Service Delivery 2019-20

Presented by Tim Pallas MP Treasurer of the State of Victoria for the information of Honourable Members

Budget Paper No. 3

TABLE OF CONTENTS

Chapter 1 – Output, asset investment, savings and revenue initiatives ...... 1 Whole of Government – Aboriginal Affairs ...... 3 Whole of Government – Delivering for Regional and Rural Victoria Program...... 6 Whole of Government – Victorian Jobs and Investment Fund...... 20 Department of Education and Training ...... 21 Department of Environment, Land, Water and Planning ...... 39 Department of Health and Human Services ...... 50 Department of Jobs, Precincts and Regions ...... 68 Department of Justice and Community Safety...... 81 Department of Premier and Cabinet ...... 92 Department of Transport ...... 100 Department of Treasury and Finance ...... 116 Parliament ...... 118 Court Services Victoria ...... 120 Revenue Initiatives ...... 123 Savings ...... 126 Labor’s Financial Statement 2018 – Summary Report ...... 127 Outstanding capital commitments ...... 128 Chapter 2 – Department performance statements ...... 129 Department of Education and Training ...... 133 Department of Environment, Land, Water and Planning ...... 160 Department of Health and Human Services ...... 191 Department of Jobs, Precincts and Regions ...... 229 Department of Justice and Community Safety...... 260 Department of Premier and Cabinet ...... 293 Department of Transport ...... 321 Department of Treasury and Finance ...... 348 Parliament (including the Victorian Auditor-General’s Office and the Parliamentary Budget Office) ...... 368 Court Services Victoria ...... 378

2019-20 Service Delivery i Appendix A – Output performance measures for review by the Public Accounts and Estimates Committee ...... 385 Department of Education and Training ...... 385 Department of Environment, Land, Water and Planning ...... 387 Department of Health and Human Services ...... 391 Department of Jobs, Precincts and Regions ...... 394 Department of Justice and Community Safety...... 397 Department of Premier and Cabinet ...... 399 Department of Transport ...... 401 Department of Treasury and Finance ...... 403 Parliament (including the Victorian Auditor-General’s Office and the Parliamentary Budget Office) ...... 404 Appendix B – Local government financial relations ...... 405 Supporting sustainable and effective local government ...... 405 Funding sources to local government in Victoria ...... 407 Community Support Fund ...... 409 Disaster Response ...... 409 2019-20 Budget initiatives ...... 410

ii 2019-20 Service Delivery CHAPTER 1 – OUTPUT, ASSET INVESTMENT, SAVINGS AND REVENUE INITIATIVES

Budget Paper No. 3 Service Delivery outlines the Government’s priorities for the goods and services it provides to Victorians and details the budget decisions the Government has made to implement its agenda. The 2019-20 Budget provides funding of $11.4 billion in output initiatives and up to $34.5 billion TEI in new capital investment. This builds on the Government’s $9.4 billion investment in output initiatives and up to $9.3 billion in capital projects in the 2018-19 Budget. Budget Paper No. 3 Service Delivery provides information on how the Government is meeting its performance targets for delivering outputs to the community, and how these outputs contribute to key objectives.

Table 1.1: Output summary ($ million) 2018-19 2019-20 2020-21 2021-22 2022-23 Aboriginal Affairs .. 34.8 43.1 15.8 15.4 Delivering for Regional and Rural Victoria Program 12.6 402.1 296.8 77.5 67.9 Victorian Jobs and Investment Fund .. 90.0 60.0 .. .. Education and Training 126.8 546.6 557.0 453.0 633.8 Environment, Land, Water and Planning 27.0 399.6 244.3 208.5 171.6 Health and Human Services 36.1 1 293.4 1 214.3 721.9 789.1 Jobs, Precincts and Regions 10.6 281.0 237.4 118.2 84.1 Justice and Community Safety 16.3 279.3 233.8 233.6 210.3 Premier and Cabinet 4.9 55.7 24.3 10.5 10.8 Transport 56.5 276.5 247.8 103.6 122.5 Treasury and Finance 1.0 31.7 31.8 40.0 39.9 Parliament .. 1.9 1.6 1.7 1.7 Court Services Victoria 0.2 21.6 13.9 12.4 12.3 Total output initiatives (a) 292.0 3 714.1 3 206.2 1 996.7 2 159.6 Source: Department of Treasury and Finance Note: (a) Table may not add due to rounding.

