of nominations is a testament to and map the Queensland theatre South Bank.

10 Department of the Premier and Cabinet Annual Report 2008-09 Major festivals included: • Ideas Festival 2009 – the festival celebrated and fostered innovation through a diverse and accessible program of debates, panels, lectures, exhibitions and demonstrations featuring local and international speakers. In 2009, the festival delivered its first dedicated schools program. The Think Do Tank involved 42 schools from across South-East Queensland including Bundaberg, Warwick, Hervey Bay, Sunshine Coast, Gold Coast, Ipswich, Logan and Brisbane. • Brisbane Festival – attended by more than 300,000 people, the festival featured more than 500 performances in a program that included theatre, dance, opera, Crowds enjoyed the cultural performances at The Dreaming Festival 2009. circus, music, multimedia, comedy, Photo: Jason Henry – lime.net.au cabaret, visual art, fringe theatre, conversation, political satire and a Other Queensland festivals supported range of free community events. by the department included: • The Dreaming – the four-day Australian Festival of Chamber Music, celebration of Indigenous culture Brisbane Writers Festival, Brisbane at Woodford was attended by over Cabaret Festival, Laura Festival, 20,000 people. Swell Currumbin Sculpture Festival, Queensland Poetry Festival and Riverfestival.

Brisbane Writers Festival 2008, held from 17–21 September 2008, drew record crowds to the State Library of Queensland. Photo: Justine Walpole

Department of the Premier and Cabinet Annual Report 2008-09 11 Financial summary 2008–09

Understanding our Parent entity analysis The parent entity has changed in financial statements 2008-09 due to machinery of The parent entity describes the financial government changes including This financial summary provides an performance for DPC including the the transfer out to other agencies overview of the department’s (parent Office of the Queensland Parliamentary of the Indigenous Government entity) financial performance and Counsel, also known as Legislative Coordination office, Security Planning position for 2008–09. A more detailed Drafting, Advisory and Information and Coordination and International view of the department’s financial Services (LDAIS) and Arts Queensland. Collaborations. The department performance and position for 2008–09 The Corporate Administration Agency welcomed Arts Queensland and is described by the financial statements and the department’s subsidiary the Office of the Queensland Chief included in this annual report. companies are incorporated into the Scientist during the year. The financial consolidated entity which is reported transactions of the above units are in the financial statements. Note 1(b) reflected in the department’s accounts to the financial statements provides a for the period in which the department detailed description of the reporting had control. entity.

2009 2008 Income Statement ($’000) ($’000) Total Income 153,502 102,870 Total Expenses 153,502 105,643

Income The department’s main revenue source is Output Revenue (appropriation from the Consolidated Fund) from Queensland Treasury. In addition, the department received grants and contributions from other entities, sponsorship towards events and revenue from user charges such as corporate services provided to other agencies. The increase in income from the previous year of $50.63 million reflects the part year impact of the transfer of Arts Queensland as well as increased contributions and sponsorship to the Q150 celebration program, contributions from other Queensland Government departments to the Policy Development Program and a gain on revaluation of the Government Airwing aircraft.

12 Department of the Premier and Cabinet Annual Report 2008-09 Expenses The major expenses associated with departmental activities include: • employee expenses e.g. wages and salaries, salary related taxes and superannuation contributions • supplies and services which are costs associated with the day-to-day operation of the department • depreciation of physical assets including buildings and aircrafts and amortisation of computer software • capital and recurrent grants and subsidies. Total Expenses in 2008-09 were greater than previous year’s by $47.86 million predominantly due to the part year effect of the transfer of Arts Queensland and significant one-off initiatives such as the Q150 celebration program. The department also made significant The following graph represents a comparison of the department’s major donations to public appeals for victims financial items. of the Victorian Bush Fire, Central and Southern Queensland Floods, Northern and North West Queensland Monsoonal Flooding and Tropical Cyclones Charlotte and Ellie. Financial position One of the indicators of sound financial management is the Equity/Net Asset position which measures the net worth of the department. The department continued to maintain a sound position at 30 June 2009 through effective asset management practices and the management of liabilities owing. The significant increase in assets is predominantly due to the land and buildings associated with the Arts portfolio which transferred to the department as a result of machinery of government changes.

2009 2008 Balance Sheet ($’000) ($’000) Total Assets 890,499 41,504 Total Liabilities 46,113 32,934 Total Equity 844,386 8,570

Department of the Premier and Cabinet Annual Report 2008-09 13 Organisational structure

Department of the Premier and Cabinet

Office of the Audit, Evaluation Executive Management Unit Director-General and Risk Services*

• Executive Correspondence Unit Governance Division Cabinet Services and Implementation State Affairs

• Cabinet Services • Constitutional and Administrative • Cabinet Legislation and Liaison Law Services • Implementation Unit • Executive Services • Government Air Wing Policy Division • Protocol Queensland State Services Economic Policy • Communication Services • Events Coordination Environment and Resources Policy • Marketing Services • Reef Water Quality Protection • Queensland’s 150th Celebrations Plan Secretariat Corporate Capability Law and Justice Policy • Corporate Planning and Reporting • Criminal Justice Research • Facilities Coordination • Human Resource Services Social Policy Ministerial Services Intergovernmental Relations Financial Management Policy Development Office Information Services Performance Management Office • Corporate Information Services • Information and Communication Technology Office of the Queensland Chief Scientist^ Council for the Australian Federation Secretariat# Arts Queensland Office of the Queensland Corporate Administration Agency Parliamentary Counsel

Arts Development

Arts Infrastructure and Services

Arts Strategic Coordination

* Audit, Evaluation and Risk Services report to the Director-General but is administratively responsible through the Executive Director, Corporate Capability. ^ The Office of the Queensland Chief Scientist reports to the Director-General but is administratively responsible through the Executive Director, Policy Development Office. # The Council for the Australian Federation Secretariat reports to all State and Territory First Ministers but is administratively responsible through the Director-General.

14 Department of the Premier and Cabinet Annual Report 2008-09 Our performance

Outcome measures and results for: • Executive government • Representing Queensland • Policy development • Arts and culture • DPC capacity Outcome measures and results

Objective Outcome measures Result Executive Government • DPC supports the Premier as the head of executive Participant satisfaction with Community 98% government, responsible for constitutional and Cabinet consultation process1 administrative support of Parliament. Number of Community Cabinets 8

• Cabinet and Cabinet Committee decision-making The Premier and Cabinet’s satisfaction The Premier engages is supported by efficient and effective processes. with the quality of support provided regularly with senior executives and managers on current and emerging issues. Representing Queensland • DPC supports the Premier by maximising The Premier’s satisfaction that The Premier provides daily opportunities for Queensland. opportunities to represent and promote feedback to departmental staff on the quality of Queensland are maximised service and advice. Staff awards provide an opportunity for the Premier and Director‑General to recognise the efforts of staff. Policy development • Leading policy development and coordination. Key stakeholders’ satisfaction with the level of 93% DPC engagement1 • Monitoring of policy implementation and Key stakeholders’ satisfaction with DPC 94% delivery arrangements. leadership and the quality of policy advice provided1 Arts and Culture • Building a strong arts sector that enriches Level of attendance in subsidised 4,436,273 the lives of all Queenslanders. arts sector events Target: 4,000,000 Percentage of regional communities 100% accessing specific regional grants Target: 95% Level of client satisfaction with Arts 76% Queensland’s funding program and services Target: 75% DPC capacity • DPC capacity supports our priorities. Retention rate1 69% Number of reviewed processes implemented 80 Target: 16 Note: 1. No targets as base line being established.

16 Department of the Premier and Cabinet Annual Report 2008-09 In 2008–09, a client survey was sent performance measures through more importantly, the quality of to all line agencies to determine individual units’ business plans. the outcomes. satisfaction ratings which formed a The Executive Management Team’s The Outcome measures are designed base line. The results were obtained by aim was to determine performance to support the Output performance identifying the number of respondents measures that drive us to improve our measures published as part of the who rated their satisfaction as either: collaboration with, and provide advice Service Delivery Statement budget • satisfied and support to, our key stakeholders. document. The following output • more than satisfied Executive Directors and managers have performance measures will be reviewed • very satisfied. promoted the continuous improvement in 2009–10 to better reflect the performance improvement culture The results will be used to review culture by working with staff to being driven through the department’s the strategic plan and develop agree on performance measures at performance management framework. improvement strategies and the unit level, that not only record achievement of objectives but, perhaps

Department of the Premier and Cabinet Annual Report 2008-09 17 Output performance measures and results

2007–08 2008–09 2008–09 Output measures Notes actual target actual Government and Executive Services Number of Executive Council Minutes 1 1,308 1,175 1,069 Number of Governor’s regional visit and general issues briefs 1 2,076 1,500 1,512 Number of briefs provided to the Premier 1, 2 3,462 3,117 3,045 Number of items of Ministerial correspondence 1 47,102 53,000 40,609 Number of Ministerial Office training days provided 3 347.78 150 214.36 Total flying hours achieved (organ retrievals, search 646.80 750 677.90 and rescue, official transport, other) Number of protocol functions and official visits organised 120/63 135/75 127/64 Number of major event activities organised for Queensland 41 36 41 Number of speeches and related services prepared 1 427 440 414 Number of process improvement reviews undertaken 2, 4 54 19 90 Percentage of FOI applications processed 100% 100% 100% within statutory timeframes Percentage of protocol products and services developed 95% 95% 95% within agreed timeframes Percentage of Ministerial correspondence 82.8% 85% 88% completed on time Policy Advice, Coordination and Cabinet Support Number of briefing notes provided to the Premier 1 2,200 2,000 2,080 Number of Cabinet meetings supported 1 47 44 41 Number of Community Cabinet meetings supported 1 10 10 8 Number of Cabinet Committee meetings supported 1 99 100 79 Percentage of briefs and policy advice provided within 92.2% 95% 81.4% 15 working days or by agreed date Average time taken for the preparation of the Cabinet bag 1.3 hours Average 2 hours Average 1.3 hours Percentage of Cabinet Secretariat timeframes met 5 95% success 90% success 90% success for Cabinet decisions in circulation in circulation in circulation by 4.30pm day by 4.30pm day by 4.30pm day following following following Percentage of Cabinet Secretariat timeframes met for 100% success in 100% success in 100% success in Community Cabinet Program circulation by COB circulation by COB circulation by COB Thursday prior Thursday prior Thursday prior

18 Department of the Premier and Cabinet Annual Report 2008-09 62007–08 2008–09 2008–09 Output measures Notes actual target actual Arts and Culture Number of public art projects completed 31 25 28 Number of arts activities funded 16,570 16,800 17,077 Number of statutory agencies and companies funded 9 9 9 Level of attendance in subsidised arts sector events 7 4,091,871 4,000,000 4,436,273 Level of client satisfaction with Arts Queensland’s funding 8 65% 75% 76% program and services Percentage of funding decisions informed by industry 9, 10 73.8% 70% 59% peer assessment Percentage of grant approvals processed within 89% 95% 94% required timeframes Percentage of grant acquittals processed within 11 50% 90% 79% required timeframes Percentage of regional communities accessing 93.4% 95% 100% specific regional grants Percentage of funding provided to people from target groups 12, 13 34.5% 35% 44% Proportion of funding allocated to artists, arts workers and 81% 82% 82% non‑government arts and cultural organisations Corporate Administration Agency Financial performance measures $ SSP operating surplus (deficit) ...... % Labour costs as % of total expenses 14 25% 26% 26% Non-financial performance measures Number of FTEs in SSP 15 99 103 120 Notes: 1. This is a demand driven measure and fluctuates accordingly. 2. The 2008–09 target has been amended to exclude the contributions from International Collaborations and Security Planning and Coordination units which were transferred to other departments. 3. Additional training days due to change in portfolios and accountability training for all staff. 4. Additional process improvement reviews undertaken for changes in IT service arrangements for Ministerial Offices. 5. The implementation of the department’s new electronic document and records management system in 2008–09 has altered the data collection points for the initiation and finalisation of requests for advice. 6. As reported in Department of Education, Training and the Arts Annual Report 2007–08. 7. The increase in attendance numbers during 2008–09 is attributed to: the small to medium program (s2m), which encourages organisations to promote attendance in arts events; the first full year of grant funding for the Backing Indigenous Arts – Building Skills and Opportunities program; and Brisbane Festival. 8. In 2008, the satisfaction survey included applicants to Sector Project Grants, s2m, Regional Arts Development Fund and art+place. 9. This measure refers to funding decisions made as part of competitive or open grant programs (s2m and Sector Project Grants) and does not include targeted funding decisions. 10. The variation between the 2008–09 target and the 2008–09 actual is attributed to a higher number of Career Development Grants being processed in 2008–09 than in previous years. These grants do not require industry peer assessment. 11. The number of grant acquittals processed within the required timeframe has decreased significantly in 2008–09. Arts Queensland will continue to work towards reaching the target of 90 per cent.

Department of the Premier and Cabinet Annual Report 2008-09 19 12. This measure refers to grant recipients who self identify with one or more of the following target groups: Aboriginal people; Torres Strait Islander people; people from culturally and linguistically diverse backgrounds; children; young people; people with disabilities; Australian South Sea Islanders; and seniors. It does not include funding programs dedicated to specific target groups. 13. The variation in the 2008–09 target and the 2008–09 actual is attributed to the increased number of recipients who self identify as children and young people. This is attributed to Arts Queensland’s release of arts culture + me – Children and Young People in the Arts Action Plan 2008–11. 14. A large portion of the CAA’s total expenses is devoted to the provision of building services and facilities management of the Cultural Centre. 15. The increase in staffing numbers has occurred as a result of an increase in the number of statutory authorities choosing to receive their corporate services from CAA.

20 Department of the Premier and Cabinet Annual Report 2008-09 Our achievements Government and Executive Services Output

This service is delivered by the following DPC units: • State Affairs • State Services • Ministerial Services

Government and Executive Services provides a range of services to the Premier, Executive Council, the Director-General and staff of DPC and associated agencies, Ministers and ministerial offices, government departments and agencies. The units that contribute to this Output are State Affairs, State Services and Ministerial Services.

Highlights: • Introduced the Queensland Contact with Lobbyists Code and Register of Lobbyists. • Coordinated the swearing-in of the 25th Governor and the new Bligh Ministry. • Launched and promoted Queensland’s 150th celebrations and commenced delivery of the statewide program of events and activities in 2009. • Facilitated the Premier’s Disaster Relief Appeal Fund to assist victims of the severe storms of November 2008 and the monsoonal flooding and tropical cyclones Charlotte and Ellie in January and February 2009. • Provided support for the Webbe and Weller report Brokering Balance: A Public Interest Map for Queensland Government Bodies – An Independent Review of Queensland Government Boards, Committees and Statutory Authorities. • Delivered high quality official visits and protocol services including arrangements for the farewell of the 24th Governor of Queensland and the returning Olympians and Paralympians from Beijing. • Implemented new information technology support arrangements for Ministerial and Opposition Leaders’ offices. • The Queensland and Commonwealth Governments have jointly committed $4 million to the search for the Australian Hospital Ship (AHS) Centaur, lost during World War II off the Queensland coast.

State Affairs • aviation services for official • Organised the government’s transport, organ retrievals, involvement in the Far North State Affairs provides: emergency search and rescue Queensland Regional Sitting of • support for Executive Government and counter‑disaster operations Parliament, held in Cairns on and the Premier’s parliamentary (refer to figure 1 and 2 on pages 28–30 October 2008. responsibilities and manages 24 and 25). • Developed the new Auditor-General legislation relating to the Premier’s Achievements Bill 2009. responsibilities • Introduced the Queensland Contact • Facilitated the Premier’s Disaster • strategic advice on constitutional with Lobbyists Code and Register Relief Appeal Fund for Queensland’s and administrative reform issues of Lobbyists. storm, flood and cyclone victims. and counter terrorism and pandemic • Coordinated the swearing-in of the related matters • Delivered high quality official visits 25th Governor in July 2008 and the and protocol services including: • strategic advice and new Bligh Ministry in March 2009. arrangements for the farewell of the whole-of-government coordination • Assisted with the opening of the 24th Governor of Queensland and a of state occasions, official visits and 53rd Parliament of Queensland. welcome for the returning Olympians functions, honours and other protocol and Paralympians; state occasions; activities the official Queensland gift range;

22 Department of the Premier and Cabinet Annual Report 2008-09 the free Queensland flag scheme; Visit www.premiers.qld.gov.au for artists for collation into the state emblems advice; honours further information on the awards Q150 Mosaic and awards support; monuments and recipients. −−collating, shortlisting and and memorials; and Consular • Engaged and managed corporate online polling of more than Corps matters. and media sponsors and partners to 700 nominations of ‘those people, • Finalised a response to accepted support the program of community places, events and stories recommendations of the Service events and awards, and continued that have defined Queensland’ Delivery and Performance a review of sponsorship policies. to identify the Q150 icons −−a range of celebratory events in Commission and implemented • Celebrated Queensland communities improvement strategies. relation to capital projects funded and initiatives through the through the $100 million Q150 • Revised the department’s documents successful management of outgoing Legacy Infrastructure Program. and processes in preparation for sponsorships, including Earth Hour, the new Right to Information and St Patrick’s Day Parade and Carols in Refer to Community Engagement Information Privacy legislation. the City. section for more detail on activities. State Services • Led the planning, coordination Ministerial Services and delivery of Queensland’s 150th Ministerial Services provides corporate State Services deliver a diverse anniversary celebrations, including: range of communication services, support for Ministerial offices and the −−promoting and providing more events and activities to promote Office of the Leader of the Opposition. than $4 million in funding through community engagement and support the Q150 Community Funding Achievements the Queensland Government priorities Program to more than 500 and key initiatives through: • Implemented new information community groups technology support arrangements • managing outgoing sponsorships −−welcoming 14,000 passengers for Ministerial and non-government and implementation of the on the Q150 Steam Train which offices that improved services at Queensland Government sponsorship visited 56 communities reduced cost. and events policies −−developing a series of • Improved the training program for commissioned arts projects, film • managing whole-of-government ministerial staff, including festivals and digital stories for communications related contracts professional development programs, presentation in 2009–10 • the coordination and management induction programs, accountability −−commissioning the painting of of celebrating Queensland’s 150th training and workplace behaviour 150 individual tiles by regional anniversary in 2009, through a training. statewide program of grants, events and activities. Achievements • Engaged Queenslanders through the successful delivery of events and initiatives, including Queensland Week, Australia Day and Olympic Happy Homecoming celebrations. • Celebrated and acknowledged Queenslanders through the successful delivery of awards programs, including the Queensland Premier’s Literary Awards, the Queensland Greats, Suncorp Queenslanders of the Year, Reconciliation Awards for Business and the Premier’s Awards Left to right: Jan Power, representing philanthropist Philip Bacon AM, Angel Flight founder for Excellence in Public Sector Bill Bristow AM, singer/songwriter and educator Kevin Carmody, respected medical Management. scientist Dr. Robyn Rodwell, community supporter Anthony Ryan, aged care facility Blue Care represented by Executive Director Stephen Muggleton and Premier Anna Bligh MP.

