ANNUAL REPORT DEPARTMENT OF PREMIER AND CABINET 07 08

www.dpc.vic.gov.au Contents

1 Overview 36 02 Public Sector Management, 1 About us Governance and Support 1 Our mission 37 Offi ce of the Governor Annual Report 2007–08 Production Details 2 Our Ministers 39 Offi ce of the Chief Parliamentary The Annual Report and accompanying Counsel fi nancial statements present a summary of Development 3 Our structure 40 State Services Authority the Department of Premier and Cabinet’s Organisational Development Branch, 4 Secretary’s commentary performance over the 2007–08 fi nancial period. Department of Premier and Cabinet 41 Offi ce of the Ombudsman 1 Treasury Place, , 3002 6 Executive Leadership Team The report covers the work of the core 8 Our people Department as well as including the annual 42 03 Arts and Cultural Development reports for the Offi ce of the Governor and the Editorial services 43 Arts and Cultural Development Offi ce of the Chief Parliamentary Counsel. Andrew Pegler Media 9 01 Strategic Policy Advice The report provides information about the and Projects Department’s key achievements and future Design and production 10 Cabinet Secretariat 49 04 Corporate Activities challenges against its output structure as set Strategic Communications Branch, 54 05 Financial Statements out in the State Budget papers. 11 Economic Policy Branch Department of Premier and Cabinet 86 06 Appendices While the report highlights the work of other 14 Governance and Community portfolio agencies, such as the Offi ce of the Printed by Ondemand, 152 Sturt Street, 17 Implementation Unit Ombudsman and the State Services Authority, Southbank, Victoria, 3006. 18 Legal Branch full information on the activities of these Photographs agencies can be obtained from their individual 19 National Reform Branch 2007–08 annual reports. DPC staff photographs by Bernie Phelan 23 Offi ce of Climate Change Photography. by R.B. The views expressed by staff in this report Photography. by Mark Farrelly 26 Offi ce of the Victorian Government are solely those of the individuals and do not Photography. Front cover and inside front Architect necessarily refl ect the views of the Victorian cover image reproduced with the permission 27 Policy and Strategy Projects Branch Government. of the Victorian Parliamentary Library. 30 Resources and Infrastructure Branch Additional information about the Department of Additional photography supplied by Visions Premier and Cabinet can be viewed at of Victoria, Department of Human Services, 31 Social Policy Branch www.dpc.vic.gov.au. Department of Sustainability and Environment 35 Strategic Communications Branch and Offi ce of the Governor, Government House Melbourne. Additional images as credited.

This report is printed on Impress Silk by Dalton, environmentally responsible paper sourced from managed sustainable forests.

Authorised by the Victorian Government.

ISSN: 1833–0878

If you would like to receive this publication please telephone 9651 5094, TTY 9651 5814 or email [email protected]. This document is also available in an accessible format on the website at www.dpc.vic.gov.au. About us OVERVIEW DEPARTMENT OF PREMIER AND CABINET Our mission We will display exemplary leadership and innovation in the development of policy and the delivery of services, ensuring the best possible outcomes for all Victorians.

The Department of Premier and Cabinet (DPC) and Secretary is responsible to the Premier, who is also Minister for Multicultural Affairs and Veterans’ Affairs. DPC advises on whole-of- government matters and on issues specifi c OUR VALUES to the Premier’s portfolio. It also coordinates whole-of-government initiatives to implement LEADERSHIP the policy agenda. • WE LEAD BY EXAMPLE. • WE STRIVE TO CREATE POSITIVE AND PRODUCTIVE The Department consists of four groups: WORKING RELATIONSHIPS.

■ Policy and Cabinet Group; INTEGRITY

■ Government and Corporate Group; • WE WORK TO SERVE THE PUBLIC GOOD. • WE UPHOLD THE IDEALS OF OPENNESS AND HONESTY, ■ National Reform and Climate Change AND STAND BY WHAT WE BELIEVE IS RIGHT. Group; and

■ Arts Victoria. COLLABORATION Arts Victoria oversees the state-owned cultural • WE ARE TEAM PLAYERS. • WE SEEK, ENCOURAGE AND VALUE THE CONTRIBUTION agencies: Australian Centre for the Moving AND SKILLS OF THE PEOPLE WE WORK WITH. Image, Performing Arts Centre, Museum Victoria, National Gallery of Victoria, INNOVATION State Library of Victoria, the Arts Centre, as • WE VALUE CREATIVITY. well as the Public Record Offi ce Victoria. • WE ARE OPEN TO NEW IDEAS AND DIFFERENT The Department also supports the following APPROACHES TO ACHIEVE THE BEST RESULTS. portfolio agencies:

■ Offi ce of the Governor;

■ Offi ce of the Ombudsman; Our role Our services ■ Offi ce of the Chief Parliamentary Counsel; and DPC’s role is to: DPC delivers its services in three key output areas: ■ State Services Authority. ■ provide strategic, rigorous and innovative

The Department also advises the Minister for policy advice to the Premier on all matters; ■ strategic policy advice and projects; the Arts and the Minister for Environment and ■ assist the Victorian Government to maintain ■ public sector management and governance; Climate Change. sustainable growth and create a vibrant and society via key policy and projects; ■ support for arts and cultural development.

■ deliver strategic policy leadership and advice to make informed decisions;

■ develop whole-of-government initiatives and manage Victoria’s relationships with Australian and overseas governments;

■ promote community engagement in government decision-making; and

■ coordinate services and programs for the Government’s arts policy.

P1 THE HON JOHN BRUMBY MP THE HON LYNNE KOSKY MP

Contact details Level 16, 121 Exhibition Street, Melbourne 3000 (03) 9655 3300 Telephone: Facsimile: (03) 9655 3313 Email: [email protected] Minister for the Arts Kosky MP The Hon Lynne Kosky MP is Victoria’s The Hon Lynne Minister for the Arts and the Minister for (Department of Transport). Public Transport The Arts portfolio covers a range of cultural organisations, including Museum Victoria, National Gallery of Victoria, State Library of Australian Centre Victoria, the Arts Centre, ce Offi for the Moving Image, Public Record Victoria and Geelong Performing Arts Centre. Our Ministers Our Contact details Place, Level 1, 1 Treasury East Melbourne 3002 GPO Box 4912, Melbourne 3001 (03) 9651 5000 Telephone: Facsimile: (03) 9651 5054 Website: www.premier.vic.gov.au Email: [email protected] The Hon John Brumby MP is Victoria’s Premier. Premier. The Hon John Brumby MP is Victoria’s He is also the Minister for Multicultural Affairs Affairs for Veterans’ and has responsibility (Department of Planning and Community portfolio covers Development). The Premier’s and Cabinet, the Department of Premier ce of the Offi ce of the Governor, the Offi ce of the Chief the Ombudsman, the Offi Parliamentary Counsel and the State Services Authority. of Victoria Premier The Hon John Brumby MP P2 Our structure OVERVIEW DEPARTMENT OF PREMIER AND CABINET as at 30 June 2008

Premier of Victoria

Minister for Cabinet Secretary Multicultural Affairs, Minister for the Arts, Minister for Veterans’ Affairs Deputy Premier, Mr Tony Lupton MP Attorney-General, Minister for Public Transport Hon John Brumby MP Parliamentary Hon Lynne Kosky MP Minister for Industrial Relations Secretary to the Premier and Racing Mr MP Hon MP Parliamentary Secretary for Arts Mr Rob Hudson MP Parliamentary Secretary Secretary assisting the Premier on National Reform Agenda Helen Silver Mr Evan Thornley MLC

Director Deputy Secretary Deputy Secretary Deputy Secretary Arts Victoria Greg Wilson Philip Reed Chris Eccles Penny Hutchinson Policy and Cabinet Group Government and Corporate Group National Reform and Climate Change Group

Arts Victoria Policy and Cabinet Government and Corporate National Reform and Group Group Climate Change Group Agencies and Infrastructure Deputy Director Policy and Cabinet Group Governance and National Reform Dennis Carmody Executive Director Community Assistant Directors Michael Kane Executive Director Rosemary Addis Policy and Programs Mark Duckworth Penny Croser Deputy Director Policy & Strategy Projects Simon Kent Greg Andrews Assistant Director Government Branch Offi ce of Climate Change Mary-Anne Thomas Strategic Marketing and Director Director Communications Kate Hastings Ag Rebecca Falkingham Implementation Unit General Manager Protocol and Special Assistant Director David Broadbent Events Jane Brockington Director Cheryl Harris Garnaut Climate Change Social Policy Review Secretariat Security and Emergencies Arts Agencies Director Katy Haire Director Deputy Secretary Museum of Victoria Assistant Director Leo Van Der Toorren Dr Ron Ben-David CEO Elizabeth Langdon Project Director Organisational Development Patrick Greene Ian de Cruz Executive Director Executive Director State Library of Victoria Adam Fennessy Danielle Byrnes CEO/State Librarian Assistant Director Anne-Marie Schwirtlich Resources & Infrastructure Toniann Stitz Portfolio Agencies National Gallery of Victoria Director Director Simon Hollingsworth Legal Branch Offi ce of the Governor Gerard Vaughan Assistant Director Director Offi cial Secretary Charles Curwen CVO OBE Victorian Arts Centre Peter Beaumont Graham Hill CEO Offi ce of the Chief Economic Policy Strategic Communications Tim Jacobs Parliamentary Counsel Director Director Chief Parliamentary Counsel Geelong Performing Arts Centre Simon Corden Tom Martin Gemma Varley General Manager Assistant Directors Assistant Director Jill Smith Ag Offi ce of the Ombudsman Phillip Chindamo Sandra De Minico Ombudsman Australian Centre for the Sharn Enzinger George Brouwer Moving Image Victorian Government CEO Cabinet Secretariat Architect State Services Authority Tony Sweeney Director John Denton Chairman Public Record Offi ce Victoria Barbara Poland Associate Victorian Bruce Hartnett Government Architect CEO Director Shelley Penn Justine Heazlewood Karen Cleave Public Sector Standards Commissioner Greg Vines

P3 Secretary’s commentary

During the last 12 months the Department of Premier and Cabinet has welcomed a new Premier, farewelled a Secretary and started planning for, and responding to, the signifi cant work load developing through Council of Australian Governments. There has been a great deal of change, and with that change have come some exciting opportunities.

the 45th Premier of Victoria. DPC has worked A year of action hard during the last 12 months to support the transition and Premier Brumby in delivering on DPC is responsible for delivering on an his goals. important and diverse range of policy issues, our priorities are clear and substantial. Not long after, in February 2008, former DPC Secretary Terry Moran announced his move to In delivering on these priorities, DPC has led the Commonwealth Government Department of action on a number of challenging, long-term Prime Minister and Cabinet. Under Terry’s seven- focused policy issues including climate change, year leadership, DPC established a reputation transport, alcohol and fostering an open and A year of change for delivering quality, evidence-based policy transparent government. Some high-profi le During the last 12 months the Department outcomes while acting as a talent incubator for examples of our efforts are outlined below: of Premier and Cabinet has welcomed a the broader Victorian public service. Terry has left new Premier, farewelled a Secretary and a lasting legacy in DPC and more broadly across Engaging the community on climate started planning for, and responding to, the the Victorian public sector. We wish him well in change issues signifi cant work load developing through his new role. The Department’s Offi ce of Climate Change Council of Australian Governments (COAG). led the Victorian Climate Change Summit, There has been a great deal of change, and My appointment as Secretary of DPC in April held on 4 April 2008 at Parliament House. with that change have come some exciting 2008 marked my return to the public service. One hundred Summit delegates were chosen opportunities. As the incoming Secretary, I look forward to from a broad cross-section of the Victorian leading our Department and our people. community to share their views on how Victoria In July 2007, former Premier should tackle climate change. A further resigned and John Brumby was sworn in as

P4 OVERVIEW DEPARTMENT OF PREMIER AND CABINET

human and economic impact of alcohol abuse As part of the current work agenda, by tackling the areas of health, community COAG agreed to change the nature of education, alcohol advertising and enhanced Commonwealth-State funding arrangements enforcement. to focus more on outputs and outcomes, supported by a commitment from the Achieving an open and transparent Commonwealth Government to provide government incentive payments to drive reforms. These The Department assisted in implementing the funding reforms should have the biggest Premier’s commitment to ‘making Government implications for the State since at least the more accountable and the Executive more introduction of the GST. accessible’ by the online publication of The COAG reform agenda provides DPC and Ministerial Overseas Travel; the release of the the Victorian Government with an opportunity Government’s Annual Statement of Legislative to share, lead and learn about policy and Intent; publication of the remuneration bands of program initiatives with the rest of Australia. part-time non-executive members of Victorian Making sure DPC utilises our ideas, knowledge State Government boards and members of and expertise across our Victorian policy statutory bodies and advisory committees; work and COAG work will not only enhance and the publication of membership of Victorian our policy advice to the Premier but should State Government boards and committees. improve outcomes across the whole Victorian public sector. Continuing leadership of the National Reform Agenda As these examples demonstrate it has been This year, DPC continued its key leadership a busy year for DPC and the year ahead role in supporting the Victorian Government’s promises to offer even more opportunities. With contribution to the Council of Australian these opportunities comes the responsibility to PHOTO BY VICKI JONES PHOTOGRAPHY Governments’ National Reform Agenda (NRA). support our staff in order to deliver high-quality, fact-based advice to the Premier across a 4,000 people watched the Summit online, and At its December 2007 meeting, COAG agreed diverse policy landscape. many others posted comments on the online to a new model of cooperation underpinned forum – demonstrating the changing nature of by more effective working arrangements Over the past year, DPC staff have yet again community expectations and increased desire and identifi ed seven areas for its 2008 work proven their capacity to deliver high-quality to participate in government decision-making. agenda: advice and I commend them for their continued efforts.

■ health and ageing; Keeping Melbourne Moving I look forward to another year of achievement The Department’s Resources and Infrastructure ■ the productivity agenda – including and professionalism working together to Branch assisted in the development and education, skills, training and early provide high-quality advice and support the implementation of the Premier’s Congestion childhood; Premier, the Government and in turn, the

Roundtable in April 2008, bringing together ■ climate change and water; Victorian community. industry and community to canvass practical ■ infrastructure; ideas for relieving traffi c congestion. The results of the roundtable led to the development of ■ business regulation and competition; the Premier’s $112.7 million congestion plan, ■ housing; and Keeping Melbourne Moving. ■ Indigenous reform.

Victoria’s Alcohol Action Plan The Department’s newly established National Reform Branch plays an overarching role in The Department’s Social Policy Branch preparing the Victorian Government for COAG. provided high-quality, factually-based evidence and strategic policy advice to the Premier Helen Silver during the development of the State’s fi ve-year Secretary Alcohol Action Plan. The plan, launched in May 2008, seeks to address the signifi cant

P5 has been Director of Arts has been Director was appointed Deputy Secretary was appointed Deputy Secretary Director, Arts Victoria Director, Hutchinson Penny Victoria since November 2000. Prior to joining the Department in 2000, she was a partner at BDO Nelson Parkhill, and has worked in the Victorian Department of Management and Budget and the National Companies and Securities Commission. includingPenny has served on several boards, Medibank Private, the Federal Airports Corporation, the Victorian College of the Arts and the Australian String Quartet. Deputy Secretary, Deputy Secretary, National Reform and Climate Change Group Eccles Chris in National Reform and Climate Change Group Deputy Secretary, July 2008; he was previously Chris joined DPC Group. Sector Improvement of Director ve years as a in May 2007 after fi is in law and His background PhillipsKPA. lled a variety public administration and he has fi of senior management positions within the ACT Government, the Australian National Training Authority and KPMG Consulting. became Deputy Secretary Policy became Deputy Secretary was appointed Secretary in April was appointed Secretary joined DPC in July 2008. Philip Deputy Secretary, Deputy Secretary, Government and Corporate Group Reed Philip and Chief Executive, was Under Secretary with the Department of ce of Water Offi He has held a Sustainability and Environment. number of senior government leadership roles various industry sectors in Queensland across Prior to joining the and New South Wales. Victorian public service he was Deputy Director cer for the General and Chief Operating Offi Department of Energy, New South Wales Utilities and Sustainability. Greg Wilson Greg was in July 2008. Greg and Cabinet Group Essential Services Chairperson of Victoria’s 2005 and has held a number Commission from including Deputy of senior leadership roles Sector) in the Department (Water Secretary General of Sustainability and Environment; Manager of Regulatory Policy at the Essential Services Commission and its predecessor ce of the Regulator-General; the Offi body, and Senior Economist, Department of Treasury at Melbourne Finance and in the water industry, Water. and City West Water Deputy Secretary, Deputy Secretary, Policy and Cabinet Group The Secretary Silver Helen was a appointment as Secretary 2008. Helen’s return to DPC after a period in private industry, as General Manager of Government Business at the National Australia Bank. Helen has held a range of senior positions in the Victorian and recently, Commonwealth Public Service. More as between 2002 and 2006, Helen held roles Prior in both DPC and DTF. Deputy Secretary to working in the central agencies, Helen was of Rehabilitation and the Executive Director Compensation at the Victorian WorkCover Authority (1999–2002) and a First Assistant Commissioner of the Commonwealth Commission Productivity Government’s (1993–1999). Executive Leadership Team Leadership Executive

CHRIS ECCLES PENNY HUTCHINSON

HELEN SILVER GREG WILSON PHILIP REED P6 DEPARTMENT OF PREMIER AND CABINET OVERVIEW P7

DANIELLE BYRNES TERRY MORAN

MARK DUCKWORTH MICHAEL KANE ADAM FENNESSY joined the Department became Executive Director, became Executive Director, AO became Secretary of the AO became Secretary

Department in July 2000. His varied public seen him work as a policy has service career adviser and manager with federal and state governments. Director- He was previously General of Education in Queensland, Chief Executive of the Australian National Training Authority and has held a number of Victorian of the Victorian positions, including Director and and Further Education ce of Training Offi General Manager of the Victorian State Training DPC in February from He resigned Board. Department of 2008 to become Secretary, Prime Minister and Cabinet. Former Secretary Terry Moran Executive Director, Executive Director, Development Organisational Byrnes Danielle Executive Director, Executive Director, Policy and Cabinet Group FennessyAdam in 2002. Since then, he has held executive and Infrastructure Resources in DPC’s roles Branch, and at the Department of Sustainability a Adam was previously and Environment. Commonwealth Government policy and legal adviser in transport, communications and the arts. Organisational Development Branch in January 2008. She leads all DPC corporate services planning nance, people and culture, including fi information management and and reporting, services. Danielle has eet and chauffeur fl worked as an industrial advocate, employer industry association association manager, executive, lobbyist, management consultant executive. and human resources Executive Leadership Team Leadership Executive is the Executive Director, is the Executive Director, has worked as a senior Michael Kane Michael executive and adviser in the education and training portfolio in Victoria for the last 20 years covering higher education, training and in a and strategic planning range of coordinating a ministerial He was previously policy roles. of School adviser and acting Director Education. Michael has taught at secondary and tertiary levels and also worked as a political lobbyist. His expertise lies in public policy, public administration and human resource management. Governance and Community. Prior to joining Governance and Community. ce DPC in 2001, he served in the Cabinet Offi the and worked at of New South Wales University of Sydney Law School and the Law Reform Commission of Victoria. Mark has been a member of the National Counter-Terrorism Committee since its establishment in 2002 and the Public Service Medal in the was awarded 2007 Australia Day Honours for his work in establishing it. Executive Director, Policy and Cabinet Group Executive Director, Executive Director, Governance and Community DuckworthMark Our people Ask our people what they like most about working for DPC and they say “talented co-workers”, “the interesting and challenging work” and “the ability to make a difference”.

Along with offering a dynamic, high-performing Employee engagement is a more informative workplace we work hard to respect our people, measure than satisfaction because it support them and offer them fl exibility. suggests the level of employee ‘ownership’ of the organisation. It tells us the willingness Developing our people of employees to really strive for the best An annual Corporate Training Calendar, outcomes for the Department. released early 2008, now lists the many In our most recent survey, 91 per cent of DPC professional learning development staff said they would recommend DPC as an opportunities DPC offers. employer and 78 per cent said the organisation DPC launched its fi rst internal mentoring encourages them to do their best work every program in 2007 and continues to develop day. This is a particularly pleasing result given its people management capability by that we pursue ambitious agendas and have strengthening Leadership and Management high expectations of our talented employees. Development programs and initiatives. Over the year, DPC increased focus on DPC strongly supports challenging external internal communications aimed at improving public sector programs like the Australia and employee engagement and building a New Zealand School of Government Executive warm organisational culture. We revitalised Fellows Program and Executive Master of our communication channels including the Public Administration. Other programs include weekly DPCNews electronic newsletter and offerings from Cranlana, the Williamson quarterly staff forums; and established a Foundation at Leadership Victoria and communications reference group. During AsiaLink. 2008–09 DPC will improve leader communication, collaboration and knowledge DPC offers its leaders 360˚ feedback with management. external coaching support available to ensure they can develop into the best leaders they can Looking after our peoples’ be and that their teams deserve. health and wellbeing In DPC’s challenging and dynamic work environment it is particularly important to support our people in their life balance and wellbeing.

THE YEAR AHEAD A new Your Wellbeing@DPC will encourage self-refl ection and self-awareness in adapting WE ARE DEVELOPING A PEOPLE AND CULTURE STRATEGY 2008–2011 WHICH health and wellbeing initiatives. CONTAINS REVITALISED INITIATIVES DESIGNED TO ENACT OUR PRIORITIES AROUND ENGAGEMENT, NURTURING OUR TALENT, LEADERSHIP DEVELOPMENT AND The program has an online health management EMPLOYEE SUPPORT AND RETENTION. tool and will deliver frequent health and wellbeing activities and services like guest speakers and ongoing promotions, expos and group activities.

Engaging our people The strength of DPC’s people practices, leadership and culture is highlighted in the results of our bi-annual staff surveys of satisfaction and engagement.

P8 Strategic Policy Advice 01 and Projects

Our team This service is delivered by the following DPC branches: ■ Cabinet Secretariat ■ Economic Policy Branch ■ Governance and Community ■ Implementation Unit ■ Legal Branch ■ National Reform Branch ■ Offi ce of Climate Change ■ Offi ce of the Victorian Government Architect ■ Policy and Strategy Projects Branch ■ Resources and Infrastructure Branch ■ Social Policy Branch ■ Strategic Communications Branch

OUR WORK

THE DEPARTMENT ADVISES ON KEY ISSUES AS THEY ARISE. IT COORDINATES AND ANALYSES POLICY, AND DEVELOPS LONG-TERM POLICIES FOR THE PREMIER AND CABINET. DPC CONSULTS WITH INTERNAL AND EXTERNAL STAKEHOLDERS, AND SHOWS STRONG LEADERSHIP IN INTERGOVERNMENTAL RELATIONSHIPS.

WEB BRIDGE, DOCKLANDS. IMAGE SUPPLIED BY VISIONS OF VICTORIA. PHOTOGRAPHER PETER DUNPHY Cabinet Secretariat Providing support services to the Premier, Cabinet and the Executive Council

The Cabinet Secretariat provides secretariat, Community Cabinet 2008 Annual Statement of Government administrative and program delivery and During 2007–08, the Cabinet Secretariat Intentions support services to the Premier, Cabinet and continued to manage the Government’s Cabinet Secretariat played a key role in the Executive Council. Community Cabinet program which attracted this statement. This is the fi rst of its kind in The Cabinet Secretariat is crucial to educating signifi cant community interest, with an average Australia and will occur on the fi rst sitting and promoting compliance with the processes of 60 community meetings held each visit and day of each Parliamentary year. It outlines of executive government business and a range of site visits and other activities. The Government’s priorities and legislation program performance. Security and preservation of program comprised: for the year and forms an important part of Cabinet records are also key roles. the Government’s commitment to remaining ■ two metropolitan Community Cabinet visits accessible and accountable. (Manningham and the Biotech and Medical Research Forum to various locations across Melbourne and Geelong ); and

KEY ACHIEVEMENTS

PROVIDED ADVICE AND SUPPORT TO THE INCOMING PREMIER ON COMMISSIONING THE NEW MINISTRY AND ON ESTABLISHING PROCESSES AND STRUCTURES TO SUPPORT THE NEW GOVERNMENT;

CO-AUTHORED AND PUBLISHED THE ANNUAL STATEMENT OF GOVERNMENT INTENTIONS IN HARDCOPY AND ON A DEDICATED WEBSITE; AND

MANAGED THE DELIVERY OF 12 COMMUNITY CABINET VISITS ACROSS METROPOLITAN AND REGIONAL VICTORIA.

COMMUNITY CABINET. PHOTOGRAPHY BY SHIN WATKINS

Supporting the new Premier ■ ten regional visits (East Gippsland, Future plans and challenges In July 2007, the Honourable Steve Bracks Wellington, Gannawarra, Swan Hill, Buloke; In 2008–09 the Secretariat will: resigned as Premier, and the Honourable John Indigo, Towong, Alpine; and combined visits Brumby was sworn as the 45th Premier of to Northern and Southern Grampians; and ■ implement new business systems to assist Victoria. Cabinet Secretariat advised the new Hepburn and Central Goldfi elds). Cabinet and legislative processes;

Premier on Cabinet and Cabinet Committee The program was enhanced during 2007–08 ■ support the Government’s modernisation operations and practices, and prepared to broaden the scope of community and reform of Victoria’s legislation; ceremonial documents and organised engagement, including the opportunity ■ provide recommendations to increase ceremonies for commissioning the new in addition to one-on-one meetings with opportunities for community participation Ministry. Ministers for community members to and feedback for future Community Cabinet participate in an open forum style discussion programs; with Ministers. ■ continue to provide education and promote compliance with executive government processes; and

■ optimise technology to support executive government processes.

P10 Economic Policy Branch 01 STRATEGIC POLICY ADVICE AND PROJECTS DEPARTMENT OF PREMIER AND CABINET Providing economic policy advice and helping implement and administer policy

The Economic Policy Branch (EPB) helps the Supporting regional communities Future plans and challenges Government deliver responsible fi scal policy The Regional Infrastructure Development In 2008–09, Economic Policy Branch will: and effi ciently manage public sector resources. Fund (RIDF) aims to improve the competitive capacity of regional Victoria and enhance ■ work with DIIRD and the Parliamentary Shaping economic policy economic development through investment, Secretary to the Premier on the National EPB coordinated DPC’s involvement in the job creation and the promotion of export Reform Agenda of Innovation to shape the 2008–09 Budget. It supported the Victorian opportunities. next phase of innovation policy in Victoria;

Government’s commitment to disciplined ■ work with Regional Development Victoria economic management. In this year’s The branch participated on an inter- and the Department of Planning and Budget, EPB was involved in easing business departmental committee that has oversight Community Development to develop costs and the costs of buying a home, cuts of the implementation of this fund making and implement a new Regional Strategic to stamp duty, land tax, payroll tax and recommendations to the Minister for Regional Planning Framework; WorkCover premiums. and Rural Development. ■ work with DIIRD to develop the Victorian Industry and Manufacturing Statement, which will outline the Government's future directions for industry in Victoria; and

■ work collaboratively with areas in the Department on a range of issues, including KEY ACHIEVEMENTS housing and occupational health and safety.

SUCCESSFULLY COORDINATED DPC’S INVOLVEMENT IN THE 2008–09 BUDGET;

CONTRIBUTED TO THE FUTURE DIRECTION OF VICTORIAN INDUSTRY;

CONTRIBUTED TO IMPLEMENTING POLICIES TO SUPPORT REGIONAL DEVELOPMENT; AND

HELPED REDUCE REGULATORY BURDENS ON VICTORIA’S NOT-FOR-PROFIT SECTOR.

Ensuring sustainable industry Reducing the regulatory burden The new Commonwealth Government on the not-for-profi t sector announced major industry reviews in EPB played a lead role in developing automotive, textiles, clothing and footwear, and The Victorian Government’s Action Plan: export policies and programs. EPB played a Strengthening Community Organisations, key role, working closely with the Department a plan to reform the key Victorian acts of Innovation, Industry and Regional underpinning the establishment and operation Development (DIIRD) and the Department of the not-for-profi t sector. of Treasury and Finance, to develop three Victorian Government submissions on each industry’s future challenges, opportunities and directions. These submissions made Victoria a signifi cant contributor to this important policy debate.

P11 The most effective way to boost productivity and participation is to develop our human capital.

P12 IMAGE SUPPLIED BY VISIONS OF VICTORIA. PHOTOGRAPHER: PETER DUNPHY Skills reform for future 01 STRATEGIC POLICY ADVICE AND PROJECTS DEPARTMENT OF PREMIER AND CABINET economic prosperity

In August 2005, the Victorian Government “The skills reform work was made possible Key features of the reform directions under released Governments Working Together: through a highly collaborative partnership with consideration by the Victorian Government a Third Wave of National Reform: a new DTF. The two departments essentially formed include: national reform initiative for COAG (NRA). one strong project team which produced This paper identifi ed a number of threats to several synergies and great outcomes,” says ■ increasing access to government-supported Australia’s prosperity and advocated a new Simon Phemister, Principal Policy Offi cer, Policy training positions for all Victorians who wave of reform, recognising productivity and and Strategy Projects. meet the eligibility criteria; and increasing participation as the critical drivers of future investment from those who benefi t prosperity. Human capital was identifi ed as the “The work is a great example of evidence- most from training such as government, centrepiece of the reform initiative, arguing that based policy development. DPC’s Policy and individuals and industry; Strategy Projects Branch have worked really the most effective way to boost productivity ■ enabling individuals and businesses to and participation is to develop our human hard to ensure that every decision made has access government-supported places capital. been based on sound and rigorously tested at a broader range of public, private or analysis,” says Megan Kirchner, Principal Policy community training providers; Human capital the critical driver Offi cer, Policy and Strategy Projects. ■ improving information to make it easier for Since 1999, the Victorian Government has Redesigning Victoria’s training system individuals and businesses to understand invested an additional $1.1 billion in Vocational and use the training system; and Education and Training (VET). This investment Attracting thousands more Victorians to take up training for the fi rst time or upgrade their ■ strengthening the capacity of our TAFE and has produced real results and ensured Victoria Adult, Community and Further Education is recognised as the national leader in this area. qualifi cations is the aim of Victoria’s ambitious VET system reform. (ACFE) sectors. Over the last fi ve years there has been a The paper invited feedback from all sections of trend towards employment in industries The Victorian VET system has undergone the community on the plans for more Victorians requiring higher level skills. The Centre for the signifi cant reform over the last two decades, to obtain a qualifi cation under a system that Economics of Education & Training (CEET) with a focus on the structure of the systems would more equitably fund all training places has projected that this demand for higher level and its providers. across the sector. skills and qualifi cations will continue to grow In April 2008, the Victorian Government over the next decade. If publicly funded training “Securing our future economic prosperity is released the discussion paper Securing our about involving Victorian industry, the TAFE continues at the present rate, by 2015 there future economic prosperity, outlining a direction will be a shortfall of 123,500 individuals with and ACFE sectors and workers who have for reform of the system that will deliver never considered formal training in the reform qualifi cations at the Advanced Diploma and increased numbers of people training for a Diploma levels. program to ensure that our reform agenda will qualifi cation, and greater access to training for support the delivery of a new training system,” Leading the skills reform agenda, the Victorian businesses. says Elizabeth Langdon, Assistant Director Government is undertaking a complete and Social Policy. comprehensive review of the Victorian skills system. These reform activities will help to The Victorian Government is taking action to increase Victoria’s competitive advantage and create the skilled workforce Victoria needs to future economic prosperity through a focus on secure future economic prosperity. skills and skills development.

P13 Governance and Community Providing policy advice and organisational support to the Premier in his role as Head of Government

Governance and Government Branch Victorian Public Sector Enterprise Bargaining Agreements Community is made up of Government Branch provides policy advice in four key related areas: the areas of public sector management and The branch was a major contributor to the governance; whole-of-government industrial successful conclusion of a number of key relations; Victoria’s international interests, Victorian public sector enterprise bargaining ■ Government Branch; including treaty negotiations and sister-state agreements in 2007–08 covering police, school relationships; the State Coordination and teachers, nurses, psychiatric nurses, disability ■ Protocol and Special Events; Management Council; and other whole-of- services employees and medical scientists. government initiatives. ■ Security and Emergencies Unit; and National Identity Security Strategy Leadership in Government Branch contributed to the ■ Tsunami Reconstruction Unit. intergovernmental relations development of the National Identity Security Government Branch and the newly established Strategy, including through detailed work on National Reform Branch (see page 19) a national Document Verifi cation Service and national standards. KEY ACHIEVEMENTS provided leadership on intergovernmental relations, including support for the Premier Future plans and challenges DEVELOPED GOOD GOVERNANCE and senior offi cials for Council of Australian REFORMS TO SUPPORT OPENNESS Governments (COAG) and the Council for In 2008–09, Government Branch will: AND TRANSPARENCY IN the Australian Federation (CAF) and for a new GOVERNMENT; reform agenda. ■ provide advice on the Government’s response to the Public Accounts and CONTRIBUTED TO A NUMBER OF Government Branch provided policy and Estimates Committee (PAEC) Report KEY VICTORIAN PUBLIC SECTOR administrative support to the Premier at a on Strengthening Government and ENTERPRISE BARGAINING number of formal and informal CAF meetings Parliamentary Accountability in Victoria; in 2007–08, including a meeting between CAF AGREEMENTS; ■ play a key role in the preparations and and a delegation from Canadian Provinces oversight of the Victorian Public Service PREPARED A COMPREHENSIVE in February 2008 to discuss issues of priority (VPS) Enterprise Bargaining Agreement; and BRIEFING ON THE FEDERAL in Canadian and Australian states, provinces ELECTION AND THE POTENTIAL and territories. It also arranged the meeting ■ continue to advise on ongoing public sector IMPACTS ON VICTORIA OF AN of COAG in Melbourne held in December reform and improvement. INCOMING FEDERAL GOVERNMENT’S immediately after the Federal election. POLICIES; Protocol and Special Events Achieving open and Protocol and Special Events (PSE) provides EXPLORED OPPORTUNITIES FOR transparent government BETTER COOPERATION ON IDENTITY advice on day-to-day management of the AND INFORMATION ISSUES ACROSS DPC undertook initiatives to make Premier’s functions, government ceremonies THE VICTORIAN GOVERNMENT; ‘Government more accountable and the and major special events and promotional Executive more accessible’. Initiatives activities. COORDINATED THE ESTABLISHMENT included the Government’s Annual Statement The branch maintains and develops working OF A MINISTERIAL TASKFORCE of Legislative Intent; publication of the AND RELIEF FUND TO ASSIST remuneration bands of part-time non-executive relationships with the Consular and Diplomatic COMMUNITIES AFFECTED BY THE members of Victorian state government boards Corps; undertakes programs for high-level GIPPSLAND FLOODS; AND and members of statutory bodies and advisory diplomatic and business leaders to Victoria; committees; the publication of membership and is responsible for the Premier’s international CONDUCTED A MAJOR TERRORISM of Victorian state government boards and travel. The branch manages State Funerals, RESPONSE EXERCISE, NEXUS ’08, committees; and Freedom of Information aspects of the Australian system of honours and WITH . reforms. awards and advises the community on general protocol matters.

