Annual Report Annual Report 20 09 – 10

Department of the Premier and Cabinet

Department of the Premier and Cabinet Annual Report 2009–2010 www.premiers.qld.gov.au DPC2016 Tomorrow’s Queensland: strong, green, smart, healthy and fair Letter of Compliance

13 September 2010

The Honourable Anna Bligh MP Premier and Minister for the Arts Level 15, Executive Building 100 George Street Brisbane Qld 4000

Dear Premier I am pleased to present the Annual Report 2009–2010 for the Department of the Premier and Cabinet. I certify that this Annual Report complies with: the prescribed requirements of the Financial Accountability Act 2009 and the Financial and Performance Management Standard 2009 the detailed requirements set out in the Annual Report Requirements for Queensland Government Agencies. A checklist outlining the annual reporting requirements is included in this report.

Yours sincerely

Ken Smith Director‑General Department of the Premier and Cabinet

Department of the Premier and Cabinet Annual Report 2009–2010 1 Communication objective

This Annual Report provides information about the Department of the Premier and Cabinet’s (DPC) financial and non‑financial performance for 2009–10. It has been prepared in accordance with the Financial Accountability Act 2009. The report records the significant achievements against the strategies and outputs detailed in the department’s 2009–2013 Strategic Plan and the 2009–10 Service Delivery Statement. This report has been prepared for the Premier to submit to Parliament. It has also been prepared to meet the needs of stakeholders including the Commonwealth and local governments, industry and business associations, community groups and staff. The Queensland Government is committed to providing accessible services to Queenslanders from all culturally and linguistically diverse backgrounds. If you have difficulty in understanding this report, you can contact us on (07) 3224 6125 and we will arrange an interpreter to effectively communicate the report to you. Readers are invited to comment on this report either by using the enclosed survey or through the department’s website at www.premiers.qld.gov.au

Department of the Premier and Cabinet Annual Report 2009–2010. © The State of Queensland (Department of the Premier and Cabinet) 2010. Published by the Queensland Government, September 2010, 100 George Street, Brisbane Qld 4000. The Queensland Government supports and encourages the dissemination and exchange of information. However, copyright protects this document. The State of Queensland has no objection to this material being reproduced, made available online or electronically but only if it is recognised as the owner of the copyright and this material remains unaltered. Copyright enquiries about this publication should be directed to the Department of the Premier and Cabinet by email to [email protected] or in writing to PO Box 15185, City East Qld 4002. Copies of this publication can be obtained by contacting (07) 3224 5570 or at www.premiers.qld.gov.au/publications.aspx ISSN 1447–4409

The Queensland Government, Department of the Premier and Cabinet has used Australian made, 100 per cent recycled Tudor carbon neutral paper for the text pages of this annual report. This has helped reduce Australia’s greenhouse gas emissions by 164 kilograms of CO2-e.

Front cover images: 2009 Cairns Indigenous Art Fair. Photo: David Campbell Photography, 2010 Queensland Greats Awards, 2010 Queensland Week Citizenship Ceremony

2 Department of the Premier and Cabinet Annual Report 2009–2010 Table of contents

1 Letter of Compliance 2 Communication objective 3 Table of contents 4 Achievements and priorities snapshot 5 Our performance 6 Director-General’s report 8 About the department – vision, role, values 9 Organisational structure 10 Strategic Plan 2009–10 performance indicators 12 Financial summary 14 Community engagement 21 Our achievements 22 Government and Executive Services 27 Policy Advice, Coordination and Cabinet Support 35 Arts and Culture 43 Our corporate governance 44 Executive Management Team 46 EMT sub-committees 50 DPC capacity 52 Corporate support functions 52 Risk management 52 Record keeping 52 Internal audit 53 External scrutiny 53 Business systems 53 Complaints management 54 ClimartSmart 57 Our people 58 Staff profile and activity 67 Statutory reports 68 Right to Information and Privacy 68 Publication scheme 68 Disclosure log 68 List of legislation 69 Statutory bodies 69 Shared Services initiative 69 Costs of boards and committees 70 Consultancies 71 Overseas travel 73 Premiers Report on Treaties 78 Readers’ survey 80 Compliance checklist 83 Financial statements 132 Independent auditor’s report 135 Glossary of terms

Department of the Premier and Cabinet Annual Report 2009–2010 3 Achievements and priorities snapshot

Key achievements 2009–10 Facilitated the Premier’s Disaster Key priorities 2010–11 Relief Appeal Fund for flooding Delivered the first annualToward in South West Queensland and Provide effective support Q2: Tomorrow’s Queensland Cyclone Ului victims. for Parliament, Cabinet and progress report and launched the government decision‑making Q2 Partners program. Implemented People’s Question processes. Time to give Queenslanders Supported progress of a broad another opportunity to submit Report progress towards the range of new Council of Australian questions and concerns to Q2 targets on the Q2 website. Governments (COAG) reform government. Deliver regular People’s Question agendas including health and Delivered a number of arts and Time, providing opportunities hospital reform, early childhood, for Queenlanders to engage with natural disaster resilience, cultural initiatives including The Edge at the State Library of the Premier, Ministers and panel nation building and jobs creation guests on topical issues. and business regulation and Queensland; Cairns Indigenous Art competition. Fair and the Queensland Arts and Progress the One Government Cultural Sector Plan 2010–13. initiative, which aims to improve Organised the Queensland Growth awareness of and access to Management Summit. Delivered Queensland’s 150th Celebrations reflecting on the government services. Conducted an extensive review state’s past and celebrating Lead the development of the of integrity and accountability Queensland’s future. second stage of reforms for in Queensland resulting in the the government’s integrity new legislation – the Integrity and accountability agenda Act 2009. in Queensland. Managed the policy development Support COAG’s continuing reform and ongoing implementation of agendas, including health and the Queensland Renewable Energy hospital reform. Plan, which seeks to stimulate up to $3.5 billion in new investment, Invest $1 million in arts and create up to 3500 new jobs and culture infrastructure for regional reduce greenhouse gas emissions communities as part of the by more than 40 million tonnes. $4 million four year program. Organise the government’s involvement in a regional sitting of Parliament, providing a unique opportunity for Queenslanders in a regional area to witness parliamentary proceedings in person.

4 Department of the Premier and Cabinet Annual Report 2009–2010 Our performance

Our performance 5 Director‑General’s report

The Department of the Premier and growth management – the statistics industries such as Liquefied Natural Cabinet’s role is to provide strategic, around current and projected Gas (LNG) and Solar. high quality information, analysis and population growth for Queensland To guarantee that Queensland advice to the Premier and Cabinet. was the stimulus for conducting the maintains the highest standards As the central agency, we provide Queensland Growth Management of integrity and accountability leadership for the public sector in Summit. The government’s response in government, the department led delivering quality services for all Shaping Tomorrow’s Queensland a process of public consultation Queenslanders and work closely with outlines strategies that will on broad‑ranging integrity matters. all agencies to drive the government’s strengthen our regions, promote The resulting reforms, as set out priorities and initiatives from liveable and affordable communities, in the Response to Integrity and development through to delivery. deliver infrastructure, protect our Accountability in Queensland, build A key focus in 2009–10 has been lifestyle and environment, and on other reforms related to openness developing and creating more connect communities. and accountability in government such opportunities for direct connections education – A Flying Start for as the Right to Information reforms, between government and the Queensland Children Green Paper the administrative establishment community. The introduction of was the basis of community of the Register of Lobbyists and the People’s Question Time was designed consultation that influenced review of boards and committees. to give Queenslanders an opportunity recommendations for change. The Integrity Act 2009, which to ask Ministers questions about social issues – an online survey commenced on 1 January 2010, issues that matter to them. Engaging sought opinions on the issue supports the accountability culture with the community and making of alcohol‑related violence. through a strengthened role for government more accessible is also The solution to this problem the Integrity Commissioner, which the rationale behind the development is complex and will require includes oversight of the first of a One Government approach to a coordinated approach by legislative regulatory regime for the our interface with the community as government with the support lobbying industry in Australia. clients and customers of government of the community. services. These initiatives, together The department supported progress with opportunities presented by As a central agency, we are on a broad range of new COAG reform regular community cabinets, provide committed to working with all levels agendas including health and hospital a diverse range of ways to ensure of government and the community reform, early childhood, natural that Queenslanders are in touch to progress discussions and develop disaster resilience, nation building and with, and able to have a say in, solutions for managing the issues that jobs creation and business regulation their government. matter to Queensland. Key projects and competition. The department’s have been advanced to achieve role in coordinating Queensland’s During the year, we worked to develop Toward Q2 targets and government contribution to COAG ensures we are evidence based policy using research commitments such as job creation and in the best position to have a say and expertise, supported by extensive encouraging investment opportunities in the policy reforms that are of community consultation, on issues in Queensland through emerging national significance. such as:

6 Department of the Premier and Cabinet Annual Report 2009–2010 Celebrations for our 150 year – support of Cabinet processes and In collaboration with our colleagues anniversary of the proclamation of the Premier as First Minister; support in Queensland Treasury, we will Queensland as a separate state from for the Governor and Executive continue to progress the government’s New South Wales were finalised. While Council; support of the Premier’s asset sales program and respond this was an exciting and enjoyable interface with the community through to the Henry review of the nation’s 12 months, it was also an opportunity correspondence, Community Cabinet tax system. In the health arena, for Queenslanders to learn more about and official interactions supported by the National Health and Hospitals our people and places with enduring Protocol; and the corporate services Reform Commission and our own positive effects on our communities. that enable the department to operate health reforms will require particularly Queensland continues to enjoy a efficiently and effectively. focused attention. thriving arts and cultural sector. Responsibility for the Information We will continue our emphasis on During the year, work was completed Privacy Act 2009 and Right the creation of 100,000 jobs as the at The Edge creating a digital culture to Information Act 2009 was economy continues to recover and centre for young people. The inaugural transferred to the Premier through progress further developments in Cairns Indigenous Art Fair supported machinery‑of‑government changes renewable energy and solar power. and celebrated Queensland Aboriginal in November 2009. The department History tells us that we will confront and Torres Strait Islander arts and worked closely with the Office of a number of challenges again in culture with more than 10,000 people the Information Commissioner to 2010–11 and I have no doubt that attending the event. implement the new legislation. we will once again rise to meet these Following extensive consultation Government has been embedding challenges. with the arts and culture sector, its policy agenda around Toward Q2: the Queensland Arts and Cultural Tomorrow’s Queensland. Enhancing Sector Plan 2010–2013 was released the strategic agenda by strengthening providing a vision and strategy for whole‑of‑government performance the development of the sector over and delivery monitoring, including the next four years. The launch of performance monitoring and reporting artbeat: Regional Arts and Culture on Toward Q2 targets, will continue to be a priority. Strategy 2010–2014, the art portfolio’s Ken Smith first regional plan, recognises and While it is critical to continue Director‑General will build on the great work that is managing the executive government Department of the Premier happening in arts and culture across operations, the objectives identified and Cabinet regional Queensland. in the department’s strategic plan for The critical work that underpins all of the next financial year reinforce our this activity and enables us to respond intention to build on our collaborative so effectively is the management of relationships and deliver on our the vital mechanisms of government priorities to improve performance of public services.

Our performance 7 About the department

In 1859, the Colonial Secretary’s The Executive Management Team Vision Department was established to reviewed the performance indicators provide administrative assistance that informed them as to how the Provide strategic, high quality to the Premier (Chief Secretary), department was progressing in information, analysis and advice the Executive and Cabinet. The collaborating with, and providing to our stakeholders that helps to build department’s priorities were to advice and support to, our key a strong, smart, green, healthy and fair manage centrally the administrative stakeholders. Executive Directors Queensland. responsibilities for various government and managers have promoted the matters and provide communication continuous improvement culture Role between the Premier, the Governor by working with staff to agree on Collaborate with public sector and other heads of government. performance measures at the unit agencies, other governments and For 2009–10, now more than 150 level, that record achievement stakeholders to assist the Premier and years later, our vision, role and of objectives and the quality of Cabinet to make informed decisions priorities as outlined in our strategic the outcomes. on issues, trends and developments plan focus on improving services for More information about the that potentially impact on Queensland all Queenslanders through Toward Q2: department’s performance in delivery and its people and support a diverse, Tomorrow’s Queensland. of these services is detailed in the ‘Our dynamic and vibrant cultural life. achievements’ section of this report. The department coordinates, leads Values and champions the achievement The Premier’s portfolio includes: Professionalism of whole‑of‑government priorities, Office of the Queensland We demonstrate exemplary standards together with managing the Parliamentary Counsel administrative responsibilities of professional and personal of government. Office of the Governor performance and integrity. As at 30 June 2010, services were Office of the Information Value adding delivered through the output areas: Commissioner We add value to policy and governance Government and Executive Services Office of the Queensland by promoting whole‑of‑government Integrity Commissioner perspectives on key issues and Policy Advice, Coordination and facilitating new and creative Public Service Commission Cabinet Support problem‑solving approaches. Queensland Audit Office Arts and Culture. Collaborative leadership These services were delivered through Queensland Events We value and respect the knowledge, the five key result areas identified Corporation Pty Ltd expertise, experience and perspectives in the departments 2009–2013 South Bank Corporation of all stakeholders. Strategic Plan. Queensland Museum Continuous improvement The performance indicators are Queensland Art Gallery We recognise that Queensland designed to align with the Output is best served by a strong and performance measures published as Queensland Performing Arts Centre professional public service and by part of the 2009–10 Service Delivery State Library of Queensland robust, transparent and accountable Statement budget paper. decision‑making systems and Queensland Theatre Company The objectives, strategies and processes. Screen Queensland Pty Ltd performance indicators were reviewed in 2009–10 and updated Aboriginal Centre for the to better reflect the performance Performing Arts Pty Ltd improvement culture being driven Major Brisbane Festivals Pty Ltd through the department’s performance management framework. Queensland Music Festival Pty Ltd.

8 Department of the Premier and Cabinet Annual Report 2009–2010 Organisational structure

Department of the Premier and Cabinet

Premier of Queensland and Minister for the Arts

Director‑General Office of the Director‑General

Executive Management Unit Cabinet Services Executive Correspondence Unit Corporate Planning Cabinet Services Parliamentary Liaison Cabinet Legislation and Liaison Internal Audit and Risk Services1

Policy Governance Economic Policy Business Services Environment and Resources Policy Financial Management2 Reef Water Quality Protection Corporate Planning and Reporting Plan Secretariat Facilities Coordination Human Resource Services Intergovernmental Relations State Affairs Law and Justice Policy Constitutional and Administrative Law Criminal Justice Research Services Information Policy and Legislation Executive Services Reform Government Air Wing Ministerial Services Social Policy

Performance and Delivery Office State Services Communication Services Office of the Queensland Market Research Chief Scientist6 Events Coordination Protocol Queensland Queensland 150th Celebrations Priority Projects Office6 Information Services3 Arts Queensland Corporate Information Services Information and Communication Arts Development Technology Office of the Queensland Arts Strategy and Planning Parliamentary Counsel4

Arts Queensland Corporate/ Council for the Australian Corporate Administration Agency Federation Secretariat5

Commonwealth Games Directorate

Special Projects

Notes: 1. Internal Audit and Risk Services report to the Director‑General but is administratively responsible through the Deputy Director‑General, Governance. 2. Financial Management report to the Director‑General but is administratively responsible through the Deputy Director‑General, Governance. 3. Information Services report to the Director‑General on whole‑of‑Government chief information office related matters. 4. The Office of the Queensland Parliamentary Counsel report to the Director‑General for matters governed by theFinancial Accountability Act 2009. 5. The Council for the Australian Federation Secretariat report to all State and Territory First Ministers but is administratively responsible through the Director‑General. 6. Priority Projects Office and the Office of the Queensland Chief Scientist report to the Director‑General but are administratively responsible through the Executive Director, Performance and Delivery Office.

Our performance 9 DPC Strategic Plan 2009–2013

Key Objectives Performance indicators result All satisfaction measures have a target of 90–100% of respondents satisfied area or more than satisfied. Supporting the Premier • The Director-General is satisfied with the quality of advice and support provided by DPC. as the head of executive Regular meetings and briefing sessions with the Premier ensure all issues are addressed. government responsible • Cabinet’s rate of satisfaction with the quality of support provided was 77%.* for constitutional and * administrative support • Cabinet’s overall satisfaction level with accuracy of information provided was 97%. of Parliament. • Stakeholders were satisfied with information provided concerning government decision making as measured by feedback received via the website. In excess of 14,000 page views were recorded across DPC Right to Information (RTI) content. There were only eight items of feedback received that indicated the user did not find the page content useful. • 82% of briefs and policy advice were provided within the agreed dates. Cabinet and Cabinet • This year a survey of community participants saw 92% of respondents satisfied or

Executive Government Executive Committee decision-making more than satisfied with the opportunity to talk with Ministers at Community Cabinet. supported by efficient and The results will inform planning for future activities. effective processes. • The department supported 10 Community Cabinets including one held at Innisfail and Mareeba that received the largest number of deputations to date. Supporting the Premier • The Director-General was more than satisfied with the quality of support provided by maximising opportunities for COAG, Council for the Australian Federation (CAF) and senior officer meetings. for Queensland. • The high quality, timeliness and responsiveness of the advice and support provided to the Director-General during the year has resulted in regular positive feedback from the Premier’s Office. The department has been able to continue to use this feedback

Queensland to successfully tailor briefing advice to better meet the needs of the Premier. Representing Representing

Leading policy development • The government’s ambitions outlined in Toward Q2: Tomorrow’s Queensland are and coordination. supported by the department through collaboration with and advice to departments. Oversight and monitoring of • 100% of stakeholders indicated they are satisfied with or more than satisfied with the level of DPC leadership, the quality of policy advice provided and level of engagement.* Policy Policy policy implementation and delivery arrangements. development

• In 2009–10, level of attendance and participation in Arts Queensland subsidised arts sector events was 4,396,305. • During 2009–10, over 7600 people volunteered in Arts Queensland funded arts and cultural organisations or events. Over 16,000 people volunteered in Regional Arts Development Fund (RADF) projects during 2008–09.** Building a strong arts sector • The Cairns Indigenous Art Fair (CIAF) generated income and a number of employment that enriches the lives of all opportunities including: Queenslanders. −−showcasing the work of over 240 established, mid career and emerging visual and performing artists

Arts and culture Arts −−sales of more than $0.5 million for exhibiting artists with further commissions received for a number of artists −−creating 12 positions and 7 traineeship opportunities to directly support CIAF −−contributing to the local economy by contracting local businesses and contractors to support the event.

10 Department of the Premier and Cabinet Annual Report 2009–2010 Key Objectives Performance indicators result All satisfaction measures have a target of 90–100% of respondents satisfied area or more than satisfied. • The most senior members of the Executive Management Team are more than satisfied with DPC capacity to support the priorities. DPC’s values around continuous improvement encourage staff to develop and maintain processes that maximise opportunities for implementation and review. DPC capacity supports our priorities. • 49 process improvement reviews were undertaken in 2009–10. • DPC regularly assesses its resources to determine how they can be better applied DPC capacity DPC to deliver expected outcomes. • DPC retention rate is 87.46%.

*In 2009–10, a client survey was again sent to all line agencies to determine satisfaction ratings. The results were obtained by identifying the number of respondents who rated their satisfaction as either: satisfied, more than satisfied or very satisfied. The results will be used to review the strategic plan and develop improvement strategies and performance measures through individual units’ business plans. **Volunteer data for 2008–09 Regional Arts Development Fund (RADF) projects is the most current data available. The Australian Bureau of Statistics 2006 Voluntary Work Survey indicated that 26,400 people in Queensland volunteered in a cultural organisation.

Our performance 11 Financial summary 2009–10

Understanding our Statement of 2010 2009 financial statements Comprehensive Income ($’000) ($’000) Total Income 239,290 159,815 This financial summary provides an overview of the department’s (parent Total Expenses 276,810 160,460 entity) financial performance for 2009–10. A more detailed view of the department’s financial performance the parent entity has changed in The increase in income from the for 2009–10 is described by the 2009–10 to include Corporate previous year of $79 million is due financial statements included in this Administration Agency. Previously predominately to an increase in annual report. it was recognised as part of the departmental services revenue economic entity. resulting from the full year impact Parent entity analysis The financial transactions of the above of the transfer of Arts Queensland The parent entity describes the units are reflected in the department’s as well as the 2018 Gold Coast financial performance for the accounts for the period in which the Commonwealth Games Bid. Department of the Premier and department had control. Cabinet including the Office of Expenses the Queensland Parliamentary Income The major expenses associated Counsel, Arts Queensland and The department’s main revenue with departmental activities include: Corporate Administration Agency. source is departmental services employee expenses, for example The department’s subsidiary revenue (appropriation from the wages and salaries, salary companies are incorporated into Consolidated Fund) from Queensland related taxes and superannuation the consolidated entity that is Treasury. In addition, the department contributions reported in the financial statements. received grants and contributions supplies and services which are Note 1(b) to the financial statements from other entities, sponsorship costs associated with the day-to- provides a detailed description of towards events and revenue from day operation of the department the reporting entity. user charges such as corporate capital and recurrent grants In compliance with the amended services provided to other agencies. and subsidies Australian Accounting Standards,

Income by Category – Departmental Services Revenue Distribution for the year ended 30 June 2010

Other Revenue $2M GES 1% $44M 18% LDAIS $10M 4% User Charges Policy $29M Services $37M 15% 12% Revenue $197M 82%

Grants and Other Arts Contributions $106M $11M 45% 5%

GES – Government and Executive Support, LDAIS – Legislative Drafting, Advisory and Information Service

12 Department of the Premier and Cabinet Annual Report 2009–2010 Expenses by Category for the year ended 30 June 2010

Depreciation and amortisation $42M Employee Expenses 15% Grants and subsidies $70M $59M 25% 21%

Borrowing Cost $1M 0%

Supplies and Services Other $62M $3M 23% 1%

Revaluation decrement $40M 15%

depreciation of physical assets the department. Consequently the Included in that deficit is a revaluation including buildings and aircrafts revaluation decrement associated with decrement of $3.7 million attributable and amortisation of computer the interim valuation of buildings held to the aircraft. The value of the aircraft software by Arts Queensland ($36 million) has has decreased during the year due to revaluation decrement of buildings been recorded as an expense in the the strengthening Australian dollar. and aircraft. Statement of Comprehensive Income. There was no revaluation of buildings Financial position Total expenses in 2009–10 were during 2008–09, as the fair value One of the indicators of sound financial greater than the previous year by of the buildings was not materially $116 million. This is predominantly management is the Equity/Net Asset different to the carrying value of the position which measures the net worth due to the full year effect of the assets at balance date. transfer of Arts Queensland and of the department. The department the revaluation decrement recognised Had the asset revaluation surplus continued to maintain a sound on buildings associated with the associated with the Arts Queensland position at 30 June 2010 through Arts portfolio. assets been transferred on 1 April effective asset management practices 2009, the revaluation decrement and the management of liabilities Revaluation decrement above would not have been recorded owing. The decrease in assets is As detailed in note 1(b) of the financial as an expense in the Statement of predominantly due to the revaluation statements, the assets and liabilities Comprehensive Income, but would decrement recognised for buildings of Arts Queensland were transferred have been offset against the asset associated with the Arts portfolio and to the Department of the Premier revaluation surplus. This would have the aircraft of the Government Air Wing. and Cabinet on 1 April 2009 following resulted in the parent entity recording machinery-of-government changes. an operating deficit of $1.253 million. In accordance with the Queensland Treasury issued Accounting Statement of 2010 2009 Policy Guideline 9 Accounting for Financial Position ($’000) ($’000) Contributions by Owners, equity Total assets 815,760 892,700 balances, including asset revaluation Total liabilities 40,531 48,871 surpluses, were not transferred to Total equity 775,229 843,829

Our performance 13 Community engagement

People’s Question Time Community Cabinet community groups that Community Cabinet will be in their area. In February 2010, People’s Question Community Cabinet provides Time forums were introduced to a forum for members of the public For each two‑day Community Cabinet provide another avenue for the to participate and engage through meeting an information brochure is community to access government. a deputation process with relevant handed out at the forum that gives Ministers, Parliamentary Secretaries participants tips on how to get the People’s Question Time gives people most out of the days. the opportunity to go online to submit and senior government officials. their questions and concerns to the Community Cabinet meetings are A newsletter – Community Cabinet government. The Premier, Ministers and held throughout the year at different News – Your Voice Where You Live prominent panel guests come together locations. Ten meetings were held is distributed afterwards providing to answer and discuss these questions during 2009–10, at the Royal National information on announcements and concerns during one‑hour forums, Agricultural and Industrial Association that were made over the course of which are filmed in front of a studio of Queensland (RNA) Show, Southport, the event. This newsletter is also audience. The community can watch Bundaberg, Barcaldine/Longreach, published online. the forums online in ‘real‑time’. Brisbane Western Suburbs, Innisfail/ Community Cabinet meetings Three People’s Question Time forums Mareeba, The Gap/Mount Coot‑tha, are one of the ways that were held in 2009–10. Two themed Gold Coast, Rockhampton/Emu Park Queenslanders are able to meet forums focused on education and and Redlands. and talk with government and they population growth, while a third ‘open’ All departments provide valuable will continue to be a priority. Visit forum addressed a range of issues assistance, for example, the www.thepremier.qld.gov.au including asset sales, daylight saving, department works with the Department for information on Community the cost of living, health and law. of Communities to advise local Cabinet meetings. A total of 474 questions and concerns were submitted for People’s Question A record 285 formal deputations were received for Community Cabinet at Innisfail with Time, and the forums were viewed people coming from far and wide to meet one‑on‑one with Premier Anna Bligh, her online more than 3700 times. Cabinet Ministers, Parliamentary Secretaries or departmental heads. Information stalls on government programs lined the back wall of the new Innisfail State College double‑court sports centre.

14 Department of the Premier and Cabinet Annual Report 2009–2010 AusSounds concert, Australia Day 2010, the Parklands at South Bank.

Events The Visions of Australia project saw The department, in conjunction with 11,600 Australian flags sent to the National Australia Day Council, During 2009–10 the department again 104 schools across Queensland, with also coordinated the Queensland managed a diverse range of events that school children asked to draw their Australian of the Year Awards. encouraged community participation vision of Australia on the back of the and engagement. These projects flags. These flags were made into continue to be popular as they provide bunting and distributed for display opportunities for Queenslanders at regional and Brisbane Australia to connect with each other, their Day events. A further 2950 flags were government and their state. distributed to regional workshops on Key events held this year included: Australia Day. Australia Day Festival The Australia Day Festival attracted approximately 60,000 people to the Parklands at South Bank, with a flag raising and multi‑faith ceremony, workshops, food stalls and entertainment stage. The day culminated with an afternoon concert ‘AusSounds’ featuring local Brisbane bands followed by a fireworks display. Through the Australia Day Ambassador Program, 32 inspirational Queensland Ambassadors visited 22 councils, participating in Australia Day celebrations across the state. John Story, Chairman Suncorp; Dimity Dornan, 2010 Suncorp Queenslander of the Year; Yassmin Abdel‑Magied, 2010 Suncorp Young Queenslander of the Year; and Premier Anna Bligh at the 2010 Suncorp Queenslander of the Year Awards.

Our performance 15 The community of Cherbourg enjoys the entertainment at the Q150 Shed.

Queensland Week businesses within Queensland Torres Strait Islander histories. The A series of events and announcements were invited to submit nominations variety of initiatives implemented showcased our people, places and our for Suncorp Queenslander and across Queensland is a testament stories, including: Young Queenslander of the Year. to the dedication of businesses and Finalists, their friends and families individuals in building a stronger A citizenship ceremony on and community representatives future. The 2009 winners were Saturday 29 May at South Bank attended this ceremony at the announced by the Minister for Parklands where more than Tivoli, Brisbane. Community Services and Housing and 700 candidates became Australian Minister for Women on 9 July 2009 and citizens with friends, family and Queensland Greats – nominations were invited to honour the the 2010 winners were announced fellow Queenslanders showing by the Premier on 27 May 2010. Both support as they made a Pledge achievements of five individuals and one institution that have award ceremonies were held at the of Commitment to their newly Gallery of Modern Art (GoMA). adopted nation. made a lifelong contribution to Queensland. The awards were Queensland Premier’s Literary Awards Queensland Week’s Comedy presented to recipients by the Fix where close to 3000 The awards promote, encourage Premier at a ceremony held at and develop the literary arts in Queenslanders joined together Roma Street Parkland. in laughter with top comedians Queensland and Australia and provide Josh Thomas and Claire Hooper Queensland Week finished on development opportunities and as well as locals Lindsay Webb, Queensland Day with the popular mentorship to Queensland writers. Emily‑Jade O’Keefe, Melinda Buttle, RACQ Big BBQ. Approximately 20,000 The department was also involved Liz Skitch and Dave Eastgate to people enjoyed a free barbeque, in the Queen’s Baton Relay, Jessica debate the topic, “Queensland activities, workshops, short film Watson’s homecoming celebrations turns 151 this year, is growing older screenings and entertainment, and the Kurilpa Bridge opening. a good thing?” which featured the Mr Men and Little Miss characters and the Australia Q150 Government launching a Zoo Wildlife Warriors. Throughout 2009, the department sponsorship program to Reconciliation Awards for Business led and coordinated the delivery of a organisations to host their own diverse statewide program of activities event in Queensland Week between These awards recognise and to commemorate and celebrate Saturday 4 June and Monday reward Queensland businesses, Queensland’s 150th anniversary of 13 June 2011. Up to $10,000 communities and individuals who are independence as a colony from New (ex GST) is offered per event. taking positive steps in advancing South Wales. Suncorp Queenslanders of the reconciliation in Queensland by Year – schools, communities and acknowledging our Aboriginal and

16 Department of the Premier and Cabinet Annual Report 2009–2010 The $100 million Q150 Legacy local celebrations and carrying Biloela, Mundubbera, Chinchilla Infrastructure Program enabled approximately 20,000 passengers. and Warwick councils to create an ongoing legacy The Q150 Film Festival toured −−Dirty Apple, presented by of the anniversary year through the to 10 metropolitan and regional creation of 96 capital works projects Opera Queensland at the communities celebrating cinematic Powerhouse Theatre for the benefit of local communities, achievements of Queensland now and in the future. film‑makers. −−Bungabura Productions celebrated the works and Queensland not‑for‑profit incorporated A series of specially commissioned community organisations, local performing arts projects including: contribution of Leah Purcell, councils and tertiary institutions an accomplished Indigenous were invited to apply for a grant −−Rock Show played at the Empire film, television and theatre actor, between $2000 and $10,000 to Theatre in Toowoomba and singer, director and playwright, fund a Q150 event or activity as part the Playhouse, Queensland originally from Murgon, of the $4 million Q150 Community Performing Arts Centre Queensland. Funding Program. (QPAC) Brisbane At Our Table hosted 10 special The Q150 Steam Train travelled −−The School of Arts, Bille events that brought communities more than 11,000 km in a Brown’s play presented by the together for a banquet, dinner, five‑month journey across Queensland Theatre Company at campfire or picnic. Queensland, stopping in more the Playhouse QPAC and toured than 70 towns and cities, inspiring to Blackwater, Rockhampton,

1859 meets 2009: ‘Governor Bowen’ chats to school students.

Our performance 17 Close to 70 local councils in the departure of a flotilla of identify early outcomes from the participated in the Queensland boats, transporting actors depicting program. The review involved Mosaic project, resulting in a Sir George and Lady Diamantina an online survey, a seminar, 40 square metres legacy artwork Bowen to the City Botanic Gardens focus groups and face‑to‑face housed at the RNA Showgrounds formal Commemoration Ceremony interviews incorporating the and also accessible as an online attended by Ms Penelope Wensley views of 143 government and image gallery. AO, Governor of Queensland, industry stakeholders who had The State Library of Queensland The Honourable Anna Bligh MP, been directly involved with the and the Q150 team worked Premier of Queensland, Councillor program. Recommendations from together to create Storylines – Campbell Newman, Lord Mayor the evaluation will be used to guide Q150 Digital Stories. of Brisbane and Mr John Paul the next phase of the art+place program from 2010–2014. The Q150 Shed entertained Langbroek, Leader of the audiences across 13 regional and Opposition artpoll metropolitan locations. parade following in the steps of Between December 2009 and Governor Bowen in 1859 through January 2010 Queenslanders had The Shed tour also featured the the opportunity to be involved in ‘where we from’ banners project, the city streets en route to St John’s Anglican Cathedral the selection of a major public art a unique visual arts workshop work for the new Kangaroo Point program and exhibition that celebration of Thanksgiving Service, Park. More than 4500 people voted depicted and celebrated the reflecting Queensland’s multi‑faith between two public art works. Indigenous relationships between and multicultural diversity British artist Wolfgang Buttress’s land, identity and culture. Youth Parliament with over Venus Rising won with 59 per cent Proclamation Day celebrations 90 primary school students of the vote. Venus Rising is one of five public art works for the park Thursday 10 December 2009, marked grand finale Q150 Proclamation funded through the Queensland 150 years since the historic reading in Day concert at the Riverstage. Public Art Fund, art+place. Brisbane of the Letters Patent signed by Queen Victoria on 6 June 1859, Arts and Culture proclaiming Queensland a separate During 2009–10, the department colony to New South Wales. through Arts Queensland engaged Queensland’s first Governor, Sir with the arts and cultural sector and George Ferguson Bowen, accompanied the wider community to develop by his wife Lady Diamantina, strategic policies, conduct evaluations witnessed the reading of the Letters and select new art work. Major Patent from the balcony of Adelaide consultation included: House, now the Deanery of St John’s Arts and Cultural Sector Plan Cathedral in Ann Street, Brisbane. Over 1400 sector representatives The department worked with a provided input into the range of key stakeholders including development of the Queensland government and non‑government Arts and Cultural Sector Plan agencies, Indigenous and multicultural 2010–2013. Consultation included representatives, schools, police and online feedback, 13 regional defence force personnel and historical forums, 11 artform workshops groups throughout 2009 to develop and four cross‑artform focus and deliver the program. Events groups. The plan was launched in reflecting the historical importance of February 2010. the day included a: Daniel Boyd’s Seven Versions of the art+place evaluation Sun, one of five artworks funded through free public BBQ breakfast at In late 2009, a review of art+place for the Kangaroo Point Park. Colmslie Reach culminating art+place was conducted to

18 Department of the Premier and Cabinet Annual Report 2009–2010 Kids in Cairns get creative at the Cairns Indigenous Art Fair 2009. Photo: David Campbell Photography.

Out of the Box participatory Arts and cultural festivals Queensland Music Festival evaluation project and events Over 17 days, 44 events were Arts Queensland partnered with presented to an audience of over Queensland Performing Arts Centre Festivals and events bring the 148,000 in 20 regions across the and Young People and the Arts community together to experience and state. Held in July 2009, the festival Australia to support Out Of The Box explore arts and culture, and celebrate featured new works commissioned Bloggers, a pilot online reviewing shared history and identity. for the festival in collaboration with project. The project provided In 2009–10, the department, through local communities including Earth children and their carers with a Arts Queensland supported a number Machine Music (Winton, Blackall creative platform using blogs to of festivals and events across and St George), The Road We’re share their experiences from the Queensland including: On (Charleville) and Laid in Earth 2010 Out of the Box Festival. (Cooktown).