Department of the Premier and Cabinet Annual Report 2008-09 23 Figure 1: Official travel in Government Air Wing aircraft by Ministers from 1 July 2008 to 30 June 2009

Minister VH SGQ King Air VH SGY Hawker Jet Total Hours Governor 37.0 4.0 41.0 Hon A Bligh 65.1 115.6 180.7 Hon D Boyle 13.6 5.5 19.1 Hon C Dick 0.0 0.0 0.0 Hon A Fraser 4.2 18.4 22.6 Hon S Hinchliffe 5.9 0.0 5.9 Hon K Jones 3.9 2.7 6.6 Hon M Keech 0.0 0.0 0.0 Hon P Lawlor 2.2 0.0 2.2 Hon P Lucas 20.8 54 .4 75.2 Hon A McNamara 15.3 10.8 26.1 Hon J Mickel 5.9 8.2 14.1 Hon T Mulherin 1.0 8.5 9.5 Hon L Nelson-Carr 7.6 0.0 7.6 Hon R Nolan 0.0 0.0 0.0 Hon A Palaszczuk 4.9 0.0 4.9 Hon W Pitt 7.0 3.2 10.2 Hon P Reeves 0.0 0.0 0.0 Hon N Roberts 16.7 5.0 21.7 Hon S Robertson 14.8 34.3 49.1 Hon R Schwarten 3.3 0.0 3.3 Hon K Shine 11.6 0.0 11.6 Hon J Spence 1.0 0.0 1.0 Hon K Struthers 0.0 0.0 0.0 Hon C Wallace 14.6 25.1 39.7 Hon R Welford 11.8 0.0 11.8 Hon G Wilson 4.7 1.5 6.2 Total 272.9 297.2 570.1

24 Department of the Premier and Cabinet Annual Report 2008-09 Figure 2: Flying hours provided by the Government Air Wing aircraft from 1 July 2008 to 30 June 2009

Activity Flying Hours % of Total Flying Hours Counter Disaster 0.0 0.0% Governor 41.0 6.0% Maintenance 0.0 0.0% Ministerial 529.1 78.1% Organ Transplant Retrieval 67.9 10.0% Other * 3.2 0.5% Police 0.0 0.0% Search and Rescue 11.5 1.7% Training 25.2 3.7% Total ** 677.9 100% * Other includes aircraft relocation due to unforeseen circumstance. ** Numbers may not add exactly due to rounding.

Future directions • Update security standards for for Government and Ministerial offices. Executive Services • Finalise the delivery of Queensland’s 150th celebrations in 2009. • Implement the recommendations • Finalise the review of sponsorship of Brokering Balance: A Public policies and implement across Interest Map for Queensland government and continue to generate Government Bodies – An appropriate sponsorships and Independent Review of Queensland partnerships to support delivery of Government Boards, Committees core programming. and Statutory Authorities. • Manage and deliver successful key • Continue implementing reforms celebrations, events and awards relating to Right to Information. across the state including Australia • Continue to provide effective Day, Queensland Week and the executive support for Parliament, Reconciliation Awards for Business. Cabinet and government • Manage Queensland Government decision-making processes. sponsorships of community events. • Implement new travel support • Lead the project coordinated by arrangements for Ministerial offices and Office of the a Joint Government Steering Leader of the Opposition. Committee to locate the final resting place of the AHS Centaur.

Department of the Premier and Cabinet Annual Report 2008-09 25 Policy Advice, Coordination and Cabinet Support Output

This service is delivered by the following DPC Units: • Cabinet Services and Implementation • Policy Development and Performance Management Office • Intergovernmental Relations • Economic Policy • Environment and Resources Policy • Law and Justice Policy • Social Policy • Office of the Queensland Chief Scientist

Policy Advice, Coordination and Cabinet Support Output provides policy advice and coordination for the Premier and Cabinet and supports Cabinet and Cabinet-related activities. In addition to providing detailed briefings for the Premier on all matters before Cabinet and coordinating a broad range of whole-of-government activities, the Output provides expert advice to facilitate the operation of Cabinet and its related processes. These processes include administration of all Cabinet information, custodianship of the Cabinet record from current and previous governments and direct logistical support to Ministers in Cabinet meetings.

Highlights • Released the Toward Q2: Tomorrow’s Queensland policy in September 2008. • Developed the Queensland Government Performance Management Framework which provides a comprehensive framework for performance management and improvement within government. • Delivered the Queensland Chief Scientist’s Queensland: state of science 2007-08 report in April 2009. • Established R&D Queensland to better coordinate the government’s investment in R&D strategic priorities. • Facilitated the inaugural Premier of Queensland’s National New Media Award and Premier’s New Media Scholarship. • Oversaw the production of the report A Shared Challenge: Improving Literacy, Numeracy and Science Learning in Queensland Primary Schools, an outcome of the Masters’ Review of Literacy, Numeracy and Science Learning in Queensland Primary Schools.

Cabinet Services Support is also provided to the various and ensuring initiatives are kept on and Implementation Cabinet Committees and Community track by addressing any obstacles to Cabinet meetings. their implementation. Cabinet Services and Implementation The Implementation Unit’s role is reports directly to the Director-General to strengthen the government’s Achievements and consists of the Cabinet Secretariat monitoring capacity and assist • Prepared and managed 566 Cabinet and the Implementation Unit. in the effective delivery of key submissions and 602 Cabinet Cabinet Secretariat provides strategic policy initiatives. This role requires decisions; 284 Cabinet Committee and operational support to Cabinet establishing and monitoring a complete submissions and 280 Cabinet and to the Premier as Chair of Cabinet. record of all significant commitments Committee decisions.

26 Department of the Premier and Cabinet Annual Report 2008-09 • Provided support to 41 Cabinet and ongoing development of the Future directions meetings and 79 Cabinet Smart State Strategy. Committee meetings. Toward Q2 implementation Achievements priorities include: • Organised 631 deputations as part −−establishing tools to encourage of Community Cabinet and supported • Toward Q2: Tomorrow’s Queensland shared responsibility between eight Community Cabinet meetings. (Toward Q2): government, individuals and −−researched changing trends • Prepared and managed the the community, businesses in Queensland, such as the publication of 169 proactive release and industry ageing population, unhealthy Cabinet decision summaries. −−working with agencies to ensure lifestyles, climate change and • Provided reports on government Toward Q2 directly informs examples of other Australian commitments to Cabinet and agency objectives, policy and international jurisdiction’s the Premier. and services performance measures to inform −−implementing 2009–10 Toward Q2 • Supported Community Cabinets to Toward Q2 targets target delivery plans with all enable broader and more frequent −−consulted extensively with community engagement. agencies agencies on the importance and −−reporting to government • Progressed development of scale of the Toward Q2 issues, the on progress made on Toward a new Cabinet information achievability of the targets and Q2 targets system (SmartCab). how they could be benchmarked −−delivering the first Toward Q2 and measured reliably on an annual report describing progress Future directions ongoing basis toward the targets −−developed baseline and • Implement a new Cabinet −−working with agencies to develop information system (SmartCab) historic performance data with 2010–11 Toward Q2 target across government to improve agencies which was published delivery plans. the operation of Cabinet through in the Toward Q2: Tomorrow’s electronic transmission and Queensland policy document. • Queensland Government coordination of Cabinet business. performance management • Queensland Government Performance framework priorities: • Continue to support Cabinet’s Management Framework: engagement with the community −−strengthen the ways in which −−was approved by government on through Community Cabinets, giving government uses performance 1 September 2008 a wider cross-section of people in information to drive −−provides consistent guidelines regional Queensland the opportunity improved service delivery to talk directly to Ministers and for agencies in establishing new and monitoring practices observe Cabinet in action. strategic directions as a result −−create better alignment of of the public service reforms performance information Policy Development announced on 26 March 2009. across the various planning and Performance • Oversaw the implementation of the and reporting documents Management Office Smart State Strategy 2008–2012. (i.e. strategic plans, budget • Coordinated the government documentation and The office provides strategic policy response to the fifth round of annual reports). advice and coordination for the Smart State Council reports, Premier and Cabinet that is aimed • Undertake the 2009 Queensland including Smart State = Creative at maximising the economic, social Strategic Audit and coordinate the State and Food and Fibre Sector and environmental development of Strategic Cabinet program. Research and Development. Queensland. The office also supports the government’s forward policy • Managed the Growing the Smart development program, provides advice State Funding Program, providing regularly to the Premier on emerging a seventh round of research grants issues and innovation in public to PhD students. policy and drives implementation

Department of the Premier and Cabinet Annual Report 2008-09 27 Intergovernmental Relations Future directions • Coordinated a range of COAG related reform initiatives, especially Intergovernmental Relations provide • Coordinate the development in the areas of regulatory reform a foundation for collaboration across of whole-of-government and climate change. government to ensure that the Premier, policy on issues of national Director-General and Associate significance through the COAG • Provided support to Cabinet and the Director-General, are provided with processes, ensuring Queensland Cabinet Budget Review Committee timely, high quality policy advice. is well positioned in the on a wide range of policy matters. The unit is responsible for building Australian Federation. • Provided extensive assistance in the the policy capacity across Queensland • Coordinate the program of work for formulation of the government’s government agencies. COAG and progress implementation renewable energy strategy. of related commitments. Achievements • Assisted in the development of • Support the Premier in her role a whole-of-government urban • Supported the Premier at seven as Chair of the CAF until October congestion program designed to Council of Australian Governments 2009, ensuring that Queensland help support population growth, (COAG) meetings, where significant Government’s positions on key employment, economic and social national reform continued to progress. policy decisions are advocated activities. This program focuses on This included the development and by the Premier. This will include a number of key themes including: endorsement of national partnerships, managing the CAF work program for −−land use and planning intergovernmental agreements Queensland across policy initiatives, −−travel options – creating public and implementation plans across including interstate harmonisation and active transport networks COAG’s reform agenda in health and promotion of a more efficient that have greater accessibility, and ageing, education, training and effective system of federalism. frequency and reliability and skills, housing, infrastructure, climate change and water, Indigenous • Continue to represent and/or support −−efficiency – maximising reform and business regulation and the Queensland Government in key the efficiency of existing competition. treaty-related forums (e.g. Torres infrastructure through the Strait Treaty) and represent the development of intelligent • Supported the Premier in her role Queensland Government at the transport systems and quick as the Chair of the Council for the Standing Committee on Treaties. road clearance Australian Federation (CAF) at −−capacity – additional roads and two meetings. • Facilitate government liaison with the Australian Defence Force through public transport infrastructure • Represented and supported the the annual Queensland/Defence investment. Queensland Government in Consultative Forum. existing treaty-related forums Future directions (e.g. Torres Strait Treaty) and Economic Policy represented Queensland at the • Focus on infrastructure delivery. Standing Committee on Treaties. Economic Policy is responsible for the • Maximise employment outcomes in This role included facilitating development and provision of strategic support of the government’s election Queensland Government’s input to policy advice and options on all aspects commitments on jobs. the Commonwealth Government’s of economic development and reform issues in Queensland. Particular areas • Continue assisting the development treaty-making process, through and implementation of the COAG their parliament’s Joint Standing of responsibility include economic conditions, fiscal analysis and budget reform agenda in areas such as Committee on Treaties with regard business regulation and competition, to proposed actions. coordination, micro–economic reform issues, labour market analysis and infrastructure and climate change. • Facilitated Queensland Government transport, energy and industry policy. • Working with Queensland Treasury liaison with the Australian and the Department of Infrastructure Defence Force through the annual Achievements and Planning to implement the Queensland/Defence Consultative • Coordinated the development of the Toward Q2 strong ambition target: Forum and coordinated the ‘Queensland is Australia’s strongest submission on the new Defence government’s position on a national emissions trading scheme. economy, with infrastructure that White Paper. anticipates growth’.

28 Department of the Premier and Cabinet Annual Report 2008-09 • Working with DEEDI to implement irrigation efficiency and modernise through the Cape York Peninsula the Toward Q2 strong ambition water delivery in the Queensland Central Coordination Group and target: ‘increase by 50 per cent Murray Darling river system. convening meetings of the Cape the proportion of Queensland • Negotiated a new Intergovernmental York Peninsula Tenure Resolution businesses undertaking research and Agreement (to replace the 1978 Implementation Group. development or innovation’. Emerald Agreement) with the • Working with Department of Commonwealth Government on the Future directions Transport and Main Roads and the management of the Great Barrier • Provide strategic leadership on the Office of Clean Energy to implement Reef World Heritage Area. Statewide Forests Process, including the Toward Q2 green ambition target: • Led the development of a new Reef the development of a long-term ‘cut by one-third Queenslanders’ Water Quality Protection Plan (Reef timber supply arrangement for carbon footprint with reduced car Plan). The updated Reef Plan builds the cypress industry and interim and electricity use’. on the 2003 Reef Plan and is now tenure arrangements for transfer • Working with the Department of underpinned by clear and measurable of Western Hardwoods areas to Education and Training (DET) and targets, improved accountability and the protected area estate. DEEDI to implement the Toward more comprehensive and coordinated • Oversee implementation of the Q2 fair ambition target: ‘halve the monitoring and evaluation. updated Reef Water Quality proportion of Queensland children • Organised and managed the Reefocus Protection Plan, including progress living in households without a Summit on 24 October 2008. towards the achievement of a 2013 working parent’. This high-level summit brought target for a 50 per cent reduction in together governments and key nitrogen, phosphorus and pesticides Environment and stakeholder groups, including at the end of reef catchments. Resources Policy representatives from agricultural • Oversee development and Environment and Resources Policy peak bodies, natural resource implementation of an integrated includes the Reef Water Quality management bodies, researchers and ‘Paddock to Reef’ monitoring Protection Plan Secretariat and is the conservation sector. The Summit, program to track the delivery of reef dedicated to providing strategic advice opened by the Premier and hosted water quality targets and guide the and policy coordination to the Premier by the Queensland Minister for delivery of more sustainable land and Cabinet on environment and Sustainability, Climate Change and management practices. resource issues. Key responsibilities Innovation and the Commonwealth • Facilitate delivery of the Toward Q2 include leading and coordinating the Minister for the Environment, green ambition target: ‘protect activities of other agencies to enable Heritage and the Arts, laid the 50 per cent more land for nature the development of high quality groundwork for the development conservation and public recreation,’ policies, programs and legislation of joint initiatives to improve through the identification and for Queensland and to participate the quality of water entering protection of new reserves under in interdepartmental committees the Great Barrier Reef. the Statewide Forests Process, and forums that ensure that the • Facilitated the coordination of coordination of the Cape York government’s environment and natural the response to the oil spill clean-up tenure resolution process and the resource policy agenda is delivered in Moreton Bay and the Sunshine development of innovative policies effectively and consistently. Coast and the subsequent action to resource new land acquisitions. to recoup costs from the shipping Achievements company involved in the incident. Law and Justice Policy • Facilitated implementation of the • Coordinated declaration of three Law and Justice Policy plays a central Intergovernmental Agreement on the Wild River basins under the role in addressing Queensland’s key Murray-Darling Basin. This occurred Wild Rivers Act 2005. law and justice issues including through negotiations with the • Facilitated cross-government corrective services and prisons, police, Commonwealth Government on the delivery of conservation and law reform, crime and sentencing, $510 million ‘Healthy Headwaters’ Indigenous tenure resolution fair trading, the courts, Freedom of project to buy back water, improve processes for Cape York Peninsula Information and drug courts. The unit

Department of the Premier and Cabinet Annual Report 2008-09 29 manages the Criminal Justice Research scoping study and implementation Social Policy unit that provides specialised research plan was prepared for COAG’s to assist government in developing consideration in November 2008. Social Policy facilitates the coordinated, evidence-based policies on COAG endorsed the report and plan. development and coordination of criminal justice issues. The exchange of information will effective social policy for Queensland better protect children by improving through strategic and evidence‑based Achievements the range and consistency of policy advice and options to the information available to agencies Premier and Cabinet on current and • Continued to facilitate, with the emerging social policy issues of Department of Justice and Attorney- across Australia that screen individuals who work with children. significance. Key responsibilities are to General, the government’s significant manage the implementation of policies litigation directions, including • Led the development of the consistent with the government’s coordination of regular reports Criminal Code and Other Legislation priorities, government responses to by agencies to the Premier and (Misconduct, Breaches of Discipline strategic social issues and social policy Attorney-General. and Public Sector Ethics) Amendment projects of cross agency significance as • Chaired the Bundaberg Claims Bill 2009 which was introduced into requested by the Premier. Management Committee which Parliament in June 2009. has settled or closed the majority Achievements Future directions of claims by former patients of • Facilitated the inaugural Premier of Dr Jayant Patel and the • Finalise the 2007–10 Indigenous Queensland’s National New Media Bundaberg Hospital. criminal justice research agenda – Award and Premier’s New Media • Published the Queensland Criminal a three-year strategic research Scholarship. The $75,000 national art Justice System Bulletin 2006–07 program that will report on sentencing award is Australia’s most significant which provides the public with key disparities, bail and remand, domestic prize for new media and celebrates information on developments violence, victimisation, diversionary the skill and creativity of Australian and trends within the criminal process and the effect of parental artists working across a range of new justice system. offending/incarceration on children’s media art forms. development as they relate to • Consulted on the review of Indigenous people and communities. • Worked with DET to finalise Queensland’s public protection the report A Shared Challenge: legislation for high risk sexual • Manage the evaluation of the Improving Literacy, Numeracy and and violent offenders, as input 2007–10 Queensland Indigenous Science Learning in Queensland to legislative amendments that Alcohol Diversion Program, a Primary Schools, an outcome of are currently being progressed three year pilot program aimed at the Masters’ Review of Literacy, to improve the operation of the rehabilitating and providing support Numeracy and Science Learning in Dangerous Prisoners (Sexual for Indigenous people with alcohol Queensland Primary Schools. The Offenders) Act 2003. related problems that have brought report emphasises the importance them into contact with the criminal of high quality teaching and school • Continued the Indigenous criminal justice and child protection system. leadership and provides five key justice research agenda, a three‑year recommendations to be implemented strategic research program to • Continue to chair the COAG by DET. examine key crime and criminal implementation working justice issues relevant to Indigenous group, overseeing the national • Continued to work with Queensland people and communities. implementation of the Health and the departments of inter-jurisdictional exchange of Communities, Education and • Led the whole-of-government criminal history information for Training and Community Safety development of the Telecommunications people working with children. to analyse and develop policy to Interception Bill 2009 which was meet Queensland’s long-term social assented to in May 2009. • Work with the Queensland Police Service and the Crime and Misconduct challenges, including the Queensland • As chair of the COAG Commission in progressing an Government Strategy to Reduce implementation working group on evaluation of the use of tasers as an Domestic and Family Violence the inter‑jurisdictional exchange alternate use of force option by police and the Queensland Government of criminal history information for in responding to critical incidents. Reconciliation Action Plan people working with children, a 2009–2012.