2019-20 Service Delivery Chapter 1 1 Table 1.2: Asset summary ($ million) 2018-19 2019-20 2020-21 2021-22 2022-23 TEI Aboriginal Affairs ...... Delivering for Regional and Rural 8.0 409.9 521.0 357.7 103.2 1 718.1 Victoria Program Victorian Jobs and Investment Fund ...... Education and Training 2.7 813.6 607.1 230.9 45.5 1 699.8 Environment, Land, Water and Planning .. 17.4 21.0 25.0 25.3 88.8 Health and Human Services .. 148.8 205.4 152.9 82.6 2 044.1 Jobs, Precincts and Regions 7.0 24.4 6.5 .. .. 37.9 Justice and Community Safety 38.5 516.6 569.1 354.2 19.2 1 497.6 Premier and Cabinet (a) 0.8 0.0 0.0 .. .. 0.9 Transport 25.9 778.0 1 483.4 2 062.1 2 742.9 27 418.7 Treasury and Finance ...... Parliament (b) .. 2.9 2.9 3.0 3.1 n.a. Court Services Victoria (c) .. 4.6 3.5 0.8 0.0 9.0 Total asset initiatives (d) 82.8 2 716.3 3 420.0 3 186.8 3 021.9 34 515.0 Source: Department of Treasury and Finance Notes: (a) Funding for 2019-20 and 2020-21 represented as 0.0 due to rounding. (b) No TEI is recorded for this initiative as it reflects ongoing funding of electoral office accommodation which in part reflects leases recorded on the balance sheet in accordance with the new accounting standard AASB 16 Leases. (c) Funding for 2022-23 represented as 0.0 due to rounding. (d) Table may not add due to rounding. The TEI includes funding beyond 2022-23.

2 Chapter 1 2019-20 Service Delivery WHOLE OF GOVERNMENT – ABORIGINAL AFFAIRS

Output initiatives

Table 1.3: Output initiatives – Aboriginal Affairs ($ million) 2018-19 2019-20 2020-21 2021-22 2022-23 Aboriginal health, wellbeing and safety – mental .. 4.3 4.2 .. .. health demonstration projects Aboriginal kinship finding service .. 2.4 2.5 2.6 2.6 Aboriginal Languages Program Training Initiative .. 0.4 0.3 .. .. Case management by Aboriginal Community .. 5.6 8.0 .. .. Controlled Organisations Collaborative Aboriginal cultural heritage .. 1.0 2.3 1.8 0.7 management Dhelk Dja: Aboriginal 10-Year Family Violence Plan .. 4.5 7.2 8.5 8.6 Family violence and sexual assault therapeutic .. 1.5 1.8 2.4 3.0 support – specialised support for Aboriginal Victorians Hanging Rock Traditional Owner Joint .. 0.1 0.1 0.1 .. Management Board Koori Women’s Place .. 0.6 0.6 0.6 0.6 Marram Nganyin Aboriginal youth mentoring program .. 0.4 ...... Treaty and self-determination for Aboriginal Victorians .. 14.2 16.2 .. .. Total output initiatives (a) .. 34.8 43.1 15.8 15.4 Source: Department of Treasury and Finance Note: (a) Table may not add due to rounding.

Aboriginal health, wellbeing and safety – mental health demonstration projects Four Aboriginal mental health demonstration projects will be continued, providing treatment and support to Aboriginal Victorians with moderate to severe mental illness and other complex health and social support needs. This initiative contributes to the Department of Health and Human Services’ Clinical Care output.

Aboriginal kinship finding service Funding will be provided for the Government’s new model of kinship care to strengthen Aboriginal children’s connection with family, culture and community, including an Aboriginal kinship finding service. This initiative contributes to the Department of Health and Human Services’ Child Protection and Family Services output.

2019-20 Service Delivery Chapter 1 3 Aboriginal Languages Program Training Initiative Funding will be provided to continue the current pilot of an accredited Aboriginal languages program for Koori community members to support the delivery of language programs in schools and kindergartens. This initiative contributes to the Department of Education and Training’s: • Early Childhood Development output; • School Education – Primary output; and • School Education – Secondary output.

Case management by Aboriginal Community Controlled Organisations Aboriginal children and families involved in the child protection system will be provided with services and support to remain connected to their culture, through continued transition of case management of Aboriginal children in care to Aboriginal Community Controlled Organisations. This initiative contributes to the Department of Health and Human Services’ Child Protection and Family Services output.

Collaborative Aboriginal cultural heritage management Funding will be provided for necessary project and infrastructure works to deliver and complete the Budj Bim Master Plan, supporting its nomination for World Heritage listing. The Budj Bim Cultural Landscape is the first Australian World Heritage site to be nominated exclusively for Aboriginal cultural values. Additional funding will be provided to ensure statutory requirements under the Aboriginal Heritage Act 2006 are met. This initiative contributes to the Department of Premier and Cabinet’s Aboriginal Policy, Strengthening Aboriginal Cultural Heritage and Communities output.

Dhelk Dja: Aboriginal 10-Year Family Violence Plan Funding will be provided for the operation of three Aboriginal Orange Door access points, and to expand frontline Aboriginal family violence services, including culturally appropriate responses for Aboriginal Victorians experiencing family violence. This initiative contributes to the Department of Health and Human Services’ Family Violence Service Delivery output.