P14 Governance and Community 01 STRATEGIC POLICY ADVICE AND PROJECTS DEPARTMENT OF PREMIER AND CABINET

Building business opportunities Ceremonial activities Security and counter-terrorism A major focus of 2007–08 was coordinating The ceremonial activities undertaken in In June 2008 the unit hosted a meeting of the State’s Business Leverage Hosting at 2007–08 included: the National Counter-Terrorism Committee, Events Program. PSE facilitated opportunities and contributed to the Committee’s activities for investment attraction at the Australian Open ■ arranging the State Funeral for The throughout the year. Since late 2007 the unit Tennis and the Australian Grand Prix. Honourable Walter Jona AM, PhD (Hon. has also worked on a package of community Causa); and assisting the Australian engagement counter-terrorism initiatives. Event highlights Government’s Ceremonial and Hospitality Unit in the arrangement of the State Funeral Emergency management Event highlights during 2007–08 included: for The Honourable John Norman Button; The unit provided advice on the June 2007 ■ coordination of the State's Business and Gippsland fl oods, and coordinated the Leverage Hosting at Events Program; ■ coordinating the Remembrance Day Service establishment of a ministerial taskforce and ■ facilitating commemoration of National Day held at the Shrine of Remembrance in relief fund to assist affected communities. events in partnership with the Victorian consultation with Department of Planning Multicultural Commission in honour of and Community Development, Department In late 2007 the unit helped interdepartmental Germany, Spanish-speaking communities, of Veterans’ Affairs, Department of Defence efforts under CGRC oversight to protect Vesak Day, New Zealand and Samoa; and and Shrine staff. Victoria from an equine infl uenza outbreak.

■ coordinating the reception for the Victorian participants in the 2020 Summit. Security and Future plans and challenges In 2008–09 the unit will: Offi cial visits Emergencies Unit Thirty-seven international, diplomatic and The Security and Emergencies Unit provides ■ coordinate Victoria’s implementation Guest of Government visits were arranged high-level policy, project and public information of proposed national arrangements for during 2007–08. These visits included: advice to the Premier and senior offi cials managing chemicals of security concern, on Victorian and national security, counter- and consolidate whole-of-government

■ The Honourable Dr Lawrence Gonzi, terrorism and whole-of-government emergency policies to protect classifi ed information; and Prime Minister of Malta; management issues. ■ advance the implementation of Victoria’s ■ His Excellency Nitya Pibulsonggram, The unit provides the secretariat for the Central Framework for Critical Infrastructure Foreign Minister of Thailand; Government Response Committee (CGRC) Protection.

■ Mr Yang Weize, Standing Member of the and the Security and Emergencies Committee Communist Party of the People's Republic of Cabinet. It ensures the State Crisis Centre Tsunami Reconstruction Unit of China leading a delegation from Wuxi; remains in a constant state of preparedness. The Tsunami Reconstruction Unit administers

■ The Honourable Vassilis Papageorgopoulos, the $10 million Victorian Government Tsunami Mayor of Thessaloniki; Nexus ’08 and other exercises Disaster Reconstruction Fund. The unit jointly conducted a major terrorism ■ His Excellency Shri Kapil Sibal, Minister for response exercise, Nexus ’08, with Victoria Two projects were successfully completed Science and Technology and Earth Sciences during 2007–08. The fund provided $1.2 million in the Government of India; Police and other State and Commonwealth agencies which required activating the State to the construction of Ruhunu School, a new ■ His Excellency Mr Zacarias Albano Crisis Centre. It also conducted a successful complex for 3,000 primary and secondary da Costa, Minister of Foreign Affairs, test activation of the alternate State Crisis students in Hambantota District, southern Sri Democratic Republic of Timor-Leste; and Centre. Lanka. It also contributed $3.2 million to the construction of the ‘Victoria Gardens’ precinct ■ His Excellency Dr Nam Viyaketh MP, Minister of Industry and Commerce in the As a member of the COAG working group, in Seenigama Village, southern Sri Lanka. Government of the Lao People’s Democratic the unit engaged in exercises testing whole- Republic and Madame Sengmany Viyaketh. of-government capacity to respond to an Future plans and challenges infl uenza pandemic, and hosted a pandemic In 2008–09 the unit will continue to manage exercise in Melbourne. four tsunami reconstruction projects, including the Maldives Capacity Building and Eastern Technical Institute Strengthening projects.

P15 Sarah Coleman: Addressing complex government issues The people, the work and a whole of Victorian Government perspective are what attracted Department of Justice ‘home graduate’ Sarah Coleman to DPC.

A policy offi cer in DPC’s Government Sarah says the highlight of her work is getting Branch, Sarah spends her time working to see the briefs she prepares being used in on highly sensitive and complex Victorian Parliament, and meeting a diverse group of Government issues. people.

During her eight months in DPC, Sarah has “Since joining DPC I have had dealings with undertaken signifi cant work on a Public Board members, members of the public, state Accounts and Estimates Committee (PAEC) and local government and politicians. You only Inquiry into Strengthening Government and experience that breadth of exposure and diversity Parliamentary Accountability. This work has working in a central government agency.” involved analysing public submissions and providing reports and briefs to the Premier and A qualifi ed lawyer since 2006, Sarah spends time Cabinet on the outcomes of the inquiry. outside of work volunteering at a community legal centre, which she says has helped to boost her What interests Sarah most about her work in self-confi dence in and out of DPC. DPC is the juncture between the politics of government and the bureaucracy. Her work “At the legal centre I am always meeting new on the PAEC inquiry has given Sarah a great people and tackling new situations. As a result perspective of government from reviewing the I feel more confi dent talking to people from a submissions from various political stakeholders diverse range of situations and backgrounds.” and providing an administrative and politically unbiased response.

“It really helps to have a wide range of people with different views involved when working on a complex topic,” says Sarah. “I fi nd it really interesting to talk to the clerks of Parliament House, who are at the political coalface, to understand their perspective on government issues and how that differs from the bureaucratic point of view.”

“It really helps to have a wide range of people with different views involved when working on a complex topic.”

P16 Implementation Unit 01 STRATEGIC POLICY ADVICE AND PROJECTS DEPARTMENT OF PREMIER AND CABINET Assisting with the implementation and monitoring the delivery of key policy initiatives across the Victorian Government

The Implementation Unit assists with Supporting major policy statements The unit also hosted the second Australian implementation and evaluation planning, and Implementation and Evaluation Plans were Implementation Unit’s Roundtable in presents the Government with strategic advice prepared for all major policy statements. The September 2007 which included on the performance of key projects. unit analysed progress and provided strategic New Zealand for the fi rst time. advice on policy framework. As a result of the unit’s work, agencies are incorporating Growing Victoria Together more robust implementation and evaluation This year, the unit produced the sixth progress principles in their policy proposals. report for Growing Victoria Together (GVT). Working with stakeholders, the unit developed clear and visible measures of success to better monitor government activity so it can achieve desired outcomes.

KEY ACHIEVEMENTS

PRODUCED SIXTH PROGRESS REPORT OF GROWING VICTORIA TOGETHER – LINKING IT TO MAJOR POLICY STATEMENTS AND PROVIDING A STRONGER INTEGRATION WITH BUDGET PAPERS;

MONITORED, REPORTED AND EVALUATED MAJOR POLICY STATEMENTS; AND

DEVELOPED NEW MONITORING AND REPORTING PROTOCOLS FOR THE COAG COMPETITION AND REGULATION AGENDA AND FOR THE ANNUAL STATEMENT OF GOVERNMENT INTENTIONS (IN COLLABORATION WITH CABINET SECRETARIAT).

Promoting implementation and The unit worked with the Department of evaluation across Government Treasury and Finance to closely align GVT The Implementation Unit Outreach Program to the State Budget. The budget process promotes the implementation and evaluation improved GVT profi le and departmental culture across Government. The unit continued activities are now more aligned to GVT its program of workshops and presentations outcomes. with stakeholders across Government. Statement Coordinators’ Forums were held Future plans and challenges in July and November 2007 and April 2008. In 2008–09, the Implementation Unit will During the forums, participants discussed the continue to monitor and report on major policy improvement of implementation and evaluation statements as new statements are announced. processes, and how these can be applied more broadly across all portfolios.

P17 Legal Branch Providing legal and policy advice on constitutional matters, administrative law, contracts, machinery-of- government and legislative proposals

The Department’s preparation for the Charter was recognised in the Victorian Equal Opportunity and Human Rights Commission’s 2007 Report on the Operation of the Charter of KEY ACHIEVEMENTS Human Rights and Responsibilities. PROVIDED ADVICE AND DRAFTING INSTRUCTIONS, PREPARED CABINET SUBMISSIONS AND MANAGED THE PASSAGE OF THE LEGISLATION REFORM (REPEALS NO.1) ACT 2008 Future plans and challenges AND THE LEGISLATION REFORM (REPEALS NO.2) ACT 2008; In 2008–09, the Legal Branch will:

PREPARED AND OVERSAW CHANGES RESULTING FROM THE CHANGE OF PREMIER ■ work closely with the Organisational IN JULY 2007 AND THE GOVERNMENT’S DECISION TO REORGANISE ASPECTS OF ITS Development Branch to continue ADMINISTRATION; AND implementing the Charter across DPC and develop expertise in advising DPC and PROVIDED LEGAL SUPPORT AND ADVICE ON RESOURCE MANAGEMENT ISSUES agencies on the Government’s Charter REGARDING CLIMATE CHANGE, THE MURRAY–DARLING BASIN AND CHANNEL obligations; and DEEPENING. ■ provide advice and drafting instructions, prepare Cabinet Submissions and manage the passage of the Premier’s legislation for 2008–09, including proposed amendments to the Subordinate Legislation Act 1994.

The Legal Branch provides legal and policy Arrangements for a new Premier advice on constitutional matters, administrative The Legal Branch oversaw the necessary law, contracts, machinery-of-government and administrative arrangements following the legislative proposals. resignation of the former Premier, Steve The branch provides DPC with legal Bracks, and the appointment of the current assistance on matters like the preparation and Premier, John Brumby, in July 2007. These management of contracts, and manages its arrangements also provided for changes to litigation. a number of departments and ministerial portfolios. Offi cers in the branch perform statutory tasks as required under Freedom of Information, Implementing the Charter of Human Privacy and Whistleblowers legislation. Rights and Responsibilities The Legal Branch worked with the Organisational Development Branch to roll out the Charter of Human Rights and Responsibilities and prepare DPC and agencies for its full commencement on 1 January 2008.

This task involved reviewing the Premier’s legislation and departmental guidelines to ensure compatibility with the Charter, and arranging training for DPC offi cers on their Charter obligations.

P18 National Reform Branch 01 STRATEGIC POLICY ADVICE AND PROJECTS DEPARTMENT OF PREMIER AND CABINET Providing policy advice and leadership on Commonwealth- State strategy and coordination

National Reform Branch was established Future plans and challenges in January 2008 to meet the growing In 2008–09, the National Reform Branch will: demands for policy advice and support for

Victoria’s leadership to national reform and ■ continue to lead Victoria’s contribution to intergovernmental matters. The branch the national reform process, in particular for also provides policy advice on broader Commonwealth-State funding reform; intergovernmental issues and supports the ■ provide strategic advice to the Premier Premier in his role as Chair of the Council and Senior Executive on intergovernmental for the Australian Federation (CAF) and matters; coordinates and supports Victorian delegations at the Council of the Australian Government ■ provide support to the Premier and Senior (COAG) Working Groups. Executive for COAG and Senior Offi cials meetings scheduled in 2008–09;

Leadership in ■ provide strategic advice and administrative intergovernmental relations support to the Premier in his role as Chair of At its meeting in Melbourne in December 2007, CAF (until October); and

COAG recognised a unique opportunity to ■ lead Victoria’s contribution to the CAF progress Commonwealth-State cooperation work program and provide support for and agreed to a new working model, including CAF meetings in 2008–09, in particular the four meetings in 2008 and establishing seven CAF meeting scheduled for September in working groups to progress the following areas: Melbourne.

■ health and ageing;

■ the productivity agenda–including education, skills, workforce development and early childhood;

■ climate change and water;

■ infrastructure;

■ business regulation and competition;

■ housing; and

■ Indigenous reform. COAG also initiated major reform to Commonwealth-State funding arrangements, KEY ACHIEVEMENTS underpinned by a commitment from the Commonwealth Government to drive reforms PROVIDED LEADERSHIP ON INTERGOVERNMENTAL RELATIONS, INCLUDING SUPPORT with incentive payments. FOR THE PREMIER AND SENIOR OFFICIALS FOR COAG MEETINGS IN DECEMBER, MARCH AND JULY;

PROVIDED LEADERSHIP TO THE VICTORIAN GOVERNMENT’S POLICY RESPONSES TO THE NEW MODEL OF COMMONWEALTH-STATE COOPERATION AND A NEW REFORM AGENDA; AND

IN CONJUNCTION WITH GOVERNMENT BRANCH, PROVIDED POLICY AND ADMINISTRATIVE SUPPORT TO THE PREMIER AS CHAIR OF CAF.

P19 Victoria has continued to show leadership in water management, ensuring a reliable and secure water supply for regional centres, irrigators, businesses and the environment.

P20 CENTRAL GOULBURN NO. 2 CHANNEL ON FREESTONE ROAD, NEAR MURCHISON. PHOTOGRAPH SUPPLIED BY GOULBURN MURRAY WATER The next stage of the 01 STRATEGIC POLICY ADVICE AND PROJECTS DEPARTMENT OF PREMIER AND CABINET Government’s Water Plan: Boosting Victoria’s water supplies

Boosting Victoria’s water supplies These outcomes demonstrate the Victorian “Victoria’s current water plans for the Murray- Despite data showing that Melbourne is the Government’s commitment to the sustainable Darling Basin have been formulated with most water effi cient major city in Australia, management of water, based on the farmers and communities in the region. The Victoria is continuing to face serious challenges understanding that a healthy economy and Commonwealth’s agreement to honour those to its water supplies from extreme drought, society is dependent on a healthy environment. existing plans means ongoing certainty for key a growing population and the likely impact of stakeholders, providing them with the security climate change. Securing water supplies in the to plan their futures with confi dence,” says Murray-Darling Basin Linda. Responding to these issues, the Victorian The needs of towns, stock and domestic users Victoria has continued to show leadership in Government released the Next Stage of drawing on water supplies from the southern the Government’s Water Plan in June water management, ensuring a reliable and Murray System will continue to be met if secure water supply for regional centres, 2007, delivering $4.9 billion in new water Victoria’s drought persists through 2008–09, as infrastructure projects for the State. irrigators, businesses and the environment. a result of continued dry-infl ow water sharing Improving the health of the Murray-Darling Projects in the Government’s Water Plan arrangements between Victoria, New South Basin will allow for continued investment in include Australia’s largest desalination plant, Wales, South Australia, the Australian Capital high-value agricultural enterprises and provide irrigation upgrades in Northern Victoria, a Territory and the Commonwealth. signifi cant benefi ts for tourism operators and network of pipelines to move water around the Separate from COAG discussions surrounding the local communities who rely on the Basin’s State, increased water recycling and ongoing the establishment of a national, long-term resources. water conservation. approach to managing the Murray-Darling “The new Goldfi elds Superpipe, part of Basin, this contingency agreement prepares for Victoria’s expanded Water Grid, is now the likelihood of another year of low allocations. providing up to 38 billion litres of water to “The dry-infl ow water sharing arrangements the Ballarat and regions,” says Alice will ensure that available water continues to be Campey, Senior Policy Adviser, Resources and shared equitably among the southern Basin Infrastructure. states to provide for 2008–09 critical needs,” Progress is also evident on the Wimmera says Linda Christesen, Senior Policy Adviser, Mallee Pipeline, which will save over 100 billion Resources and Infrastructure. litres a year for farmers, households, future To ensure the Murray-Darling Basin is growth and the environment. protected in the long term, in March 2008 an “While this project isn’t due for completion until historic agreement was reached at COAG, 2010, signifi cant construction work has already with Victorian irrigators and the Murray River been carried out and a number of supply set to receive approximately 200 billion litres of systems are already delivering water to towns additional water. and providing emergency farm supplies,” says “The Commonwealth Government will Sebastian Chapman, Senior Policy Adviser, invest up to $1 billion in Stage 2 of the Food Resources and Infrastructure. Bowl Modernisation Project that will help An Environment Effects Statement (EES) is deliver massive water savings to irrigators, underway on Victoria’s desalination plant communities and the environment, boosting to ensure that environmental impacts are water security for the region,” says Linda. minimised. The proposed plant will supply During the COAG negotiations Victoria 150 billion litres of water to Melbourne, won important concessions from the Geelong and towns in Western Port and South Commonwealth including the right to request Gippsland, regardless of rainfall. At the same changes to the new Murray-Darling Basin Plan, time, the plant’s energy requirements will be and an agreement that the Commonwealth will offset with the purchase of renewable energy honour Victoria’s current Basin water plans until – ensuring minimal climate change impacts. 2019 and preserve State water shares.

P21 Rosemary Addis: Leading national reform Rosemary Addis joined DPC’s national reform team in February 2008. “It was a unique opportunity to be part of the developing federal landscape and to lead a talented team”.

Rosemary Addis brings with her experience but also the way Victoria interacts with other from the corporate and community sectors, governments over the coming years. having been a partner of professional services fi rm Allens Arthur Robinson, managed The This is a complex environment, and it throws Smith Family in Victoria and developed her own up lots of challenges. I enjoy working with business leading governance, social and policy the team to develop the strategy and advice initiatives. to tackle those challenges as they arise. The mix of skills and talent within the branch and DPC’s reputation as a high-performing more broadly within DPC and a collaborative organisation is what originally attracted approach position us really well to deliver Rosemary to the Department, along with the quality results.” opportunity to infl uence social change and develop skills in the public sector.

The National Reform Branch (NRB) leads DPC’s support for the national reform effort through the Council of Australian Governments and Council for the Australian Federation (CAF), including signifi cant policy initiatives to support Victoria’s objectives. The branch supports the Premier in his role as the current Chair of CAF and coordinates intergovernmental relations, working in close collaboration with the Department of Treasury and Finance and other Victorian government departments.

“I am lucky to be part of the NRB during this period of signifi cant momentum for reform. Victoria has such strong foundations from the National Reform Agenda to build upon. We are part of a process that has potential to infl uence not only a number of service sectors

“From a personal perspective, it is terrifi c to make a contribution within the Victorian Government and the federal arena and to learn from others with different skills and experience.”

P22 01 STRATEGIC POLICY ADVICE AND PROJECTS DEPARTMENT OF PREMIER AND CABINET Offi ce of Climate Change Providing state and national leadership on climate change

The Offi ce of Climate Change provides state Developing a comprehensive Climate Potential for emissions reduction and national leadership on climate change Change Strategy for Victoria A major project undertaken by the Offi ce of and creates whole-of-government solutions A Climate Change Green Paper will be released Climate Change was the “Wedges” Analysis. delivering effective and enduring economic, late 2008 with a comprehensive analysis of This landmark report documented the technical social and environmental outcomes. the State-specifi c climate change issues and potential for emissions reduction across the six The offi ce reports to the Premier and the opportunities. It will also identify the strategic emissions-producing sectors of the economy. Minister for Climate Change. It coordinates objectives and priority areas for government Victorian climate change policy; undertakes action. Representing Victoria on the COAG economic and policy analysis in a Victorian Working Group on Climate Change In 2009 a White Paper on Climate Change will and Water context and provides input into key ensure Victoria has a comprehensive climate government decisions. change strategy for the next 10 years. At a national level the offi ce led Victoria’s representation on the COAG Working Group Engaging the community on climate on Climate Change and Water and the four change issues climate change sub-working groups. The result will be a new national Renewable Energy Target On 4 April 2008 Victoria held its fi rst Climate Scheme; national action plans for energy Change Summit at Parliament House. The effi ciency and adaptation and a Document of Summit was chaired by the Premier and Shared Understanding between the States and attended by 100 community delegates. An Commonwealth after the establishment of the online forum and an invitation for submissions Commonwealth’s Carbon Pollution Reduction on the summit paper A Climate of Opportunity Scheme. gave the public the opportunity to participate. Future plans and challenges In 2008–09, the Offi ce of Climate Change will:

■ drive the national climate change reform agenda through CAF and COAG;

■ implement recent election commitments; and

■ produce a Green Paper and White Paper on Climate Change.

KEY ACHIEVEMENTS

WORKING TOWARDS DEVELOPING A CLIMATE CHANGE GREEN PAPER;

COORDINATING VICTORIA’S FIRST CLIMATE CHANGE SUMMIT;

UNDERTAKING A MAJOR STUDY ON EMISSIONS REDUCTION; AND

REPRESENTING THE COAG WORKING GROUP ON CLIMATE CHANGE AND WATER.

P23 The Victorian Government has been at the forefront of Australia’s efforts to have a strong and effective global position on climate change.

P24 CAMPBELL NATIONAL PARK, THE GREAT OCEAN ROAD. IMAGE SUPPLIED BY VISIONS OF VICTORIA. PHOTOGRAPHER: PETER DUNPHY 01 STRATEGIC POLICY ADVICE AND PROJECTS DEPARTMENT OF PREMIER AND CABINET Engaging the community on climate change

Victoria’s fi rst Climate Change Summit This Summit Paper is the start of a Green Victoria’s leadership on economic reform and Now that Australia is adopting the policies that Paper/White Paper on climate change due to climate change policy provided an opportunity Victoria has long advocated, we have entered a be released later this year, to make sure our for DPC to assist Professor Ross Garnaut in new phase of climate change action in Victoria, policy settings are right for preparing industries, undertaking his vital research and analysis. households and regions for climate change. a phase that involves consulting directly with “Professor Garnaut’s study will help us to the community to inform our policy decisions. Representing Victoria’s climate change understand the full economic challenges and Since 1999, Victoria has been a progressive interests nationally opportunities of climate change. This crucial player in climate change policies with world-fi rst knowledge will then guide our policy decisions The Council of Australian Government’s has today, and into the future,” says Chris Hotham, energy effi ciency measures, strong targets for identifi ed Climate Change and Water as one of renewable energy, major investment in clean coal Senior Policy Adviser, Offi ce of Climate seven national working groups, established to Change. technology and support of a national emissions lead the Government’s national reform agenda trading scheme to put a price on carbon. on climate change and water policy. “The Garnaut Review will deliver an Bringing this new phase into action is independent judgement of Australia’s state The Climate Change and Water Working of climate change affairs, along with a set DPC’s Offi ce of Climate Change who was Group’s activities will result in the development responsible for establishing Victoria’s fi rst of practical recommendations relevant to all of the new national Renewable Energy Target governments in Australia,” he says. Climate Change Summit held on 4 April 2008 Scheme; the creation of national action plans at Parliament House. for energy effi ciency and adaptation; and The fi nal report was released in September. “Chaired by Premier Brumby and attended by the preparation of a Document of Shared 100 delegates, the Summit drew on the best Understanding between the States and ideas from the community to ensure our State Commonwealth after the establishment of an stays at the forefront of this crucial issue,” Emissions Trading Scheme. says Rebecca Falkingham, Director Offi ce of Victoria’s Renewable Energy Target (VRET) Climate Change. Scheme has been operational since 1 July “The Summit delegates represented a broad 2007 and has already resulted in over $2 cross-section of the Victorian community, billlion worth of renewable energy investment. coming from industry, non-government Victoria’s leadership of VRET means we organisations, peak bodies, local government, have signifi cant and invaluable experience community groups and regional Victoria,” to contribute to the development of national she says. renewable energy targets and already have an industry well placed to deliver signifi cant Together with the leading experts at emissions reductions under the Carbon Parliament House, over 4,000 online Pollution Reduction Scheme. participants watched the live webcast and participated in an online discussion. The Garnaut Climate Change Review

“The live webcast was a terrifi c success, one In May 2007, Australia’s Commonwealth, State that the Victorian Government will continue and Territory Governments commissioned using in the future to engage the community Professor Ross Garnaut to undertake in public policy,” says Hugh Thomas, Senior Australia’s fi rst comprehensive study into the Policy Adviser, Offi ce of Climate Change. national economic impacts of climate change and recommend mid-term to long-term policies The discussion paper A Climate of Opportunity to achieve sustainable prosperity. was released following the Summit, allowing the community to continue the conversation about the future direction of climate change policy and action.

P25 Offi ce of the Victorian Government Architect Providing leadership and strategic advice to Government on architecture and urban design

KEY ACHIEVEMENTS

IN COLLABORATION WITH THE OFFICE OF HOUSING, DELIVERED TWO ARCHITECTURAL DESIGN COMPETITIONS EXPLORING NEW IDEAS FOR PUBLIC HOUSING;

LAUNCHED THREE ADDITIONAL PUBLICATIONS IN THE GOOD DESIGN SERIES;

UNDERTOOK RESEARCH INTO GOVERNMENT DESIGN PROCUREMENT;

DELIVERED THE THIRD ANNUAL GOVERNMENT SCHOOL DESIGN AWARDS PROGRAM AND CONTINUED TO SUPPORT BUILDING BETTER SCHOOLS; AND

PROVIDED STRATEGIC ADVICE INCLUDING PROJECT SET-UP AND DESIGN REVIEW ON KEY PROJECTS INCLUDING THE ROYAL CHILDREN’S HOSPITAL, CARLTON HOUSING REDEVELOPMENT, SOUTHBANK CULTURAL PRECINCT REDEVELOPMENT AND THE DESALINATION PLANT, AND ON NUMEROUS PROJECTS FOR MUNICIPAL COUNCILS.

GOOD DESIGN SERIES

The Offi ce of the Victorian Government Promoting sustainable, affordable Building better school environments Architect (OVGA) also promotes awareness housing for Victorians OVGA is supporting the development of about how good design contributes to better In partnership with VicUrban and Department Department of Education and Early Childhood social outcomes, great places and sustainable of Planning and Community Development Development infrastructure projects. It initiated urban environments. (DPCD), OVGA has developed alternatives and helped develop the Victorian School for sustainable affordable houses in fringe Design Awards in 2006 and judged them in Rethinking public housing locations. VicUrban will commence developing 2006–2008. With the Offi ce of Housing, OVGA jointly fi ve new models for construction this year. initiated two architectural design competitions OVGA has also commenced a partnership Future plans and challenges for public housing, ‘Living Places’ in with the DPCD, Offi ce of Housing and In 2008–09, OVGA will: Dandenong and ‘Tower Turnaround’ in to develop medium density

Footscray. Winning proposals are to be sustainable, affordable housing models for ■ continue to assist Government through developed for construction, and were middle and inner-ring areas. provision of strategic design advice including announced in April 2008. Each project design review; demonstrates how new ideas can offer better Procurement of architectural design ■ advocate about how good design makes alternatives for well-designed, ecologically services for government-commissioned great living places and sustainable urban sustainable, medium density public housing buildings environments; which enhances its environment. In 2007 OVGA researched government ■ continue identifying refi nements to procurement of architectural design services Good design, better outcomes processes for procurement of architectural for commissioned buildings. The inclusion and design services; and OVGA launched three new publications in management of design quality as a priority the Good Design series: Good Design + from project commencement, will lead to better ■ research and develop policy to contribute Ecological Sustainability, Good Design + the buildings and public places. to better design outcomes throughout Coast and Good Design + Local Government. Victoria’s built environment. These publications seek to illustrate how good architectural and urban design can be achieved and how it contributes to quality of life.

P26 01 STRATEGIC POLICY ADVICE AND PROJECTS DEPARTMENT OF PREMIER AND CABINET Policy and Strategy Projects Branch Developing practical and innovative solutions to public policy problems

The Policy and Strategy Projects Branch (PSP) develops strategic policy advice for the Premier and Cabinet. It conducts research and KEY ACHIEVEMENTS undertakes analysis, develops practical and innovative solutions to public policy problems LED DEVELOPMENT OF A SKILLS REFORM PACKAGE AIMED AT and devises whole-of-government strategies to REDESIGNING VICTORIA’S TRAINING SYSTEM TO BETTER MEET THE meet policy goals. NEEDS OF INDIVIDUALS AND BUSINESSES;

Skills Reform Project LED DEVELOPMENT OF THE VICTORIAN GOVERNMENT PAPER, NEXT STEPS IN AUSTRALIAN HEALTH REFORM; Working with the Department of Treasury and Finance and the Department of Innovation, COORDINATED INTERNATIONAL NETWORK REFORMS; AND Industry and Regional Development, PSP led the development of a skills reform package COORDINATED THE ESTABLISHMENT OF THE AUSTRALIAN INSTITUTE to redesign Victoria’s training system to better FOR PUBLIC POLICY. meet individual and business needs. This work resulted in the release in May of Securing our Future Economic Prosperity: discussion paper on skills reform by the Minister for Skills, the Australian Institute for Public Policy Honourable MP. The Australian Institute for Public Policy was established by the Premier and Deputy Prime Health Reform Minister in April 2008 in association with The branch worked on the development of DPC and the . The the Victorian Government paper, Next Steps Australian Institute for Public Policy is overseen in Australian Health Reform, in consultation by prominent Victorians, including Mr Allan J with the Department of Treasury and Finance Myers AO QC as the Foundation Chair. and the Department of Human Services. This paper proposed a 10-point plan to begin the Future plans and challenges transformation of the health system, focusing In 2008–09, the Policy and Strategy Projects on patients and their needs, disease prevention Branch will: and more fl exible, sustainable resourcing. The

Premier released the paper in a major health ■ continue to strengthen DPC’s strategic conference speech in June 2008. policy capabilities; and

■ continue to provide advice and support to International Network Reforms the Premier on new and emerging policy The branch worked closely with the priorities. Department of Innovation, Industry and Regional Development to develop Seizing Global Opportunities, the Victorian Government’s Action Plan to expand its international connections. The Plan put into effect key recommendations arising from a comprehensive network review completed in May by Victoria’s Agent-General to London, Mr David Buckingham.

P27 In the fi ve years to 2006, Melbourne’s population jumped by 270,000 – 30% above forecasts. In 2007 we had almost 74,000 births, the highest on record since 1971. Victoria’s population is now projected to increase by 1 million people by around 2020 – a decade ahead of previous forecasts.

P28 FLINDERS STREET, MELBOURNE. IMAGE SUPPLIED BY VISIONS OF VICTORIA. PHOTOGRAPHER DAVID HANNAH Growing and developing 01 STRATEGIC POLICY ADVICE AND PROJECTS DEPARTMENT OF PREMIER AND CABINET Victorian communities

Planning to manage Victoria’s growth transport matters, was appointed to direct an Strengthening community organisations and development independent investigation into the best options through reduced regulatory burden In response to the State’s growth trajectory for improving Melbourne’s east-west transport Another way the Victorian Government is and to integrate planning and development connections. helping to strengthen its communities is by decisions with the needs of communities, the In April 2008, Sir Rod Eddington released the reducing the regulatory burdens on the Not- Victorian Government instituted machinery- East West Link Needs Assessment (EWLNA) for-Profi t (NFP) sector through The Victorian of-government changes in August 2007 report Investing in Transport, presenting Government’s Action Plan: Strengthening to create the Department of Planning and 20 recommendations aimed at helping to Community Organisations. Community Development (DPCD). DPCD will ensure that the city’s transport network is seek to promote development that supports This action plan builds on the Government’s capable of supporting Melbourne’s strong previous policies and commitments including strong communities that are well planned, well population growth, liveability and amenity. designed and help Victoria continue to be one A Fairer Victoria; Growing Victoria Together of the most liveable states in the world. The Victorian Government is now developing a – A Vision of Victoria to 2010 and beyond; comprehensive transport plan, in response to Reducing the Regulatory Burden; and our During 2007–08, the Victorian Government the EWLNA report, due for release late 2008. initiatives for the National Reform Agenda. undertook its fi rst fi ve-yearly audit of Melbourne’s long-term planning strategy, Continuing the Victorian Government’s “Led by the newly established Offi ce for the . commitment to reducing transport congestion, Community Sector at the Department of the Department of Transport (DOT) was Planning and Community Development, the “The Melbourne 2030 audit’s public submission created and the Premier held a Congestion action plan will deliver reduced regulatory red process sought to actively engage Victorian Roundtable, bringing together industry and tape, build the capacity of sector workforce industry and community to see where our community representatives to canvass practical and strengthen the long-term sustainability of planning policies need to be updated and ideas to relieve traffi c congestion. the community organisations,” says Simon efforts increased, to ensure we maintain Corden, Director Economic Policy. dynamic planning systems that will enhance Subsequently, in April 2008 the Premier our liveability and better respond to Victoria’s released his $112.7million congestion plan population growth,” says Athena Andriotis, Keeping Melbourne Moving, which involves Team Leader, Resources and Infrastructure. a raft of initiatives aimed at addressing inner- Melbourne congestion in the short term while “Planning for all of Melbourne, the long-term policies and projects are being Government’s response to the fi rst Melbourne delivered. 2030 audit, will ensure that the Victorian Government continues to take a strong lead “Meeting Our Transport Challenges put in place in addressing Melbourne’s development a suite of measures to manage congestion, needs, in partnership with local government, but record growth has meant we need short stakeholders and communities, to enhance and medium-term actions to ease the burden Melbourne’s highly valued liveability,” says of today, and that’s what Keeping Melbourne Alexandra Links, Policy Adviser, Resources Moving will deliver,” says Simon Hollingsworth, and Infrastructure. Director Resources and Infrastructure.

Supporting growth with infrastructure Gabi Burman, Policy Adviser, Resources and Infrastructure says “the plan includes, among In May 2006, the Victorian Government other things, extending, standardising and released a plan for Victoria’s future transport improving the enforcement of clearway times; needs, Meeting Our Transport Challenges expanding VicRoads’ rapid response patrol – a plan designed to shape Victoria’s to clear broken-down vehicles and other lane transport system for the future needs of our blockages; bus and tram priority projects; growing population. As part of this Victorian funding for walking and cycling facilities; and Government transport blueprint, Sir Rod improving communications with commuters so Eddington, a leading international expert on they can make better informed travel choices”.

P29 Resources and Infrastructure Branch Providing strategic advice on infrastructure, land use planning and the management of natural resources

Planning reform – managing growth and development in Victoria

KEY ACHIEVEMENTS RAI worked collaboratively to improve the planning system to create more and better CONTRIBUTED TO SEVERAL KEY PROJECTS BY PROVIDING ADVICE AND ANALYSIS TO located housing, address affordability issues, THE PREMIER ON: create and sustain vibrant liveable communities and ensure Melbourne’s sustainable urban THE CHANNEL DEEPENING PROJECT; growth. Major initiatives included machinery-of- government changes that created Department ARRIVE ALIVE 2008–2017, THE GOVERNMENT’S ROAD SAFETY STRATEGY; of Planning and Community Development to help the Premier create and maintain liveable THE MONASH-CITYLINK-WEST GATE UPGRADE AND EASTLINK; communities and planning initiatives, like PLANNING FOR ALL OF MELBOURNE, THE GOVERNMENT’S RESPONSE TO THE the new Urban Growth Zone, to manage MELBOURNE 2030 AUDIT; Melbourne growth. The branch also assisted in the delivery of Planning for all of Melbourne, KEY WATER SUPPLY PROJECTS UNDER THE $4.9 BILLION VICTORIAN WATER PLAN; the Government’s response to the Melbourne 2030 Audit that reaffi rms its commitment to THE FUTURE FARMING STRATEGY; AND Melbourne 2030.