30 Department of the Premier and Cabinet Annual Report 2008-09 The Queensland Chief Scientist, Professor Peter Andrew (far right) with the Western Australia Chief Scientist, Professor Lyn Beazley, the Vice Chancellor of James Cook University, Professor Sandra Harding and Jan Jarratt MP (left to right).

• Supported the Premier at COAG and Future directions • Continue to work with the CAF meetings on matters relating to newly established Office of Early • Continue to work with agencies health, education and the early years, Childhood Education and Care to analyse and develop policy to social housing and Indigenous issues. to implement the findings of meet Queensland’s long-term social Professor McMeniman’s report • Reviewed the operations of the challenges and support the Premier on early childhood education in Eat Well Be Active Taskforce and at COAG and CAF meetings. transferred responsibility for the Queensland, in regard to workforce taskforce to the Honourable Phil • Work with Queensland Health to issues and appropriate governance Reeves MP, Minister for Child Safety implement the Toward Q2 healthy arrangements, to ensure the roll out ambition targets: ‘cut by one third and Minister for Sport. of universal access to kindergarten. obesity, smoking, heavy drinking and • Continued to chair the Queensland unsafe sun exposure’ and ‘shortest • Working with the Department of COAG Mental Health Group to public hospital waiting times in Communities on the Toward Q2 provide a forum for oversight of Australia’. fair ambition target: ‘increase federal and state commitments, by 50 per cent the proportion of • Working with DET to implement such as the North Queensland Queenslanders involved in their the Toward Q2 smart ambition Mental Health Consortium, the communities as volunteers’. improved services for people with targets: ‘all children will have drug and alcohol problems and access to a quality early childhood • Working with DET and DEEDI mental illness initiatives, statewide education, so they are ready for to implement the Toward Q2 visiting programs to update mental school’ and ‘three out of four fair ambition target: ‘halve the health services, non-government Queenslanders will hold trade, proportion of Queensland children organisations and primary care training and tertiary qualifications’. living in households without a providers on the progress of COAG working parent’. mental health initiatives.

Department of the Premier and Cabinet Annual Report 2008-09 31 Office of the Queensland • Coordinated two major reports by the collaborative investment in research Chief Scientist Smart State Council to government: and business between the two states. −−Queenslanders tackling • Provided strategic advice across The primary role of the Office of the chronic disease government on science, research, Queensland Chief Scientist is to ensure −−Attracting investment into innovation and science education. the state’s investment in science pays Queensland’s knowledge- dividends in terms of social well-being, Future directions economic growth and the protection intensive industries. of our natural environment. • Delivered the 2008 Science in • Deliver a 10–year Queensland R&D Parliament program. Investment Strategy which is an agreement between the governments Achievements • The Queensland Chief Scientist of Queensland, Northern Territory • Delivered the Queensland Chief promoted Queensland science and and Western Australia with Scientist’s Queensland: state of research in over 30 public forums. Queensland providing the secretariat science 2007-08 report. The forums attracted local, national function for 2009–10. and international participants from • Established R&D Queensland, a range of audiences, including • Coordinate Smart State Council a committee of senior departmental research, industry, education and reports on strategic opportunities and representatives, to ensure that the broader community. challenges for Queensland. research and development being conducted or funded by the • Established a new industry body, • Identify new strategic projects under Queensland Government is better TropLinks, in collaboration with the Cooperative Framework for Tropical coordinated and integrated DEEDI, to grow a new tropical Science, Knowledge and Innovation. with Toward Q2 ambitions science expertise industry in • Champion Queensland science and Queensland’s research and Queensland and across Australia. at a range of major national and development priorities. • Co-chaired the Queensland Washington international events. Alliance Group which aims to increase

Information Policy • Developing the Right to Information • Consulting with external stakeholders and Legislation Reform Act 2009 – groundbreaking new and all government departments on legislation to replace the FOI Act. the draft RTI Bill and IP Bill. In September 2007, the Premier • Developing the Information Privacy • Supporting the Premier through commissioned an independent review of Act 2009 – Queensland’s first introduction, debate, passage and Queensland’s Freedom of Information privacy legislation. assent of the RTI Bill and IP Bill. Act 1992 (FOI Act) led by Dr David • Overseeing the development of a Solomon. When the panel delivered its Future directions comprehensive report in June 2008, whole-of-government website for including 141 recommendations for applying for information under the • Coordinating the ongoing change, the Premier committed to an legislation, including an electronic implementation of the RTI ambitious program of work to overhaul payment facility. reforms across all Queensland Queensland’s approach to information. • Liaising with Cabinet Services and government agencies. The Information Policy and Legislation Implementation to establish the routine • Managing the lead agency Reform team was set up to develop, and proactive release of Cabinet responsibility for the administration of coordinate and implement the new Right material on the Cabinet website. the Right to Information Act 2009 and to Information (RTI) policy and legislative • Supporting the Premier at the official Information Privacy Act 2009. framework. The Right to Information Act launch of the consultation drafts of • Coordinating a program of work 2009 and Information Privacy Act 2009 the Right to Information Bill 2009 to promote a public service culture commenced on 1 July 2009. (RTI Bill) and Information Privacy that supports open and participatory Achievements Bill 2009 (IP Bill), the online FOI government in collaboration with application facility and the proactive the Office of the Information • Developing government’s response release of Cabinet material on the Commissioner and the Public to the Solomon Report. Cabinet website. Service Commission.

32 Department of the Premier and Cabinet Annual Report 2008-09 Arts and Culture Output

This service is delivered by the following units: • Arts Development • Arts Strategy Coordination • Arts Infrastructure and Services • Corporate Administration Agency (shared service provider supporting the Output)

Arts Queensland strives to build a strong and diverse arts sector which celebrates Queensland’s unique identity and cultural heritage, drives a thriving creative economy, develops the creative capital of Queensland communities and enriches the lives of all Queenslanders.

Highlights • Refurbished the Queensland Performing Arts Centre to improve disability access and upgrade the Lyric Theatre, Concert Hall and public spaces. In addition to the $34 million refurbishment, $6 million worth of maintenance, upgrading and equipment replacement was undertaken. • Established and opened Djumbunji Press, KickArts Fine Art Printmaking Centre in Cairns as part of the $10.73 million, four-year Backing Indigenous Arts program. The centre assists artists to pass on traditions and stories through lino cuts, prints and etchings, develop their skills and increase their income by producing larger print runs of their work. • Released the Queensland Design Strategy 2020 to promote the value of design and inspire its take-up by Queensland business, the community and the public sector. • Built the new Hope Vale Arts and Cultural Centre with capital funding from the Australian Government and in-kind support from the Hope Vale Aboriginal Shire Council. The purpose-built centre provides gallery, studio and outdoor performance spaces for the local community. • Released Coming to a place near you: Touring strategy for performing arts in Queensland 2009–2014 to ensure Queenslanders can access a range of high quality touring arts experiences. • Launched Queensland’s first contemporary music strategyPress Play: Arts Queensland Contemporary Music Strategy 2009–2012. This four-year strategy outlines how the department will foster a healthy live music scene, cultivate emerging musicians, maintain links with local audiences and build partnerships with national and international industry heavyweights.

In delivering the Arts and Culture infrastructure and the management of • Arts Strategy Coordination is Output, Arts Queensland seeks to the state’s major cultural assets including responsible for development, maximise the value of government the Cultural Centre at South Bank, integration and coordination of investment in arts and cultural activity The Judith Wright Centre of Contemporary the collective core business of Arts to the community through research and Arts and 381 Brunswick Street. Queensland, including strategic policy advice, partnerships with local These services are coordinated and policy development, evaluation, governments to deliver the Regional delivered by three divisions: research and corporate reporting. Arts Development Fund (RADF), • Arts Infrastructure and Services delivery of the public art programs • Arts Development is responsible for identification of strategic priorities is responsible for resource and management of the government’s management, governance, financial investment in the small-to-medium for government investment in arts and culture and the design and delivery of and budgetary services across Arts arts sector and major performing arts Queensland and portfolio bodies and companies. programs to support the development of arts and culture in Queensland. planning, management and delivery Arts Queensland is also responsible of the state’s cultural assets. for the delivery of arts and cultural

Department of the Premier and Cabinet Annual Report 2008-09 33 for the Visual Arts and Craft Strategy, a $9.3 million four‑year partnership with the Australian Government. Funds were used to support Indigenous arts, individual artists and key Queensland visual arts and crafts infrastructure and organisations. Growing audiences and participation for arts and culture In 2008–09, Arts Queensland supported Queenslanders to participate in arts and cultural activities as audiences, creators and volunteers through a range of initiatives including: • investing $8.55 million in festivals Leith Maguire and Dian Darmansjah at the Djumbunji Press Kickarts Fine Art Printmaking across Queensland including Brisbane Centre, Cairns. Photo: David Campbell Festival, Riverfestival, The Dreaming festival, Ideas Festival, Brisbane • delivering $2 million in one-off Achievements Writers Festival, Swell Currumbin competitive grants to support artists, Sculpture Festival and Laura Festival. Investing in the arts sector arts workers and organisations It is estimated that 1.8 million people In 2008–09, Arts Queensland delivered to take up career development attended and participated in festivals a range of grant programs to assist opportunities and develop and during 2008–09 artists, arts workers, arts and cultural present new works, exhibitions organisations and local government. and productions, tours, overseas • developing Write about Art, a project Major investments included: residencies and internships dedicated to mentoring young writers to critique visual art and • providing $9.77 million to • investing $1.1 million as design work small-to-medium organisations Queensland’s contribution under including: the second year of funding −−$8.95 million to 45 small‑to‑medium organisations to continue to create innovative and accessible arts for all Queenslanders −−$820,000 for industry development initiatives to develop and address emerging priorities within the sector • commissioning public art projects across Queensland through the $12 million, three-year art+place fund. Works completed in 2008–09 included Avant Garden – a temporary public art project in Toowoomba, a public sculpture in Blackall and Scott Redford’s major sculpture outside the Gallery of Modern Art Circa, 61 Circus Acts in 60 Minutes (L to R) Darcy Grant, Chelsea McGuffin and David Carberry. Circa receives funding through the s2m program. Photo courtesy of Circa

34 Department of the Premier and Cabinet Annual Report 2008-09 • providing $50,000 to the State Aboriginal and Torres Strait Library of Queensland for the Islander arts and culture delivery of Culture Love, a pilot of Arts Queensland’s investment in holiday workshops at Darnley Island Indigenous arts and culture is targeted and Hopevale to skills development opportunities, • allocating $50,000 to the Queensland building sustainability and celebrating Performing Arts Centre for Playing Indigenous cultures. Key initiatives in It Together, a chamber music 2008–09 included: competition and skills development • investing $3.29 million in the second program for young people aged 14 to year of the $10.73 million, four-year 17 years Backing Indigenous Arts program • delivering training in nine regional including $2.5 million to: centres across Queensland to assist −−Indigenous art centres councils in the management of RADF and expand awareness for operations including about funding sources, training employment, equipment and arts opportunities and resources to development activities support local arts and culture −−40 Indigenous arts development Constructing Scott Redford’s The High/ projects through the Building • piloting BoardConnect to provide Perpetual Xmas, No Abstractions 2008 Skills and Opportunities program professional development and in front of the Gallery of Modern to support a range of projects advisory services to volunteer board Art, October 2008. Image courtesy: including artists in residence members of Queensland arts and Queensland Art Gallery. Photo: Ray Fulton cultural organisations in schools in Cairns, the Cape and Torres Strait, contemporary • delivering the Test Drive the Arts and arts practice for, and with, music recording and performing program in partnership with the regional communities and writing for radio courses Australia Council for the Arts. • transforming disused council • co-funding an Indigenous Arts This ‘try before you buy’ initiative buildings into arts hubs by creating Business Development Officer allows first-time patrons the arts production, workshop and position in partnership with DEEDI opportunity to experience the exhibition spaces in partnership and the Australian Government performing arts. Since 2007 when the with local councils through the to provide support services to program was launched, 5478 tickets Gritty Places Partnership Program. Indigenous artists and arts and valued at over $210,000 have been Seven projects were supported in cultural organisations in south-west offered to Queenslanders across the regional Queensland in 2008–09 state to test drive the arts. Queensland • partnering with the Australia Council • collaborating with DET to provide Arts and culture in regional for the Arts to pilot community Lighthouse Grants stimulating Queensland arts and cultural development collaborative education, training service delivery models in regional Arts Queensland has a strong and arts projects that benefit Queensland. Three regionally based commitment to supporting arts and Indigenous people. culture in regional Queensland. organisations are piloting services in Through regionally focused programs 2009: Creative Regions, Arts Nexus International touring and export and partnerships, Arts Queensland and the Remote Area Planning and of Queensland art product has continued to support a diverse Development Board Queensland produces world-class range of artists and arts and cultural • delivering funding to Bundaberg talent and art. Through grant programs organisations by: Regional Council for the new and investment in industry markets • providing funding of $3 million Hinkler Hall of Aviation. Opened and platforms, Arts Queensland has to local and Indigenous councils in December 2008, the museum assisted artists and organisations through RADF and Indigenous showcases the achievements of to develop their skills, further their Regional Arts Development Fund aviation pioneer Bert Hinkler. reputations and improve business (IRADF) to develop quality arts

Department of the Premier and Cabinet Annual Report 2008-09 35 viability in overseas markets. In 2008–09 major activities included: • supporting Big Sound 2008, a key industry platform to forge business relationships between Queensland musicians and industry representatives. In 2008, Big Sound hosted more than 400 contemporary music delegates and presented 40 showcases by artists and bands • awarding the inaugural $10,000 Billy Thorpe Scholarship enabling Michael Gavriel to travel to the United States of America to study guitar at Boston’s Berklee College of Music • presenting the $20,000 Grant McLennan Fellowship to song writing duo John Busby and Michael Gavriel, Winner of Billy Thorpe Scholarship 2008. Image courtesy of artist Chris Dale from Brisbane band, Halfway. John and Chris visited of Artsupport with the Australia Arts and cultural statutory London to work on their third Council for the Arts authorities and companies album and capitalise on the critical • evaluating the first two years of acclaim and radio airplay the The Government funds five arts implementation of the Queensland band has already received in the statutory authorities and four Arts Industry Sector Plan 2007–2009. United Kingdom companies and in 2008–09, invested The evaluation informs the $120.7 million to support the flagship • supporting seven Queensland artists development of the next plan cultural institutions including State as part of a national delegation to for 2010–12 Library of Queensland, Queensland attend the Festival of Pacific Arts in • undertaking a statewide survey Art Gallery, Queensland Museum, American Samoa, a celebration of of publicly owned cultural Queensland Performing Arts Centre, Indigenous cultures in the Pacific area infrastructure as part of an audit Pacific Film and Television Commission • facilitating the provision of an to aid future planning in Queensland Pty Ltd and Queensland Theatre inaugural Queensland Smithsonian Company. • progressing the business case for Design Museum Fellowship, as part the development of a Queensland of Queensland Design Strategy 2020, Future directions Centre for Design. Following the to promote knowledge and skills recommendations of the Smart • Complete the $7.9 million capital exchange in design education and State=Design State report, the terms project at the Cultural Centre, increase the capacity of Queensland of reference for the centre were The Edge. teachers to teach creativity and expanded and further consultation design. • Support the Queensland Museum was conducted in creating the National Carriage Strengthening the viability • partnering with Queensland Factory, a heritage training centre and growth of the arts sector performing arts companies and at Toowoomba. To build sustainability of the arts the Australia Council for the Arts • Host the inaugural Cairns Indigenous and culture sector in Queensland, to introduce the Audience Data Art Fair in August 2009 to showcase Arts Queensland has delivered a range and Visitor Information Collection the best contemporary and of initiatives which include: Enterprise (ADVICE) pilot to traditional Aboriginal and Torres • assisting the Queensland arts help performing arts venues and Strait Islander art from Queensland. companies in Queensland with and cultural sector to increase • Invest $9.8 million in Queensland’s improved access to and analysis of philanthropic support by co-funding small-to-medium arts sector. the position of Queensland Manager box office data.