Family violence and sexual assault therapeutic support – specialised support for Aboriginal Victorians Funding will be provided to support an expansion of specialised therapeutic support services for Aboriginal Victorians who are victims of family violence and sexual assault. This initiative contributes to the Department of Health and Human Services’ Family Violence Service Delivery output.

4 Chapter 1 2019-20 Service Delivery Hanging Rock Traditional Owner Joint Management Board Funding will be provided to support a joint management arrangement with the Dja Dja Wurrung, Taungurung and Wurundjeri traditional owner groups in implementing the Hanging Rock Strategic Plan. This recognises the iconic nature of the Hanging Rock precinct and its cultural values. This initiative contributes to the delivery of the Government’s election commitment, ‘Protecting the Future of Hanging Rock’, as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Environment, Land, Water and Planning’s Management of Public Land and Forests output.

Koori Women’s Place Continuation of the Koori Women’s Place will provide culturally appropriate family violence services to Aboriginal women. The Koori Women’s Place will help break down barriers faced by Aboriginal women in reporting family violence and ensure victim survivors are able to access the support they need. This initiative contributes to the Department of Justice and Community Safety’s Victims and Community Support Services output.

Marram Nganyin Aboriginal youth mentoring program Funding will be provided for Aboriginal organisations to deliver targeted youth mentoring programs to support and empower Aboriginal young people. This initiative contributes to the Department of Premier and Cabinet’s Youth output.

Treaty and self-determination for Aboriginal Victorians The Government will provide funding for phase two of the treaty and self-determination process for Aboriginal Victorians, including: • establishing and funding the operations of the First Peoples’ Assembly of Victoria; and • ensuring Traditional Owners are equipped and ready for treaty negotiations. This additional funding will facilitate future treaty negotiations and equip Aboriginal Victorians to meaningfully engage in this process. This initiative contributes to the Department of Premier and Cabinet’s Aboriginal Policy, Strengthening Aboriginal Cultural Heritage and Communities output.

2019-20 Service Delivery Chapter 1 5 WHOLE OF GOVERNMENT – DELIVERING FOR REGIONAL AND RURAL VICTORIA PROGRAM The Delivering for Regional and Rural Victoria Program will make a $2.6 billion investment to boost regional tourism, create local jobs, underpin key industries, and provide the infrastructure and services that local communities rely on. The program will improve public transport, country roads and TAFE facilities, and provide critical health facility upgrades. This would support an estimated 4 500 jobs and make regional and rural Victoria an even better place to live, work and invest for new and existing residents.

Output initiatives

Table 1.4: Output initiatives – Delivering for Regional and Rural Victoria Program ($ million) 2018-19 2019-20 2020-21 2021-22 2022-23 Bendigo law court redevelopment .. 5.3 3.1 3.2 2.2 Frontline services for regional Victoria .. 2.8 2.8 2.8 2.8 Fully renewable Newstead .. 1.0 ...... Geelong City Deal .. 18.8 ...... Gippsland Plains Rail Trail .. 1.0 ...... Gippsland residential rehabilitation facility (a) .. 1.4 2.9 2.9 3.0 Great Ocean Road action plan .. 0.8 0.8 .. .. Growing Victoria’s agriculture industry .. 2.7 4.5 .. .. Historic boost for camping in Victoria’s great outdoors .. 7.9 8.7 9.0 9.5 Keeping Ballarat moving .. .. 0.2 0.8 1.2 Making our farms safer .. 0.8 0.8 0.8 0.8 Men’s Shed upgrades in eastern Victoria .. 0.1 ...... More specialist care closer to home for regional .. 32.8 33.6 34.5 35.3 Victorians (a) Phillip Island Urgent Care Centre .. 2.0 2.0 2.0 2.0 Protecting the future of Hanging Rock .. 0.4 0.6 0.4 .. Putting farmers’ health on the agenda .. 1.0 1.0 1.0 1.0 Reducing regulatory burden on our dairy industry .. 0.3 0.3 .. .. Regional development priorities .. 82.9 4.7 1.7 1.8 Regional local sports grants .. 15.2 19.9 16.7 6.7 Regional rail sustainability .. 27.0 ...... Regional road maintenance .. 159.0 197.3 0.3 0.3 Staying safe and dry on the Portarlington Ferry .. 0.6 ...... Support for drought-affected farmers 12.6 ...... Supporting young people in rural Victoria .. 1.2 ...... Upgrade and rebuild of Alexandra Showgrounds .. 1.8 ...... and Recreation Reserve V/Line stabling and maintenance .. 19.0 ...... Victorian Patient Transport Assistance Scheme .. 2.6 ...... Western Rail Plan .. 12.5 12.5 .. .. Wine to the World .. 1.3 1.3 1.3 1.3 Young Farmer Scholarships .. 0.1 0.1 0.1 0.1 Total output initiatives (b) 12.6 402.1 296.8 77.5 67.9 Source: Department of Treasury and Finance Notes: (a) These initiatives contribute to activity that attracts Commonwealth funding under the National Health Reform Agreement. Estimates of the Commonwealth’s contribution are included. (b) Table may not add due to rounding.