THE INTERGOVERNMENTAL AGREEMENT ON THE FUTURE MANAGEMENT OF WATER IN Future plans and challenges THE MURRAY-DARLING BASIN. In 2008–09 the branch will:

■ shape key natural resource reforms, especially in land management, biodiversity, forestry and energy; The Resources and Infrastructure Branch (RAI) Promoting the role of Victoria’s ■ assess the impact of climate change on provides strategic advice on public transport, infrastructure in supporting the State’s resources and infrastructure and work with roads and ports, major projects, planning economic growth and development the Offi ce of Climate Change on tackling reforms, heritage, affordable housing, crown RAI supported the Premier’s priorities of greenhouse gas emissions and adaptation land, water, energy, minerals, petroleum, reducing transport congestion, accelerating to climate change; environment, forestry, fi sheries and agriculture. public transport improvements and ■ contribute to implementing major water strengthening major project delivery. It infrastructure projects; Promoting a resilient and productive helped develop and implement the Premier’s farming sector and boosting Victoria’s Congestion Roundtable which brought ■ continue to support the Premier's priorities water supplies together industry and community to canvass of reducing congestion, accelerating public RAI was key to the development and delivery practical solutions. The result is Keeping transport improvements and strengthening of the Future Farming Strategy that will invest Melbourne Moving, the Premier’s delivery of major projects; and

$205 million over four years to improve farm $112.7 million traffi c congestion plan. ■ continue to collaborate with relevant productivity, competitiveness and sustainability. departments and agencies to develop The branch also assisted in the development RAI also helped Victoria contribute to COAG’s the Government Response to Sir Rod of the $4.9 billion water strategy Our Water Our National Infrastructure Audit covering Victoria’s Eddington's East West Link Needs Future, The Next Stage of the Government’s key infrastructure priorities such as transport, Assessment. Water Plan including a commitment to build water, telecommunications and energy Australia’s largest desalination plant and modernising irrigation infrastructure and expanding the water grid.

P30 Social Policy Branch 01 STRATEGIC POLICY ADVICE AND PROJECTS DEPARTMENT OF PREMIER AND CABINET Providing strategic advice and analysis on social policy issues in Victoria

The Social Policy Branch provides strategic Contributing to national reform Premier’s social policy priorities advice and analysis on key portfolios including through COAG The Social Policy Branch worked closely with health, housing, early childhood, education, The branch contributed to a number of line agencies to develop social policy reform in justice and community development. It also COAG-related projects, including productivity, areas the Premier has identifi ed. provides advice and undertakes projects to Indigenous reform and health and ageing. support the Premier with major and emerging COAG’s Health and Ageing agenda aims to Continued reform of early childhood services, social policy issues. improve the health of all Australians including the development of the Victorian Cancer Plan, and the establishment of the Work Health During 2007–08, the branch was responsible the full range of preventative, primary, acute and aged care, across the public and private Initiative were signifi cant achievements in this for a large and diverse work program including context. policy coordination and strategic advice sectors. A key document produced from this on Cabinet matters, and leading signifi cant work was Next Steps in Australian Health aspects of the COAG agenda. Reform: The proposals of the Victorian Premier.

KEY ACHIEVEMENTS

UNDERTOOK SIGNIFICANT WORK ON COAG REFORM AGENDA;

PLAYED A KEY ROLE IN THE DEVELOPMENT OF THE VICTORIAN GOVERNMENT’S ACTION PLAN: STRENGTHENING COMMUNITY ORGANISATIONS;

SUPPORTED AGENCIES TO DELIVER A FAIRER VICTORIA 2008 – 09; THE VICTORIAN ALCOHOL ACTION PLAN AND KEY LEGISLATION SUCH AS THE CHILDREN’S LEGISLATION AMENDMENT ACT 2008; AND

SUPPORTED POLICY DEVELOPMENT IN THE PREMIER’S PRIORITY AREAS OF SOCIAL POLICY.

PHOTOGRAPHY BY SHIN WATKINS

The Victorian Government’s Action Future plans and challenges Plan: Strengthening Community In 2008–09, the Social Policy Branch will: Organisations The branch helped the Premier respond ■ work closely with departments on reform to two major not-for-profi t sector reviews. of key social policy services, including The Victorian Government’s Action Plan: preventative health, social housing, early Strengthening Community Organisations years services, schooling, skills, criminal outlines reforms to reduce the regulatory justice, and community building;

burden, build the capacity of community ■ continue to advise and support the Premier organisations, support innovation and growth, on a range of COAG-related projects; and recognise the sector’s contribution. ■ incorporate the social impacts of climate The branch developed the Government Action change into policy analysis; and

Plan in close consultation with the Department ■ continue to focus on social policy reform of Planning and Community Development and that improves the lives of Victorians. other key government agencies.

P31 The health of our citizens is pivotal to the future economic viability of our state. Australian health outcomes are among the best in the world and we have access to high quality health care, yet there is considerable scope for improvement.

P32 IMAGE SUPPLIED BY DEPARTMENT OF HUMAN SERVICES Reforming Victoria’s health sector 01 STRATEGIC POLICY ADVICE AND PROJECTS DEPARTMENT OF PREMIER AND CABINET

Next Steps in Australian Health Reform “The report offers up Victoria’s reform ideas, WorkHealth will give Victoria’s 2.6 million On 24 June 2008, the Premier outlined a which are aimed at ensuring the good health of strong workforce the chance to be screened comprehensive reform proposal for the national all Victorians,” says Katy Haire, Director Social for preventable diseases. It will assess workers health system Next steps in Australian Health Policy. “Our ideas include an active approach at risk of developing chronic diseases like Reform. to maintaining wellness, better support for diabetes, stroke or heart disease and will people with chronic disease, and reforms to provide them with advice and support early on. The paper, led by DPC in consultation with the our workforce, information technology and Department of Treasury and Finance and the funding systems to enable major change.” Department of Human Services, proposes a plan to begin the reform of the health system, While all Australian governments must lead the focusing on patients and their needs, disease way in securing good health, effective reform prevention and more fl exible and sustainable also depends on a shared commitment from resourcing. business, the community and individuals.

“Our research and analysis into the key issues During 2008, the Victorian Government will in Australia’s health system underpins the actively progress this reform agenda through report, and proposes directions for COAG’s COAG, Health Ministers and the National reform agenda,” says Ellen Delany, Senior Health and Hospitals Reform Commission. The Policy Offi cer, Social Policy. newly agreed Commonwealth-State fi nancial arrangements provide an ideal opportunity to The four objectives of the Next Steps in embed real reform in our system of health care. Australian Health Reform report are: Victoria’s WorkHealth Program ■ a clear focus on prevention by keeping people healthy; Like most developed states and nations, Australia is at a turning point in the collective ■ a focus on patients and their needs by wellbeing and productivity of its people. We treating them promptly and effi ciently when are living longer, but we are also exercising less they become ill; and eating more.

■ building a fair and sustainable health system by reforming the workforce; and Moving health care out of hospitals and surgeries and into people’s lives is a vital in ■ making the best use of our doctors and creating a healthcare system that places a health professionals and strengthening premium on prevention. Victoria’s $600 million Medicare; and addressing fragmented Work Health program, launched in March funding. 2008, does just this.

“The WorkHealth program is a groundbreaking preventative health initiative to tackle chronic disease through the workplace,” says Zoe Greenwood, Policy Adviser, Social Policy. “Every year diabetes and other chronic diseases like cancer and heart disease cost Victoria’s health system over $600 million and industry over $440 million in lost productivity,” she says.

P33 Elizabeth Langdon: fi rst-class social policy outcomes for Victoria “Working at DPC is not just a job in a city offi ce. I feel extremely lucky to work in an environment with great colleagues who want to make a genuine contribution to Victoria’s social policy outcomes.”

Elizabeth Langdon joined DPC in April 2005 as “Collaboration in any complex environment is “Victoria is in a different economic position a Senior Project Manager in the Social Policy vital. Working in isolation is not a preferred way from the communities affected by humanitarian Branch, working on continuous improvement of operating. Other people’s perspectives are emergencies and other issues that I focused on strategies, and in 2006 became an Assistant valid and it is critical to take them into account at the UN. However, the drivers are universal Director for the branch. when making sound policy decisions.” – ultimately families and parents want to give their children the best possible future.” Working across a number of social policy Prior to joining DPC, Elizabeth held various portfolios, including disability, justice, roles at Melbourne University Private, Harvard community development, police and youth University, the Sydney Organising Committee affairs, Elizabeth says her work is never boring for the Olympic Games, the United Nations in or dull. Geneva and New York, and the World Health Organisation in Geneva. “In my role in DPC we face different issues each day, which require collaboration with Elizabeth’s passionate interest in global issues colleagues in departments, and we try to offer and experience in international humanitarian cross-government perspectives. This is part of affairs complement her role in DPC. “There providing the best possible policy advice to the is consistency in the subject matter and the Premier.” challenges we face”, she says.

A highlight for Elizabeth during the past 12 months has been her involvement in the development of A Fairer Victoria, the Victorian Government’s main social policy statement released in May 2008.

“The development of A Fairer Victoria is a collaborative Victorian Government effort, led by the Department of Planning and Community Development, with the Department of Treasury and Finance, DPC and all social policy departments.

“Understanding people’s different points of view, approaches, priorities and experiences is an important part of delivering strong social policy advice to the Premier.”

P34 01 STRATEGIC POLICY ADVICE AND PROJECTS DEPARTMENT OF PREMIER AND CABINET Strategic Communications Branch Ensuring the Victorian Government communicates effectively and effi ciently with Victorians

The Strategic Communications Branch develops policies and guidelines for the Government’s communications activities and implements key communications initiatives. KEY ACHIEVEMENTS The branch collaborates across Government and leads key communications for the Premier, IMPROVED HOW THE VICTORIAN GOVERNMENT BUYS ADVERTISING; Secretary, and DPC. It also undertakes in-house consultation and design work. STRENGTHENED GOVERNANCE AND OVERSIGHT OF VICTORIAN GOVERNMENT ADVERTISING AND COMMUNICATIONS; AND

CONSOLIDATED THE PRINT MANAGEMENT CONTRACT.

Organised Australia Day celebrations Designing and producing Festivities included the Voyages World Music key publications event, Sharing the Spirit Indigenous Concert, The branch’s graphic design and production People’s March, the Federation Vehicle Display, team developed and produced several key Australia Day fi reworks, the 2nd Great Australia publications and various internal and external Day Duck Race, the African Village and the marketing materials. The team also designed Australia Day Eve Comedy Debate. New and produced materials for the Garnaut events included a Live Site at Waterfront City Climate Change Review, Community Cabinet, for triple j’s Hottest 100, a Tall Ships event on Vic OnLine, and new Australia Day concepts the bay, four Ticklish Allsorts concerts for the acknowledging the public and encouraging under 8s and their families and the All of Us community participation. photography exhibition at Federation Square. Future plans and challenges Made advertising more In 2008–09, the branch will: transparent and effective The branch undertook various initiatives ■ establish new advertising and to make government advertising more communications governance arrangements;

transparent such as a ‘user pays’ arrangement ■ help fi ne-tune government websites and for all Master Agency Media Services (MAMS) adopt new media tools; and contract users. ■ develop composite advertising for public The branch managed a public tender process notices and an expansion of the tenders to appoint a new Market Research Panel. The composite advertisement, currently panel aims to streamline commissioning of published each Wednesday. market research while ensuring high-quality, cost-effective products.

In its fi rst year the Whole-of-Government Print Management contract saw 10 government departments and Victoria Police achieve effi cient and cost-effective printing services and now the Department is working on reducing the environmental impact of print stock.

P35 Public Sector Management, 02 Governance and Support

Our portfolio The four portfolio agencies attached agencies to DPC are: ■ Offi ce of the Governor ■ Offi ce of the Chief Parliamentary Counsel ■ Offi ce of the Ombudsman ■ State Services Authority.

OUR WORK

DPC PROVIDES INDEPENDENT SUPPORT AND SERVICES TO ENSURE GREATER PUBLIC PARTICIPATION AND MORE ACCOUNTABILITY IN PUBLIC SECTOR GOVERNANCE.

STAIRCASE, GOVERNOR’S HALL, GOVERNMENT HOUSE MELBOURNE 02 PUBLIC SECTOR MANAGEMENT, GOVERNANCE AND SUPPORT DEPARTMENT OF PREMIER AND CABINET Offi ce of the Governor Providing advice and support to the

The Offi ce of the Governor provides advice and support to the Governor around constitutional and ceremonial duties and community KEY ACHIEVEMENTS interaction. It manages an extensive program of engagements and visits throughout Victoria, SUPPORTED THE GOVERNOR’S CONSTITUTIONAL AND CEREMONIAL DUTIES, supports the Governor’s travel overseas on COMMUNITY ENGAGEMENT AND VICTORIAN AND OVERSEAS VISITS; behalf of the State and undertakes works at Government House. PLANNED FOR VARIOUS WORKS, INCLUDING SUSTAINABILITY INITIATIVES; AND

Advice and administrative CONTINUED ASSET MANAGEMENT AND DOCUMENTATION AS WELL AS support to the Governor GOVERNMENT HOUSE REFURBISHMENT AND UPGRADING COVERING GROUNDS, EQUIPMENT AND SERVICES. At Government House on 3 August 2007 the Governor, Professor AC, swore in the Honourable John Brumby MP as Premier of Victoria, and the new Ministry. During the year the Governor presided over 40 ■ a reception marking the 35th Anniversary of In April 2008 the Governor and Mrs de Kretser Executive Council meetings; the Lieutenant- diplomatic relations between Australia and made an offi cial visit to Europe where they Governor, Chief Justice Marilyn Warren AC, the People’s Republic of China; were received at Windsor Castle by Her presided over six and Justice Christopher Majesty The Queen. They undertook various ■ a farewell dinner, co-hosted with the Maxwell, as Administrator, presided over two. duties in the UK, France and Germany Royal Assent was granted to 74 Bills. The Premier, to honour Their Excellencies Major General Michael Jeffery, AC, CVO, MC, particularly relating to high-level biosciences Governor swore in 10 Judges of the Supreme partnerships with Victoria. In Scotland they met Court (including one for the Court of Appeal). Governor-General of the Commonwealth of Australia and Mrs Marlena Jeffery; with the Chief Minister and with representatives The Governor also swore in four Clerks of the of the Glasgow Commonwealth Games Executive Council. ■ a dinner in honour of His Excellency Shri Organising Committee, while in France Kapil Sibal, Minister for Science and and Belgium they participated in memorial Providing entertainment and hospitality Technology in the Government of India; ceremonies at World War I battle sites.

During the year more than 20,000 people ■ a dinner in honour of His Excellency visited Government House including over Mr Takaaki Kojima, Ambassador of Japan, In June 2008 the Governor and Mrs de Kretser 8,000 on Australia Day 2008. and Mrs Tomoko Kojima; visited Brazil and Chile, where they met representatives from the government, health, The Governor hosted numerous ceremonies ■ a dinner in honour of Mr Bjorn Stigson agriculture and business sectors with current for presenting honours and awards including: President, World Business Council for or potential interests in Victoria. The Governor Sustainable Development, Geneva; participated in meetings related to furthering ■ Awards in the Order of Australia; ■ a dinner in honour of Professor Sir David opportunities in Victoria in relation to education,

■ Bravery decorations; King, Chief Scientifi c Advisor to the British mining research and the thoroughbred Government; and industry. The Governor also attended a medical ■ Inaugural BioMelbourne Network conference in the USA. Achievement Awards; ■ a luncheon in honour of His Excellency Mr Nguyen Van Chi, Secretary of Central ■ Governor of Victoria Export Awards; Committee, Communist Party of Vietnam. Future Plans and Challenges ■ 2007 Victoria Prize and Fellowships; and In 2008–09, the Offi ce of the Governor will: Local and international visits ■ Awards for Excellence in Multicultural Affairs. The Governor and Mrs de Kretser made ■ continue to support an extensive program of Other hospitality included: many offi cial visits to regional Victoria and events for the Governor; and

■ receptions for Australia Day, the Melbourne metropolitan Melbourne. ■ continue asset management as well as Cup and the Grand Prix; refurbishment works within Government House and its grounds, upgrading ■ the opening of the Melbourne Fashion Festival; equipment and ensuring that services meet operational needs with a major emphasis on sustainability.

P37 Joshua Puls: Offi ce of the Governor Joshua Puls has experienced both the community and operational aspects of the Offi ce of the Governor and Government House during his roles as Governor’s Aide and now as Assistant Offi cial Secretary.

“DPC people are smart and dedicated people who are prudent about spending Government House and the Offi ce of the The highlight of Joshua’s career at DPC has Governor are steeped in the history and been the role he played in the recent change public money traditions of our Westminster system of of Department Secretary. As Senior Adviser to Government. The challenge, Joshua says, is the Secretary when Terry Moran announced and passionate to ensure the Offi ce remains responsive and his resignation, Joshua was one of the people innovative in its service of the Governor and responsible for fi nalising internal arrangements, about delivering the State of Victoria, while preserving its great writing speeches, liaising with Canberra, traditions. coordinating functions and assisting with quality, important decisions for both the outgoing and As Assistant Offi cial Secretary, Joshua incoming secretaries. evidence- supports the Governor, Professor David de Kretser AC and Mrs Jan de Kretser, as well “It was a truly extraordinary experience to be based policy as the Offi cial Secretary, in their offi cial duties involved in the process to brief the incoming and has particular responsibility for the internal Secretary, Helen Silver, so she could hit outcomes. operations of the House. the ground running on her fi rst day in the Department.” Previous to his current role, Joshua has DPC people worked in both Government Branch and the Joshua says that he was initially attracted to Secretary’s Offi ce in the Department. work for DPC because he knew people who want to get had worked for the Department who had With qualifi cations in law, psychology, experienced a great working environment. things right education and theology, Joshua has a Today, he says, it is still the people who wide and varied background, which he continue to impress him the most. because what says contributes positively to his work in government. “I am surprised and genuinely we do really struck by how much of my experience and qualifi cations I was able to draw upon during matters.” my time at DPC,” he says.

P38 02 Department of P Office of the Chief Parliamentary Counsel ubli c Se c

Turning government policy into tor P remier an M action by drafting legislation anagement, d Cabinet G overnan c e an d Support

The Office of the Chief Parliamentary Counsel turns policy into legislation and advises the 1 Key achievements government on its legislative program. Drafted 88 bills for Introduction and settled 163 Statutory Rules; Improving public access to the law In 2007–08, the office continued improving Increased public sector understanding with six workshops on public access to the law. legislative process, two on Statutory Rules and several seminars and conferences presentations; The office re-launched its website www.ocpc.vic.gov.au with additional Improved access to legislation and legislative information; information such as a weekly legislation update and enhanced navigation. Continued review and modernisation of Victoria’s legislation; and

The office electronically captured all Victorian Assisted departments to implement human rights compatibility Acts back to 1850 which will become freely statements. accessible on-line to the public in 2008–09.

Implementing the Government’s Future plans and challenges Statement of Legislative Intentions In 2008–09, the Office of the Chief From this year the Annual Statement of Parliamentary Counsel will: Government Intentions will improve the Government’s accessibility and accountability ■ in response to major COAG initiatives and by outlining legislative priorities for the year. reforms, continue developing uniform/ It will also inform and encourage community model legislation in conjunction with the debate on policy priorities and supporting Commonwealth and other States and legislation. Territories;

■ continue to review and modernise Victoria’s The office ensured Bills were drafted in legislation, including reviewing and accordance with the legislative program and recommending the repeal of redundant that legislative drafting services were timed to legislation and provisions; keep legislative commitments. ■ improve office systems and capabilities Reviewing and modernising the law by implementing enhanced systems for data protection and recovery as part of its The new National Gas, Evidence, Public Health disaster recovery strategy, and providing and Wellbeing and Family Violence laws were remote access to business systems for staff; re-written to improve clarity and accessibility of the law. Two major legislative reform bills ■ develop current staff skills, including drafted by the Office repealed 72 spent or presenting to, and participating at an redundant Acts. Australasian Legislative Drafting Conference; and

■ upload all Victorian statutes from 1851 on a freely accessible website.

1 Minor amendments from printed version. P39 State Services Authority Improving public sector performance

The State Services Authority works with Reviewing government services Future plans and challenges the Victorian public sector (VPS) to deliver During 2007–08, the State Services Authority In 2008–09, the State Services Authority will: Victorians an effective and profi cient service. commenced 14 reviews and completed reviews in relation to improving the delivery and ■ in conjunction with the Public Sector integration of government services. Standards Commissioner, release a web- based version of the How positive is your The Review of Not-for-Profi t Regulation work environment? toolkit; and examined the impact of Victorian Government ■ continue to strive to support the regulation and other contractual and Government’s belief that the fundamental accountability requirements on Not-for-Profi ts. role of the public sector is to serve the public interest. Promoting positive work environments The State Services Authority publishes its This year, the Commissioner released a toolkit own annual report under the provisions of the called How positive is your work environment? Financial Management Act 1994. Full details It provides VPS and public sector agencies are available at www.ssa.vic.gov.au. with a quick reference guide of their workplace from three perspectives (organisational, management and individual). It offers practical tips on how agencies can improve their workplaces by changing 10 strategic and operational aspects of work.

IMAGE SUPPLIED BY SSA

KEY ACHIEVEMENTS

PUBLISHED THE STATE OF THE VICTORIAN PUBLIC SECTOR IN VICTORIA;

PROVIDED THE POLICY FRAMEWORK FOR EMPLOYING EXECUTIVES BASED ON THE PUBLIC ADMINISTRATION ACT 2004 (THE PAA) AND UPDATED AND RELEASED A NEW EDITION OF VICTORIAN PUBLIC SERVICE EXECUTIVE HANDBOOK;

COMPLETED THE REVIEW OF NOT-FOR-PROFIT REGULATION;

ESTABLISHED THE NEW VICTORIAN PUBLIC SERVICE LEADERSHIP DEVELOPMENT CENTRE, UNDER THE AUSPICES OF THE STATE COORDINATION AND MANAGEMENT COUNCIL; AND

RELEASED THE TOWARDS AGILE GOVERNMENT REPORT, A COLLABORATION BETWEEN DEMOS (THE UK THINK TANK) AND THE STATE SERVICES AUTHORITY.

P40 Offi ce of the Ombudsman 02 PUBLIC SECTOR MANAGEMENT, GOVERNANCE AND SUPPORT DEPARTMENT OF PREMIER AND CABINET Promoting public administration excellence and the best possible service for all Victorians

The Ombudsman is an independent offi cer of the Victorian Parliament with three broad arms of service – dealing with complainants; KEY ACHIEVEMENTS identifying systemic maladministration and driving public sector cultural change. SEVEN OMBUDSMAN REPORTS WERE TABLED IN PARLIAMENT DURING 2007–08:

Separation of roles INVESTIGATION INTO CONTRABAND ENTERING A PRISON AND RELATED ISSUES; On 1 May 2008, Judge Michael Strong was CONFLICT OF INTEREST IN LOCAL GOVERNMENT; appointed Director, Police Integrity, thereby freeing the Ombudsman – who until that date CONFLICT OF INTEREST IN THE PUBLIC SECTOR; also held the position of Director – to focus solely on his role as Ombudsman. INVESTIGATION INTO THE OFFICE OF HOUSING’S TENDER PROCESS FOR THE CLEANING AND GARDENING MAINTENANCE CONTRACT; Community education The Ombudsman continued educating the INVESTIGATION INTO THE USE OF EXCESSIVE FORCE AT THE MELBOURNE CUSTODY public, government agencies and community CENTRE; groups about his role. Outreach, cooperation, INVESTIGATION INTO THE DISCLOSURE OF ELECTRONIC COMMUNICATIONS liaison and learning across Ombudsman ADDRESSED TO THE MEMBER FOR EVELYN AND RELATED MATTERS; AND Victoria, the Victorian public sector and the community continues. INVESTIGATION INTO VICROADS DRIVER LICENSING ARRANGEMENTS. Inter-jurisdictional partnership initiatives during the year included:

■ the Ombudsman Victoria and Thai Ombudsman AusAid training program; Future plans and challenges ■ the Australia and Pacifi c Region Cultural change is important to identifying Ombudsman Conference hosted by systemic maladministration and will be Ombudsman Victoria in Melbourne; and an increasing focus for the Ombudsman

■ hosting various delegations from other particularly over the next decade. jurisdictions to encourage cross-fertilisation of ideas and learning opportunities. The Ombudsman annual report is published under the provisions of the Financial Management Act 1994. Full details can be found at www.ombudsman.vic.gov.au.

P41 03 Arts and Cultural Development

Our Arts agencies Arts Victoria oversees the state-owned cultural agencies: the Arts Centre, Australian Centre for the Moving Image, Geelong Performing Arts Centre, Museum Victoria, National Gallery of Victoria and the State Library of Victoria, as well as Public Record Offi ce Victoria.

OUR WORK

ARTS VICTORIA PROVIDES HIGH-QUALITY ADVICE AND LEADERSHIP IN IMPLEMENTING ARTS POLICY AND DEVELOPING THE ARTS AND CULTURAL INDUSTRIES ACROSS VICTORIA.

AUSTRALIAN CENTRE FOR CONTEMPORARY ART, MELBOURNE. IMAGE SUPPLIED BY VISIONS OF VICTORIA. PHOTOGRAPHER PETER DUNPHY Arts and Cultural Development 03 ARTS AND CULTURAL DEVELOPMENT DEPARTMENT OF PREMIER AND CABINET

Arts Victoria is the Victorian Government body charged with providing high-quality advice and leadership in implementing arts policy OUR ACHIEVEMENTS and developing the arts and cultural industries across Victoria. Arts Victoria aims to develop LAUNCHED THE VICTORIA ROCKS PROGRAM TO SUPPORT THE OVERALL GROWTH AND Victoria’s arts and cultural industries, and VIABILITY OF THE LOCAL MUSIC INDUSTRY. IN 2007–08, 87 PROJECTS WERE SUPPORTED, ensure access to the arts for all Victorians. TOTALLING $732,000 IN GRANTS FUNDING;

Arts Victoria supports the arts and cultural COMMENCED WORK ON THE CREATION OF AUSTRALIA’S FIRST CENTRE FOR BOOKS, industries to encourage excellence, develop WRITING AND IDEAS AT THE STATE LIBRARY OF VICTORIA AND SUCCESSFULLY good ideas, build audiences, encourage SUBMITTED A BID TO HAVE MELBOURNE DESIGNATED A ‘CITY OF LITERATURE’ BY participation and improve facilities. UNESCO;

Access and participation STIMULATED VICTORIA’S SMALL AND MEDIUM-SIZED PERFORMING ARTS COMPANIES AND FESTIVALS BY SUPPORTING NEW INITIATIVES, COMMISSIONS AND TOURING; AND Victorians and visitors engaged with the arts in record numbers in 2007–08 with almost eight STARTED THE PLANNING AND DESIGN PHASE FOR REDEVELOPMENT OF THE million visits to state-owned arts agencies and SOUTHBANK CULTURAL PRECINCT. Public Record Offi ce Victoria. Museum Victoria experienced its most successful year to date with 1,588,433 visitors. National Gallery of Victoria’s 1,482,717 visitors was more than any other gallery in Australia. Museum Victoria also partnered with several The Community Partnerships program Arts Victoria continued to support non- cultural groups to present German, Turkish and continued to support collaborations between government arts organisations who are major Sudanese cultural festivals. Three exhibitions: professional artists and Victorian communities. deliverers of cultural programming across Celebrating World Cultures through Scouting, In the New Work category, 19 projects were Victoria. One hundred and six organisations were Kurbet… the Continuing Journey of Albanians funded to a total value of $475,450. in Victoria and Trailblazers: Migrant Women supported across fi ve categories – Museums and Arts agencies continued to move in new Galleries, Performing Arts Organisations, Industry Activists were also developed in partnership with specifi c community groups. Three directions and seek new audiences throughout and Cultural Development, Performing Arts the year. From March to June 2007, the Centres and Festivals. exhibitions in Bunjilaka’s Birrarung Gallery celebrated Indigenous art and culture: Looking State Library of Victoria held its fi rst major Twenty-four smaller Victorian arts and cultural Blak and Having a Ball; Wathaurong Glass: international exhibition, The Medieval organisations shared $930,000 in funding Weing ko-rok; and Connecting to Country. Imagination: Illuminated Manuscripts from through the Annual Operations program. The Cambridge, Australia and New Zealand. It program, piloted in 2008, provides support for Arts Development was the largest of its kind ever in Australia and attracted 110,212 visitors. operational costs and responds to the need for Arts Victoria’s Arts Development program fl exible funding arrangements. granted $1.238 million to over 500 artists The Geelong Performing Arts Centre staged Arts agencies collaborated with local artists, to create 91 new works. The Programming the inaugural Bounce Festival, a six-day circus, community leaders and cultural groups fund, which supports a diverse range of new street performance and physical theatre festival throughout the year to develop cultural festivals professional activities, supported 35 arts that included circus workshops, busking, and events. The African Village, a collaboration projects with a total of $414,830. Highlights sideshow acts and public performances. More between the Arts Centre, the local African included the 10th Eltham Town Jazz and than 3,000 attendees enjoyed the chance to community and Multicultural Arts Victoria Blues Heritage Festival and support for Red experience the arts outside of the theatre and produced a three-day outdoor installation Stitch Actors Theatre’s 2008 program of out in the community. which connected visitors with the African six contemporary international and home- community by presenting an opportunity to grown plays. experience African food, music, dance and crafts.

P43 Arts and Cultural Development

Arts in regional Victoria Australian Centre for the Moving Image Exhibitions and programming at the arts A key aim of Creative Capacity +, the (ACMI) and PROV took part in initiatives to agencies and PROV throughout the year Government’s commitment to developing assist regional communities to document and attracted and engaged the education sector. arts and culture in Victoria, is to ensure that preserve their local histories. A total of 47,118 students enjoyed Museum regional, rural and outer-metropolitan Victorians Victoria educational programs and 29,081 ACMI teams travelled to Birchip, Lorne, participated in education programs at the can participate in, and access, a wide variety of Warrnambool, Portland and Echuca to assist arts and cultural experiences. State Library of Victoria. Three thousand communities to document local history or to students visited NGV for the fi rst time via its The Local Partnerships program provided conduct digital storytelling workshops. Schools Access Program. ACMI’s Game On $2.6 million to support the operation and Development of the Bendigo Regional exhibition also provided a raft of opportunities management of 34 regional council-owned arts Archives Centre, an initiative supported by for engaging this sector with 9,431 visits from facilities including 15 regional public galleries PROV, commenced at the Goldfi elds Library. formal education groups. and 19 performing arts centres. Fifteen tours Seventy-nine grants were made to several In April 2008, the State Library launched the received Touring Victoria funding, covering 58 regional areas through PROV’s Local History regional and outer-metropolitan areas. A further ergo website. Designed around the Victorian Grants Program to assist local communities to curriculum framework, the site aims to $562,250 in grants through the Major Touring preserve and tell their stories. Initiative supported regional tours by major arts build secondary students’ skills in research, critical thinking and writing and to provide organisations including The Australian Ballet, Arts and education Australian Centre for Contemporary Art and opportunities for young people outside Malthouse Theatre. Building on the success of Arts Victoria’s metropolitan Melbourne to engage with the long-running Artists in Schools program that Library’s activities and collections. By 30 June Other initiatives include: brought artists to 38 Victorian schools in 2008, the site had 41,500 user visits. 2007–08, the Extended Schools Residencies ■ National Gallery of Victoria lent works to program, piloted in 2008, supported longer- regional galleries and toured the Lives term collaborative projects between arts and Times: a selection of works from the organisations and schools. Funding for Victorian Foundation for Living Australian $106,000 was shared across three projects, Artists to six regional venues; encompassing music composition, puppetry,

■ The Arts Centre’s Alfred Brash SoundHouse theatre, digital storytelling and performance. team delivered video, sound, music technology and composition workshops in regional Victoria, to around 1,300 primary, secondary and TAFE students; and INTERNATIONAL ACHIEVEMENT ■ Public Record Offi ce Victoria (PROV) Access outreach events, which included regional DURING 2007–08 SEVERAL GRANTS WERE MADE TO SUPPORT VICTORIAN ARTISTS AND seminars and exhibition tours, reached ARTS ORGANISATIONS TO SHOWCASE THEIR WORK INTERNATIONALLY. GRANTS MADE 7,600 people. THROUGH THE INTERNATIONAL PROGRAM INCLUDED SUPPORT FOR TWO VICTORIAN Of the 31 partnerships funded through the ARTISTS TO ATTEND AND SHOWCASE THEIR WORK AT THE 2008 VENICE BIENNALE. Community Partnerships program, 15 were INTERNATIONAL AWARDS WERE GIVEN TO AUTHOR SONYA HARTNETT, WHO RECEIVED based in regional Victoria. Supported projects THE 2008 ASTRID LINDGREN MEMORIAL AWARD – THE MOST PRESTIGIOUS CHILDREN’S included an adaptation of Shakespeare’s The BOOK AWARD IN THE WORLD – AND TO GEELONG’S BACK TO BACK THEATRE, WHO Taming of the Shrew set in a local football club. RECEIVED THE ZKB ACKNOWLEDGEMENT PRIZE FOR ‘EXTRAORDINARY ACHIEVEMENT’ The project brings together Ballan’s theatre AT THE ZURICH THEATRE FESTIVAL. company The Old Van with community groups including the Daylesford Youth Circus and the Ballan Football and Netball Club.