Our performance 19 Brisbane Festival Cairns Indigenous Art Fair Other festivals and events The first annual Brisbane Festival The inaugural Cairns Indigenous supported in 2009–10 included: incorporating Riverfestival events Art Fair (CIAF) was held from the Australian Festival of Chamber including Riverfire was held over 21 to 23 August 2009 with more Music, Brisbane Writers Festival, 22 days in September 2009. than 10,000 people attending the Out of the Box Festival, the Dreaming Over a million people enjoyed three‑day event. A showcase for Festival, Queensland Poetry Festival, the 600 performances and events emerging and established artists, Swell Sculpture Festival and Woodford held across the city and suburbs CIAF attracted more than 32 stall Folk Festival. in theatres, parks, backyards and holders and exhibited the work streets including Into Africa at of more than 150 Queensland Yeronga featuring the Into Africa Indigenous artists. Choir, Cloud Gate Dance Theatre The Art Fair and exhibition were of Taiwan’s Moon Water, and events complemented by workshops, at the Spiegeltent. dance and music performances, a symposium and children’s activities. Highlights included performances from the Aurukun dancers, Saibai Island (Torres Strait) dancers, Kuljul Baba (Blooded Feather) as well as a farewell performance from Torres Strait music legend Seaman Dan. Over 98 per cent of visitors to CIAF rated the event as good or excellent.

Audience at dusk, Hidden Republic, Thursday Island, Queensland Music Festival 2009. Photo: David Campbell Photography.

20 Department of the Premier and Cabinet Annual Report 2009–2010 Our achievements

Our achievements 21 Government and Executive Services

Government and Executive Services Performance results for Notes 2008–09 2009–10 2009–10 provides a range of services to the Government and Executive actual target actual Premier, Executive Council, the Services Output Director‑General and staff of DPC and associated agencies, Ministers Number of Executive Council Minutes 3 1069 975 969 and ministerial offices, government Number of Governor’s regional visits 1,2 1512 1500 1106 departments and agencies. The units and general issues briefs that contribute to this Output are State Number of briefs provided to the 1,3 3045 2715 2022 Affairs and State Services. Premier Government and Executive Services Number of items of Ministerial 1,3 40,609 53,000 28,040 contributes to the department’s correspondence strategic planning objectives by: Number of Ministerial Office training 4 214.36 150 206.86 supporting the Premier as the days provided head of executive government, Total flying hours achieved (organ 3 677.90 750 601.4 responsible for constitutional retrievals, search and rescue, official and administrative support transport, other) of Parliament Number of protocol functions and 1 127/64 130/65 132/61 maximising opportunities official visits organised for Queensland. Number of major event activities 5 41 34 41 organised for Queensland Number of speeches and related 3 414 400 482 services prepared Number of process improvement 3 90 16 49 reviews undertaken Percentage of FOI applications 100% 100% 100% processed within statutory timeframes Percentage of protocol products 1 95% 95% 95% and services developed within agreed timeframes Percentage of Ministerial 1 88% 85% 84.7% correspondence completed on time

Notes: 1. These measures have been discontinued for Service Delivery Statement reporting purposes only and continue to be collected and reported for internal management purposes. 2. Reduced number of briefs is due to the implementation of a new procedure for Parliamentary briefs from November 2009. 3. This is a demand driven measure and fluctuates accordingly. 4. Additional training days due to previously unplanned training conducted for the new lobbyist legislation, delivery of the Australia and New Zealand School of Government (ANZSOG) Professional Development Workshop, IT rollout and Corporate Induction program brought forward into the 2009–10 financial year. 5. Variance attributed to Integrity and Accountability Forums and Kurilpa Bridge Opening.

22 Department of the Premier and Cabinet Annual Report 2009–2010 Finding the Centaur In late 2008 the Queensland and Commonwealth Governments jointly committed $4 million to search for the Australian Hospital Ship (AHS) Centaur sunk by a torpedo from a Japanese submarine off the coast of Queensland during World War II. A steering committee was established to oversee the ‘Finding the Centaur Project’ comprising of DPC, Maritime Safety Queensland, Queensland Museum, the Australian Army and the Royal Australian Navy. The committee established a stakeholder reference group comprising the 2/3 AHS Centaur Launching the ROV. An ‘at sea’ service over the location of the Centaur will be staged for the Association, the Returned and Services benefit of Centaur relatives in September 2010. League (RSL) and the Centaur Memorial Search updates were recorded on Service and St John’s Ambulance Fund for Nurses and resolved that DPC the Premier’s website in the form of Service was required to successfully would take the lead agency role. daily blogs accompanied by never stage the service. Procurement processes for project before seen underwater images. management services, a search The images were beamed to national vessel, deep‑tow sonar and a robotic and international media networks submarine controlled from the ship’s via satellite from the search vessel, deck, known as a remote operated Seahorse Spirit to a helicopter vehicle (ROV) were undertaken. hovering above the ship, through a As a result of these procurement cooperative agreement with Channel 7. processes, an international team was The search for the Centaur captured recruited to fulfil the very specialised the nation’s interest as well as needs of this project. interest from overseas. The reaction Despite the challenges of deep online was overwhelming with over water, rugged underwater terrain 28,000 page views recorded on the and strong ocean currents the Premier’s website. Centaur was successfully located The National Thanksgiving and on 19 December 2009 using side Remembrance Service (2 March 2010) scan sonar. In early 2010, the search team returned with the ROV The service held at St John’s to comprehensively film the wreck Cathedral Brisbane was attended by and its surrounding debris field. approximately 900 people representing a broad cross section of the community As the project progressed, public including a large number of Centaur forums were staged to outline the National Thanksgiving and Remembrance family members and friends, search objectives and again following Service booklet. Service memorabilia survivor Martin Pash, members of the success of the search and the includes a booklet and three videos – one organisations linked to the Centaur, collection of photographic material. for the service, a two‑hour video featuring Commonwealth and state government the service and including interviews with On behalf of the 2/3 AHS Centaur officials and interested members of relatives and highlights of the search and Association, a bronze commemorative the public. Close cooperation among a shorter 30 minute video focusing on the plaque was placed on the deck of departmental staff, the Australian search itself. the Centaur using the ROV’s robotic Defence Force, the Queensland Police manipulator arms.

Our achievements 23 State Services celebrations (for more information Achievements refer to Community Engagement Facilitated the Constitution State Services delivers a diverse range section of this report). of protocol, event and communication (Preamble) Amendment Act 2010, services and activities to promote Engaged and managed corporate which provided an aspirational community engagement and support and media sponsors and partners preamble to the Queensland government priorities and initiatives. to support the program of Constitution, recognising the community events and awards. place of Aboriginal and Torres State Services supports the Premier Coordinated public information Strait Islander peoples as the First by maximising opportunities for Australians. Queensland through: and communication support for the government’s responses Facilitated the Premier’s Disaster identifying Queensland’s to the swine flu epidemic, the Relief Appeal Fund for flooding opportunities to participate in, grounding of bulk coal carrier Shen in South West Queensland and and benefit from, national and Neng 1, Cyclone Ului and flooding Cyclone Ului victims and to assist international initiatives in south‑west Queensland in people affected by the Tsunami providing protocol‑related support, April 2010. in the South Pacific and the coordination and advice to the earthquake in Sumatra. Premier and the department on State Affairs Implemented processes and international matters and advice State Affairs supports the Premier as training for staff to be aware and on the application of protocol the head of Executive Government comply with the Right to Information policies and procedures across responsible for constitutional and and Information Privacy legislation. Commonwealth, state and local administrative support of Parliament by: governments and the broader Coordinated the successful Search community providing support and advice for the Centaur project, locating to the Premier on matters and documenting the wreck of the leveraging opportunities to of parliamentary business AHS Centaur in approximately 2000 host major events, e.g. Q150, supporting the administration metres of water and coordinating Queensland Week, Australia Day, commemorative activities. Premier’s Excellence Awards of Queensland’s constitutional legislation, conventions and Upgraded information technology managing outgoing sponsorships practices and associated resources and provided training to and implementation of machinery‑of‑government matters all ministerial and opposition staff. government’s sponsorship and events policies providing advice and support to Implemented new travel support the Governor and Executive Council arrangements for ministerial offices managing whole‑of‑government and the Office of the Leader of communication‑related contracts. providing support for Ministers and ministerial offices the Opposition. Achievements promoting transparency of Delivered a comprehensive Delivered high quality official government decision making to professional development program visits and protocol services internal and external stakeholders to ministerial staff. including state occasions, and the community the official Queensland gift range, the free Queensland flag scheme, providing strategic advice on state emblems advice, honours constitutional and administrative and awards support, monuments reform issues and counter‑terrorism and memorials, and Consular Corps and pandemic‑related matters matters. providing aviation services for Engaged Queenslanders through organ retrievals, emergency search the delivery of events and and rescue, counter‑disaster initiatives, including Queensland operations and official transport. Week and Australia Day

24 Department of the Premier and Cabinet Annual Report 2009–2010 Official travel in Government Air Wing aircraft Figure 1: Official travel in Government Air Wing aircraft from 1 July 2009 to 30 June 2010 Minister VH SGQ King Air VH SGY Hawker Jet Total hours Governor 35.0 0.8 35.8 Hon A Bligh 18.1 93.5 111.6 Hon D Boyle 16.9 0.0 16.9 Hon C Dick 6.1 6.4 12.5 Hon A Fraser 10.8 26.1 36.9 Hon S Hinchliffe 11.7 4.4 16.1 Hon K Jones 4.4 12.6 17.0 Hon P Lawlor 4.5 0.0 4.5 Hon P Lucas 16.7 24.4 41.1 Hon T Mulherin 22.0 9.5 31.5 Hon R Nolan 4.8 1.4 6.2 Hon A Palaszczuk 1.2 7.6 8.8 Hon P Reeves 13.5 39.1 52.6 Hon N Roberts 10.4 3.8 14.2 Hon S Robertson 7.5 17.3 24.8 Hon R Schwarten 0.0 9.4 9.4 Hon K Struthers 0.0 0.0 0.0 Hon C Wallace 3.5 3.8 7.3 Hon G Wilson 1.4 6.6 8.0 Total 188.5 266.7 455.2

Figure 2: Flying hours provided by the Government Air Wing aircraft from 1 July 2009 to 30 June 2010 Activity Flying hours % of total flying hours Counter Disaster 2.6 0.4% Governor 35.8 6.0% Maintenance 1.9 0.3% Ministerial 419.4 69.7% Organ Transplant Retrieval 86.9 14.5% Other * 7.4 1.2% Police 26.9 4.5% Search and Rescue 0.0 0.0% Training 20.5 3.4% Total ** 601.4 100.0% * Other includes aircraft relocation due to unforeseen circumstance. ** Numbers may not add exactly due to rounding.

Our achievements 25 Gold Coast 2018 a proposed Games Village located The directorate was established as a Commonwealth Games Bid centrally to competition and special purpose vehicle government training venues owned company on 1 July 2010. Directorate viable support facilities such as A board was appointed to oversee In 2009, the Gold Coast 2018 accommodation, transport and the company. The members are: Mark Commonwealth Games Bid Directorate security. Stockwell (Chair), Sam Coffa AM JP was established to plan, develop and Event Knowledge Services conducted (Deputy Chair), Perry Crosswhite AM, promote a submission to host the an independent review in November Glynis Nunn‑Cearns OAM, Bronwyn 2018 Commonwealth Games on the 2009 on the feasibility of holding the Morris, Peter Morahan, Dennis Chant, Gold Coast. The directorate is working Games on the Gold Coast. The review and Mike Victor OAM. with the Australian Commonwealth focused on the Games Masterplan, The bid to the Commonwealth Games Games Association (ACGA), venues, transport networks and Federation (CGF), will highlight the government and the Gold Coast City security with findings indicating that outcomes that can be achieved if the Council to develop viable infrastructure the city can present a compact and Gold Coast is selected as the 2018 and operations plans for the bid. efficient plan for a Commonwealth Candidate City. Gold Coast was selected as Games bid. The company will lodge the Gold Coast Australia’s Candidate City to host the A formal intention to bid, signed by Bid Book with the CGF in May 2011 and Commonwealth Games as it provides the Premier, the President of ACGA the successful 2018 Host City will be a number of opportunities, including: and the Mayor of the Gold Coast announced in November 2011. a number of existing sports was lodged with the Commonwealth facilities that can be adapted Games Federation in London on for the Games 31 March 2010.

Future directions for Manage and deliver successful key Replace network and server Government and Executive celebrations, events and awards hardware and upgrade software across the state including Australia for ministerial and opposition Services Day, Queensland Week and the office networks. Continue implementation of the Reconciliation Awards for Business. Implement new employment reforms relating to Brokering Continue to manage government legislation for ministerial staff. Balance: A Public Interest Map for sponsorships of community events. Organise the government’s Queensland Government Bodies. Implement the reviewed involvement in the Mackay Continue to provide effective Queensland Government Regional Sitting of Parliament on executive support for Parliament, Sponsorship Policy. 22–24 May 2011. Cabinet and government decision making processes.

26 Department of the Premier and Cabinet Annual Report 2009–2010 Policy Advice, Coordination and Cabinet Support

Policy Advice, Coordination and Cabinet Support provides policy Performance results for Notes 2008–09 2009–10 2009–10 Policy Advice, Coordination actual target actual advice and coordination for the and Cabinet Support Premier and Cabinet and supports Cabinet and Cabinet‑related Number of briefing notes 1, 2 2,080 2,000 1,984 activities. In addition to providing provided to the Premier detailed briefings for the Premier Number of Cabinet meetings 41 47 45 on all matters before Cabinet, supported and coordinating a broad range of whole‑of‑government activities, the Number of Community 8 10 10 Output gives expert advice to facilitate Cabinet meetings supported the operation of Cabinet and its Number of Cabinet Committee 3 79 75 64 related processes. These processes meetings supported include administration of all Cabinet information, custodianship of Percentage of briefs and 1,4 81.4% 90% 82.1% Cabinet records from current and policy advice provided within previous governments and direct 15 working days or by agreed logistical support to Ministers in date Cabinet meetings. Average time taken for 1 Average 1.3 Average 2 Average 1.3 Policy Advice, Coordination and the preparation of the hours hours hours Cabinet Support contributes to the Cabinet bag departments strategic objectives by: Percentage of Cabinet 90% success 95% success 90% success supporting Cabinet and Cabinet Secretariat timeframes in circulation in circulation in circulation Committee decision making with met for Cabinet decisions by 4.30pm day by 4.30pm day by 4.30pm day efficient and effective processes following following following

leading policy development Percentage of Cabinet 1 100% success 100% success 100% success and coordination Secretariat timeframes met for in circulation in circulation in circulation oversight and monitoring Community Cabinet program by COB by COB by COB of policy implementation Thursday prior Thursday prior Thursday prior and delivery arrangements supporting the Premier Notes: 1. This measure has been discontinued. by maximising opportunities 2. This is a demand driven measure and fluctuates accordingly. for Queensland. 3. Cabinet Committee meetings occur on an ‘as needs’ basis and numbers are dictated by the amount of agency business. 4. The variance is due to policy having more complex issues that needed to be addressed which required more consultation with other agencies in seeking advice and information. This resulted in delays in meeting the 15 day turnaround.

Our achievements 27 Integrity and accountability Townsville, Cairns, Bundaberg, The next stage of legislative integrity reform Mackay, Gold Coast, Rockhampton reforms will be implemented through and Brisbane. the integrity reform bills 2010 and In July 2009, the Premier announced a Two web Q&A forums were hosted includes: review of integrity and accountability in by the Premier. Participants the Ministerial and Other Office Queensland. The department managed watched the live videos on the Holder Staff Bill 2010, an extensive program of review, website and submitted questions analysis and development of key the Public Interest Disclosure Bill in advance of and during the forum. legislation to implement the reforms. 2010 (replacing the Whistleblowers Analysed and considered over 200 Protection Act 1994); and Achievements submissions in response to the the Integrity Reform (Miscellaneous Released the Integrity and discussion paper. Amendments) Bill 2010 Accountability in Queensland Developed the Integrity Act 2009, (incorporating amendments to discussion paper and the Response becoming the first Australian a number of Acts including the to Integrity and Accountability in jurisdiction to introduce legislative Public Sector Ethics Act 1994, Public Queensland. regulation over the lobbying industry Service Act 2008, Integrity Act 2009, Established and facilitated meetings and ban the payment of success fees. Parliament of Queensland Act 2001 of a roundtable of experts who Introduced regular People’s and Civil Liability Act 2003). provided advice to the government Question Time to facilitate The government is currently on implementation of integrity and access to government (for more developing exposure draft legislation accountability reforms. information please refer to the on electoral reform for public Held public consultation forums Community Engagement section consultation in late 2010. in Toowoomba, Sunshine Coast, of this report).

Performance and Delivery Achievements −− performance management Office Released the firstToward Q2: through A Guide to the Tomorrow’s Queensland Annual Performance Management In 2009–10 the Performance and Progress Report 2008–09 in Framework, Agency Planning Delivery Office supported the Premier November 2009 showing that Requirements and Annual Report and Cabinet to drive delivery of despite the economic downturn, Requirements and reflecting the government priorities and improve there is progress toward the long- new Financial Accountability performance of public services. term targets. Act 2009 The office also coordinated the −− monitoring of the implementation implementation of Toward Q2: Continued to implement the of the government’s commitments Tomorrow’s Queensland and engaged Performance Management to the community to support stakeholders in achieving the 10 Framework by improving: accountability for performance. Toward Q2 targets. It supported −− the alignment of Ministerial agencies’ implementation of the Charters, CEO Performance Launched the Q2 Partners Performance Management Framework; Agreements, strategic plans and program in July 2009 to recognise provided advice to government Q2 Target Delivery Plans organisations that are contributing toward the targets. A total of 51 on departments’ performance; −− the quality of performance organisations have joined the and supported strategic policy measurement in relation to the program in 2009–10 with projects development. efficiency and effectiveness of ranging from a Q2 CEO Challenge to services explore ways to boost innovation,

28 Department of the Premier and Cabinet Annual Report 2009–2010 Queensland Growth Established web‑based and social appointed to provide expert advice media tools to promote the event to the project team in the lead up to Management Summit and facilitate Queensland‑wide the summit. With Queensland’s population forecast participation. Developed the government’s to rise from 4.4 million to between Launched an interactive scenario response to enable Queensland 5.7 and 7 million people over the next modelling tool called SEQ Futures to to adapt to a future that includes a 20 years, the community expressed help the community understand the growing population. This included concerns about how an increasing implications of the housing, transport a commitment to develop the population will impact on our everyday and lifestyle choices they make, and Queensland Regionalisation lives. Responding to these concerns, in visually illustrate how these choices Strategy, Queensland Infrastructure March 2010 the government hosted a affect urban sprawl, the availability Plan, Townsville Futures Plan, and a summit on population growth. of green space, biodiversity ‘Go Zones and No‑Go Zones’ policy The Queensland Growth Management preservation, traffic congestion and to provide greater planning certainty Summit engaged experts – and clean air. This was the first time an for local communities. the broader community – in an interactive, online tool like this had The summit reinvigorated government’s educated and informed dialogue been used in Australia. commitment to working with local about the decisions needed to ensure Harnessed the knowledge of leaders government, stakeholders and the population growth contributes to, from research, industry, government, community to manage growth and rather than diminishes, the prosperity, community and environmental implement regional planning. liveability and environmental organisations on solutions for sustainability of our state. Growth Management Queensland has population growth. This was an been established within the Department Achievements opportunity to gain valuable industry of Infrastructure and Planning (DIP) to Engaged 32,000 Queenslanders in and community engagement with, coordinate the ongoing implementation a discussion about how Queensland and input into, the government’s of the government response. should best manage a growing growth management strategy. population. An independent advisory panel was

to a resource package for local identify lessons learned and Progress a One Government government to create supportive innovative approaches to initiative that aims to create environments for physical activity improving policy development a single ‘public face’ for the and healthy eating. and service delivery. government in service provision, Supported strategic policy Future directions where possible through a central point of entry to government; set development through: Coordinate the development of the standards to deliver those services. −− undertaking research and 2011–12 Q2 Target Delivery Plans. Continue to improve the developing issues papers for Monitor and report progress toward Performance Management consideration by Strategic Cabinet Q2 targets through annual progress Framework. −− undertaking major policy projects report and the Toward Q2 website. including One Government Expand Q2 Partners program to and the Queensland Growth recognise business, industry and Management Summit community organisations that are −− engaging with academics, contributing to the Q2 targets. experts, think-tanks and Use of social media to support other jurisdictions on policy, engagement with Q2. performance and strategy to

Our achievements 29 Office of the Queensland Manage the Smart State Council Supported a range of urban planning and its strategic advice on the major issues including development of Chief Scientist challenges and opportunities for guidelines for Transit Oriented The primary role of the Office of the Queensland. Developments and declaration of Queensland Chief Scientist is to ensure Provide a 2010 report on the state of Urban Development Areas. the state’s investment in science pays science in Queensland. Oversaw the development of dividends in terms of social well-being, public transport initiatives (e.g. economic growth and the protection of Deliver the Science in Parliament go card roll‑out, pricing structures); our natural environment. program and champion Queensland science at a range of local, national transport infrastructure (e.g. Gold Achievements and international forums and Coast Rapid Transit) and road safety With the guidance of the conferences. initiatives (e.g. alcohol interlocks) Research and Development (R&D) and provided whole-of-government Queensland committee, prepared Economic Policy advice to the Premier. the Queensland research and In 2009–10 Economic Policy was Assisted with the development development investment strategy responsible for the development of compliant bids to host the 2010–2020. The strategy will ensure and provision of strategic policy 2018 Commonwealth Games that the government’s investment advice and options on all aspects of and 2018–22 World Cup. in R&D contributes to a strong, economic development and reform green, smart, healthy and fair Worked with the Department of issues in Queensland. Particular areas Queensland. It provides a platform Justice and Attorney General (DJAG) of responsibility included economic to increase coordination and and other agencies to develop and conditions, fiscal analysis and budget integration of the government’s R&D implement a national industrial coordination, micro‑economic reform investments and introduces national relations system. issues, labour market analysis and and international stakeholders Assisted with the advancement of transport, energy and industry policy. to Queensland’s strengths and the state’s vocational education competitiveness in research. Achievements training reform agenda, including Led the establishment, in Coordinated a range of COAG related the Skills Commission. reform initiatives, especially in partnership with the Department Future directions the areas of regulatory reform and of Employment, Economic Work with Queensland Treasury climate change. Development and Innovation in continuing to develop strategies (DEEDI), of TropLinks Inc, an Provided support to Cabinet and the to assist the government’s plan independent industry organisation Cabinet Budget Review Committee to return to a AAA credit rating funded by the government to realise (CBRC) on budget strategy, by reducing the deficit and Queensland’s unique tropical coordination and individual lowering debt. expertise in meeting the needs of spending proposals. Focus on infrastructure delivery globally expanding tropical markets. Coordinated the formulation of the and regional growth (including Delivered the Science in Parliament government’s renewable energy decentralisation of government program in August 2009. strategy and a suite of new solar services). energy programs, in conjunction Held the inaugural international Maximise employment and with the Office of Clean Energy. Torrid Zone Symposium on Life in skills outcomes in support of the the Torrid Zone in Cairns in 2009. Played a coordination role in government’s election commitments establishing the policy framework Future directions on jobs, for example through for the development of the Liquid Lead and manage R&D Queensland continued support for the emerging Natural Gas (LNG) industry. in increasing the effectiveness of LNG industry and proposed Skills the government’s research and Provided central agency guidance Commission. development investments and the for the government response Continue assisting the development implementation of the Queensland to the issues of glassings on and implementation of the research and development licensed premises. COAG reform agenda in areas investment strategy 2010–2020. such as business regulation and

30 Department of the Premier and Cabinet Annual Report 2009–2010 competition, infrastructure, training, of high quality policies, programs council‑owned water and workplace health and safety and and legislation for Queensland and waste‑water distribution and climate change. to participate in interdepartmental retail businesses. Continue working with Queensland committees and forums that ensured Managed the proceedings Treasury and DIP to implement the the government’s environment and of the International Student Toward Q2 strong ambition target: natural resource policy agenda was Accommodation Taskforce and ‘Queensland is Australia’s strongest delivered effectively and consistently. drafted the taskforce’s report. economy, with infrastructure that Achievements Negotiated with the timber industry anticipates growth’. Organised the Queensland Growth and the conservation movement Continue working with DEEDI to Management Summit in March 2010 on a framework for the phase‑out implement the Toward Q2 strong and coordinated the government’s of native cypress logging and the ambition target: ‘increase by response and action plan to deliver future protection of cypress forests 50 per cent the proportion of on the summit’s outcomes. in Queensland. Queensland businesses undertaking Contributed to the development Contributed to the development and research and development of new regulation protecting whole‑of‑government coordination or innovation’. one million hectares of regrowth of the Queensland timber plantation Continue working with Department vegetation from broadscale strategy 2020. of Transport and Main Roads clearing, and requiring best land Future directions and the Office of Clean Energy to management practice for over Coordinate Queensland’s implement the Toward Q2 green two million hectares of regrowth. whole‑of‑government position ambition target: ‘cut by one‑third Facilitated implementation of the in national reform initiatives on Queenslanders’ carbon footprint 2007 National Water Initiative housing affordability and supply and with reduced car and electricity use’. Agreement and the 2008 capital cities planning. Continue working with the Intergovernmental Agreement on Provide leadership and Department of Education and Training Murray-Darling Basin Reform. whole‑of‑government coordination (DET) and DEEDI to implement the Reviewed the Reef Water Quality in implementing the International Toward Q2 fair ambition target: Protection Plan. The updated Student Accommodation ‘halve the proportion of Queensland plan is underpinned by clear and Taskforce report. children living in households without measurable targets, improved a working parent’. accountability and more Provide strategic leadership on the state’s response to the draft Continue working with DET to comprehensive and coordinated Murray-Darling Basin Plan and implement the Toward Q2 smart monitoring and evaluation. implementation initiatives. ambition target: ‘three out of four Facilitated cross‑government Queenslanders will hold trade, delivery of conservation and Continue to oversee implementation training or tertiary qualifications’. Indigenous tenure resolution of the updated Reef Water Quality processes for Cape York Peninsula Protection Plan, including progress Environment and through the Cape York Peninsula towards the achievement of a 2013 Resources Policy Central Coordination Group. target for a 50 per cent reduction in nitrogen, phosphorus and pesticides Environment and Resources Policy Contributed to the development of at the end‑of‑reef catchments. includes the Reef Water Quality contemporary legislation for local Contribute to the development of a Protection Plan Secretariat and is government including the Local statewide policy framework on water dedicated to providing strategic advice Government Act 2009 and City of supply security and water quality. and policy coordination to the Premier Brisbane Act 2010. and Cabinet on environment and Contributed to the implementation Oversee the implementation of resource issues. Key responsibilities of Stage 2 SEQ Water Reform the government’s plan for North in 2009–10 included leading and Program, including the Stradbroke Island. coordinating the activities of other establishment of three separate departments to enable the development

Our achievements 31 Complete the implementation coordination of regular reports by Liaised with the Queensland Police of the integrated ‘Paddock to departments to the Premier and Service (QPS) and the CMC in Reef’ monitoring program to Attorney‑General. their joint Review of Taser Policy, track the delivery of reef water Continued to chair the Bundaberg Training, and Monitoring and quality targets and guide the Claims Management Committee Review Practices, and worked with delivery of more sustainable land which has progressed the settlement QPS on implementation of the management practices. of claims by former patients of recommendations of that review. Produce the first fully integrated Dr Jayant Patel and the Bundaberg Participated on the independent Reef Plan Water Quality Report Card. Hospital to near completion. committee formed to review the Provide strategic leadership on the Prepared the Queensland Criminal Police Powers and Responsibilities Statewide Forests Process, including Justice System Bulletin 2007–08, Act 2000. the finalisation of an agreement which provides information on Managed the evaluation of the with the timber industry and the developments and trends within the 2007–10 Queensland Indigenous conservation movement for the criminal justice system. Alcohol Diversion Program, a future of the cypress industry and Collaborated with Department of three‑year pilot program aimed interim tenure arrangements for Community Safety and DJAG on at rehabilitating and providing transfer of Western Hardwoods the development of amendments support for Indigenous people with areas to the protected area estate. to strengthen the operation of alcohol‑related problems that have Continue working with the the Dangerous Prisoners (Sexual brought them into contact with the Department of Environment and Offenders) Act 2003. criminal justice and child protection systems. Resource Management and DIP to Continued to manage the Indigenous implement the Toward Q2 green Criminal Justice Research Agenda, a Managed the continuing Right to ambition target: ‘protect 50 per cent three‑year strategic research program Information reform process arising more land for nature conservation to examine key crime and criminal from the commencement of the and public recreation,’ by identifying justice issues relevant to Indigenous Right to Information Act 2009 and and protecting new reserves under people and communities. the Information Privacy Act 2009 on the Statewide Forests Process, 1 July 2009. Portfolio responsibility coordinating the Cape York tenure As chair of a COAG implementation for the Acts transferred to DJAG on resolution process and developing working group, achieved final 1 July 2010. innovative policies for new COAG agreement on the framework Future directions land acquisitions. for inter‑jurisdictional exchange of criminal history information Continue to contribute to Law and Justice Policy for people working with children. the COAG implementation Ensured Queensland implemented working group, overseeing the In 2009–10 Law and Justice Policy the agreement in legislation, in time national implementation of the had a central role in addressing for the 30 November 2009 start date inter‑jurisdictional exchange of Queensland’s key law and justice agreed to by COAG. criminal history information for issues, including corrective services people working with children. and prisons, police, law reform, crime Led the whole‑of‑government Liaise with the CMC and the QPS in and sentencing, fair trading, the courts integrity and accountability reforms, relation to the CMC’s evaluation of and Right to Information. The unit including introduction of the QPS’s implementation of the revised managed the Criminal Justice Research Integrity Act 2009. taser policy, training, monitoring Unit that provide specialised research Led the development of the and auditing processes. to assist government in developing whole‑of‑government response coordinated, evidence‑based policies to the Crime and Misconduct Continue to lead integrity and on criminal justice issues. Commission’s (CMC) report, accountability reforms, including the reform of electoral donation laws. Achievements Restoring Order: crime prevention, policing and local justice in Continued to facilitate, with DJAG, Continue to work closely with Queensland’s Indigenous the government’s significant the Department of Communities communities. litigation directions, including (DoC) on the development of the

32 Department of the Premier and Cabinet Annual Report 2009–2010 Indigenous justice strategy for Training and Community Safety to Continue working with DoC release by the end of 2010. analyse and develop policy to meet to monitor and coordinate Lead a whole‑of‑government Queensland’s long‑term social implementation of the Cape York approach in development of a challenges, including For our Sons Welfare Reform trial in four remote criminal justice research and and Daughters: A Queensland communities. data framework, including the Government strategy to reduce Continue working with Queensland implementation of a unique domestic and family violence Health to implement the Toward Q2 identifier across all criminal justice 2009–2014 and the Queensland healthy ambition targets: ‘cut by system databases to allow for better Government Reconciliation Action one third obesity, smoking, heavy assessments of the effectiveness Plan 2009–2012. drinking and unsafe sun exposure’ of criminal justice system responses Supported the Premier at COAG and and ‘shortest public hospital waiting to offending. CAF meetings on matters relating times in Australia’. Continue to manage the Indigenous to health, education and the early Continue working with DET to Criminal Justice Research Agenda years, social housing, disability and implement the Toward Q2 smart to inform the development of more Indigenous issues. ambition targets: ‘all children effective responses to Indigenous Supported other agencies to will have access to a quality early crime and justice issues including respond to the government’s childhood education so they are supporting initiatives in the commitments under several ready for school’ and ‘three out of government’s response Restoring National Partnership Agreements, four Queenslanders will hold trade, Order: Crime prevention, policing including: homelessness, social training or tertiary qualifications’. and local justice in Queensland’s housing, remote Indigenous Continue working with DoC on Indigenous communities. housing, Indigenous remote service the Toward Q2 fair ambition Continue to collaborate with DEEDI delivery, early childhood education target: ‘increase by 50 per cent on the implementation of the and smarter schools – literacy and the proportion of Queenslanders government’s response to the Law numeracy. involved in their communities and Justice Safety Committee report Participated in a range of national as volunteers’. titled Inquiry into Alcohol‑Related forums including representation on: Continue working with DET and Violence – Final Report. −− the National Disability Strategy DEEDI to implement the Toward Development Officials’ Working Q2 fair ambition target: ‘halve the Social Policy Group proportion of Queensland children living in households without a Social Policy is responsible for −− the National Plan to Reduce working parent’. providing strategic policy advice Violence Against Women and their and options on all aspects of social Children COAG Officials’ Group Work with DoC to negotiate the policy development, and emerging, and National Disability Strategy on significant social policy issues and behalf of Queensland. related reforms in Queensland. −− the National Emergency Particular areas of responsibility Management Committee. Work with DoC to review the include education, health, Domestic and Family Violence Worked closely with DET throughout Protection Act 1989. disabilities, community services, the development of the A Flying child safety, housing, Aboriginal Start for Queensland Children Finalise the national plan to and Torres Strait Islander issues, Green Paper for public consultation. reduce violence against women early childhood education and care, and children. Future directions multicultural affairs and ambulance Work with DET to develop the and fire and rescue services. Continue to work with agencies to analyse and develop policy to meet White Paper – A Flying Start for Achievements Queensland’s long‑term social Queensland Children. Continued to work with Queensland challenges and support the Premier Health, the departments of at COAG and CAF meetings. Communities, Education and

Our achievements 33 Intergovernmental Relations competition (including transport Cabinet Services and legal profession reform). In 2009–10 Intergovernmental Cabinet Services reports directly to Relations provided a foundation for Supported the Premier in her role as the Director-General. Cabinet Services collaboration across government Chair (until October 2009) and as a provides strategic and operational to ensure that the Premier, member of CAF. support to Cabinet and to the Premier Director‑General and Associate Represented and supported the as Chair of Cabinet. Support is also Director‑General were provided government in existing treaty‑related provided to the Cabinet Committees advice and support on a range forums (e.g. Torres Strait Treaty) and Community Cabinet meetings. of intergovernmental forums and and represented Queensland Achievements issues at a national and international at the Standing Committee on level, including COAG, CAF and Treaties. This role included Managed the Cabinet processes to international treaties. facilitating government’s input to optimise time and opportunities for policy deliberation. This work required liaison and the Commonwealth’s treaty‑making collaboration with staff in other process, through the Joint Standing Prepared and managed 516 Cabinet state government agencies to gather Committee on Treaties. submissions and 557 Cabinet information and develop strategic Facilitated the government’s liaison decisions; 260 Cabinet Committee advice from a whole of government with the Australian Defence Force submissions and 247 Cabinet perspective. It also involved through the annual Queensland – Committee decisions. consultation with counterparts Defence Consultative Forum. Provided support to 45 Cabinet in the Commonwealth and other meetings and 78 Cabinet Committee Future directions states and territories. meetings. Coordinate the development of Achievements whole‑of‑government policy on Organised 1020 deputations as Supported the Premier at three issues of national significance part of Community Cabinet and COAG meetings on significant through the COAG processes. supported 10 Community Cabinet national reform including: meetings, including the largest Coordinate Queensland’s COAG ever at Mareeba/Innisfail with −− an historic agreement on health program of work and progress 285 deputations. and hospitals reform with the implementation of related establishment of a National commitments. Prepared and managed the publication of 136 proactive release Health and Hospitals Network, Support the Premier as a member of Cabinet decision summaries. representing the most significant CAF, to advocate the government’s reform to Australia’s health position on key policy decisions Supported Community Cabinets to and hospitals system since the including interstate harmonisation enable broader and more frequent introduction of Medicare, and one and promotion of a more efficient community engagement. of the largest reforms to service and effective system of federalism. Future directions delivery in the history of the Continue to represent and/or Continue to support Cabinet’s Federation support the government in key engagement with the community −− the development and endorsement treaty‑related forums (e.g. Torres through Community Cabinets, giving of national partnerships, Strait Treaty) and represent the a wider cross-section of people in intergovernmental agreements and government at the Standing regional Queensland the opportunity implementation plans Committee on Treaties. to talk directly to Ministers and other −− support on a range of areas such Continue to facilitate government top government decision-makers. as education, training and skills, liaison with the Australian Continue development of a Cabinet early childhood development, Defence Force through the information system across government natural disaster resilience, annual Queensland–Defence to improve the operation of Cabinet capital cities planning, housing, Consultative Forum. through electronic transmission and infrastructure, climate change coordination of Cabinet business. and water, Indigenous reform and business regulation and

34 Department of the Premier and Cabinet Annual Report 2009–2010 Arts and Culture

Arts Queensland strives to build a Performance results for Arts and Notes 2008–09 2009–10 2009–10 strong and diverse arts and cultural Culture Output actual target actual sector which celebrates Queensland’s unique identity and cultural heritage, Number of public art projects 1, 2 28 40 28 drives a thriving creative economy, completed develops the creative capital of Number of arts activities funded 3, 4 17,077 16,800 20,566 communities and enriches the lives of all Queenslanders. Number of statutory agencies and 5 9 9 9 companies funded The Arts and Culture Output is Level of attendance in subsidised arts 4,436,273 4,200,000 4,396,305 delivered by the following divisions: sector events Arts Development is responsible for Level of client satisfaction with Arts 6 76% 80% 76% identification of strategic priorities Queensland’s funding program and for government investment in arts services and culture and the design and Percentage of funding decisions 7, 8 59% 65% 58% delivery of programs. informed by industry Arts Strategy and Planning is peer assessment responsible for financial and Percentage of grant approvals 94% 95% 99% budget strategy, risk processed within management, legal and required timeframes governance advice, marketing, Percentage of grant acquittals 79% 90% 85% corporate communications, processed within policy development, evaluation required timeframes and corporate reporting. Percentage of regional communities 9 100% 95% 100% Arts Queensland Corporate/ accessing specific regional grants Corporate Administration Agency is responsible for asset Percentage of funding provided to 10,11 44% 40% 33% management and capital works people from target groups programs within the Cultural Proportion of funding allocated 82% 82% 86% Centre at South Bank and provides to artists, arts workers and shared corporate services to non‑government arts and cultural Arts Queensland and other organisations government agencies. Corporate Administration Agency Arts and Culture contributes Financial performance measures to the department’s strategic $ Shared Service Provider (SSP) ...... objectives by building a strong arts operating surplus (deficit) sector that enriches the lives of all Queenslanders. % Labour costs as % of total expenses 12 26% 25% 35% Non‑financial performance measures Number of FTEs in SSP 13 120 119 85

Notes: 1. The variation between the 2009–10 actual and 2009–10 target is attributed to an extension of project timelines as a result of delays in capital infrastructure projects and engagement of appropriate artists. These factors were not in the direct control of Arts Queensland (AQ). 2. This measure has been discontinued as it does not provide an indication of the efficiency of AQ services. The completion of public arts projects is influenced by a number of factors which are not in the direct control of AQ. 3. The variation between the 2009–10 actual and 2009–10 target is due to the inclusion of new organisations in the small to medium (s2m) program that undertake a large number of activities. 4. This measure has been discontinued as it is an indication of activity only and not the efficiency or effectiveness of that activity. 5. This measure has been discontinued as it does not provide an indication of the efficiency or effectiveness of AQ services.