6 Chapter 1 2019-20 Service Delivery Bendigo law court redevelopment Refer to the asset initiative for a description of this initiative.

Frontline services for regional Victoria Funding will be provided to maintain on-ground wildlife management services and minimise the impacts of wild dogs to reduce the risks to primary producers, biodiversity and community health. The Good Neighbour Program will continue the flexible approach in dealing with declared species and new and emerging pests and weeds. This initiative contributes to the Department of Environment, Land, Water and Planning’s Environment and Biodiversity output.

Fully renewable Newstead The Government will make a funding contribution to a 10-megawatt solar farm for Newstead. This will help transition the town to 100 per cent renewable energy. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Environment, Land, Water and Planning’s Climate Change output.

Geelong City Deal Refer to the asset initiative for a description of this initiative.

Gippsland Plains Rail Trail Sections of the Gippsland Plains Rail Trail will be upgraded to boost tourism in the region and improve recreation and amenity along the old railway line. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Environment, Land, Water and Planning’s Management of Public Land and Forests output.

Gippsland residential rehabilitation facility Funding will be provided to operationalise the Hope Restart facility in Gippsland, providing 30 additional residential rehabilitation beds, supporting up to 90 Victorians each year to address their substance abuse. An additional withdrawal bed will be funded in the Gippsland region to support stronger pathways into the new facility. This initiative contributes to the Department of Health and Human Services’ Drug Treatment and Rehabilitation output.

Great Ocean Road action plan A new statutory authority will be established to manage and protect the Great Ocean Road, its land and seascapes. This initiative contributes to the Department of Environment, Land, Water and Planning’s Management of Public Land and Forests output.

2019-20 Service Delivery Chapter 1 7 Growing Victoria’s agriculture industry To meet regional skills demand for qualified shearers, the Government will support the delivery of the Certificate III in Shearing at more sites across Victoria from 2020. Agricultural colleges at Longerenong, Dookie and Glenormiston will be supported to upgrade their facilities. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Education and Training’s Training, Higher Education and Workforce Development output.

Historic boost for camping in Victoria’s great outdoors More Victorians will be able to enjoy the great outdoors through 30 new campsites, upgrades to 30 existing campsites, upgrades to 4WD tracks across the State, a new coastal park on the Bass Coast and cutting campsite fees in half all year round. Funding will also be provided to plan a Sea to Summit hiking trail and associated park infrastructure upgrades in East Gippsland. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Environment, Land, Water and Planning’s Management of Public Land and Forests output.

Keeping Ballarat moving Refer to the asset initiative for a description of this initiative.

Making our farms safer The Government will continue to support the Victorian Farmers Federation program to improve health and safety outcomes on Victoria’s farms. This funding will increase health checks for farmers, deliver a new campaign to raise greater workplace safety awareness, and help the Victorian Farmers Federation to employ two additional Farm Safety Officers. This initiative contributes to the delivery of the Government’s election commitment, ‘Growing Victoria’s Agriculture Industry’, as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Jobs, Precincts and Regions’ Agriculture output.

Men’s Shed upgrades in eastern Victoria Additional funding for Men’s Sheds will be provided in 2019-20 to upgrade Men’s Sheds in eastern Victoria and improve outcomes for men’s health and wellbeing. This initiative contributes to the Department of Health and Human Services’ Community Participation output.

8 Chapter 1 2019-20 Service Delivery More specialist care closer to home for regional Victorians An additional 500 000 specialist appointments will be provided to regional and rural Victorians, alongside the establishment of an easy-to-access registry for general practitioners with up-to-date information about individual hospital waiting lists. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Health and Human Services’ Non-Admitted Services output.

Phillip Island Urgent Care Centre The opening hours at the Phillip Island Health Hub have been expanded from operating only during business hours Monday to Friday to operating 24-hours a day, seven days per week. This funding will continue to provide the Phillip Island Community with uninterrupted access to urgent health care. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Health and Human Services’ Admitted Services output.

Protecting the future of Hanging Rock Hanging Rock will be protected through environmental safeguards, greater recognition of Aboriginal cultural significance and upgrades to facilities. The adjacent East Paddock will be purchased and preserved. This initiative will be undertaken in partnership with Traditional Owners and the Macedon Ranges Shire Council. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Environment, Land, Water and Planning’s Management of Public Land and Forests output.

Putting farmers’ health on the agenda Funding will continue for the National Centre for Farmer Health. The Centre delivers health assessments to farmers and their families, improves health literacy and develops tailored health promotion programs. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Health and Human Services’ Health Advancement output.