P44 Arts and Cultural Development 03 ARTS AND CULTURAL DEVELOPMENT DEPARTMENT OF PREMIER AND CABINET

Cultural infrastructure Other initiatives include: ■ work with Victorian Major Events The Regional Infrastructure Development Fund Company to stage two Melbourne Winter ■ ACMI began work on a new gallery Masterpieces exhibitions, A Day in Pompeii funded several arts and cultural infrastructure encompassing the entire existing ground projects. The fund is administered by at Melbourne Museum and Salvador Dalí: fl oor. Funded via a $5.8 million allocation Liquid Desire at NGV; and continue planning Regional Development Victoria with advice from Arts Victoria, the new gallery will open and assessment input from Arts Victoria. and design development for the Southbank in 2009 and will trace the history, future and Cultural Precinct Redevelopment project. Wangaratta’s performing arts centre received impact of the moving image. $4.5 million with construction starting in April State-owned arts agencies publish their own 2008 and completion expected by August 2009. ■ The Melbourne Recital Centre, Victoria’s annual reports under the provisions of the new home for chamber and ensemble Financial Management Act 1994. Full details The Arts and Cultural Facility Maintenance Fund music and the neighbouring Melbourne can be found online at: provided $4.6 million for 33 facility maintenance, Theatre Company Theatre are on track to upgrade and upkeep projects. A further $21,500 open in early 2009. www.acmi.net.au was allocated to 10 projects under the Creating www.gpac.org.au Place and Space program which allowed seating Future directions www.museumvictoria.com.au upgrades, fi t-outs and business systems to be In 2008–09, Arts Victoria will: www.ngv.vic.gov.au purchased by smaller arts organisations including www.theartscentre.net.au Red Stitch Actors Theatre and the Footscray ■ continue establishing Australia’s fi rst Centre www.prov.vic.gov.au Community Arts Centre. for Books, Writing and Ideas at the State Library of Victoria;

■ complete the fi nal stage of ACMI’s ground fl oor redevelopment and open the free permanent exhibition documenting the history and future of the moving image;

■ complete and open the Melbourne Recital Centre and new home for Melbourne Theatre Company in Southbank;

OTHER HIGHLIGHTS INCLUDED:

VICTORIA ROCKS: MUSIC TOURING PROVIDED ALMOST $230,000 TO SUPPORT 22 INTERNATIONAL TOURING PROJECTS INVOLVING 76 PERFORMERS. A TOTAL OF $800,000 IN FUNDING THROUGH THE INTERNATIONAL PROGRAM SUPPORTED 75 VICTORIAN ARTISTS AND ARTS ORGANISATIONS TO EMBARK ON INTERNATIONAL TOURING AND CULTURAL EXCHANGES.

INTERNATIONAL ACTOR, SIR IAN MCKELLEN, LED THE UK ROYAL SHAKESPEARE COMPANY IN TWO EXCLUSIVE MELBOURNE PRODUCTIONS IN JULY – SHAKESPEARE’S KING LEAR AND CHEKHOV’S THE SEAGULL AT THE ARTS CENTRE. PERFORMANCES WERE ATTENDED BY MORE THAN 15,700 PEOPLE FROM AROUND AUSTRALIA. THE SEASON GAINED WORLDWIDE ATTENTION AND REINFORCED THE CENTRE’S REPUTATION AS A PERFORMING ARTS LEADER.

ACMI ACHIEVED TWO WORLD RECORDS FOR ATTENDANCE AT ITS TWO BIGGEST EXHIBITIONS. PIXAR: 20 YEARS OF ANIMATION ATTRACTED 146,331 PEOPLE, WHILE GAME ON ATTRACTED 129,372.

TWO ITEMS FROM PROV’S ARCHIVES, THE 1891 VICTORIAN SUFFRAGE PETITION AND 1862 LAND ACT MAP, WERE INSCRIBED ON THE UNESCO AUSTRALIAN MEMORY OF THE WORLD REGISTER.

P45 Victoria’s pre-eminence in the arts, makes Melbourne a natural home for writers, books and ideas.

P46 STATE LIBRARY, MELBOURNE. IMAGE SUPPLIED BY VISIONS OF VICTORIA. PHOTOGRAPHER DAVID HANNAH Victoria’s literary profi le 03 ARTS AND CULTURAL DEVELOPMENT DEPARTMENT OF PREMIER AND CABINET

Melbourne has been named a UNESCO Centre for Books, Writing and Ideas Looking ahead international City of Literature, a fi tting title for Work is already underway on the Centre for As a City of Literature we can look forward to a city where literature plays an important and Books, Writing and Ideas. The Centre will be many benefi ts across a variety of areas from historical role in our cultural life. housed at the State Library of Victoria, with the arts and cultural sector to tourism, from From early colonial days, literature has helped offi ces and meeting spaces, a performance increased attendances at literary events to a shape the culture of Melbourne. The State space and a venue to cater for book launches higher profi le for authors and even the retail Library of Victoria, founded in 1854, was the through to conferences. Organisations based sector as book sales are expected to grow. fi rst major cultural institution established in the at the Centre will include the Australian Poetry city. Today, Melbourne continues this tradition Centre; Melbourne Writers’ Festival and The by being home to a third of all Australian writers Victorian Writers Centre. and to Australia’s publishing sector. Stuart Koop, Project Manager for the City of Literature Initiative, says “the Centre will be the Enhancing Victoria’s literary sector fi rst of its kind in Australia, a hub for the literary In 2007, the State Government announced community across the state. It will provide the City of Literature Initiative to increase the a focus for literary activity and – along with profi le of literature in Victoria. A major platform UNESCO’s designation – raise the public profi le of the initiative was the development of the bid of literature”. to have Melbourne recognised by UNESCO as a City of Literature. Other strategies in Stuart stresses the Centre is also about the initiative included: establishing a Centre sharing the ideas that underpin the literary and for Books, Writing and Ideas and enhancing intellectual life of the state. A new organisation events such as the Premier’s Literary Awards will be established to coordinate the Centre’s and Melbourne Writer’s Festival. programming and to work in partnership with the publishing, media and university sectors. UNESCO bid “The Centre will present the best thinkers and writers on contemporary issues and be Driven by Arts Victoria, a steering committee a source of inspiration for creative writing and which included writers, publishers, academics public discussion.” and retailers, was established to inform the bid document. After a year of research and Construction on the Centre will begin in late consultation the bid was submitted in April 2008 and will open in late 2009. 2008, detailing the breadth and diversity of Melbourne’s literary sector. Acclaimed novelist, Peter Carey certainly agrees that Melbourne is a place where literature is held in high esteem: “I can think of no other Australian city where the pleasures of reading and discussion are so passionately pursued”.

P47 Jonathan Williamson: Victoria Rocks Jonathan Williamson is helping the Victorian Government deliver on its 2006 ‘Victoria Rocks’ election policy commitment, in his role as a Senior Arts Offi cer in the Market and Community Development Branch of Arts Victoria.

Having worked at Sony Music for 14 years, Jonathan says he was initially attracted to Jonathan says his colleagues at Arts Victoria most recently as Marketing Director, and the role because he saw it as an opportunity have a strong sense of enthusiasm for creative as a freelance marketer and artist manager, to make a contribution to the sector. “My and innovative projects, providing him with Jonathan Williamson is well equipped to bring experience in the music industry means I plenty of encouragement and support. the ‘Victoria Rocks’ arts program to life. can provide emerging and established artists with an informed perspective on their creative The ‘Victoria Rocks’ program, offi cially projects. The role also involves participation launched by Minister for the Arts, the in sector development initiatives with national Honourable Lynne Kosky in July 2007, is government and industry bodies.” part of a $7.1 million package of government funding designed to support the creative One of Jonathan’s personal highlights from the growth and commercial viability of the local program so far has been the development of “Arts Victoria is contemporary music industry. Arts Victoria’s the Australasian World Music Expo, to be held components of the four-year package include at the Arts Centre and The Famous Spiegeltent an extremely the $3.4 million grants program. In its fi rst year, in Melbourne from 20–23 November 2008. Victoria Rocks has supported 87 individual The inaugural event will showcase the best supportive projects totalling $732,000 in grants funding. Indigenous and world music artists from the Australasian and Pacifi c regions. On a day-to-day basis, Jonathan’s role entails work overall management of the funding program “This will be a great event for the State of and its administration, client meetings, program Victoria and Indigenous artists from across environment education and keeping in touch with successful the region. The expo will give artists valuable applicants to see how funded projects are exposure to potential talent buyers, and that is progressing. He also contributes to national introduce delegates to the wealth of Indigenous working groups for contemporary music and world music at Australia’s doorstep. accepting of development. Importantly, it’s a one-of-a-kind event the public can experience.” new ideas and initiatives designed to strengthen Victoria’s music and arts scene, while getting the best value out of the Government’s funding dollars.”

P48 Corporate Activities 04

Our team This service is delivered by the Organisational Development Branch, supported by our service partner within the Department of Treasury and Finance (Information Technology & Security; Corporate Financial Services and Government Services Group) and Accenture (HR Services).

OUR WORK

DPC HAS A WELL-DEVELOPED INTERNAL CORPORATE CAPABILITY TO ACHIEVE ITS OBJECTIVES. WE ARE CONTINUALLY IMPROVING THIS CAPABILITY THROUGH PEOPLE DEVELOPMENT, INFORMATION MANAGEMENT, BETTER FINANCIAL INFORMATION, GOOD GOVERNANCE AND BETTER SYSTEMS AND PROCESSES.

FLINDERS STREET STATION, MELBOURNE. IMAGE SUPPLIED BY VISIONS OF VICTORIA. PHOTOGRAPHER JOHN KARMOUCHE Corporate Activities

greenWATCH To reduce its environmental impact, DPC set up an Environment Management System (EMS) called greenWATCH. The initial focus has been on offi ce-based activities like energy and paper KEY ACHIEVEMENTS consumption, transport to and during work, waste generation, water consumption and WIDE CONSULTATION WITH DPC LEADERS AND PEOPLE FOR THE 2008 – 2011 PEOPLE green procurement. The program is audited AND CULTURE STRATEGY; annually by an independent environmental INCREASED FOCUS ON INTERNAL COMMUNICATIONS AIMED AT IMPROVING EMPLOYEE auditor appointed under the Environment ENGAGEMENT AND BUILDING A WARM ORGANISATIONAL CULTURE; Protection Act 1970.

LAUNCHED THE YOUR WELLBEING @ DPC PROGRAM TO ASSIST STAFF IN BALANCING During the past year DPC has worked hard THEIR WORK/LIFE, HEALTH AND WELLBEING; to decrease its water and energy usage by installing movement sensors in common areas ALONG WITH EMPLOYEE SATISFACTION MONITORING, INTRODUCED EMPLOYEE and hallways that automatically switch off lights ENGAGEMENT MEASUREMENT THROUGH THE PULSE SURVEY; (SEE ALSO PAGE 8) when no one is there. DPC also participated in Earth Hour which successfully raised the CONTINUED DEVELOPMENT OF INFORMATION TECHNOLOGY SYSTEMS FOR CABINET AND profi le of saving energy and turning off items LEGISLATIVE PROCESSES; not in use.

MIGRATED CORPORATE DOCUMENTS INTO AN ELECTRONIC DOCUMENT MANAGEMENT SMART water meters recently installed in SYSTEM (TRIM) AND INCREASED STAFF USAGE OF THE SYSTEM THROUGH TRAINING AND DPC’s buildings situated on the Treasury SUPPORT RESULTING IN OVER TWO HUNDRED THOUSAND DOCUMENTS REGISTERED IN Reserve will record water use in the coming TRIM SINCE IMPLEMENTATION IN JANUARY 2007; AND year, allowing for a more focused approach to reducing water usage. INTRODUCED HYBRID TOYOTA PRIUS TO THE MINISTERIAL FLEET. Greening the Ministerial fl eet To reduce the environmental impact of the Ministerial Fleet, DPC introduced a Toyota Prius Hybrid vehicle to the fl eet.

In 2008–09 DPC will be trialling two LPG Maximising our knowledge ■ maintain information security and vehicles as Ministerial vehicles. If these trials compliance through the development and Managing the capture, integrity and security of prove successful up to 10, 6-cylinder, unleaded awareness of sound policies and practices; vehicles will be replaced with LPG-powered information is critical to the way DPC operates. and Information management, information vehicles. security, and information and communications ■ integrate and provide opportunities for DPC technology programs are delivering a range of to leverage technology investment for future business support systems and tools to: developments. The introduction of TRIM (an Electronic ■ improve information sharing and knowledge Document and Records Management System) transfer; and continuing development of systems for

■ reduce duplication and re-use information; Cabinet and Legislative processes (Connect) will provide a substantial corporate knowledge ■ improve productivity through automated workfl ows and better business processes; framework to maximise our knowledge and drive innovation. ■ allow timely response to requests to meet increasing business demands;

P50 Corporate Activities 04 CORPORATE ACTIVITIES DEPARTMENT OF PREMIER AND CABINET

Good governance Internal audit Accredited Purchasing Unit As part of good governance and in accordance DPC’s contracted internal auditors DPC conducts a joint Accredited Purchasing with the requirements of the Victorian PricewaterhouseCoopers provided internal Unit (APU) with the Department of Treasury and Government Risk Management Framework audit reviews and assurance advice. DPC Finance. The unit oversees DPC procurement 2007, DPC’s risk management framework is also conducts compliance and performance and contract processes through delegated aligned with the Australian/New Zealand Risk reviews, with results and follow-up action powers assigned by the Victorian Government Management Standard (AS/NZS 4360:2004) reported to, and monitored by, its Audit and Purchasing Board. and overseen by the Audit and Risk Risk Management Committee. Management Committee. In 2007–08 the APU members were: Audit and Risk Management Committee The framework consists of: Toniann Stitz, Joint chair The Audit and Risk Management Committee Assistant Director, Finance and Governance

■ a risk management policy; provides independent assurance, oversight and Organisational Development (DPC) review of fi nancial reporting, risk management ■ resourcing to manage risks; and internal control and compliance. Ian Gibson, Joint chair ■ annually reviewing departmental risk profi le; Strategic Management Division (DTF) The committee, which reports to the Secretary, ■ an internal audit program; and is established in accordance with the directions Chris O’Farrell (resigned) ■ quarterly risk reporting and monitoring. of the Minister for Finance. It helps the Organisational Development (DPC) Secretary to manage DPC by reviewing and Dennis Carmody monitoring audit activity, internal controls and Arts Agencies and Infrastructure (DPC) Accountable Offi cer’s Attestation fi nancial reporting. The committee comprises I, Helen Silver, certify that the Department of of the following members: Kathleen Charles (resigned) Premier and Cabinet has risk management Departmental Relationship Management and Stewart Leslie (independent Chair) Analysis (DTF) processes in place consistent with the Peter Doughty (independent member) Australian/New Zealand Management Karen Corry (independent member) Aspasia Georgiou Standard and an internal control system Chris Eccles (departmental member) State Revenue Offi ce (DTF) in place that enabled the executives to Michael Kane (departmental member) understand, manage and satisfactorily control Penny Hutchinson (departmental member) Peter Goddard risk exposures. The audit committee verifi es Corporate Financial Services (DTF) this assurance and that the risk profi le of the Department of Premier and Cabinet has been John Henry critically reviewed within the last 12 months. Essential Services Commission (DTF) Rupert Burns (resigned) Legal Branch (DPC)

Helen Silver

Secretary Department of Premier and Cabinet Melbourne 15 August 2008

P51 Financial performance The Department’s fi nancial summary for 2007–08 is provided in the following table. Specifi c fi nancial details are included in the accompanying fi nancial statements.

Financial Summary (Controlled)

2007–08 2006–07 $m $m

Revenue from Government Appropriations 460.1 458.8

Other Income 12.8 16.9

Total Income 472.9 475.7

Net Result for the Year (6.8) 24.0

Net Cash Flow from Operations 43.1 33.0

Total Assets 633.2 567.3

Total Liabilities 88.6 49.6

Net Result from Operating Activities the use of the Department’s reserves to fund a Grants and transfer payments represented The Department recorded an operating defi cit new initiative. 70.1 per cent of total operating expenses. These consisted mainly of current operating of $6.8 million in 2007–08, compared to a Revenue from Government Appropriations surplus of $24.0 million in 2006–07. grants to the major Arts agencies (State Library represents appropriations received from the of Victoria, Museum Victoria, National Gallery The manner in which the Department is State Government for the delivery of outputs in of Victoria, the Australian Centre for the Moving required to record funding received to cover the areas of strategic policy, arts and cultural Image, Melbourne Recital Centre and Victorian depreciation incurred by its major Arts agencies development and public sector management. Arts Centre) ($250.6 million). resulted in the recognition of a surplus of $13.4 Other income includes grants received from million in 2006–07, when such funding was The graph above shows the distribution of costs other government agencies for, inter alia, major incurred in delivering each of the Department’s used principally for departmental capital works events and community advancement. projects. In 2007–08 $24 million of such funding outputs. Specifi c performance measures for each was received as a contribution of capital, instead Total expenses for the year were $479.8 million, output are provided in the body of this report. of revenue. The defi cit in 2007–08 arose from compared with $451.8 million in 2006–07.

12.8m / 2.7% 32.1m / 6.7%

113.1m / 23.6%

460.1m / 97.3% 334.7m / 69.8%

Sources of Income $million Expenses by Output $million

Other Income Public Sector Management and Governance Revenue from Government Appropriations Strategic Policy Advice and Projects Arts and Cultural Development

P52 Financial performance 04 CORPORATE ACTIVITIES DEPARTMENT OF PREMIER AND CABINET

Financial Position Total liabilities increased from $49.6 million to Net assets increased during the year by $88.6 million. These consist principally of trade $27.0 million to $544.6 million. creditors and accruals, employee benefi ts provisions and other liabilities representing the The major assets of the Department are the value of land and cash received in consideration permanent public records held by Public for the Department undertaking to construct Record Offi ce Victoria ($192.3 million), various and deliver the Melbourne Theatre Company properties controlled by Arts Victoria Complex to the University of Melbourne. ($262.5 million), the Government House land and buildings ($81.8 million) and the Department’s receivables from the State Administration Unit ($46.1 million). Note, however, that the assets of the major Arts institutions are not consolidated in these Financial Statements, as those institutions prepare separate Annual Reports (refer to note 1(a) to the Financial Statements).

Key Financial Results 2003–04 to 2007–08

DEPARTMENTAL (CONTROLLED) ACTIVITIES

2007–08 (i) 2006–07 (i) 2005–06 2004–05 2003–04 (ii) $’000 $’000 $’000 $’000 $’000

Revenue from Government Appropriations 460,148 458,801 426,291 402,654 356,702

Other Income 12,812 16,924 9,975 7,202 7,244

Total Income 472,960 475,725 436,266 409,856 363,946

Total Expenses (479,784) (451,755) (442,853) (386,414) (360,035)

Net Result for the Year (6,824) 23,970 (6,587) 23,442 3,911

Net Cash Flow from Operations 43,075 32,962 2,493 15,340 2,122

Total Assets 633,245 567,265 231,683 213,628 181,661

Total Liabilities 88,647 49,644 50,442 31,087 20,549

(i) 2007–08 results and 2006–07 results and year end balances were impacted by the transfer of certain activities both to and from the Department for Victorian Communities and to the Department of Treasury and Finance, effective for financial purposes from 31 December 2006.

(ii) 2003–04 results were impacted by the transfer of certain activities to the Department for Victorian Communities, effective for financial purposes from 31 December 2002.

P53 05 Financial Statements

55 Operating Statement 56 Balance Sheet 57 Statement of Recognised Income and Expense 58 Cash Flow Statement 60 Note 1. Summary of Signifi cant Accounting Policies 64 Note 2. Departmental Outputs 66 Note 3. Income 67 Note 4. Summary of Compliance with Annual Parliamentary and Special Appropriations 69 Note 5. Expenses 70 Note 6. Cash Assets 70 Note 7. Receivables 71 Note 8. Property, Plant and Equipment 73 Note 9. Intangible Assets 73 Note 10. Payables 73 Note 11. Interest Bearing Liabilities 74 Note 12. Provisions 74 Note 13. Other Liabilities 75 Note 14. Equity and Movements in Equity 76 Note 15. Financial Instruments 78 Note 16. Responsible Persons 79 Note 17. Remuneration of Executives 80 Note 18. Remuneration of Auditors 80 Note 19. Contingent Liabilities and Contingent Assets 81 Note 20. Commitments for Expenditure 82 Note 21. Superannuation 82 Note 22. Reconciliation of Net Result for the Reporting Period to Net Cash Infl ow from Operating Activities 83 Note 23. Non-Cash Financing and Investing Activities 83 Note 24. Administered Items 84 Note 25. Trust Account Balances 84 Accountable Officer’s and Chief Financial Officer’s Declaration

303 COLLINS STREET, MELBOURNE. IMAGE SUPPLIED BY VISIONS OF VICTORIA. PHOTOGRAPHER JAMES LAURITZ Operating Statement 05 FINANCIAL STATEMENTS DEPARTMENT OF PREMIER AND CABINET For the year ended 30 June 2008

2008 2007 Notes $’000 $’000

Income Output Appropriations 3(b), 4(a) 453,860 452,773 Special Appropriations 3(b), 4(b) 6,288 6,028 Revenue 3(a) 566 595 Other Income 3(b), 3(c) 12,246 16,329

472,960 475,725

Expenses Employee Benefi ts 5 77,322 70,863 Depreciation and Amortisation 5 9,521 5,509 Resources Provided Free of Charge 23 51 52 Grants and Transfer Payments 5 336,133 319,208 Capital Asset Charge 1(q) 12,356 10,634 Supplies and Services 44,214 45,329 Finance Costs 5 187 160

479,784 451,755

Net Result for the Period 14(c) (6,824) 23,970

The above Operating Statement should be read in conjunction with the accompanying notes.

P55 Balance Sheet As at 30 June 2008

2008 2007 Notes $’000 $’000

Current Assets Cash Assets 6 14,956 5,603 Receivables 7 48,911 50,502 Inventories 395 433 Prepayments 115 115 64,377 56,653 Non-Current Assets Classifi ed as Held for Sale 50 156 Total Current Assets 64,427 56,809

Non-Current Assets Receivables 7 2,008 1,654 Property, Plant and Equipment 8 561,359 502,930 Intangible Assets 9 5,451 5,872 Total Non-Current Assets 568,818 510,456

Total Assets 633,245 567,265

Current Liabilities Payables 10 28,450 12,955 Interest Bearing Liabilities 11 1,471 1,581 Provisions 12 11,907 11,149 Other 13 43,897 – Total Current Liabilities 85,725 25,685

Non-Current Liabilities Interest Bearing Liabilities 11 914 1,305 Provisions 12 2,008 1,654 Other 13 – 21,000 Total Non-Current Liabilities 2,922 23,959

Total Liabilities 88,647 49,644

Net Assets 544,598 517,621

Equity Contributed Capital 14(a) 301,357 267,556 Asset Revaluation Reserve 14(b) 103,331 103,331 Accumulated Surplus 14(c) 139,910 146,734 Total Equity 544,598 517,621

The above Balance Sheet should be read in conjunction with the accompanying notes.

P56 Statement of Recognised 05 FINANCIAL STATEMENTS DEPARTMENT OF PREMIER AND CABINET Income and Expense For the year ended 30 June 2008

2008 2007 Notes $’000 $’000

Gain on Asset Revaluations 14(b) – 56,725

Net Income Recognised Directly in Equity – 56,725

Net Result for the Period (6,824) 23,970

Total Recognised Income and Expense for the Period (6,824) 80,695

The above Statement of Recognised Income and Expense should be read in conjunction with the accompanying notes.

P57 Cash Flow Statement For the year ended 30 June 2008

2008 2007 Notes $’000 $’000

Cash Flows from Operating Activities Receipts from Government 487,717 479,050 Receipts from Other Entities 11,755 3,349 Payments to Suppliers and Employees (138,281) (131,001) Grants and Transfer Payments (321,271) (322,863) 39,920 28,535

Goods and Services Tax recovered from the ATO 15,145 14,922 Interest Received 553 299 Capital Asset Charge (12,356) (10,634) Finance Costs (187) (160) Net Cash Inflow from Operating Activities 22 43,075 32,962

Cash Flows from Investing Activities Payments for Property, Plant and Equipment (65,994) (49,932) Loans to Other Entities – (1,900) Repayment of Loans 450 1,000 Net Cash (Outflow) from Investing Activities (65,544) (50,832)

Cash Flows from Financing Activities Proceeds from Capital Contribution by State Government 35,189 28,395 Capital Grants to Departmental Agencies (1,388) (7,796) Repayment of Finance Leases (1,979) (1,334) Net Cash Inflow from Financing Activities 31,822 19,265

Net Increase/(Decrease) in Cash Held 9,353 1,395 Cash at the Beginning of the Financial Year 5,603 4,208

Cash at the End of the Financial Year 6 14,956 5,603

Non-Cash Financing and Investing Activities 23

The above Cash Flow Statement should be read in conjunction with the accompanying notes.

P58 Note 1. Summary of Signifi cant 05 FINANCIAL STATEMENTS DEPARTMENT OF PREMIER AND CABINET Accounting Policies

Statement of Compliance (a) Reporting Entity Transactions and balances relating to these administered resources are not This general purpose fi nancial report has been The Financial Statements include all the recognised as departmental revenues, prepared on an accrual basis in accordance controlled activities of the Department of expenses, assets or liabilities within the with the Financial Management Act 1994, Premier and Cabinet. This includes the body of the Financial Statements, but are Australian Accounting Standards, which transactions and balances of the following disclosed separately (see note 24). includes the accounting standards issued by controlled trust funds: the Australian Accounting Standards Board ■ Arts Fund (b) Objectives and Funding (AASB), and Interpretations. ■ Australia Day Committee Victoria Trust The Department’s role is to provide The fi nancial report also complies with relevant exemplary leadership and innovation ■ Departmental Suspense Account Financial Reporting Directions (FRDs) issued by in the development of policy and the the Department of Treasury and Finance, and ■ Treasury Trust delivery of services to ensure quality relevant Standing Directions (SD) authorised by outcomes for all Victorians. It achieves ■ Vehicle Lease Trust the Minister for Finance. this through: ■ Victoria Commissions Trust

■ supporting the Premier as head of Basis of Preparation ■ Yarra Precinct Arts Integration Project Government and Cabinet; The fi nancial report has been prepared on Trust the basis of historical cost, except for the The following General Government Sector ■ providing strategic policy leadership; revaluation of certain non-current assets. Cost entities within the Department’s portfolio ■ developing and coordinating whole-of- is based on the fair values of the consideration prepare separate annual Financial government initiatives; and given in exchange for assets. Statements and accordingly are not ■ developing and delivering whole-of- included in the Department’s Financial In the application of the accounting policies set government services and programs. Statements: out below, Management is required to make The Department is predominantly judgements, estimates and assumptions about ■ State Services Authority funded by accrual-based parliamentary carrying values of assets and liabilities that are appropriations for the provision of ■ Offi ce of the Ombudsman not readily apparent from other sources. The outputs. It provides, on a fee for service estimates and associated assumptions are ■ Museums Board of Victoria basis, strategic policy advice, protocol based on historical experience and various ■ Library Board of Victoria and special events management services, other factors that are believed to be reasonable advice and support to the Governor, all ■ Council of Trustees of the National under the circumstances, the results of which services provided by the State Services Gallery of Victoria form the basis of making the judgements. Authority, the Offi ce of the Ombudsman Actual results may differ from these estimates. ■ The Australian Centre for the Moving and the Offi ce of the Chief Parliamentary The estimates and underlying assumptions Image Counsel, and provision of industry are reviewed on an ongoing basis. Revisions assistance programs, infrastructure ■ Melbourne Recital Centre Limited to accounting estimates are recognised in the development and policy advice to period in which the estimate is revised if the Administered Resources develop the Victorian arts and cultural revision affects only that period or in the period The Department administers, but sector. of the revision and future periods if the revision does not control, certain resources on affects both current and future periods. behalf of the Victorian Government. (c) Outputs of the Department Accounting policies are selected and applied It is accountable for the transactions Information about the Department’s in a manner which ensures that the resulting involving those administered resources, output activities, and the income, fi nancial information satisfi es the concepts of but does not have the discretion to expenses, assets and liabilities which relevance and reliability, thereby ensuring that deploy the resources for achievement of are reliably attributable to those output the substance of the underlying transactions or the Department’s objectives. For these activities, is set out in the Departmental other events is reported. resources, the Department acts only on Outputs Schedule (note 2). Information behalf of the Victorian Government. about income, expenses, assets and The accounting policies set out below have liabilities administered by the Department been applied in preparing the Financial are given in the schedule of administered Statements. income and expenses and the schedule of administered assets and liabilities (note 24).

P59 Note 1. Summary of Signifi cant Accounting Policies

(d) Income Trust Fund Income Revaluation increments are credited directly to the Asset Revaluation Income received by the Department is Trust Fund receipts are recognised as Reserve, except that, to the extent that generally required to be paid into the income when the Department gains an increment reverses a revaluation Consolidated Fund. control of the underlying assets. decrement in respect of that class Income becomes controlled by the (e) Resources Provided and Received of asset previously recognised as an Department when it is appropriated Free of Charge expense, the increment is recognised from the Consolidated Fund by the Contributions of resources and resources immediately as income in determining the Victorian Parliament and applied to the provided free of charge or for nominal net result. purposes defi ned under the relevant consideration are recognised at their Revaluation decrements are recognised appropriations Act. Additionally, the fair value when the transferee obtains immediately as expenses, except that, to Department is permitted under section control over them, irrespective of whether the extent that a credit balance exists in 29 of the Financial Management Act restrictions or conditions are imposed the Asset Revaluation Reserve in respect 1994 to have certain revenues annotated over the use of the contributions, unless of the same class of assets, they are to the annual appropriation. Examples received from another government debited directly to the Asset Revaluation of revenues which can form part of a department or agency as a consequence Reserve. section 29 agreement are revenues of a restructuring of administrative from sales of products and services, arrangements. In the latter case, such Revaluation increases and revaluation Commonwealth specifi c purpose grants a transfer will be recognised at carrying decreases relating to individual assets and the proceeds from the sale of value. Contributions in the form of within a class of property, plant and assets. The receipts which form part of services are only recognised when a fair equipment are offset against one another a section 29 agreement are received value can be reliably determined and the within that class but are not offset in by the Department and paid into the services would have been purchased if respect of assets in different classes. Consolidated Fund as administered not donated. income (note 24). When the revenue is (h) Depreciation and Amortisation recognised, or in the case of proceeds (f) Receivables Depreciation of Property, from asset sales, when the proceeds are Trade receivables, loans and other Plant and Equipment paid into the Consolidated Fund, section receivables are recorded at amortised 29 provides for an equivalent amount to cost, using the effective interest method, Depreciation is calculated on a straight- be added to the annual appropriation less impairment. line basis to write off the net cost or authority limit, which is then available for revalued amount of each item of property, application by the Treasurer. Trade debtors are due for settlement plant and equipment (excluding land) over at no more than 30 days from the date its expected useful life to the Department Output Revenue of recognition. Collectability of debtors to its estimated residual value. Estimates is reviewed on an ongoing basis. A Income from the outputs the Department of remaining useful lives, residual values provision for doubtful debts is raised provides to Government is recognised and depreciation methods for all such when there is objective evidence that the when those outputs have been delivered assets are reviewed at least annually. The debts will not be collected. Debts which and the relevant Minister has certifi ed expected useful lives applicable for the are known to be uncollectable are written delivery of those outputs in accordance years ended 30 June 2008 and 30 June off. with specifi ed performance criteria. 2007 were as follows: (g) Revaluation of Non-Current Assets Heritage Buildings and other Commonwealth Grants 100 years Non-current physical assets measured Heritage Assets Grants from the Commonwealth at fair value are revalued in accordance Other Buildings 23 years are recognised as income when with Financial Reporting Direction 103C. Offi ce Equipment 4 years the Department gains control of the This revaluation process normally occurs Computer Equipment 3 years underlying assets. every fi ve years, based on the asset’s Furniture 10 years Government Purpose Classifi cation. Leased Motor Vehicles 1–3 years

P60 Note 1. Summary of Signifi cant 05 FINANCIAL STATEMENTS DEPARTMENT OF PREMIER AND CABINET Accounting Policies

The cost of improvements to or on The recoverable amount for most assets Operating lease payments are charged leasehold properties is depreciated over is measured at the higher of depreciated to the Operating Statement in the the unexpired period of the lease or the replacement cost and fair value less costs periods in which they are incurred, as this estimated useful life of the improvement to sell. Recoverable amount for assets represents the pattern of benefi ts derived to the Department, whichever is the held primarily to generate net cash infl ows from the leased assets. shorter. is measured at the higher of the present value of future cash fl ows expected to (k) Non-Current Physical Assets Amortisation of Intangible Assets be obtained from the asset and fair value Land and buildings are recognised initially Intangible assets with fi nite useful lives less costs to sell. It is deemed that, in the at cost and subsequently measured at are amortised on a straight-line basis over event of the loss of an asset, the future fair value less accumulated depreciation. the asset’s useful life, generally ranging economic benefi ts arising from the use Plant, equipment and vehicles are from fi ve to seven years. Amortisation of the asset will be replaced unless a measured at cost less accumulated begins when the asset is available for specifi c decision to the contrary has depreciation and impairment. Assets use, that is, when it is in the location and been made. such as Crown land and heritage assets condition necessary for it to be capable are measured at fair value with regard of operating in the manner intended by (j) Leases to the asset’s highest and best use after Management. The amortisation period Leases are classifi ed as fi nance leases due consideration is made for any legal and the amortisation method for an whenever the terms of the lease transfer or constructive restrictions imposed on intangible asset with a fi nite useful life substantially all the risks and rewards of the asset, public announcements or are reviewed at least at the end of each ownership to the lessee. All other leases commitments made in relation to the annual reporting period. In addition, an are classifi ed as operating leases. intended use of the asset. Theoretical opportunities that may be available in assessment is made at each reporting Assets held under fi nance leases are relation to the asset are not taken into date to determine whether there are recognised as assets of the Department account until it is virtually certain that the indicators that the intangible asset at their fair value or, if lower, at the present restrictions will no longer apply. concerned is impaired. If so, the assets value of the minimum lease payments, concerned are tested as to whether their each determined at the inception of carrying value exceeds their recoverable the lease. The corresponding liability Restrictive Nature of Heritage amount. is included in the Balance Sheet as a Assets and Crown Land Intangible assets with indefi nite useful fi nance lease obligation. During, and at the end of, the reporting lives are not amortised, but are tested for period, the Department held heritage Lease payments are apportioned assets and Crown land (see note 8). impairment annually or whenever there between fi nance charges and reduction is an indication that the asset may be of the lease obligation so as to achieve a The heritage assets held are principally impaired. The useful lives of intangible constant rate of interest on the remaining the buildings, the artefacts and other assets that are not being amortised balance of the liability. Finance charges items held therein, at Government are reviewed each period to determine are charged directly against income. House, and collections held by the whether events and circumstances Public Record Offi ce Victoria. The Crown continue to support an indefi nite useful life The lease asset is depreciated on a land is principally the land surrounding assessment for that asset. straight-line basis over the term of Government House. Such assets are the lease, or where it is likely that the deemed worthy of preservation for (i) Impairment of Assets Department will obtain ownership of the reasons other than the fi nancial benefi ts All non-current physical assets and asset, the expected useful life of the asset they provide to the community. The intangible assets are assessed annually to the Department. nature of these assets means that there for indications of impairment. If there is are certain limitations and restrictions an indication of impairment, the assets imposed on their use and/or disposal. concerned are tested as to whether their carrying value exceeds their recoverable amount. Where an asset’s carrying value exceeds its recoverable amount, the difference is written off by a charge to the Operating Statement except to the extent that the write-down can be debited to an Asset Revaluation Reserve amount applicable to that class of asset. P61 Note 1. Summary of Signifi cant