Our achievements 35 6. The satisfaction survey included applicants to Sector Project Grants, s2m, Building Skills and Opportunities, Regional Arts Development Fund (RADF) and art+place Queensland Public Art Fund. 7. This measure refers to funding decisions made as part of competitive or open grants programs (s2m and Sector Project Grants) and does not include targeted funding decisions. The variation between the 2009–10 target and the 2009–10 actual is attributed to the high number of Career Development Grants processed during the year which did not require industry peer assessment. 8. The calculation assumes all grants are the same, regardless of the funding value. As a result, a large number of small grants (that do not require industry assessment) can influence performance. The measure has been discontinued and replaced with an alternative measure that reflects the proportion of grant funding subject to industry assessment. 9. The measure is based on percentage of eligible councils participating in the RADF. As participation in RADF is primarily at the discretion of individual councils and not in the direct control of AQ, this measure has been discontinued. 10. This service standard refers to grant recipients who self identify with one or more of the following target groups: Aboriginal people; Torres Strait Islander people; people from culturally and linguistically diverse backgrounds; children; young people; people with disabilities; Australian South Sea Islanders; and older people. It does not include funding programs dedicated to specific target groups. 11. The variation between the 2009–10 target and the 2009–10 actual is due to the significant proportion of funding allocated to large scale projects where grant recipients did not indicate a target group. 12. A large portion of the CAA total expenses is directed to the provision of building services and facilities management of the Cultural Centre. In 2010, the expenses relating to the facilities services were transferred to Arts Queensland, thereby significantly altering the percentage for labour costs. This is reflected in the actual for 2009–10. 13. The change in FTEs from the 2009–10 target to 2009–10 actual is due to the transfer of responsibility for facilities management operations from the Corporate Administration Agency to Arts Queensland.

Artist Tony Albert of proppaNOW at the Cairns Indigenous Art Fair 2009. Photo: David Campbell Photography.

36 Department of the Premier and Cabinet Annual Report 2009–2010 Strong arts, strong culture, investing in new infrastructure enhanced environments for arts strong communities – such as Djumbunji Press KickArts practice and for training and Fine Art Printmaking Studio, and enterprise in 11 Indigenous Arts Backing Indigenous Arts improving existing infrastructure in Centres and three hubs in Far North Arts Queensland’s four-year, the Indigenous Art Centre Network, Queensland $11.93 million Backing Indigenous to support artists, and the sale of significant numbers of new artists Arts (BIA) program is showcasing their work producing works of a standard Queensland’s unique Indigenous stimulating the local, national suitable for the quality art market, cultures on the national and and international demand notably through the first major international stage. for quality visual arts and craft exhibition from Djumbunji Press Commencing in June 2007, BIA is an through CIAF. sales for Indigenous artists integrated and targeted approach to Two years in and BIA is already exceeding $0.5 million at CIAF and building a stronger Aboriginal and generating positive outcomes for follow-up invitations to exhibit work Torres Strait Islander arts industry in Indigenous artists, organisations and in galleries in Australia and overseas Queensland by: communities. more than 10,000 people attending managing the Building Skills In 2009–10, the department, CIAF viewing work from emerging and Opportunities grants through Arts Queensland, invested and established Aboriginal and program to support both new $3.43 million through BIA. Outcomes Torres Strait Islander artists and experienced artists’ practice included: and enjoying dance and music and skills development performances.

Injinoo Dancers at Cowal Creek, Bamaga, Eagle Dance June 2010.

Our achievements 37 Achievements −− $0.9 million for industry investing $2.26 million in regional Building a strong sector development initiatives to councils through the RADF to support develop and address emerging the professional development and Arts Queensland helped to strengthen priorities within the sector employment of arts and cultural the diversity, quality, sustainability workers in regional Queensland and capability of the arts and cultural delivering $2 million in one‑off sector by: competitive grants to support launching A State of Writing, a new artists, arts workers and partnership model between writing releasing the Queensland Arts and organisations to undertake career organisations, industry and the State Cultural Sector Plan 2010–2013, development opportunities and Library of Queensland connecting a four‑year industry development develop and present new works, readers, writers and ideas framework aimed at strengthening exhibitions and productions the arts and cultural sector and appointing the Queensland delivering cultural, social and investing $1.14 million as Design Council to support the economic benefits to the state Queensland’s contribution to the implementation of the Queensland Visual Arts and Craft Strategy, a Design Strategy 2020 and advise launching artbeat: Regional Arts $9.3 million, four‑year partnership government on design‑led solutions and Culture Strategy 2010–2014, with the Commonwealth to support to 21st century social, economic and the arts portfolio’s five‑year policy exhibitions, contemporary visual environmental challenges and action plan for supporting arts and craft organisations, arts and cultural development supporting Screen Queensland to Indigenous cultural infrastructure secure the production of Chronicles in Queensland’s regional and the Regional Galleries communities of Narnia – The Voyage of the Partnership Program Dawn Treader, filmed on location investing $10.1 million in investing in independent in Wellington Point and at Warner small‑to‑medium organisations theatre makers including Brink Roadshow Studios including: Program (Judith Wright Centre of establishing the Touring Committee −− $9.2 million to 45 organisations Contemporary Arts and Circa); to advise government on performing to continue to create innovative Managing & Producing Services arts touring policy, and recommend and accessible arts for all (Metro Arts and Brisbane products through the Queensland Queenslanders Powerhouse); La Boite Indie Touring Fund. Program; Metro Arts; JUTE Indie Program (Cairns); and Fresh Often I Find That I Am Naked produced Ground (Judith Wright Centre of by Jo Thomas and Judith Wright Centre of Contemporary Arts) Contemporary Arts. Pictured: Jo Thomas. Photo: John Gass.

38 Department of the Premier and Cabinet Annual Report 2009–2010 Participants at the RADF Forum at artspeak, the inaugural regional arts and culture conference. Photo: Tom Anthony Photography.

Broadening participation supports producers and presenters, Strengthening capacity In 2009–10, Arts Queensland strove to grow audiences and develop Arts Queensland built the capacity to broaden, deepen and diversify smart, easy systems for touring of the arts and cultural sector to participation in arts and cultural performing arts contribute to and benefit from the activities through a range of initiatives partnering with Queensland creative economy. Initiatives included: including: Performing Arts Centre and Young implementing the Creative hosting the inaugural Cairns People and the Arts Australia to Generators pilot program, Indigenous Art Fair support Out of the Box Bloggers, in partnership with the Australia an online reviewing project involving Council for the Arts, to provide implementing Regional Stages, children and their carers a $0.9 million three‑year initiative community arts and cultural in partnership with the Australia distributing funding to seven development services across Council for the Arts, to contract three councils through the A‑Venue five regions. In 2010, two venues to develop and tour new program to support skills and career organisations, the Mackay Regional theatre and dance works in the Gold development opportunities for Council for Social Development and Coast (The Arts Centre Gold Coast), young musicians and bands the Queensland Arts Council, joined Toowoomba (Empire Theatre) and partnering with the Scenic Rim the three existing organisations Bundaberg (Moncrieff Theatre) Regional Council to present artspeak, in delivering services across the state to regional communities. supporting the Queensland a regional arts and culture conference Writers Centre, in partnership with at Beaudesert, bringing together supporting Big Sound to grow its the Australia Council for the Arts more than 200 delegates to engage reputation as a leading Australian through the $0.6 million three‑year in the key themes of community music business event. In 2009, Regional Writing initiative, to engage participation and engagement, 70 bands played to 460 conference communities in the Sunshine Coast, supporting vibrant regional arts delegates and 2750 fans. Rockhampton and Bundaberg and cultural practice, building supporting a delegation of regions in media and writing projects strong communities and activating 30, including funding for eight creative spaces rolling out Queensland Touring performing artists and companies, Services, ‘arTour’, a key initiative investing $5.3 million in the to attend the Australian Performing in the Coming to a place near you: new annual Brisbane Festival Arts Market, the largest performing touring strategy for performing arts incorporating Riverfestival, and arts trade fair in the southern in Queensland 2009–2014 which $3.2 million in the biennial hemisphere in Adelaide and Queensland Music Festival.

Our achievements 39 over 12 bands to showcase at Corporate Administration Agency Supporting Indigenous arts leading national and international (CAA) to Arts Queensland to provide and culture contemporary music markets, over‑arching governance to the Arts Queensland continued to support generating significant outcomes Cultural Centre for building owner and promote Aboriginal and Torres Strait and future opportunities. responsibilities and long‑term arts and culture during 2009–10 by: asset planning. delivering training in seven releasing the Aboriginal and regional centres to 130 local providing $3 million of a total Torres Strait Islander Arts strategy government staff involved in the $12 million jointly funded with the 2009–2010, a whole of arts management of the RADF program Commonwealth to co‑locate the portfolio strategy that celebrates to raise awareness of funding Queensland Symphony Orchestra and promotes Aboriginal and Torres opportunities, resources and key with the Australian Broadcasting Strait Islander arts and culture arts policies. Corporation at South Bank. providing grant funding to music, funding BoardConnect to provide supporting Indigenous art centres dance, writing, education, training professional development and in Far North Queensland and the and visual arts projects through the advisory services to volunteer Torres Strait including commencing Building Skills and Opportunities board members of arts and cultural facility upgrade to the Mornington grants as part of the BIA program organisations. Island arts centre. investing $0.25 million developing the Queensland investing in public art work through in Aboriginal and Torres Strait Premier’s Design Awards to recognise the art+place Queensland Public Islander communities through the importance of design to Art Fund. In 2009–10: the Indigenous RADF to support Queensland and those contributing −− works commissioned included arts and cultural activities to developing a design culture. five art works at Kangaroo Point providing $0.3 million in funding an Arts and Culture including Wormholes 2010 by partnership with the Australia policy position based in the Alexander Knox and Venus Rising Council for the Arts for the Local Government Association by Wolfgang Buttress creation and presentation of of Queensland, as part of artbeat, −− works completed included Salaul seven Indigenous theatre projects to build on the arts and cultural au Tonar by Dennis Nona, located including a Torres Strait Island expertise, skills and networks at the Cairns Ports terminal; The production, staging of a new play of local councils. Ration Shed Tableau, a series for Bungabura Productions and a Creative places and spaces of relief sculptures including project at the Aboriginal Centre for Arts Queensland is committed to ‘the Ration Lady’ in Cherbourg; Performing Arts to build student supporting the development of arts and 1100 degrees, a sculptural skills in performing arts. and cultural spaces and places. In installation created by Paul Investing in Queensland’s statutory 2009–10 major activities included: Johnson for Brassall Bikeway, authorities and companies Ipswich’s first dedicated bikeway. opening The Edge at the State In 2009–10, the department, through Library of Queensland, a supporting the Queensland Arts Queensland invested in the $10.15 million digital culture Museum in constructing state’s five arts statutory authorities, centre. Work included $7.9 million the National Carriage Factory, four companies and major performing in capital funding to create a heritage trade training centre arts organisations including: at Toowoomba. contemporary physical spaces, administering $122 million to media labs and a new lift, with an partnering with local councils arts statutory authorities and additional $2.25 million for critical to transform disused council companies including the State maintenance to upgrade and rewire buildings into creative spaces, Library of Queensland, Queensland the building. including converting a house into Art Gallery, Queensland Museum, transitioning the facilities artist accommodation and studio Queensland Performing Art Centre, management function of the in Cairns and conversion of a substation in Windsor, Brisbane.

40 Department of the Premier and Cabinet Annual Report 2009–2010 Queensland Theatre Company and Complete facility upgrades to arts facilities management services to Screen Queensland centres at Mornington Island, the Cultural Centre and other arts providing $10.2 million to major Aurukun and Lockhart. portfolio properties. performing arts organisations Host the inaugural Design Triennial, Changes to CAA in 2009–10 including Queensland Ballet, Opera Unlimited: Designing for the Asia In April 2010, following a review, Queensland and the Queensland Pacific, to showcase design‑led responsibility for the facilities Symphony Orchestra to assist with thinking, innovation and design management function of CAA was the creation of artistic works for excellence, foster new business, transferred to Arts Queensland. presentation and touring. encourage collaboration and This has resulted in greater clarity Future developments promote the value and a deeper about Arts Queensland’s role as understanding of design culture. Allocate $10.1 million to the owner of the Queensland Cultural small‑to‑medium arts sector. Invest $0.42 million over two years Centre, provider of facilities services through the Artist in Residence and planner of statewide arts Contribute $2.5 million for detailed program, in partnership with the infrastructure. For CAA this means planning for the proposed Cairns Australia Council for the Arts, a greater capacity to concentrate on Cultural Precinct. for collaborative projects that core service responsibilities. Invest $10 million over four years encourage innovation between Achievements to continue the commissioning education and the arts. Continued to provide a diverse of significant public art projects Launch the Black & Write! through the art+place program. range of corporate services and Indigenous Writing and Editing enhance existing services to Invest $1 million in arts and Project, a national project 24 client organisations including cultural infrastructure for regional supporting the revitalisation the Queensland Art Gallery, communities as year one of and expansion of contemporary Queensland Museum, State a four‑year $4 million program. Indigenous writing and publishing. Library of Queensland, Energy Provide $1.2 million for the Ombudsman Queensland and delivery of the Ideas Festival in Corporate Administration Water Secure. 2011 and 2013. Agency Developed an innovation agenda Invest $1 million over two The Corporate Administration Agency designed to provide opportunities years to develop a business (CAA) has been operating as a shared for clients to improve business case and facilities brief for service provider since 1 July 1997. processes across a range of the redevelopment of the The agency delivers high quality, corporate services. value adding and cost effective Queensland Museum. Developed a Client Satisfaction corporate services to the arts portfolio Host the second CIAF, building Framework to enhance service and to a range of smaller agencies on the first event with an art standards and performance. across government. exhibition, symposium, live Developed a new Financial music concert and an expanded CAA’s service to clients include Management Practices Manual performance and education human resource (HR) management in line with the Financial program, particularly for children including HR consultancy, payroll and Accountability Act 2009. and young people. recruitment, financial management including financial consultancy, Host the National Indigenous procurement and financial Theatre forum in partnership with transaction services and information the Australia Council for the Arts management including information at the CIAF. technology, business systems and document and records management. Historically, CAA has also provided

Our achievements 41 Future developments Implement the CAA Information and Communication Technology Strategic Plan which provides a framework to guide decision Integrity and Accountability in Queensland making on the deployment Response to and utilisation of information Integrity and Accountability in Queensland management resources. Continue to promote and roll out Tower Records Information November 2009 August 2009 Management (TRIM) Electronic Document and Records Management System business solution across the client base. Analyse CAA succession planning strategy to ensure capability and capacity of workforce to deliver cost effective and innovative services. Benchmark corporate non‑financial performance in line with the government’s Performance Management Framework.

42 Department of the Premier and Cabinet Annual Report 2009–2010 Our corporate governance

Our corporate governance 43 Executive Management Team (EMT)

Ken Smith Bronwen Griffiths Director‑General Acting Associate Director‑General Department of the Premier and Cabinet Bronwen Griffiths is the Acting Ken Smith has been the Director‑General of the Department of the Premier Associate Director‑General. In this and Cabinet since September 2007. In this capacity he leads the department, role, Bronwen leads the Queensland and the Queensland Public Service, in advising and serving the Premier Government’s policy coordination and government of Queensland. processes and manages the provision He has also been Queensland’s Coordinator General and Director‑General of a of policy advice to the Premier. number of other departments. As a senior public servant in Queensland for almost Bronwen has also held the position 20 years, Ken has taken a lead role in many of the fundamental reforms that of Cabinet Secretary from September have helped shape the state. Reforms such as the design and delivery of major 2007 to June 2010. machinery‑of‑government restructures, the $9 billion water grid, a South East Bronwen has almost 20 years Queensland Infrastructure Plan and Program and groundbreaking policy in the experience in policy development area of urban development and community renewal. and implementation. During this As Director‑General of the former Departments of Education and the Arts and period she has worked for a range of Employment and Training, Ken was responsible for driving the implementation state and commonwealth government of the Education and Training Reforms for the Future, which brought about agencies including the departments fundamental changes in early, middle and senior phases of schooling. of Education, Local Government, Prime Ken maintains his involvement in education as a Fellow of the Australian College Minister and Cabinet and Treasury. of Educators, Adjunct Professor of Education at the University of Queensland, Griffith University and the University of Sydney. Ken is the Chair of ANZSOG and has also served as a CEO to a number of Ministerial Councils, including the Ministerial Council for Education, Employment, Training and Youth Affairs. He was also a member of the Prime Minister’s Youth Pathways Taskforce and has chaired a number of national and state companies and boards.

44 Department of the Premier and Cabinet Annual Report 2009–2010 Pat Vidgen Leigh Tabrett Anthony Crack Deputy Director‑General Deputy Director‑General Acting Cabinet Secretary Governance Arts Queensland In this role, Anthony Crack provides Pat Vidgen is the Deputy Leigh Tabrett was appointed strategic advice to the Premier and Director‑General, Governance. Deputy Director‑General, Arts the Director‑General on the Cabinet In this role, he is responsible for Queensland in March 2005. timetable and Cabinet protocols leading the delivery of executive Leigh is responsible for arts and and communicates the outcomes and corporate support services by cultural funding and capital programs, of Cabinet and Cabinet Committee the department. cultural policy and relationships decisions relating to key government Pat has previously held various senior with arts statutory bodies and priorities and policies. Anthony has positions within the Department companies. In March 2009, following responsibility for Cabinet Services of the Premier and Cabinet in machinery‑of‑government changes, which supports Cabinet, Cabinet the areas of Constitutional and she also assumed responsibility for Committees and Community Cabinet. Administrative Law Services, Security the CAA. Prior to taking up this role Anthony has had an extensive career Planning and Coordination and State she was Assistant Director‑General in the Queensland Public Service Affairs. He currently represents the in the Department of Education starting in industrial relations and Queensland Government on a range of and Training with responsibility moving into public policy roles and Commonwealth and state government for international, non‑state and has held senior positions dealing with boards and committees. higher education. economic and social policy in a number Leigh has extensive experience in major of Queensland Government agencies. policy reform, service delivery and Most recently, Anthony has been organisational change. She has served Executive Director of State Affairs on numerous national arts and higher and of Ministerial Services in the education advisory bodies and boards. Department of the Premier and Cabinet Leigh is currently a member of the and has also served as a Clerk of the Boards of Screen Queensland Pty Ltd Executive Council. and Major Brisbane Festivals Pty Ltd.

Our corporate governance 45 EMT Executive Director, Corporate governance Business Services In the Department of the Premier EMT sub‑committees and Cabinet, effective corporate Executive Director, Economic Policy The department has five governance is facilitated through sub‑committees: the Executive Management Team Executive Director, (EMT) and its sub‑committees, Environment and Resources Policy Audit and Risk Management organisational structure, risk Executive Director, Information Steering management framework, probity Intergovernmental Relations Finance and Budget and accountability mechanisms. Executive Director, Workforce Capability EMT leads, directs and oversees Law and Justice Policy the delivery of the department’s Communication Coordination. strategic objectives and the Executive Director, These sub‑committees are an integral Toward Q2: Tomorrow’s Queensland Office of the Director‑General component of the department’s – strong, green, smart, healthy Executive Director, corporate governance structure and fair ambitions. Performance and Delivery Office and aid the effective operation of As at 30 June 2010, the members Executive Director, Social Policy EMT through observing specific of EMT comprised: guidelines. Sub‑committees provide Executive Director, State Services a forum for strategic management Director‑General (Chair) Executive Director, State Affairs issues and key projects and make Associate Director‑General recommendations to EMT. Parliamentary Liaison Officer. Deputy Director‑General, During 2009 the department Regular meetings are held to Governance undertook a review of the elements progress initiatives and significant of the sub‑committee model that was Deputy Director‑General, projects, monitor the department’s introduced early in 2008. Arts Queensland performance and provide leadership Cabinet Secretary in organisational improvement. The review sought to address the structures and relationships between Chief Information Officer the sub‑committees, including level of integration, communication, Members of EMT include (back row from left) David Hourigan, Adrian Jeffreys, transparency and greater Christine Castley, Tim Herbert, Pat Vidgen, Annette Whitehead (front from left) strategic intent. Anthony Crack, Bronwen Griffiths, Ken Smith, Leigh Tabrett and Brian Anker.

46 Department of the Premier and Cabinet Annual Report 2009–2010 As a result each of the sub‑committees function within the department reviewing the performance of reviewed its objectives, structure, and associated bodies Internal Audit and Risk Services, operating protocol, timeliness of corporate and systematic processes including implementation of decision making and communication are in place for evaluating and recommendations from a review strategies. Where necessary, addressing the impact of risks of the unit by BDO Kendalls sub‑committees have clarified that cost effectively reviewing the department’s draft there is: staff have the appropriate skills to audited financial statements effective strategic direction identify and assess the potential prior to final sign‑off by the clearly linked to the strategic plan for risks to arise. accountable officer and business unit plans During 2009–10 the committee promoting coordination with transparency and disclosure observed the terms of its charter other internal and external of decision‑making processes and had due regard to Queensland review activities, including clear lines of responsibility Treasury’s Audit Committee Guidelines: follow‑up as necessary of the and accountability Improving Accountability and Auditor‑General’s reports participation in the governance Performance. reviewing and monitoring of the processes by sub‑committee As at 30 June 2010, the members department’s risk management members. of the committee comprised: policies, framework and system The department’s corporate governance Director‑General (Chair) monitoring the impact of changes to the risk profile of the committee structure is similar to Associate Director‑General those operating in a number of department. other departments where EMT is the Deputy Director‑General, Information Steering Committee Governance governing body for the sub‑committees. The purpose of the Information As such, EMT is responsible for the Deputy Director‑General, Arts Steering Committee is to assist the overall strategic direction of these Queensland Chief Information Officer in delivering groups as well as the compliance Queensland Parliamentary Counsel an information services function that and performance outcomes. Each supports the department’s strategic Mr Graham Carpenter sub‑committee chair is responsible for: objectives. (external member) submitting a report (including The role of the Information Steering Director, Internal Audit and Risk minutes) from each meeting to EMT Committee and its members includes, Services (secretary and advisor) (at least quarterly) but is not necessarily limited to, the communicating to EMT key issues Chief Financial Officer (observer) following functions: discussed and recommendations Queensland Audit Office supporting the development and made (including underlying representative (observer). endorsing implementation of assumptions) 2009–10 achievements include: information management (IM) and ensuring each sub‑committee information and communication reviewing the department’s member actively participates in technology (ICT) strategic and Strategic Audit Plan and meetings and contributes to the operational plans subsequent amendments to decision‑making process. ensure cost‑effective internal audit endorsing and monitoring the Audit and Risk Management coverage of operations that are, implementation of IM and ICT Committee where appropriate, bench‑marked policies and standards The objectives of the committee against best practice endorsing the implementation of are to ensure: reviewing internal audit reports appropriate security measures to the efficient and effective and monitoring follow‑up action protect information assets performance of the internal audit

Our corporate governance 47 acting as the Program/Project Director, Corporate Information monitor and report on the Board for significant IM and (advisor/observer) department’s financial performance ICT initiatives Director, Information Technology against departmental priorities reviewing and endorsing IM and ICT (IT) Operations (advisor/observer) and approved budget investment proposals confirming Principal Advisor, ICT Planning provide executive level oversight that they align with strategic plans (advisor/secretary) of strategic procurement issues. and priorities Executive Director, Queensland Meetings are scheduled monthly. monitoring significant risks Government Chief Information As at 30 June 2010 the members of the and ensuring mitigation strategies Office (advisor/observer). Committee comprised: are identified and are able to be implemented 2009–10 achievements include: Chief Financial Officer (Chair) assisting in the resolution of monitoring implementation of the Associate Director-General issues referred by other corporate Information Management Strategy Deputy Director-General, governance committees and and Action Plan Governance ensuring identified issues outside monitoring the Application Deputy Director-General, Arts of the Information Steering Rationalisation Project proof Queensland Committee’s scope are referred of concept conducted within to the appropriate corporate the department Executive Director, Economic Policy governance committee monitoring information security Executive Director, State Affairs promoting the business value of IM initiatives aimed at increasing the Director, Internal Audit and and ICT within the department. protection of information assets Risk Services All individual members have a monitoring implementation of Director, Strategic Management responsibility for representing their disaster recovery capability to Accounting (Secretary). business area’s views and implications ensure business stability The 2009–10 achievements included: while maintaining the interests of the endorsing the development of a broader department. consideration of the department’s: print resource management plan As at 30 June 2010, the members of the −− Financial Management Report, endorsing the planned committee comprised: including the overall monthly implementation of a new standard financial position, funding Chief Information Officer (Chair) operating environment built upon pressures, key projects Windows 7 and Office 2007 Executive Director, Business with budgetary impact and Services (Deputy Chair for 2010) providing input into the savings strategies development of a departmental Executive Director, Cabinet Services −− strategic financial issues ICT strategy. Executive Director, State Affairs including development of the Finance and Budget Committee 2009 Mid Year Review and Executive Director, State Services The objectives of the committee are to: 2010–11 Budget submissions Executive Director, and 2010–11 unit‑level budgets. Environment and Resources Policy provide executive level oversight of significant financial and budgeting monitoring the rollout of the Manager, Publications and processes within the department whole‑of-government Travel Corporate Services, Office of the Management System to all areas Queensland Parliamentary Counsel provide department-wide input into of the department key financial and budget strategies Executive Director, monitoring of significant Corporate and Communication, provide formally endorsed financial procurement activities including Public Service Commission and budget submissions to the the Search for the Centaur project. Director-General Executive Director, Arts Strategy and Planning, Arts Queensland

48 Department of the Premier and Cabinet Annual Report 2009–2010 Workforce Capability Committee Communication Coordination Executive Director, The committee’s objectives are to: Committee Performance and Delivery Office develop a whole‑of‑department The committee’s objectives are to: Chief Information Officer understanding of future ensure departmental Director, Communication Services workforce needs communications and marketing are Director, Events Coordination well planned, effective, consistent advise on workforce strategies Director, Market Research and programs that align workforce and align with the department’s planning to future service priorities and government’s priorities Director, Corporate Information and that maximise organisational recommend the communication Director, Communications and capability and development. and marketing plan to EMT and Marketing, Arts Queensland. monitor implementation As at 30 June 2010 the members 2009–10 achievements include: of the committee comprised: encourage high and consistent monitoring the implementation of Executive Director, standards of departmental the new department website Business Services (Chair) communications and monitoring Toward Q2 Cabinet Secretary marketing activities communication activities Executive Director, drive effective internal overseeing the communication of Office of the Director‑General communications within and between departmental units and organisational structure changes Executive Director, with the Premier’s Office overseeing the development of an Performance and Delivery Office educate staff on the importance internal communications strategy Director, Human Resource Services of effective communications for the department. Manager, Organisational Capability and marketing and the resources (advisor/secretary). available to provide advice and assistance 2009–10 achievements included providing analysis and advice on a identify and address emerging range of workforce issues including: departmental communications and marketing issues future workforce needs encourage effective evaluation of workforce strategies to support communications and marketing strategic initiatives activities the competency development ensure the department’s program for staff communications and marketing guiding the Inspiring Leadership activities model best practice to the Capability Program based on rest of government the outcomes of the SES/SO champion the development 360 degree feedback activity of market research capacity promoting the integration in the department. of strategic and responsible As at 30 June 2010, the members of the information management skills as a committee comprised: core competency in the department (in support of the departments Executive Director, Information Management Strategy). State Services (Chair) Executive Director, Office of the Director‑General

Our corporate governance 49 DPC Capacity

The following areas contribute to the Chief Finance Officer for the 2009-10 department and its portfolio agencies. department’s strategic objectives financial year which conforms with The unit also coordinates the Premier’s by integrating resources, maintaining the requirements of the Financial ministerial correspondence across a resilient workforce and developing and Performance Management whole‑of‑government. and maintaining effective processes. Standard 2009. Human Resource Services provides Information Services Business Services a range of integrated human resource Information Services provides Financial Management supports the management services, including a range of IM and ICT services to department through: workforce planning, training and ensure the right information is organisational development, human Strategic Management Accounting available at the right time in support resource consultancy services, staff manages the development, of the operations of the department performance management, policy monitoring and analysis of the and its client agencies. development, recruitment and selection department’s annual budget Over the past 12 months, Information services, employee orientation and and the provision of reports and Services has focused on increasing advice on employment matters. financial advice the department’s ability to continue works Financial Accounting manages the Facilities Coordination business in the event of a disruption in collaboration with management development and implementation through developing full ICT disaster to ensure initiatives in relation of financial policies and recovery capabilities for core to accommodation (leasing, capital procedures, preparation of annual business systems. Another key works and minor works), waste and financial statements and monitors focus has been on embedding the environmental management, security, the financial deliverables of the department’s electronic document telecommunication services and fleet department’s shared service and records management system policy administration are implemented. provider, the Shared Service Agency (TRIM) into departmental processes Refer to ClimateSmart on page 54 for to realise greater efficiencies in our Procurement and Contract more information on activities. work practices. Services develop and manage the Corporate Procurement Plan Corporate Planning and Reporting Information Services experienced and supporting policies and (CPR) deliver planning, measuring a reduced client base in 2009–10 procedures. Procurement and and reporting activities. This requires and is now focusing on delivering Contract Services advise clients regular monitoring and reporting efficient services, primarily within on effective procurement and on the department’s delivery the department. contract management techniques of operations. CPR are also responsible Information Services also has a strong and activities to achieve the for conducting an annual survey whole‑of‑government focus on guiding objectives of the State Procurement of external stakeholders which informs the development of, and adherence Policy, including probity and performance improvement strategies. to, policies and standards issued accountability, value for money CPR work closely with staff and line through the Queensland Government and sustainability. agencies to coordinate and produce Enterprise Architecture. Transition the department’s service delivery Chief Finance Officer Statement planning to the whole‑of‑government statement, multicultural action plan, The Director-General has nominated ICT services offered under the reconciliation action plan, and disability the Executive Director, Business Technology Consolidation Program services plan. Services, Mr Nick Elliott to assume is also underway. the responsibilities of Chief Refer to the Information Steering Finance Officer for the department. Executive Committee report on page 47 for more During the 2009‑10 financial year, Correspondence Unit information on achievements. Mr Elliott fulfilled the minimum As part of the Office of the responsibilities as required by the Director‑General, the Executive Financial Accountability Act 2009. Correspondence Unit is responsible The Director‑General has been for the coordination of quality provided with a statement by the correspondence and briefs across the

50 Department of the Premier and Cabinet Annual Report 2009–2010 Internal Audit and Risk This is achieved through the conduct Refer to the Audit and Risk Management Services of performance, operational and Committee section on page 47 for regulatory audits, as well as providing more information on achievements and Internal Audit and Risk Services a specialist internal consultancy service. responsibilities. assists the accountable officers of the The area also has responsibility for the department and its client agencies, risk management framework within along with other levels of management the department (for more information of the department, to improve refer to the risk management section on organisational performance and comply page 52 of this report). In performing with legal requirements. its functions, the internal audit unit has had due regard to Queensland Treasury’s Audit Committee Guidelines: Improving Accountability and Performance.