2019-20 Service Delivery Chapter 1 9 Reducing regulatory burden on our dairy industry Funding will be provided for Dairy Food Safety Victoria to implement its Dairy RegTech 2022 model, which applies digital regulation approaches to reduce the regulatory burden on the dairy industry, while improving food safety. This funding will help implement real-time data collection and analytics to monitor the food safety performance of dairy businesses and demonstrate compliance with food safety regulations. It will also include education and incentives to promote a positive food safety culture. These measures will help the dairy industry provide a higher level of food safety assurance at a lower cost. This initiative contributes to the delivery of the Government’s election commitment, ‘Growing Victoria’s Agriculture Industry’, as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Jobs, Precincts and Regions’ Agriculture output.

Regional development priorities Funding will be provided to deliver a range of priority initiatives across rural and regional Victoria. This initiative delivers on several Government election commitments as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Jobs, Precincts and Regions’: • Agriculture output; • Regional Development output; • Sport, Recreation and Racing output; • Tourism and Major Events output; and • Trade and Global Engagement output.

Regional development priorities Arts Services • Barwon Heads Community Hub • Supporting the Country Women’s Association • Restore Her Majesty’s Theatre in Sports Ballarat • Bringing the best sports and entertainment Community facilities to Kardinia Park • Free public wi-fi in Ararat and Latrobe • Eureka sports precinct Valley Tourism • Lighting for Lake Wendouree and • Benalla Splash Park Victoria Park in Ballarat • Daylesford and Macedon Ranges festivals • Regional car parks and events • Sebastopol revitalisation • Lakes Entrance Fisherman’s Cooperative Jobs Society • Protecting our agriculture industry • Romsey ecotherapy park

10 Chapter 1 2019-20 Service Delivery Regional local sports grants Grants will be provided to local councils and sporting organisations to deliver new and improved local community sports infrastructure across regional and rural Victoria, increasing participation opportunities and improving accessibility for the community. This initiative contributes to the delivery of the Government’s election commitment, ‘Local Sports Grants’, as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Jobs, Precincts and Regions’ Sport, Recreation and Racing output. Regional local sports grants • Build new Macedon Ranges Regional • Upgrade Grinter Reserve in Moolap Sports Precinct – outdoor facilities • Upgrade Haddon Recreation Reserve • Fund a masterplan for Portarlington Stadium Recreation Reserve • Upgrade Harry Trott Oval in Kennington • Fund Drysdale Sports Precinct Stage Two • Upgrade Herne Hill Reserve, Herne Hill upgrade • Upgrade Kangaroo Flat Bowling Club in • Fund lighting for Barwon Heads Football Bendigo and Netball Club and Barwon Heads • Upgrade Lord Nelson Park, St Arnaud Cricket Club • Upgrade Osborne Park in Geelong • Redevelop Ballan Recreation Reserve in • Upgrade soccer facilities across Victoria: Ballan Torquay • Upgrade Carisbrook Recreation Reserve, • Upgrade Thomson Recreational Reserve Carisbrook • Upgrade Traralgon Soccer Club • Upgrade Charlton Park multipurpose • Upgrade Traralgon Tennis Club facility, Charlton • Upgrade Wendouree West Recreation • Upgrade Estuary Reserve in Leopold Reserve in Ballarat • Upgrade Geelong West Oval

Regional rail sustainability V/Line’s operations will be supported to ensure train reliability and punctuality service levels and standards are maintained and improved. This initiative contributes to the Department of Transport’s Train Services – Regional output.

Regional road maintenance Funding will be provided for additional road surface replacement works to repair roads across regional Victoria. These works will improve road safety and help maximise the economic value of the Victorian road network. A new road asset management transformation plan and more pavement condition surveys will also be undertaken to enable the State to achieve a more effective road maintenance program. This initiative contributes to the Department of Transport’s Road Asset Management output.

2019-20 Service Delivery Chapter 1 11 Staying safe and dry on the Portarlington Ferry A new covered walkway from the beachfront to the ferry berths on the Portarlington pier will be built to ensure passengers stay safe and dry as they walk along the 190-metre long pier. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Environment, Land, Water and Planning’s Parks Victoria output.

Support for drought-affected farmers Funding continues to be provided to support farmers affected by drought and dry conditions. The Government is providing one-off payments under the Farm Business Assistance Program to eligible farm businesses in the Wellington and East Gippsland shires, and eligible dairy farmers in northern and north-west Victoria. The Government has also extended funding for the On-farm Drought Infrastructure Support Grants which assist farmers to install infrastructure to better manage and prepare for drought. The Government is also extending and improving access to emergency water supply points for drought-affected communities for both stock and domestic purposes. This initiative contributes to the Department of Environment, Land, Water and Planning’s Effective Water Management and Supply output. This initiative contributes to the Department of Jobs, Precincts and Regions’ Agriculture output.

