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Dlgc.Ar.14-15 Department of Local Government and Communities Annual Report 2014–15 Table of Contents 1.0 Statement of Compliance 4 7.4 Families and children 68 7.5 Young people 68 2.0 Overview of Agency 5 7.6 Volunteering 68 3.0 Executive Summary 6 7.7 Carers 68 7.8 Women’s interests 68 3.1 The year at a glance 8 7.9 Multicultural interests 69 4.0 Operational Structure 32 7.10 Education and care services 69 4.1 Transition planning and strategic plan 32 7.11 Local government governance 69 4.2 Portfolio structure 32 7.12 Local government legislation 69 4.3 Organisational structure 33 8.0 Disclosures and Legal Compliance 70 4.4 Corporate Executive 34 8.1 Financial statements 70 4.5 Administered legislation 36 8.2 Notes to the financial statements 81 4.6 Compliance with other legislation 37 8.3 Detailed key performance indicators information 126 5.0 Performance Management Framework 38 8.4 Ministerial directives 135 8.5 Other financial disclosures 135 6.0 Agency Performance 39 8.6 Governance disclosures 137 6.1 Service 1 – Regulate and Support the Early Childhood 8.7 Board and committee remuneration 138 Education and Care 8.8 Other legal requirements 141 and the Local Government Sectors 41 6.2 Service 2 – Build and deliver community services 9.0 Government Policy Requirements 144 and programs 51 9.1 Substantive equality 144 6.3 Service 3 – Promotion and support of multiculturalism 9.2 Occupational safety, health and injury management 145 in Western Australia 62 10.0 Appendices 146 7.0 Significant Issues Impacting the Agency 67 10.1 Funding to organisations 146 7.1 Local government and community development 67 10.2 Advisory councils and reference groups 153 7.2 Delivering community services in partnership policy 67 7.3 Seniors 68 3 1.0 Statement of Compliance 1.0 Statement of Compliance For the year ended 30 June 2015 Responsible Minister Hon Tony Simpson MLA Minister for Local Government; Community Services; Seniors and Volunteering; Youth In accordance with section 63 of the Financial Management Act 2006, I hereby submit for your information and presentation to Parliament, the Annual Report for the Department of Local Government and Communities for the financial year ended 30 June 2015. The Annual Report has been prepared in accordance with the provisions of the Financial Management Act 2006. Hon Tony Simpson MLA Minister for Local Government; Community Services; Seniors and Volunteering; Youth Jennifer Mathews Accountable Authority 21 September 2015 4 2.0 Overview of Agency 2.0 Overview of Agency The Department of Local Government and The department has a strong focus on The department’s strategic plan has six Communities was established in 2013 to supporting local governments through outcome areas to which the energy and strengthen linkages between the local sector regulation, capacity building expertise of all employees are directed: government and community sectors and programs and by providing information 1 Enhanced collaborative partnerships to facilitate improved service delivery and and advice. By strengthening good and connections, contributing to tangible outcomes for communities. governance, the department improves better services and outcomes for the ability of local governments to work The department’s vision is for communities community members. with the community services sector where services and programs are to build strong WA communities. 2 Effective government policy that connected, integrated and responsive facilitates local and State-wide solutions to community needs. This is achieved The department also offers a range of for the benefit of Western Australian through the department’s leadership programs supporting seniors, young people, communities. and influence underpinned by strong carers, women, volunteers, children and collaboration and partnerships. families, parenting and the early years and 3 State and local service options providing people from culturally and linguistically an innovative and responsive range of Western Australian communities are diverse backgrounds. These are all valued services to community members. growing and changing. The department members of local communities who rely seeks to harness the positive work that 4 Good governance and excellence on the services and facilities provided by is already occurring across the State and in regulation. State and local governments and community ensure that this work is aligned in a way service organisations. Local communities 5 Stronger and more sustainable that responds to the changing needs of are the places where people, community local government and community its communities. Its strategic plan has services and local governments intersect. services sectors. a strong focus on building closer collaboration and stronger partnerships The department provides funding to more 6 Departmental capability and success. between the State Government, than 130 different community organisations local governments and community across the State to support a range of service organisations. services and activities. 5 3.0 Executive Summary 3.0 Executive Summary Since its establishment on 1 July 2013, the department, in conjunction with the local Roundtable, the department works with the the Department of Local Government government sector, will have ongoing value. peak bodies of both the local government and Communities has been working Apart from structural reform, considerable and community sectors to build closer to strengthen linkages between the progress has been made in building the ties and partnerships that enable better local government and community strategic capacity of local governments to services to be delivered locally. Further, sectors, and to support strong and plan for the future of their local communities, as a member of the WA Partnership Forum, sustainable local communities. and to manage their physical, financial the department is working with the private and human resources accordingly. sector, other State Government agencies The past 12 months have been the and local governments to demonstrate the department’s first year of operation under Elected members are required to provide potential of a collective impact approach its new organisational structure since good governance to their communities to delivering more effective community the amalgamation of the Department and to demonstrate transparency and services at a local and regional level. of Local Government and Department accountability in their decision making for Communities. It is a tribute to our in line with community expectations. This approach has been demonstrated dedicated and professional staff that the An important role for the department through the Age-Friendly Communities department has been able to maintain has been to ensure compliance with the Network of local governments quality services to its wide range of Local Government Act 1995, to continue to and their planning for the needs clients whilst adjusting to these new build the knowledge and skills of elected of an ageing population. arrangements and planning for the future. members and to foster greater engagement between councils and their communities. Approximately $35 million in grants and Local government reform continued as funding was made available to not-for-profit a major priority, and although the State The department has continued to and community organisations to deliver Government decided to put on hold its plans encourage closer connections between local services that build the WA community. for boundary reform in metropolitan Perth, governments and the not-for-profit sector. These funds support a wide range of much of the planning work undertaken by As convenor of the Community Development initiatives such as programs for seniors, 6 3.0 Executive Summary carers, volunteers and young people, including diversity. WA is one of Australia’s most cadets, advice and support to parents of diverse States with almost one-third young families and scholarships for women. (31 per cent) of the population born Planning is also well advanced with the overseas. The DiverseWA training package Department of Regional Development has been widely used by government for a major investment in youth programs agencies and extended to the not-for-profit for regional Western Australia. sector and other Australian jurisdictions. A new community languages program The growing demand for early childhood has been developed that provides funding education and care has been accompanied to not-for-profits to teach languages other by an increasing community expectation of than English after school hours, and the quality childcare services. The department’s value of our program of multicultural Education and Care Regulatory Unit has community grants has been enhanced with successfully streamlined its operations new guidelines and governance training. to assess and rate service providers in line with the National Quality Framework. The department supports and Regional Children’s Services Plans have provides a wide range of programs also been developed that will guide the and services that deliver real benefits provision of quality education and care to communities across WA. These services throughout regional WA. achievements would not be possible without the expertise and commitment The department’s Office of Multicultural of our talented and dedicated staff. Interests has continued to develop cross- cultural understanding and to promote Jennifer Mathews the benefits of WA’s cultural and linguistic Director General 7 3.1 The year at a glance
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