Our corporate governance 51 Corporate support functions

Accountability for the corporate Recordkeeping Internal audit support functions is the responsibility The department is committed The department has a strong of the areas identified in DPC Capacity. to promoting the benefits of a internal audit capability managed Complete records of activities are consistent approach to recordkeeping by the Internal Audit and Risk managed in accordance with the to enhance decision making and Services unit. In consultation with requirements of the Public Records support accountability, as well as senior management, a program of Act 2002 and several Queensland to streamline document and records internal audits, probity reviews and Government information standards. business processes. consultancy services are developed Risk management In 2009–10 projects and programs and undertaken to assess and evaluate to support a consistent approach to the effectiveness and efficiency of the The department has an effective risk recordkeeping focused on: department’s financial and operational management process that provides a systems, reporting processes and systematic and consistent approach to specific recordkeeping essentials activities. The strategic internal managing risks. The risk management included in the initial and tailored audit plan is reviewed by the Audit process has been integrated into the training programs for TRIM and Risk Management Committee department’s corporate governance assisting business areas to realign prior to it being approved by the framework through strong links to the existing shared electronic folder Director‑General. In preparing the audit department’s strategic and business structures in accordance with plan, consideration is given to: objectives. the department’s corporate file significant changes to the In 2009–10, the risk management plan and current recordkeeping organisation, systems and activities process was applied through the practices new legislative requirements department’s Risk Management Policy ensuring the department’s and Risk Management Guide. Internal retention and disposal schedule risks identified as part Audit and Risk Services provided risk was continually updated to reflect of the department’s risk management advice and assistance changes in business areas. management processes to business units, encouraging each An internal review of the results of assessments business unit to use risk management of internal controls as a means of identifying opportunities implementation of the TRIM system for business improvement. As a result found that it is being used successfully previously identified issues. of continuing to work with business to manage ministerial and executive For 2009–10 achievements, please units and senior management, Internal correspondence. The review also refer to the EMT sub‑committee Audit and Risk Services are able to reported that its use as a holistic report on page 47 for the Audit and promote an understanding of risk application for all documents and Risk Management Committee. In management processes and assist records continues to build. 2009–10, an external review of the with embedding risk management into A Digitisation Strategy and Disaster internal audit function was completed the corporate culture. Recovery Plan is currently being by BDO Kendalls. The objectives of In 2009–10 all business units developed. The plan will build on the review were to advise on the reviewed and updated their risk the department’s compliance with optimum business model for internal registers on a quarterly basis the Queensland State Archives’ audit services, recommend the key for subsequent reporting on a Information Standards and provide deliverables of the internal audit whole‑of‑department basis to an opportunity to strengthen the TRIM function and recommend appropriate the Audit and Risk Management system’s capability. resourcing requirements for the Committee. Attention to change management department’s internal audit function. issues and training initiatives The report was finalised in July 2009, is ongoing. with implementation of the majority of recommendations complete. As part of its function to review the scope and quality of work performed

52 Department of the Premier and Cabinet Annual Report 2009–2010 by Internal Audit and Risk Services, Other reviews included: The electronic document and the implementation process has BDO Kendalls completed an records management system (TRIM) been monitored by the Audit and Risk external review of the internal audit provides for the effective and efficient Management Committee. function in July 2009. Details are management of documents and included under the heading Internal records for the department. External scrutiny Audit on page 52. Complaints management In 2009–10 the operations of the The Queensland Ombudsman department were subject to external prepared and tabled The Q150 Complaints are managed in reviews and audits, some of which Contract Report, An investigation of accordance with the department’s incorporated recommendations for the Department of the Premier and complaints management policy improved performance. Cabinet’s contracting process for the and procedures which requires Mercer Consulting was engaged to writing of a history of Queensland departmental staff, in a timely review the structure of the department. in December 2008. The department manner, to provide the complainant The results of this review were implemented the recommendations with feedback, an explanation of the implemented and resulted in better contained in this report in 2009–10. outcome and the right to external alignment of departmental functions review. A report is prepared bi‑annually The department participated in for EMT on the performance of the and an improved capability to meet a procurement capability and emergent needs. complaints management system over performance assessment with the the preceding six‑month period. The Auditor‑General also conducted: Queensland Government Chief Procurement Office. This process Complaints provide important regular financial and compliance delivered 15 recommendations feedback and are a useful tool for audits of the department, on procurement strategy, people business and staff development. including Ministerial Services. and culture, business systems Diligent and prompt attention to All recommendations in these and procurement practices. The complaints assists us to identify the reports have been responded to department is currently formulating needs of our clients and stakeholders, appropriately. There have been no an action plan to ensure the increase client satisfaction and qualified audits. timely implementation of each improve overall performance. a cross‑sector audit on Audit recommendation. In 2009, the policy and procedures Committee Guidelines and were reviewed in consultation with Financial Accountability Roles. The Business systems the Queensland Ombudsman’s department was found to have Office. As a result of this review, the adopted the key elements of better The department purchases transactional processing department’s policy and procedures practice as outlined in Queensland are now more widely promoted through Treasury’s Audit Committee services from the Shared Service Agency and therefore uses the the orientation program and induction Guidelines: Improving Accountability kit, provision to senior management and Performance. whole‑of‑government systems SAP finance and Aurion (human of materials with which to promote a follow‑up of a 2007 performance resources system). awareness and responsibility to staff management systems audit and publishing of the policy and on whole‑of‑government risk The Cabinet Information System (CIS) procedures on the department’s assessment and management. is the principal information system intranet and internet sites. The department was found to used to record historical and proposed Cabinet business of the government. Any member of the public, customer, have sound risk management employee or other stakeholder is able processes in place with substantial Access to the system by departments is administered by Cabinet Services. to lodge a complaint, compliment or progress made in facilitating a risk feedback regarding the department’s management culture. A new CIS is under development which will provide improved secure access policy, services or actions. and management of workflows. The online complaints form is at: www.premiers.qld.gov.au

Our corporate governance 53 continuing to promote and recycled 595 toners cartridges, encourage water and energy saving 56 tonnes of paper and 179 tonnes ClimateSmart initiatives of cardboard and 52 tonnes of comix Managing our effect on the continuation of the use of fire stairs (plastic and glass). environment for staff in Executive Building These results include the Cultural The department’s ClimateSmart recycling 72 workstations, PCs Centre, Judith Wright Centre and Environmental Plan supports Toward and laptops 381 Brunswick Street, Fortitude Valley. Q2: Tomorrow’s Queensland and auctioning for external reuse of 186 Arts Queensland and CAA have the government’s overarching desktops, 326 monitors, 30 laptops continued to implement initiatives policies including the ClimateSmart and 72 printers to minimise landfill and encourage changes in behaviour Buildings Strategic Energy Efficiency developing a proposal to to reduce environmental impact. Policy for Queensland Government implement a new departmental Achievements and activities in Buildings, ClimateSmart 2050 and screensaver to encourage users to 2009–10 included: the Environmental Protection (Waste shutdown PCs at the end of each completing a feasibility study Management) Policy 2000. The revised business day to conserve power regarding future water harvesting plan allows for effective management initiatives at the Cultural Centre and monitoring of waste, energy and obtaining baseline data for toner water consumption with a view to cartridge recycling. commencing a detailed energy minimising our carbon footprint. Reducing waste audit of mechanical infrastructure at the Queensland Performing ClimateSmart actions in 2009–10 In line with the Environmental Arts Centre to inform future energy included: Protection (Waste Management) Policy efficiency upgrades 2000 and Toward Q2: Tomorrow’s purchasing carbon offsets for all introducing greener vehicles into Queensland, the department is actively domestic air travel and government the Arts Queensland and CAA fleets committed to minimising its carbon air wing to reduce car emissions footprint. By encouraging, promoting quarterly meetings of and participating in a number of continuing the direction of Cultural the departmental recycling activities the department is Centre waste to a Ti Tree bio‑reactor ClimateSmart Committee effectively managing its waste. waste management facility, which generates methane gas for supply a ‘Keen to be Green’ ClimateSmart Items recycled and/or reused include: display was held for one week to power generation facilities in March 2010 in the Executive toner cartridges securing a Public Place Recycling Building foyer mobile phones Initiative grant of $20,000 to fund developing key performance paper an increase in quantity of recycling indicators to measure and monitor bins at the Cultural Centre plastics green activities implementing extensive metering furniture participating in Earth Hour 2010 at the Cultural Centre to provide equipment (including PCs and detailed water consumption data identifying alternative green electrical items). to assist in identifying target water corporate stationery products to be reduction strategies purchased from 2009–10 Between 1 April 2009 and 31 March 2010, the department

54 Department of the Premier and Cabinet Annual Report 2009–2010 establishing of a Cultural Centre cut Queenslanders’ greenhouse gas usage cannot be solely attributed Sustainability Group to promote emissions by one third by 2020. This to any one particular agency, the sustainability initiatives commitment includes implementation electricity usage by the tenanted ensuring sustainable practice of the Government’s environmental agencies may be apportioned based in the development of The Edge and climate change strategies, such on the floor area they occupy. including a range of water and as the ClimateQ: toward a greener Importantly, any attempted comparison energy efficiency initiatives such Queensland strategy. of emission levels with those of as low flow tapware, smart flush Six gases have been identified previous periods must first ensure that toilet suites, low energy lighting, under the Kyoto Protocol as the main all the relevant parameters are exactly and a building management system greenhouse gas emissions that need the same and have not been affected that provides live energy usage to be reduced. The gases are carbon by changes such as: differences in information to a display in the dioxide, hydrofluorocarbons, methane, the configuration and make‑up of foyer to help educate users of the nitrous oxides, perfluorocarbons the department’s building portfolio; facilities on energy usage. and sulphur hexafluoride. As part changes to building functionality and/ As building owner, DPW have of standard emission measurement or occupancy levels; or changes to the supported the department in its efforts practices these gases are mainly emissions conversion factors used to effectively manage its waste by: reported as carbon dioxide equivalent (which can vary each year as published emissions (CO ‑e). in the National Greenhouse Accounts facilitating improvements to air 2 Factors workbook). conditioning and lighting operation Government has established minimum and performance through an Energy greenhouse gas emissions reporting The Department of the Premier and Performance contract requirements for departments covering Cabinet first commenced purchasing their main greenhouse gas emitting carbon offsets for domestic and re‑scheduling building cleaning business activities, namely those international travel in December 2007. services to reduce the need linked to (i) vehicle use, (ii) electricity for lighting within the building Since that time the department has consumption and (iii) air travel. These after hours continued to expand its offset program activities are sources of both direct and to include the 100 per cent offset of opening access to the Executive indirect greenhouse gas emissions. Building fire stairs which hire vehicles, passenger charter flights reduces lift traffic and lowers It should be noted that comprehensive and government airwing travel. energy consumption reporting of greenhouse gas emissions The Queensland Government Chief by departments is sometimes limited maintaining air conditioning Procurement Office who coordinate due to the complexity of operational temperature set‑points at this offset program on behalf of boundaries within the public sector, 24 degrees Celsius over the the department and other agencies especially in situations where internal summer period to lower have finalised all offsets up until government shared services providers energy demands 31 December 2009. The emissions for are used. 1 January 2010 to 31 March 2010 have monitoring water and electricity While the best available data has been been calculated however offsets are usage to ensure the maintenance used, in some instances estimates yet to be purchased. of efficiencies. have had to be reported due to the Greenhouse gas emissions The department will also offset limitation of data collection processes 50 per cent of its vehicle fleet The Department of the Premier and or systems. For example, in those emissions from 1 July 2010. Cabinet is committed to supporting government‑owned office buildings the Queensland Government’s Toward where there are multiple government Q2: Tomorrow’s Queensland target to agency tenants and the electricity

Our corporate governance 55 The following table outlines DPC’s emissions. Activity GROSS Less NET Explanatory greenhouse gas Emission offsets greenhouse Notes

emissions (tonnes of CO2) gas (tonnes of CO2) emissions (tonnes of CO2) Vehicle usage QFleet leased vehicles 98 1 97 1 Department‑owned vehicles N/A N/A N/A Hired vehicles 53 53 ‑ 2 Electricity consumption Purchased directly from an electricity retailer 39,363 1318 38,045 3 Sourced through a third party 1763 61 1702 4 Air travel Domestic air travel on commercial airlines 168 168 ‑ 5 International air travel on commercial airlines 36 36 ‑ 5 Government Air Wing 1250 1250 ‑ 6

Notes: 1. The emissions figure has been aggregated using National Greenhouse Emissions Reporting guidelines and represents emissions for four primary fuel types: unleaded petrol, diesel, liquefied petroleum gas (LPG) and E10. Emissions shown are estimates based on actual kilometres travelled and available fuel consumption records. The emission offsets figure relates to purchased national Greenhouse Friendly™ certified carbon offsets for vehicles that did not comply with the minimum Greenhouse Vehicle Guide ratings. 2. The hire car vehicle emissions attributable to Avis Australia vehicles booked under the Standing Offer Arrangement managed by the Queensland Government Chief Procurement Office have been calculated by Avis Australia. The emission offsets figure relates to purchased national Greenhouse Friendly™ certified carbon offsets. 3. This emissions figure is based on available building‑related electricity consumption records for the period 1 April 2009 to 31 March 2010. For these records the emissions reported are limited to those linked to electricity purchased directly from an energy retailer for this department’s own buildings and any space it leases. These figures include the Cultural Centre, Judith Wright Centre and 381 Brunswick Street, Fortitude Valley. These are occupied by Arts Statutory Bodies and related organisations. Incomplete electricity consumption records have been extrapolated where necessary. The electricity consumption has then been converted to carbon emissions using the combined Scope 2 and Scope 3 conversion factor

of 1.01 kg CO2‑e/kWh as published in the Australian Government’s National Greenhouse Accounts Factors workbook (June 2009). The emission offsets figure includes GreenPower accredited renewable energy procured through Ecofund by the Department of Public Works on behalf of each department. The process involved the centralised bulk purchase of Queensland‑based GreenPower Renewable Energy Certificates (RECs), and subsequently surrendering them to the Australian Government’s Office of the Renewable Energy Regulator. 4. This emissions figure is based on emissions associated with electricity use in leased spaces where the electricity is not directly purchased by the tenant department from an energy retailer eg. where the electricity costs form part of lease charges. This figure includes estimated consumption (where specific details aren’t available) and actual electricity records received from government and private sector landlords. Incomplete electricity consumption records have been apportioned and/or extrapolated where necessary. For example, in those major government office buildings owned by the Department of Public Works and do not have separate electricity sub‑metering for tenants, the electricity consumption and associated emissions have been apportioned 45% to the landlord and 55% to the tenants – in line with industry practice and historical benchmarking. The emission offsets figure includes GreenPower accredited renewable energy procured through Ecofund by the Department of Public Works on behalf of each department. 5. Air travel includes all flights recorded by the Queensland Government Chief Procurement Office (QGCPO) during the period 1 April 2009 to 31 March 2010, specifically international air travel on commercial airlines and domestic air travel on commercial airlines. For all air travel the following methodology is used. QGCPO calculates the kilometres flown from data provided. The kilometre figure is divided by 100 and multiplied by an industry average number of litres of fuel burnt per passenger per 100 kms. A factor of 5 has been used for all air travel (sourced from the International Civil Aviation Organisation). The use of this method gives the average litres of fuel burnt for a flight, per passenger. This figure is subsequently converted from litres into kilograms and then from kilograms into tonnes, before being multiplied by 3.157 (which represents the

amount of CO2 tonnes produced by burning one tonne of aviation fuel sourced from the International Civil Aviation Organisation). The emission offsets figure for air travel relates to purchased national Greenhouse Friendly™ certified carbon offsets. 6. This figure represents the cumulative emissions for the Government Air Wing for the period 1 April 2009 to 31 March 2010.

56 Department of the Premier and Cabinet Annual Report 2009–2010 Our people

Our people 57 Staff profile and activities

In 2009–10 programs and activities to the department’s and client Orientation to DPC were managed effectively within agencies, including the Public Service During 2009–10, new employees resources. Staff continued to rise to Commission (PSC). participated in the quarterly the occasion with the professionalism The permanent retention rate of orientation program. The program that is one of our defining employees from DPC averaged starts at the Parliamentary Annexe departmental core values. 87.46 per cent. DPC’s permanent with a Welcome to Country by separation rate for 2009–10 Indigenous elder Auntie Carol Currie, Attracting and retaining is 12.54 per cent and is based and includes an informative and highly our people on the PSC standard formula. relevant tour of Parliament, timed to In 2009–10, our focus on the Communication of government coincide with a Parliamentary sitting. department as a career destination services is essential to keep the In 2010, we introduced the was expanded with the introduction community informed on matters such whole‑of‑government induction of Work for Us on DPC’s website at: as new laws affecting Queensland, visual tool, Welcome. In this DVD, www.premiers.qld.gov.au/about‑us/ arts and cultural programs and the Premier welcomes staff to the work‑for‑us.aspx investments, and to engage orientation program and encourages It incorporates rotating testimonials the community in dialogue with staff to network and to gain a greater from staff at all levels and in a government. As at 30 June 2010, DPC understanding of the department’s broad range of occupations in the employed 13 FTEs whose functions goals and values. department. relate to media and public relations. The Career Capability Pipeline continued to drive the department’s workforce capability initiatives including recruitment and selection, leadership development and performance management. In 2010–11 the department will introduce a departmental workforce management plan auspiced by the Workforce Capability Committee. In 2010–11 as we report on the outcomes of the whole‑of‑government 2010 State of the Service and departmental employee engagement surveys, a major focus for the department will be sustaining the commitment of our employees and highlighting their contribution to Queensland’s future. DPC workforce profile As at 30 June 2010, the department employed 684 full time equivalent employees (FTEs) including 55 FTEs who support the Office of the Queensland Parliamentary Counsel. Standing on the Speaker’s Green at Parliament House during DPC Orientation are (l to r) During 2009–10, 12 FTEs provided a Lyndall Richardson, Alan Hurst, Leigh Dixon, Sebastian Keim, Janet Lucas (coordinator), range of corporate support services Matthew Molony, Brett Nutley (Parliament House Indigenous Liaison Officer), Kevin Yang and David Layt.

58 Department of the Premier and Cabinet Annual Report 2009–2010 ILCP participants share a learning and reflection session with the Deputy Director-General, Governance (far right) and program co‑facilitator, Jane Newman (centre). Developing our people 2008–09 360 degree feedback and senior executive service (SES) – building capacity exercise led by the Director‑General, officers. The Deputy Director‑General, with its strong emphasis on building Governance and the Associate and capability leadership competencies and Director‑General attend the learning 2009–10 saw the implementation of succession planning for the future. and reflection sessions, sharing advice the Inspiring Leadership Capability ILCP was launched by the Deputy and insights from their own leadership Program (ILCP) – a targeted leadership Director‑General, Governance experience. development program for executive and Associate Director‑General Of participants who provided and senior management. The ILCP in November 2009. The program, feedback, 96 per cent have been followed the successful rollout of which continues to September 2010, satisfied with the program. the 2008 Leadership Opportunities is providing valuable leadership The program includes four Unleashed initiative for middle development and executive coaching modules followed by learning managers, and was based on the opportunities for 28 senior officer (SO) and reflection sessions:

Module 1 Module 2 Learning and reflection Learning and reflection group Developing direct reports and group Engaging others and motivating your team

One month Two months Three months

Module 3 Module 4 Managing crucial Learning and reflection Influencing and political Learning and reflection group conversations group savvy

Four months Five months Six months Seven months

Our people 59 In 2009–10, three staff members Voluntary Early Retirement/ governance and government, continued with sponsored study in the Redundancies the negotiation skills and Graduate Certificate in Policy Analysis In September 2009, the Premier supervision management training through the Department of Politics announced The Queensland Public courses attracted the highest and Public Policy at Griffith University. Service Workforce Rejuvenation participant numbers. The program is designed to equip Scheme – Offer of Early Retirement, In 2010–11 we look forward to a senior policy officers to respond to following consultation with the continued focus on integrity and the increasingly complex challenges Commissioner of Taxation. The accountability and good governance involved in policy analysis, design and Commissioner agreed to the in the CDP, with a new interest on implementation in the 21st century. application for a class ruling for a policy capability and information In April 2010, three DPC staff voluntary early retirement (VER) management as priority areas for skill graduated from the 18‑month Public scheme for tenured senior executive development across the department. Sector Management Program (PSM) service (SES) and senior officers (SO). with graduate certificates in public DPC offered the VER scheme to Competency Development Program sector management from Flinders SOs in the department. Eight DPC 100% University, South Australia. Two staff employees accepted the offer at a cost are continuing into 2011 with the PSM of $1,212,352 including incentive program, which aims to enhance the payments. 98% existing knowledge and skills of public sector managers, and those entering In addition to the VERs, there were two 96% management, to improve outcomes in redundancies in 2009–10, at a cost public sector service, productivity and of $185,848. people management. Competency Development Program 94% As one of this year’s graduates noted, (CDP) ‘The PSM program has provided me The CDP program aims to build and 92% with the required skills and knowledge maintain the department’s capacity of a future leader and has given me through the development of the 90% the confidence to take the next step in competencies in our capability Management and my career’. framework. In 2009–10, the CDP leadership performance As part of a continued emphasis on focused on three areas of competency: Written communication building the capability needed to management and leadership Governance and government performance, written communication, meet our goals and objectives into the Other events/programs future, in 2010–11 the department and governance and government. will rejuvenate its in‑house In 2009–10 attendance at CDP RTI awareness program graduate program in partnership programs was more than double with Queensland Treasury’s well the previous year, partly due to an In 2009 the department coordinated established and highly regarded increased emphasis on employee and led the implementation of the graduate program. Through the awareness of RTI and other RTI reforms across the Queensland graduate program, DPC will focus important Queensland Government public sector. The Right to Information on developing policy capability as a legislative reforms. Act 2009 and the Information Privacy key competency for DPC, as well as Act 2009 commenced operation on High levels of satisfaction were positioning the graduates to benefit 1 July 2009. recorded for the 29 CDP programs from whole‑of‑sector experience. during the year. In support of these reforms, in October 2009, the Director‑General The following graph shows participant encouraged all staff to attend RTI satisfaction levels for the program. information awareness sessions. Of all the CDP programs other than those that fall under the priority

60 Department of the Premier and Cabinet Annual Report 2009–2010 The two‑hour sessions, attended The executive‑level and individual telecommuting – six telecommuting by 407 staff, explained the new performance planning frameworks inspections were undertaken to legislative framework, provided align with the department’s strategic ensure appropriate workplace information about the reforms and and business plans and continue our health and safety outlined the impact on the day‑to‑day focus on developing a more robust hours of work – the Hours of Work work of all DPC and portfolio agency feedback culture in DPC. policy was revised to provide a officers. By end April 2010, 56 per cent of wider spread of possible working Focus on corporate social DPC staff had a new performance hours for staff allowing managers responsibility agreement in place, with 70 per cent and staff to determine appropriate During March and April 2010, four of SES officers with an endorsed flexible working arrangements staff members from the department performance agreement. Our target breastfeeding – employees have were deployed as volunteers to assist for 2010–11 is to increase overall access to secure fully equipped with the community recovery effort individual performance planning levels breastfeeding facilities to 70 per cent. in Mackay, the Whitsundays and workplace health and safety – the South‑West Queensland regions. Enhancements to the Study and department’s Workplace Health and A further 17 staff members registered Research Assistance Scheme policy Safety Committee met quarterly, with the community recovery effort, in 2009–10 have also supported monitoring initiatives such as with over 50 per cent of these receiving employees’ access to improved leave this year’s swine flu prevention specialist training. arrangements for postgraduate study. health awareness campaign, According to one DPC community In terms of employee wellbeing, 19 ergonomic assessments recovery volunteer, ‘Volunteering departmental staff continued their and WorkCover statutory claims my time for community recovery in participation in Brisbane’s major where the average cost of claims Mackay this year was a significantly sporting events, with over 100 remained at record low levels, rewarding experience. I was able to employees taking part in the 2009 continuing a five‑year trend. offer some hope and happiness to a Sunday Mail Bridge to Brisbane, Recognising our achievements community that was severely affected. Walk‑to‑Work Day and 2010 Corporate During this period I worked with an Games events. Bringing Healthy Our DPC Achievement Awards amazing team of employees from Back employee wellbeing activities recognise and celebrate the various departments who I established continued our commitment to outstanding achievements of friendships with and remain in close encouraging personal and financial individuals and teams within the contact with today’. health and included the annual Flu department and portfolio agencies. Presented by Premier Anna Bligh in In November 2009 the Deputy Vaccination Program (including H1N1 swine flu) for 257 staff. August 2009, the awards recognised Director‑General, Governance and leadership in strategy and client Business Services staff welcomed a Promoting work – life balance delivery, enhancement of systems study group of 20 senior provincial Through the use of the intranet and and practice and the promotion of and local government officials bulletin broadcasts, employees are government priorities. from Guangxi Province China to informed of a range of flexible work the department with presentations practices such as remote access and on leadership development and flexible leave management in addition performance planning in DPC. to the following policies: Managing individual performance and part‑time employment – employee wellbeing consideration of job share/ In 2009–10, the department moved to part‑time work is included in the consolidate its employee performance advertising of roles where this is planning arrangements, introducing an option. As at 30 June 2010, revised CEO and SES performance 51 employees were working agreements in conjunction with PSC. part‑time in the department

Our people 61 2009 DPC Achievement Awards: Winner and Highly Commended Award recipients

Leadership, strategy and advice Winner: The Right to Information reforms – Unit/Division: Information Policy and Legislation Reform, policy development and legislative Cabinet Services and Implementation and drafting Office of the Queensland Parliamentary Counsel Highly Commended: Queensland Civil and Administrative Unit/Division: Queensland Civil and Administrative Tribunal Tribunal Bill 2009 and the Queensland Legislation team, Civil and Administrative Tribunal Office of the Queensland Parliamentary Counsel (Jurisdiction Provisions) Amendment Bill 2009 Enhancing governance systems and practice Winner: Review of Government Boards, Unit/Division: Executive Services, Governance Division Committees and Statutory Authorities Highly Commended: TRIM eDRMS project Unit/Division: Office of the Queensland Parliamentary Counsel Highly Commended: TRIM eDRMS Implementation team Unit/Division: Information Services, Governance Division Leadership in client service and delivery Winner: Q150 Steam Train Unit/Division: Communication and Marketing, Communication Services and Queensland’s 150th Celebrations, Governance Division Winner: The Medici Project – Grants Funding Unit/Division: Arts Infrastructure and Services, System Design and Implementation Arts Queensland Highly Commended: Public Sector Management Program Unit/Division: Leadership Learning and Development, Workplace Performance, Public Service Commission Highly Commended: The Fifth Australasian Drafting Unit/Division: Office of the Queensland Parliamentary Counsel Conference Brisbane and Parliamentary Counsel Committee IT Forum July 2008 Promoting and coordinating the government’s priorities Winner: Toward Q2: Tomorrow’s Queensland Unit/Division: Performance and Delivery Office, Community Engagement Policy Division and Events Coordination, Governance Division Winner: Arts Queensland Communications Unit/Division: Communications and Marketing, and Marketing Unit Arts Queensland Highly Commended: The Crime Research and Statistics Unit/Division: Criminal Justice Research Law and Justice Policy, Network re‑development Policy Division Outstanding individual achievement Winner: Trish Reddy Unit/Division: Arts Queensland Winner: Pina Carbone Unit/Division: Cabinet Services and Implementation Winner: Bronwyn Davies Unit/Division: Governance Division Winner: Paul McFadyen Unit/Division: Office of the Queensland Parliamentary Counsel Winner: Kirrily Booker Unit/Division: Policy Division Winner: Chris Rowsell Unit/Division: Public Service Commission Director‑General’s Award Individual Winner: Glenys Jenkin Unit/Division: Executive Services, Governance Division Project Winner: The Right to Information reforms – Unit/Division: Information Policy and Legislation Reform; policy development and legislative Cabinet Services and Implementation; Office of drafting the Queensland Parliamentary Counsel

62 Department of the Premier and Cabinet Annual Report 2009–2010 Ethics, code of conduct and as Aboriginal and Torres Strait Women also occupy just under half of public interest disclosures Islander and 5.71 per cent as people the 28 places on the senior executive with disabilities. leadership program (the ILCP). The department demonstrated In 2010 DPC conducted a cultural Three women from the department took its strong commitment to good competency awareness training pilot part as mentees in the Women in IT governance through: in line with the priorities identified in Executive Mentoring Program with the the regular delivery of mandatory the Multicultural Action Plan 2009–11. aim of accelerating the development code of conduct training in The pilot program involved three focus of leadership skills of women within accordance with the Public Sector group sessions and two workshops the IT industry and IT profession. In the Ethics Act 1994 supported by with participants from the Governance program, which concludes in October quarterly code of conduct training and Policy Divisions, Arts Queensland 2010, mentees gain access to senior workshops, obligatory for all new and Queensland Treasury. executives within the industry and employees (67 participants). These In 2009–10 we continued our government together with leadership workshops were also augmented sponsorship of the whole-of‑government perspective, skills, ideas and insight. by refresher sessions at team Education‑to‑Employment (E2E) Seven DPC women attended the meetings which used the new code scholarship scheme for Indigenous annual Australian Women and of conduct quiz as a successful students. In 2010, a further four Leadership Forum in August 2009. assessment tool for participants students were offered scholarships The Toolkit program was developed three information sessions on the increasing the number of students by the Workplace Training Advisory prevention of workplace bullying who receive financial assistance and of Australia following extensive and harassment (50 participants). mentoring to 11. research and consultation with leading Scenarios used in both code of In one of the E2E highlights of the year, Australian employers. conduct and workplace bullying Mitchell Morrison, a Year 11 DPC E2E Five women from Arts Queensland harassment programs are regularly student, gained a week’s valuable and CAA participated in the 2009 updated to include a focus on current work experience with the Government whole‑of‑government Inspiring Women ethical issues and expected standards Air Wing. program coordinated by PSC. of conduct and behaviour. Initiatives for women There is one female First Officer as The department’s Guidelines for The department continues to part of the small team of pilots at the the Protection of Disclosures and exceed employment equity targets Government Air Wing. the Investigation of Public Interest issued by the former Office of the Women are well represented on boards Disclosures is available to all Public Service Commissioner for in the Premier’s portfolio. The total departmental officers via the intranet women in management and senior number of appointees for 2009–10 in accordance with the Whistleblowers management. The department shows was 83, 31 of which (37.35 per cent) Protection Act 1994. No internal public a healthy increased trend from 2005 were women. New appointments (not interest disclosures were received by in the employment of women in re‑appointments) for the year was a the department in 2009–10. management roles. total of 48, 22 of which (45.83 per cent) Diversity management were women. As a department, we acknowledge and value the contribution of our talented DPC women in management 2005–2010 and diverse workforce. The average Target 2005–06 2006–07 2007–08 2008–09 2009–10 age of the department’s workforce is 39 which compares to a service wide Women in 25% 63% 58% 58% 56% 62% average of 42. management (AO6 & above) DPC employees have self‑identified Women in 35% 45% 39% 44% 39% 49% as 4.73 per cent from a non‑English management speaking background, 0.65 per cent (SO/SES)

Our people 63 Women per classification (FTE) 2009–10 100

Number of women 30

0 A02 A03 A04 A05 A06 A07 A08 SO SES

Classification equivalent

Annual earnings by gender 100%

80%

60%

40%

20%

0% 29,999 30,000 40,000 50,000 60,000 70,000 80,000 90,000 100,000 110,000 120,000 and less 39,999 49,999 59,999 69,999 79,999 89,999 99,999 109,999 119,999 and over Male 1 0.225 0.2782 0.3596 0.2505 0.2763 0.2893 0.4253 0.2727 0.5322 0.7021 Female 0 0.775 0.7218 0.6404 0.7495 0.7237 0.7107 0.5747 0.7273 0.4678 0.2979

Minimum Obligatory Human Resource Information (MOHRI) as at 30 June 2010

64 Department of the Premier and Cabinet Annual Report 2009–2010 Queensland Government Reconciliation Action Plan (RAP) – Implementation Progress in 2009–10 Initiative Q150 and Aboriginal and Torres Strait Islander Queenslanders Action Throughout 2009, Aboriginal and Torres Strait Islander Queenslanders will be encouraged to participate in all major Q150 activities, and non‑Indigenous people will be encouraged to engage with Aboriginal and Torres Strait Islander activities. DPC’s implementation During Queensland’s 150th Celebrations in 2009, there was a strong focus on highlighting and celebrating progress the history, heritage, art and culture of Aboriginal and Torres Strait Islanders as part of the anniversary program. This included the presentation of more than 20 events and activities funded through the Q150 Community Funding Program and Q150 arts programs, the key involvement of 14 Indigenous councils in the Q150 Mosaic art project and funding commitments for eight Indigenous Council projects under the Q150 Legacy Infrastructure Program. Initiative Queensland Boards and Committees Action The Queensland Government will work with Aboriginal and Torres Strait Islander Queenslanders to actively encourage more Aboriginal and Torres Strait Islander peoples to join the Queensland Register of Nominees to Government Bodies. DPC’s implementation The department is working in collaboration with Indigenous Partnerships and Coordination, Department of progress Communities to develop and implement strategies to raise awareness of, and encourage people to join, the Queensland Register of Nominees (QRoN) to Government Bodies. During 2009–10 the department provided: • an article which was published in the Government Coordination Newsletter, encouraging Indigenous readers to register on the QRoN. • material to the Office for Women to enable attendees at an Indigenous Women on Boards Workshop to be included on QRoN. DPC is consulting with the Queensland Aboriginal and Torres Strait Islander Advisory Council to seek advice on the most appropriate strategies and Indigenous networks to use to meet the RAP target. Initiative Queensland Reconciliation Awards for Business Action Government will continue to hold the Reconciliation Awards for Business each year for the next three years. DPC’s implementation The Reconciliation Awards for Business for 2009–10 received 56 nominations from businesses situated progress within: Greater Brisbane, Sunshine Coast, Darling Downs, Fitzroy, Wide Bay Burnett, Mackay and Whitsunday, North Queensland and Far North Queensland. Sponsors for the awards in 2010 were: National Indigenous Times, Indigenous Business Australia, ABC Radio, the Department of Transport and Main Roads and the Department of Public Works. Funding partners for the awards were: DPC, DoC and DEEDI. The overall Premier’s Reconciliation Award was awarded to Mt St Michael’s College and Weemala Indigenous Higher Education Unit, Australian Catholic University for their grassroots partnership project that aims to strengthen the relationship between students through things such as “yarning” over lunch. The judges commented on the high quality of the reconciliation practices nominated this year. All information is available at www.reconciliation.qld.gov.au Initiative Aboriginal and Torres Strait Islander recognition in the Constitution of Queensland Action Government will insert a preamble into the Constitution of Queensland 2001 that includes formal recognition of Aboriginal and Torres Strait Islander peoples. DPC’s implementation In late 2009, the Premier and Minister for the Arts introduced a Bill into Parliament seeking to insert an progress aspirational preamble into the Queensland Constitution. Following Parliamentary debate, the Constitution (Preamble) Amendment Act 2010 was assented into law on 25 February 2010. The preamble to the Constitution provides context and meaning to our state’s foundation law and recognises the place of Aboriginal and Torres Strait Islander peoples as the First Australians.