Supporting young people in rural Victoria Funding will be provided to continue the Regional Presence Project, which employs youth workers across regional Victoria in Warrnambool, Morwell, Ballarat and Swan Hill. This program engages with disadvantaged youth to ensure their views and needs are heard, and that they are connected to opportunities and essential support services. This initiative contributes to the Department of Premier and Cabinet’s Youth output.

Upgrade and rebuild of Alexandra Showgrounds and Recreation Reserve Funding will be provided to upgrade and rebuild the multi-purpose facilities at the Alexandra Showgrounds and Recreation Reserve. These upgrades will deliver modern sporting facilities for clubs and the local community. This initiative contributes to the Department of Environment, Land, Water and Planning’s Management of Public Land and Forests output.

V/Line stabling and maintenance The State’s stabling and maintenance capacity will be increased to support the growing regional train fleet. Operations will be expanded at new and upgraded facilities at Wyndham Vale, South Dynon, East Ballarat and Bendigo. These facilities will improve the reliability and punctuality of regional passenger rail services. This initiative contributes to the Department of Transport’s Train Services – Regional output.

12 Chapter 1 2019-20 Service Delivery Victorian Patient Transport Assistance Scheme The Victorian Patient Transport Assistance Scheme will receive funding to continue providing travel and accommodation subsidies to rural and regional Victorians who are required to travel long distances to receive specialist medical care. This initiative contributes to the Department of Health and Human Services’ Admitted Services output.

Western Rail Plan Refer to the asset initiative for a description of this initiative.

Wine to the World Funding will be provided to boost Victorian wine exports through annual wine symposiums, a Victorian wine showcase, trade missions to the United States and China, international marketing campaigns and annual export training for Victorian winemakers. This will support the expansion of the Victorian wine market through increased export capabilities, capacity and access to export markets, as well as increased international awareness of Victoria’s wine industry. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Jobs, Precincts and Regions’ Trade and Global Engagement output.

Young Farmer Scholarships The Young Farmer Scholarships program will continue to assist the next generation of farmers to up-skill and improve farm business practices through training, support and/or coaching to help ensure continued growth and success of the State’s agriculture sector. This initiative contributes to the delivery of the Government’s election commitment, ‘Growing Victoria’s Agriculture Industry’, as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Jobs, Precincts and Regions’ Agriculture output.

2019-20 Service Delivery Chapter 1 13 Asset initiatives

Table 1.5: Asset initiatives – Delivering for Regional and Rural Victoria Program ($ million) 2018-19 2019-20 2020-21 2021-22 2022-23 TEI Additional VLocity trains .. 178.4 65.4 93.7 2.5 340.0 Barwon Heads Road upgrade .. 0.4 ...... 318.3 Bendigo law court redevelopment .. 19.9 79.2 53.1 0.2 152.4 Better train services for Bendigo and .. 12.6 25.4 9.3 2.3 49.6 Central Victoria Building a bigger and better Latrobe .. 7.0 ...... 7.0 Regional Hospital Building a new rehabilitation centre for .. 3.1 25.1 25.1 6.3 59.5 Bendigo Building a world-class Geelong Performing .. 15.5 45.6 44.4 22.5 128.0 Arts Centre Building Better TAFEs Fund – Regional TAFEs .. 8.5 22.1 15.7 .. 46.3 Geelong City Deal (a) 4.6 27.0 52.2 56.6 32.7 173.1 Historic boost for camping in Victoria’s great .. 17.6 17.6 17.6 17.6 70.4 outdoors Keeping Ballarat moving .. 9.6 24.9 24.1 .. 58.6 Phillip Island Urgent Care Centre 3.4 ...... 3.4 Protecting the future of Hanging Rock .. 1.4 ...... 1.4 Regional development priorities .. 12.5 10.2 10.2 10.2 42.9 Regional Health Infrastructure Fund (b) .. 50.0 50.0 .. .. 100.0 Regional road maintenance .. 22.6 45.2 .. .. 67.8 Relocation of Barwon Health clinical facilities (c) .. 2.0 4.0 8.0 5.5 20.0 Waurn Ponds Track Duplication – Stage 2 (d) .. 2.0 ...... 2.0 Western Rail Plan .. 18.6 52.9 .. 3.5 75.0 World-class care for Wangaratta patients .. 1.2 1.2 .. .. 2.4 Total asset initiatives (e) 8.0 409.9 521.0 357.7 103.2 1 718.1 Source: Department of Treasury and Finance Notes: (a) The project includes Commonwealth funding of $173.1 million. (b) This initiative includes funding for Ararat Hospital (East Grampians), the renewal of rural residential aged care facilities and the commencement of planning for Stage 2 of the Goulburn Valley Health Redevelopment. (c) The TEI includes funding beyond 2022-23. (d) Due to the timing of the current Commonwealth contribution, the project timelines have been delayed. (e) Table may not add due to rounding.