36 Department of the Premier and Cabinet Annual Report 2008-09 Corporate Administration Agency

• Invest $5.3 million in the new Corporate Administration Agency (CAA) is a shared service provider reporting to the annual Brisbane Festival including Deputy Director-General, Arts Queensland. Riverfestival. The director and four executive managers administer CAA through a senior • Develop and release the Queensland leadership team. CAA has four service delivery areas including Human Resources Arts Industry Sector Development Branch, Financial Services Branch, Facilities Management Branch and Information Plan 2010–2012. Management Branch. • Support the Pacific Film and Television Commission to secure Corporate Services • South East Queensland Water the production of the Chronicles of Grid Manager In 2008–09, with an expenditure Narnia – The Voyage of the Dawn budget of $31.6 million, CAA provided • Stadiums Queensland Treader in Queensland, contingent a range of corporate services that • State Library of Queensland on the provision of in-kind support included finance, human resources by the Warner Roadshow Studios. • Urban Land Development Authority (including payroll), document and • Invest $2.72 million in the third records management, facilities • WaterSecure. year of the Backing Indigenous Arts management, information technology program to support and strengthen and business systems to the Achievements the Indigenous arts industry in following entities: Increased client base Queensland. • Arts Queensland CAA clients access a range of corporate • Present the inaugural Queensland • Australian Agricultural College services and business systems through Regional Arts and Culture Corporation a shared service environment. During Conference: artspeak 2009 hosted by 2008–09, CAA expanded its client • Commission for Children and Young the Scenic Rim Regional Council. base to 27 government agencies. New People and Child Guardian • Support the provision of new clients include the Commission for performing arts touring coordination • CorpTech Children and Young People and Child services for Queensland from • Crime and Misconduct Commission Guardian, WaterSecure and the Family January 2010 as part of the Coming Responsibilities Commission. • Energy Ombudsman Queensland to a place near you: Touring strategy. CAA has continued to enhance its • Family Responsibilities Commission • Invest $1.5 million over three years services to existing clients with in partnership with the Australia • Forestry Plantations Queensland additional services provided to a Council for the Arts to deliver the • Gladstone Economic and Industry number of clients to meet their Regional Writing and Regional Development Board changing business needs. In particular, Stages initiatives. two clients commenced using a new • Health Quality and Complaints enterprise budgeting module of the • Release the Regional Arts and Commission Culture Strategy to provide an financial system offered by CAA while • Major Brisbane Festivals Pty Ltd integrated policy framework to guide the Queensland College of Teachers future regional investment. • Q-COMP began using the TRIM electronic document and records management • Launch the Aboriginal and Torres • Queensland Art Gallery system hosted by CAA. Strait Islander Arts Strategy, a • Queensland College of Teachers whole of arts portfolio strategy that Worked with Arts Queensland celebrates and promotes Aboriginal • Queensland Museum Following a review of the facilities and Torres Strait Islanders arts • Queensland Music Festival Pty Ltd management services provided by and culture. • Queensland Nursing Council CAA to the Cultural Centre, CAA has worked closely with Arts Queensland • Appoint the Queensland Design • Queensland Performing Arts Centre Council to implement the Queensland to finalise revised financial and Design Strategy 2020 and provide • Queensland Studies Authority operational arrangements. independent strategic advice to the • Queensland Theatre Company These improvements will see new Queensland Government on design • Queensland Treasury Corporation governance arrangements (including thinking and design solutions to the a new service level agreement) put in challenges facing our state. • Safe Food Queensland place that will lead to more effective

Department of the Premier and Cabinet Annual Report 2008-09 37 and efficient management and planning of facilities management services provided for the Cultural Centre buildings. Improved CAA services CAA has continued to work with clients to identify priority areas for innovation and improvement in CAA services. In 2008–09, discussions resulted in CAA enhancing workflow automation in some areas and developing solutions to meet the need for an electronic document and records management system and an integrated budget development solution. These solutions are being implemented for clients at a significantly reduced cost as the development and implementation costs are shared. CAA also delivered a major upgrade of its CAA staff receiving 10 year service awards (left to right) Donna Wheeler, Evan Hill, finance system with enhanced user Helen Parker, Trevor Fielder, Wayne Bougoure and Kevin Back. functionality at no additional cost to its existing clients. Future directions Measured effectiveness and • Participate in a review to measure efficiency of services the capacity of the agency to deliver During 2008–09, CAA reviewed services and support across the the results of benchmarking studies breadth of its clients. It is anticipated conducted in relation to both its that the outcomes of this review will facilities and corporate services be delivered in late 2009. operations, with a view to determining • Partner with clients to understand the effectiveness and efficiency of their current and future business CAA’s service delivery. needs and enhance existing service Overall, the results from the comparisons offerings, or develop new solutions indicated that CAA’s operations rate to meet these needs. well when compared with similar • In conjunction with Arts Queensland, operations at both a national and continue to implement improved international level. Notably, the relative facilities management services to the cost of operating the Cultural Centre Cultural Centre. facilities compared very favourably on • Participate in benchmarking an international scale. activities, analyse results and All CAA clients were advised report to clients annually to ensure of the results through quarterly that CAA’s services continue to performance reports. be contemporary and outcome driven. Focused benchmarking will continue to be included as the key performance indicators in each client’s service level agreement.

38 Department of the Premier and Cabinet Annual Report 2008-09 Managing our business Executive Management Team (EMT)

Ken Smith Dr Pradeep Philip Director-General Associate Director-General Department of the Premier and Cabinet Pradeep Philip is the Associate Ken Smith was appointed Director-General of the Department of the Premier Director-General. In this role, Pradeep and Cabinet on 14 September 2007. Prior to this appointment he served as leads the Queensland Government’s Coordinator-General and Director-General of the Department of Infrastructure, Cabinet and policy coordination formed on 15 January 2007. From November 2008, Ken was also appointed Chair of processes and manages policy advice the Australia and New Zealand School of Government (ANZSOG). to the Premier. As a senior bureaucrat in Queensland for more than 15 years, Ken has taken a lead Pradeep has extensive experience role in many of the fundamental reforms that have shaped the state. in both State and Commonwealth These have included the roll out of the $9 billion water grid, co-ordination of the Government, most recently as Director South East Queensland Infrastructure Plan and Program and groundbreaking policy of Policy in the Prime Minister’s Office. advice in the area of urban development and community renewal. Pradeep first joined government as an economist with the Federal Department His six-year stint as Director-General of the Department of Education, Employment of the Treasury, having been a tutor and Training was highlighted by the landmark Education and Training Reforms and lecturer at the University of for the Future which drove the implementation of the Queensland Government’s Queensland, Griffith University and fundamental changes to early, middle and senior phases of schooling. the Australian National University. He has also led major organisational change in a range of government departments, statutory authorities and companies. Ken is a Fellow of the Australian College of Educators and Adjunct Professor of Education at the University of Queensland, Griffith University and University of Sydney and has previously held the position of Adjunct Professor in the School of Social Work and Social Policy at the University of Queensland. Ken has served as a CEO reporting to a number of Ministerial Councils, as a member of the Prime Minister’s Youth Pathways Taskforce, Financial Literacy Foundation, University Councils and chaired a number of national companies and boards in the education, training, community services and housing portfolios.

40 Department of the Premier and Cabinet Annual Report 2008-09 Pat Vidgen Leigh Tabrett Bronwen Griffiths Deputy Director-General Deputy Director-General Cabinet Secretary Governance Arts Queensland In this role, Bronwen Griffiths Pat Vidgen is the Deputy Leigh Tabrett is responsible for provides strategic advice to the Director‑General, Governance. arts and cultural funding and Premier and the Director-General on In this role, he is responsible for capital programs, cultural policy the Cabinet timetable and Cabinet leading the delivery of executive and relationships with statutory protocols and communicates the and corporate support services by bodies. She was appointed Deputy outcomes of Cabinet and Cabinet the department. Director-General, Arts Queensland committee deliberations to agencies Pat has previously held various senior in March 2005. via formal decisions. Bronwen has positions within the Department of Leigh has extensive experience in responsibility for Cabinet Services the Premier and Cabinet in the areas major policy reform, service delivery and Implementation which supports of Constitutional and Administrative and organisational change. Prior to Cabinet, Cabinet Committees and Law Services, Security Planning and taking up this role she was Assistant Community Cabinets and the Coordination and State Affairs. Director-General in the Department Implementation Unit which works He currently represents the Queensland of Education with responsibility with agencies to drive the delivery Government on a range of State and for international, non-state and of key government commitments. Australian Government boards higher education. Bronwen has almost 20 years and committees. experience in policy development and implementation. During this period she has worked for a range of State and Commonwealth Government agencies, including the departments of Education, Local Government, Prime Minister and Cabinet and Treasury.

Department of the Premier and Cabinet Annual Report 2008-09 41 EMT EMT Sub- committees

Audit, Evaluation and Risk Management Committee The objectives of the committee are to: • review the annual Audit and Evaluation Work Plan prior to it being forwarded to the Back row standing: Annette Whitehead, Dr Pradeep Philip, Christine Castley, Adrian Director‑General for approval Jeffreys, Mike Goodman, Michael Tennant, Anthony Crack, Leigh Tabrett, Dennis Molloy, • review the performance of Audit, Shelley Francis, Phil Woolley, Walter van der Merwe, Nick Elliott, Karyn Brinkley Evaluation and Risk Services Front row sitting: Brad Kinsela, Ken Smith, Bronwen Griffiths, Pat Vidgen. through review of audit activity and resourcing reports The objectives of the Executive • Executive Director, Management Team (EMT) are to: Corporate Capability • consider and endorse internal audit reports, prior to the reports being • Executive Director, State Services • set the strategic direction for submitted to the Director-General the department • Chief Information Officer for approval. • establish strategic • Chief Financial Officer Meetings are scheduled quarterly and corporate priorities • Executive Director, State Affairs with a quorum of three members. • provide leadership in • Executive Director, As at 30 June 2009, the members organisational improvement Ministerial Services of the committee comprised: • progress initiatives • Parliamentary Liaison Officer. • Director-General (Chair) and significant projects • Associate Director–General • monitor the department’s The 2008–09 achievements included: • Deputy Director-General, performance, use of resources • a strategic planning workshop that and infrastructure. monitored progress against the Governance Division EMT meetings are scheduled weekly. key result areas and discussion on • Parliamentary Counsel implications for the next plan • Mr Graham Carpenter As at 30 June 2009, the members of • guiding the implementation of the (external member) EMT comprised: electronic document and records • Director, Audit, Evaluation and Risk • Director-General (Chair) management system Services (secretary and advisor) • Associate Director-General • guiding the strategic direction • Chief Financial Officer (observer) and organisational outcomes • Deputy Director-General, • Queensland Audit Office for the department Governance Division representative (observer). • establishing and monitoring progress • Deputy Director-General, The 2008–09 achievements included: Arts Queensland of strategic and corporate priorities • reviewing the department’s Annual • Cabinet Secretary • providing leadership in organisational improvement Audit and Evaluation Work Plan and • Executive Director, subsequent amendments to ensure • monitoring the department’s Office of the Director-General optimum, cost-effective internal performance and progress of • Executive Director, Social Policy audit and evaluation coverage initiatives and significant projects • Executive Director, of operations that are, where • promoting innovation, research, Policy Development and Performance appropriate, benchmarked against continuous improvement and quality Management Office best practice client service • Executive Director, • reviewing internal audit and • monitoring the department’s use of Law and Justice Policy evaluation reports and monitoring human, financial and information follow-up action • Senior Director, resources and infrastructure. Intergovernmental Relations • reviewing the department’s draft EMT attendance on average was audited financial statements prior • Executive Director, greater than 85 per cent with meeting Environment and Resources Policy to final sign-off by the Accountable cancellations less than 3 per cent. Officer • Executive Director, Economic Policy

42 Department of the Premier and Cabinet Annual Report 2008-09 • promoting coordination with • Executive Director, • support the development of the other internal and external review Ministerial Services ‘healthy’ ICT functions. activities, including follow-up as • Director, Strategic Management As at 30 June 2009, the members of necessary of the Auditor-General’s Accounting (secretary). the Committee comprised: reports The 2008–09 achievements included: • Chief Information Officer (Chair) • reviewing of reports prepared by • consideration of the department’s: • Executive Director, Corporate Audit, Evaluation and Risk Services −−Financial Management Report, Capability • reviewing and monitoring of the including the overall monthly • Chief Financial Officer department’s risk management financial position, funding framework (refer to Risk • Executive Director, Cabinet Services pressures, key projects with management and accountability and Implementation budgetary impact and the section on page 47 for further • Executive Director, productivity dividend information) Ministerial Services −−strategic financial issues • monitoring the impact of changes to including development of the • Executive Director, State Services the risk profile of the department. 2008 Mid Year Review and • Executive Director, Environment The committee met three times. 2009–10 Budget submissions and Resources Policy and the 2009–10 unit • Parliamentary Counsel Finance and Budget level budgets • Executive Director, Public Service Committee −−draft Financial Statements. Commission • monitoring the development and The objectives of the committee are to • Director, Corporate Information feedback of, and attendance at, oversee the department’s: (advisor/observer). financial training which covered • strategic financial plan over the topics such as procurement, budget The 2008–09 achievements included the: forward estimates period including development and preparation of • endorsment of the departmental the asset strategic plan financial statements. 2009–12 Information Management • budget allocations for the The committee met 10 times. Strategy and Action Plan coming year • approval of the 2008–09 ICT Baseline • monthly financial performance Information Steering deliverables including: Committee • endorsement of the revised −− analysis of variances against Information Security Policy and The objectives of the committee are to: budget Framework • oversee the development and −− funding of significant projects or • endorsement of Information Services’ implementation of the strategic unforeseen matters performance management framework information plans including −− significant financial transactions and associated targets prioritising the delivery of activities which are not part of normal • approval of participation in the • oversee the development, departmental business whole-of-government Application implementation and communication • annual budget review process Rationalisation Program ‘proof of of information and communication concept’, in partnership with the • strategic procurement matters technology (ICT) planning policies, Department of Public Works • financial policy development. whole-of-government standards • approval of the Business Systems Meetings are scheduled monthly. and protocols Renewal Initiative which will • promote effective cross agency As at 30 June 2009 the members of the see a number of legacy systems rapports committee comprised: upgraded to current technology and • Chief Financial Officer (Chair) • monitor the performance of significant consolidated at an enterprise level information management projects • Associate Director-General • endorsement of recommendations • promote the business value of ICT • Deputy Director-General, regarding future ICT facilities Governance Division • monitor and assist in the assessment management arrangements in line of information management with the whole-of-government • Executive Director, Economic Policy resourcing technology consolidation agenda • Executive Director, State Affairs

Department of the Premier and Cabinet Annual Report 2008-09 43 • endorsement of new terms of feedback initiative for the • Executive Director, Policy reference for the committee’s department’s leadership cohort. Development and Performance operation throughout 2009–10 The committee met three times. Management Office including new performance targets • Chief Information Officer • monitoring of the completion of the Communication • Executive Director, infrastructure and network upgrade Coordination Group Corporate Capability program of work including disaster The objectives of the committee are to: • Director, Communication Services recovery for all core systems • ensure departmental communications • Director, Events Coordination • monitoring of the operations and and marketing are well planned, performance of Information Services. • Director, Market Research effective, consistent and align with • Director, Corporate Information The committee met seven times the department’s and government’s and attendance by members or their priorities • Director, Q150 representatives was 80 per cent. • recommend the communication and • Assistant Director, Communications and Marketing, Arts Queensland. Workforce Capability marketing plan to EMT and monitor implementation The 2008–09 achievements included: Committee • encourage high and consistent • implementing the departmental The objectives of the committee are to: standards of departmental Communication and Marketing • develop a whole-of-department communications and marketing Plan to improve consistency and understanding of future activities effectiveness of departmental workforce needs • drive effective internal communications • advise on workforce strategies communications within and between • monitoring completion of the and programs that align workforce departmental units and with the Master Media tender, including planning to future service priorities Premier’s Office the requirement for suppliers to and that maximise organisational • develop a whole-of-department provide strategic planning as well capability and development. understanding of the importance as booking services, and more Meetings are scheduled quarterly. of effective communications integrated reporting and alignment of government campaigns As at 30 June 2009 the members and marketing and of the people of the committee comprised: and processes available to provide • overseeing the establishment of advice and assistance a market research panel to provide • Executive Director, access to pre-qualified suppliers Corporate Capability (Chair) • identify and address emerging departmental communications across government and more • Cabinet Secretary and marketing issues integrated and coherent research • Executive Director, across campaigns • encourage effective evaluation of Office of the Director-General communications and marketing • overseeing the establishment of a • Executive Director, Policy activities market research forum to facilitate Development and Performance whole-of-government education • ensure the department’s Management Office and information exchange communications and marketing • Executive Director, activities model best practice to the • re-engaging the Heads of Ministerial Services rest of government Communication network to encourage • Director, Human Resource Services better sharing and integration of • champion the development of market communication expertise • Manager, Organisation Capability. research capacity in the department. • overseeing DPC crisis The 2008–09 achievements included: Meetings are scheduled bi-monthly. communications activities activated • overseeing the publication of the As at 30 June 2009, the members of for floods, the oil spill and swine flu department’s Capability Framework, the CCG comprised: • monitoring progress on DPC website the Career Capability Pipeline • Executive Director, State Services redevelopment • championing and supporting a (Chair) • overseeing caretaker communication competency based 360 degree • Executive Director, Office of the activities. Director-General The committee met four times.

44 Department of the Premier and Cabinet Annual Report 2008-09 Strategic planning and reporting framework

The department works on a system around the major phases of planning, implementing, reviewing and reporting. The planning to reporting system reflects the whole-of-government Performance Management Framework designed to provide consistency and transparency around our business.

Government objectives for the community

Q2 ambitions and targets: Smart Strong Green Healthy Fair

Other priorities/whole-of-government plans DPC mandatory services: Support the Premier and Cabinet by providing strategic, high quality information, analysis and advice.

DPC strategic plan key result areas: Executive government Representing Queensland Policy development Arts and Culture DPC capacity

Objectives and performance indicators

DPC service delivery statement The department’s business plan: Reporting on Agency Services Collectively the business plans form DPC’s and Service Standards. operational plan.

Risk register Other mandatory service plans eg. ClimateSmart Environmental Plan, ICT Resources Strategic Plan and the Strategic Asset Plan.