Our people 65 Queensland Government Reconciliation Action Plan (RAP) – Implementation Progress in 2009–10 Initiative Aboriginal and Torres Strait Islander art in public buildings Action Government will incorporate the use and display of Aboriginal and Torres Strait Islander art and design in public buildings and public spaces and include explanation of their significance and meanings. DPC’s implementation Arts Queensland and other relevant bodies are working together to ensure that appropriate recognition is progress given to the artist or artists and/or community when works are displayed in public buildings and public spaces, including an explanation of their cultural significance, stories and meanings. In support of this initiative, Arts Queensland recommends that all Indigenous artworks on display in government buildings are accompanied by expanded texts to inform audiences of the works to aid education about and advocacy for the art and the artists. Initiative National Aboriginal and Torres Strait Islander reforms Action Government will work actively with Aboriginal and Torres Strait Islander peoples to achieve COAGs national Closing the Gap targets and strategies, including the key areas of early childhood, schooling, housing, health and economic participation. DPC’s implementation In its central agency role, DPC monitors all agencies’ progress in meeting COAG’s Closing the Gap targets and progress strategies. The department compiles six‑monthly progress reports for the Premier on the National Indigenous Reform Agreement. These reports include analysis of the implementation status of the report, as well as the expected achievement of the outcomes specified in the Agreement. Initiative Annual agency planning and reporting Action Agencies will incorporate relevant reconciliation actions in their annual business plans and report on the progress of the implementation of the Reconciliation Action Plan 2009–12 as part of their annual reports. DPC’s implementation Requirement included as part of the business planning template for all areas and is also included in the 2010 progress Annual Report requirements for Queensland Government agencies.

66 Department of the Premier and Cabinet Annual Report 2009–2010 Statutory reports

Statutory reports 67 Right to Information About us – who we are and what Constitutional Powers (Coastal Waters) and Privacy we do Act 1980 Our services – services we offer Emblems of Queensland Act 2005 The Right to Information (RTI) and Governors (Salary and Pensions) Privacy reforms aim to make more Our finances – what we spend and Act 2003 government information available, how we spend it Information Privacy Act 2009 provide easier access to information Our priorities – what our priorities across all sectors of the community are and how we are doing Legislative Standards Act 1992 and provide appropriate protection Libraries Act 1988 – how we make for the privacy of individuals’ Our decisions decisions Off‑shore Facilities Act 1986 personal information. Parliament of Queensland Act 2001 – our policies A key feature of these reforms is the Our policies and procedures Parliamentary Service Act 1988 Right to Information Act 2009 (RTI Public Sector Ethics Act 1994 Act) and the Information Privacy Act Our lists – lists and registers 2009 (IP Act) which commenced on Public Service Act 2008 1 July 2009. The new RTI Act replaced Disclosure log Queensland Art Gallery Act 1987 the Freedom of Information Act 1992 The Department maintains a Queensland Boundaries Declaratory and the IP Act replaced the Privacy disclosure log which provides Act 1982 Information Standard IS42. information of wider public interest Queensland Coast Islands Act 1879 The RTI Act sets out our commitment that has been released under the Queensland Competition Authority to providing access to information RTI Act. This information is regularly Act 1997 (jointly administered with the held by the government, unless, on published on the department’s Treasurer and Minister for Employment balance, it is contrary to the public website at www.premiers.qld.gov.au/ and Economic Development) interest to provide that information. right‑to‑info/disclosure‑log.aspx Queensland International Tourist The IP Act contains 11 privacy Details on how to apply for information Centre Agreement Act Repeal Act 1989 principles to which all public sector under the RTI Act or the IP Act are Queensland Museum Act 1970 entities must adhere. The principles available at www.premiers.qld.gov.au/ Queensland Performing Arts Trust are designed to protect the privacy of right‑to‑info/make‑application.aspx individuals’ personal information held Act 1977 by the Queensland Government. List of legislation Queensland Theatre Company Act 1970 Reprints Act 1992 Assisted Students (Enforcement of Publication scheme Right to Information Act 2009 Obligations) Act 1951 The publication scheme describes Schools of Arts (Winding Up and Auditor‑General Act 2009 and categorises information routinely Transfer) Act 1960 Australian Constitutions Act 1842 (Imp) available from the department. It has Schools of Arts (Winding Up and been developed to give the community Australian Constitutions Act 1844 (Imp) Transfer) Act Amendment Act 1981 greater access to information. Where Australian Waste Lands Act 1855 (Imp) Senate Elections Act 1960 possible these documents are Century Zinc Project Act 1997 South Bank Corporation Act 1989 available for you to download from (ss1‑4, 5(1), 8, 18‑20) the Department’s website at Statute of Westminster 1931 (Imp) Commonwealth Powers (Air Transport) www.premiers.qld.gov.au/ Statute of Westminster Adoption Act Act 1950 right‑to‑info/published‑info.aspx 1942 (Cwlth) Constitution Act 1867 Information in our publication scheme Statutory Instruments Act 1992 Constitution Act Amendment Act 1890 is grouped and accessible through Whistleblower Protection Act 1994 seven classes: Constitution Act Amendment Act 1934 Constitution of Queensland 2001

68 Department of the Premier and Cabinet Annual Report 2009–2010 Statutory bodies The following statutory bodies prepare separate annual reports that are provided to the Premier or the Speaker.

Name of body as described Constituting Act Annual reporting in the Constituting Act arrangements Board of the Queensland Museum Queensland Museum Act 1970 Annual report to Parliament Library Board of Queensland Libraries Act 1988 Annual report to Parliament Office of the Queensland Parliamentary Counsel Legislative Standards Act 1992 Annual report to Parliament Office of the Information Commissioner Information Privacy Act 2009 Annual report to parliament1 Right to Information Act 2009 Public Service Commission Public Service Act 2008 Annual report to Parliament Queensland Art Gallery Board of Trustees Queensland Art Gallery Act 1987 Annual report to Parliament Queensland Audit Office Auditor‑General Act 2009 Annual report to Parliament Queensland Competition Authority 2 Queensland Competition Authority Act 1997 Annual report to Parliament Queensland Integrity Commissioner Integrity Act 2009 Annual report to Parliament Queensland Performing Arts Trust Queensland Performing Arts Trust Act 1977 Annual report to Parliament Queensland Theatre Company Queensland Theatre Company Act 1970 Annual report to Parliament (per calendar year) South Bank Corporation South Bank Corporation Act 1989 Annual report to Parliament

Note: 1. The Information Commissioner provides the annual report to the Speaker. 2. During 2009–10, this body was jointly administered with the Treasurer and Minister for Employment and Economic Development.

Shared Service Initiative community, state and national pride Australia Day and Queensland and spirit in all Queenslanders. Week met the government’s focus During 2009–10, the Shared Service Agency provided human resource, In January 2010, Mr Nick Xynias was met five times finance and mail delivery services appointed Chair of the committee with had expenses totalling $2896.49 to DPC. The activities of the Shared Mr Pat Vidgen taking the role of Deputy (GST exclusive). Service Agency and CorpTech are Chair. Two new members joined the Queensland’s 150th Celebrations reported in the annual report of the committee, Ms Marayke Jonkers and Advisory Committee Department of Public Works. Ms Collette Brennan. All members have been contracted for a two year The role of Queensland’s 150th Costs of boards term from January 2010. Celebrations Advisory Committee and committees At 30 June 2010, the members of the was to provide advice to the Premier committee were Mr Nick Xynias AO in respect to the state’s 150th Queensland Commemorative Events BEM (Chair), Mr Pat Vidgen (Deputy anniversary celebrations in 2009. and Celebrations Committee Chair), Mr John Penglis, Councillor The committee’s role concluded The role of the Queensland Paul Pisasale, Mr Peter Rule, Ms Dell on 31 December 2009, at the Commemorative Events and Townsend, Ms Collette Brennan and conclusion of the sesquicentennial Celebrations Committee is to Ms Marayke Jonkers. year. At 31 December 2009, the provide advice to the Premier on key During 2009–10, the committee: members of the committee were celebrations such as Queensland Professor Peter Coaldrake (Executive Week and Australia Day. The provided advice and support to Chair), Professor Peter Andrews, committee also develops strategies to the department, ensuring that The Honourable Mr Michael Choi MP, nurture a vibrant sense of individual, facilitated events and awards for Mr Glenn Cooke, Ms Eleanor Davidson,

Statutory reports 69 Professor Glyn Davis, Mr Tim Fairfax, art+place Curatorial Panel social and environmental challenges Mr Chris Freeman, Mr Tony Gould, The art+place Curatorial Panel is the facing Queensland. Professor John Hay, Ms Marayke peak advisory body on public art. Its The council informs the Queensland Jonkers, Ms Nadine McDonald‑Dowd, key role is to assess applications to Government’s design agenda and The Honourable Phillip Reeves MP, the art+place Queensland Public Art the direction and priorities of the Mr Steven Renouf and Professor Fund and advise on program delivery Queensland Design Strategy 2020. Kay Saunders. and any aspects of government public At 30 June 2010, members of the During 2009–10, the committee art policy. Arts Queensland provides council were Dr Julianne Schultz AM played a key role in promoting and secretariat support to the panel. (Chair), Ms Yassmin Abdel‑Magied, supporting the Q150 celebratory At 30 June 2010, members of the Ms Mara Bun, Dr Dawn Casey, program. Expenses totalled panel were Ms Virginia Rigney (Chair), Mr Sean Cummins, Mr Philip Follent, $25,029.04 (GST exclusive). Ms Julie Ewington, Professor Timothy Mr Alexander Lotersztain, Mr Richard Premier’s Council on Climate Change Hill, Dr Leah King‑Smith, Mr John Munao, Mr Michael Rayner, Mr Chris The role of the Premier’s Council Mongard, Mr Michael Papageorgiou Rodwell and Professor Suzi Vaughan. on Climate Change is to provide and Mr Brian Robinson. In 2009 two During 2009–10, the council: dedicated Indigenous positions were advice to ensure that Queensland’s conducted its inaugural meeting efforts in addressing climate change added to the panel. are informed by the best available In 2009–10, the panel: commenced development of its three‑year work plan local and national knowledge approved funding for public and experience. art projects for Queensland provided critical feedback on the The Office of Climate Change, within government departments, local program of the inaugural Design the Department of Environment and government, arts industry and Triennial Resource Management (DERM), private sector for public art had expenses totalling $7,940.34 provides policy development and projects including: the Design (GST exclusive). secretariat support to the council. Triennial Installation engaging For further details about the council, the Korean architecture firm AnL Consultancies please refer to the 2009–10 DERM studio; the Conondale Great Walks Consultancies undertaken for the Annual Report. project, involving the commission Department of the Premier and of a significant work by Andy Clean Coal Council Cabinet during the 2009–10 financial Goldsworthy; and five significant year were: The role of the Clean Coal Council public art works for Kangaroo is to provide advice about priorities Point Park Category $* for funding in Queensland for the development, implementation and use met five times including a regional Professional‑Technical 679,294.46 meeting in Cairns coinciding of clean coal technology, assess and Management 470,817.25 recommend which clean coal projects with CIAF should be funded in accordance conducted a planning day Human Resource 42,124.00 Management with the provisions of the Clean Coal had expenses totalling $32,728.81 Technology Special Agreement Act (GST exclusive). Total 1,192,235.71 2007 and coordinate the state’s involvement in international research Queensland Design Council *These figures exclude GST. collaborations relating to clean coal This includes $175,027.20 of consultancies The Queensland Design Council, funded by the Department of Infrastructure technology. DEEDI provides secretariat established in April 2010, is a and Planning. support to the council. For further high‑level strategic advisory body details about the council, please refer providing independent advice to the 2009–10 DEEDI Annual Report. on design issues and design‑led solutions responding to the economic,

70 Department of the Premier and Cabinet Annual Report 2009–2010 Overseas Travel

Name and title Destination Purpose of visit Costs/funding $A (rounded) Agency $ Other $ Ken Smith United Arab Emirates, Accompanied the Premier on a delegation and $22,474 Nil Director‑General Russia trade mission. Latin America, Canada, Accompanied the Premier on a delegation and $35,014 Nil USA trade mission. Steve Webb India, United Arab Accompanied the Premier on a delegation and $23,663 Nil Principal Visits and Emirates, Russia trade mission. Protocol Coordinator, Protocol Queensland, Governance Division Brad Smith Papua New Guinea Represented the Queensland Government at the $2826 Nil A/Director, 18th meeting of the Joint Advisory Committee Intergovernmental established under the Torres Strait Treaty. Relations, Policy Division Tamara Wallace Papua New Guinea Represented the Queensland Government at the $2826 Nil Principal Policy Officer, 18th meeting of the Joint Advisory Committee Intergovernmental established under the Torres Strait Treaty. Relations, Policy Division

John McGhie United Kingdom Undertook flight simulator recurrent training. $4571 Nil Chief Pilot, Government Air Wing, Governance Division John Litzow United Kingdom Undertook flight simulator recurrent training. $4369 Nil Pilot, Government Air Wing, Governance Division Daniel Hopkins USA Undertook Hawker 850XP maintenance initial $7856 Nil Chief Engineer, training. Government Air Wing, Governance Division Bronwyn Davies Latin America, Canada, Accompanied the Premier on a delegation and $34,556 Nil Senior Functions and USA trade mission. Protocol Coordinator, Protocol Queensland, Governance Division Gavin Turner USA Undertook flight simulator recurrent training. $4761 Nil Pilot, Government Air Wing, Governance Division Fiona Slack USA Undertook flight simulator recurrent training. $3904 Nil Pilot, Government Air Wing, Governance Division

Statutory reports 71 Name and title Destination Purpose of visit Costs/funding $A (rounded) Agency $ Other $ Peter Andrews USA, Canada To further develop and expand the state’s $14,184 Nil Queensland Chief biotechnology sector which is a priority industry Scientist for the Queensland Government.

China To lead the Queensland Government’s Science $5457 $1250 and Technology delegation to Queensland Week as part of Shanghai World Expo 2010. Michael Denton United Kingdom To attend the 3rd Commonwealth Sports $7499 $2800 Chief Executive, Development Conference on behalf of the Commonwealth Games Australian Commonwealth Games Association Bid Directorate (ACGA) and to represent the Gold Coast 2018 Bid. Shane Rowlands South Africa To represent the Queensland Government at $4371 Nil Executive Director, the International Federation of Arts Councils Arts Queensland and Culture Agencies World Summit on Arts and Culture in Johannesburg. Chris Bowen USA, United Kingdom, To attend South by South West music market $7168 Nil Director, France and to meet with the World Music Institute Arts Queensland and Trade Queensland in the United Kingdom. Also attended the Babel Med music market in Marseille, France as well as participated in a cooperative partnership program. Vera Ding United Kingdom Participated in the Decibel X Performing Arts $5425 $6362 Director, Showcase in Manchester. Arts Queensland Ellen Yang Japan Met with key industry contacts to establish links $2313 $1018 Principal Arts Advisor, in support of the Queensland Design Strategy Arts Queensland 2020 and the 2010 Design Triennial. Annette Turner Japan Met with key industry contacts to establish links $2313 $1018 Senior Program Officer, in support of the Queensland Design Strategy Arts Queensland 2020 and the 2010 Design Triennial.

72 Department of the Premier and Cabinet Annual Report 2009–2010 Premiers Report on Treaties

Joint Standing Committee 1977 as Amended by the Protocol Establish a Mutual Agreement on Treaties signed at Canberra on 20 March Procedure in respect to Transfer 1984 (Paris, 24 June 2009) Pricing Adjustments (London, In 2009–10, the Joint Standing Amendments to the Exchange of 10 June 2009) Committee on Treaties (JSCOT1) Notes constituting an Agreement Convention between Australia and notified the Premier on 67 occasions between the Government of New Zealand for the Avoidance of reviews it was undertaking of Australia and the Government of Double Taxation with Respect proposed treaty actions by the of the United States of America to Taxes on Income and Fringe Commonwealth Government. This concerning Certain Mutual Defense Benefits and the Prevention of notification is the formal way that the Commitments (Chapeau Defense Fiscal Evasion (Paris, 26 June 2009) Commonwealth involves Queensland Agreement) effected by exchange in the treaty‑making process. Agreement between the of notes signed at Sydney and Government of Australia and the In accordance with recommendations Canberra on December 1, 1995 Government of the Republic of of the Queensland Parliament’s Legal, (Canberra, 4 December 2008) Singapore Concerning the Use of Constitutional and Administrative Proposed Amendment of the Shoalwater Bay Training Area and Review Committee2, the Premier tabled Articles of Agreement of the the Use of Associated Facilities in these notifications in the Queensland International Monetary Fund to Australia (Singapore, 31 May 2009). Parliament (with the treaties Enhance Voice and Participation themselves and associated material 25 November 2009 in the International Monetary Fund including national interest analyses – adopted by the IMF Board of Agreement between Australia and being available on the JSCOT website). Governors on 28 April 2008 the Republic of Lebanon regarding In 2009–10, Australia has continued Cooperation on Protecting the Proposed Amendment of the the trend of entering into individual Welfare of Children (Beirut, Articles of Agreement of the bilateral agreements with a number 18 March 2009) International Monetary Fund to of different countries, for example, Expand the Investment Authority Agreement between Australia and treaties relating to social security of the International Monetary Fund the Republic of Poland on Social and taxation arrangements. The – adopted by the IMF Board of Security (Warsaw, 7 October 2009) Commonwealth Government has also Governors on 5 May 2008 Second Protocol Amending continued to make clear its desire to the Agreement between the actively engage in multilateral forums Proposed Amendment of Government of the Commonwealth to complement its bilateral activities. the Articles of Agreement of the International Bank for of Australia and the Government of A list of treaties tabled in the Reconstruction and Development the Republic of Singapore for the Commonwealth and Queensland to Enhance Voice and Participation Avoidance of Double Taxation and Parliaments in 2009–10 in their order in the International Bank for the Prevention of Fiscal Evasion of consideration follows. Reconstruction and Development with Respect to Taxes on Income 20 August 2009 – adopted by the IBRD Board of as amended by the Protocol of 16 October 1989 Second Protocol Amending the Governors on 30 January 2009 Agreement between Australia and Agreement between the Convention on the Conservation of the Kingdom of Belgium for the Government of Australia and Migratory Species of Wild Animals. Avoidance of Double Taxation and the Government of Jersey the prevention of Fiscal Evasion for the Allocation of Taxing with Respect to Taxes on Income Rights with respect to Certain signed at Canberra on 13 October Income of Individuals and to

1 www.aph.gov.au/house/committee/jsct/ 2 www.parliament.qld.gov.au/view/committees/documents/lcarc/reports/lcar022.pdf and http://www.parliament.qld.gov.au/view/committees/ documents/lcarc/reports/LCAR039.pdf

Statutory reports 73 26 November 2009 Social Security (Canberra, Certain Income of Individuals and Treaty between Australia and the 16 September 2009) to Establish a Mutual Agreement Republic of India on Mutual Legal Exchange of Letters Amending Procedure in Respect of Transfer Assistance in Criminal Matters the Agreement between the Pricing Adjustments (London, (Canberra, 23 June 2008). Government of Australia and 7 October 2009). 2 February 2010 the Government of New Zealand 12 May 2010 Concerning a Joint Food Standards An Exchange of Notes amending the Extradition Treaty between Australia System (Canberra, 3 March 2010). and the Republic of India (Canberra, Agreement between the Government 23 June 2008) 16 March 2010 of Australia and the Government Agreement between the Government of His Majesty the Sultan and Yang Measure 16 (2009) Amendment Di‑Pertuan of Brunei Darussalam of Annex II to the Protocol on of Australia and the Government of the former Yugoslav Republic relating to Air Services (done at Environmental Protection to the Canberra, 30 April 1992) Antarctic Treaty (1998) (Baltimore, of Macedonia on Social Security 17 April 2009) (Canberra, 26 October 2009). Agreement between Australia and 29 March 2010 the Kingdom of Spain relating to Air Amendment and extension Services (Canberra, 24 June 2009) of the Agreement between the Agreement between the Government of Australia and Government of Australia and the Agreement between the Government the Government of the United Government of the Cook Islands of Australia and the Swiss Federal States of America concerning on the Exchange of Information Council relating to Air Services Space Vehicle Tracking and with Respect to Taxes (Rarotonga, (Canberra, 28 November 2008) Communications Facilities effected 27 October 2009) Agreement between the by exchange of notes at Canberra Agreement between the Government of Australia and the May 29, 1980, as amended. Government of Australia and the Government of the United Kingdom 4 February 2010 Government of the Cook Islands of Great Britain and Northern on the Allocation of Taxing Ireland concerning Air Services Statute of the International (London, 10 July 2008) Renewable Energy Agency (IRENA) Rights with Respect to Certain (Bonn, 26 January 2009). Income of Individuals and to Acquisition and Cross‑Servicing Establish a Mutual Agreement Agreement (US‑AS‑03) between the 24 February 2010 Procedure in Respect of Transfer Government of the United States Agreement Concerning the Pricing Adjustments (Rarotonga, of America and the Government Provision of Health Care between 27 October 2009) of Australia the Government of Australia and Agreement between the Agreement between the the Government of the Republic of Government of Australia and Government of Australia and the Slovenia (Canberra, 11 March 2009) the Government of Gibraltar on Government of the Republic of Agreement on Cooperative the Exchange of Information Korea on the Protection of Classified Enforcement of Fisheries Laws with Respect to Taxes (London, Military Information (Singapore, between the Government of 25 August 2009) 30 May 2009) Australia and the Government of Agreement between the Agreement between Australia and the French Republic in the Maritime Government of Australia and the the European Union on the Security Areas Adjacent to the French States of Guernsey for the Exchange of Classified Information Southern and Antarctic Territories, of Information Relating to Tax Convention between Australia Heard Island and the McDonald Matters (London, 7 October 2009) Islands (Paris, 8 January 2007). and the Republic of Chile for the Agreement between the Avoidance of Double Taxation with 9 and 10 March 2010 Government of Australia and the Respect to Taxes on Income and Agreement between Australia States of Guernsey for the Allocation Fringe Benefits and the Prevention and the Czech Republic on of Taxing Rights with Respect to

74 Department of the Premier and Cabinet Annual Report 2009–2010 of Fiscal Evasion (Santiago, Universal Postal Union: Eighth Trade Agreement (ANZCERTA), 10 March 2010) Additional Protocol to the (Canberra 28 March 1983). Third Protocol amending Constitution of 10 July 1964, as 22 June 2010 Amended; Convention and Final the Agreement between the Agreement between the Government of Australia and the Protocol; First Additional Protocol to the General Regulations; Postal Government of Australia and the Government of Malaysia for the Government of the Commonwealth Avoidance of Double Taxation and Payment Services Agreement done at Geneva on 12 August 2008 of the Bahamas on the Exchange of the Prevention of Fiscal Evasion Information with Respect to Taxes with Respect to Taxes on Income, Amendments to the Convention on (Washington, 30 March 2010) as amended by the First Protocol the International Mobile Satellite of 2 August 1999 and the Second Organization adopted at the Agreement between the Protocol of 28 July 2002 (Canberra, Twentieth Session of the Assembly, Government of Australia and 24 February 2010) done at Malta on 2 October 2008 the Government of the Republic of Vanuatu on the Exchange of Agreement between the Convention between the Information with Respect to Taxes Government of Australia and the Government of Australia and the done at Devonport, Tasmania on Government of the United States of Government of the Republic of 21 April 2010 America concerning Peaceful Uses Turkey for the Avoidance of Double of Nuclear Energy done at New York Taxation with Respect to Taxes Agreement between the on 4 May 2010. on Income and the Prevention of Government of Australia and the Fiscal Evasion Government of the Principality 15 June 2010 of Monaco for the Exchange of Second Protocol to the Agreement World Wine Trade Group Agreement Information Relating to Tax Matters between Australia and the Republic on Requirements for Wine Labelling, (Paris, 1 April 2010) Canberra, 23 January 2007 of Austria on Social Security Agreement between the (Vienna, 17 February 2010) The Agreement Establishing the Government of Australia and the 2010 Amendments to Appendices Advisory Centre on WTO Law Government of the Cayman Islands I and II of the Convention on (Seattle, 30 November 1999). on the Exchange of Information International Trade in Endangered 16 June 2010 with Respect to Taxes (Washington, Species of Wild Fauna and Flora, Exchange of Notes Amending Annex 30 March 2010) done at Doha on 25 March 2010 4‑A of the Australia‑United States Agreement between the United Nations Convention on the Free Trade Agreement (done at Government of Australia and the Use of Electronic Communications Washington on 18 May 2004). Kingdom of the Netherlands, in in International Contracts, done at 21 June 2010 respect of Aruba, for the Allocation New York on 23 November 2005 of Taxing Rights with respect to Exchange of Letters Constituting Certain Income of Individuals and Implementation Procedures for an Agreement between the Airworthiness Covering Design to establish a Mutual Agreement Government of Australia and the Procedure in respect of Transfer Approval, Production Activities, Government of New Zealand to Export Airworthiness Approval, Pricing Adjustment (Canberra, amend Article 3 of the Australia New 16 December 2009) Post Design Approval Activities, Zealand Closer Economic Relations and Technical Assistance Between Trade Agreement (ANZCERTA), Agreement between the Government Authorities under the Agreement (Canberra 28 March 1983) of Australia and the Government on the Promotion of Aviation Safety of Samoa for the Allocation of Between the Government of Australia Exchange of Letters Constituting Taxing Rights with respect to and the Government of the United an Agreement between the Certain Income of Individuals and States of America, done at Canberra Government of Australia and the to establish a Mutual Agreement on 21 June 2005 (7 May 2010) Government of New Zealand to Procedure in respect of Transfer amend Annex G of the Australia New Pricing Adjustment (Canberra, Zealand Closer Economic Relations 16 December 2009)

Statutory reports 75 Agreement between the Agreement between the The Queensland Government of Australia and the Government of Australia and the Government’s role in the Government of Anguilla on the Government of Saint Christopher Exchange of Information with (Saint Kitts) and Nevis for the treaty‑making process Respect to Taxes (London, Exchange of Information Relating Before the Commonwealth is able to 19 March 2010) to Tax Matters (Basseterre, St Kitts ratify any proposed treaty action, it Agreement between the and Nevis, 5 March 2010) must be able to ensure that the treaty Government of Australia and Agreement between the can be implemented in all states and the Government of Belize for the Government of Australia and the territories. This process can require Exchange of Information with Government of Saint Vincent and significant consultation and in the Respect to Taxes (Belize City, the Grenadines on the Exchange of case of multilateral agreements, it 31 March 2010) Information with Respect to Taxes often takes many years before the treaty wording can be finalised and Agreement between the (Kingstown, St Vincent and the ratified. Queensland has continued Government of Australia and the Grenadines, 18 March 2010) to be consistently involved in Government of the Commonwealth Agreement between the negotiating such treaties during of Dominica on the Exchange of Government of Australia and 2009–10. The Treaties Council3 and Information with Respect to Taxes the Government of Samoa on the Standing Committee on Treaties and Tax Matters (Roseau, the Exchange of Information (SCOT) are the primary mechanisms for 30 March 2010) with Respect to Taxes (Canberra, Commonwealth consultation with the 16 December 2009) Agreement between the states and territories. Government of Australia and Agreement between the The Queensland Government the Government of Grenada for Government of Australia and is represented on SCOT by the the Exchange of Information the Government of Saint Lucia Intergovernmental Relations unit Relating to Tax Matters (New York, on the Exchange of Information of DPC and plays an active role in 30 March 2010) with Respect to Taxes (New York, ensuring that Queensland’s interests 30 March 2010). Agreement between the are identified, conveyed and Government of Australia and the 24 June 2010 considered by the Commonwealth in Government of the Republic of Convention on Limitation of Liability the treaty‑making process. In 2009– San Marino for the Exchange of for Maritime Claims, 1976 (London, 10, this included the Queensland Information Relating to Taxes 19 November 1976). Government considering such treaties (San Marino, 4 March 2010) as Australia’s appearance before the Visit www.aph.gov.au for JSCOT Agreement between the UN Committee on the Elimination of reports outlining the results of Discrimination against Women and Government of Australia and the their considerations of these Government of the Turks and Caicos the negotiations under the Convention proposed treaty actions, along with on Biological Diversity for an Islands the Exchange of Information any Commonwealth Government with Respect to Taxes international regime on access to and responses. benefit‑sharing from genetic resources Agreement between the and associated traditional knowledge. Government of Australia and the Kingdom of the Netherlands, in Visit www.dfat.gov.au for more respect of Aruba, on the Exchange information about the role that states of Information with Respect to Taxes and territories play through SCOT. (Canberra, 16 December 2009)

3 www.coag.gov.au/about_coag/treaties_council.cfm

76 Department of the Premier and Cabinet Annual Report 2009–2010 The Queensland The Queensland the UN Committee on the Government and the Torres Government’s reporting Elimination of All forms of Discrimination Strait Treaty obligations the Concluding Observations of The Torres Strait Treaty is a treaty Australia is signatory to a large Australia’s Fourth Periodic Report between Papua New Guinea and number of treaties which require under the International Covenant Australia concerning sovereignty member‑states to report on their on Economic, Social and Cultural and maritime boundaries in the area progress in implementing a treaty and Rights. between the two countries, including their compliance, within a standard the area known as the Torres Strait reporting cycle. The Queensland and related matters signed on 18 Government regularly provides December 1978. It was ratified and input into reports prepared by the came into effect on 15 February 1985. Commonwealth Government. This The Queensland Government is a input aims to provide a comprehensive key partner of the Commonwealth picture of the work undertaken by Government in the continued Queensland to comply with Australia’s operation of the Torres Strait Treaty. treaty obligations. Detailed information regarding the For example, in 2009–10, the Torres Strait Treaty is available through Queensland Government provided the Department of Foreign Affairs and input into Australia’s fourth Report Trade and DPC websites4. under the International Covenant on In 2009–10, the Senate made a Economic, Social and Cultural Rights. referral to the Senate Foreign Affairs, Defence and Trade Committee Assisting Commonwealth for an inquiry and report on the appearances before United administration and management Nations committees of matters relating to Australia’s northern air, sea and land approaches Another key part of Australia’s in the region of the Torres Strait. The accountability as a signatory to Intergovernmental Relations unit treaties is to outline to United Nations of the department worked closely (UN) committees its compliance with the Aboriginal and Torres Strait with the treaty by making personal Islander Services, Department of appearances before the committee Communities, and contributed to and answering any questions they the Inquiry through the provision of may have. Queensland, along with a whole‑of‑government submission. other states and territories, plays A hearing was then held on 25 March an important role in providing 2010 at Queensland Parliament briefing material to assist Australian and the transcript is available at the delegations with these appearances. Committee’s website5. In 2009–10, the Queensland Government assisted the Australian delegations in their appearances before:

4 www.dfat.gov.au/geo/torres_strait/index.html 5 www.aph.gov.au/hansard/senate/commttee/committee_transcript.asp?MODE=YEAR&ID=105&YEAR=2010

Statutory reports 77 Readers’ survey

Please help us by taking a couple of minutes to complete 6. Overall I found the departments annual report to be: this survey so that we can continue to improve the quality of of low quality our annual report. of average quality Please tick the appropriate response. of good quality 1. The level of detail in the annual report was: of very good quality far too little of high quality too little just right 7. If I could do one thing to improve the annual report, it too much would be: far too much

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3. I found navigating the annual report was: 8. Please use this space to provide any comments you wish to pass on which have not been addressed far too complex elsewhere: too complex just right too simplistic far too simplistic

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78 Department of the Premier and Cabinet Annual Report 2009–2010 External readers Departmental officers 9. What is your main purpose for accessing this annual 11. I am an employee of the Department of the Premier and report? Cabinet: library reference yes official purposes no business purposes 12. I was involved in providing material for this annual general interest report: student needs yes other (please specify) no

13. I work in the following division: Governance Policy Cabinet Services

10. The annual report is available through the departmental Arts Queensland internet site at www.premiers.qld.gov.au and in the future: 14. My appointed level is in the following range I would be happy to access it electronically (POs/TOs please select equivalent): I would still want a hard copy A01–03 A04–06 A07–08 SO–SES

Thank you for your comments.

Departmental officers via internal mail External readers Online Please return the completed survey to: Please return the completed survey to: An electronic version of this survey is Office of the Director‑General Office of the Director‑General available on the department’s website Level 15, Executive Building, 100 Department of the Premier and Cabinet at www.premiers.qld.gov.au George Street PO Box 15185 City East Qld 4002

Readers’ survey 79 Compliance checklist

FA ACT Financial Accountability Act 2009 FPMS Financial and Performance Management Standard 2009 ARRs Annual report requirements for Queensland Government agencies

Summary of Basis for requirement Annual report reference requirement Accessibility • Table of contents ARRs – section 8.1 Table of contents • Glossary Glossary • Public availability ARRs – section 8.2 Communication objective • Interpreter service statement Queensland Government Communication objective Language Services Policy • Copyright notice Copyright Act 1968 Communication objective Letter of compliance • A letter of compliance from the ARRs – section 9 Letter of compliance accountable officer or statutory body to the relevant Minister(s) Introductory • Agency role and main functions ARRs – section 10.3 About the department information • Operating environment ARRs – section 10.3 DG Report/Our Performance – Community engagement • External scrutiny ARRs – section 10.3 Corporate support functions • Machinery of government changes ARRs – section 10.3 DG report • Review of proposed forward operations ARRs – section 10.3 DG report/Our achievements Non‑financial • Government objectives for the ARRs – section 11.2 DG report performance community • Agency objectives and performance ARRs – section 11.5 About the department indicators • Agency outputs and output ARRs – section 11.6 SDS actuals performance measures Financial performance • Summary of financial performance ARRs – section 12.1 Financial summary • Chief Finance Officer (CFO) statement ARRs – section 12.3 Corporate governance Governance – • Organisational structure ARRs – section 13.1 Our performance management and structure • Executive management ARRs – section 13.2 Corporate governance • Related entities ARRs – section 13.3 Financial statements • Schedule of statutory authorities ARRs – section 13.4 Statutory reports or instrumentalities • Boards and committees ARRs – section 13.5 Statutory reports • Public Sector Ethics Act 1994 – Public Sector Ethics Act 1994 Our people implementation statement giving (section 23 and Schedule) details of the action taken during the reporting period • Whistleblowers Protection Act 1994 – Whistleblowers Protection Act 1994 Our people public interest disclosures received (sections 30 – 31 and Schedule)

80 Department of the Premier and Cabinet Annual Report 2009–2010 Summary of Basis for requirement Annual report reference requirement Governance – risk • Risk management ARRs – section 14.1 Corporate governance management and accountability • Audit committee ARRs – section 14.2 Corporate governance

• Internal Audit ARRs – section 14.3 Corporate governance Governance – human • Workforce planning, attraction ARRs – section 15.1 Our people resources and retention • Early retirement, redundancy Directive No.17/09 Early Our people and retrenchment Retirement, Redundancy and Retrenchment • Initiatives for women ARRs – section 15.1 and 15.3 Our people Governance – • Consultancies ARRs – section 16.1 Statutory reports operations • Overseas travel ARRs – section 16.2 Statutory reports • Information systems and recordkeeping Public Records Act 2002 Corporate governance • Waste management Environmental Protection Corporate governance (Waste Management) Policy 2000, Environmental Protection Act 1994 Other prescribed • Indigenous matters (Queensland Queensland Government Our people requirements Government Reconciliation Action Plan Reconciliation Action Plan 2009–2012) 2009–2012 • Shared services ARRs – section 17.1 Statutory reports • Carbon emissions Premier’s Statement Corporate governance Optional information • Corrections to previous annual reports ARRs – section 18.2 N/A that may be reported • Right to Information Right to Information Act 2009 Statutory reports • Information Privacy Information Privacy Act 2009 Statutory reports • Native title N/A N/A Financial statements • Annual general purpose financial Financial Reporting Requirements Financial statements statements for Queensland Government Agencies • Certification of financial statements FA Act – section 62 Financial statements FPMS – sections 42, 43 and 50 • Independent Auditors Report FA Act – section 62 Financial statements Financial statements • Remuneration disclosures Financial Reporting Requirements Financial statements for Queensland Government Agencies

Compliance checklist 81 Financial statements

Contents Statement of Comprehensive Income 84 Statement of Financial Position 85 Statement of Changes in Equity 86 Statement of Cash Flows 87 Statement of Comprehensive Income by Major Departmental Services, Commercialised Business Units (CBUs) and Shared Service Providers (SSPs) 88 Statement of Assets and Liabilities by Major Departmental Services, CBUs and SSPs 89 Notes To and Forming Part of the Financial Statements 90 Certificate of the Department of the Premier and Cabinet 131 Independent Auditor’s Report 132

These financial statements cover the Department of the Premier and Cabinet and its controlled entities. The Department of the Premier and Cabinet is a Queensland Government Department established under the Public Service Act 2008. The department is controlled by the State of Queensland which is the ultimate parent. The head office and principal place of business of the department is: 100 George Street, BRISBANE QLD 4000. A description of the nature of the department’s operations and its principal activities is included in the notes to the financial statements. For information in relation to the department’s financial report please call (07) 3836 0093, email [email protected] or visit the departmental Internet site www.premiers.qld.gov.au. Amounts shown in these financial statements may not add to the correct sub-totals or totals due to rounding.