14 Chapter 1 2019-20 Service Delivery Additional VLocity trains Funding will be provided to purchase up to 18 new VLocity trains to meet increasing demand on the regional network. The new trains will replace older trains on Victoria’s busiest regional lines to improve passenger amenity and increase capacity. Funding will also be provided for supporting infrastructure. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Transport’s Train Services – Regional output.

Barwon Heads Road upgrade Funding will be provided to progress planning for the upgrade of Barwon Heads Road, including duplicating four kilometres of road and constructing a new bridge over the train line north of Marshall Station. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Transport’s: • Road Operations output; and • Transport Infrastructure output.

Bendigo law court redevelopment The Government will provide funding for a multi-jurisdictional regional headquarter court facility for Bendigo and the wider Loddon Mallee region. The new court facility will feature eight courtrooms, two hearing rooms, two mediation suites and 16 custody holding cells. The new court facility will bring together a range of specialist court programs and services locally. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to Court Services Victoria’s Courts output.

Better train services for Bendigo and Central Victoria Three new stations will be constructed in and around Bendigo at Goornong, Raywood and Huntly. Funding will also support the commencement of planning for a Bendigo Line Upgrade to enable the operation of trains every 40 minutes during off-peak times, including the re-establishment of a station at Harcourt. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Transport’s: • Train Services – Regional output; and • Transport Infrastructure output.

2019-20 Service Delivery Chapter 1 15 Building a bigger and better Latrobe Regional Hospital Planning will commence for the redevelopment and expansion of the Latrobe Regional Hospital to increase the service capacity of operating theatres and the maternity and intensive care units. The initiative will improve service delivery by relocating treatment facilities closer to the new emergency department. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Health and Human Services’ Admitted Services output. Building a new rehabilitation centre for Bendigo A new rehabilitation centre will be built at Bendigo Hospital, which will include the relocation and consolidation of outpatient rehabilitation services and staff administration services into newly upgraded buildings. The new rehabilitation centre will bring together health services from different locations within the hospital grounds to improve access for recovering patients. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Health and Human Services’ Admitted Services output. Building a world-class Geelong Performing Arts Centre Funding for the third and final stage of the Geelong Performing Arts Centre redevelopment will deliver a new 500-seat drama theatre, new court yard and experimental theatre space, new box office and refurbished back of house facilities. This will improve the visitor experience and further revitalise Geelong’s cultural precinct. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Jobs, Precincts and Regions’ Cultural Infrastructure and Facilities output. Building Better TAFEs Fund – Regional TAFEs Three regional TAFE upgrade and redevelopment projects will improve lifelong education pathways. The following institutions will receive funding through the initial round of the Building Better TAFEs Fund: • GOTAFE – Health and Community Services Training Facility; • The Gordon – Culinary School, Geelong; and • South West TAFE – Library and Learning Hub. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Education and Training’s Training, Higher Education and Workforce Development output.

16 Chapter 1 2019-20 Service Delivery Geelong City Deal Victoria has increased its share of funding for the Geelong City Deal and has secured additional Commonwealth funding. The City Deal package for Geelong and the Great Ocean Road will help realise the economic potential of the tourism industry, boost emerging businesses and ensure Geelong and the broader region remain a great place to work, live and visit. The ten-year partnership has seen further investment in the Shipwreck Coast Master Plan, Revitalising Central Geelong Action Plan and has locked in the delivery of the 1 000-seat Geelong Convention Centre. This initiative contributes to the Department of Jobs, Precincts and Regions’ Regional Development output.

Historic boost for camping in Victoria’s great outdoors Refer to the output initiative for a description of this initiative.

Keeping Ballarat moving As Ballarat’s population continues to grow, funding will be provided to upgrade the city’s intersections and keep traffic flowing. These upgrades will enhance safety and improve travel times. The sites include: • Learmonth Street/Ballarat-Carngham Road/Wiltshire Lane/La Trobe Street intersection; • Dyson Drive and Ballarat-Carngham Road intersection; • Wiltshire Lane/Glenelg Highway/Smythes Road/Cherry Flat Road intersection; • Gregory Street and Gillies Street intersection; • Hertford Street and Albert Street intersection; and • Docwra Street Intersection and Midland Highway duplication and upgrade Magpie Primary School crossing. New lanes will also be added to both the Cuthberts Road and Learmonth Street roundabout and Learmonth Street and Sturt Street roundabout, reducing queuing in peak periods. There will be new traffic lights at the intersection of Sturt, Russell and Morrison Streets. The Government will also improve safety for students and families at Ballarat High School, with upgraded pedestrian crossings. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Transport’s Road Asset Management output.

Phillip Island Urgent Care Centre Refer to the output initiative for a description of this initiative.

Protecting the future of Hanging Rock Refer to the output initiative for a description of this initiative.

Regional development priorities Refer to the output initiative for a description of this initiative.