Accounting Policies

(l) Intangible Assets (n) Employee Benefits they fall due. The Department of Treasury and Finance administers and discloses Intangible assets represent identifi able Provision is made for benefi ts accruing the State’s defi ned benefi t liabilities in its non-monetary assets without physical to employees in respect of wages and Financial Statements. substance. Intangible assets are initially salaries, annual leave, long service leave recognised at cost. Subsequently, and sick leave when it is probable that (o) Grants and Other Payments intangible assets with fi nite useful lives settlement will be required and they are are carried at cost less accumulated capable of being measured reliably. Grants and other payments to third amortisation and accumulated parties are recognised as an expense Provisions made in respect of employee impairment losses. Costs incurred in the reporting period in which they are benefi ts expected to be settled within subsequent to initial acquisition are paid or payable. They include grants to 12 months are measured at their capitalised when it is expected that Arts agencies, other state government nominal values, using the remuneration additional future economic benefi ts will agencies, local councils and non- rate expected to apply at the time of fl ow to the Department. government agencies and individuals. settlement. Provisions made in respect The Department’s intangible assets of employee benefi ts which are not (p) Cash comprise IT development and software. expected to be settled within 12 months For the purposes of the Cash Flow Costs incurred in developing systems are measured at the present value of Statement, cash includes short-term and costs incurred in acquiring software the estimated future cash outfl ows to be deposits that are readily convertible to and licences that will contribute to future made by the Department in respect of cash and are subject to an insignifi cant economic benefi ts are capitalised. services provided by employees up to risk of changes in value, net of IT development costs include only reporting date. The liability is classifi ed as outstanding bank overdrafts. those costs directly attributable to a current liability where the Department the development phase and are only does not have an unconditional right to (q) Capital Asset Charge recognised following completion of defer settlement for at least 12 months The capital asset charge is imposed by technical feasibility and where the after the reporting date. the Department of Treasury and Finance Department has an intention and ability and represents the opportunity cost to use the asset. Other development Superannuation of capital invested in the non-current costs that do not meet these criteria Defi ned contribution plans: physical assets used in the provision of are recognised as expenses incurred. outputs. The charge is calculated on the Intangible assets are measured at cost Contributions to defi ned contribution budgeted carrying amount of non-current less accumulated amortisation and superannuation plans are expensed when physical assets (excluding heritage assets impairment, and are amortised on a incurred. and leased motor vehicles). straight-line basis over their useful lives. Defi ned benefi t plans:

(m) Payables The amount charged to the Operating (r) Finance Costs Payables are initially recognised at fair value Statement in respect of defi ned benefi t Finance costs are recognised as determined as described in note 15(f), plan superannuation represents the expenses in the period in which they are then subsequently carried at amortised contributions made by the Department to incurred. Finance costs include interest cost. They represent liabilities for goods the superannuation plan in respect to the on bank overdrafts and short-term and and services provided to the Department current services of current Department long-term borrowings, amortisation prior to the end of fi nancial year that are staff. Superannuation contributions are of discounts or premiums relating to unpaid, and arise when the Department made to the plans based on the relevant borrowings, amortisation of ancillary becomes obliged to make future payments rules of each plan. costs incurred in connection with the in respect of the purchase of these goods arrangement of borrowing and fi nance The Department does not recognise and services. The amounts are unsecured lease charges. any defi ned benefi t liability in respect of and are usually paid within 30 days of the superannuation plan because the recognition. Department has no legal or constructive obligation to pay future benefi ts relating to its employees; its only obligation is to pay superannuation contributions as

P62 Note 1. Summary of Signifi cant 05 FINANCIAL STATEMENTS DEPARTMENT OF PREMIER AND CABINET Accounting Policies

(s) Goods and Services Tax (GST) (w) New Accounting Standards and for annual reporting periods beginning 1 July 2008. Impact is expected to be Revenues, expenses and assets are Interpretations insignifi cant. recognised net of GST, except: As at 30 June 2008, the following standards and interpretations (applicable Revised Interpretation 1038 Contributions ■ where the amount of GST incurred is to the Department) had been issued but by Owners made to Wholly-Owned Public not recoverable from the Australian were not mandatory for the 30 June 2008 Sector Entities. Editorial amendments to Taxation Offi ce (ATO), it is recognised reporting period. The Department has not Interpretation 1038 due to changes to as part of the cost of acquisition of an adopted, and does not intend to adopt, AASB 1004. This is applicable for annual asset or as part of an item of expense; these standards early. reporting periods beginning 1 July 2008. or Impact is expected to be insignifi cant. Revised AASB 1004 Contributions. ■ for receivables and payables which are The AASB has decided to relocate AASB 2007 – 3 Amendments to recognised inclusive of GST. requirements on contributions from AAS Australian Accounting Standards arising The net amount of GST recoverable from, 27, 29 and 31, substantively unamended, from AASB 8 [AASB 5, AASB 6, AASB or payable to, the ATO is included as part into AASB 1004 as part of its short-term 102, AASB 107, AASB 119, AASB 127, of receivables or payables. review of AAS 27, AAS 29, and AAS 31. AASB 134, AASB 136, AASB 1023 Cash fl ows are included in the Cash Flow This is applicable for annual reporting and AASB 1038]. An accompanying Statement on a gross basis. The GST periods beginning 1 July 2008. Impact is amending standard also introduced component of cash fl ows arising from expected to be insignifi cant. consequential amendments into other Standards. This is applicable for annual investing and fi nancing activities which is AASB 1050 Administered Items. As reporting periods beginning 1 Jan 2009. recoverable from, or payable to, the ATO part of the short-term review of AAS 27, Impact is expected to be insignifi cant. is classifi ed as operating cash fl ows. AAS 29, and AAS 31, AASB decided to relocate the requirements for the AASB 2007 – 6 Amendments to (t) Contributed Capital disclosure of administered items from Australian Accounting Standards arising Consistent with UIG Interpretation 1038 AAS 29, substantively unamended (with from AASB 123 [AASB 1, AASB 101, Contributions by Owners Made to some exceptions) into a new topic-based AASB 107, AASB 111, AASB 116 & Wholly-Owned Public Sector Entities, standard AASB 1050. This is applicable AASB 138 and Interpretations 1 & 12]. appropriations for additions to net assets for annual reporting periods beginning Option to expense borrowing cost related have been designated as contributed 1 July 2008. Impact is expected to be to a qualifying asset had been removed. capital. Other transfers that are in the insignifi cant. Entities are now required to capitalise nature of contributions or distributions borrowing costs relevant to qualifying AASB 1052 Disaggregated Disclosures. have also been designated as contributed assets. This is applicable for annual AASB decided to relocate requirements capital. reporting periods beginning 1 Jan 2009. relating to reporting of disaggregated All Australian government jurisdictions Transfers of net assets arising from information from AAS 27 and AAS 29 into are currently still actively pursuing administrative restructurings are treated AASB 1052, a new topic-based standard, an exemption for government from as distributions to or contributions by as part of its short-term review of AAS 27, capitalising borrowing costs. owners. AAS 29 and AAS 31. This is applicable for annual reporting periods beginning AASB 2007 – 8 Amendments to (u) Functional and Presentation Currency 1 July 2008. Impact is expected to be Australian Accounting Standards arising These Financial Statements are presented insignifi cant. from AASB 101. Editorial amendments to in Australian dollars, which is the Australian Accounting Standards to align AASB 2007-09 Amendments to Department’s functional and presentation with IFRS terminology. This is applicable Australian Accounting Standards arising currency. for annual reporting periods beginning from the review of AAS 27, AAS 29 and 1 Jan 2009. Impact is expected to be AAS 31. An accompanying amendment (v) Rounding of Amounts insignifi cant. standard to amend existing accounting Amounts in the Financial Statements have standards as part of the short-term been rounded to the nearest thousand review of AAS 27, AAS 29 and AAS 31 in dollars, unless otherwise shown. December 2007. This is applicable

P63 Note 2. Departmental Outputs

Outputs and Objectives Public Sector Management, Governance and Arts and Cultural Development Outputs A description of Departmental outputs during Support Outputs These outputs contribute to the development the year ended 30 June 2008, and the These outputs relate to the provision of of the Victorian arts and cultural sector through objectives of these outputs, are summarised independent services that aim to ensure the provision of industry assistance programs, below. the effective management, governance and infrastructure development and policy advice. support of the public sector. These outputs These outputs contribute to the following key Strategic Policy Advice and Projects Outputs contribute to the key government outcome government outcomes: of greater public participation and more These outputs provide advice to the Premier accountable government. and Cabinet on all aspects of policy, including ■ a fairer society that reduces disadvantage the Government’s medium-term strategic and respects diversity; directions. This involves advice on issues as ■ high-quality education and training for they arise, policy coordination and analysis, lifelong learning; consultation with key internal and external ■ more quality jobs and thriving, innovative stakeholders and leadership in long-term policy industries across Victoria; and development and research. ■ growing and linking all of Victoria. These outputs contribute to the Growing Victoria Together framework through providing quality policy advice that contributes to all key government outcomes as well as coordinating policy initiatives that span more than one government outcome.

P64 Note 2. Departmental Outputs 05 FINANCIAL STATEMENTS DEPARTMENT OF PREMIER AND CABINET

Departmental Outputs Schedule

Strategic Policy Arts and Cultural Public Sector Departmental Total Advice and Projects Development Management, Governance and Support

2008 2007 2008 2007 2008 2007 2008 2007 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

Controlled Income and Expenses for the Year Ended 30 June 2008

Income Output Appropriations 93,514 90,810 328,488 326,495 31,858 35,468 453,860 452,773 Special Appropriations 5,579 5,371 709 657 6,288 6,028 Revenue 360 23 206 318 – 254 566 595 Other Income 5,933 7,432 6,313 8,390 – 507 12,246 16,329 Total Income 105,386 103,636 335,007 335,203 32,567 36,886 472,960 475,725

Expenses Employee Benefits 57,346 53,921 13,027 8,758 6,949 8,184 77,322 70,863 Depreciation and Amortisation 1,603 1,319 7,124 3,371 794 819 9,521 5,509 Resources Provided Free of Charge 49 41 – 6 2 5 51 52 Grants and Transfer Payments 24,021 7,271 294,321 293,675 17,791 18,262 336,133 319,208 Capital Asset Charge 432 923 9,063 6,842 2,861 2,869 12,356 10,634 Supplies and Services 29,451 30,596 11,110 7,921 3,653 6,812 44,214 45,329 Finance Costs 148 129 18 11 21 20 187 160 Total Expenses 113,050 94,200 334,663 320,584 32,071 36,971 479,784 451,755

Net Result for the Reporting Period (7,664) 9,436 344 14,619 496 (85) (6,824) 23,970

Controlled Income and Expenses Recognised Directly in Equity for the Year Ended 30 June 2008

Gain/(Loss) on Asset Revaluations – (48) – 45,467 – 11,306 – 56,725

Controlled Assets and Liabilities as at 30 June 2008

Assets Current Assets 61,176 51,928 3,092 4,675 159 206 64,427 56,809 Non-Current Assets 11,766 17,060 468,419 404,008 88,633 89,388 568,818 510,456 Total Assets 72,942 68,988 471,511 408,683 88,792 89,594 633,245 567,265

Liabilities Current Liabilities 33,514 16,696 50,570 7,102 1,641 1,887 85,725 25,685 Non-Current Liabilities 2,164 2,130 416 21,416 342 413 2,922 23,959 Total Liabilities 35,678 18,826 50,986 28,518 1,983 2,300 88,647 49,644

Net Assets 37,264 50,162 420,525 380,165 86,809 87,294 544,598 517,621

P65 Note 3. Income

2008 2007 $’000 $’000

(a) Revenue Sale of Services 34 279 Interest 532 316 566 595

(b) Income from Government Output Appropriations 453,860 452,773 Special Appropriations 6,288 6,028 Grants Received 8,682 9,615 Resources Received Free of Charge (note 23) 31 63 468,861 468,479 (c) Other Income Rebates 2,532 5,841 Other 1,001 810 3,533 6,651

Total Income 472,960 475,725

P66 Note 4. Summary of Compliance 05 FINANCIAL STATEMENTS DEPARTMENT OF PREMIER AND CABINET with Annual Parliamentary and Special Appropriations

(a) Summary of Compliance with Annual Parliamentary Appropriations The following table discloses the details of the various parliamentary appropriations received by the Department for the year.

Appropriation Act

Annual Appropriations Net Transfers to Other Departments Advance from Treasurer – As Published – Administrative Restructuring

$’000 $’000 $’000 2008 2007 2008 2007 2008 2007

Controlled Provision of Outputs 462,236 459,609 – (9,210) 14,282 5,558 Additions to Net Asset Base 15,706 – (12,682) 35,786 Total 498,022 475,315 – (21,892) 14,282 5,558

Financial Management Act 1994

Section 28 Section 29 Section 30 Section 32 Section 35 Advances

$’000 $’000 $’000 $’000 $’000 2008 2007 2008 2007 2008 2007 2008 2007 2008 2007

Controlled Provision of Outputs 485 939 (20,518) (2,852) 5,740 8,300 Additions to Net Asset Base – 11,767 20,518 2,852 2,765 11,267 – 2,260 Total – 11,767 485 939 – – 8,505 19,567 – 2,260

Total Parliamentary Authority Appropriations Applied Variance

$’000 $’000 $’000 2008 2007 2008 2007 2008 2007

Controlled Provision of Outputs 462,225 462,344 453,860 452,773 8,365 9,571

Additions to Net Asset Base 59,069 31,170 35,189 28,395 23,880 2,775

Total 521,294 493,514 489,049 481,168 32,245 12,346

P67 Note 4. Summary of Compliance with Annual Parliamentary and Special Appropriations

Explanation of Variances between (i) Provision of Outputs (ii) Additions to Net Asset Base Annual Parliamentary Appropriations and Appropriations Applied – Year Ended ■ $6.7 million has been carried ■ $5.3 million has been carried over 30 June 2008 over to 2008–09, with respect to 2008–09, covering various to projects not completed as projects. expected in 2007–08, including ■ $6.2 million on various projects initiatives such as the Tsunami were funded from Public Account Disaster Relief Project. Advances.

■ $0.6 million funding for the Arts ■ Capital projects were funded Indemnity Scheme was not by Output Appropriation required to cover costs. (depreciation) to a greater

■ $0.6 million of further savings extent (about $12.3 million) than were applied during the year. anticipated.

(b) Summary of Compliance with Special Appropriations

Appropriations Appropriations Applied 2008 Applied 2007 $’000 $’000

Authority Purpose

Constitution Act, No. 8750 of 1975 – Executive Council Salary for Clerk of the Executive Council – Running 47 33 Expenses

Constitution Act, No. 8750 of 1975 – Governor’s Salary Salary Payments to the Governor of Victoria 326 309

Parliamentary Salaries and Superannuation Act, No. 7723 Payment of Ministers’ Salaries and Allowances 5,532 5,338 of 1968

Ombudsman Act, No. 8414 of 1973 Salary and Allowances Payable to Ombudsman 383 348

6,288 6,028

(c) Annotated Receipts Agreements Section 29 Annotated Receipts Agreements included in the Financial Statements are:

2008 2007 $’000 $’000

User Charges or Sales of Goods and Services 485 535 Investigation Services – Victorian WorkCover Authority/Transport Accident Commission – 404

485 939

P68 Note 5. Expenses 05 FINANCIAL STATEMENTS DEPARTMENT OF PREMIER AND CABINET

The net result for the reporting period includes the following expenses:

2008 2007 $’000 $’000

Employee Benefi ts Salaries and Wages 60,443 56,135 Superannuation – Defi ned Contribution Plans 4,556 3,618 – Defi ned Benefi ts Expense 596 656 Annual and Long Service Leave Expense 7,066 5,720 Other On-Costs 4,661 4,734 Total Employee Benefits 77,322 70,863

Depreciation and Amortisation Buildings (Including Heritage Buildings) 3,502 2,092 Offi ce and Computer Equipment 1,894 1,347 Motor Vehicles 19 26 Motor Vehicles under Finance Lease 644 532 Other Heritage Assets 2,014 1,019 Intangible Assets 1,448 493 Total Depreciation and Amortisation 9,521 5,509

Grants and Transfer Payments Arts Grants 288,721 286,844 Other Victorian Government Entities 24,414 23,830 Other 22,998 8,534 Total Grants and Transfer Payments 336,133 319,208

Finance Costs Finance Lease Interest 187 160

Rental Expense Relating to Operating Leases Minimum Lease Payments 4,316 4,232

P69 Note 6. Cash Assets

2008 2007 $’000 $’000

Cash at Bank and on Hand 3 603 Funds Held in Trust 14,616 4,999 Short Term Deposits 337 1

14,956 5,603

Note 7. Receivables

2008 2007 $’000 $’000

Current: Amounts Owing from Victorian Government 44,068 37,333 Debtors 2,529 4,138 GST Recoverable 1,646 2,357 Other 668 6,674 48,911 50,502

Non-Current: Amounts Owing from Victorian Government 2,008 1,654

P70 Note 8. Property, Plant and Equipment 05 FINANCIAL STATEMENTS DEPARTMENT OF PREMIER AND CABINET

2008 2007 $’000 $’000

Land At Independent Valuation 2007 (i), (ii) 135,548 135,548 Total Land 135,548 135,548

Buildings (Including Heritage Buildings) At Independent Valuation 2007 (i), (ii) 90,635 90,635 At Cost 7,903 6,408 Less: Accumulated Depreciation (4,586) (1,084) 93,952 95,959

Construction in Progress – at Cost 119,959 56,737 Total Buildings (Including Heritage Buildings) 213,911 152,696

Plant and Equipment Offi ce and Computer Equipment – at Cost 20,667 23,235 Less: Accumulated Depreciation (13,326) (15,560) 7,341 7,675

Works in Progress – at Cost 2,815 2,960

Motor Vehicles – at Cost 150 130 Less: Accumulated Depreciation (144) (113) 6 17

Motor Vehicles under Finance Lease 2,963 3,241 Less: Accumulated Depreciation (647) (527) 2,316 2,714

Total Plant and Equipment 12,478 13,366

Other Heritage Assets At Independent Valuation 2007 (ii), (iii) 200,169 200,169 At Independent Valuation 2004 (iv) 1,175 1,175 At Cost 116 – Less: Accumulated Depreciation (2,038) (24) Total Other Heritage Assets 199,422 201,320

Total Property, Plant and Equipment 561,359 502,930

P71 Note 8. Property, Plant and Equipment

Valuations (ii) Land, heritage buildings and other Reconciliations The basis of valuation of land, buildings and heritage assets at Government House Reconciliations of the carrying amounts of each heritage assets adopted is fair value, being were valued as at 30 June 2007 by class of property, plant and equipment at the the depreciated current replacement cost Rushton Group. beginning and end of the current fi nancial year of an asset’s remaining future economic are set out below. benefi ts. The latest revaluations were based on (iii) The public records held by the Public independent assessments. Record Offi ce were valued as at 30 June 2007 by Dominion Group.

(i) Land, buildings and heritage buildings (iv) Other heritage assets controlled by Arts controlled by Arts Victoria were valued as Victoria were valued as at 30 June 2004 at 30 June 2007 by ValueIt Pty. Ltd., with by Dominion Group. the exception of the land and buildings occupied by the Public Record Offi ce, which were valued by Urbis JHD.

Land Buildings Building Offi ce and Plant and Motor Motor Other Total Construction Computer Equipment Vehicles Vehicles Heritage in Progress Equipment Work in under Assets Progress Finance Lease $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

Carrying Amount 135,548 95,959 56,737 7,675 2,960 17 2,714 201,320 502,930 at 1 July 2007

Additions 85 64,724 983 1,406 8 246 116 67,568

Disposals (24) (24)

Transfers Between 1,410 (1,502) 621 (1,551) (1,022) Classes

Net Transfers Free (20) (20) of Charge

Depreciation (3,502) (1,894) (19) (644) (2,014) (8,073) Expense (note 5)

Carrying Amount 135,548 93,952 119,959 7,341 2,815 6 2,316 199,422 561,359 at 30 June 2008

Assets Subject to Restrictions on Use The Department has $245.5 million worth of property listed as heritage assets. These assets generally cannot be modifi ed or disposed of unless Ministerial approval is obtained.

P72 Note 9. Intangible Assets 05 FINANCIAL STATEMENTS DEPARTMENT OF PREMIER AND CABINET

2008 2007 $’000 $’000

Capitalised Software Development – At Cost 9,110 8,082 Less: Accumulated Amortisation (3,659) (2,210) 5,451 5,872

Carrying value at 1 July 2007 5,872 – Additions 1,027 1,442 Additions through Administrative Restructuring – 4,923 Amortisation expense (1,448) (493) Carrying value at 30 June 2008 5,451 5,872

Amortisation expense is included in the item “Depreciation and Amortisation” in the Operating Statement.

Note 10. Payables

2008 2007 $’000 $’000

Current: Trade Creditors and Accruals 26,592 11,150 Amounts Payable to Other Government Agencies 1,858 1,805 28,450 12,955

Note 11. Interest Bearing Liabilities

2008 2007 $’000 $’000

Current:

Secured Lease Liabilities (note 20) 1,471 1,581

Non-Current:

Secured Lease Liabilities (note 20) 914 1,305

Aggregate Carrying Amount of Interest Bearing Liabilities

Current 1,471 1,581

Non-Current 914 1,305 2,385 2,886

Lease liabilities are effectively secured as the rights to the leased assets revert to the lessor in the event of default.

Assets Pledged as Security The carrying amounts of non-current assets pledged as security are:

Motor Vehicles Under Finance Lease 2,316 2,714

P73 Note 12. Provisions

2008 2007 $’000 $’000

Current: Employee Benefi ts – Annual Leave 5,543 4,764 – Long Service Leave Expected to be paid within 12 months 805 712 Expected to be paid after 12 months 4,822 5,042 – Performance Bonus 737 631 11,907 11,149 Non-Current: Employee Benefi ts – Long Service Leave 2,008 1,654

Aggregate Carrying Amount of Provisions Current 11,907 11,149 Non-Current 2,008 1,654 13,915 12,803

Note 13. Other Liabilities

2008 2007 $’000 $’000

Current:

Unearned Grants 4,400 –

Unearned Income* 35,497 –

Other* 4,000 –

43,897 –

Non-Current

Unearned Income – 17,000

Other – 4,000

– 21,000

Aggregate Carrying Amount of Other Liabilities

Current 43,897 -

Non-Current – 21,000

43,897 21,000

* The amounts classifi ed as “Unearned Income” and “Other” represent the value of property and cash transferred to the Department from the University of Melbourne (University) in consideration for the construction of the Melbourne Theatre Company Complex. The amount classifi ed as “Other” represents the land value attributed to the Complex while the balance of the property that will be retained by the Department and cash contributed by the University are classifi ed as “Unearned Income”. Upon completion of the Complex in 2008–09, the Department will transfer the Complex to the University and recognise these amounts in the Operating Statement.

P74 Note 14. Equity and Movements in Equity 05 FINANCIAL STATEMENTS DEPARTMENT OF PREMIER AND CABINET

2008 2007 $’000 $’000

(a) Contributed Capital

Balance at the Beginning of the Financial Year 267,556 12,105

Capital Contributions During Year by Victorian State Government 35,189 28,395

Capital Distributions to Departmental Agencies (1,388) (7,796)

Asset Transfers upon Restructuring – 235,533

Asset Transfers to Other Departments – (681)

Balance at the End of the Financial Year 301,357 267,556

(b) Asset Revaluation Reserve

Balance at the Beginning of the Financial Year 103,331 46,606

Net Increment on Revaluation – 56,725

Balance at the End of the Financial Year 103,331 103,331

The asset revaluation reserve is used to record increments and decrements on the revaluation of non-current assets, as described in accounting policy note 1(g).

(c) Accumulated Surplus

Accumulated Surplus at the Beginning of the Financial Year 146,734 122,530

Net Result for the Reporting Period (6,824) 23,970

Asset Transfers upon Restructuring – 234

Accumulated Surplus at the End of the Financial Year 139,910 146,734

(d) Total Equity

Total Equity at the Beginning of the Financial Year 517,621 181,241

Total Changes in Equity Recognised in the Operating Statement (6,824) 23,970

Net Capital Contributions/(Distributions) (note 14(a)) 33,801 20,599

Net Increment on Revaluation – 56,725

Net Transfers upon Restructuring – 235,767

Other Asset Transfers to Other Departments – (681) Total Equity at the End of the Financial Year 544,598 517,621

P75 Note 15. Financial Instruments

(a) Significant accounting policies Details of the signifi cant accounting policies and methods adopted, including the criteria for recognition, the basis of measurement, and the basis on which income and expenses are recognised, with respect to each class of fi nancial asset, fi nancial liability and equity instrument are disclosed in Note 1 to the Financial Statements.

(b) Categorisation of financial instruments

Carrying Amount Carrying Amount

2008 2007 Financial assets Note Category $’000 $’000

Cash 6 Cash 14,956 5,603 Receivables * 7 Loans and receivables (at amortised cost) 3,197 10,812

Financial liabilities Note Category Payables 10 Financial liabilities measured at amortised cost 26,592 11,150 Interest Bearing Liabilities 11 Financial liabilities measured at amortised cost 2,385 2,886

* Receivables and Payables disclosed here exclude statutory receivables (i.e. Amounts Receivable from government departments and GST recoverable) and statutory payables (i.e. Amounts Payable to Other Government Agencies).

(c) Credit Risk Financial assets that are either past due (d) Liquidity Risk Credit risk associated with the or impaired. Liquidity risk arises when the Department Department’s fi nancial assets is minimal is unable to meet its fi nancial obligations Currently the Department does not because the main debtor is the Victorian as they fall due. The Department operates hold any collateral as security nor credit Government. For debtors other than under the Victorian Government’s fair enhancements relating to any of its government, it is the Department’s payments policy of settling fi nancial fi nancial assets. policy to only deal with entities with high obligations within 30 days and in the credit ratings and to obtain suffi cient As at the reporting date, there is no event event of a dispute, making payments collateral or credit enhancements where to indicate that any of the fi nancial assets within 30 days from the date of resolution. appropriate. The Department does not were impaired. have any signifi cant credit risk exposure There are no fi nancial assets that have to any single counterparty or any had their terms renegotiated so as to group of counterparties having similar prevent them from being past due or characteristics. The carrying amount of impaired, and they are stated at the fi nancial assets recorded in the Financial carrying amounts as indicated. There are Statements, net of any allowances for no fi nancial assets that are past due but losses, represents the Department’s not impaired. maximum exposure to credit risk without taking account of the value of any collateral obtained.

P76 Note 15. Financial Instruments 05 FINANCIAL STATEMENTS DEPARTMENT OF PREMIER AND CABINET

The Department’s exposure to liquidity risk is deemed insignifi cant based on prior periods’ data and current assessment of risk. Maximum exposure to liquidity risk is the carrying amounts of fi nancial liabilities.

The interest rate exposure and maturity analysis of fi nancial liabilities are:

Interest rate exposure Maturity dates * Weighted Carrying Fixed interest Variable interest Non-interest Nominal Less than 1–3 3 months 1–5 years average amount rate rate bearing amount 1 month months –1 year interest rate % $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

2008 Payables – 26,592 26,592 26,592 25,353 1,175 64 Finance Lease Liabilities 6.6 2,385 2,385 2,542 251 242 1,092 957

2007 Payables – 11,150 11,150 11,150 8,734 1,525 891 Finance Lease Liabilities 6.7 2,886 2,886 3,088 492 121 1,040 1,435

* The amounts disclosed are the contractual undiscounted cash fl ows of each class of fi nancial liabilities.

(e) Market risk Sensitivity disclosure analysis (f) Fair Value The Department’s exposure to market risk Taking into account past performance, The carrying amount of fi nancial assets is primarily through interest rate risk. The future expectations, economic forecasts, and fi nancial liabilities recorded in the Department has no exposure to foreign and management’s knowledge and Financial Statements approximates their currency and other price risks. Objectives, experience of the fi nancial markets, fair values. policies and processes used to manage the Department believes the following The fair values of fi nancial assets and each of these risks are disclosed in the movements are reasonably possible fi nancial liabilities are determined as paragraphs below. over the next 12 months (Base rates are follows: sourced from Treasury Corporation of Interest rate risk Victoria): ■ the fair value of fi nancial assets and Exposure to interest rate risk is fi nancial liabilities with standard terms ■ A parallel shift of +0.5 per cent and insignifi cant and might arise primarily -0.5 per cent in market interest rates and conditions and traded on active through the Department’s interest bearing (AUD) from year-end rates. liquid markets are determined with liabilities. The only interest bearing assets reference to quoted market prices; and or liabilities are the motor vehicle lease The impact on net operating result and ■ the fair value of other fi nancial assets liabilities, with respect to which the equity for each affected category (see and fi nancial liabilities are determined interest rate is fi xed for the term of the note 15 (b)) of fi nancial instrument held by in accordance with generally accepted lease. The Department’s exposure to the Department at year-end as presented pricing models based on discounted interest rate risk is set out below. to key management personnel, if the above movements were to occur is cash fl ow analysis. minimal in both 2008 and 2007. None of the classes of fi nancial assets and liabilities are readily traded on organised markets in standardised form.

P77 Note 16. Responsible Persons

In accordance with the Ministerial Directions Total remuneration paid in the reporting issued by the Minister for Finance under the period was $751,900. Amounts relating to the Financial Management Act 1994, the following Acting Accountable Offi cers are reported in disclosures are made regarding responsible “Remuneration of Executives” (note 17). persons for the reporting period. Other Transactions Names Other related transactions and loans requiring The persons who held the positions of disclosure under the Directions of the Minister Ministers and Accountable Offi cer in the for Finance have been considered and there Department (from 1 July 2007 to 30 June 2008 are no matters to report. unless otherwise stated) were as follows: Remuneration of Ministers The Hon Steve Bracks MP Premier (to July 2007) Remuneration in the form of salaries and The Hon John Brumby MP Premier allowances received or receivable under the (from July 2007) Parliamentary Salaries and Superannuation Act The Hon Lynne Kosky MP Minister for the Arts 1968 by Ministers during the reporting period, and paid by the Department of Premier and Terry Moran Secretary (to February 2008) Cabinet, is as follows: Helen Silver Secretary (from April 2008) Office Held Remuneration 2008 2007 Range No. No.

The Hon Rob Hulls MP acted in the offi ce of Premier $310,000 – $319,999 1– Premier during absences of the Hon John Premier $300,000 – $309,999 – 1 Brumby MP. Premier $20,000 – $29,999 1 – Deputy Premier $270,000 – $279,999 1 – The Hon MP acted in the offi ce Deputy Premier $260,000 – $269,999 – 1 of Minister for the Arts during absences of the Hon Lynne Kosky MP. Deputy Premier $20,000 – $29,999 1 – Ministers of the Crown $300,000 – $309,999 1 – Chris Barrett and Chris Eccles acted in the “ $290,000 – $299,999 2 – offi ce of Secretary during absences of Terry “ $280,000 – $289,999 – 2 Moran. “ $260,000 – $269,999 4 – “ $250,000 – $259,999 10 – Remuneration “ $240,000 – $249,999 – 10 Remuneration received or receivable by “ $230,000 – $239,999 1 – the Premier of Victoria and the Secretary “ $170,000 – $179,999 1 – of the Department in connection with the “ $160,000 – $169,999 – 1 management of the Department during the “ $140,000 – $149,999 – 5 reporting period was in the income bands in “ $100,000 – $109,999 – 6 the table below.

Remuneration Range 2008 2007 Total remuneration paid in the reporting period was $5,545,000, compared with $5,149,000 No. No. paid in 2006–07. The variation is partly due to $450,000 – $459,999 – 1 a $3,800 increase in the basic annual salary $340,000 – $349,999 1 – paid to each Member of Parliament, including $310,000 – $319,999 1 – Ministers, which automatically follows an $300,000 – $309,999 – 1 increase paid at the Commonwealth level. This $90,000 – $99,999 1 – fl ows on to a number of allowances payable $20,000 – $29,999 1 – to Ministers that are linked to basic salary. Electorate location and size are also relevant for allowances payable.

P78 05 FINANCIAL STATEMENTS DEPARTMENT OF PREMIER AND CABINET Note 17. Remuneration of Executives

The number of executive offi cers, other than Ministers and the Accountable Offi cer, whose total remuneration exceeded $100,000 during the reporting period and in 2006–07, are shown in the fi rst two columns of the table below in their relevant income bands. The base remuneration of these executive offi cers is shown in the third and fourth columns. Base remuneration is exclusive of bonus payments, long service leave payments, redundancy payments and retirement benefi ts.

Total Remuneration Base Remuneration 2008 2007 2008 2007 No. No. No. No.

Income Band

$280,000 – $289,999 1 – $270,000 – $279,999 – 2 $260,000 – $269,999 3 – $240,000 – $249,999 1 1 3 – $230,000 – $239,999 – 1 – 2 $220,000 – $229,999 – 1 $210,000 – $219,999 2 1 – 1 $200,000 – $209,999 1 – 1 1 $190,000 – $199,999 2 5 2 1 $180,000 – $189,999 2 3 3 3 $170,000 – $179,999 7 1 2 3 $160,000 – $169,999 2 3 4 2 $150,000 – $159,999 1 1 3 6 $140,000 – $149,999 4 5 2 3 $130,000 – $139,999 3 1 6 3 $120,000 – $129,999 4 3 5 3 $110,000 – $119,999 1 2 2 – $100,000 – $109,999 1 1 $90,000 – $99,999 – 1

Total Numbers 34 30 34 30 Total Amount ($’000) 6,016 5,284 5,324 4,753

The above table should be read in conjunction with the Reconciliation of Executive Numbers included in the Annual Report.

A number of executives received bonus payments during the year. Executive offi cer contracts provide for an annual bonus payment and these are included where applicable in the various total remuneration bands.

P79 Note 18. Remuneration of Auditors

2008 2007 $’000 $’000 Audit Fees Paid or Payable

Internal Audit 181 120 External Audit – Victorian Auditor-General’s Offi ce 65 60 246 180

Note 19. Contingent Liabilities and Contingent Assets

There were no contingent liabilities or contingent assets for the Department of Premier and Cabinet at 30 June 2008 or 30 June 2007.