Individual performance plans

DPC’s Annual Report and other departmental performance reports

Department of the Premier and Cabinet Annual Report 2008-09 45 Corporate and support services

The following units are responsible for and analysis of the department’s improve security, cost effectiveness corporate support and advice. Below is annual budget and the provision of and service quality. an overview of services provided. reports and financial advice. In addition, Corporate Information Refer to the Finance and Budget Services and Library and Research Corporate Capability Committee report on page 43 for more Services develop, coordinate, deliver Human Resource Services provides information on achievements and and champion effective information a range of integrated human resource reporting responsibilities. management policies and practices for management services including Financial Accounting manages the the department. Library and Research workforce planning, training and development and implementation Services provides resources to assist organisational development, human of financial policies and procedures, government decision makers across resource consultancy services, staff preparation of annual financial the key government agencies to performance management, policy statements and monitors the financial achieve their business outcomes. development, recruitment and selection deliverables of the department’s Refer to the Information Steering services, employee induction and shared service provider, the Shared Committee report on page 43 for more advice on employment matters. Service Agency. information on achievements and reporting responsibilities. Refer to Our people on page 52 for Procurement and Contract Services more information on initiatives develop and manage the department’s Audit Evaluation and throughout the year. Corporate Procurement Plan and Corporate Planning and Reporting supporting policies and procedures. Risk Services deliver and champion planning, Procurement and Contract Services Audit Evaluation and Risk Services reporting, measuring and reviewing advise clients on effective procurement assists the accountable officers of activities and principles as part of and contract management techniques the department and its portfolio the department’s cycle of continuous and activities to achieve the objectives agencies, along with other levels of improvement. This includes coordinating of the State Procurement Policy management of the department, to the development and production of the including probity and accountability, improve organisational performance strategic plan, Service Delivery Statement, value for money and sustainability. and comply with legal requirements. the annual report, and regular internal This is achieved through the conduct of and external performance reports. Many Information Services performance, operational and regulatory of these projects involve close liaison with In 2008, in order to better align and audits, undertaking evaluations of all areas of the department, in particular support the department’s business, output areas and programs, as well Financial Management, who are a Corporate Information merged with as providing a specialist internal primary source of financial information. Information and Communication consultancy service. It also has Refer to Strategic planning and Technology to become a new responsibility for the implementation of reporting framework on page 45 for Information Services area focussing risk management within the department more information on the framework on integrated, cost-effective (for more information refer to the Risk we work under. information service delivery for management and accountability section departmental officers. of this report). Facilities Coordination works in collaboration with management Information Services provides Refer to the Audit, Evaluation and Risk to ensure initiatives in relation leadership and management for Management Committee report on page to accommodation management, developing and implementing ICT 42 for more information on achievements telecommunication services and fleet and information management and reporting responsibilities. policy administration are implemented. initiatives across the department and its portfolio agencies. Executive Management Unit Refer to ClimateSmart on page 48 for more information on key policy Information Services direct the Ministerial Correspondence Unit responsibilities. planning, coordination and coordinates the Premier’s implementation of enterprise systems ministerial correspondence for Financial Management and strategic information resource whole-of-government. management initiatives in order to Strategic Management Accounting Executive Correspondence Unit manages the development, monitoring provides support services to Ministerial

46 Department of the Premier and Cabinet Annual Report 2008-09 Corporate support functions and areas

offices and Parliamentary Secretaries the department. The work program Cabinet’s contracting process in relation to the management, is reviewed by the Audit, Evaluation for the writing of a history of preparation and dissemination of and Risk Management Committee Queensland in December 2008. official correspondence. prior to it being approved by the The department is in the process of Director‑General. implementing the recommendations Risk management In preparing the audit program, contained in this report which are and accountability consideration is given to risks directed at the department. identified as part of the department’s • DPC is currently participating The implementation and application of risk management processes. in a procurement capability and a risk management process is how the For 2008–09 achievements, please refer performance assessment with the department provides a systematic and Queensland Government Chief consistent approach to managing risks. to the EMT Sub-committee report on page 42 for the Audit, Evaluation and Procurement Office. This process In 2008–09, the department’s risk Risk Management Committee. will assist DPC to identify and management processes were formalised quantify where procurement and applied by each unit using the In 2008–09, an external review practices are efficient and effective department’s Risk Management Policy of the internal audit function was in delivering value for money, and Risk Management Guide. commenced to: as well as identifying opportunities Meetings and briefings with key staff • advise on the optimum business for improvement. Results of this brokered a greater understanding model for internal audit services assessment are expected later in 2009. of departmental risk management • recommend key deliverables of the processes and systems, with each unit internal audit function managing and monitoring risks that Complaints management • recommend appropriate resourcing may affect business objectives. requirements for the internal audit Complaints are managed in accordance Integration of the risk process into the function. with the department’s complaints department’s corporate governance management policy and procedures As at 30 June 2009 the review has yet framework has been achieved with which relate to services provided by the to be completed. strong links to the department’s department. In addition, the department strategic and business planning has specific procedures for dealing processes, where risks are identified External scrutiny with public interest disclosures, alleged and processes implemented to support In 2008–09 the operations of the official misconduct and complaints achievement of initiatives. department were subject to the following relating to procurement. Embedding risk management external reviews and audits which The department worked with the into the corporate culture assists incorporated recommendations for Queensland Ombudsman’s Office to managers not only to identify risks improved performance of the following: finalise the implementation of a new and treatment strategies, but also to • At the request of the Director‑General, complaints management policy and provide opportunities for business Mercer Consulting were engaged procedures in September 2008 which improvement. Risk Services reports to review the structure of the addressed any complaints that may on whole-of-department risks to department. As at 30 June 2009, not have been captured by existing the Audit, Evaluation and Risk the results of this review are being procedures and which relate to services Management Committee. considered by management. provided by the department. • The Auditor-General conducted Business systems Internal audit regular financial and compliance The department has a strong audits of the department, The department purchases transactional internal audit capability managed including Ministerial Services. processing services from the Shared by the Audit, Evaluation and Risk All recommendations in these Service Agency and therefore uses Services unit. In consultation with reports have been responded to the whole-of-government systems senior management, a program of appropriately. There have been no SAP finance and Aurion (human internal audits, evaluations, probity qualified audits. resources system). reviews and consultancy services • The Queensland Ombudsman SAP financial system and Aurion has been developed and undertaken prepared and tabled a report upgrades were implemented in 2008–09 to ensure there is effective entitled An investigation of the to maintain a consistent operating financial/operational management for Department of the Premier and environment with other departments.

Department of the Premier and Cabinet Annual Report 2008-09 47 Electronic document and records • Regular TRIM training sessions • continuing to promote and encourage management system (TRIM) are held for all new users as part water and energy saving initiatives of their induction process, and The implementation of TRIM, an • reducing the purchase of tailored training sessions are held non‑recycled paper by 31 per cent electronic document and records for existing users. management system has been a key • recognition by the Department of activity in the department. TRIM • A retention and disposal schedule Public Works (DPW) that staff in the is now accessible to all staff. Stage for core business records has been Executive Building use the fire stairs two of TRIM is currently being developed and is awaiting Queensland more than any other location implemented, incorporating full disaster State Archives approval. • recycling approximately recovery capability. This builds on • Regular training sessions are held for 55 workstations, PCs and laptops the department’s disaster recovery officers to improve their application platform implemented progressively of the approved business classification • funding a print rationalisation project throughout 2008–09. scheme to organise departmental aimed at reducing the number of documents and records. printers and, in turn, reducing energy Cabinet Information System consumption The Cabinet Information System (CIS) ClimateSmart • obtaining baseline data for toner is the primary information system recycling. used to record historical and proposed Managing our effect on the Cabinet business of the government. environment Reducing waste Access to the system by departments The department’s ClimateSmart In line with the Environmental is administered by Cabinet Services. Environmental Plan supports Toward Protection (Waste Management) Policy A new CIS known as SmartCab Q2: Tomorrow’s Queensland and the 2000 and Toward Q2: Tomorrow’s is currently under development and is government’s overarching policies Queensland, the department is actively expected to be implemented in 2009–10. including the Strategic Energy committed to minimising its carbon footprint. By encouraging, promoting The new system provides improved Efficiency Policy, ClimateSmart 2050 and participating in a number of secure access and improved workflows. and the Environmental Protection recycling activities the department is The new system design allows for a (Waste Management) Policy 2000. effectively managing its waste. Items reduction in printing and automates a The revised plan allows for effective recycled and/or reused include: significant number of manual processes. management and monitoring of waste, energy and water consumption • toner cartridges Record keeping with the view to minimising our • mobile phones The department is committed to the carbon footprint. • paper sound record keeping practices that ClimateSmart actions implemented • general waste underpin good corporate governance. in 2008–09 included: • plastics Records management within the • establishing a ClimateSmart department is governed by the Committee • furniture requirements of the Public Records • equipment (including PCs and Act 2002 and several Queensland • developing key performance electrical items). Government information standards. indicators to measure and monitor green activities During the year, the department recycled Again this year, significant progress 490 toner cartridges (an increase of has been made towards achievable • participating in Earth Hour 2009 31.7 per cent from 2007–08), 44 mobile compliance with Information • identifying alternative green phones (an increase of 23.8 per cent Standard 40: Record keeping. corporate stationery products to be from 2007–08), 33.54 tonnes of paper The department has undertaken several implemented in 2009–10 compliance related projects as part of its Figure 3. Comparative figures for items recycled in 2007–08 and 2008–09 corporate records management program: • An electronic document and records Item 2007–08 2008–09 management (eDRMS) solution, TRIM Toner cartridges 372 490 Context (TRIM) was rolled out across Mobile phones 13 44 the department in 2008. Paper and cardboard NA 33.54 tonnes General waste NA 1.86 tonnes

48 Department of the Premier and Cabinet Annual Report 2008-09 and cardboard and 1.86 tonnes of air‑conditioning temperatures cooling (which has been generated general waste (see Figure 3). to 24 degrees celsius. by the burning of fuels such as coal Arts Queensland and CAA have 2008-09 Greenhouse Gas and natural gas at power stations or other facilities not controlled by the continued to implement initiatives and Emissions Report encourage changes in behaviour to reduce organisation) The Department of the Premier and Scope 3 environmental impact. Achievements • – emissions that occur Cabinet is committed to supporting the and activities in 2008–09 included: indirectly due to actions of the Queensland Government’s Toward Q2 organisation but from sources • continuing the water efficiency – Tomorrow’s Queensland target to cut which are not owned or controlled retrofits as part of the Water Queensland’s greenhouse gas emissions by the organisation (i.e. outside its Efficiency Management Plan for by one third by 2020. This commitment operational boundary). Some common the Cultural Centre includes implementation of the examples of these sources include • introducing greener vehicles into Government’s climate change and other employee business travel (in vehicles the Arts Queensland and CAA fleets environmental strategies such as the or aircraft not owned or controlled to reduce car emissions ClimateQ: toward a greener Queensland by the reporting organisation); strategy. employees commuting to and from • establishing a Green Team to raise work; and out-sourced activities and staff awareness and to reduce Six gases have been identified under the transportation of products, materials the impact of activities on the Kyoto Protocol as the main greenhouse and waste. Note: inclusion of these environment gas emissions that need to be reduced. The gases are carbon dioxide, emissions in any reporting needs • reducing paper and energy hydrofluorocarbons, methane, nitrous to be based on the relevance to the consumption by: oxides, perfluorocarbons and sulphur operations of the organisation. −−­ setting ‘stand-by’ modes and hexafluoride. As part of standard For DPC, the key greenhouse gas ‘sleep’ modes on printers and PCs emission measurement practices, these emissions are those that are linked to respectively gases are mainly reported as carbon the following business activities: −−­ installing additional bins dioxide equivalent emissions (CO2-e). with appropriate signage for • vehicle usage recyclable waste The Queensland Government • electricity consumption continues to develop and improve • air travel. • participation by CAA in the ecoBiz whole‑of‑government data collection challenge, a program designed to In addition to these, DPC has also processes and systems to standardise help businesses reduce waste, water calculated its emissions for the reporting of its greenhouse gas and energy consumption. Government Airwing and these are emissions. The basis for this reporting is included in the emissions table on the As building owner, DPW have supported consistent with acknowledged national following page. the department in its efforts to and international standards, including effectively manage its waste by: the definitions outlined in the AS ISO It should be noted that comprehensive reporting of greenhouse gas emissions • installing a 35,000 litre (effective 14064 standards and the Australian by agencies is sometimes limited due capacity) water tank in the Executive Government’s National Greenhouse to the complexity of the operational Building to supply makeup water to Accounts Factors Workbook. These boundaries of agencies within the public the air-conditioning cooling towers standards establish the following different categories of emissions that sector, especially in situations where • harvesting air-conditioning organisations (such as government internal government shared service condensate water agencies) need to consider, taking into providers are used. • installing smart meters for the account the particular organisation’s While the best available data has been air‑conditioning cooling towers operational boundaries: used, in some instances estimates have and mains water supply coming • Scope 1 – emissions that occur been reported due to the limitation of in to the building directly from sources which data collection systems. For example, • replacing fluorescent tubes with are owned or controlled by an in those government owned office energy efficient bulbs organisation (e.g. emissions from buildings where there are multiple government agency tenants and the • opening access to the Executive departmental vehicles, on-site diesel electricity usage cannot be solely Building fire stairs, so staff can use generators, gas boilers etc) attributed to any one particular agency, the stairs and thereby reduce lift • Scope 2 – emissions that occur the electricity usage by the tenanted usage and lower energy consumption indirectly due solely to an organisation’s consumption of agencies is proportioned based on the • continuing to set all electricity or steam or heating/ floor area they occupy. government‑owned buildings Department of the Premier and Cabinet Annual Report 2008-09 49 The following table outlines the emissions relating to DPC during 2008-09.

Greenhouse gas emissions Activity Explanatory notes (tonnes of CO2) Scope 1 Vehicle usage • QFleet vehicles 159 tonnes 1a • Government Air Wing 1835.7 tonnes 1b

Scope 2 Electricity consumption • Purchased directly from an electricity retailer 34,355 tonnes 2a • Sourced through a third party 1658.4 tonnes 2b

Scope 3 Air travel • Domestic air travel on commercial airlines 258.1 tonnes 3 • International travel on commercial airlines 23.2 tonnes 3 Hired vehicles • Avis 76.1 tonnes 4 • Other Nil

Notes: 1a. The CO2-e emissions figure has been aggregated usingNational Greenhouse Emissions Reporting (NGER) guidelines and represents emissions for four primary fuel types: unleaded petrol, diesel, liquefied petroleum gas (LPG) and E10. Emissions shown are based on estimated kilometres travelled and available fuel consumption records. 1b. This figure represents the estimated cumulative emissions for the Government Air Wing for the period 1 July 2008 to 30 June 2009. 2a. This figure is largely based on available actual building electricity consumption records for the period 1 July 2008 to 30 June 2009. For these records, the emissions reported are limited to those linked to electricity purchased directly from an energy retailer for this agency’s own buildings and any space it leases. These figures include the Cultural Centre, Judith Wright Centre and 381 Brunswick Street, Fortitude Valley. These are occupied by Arts Statutory Bodies and Arts related organisations. Incomplete electricity consumption records have been extrapolated where necessary. All electricity consumption has been converted to carbon emissions using the Scope 2 conversion factor of 0.89 kg CO2-e/kWh as currently recommended in the Australian Government’s National Greenhouse Accounts Factors Workbook. 2b. This figure is largely based on emissions associated with electricity use in leased spaces where electricity is not directly purchased by this agency from an energy retailer e.g. the electricity costs form part of lease charges. This figure includes estimated consumption (where specific details are not available) and actual electricity records received from government and private sector landlords. Incomplete electricity consumption records have been apportioned and/or extrapolated where necessary. For example, in those major government office buildings owned by DPW that do not have separate electricity sub-metering for tenants, the emissions associated with electricity consumption have been apportioned 45% to the landlord, and 55% to the tenants, in line with industry practice and historical benchmarking. 3. Air travel includes all flights recorded by the Queensland Government Chief Procurement Office (QGCPO) during the period 1 July 2008 to 30 June 2009, specifically: • International air travel on all airlines • Domestic air travel on all airlines. For all air travel, with the exception noted at (b) below, the following methodology is used: a) From data provided, the QGCPO calculates the kilometres flown. The kilometre figure is divided by 100 and multiplied by an industry average number of litres of fuel burnt per passenger, per 100 km’s. A factor of 5 has been used for all air travel. The use of this method gives the average litres of fuel burnt for a flight, per passenger. This figure is subsequently converted from litres into kilograms and then from kilograms into tonnes, before being multiplied by 3.157 (which represents the amount

of CO2 tonnes produced by burning one tonne of aviation fuel; sourced from the International Civil Aviation Organisation). b) For domestic flights with Qantas, QantasLink, Jetstar and Virgin Blue for the period 1 July 2008 to 31 December 2008 the number of passengers per sector was calculated. This information was then passed on to the respective airline for calculation of carbon emissions. 4. The hire car vehicle emissions are calculated by Avis Australia and show only emissions for Avis Australia vehicles booked under the Standing Offer Arrangement managed by the QGCPO.

50 Department of the Premier and Cabinet Annual Report 2008-09 Our people Staff profile and activities

Developing our people Our permanent retention rate for the necessary talent to meet our goals 2008-09 is 69 per cent and is based and objectives. What do our people value most on the Public Service Commission’s about working for DPC? They have The Director-General led the EMT standard formula. This contrasts with said ‘I wanted to make a difference’, through a competency-based 360 last year’s published result which was ‘it was the team’s capacity and degree feedback and continuous calculated using a different formula. willingness to pull together that really improvement initiative. As a benchmark, 69 per cent is impressed me’, and ‘what a bunch of comparable to the Department of the This was followed by a similar process hard‑working people’. Prime Minister and Cabinet’s 2007-08 for senior officers (or equivalent), Our employees come from a range of retention rate of 70 per cent. with all participants receiving individualised feedback. professional backgrounds with a strong Voluntary Early Retirements (VER) commitment to good government and /Retrenchments This 360 feedback process for 71 senior an interest in helping to shape the managers has generated a culture of future of Queensland. There were no retrenchments from, feedback and improvement, providing or voluntary early retirements taken Our values of professionalism, a strong base for planning of future by DPC staff in 2008–09. value adding, collaborative leadership development options aimed at senior management. and continuous improvement guide Building capacity the work of our staff, forming the We continued the rollout of our basis of our collaborative approach and capability Competency Development Program to delivering on the government’s In 2008–09, we continued to build (CDP), investing in six key areas priorities. capacity and capability to support the of competency: decision quality, As part of our continuous improvement implementation of core programs and leadership, negotiating, planning and performance monitoring activities, priorities. The Workforce Capability and project management, written the department will measure staff Committee oversaw the publication of communication, governance and satisfaction through a survey in our Capability Framework, the Career government. 2009–10. Capability Pipeline. The Pipeline provides a workforce Our staff planning framework, defining At 30 June 2009, the department competencies or skills at four key employed 683 full-time equivalent levels, from individual contributor to employees (FTEs), including 62 executive management. These skill FTEs that support the Office of the sets drive recruitment, leadership Queensland Parliamentary Counsel, development and individual 100 FTEs at Arts Queensland and 120 performance planning initiatives, FTEs at the Corporate Administration ensuring that our organisation has Agency. During 2008–09, 21 FTEs provided a range of corporate support services to the department and portfolio agencies as well as DEEDI, Queensland Treasury, Department of Infrastructure and Planning, Public Service Commission, Commission for Children and Young People and Child Guardian and the Office of the Governor. The separation rate for DPC averages 1.44 per cent over the last 12 months.

The department’s Career Capability Pipeline brochure.