Financial statements 83 Department of the Premier and Cabinet Statement of Comprehensive Income for the year ended 30 June 2010

Economic Entity Parent Entity Notes 2010 2009 2010 2009 $'000 $'000 $'000 $'000

Income from Continuing Operations Revenue Departmental services revenue 3 225,265 143,637 197,054 127,205 User charges 4 31,832 15,747 28,978 13,516 Grants and other contributions 5 13,176 17,054 10,964 16,421 Other revenue 6 3,660 2,034 2,294 1,433

Gains Revaluation of major plant and equipment 7 - 1,240 - 1,240

Total Income from Continuing Operations 273,933 179,712 239,290 159,815

Expenses from Continuing Operations Employee expenses 8 75,050 59,802 69,637 55,849 Supplies and services 9 81,243 59,416 62,484 45,633 Grants and subsidies 10 68,957 44,903 58,569 44,198 Depreciation and amortisation 11 42,317 12,514 42,250 12,450 Impairment loss 12 1,672 93 1,672 93 Revaluation decrement 13 39,976 - 39,976 - Finance/borrowing costs 14 1,735 1,280 1,068 1,100 Other expenses 15 1,796 1,340 1,154 1,137

Total Expenses from Continuing Operations 312,746 179,348 276,810 160,460

Operating Result from Continuing Operations (38,813) 364 (37,520) (645)

Other Comprehensive Income - - - -

Total Comprehensive Income (38,813) 3 64 (37,520) (645) * * * Refer note 1(ae)

The accompanying notes form part of these statements.

84 Department of the Premier and Cabinet Annual Report 2009–2010 Department of the Premier and Cabinet Statement of Financial Position as at 30 June 2010

Economic Entity Parent Entity Notes 2010 2009 2010 2009 $'000 $'000 $'000 $'000

Current Assets Cash and cash equivalents 16 39,182 30,659 22,254 17,786 Receivables 17 17,764 25,112 13,000 16,354 Inventories 18 180 147 180 147 Other current assets 19 2,490 1,666 2,403 1,215

Total Current Assets 59,616 57,584 37,837 35,502

Non Current Assets Receivables 17 4,126 6,129 2,831 8,605 Intangible assets 20 2,596 3,720 2,596 3,701 Property, plant and equipment 21 772,728 845,021 772,496 844,892

Total Non Current Assets 779,450 854,869 777,923 857,198

Total Assets 839,066 912,453 815,760 892,700

Current Liabilities Payables 22 21,384 21,246 13,047 18,549 Other financial liabilities 23 8,629 3,718 7,311 2,884 Accrued employee benefits 24 2,185 2,932 1,823 2,894 Other current liabilities 25 2,102 1,885 - 92

Total Current Liabilities 34,300 29,781 22,181 24,419

Non Current Liabilities Other financial liabilities 23 22,304 29,942 18,350 24,452 Accrued employee benefits 24 155 530 - -

Total Non Current Liabilities 22,459 30,472 18,350 24,452

Total Liabilities 56,759 60,253 40,531 48,871

Net Assets 782,307 852,200 775,229 843,829

Equity Contributed equity 807,253 838,333 804,824 835,904 Accumulated surplus (24,946) 13,867 (29,595) 7,925

Total Equity 782,307 852,200 775,229 843,829 * * * Refer note 1(ae)

The accompanying notes form part of these statements.

Financial statements 85 86 Department of thePremier andCabinet Department of the Premier and Cabinet Statement of Changes in Equity for the year ended 30 June 2010

Accumulated Surpluses Contributed Equity Total Economic Entity Parent Entity Economic Entity Parent Entity Economic Entity Parent Entity 2010 2009 2010 2009 2010 2009 2010 2009 2010 2009 2010 2009

$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 Annual Report Balance as at 1 July 13,867 13,503 7,925 8,570 838,333 835,904 - - 852,200 13,503 843,829 8,570 Operating result from continuing operations (38,813) 364 (37,520) (645) - - - - (38,813) 364 (37,520) (645) Total Other Comprehensive Income 20 Transactions with Owners as Owners: 09

–20 - Appropriated equity injections (note3) - - - - 8,740 13,688 8,740 13,688 8,740 13,688 8,740 13,688 10 - Appropriated equity withdrawals - - - - (39,820) (8,709) (39,820) (8,709) (39,820) (8,709) (39,820) (8,709)

- Net Assets received (transferred) via machinery-of-government change - - - - - 838,054 - 835,625 - 838,054 - 835,625

- Recongnise error in machinery-of-government balances transferred ------(4,700) - (4,700) - (4,700) - (4,700)

Balance as at 30 June (24,946) 13,867 (29,595) 7,925 807,253 838,333 804,824 835,904 782,307 852,200 775,229 843,829

The accompanying notes form part of these statements

Department of the Premier and Cabinet Statement of Cash Flows for the year ended 30 June 2010 Economic Entity Parent Entity Notes 2010 2009 2010 2009 $'000 $'000 $'000 $'000 Cash flows from operating activities Inflows: Departmental services receipts 203,171 136,441 203,171 122,018 User charges 33,371 16,849 29,866 13,192 Grants and other contributions 41,327 16,944 9,073 14,367 Interest receipts 948 1,380 6 632 GST input tax credits from ATO 8,006 10,483 8,006 10,483 GST collected from customers 13,101 5,032 13,101 5,032 Other 787 679 831 390 Outflows: Employee expenses (71,575) (61,963) (71,575) (57,927) Supplies and services (91,922) (63,765) (61,423) (46,329) Grants and subsidies (58,386) (40,166) (58,386) (39,412) Finance/borrowing costs (1,691) (1,232) (1,015) (1,053) Insurance premiums (247) (238) (247) (238) GST paid to suppliers (13,583) (12,476) (13,583) (12,476) GST remitted to ATO (5,557) (4,682) (5,557) (4,682) Advances to other agencies 1,143 (889) 1,143 (889) Other (1,831) (543) (1,831) (542)

Net cash provided by operating activities 26 57,062 1,854 51,580 2,565

Cash flows from investing activities Inflows: Sales of property, plant and equipment 370 - 347 - Receipts from investments 172 - - - Outflows: Payments for property, plant and equipment (14,216) (22,187) (14,045) (22,134) Payments for intangibles (1,006) (1,809) (1,006) (1,809) Payments for investments - (520) - -

Net c ash used in investing activities (14,680) (24,516) (14,704) (23,943)

Cash flows from financing activities Inflows: Equity injections 8,740 13,688 8,740 13,688 Non-mog transfer of cash from Queensland government department - 14 - 14 Outflows: Equity withdrawals (39,820) (8,709) (39,820) (8,709) Finance lease payments (excluding interest component) (330) (136) (330) (136) Queensland Treasury Corporation loan payments (2,450) (984) (998) (984) Net cash provided by (used in) financing activities (33,860) 3,873 (32,408) 3,873

Net cash transferred under government restructure - 27,856 - 23,484

Net increase in cash and cash equivalents 8,522 9,067 4,468 5,979 Cash and cash equivalents at beginning of financial year 30,660 21,592 17,786 11,807 Cash and cash equivalents at end of financial year 16 39,182 30,659 22,254 17,786 The accompanying notes form part of these statements.

Financial statements 87 88 Department of thePremier andCabinet

Department of the Premier and Cabinet Statement of Comprehensive Income by Major Departmental Services, CBUs and SSPs for the year ended 30 June 2010 Po lic y Ad vice , G o ve r n m e nt a n d Le gisla t ive Ar t s a nd Cu lt u r e Co r po r a t e G e ne r a l In t e r - To t a l Pa r e n t Co o r d ina t io n a n d Ex e cu t ive Su p p o r t D r a ft in g, Adm inist r a t io n N o t At t r ibu t e d d e pa r t m e n t a l Ca bine t Su ppo r t Ad viso r y a n d Age ncy Se r vic e In fo r m a t io n Elim in a t io n Se r vice s 2010 2009 2010 2009 2010 2009 2010 2009 2010 2009 2010 2009 2010 2009 2010 2009 $' 000 $' 000 $' 000 $' 000 $' 000 $' 000 $' 000 $' 000 $' 000 $' 000 $' 000 $' 000 $' 000 $' 000 $' 000 $' 000 Inc o m e fr o m Co n t inu in g Ope r a t io n s* Annual Report R ev enu e Departmental services revenue 37,154 34,103 44,366 48,816 9,511 9,310 106,023 34,976 ------197,054 127,205 User charges 96 - 1,931 1,187 118 22 13,496 1,561 25,291 8,369 3,030 4,435 (14,984) (2,058) 28,978 13,516 Grants and other contributions 1,112 8,829 3,186 2,875 - - 7,548 2,416 2,573 1,717 - - (3,455) 584 10,964 16,421

20 Other revenue 502 464 1,147 3,175 135 217 558 76 6 1 - - (54) (2,500) 2,294 1,433 09

–20 G a i ns Revaluation of major plant and equipment - - - 1,240 ------1,240 10 To t a l Inco m e fr o m Co n t inu in g Ope r a t io n s 3 8,864 4 3,396 50,630 5 7,293 9,764 9,549 1 27,625 3 9,029 2 7,870 1 0,087 3,030 4,435 (18,493) (3,974) 239,290 159,815

Ex pe nse s fr o m Co nt in u ing Ope r a t io n s Employee expenses 20,185 21,695 20,135 20,266 6,910 6,779 11,266 2,471 9,619 2,602 1,507 2,036 15 - 69,637 55,849 Supplies and services 8,000 10,820 17,602 19,586 2,609 2,579 30,723 4,738 17,433 7,815 1,353 2,212 (15,236) (2,117) 62,484 45,633 Grants and subsidies 8,451 10,389 8,102 14,255 54 - 45,051 21,411 - - - - (3,089) (1,857) 58,569 44,198 Depreciation and amortisation 401 394 1,986 1,818 176 173 39,067 9,777 445 108 175 180 - - 42,250 12,450 Impairment losses 1,693 51 (13) 16 (3) 4 - 15 - - (5) 7 - - 1,672 93 Revaluation decrement - - 3,709 - - - 36,267 ------39,976 - Finance/borrowing costs - - 994 1,056 - - 68 41 6 3 - - - - 1,068 1,100 Other expenses 134 47 314 296 18 14 452 576 236 204 - - - - 1,154 1,137

To t a l Ex pe nse s fr o m Co n t in u in g Ope r a t io n s 3 8,864 4 3,396 52,829 5 7,293 9,764 9,549 1 62,894 3 9,029 2 7,739 1 0,732 3,030 4,435 (18,310) (3,974) 276,810 160,460

Ope r a t in g Re su lt fr o m Co n t inu in g Ope r a t io n s - - (2,199) - - - (35,269) - 131 (645) - - (183) - (37,520) (645) Ot he r Co m pr e he n sive In co m e ------To t a l Co m pr e he n sive In co m e - - (2,199) - - - (35,269) - 131 (645) - - (183) - (37,520) (645)

*Allocation of revenues and expenses from ordinary activities to corporate services (disclosure only): Income 491 463 585 551 162 153 ------1,238 1,167 Expenses 6,286 6,335 7,475 7,531 2,072 2,088 - - - - 3,030 4,435 18,862 20,389

Department of the Premier and Cabinet Statement of Assets and Liabilities by Major Departmental Services, CBUs and SSPs as at 30 June 2010 Po lic y Ad vic e , G o v e r n m e n t a n d Le g isla t ive Ar t s a n d Cu lt u r e Co r p o r a t e G e n e r a l To t a l Pa r e n t Co o r d in a t io n a n d Ex e c u t ive Su p p o r t D r a ft in g , Ad m in ist r a t io n N o t At t r ib u t e d Ca b in e t Su p p o r t Ad viso r y a n d Ag e n c y In fo r m a t io n Se r vic e s 2 0 1 0 2 0 0 9 2 0 1 0 2 0 0 9 2 0 1 0 2 0 0 9 2 0 1 0 2 0 0 9 2 0 1 0 2 0 0 9 2 0 1 0 2 0 0 9 2 0 1 0 2 0 0 9 $' 0 0 0 $' 0 0 0 $' 0 0 0 $' 0 0 0 $' 0 0 0 $' 0 0 0 $' 0 0 0 $' 0 0 0 $' 0 0 0 $' 0 0 0 $' 0 0 0 $' 0 0 0 $' 0 0 0 $' 0 0 0 Cu r r e n t Asse t s Cash and cash equivalents 2,619 2,523 5,015 156 37 130 12,482 13,045 2,101 1,932 - - 22,254 17,786 Receivables 950 1,277 1,566 8,651 251 263 9,964 3,905 269 2,258 - - 13,000 16,354 Inventories 111 - 37 113 - - 32 - - 34 - - 180 147 Other current assets 89 144 1,183 446 27 25 623 208 481 392 - - 2,403 1,215 To t a l Cu r r e n t Asse t s 3 ,7 6 9 3 ,9 4 4 7 ,8 0 1 9 ,3 6 6 3 1 5 4 1 8 2 3 ,1 0 1 1 7 ,1 5 8 2 ,8 5 1 4 ,6 1 6 - - 37 ,8 3 7 3 5 ,5 0 2

N o n Cu r r e n t Asse t s Receivables ------2,831 8,605 - - - - 2,831 8,605 Intangible assets 722 1,877 801 791 567 421 - - 506 610 - - 2,596 3,700 Property, plant and equipmen t 898 1,057 15,463 20,548 382 363 754,746 821,251 1,007 1,673 - - 772,496 844,892 To t a l N o n Cu r r e n t Asse t s 1 ,6 2 0 2 ,9 3 4 1 6 ,2 6 4 2 1 ,3 3 9 9 4 9 7 8 4 7 5 7 ,5 7 7 8 2 9 ,8 5 6 1 ,5 1 3 2 ,2 8 3 - - 77 7 ,9 2 3 8 5 7 ,1 9 7 To t a l Asse t s 5 ,3 8 9 6 ,8 7 8 2 4 ,0 6 5 3 0 ,7 0 5 1 ,2 6 4 1 ,2 0 2 7 8 0 ,6 7 8 8 4 7 ,0 1 4 4 ,3 6 4 6 ,8 9 9 - - 81 5 ,7 6 0 8 9 2 ,7 0 0

Cu r r e n t Lia b ilit ie s Payables 1,415 2,583 2,654 4,467 392 305 8,382 8,851 204 2,341 - - 13,047 18,548 Other financial liabilities - - 1,102 1,042 - - 6,200 1,695 9 146 - - 7,311 2,884 Accrued employee benefits 532 1,006 576 1,023 165 309 357 296 193 260 - - 1,823 2,895 Other current liabilities - 58 - 13 - 21 ------92 To t a l Cu r r e n t Lia b ilit ie s 1 ,9 4 7 3 ,6 4 8 4 ,3 3 2 6 ,5 4 6 5 5 7 6 3 5 1 4 ,9 3 9 1 0 ,8 4 2 4 0 6 2 ,7 4 7 - - 22 ,1 8 1 2 4 ,4 1 9

N o n Cu r r e n t Lia b ilit ie s Other financial liabilities - - 14,768 15,829 - - 3,582 8,614 - 9 - - 18,350 24,452 To t a l N o n Cu r r e n t Lia b ilit ie s - - 14 ,7 6 8 1 5 ,8 2 9 - - 3,5 8 2 8 ,6 1 4 - 9 - - 18 ,3 5 0 2 4 ,4 5 2 Financial statements To t a l Lia b ilit ie s 1 ,9 4 7 3 ,6 4 8 1 9 ,1 0 0 2 2 ,3 7 5 5 5 7 6 3 5 1 8 ,5 2 1 1 9 ,4 5 6 4 0 6 2 ,7 5 6 - - 40 ,5 3 1 4 8 ,8 7 1

Please note the department has systems in place to allocate assets and liabilities by departmental service. 89 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

Objectives and Principal Activities of the Department Note 1: Summary of Significant Accounting Policies Note 2: Major Departmental Services of the Department Note 3: Reconciliation of Payments from Consolidated Fund to Departmental Services Revenue Recognised in Statement of Comprehensive Income Reconciliation of Payments from Consolidated Fund to Equity Adjustment Recognised in Contributed Equity Note 4: User Charges Note 5: Grants and Other Contributions Note 6: Other Revenue Note 7: Net Gains Note 8: Employee Expenses Note 9: Supplies and Services Note 10: Grants and Subsidies Note 11: Depreciation and Amortisation Note 12: Impairment Losses Note 13: Revaluation Decrement Note 14: Finance/Borrowing Costs Note 15: Other Expenses Note 16: Cash and Cash Equivalents Note 17: Receivables Note 18: Inventories Note 19: Other Current Assets Note 20: Intangible Assets Note 21: Property, Plant and Equipment Note 22: Payables Note 23: Other Financial Liabilities Note 24: Accrued Employee Benefits Note 25: Other Current Liabilities Note 26: Reconciliation of Operating Surplus/(Deficit) to Net Cash from Operating Activities Note 27: Non-Cash Financing and Investing Activities Note 28: Commitments for Expenditure Note 29: Contingencies Note 30: Controlled Entities Note 31: Events Occurring after Balance Date Note 32: Financial Instruments Note 33: Schedule of Administered Items Note 34: Reconciliation of Payments from Consolidated Fund to Administered Revenue Note 35: Trust Transaction and Balances

90 Department of the Premier and Cabinet Annual Report 2009–2010 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

Objectives and Principal Activities of the Department

The department is the lead public sector agency and has whole-of-government coordination responsibility for policy advice relating to constitutional, intergovernmental relations, economic and social impact.

The department’s strategic objectives are:

 supporting the Premier in her roles as Parliamentary Leader of the Government, Chair of Cabinet, Chief Advisor to the Governor, Member of the Council of Australian Governments (COAG), Chair of the Council for the Australian Federation and Minister for the Arts  supporting and advising the Premier and Cabinet, Ministers and agencies to ensure the structures and processes of government run efficiently  providing executive and support services for the Premier and other departments  leading policy development and coordination across government  supporting Cabinet and Cabinet Committee decision-making  supporting and growing a strong and diverse arts and culture sector that celebrates Queensland's unique identity and cultural heritage, develops the creative capital and economy of Queensland and enriches the lives of all Queenslanders  providing strategic, high quality information, analysis and advice that helps to build a strong, smart, green, healthy and fair Queensland

The objectives and principal activities of the department’s controlled entities are set out in note 30.

1. Summary of Significant Accounting Policies

(a) Statement of Compliance

The Department of the Premier and Cabinet has prepared these financial statements in compliance with section 42 of the Financial and Performance Management Standard 2009.

These financial statements are general purpose financial statements, and have been prepared on an accrual basis in accordance with Australian Accounting Standards and Interpretations. In addition, the financial statements comply with the Treasurer’s Minimum Reporting Requirements for the year ending 30 June 2010, and other authoritative pronouncements.

With respect to compliance with Australian Accounting Standards and Interpretations, the Department of the Premier and Cabinet has applied those requirements applicable to not-for-profit entities, as the Department of the Premier and Cabinet is a not-for-profit department. Except where stated the historical cost convention is used.

Companies consolidated in the financial statements comply with Australian Accounting Standards, including Australian Accounting Interpretations and other authoritative pronouncements of the Australian Accounting Standards Board (AASB) and the Corporations Act 2001.

(b) The Reporting Entity

The financial statements of the Department of the Premier and Cabinet includes the value of all assets, liabilities, equity, revenues and expenses, including Arts Queensland and the Corporate Administration Agency. The Public Service Department Arrangements Notice (No. 2) 2009, resulted in the transfer of Arts Queensland and the Corporate Administration Agency from the former Department of Education Training and the Arts effective from 1 April 2009. The effect of this machinery-of- government transfer is reflected in the Statement of Changes in Equity.

In 2009, under the reporting requirements for Queensland Government, a new policy was introduced where Shared Service Providers (SSPs) are not separate reporting entities for the purposes of accounting standards. As a result of this change, the financial information of Corporate Administration Agency (CAA), a shared service provider controlled by the department, are now included in the parent entity and is recognised as a major service (refer note 2). In compliance with AASB 108 Accounting Policies, Changes in Accounting Estimates and Errors, this change in accounting policy requires a retrospective application of the financial information for CAA. The comparative figures presented in the financial statements reflect this change.

The department has not presented a Statement of Financial Position as at 1 July 2008 in accordance with AASB 101 Presentation of Financial Statements, as the CAA was only transferred to the department as of 1 April 2009, and would therefore be unchanged.

The consolidated financial statements include the value of all assets, liabilities, equity, revenues and expenses of the Department of the Premier and Cabinet and the entities it controlled during the year, where these entities are material.

The department as an economic entity consists of the parent entity together with:  Screen Queensland Pty Ltd (SQ) formerly Pacific Film and Television Commission Pty Ltd (PFTC); and  Queensland Events Corporation Pty Ltd and the entities it controls (QEC), where these entities are material.

Controlled entities not material and not consolidated or recognised under equity accounting are as follows:  Aboriginal Centre for the Performing Arts Pty Ltd (ACPA)  Queensland Music Festival Pty Ltd (QMF)  Major Brisbane Festivals Pty Ltd (MBF)  Gold Coast 2018 Commonwealth Games Bid Ltd (CGB)

Financial statements 91 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

(b) The Reporting Entity (cont’d)

Each controlled entity is a reporting entity in its own right and the audited financial statements are included in their respective annual reports. Full details of these controlled entities are disclosed in note 30.

In the process of reporting the department as a single economic entity, all transactions with entities controlled by the department have been eliminated (where material). Accounting policies of controlled entities have been changed where necessary to ensure consistencies with those policies applied by the parent entity. Transactions of subsidiaries are reflected in the consolidated amounts.

The major departmental services undertaken by the department are disclosed in note 2.

The department administers, but does not control, certain resources on behalf of the Government. In doing so, it has responsibility and is accountable for administering related transactions and items, but does not have the discretion to deploy the resources for the achievement of the department's objectives.

Administered transactions and balances are disclosed in note 33. These transactions and balances are not significant in comparison to the department’s overall financial performance/financial position.

(d) Trust Transactions and Balances

The department undertakes certain trustee transactions on behalf of the Premier’s Disaster Relief Appeal Trust and the Cyclone Larry Disaster Relief Fund.

As the department performs only a custodial role in respect of the transactions and balances, they are not recognised in the financial statements but are disclosed in note 35. Applicable audit arrangements are also shown.

(e) Departmental Services Revenue/Administered Revenue

Appropriations provided under the Annual Appropriation Act are recognised as revenue when received. No appropriation receivable is recognised in this financial year.

Amounts appropriated to the department for transfer to other entities in accordance with legislative or other requirements are reported as ‘administered’ item appropriations.

While QEC as an entity is controlled by the department, the $16.430M ($14.424M in 2009) in appropriation revenue was paid to QEC as an administered transaction. Similarly, while SQ is controlled by the department, the $11.781M ($2.008M in 2009) appropriation revenue was paid as an administered transaction.

(f) User Charges

User charges and fees controlled by the department are recognised as revenues when the revenue has been earned and can be measured reliably with a sufficient degree of certainty. This involves either invoicing for related goods/services and/or the recognition of accrued revenue. User charges and fees are controlled by the department where they can be deployed for the achievement of departmental objectives.

Fees, contributions and other territorial revenues collected, but not controlled, by the department are reported as administered revenue. Refer note 33.

(g) Grants and Other Contributions - Revenue

Grants, contributions, donations and gifts that are non-reciprocal in nature are recognised as revenue in the year in which the department obtains control over them. Where grants are received that are reciprocal in nature, revenue is recognised over the term of the funding arrangements.

Contributed assets are recognised at their fair value. Contributions of services are recognised only when a fair value can be determined reliably and the services would be purchased if they had not been donated.

(h) Grants and Subsidies - Expense

A non-reciprocal grant is a payment or contribution made to an organisation or person which is not to be repaid or reciprocated, but which must be spent by the recipients for a specific purpose.

Where the grant payment is reciprocal in nature, payment is made, and the expense recognised on the achievement of milestones over the term of the funding arrangement. Any unexpended funding is to be returned in the event of non- compliance with the agreed payment conditions.

A subsidy payment is a payment or contribution made to an organisation or person which is not repaid or reciprocated. Gifts made are included in subsidy payments.

(i) Cash and Cash Equivalents

For the purposes of the Statement of Financial Position and the Statement of Cash Flows, cash assets include all cash and cheques receipted but not banked at 30 June 2010 as well as deposits at call with financial institutions. It also includes investments with short periods to maturity (less than 90 days) that are readily convertible to cash on hand at the department’s or issuer’s option and that are subject to a low risk of changes in value.

92 Department of the Premier and Cabinet Annual Report 2009–2010 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

(j) Receivables

Trade debtors are recognised at the amounts due at the time of sale or service delivery i.e. the agreed purchase/contract price. Settlement of these amounts is required between 14 days and 30 days from the invoice date.

The collectability of receivables is assessed periodically for impairment. All known bad debts were written-off as at 30 June 2010. Increases in impairment are based on loss events as disclosed in note 17.

Other receivables generally arise from transactions outside the usual operating activities of the department and are recognised at their assessed values. No interest is charged and no security is obtained.

(k) Inventories

Inventories held for sale are valued at the lower of cost and net realisable value.

Cost of inventories for sale is assigned on a first-in-first-out basis and includes expenditure incurred in acquiring the inventories and bringing them to their existing condition, except for training costs which are expensed as incurred.

Net realisable value is determined on the basis of the department’s normal selling pattern.

Expenses associated with marketing, selling and distribution are deducted to determine net realisable value.

Inventories held not for sale are those inventories which the department uses in the maintenance of the aircraft. These are measured at the lower of cost and net realisable value adjusted, where applicable, for any loss of service potential.

(l) Acquisitions of Assets

Actual cost is used for the initial recording of all non-current physical and intangible asset acquisitions. Cost is determined as the value given as consideration plus costs incidental to the acquisition, including all other costs incurred in getting the assets ready for use, including architects’ fees and engineering design fees. However, any training costs are expensed as incurred.

Where assets are received free of charge from another Queensland Government department (whether as a result of machinery- of-government or other involuntary transfer), the acquisition cost is recognised as the gross carrying amount in the books of the transferor immediately prior to the transfer together with any accumulated depreciation/amortisation.

Assets acquired at no cost or for nominal consideration, other than from an involuntary transfer from another Queensland government entity, are recognised at their fair value at date of acquisition in accordance with AASB 116 Property, Plant and Equipment.

(m) Property, Plant and Equipment

Items of property, plant and equipment with a cost or other value equal to or in excess of the following thresholds are recognised for financial reporting purposes in the year of acquisition:

Land $1 Plant and Equipment (including heritage and cultural) $5,000 Major Plant and Equipment $5,000 Buildings $10,000

Items with a lesser value are expensed in the year of acquisition.

(n) Revaluations of Non-Current Physical and Intangible Assets

Land, buildings, major plant and equipment and heritage and cultural assets are measured at fair value in accordance with AASB 116 Property, Plant and Equipment and Queensland Treasury’s Non-Current Asset Policies for the Queensland Public Sector. In respect of these asset classes, the cost of items acquired during the financial year has been judged by management of the Department of the Premier and Cabinet to materially represent their fair value at the end of the reporting period.

Where intangible assets have an active market, they are measured at fair value, otherwise they are measured at cost.

Plant and equipment, other than major plant and equipment, is measured at cost in accordance with Treasury’s Non-Current Asset Policies.

Non-current physical assets measured at fair value are comprehensively revalued at least once every five years with interim valuations, using appropriate indices, being otherwise performed on an annual basis where there has been a material variation in the index.

Any revaluation increment arising on the revaluation of an asset is credited to the asset revaluation surplus of the appropriate class, except to the extent it reverses a revaluation decrement for the class previously recognised as an expense. A decrease in the carrying amount on revaluation is charged as an expense, to the extent it exceeds the balance, if any, in the revaluation surplus relating to that asset class.

On revaluation, accumulated depreciation is restated proportionately with the change in the carrying amount of the asset and any change in the estimate of remaining useful life.

Materiality concepts under AASB 1031 are considered in determining whether the difference between the carrying amount and the fair value of an asset is material.

Financial statements 93 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

(n) Revaluations of Non-Current Physical and Intangible Assets (cont’d)

Separately identified components of assets are measured on the same basis as the assets to which they relate.

(o) Intangibles

Intangible assets with a cost or other value of $100,000 or greater are recognised in the financial statements, items with a lesser value being expensed. Each intangible asset is amortised over its estimated useful life to the agency, less any anticipated residual value. The residual value is zero for all the department's intangible assets.

It has been determined that there is no active market for any of the department’s intangible assets. As such, the assets are recognised and carried at cost less accumulated amortisation and accumulated impairment losses.

No intangible assets have been classified as held for sale or form part of a disposal group held for sale.

Purchased Software The purchase cost of this software has been capitalised and is being amortised on a straight-line basis over the period of the expected benefit to the department, ranging from one and a half to ten years.

Internally Generated Software Expenditure on research activities relating to internally-generated intangible assets is recognised as an expense in the period in which it is incurred.

Costs associated with the development of computer software have been capitalised and are amortised on a straight-line basis over the period of expected benefit to the department, namely five years.

(p) Amortisation and Depreciation of Intangibles and Property, Plant and Equipment

Land is not depreciated as it has an unlimited useful life.

All intangible assets of the department have finite useful lives and are amortised on a straight line basis.

Property, plant and equipment is depreciated on a straight-line basis so as to allocate the net cost or revalued amount of each asset, less its estimated residual value, progressively over its estimated useful life to the department.

Assets under construction (work in progress) are not depreciated until they reach service delivery capacity. Service delivery capacity relates to when construction is complete and the asset is first put to use or is installed ready for use in accordance with its intended application. These assets are then reclassified to the relevant classes with property, plant and equipment.

Any expenditure that increases the originally assessed capacity or service potential of an asset is capitalised and the new depreciable amount is depreciated over the remaining useful life of the asset to the department.

Items comprising the department’s technical library are expensed on acquisition.

For each class of depreciable asset the following depreciation and amortisation rates are used:

Depreciation Rate Parent Economic Class Entity Entity Buildings 1.5-10% 1.5-10% Major plant and equipment: Aircraft 10% 10%

Plant and equipment: Computer hardware 10-33% 10-67% Office equipment 20-33% 20-33% Other equipment/furniture 10-20% 10-20% Leasehold improvements: Office fitout N/A 16.67-40%

Amortisation Rate Intangibles: Software purchased 10-33% 10-67% Software internally generated 20% 14-50%

(q) Impairment of Non-Current Assets

All non-current physical and intangible assets are assessed for indicators of impairment on an annual basis. If an indicator of possible impairment exists, the department determines the asset's recoverable amount. Any amount by which the asset's carrying amount exceeds the recoverable amount is recorded as an impairment loss.

The asset's recoverable amount is determined as the higher of the asset's fair value less costs to sell and depreciated replacement cost.

94 Department of the Premier and Cabinet Annual Report 2009–2010 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

(q) Impairment of Non-Current Assets (cont’d)

An impairment loss is recognised immediately in the Statement of Comprehensive Income, unless the asset is carried at a revalued amount. When the asset is measured at a revalued amount, the impairment loss is offset against the asset revaluation surplus of the relevant class to the extent available.

Where an impairment loss subsequently reverses, the carrying amount of the asset is increased to the revised estimate of its recoverable amount, but so that the increased carrying amount does not exceed the carrying amount that would have been determined had no impairment loss been recognised for the asset in prior years. A reversal of an impairment loss is recognised as income, unless the asset is carried at a revalued amount, in which case the reversal of the impairment loss is treated as a revaluation increase. Refer note 1(n).

(r) Leases

A distinction is made in the financial statements between finance leases that effectively transfer from the lessor to the lessee substantially all risks and benefits incidental to ownership, and operating leases, under which the lessor retains substantially all risks and benefits. The department does not have any finance leases.

Operating lease payments are representative of the pattern of benefits derived from the leased assets and are expensed in the periods in which they are incurred.

(s) Payables

Trade creditors are recognised upon receipt of the goods or services ordered and are measured at an agreed purchase/contract price, gross of applicable trade and other discounts. Amounts owing are unsecured and are generally settled on 30-day terms.

(t) Financial Instruments

Recognition

Financial assets and financial liabilities are recognised in the Statement of Financial Position when the department becomes party to the contractual provisions of the financial instrument.

Classification

Financial instruments are classified and measured as follows:  Cash and cash equivalents – held at fair value through profit and loss  Receivables – held at amortised cost  Payables – held at amortised cost  Borrowings – held at amortised cost.

Borrowings are initially recognised at fair value, plus any transaction costs directly attributable to the borrowings, then subsequently held at amortised cost using the effective interest method. The effective interest rate is the rate that exactly discounts estimated future cash payments or receipts through the expected life of a financial instrument (or, when appropriate, a shorter period) to the net carrying amount of that instrument.