P80 Note 20. Commitments for Expenditure 05 FINANCIAL STATEMENTS DEPARTMENT OF PREMIER AND CABINET

2008 2007 $’000 $’000 Capital Commitments Commitments for the development of buildings contracted for at the reporting date but not recognised as liabilities, payable:

Within one year 16,291 59,712 Later than one year but not later than fi ve years – 4,667 16,291 64,379

Operating Lease Commitments Commitments for minimum lease payments in relation to non-cancellable operating leases, not recognised as liabilities, are payable as follows:

Within one year 4.834 4,244 Later than one year but not later than fi ve years 8,074 11,244 12,908 15,488

Finance Lease Commitments Commitments in relation to fi nance leases are payable as follows:

Within one year 1,585 1,653 Later than one year but not later than fi ve years 767 1,435 Later than fi ve years 190 – Minimum Lease Payments 2,542 3,088 Less: Future fi nance charges (157) (202) Total Lease Liabilities 2,385 2,886

Shown in the Financial Statements as: Current (note 11) 1,471 1,581 Non-current (note 11) 914 1,305 2,385 2,886

Outsourcing Commitments The Department has entered into a contract with an external provider for the provision of a range of human resource services, for the period 1 July 2007 to 30 June 2010, with provision for two one-year extensions. Fees under the contract are made up of fi xed costs and optional costs for non-exclusive services. The annual fi xed fee under the contract is $2,113,000.

P81 Note 21. Superannuation

No liability is recognised in the Balance Sheet The Department made contributions to the The Department of Premier and Cabinet for the Department’s share of the State’s following major superannuation funds during does not have any contributions outstanding unfunded superannuation liability. The State’s the year: to the above Funds and there have been no unfunded superannuation liability has been loans made from the Funds. The bases for refl ected in the Financial Statements of the Defined Benefit Government Superannuation contributions are determined by the various Department of Treasury and Finance. However, Funds Office schemes. superannuation contributions for the reporting – Revised Scheme period are included as part of salaries and associated costs in the Operating Statement of – New Scheme the Department. – State Employees Retirement Benefit Scheme

Accumulation VicSuper Funds

Note 22. Reconciliation of Net Result for the Reporting Period to Net Cash Infl ow from Operating Activities

2008 2007 $’000 $’000

Net Result for the Reporting Period (6,824) 23,970

Depreciation and Amortisation 9,521 5,509 (Profi t)/Loss on Disposal of Non-Current Assets 79 210 Net Transfers Free of Charge 20 (11) Change in Operating Assets and Liabilities, net of effects of Restructuring (Increase)/Decrease in Receivables 738 4,622 (Increase)/Decrease in Prepayments –27 (Increase)/Decrease in Inventories 38 70 Increase/(Decrease) in Payables 15,494 (2,184) Increase/(Decrease) in Provisions 1,112 749 Increase/(Decrease) in Other Liabilities 22,897 –

Net Cash Inflow from Operating Activities 43,075 32,962

P82 Note 23. Non-Cash Financing 05 FINANCIAL STATEMENTS DEPARTMENT OF PREMIER AND CABINET and Investing Activities

During the reporting period, motor During the reporting period, assets amounting vehicles with a fair value of $246,000 to $51,000 (2006–07 $52,000) were (2006–07 – $1,008,000) were acquired transferred from the Department to the by means of fi nance leases. Department of Treasury and Finance. Assets amounting to $31,000 (2006–07 $63,000) were transferred to the Department from the Department of Treasury and Finance. These transfers were recognised in the Operating Statement as resources transferred free of charge.

Note 24. Administered Items

Activities Administered by the Department determined on an accrual basis. Administered In addition to the specifi c departmental assets include an interest free loan to a general operations which are included in the Balance government arts agency, and administered Sheet, Operating Statement and Cash Flow liabilities include a public account advance from Statement, the Department administers or the Department of Treasury and Finance. manages activities on behalf of the State. The transactions relating to these State activities are reported as Administered in this note. Administered transactions give rise to income, expenses, assets and liabilities and are

2008 2007 $’000 $’000

Administered Income

User Charges 471 273 Royalties Revenue 298 412 Other Income 2,233 13 Payments into the Consolidated Fund (3,211) (733) Total (209) (35)

Administered Expenses ––

Net Administered Income less Expenses (209) (35)

Administered Assets Debtors 199 116 Loans 875 1,750 Total 1,074 1,866

Administered Liabilities Amounts Owing to Victorian Government 1,000 1,839 Total 1,000 1,839

P83 Note 25. Trust Account Balances

2008 2007 $’000 $’000

Net Assets of trust accounts included in the Financial Statements are:

Controlled Trusts Arts Fund 590 1,010 Australia Day Committee Victoria Trust 250 773 Departmental Suspense Account – – Treasury Trust 10,345 8,465 Vehicle Lease Trust (34) (86) Victoria Commissions Trust 139 150 Yarra Precinct Arts Integration Project Trust 17,788 17,591

Administered Trusts Public Service Commuter Club ––

There were no Trust Accounts opened or closed during the reporting period.

Accountable Offi cer’s and Chief Financial Offi cer’s Declaration

We certify that the attached Financial We further state that, in our opinion, the We are not aware of any circumstance which Statements for the Department of Premier and information set out in the Operating Statement, would render any particulars included in the Cabinet have been prepared in accordance Balance Sheet, Statement of Recognised Financial Statements to be misleading or with Standing Direction 4.2 of the Financial Income and Expense, Cash Flow Statement inaccurate. Management Act 1994, applicable Financial and Notes to the Financial Statements, Reporting Directions, Australian Accounting presents fairly the fi nancial transactions during Standards and other mandatory professional the year ended 30 June 2008 and fi nancial reporting requirements. position of the Department as at 30 June 2008.

Peter Goddard Helen Silver Chief Financial Offi cer Secretary Department of Premier and Cabinet Department of Premier and Cabinet

Melbourne Melbourne 15 August 2008 15 August 2008

P84 05 FINANCIAL STATEMENTS DEPARTMENT OF PREMIER AND CABINET

Independent Auditor’s Report to the Secretary, Department of Premier and Cabinet

The Financial Report The accompanying fi nancial report for the year ended 30 June 2008 of the Department of Premier and Cabinet which comprises an operating statement, balance sheet, statement of recognised income and expense, cash fl ow statement, a summary of signifi cant accounting policies and other explanatory notes to and forming part of the fi nancial report, and the accountable offi cer’s and chief fi nancial offi cer’s declaration has been audited.

The Secretary’s Responsibility for the Financial Report The Secretary is responsible for the preparation and the fair presentation of the fi nancial report in accordance with Australian Accounting Standards (including the Australian Accounting Interpretations) and the fi nancial reporting requirements of the Financial Management Act 1994. This responsibility includes:

■ establishing and maintaining internal controls relevant to the preparation and fair presentation of the fi nancial report that is free from material misstatement, whether due to fraud or error

■ selecting and applying appropriate accounting policies

■ making accounting estimates that are reasonable in the circumstances.

Auditor’s Responsibility As required by the Audit Act 1994, my responsibility is to express an opinion on the fi nancial report based on the audit, which has been conducted in accordance with Australian Auditing Standards. These Standards require compliance with relevant ethical requirements relating to audit engagements and that the audit be planned and performed to obtain reasonable assurance whether the fi nancial report is free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the fi nancial report. The audit procedures selected depend on judgement, including the assessment of the risks of material misstatement of the fi nancial report, whether due to fraud or error. In making those risk assessments, consideration is given to internal control relevant to the entity’s preparation and fair presentation of the fi nancial report in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of the accounting policies used, and the reasonableness of accounting estimates made by the Secretary, as well as evaluating the overall presentation of the fi nancial report.

I believe that the audit evidence obtained is suffi cient and appropriate to provide a basis for my audit opinion.

Matters Relating to the Electronic Presentation of the Audited Financial Report This auditor’s report relates to the fi nancial statements published in both the annual report and on the website of the Department of Premier and Cabinet for the year ended 30 June 2008. The Secretary is responsible for the integrity of the web site. I have not been engaged to report on the integrity of the web site. The auditor’s report refers only to the statements named above. An opinion is not provided on any other information which may have been hyperlinked to or from these statements. If users of this report are concerned with the inherent risks arising from electronic data communications, they are advised to refer to the hard copy of the audited fi nancial report to confi rm the information included in the audited fi nancial report presented on the Department of Premier and Cabinet’s web site.

Independence The Auditor-General’s independence is established by the Constitution Act 1975. The Auditor-General is not subject to direction by any person about the way in which his powers and responsibilities are to be exercised. In conducting the audit, the Auditor-General, his staff and delegates complied with all applicable independence requirements of the Australian accounting profession.

Audit Opinion In my opinion, the fi nancial report presents fairly, in all material respects, the fi nancial position of the Department of Premier and Cabinet as at 30 June 2008 and its fi nancial performance and cash fl ows for the year then ended in accordance with applicable Australian Accounting Standards (including the Australian Accounting Interpretations), and the fi nancial reporting requirements of the Financial Management Act 1994.

D D R Pearson Auditor-General

Melbourne 18 August 2008

P85 06 Appendices

87 Machinery-of-government changes 88 Performance measures and results 94 Budget portfolio outcomes 97 National Competition Policy 98 Implementation of the Victorian Industry Participation Policy 98 Consultancies and major contracts 99 Non-current physical assets 101 Environmental reporting 105 Workforce indicators and data 107 Occupational health and safety 108 Diversity reporting 108 Disability Action Plan 109 Acts of Parliament 110 Freedom of information 111 Privacy 111 Whistleblowers Protection Act 2001 121 Disclosure Index 123 Other information 124 Free DPC publications 125 Glossary of terms 126 DPC websites 126 Contacts

PHOTOGRAPHER JOE VITTORIO Machinery-of-government changes 06 APPENDICES DEPARTMENT OF PREMIER AND CABINET

Changes to ministerial portfolios as at Changes to Departmental names: Changes to administrative offi ces and staff 30 June 2008: transfers: ■ The Department of Education was

■ The Victorian Communities portfolio renamed the Department of Education and ■ A new Offi ce of the Environmental became the Community Development Early Childhood Development, and early Monitor was established in relation portfolio. childhood services were added. to the Department of Sustainability and Environment. The Offi ce of the ■ The Aged Care portfolio became the Senior ■ The Department of Victorian Communities Victorians portfolio. was renamed the Department of Planning Environmental Monitor will monitor the and Community Development, and Channel Deepening Project. ■ The portfolio for Children became the Other work units and staff that moved Children and Early Childhood Development planning functions were added. departments include the following: portfolio. ■ The Department of Infrastructure was renamed the Department of Transport. ■ The Skills, Education Services and Employment portfolio became the Skills and Workforce Participation portfolio. Education services matters were added to the Education portfolio.

■ The Industry and State Development portfolio became the Industry and Trade portfolio.

■ The Tourism portfolio became the Tourism and Major Events portfolio.

■ The Information and Communication Technology portfolio became the Information Technology portfolio.

Work Area/Function Transferred from Transferred to

Transit Cities Unit DOI DPCD (this unit has oversight of transit cities projects)

Statewide Outcomes for Children Branch DHS (Offi ce for Children) DEECD

Early Years Services Branch (excluding Parenting Assessment and Skills Development Service)

Staff in regional and coordination functions of the Offi ce for Children

Employment Programs DVC/DPCD DIIRD

Citizen Access and Transformation Division (this division includes Victoria Online, Information Victoria and Service Victoria initiatives)

Offi ce of Planning and Urban Design DSE DPCD

Heritage Victoria

Building Policy and Housing Affordability (excluding Spatial Information and Infrastructure Branch)

Staff from regional planning offi ces of DSE

Major Projects Victoria DOI DIIRD

P87 Performance measures and results

Output: Strategic Policy Advice

Performance Measures Unit of Measure Target 2007–08 2007–08 Outcome (for the 12 months ended 30 June 2008)

Quantity Number of briefs (a) number 3,050 6,500

Quality Policy services rating per cent 86 87

Timeliness Policy services rating per cent 95 96

Comment: (a) The number of briefs is signifi cantly higher than target, refl ecting ongoing high demand for advice.

Output: Strategic Policy Projects

Performance Measures Unit of Measure Target 2007–08 2007–08 Outcome (for the 12 months ended 30 June 2008)

Quantity Development of the Growing Victoria Together outcomes report for the public number 1 1

Quantity Other policy projects number 22 22

Quantity Whole-of-government strategic policy projects number 9 9

Quality Policy services rating per cent 86 89

Timeliness Development of the Growing Victoria Together outcomes report within required yes/no yes yes timeframe

Timeliness Policy projects completed within required timelines per cent 100 100

Output: Government Information Services and Support

Performance Measures Unit of Measure Target 2007–08 2007–08 Outcome (for the 12 months ended 30 June 2008)

Quantity Communication activities/products reviewed by the Government Communications number 130 224 Review Group (GCRG) (b)

Quantity Develop communications resources products, standards and guidelines in response to number 3 3 identifi ed government requirements

Quantity Number of briefs (c) number 80 90

Quality Policy services rating per cent 86 83

Timeliness Communications activities/requests reviewed by Government Communications Review per cent 90 100 group by the due date

Comment: (b) A greater than expected number of GCRG items was received in 2007–08. This increase represents improved awareness of GCRG and compliance with reporting guidelines. (c) The increased number of briefs is due primarily to increased activity to review and reform the Master Agency Media Service contract, and Advertising and Communications approval processes.

P88 Performance measures and results 06 APPENDICES DEPARTMENT OF PREMIER AND CABINET

Output: Protocol and Special Events

Performance Measures Unit of Measure Target 2007–08 2007–08 Outcome (for the 12 months ended 30 June 2008)

Quantity Number of annual special events number 4 5

Quantity Number of offi cial visitors to Victoria (d) number 20 37

Quality Policy services rating per cent 86 92

Timeliness Timely delivery of events, functions and visit arrangements per cent 100 100

Comment: (d) This figure represents Guest of Government, International and Diplomatic Visits for this period.

Output: Advice and Support to the Governor

Performance Measures Unit of Measure Target 2007–08 2007–08 Outcome (for the 12 months ended 30 June 2008)

Quantity Events and services arranged in response to requests by the Governor and the Premier per cent 100 100

Quality Maintenance of assets in accordance with asset management strategy per cent 100 100

Quality Management of the program of events and services meets the expectations of the per cent 95 95 Governor

Quality Standard, physical appearance and security of Government House, the gardens and per cent 95 95 grounds meet appropriate standards as per the asset management strategy

Timeliness Contract milestones are met per cent 100 100

Timeliness Timely arrangement of events and services per cent 100 100

Output: State Services Authority

Performance Measures Unit of Measure Target 2007–08 2007–08 Outcome (for the 12 months ended 30 June 2008)

Quantity Number of referred reviews underway or completed, aimed at improving service delivery, number 12 18 governance and/or public administration effi ciency and effectiveness (e)

Quantity Number of formal events and activities delivered across the public sector that promote number 80 206 values and employment principles; effective workforce planning and development; good governance in public sector entities; and effectiveness in public administration (f)

Quality Recommendations arising from reviews of actions (Section 64) implemented by the per cent 100 100 public service

Quality Satisfaction of Public Sector Standards Commissioner with the application of the per cent 90 86 employment principles across the sector – large employers

Quality Satisfaction of Public Sector Standards Commissioner with the application of the per cent 70 80 employment principles across the sector – small employers

Timeliness Proportion of referred reviews completed within agreed timelines per cent 90 100

Comment: (e) A large number of reviews were referred in the second half of the year from departments and have already been commenced. (f) Reflects the Authority’s ongoing engagement with stakeholders in the development and refinement of products and the conduct of reviews.

P89 Performance measures and results

Output: Ombudsman Victoria

Performance Measures Unit of Measure Target 2007–08 2007–08 Outcome (for the 12 months ended 30 June 2008)

Quantity Finalise consideration of cases (including general, Freedom of Information and number 3,100 8,741 Whistleblower complaints) (g)

Quantity Undertake and complete Own Motion investigation and studies (h) number 4 7

Quantity Outreach initiatives delivered under the Outreach Program number 100 104

Quantity Number of internal reviews of complaint investigations concluded at the request of the number 25 70 complainant (i)

Quality Proportion of complaint investigations reviewed at the request of complainants (by a per cent 95 87 fresh, senior investigator) where the original fi ndings were found to be sound and well founded (j)

Quality Proportion of complaints, which were found to be substantiated, where effective per cent 80 80 outcomes were achieved on behalf of complainants or where identifi ed inappropriate administrative processes were changed

Quality Proportion of recommendations emanating from Own Motion investigations which are per cent 80 80 accepted and implemented by the entities concerned

Timeliness Complaints resolved within required timelines per cent 93 97

Comment: (g) + (i) This figure is increased due to a new case management system that better records case data. Targets for 2008–09 onwards have been adjusted to allow for this. (h) Due to increased activity in this area in 2007–08. (j) This was a new measure for 2007–08 - the target has been revised to 80% for future years as a more appropriate performance benchmark.

Output: Chief Parliamentary Counsel Services

Performance Measures Unit of Measure Target 2007–08 2007–08 Outcome (for the 12 months ended 30 June 2008)

Quantity Advice given on legislation in response to written requests (k) number 400 330

Quantity Statutory Rules made and bills prepared and introduced into Parliament number 260 251

Quantity Versions of Acts and Statutory Rules published electronically (l) number 800 1,447

Quality Accuracy levels maintained in terms of document management, printing and publishing per cent 96 99

Quality Bills drafted, Statutory Rules drafted or settled, and advice provided is to the required per cent 96 99 standard

Timeliness Bills drafted, Statutory Rules drafted or settled, and advice provided is to the required per cent 96 99 timelines

Timeliness Electronic versions published within required timelines per cent 96 99

Comment: (k) The level of advice reflects fewer requests, as commencement dates are increasingly included as part of the draft Bill. (l) High outcome as the interpretation of the Legislation Amendment Act 2007 provided for updating of all Acts and Statutory Rules to bring them in line with current drafting practices.

P90 Performance measures and results 06 APPENDICES DEPARTMENT OF PREMIER AND CABINET

Output: Arts Development and Access

Performance Measures Unit of Measure Target 2007–08 2007–08 Outcome (for the 12 months ended 30 June 2008)

Quantity Diverse range of product, producers and cultural venues supported:

■ Organisations recurrently funded number 109 111

■ Regionally based organisations recurrently funded number 45 48

■ Project companies and artists funded (m) number 300 400

■ Proportion of project companies and artists funded which are regionally based per cent 22 22

Quantity Access to a diverse range of supported projects:

■ Local festivals funded number 21 23

■ Regional Touring Victoria destinations (n) number 53 43

■ Artist residencies in schools (o) number 30 42

Quantity Attendances at Major Performing Arts organisations (p) number (‘000) 949 1,190

Quantity Attendances at Major Festivals (q) number (‘000) 1,270 1,387

Quantity International markets accessed number 20 20

Quality Grant recipients who met or exceeded agreed outcomes per cent 85 86

Timeliness Arts Development applications processed for Ministerial consideration days 60 58

Timeliness All other applications processed for Ministerial consideration (r) days 40 34

Timeliness Performance and grant agreements acquitted within 90 days of project completion per cent 80 86

Comment: (m) Increase due to the new funding programs, Victoria Rocks (Music Career Building Grants; Music Touring Grants and Strategic Music Industry Partnerships). (n) Touring Victoria rising costs have resulted in larger funding requests and consequently the capacity to fund fewer projects from the available program budget. In 2007–08 funding was allocated across 15 tours, a reduction of 32% from the 22 funded tours in 2006–07. (o) The increased outcome is a result of the Imagination Unlimited program. (p) Attendances at Major Performing Arts Organisations increased due to stronger than anticipated attendance at performances by Melbourne Theatre Company. (q) Attendances at Major Festivals increased due to high attendances at Comedy Festival. (r) In 2007–08 there were a smaller number of applications in some programs such as the Public Galleries and Museums decreasing the processing time.

P91 Performance measures and results

Output: Creating Place and Space

Performance Measures Unit of Measure Target 2007–08 2007–08 Outcome (for the 12 months ended 30 June 2008)

Quantity Major projects managed number 2 2

Quantity Risk Management programs in place number 3 3

Quantity Infrastructure Development programs number 4 4

Quality Success measures of projects achieved per cent 90 90

Timeliness Performance and grant agreements completed within agreed timeframes per cent 90 90

Output: Portfolio Services and Policy

Performance Measures Unit of Measure Target 2007–08 2007–08 Outcome (for the 12 months ended 30 June 2008)

Quantity Agency Service Agreements in place number 6 6

Quantity Planning and research projects number 13 14

Quantity Ministerial briefs number 600 619

Quality Level of satisfaction with policy advice per cent 95 98

Quality Public information rated ‘Informative’ or ‘Very Informative’ per cent 90 91

Timeliness Arts Portfolio public body annual reports tabled in Parliament by the required statutory per cent 100 100 dates

P92 Performance measures and results 06 APPENDICES DEPARTMENT OF PREMIER AND CABINET

Output: Arts Portfolio Agencies

Performance Measures Unit of Measure Target 2007–08 2007–08 Outcome (for the 12 months ended 30 June 2008)

Quantity Access – users/attendances at all Agencies (s) number (‘000) 7,650 8,875

Quantity Access – online visitors to Agency websites (t) number (‘000) 13,570 16,635

Quantity Community engagement – Members and Friends of Agencies (u) number 29,450 33,163

Quantity Community engagement – volunteer hours (v) number 93,850 84,280

Quantity Education – students participating in Agency education programs (w) number 475,500 534,236

Quantity Public Record Offi ce Victoria – hard copy records preserved shelf metres 88,000 87,365

Quantity Public Record Offi ce Victoria – digital records preserved (x) number 700,000 143,220

Quantity Public Record Offi ce Victoria – Victorian Electronic Records Strategy (VERS) number 100 124 departmental consultants (y)

Quantity Public Record Offi ce Victoria – departments with primary capability deployed (z) number 7 6

Quality Agency collections stored to industry standard per cent 85 88

Quality Visitors satisfi ed with visit:

■ Australian Centre for the Moving Image per cent 90 91

■ Geelong Performing Arts Centre per cent 98 99

■ Museum Victoria per cent 95 97

■ National Gallery of Victoria per cent 95 95

■ Public Record Offi ce Victoria per cent 90 90

■ State Library of Victoria per cent 90 96

■ Victorian Arts Centre Trust per cent 95 98

Timeliness Public Record Offi ce Victoria Records issues within specifi ed timeframes per cent 95 95

Comment:(s) All agencies experienced slightly higher than expected attendances, particularly SLV facilities which finished 45% above target largely due to the popularity of exhibitions at the Library in 2007–2008, including The Medieval Imagination. (t) All agencies experienced a growth in online visitors, particularly PROV, ACMI and SLV. (u) The number of members and friends increased due to NGVs several successful membership drives and the launch of their First Call Fund. (v) Volunteer hours were reported as below target for half of the agencies. The two main reasons identified are a lower number of people volunteering and a number of back-of-house projects winding up. (w) Education attendance was above target for most of the agencies due to increased education offerings, greater subsidies for access for disadvantaged schools and better than expected success due to relevant key exhibitions / programs attracting more student participation for education programs. There was also an increased number of education programs at the Immigration Museum. (x) The digital records figure is reduced due to departments developing more accurate estimation of digital records. The target has been changed accordingly for 2008–09 onwards. (y) The number of consultations was higher than expected due to greater reliance on PROV as a result of sector-wide skill shortages. (z) PROV has an influencing but not directive role in achieving this measure and is still assisting some departments to achieve VERS primary capability.

P93 Budget portfolio outcomes

The Budget Portfolio Outcomes statements The Budget Portfolio Outcomes have been They include the fi nancial information of the provide a comparison between the prepared on a consolidated basis and include following entities: actual fi nancial information of all General all General Government entities within the Government entities within the portfolio portfolio. Financial transactions and balances ■ Department of Premier and Cabinet and the forecasted fi nancial information are classifi ed into either Controlled or (including the Offi ce of the Ombudsman published in the Budget Papers. The Budget Administered, in accordance with Australian and the State Services Authority);

Portfolio Outcomes comprise the Operating Accounting Standard AAS 29 Financial ■ Museums Board of Victoria; Statement, Balance Sheet and Cash Flow Reporting by Government Departments, and ■ Library Board of Victoria; Statement. agreed with the Treasurer in the context of the Budget Papers. ■ Council of Trustees of the National Gallery of Victoria; The following Budget Portfolio Outcomes ■ The Australian Centre for the Moving statements are not subject to audit by the Victorian Auditor-General’s Offi ce. Image; and

■ Melbourne Recital Centre Limited.

Operating Statement for the Year Ended 30 June 2008

2007–08 Actual $m 2007–08 Budget $m Variation %

CONTROLLED Income Output Appropriations 453.9 469.7 (3.4) Special Appropriations 6.3 6.2 1.6 Resources Received Free of Charge 0.4 0.4 – Sale of Goods and Services 37.7 31.0 21.6 Commonwealth Grants 1.1 – na Revenue from Other Parties and Other Income 46.8 45.0 4.0 546.2 552.3 (1.1) Expenses Employee Benefi ts 171.8 171.8 – Depreciation and Amortisation 41.0 41.0 – Grants and Transfer Payments (a) 93.2 63.0 47.9 Capital Asset Charge 97.0 97.0 – Supplies and Services 154.3 161.2 (4.3) Finance Costs 0.4 0.2 100.0 Other Expenses 0.8 1.1 (27.3) 558.5 535.3 4.3 Net Result for the Period (12.3) 17.0 (172.4)

Net Increase in Asset Revaluation Reserve (b) 804.2 – na Total Revenues, Expenses and Revaluation Adjustments Recognised Directly in Equity 804.2 – na

Total Changes in Equity (other than those resulting from transactions with Victorian 791.9 17.0 4,558.2 State Government in its capacity as owner)

(a) This increase primarily reflects the State Government’s contribution to the Australian Institute of Public Policy “Think Tank Project”. (b) Asset revaluations were undertaken during the year, following the release of Financial Reporting Direction 103C Non-Current Physical Assets, resulting in a revaluation for the National Gallery of Victoria.

P94 Budget portfolio outcomes 06 APPENDICES DEPARTMENT OF PREMIER AND CABINET

Balance Sheet as at 30 June 2008

2008 Actual $m 2008 Budget $m Variation %

CONTROLLED

Current Assets Cash Assets 51.1 14.7 247.6 Receivables 63.5 62.3 1.9 Other Financial Assets 61.9 82.6 (25.1) Prepayments 1.8 3.3 (45.5) Inventories 6.5 6.3 3.2 Total Current Assets 184.8 169.2 9.2 Non-Current Assets Receivables ––na Other Financial Assets 2.6 2.2 18.2 Property, Plant and Equipment (a) 5,521.5 4,721.4 16.9 Intangible Assets 5.5 5.9 (6.8) Total Non-Current Assets 5,529.6 4,729.5 16.9 Total Assets 5,714.4 4,898.7 16.7

Current Liabilities Payables 45.0 25.8 74.4 Interest Bearing Liabilities 1.9 2.0 (5.0) Provisions 30.3 30.8 (1.6) Other (b) 47.7 3.8 1,155.3 Total Current Liabilities 124.9 62.4 100.2 Non-Current Liabilities Interest Bearing Liabilities 2.1 1.8 16.7 Provisions 6.4 5.0 28.0 Other (b) – 21.0 (100.0) Total Non-Current Liabilities 8.5 27.8 (69.4) Total Liabilities 133.4 90.2 47.9 Net Assets 5,581.0 4,808.5 16.1

Equity Contributed Capital 1,605.9 1,617.5 (0.7) Reserves (a) 3,886.4 3,067.3 26.7 Accumulated Surplus 88.7 123.7 (28.3) Total Equity 5,581.0 4,808.5 16.1

(a) Asset revaluations were undertaken during the period (refer note (a) under Operating Statement) in accordance with Financial Reporting Direction 103C Non-Current Physical Assets. (b) Represents the value of property and cash transferred to the Department from the University of Melbourne (University) in consideration for the construction of the Melbourne Theatre Company Complex, which is scheduled to be completed in 2008–09.

P95 Budget portfolio outcomes

Cash Flow Statement for the Year Ended 30 June 2008

2007–08 Actual $m 2007–08 Budget $m Variation %

CONTROLLED

Cash Flows from Operating Activities Receipts from Government 452.3 472.3 (4.2) Receipts from Other Entities 50.4 40.0 26.0 Payments for Supplies, Grants and Employees (402.6) (399.7) 0.7 100.1 112.6 (11.1) Interest Received 4.7 5.8 (19.0) Other Revenue 64.0 32.8 95.1 Capital Asset Charge (0.4) (0.2) 100.0 Borrowing Costs (97.0) (97.0) – Net Cash Inflow from Operating Activities 71.4 54.0 32.2

Cash Flows from Investing Activities Payments for Property, Plant and Equipment (89.7) (96.0) (6.6) (Repayment of) Loans from Other Entities 18.6 3.0 520.0 Net Cash (Outflow) from Investing Activities (71.1) (93.0) (23.5)

Cash Flows from Financing Activities Net Proceeds from Capital Contribution by State Government 35.8 38.9 (8.0) Net Proceeds of Borrowings (1.6) (1.8) (11.1) Net Cash Inflow from Financing Activities 34.2 37.1 (7.8)

Net Increase/(Decrease) in Cash Held 34.5 (1.9) (1,915.8)

Cash at the Beginning of the Financial Year 16.6 16.6 –

Cash at the End of the Financial Year 51.1 14.7 247.6

Administered Items Statement for the Year Ended 30 June 2008

2007–08 Actual $m 2007–08 Budget $m Variation %

Administered Revenue Other Revenue 3.1 1.2 158.3 Total Administered Revenue 3.1 1.2 158.3

Administered Expenses Payments into the Consolidated Fund 3.3 1.2 175.0 Total Administered Expenses 3.3 1.2 175.0 Revenue less Expenses (0.2) – na

P96 National Competition Policy 06 APPENDICES DEPARTMENT OF PREMIER AND CABINET

In 1995 the Commonwealth, State Regulation reform ■ signifi cantly accelerating the fi ve remaining and Territory Governments agreed to a To improve Australia’s competition, productivity COAG hotspots: development assessment; National Competition Policy (NCP) to foster and international competitiveness and make building regulation; chemicals and plastics competition and economic growth. Its aims doing business here easier, COAG agreed to: regulatory reform; Australian Business are for lower business costs and prices, more Number and business names registration; consumer choice and increased fl exibility ■ national harmonisation of OH&S laws; and Personal Property Securities reform. to take advantage of new technologies and ■ adding standard business reporting; food COAG agreed that reducing the regulatory opportunities. regulation; a national mine safety framework; burden requires both monitoring new regulation electronic conveyancing; upstream Following an NCP review in 2005, the Council and introducing common start dates for petroleum (oil and gas) regulation; maritime of Australian Governments (COAG) agreed to legislation. safety; wine labelling; directors' liabilities; improve pricing and investment signals and and fi nancial service delivery to COAG’s COAG noted that minimising costs required establish competitive markets that encourage regulation work program; and reviewing existing regulation and a robust productive investment in—and the effi cient use gate-keeping and impact assessment of new of—energy, transport and other export-oriented ■ request the Productivity Commission review regulations. infrastructure. Much has been done so far to regulation of crude oil and natural gas address regulatory hotspots and maximise projects spanning more than one jurisdiction Under initiatives agreed to by COAG in critical infrastructure effi ciency. COAG has also and report by April 2009. the National Reform Agenda in April 2007, agreed to: COAG further agreed on early action and jurisdictions will annually review the effi ciency progress to its existing hotspots agenda and of regulation and will work with the Productivity ■ accelerate and broaden regulatory burden new areas of reform in 2008 covering: Commission on its benchmarking study into reduction on business; costs of regulation compliance. ■ accelerate and deliver COAG’s regulatory ■ environmental assessment and approvals hotspots agenda; bilaterals; Competition reform

■ improve further the processes of making ■ payroll tax administration; COAG agreed its existing competition reform

and reviewing regulation, including exploring ■ trade licences; agenda would signifi cantly improve Australia’s a national approach with no net regulatory competition performance, productivity and ■ the Health Workforce Intergovernmental increase, and introducing common start Agreement; international competitiveness. A working group dates for legislation; and will report back to COAG by the end of 2008 ■ national trade measurement; ■ improve signifi cantly Australia’s on new areas of reform. competition, productivity and international ■ rail safety regulation reform;

competitiveness. ■ the consumer policy framework;

■ product safety;

■ trustee companies;

■ mortgage credit and advice;

■ margin lending;

■ non-deposit-taking institutions; and

P97 Implementation of the Victorian Industry Participation Policy

In October 2003, the Victorian Parliament VIPP provides the Victorian Government with There were no agreements entered into by passed the Victorian Industry Participation assurances that a genuine attempt has been the Department in 2007–08 to which the Policy Act 2003, which requires public made to identify and maximise local sourcing VIPP applied. bodies and departments to report on the opportunities wherever they offer a value for No arrangement to which the VIPP applied was implementation of the Victorian Industry money outcome. A focus of the VIPP is on completed during the year 2007–08. Participation Policy (VIPP). improving the ability of regional suppliers to tender for projects that will boost the State’s overall development and the growth of regional economies.

Departments and public bodies are required to apply VIPP in all tenders and grants over $3 million in metropolitan Melbourne and $1 million in regional Victoria.

Consultancies and major contracts

Consultancies over $100,000

Total Approved Fee Expenditure in Future Expenditure 2007–08 $$$

Consultant/Payee Details

The Nous Group Pty Ltd Understanding the Potential for Reducing 181,818 181,818 0 Victoria’s Greenhouse Gas Emissions Deloitte Touche Tohmatsu Climate Change Policy Audit Tool 448,195 179,091 269,104

Consultancies under $100,000 Disclosure of major contracts Fifteen consultancies, in respect of which the The Department has disclosed, in accordance total expenditure incurred during the year was with the requirements of Victorian Government less than $100,000, were engaged at a total policy and accompanying guidelines, all contracts cost for the year of $429,215. greater than $10 million in value which it entered into during the year ended 30 June 2008. Details Total approved fees and expenditure in of contracts that have been disclosed can be 2007–08 excludes GST. viewed at www.contracts.vic.gov.au.