52 Department of the Premier and Cabinet Annual Report 2008-09 There were over 500 attendances at 36 CDP programs during the year, with participants indicating very high levels of satisfaction with courses. The following charts show participant attendance and satisfaction levels for five of the most popular CDP programs across a range of competency clusters (decision quality, leadership, governance and government).

The Lominger competency profile used capability in the Team Management as the basis for the LOU program was System (TMS) led to a further four TMS developed by a representative group education workshops during the year. of middle managers and included the Two staff members continued annual following competencies: sponsorship to undertake the Graduate • motivating others Certificate in Policy Analysis through • building effective teams the Department of Politics and Public Policy at Griffith University. • planning This program is designed to equip • learning on the fly senior policy officers to respond to • strategic agility the increasingly complex challenges involved in policy analysis, design • timely decision making. and implementation in the 21st century. Arts Queensland rolled out Stepping By June 2009, seven employees were Up To The Bar in August 2008, a also enrolled in a Graduate Certificate leadership and management capability in Public Sector Management program designed for emerging leaders. (Flinders University) through the The program focused on providing public sector management initiative staff between AO5–AO7 level with the coordinated by Queensland’s Public necessary skills to be able to effectively Service Commission. In 2008–09, the CDP included relieve in management positions. a particular focus on leadership A total of 11 staff were mentored In addition, 14 of our staff attended development at the middle through the program by established Justice of the Peace (Qualified) training management level, with enthusiastic leaders in the agency. at the Department of Justice and participation by 26 staff from across Attorney-General. DPC and portfolio agencies in a Arts Queensland also had a consistent and ongoing focus on good governance Enhancements to the Study and dedicated Leadership Opportunities Research Assistance Scheme (SARAS) Unleashed (LOU) program. which saw the delivery of Good Decisions training for approximately policy in 2008 have also supported The 26 LOU participants were 15 per cent of staff, highlighting employees access to improved leave nominated based on their leadership effective processes for decision making arrangements for postgraduate study. potential and capacity to develop as in the public sector environment. emerging leaders integral to the current A continued emphasis on building and future direction of the portfolio.

Department of the Premier and Cabinet Annual Report 2008-09 53 Attracting and retaining on personal health and financial 2008 Premier’s Award for Public our people management. Our participation in Sector Management sports activities also continued with In December 2008, Arts Queensland In 2008–09, a new position description 28 employees taking part in the 2008 was awarded the Premier’s Award for format was implemented, simplifying Sunday Mail Bridge to Brisbane and Excellence in Leadership. The award, application and selection processes for 25 employees participating in the 2009 which recognises excellence, job applicants and selection panels. In Corporate Games. best practice management and 2009–10, focus on strategic recruitment In February 2009, the Premier improvements in services and public planning will be expanded with the announced that the fire stairs in the sector management, celebrated the introduction of an employer of choice Executive Building would be opened for outstanding achievements of Arts page on the internet, incorporating a six–month trial. The stairs initiative Queensland in repositioning the arts employee testimonials. was aimed to increase staff health and and culture in Queensland. New employees benefited during the well-being by encouraging the use of year from our revised orientation stair travel, as opposed to using the Ethics and code of conduct program which included an opening lifts. Results have been very positive A consistent and ongoing focus on at the Parliamentary Annexe with a with approximately 10,000 trips to the good governance saw the regular Welcome to Country by Indigenous end of June (one trip = one stair travel delivery of mandatory code of conduct elder Carrol Currie and the very popular between two adjoining levels). DPC training in accordance with the Public tour of Parliament, timed to coincide staff have embraced this initiative. The Sector Ethics Act 1994 and workplace with Parliamentary sitting dates. trial’s success indicator will be reviewed bullying and harassment training. at the conclusion of trial. An online corporate induction The department demonstrated its program at Arts Queensland During the year, 333 staff benefited strong commitment to the prevention welcomes and informs new staff from annual vaccination programs, of workplace bullying and harassment upon their commencement. helping to boost immunity against through the delivery of a two-year The department continues to offer seasonal illnesses. training program from 2007–09, with a range of flexible work practices As at 30 June, the average cost of 369 staff attending 10 workshops. including remote access, part-time and WorkCover statutory claims was Throughout the year, the department job sharing arrangements. Staff also at a five year low. A Workplace also continued quarterly code of took the opportunity to participate in Health and Safety Committee made conduct training workshops, obligatory the Brisbane Central Flexible Workplace up of representatives from across for all new employees. pilot conducted by the then Department the department meets regularly to Scenarios used in both code of of Transport, during June 2009. ensure the provision of a healthy and conduct and workplace bullying and safe workplace. Managing individual harassment programs are regularly Recognising our updated to include a focus on current performance and employee ethical issues and expected standards wellbeing achievements of conduct and behaviour. With a view to increasing the efficiency 2008 Achievement Awards During the year, Arts Queensland and effectiveness of our Individual Our DPC Achievement Awards also conducted code of conduct and Performance Planning (IPP) process, recognise and celebrate the outstanding workplace bullying and harassment a revamped IPP package of resources, achievements of individuals and teams training for 37 staff. training and education was implemented within the department and portfolio As part of its Workforce Diversity and and emphasised the alignment with agencies. Presented by Premier Equity Employment Strategy Plan, CAA the department’s strategic and business Anna Bligh in August 2008, the awards provides an online anti-discrimination planning cycles. Senior executive recognised leadership in strategy and training module which was undertaken officers were consulted on a new SES client delivery, enhancement of systems by all new CAA members in 2008–09. performance agreement process, to be and practice and the promotion of implemented from July 2009. government priorities. Over 200 staff attended our Bringing Refer to the following page for the 2008 Healthy Back employee wellbeing DPC Achievement Awards winners activities in 2008–09, with a focus and highly commended recipients.

54 Department of the Premier and Cabinet Annual Report 2008-09 2008 DPC Achievement Awards winners

Initiative/project Unit/division Leadership, strategy and advice Winner Family Responsibilities Commission • Office of the Queensland Parliamentary Counsel Act 2008 – policy development and • Welfare Reform Implementation Team and Indigenous legislative drafting Government Coordination Office Highly Australian of the Year Tour • Events Coordination, Governance Commended of Honour 2007 Enhancing governance systems and practice Winner State Crisis and Communication • Security Planning and Coordination, Governance project Highly Queensland Strategic Audit Team • Policy Development Office, Policy Commended Leadership in client service and delivery Winners Bringing Healthy Back – a wellness • Communication Services, State Services, Governance (joint) program for DPC staff • Human Resource Services and Facilities Coordination, Corporate Capability, Governance Human Resource Services, Corporate • Human Resource Services, Corporate Capability, Governance Capability Highly Implementation Unit • Cabinet Services and Implementation, Policy Commended Promoting and coordinating the Government’s Priorities Winner 2007 Royal National Association – • Events Coordination, Governance Queensland Government Pavilion Highly Catalyst Magazine • Communication Services, State Services, Governance Commended Online Communication team • Communication Services, State Services, Governance (joint) Director-General’s Award Winner Family Responsibilities Commission • Office of the Queensland Parliamentary Counsel Act 2008 – policy development and • Welfare Reform Implementation Team and Indigenous legislative drafting Government Coordination Office Outstanding Achievement Awards (new award recognising individuals) Winner Steven Allan • Information and Communication Technology, Governance Manager, Infrastructure and Security Winner Jeff Loof • Office of the Public Service Commissioner Director, Office of the Public Service Commissioner Winner Mikhal Mitchell • Ministerial Services, Governance Senior Human Resources Consultant

Department of the Premier and Cabinet Annual Report 2008-09 55 Diversity management Figure 4: Age by gender As a department, we acknowledge and value the contribution of our talented, diverse and motivated workforce. The average age of the department’s workforce is 39.78 which compares to a service wide average of 42.90. Of the 65 per cent of staff who have responded to the equal employment opportunity census, 10 per cent identified as being from a non-English speaking background, 2 per cent as Aboriginal and Torres Strait Islander and 6 per cent as people with disabilities. Our commitment to equity and diversity is demonstrated through Initiatives for women Development Program (AO2–AO4 sponsorship of whole-of-government and equivalent). initiatives such as the The department continued to have a high representation of women in There has also been a continued Education-to-Employment (E2E) increase in the adoption of and support scholarship scheme for Indigenous middle, upper and senior management positions (refer Figure 5). for, the flexible work practices offered students and the Migrant Work by the department. Experience Program. DPC continues to exceed the employment equity targets issued DPC women were also strongly In 2008–09, our diversity initiatives represented in the Brisbane Central included these highlights: by the Public Service Commission (refer Figure 4). Flexible Workplace pilot. • a further four placements to students under the E2E scheme Overall, training and development Public interest disclosures initiatives have been well attended by • financial assistance and mentoring to women at all levels. Women were well- The department’s Guidelines for eight existing E2E scholarship holders represented in leadership development the Protection of Disclosures and • five sponsored students graduating programs, with 65 per cent of attendees the Investigation of Public Interest successfully from the E2E scheme in the LOU program, being women. Disclosures is available to all Over 50 per cent of the 71 participants departmental officers via the intranet. • participation in NAIDOC week in the 360 degree feedback initiative at In accordance with the Whistleblowers celebrations with a stand at the the SES and SO levels were women. Protection Act 1994, no public interest official NAIDOC launch disclosures were received by the CAA sponsored two female staff within • sponsorship for the Migrant Work department in 2008–09. the current Queensland Women in Experience Program and the Public Service mentoring program The list of legislation in the next placement of two participants, and two attendees in the Springboard section are those Acts administered originally from Zimbabwe and by the Premier as at 30 June 2009. Peoples Republic of China.

Figure 5: Women in management

2004-05 2005-06 2006-07 2007-08 2008-09

Women in management (AO6 and above) Target 25% 66% 63% 58% 58% 56%

Women in management (SO/SES) Target 35% 43.4% 45.45% 39% 44% 39%

56 Department of the Premier and Cabinet Annual Report 2008-09 Statutory reports Shared List of legislation Service initiative

During 2008–09, the Shared Service Assisted Students (Enforcement of Obligations) Act 1951 Agency provided human resource, Auditor-General Act 2009 finance and mail delivery services to Australian Constitutions Act 1842 (Imperial) DPC. The activities of the Shared Service Australian Constitutions Act 1844 (Imperial) Agency and CorpTech are reported in Australian Waste Lands Act 1855 (Imperial) the annual report of the Department Century Zinc Project Act 1997 (ss1–4, 5(1), 8, 18–20) of Public Works. Commonwealth Powers (Air Transport) Act 1950 Constitution Act 1867 Constitution Act Amendment Act 1890 Constitution Act Amendment Act 1934 Constitution of Queensland 2001 Constitutional Powers (Coastal Waters) Act 1980 Criminal Code and Other Legislation (Misconduct, Breaches of Discipline and Public Sector Ethics) Amendment Act 2009 Emblems of Queensland Act 2005 Governors (Salary and Pensions) Act 2003 Information Privacy Act 2009 Legislative Standards Act 1992 Libraries Act 1988 Off-shore Facilities Act 1986 Parliament of Queensland Act 2001 Parliament of Queensland Amendment Act 2009 Parliamentary Service Act 1988 Public Service Act 2008 Public Sector Ethics Act 1994 Queensland Art Gallery Act 1987 Queensland Boundaries Declaratory Act 1982 Queensland Coast Islands Act 1879 Queensland Competition Authority Act 1997 (jointly administered with the Treasurer and Minister for Employment and Economic Development) Queensland International Tourist Centre Agreement Act Repeal Act 1989 Queensland Museum Act 1970 Queensland Performing Arts Trust Act 1977 Queensland Theatre Company 1970 Reprints Act 1992 Right to Information Act 2009 Senate Elections Act 1960 School of Arts (Winding Up and Transfer) Act 1960 School of Arts (Winding Up and Transfer) Act Amendment Act 1981 South Bank Corporation Act 1989 Statute of Westminster 1931 (Imperial) Statute of Westminster Adoption Act 1942 (Commonwealth) Statutory Instruments Act 1992 Telecommunications Interception Act 2009 Whistleblowers Protection Act 1994

58 Department of the Premier and Cabinet Annual Report 2008-09 Statutory bodies

The following statutory bodies prepare separate annual reports that are provided to the Premier.

Name of body as described in the Constituting Act Constituting Act Annual reporting arrangements

Board of the Queensland Museum Queensland Museum Act 1970 Annual report to Parliament

Library Board of Queensland Libraries Act 1988 Annual report to Parliament

Office of the Queensland Parliamentary Counsel Legislative Standards Act 1992 Annual report to Parliament

Public Service Commission Public Service Act 2008 Annual report to Parliament

Queensland Art Gallery Board of Trustees Queensland Art Gallery Act 1987 Annual report to Parliament

Queensland Audit Office Financial Administration and Audit Annual report to Parliament Act 1977

Queensland Competition Authority 1 Queensland Competition Authority Annual report to Parliament Act 1997

Queensland Integrity Commissioner Public Sector Ethics Act 1994 Annual report to the Premier

Queensland Performing Arts Trust Queensland Performing Arts Trust Annual report to Parliament Act 1977

Queensland Theatre Company Queensland Theatre Company Annual report to Parliament Act 1970 (per calendar year)

South Bank Corporation South Bank Corporation Act 1989 Annual report to Parliament

1 During 2008–09, this body was jointly administered with the Treasurer and Minister for Employment and Economic Development.

Department of the Premier and Cabinet Annual Report 2008-09 59 Costs of boards and committees

Queensland Commemorative Ms Nadine McDonald-Dowd, coordinate the state’s involvement in Events and Celebrations The Honourable Phillip Reeves MP, international research collaborations Mr Steven Renouf and relating to clean coal technology. Committee Professor Kay Saunders. DEEDI provides all secretariat support The role of the Queensland During 2008–09 the committee: to the Council. For further details of Commemorative Events and Celebrations • provided advice in relation to the the Council please refer to the 2008–09 Committee is to provide advice to the DEEDI annual report. development and delivery of the Premier on key celebrations such as program of events being planned Queensland Week and Australia Day. art+place Curatorial Panel They additionally develop strategies to for 2009 The art+place Curatorial Panel is the nurture a vibrant sense of individual, • met twice, in August peak advisory body on public art. community, state and national pride and and October 2008 The panel was established in 2007 for spirit in all Queenslanders. • had expenses totalling $52,681.29 three years to assess applications to At 30 June 2009, the members of the (GST exclusive). the $12 million art+place Queensland committee were: Mr Patrick Vidgen Public Art Fund. (Chair), Mr John Penglis, Mayor Premier’s Council on The key role of the panel is to advise Paul Pisasale, Mr Peter Rule, Ms Dell Climate Change Queensland Government on all Townsend and Mr Nick Xynias AO BEM. aspects of its public art policy and In addition, there was one resignation The role of the Premier’s Council on program delivery including public art from the committee during the year, The Climate Change is to provide advice commissioned under the Queensland Honourable Phillip Reeves MP. to ensure that Queensland’s efforts in addressing climate change are informed Public Art Fund. Arts Queensland During 2008–09 the committee: by the best available local and national provides a secretariat role for the panel. • provided advice and support to the knowledge and experience. Committee members include: department, ensuring that facilitated The Office of Climate Change, within Virginia Rigney (Chair), Julie Ewington, events and awards for Australia the Department of Environment Timothy Hill, John Mongard and Day and Queensland Week met the and Resource Management (DERM), Michael Papageorgiou. Two new government’s focus provided all secretariat support dedicated Indigenous positions were added to the panel in 2008–09. • met four times to the Council. For further details of the Council please refer to the Fullfilling these positions were Brian • had expenses totalling $1,071.57 (GST Environmental Protection Agency Final Robinson, Curator of Cairns Regional exclusive). Report from 1 July 2008–26 March Gallery and Dr Leah Smith, an academic with Queensland University Queensland’s 150th 2009, or the 2008–09 DERM annual report. of Technology. Celebrations Advisory In 2008–09, the panel: Committee Clean Coal Council • approved funding for 45 The role of Queensland’s 150th The role of the Clean Coal Council applications from Queensland Celebrations Advisory Committee is is to: provide advice about priorities Government departments, local to provide advice to the Premier in for funding in Queensland for the government, arts industry and respect to the state’s 150th anniversary development, implementation and use private sector for public art projects celebrations in 2009. of clean coal technology; assess and • met 10 times to assess applications recommend which clean coal projects At 30 June 2009, the members should be funded in accordance with and specific project developments of the committee were: Professor the provisions of the Clean Coal • had expenses totalling $10,416.19 Peter Coaldrake (Executive Chair), Technology Special Agreement Act Professor Peter Andrews, (GST exclusive). 2007 and the amount of funding Mr Michael Choi MP, Mr Glenn Cooke, that should be provided; consider Ms Eleanor Davidson, Professor intellectual property issues associated Glyn Davis, Mr Tim Fairfax, with those projects; report requests for Mr Chris Freeman, Mr Tony Gould, funding received by the Council for Professor John A Hay, clean coal technology projects; and Ms Marayke Jonkers,

60 Department of the Premier and Cabinet Annual Report 2008-09 Overseas travel

Costs/funding Name and title Destination Purpose of visit $A (rounded) Agency# Other#

Elizabeth Davidson New Zealand Represented the Queensland Government at the $2,247(A) Nil Executive Director, December 2008 meeting of the National Counter‑Terrorism Security Planning Committee which contributes to enhanced security and and Coordination preparedness. Queensland’s participation was required as part of the Council of Australian Government’s Agreement on Terrorism (CAGAT).

Bradley Smith New Zealand Represented the Queensland Government at the $2,074(A) Nil Principal Policy December 2008 meeting of the National Counter- Officer, Terrorism Committee which contributes to enhanced Security Planning security and preparedness. Queensland’s participation and Coordination was required as part of the CAGAT.

Michelle Mee United Commenced a six month work exchange program $1,966(A) Nil Manager, Policy Kingdom with the Prime Minister of the United Kingdom’s (airfare only) Development Office Strategy Unit. Policy Division

Roger Harrison United Undertook flight simulator recurrent training. $8,013(A) Nil Pilot, Kingdom Government Air Wing

David Champion United Undertook flight simulator recurrent training. $8,013(A) Nil Pilot, Kingdom Government Air Wing

Peter Andrews * United To support and inform the Minister for Natural Nil $20,178(A) Queensland Chief States of Resources, Mines and Energy and Minister for Trade at Scientist America key meetings and other official functions. To progress Queensland Washington Alliance and attend BIO 09 to showcase Queensland’s biotechnology sector.