Any borrowing costs are added to the carrying amount of the borrowings to the extent they are not settled in the period in which they arise. Borrowings are classified as non-current liabilities to the extent that the department has an unconditional right to defer settlement until at least 12 months after reporting date.

The department does not enter transactions for speculative purposes, nor for hedging. Apart from cash and cash equivalents, the department holds no financial assets classified at fair value through profit and loss.

All other disclosures relating to the measurement and financial risk management of financial instruments held by the department are included in note 32.

(u) Other Financial Liabilities

Interest bearing liabilities are initially recognised at fair value inclusive of costs. The fair value is calculated as the net present value of all future payments using the effective interest at the date of the transaction. Subsequent measurement is based on amortised cost using the effective interest rate.

All borrowing costs are accounted for on an accrual basis in the Statement of Comprehensive Income using the effective interest method, and are added to the carrying amount of the borrowings to the extent they are not settled in the period in which they arise.

Financial statements 95 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

(v) Employee Benefits

Employer superannuation contributions, annual leave levies and long service leave levies are regarded as employee benefits.

Payroll tax and workers’ compensation insurance are a consequence of employing employees, but are not counted in an employee’s total remuneration package. They are not employee benefits and are recognised separately as employee related expenses.

Wages, Salaries and Sick Leave

Wages and salaries due but unpaid at reporting date are recognised in the Statement of Financial Position at the current salary rates.

For unpaid entitlements expected to be paid within 12 months, the liabilities are recognised at their undiscounted values. Entitlements not expected to be paid within 12 months are classified as non-current liabilities and recognised at their present value, calculated using yields on Fixed Rate Commonwealth Government bonds of similar maturity, after projecting the remuneration rates expected to apply at the time of likely settlement.

Prior history indicates that on average, sick leave taken each reporting period is less than the entitlement accrued. This is expected to continue in future periods. Accordingly, it is unlikely that existing accumulated entitlements will be used by employees and no liability for unused sick leave entitlements is recognised.

As sick leave is non-vesting, an expense is recognised for this leave as it is taken.

Annual Leave

The Queensland Government’s Annual Leave Central Scheme (ALCS) became operational on 30 June 2008 for departments, commercialised business units and shared service providers. Under this scheme, a levy is made on the department to cover the cost of employees’ annual leave (including leave loading and on-costs). The levies are expensed in the period in which they are payable. Amounts paid to employees for annual leave are claimed from the scheme quarterly in arrears.

From 1 July 2009, no provision for annual leave has been recognised in the department’s financial statements as the liability is held on a whole-of-government basis and reported in those financial statements pursuant to AASB 1049 Whole of Government and General Government Sector Financial Reporting.

Controlled entities are not required to participate in the ALCS. Annual leave due but unpaid at reporting date is recognised in the Statement of Financial Position. For unpaid entitlements expected to be paid within 12 months, the liabilities are recognised at their undiscounted values. For those entitlements not expected to be paid within 12 months, the liabilities are classified as non-current liabilities and recognised at their present value, calculated using yields on Fixed Rate Commonwealth Government bonds of similar maturity.

Long Service Leave

Under the Queensland Government’s Long Service Leave Scheme, a levy is made on the department to cover the cost of employees’ long service leave. Levies are expensed in the period in which they are payable. Amounts paid to employees for long service leave are claimed from the scheme quarterly in arrears.

No provision for long service leave is recognised in the financial statements, the liability being held on a whole-of-government basis and reported in those financial statements pursuant to AASB 1049 Whole of Government and General Government Sector Financial Reporting.

Controlled entities do not participate in the Queensland Government Long Service Leave Scheme. These entities recognise a provision for long service leave when it is probable that settlement will be required and it is capable of being measured reliably. The provision is based on the present value of the estimated future cash outflows to be made resulting from employee’s services provided to the reporting date, calculated using rates attached to national government bonds of similar maturity.

Superannuation

Employer superannuation contributions are paid to QSuper, the superannuation plan for Queensland Government employees, at rates determined by the Treasurer on advice of the State Actuary. Contributions are expensed in the period in which they are paid or payable. The department’s obligation is limited to its contribution to QSuper.

Therefore, no liability is recognised for accruing superannuation benefits in the department’s financial statements, the liability being held on a whole-of-government basis and reported in those financial statements pursuant to AASB 1049 Whole of Government and General Government Sector Financial Reporting.

Controlled entities do not participate in the whole-of-government arrangements for superannuation. Contributions are made on behalf of employees to several defined benefit and defined contribution superannuation plans. Contributions are charged against income as they are made. The entity has no legal or constructive obligation to fund any deficit. Contributions paid meets or exceeds the requirements of the Superannuation Guarantee Levy.

96 Department of the Premier and Cabinet Annual Report 2009–2010 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

(v) Employee Benefits (cont’d)

Executive Remuneration

The executive remuneration disclosures in the employee expenses note (note 8) in the financial statements include:

 the aggregate remuneration of all senior executive officers (including the Chief Executive Officer) whose remuneration for the financial year is $100,000 or more; and  the number of senior executives whose total remuneration for the financial year falls within each successive $20,000 band, commencing at $100,000.

The remuneration disclosed is all remuneration paid or payable, directly or indirectly, by the department or any related party in connection with the management of the affairs of the department, whether as an executive or otherwise. For this purpose, remuneration includes:

 wages and salaries;  accrued leave (that is, the increase/decrease in the amount of annual and long service leave owed to an executive, inclusive of any increase in the value of leave balances as a result of salary rate increases or the like);  performance pay paid or due and payable in relation to the financial year, provided that a liability exists (namely a determination has been made prior to the financial statements being signed) and can be reliably measured even though the payment may not have been made during the financial year;  accrued superannuation (being the value of all employer superannuation contributions during the financial year, both paid and payable as at 30 June);  car parking benefits and the cost of motor vehicles, such as lease payments, fuel costs, registration/insurance, repairs/maintenance and fringe benefit tax on motor vehicles incurred by the agency during the financial year, both paid and payable as at 30 June, net of any amounts subsequently reimbursed by the executives;  housing, being the market value of the rent or rental subsidy, where rent is part-paid by the executive during the financial year, both paid and payable as at 30 June;  allowances (which are included in the remuneration agreements of executives, such as airfares or other travel costs paid to/for executives whose homes are situated in a location other than the locations they work in); and  fringe benefits tax included in remuneration agreements.

The disclosures apply to all senior executives of the parent entity appointed under the Public Service Act 2008 and classified as SES1 and above, with remuneration above $100,000 in the financial year. ‘Remuneration’ means any money, consideration or benefit, but excludes amounts:

 paid to an executive by the department where the person worked during the financial year wholly or mainly outside Australia during the time the person was so employed; or  in payment or reimbursement of out-of-pocket expenses incurred for the benefit of the department.

In addition, separate disclosure of separation and redundancy/termination benefit payments is included, where applicable.

For the controlled entities no executives are employed under the Public Service Act 2008.

(w) Financing/Borrowing Costs

Finance costs are recognised as an expense in the period in which they are incurred.

Finance costs include:  Interest on bank overdrafts and short-term and long-term borrowings;  Finance lease charges;  Amortisation of discounts or premiums relating to borrowings; and  Ancillary administration charges.

No borrowing costs are capitalised into qualifying assets.

(x) Allocation of Revenues and Expenses from Ordinary Activities to Corporate Services

The department discloses revenues and expenses attributable to corporate services in the Statement of Comprehensive Income by Major Departmental Services, CBUs and SSPs.

The revenues and expenses of the department’s corporate services are allocated to the department’s services on the basis of employee full-time equivalent numbers. In addition to this, during the 2009-10 financial year the parent entity provided corporate support to the Public Service Commission, Department of Employment, Economic Development and Innovation, Queensland Treasury, Department of Infrastructure and Planning, Queensland Water Infrastructure Pty Ltd, and Office of the Governor and recovers costs accordingly.

(y) Insurance

The parent entity and SQ insure all non-current physical assets and other risks through the Queensland Government Insurance Fund (QGIF), premiums being paid on a risk assessment basis including public liability. In addition, they pay premiums to WorkCover Queensland in respect of its obligations for employee compensation. This is recognised as an employee related expense. Refer note 8.

Financial statements 97 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

(y) Insurance (cont’d)

The parent entity has insurance to cover accident claims from nominated aircraft personnel.

QEC insures all assets and has insurance to cover professional and public liability claims.

(z) Services Received Free of Charge or for Nominal Value

Contributions of services are recognised only if the services would have been purchased if they had not been donated and their fair value can be measured reliably. Where this is the case, an equal amount is recognised as revenue and an expense.

(aa) Contributed Equity

Non-reciprocal transfers of assets and liabilities between wholly-owned Queensland State Public Sector entities as a result of machinery-of-government changes are adjusted to Contributed Equity in accordance with Interpretation 1038 Contributions by Owners Made to Wholly-Owned Public Sector Entities. Appropriations for equity adjustments are similarly designated. Where the balance of contributed equity is insufficient to absorb the adjustment, the remainder of the adjustment is made to accumulated surplus.

(ab) Taxation

The department and its controlled entities are exempt from Commonwealth taxation under the Income Tax Assessment Act 1936 and the Income Tax Assessment Act 1997, but are subject to Fringe Benefits Tax (FBT) and Goods and Services Tax (GST). FBT and GST are the only taxes accounted for by the department and its controlled entities. GST credits receivable from, and GST payable to the ATO, are recognised in note 17.

(ac) Issuance of Financial Statements

The financial statements are authorised for issue by the Director-General and the Chief Finance Officer at the date of signing the Management Certificate.

(ad) Judgements and Assumptions

The preparation of financial statements necessarily requires the determination and use of certain critical accounting estimates, assumptions, and management judgements that have the potential to cause a material adjustment to the carrying amounts of assets and liabilities within the next financial year. Such estimates, judgements and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised and in future periods as relevant.

Estimates and assumptions that have a potential significant effect are outlined in the following financial statement notes:

Valuation of Property, Plant and Equipment – note 21 Impairment – notes 17, 20 and 21 Contingencies – note 29

(ae) Rounding and Comparatives

Amounts included in the financial statements are in Australian dollars and have been rounded to the nearest $1,000 or, where that amount is $500 or less, to zero, unless disclosure of the full amount is specifically required.

The parent entity comparative information includes three months of financial information for Arts Queensland and the Corporate Administration Agency as a consequence of machinery-of-government changes effective 1 April 2009.

The parent entity comparative information includes a restatement in relation to a prior year error by Arts Queensland in relation to the treatment of land. This has resulted in an adjustment of $4.7M being made to the opening balance as at 1 July 2008 of Capital Work in Progress and Contributed Equity at the date Arts Queensland was transferred to the Department of the Premier and Cabinet (ie 1 April 2009).

The economic entity comparative information has been restated to correct a prior period accounting error by Screen Queensland Pty Ltd in relation to the treatment of grants at 30 June 2009. This has resulted in an adjustment of $0.385M which increases Grants and Subsidies and Trade Creditors and reduces the operating result from continuing operations and Accumulated Surpluses.

Comparative information has been restated where necessary to be consistent with disclosures in the current reporting period.

(af) New and Revised Accounting Standards

The department did not voluntarily change any of its accounting policies during 2009-10. Those new and amended Australian Accounting Standards that were applicable for the first time in the 2009-10 financial year and that had a significant impact on the department's financial statements are as follows.

The department complied with the revised AASB 101 Presentation of Financial Statements as from 2009-10. This revised standard does not have any measurement or recognition implications. Pursuant to the change of terminology used in the revised AASB 101, the Balance Sheet is now re-named to the Statement of Financial Position, and the Cash Flow Statement has now been re-named to Statement of Cash Flows. The former Income Statement has been replaced by a Statement of Comprehensive Income. In line with the new concept of 'comprehensive income', the bottom of this new statement contains certain transactions that previously were detailed in the Statement of Changes in Equity (refer to the items under the sub- heading "Other Comprehensive Income" in the new Statement of Comprehensive Income).

98 Department of the Premier and Cabinet Annual Report 2009–2010 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

(af) New and Revised Accounting Standards (cont’d)

The department is not permitted to early adopt a new or amended accounting standard ahead of the specified commencement date unless approval is obtained from the Treasury Department. Consequently, the department has not applied any Australian Accounting Standards and interpretations that have been issued but are not yet effective. The department applies standards and interpretations in accordance with their respective commencement dates.

At the date of authorisation of the financial report, the only significant impacts of new or amended Australian Accounting Standards with future commencement dates are as set out below.

AASB 9 Financial Instruments and AASB 2009-11 Amendments to Australian Accounting Standards arising from AASB 9 [AASB 1, 3, 4, 5, 7, 101, 102, 108, 112, 118, 121, 127, 128, 131, 132, 136, 139, 1023 & 1038 and Interpretations 10 & 12] become effective from reporting periods beginning on or after 1 January 2013. The main impacts of these standards are that they will change the requirements for the classification, measurement and disclosures associated with financial assets. Under the new requirements, financial assets will be more simply classified according to whether they are measured at either amortised cost or fair value. Pursuant to AASB 9, financial assets can only be measured at amortised cost if two conditions are met. One of these conditions is that the asset must be held within a business model whose objective is to hold assets in order to collect contractual cash flows. The other condition is that the contractual terms of the asset give rise on specified dates to cash flows that are solely payments of principal and interest on the principal amount outstanding.

On initial application of AASB 9, the department as an economic entity will need to re-assess the measurement of its financial assets against the new classification and measurement requirements, based on the facts and circumstances that exist at that date. Assuming no change in the types of transactions the department enters into, it is not expected that any of the department's financial assets will meet the criteria in AASB 9 to be measured at amortised cost. Therefore, as from the 2013-14 financial statements, all of the department's financial assets will be required to be classified as "financial assets required to be measured at fair value through profit or loss" (instead of the measurement classifications presently used in notes 1(t) and 32). The same classification will be used for net gains/losses recognised in the Statement of Comprehensive Income in respect of those financial assets. In the case of the department's receivables, the carrying amount is considered to be a reasonable approximation of fair value.

All other Australian Accounting Standards and Interpretations with future commencement dates are either not applicable to the departmental activities, or have no material impact on the department.

2. Major Departmental Services of the Department

The department is the lead public sector agency and has whole-of-government coordination responsibility for policy advice relating to constitutional, inter-governmental relations, economic, environment and social impact, the arts and the cultural matters.

During the year, as a result of an internal review of the operations of the CAA, the Facilities Management Branch of CAA was transferred to the Arts and Culture Service. This transfer occurred on 1 April 2010 and has no impact on the financial statements of the parent entity.

Major services of the parent entity as at 30 June 2010 were:

Policy Advice, Coordination and Cabinet Support Service

Policy Advice, Coordination and Cabinet Support Service provides policy advice and coordination for the department and supports Cabinet and Cabinet-related activities. The service provides detailed briefings to the Premier on policy from design and development, through coordination to implementation and delivery. The service also monitors performance and delivery of whole-of-government policy commitments. Through this service the Premier receives detailed briefs on all matters before Cabinet and Cabinet sub-committees. It coordinates a broad range of whole-of-government activities and provides expert advice on the operation of Cabinet and its related processes; administration of all Cabinet information; custodianship of the Cabinet record from current and previous governments and direct logistical support to Ministers in Cabinet meetings.

Government and Executive Support Service

Government and Executive Support Service provides policy advice to the Premier in relation to executive government and machinery-of-government matters, support to the administration of business before the Executive Council, support services to Ministerial Offices, Parliamentary Secretaries and the Office of the Leader of the Opposition, and fixed-wing services to meet emergency and other aviation needs of the community and the government.

In addition, the service is involved in the management and coordination of events, State occasions, official visits and functions and whole-of-government communications activities.

Arts and Culture Service

Arts Queensland aims to build a strong arts and cultural sector that enriches the lives of all Queenslanders. Services provided include: policy development, advice and planning; arts and cultural funding; support for Queensland’s arts statutory authorities and government owned companies; provision of capital infrastructure and management of the State’s cultural assets including the Cultural Centre at South Bank and the Judith Wright Centre of Contemporary Arts.

Legislative Drafting, Advisory and Information Service

Legislative Drafting, Advisory and Information Service (LDAIS) provides comprehensive high-quality legislative drafting, advisory services and publications, and the continual enhancement of legislation and legislative information to government

Financial statements 99 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

2. Major Departmental Services of the Department (cont’d)

and the community. LDAIS is delivered by the Office of the Queensland Parliamentary Counsel and provides the government’s legislative reform agenda.

Corporate Administration Agency

The Corporate Administration Agency (CAA) is a shared service provider, hosted by the department. Under Queensland Public Sector legislation the department provides the mechanism for employment and accountability for the CAA.

The CAA’s mission is ‘Excellence in Client Service’ focused on delivering high quality, value adding services that meet the business needs of its client agencies. It provides a range of corporate services to several Queensland Government entities.

100 Department of the Premier and Cabinet Annual Report 2009–2010 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

Economic Entity Parent Entity 2010 2009 2010 2009 $'000 $'000 $'000 $'000

3. Reconciliation of Payments from Consolidated Fund to Departmental Services Revenue Recognised in Statement of Comprehensive Income Budgeted departmental services appropriation 186,565 109,275 186,565 109,275 Transfer from/(to) other departments - redistribution of public business - 28,705 - 28,705 Transfers from/(to) other headings 5,773 (4,342) 5,773 (4,342) Lapsed departmental services appropriation - (11,620) - (11,620) Unforeseen expenditure 10,833 - 10,833 - Total departmental services receipts 203,171 122,019 203,171 122,018 Less: Opening balance of departmental services appropriation receivable (6,117) (930) (6,117) (930)

Plus: Closing balance of departmental services appropriation receivable - 6,117 - 6,117 Departmental services appropriation recognised for DPC (Parent) 197,054 127,205 197,054 127,205 Departmental services appropriation recognised for QEC 16,430 14,424 - - Departmental services appropriation recognised for SQ 11,781 2,008 - - Departmental services revenue recognised in Statement of Comprehensive Income 225,265 143,637 197,054 127,205

Reconciliation of Payments from Consolidated Fund to Equity Adjustment Recognised in Contributed Equity Budgeted equity adjustment appropriation (29,010) 2,961 (29,010) 2,961 Transfers from/to other departments - 5,499 - 5,499 Transfer from/to other headings (2,070) - (2,070) - Lapsed equity adjustment - (3,481) - (3,481)

Equity adjustment recognised in Contributed Equity (31,080) 4,979 (31,080) 4,979

Financial statements 101 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

Economic Entity Parent Entity 2010 2009 2010 2009 $'000 $'000 $'000 $'000 4. User Charges

Corporate services partnership agreements 10,817 11,123 10,820 11,123 Government Air Wing services 192 154 192 154 Publications and library receipts 1,460 354 1,460 354 Functions and events revenue 2,904 2,151 - - Sales of services 171 163 171 146 Car park revenue 5,721 1,306 5,721 1,306 Facility services revenue 9,120 - 9,120 - Property rental and venue hire 1,260 - 1,260 - Other 187 496 234 433

Total 31,832 15,747 28,978 13,516

5. Grants and Other Contributions

Contributions from Queensland Government departments 1,896 9,499 1,896 9,530 Commonwealth contributions 3,735 192 3,735 192 Contributions from other state governments 1,200 1,684 969 1,684 Events sponsorship 6,345 5,679 4,364 5,015

Total 13,176 17,054 10,964 16,421

6. Other Revenue

Contributions from other government departments - 45 - 45 Interest 942 796 - 49 Resources received below fair value 1,235 1,446 1,235 1,185 Other 1,483 (253) 1,059 154

Total 3,660 2,034 2,294 1,433

7. Net Gains

Revaluation of major plant and equipment - 1,240 - 1,240

Total - 1,240 - 1,240

102 Department of the Premier and Cabinet Annual Report 2009–2010 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

Economic Entity Parent Entity 2010 2009 2010 2009 $'000 $'000 $'000 $'000

8. Employee Expenses

Employee Benefits Wages and salaries 56,957 45,312 52,374 41,962 Employer superannuation contributions 7,052 5,538 6,643 5,275 Long service leave levy 1,000 926 990 733 Annual leave levy 5,196 4,173 5,364 4,252 Fringe Benefits Tax 660 545 658 540

Employee Related Expenses Salary related taxes ** 3,267 2,469 2,838 2,339 Professional development and study assistance 544 576 529 559 Workers' compensation premium ** 131 69 119 64 Other 243 194 122 125

Total 75,050 59,802 69,637 55,849

Number of Employees: 724 724 672 662

The number of employees includes both full-time and part-time employees measured on a full-time equivalent basis. In addition to the number of employees reported above, the department employed 12 full-time equivalent staff engaged in the provision of corporate services to other agencies.

Executive Remuneration

The number of senior executive who received or were due to receive total remuneration of $100,000 or more:

$100 000 to $119 999 3 1 $120 000 to $139 999 2 1 $140 000 to $159 999 - 1 $160 000 to $179 999 - 6 $180 000 to $199 999 6 7 $200 000 to $219 999 6 5 $220 000 to $239 999 2 2 $240 000 to $259 999 4 1 $260,000 to $279,999 2 3 $300,000 to $319,999 1 - $540,000 to $559,999 - 1 $580,000 to $599,999 1 - Total# 27 28

2010 2009 $'000 $'000 The total remuneration of executives shown above **# 5,894 5,827

The total separation and redundancy/termination benefit 255 134 payments during the year to executives shown above#

Financial statements 103 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

8. Employee Expenses (cont'd)

# The 2009 comparative totals for the number and total remuneration of senior executives does not include Arts Queensland and Corporate Administration Agency. These senior executives transferred to the department as a result of the 26 March 2009 MOG change and are therefore shown below as reported in the 2008-09 statements:

• the aggregate remuneration of all senior executive officers (including the Chief Executive Officer) whose remuneration for the reporting period 27 March 2009 to 30 June 2009 is $25,000 or more (2010 $100,000 in respect of the full financial year) • the number of senior executives whose total remuneration for the reporting period 27 March 2009 to 30 June 2009 falls within each successive $5,000 band, commencing at $25,000 (2010 each successive $20,000 band commencing at $100,000 in respect of the full financial year)

The number of senior executives who received, or were due to receive, total remuneration of $25,000 ($100,000 full financial year) or more for period 27 March 2009 to 30 June 2009 2009 $25 000 to $29 999 (Annual: $100,000 to $119,999) 1 $50 000 to $54 999 (Annual: $200,000 to $219,999) 1 $60 000 to $64 999 (Annual: $240,000 to $259,999) 1 3

Total remuneration of executives shown above for the period 142 27 March 2009 to 30 June 2009**

The total separation and redundancy/termination benefit Nil payments during the year to executives shown above.

** The amount calculated as executive remuneration in these financial statements includes the direct remuneration received, as well as items not directly received by senior executives, such as the movement in leave accruals and fringe benefits tax paid on motor vehicles. This amount will therefore differ from advertised executive remuneration packages which do not include the latter items.

104 Department of the Premier and Cabinet Annual Report 2009–2010 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

Economic Entity Parent Entity 2010 2009 2010 2009 $'000 $'000 $'000 $'000 9. Supplies and Services

Advertising and communications 5,070 8,011 3,949 7,096 Building services 22,290 18,548 21,654 18,177 Building maintenance 9,998 - 9,998 - Consultants and contractors 12,370 5,308 11,797 5,133 Corporate services 1,445 2,048 1,445 2,048 Exchange rate variance - 1 - - Hospitality 670 666 670 692 Information technology bureau services 4,436 3,940 4,323 3,866 Low value assets expensed 391 356 385 354 Maintenance 343 434 305 372 Motor vehicle and aircraft running costs 2,034 2,153 1,965 2,066 Office supplies, books and statutes 1,550 1,229 1,442 1,142 Postage and freight 271 279 228 234 Professional services 508 905 425 741 Queensland Events Corporation Pty Ltd – event costs 15,193 11,402 - - Telecommunications 1,173 998 1,049 911 Travel 1,317 1,426 1,068 1,364 Other 2,184 1,712 1,781 1,437

Total 81,243 59,416 62,484 45,633

10. Grants and Subsidies

Recurrent Grants to charities/community groups 746 21,466 746 21,466 Grants to Commonwealth Government agencies 8,767 8,535 8,767 8,535 Grants to individuals 27 27 27 27 Grants to industry 39,811 2,266 29,424 1,561 Grants to local authorities 454 437 454 437 Grants to Queensland Government recipients 5,492 2,034 5,492 2,034 Grants to statutory bodies - 608 - 608 Grants to universities/tertiary education 1,127 1,372 1,127 1,372

Total recurrent 56,424 36,745 46,037 36,040

Capital Grants to Asian Tsunami Relief - 1,558 - 1,558 Grants to industry 5,000 - 5,000 - Grants to charities/community groups 225 100 225 100 Grants to Queensland Government recipients - 1,464 - 1,464 Grants to local authorities 2,934 50 2,934 50

Total capital 8,159 3,172 8,159 3,172

Financial statements 105 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

Economic Entity Parent Entity 2010 2009 2010 2009 $'000 $'000 $'000 $'000

10. Grants and Subsidies (cont'd)

Subsidy payments Contributions 522 460 522 460 Donation Victorian Bush Fire Appeal - 1,000 - 1,000 Donation Nov 08 Central and Southern Qld Floods - 500 - 500 Donation Feb 09 Northern and North West Qld monsoonal flooding and Tropical Cyclones Charlotte and Ellie - 500 - 500 Donation Oct 09 South Pacific Tsunami (Samoa & Tonga) and Earthquake in the Indonesian Archipelago 500 - 500 - Donation Haiti Earthquake 2010 500 - 500 - Donation Chile earthquake and tsunami 2010 500 - 500 - Donations and gifts made 919 733 919 733 Sponsorships 1,433 1,793 1,432 1,793

Total subsidy payments 4,374 4,986 4,373 4,986

Total 68,957 44,903 58,569 44,198

11. Depreciation and Amortisation

Depreciation and amortisation were incurred in respect of: Buildings 39,032 9,759 38,981 9,759 Major plant and equipment 1,503 1,319 1,503 1,319 Plant and equipment 1,387 1,186 1,371 1,133 Software purchased - 17 - 17 Software internally generated 395 233 395 222

Total 42,317 12,514 42,250 12,450

12. Impairment Losses

Trade debtors (note 17) (28) 77 (28) 77 Plant and equipment (note 21) (14) 16 (14) 16 Software internally generated (note 20) 1,714 - 1,714 -

Total 1,672 93 1,672 93

106 Department of the Premier and Cabinet Annual Report 2009–2010 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

Economic Entity Parent Entity 2010 2009 2010 2009 $'000 $'000 $'000 $'000

13. Revaluation Decrement

Major plant and equipment (aircraft) 3,709 - 3,709 - Buildings* 36,267 - 36,267 -

Total 39,976 - 39,976 -

* As detailed in note 1(b) the assets and liabilities of Arts Queensland were transferred to the Department of the Premier and Cabinet on 1 April 2009 following machinery-of-government changes. In accordance with the Queensland Treasury issued Accounting Policy Guideline 9 Accounting for Contributions by Owners, equity balances, including asset revaluation surpluses, were not transferred to the Department of the Premier and Cabinet. Consequently the revaluation decrement associated with the interim valuation of buildings as described in note 21 has been recorded as an expense in the Statement of Comprehensive Income. There was no revaluation of buildings during 2008-09, as the fair value of the buildings was not materially different to the carrying value of the assets at balance date.

Had the asset revaluation surplus associated with the Arts Queensland assets been transferred on 1 April 2009, the revaluation decrement above would not have been recorded as an expense in the Statement of Comprehensive Income, but would have been offset against the asset revaluation surplus. This would have resulted in the department recording an operating deficit of $2.546M for the Economic Entity and $1.253M for the Parent Entity.

In 2009, the aircraft were comprehensively revalued resulting in an increment as shown in note 7.

The decrement, not being a reversal of a previous revaluation increment in respect of the same class of assets, has been recognised as an expense. Refer note 21.

14. Finance/Borrowing Costs

Interest 1,735 1,280 1,068 1,100

Total 1,735 1,280 1,068 1,100

The department does not capitalise finance/borrowing costs. The capitalisation rate used to determine borrowing costs is the weighted average interest rate applicable to the department's outstanding borrowings 5.57% (2009: 5.00%).

Financial statements 107 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

Economic Entity Parent Entity 2010 2009 2010 2009 $'000 $'000 $'000 $'000 15. Other Expenses

Bad debts 483 - 58 - External audit fees ** 427 394 337 337 Insurance premiums - QGIF 599 315 571 314 Insurance premiums - Other 135 141 51 39 Losses from disposal of property, plant and equipment 74 5 59 5 Services provided free of charge 78 - 78 - Ex gratia payments - (6) - (6) Other - 491 - 448

Total 1,796 1,340 1,154 1,137

** Total external audit fees relating to the 2009-10 financial year for the parent entity including the Trusts specified in note 35, are estimated to be $424,078 (2009 actual:$312,071). There are no non-audit services included in this amount.

Total external audit fees relating to the 2009-10 financial year for SQ and QEC and it's controlled entities are estimated to be $84,400 (2009 actual: $84,094). There are no non-audit services included in this amount.

16. Cash and Cash Equivalents

Imprest accounts 29 29 21 20 Cash at bank and on hand 24,420 19,509 22,233 17,766 Current - at call 14,733 11,121 - -

Total 39,182 30,659 22,254 17,786

Departmental bank accounts grouped within the whole-of-Government set-off arrangement with the Queensland Treasury Corporation do not earn interest on surplus funds. Interest earned on the aggregate set- off arrangement balances accrues to the Consolidated Fund.

The weighted average market interest rate for cash deposited with the Queensland Treasury Corporation for 2010 was 4.70% (2009: 4.71%). For fair value of investments at call with Queensland Treasury Corporation, refer note 32(d).

108 Department of the Premier and Cabinet Annual Report 2009–2010 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

Economic Entity Parent Entity 2010 2009 2010 2009 $'000 $'000 $'000 $'000

17. Receivables

Current Trade debtors 2,857 5,794 2,498 5,362 Less: Allowance for impairment (19) (77) (19) (77) 2,838 5,717 2,479 5,285

Loans and advances 10,351 8,927 6,175 779 Less: Allowance for impairment (200) (200) (200) (200) 10,151 8,727 5,975 579

GST receivable 1,853 4,020 1,511 3,735 GST payable (364) (586) (251) (480) 1,489 3,434 1,260 3,255

Long service leave reimbursements 185 295 185 295 Annual leave reimbursements 795 822 795 822 Departmental services revenue receivable - 6,117 - 6,117 Grants and other contributions receivable 2,000 - 2,000 - Other 306 - 306 1

Total Current 17,764 25,112 13,000 16,354

Non current Loans and advances 4,126 6,129 2,831 8,605

Total Non Current 4,126 6,129 2,831 8,605

Movements in the allowance for impairment Balance at the beginning of the year (277) - (277) - Amounts transferred as a result of government restructure - (200) - (200) Amounts written off during the year 63 - 63 - Amounts recovered during the year 12 - 12 -

Increase/decrease in allowance recognised in the profit or loss (17) (77) (17) (77)

Balance at the end of the year (219) (277) (219) (277)

Financial statements 109 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

Economic Entity Parent Entity 2010 2009 2010 2009 $'000 $'000 $'000 $'000

18. Inventories

Current Inventories held for sale 37 40 37 40 Inventories held not for sale 143 107 143 107

Total 180 147 180 147

19. Other Current Assets

Current Security deposits - 56 - 6 Prepayments 2,490 1,598 2,403 1,209 Other - 12 - -

Total 2,490 1,666 2,403 1,215

20. Intangible Assets

Software purchased: At cost - 283 - - Less: Accumulated amortisation - (290) - - - (7) - - Software internally generated: At cost 3,381 3,070 3,071 3,070 Less: Accumulated amortisation (1,366) (1,323) (1,056) (1,323)

2,015 1,746 2,015 1,747 Software work in progress: At cost 581 1,981 2,296 1,954 Less: Accumulated impairment losses - - (1,715) -

581 1,981 581 1,954

Total 2,596 3,720 2,596 3,701

110 Department of the Premier and Cabinet Annual Report 2009–2010 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

20. Intangibles Reconciliation Reconciliations of the carrying amounts of intangible assets at the beginning and end of the current reporting period.

Software Purchased Software Internally Generated Software WIP Total Economic Parent Economic Parent Economic Parent Economic Parent

2010 2009 2010 2009 2010 2009 2010 2009 2010 2009 2010 2009 2010 2009 2010 2009 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 Carrying amount at1 July (7) 17 - 17 1,746 334 1,747 334 1,981 1,328 1,953 1,328 3,720 1,679 3,700 1,679 Acquisitions through restructuring - - - - - 398 - 367 - 264 - 260 - 662 - 627 Non machinery-of-government transfer 7 (7) - - - 3 - - (8) - - - (1) (4) - - Acquisitions - - - - 439 1,477 438 1,500 - 1,080 - 1,055 439 2,557 438 2,555 Acquisitons through internal development ------602 - 602 - 602 - 602 - Disposals through restructuring - - - - - (233) - (233) - - - - - (233) - (233) Disposals - - - - (35) - (35) - (20) - - - (55) - (35) - Transfer between classes - - - - 260 - 260 - (260) - (260) - - - - - Transfers to plant and equipment ------(569) - (569) - (569) - (569) Work in progress written off ------(121) - (121) - (121) - (121)

Impairment losses recognised in operating surplus/(deficit) ------(1,714) - (1,714) - (1,714) - (1,714) - Amortisation - (17) - (17) (395) (233) (395) (222) - - - - (395) (250) (395) (239)

Carrying amount at 30 June - (7) - - 2,015 1,746 2,015 1,747 581 1,981 581 1,954 2,596 3,720 2,596 3,701

Amortisation of intangibles is included in the line item 'Depreciation and Amortisation' in the Statement of Comprehensiveme. Inco

The economic entity has an intangible asset with an original cost$386,010 of and a written down value of zero still being used in the provision of services. This asset is expected to be replaced2010-11 in the financial year. Financial statements 111 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

Economic Entity Parent Entity 2010 2009 2010 2009 $'000 $'000 $'000 $'000

21. Property, Plant and Equipment

Plant and equipment: At cost 9,661 10,160 8,774 9,082 Less: Accumulated depreciation (5,885) (5,500) (5,230) (4,551) Less: Accumulated impairment (2) (16) (2) (16) 3,774 4,644 3,542 4,515 Major plant and equipment: At cost 19,007 24,001 19,007 24,001 Less: Accumulated depreciation (4,892) (4,674) (4,892) (4,674) 14,115 19,327 14,115 19,327 Land At independent valuation 177,475 177,475 177,475 177,475 177,475 177,475 177,475 177,475 Buildings At management value 947,786 997,480 947,786 997,480 Less: Accumulated depreciation (378,435) (364,024) (378,435) (364,024) 569,351 633,456 569,351 633,456 Heritage and cultural assets Art Collections 88 - 88 - 88 - 88 - Capital works in progress Buildings 7,235 10,119 7,235 10,119 Fitout 690 - 690 - 7,925 10,119 7,925 10,119

Total 772,728 845,021 772,496 844,892

Plant and equipment is valued at cost in accordance with Queensland Treasury’s Non-Current Asset Policies for the Queensland Public Sector.