P98 Non-current physical assets 06 APPENDICES DEPARTMENT OF PREMIER AND CABINET

The following information reports on the extent Offi ce of the Governor of the Department’s compliance with the The Offi ce of the Governor continued with building and maintenance provisions of the ongoing maintenance of the buildings at Building Act 1993. Government House to comply with the Government’s Asset Management Strategy. Premier and Cabinet Projects completed which were greater than The Department of Premier and Cabinet leases $50,000 during the year were as follows: all occupied premises and consequently is not affected by the guidelines relating to the Expenditure in 2007–2008 Building Act 1993. ■ Hospitality Services $128,000

■ Security Infrastructure $69,000

Arts Victoria Condition assessment of the properties

Asset Category Relative Condition Comment Level

Asset

■ Circus OZ 3 -2 (-2) ■ Minor maintenance items only

■ Federation Bells – Birrarung Marr 4 -1 (0)■ Minor maintenance items only

■ Geelong Performing Arts Centre 3 -1(-1)■ Minor maintenance items only

■ Heide Museum of Modern Art 3 1 (1)■ Café refurbishment commenced

■ Malthouse Theatre 3 -1 (-1) ■ Minor maintenance items only

■ Meat Market 3 0 (0)■ Minor maintenance items only

■ Melbourne Recital Centre 2 na■ Currently under construction

■ Museum Victoria – Melbourne Museum 2 0 (0)■ Minor maintenance items only

■ Museum Victoria – Scienceworks Museum 3 -1 (-1) ■ Minor maintenance items only

■ Museum Victoria – Immigration Museum 3 0 (0)■ Minor maintenance items only

■ Museum Victoria – Royal Exhibition Building 1 -1 (-1) ■ Minor maintenance items only

■ Museum Victoria – Spotswood Temporary Storage Facility 5 0 -2)■ Temporary store complete

■ National Gallery of Victoria (International) 2 +1 (+1) ■ Minor maintenance items only

■ Ngargee Centre for Contemporary Art 3 0 (0)■ Minor maintenance items only

■ Public Record Offi ce Victoria 3 -1 (0)■ Rectifi cation work commenced

■ St Martins Youth Arts Centre 3 -2 (-2) ■ Minor maintenance items only

■ Sidney Myer Music Bowl 3 +1 (+1)■ Minor maintenance items only

■ State Library of Victoria 2 1 (0)■ Minor maintenance items only

■ State Library – Ballarat Storage Facility 5 1 (1)■ Minor maintenance items only

■ The Arts Centre –Theatres Building 2 -2 (-2) ■ Critical maintenance items only

■ The Arts Centre – Hamer Hall 2 -2 (-2) ■ Critical maintenance items only

(2006–07 shown in brackets)

■ Asset Category: refl ects the strategic importance of the asset.

■ Relative Condition Level: is a weighted refl ection of the condition of all the elements – zero being the required condition with a positive or negative variance.

P99 Non-current physical assets

Works more than $50,000 completed or in progress

TEC Expenditure in 2007–08 $’000 $’000

Public Record Office Victoria

■ Asset Management 7,585 1,012

State Library of Victoria

■ State Library Redevelopment 91,400 393

■ City of Literature – State Library of Victoria Refurbishment for Centre for Books, Writing and Ideas 8,000 547

ACMI

■ Federation Square Strategic works 8,857 3,262

Arts Victoria

■ Heide Museum of Modern Art – Café refurbishment 970 776

■ Melbourne Recital Centre & Melbourne Theatre Company 128,007 60,899

■ Arts & Cultural Facilities Maintenance 25,202 3,797

P100 Environmental reporting 06 APPENDICES DEPARTMENT OF PREMIER AND CABINET

Environmental Reporting This environment report has been prepared in accordance with Financial Reporting Directions issued by the Minister for Finance.

Indicator 1 Indicator 2 Indicator 3 Indicator 4 Indicator 5 Indicator 6 Energy [total energy usage [GHG emissions [percentage of [units of [units of energy [annual cost of (megajoules)] associated with green power energy per FTE per unit of green power energy use purchased (%)] (megajoules)] office space purchased ($)] (Tonnes of CO2)] ( megajoules per metre2)]

YEAR

2007–08 3,524,984 1,282 15% 8,232 384 (a) $5,300 (b)

2006–07 3,797,000 1,468 15% 9,018 349 $6,280

Data Management

■ Includes all staff located at 1 Treasury Place and 2 Kavanagh Street

■ (a) Departmental fl oor space has decreased in 2007–08

■ (b) Unit cost of green power has decreased

Actions Undertaken

■ Sensors installed in all common areas including kitchens, toilets, foyers.

■ Department of Premier and Cabinet was a participant in the 2008 Earth Hour.

■ All computers automatically set to switch off after 30 minutes of inactivity and continued to foster a culture of turning off computers at the end of each day.

Procurement

■ Agreement templates within DPC now include an Environmental non-impact obligation as part of the performance standards imposed on contractors. It is as follows: The Contractor will deliver the Project Services in an environmentally friendly manner, including but not limited to: using recycled and biodegradable products and conserving energy.

■ Print Management Services Contract: Standardisation of all departmental business cards printed on 100% recycled stock.

Indicator 1 Indicator 2 Indicator 3 Paper [total units of A4 equivalent copy [units of A4 equivalent copy paper [Percentage of recycled content copy paper used (reams)] used per FTE (reams/FTE)] paper purchased (%)]

YEAR

2007–08 9,880 23 100%

2006–07 10,463 23 N/A

Actions Undertaken

■ Keeping staff informed of paper usage so as to raise profi le of and to minimise usage.

■ Switching all printers and photo copiers to automatic double-sided printing.

■ Removing of briefi ng letterheads for internal briefs.

P101 Environmental reporting

Greenhouse Indicator 1 Indicator 2 Indicator 3 Indicator 4 Indicator 5 Indicator 6 [total GHG [total GHG [total GHG [total GHG [GHG emissions [any other GHG Emissions emissions emissions emissions emissions offsets emissions associated with associated associated with associated with purchased associated with energy use with vehicle air travel (Tonnes waste disposal (Tonnes of CO2 e)] entity activities (Tonnes CO2 e)] fleet (Tonnes of of CO2 e)] (Tonnes of (Tonnes of CO2 e)] CO2 e)] CO2 e)]

YEAR

2007–08 1,282 12.7 (a) 287.68912 2.66 The Department N/A of Sustainability and Environment is responsible for contracting the supply of offsets for the Government’s vehicle fl eet. Offsetting is done in arrears and is based on actual fuel usage data

2006–07 1,468 11 N/A N/A The Department N/A of Sustainability and Environment is responsible for contracting the supply of offsets for the Government’s vehicle fl eet. Offsetting is done in arrears and is based on actual fuel usage data

Data Management

(a) Total distance travelled by the Department has increased.

P102 Environmental reporting 06 APPENDICES DEPARTMENT OF PREMIER AND CABINET

Transportation Indicator 1 Indicator 2 Indicator 3 Indicator 4 Indicator 5 Indicator 6 Indicator 7 [total energy [total travel [GHG [total distance [employees [travel [fuel consumption associated emissions travelled by regularly associated consumption by operational with entity associated aeroplane (>75% of time) with per FTE vehicles operations with (kilometres)] using public departmental (gigajoules)] (gigajoules)] (kilometres)] operational transport, operations vehicle cycling and per FTE (Tonnes of walking to (kilometres)] CO2 e)] and from work (%)]

YEAR

2007–08 174.6 56,059 12.7 (a) 1,926,912 79% 130.9 (a) .40 (a)

2006–07 137 44,992 11 N/A 67% 107 .32

Data Management

(a) Total distance travelled by the Department has increased.

Actions Undertaken

■ Passenger vehicles travelling in excess of 30,000 kilometres per year were either 4-cylinder or dedicated LPG vehicles.

■ The Department of Sustainability and Environment is responsible for contracting the supply of offsets for the Government’s vehicle fl eet. Offsetting is done in arrears and is based on actual fuel usage data.

■ Bicycle Maintenance Workshop held for Treasury Reserve Bicycle users. Increased number of bike racks installed on Treasury Reserve.

Waste Production Indicator 1 Indicator 2 Indicator 3 Indicator 4 Indicator 5 [total units of waste [units of office [recycling rate (%)] [GHG emissions [total units of waste disposed of (kgs)] waste disposed of associated with recycled (kgs)] per FTE (kgs/FTE)] waste disposal (Tonnes CO2 e)]

YEAR

2007–08 32,332 75.5 93 2.66 29,930

2006–07 49,257 117 N/A N/A 46,933

Actions Undertaken

■ Created note pads from old letterhead for use within the offi ce.

■ Departmental purchasing group continued to facilitate the reuse of offi ce stationery within Department of Premier and Cabinet.

■ Biodegradable rubbish bags used in all rubbish bins.

P103 Environmental reporting

Indicator 1 Indicator 2 Indicator 3 Water [total units of metered water consumed by [units of metered water consumed in [units of metered water consumed in Consumption water source (kilolitres) offices per FTE (kilolitres/FTE)] offices per unit of office area (kilolitres per m2)]

An approximate drop of 22% in water usage was recorded on Treasury Reserve.

Department of Premier and Cabinet’s water consumption at 1 Treasury Place will be reported as part of the total water consumption for the Treasury Reserve by the Department of Treasury and Finance (DTF) as owner of the buildings. The water reticulation system for the Heritage Buildings on Treasury Reserve is complex with some of the buildings dating back to the late 1800s. There are several authority meters on the Treasury Reserve that contribute to a ring main distribution to all buildings. Billing consumption data cannot be accurately attributed to individual buildings or departments. Previous attempts to sub-meter the buildings have proven to be inaccurate. DTF has installed smart meters on all buildings and major end users on the Treasury Reserve to enable accurate annual reporting and ongoing management of water consumption in the future. Reporting through the smart meters will commence 2008–09.

Actions Undertaken

■ Turned off all water fountains.

■ Gardens maintained in accordance with Stage 3A water restrictions.

■ Installed smart meters on all buildings and major end users on the Treasury Reserve to enable accurate annual reporting and ongoing management of water consumption in the future.

Conversion Factors

Energy Paper Transport Waste Water GHG

1 kWh electricity = 1 ream = 500 sheets Inclusions: Units of waste = Water consumption 1.31 tonnes/MWh 3.6 megajoules of A4 white and dedicated landfi ll, recycling, data includes base electricity 63.6kg/GJ coloured offi ce paper passenger vehicles compost and building central natural gas 1 gigajoule = 1000 for department use security waste services and megajoules 1 ream A3 = 2 reams A4 cars hired from the stream. tenancy. State Government Vehicle Pool. Exclusions: Salary- packaged vehicles.

P104 Workforce indicators and data 06 APPENDICES DEPARTMENT OF PREMIER AND CABINET

Table 1. Employee overview

Ongoing Employees Fixed Term & Casual

Number Full time Part time FTE FTE (headcount) (headcount) (headcount)

June 2008 327 280 47 311.65 49.36

Table 2. Employees gender, age and classifi cation

Ongoing Fixed Term & Casual June 2008

Number FTE FTE (headcount)

Gender

Male 119 116.54 14.20

Female 208 195.11 35.16

Age

Under 25 14 13.40 7.70

25–34 144 139.27 20.60

35–44 86 80.15 11.39

45–54 53 51.08 6.86

55–64 29 27.35 2.81

Over 64 1 .40 0.00

Classification

Driver 19 19.00 0.00

Legal Offi cer 7 7.00 0.00

Other 0 0.00 1.62

STS 3 3.00 1.00

VPS Executives 30 28.70 0.00

VPS Grade 1 1 1.00 1.10

VPS Grade 2 30 26.00 7.80

VPS Grade 3 58 55.84 12.00

VPS Grade 4 66 64.35 12.60

VPS Grade 5 59 55.36 7.24

VPS Grade 6 54 51.40 6.00

P105 Workforce indicators and data

Table 3. Executive Employees (reported by headcount)

Classification Male Female Total

Secretary & EO-1 – 1 1

EO-2 9413

EO-3 7916

Table 4. Portfolio staff (reported by FTE)

Portfolio Ongoing Fixed Term & Casual Total

Offi ce of the Chief Parliamentary 31.8 31.80 Counsel

Offi ce of the Governor 26.54 .23 26.77

Public Record Offi ce Victoria 71.37 71.37

P106 Occupational health and safety 06 APPENDICES DEPARTMENT OF PREMIER AND CABINET

The Department, including its agencies and Review of Department of Premier and Cabinet statutory authorities, continues its commitment OHS Policies to occupational health and safety and In late 2007 an internal audit of DPC’s supportive staff health and wellbeing. Several OH&S policies, procedures and practices key initiatives took place during 2007–08: revealed that DPC is meeting its essential OH&S legislative obligations. The report ■ WorkSafe Week focused on stress also recommended areas for continued management and employee health and improvement in various aspects of the wellbeing; the launch of a new online stress Department’s OH&S policies. All of these management module accompanied the recommendations have been adopted and WorkSafe week events; DPC’s OH&S policies have been reviewed ■ 59 ergonomic assessments were conducted in accordance with both changes in OH&S (DPC core and agencies); legislation and the recommendations which ensued from the review. The following table ■ 275 staff received fl u vaccinations (DPC core and agencies); demonstrates DPC’s response and actions resulting from the review. ■ refresher training for Defi brillators and First Aid were organised for DPC fi rst aid offi cers; and

■ 87 DPC core and agency staff completed online OH&S Training in 2007–08.

OH&S reporting data for 2007–08 includes:

■ 33 injuries (DPC core and agencies); and

■ 8 WorkCover claims submitted (DPC core and agencies) (2 time lost claims, 0 exceeded 13 weeks).

Audit Recommendation DPC Management Response

Development of a formal OHS program for managing work-related stress An online stress management e-learning module was launched during OH&S week in October 2007. It provides information and tools to help staff recognise and manage stress. A kit was designed to assist managers to discuss work/life balance and provide additional support to staff.

Increased focus on a formal OH&S Strategy – Health and Wellbeing As part of the revamped OH&S policy suite, DPC has developed a formal Health and Wellbeing Program. The program offers state-of-the-art and relevant advice and information to employees on important aspects of general health, nutrition and exercise. Consisting of an interactive online tool, various group activities and seminars the program aims to support the spiritual, physical, intellectual and social wellbeing of DPC employees.

Formal OH&S Training for all DPC Health and Safety Representatives (HSRs) DPC has readily made available and coordinated all OH&S training opportunities for HSRs, including completing OHS Incident/Accident reports and conducting investigations. Periodic refresher courses for First Aid Offi cers and Fire Wardens are also organised for HSRs. HSRs also complete an online OH&S training module as part of their role.

P107 Diversity reporting

DPC values the contribution of all its employees The establishment of a Multicultural Arts Policy and is proud of its culture of excellence in Advisory Committee is a key recommendation people management. It values cultural diversity, of the report, Future Actions on Arts in a promotes equal opportunity and eliminates Multicultural Victoria, completed in late 2006 discrimination and harassment. Our specifi c The role of the Multicultural Arts Policy Advisory activities addressing culturally and linguistically Committee is to advise the Minister for the Arts diverse communities, women, young people and the Director of Arts Victoria on: and Indigenous Victorians are included within the annual whole-of-government reporting ■ developing and improving the knowledge, framework of the Department of Planning understanding, appreciation and practice and Community Development. In 2007 DPC’s of the arts in Victoria; and increasing the Diversity Policy was reviewed and relaunched availability and accessibility of the arts to the with an internal marketing campaign to raise public of Victoria with a specifi c focus on awareness and to announce the nominated cultural diversity issues; Diversity Offi cers. ■ ensuring that an awareness of diversity Arts Victoria and all state-owned cultural is increasingly refl ected by Arts Victoria institutions are developing culturally sensitive and major arts and cultural agencies and service delivery plans and report against whole- companies as an integral part of planning of-government diversity reporting. and service delivery; and

The Minister for the Arts appointed the ■ supporting and facilitating the whole-of- Multicultural Arts Policy Advisory Committee government approach to cultural diversity. in 2007–08.

Disability Action Plan

Meeting the needs of citizens with a disability Arts Victoria is committed to ensure that The Cultural Development Network has been is elemental – a basic requirement to ensure people with disabilities are involved in its commissioned by the Offi ce for Disability (DPCD) that our recruitment, employment and support consultative processes and to maximising in partnership with Arts Victoria (DPC) and processes are designed to promote equal the opportunities for people with disabilities Disability Services Division (DHS) to undertake employment opportunities and reasonable to be involved in the arts industry – as Board a research project examining ways that the adjustments for people with a disability. members of organisations, as employees, participation of people with a disability in the arts participants or audience members. as artists and as audience members can be The DPC Disability Action Plan (DAP) was increased. The project commenced in May 2008 The Arts Victoria Disability Action Plan (DAP) launched in February 2006. Our objective to and will be completed by December 2008. demonstrates Arts Victoria’s role as an industry contribute to a positive, whole-of-government leader in the role of disability awareness in strategy for creating more accessible and the arts. As such, Arts Victoria encourages its inclusive public services for Victorians clients, agencies, and funded organisations remains absolute. Achieving tangible changes to develop Disability Awareness Training in attitude and practices which avoid Programs and Disability Action Plans. discrimination against persons with a disability is important focus area for the implementation Arts Victoria has established a Disability Action of a new DAP for 2009. Plan working Group and is currently revising the Disability Action Plan. Arts Victoria Disability Action Plan (DAP) refl ects Arts Victoria’s commitment to ensuring that its As part of the development of the plan, Arts policies, programs and services are accessible Victoria staff received training in 2007–08 from and responsive to the needs of people with Arts Access Victoria and also conducted a disabilities. Physical Access Audit of the offi ces at 2 Kavanagh St, Southbank.

P108 Acts of Parliament 06 APPENDICES DEPARTMENT OF PREMIER AND CABINET

Acts of Parliament administered by the Premier Public Administration Act 2004 Legislative changes

Administrative Arrangements Act 1983 Public Safety Preservation Act 1958 In 2007–08, legislative changes were made and proposed as follows: Agent-General and Commissioners for Victoria Public Sector (Union Fees) Act 1992 Act 2007, ss4 to 8 and s13, which is jointly ■ Legislation Reform (Repeals No. 1) Act and severally administered with the Minister Statute Law Revision Acts 2008, repealing spent and redundant for Industry and Trade. The Act is otherwise legislation from the Statute Book; and Subordinate Legislation Act 1994 administered by the Minister for Industry and ■ Legislation Reform (Repeals No. 2) Act Trade. Superannuation (Public Sector) Act 1992, 2008, repealing spent and redundant Part 2—the Act is otherwise administered by Audit Act 1994, except Parts 3, 4 and 5, which legislation from the Statute Book. the Minister for Finance, WorkCover and the are administered by the Minister for Finance, Transport Accident Commission Regulations made and amended WorkCover and the Transport Accident In 2007–08, the following regulations were Commission Terrorism (Community Protection) Act 2003, made: Part 6—the Act is otherwise administered Australia Acts (Request) Act 1985 by the Attorney-General and the Minister for ■ Parliamentary Allowances Amendment Commonwealth Arrangements Act 1958 Police and Emergency Services Regulations 2008; and

Constitution Act 1975, except Part III, which Vital State Industries (Works and Services) ■ Public Administration (Review of Action) is administered by the Attorney-General, and Act 1992 (Amendment) Regulations 2008. s88 insofar as it relates to the appointment of Vital State Projects Act 1976, except ss5 to Senior Counsel, Crown Counsel and Crown 16, which are administered by the Attorney- Counsel (Advisings), which is the responsibility General of the Attorney-General Wrongs (Public Contracts) Act 1981 Electoral Act 2002, Division 1 of Part 5—the Act is otherwise administered by the Attorney- Acts of Parliament administered by the General Minister for the Arts Essential Services Act 1958 Arts Victoria Act 1972

Longford Royal Commission (Report) Act 1999 Film Act 2001, except Part 2, which is administered by the Minister for Innovation, Members of Parliament (Register of Interests) and Parts 1, 4, 5 and 6, which are jointly Act 1978 administered with the Minister for Innovation Ombudsman Act 1973 Geelong Performing Arts Centre Trust Act 1980 Parliamentary Administration Act 2005 Libraries Act 1988, except Part 4, which Parliamentary Committees Act 2003 is administered by the Minister for Local Government, and s53 insofar as it relates to Parliamentary Precincts Act 2001 Part 4

Parliamentary Salaries and Superannuation Act Museums Act 1983 1968, except Part 3, which is administered by the Minister for Finance, WorkCover and the National Gallery of Victoria Act 1966 Transport Accident Commission Public Records Act 1973 Project Development and Construction Victorian Arts Centre Act 1979 Management Act 1994, Parts 1, 2, and 3, and Part 6 except for s46, which is administered by the Minister for Planning and the Minister for Major Projects

P109 Freedom of information

Compliance with the Freedom of Information Requests for access to DPC documents Charges under the Act Act 1982 Access is defi ned in section 5 of the Act and The application fee for an FOI request is The Department of Premier and Cabinet may be obtained under section 17 through $22.70. (DPC) is an ‘agency’ for the purposes of the a written request to the DPC FOI Unit. The Freedom of Information Act 1982 (the Act) and application fee may be waived in cases of Access fees under section 22 of the Act are: is therefore subject to this Act. proven fi nancial hardship. ■ photocopy: $0.20 per A4 page;

This report sets out particular DPC functions Applications must be specifi c to enable quick ■ search: $20 per hour or part thereof; and organisation. Additional information can be and effi cient document location and an offi cer ■ supervision: $5 per 15 minutes or part found at dpc.vic.gov.au. For information from can help to determine relevant document thereof, where a document is inspected by the Act and its various regulations go to request categories. an applicant; and foi.vic.gov.au. An applicant may request photocopies of ■ deposits: a $25 deposit may be required if Freedom of Information services documents and/or inspect specifi c documents charge is less than $100, or 50 per cent of by arrangement, or other appropriate methods. any charge over $100. In 2007–08, requests for documents to DPC were mostly related to Cabinet documents, Section 21 of the Act requires reasonable steps Some charges may be waived in certain policy matters and current political issues, to be taken to notify an applicant of a decision circumstances: for example, where the programs or proposals. There were a small concerning document(s) release within 45 days applicant is impecunious and the request number of requests for personal documents. of receipt of the request. concerns access to a document relating to their personal affairs. The Freedom of Information Unit (FOI Unit) Please note certain documents are destroyed received 85 requests for DPC documents or transferred to the Public Record Offi ce in Contacts – 22 for the Offi ce of the Premier and one for accordance with the Public Records Act 1973. Principal Offi cer: Helen Silver (Secretary) the Offi ce of the Chief Parliamentary Counsel. Senior FOI Offi cer: Wei-Lynn Lum An additional request was transferred to What information is released? FOI Offi cer: Andreas Mansour another department because of its subject DPC can refuse to release all or parts of a matter. document if it contains information exempted FOI Unit 1 Treasury Place Fourteen decisions were reviewed internally by the Act. In the case of refusal, DPC will clearly outline all rights of appeal. Melbourne Victoria 3002 under section 51 of the Act with nine upheld. Telephone: (03) 9651 2933 In March the Victorian Civil and Administrative The Act outlines general exemptions that Facsimile: (03) 9651 5199 Tribunal (VCAT) upheld one appeal to VCAT include information relating to the personal from last year. Five further appeals to VCAT affairs of third parties; information provided in were made. One was withdrawn, and the confi dence; information that might endanger others are currently ongoing. lives or individuals’ safety; Cabinet documents; commercial-in-confi dence information; and How to make a request internal working documents, the release of Under the Act, DPC is required to maintain an which would not be in the public interest. extensive fi ling system. Members of the public can apply for access to documents held by Decisions are made under the Act by the DPC, including: Secretary of the Department, or in line with arrangements made by the Secretary under

■ briefi ng documents; sections 26 and 51 of the Act.

■ internal working papers;

■ correspondence from Ministers and Members, government departments and agencies, and members of the public and the private sector;

■ accounts and personnel and salary records; and

■ organisation and accommodation records.

P110 Privacy 06 APPENDICES DEPARTMENT OF PREMIER AND CABINET

Compliance with the Information The Information Privacy Act 2000 (IP Act) During 2008–09, no matters regarding DPC Privacy Act 2000 aims to increase public confi dence in the IPPs practices under the IP Act were referred Government’s ability to protect and manage to the Privacy Commissioner, and no matters DPC is meeting its responsibilities in personal information while also promoting the regarding HPPs compliance under the HR Act implementing the Government’s privacy free and appropriate exchange of information were referred to the Health Commissioner. policies and, together with its service providers, in Victoria. The IP Act came into effect on 1 is committed to maintaining the privacy of September 2001 and contains 10 information personal information and health records. privacy principles (IPPs) that have been DPC’s Information and Health Records Privacy enforceable since 1 September 2002. Policies are available from: The Health Records Act 2001 (HR Act), which The Privacy Offi cer came into force on 1 July 2002, aims to Department of Premier and Cabinet protect the privacy of health information and Level 3, 1 Treasury Place establishes standards in the form of 11 health Melbourne Victoria 3002 privacy principles (HPPs). These principles Telephone: (03) 9651 2933 regulate the collection, handling and disposal Facsimile: (03) 9651 5199 of health information in the public and private sectors, including health service providers and other organisations that handle health information.

Whistleblowers Protection Act 2001

Compliance with the Whistleblowers Protection e) The Department has referred no REPORTING STRUCTURE FOR THE Act 2001 disclosures to the Ombudsman to DEPARTMENT OF PREMIER AND CABINET This section of the report contains information investigate during the year. Procedures for handling disclosures under that is required to be published annually under section 68 of the Act f) The Ombudsman has not taken over section 104 of the Whistleblowers Protection any investigation of disclosures from the Act 2001 (the Act): Department during the year. Secretary a) The current procedures established by g) The Department has made no request Ms Helen Silver the Department of Premier and Cabinet under section 74 of the Act to the (DPC) under Part 6 of the Act can be Ombudsman to investigate disclosures found below. during the year. b) The Department has received no h) The Department has not declined to Protected Disclosure Coordinator disclosures during the year. investigate a disclosure during the year. and Offi cer c) The Department has referred no i) There have been no disclosures that were Ms Wei-Lynn Lum disclosures during the year to the substantiated on investigation. There has Ms Christine Tran Ombudsman to determine whether they been no requirement to take action on are public interest disclosures. completion of an investigation. d) The Ombudsman has referred no j) The Ombudsman has made no disclosures to the Department during recommendation under the Act that the year. relates to the Department.

P111 Whistleblowers Protection Act 2001

1. Statement of support to whistleblowers EXAMPLES: 4.3 Detrimental action DPC is committed to the aims and To avoid closure of a town’s only It is an offence under the Act for a objectives of the Act. It does not tolerate industry, an environmental health person to take detrimental action against improper conduct by its employees, officer ignores or conceals evidence of a person in reprisal for a protected offi cers or members, or reprisals against illegal dumping of waste. disclosure. Detrimental action includes: those who come forward to disclose such An agricultural officer delays or conduct. ■ action causing injury, loss or damage; declines imposing quarantine to allow ■ intimidation or harassment; and 2. Purpose of these procedures a financially distressed farmer to sell diseased stock. ■ discrimination, disadvantage or These procedures are established to adverse treatment in relation to report disclosures of improper conduct A building inspector tolerates poor a person’s employment, career, or detrimental action by DPC and its practices and structural defects in the profession, trade or business, employees. The system enables such work of a leading local builder. including taking disciplinary action. disclosures to be made to the protected 4.2 Corrupt conduct disclosure coordinator (PDC) or to one EXAMPLES: Corrupt conduct means: of the nominated protected disclosure A public body refuses a deserved offi cers (PDOs). Disclosures may be made promotion of a whistleblower. ■ the conduct of any person that by employees or members of the public. adversely affects the honest A public body demotes, transfers, The Australia Day Committee readily performance of a public offi cer or isolates in the workplace or changes adopts these procedures which are public body; designed to complement communication the duties of a whistleblower.

between supervisors and employees. ■ the dishonest or inappropriately partial A person threatens, abuses or carries performance of a public offi cer; out other forms of harassment directly 3. Objectives of the Act or indirectly against the whistleblower, ■ the conduct of a public offi cer, former The Act commenced operation on public offi cer or public body that their family or associates. 1 January 2002. Its purpose is to amounts to a breach of public trust; A public body discriminates against encourage and assist the making of the whistleblower or their family and ■ the conduct by a public offi cer, disclosures of improper conduct by former public offi cer or public body associates in subsequent applications public offi cers and bodies. The Act that amounts to the misuse of offi cial for jobs, permits or tenders. provides protection to whistleblowers information or material; and in accordance with the Act, and establishes a system for disclosures to be ■ a conspiracy or attempt to engage in investigated and rectifying action taken. the above conduct. EXAMPLES: 4. Defi nitions of key terms A public officer takes a bribe or Three key concepts in the reporting receives a payment other than their system are improper conduct, corrupt wages or salary in exchange for the conduct, and detrimental action. discharge of a public duty.

4.1 Improper conduct A public officer favours unmeritorious applications for jobs or permits by A disclosure may be made about friends and relatives. improper conduct by a public body or offi cial. Improper conduct means A public officer sells confidential conduct that is corrupt, substantial information. mismanagement of public resources, or conduct involving substantial risk to public health or safety or to the environment. The conduct must be serious enough to constitute, if proved, a criminal offence or reasonable grounds for dismissal.

P112 Whistleblowers Protection Act 2001 06 APPENDICES DEPARTMENT OF PREMIER AND CABINET

5. The reporting system DPC Protected Disclosure Offi cer All correspondence, telephone calls (Arts Victoria, organisational unit of DPC): and emails from internal or external 5.1 Contact persons at DPC Ms Isolde Forstmanis, whistleblowers will be referred to the PDC. Level 6, 2 Kavanagh Street, Disclosures of improper conduct Where a person contemplates making Southbank 3006, or detrimental action by DPC or its a disclosure and is concerned about Telephone: (03) 9954 5072 employees may be made to the following approaching the PDC or a PDO in the offi cers: The following table is a register of the workplace, they can call the relevant DPC Protected Disclosure Offi cer: Public Bodies and Public Offi cers for offi cer and request a meeting in a discreet Ms Christine Tran, whom DPC has responsibility. Disclosures location away from the workplace. Level 3, 1 Treasury Place, Melbourne 3000, of improper conduct or detrimental action Telephone: (03) 9651 0372 may be made to the PDOs nominated by the public bodies listed below. DPC Protected Disclosure Coordinator: Disclosures of improper conduct or Ms Wei-Lynn Lum, detrimental action may also be made to Level 3, 1 Treasury Place, Melbourne 3000, the Ombudsman. Telephone: (03) 9651 2237

PUBLIC BODY ADDRESS PROTECTED DISCLOSURE OFFICER TELEPHONE

Australia Day Committee Level 3, 1 Treasury Place, Ms Christine Tran, Legal Branch (03) 9651 0372 Melbourne 3002

Australian Centre for the Moving Image 196 Flinders Street, Ms Janet Riley, HR Manager or (03) 8663 2269 Melbourne 3000 Ms Gael McIndoe, Public Programs Manager (03) 8663 2425

Geelong Performing Arts Centre Trust 50 Little Malop Street, Mr Simon Guthrie (03) 5221 6266 (PO Box 991) Geelong 3220

Library Board of Victoria 328 Swanston Street, Ms Kate Molloy, Director, Corporate Services and (03) 8664 7511 Melbourne 3000 Planning

Museums Board of Victoria 11 Nicholson Street, Carlton 3053 Mr Paul Leary, Manager, Human Resources (03) 8341 7746 (GPO Box 666E Melbourne 3001)

Council of Trustees of the 180 St Kilda Road, Melbourne 3000 Ms Leigh Mackay (03) 8620 2392 National Gallery of Victoria (PO Box 7259 Melbourne 8004)

Victorian Arts Centre Trust 100 St Kilda Road, Melbourne 3004 Mr Tony Chamberlain (03) 9281 8359 (PO Box 7585 Melbourne 8004)

Victorian Council of the Arts Level 6, 2 Kavanagh Street, Southbank 3006 Ms Isolde Forstmanis (03) 9954 5072 (Private Bag 1 South Melbourne 3205)

Offi ce of the Governor Government House, Melbourne 3004 Ms Louise Kinder, Executive Offi cer (03) 9655 4230

PUBLIC OFFICERS ADDRESS PUBLIC DISCLOSURE OFFICER TELEPHONE

Offi ce of the Chief Parliamentary Counsel Level 2, 1 Macarthur Street, Mr Terry Evans, Manager, Business Administration (03) 9651 2192 Melbourne 3002

Secretary of the Department of Premier and Cabinet Level 3, 1 Treasury Place, Ms Christine Tran, Legal Branch (03) 9651 0372 Melbourne 3002

Offi cial Secretary, Offi ce of the Governor Government House, Ms Louise Kinder, Executive Offi cer (03) 9655 4230 Melbourne 3004

P113 Whistleblowers Protection Act 2001

5.2 Alternative contact persons A disclosure about improper conduct or detrimental action by DPC or its employees may also be made directly to:

The Ombudsman Victoria, Level 3, South Tower, 459 Collins Street, Melbourne 3000 (DX 210174)

Telephone: (03) 9613 6222 Website: www.ombudsman.vic.gov.au Email: [email protected] Toll Free: 1800 806 314

The following table sets out where disclosures about persons other than employees of DPC should be made.

PERSON WHO IS THE SUBJECT OF THE DISCLOSURE PERSON/BODY TO WHOM THE DISCLOSURE MUST BE MADE

Employee of a public body That public body or the Ombudsman

Member of Parliament (Legislative Assembly) Speaker of the Legislative Assembly

Member of Parliament (Legislative Council) President of the Legislative Council

Councillor The Ombudsman

Chief Commissioner of Police The Ombudsman or Director, Police Integrity

Member of the police force The Ombudsman; Director, Police Integrity; or Chief Commissioner of Police

6. Roles and responsibilities 6.2 Protected disclosure offi cers ■ assess impartially the allegation and PDOs will: determine whether it is a protected 6.1 Employees disclosure in accordance with Part 2

Employees are encouraged to report ■ be a contact point for general advice of the Act; known or suspected incidents of about the operation of the Act for ■ ensure the confi dentiality of the improper conduct or detrimental action in potential whistleblowers; identity of the whistleblower and accordance with these procedures. ■ make arrangements for a disclosure the identity of the person who is the All employees of DPC should support to be made privately and discreetly subject of the disclosure; and those who have made a legitimate and, if necessary, away from the ■ forward all disclosures and supporting disclosure. They must refrain from any workplace; evidence to the PDC. activity perceived to be victimisation or ■ receive any disclosure made verbally harassment of a whistleblower. They or in writing from internal and external should also protect and maintain the whistleblowers; confi dentiality of that whistleblower. ■ commit to writing any disclosure made verbally;

P114 Whistleblowers Protection Act 2001 06 APPENDICES DEPARTMENT OF PREMIER AND CABINET

6.3 Protected disclosure coordinator 6.5 Welfare manager The Act also prohibits the identifi cation of the person who is the subject of the The PDC has a central clearinghouse role The welfare manager is responsible for disclosure, in an annual report. in the internal reporting system and will: looking after the general welfare of the whistleblower and will: DPC will ensure all paper and electronic ■ receive all disclosures forwarded from fi les are secure and can only be accessed the PDOs; ■ examine the immediate welfare and by the PDC, PDO, investigator or welfare protection needs of a whistleblower ■ receive all telephone calls, emails and manager where appropriate. All printed letters from members of the public and seek to foster a supportive work material will be kept in fi les clearly relating or employees seeking to make a environment; to the Whistleblower Protection Act, and warn of the criminal penalties that apply disclosure; ■ advise the whistleblower of the legislative and administrative to any unauthorised divulging of protected ■ assess impartially each disclosure protections available; disclosure information. All electronic fi les to determine if it is a public interest will be produced and stored in a separate disclosure; ■ respond to any of the whistleblower’s secure designated directory and be concerns of harassment, intimidation ■ refer all public interest disclosures to given password protection, accessible the Ombudsman; or victimisation; and only by the PDC. All materials relevant

■ ensure the expectations of the to an investigation, such as tapes from ■ be responsible for carrying out, or interviews, will be stored securely with the appointing an investigator to carry out, whistleblower are realistic. whistleblower fi les. an investigation referred to the public 7. Confi dentiality body by the Ombudsman; DPC will not email documents relevant DPC will take all reasonable steps to to a whistleblower matter and will ensure ■ be responsible for overseeing and protect the identity of the whistleblower. all telephone calls and meetings are coordinating an investigation where an Maintaining confi dentiality is crucial in conducted in private. investigator has been appointed; ensuring against reprisals.