* DEEDI agreed to fully fund Peter Andrew’s trip as it was for DEEDI related work. # All costs stated are rounded actuals (A).

Consultancies undertaken for the Department of the Premier and Cabinet Consultancies during the 2008–09 financial year were:

Category $*

Professional-technical 970,988.54

Management 285,022.92

Communications 61,500.00

Total 1,317,511.46

* These figures are GST exclusive. This includes CAF funding from other jurisdictions of $592,531.

Department of the Premier and Cabinet Annual Report 2008-09 61 Statement of affairs

The Freedom of Information Act 1992 Making an application Fees and charges can be paid by cash, (Qld) required a statement of the affairs for access electronic funds transfer or a cheque of the department to be published made payable to the Department of annually. It includes information to Applications for access to documents the Premier and Cabinet. should be made in the approved assist members of the community to Individuals and non-profit form and addressed to the Manager, access departmental held information organisations can apply for a waiver Administrative Law Services and and a description of the various of charges on the grounds of financial include the following details: kinds of documents usually held by hardship. The Manager, Administrative the department. • the applicant’s full name, address Law Services, can provide further One of the Premier’s first acts after and contact details assistance regarding waivers taking office was to commission an of charges. • as much detail as possible to clarify independent panel, chaired by the information being sought Dr David Solomon AM, to review Access to documents • an application fee of $38.00 where Queensland’s freedom of information If access to documents is permitted, access to non-personal information laws. The Right to Information (RTI) a time will be arranged for the applicant is sought. – Reviewing Queensland’s Freedom to inspect the documents and/or the of Information Act was a report that Visit www.rti.qld.gov.au for the documents will be provided following found a new approach was needed approved application form and an payment of the relevant processing from the government, putting forward online application facility. and access charges. The department 141 recommendations for reform aimed Applicants requesting access to provides access to meeting and/or at giving the community greater access conference rooms to members of the to government-held information. personal information must provide evidence of identity. public who wish to inspect documents. The government agreed, supporting Electronic copies of released documents in full, in principle or in part, all but Fees and charges can be supplied on CD or by email free two of the 141 recommendations. The of charge. government released its response to There are no fees or processing charges for applications relating to the personal the RTI report on 20 August 2008 and Amendment of personal commenced implementation of the information of the applicant but actual RTI reforms. costs incurred by the department may information be payable. The Freedom of Information Act 1992 Applications for amendment of (Qld) was repealed on 1 July 2009 The following fees and charges apply personal information were processed and was replaced with the Right to non-personal applications: under the now repealed Freedom to Information Act 2009 and the • $38.00 application fee (to be paid of Information Act 1992 (Qld). This avenue has been replaced with Information Privacy Act 2009 (Qld). at the time of the application) the new Information Privacy Act In 2009–10 visit the department’s • $5.80 per 15 minutes or part 2009 (Qld). Members of the public Publication Scheme at thereof for the time spent wishing to access/amend their personal www.premiers.qld.gov.au/right-to-info.aspx processing the application if information should contact the for departmental documents. This the application takes more than Manager, Administrative Law Services replaces the Statement of Affairs. five hours to process for assistance. Access to information • $5.80 per 15 minutes or part thereof for inspection of documents Contact for information held by the department The Manager, Administrative Law • 20¢ per photocopied black and The department holds a wide range Services, can be contacted by telephone white A4 page of documents including policies at 07 3224 4808 during business hours and procedures, publications • additional charges may be of 9.00am to 5.00pm for information (e.g. brochures, reports and videos) payable for actual costs incurred and assistance. and departmental records (including by the department in processing briefing notes, correspondence, minutes the application. of meetings, personnel files, contracts and agreements).

62 Department of the Premier and Cabinet Annual Report 2008-09 Applications can be sent via: Some of these documents are available www.premiers.qld.gov.au/ Post: PO Box 15185 on DPC’s Publication Scheme publications/advertising-code-of- City East Qld 4002 www.premiers.qld.gov.au/right-to-info.aspx conduct.aspx Arts Queensland’s publications are also • Queensland Government Delivery: Executive Building available at www.arts.qld.gov.au Sponsorship Policy 2004 100 George Street Hard copies are available for some Brisbane publications and can be obtained • Queensland Ministerial Handbook (during business hours) by contacting Arts Queensland on www.premiers.qld.gov.au/ Facsimile: 07 3237 1044 07 3224 4896. publications/handbooks/ministerial- handbook.aspx Email: [email protected] Please note that access to some of • Queensland Opposition Handbook There are also a number of associated these documents will be provided by agencies within the Premier’s portfolio inspection only to ensure compliance • Restrictive Trade Practices to which applications may be made. with copyright law. Compliance Manual Contact details for these agencies are Governance Division • Retention of the title as follows: ‘Honourable’ 2001 Policies • Office of the Premier • State Funerals 2005 07 3224 4500 • Agency Procurement Procedure • Use of prefix ‘Royal’ 2001 • Public Service Commission • Appointment of Honourary Consuls 07 3227 6379 in Queensland 2004 • Use of State Emblems 2005 www.premiers.qld.gov.au/Government/ • Office of the Queensland Integrity • Code of Conduct Department of flags-emblems-icons.aspx Commissioner the Premier and Cabinet 2008 Other documents 07 3224 2351 • Code of Conduct Ministerial • 2009 Australia Day • Office of the Queensland Staff 2009 (flyer and postcard) Parliamentary Counsel • Code of Conduct Opposition • Australian of the Year nomination 07 3237 0466 Staff 2006 forms (supplied by National • Queensland Audit Office • EEO (Equal Employment Australia Day Council) 07 3405 1100 Opportunity) Management Plan • Community Cabinet News • Queensland Events Corporation 2006–10 • Corporate Identity and State 07 3222 1000 • Flying the Flags on State Emblems • South Bank Corporation Government Buildings 2000 www.premiers.qld.gov.au/ 07 3867 2000 • Free Queensland Flag Scheme 2004 publications/corp-identity- • Queensland Museum • Government Hospitality 2001 emblems.aspx 07 3840 7555 • Official Gift Range 2005 • Corporate Procurement Plan • Queensland Art Gallery 2008–12 07 3840 7303 • Official Visits by Foreign Diplomatic and Consular • Department of the Premier and • Queensland Performing Arts Trust Representatives 2001 Cabinet Annual Report 07 3840 7444 www.premiers.qld.gov.au/ • Patronage Policy 2005 • Library Board of Queensland publications/annual-reports.aspx • Public Service Medal 2000 07 3840 7666 • Department of the Premier and • Queensland Theatre Company • Queensland Executive Council Cabinet Strategic Plan 07 3010 7600 Handbook 2004 www.premiers.qld.gov.au/ www.premiers.qld.gov.au/ publications/strategic-plan.aspx List of documents publications/handbooks/exec- council-handbook.aspx • Disability Service Plan The department holds a wide range of www.premiers.qld.gov.au/publications/ • Queensland Government policies and documents as listed below. disability-service-plan.aspx Advertising Code of Conduct

Department of the Premier and Cabinet Annual Report 2008-09 63 • Flying the Flag–The State of • Queensland Register of Lobbyists publications/criminal-justice- Queensland Flag www.premiers.qld.gov.au/ bulletin.aspx www.premiers.qld.gov.au/ community-issues/ • Criminal Justice Evaluation government/flags-emblems-icons/ open-transparent-gov/ Framework state-flag.aspx lobbyists-register.aspx www.premiers.qld.gov.au/ • Government Corporate Identity • Queensland Register of Nominees publications/criminal-justice.aspx Manual 2008 to Government Bodies • Indigenous Criminal Justice • Literary Award (posters, www.premiers.qld.gov.au/ Research Agenda 2007–2009 government/participate/qld- postcards, nomination guidelines, nominees-register.aspx • Queensland the Smart State– nomination forms) The Future is Here • Queensland Week Education • Multicultural Action Plan Resources • Reef Water Quality Protection Plan: www.premiers.qld.gov.au/ For catchments adjacent to the publications/multicultural-plan.aspx • Queensland Week flyer Great Barrier Reef World Heritage • Premier’s Awards for Excellence in • Queensland Week RACQ Big BBQ Area 2003 Public Sector Management (2008 Program www.reefplan.qld.gov.au/about/ Guidelines and Nomination booklet) • Q150 web-site rwqpp.shtm www.premiers.qld.gov.au/awards-and- www.q150.qld.gov.au • Smart Queensland–Smart State recognition/public-service-excel.aspx • Queensland’s 150th Celebrations Strategy 2005–2015 • Protocol Handbook 2005 Visual Identity Guidelines • Smart State Strategy 2008–2012: • Privacy Plan • Reconciliation Awards (2009 Queensland’s smart future www.premiers.qld.gov.au/ guidelines and nomination form) www.smartstate.qld.gov.au/ publications/dpc-privacy-plan.aspx strategy/index.shtm • Sectorwide Magazine • Q150 Community Funding www.premiers.qld.gov.au/ • Smart State Strategy Progress Report Program: Guidelines and publications/sectorwide.aspx 2007: towards a dynamic future Application Form (effective www.smartstate.qld.gov.au/ • Suncorp Queenslander of the Year February 2008) resources/publications/progress_ 2009 nomination form and poster report_2007/index.shtm • Q150 Official Program (Edition 1) (supplied by Suncorp) Other documents • Q150 Official Program (Edition 2) • Trade Practices Compliance Manual • Agency Planning Requirements • Q150 eNews (e-newsletter) • Welcome Aboard: A Guide for www.q150.qld.gov.au/index.aspx Members of Government Boards, • A Guide to the Queensland • Queensland Commemorative Committees and Statutory Government Performance Events and Celebrations Authorities Management Framework Committee Newsletters www.premiers.qld.gov.au/ • Annual Report Guidelines for publications/handbooks/welcome- • Queensland Government Queensland Government Agencies aboard.aspx Captioning Policy 2007 2008–2009 • Queensland Government Policy Division • Queensland 2020 Forum www.thepremier.qld.gov.au/ Framework for Considering Policies Proposals to Establish Memorials initiatives/2020_forum/index.aspx • Queensland Cabinet Handbook 2003 and Monuments of Significance • Reef Plan Annual Reports 2003/04 www.premiers.qld.gov.au/ –06/07 • Queensland Greats (2009 publications/handbooks/cabinet- www.reefplan.qld.gov.au/ nomination forms and posters) handbook.aspx publications/reports.shtm • Queensland Premier’s Literary • Queensland Criminal Justice • Reef Water Quality Protection Plan Award (2009 guidelines and System Bulletin 2006–07 –Report to the Prime Minister and nomination form) www.premiers.qld.gov.au/ the Premier of Queensland 2005:

64 Department of the Premier and Cabinet Annual Report 2008-09 Progress to date, challenges and • Smart State Council report on www.arts.qld.gov.au/policy/ future directions Smart regions: characteristics of sectordevplans.html www.reefplan.qld.gov.au/ globally successful regions and • Queensland Design Strategy 2020 publications/reports_p_pm.shtm implications for Queensland www.arts.qld.gov.au/policy/ • Reef Water Quality Protection Plan • Smart State = Design State design2020.html Scientific Consensus Statement • Smarter Services: future jobs and • Press play: Arts Queensland on Water Quality in the Great growth in the Smart State Contemporary Music Strategy Barrier Reef 2009–2012 www.reefplan.qld.gov.au/ • Sparse State: the death of distance; and summary of Government’s www.arts.qld.gov.au/policy/ publications/scientific_consensus_ contempstrategy.html statement.shtm response to the report Guidelines • Reef Water Quality Protection Plan • Smart Connections (quarterly E-Bulletin subscription e-newsletter) • art+place guidelines for applicants www.reefplan.qld.gov.au/informed/ • Toward Q2–Tomorrow’s Queensland www.arts.qld.gov.au/funding/pub- ebulletin.shtm www.thepremier.qld.gov.au/ art-funds.html • Smart State Council reports tomorrow/index.aspx • Billy Thorpe Scholarship guidelines and government responses • Toward Q2 eNewsletter www.arts.qld.gov.au/funding/billy- where indicated www.towardq2.qld.gov.au/ thorpe.html www.smartstate.qld.gov.au/ tomorrow/eNews.aspx • Career Development Grant partnerships/ss_councilreports.shtm guidelines Arts Queensland • Education and Skills for the www.arts.qld.gov.au/funding/ Smart State Strategies and policy career-dev-grant.html • Engaging with the Community in • Arts, culture + me–Children and • Development and Presentation the Smart State Young People Action Plan 2008–11 Grant guidelines www.arts.qld.gov.au/docs/ap- www.arts.qld.gov.au/funding/ind- • Fusion: activating a research and guidelines.pdf dev-pres-grant.html business development culture in the Smart State; and Government’s • art+place policy framework • Fundraising professional response to the report www.arts.qld.gov.au/policy/cyp.html development grants program guidelines • Medical Research: Queensland’s • Backing Indigenous Arts brochure www.arts.qld.gov.au/funding/ future health and wealth; and www.arts.qld.gov.au/funding/ fundraising.html summary of Government response backing-indig-arts.html • Grant McLennan Memorial to the report • Coming to a place near you: Fellowship guidelines • Review of Research, Development Touring strategy for performing www.arts.qld.gov.au/funding/grant- and Extension in the Queensland arts in Queensland 2009–2014 mclennan.html Food and Fibre Sector www.arts.qld.gov.au/docs/ place-near-you-print.pdf • Gritty Places Partnership Program • Smart Cities: rethinking the city guidelines and application centre • Creative Queensland–Cultural www.arts.qld.gov.au/funding/gritty- Policy 2002 • Smart State Council report on places.html www.arts.qld.gov.au/policy/ Business investment in research creativeqld.html • Regional Arts Development Fund and development in Queensland (RADF) guidelines and forms (including access to capital) • Queensland Arts Industry Sector www.arts.qld.gov.au/funding/radf- Development Plan 2007–2009: • Smart State Council report guidelines.html Creative Communities; Dance and on Opportunities in tropical Music; Theatre, Writing New Media; • Small-to-medium organisations science, knowledge, research and Visual Arts, Craft and Design. (s2m) guidelines and application innovation for Queensland www.arts.qld.gov.au/funding/s2m- guidelines.html

Department of the Premier and Cabinet Annual Report 2008-09 65 Premier’s report on treaties

Cairns Indigenous Art Fair Arts publication available via Joint Standing Committee subscription • Cairns Indigenous Art Fair on Treaties Brochure • Arts Update In 2008–09, the Joint Standing • Cairns Indigenous Art Fair • Cairns Indigenous Art Fair Committee on Treaties (JSCOTi) notified Prospectus Newsletter (email newsletter) the Premier on 10 occasions of reviews Research it was undertaking of proposed Privacy policy treaty actions by the Commonwealth • An international comparative study Government. This notification is the DPC is committed to ensuring all of tax concession for the arts formal way that the Commonwealth personal information holdings of the www.arts.qld.gov.au/publications/ involves Queensland in the department are managed with integrity pdf/taxconcessions.pdf treaty‑making process. and in accordance with the Information • A survey of potential tax reforms Privacy Act 2009 (Qld) (the Act) In accordance with recommendations for Australia and recommendations which replaces the Information of the Queensland Parliament’s Legal, www.arts.qld.gov.au/publications/ Standard 42. Constitutional and Administrative Review Committee, the Premier tabled pdf/report-3_4-tax.pdf The primary intent of the Act is these notifications in the Queensland • Building on success: Queensland to protect the privacy of personal Parliament (with the treaties themselves Arts Industry Sector Development information which is collected, stored, and associated material including used and disclosed in the delivery of Plan 2010–2012 national interest analyses being government services and the conduct www.arts.qld.gov.au/policy/ available on the internet of the JSCOT of government business. sectordevplans.html website). Please contact the Manager, • Evaluation report: Queensland Arts In 2008–09, Australia has continued Administrative Law Services on Industry Sector Development Plan the trend of entering into individual telephone number 07 3224 4808 if you February 2007-January 2009 bilateral agreements with a number would like any further information www.arts.qld.gov.au/policy/ of different countries, for example, about the department’s privacy policy. sectordevplans.html treaties relating to social security • Progress Report: Queensland Arts and taxation arrangements. The Industry Sector Development Plan Commonwealth Government has also continued to make clear its desire to February 2007 to February 2008 actively engage in multilateral forums www.arts.qld.gov.au/docs/qaisdp- to complement its bilateral activities. progress.pdf Over the last year, 11 bilateral treaties • Queensland Centre for Design and 10 multilateral treaties were Discussion paper assessed through JSCOT, including www.arts.qld.gov.au/docs/qcd- major international treaties such as the discussion-paper.pdf Optional Protocol to the Convention on the Rights of Persons with Disabilities • The Art of Renewal–A guide and the Agreement establishing the to thinking culturally about ASEAN-Australia-New Zealand Free strengthening communities Trade Area. www.arts.qld.gov.au/docs/art-of- renewal05.pdf A list of treaties tabled in the Commonwealth and Queensland • The current Australian tax Parliaments in 2008–09 in their order of treatment of the arts industry consideration follows. www.arts.qld.gov.au/publications/ Visit www.aph.gov.au for JSCOT pdf/report1-tax.pdf reports outlining the results of their considerations of these proposed treaty

i www.aph.gov.au/house/committee/jsct/

66 Department of the Premier and Cabinet Annual Report 2008-09 actions, along with any Commonwealth Visit www.dfat.gov.au for more For example, in 2008–09, the Queensland Government responses. information about the role that states Government provided input into and territories play through SCOT. Australia’s combined Fifteenth, Sixteenth The Queensland and Seventeenth Periodic Reports under Government’s role in the Article 9 of the International Convention The Queensland on the Elimination of all Forms of Racial treaty-making process Government and the Torres Discrimination. Before the Commonwealth is able to ratify any proposed treaty action, it Strait Treaty Assisting Commonwealth must be able to ensure that the treaty The Torres Strait Treaty is a treaty appearances before United can be implemented in all states and between Papua New Guinea and territories. This process can require Australia concerning sovereignty Nations committees significant consultation and in the and maritime boundaries in the area Another key part of Australia’s case of multilateral agreements, it between the two countries, including accountability as a signatory to treaties often takes many years before the the area known as the Torres Strait and is to outline to United Nations (UN) treaty wording can be finalised and related matters signed on 18 December committees its compliance with the ratified. Queensland has continued to 1978. It was ratified and came into treaty by making personal appearances be consistently involved in negotiating effect on 15 February 1985. before the committee and answering such treaties during the past The Queensland Government is a any questions they may have. 12 months. key partner of the Commonwealth Queensland, along with other states The Treaties Councilii and the Government in the continued operation and territories, plays an important Standing Committee on Treaties of the Torres Strait Treaty. role in providing briefing material to (SCOT) are the primary mechanisms assist Australian delegations with these Detailed information regarding the appearances. for Commonwealth consultation Torres Strait Treaty is available through with the states and territories, the Department of Foreign Affairs In 2008–09 for example, the though the Treaties Council has met and Trade and DPC websitesv. Queensland Government assisted only once (7 November 1997) since the Australian delegations in their its establishment. The Queensland appearances before: The Queensland Government Government’s reporting • the UN Human Rights Committee is represented on SCOT by the on Civil and Political Rights Intergovernmental Relations Unit obligations • the UN Committee on Economic, of DPC and plays an active role in Australia is signatory to a large Social and Cultural Rightsvi, where ensuring that Queensland’s interests number of treaties which require the committee examined Australia’s are identified, conveyed and considered member‑states to report on their compliance with the International by the Commonwealth in the progress in implementing a treaty and treaty‑making process. In 2008–09, this their compliance, within a standard Covenant on Economic, Social vii included the Queensland Government reporting cycle. The Queensland and Cultural Rights . considering such treaties as the Option Government regularly provides Protocols to the UN Convention against input into reports prepared by the Tortureiii and Other Cruel, Inhuman or Commonwealth Government. This input Degrading Treatment or Punishment aims to provide a comprehensive and the UN Convention on the Rights picture of the work undertaken by of Persons with Disabilitiesiv. Queensland to comply with Australia’s treaty obligations.