The department has plant and equipment with an original cost of $1,903,795 and a written down value of zero still being used in the provision of services. Regular assessment by management is conducted and a number of items are currently assessed for replacement over the next twelve months.

The aircraft as major plant and equipment was last comprehensively revalued as at 30 June 2009 by JD Dodds, Plant and Machinery Valuers. These values reflect prices to purchase similar equipment in a similar condition at that date, based on all available data on such transactions in the market that would be used to replace these assets. The values for these asset class have since been indexed using data available in the market as at the reporting date. Management has judged that these valuations continue to materially represent fair value as at 30 June 2010.

The Queensland Cultural Centre buildings were last comprehensively revalued as at 30 June 2007 by Asia Pacific Valuations Pty Ltd. Queensland Cultural Centre Land was last revalued as at 30 June 2008 by the Australian Valuation Office. The Fortitude Valley properties, including land and buildings, were last comprehensively revalued as at 30 June 2008 by Asia Pacific Valuations Pty Ltd. Buildings are valued on a written down basis, reflecting current replacement cost, current conditions rating and remaining effective life. Land is valued at market price with reference to sales of large redevelopment sites in inner Brisbane.

Land and Buildings were transferred to the department at fair value on 1 April 2009 as a consequence of machinery-of-government changes. The fair value of land has not been adjusted since the date of transfer as there has not been a material movement in the carrying value of these assets based on the interim valuations that were performed by the Australian Valuation Office in June 2010. In 2010 buildings were revalued using indexation data from the Office of Economic and Statistical Research. As a result of this interim valuation, a revaluation decrement has been recognised in the Statement of Comprehensive Income. Refer note 13 for details.

Fitout include items that form a chain of interconnected but dissimilar assets connected for the provision of one simultaneous service. Components of this class acquired at no cost or for nominal consideration were recognised at their fair value at date of acquisition in accordance with AASB 116 Property, Plant and Equipment.

112 Department of the Premier and Cabinet Annual Report 2009–2010 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

2 1 . Pr op er t y, Plan t an d Eq u ip m en t R ec on c iliat ion

Reconciliations of the carrying amounts of each class of plant and equipment at the beginning and end of the current reporting period.

Plan t an d Eq u ip m en t M ajor Plan t an d Eq u ip m en t Lan d Ec on om ic Par en t Ec on om ic Par en t Ec on om ic Par en t 2 0 1 0 2 0 0 9 2 0 1 0 2 0 0 9 2 0 1 0 2 0 0 9 2 0 1 0 2 0 0 9 2 0 1 0 2 0 0 9 2 0 1 0 2 0 0 9 $ '0 0 0 $ '0 0 0 $ '0 0 0 $ '0 0 0 $ '0 0 0 $ '0 0 0 $ '0 0 0 $ '0 0 0 $ '0 0 0 $ '0 0 0 $ '0 0 0 $ '0 0 0 Carrying amount at 1 July 4,644 1,667 4,515 1,580 19,327 19,407 19,327 19,407 177,475 - 177,475 - Acquisitions through restructuring - 2,463 - 2,417 - - - - - 177,475 - 177,475 Non machinery-of-government - (766) - (766) ------transfer Acquisitions 918 1,983 746 1,930 ------Disposals (408) (15) (405) (12) ------Disposals through restructuring - (65) - (65) ------Transfers between classes 67 - 67 ------Tranfers from intangibles - 569 - 569 ------Assets recognised as portable and (9) - (9) ------attractive items Revaluation decrement - - - - (3,709) - (3,709) - - - - - Revaluation increment - - - - - 1,239 - 1,239 - - - - Impairment losses recognised in 14 (16) 14 (16) ------operating surplus/(deficit) Depreciation capitalised (15) - (15) ------Depreciation/amortisation (1,437) (1,175) (1,371) (1,121) (1,503) (1,319) (1,503) (1,319) - - - - C ar r yin g am ou n t at 3 0 Ju n e 3 ,7 7 4 4 ,6 4 4 3 ,5 4 2 4 ,5 1 5 1 4 ,1 1 5 1 9 ,3 2 7 1 4 ,1 1 5 1 9 ,3 2 7 1 7 7 ,4 7 5 1 7 7 ,4 7 5 1 7 7 ,4 7 5 1 7 7 ,4 7 5

Financial statements

113

114 Department of thePremier andCabinet Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

21. Plant and Equipment Reconciliation (cont'd)

Reconciliations of the carrying amounts of each class of plant and equipment at the beginning and end of the current reportingperiod.

Heritage and Buildings Capital Works in Progress Total Cultural Annual Report Economic Parent Economic Parent Economic Parent Economic Parent 2010 2009 2010 2009 2010 2010 2010 2009 2010 2009 2010 2009 2010 2009 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000

20 Carrying amount at1 July 633,456 - 633,456 - - - 10,119 - 10,119 - 845,021 21,074 844,892 20,987 09

–20 Acquisitions through restructuring - 602,001 - 602,001 - - - 26,604 - 26,604 - 808,543 - 808,497

10 Non machinery-of-government ------(766) - (766) transfer Acquisitions - - - - 88 88 9,016 24,731 9,016 24,731 10,022 26,714 9,850 26,661 Disposals ------(408) (15) (405) (12) Disposals through restructuring ------(65) - (65) Transfers between classes 11,143 41,216 11,143 41,216 - - (11,210) (41,216) (11,210) (41,216) - - - - Tranfers from intangibles ------569 - 569

Assets recognised as portable and ------(9) - (9) - attractive items

Revaluation decrement (36,267) - (36,267) ------(39,976) - (39,976) - Revaluation increment ------1,239 - 1,239

Impairment losses recognised in ------14 (16) 14 (16) operating surplus/(deficit) Depreciation capitalised ------(15) - (15) - Depreciation/amortisation (38,981) (9,761) (38,981) (9,761) ------(41,921) (12,255) (41,855) (12,201)

Carrying amount at 30 June 569,351 633,456 569,351 633,456 88 88 7,925 10,119 7,925 10,119 772,728 845,021 772,496 844,892

Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

Economic Entity Parent Entity 2010 2009 2010 2009 $'000 $'000 $'000 $'000 22. Payables

Trade creditors and accruals 10,665 17,002 8,056 15,239 Grants and subsidies payable 9,463 2,689 4,254 2,364 Events funding payable 518 245 - - Annual Leave Central Scheme (refer note 1(v)) - 357 - - Other 738 953 737 946

Total 21,384 21,246 13,047 18,549

23. Other Financial Liabilities

Current Queensland Treasury Corporation borrowings 8,629 3,718 7,311 2,884

Total current 8,629 3,718 7,311 2,884

Non-Current Queensland Treasury Corporation borrowings 22,304 29,942 18,350 24,452

Total non-current 22,304 29,942 18,350 24,452

Total 30,933 33,660 25,661 27,336

No assets have been pledged as security for the borrowings.

All borrowings are in $A denominated amounts and no interest has been capitalised during the current or comparative reporting period. Repayment dates vary from 3 months to 8 years. There have been no defaults or breaches of the loan agreements during the financial year. Principal repayments are made quarterly in arrears at rates ranging from 3.29% to 6.77%. SQ's borrowings accumulate interest at prevailing market rates. For current borrowings the weighted average interest as at 30 June 2010 was 4.84% and 6.00% for non-current (2009: current 3.79%, non-current 6.38%).

The fair value of the economic entity's borrowings at 30 June 2010, as notified by the Queensland Treasury Corporation, was $31.414M (2009: $33.836M). This represents the value of the debt if the department had repaid it in full at balance date. Refer note 32(d).

As it is the intention of the department to hold its borrowings for their full term, no fair value adjustment is made to the carrying amount of the borrowings.

Financial statements 115 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

Economic Entity Parent Entity 2010 2009 2010 2009 $'000 $'000 $'000 $'000 24. Accrued Employee Benefits

Current Long service leave levy payable 304 264 254 226 Annual leave levy payable 1,816 1,385 1,509 1,385 Wages outstanding 65 1,283 60 1,283

Total current 2,185 2,932 1,823 2,894

Non-Current Long service leave 155 530 - -

Total non-current 155 530 - -

Total 2,340 3,462 1,823 2,894

25. Other Current Liabilities

Other liabilities - unearned grant revenue 322 1,885 - 92 Other liabilities - unearned event revenue 1,780 - - -

Total 2,102 1,885 - 92

116 Department of the Premier and Cabinet Annual Report 2009–2010 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

Economic Entity Parent Entity 2010 2009 2010 2009 $'000 $'000 $'000 $'000

26. Reconciliation of Operating Surplus/(Deficit) to Net Cash from Operating Activities

Operating surplus/(deficit) (38,813) 364 (37,520) (645)

Non-cash items: Depreciation and amortisation expense 42,317 12,515 42,250 12,450 Loss on sale of plant and equipment 74 6 59 6 Impairment losses 1,672 16 1,672 16 Revaluation decrement 39,976 - 39,976 - Revaluation increment - (1,240) - (1,240) Bad debts Expense 483 - 58 - Donated assets (below fair value) received (361) - (361) - Net transfer of employee benefits to other departments - 182 - 182

Change in assets and liabilities:

(Increase)/decrease in departmental services revenue receivable 6,117 (5,188) 6,117 (5,188) (Increase)/decrease in trade debtors 2,879 3,842 2,806 3,449 (Increase)/decrease in loans and advances (18) - 378 -

(Increase)/decrease in grants and other contributions receivables (2,000) - (2,000) - (Increase)/decrease in other receivables (306) - (305) - (Increase)/decrease in GST receivable 2,167 (2,062) 2,224 (2,062) (Increase)/decrease in LSL reimbursement receivable 110 (124) 110 (124)

(Increase)/decrease in annual leave reimbursement receivables 27 (725) 27 (725) (Increase)/decrease in inventories (33) 35 (33) 35 (Increase)/decrease in other current assets (824) 1,404 (1,188) 1,140 Increase/(decrease) in GST payable (222) (2,428) (229) 419 Increase/(decrease) in payables 4,722 (2,790) (1,298) (2,649) Increase/(decrease) in accrued employee benefits (1,122) 1,562 (1,071) 1,317 Increase/(decrease) in other current liabilities 217 (3,515) (92) (3,817)

Net cash from operating activities 57,062 1,854 51,580 2,565

Financial statements 117 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10 Economic Entity Parent Entity 2010 2009 2010 2009 $'000 $'000 $'000 $'000 27. Non-cash financing and investing activities

Assets and liabilities received or transferred by the department as a result of non-reciprocal transfers are recognised in note 6 Other Revenue and note 21 Plant and Equipment.

28. Commitments for Expenditure

(a) Non-Cancellable Operating Lease

Commitments under operating leases at reporting date are inclusive of anticipated GST and are payable as follows: · Not later than one year 1,108 1,527 853 982 · Later than one year and not later than five years 3,481 3,012 3,090 2,825 · Later than five years 2,040 2,568 2,040 2,568

Total 6,629 7,107 5,983 6,375

Operating leases are entered into as a means of acquiring access to office accommodation and storage facilities. Lease payments are generally fixed, but with inflation escalation clauses on which contingent rentals are determined.

(b) Capital Expenditure Commitments

Material classes of capital expenditure commitments inclusive of anticipated GST, contracted for at reporting date but not recognised in the accounts as payable as follows: · Not later than one year 6,055 7,741 6,055 7,741

Total 6,055 7,741 6,055 7,741

Material classes of expenditure commitments inclusive of anticipated GST, contracted for at reporting date but not recognised in the accounts are payable as follows: · Not later than one year 5,490 7,540 5,490 7,540 · Later than one year and not later than five years 5,823 10,793 5,823 10,793 · Later than five years 35 38 35 38

Total 11,348 18,371 11,348 18,371

(d) Grants and Subsidies Commitments

Approval has been given to various grantees in accordance with formal agreements to pay the following grants and subsidies inclusive of GST provided certain criteria are met: · Not later than one year 2,054 2,705 2,054 2,705 · Later than one year and not later than five years 2,636 3,134 2,636 3,134

Total 4,690 5,839 4,690 5,839

118 Department of the Premier and Cabinet Annual Report 2009–2010 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10 Economic Entity Parent Entity 2010 2009 2010 2009 $'000 $'000 $'000 $'000 28. Commitments for Expenditure (cont'd)

The above commitments for grants and subsidies expenditure are allocated to the following categories: Grants to industry 1,375 - 1,375 - Grants to charities/community groups 349 699 349 699 Grants to Queensland Government recipients - 325 - 325 Grants to universities/tertiary education 737 807 737 807 Grant to Asian Tsunami Relief 32 32 32 32 Sponsorship 2,197 3,976 2,197 3,976

Total 4,690 5,839 4,690 5,839

(e) Event Funding Commitments – Queensland Events Corporation Pty Ltd * Material expenditure commitments for event funding inclusive of GST contracted for but not recognised in the financial statements are payable as follows: · Not later than one year 9,245 13,057 - - · Later than one year and not later than five years 33,036 34,297 - -

Total 42,281 47,354 - -

* Funding has been committed subject to Queensland Treasury funding and recurring events are subject to annual review with regard to continued support.

29. Contingencies

(a) Litigation in progress

As at 30 June 2010, the following cases were filed in the courts naming various State Queensland respondents acting through the Department of the Premier and Cabinet as defendant: 2010 2009 Number of Number of cases cases Supreme Court - 1 Court of Appeals 1 1 Magistrates Court 1 1 District Court 1 2

3 5 It is not possible to make a reliable estimate of the final amount payable, if any, in respect of the litigation before the courts at this time.

Effective 1 July 2001, the department joined the Queensland Government Insurance Fund (QGIF). Under the QGIF, the department would be able to claim back, less a $10,000 deductible, the amount paid to successful litigants. This includes any cases that existed as at 1 July 2001 and cases that have arisen since that date.

(b) Financial Guarantees

A guarantee was provided in February 2007 for the Gold Coast Fishermen’s Cooperative in respect of a loan of $253,500 to that entity from Queensland Rural Adjustment Authority. The department has undertaken to make full repayment of the loan should there be any balance outstanding following the eventual sale of the pontoons or upon expiration of the five- year loan (August 2012). The guarantee is not recognised in the Statement of Financial Position as the probability of making payment is remote.

Financial statements 119 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

29. Contingencies (cont’d)

As financial guarantee contracts are measured in accordance with AASB 137 Provisions, Contingent Liabilities and Contingent Assets, the details of the guarantee have been disclosed in this note, in addition to note 32 Financial Instruments for full transparency purposes.

A claim was received by QEC relating to an accident which occurred during the softball competition at the 2006 Pan Pacific Games.

All claims are covered by comprehensive insurance. The claim has been settled by the insurers with no award made against QEC.

30. Controlled Entities

The following entities are 100 percent controlled by the department:

Name of Controlled Entities Audit Arrangements

Aboriginal Centre for the Performing Arts Pty Ltd Auditor-General of Queensland Queensland Music Festival Pty Ltd Auditor-General of Queensland Screen Queensland Pty Ltd Auditor-General of Queensland Queensland Events Corporation Pty Ltd Auditor-General of Queensland Gold Coast 2018 Commonwealth Games Bid Ltd Auditor-General of Queensland

a) Aboriginal Centre for the Performing Arts Pty Ltd

a) Aboriginal Centre for the Performing Arts Pty Ltd (ACPA) is a registered training company that delivers accredited training to Indigenous and Non-Indigenous persons in various Performing Arts courses.

The assets, liabilities, revenues and expenses of ACPA have not been consolidated in the financial statements as they would not materially affect the reported financial position and operating result of the economic entity.

A summary of the latest audited financial transactions and balances for ACPA including comparatives are shown below.

30 June 2009 2008 $'000 $'000

Revenue 1,245 1,158 Expenses 1,219 846

Net Surplus/(Deficit) 26 312

Current assets 1,415 1,346 Non current assets 16 22 Total assets 1,431 1,368

Current liabilities 197 160 Total liabilities 197 160

Net assets 1,234 1,208

b) Queensland Music Festival Pty Ltd

Queensland Music Festival Pty Ltd (QMF) was established and incorporated in the State of Queensland as a non profit company "to produce and promote a biennial Queensland festival of music which achieves both international excellence and accessibility for Queenslanders from all walks of life".

120 Department of the Premier and Cabinet Annual Report 2009–2010 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

30. Controlled Entities (cont’d)

The assets, liabilities, revenues and expenses of QMF have not been consolidated in the financial statements as they would not materially affect the reported financial position and operating result of the economic entity.

A summary of the audited 30 September 2009 financial transactions and balances for QMF including comparatives are shown below.

30 September 2009 2008 $'000 $'000

Revenue 4,906 645 Expenses 4,808 586

Net Surplus/(Deficit) 98 59

Current assets 1,000 2,100 Non current assets 56 - Total assets 1,056 2,100

Current liabilities 761 1,903 Total liabilities 761 1,903

Net assets 295 197 c) Screen Queensland Pty Ltd (formerly Pacific Film and Television Commission Pty Ltd)

Screen Queensland Pty Ltd is a company, incorporated in the State of Queensland, limited by shares held beneficially by the State of Queensland. Its principal activities during the course of the year were the facilitation of the development, promotion and enhancement of the film production industry, and film culture and presentation of film and film related events in Queensland.

The assets, liabilities, revenues and expenses of Screen Queensland have been consolidated in the financial statements. d) Queensland Events Corporation Pty Ltd

Queensland Events Corporation Pty Ltd (QEC) operates primarily to identify, attract, support and develop national and international events to Queensland. It also profiles Queensland as an attractive and dynamic place to invest, live and visit. In addition QEC works with local authorities and tourism organisations to identify and support events in regional and rural communities across the State. The company operates predominantly in one geographical area, being Queensland, Australia.

QEC controls Asia Pacific Screen Awards Ltd, Pan Pacific Master Games Ltd and the Gold Coast Events Management Ltd which trades as Queensland Events Gold Coast and operates the Gold Coast Airport Marathon and Pan Pacific Masters Games. The Auditor-General of Queensland audits QEC and its controlled entities.

The financial results of QEC and its controlled entities are included in the consolidated financial statements of the department. e) Gold Coast 2018 Commonwealth Games Bid Ltd

Gold Coast 2018 Commonwealth Games Bid Ltd is a company registered in the State of Queensland on 30 June 2010. It is a public company limited by guarantee registered under the Corporations Act 2001 and established to facilitate the bid for the 2018 Commonwealth Games. As at 30 June 2010 the company had not commenced trading and had no assets or liabilities. f) Major Brisbane Festival Pty Ltd

The department and the Brisbane City Council each hold 50 percent of the shares of Major Brisbane Festival Pty Ltd (MBF). It has been determined that the department does not have control over the financial or operating policies through voting rights or board membership of the entity. However, due to funding arrangements for the entity, the department has significant influence.

Equity accounting has not been applied as the transactions of the entity are not material.

Financial statements 121 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

30. Controlled Entities (cont’d)

The entity's financial statements at 31 December 2009 was audited by the Auditor-General of Queensland, a summary of which is shown below including comparatives: 31 December 2009 2008 $'000 $'000

Revenue 13,684 12,185 Expenses 13,495 13,700

Net surplus/(deficit) 190 (1,515)

Current assets 1,480 694 Non current assets 183 246 Total assets 1,662 9 40

Current liabilities 919 358 Non current liabilities - 28 Total liabilities 919 386

Net assets 743 554

31. Events Occurring after Balance Date

There were no material events subsequent to the reporting date but prior to the signing date of these accounts of which management was aware.

32. Financial Instruments

(a) Categorisation of Financial Instruments

The department has the following categories of financial assets and financial liabilities:

Economic Entity 2010 2009 Note $'000 $'000 Financial Assets Cash and cash equivalents 16 39,182 30,659 Receivables 17 21,890 31,241

Total 61,072 61,900

Financial Liabilities Financial liabilities measured at amortised costs: Payables 22 21,384 21,246 Other financial liabilities 23 30,933 33,660

Total 52,317 54,906

122 Department of the Premier and Cabinet Annual Report 2009–2010 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

32. Financial Instruments (cont'd)

(b) Financial Risk Management

The Department of Premier and Cabinet activities expose it to a variety of financial risks - interest rate risk, credit risk, liquidity risk and market risk.

Financial risk management is implemented pursuant to Government and departmental policy. These policies focus on the unpredictability of financial markets and seek to minimise potential adverse effects on the financial performance of the department.

All financial risk is managed by Financial Management under policies approved by the department. The department provides written principles for overall risk management, as well as policies covering specific areas.

The department measures risk exposure using a variety of methods as follows -

Risk Exposure Measurement method Credit risk Ageing analysis, earnings at risk Liquidity risk Sensitivity analysis Market risk Interest rate sensitivity analysis

Credit risk exposure refers to the situation where the department may incur financial loss as a result of another party to a financial instrument failing to discharge their obligation.

The maximum exposure to credit risk at balance date in relation to each class of recognised financial assets is the gross carrying amount of those assets inclusive of any provisions for impairment.

The following table represents the department's maximum exposure to credit risk based on contractual amounts net of any allowances: Maximum Exposure to Credit Risk 2010 2009 Category Note $'000 $'000

Financial Assets Cash and cash equivalents 16 39,182 30,659 Receivables 17 21,890 31,241 Total 61,072 61,900

Financial Liabilities Guarantees 29 254 254 Total 254 254

Financial Assets

No collateral is held as security and no credit enhancements relate to financial assets, other than loans and advances.

The department manages credit risk through the use of a credit management strategy. This strategy aims to reduce the exposure to credit default by ensuring that the department invests in secure assets and monitors all funds owed on a timely basis. Exposure to credit risk is monitored on an ongoing basis.

No financial assets and financial liabilities have been offset and presented net in the Statement of Financial Position.

The method for calculating any provision for impairment is based on past experience, current and expected changes in economic conditions and changes in client credit ratings. The main factors affecting the current calculation for provisions are disclosed below as loss events. These economic and geographic changes form part of the department's documented risk analysis assessment in conjunction with historic experience and associated industry data.

The recognised impairment loss is $1.672M for the current year. This is an increase of $1.579M from 2009. The department has assessed that an internally developed software does not meet business requirements. Accordingly the value of that software has been impaired in the 2009-10 financial year.

No financial assets have had their terms renegotiated so as to prevent them from being past due or impaired, and are stated at the carrying amounts as indicated.

Financial statements 123 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

32. Financial Instruments (cont'd)

Ageing of past due but not impaired as well as impaired financial assets are disclosed in the following tables:

2010 Financial Assets Past Due But Not Impaired Economic Entity Overdue Less More than 30 30 - 60 61 - 90 than 90 Days Days Days Days Total $'000 $'000 $'000 $'000 $'000 Financial Assets Receivables 1,467 30 18 47 1,562

Total 1,467 30 18 47 1,562

2009 Financial Assets Past Due But Not Impaired Economic Entity Overdue

Less More than 30 30 - 60 61 - 90 than 90 Days Days Days Days Total $'000 $'000 $'000 $'000 $'000 Financial Assets Receivables 1,761 660 312 2,298 5,031

Total 1,761 660 312 2,298 5,031

2010 Individually Impaired Financial Assets Economic Entity Overdue

Less More than 30 30 - 60 61 - 90 than 90 Days Days Days Days Total $'000 $'000 $'000 $'000 $'000 Financial Assets Receivables - - 1 218 219 Allowance for Impairment - - (1) (218) (219)

Total - - - - -

124 Department of the Premier and Cabinet Annual Report 2009–2010 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

32. Financial Instruments (cont'd)

2009 Individually Impaired Financial Assets Economic Entity Overdue Less More than 30 30 - 60 61 - 90 than 90 Days Days Days Days Total $'000 $'000 $'000 $'000 $'000 Financial Assets Receivables - - - 277 277 Allowance for Impairment - - - (277) (277) Total - - - - -

Financial Liabilities

The guarantee given by the department meets the definition of a financial guarantee contract as per AASB 139 Financial Instruments: Recognition and Measurement and as such the maximum exposure to the department is disclosed above. Details of the guarantee can be found in note 29.

Management of the department assess on an annual basis the fair value of the financial guarantee as at reporting date. It has been determined that fair value is nil at 30 June 2010 due to the remote possibility of default by the Gold Coast Fishermen's Cooperative. As such, the fair value of the guarantee has not been recognised in the Statement of Financial Position.

(d) Liquidity Risk

Liquidity risk refers to the situation where the department may encounter difficulty in meeting obligations associated with financial liabilities that are settled by delivering cash or another financial asset.

The department is exposed to liquidity risk in respect of its payables and borrowings from Queensland Treasury Corporation. The borrowings are based on the 'Queensland Government's gazetted floating rate.

The department manages liquidity risk through the use of a liquidity management strategy. This strategy aims to reduce the exposure to liquidity risk by ensuring the department has sufficient funds available to meet employee and supplier obligations as they fall due. This is achieved by ensuring that minimum levels of cash are held within the various bank accounts so as to match the expected duration of the various employee and supplier liabilities.

The following table sets out the liquidity risk of financial liabilities held by the economic entity. It represents the contractual maturity of financial liabilities, calculated based on undiscounted cash flows relating to the liabilities at reporting date. The undiscounted cash flows in these tables differs from the amounts included in the Statement of Financial Position that are based on discounted cash flows.

Economic Entity 2010 Payable in Total < 1 year 1-5 years > 5 years Financial Liabilities Note $'000 $'000 $'000 $'000 Payables 22 21,384 - - 21,384 Financial Liabilities 23 10,239 15,596 12,216 38,051

Total 31,623 15,596 12,216 59,435

Financial statements 125 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

32. Financial Instruments (cont'd) Economic Entity 2009 Payable in Total < 1 year 1-5 years > 5 years Financial Liabilities Note $'000 $'000 $'000 $'000 Payables 22 21,246 - - 21,246 QTC Borrowings 23 2,883 12,776 18,001 33,660

Total 24,129 12,776 18,001 54,906

(e) Market Risk

The department does not trade in foreign currency and is not materially exposed to commodity price changes. The department is exposed to interest rate risk through borrowings from Queensland Treasury Corporation and cash deposited in interest bearing accounts. The department does not undertake any hedging in relation to interest risk and manages its risk as per the liquidity risk management strategy.

(f) Interest Rate Sensitivity Analysis

The following interest rate sensitivity analysis is based on a report similar to that which would be provided to management, depicting the outcome to profit or loss if interest rates would change by +/- 1% from the year-end rates applicable to the department's financial assets. With all other variables held constant, the department would have a surplus and equity increase/(decrease) of $392,000 (2009: $307,000).

The department's financial liabilities are held at fixed rates, therefore no sensitivity analysis is required.

Carrying 2010 Interest rate risk Financial Instruments Amount -1% +1% Profit Equity Profit Equity

Cash and cash equivalents 39,182 (392) (392) 392 392

Overall effect on profit and equity (392) (392) 392 392

Carrying 2009 Interest rate risk Financial Instruments Amount -1% +1% Profit Equity Profit Equity

Cash and cash equivalents 30,659 (307) (307) 307 307

Overall effect on profit and equity (307) (307) 307 307

Fair Value

The department does not recognise any financial assets or financial liabilities at fair value in the Statement of Financial Position.

The department's held-to-maturity financial asset is measured at cost (see note 1(u)), as fair value cannot be reliably measured, therefore, no fair value is disclosed.

The fair value of borrowings is notified by the Queensland Treasury Corporation. It is calculated using discounted cash flow analysis and the effective interest rate (refer note 23) and is disclosed below:

126 Department of the Premier and Cabinet Annual Report 2009–2010 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

32. Financial Instruments (cont'd) 2010 2009 Carrying Carrying Amount Fair Value Amount Fair Value $'000 $'000 $'000 $'000 Financial Liabilities QTC Borrowings 30,924 31,405 33,660 33,836

Total 30,924 31,405 33,660 33,836

2010 2009 $'000 $'000 33. Schedule of Administered Items

Administered Revenues Administered item appropriation 216,178 207,542 Royalties, property income and other territorial revenue (1,692) 2,969 Other revenue 172 239

Total administered revenues 214,658 210,750

Administered Expenses Employee expenses 25,088 24,603 Supplies and services 12,501 12,373 Grants and subsidies* 178,412 170,418 Depreciation and amortisation 136 198 Other expenses 208 189

Total administered expenses before transfers to government 216,345 207,781

Net surplus or deficit before transfers to government (1,687) 2,969 Transfers of administered revenues to government (1,691) 2,969

Net Operating Surplus/(Deficit) 4 -

Administered Assets Current Cash and cash equivalents 6,771 5,063 Receivables 2,018 5,654 Loan receivable 1,000 1,000 Other 218 267

Total administered current assets 10,007 11,984

Non Current Plant and equipment 549 620 Loan receivable 4,271 5,325

Total administered non current assets 4,820 5,945

Total administered assets 14,827 17,929

Financial statements 127 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10 2010 2009 $'000 $'000 33. Schedule of Administered Items (cont'd)

Administered Liabilities Current Payables 748 2,494 Accrued employee benefits 863 2,507 QTC Borrowings 1,000 1,000

Total administered current liabilities 2,611 6,001

Non Current Accrued employee benefits 4,865 3,513 QTC Borrowings 4,271 5,325

Total administered non current liabilities 9,136 8,838

Total administered liabilities 11,747 14,839

Net Assets 3,080 3,090

Equity Contributed equity 3,713 3,727 Retained surpluses (633) (637)

Total Equity 3,080 3,090

*Administered grants and subsidies

South Bank Corporation 35,625 89,195 Queensland Events Corporation Pty Ltd 16,430 14,424 Office of the Information Commissioner 4,369 - Commission for Children and Young People and Child Guardian - 34,585 Family Responsibilities Commission - 1,125 Queensland Art Gallery 28,191 7,367 Queensland Museum 19,462 5,747 State Library of Queensland 51,381 12,933 Queensland Performing Arts Trust 8,573 2,384 Queensland Theatre Company 2,600 650 Screen Queensland Pty Ltd 11,781 2,008

Total grants and subsidies 178,412 170,418

128 Department of the Premier and Cabinet Annual Report 2009–2010 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10 2010 2009 $'000 $'000 34. Reconciliation of Payments from Consolidated Fund to Administered Revenue

Budgeted appropriation 215,930 182,571 Transfers from/(to) other departments 3,703 44,832 Transfers from/(to) other headings (3,703) 4,342 Total administered receipts 215,930 231,745 Plus: Closing balance of departmental services revenue receivable 1,446 1,198 Less: Opening balance of departmental services revenue receivable (1,198) - Plus: Opening balance of unearned departmental services revenue - 4,390 Less: Appropriation transferred as a result of machinery-of-government - (29,791)

Administered revenue recognised above 216,178 207,542

35. Trust Transactions and Balances

As the department performs only a custodial role in respect of these transactions and balances, they are not recognised in the financial statements, but are disclosed here for information purposes.

The Queensland Auditor-General performed the audit of the department's trust transactions for 2009-10.

All management and administration costs incurred by the Trust are met by the department.

(a) Premier's Disaster Relief Appeal Fund

The Premier’s Disaster Relief Appeal (PDRA) was initially launched in response to the flooding in Northern, Central and Western Queensland in February 2000. The principal purpose of this Appeal is to relieve the suffering and distress in Queensland, other Australian States or Territories and developing countries in the South Pacific by providing money, property or benefits. It remained in operation in order to facilitate a timely response should future public appeals be required.

The Premier's Disaster Relief Appeal was used in 2009-10 to collect donations for three appeals launched being:

(1) the February 2009 Appeal to assist victims affected by the devastation of the Northern and North West Queensland monsoonal flooding and Tropical Cyclone Charlotte and Ellie.

(2) the October 2009 South Pacific Tsunami (Samoa & Tonga) and Earthquake in the Indonesian Archipelago.

(3) the March 2010 Appeal to relieve suffering of victims from the flooding in South-west Queensland communities and from Tropical Cyclone Ului.

Donations collected by the Appeal have been distributed as required and in accordance with the trust deed.

Premier’s Disaster Relief Appeal Trust Revenues and Expenses Revenues Donations 2,135 10,088 Interest 18 62

Total 2,153 10,151

Expenses Grants paid to Australian Red Cross* 964 10,444

Total 964 10,444

*2008-09 includes $506,000 payment for the January and February 2008 North Queensland Floods.

Financial statements 129 Department of the Premier and Cabinet Notes to and Forming Part of the Financial Statements 2009-10

2010 2009 $'000 $'000 35. Trust Transactions and Balances (cont'd)

Premier’s Disaster Relief Appeal Trust Assets and Liabilities Current assets Cash 1,402 213 Total 1,402 213

(b) The Cyclone Larry Disaster Relief Fund

The Premier launched the Tropical Cyclone Larry Relief Appeal on 20 March 2006. Donations to this Appeal were initially collected in this trust fund. Subsequently the Premier's Necessitous Circumstances Relief Appeal Trust and The Cyclone Larry Disaster Relief Fund were created to facilitate the disbursement of proceeds to those in need.

The principal purpose and activity of the Fund is to provide relief (including by way of assistance to re-establish communities) to people who are in distress as a result of Tropical Cyclone Larry.

The Fund was created on 1 August 2006 following a change in Commonwealth tax legislation to provide greater capacity for rebuilding community assets.

The Cyclone Larry Disaster Relief Fund Revenues and Expenses Revenues Donations Interest 43 235

Total 43 235

Expenses Grants and subsidies - 362 Refund of grants and subsidies (159) (77)

Total (159) 285

The Cyclone Larry Disaster Relief Fund Assets and Liabilities Current assets Cash 393 222

Total 393 222

Liabilities Payable - 31

Total - 31

130 Department of the Premier and Cabinet Annual Report 2009–2010 Financial statements 131 132 Department of the Premier and Cabinet Annual Report 2009–2010 Financial statements 133 Glossary of terms

AHS Australian Hospital Ship ANZSOG Australia and New Zealand School of Government AQ Arts Queensland BIA Backing Indigenous Arts CAA Corporate Administration Agency CAF Council for the Australian Federation CBRC Cabinet Budget Review Committee CDP Competency Development Program CEO Chief Executive Officer CGF Commonwealth Games Federation CIAF Cairns Indigenous Art Fair CMC Crime and Misconduct Commission COAG Council of Australian Governments CPR Corporate Planning and Reporting DEEDI Department of Employment, Economic Development and Innovation DET Department of Education and Training DIP Department of Infrastructure and Planning DJAG Department of Justice and Attorney-General DoC Department of Communities DPC Department of the Premier and Cabinet DPW Department of Public Works EMT Executive Management Team E2E Education-to-Employment FIFA Federation Internationale de Football Association FOI Freedom of information FTE Full-time Equivalent HRIS Human Resource Information System ICT Information and Communication Technology ILCP Inspiring Leadership Capability Team IM Information Management IT Information Technology JSCOT Joint Standing Committee on Treaties LNG Liquefied Natural Gas PSC Public Service Commission PSM Public Sector Management Q150 Queensland’s 150 year Celebrations Q2 Toward Q2: Tomorrows Queensland government’s priority document QPAC Queensland Performing Arts Centre QPS Queensland Police Service QRoN Queensland Register of Nominees to Government Bodies RADF Regional Arts Development Fund RAP Reconciliation Action Plan R&D Research and Development RTI Right to Information SES Senior Executive Service SEQ South-east Queensland SO Senior Officer TRIM The departments electronic document and records management system VER Voluntary Early Retirement

Glossary of terms 135