■ appoint a welfare manager to support The Act requires any person who receives 8. Collating and publishing statistics the whistleblower and to protect them information due to the handling or The PDC will establish a secure register from reprisals; investigation of a protected disclosure to record the information required to ■ advise the whistleblower of the not to disclose that information except in be published in the annual report, progress of an investigation; certain limited circumstances. Disclosure and to keep account of the status of of information in breach of section 22 ■ establish and manage a confi dential whistleblower disclosures. The register constitutes an offence punishable by a fi ling system; will maintain the confi dentiality of the maximum fi ne of 60 penalty units or six whistleblower and their identity. ■ collate and publish statistics on months imprisonment or both. disclosures; The register will contain: The circumstances in which a person ■ ensure the confi dentiality of the may disclose information obtained about ■ the number and types of disclosures identity of the whistleblower and a protected disclosure include: made to public bodies during the the person who is the subject of the year; disclosure; and ■ where exercising the functions of the public body under the Act; ■ the number of disclosures referred to ■ liaise with the chief executive offi cer of the Ombudsman to determine if they the public body. ■ when making a report or are public interest disclosures; recommendation under the Act; 6.4 Investigator ■ the number and types of disclosures ■ when publishing statistics in the The investigator will be responsible for referred to the public body by the annual report of a public body; and carrying out an internal investigation into Ombudsman for investigation; ■ in criminal proceedings for certain a disclosure where the Ombudsman has ■ the number and types of disclosures referred a matter to the public body. An offences in the Act. referred by the public body to the investigator may be a person from within However, the Act prohibits the Ombudsman for investigation; an organisation or a consultant engaged inclusion of particulars in any report or for that purpose. recommendation that are likely to lead to the identifi cation of the whistleblower.

P115 Whistleblowers Protection Act 2001

■ the number and types of 9.1.2 Does the disclosure contain the essential ■ has engaged, is engaging or proposes investigations taken over from the elements of a protected disclosure? to engage in improper conduct in their public body by the Ombudsman; A protected disclosure must satisfy the capacity as a public offi cer; or

■ the number of requests made by a following criteria: ■ has taken, is taking or proposes to whistleblower to the Ombudsman take detrimental action in reprisal for to take over an investigation by the ■ Did an individual person rather than a the protected disclosure. corporation, make the disclosure? public body; Where the PDC concludes that the ■ Does the disclosure relate to conduct ■ the number and types of disclosures disclosure amounts to a public interest that the public body has declined to of a public body or public offi cer disclosure, investigate; acting in their offi cial capacity? they will:

■ Is the alleged conduct improper ■ the number and types of disclosures conduct or detrimental action taken ■ notify the person who made the substantiated on investigation and disclosure; and action taken on completion of the against a whistleblower in reprisal? ■ refer the disclosure to the investigation; and ■ Does the whistleblower have reasonable grounds for believing the Ombudsman to formally determine ■ any recommendations made by the alleged conduct has occurred? whether it is a public interest Ombudsman that relate to the public disclosure. body. Where a disclosure is assessed as a protected disclosure, it is referred to the Where the PDC concludes that the 9. Receiving and assessing disclosures PDC who will determine whether it is a disclosure is not a public interest public interest disclosure. disclosure, they will: 9.1 Has the disclosure been made in

accordance with Part 2 of the Act? Where a disclosure is deemed a non- ■ notify the person who made the The PDO or PDC will assess whether a protected disclosure, the matter need disclosure; and not be dealt with under the Act. In disclosure has been made in accordance ■ advise the person that they may with Part 2 of the Act and is therefore a consultation with the PDC, the PDO will request the public body to refer the protected disclosure. decide how to respond to the matter. disclosure to the Ombudsman to formally determine whether it is a 9.1.1 Has the disclosure been made to the 9.2 Is the disclosure a public interest public interest disclosure, and that this appropriate person? disclosure? request must be made within 28 days For DPC to respond to a disclosure, it Where the PDO or PDC has received of the notifi cation. must concern a DPC employee, member a disclosure deemed to be a protected The PDC will make the notifi cation or offi cer. If the disclosure concerns an disclosure, the PDC will determine and the referral within 14 days of the employee, offi cer or member of another whether it amounts to a public interest conclusion being reached by the public public body, the person who has made disclosure. This assessment will be body. Notifi cation to the whistleblower is the disclosure must be advised of the made within 45 days of the receipt of not necessary where the disclosure has correct person or body to whom the the disclosure. In deciding whether a been made anonymously. disclosure should be directed (see protected disclosure is a public interest above). If the disclosure has been made disclosure, the PDC will consider whether anonymously, it should be referred to the the disclosure shows, or tends to show, Ombudsman. that the public offi cer to whom the disclosure relates:

P116 Whistleblowers Protection Act 2001 06 APPENDICES DEPARTMENT OF PREMIER AND CABINET

10. Investigations ■ the allegations; infl uence the outcome of the report and that person’s defence should be ■ the possible fi ndings or offences; 10.1 Introduction fairly set out in the report. Where the Ombudsman refers a ■ the facts at issue; ■ All relevant parties to a matter protected disclosure to DPC for ■ intended conduct of the inquiry; and should be heard and all submissions investigation, the protected disclosure ■ the resources required. considered. coordinator will appoint an investigator to carry out the investigation. The objectives At the commencement of the ■ A decision should not be made until of an investigation will be to: investigation, the whistleblower all reasonable inquiries have been should be: made.

■ collate information relating to the ■ The investigator or any decision- ■ notifi ed by the investigator that they allegation promptly, which may involve maker should not have a personal taking steps to protect or preserve have been appointed to conduct the investigation; or direct interest in the matter being documents, materials and equipment; investigated. ■ asked to clarify any matters; and ■ consider the information collected ■ All proceedings must be carried out and draw conclusions objectively and ■ asked to provide additional material fairly and without bias. Care should be impartially; they might have. taken to exclude perceived bias.

■ maintain procedural fairness in the The investigator will be sensitive to the ■ The investigator must be impartial whistleblower’s fear of reprisals and aware treatment of witnesses and the in assessing the credibility of the of the statutory protections provided to person who is the subject of the whistleblowers and witnesses. the whistleblower. disclosure; and Where appropriate, conclusions as to

■ make recommendations concerning credibility should be included in the remedial or other appropriate action. 10.4 Natural justice investigation report. The principles of natural justice will be 10.2 Terms of reference followed in all investigations of a public 10.5 Conduct of the investigation Before commencing an investigation, interest disclosure. The principles of The investigator will make the PDC will draw up terms of reference natural justice concern procedural contemporaneous notes of all discussions and obtain authorisation for those terms fairness and ensure a fair decision is and phone calls, and all interviews with by the Secretary of the Department. The reached by an objective decision-maker. witnesses will be taped. All information terms of reference will set a date for the Maintaining procedural fairness protects gathered in an investigation will be stored conclusion of the investigation report and the rights of individuals and enhances securely. Interviews will be conducted in will describe the resources available to the public confi dence in the process. private and the investigator will take all investigator to complete the investigation reasonable steps to protect the identity DPC will ensure procedural fairness as by deadline. The PDC may approve, of the whistleblower. Where disclosure of follows: if reasonable, an extension of time the identity of the whistleblower cannot requested by the investigator. The terms be avoided due to the nature of the ■ The person who is the subject of of reference will require the investigator to the disclosure is entitled to know the allegations, the investigator will warn the make regular reports to the PDC who, in allegations made against them and whistleblower and their welfare manager turn, will keep the Ombudsman informed must be given the right to respond. of this probability. of progress. This does not mean the person must It is at the discretion of the investigator be advised of the allegation as soon to allow witnesses to have legal or other 10.3 Investigation plan as the disclosure is received or the representation or support during an The investigator will prepare an investigation has commenced. interview. investigation plan for approval by the ■ If the investigator contemplates PDC. The plan will describe the avenue making a report adverse to the of inquiry and list the issues to be interests of any person, that person substantiated: should be given the opportunity to put forward further material that may

P117 Whistleblowers Protection Act 2001

10.6 Referral of an investigation to the Where the investigator fi nds that the Where the investigation concludes that Ombudsman conduct disclosed by the whistleblower the disclosed conduct did not occur, has occurred, their recommendations will the PDC will report these fi ndings to the The PDC will make a decision regarding include: Ombudsman and the whistleblower. the referral of an investigation to the Ombudsman where, on the advice of the ■ steps that need to be taken by 12. Managing the welfare of the investigator: DPC to prevent the conduct from whistleblower continuing or recurring; and ■ the investigation is being obstructed 12.1 Commitment to protecting ■ action that should be taken by DPC to by, for example, the non-cooperation whistleblowers of key witnesses; or remedy any harm or loss arising from the conduct—this action may include DPC is committed to protecting genuine ■ the investigation has revealed conduct bringing disciplinary proceedings whistleblowers against detrimental that may constitute a criminal offence. against the person responsible for action in reprisal for making protected disclosures. The PDC is responsible for 10.7 Reporting requirements the conduct and referring the matter to an appropriate authority for further ensuring whistleblowers are protected The PDC will ensure the whistleblower consideration. from direct and indirect detrimental is kept regularly informed about the action, and that the culture of the The report will be accompanied by: handling of a protected disclosure and an workplace supports protected disclosures investigation. being made. ■ the transcript or other record of The PDC will report to the Ombudsman verbal evidence taken, including tape The PDC will appoint a welfare manager about the progress of an investigation. recordings; and to all whistleblowers who make a Where the Ombudsman or the ■ all documents, statements or other protected disclosure. The welfare whistleblower requests information about exhibits received by the offi cer and manager will: the progress of an investigation, that accepted as evidence during the ■ examine the immediate welfare and information will be provided within course of the investigation. protection needs of a whistleblower 28 days of the date of the request. Where the investigator’s report is to who has made a disclosure, and include an adverse comment against where the whistleblower is an 11. Action taken after an investigation any person, that person will be given the employee, encourage a supportive opportunity to respond and their defence 11.1 Investigator’s fi nal report work environment; will be fairly included in the report. At the conclusion of the investigation, ■ advise the whistleblower of the the investigator will submit to the PDC a The report will not disclose particulars legislative and administrative written report of their fi ndings. The report likely to lead to the identifi cation of the protections available; will contain: whistleblower. ■ respond to any concerns of harassment, intimidation or ■ the allegation/s; 11.2 Action to be taken victimisation in reprisal for making If the PDC is satisfi ed the investigation ■ an account of all relevant information disclosure; received, and if the investigator has has found that the disclosed conduct has rejected evidence as being unreliable, occurred, they will recommend to the ■ keep a contemporaneous record of all the reasons for this rejection; Secretary action that must be taken to aspects of the case management of prevent the conduct from continuing or the whistleblower including all contact ■ the conclusions reached and basis for recurring. The PDC may also recommend and follow-up action; and them; and that action be taken to remedy any harm ■ ensure the expectations of the ■ recommendations arising from the or loss arising from the conduct. whistleblower are realistic. conclusions. The PDC will provide a written report to the Premier or the Minister for the Arts, the Ombudsman and the whistleblower, setting out the fi ndings of the investigation and any remedial steps taken.

P118 Whistleblowers Protection Act 2001 06 APPENDICES DEPARTMENT OF PREMIER AND CABINET

All employees will be advised that it is The taking of detrimental action in reprisal In all cases where disciplinary or other an offence to take detrimental action in for making a disclosure can be an action is being contemplated, the reprisal for a protected disclosure. The offence under the Act as well as grounds Secretary of the Department must maximum penalty is a fi ne of 240 penalty for making a further disclosure. Where be satisfi ed that it has been clearly units or two years imprisonment or both. such detrimental action is reported, the demonstrated that: The taking of detrimental action in breach PDC will assess the report as a new of this provision can also be grounds for disclosure under the Act. Where the PDC ■ the intention to proceed with making a disclosure under the Act and is satisfi ed that the disclosure is a public disciplinary action is not causally can result in an investigation. interest disclosure, it will be referred to connected to making the disclosure, the Ombudsman. If the Ombudsman as opposed to the content of Detrimental action includes: determines the matter to be a public the disclosure or other available information; ■ causing injury, loss or damage; interest disclosure, the Ombudsman may

investigate the matter or refer it to another ■ there are suffi cient grounds that ■ intimidation or harassment; and body for investigation as outlined in the would fully justify action against ■ discrimination, disadvantage or Act. any non-whistleblower in the same adverse treatment in relation to circumstances; and a person’s employment, career, 12.4 Whistleblowers implicated in improper profession, trade or business conduct ■ there are suffi cient grounds that justify exercising any discretion to institute (including the taking of disciplinary Where a whistleblower is implicated disciplinary or other action. action). in misconduct, DPC will handle the disclosure and protect the whistleblower The PDC will thoroughly document the 12.2 Keeping the whistleblower informed from reprisals in accordance with the process including recording the reasons The PDC will ensure the whistleblower is Act, the Ombudsman’s guidelines and for disciplinary or other action, and the kept informed of action taken in relation these procedures. DPC acknowledges reasons the action is not in retribution to their disclosure, and timeframes. The that the act of whistleblowing should not for the making of the disclosure. The whistleblower will be informed of the shield whistleblowers from the reasonable PDC will advise the whistleblower of objectives and fi ndings of an investigation, consequences fl owing from any the proposed action and any mitigating and the steps taken by DPC to address involvement in improper conduct. Section factors. any improper conduct. The whistleblower 17 of the Act specifi cally provides that a will be given reasons for decisions person’s liability for their own conduct is 13. Management of the person against made by DPC in relation to a protected not affected by the person’s disclosure whom a disclosure has been made disclosure. All communication with the of that conduct under the Act. However, DPC recognises that employees against whistleblower will be in plain English. an admission may be a mitigating factor whom disclosures are made must also when considering disciplinary or other be supported during the handling and 12.3 Occurrence of detrimental action action. The Secretary of the Department investigation of disclosures. DPC will If a whistleblower reports an incident of will make the fi nal decision on the advice take all reasonable steps to ensure the harassment, discrimination or adverse of the PDC as to whether disciplinary confi dentiality of the person who is the treatment that would amount to or other action will be taken against a subject of the disclosure during the detrimental action taken in reprisal, the whistleblower. Where disciplinary or assessment and investigation process. welfare manager will: other action relates to conduct that is the Where investigations do not substantiate subject of the whistleblower’s disclosure, disclosures, the fact that the investigation ■ record details of the incident; the disciplinary or other action will be has been carried out, the results of the investigation, and the identity of ■ advise the whistleblower of their rights taken only after the disclosed matter has under the Act; and been appropriately dealt with. the person who is the subject of the disclosure, will remain confi dential. ■ advise the PDC or chief executive offi cer of the detrimental action.

P119 Whistleblowers Protection Act 2001

The PDC will ensure the person who is 14. Criminal offences 15. Review the subject of any disclosure investigated DPC will ensure offi cers appointed to These procedures will be reviewed annually to by or on behalf of a public body: handle protected disclosures and all other ensure they meet the objectives of the Act and

■ is informed about the allegations; employees are aware of the following accord with the Ombudsman’s guidelines. offences created by the Act: ■ is given the opportunity to answer the allegations before a fi nal decision is ■ It is an offence for a person to made; take detrimental action against a

■ is informed about any adverse person in reprisal for a protected comment that may be included in any disclosure being made. The Act report arising from the investigation; provides a maximum penalty of a and fi ne of 240 penalty units or two years imprisonment or both. ■ has their defence set out fairly in any

report. ■ It is an offence for a person to Where the allegations in a disclosure have divulge information obtained as a been investigated, and the person who result of the handling or investigation is the subject of the disclosure is aware of a protected disclosure without of the allegations or the investigation, the legislative authority. The Act provides PDC will formally advise that person of a maximum penalty of 60 penalty the outcome of the investigation. units or six months imprisonment or both. DPC will give its full support to a person who is the subject of a disclosure where ■ It is an offence for a person to the allegations in a disclosure are clearly obstruct the Ombudsman in wrong or unsubstantiated. If the matter performing their responsibilities under has been publicly disclosed, the Secretary the Act. The Act provides a maximum of DPC will consider any request by that penalty of 240 penalty units or two person to issue a statement confi rming years imprisonment or both.

that the allegations were wrong or ■ It is an offence for a person to unsubstantiated. knowingly provide false information under the Act with the intention that it be acted on as a disclosed matter. The Act provides a maximum penalty of 240 penalty units or two years imprisonment or both.

P120 Disclosure Index 06 APPENDICES DEPARTMENT OF PREMIER AND CABINET

The Annual Report of the Department of Premier and Cabinet is prepared in accordance with all relevant Victorian legislation. This index has been prepared to facilitate identifi cation of the Department’s compliance with statutory disclosure requirements.

Legislation Requirement Page Reference

Report of Operations

Charter and purpose

FRD 22B* Manner of establishment and the relevant Ministers 2

FRD 22B Objectives, functions, powers and duties 1, 7

FRD 22B Nature and range of services provided 10–50

Management and structure

FRD 22B Organisational structure 3

Financial and other information

FRD 22B Operational and budgetary objectives and performance against objectives 88–93

FRD 22B Employment and conduct principles 8, 108

FRD 22B Occupational health and safety 109

FRD 29 Workforce data disclosures 105–106

FRD 15B Executive offi cer disclosures 106

FRD 22B Summary of the fi nancial results for the year 52–53

FRD 22B Signifi cant changes in fi nancial position during the year 52–53

FRD 22B Major changes or factors affecting performance 52–53

FRD 22B Subsequent events na

FRD 22B Application and operation of Freedom of Information Act 1982 110

FRD 22B Compliance with building and maintenance provisions of Building Act 1993 99–100

FRD 22B Statement on National Competition Policy 97

FRD 22B Application and operation of the Whistleblowers Protection Act 2001 111–120

FRD 25 Victorian Industry Participation Policy disclosures 98

FRD 22B Details of consultancies over $100,000 98

FRD 22B Details of consultancies under $100,000 98

FRD 12A Disclosure of major contracts 98

FRD 24B Reporting of offi ce-based environmental impacts 101–104

FRD 22B Statement of availability of other information 123

FRD 10 Disclosure index 121–122

FRD 8A Budget portfolio outcomes 94–96

P121 Disclosure Index

Legislation Requirement Page Reference Financial Statements Financial statements required under Part 7 of the FMA SD4.2(b) Operating Statement 55 SD4.2(b) Balance Sheet 56 SD4.2(b) Statement of Recognised Income and Expense 57 SD4.2(b) Cash Flow Statement 58 Compliance with Australian accounting standards and other authoritative SD4.2(a) 59, 84–85 pronouncements SD4.2(a) Compliance with Ministerial Directions 59, 84–85 SD4.2(d) Rounding of amounts 63 SD4.2(c) Accountable offi cer’s declaration 84

Other disclosures in notes to the fi nancial statements FRD 13 Disclosure of parliamentary appropriations 67–68 FRD 9A Departmental disclosure of administered assets and liabilities 83 FRD 11 Disclosure of ex-gratia payments na FRD 21A Responsible person and executive offi cer disclosures 78–79

Legislation Freedom of Information Act 1982 110 Building Act 1983 99–100 Whistleblowers Protection Act 2001 111–120 Victorian Industry Participation Policy Act 2003 98 Financial Management Act 1994 59 Audit Act 1994 85

* FRD is a Financial Reporting Direction issued by the Minister for Finance pursuant to s8 of the Financial Management Act 1994. Compliance with FRDs is mandatory. ** SD is a Standing Direction under the Financial Management Act 1994. Compliance with SDs is mandatory.

P122 Other information 06 APPENDICES DEPARTMENT OF PREMIER AND CABINET

In compliance with the requirements of the a) a statement that declarations of pecuniary j) a general statement on industrial relations Ministerial Directions of the Minister for Finance, interest have been duly completed by all within the Department and details of time details in respect of the information items listed relevant offi cers of the Department lost through industrial accidents and below have been retained by the Department disputes, which is not otherwise detailed and are available to the relevant Ministers, b) details of shares held by senior offi cers as in the Report of Operations Members of Parliament and the public (subject nominee or held benefi cially in a statutory to Freedom of information requirements, if authority or subsidiary k) a list of major committees sponsored by the Department, the purposes of each applicable). However, in adopting best practice c) details of publications produced by the disclosure policies and to ensure that the committee and the extent to which the Department about its activities and where purposes have been achieved. Department discharges its accountability they can be obtained obligations, where relevant, details about some of the following items have been disclosed d) details of changes in prices, fees, within this Report of Operations. charges, rates and levies charged by the Department for its services, including services that are administered

e) details of any major external reviews carried out in respect of the operation of the Department

f) details of any other research and development activities undertaken by the Department that are not otherwise covered in this Report of Operations or in a document which contains the fi nancial report and Report of Operations

g) details of overseas visits undertaken including a summary of the objectives and outcomes of each visit

h) details of major promotional, public relations and marketing activities undertaken by the Department to develop community awareness of the services provided by the Department

i) details of assessments and measures undertaken to improve the occupational health and safety of employees, not otherwise detailed in the Report of Operations

P123 Free DPC publications

Department of Premier and Cabinet Museum Victoria Public Record Offi ce Victoria Annual Report of the Department of Premier Annual Report Koorie Records Unit News (email newsletter) and Cabinet 1996–97, 1997–98, Strategic Plan POD Newsletter (email newsletter for PROV 1998–99, 1999–00, 2000–01, 2001–02, Places of Deposit) 2002–03, 2003–04, 2004–05, 2005–06, Corporate Plan 2006–07 PROactive (magazine) Venue visitor guides A Fairer Victoria: The Victorian Government’s PROV guides (Public Record Offi ce Victoria Six Months, Museum Victoria Magazine Social Policy Action Plan Reference Guides to Services and Selected (bi-annual) Records) Growing Victoria Together: A Vision for Victoria Memoirs of Museum Victoria to 2010 and Beyond PROVENANCE: the Journal of Public Record Offi ce Victoria (an online publication) There is a range of online publications available Museum Victoria What’s On brochure (quarterly) for download at: www.dpc.vic.gov.au. Public Record Offi ce Victoria Annual Report Play & Folklore Arts Victoria Public Record Offi ce Victoria Records IMAX What’s On brochure (quarterly) Management Guides and Advice Art-Look: a report on the state of the arts in Victoria IMAX e-blast newsletter Public Record Offi ce Victoria Records Management Standards Arts Grants (online only) Designed to Inspire e-newsletter Record of Achievement: PROV celebrates Arts Portfolio Governance Handbook Scienceworks Explorer Club newsletter Thirty Years (CD) Creative Capacity +, Arts for All Victorians Museum Victoria e-news rEsearch (email newsletter for Access Services eNews (monthly e-mail bulletin) MV Members Global email clients) Funding Program Overview 2008–09 Museum Victoria Members email bulletin State Library of Victoria Theatre Alive e-newsletter (fortnightly) Volunteer Program email bulletin State Library of Victoria Collection and Resources Development Policy (online only) MV Teachers e-newsletter State Library of Victoria Annual Report Australian Centre for the Moving Image Education brochures ACMI e-news State Library of Victoria News (published three Discovery Program brochure (adult and times per year) ACMI what’s on (bi-monthly) children’s versions) Various subject bibliographies and information Annual Report Education kits sheets Geelong Performing Arts Centre Information sheets—created and distributed via Museum Discovery Centres The Arts Centre What’s On (monthly calendar of events) Victorian Arts Centre Annual Report What’s On (fortnightly email newsletter) Bi-monthly Diary of Events—What’s On Annual Theatre Season brochure Cultural Collections Kit GPAC Trust Annual Report Monthly Enews

Suite of Education brochures (Engaging Arts, Performances, VRap9, Workshops, SoundHouse)

In the Wings (a quarterly donor newsletter)

P124 Glossary of terms 06 APPENDICES DEPARTMENT OF PREMIER AND CABINET

ACMI Australian Centre for the PAEC Public Accounts and Estimates Moving Image Committee

CAF Council for the Australian Federation PSE Protocol and Special Events

COAG Council of Australian Governments PSP Policy and Strategy Projects Branch

CS Cabinet Secretariat RAI Resources and Infrastructure Branch

DEECD Department of Education and SCB Strategic Communications Branch Early Childhood Development SC&MC State Coordination & Management DHS Department of Human Services Council

DIIRD Department of Innovation, Industry SEU Security and Emergencies Unit and Regional Development SPB Social Policy Branch DOI Department of Infrastructure VPS Victorian Public Service DOJ Department of Justice

DPC Department of Premier and Cabinet

DPCD Department of Planning and Community Development

DPI Department of Primary Industries

DSE Department of Sustainability and Environment

EMS Environmental Management System

EPB Economic Policy Branch

FOI Freedom of Information

GPAC Geelong Performing Arts Centre

GST Goods and Services Tax

GVT Growing Victoria Together

NGV National Gallery of Victoria

NRB National Reform Branch

OCPC Offi ce of the Chief Parliamentary Counsel

OEM Offi ce of the Environmental Monitor

OH&S Occupational Health and Safety

P125 DPC websites

Department of Premier and Cabinet Ombudsman Victoria Victorian Government Gazette www.dpc.vic.gov.au www.ombudsman.vic.gov.au www.gazette.vic.gov.au

Arts Victoria Public Record Offi ce Victoria Theatre Alive www.arts.vic.gov.au www.prov.vic.gov.au http://www.theatrealive.com.au/Grads@ VicGov Australia Day Committee (Victoria) State Library of Victoria http://www.graduates.vic.gov.au/ www.australiaday.vic.gov.au www.slv.vic.gov.au Careers Australian Centre for the Moving Image State Services Authority http://www.careers.vic.gov.au/ www.acmi.net.au www.ssa.vic.gov.au Vic Online Geelong Performing Arts Centre Trust The Arts Centre http://www.vic.gov.au/ www.gpac.org.au www.theartscentre.net.au 2008 Annual Statement of Government Melbourne Recital Centre The Governor of Victoria Intentions (Your Say) www.melbournerecital.org.au www.governor.vic.gov.au http://www.yoursay.dpc.vic.gov.au/ Museum Victoria The Premier of Victoria www.museum.vic.gov.au www.premier.vic.gov.au

National Gallery of Victoria Victorian Legislation and Parliamentary www.ngv.vic.gov.au Documents www.legislation.vic.gov.au Offi ce of Chief Parliamentary Counsel www.ocpc.vic.gov.au

Contacts

DEPARTMENT OF PREMIER AND CABINET

1 Treasury Place, Policy and Cabinet Group Government and Corporate Group Arts Victoria East Melbourne 3002 Level 6, 2 Kavanagh Street, (DX 210753) Deputy Secretary Deputy Secretary Greg Wilson Philip Reed Southbank 3006 (GPO Box 4912, Melbourne 3001) (DX 212559) Telephone: 9651 1399 Telephone: 9651 1252 Telephone: 9651 5111 (Private Bag 1, South Melbourne 3205) Facsimile: 9651 5115 Facsimile: 9651 5115 Facsimile: 9651 5115 Telephone: 9954 5000, Email: [email protected] Email: [email protected] Website: www.dpc.vic.gov.au Telephone: TTY 9682 4864, Email: [email protected] Executive Director, Policy and Cabinet Telephone: 1800 134 894 (Free Call) Facsimile: 9686 6186 Secretary of the Department Michael Kane National Reform and Offi ce Website: www.arts.vic.gov.au Helen Silver Telephone: 9651 5644 of Climate Change Email: [email protected] Telephone: 9651 5072 Facsimile: 9651 5115 Deputy Secretary Facsimile: 9651 5115 Email: [email protected] Chris Eccles Director Penny Hutchinson Executive Director, Policy and Cabinet Telephone: 9651 0375 Telephone: 9954 5010 Adam Fennessy Facsimile: 9651 5115 Facsimile: 9645 8910 Telephone: 9651 5757 Email: [email protected] Facsimile: 9651 5115 Email: [email protected]

P126 Contacts 06 APPENDICES DEPARTMENT OF PREMIER AND CABINET

PORTFOLIO AGENCIES

Offi ce of the Governor Ombudsman Victoria Offi ce of the Chief Parliamentary State Services Authority Government House, Level 9, 459 Collins Street, Counsel Victoria 3 Treasury Place, Melbourne 3004 Melbourne 3000 Level 2, 1 Macarthur Street, East Melbourne 3002 Telephone: 9655 4211 Telephone: 9613 6222 East Melbourne 3002 (DX 210753) Facsimile: 9650 9050 Facsimile: 9614 0246 (DX 210753) Telephone: 9651 1321 Website: www.governor.vic.gov.au Email: [email protected] Telephone: 9651 2103 Website: www.ssa.vic.gov.au Facsimile: 9651 2107 Offi cial Secretary Ombusdman Website: www.ocpc.vic.gov.au Chairman Charles Curwen CVO OBE George Brouwer Bruce C Hartnett Chief Parliamentary Counsel Telephone: 9651 0821 Gemma Varley Facsimile: 9651 1883 Telephone: 9651 2109 Email: [email protected] Facsimile: 9651 2107 Email: [email protected] Chief Executive Offi cer Karen Cleave Telephone: 9651 5090 Facsimile: 9651 1883 Email: [email protected]

ARTS AGENCIES

Australian Centre for the Museum Victoria Geelong Performing Arts Centre The Arts Centre Moving Image General Administration: 50 Little Malop Street, Geelong 3220 100 St Kilda Road, Melbourne 3004 Federation Square, Ground Floor, Melbourne Museum, (PO Box 991) (PO Box 7585, Melbourne 8004) Flinders Street, Melbourne 11 Nicholson Street, Carlton 3053 Telephone: 5225 1213 Telephone: 9281 8000 (PO Box 14, Flinders Lane, (GPO Box 666, Melbourne 3001) Facsimile: 5225 1229 Facsimile: 9281 8282 Melbourne 8009) Phone: 8341 7777 Website: www.gpac.org.au Website: www.theartscentre.net.au Telephone: 8663 2200 General Enquiries: Email: [email protected] Facsimile: 8663 2211 Telephone: 131 102 Chief Executive Tim Jacobs Website: www.acmi.net.au Facsimile: 8341 7778 General Manager Sally Beck Email: [email protected] Website: www.museum.vic.gov.au Telephone: 9281 8300 Telephone: 5225 1213 Facsimile: 9281 8302 Director Chief Executive Offi cer Facsimile: 5225 1229 Email: [email protected] Tony Sweeney J. Patrick Greene Email: [email protected] Telehone: 8663 2266 Telephone: 8341 7101 Facsimile: 8663 2244 Email: [email protected] Email: [email protected]

National Gallery of Victoria Public Record Offi ce Victoria (PROV) State Library of Victoria National Gallery of Victoria Victorian Archives Centre 328 Swanston Street, Melbourne 3000 Administration Centre Reading Room and Repository (DX 210485) (PO Box 7259, Melbourne 8004) 99 Shiel Street, North Melbourne 3051 Telephone: 8664 7000 Telephone: 8620 2222 Postal Address: PO Box 2100, Facsimile: 9639 4737 Facsimile: 8620 2555 North Melbourne 3051 Website: www.slv.vic.gov.au Website: www.ngv.vic.gov.au (DX 210727) Email: [email protected] Telephone: 9348 5600 CEO/State Librarian Anne-Marie Schwirtlich Telephone: 1800 657 452 (Free Call) Director Facsimile: 9348 5656 Telephone: 8664 7504 Gerard Vaughan Website: www.prov.vic.gov.au Telephone: 8620 2276 Facsimile: 8620 2520 Director and Keeper of Public Records Email: [email protected] Justine Heazlewood Telephone: 9348 5602 Facsimile: 9348 5656 Email: [email protected] Public Records Advisory Council Peter Harmsworth (President) P127 STATE HALL CEILING, GOVERNMENT HOUSE MELBOURNE Contents

1 Overview 36 02 Public Sector Management, 1 About us Governance and Support 1 Our mission 37 Offi ce of the Governor Annual Report 2007–08 Production Details 2 Our Ministers 39 Offi ce of the Chief Parliamentary The Annual Report and accompanying Counsel fi nancial statements present a summary of Development 3 Our structure 40 State Services Authority the Department of Premier and Cabinet’s Organisational Development Branch, 4 Secretary’s commentary performance over the 2007–08 fi nancial period. Department of Premier and Cabinet 41 Offi ce of the Ombudsman 1 Treasury Place, Melbourne, Victoria 3002 6 Executive Leadership Team The report covers the work of the core 8 Our people Department as well as including the annual 42 03 Arts and Cultural Development reports for the Offi ce of the Governor and the Editorial services 43 Arts and Cultural Development Offi ce of the Chief Parliamentary Counsel. Andrew Pegler Media 9 01 Strategic Policy Advice The report provides information about the and Projects Department’s key achievements and future Design and production 10 Cabinet Secretariat 49 04 Corporate Activities challenges against its output structure as set Strategic Communications Branch, 54 05 Financial Statements out in the State Budget papers. 11 Economic Policy Branch Department of Premier and Cabinet 86 06 Appendices While the report highlights the work of other 14 Governance and Community portfolio agencies, such as the Offi ce of the Printed by Ondemand, 152 Sturt Street, 17 Implementation Unit Ombudsman and the State Services Authority, Southbank, Victoria, 3006. 18 Legal Branch full information on the activities of these Photographs agencies can be obtained from their individual 19 National Reform Branch 2007–08 annual reports. DPC staff photographs by Bernie Phelan 23 Offi ce of Climate Change Photography. John Brumby by R.B. The views expressed by staff in this report Photography. Lynne Kosky by Mark Farrelly 26 Offi ce of the Victorian Government are solely those of the individuals and do not Photography. Front cover and inside front Architect necessarily refl ect the views of the Victorian cover image reproduced with the permission 27 Policy and Strategy Projects Branch Government. of the Victorian Parliamentary Library. 30 Resources and Infrastructure Branch Additional information about the Department of Additional photography supplied by Visions Premier and Cabinet can be viewed at of Victoria, Department of Human Services, 31 Social Policy Branch www.dpc.vic.gov.au. Department of Sustainability and Environment 35 Strategic Communications Branch and Offi ce of the Governor, Government House Melbourne. Additional images as credited.

This report is printed on Impress Silk by Dalton, environmentally responsible paper sourced from managed sustainable forests.

Authorised by the Victorian Government.

ISSN: 1833–0878

If you would like to receive this publication please telephone 9651 5094, TTY 9651 5814 or email [email protected]. This document is also available in an accessible format on the website at www.dpc.vic.gov.au. ANNUAL REPORT DEPARTMENT OF PREMIER AND CABINET 07 08

www.dpc.vic.gov.au