ii www.coag.gov.au/about_coag/treaties_council.cfm iii www.unhchr.ch/html/menu3/b/h_cat39.htm iv www.un.org/disabilities/convention/conventionfull.shtml v www.dfat.gov.au/geo/torres_strait/index.html vi www2.ohchr.org/english/bodies/cescr/ vii www2.ohchr.org/english/law/cescr.htm

Department of the Premier and Cabinet Annual Report 2008-09 67 Treaties tabled in Treaty Organisation on the 12 March 2009 Security of Information New York, Queensland and • Convention on Cluster 26 September 2007 (B). Commonwealth Munitions, adopted at Dublin on 3 December 2008 30 May 2008 (M). Parliaments 2008–09 Optional Protocol to the Convention • Agreement between the Bilateral treaties are marked with a B, on the Rights of Persons with Government of Australia and the and multilateral treaties are marked Disabilities, done at New York on Government of the Isle of Man with an M. M 13 December 2006 ( ). on the Exchange of Information 26 August 2008 (minor treaty actionsviii) 4 December 2008 (minor treaty actions) with Respect to Taxes (London, • Amendment to the Agreement • Amendment, Adopted 17 November 29 January 2009) (B). on Social Security between the 2008, to Annex I of the United • Agreement between the Government of Australia and the Nations Educational, Scientific Government of Australia and Government of the Republic of and Cultural Organization the Government of the Isle of Chile of 25 March 2003 (B). (UNESCO) International Convention Man for the Allocation of Taxing • Amendment, Adopted at Rome on Against Doping in Sport of Rights with Respect to Certain 28 March 2008, to the Agreement 19 October 2005 (M). Income of Individuals and to for the Establishment of the • Amendment, Adopted 17 November Establish a Mutual Agreement International Development Law 2008, to Annex II of the UNESCO Procedure in Respect of Transfer Organization of 5 February 1988, International Convention Pricing Adjustments (London, as Amended on 30 June 2002 and Against Doping in Sport of 29 January 2009) (B). 30 November 2002 (M). 19 October 2005 (M). 16 March 2009 • Amendment to Annex 4.1 (Rules of 3 February 2009 • Agreement establishing the Origin) of the Australia-Thailand • Convention on the Protection ASEAN-Australia-New Zealand Free Trade Agreement (TAFTA) of and Promotion of the Diversity Free Trade Area (M). 5 July 2004 (B). of Cultural Expressions (Paris, 13 May 2009 16 September 2008 20 October 2005) (M). • Optional Protocol to the • Final Acts (Wrc–07), World • Agreement between Australia Convention on the Safety of United Radiocommunication Conference and the European Community Nations and Associated Personnel (Geneva, 2007) (M). on Trade in Wine (Brussels, (New York, 8 December 2005) (M). • Agreement between Australia and 1 December 2008) (B). • Agreement on Employment of the Republic of Finland on Social • Agreement between the the Spouses and Dependants Security (B). Government of Australia and of Diplomatic and Consular • Agreement between the the Government of the British Personnel between Australia and Government of Australia and the Virgin Islands for the Exchange the Portuguese Republic (Lisbon, International Bureau of the World of Information Relating to Taxes 6 February 2009) (B). Intellectual Property Organization (London, 27 October 2008) (B). • Agreement between Australia and in relation to the functioning of • Agreement between the the Socialist Republic of Vietnam the Australian Patent Office as an Government of Australia and the concerning Transfer of Sentenced International Searching Authority Government of the British Virgin Persons (Canberra, 13 October and International Preliminary Islands for the Allocation of Taxing 2008) (B). Examining Authority under the Rights with Respect to Certain 25 June 2009 Patent Cooperation Treaty (B). Income of Individuals (London, • Convention on the Service Abroad 26 November 2008 27 October 2008) (B). of Judicial and Extrajudicial Agreement between the Government of Documents in Civil or Commercial Australia and the North Atlantic Matters (The Hague, 15 November 1965) (M). viii Minor treaty actions are identifiably minor treaty actions (mainly minor/technical amendments to existing treaties) which do not impact significantly on the national interest www.aph.gov.au/house/committee/jsct/minortreatyactions/minortreatyactions.pdf 68 Department of the Premier and Cabinet Annual Report 2008-09 Readers’ survey

Please help us by taking a couple of minutes to complete this 6. If I could do one thing to improve the annual report, it survey so that we can continue to improve the quality of our would be: annual report. Please tick the appropriate response. 1. The level of detail in the annual report was: far too little too little just right too much far too much

2. The language and style of the annual report text was: far too simple too simple 7. Please use this space to provide any comments you wish just right to pass on which have not been addressed elsewhere: too complex far too complex

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4. I found the design of the annual report to be: very unappealing External readers unappealing 8. What is your main purpose for receiving this report? acceptable Library reference appealing Official purposes very appealing Business purposes General interest 5. Compared to the previous annual report, this year’s report was: Student needs much worse Other (please specify below) worse about the same better much better OR I didn’t see the previous annual report

Department of the Premier and Cabinet Annual Report 2008-09 69 Readers’ survey cont.

9. The annual report is available through the departmental internet site at www.premiers.qld.gov.au and in the future: I would be happy to access it electronically I would still want a hard copy

Departmental officers 10. I am an employee of the Department of the Premier and Cabinet: yes no

11. I was involved in providing material for this annual report: yes no

12. I work in the following division: Governance Policy Cabinet Services and Implementation Arts Queensland Office of the Queensland Chief Scientist

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Thank you for your comments.

Departmental officers via internal mail Please return the completed survey to: Corporate Planning and Reporting, Level 1, Executive Building

External readers Please return the completed survey to: Corporate Planning and Reporting Department of the Premier and Cabinet PO Box 15185 City East Qld 4002

Online An electronic version of this survey is available on the department’s website at www.premiers.qld.gov.au

70 Department of the Premier and Cabinet Annual Report 2008-09 Compliance checklist

FAA Financial Administration and Audit Act 1977 FMS Financial Management Standard 1997 ARGs Annual Reporting Guidelines for Queensland Government Agencies

Summary of Annual report Basis for requirement requirement reference Accessibility • Table of contents ARGs – section 8.1 3 • Glossary n/a • Public availability FMS – section 95 (1) (i) 2 • Interpreter service statement Queensland Government Language 2 Services Policy • Copyright notice Copyright Act 1968 2 Letter of compliance • A letter of compliance from the ARGs – section 9 1 accountable officer or statutory body to the relevant Minister(s) Introductory • Agency role and main functions FMS – section 95 (1) (a) and (b) 6, 14 information ARGs – section 10.3 • Operating environment FMS – section 95 (1) (f), (e), (j) 4, 5 • External scrutiny ARGs – section 10.3 47 • Machinery-of-government changes ARGs – section 10.3 6 + Financial statements • Review of proposed forward FMS – section 95 (1) (h) 4–6 + agency operations performances reports Agency performance • Government objectives for the FMS – section 95 (1) (a) and (i) 16 –20 community ARGs – section 11.5 • Agency objectives and performance 16 –20 indicators • Agency outputs and output 16 –20 performance measures Summary of financial • Summary of financial information ARGs – section 12 12 –13, information Appendix 1 • Disclosure of budget v actual results ARGs – section 12.3 n/a Governance – • Organisational structure FMS – section 95 (1) (f) (iii) 14 management • Executive management FMS – section 95 (1) (f) (iii) 40 –44 and structure • Related entities FMS – section 96 (1) n/a covered in Financial statements • Schedule of statutory authorities FMS – section 96 (2) 59 or instrumentalities • Boards and committees ARGs – section 13.5 60 • Public Sector Ethics Act 1994 Public Sector Ethics Act 1994 54 – implementation statement giving (section 23 and Schedule) details of the action taken during the reporting period • Whistleblowers Protection Act 1994 Whistleblowers Protection Act 1994 56 – public interest disclosures received (sections 30 –31 and Schedule)

Department of the Premier and Cabinet Annual Report 2008-09 71 Summary of Annual report Basis for requirement requirement reference Governance – risk • Risk management FMS – section 95 (1) (k) 47 management and • Audit Committee ARGs – section 14.2 42–43 accountability • Internal ARGs – section 14.3 47 Governance – • Workforce planning, retention FMS – section 95 (1) (f) (iii) 52–56 human resources and turnover – including full time Verified and equivalent count included in Financial statements • Voluntary Early Retirement (VER) Directive No.11/05 Voluntary Early 52 Retirement (VER) • Retrenchments Directive No.10/05 Retrenchment 52 • Initiatives for women ARGs – section 15.4 56 Governance – • Consultancies FMS – section 95 (1) (eb) 61 operations • Overseas travel FMS – section 95 (1) (ea) 61 • Information systems Public Records Act 2002 46, 48 and record keeping • Waste management Environmental Protection 48–50 (Waste Management) Policy 2000, Environmental Protection Act 1994 Other prescribed • Shared services ARGs – section 17.1 58 requirements • Carbon emissions Premier’s Statement 49–50 Optional • Corrections to previous ARGs – section 18.2 n/a annual reports Information that may • Freedom of information Freedom of Information Act 1992 62–66 be reported • Privacy Policy Queensland Government Privacy 66 Policy • Indigenous matters n/a n/a • Native title n/a n/a Financial statements • Annual general purpose financial Financial Reporting Requirements for 73 statements Queensland Government Agencies • Certification of financial statements FAA – sections 39 and 46F 123 • Independent auditors report FAA – sections 38AA(1) and 46FA(3) 124–125 • Remuneration disclosures Financial Reporting Requirements for 94–95 Queensland Government Agencies

72 Department of the Premier and Cabinet Annual Report 2008-09 Financial statements

Contents Income Statement 74 Balance Sheet 75 Statement of Changes in Equity 76 Income Statement by Outputs/Major Activities 77 Statement of Assets and Liabilities by Outputs/Major Activities 78 Cash Flow Statement 79 Notes To and Forming Part of the Financial Statements 80 Certificate of the Department of the Premier and Cabinet 123 Independent Auditor’s Report 124

This financial report covers the Department of the Premier and Cabinet and its controlled entities. The Department of the Premier and Cabinet is a Queensland Government Department established under the Public Service Act 2008. The department is controlled by the State of Queensland which is the ultimate parent. The head office and principal place of business of the department is: 100 George Street, BRISBANE QLD 4000. A description of the nature of the department’s operations and its principal activities is included in the notes to the financial statements. For information in relation to the department’s financial report please call 07 3836 0093, email [email protected] or visit the departmental Internet site www.premiers.qld.gov.au. 74 Department of the Premier and Cabinet Annual Report 2008-09 Department of the Premier and Cabinet Annual Report 2008-09 75 76 Department of the Premier and Cabinet Annual Report 2008-09 Department of the Premier and Cabinet Annual Report 2008-09 77 78 Department of the Premier and Cabinet Annual Report 2008-09 Department of the Premier and Cabinet Annual Report 2008-09 79 80 Department of the Premier and Cabinet Annual Report 2008-09 Department of the Premier and Cabinet Annual Report 2008-09 81 82 Department of the Premier and Cabinet Annual Report 2008-09 Department of the Premier and Cabinet Annual Report 2008-09 83 84 Department of the Premier and Cabinet Annual Report 2008-09 Department of the Premier and Cabinet Annual Report 2008-09 85 86 Department of the Premier and Cabinet Annual Report 2008-09 Department of the Premier and Cabinet Annual Report 2008-09 87 88 Department of the Premier and Cabinet Annual Report 2008-09 Department of the Premier and Cabinet Annual Report 2008-09 89 90 Department of the Premier and Cabinet Annual Report 2008-09 Department of the Premier and Cabinet Annual Report 2008-09 91 92 Department of the Premier and Cabinet Annual Report 2008-09 Department of the Premier and Cabinet Annual Report 2008-09 93 94 Department of the Premier and Cabinet Annual Report 2008-09 Department of the Premier and Cabinet Annual Report 2008-09 95 96 Department of the Premier and Cabinet Annual Report 2008-09 Department of the Premier and Cabinet Annual Report 2008-09 97 98 Department of the Premier and Cabinet Annual Report 2008-09 Department of the Premier and Cabinet Annual Report 2008-09 99 100 Department of the Premier and Cabinet Annual Report 2008-09 Department of the Premier and Cabinet Annual Report 2008-09 101 102 Department of the Premier and Cabinet Annual Report 2008-09 Department of the Premier and Cabinet Annual Report 2008-09 103 104 Department of the Premier and Cabinet Annual Report 2008-09 Department of the Premier and Cabinet Annual Report 2008-09 105 106 Department of the Premier and Cabinet Annual Report 2008-09 Department of the Premier and Cabinet Annual Report 2008-09 107 108 Department of the Premier and Cabinet Annual Report 2008-09 Department of the Premier and Cabinet Annual Report 2008-09 109 110 Department of the Premier and Cabinet Annual Report 2008-09 Department of the Premier and Cabinet Annual Report 2008-09 111 112 Department of the Premier and Cabinet Annual Report 2008-09 Department of the Premier and Cabinet Annual Report 2008-09 113 114 Department of the Premier and Cabinet Annual Report 2008-09 Department of the Premier and Cabinet Annual Report 2008-09 115 116 Department of the Premier and Cabinet Annual Report 2008-09 Department of the Premier and Cabinet Annual Report 2008-09 117 118 Department of the Premier and Cabinet Annual Report 2008-09 Department of the Premier and Cabinet Annual Report 2008-09 119 120 Department of the Premier and Cabinet Annual Report 2008-09 Department of the Premier and Cabinet Annual Report 2008-09 121 122 Department of the Premier and Cabinet Annual Report 2008-09 Department of the Premier and Cabinet Annual Report 2008-09 123 124 Department of the Premier and Cabinet Annual Report 2008-09 Department of the Premier and Cabinet Annual Report 2008-09 125 126 Department of the Premier and Cabinet Annual Report 2008-09 Appendix 1

Corporate Administration Agency Financial Summary Financial Summary 2008–09

Corporate Administration Agency Analysis The following analysis is provided to assist users in understanding the Corporate Administration Agency’s (CAA) financial statements for 2008-09.

2009 2008 Income Statement ($’000) ($’000) Total Income 36,308 35,517 Total Expenses 36,256 34,585

Revenue The CAA operates as a shared services provider, supplying corporate and facilities management services to a number of Queensland Government entities. The CAA’s primary revenue source is therefore the user charges levied on clients for the services delivered. In terms of its operations approximately 25% of this revenue flows from the delivery of corporate services to client agencies and 75% from facilities management services provided primarily to the occupants of the Cultural Centre at Southbank. The increase in revenue was primarily due to an expansion of the CAA’s facilities and corporate services client base during the year from 19 to 27 client agencies.

ii Expenses The major expenses associated with the agency’s activities include: • employee expenses eg wages and salaries, salary related taxes and superannuation contributions • building maintenance and utilities associated with the operations of the Cultural Centre • supplies and services which are costs associated with the day to day operation of the agency • depreciation of physical assets and amortisation of computer software. The increase of $1.67 million in expenses was primarily due to an increase in employee numbers and the associated employee expenses. Additional staff were employed during the year to service the CAA’s increased client base.

iii The CAA continues to have a strong financial position with current assets being approximately double the amount of current liabilities. The major shift in the asset and liabilities amounts resulted from the finalisation of a major energy performance contract at the Cultural Centre.

iv Appendix 2

Corporate Administration Agency Financial Statements

Contents Income Statement 2 Balance Sheet 3 Statement of Changes in Equity 4 Cash Flow Statement 5 Notes To and Forming Part of the Financial Statements 6–29 Management Certificate 30 Audit Certificate 31–32

General Information These financial statements cover the Corporate Administration Agency. It has no controlled entities. The Corporate Administration Agency is a shared services provider hosted by the Department of the Premier and Cabinet, which is a Queensland Government Department established under the Public Service Act 2008. The agency is controlled by the State of Queensland which is the ultimate parent. The head office and principal place of business of the agency is: 35 Merivale Street South Brisbane Qld 4101 A description of the nature of the agency’s operations and its principal activities is included in the notes to the financial statements. For information in relation to the Corporate Administration Agency’s financials statements, please call 07 3842 9314 (Financial Management section). Amounts shown in these financial statements may not add to the correct sub-totals or totals due to rounding. - 2 - - 3 - - 4 - - 5 - - 6 - - 7 - - 8 - - 9 - - 10 - - 11 - - 12 - - 13 - - 14 - - 15 - - 16 - - 17 - - 18 - - 19 - - 20 - - 21 - - 22 - - 23 - - 24 - - 25 - - 26 - - 27 - - 28 - - 29 - - 30 - - 31 - - 32 - Annual Report 2008–09 Annual Report 2008 – 09

Department of the Premier and Cabinet

Department of the Premier and Cabinet

Department of the Premier and Cabinet Annual Report 2008–09 www.premiers.qld.gov.au