2019-20 Service Delivery Chapter 1 17 Regional Health Infrastructure Fund A further boost will be provided to the Regional Health Infrastructure Fund to improve the quality and amenity of infrastructure across a range of rural and regional health services. This initiative will allow health services to respond to local priorities and maintain and enhance their service delivery capacity. This initiative includes funding for Ararat Hospital (East Grampians), the renewal of rural residential aged care facilities and the commencement of planning for Stage 2 of the Goulburn Valley Health Redevelopment. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Health and Human Services’ Admitted Services output.

Regional road maintenance Refer to the output initiative for a description of this initiative.

Relocation of Barwon Health clinical facilities The relocation of Barwon Health clinical facilities to the Geelong Hospital Precinct will improve responses to people in crisis and increase access to drug and alcohol treatment facilities. This initiative contributes to the Department of Health and Human Services’ Clinical Care output.

Waurn Ponds Track Duplication – Stage 2 Funding is provided for design and pre-procurement activities associated with upgrading the track between South Geelong and Waurn Ponds Station. The project scope will include duplicating 11 kilometres of track, upgrading signalling equipment and removing level crossings at Fyans Road and the Surf Coast Highway. These works will enable Geelong to Melbourne services to start from Waurn Ponds Station. The timing for the delivery of this project has been adjusted to align with the Commonwealth’s funding provisions. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Transport’s: • Train Services – Regional output; and • Transport Infrastructure output.

18 Chapter 1 2019-20 Service Delivery Western Rail Plan Planning will commence for the full separation of regional and metropolitan services on the Geelong and Ballarat lines to reduce crowding, support population growth and economic development in Melbourne’s west as well as enable fast rail to the regions. The initiative includes detailed planning to electrify the rail lines to Melton and Wyndham Vale, separating these lines from the Ballarat and Geelong lines as well as the potential extension to Werribee to complete the connection of the Suburban Rail Loop. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Transport’s: • Train Services – Statewide output; and • Transport Infrastructure output.

World-class care for Wangaratta patients Funding will be provided to commence infrastructure and service planning work for the redevelopment of Wangaratta Hospital. This initiative contributes to the Department of Health and Human Services’ Admitted Services output.

2019-20 Service Delivery Chapter 1 19 WHOLE OF GOVERNMENT – VICTORIAN JOBS AND INVESTMENT FUND

Output initiatives

Table 1.6: Output initiatives – Victorian Jobs and Investment Fund ($ million) 2018-19 2019-20 2020-21 2021-22 2022-23 Victorian Jobs and Investment Fund .. 90.0 60.0 .. .. Total output initiatives .. 90.0 60.0 .. .. Source: Department of Treasury and Finance

Victorian Jobs and Investment Fund Funding will be provided to establish the Victorian Jobs and Investment Fund, which will: • support opportunities of state significance to create jobs and promote economic development; • attract strategic and footloose private sector investment to the State; • attract innovation and jobs projects that enhance productivity growth and support the transition of the Victorian economy to high-growth sectors; and • support the continued operations of LaunchVic. This initiative builds on Victoria’s existing economic strengths and supports investment and innovation, which will help create sustainable jobs for Victorians, and drive long-term growth in the State. It also streamlines Victoria’s economic development focus and decision-making framework, ensuring that the planning and implementation of development projects is well coordinated across the State. This initiative contributes to the: • Department of Jobs, Precincts and Regions’ Industry, Innovation and Small Business output; • Department of Premier and Cabinet’s Government-wide Leadership, Reform and Implementation output; and • Department of Treasury and Finance’s Invest Victoria output.

20 Chapter 1 2019-20 Service Delivery DEPARTMENT OF EDUCATION AND TRAINING

Output initiatives

Table 1.7: Output initiatives – Department of Education and Training ($ million) 2018-19 2019-20 2020-21 2021-22 2022-23 Early Childhood Development Child Link .. 5.6 ...... Children’s facilities capital program .. 9.8 10.8 13.0 .. Effective and robust early childhood regulatory system 0.8 5.2 ...... Ensuring children with significant disability can .. 1.6 ...... participate in kindergarten Maintaining access to high quality and affordable 3.8 27.1 18.8 .. .. kindergarten Ready for school: kinder for every three-year-old 26.2 35.5 46.4 149.3 341.3 Transition early childhood intervention services to .. 3.4 ...... the National Disability Insurance Scheme School Education Active Kids .. 1.2 ...... Anti-bullying supports for school students .. 1.7 1.5 1.3 1.3 Community Language Schools .. 1.6 1.9 2.0 2.0 Engaging at-risk youth .. 1.9 ...... Enhanced behaviour support and intervention for schools .. 1.1 ...... Essential maintenance and compliance .. 26.2 ...... Free tampons and pads in all public schools .. 6.2 4.7 4.8 4.9 Music in Schools .. 1.0 ...... New School Planning Fund .. 0.5 ...... New Schools Construction .. 3.3 20.2 .. .. Non-Government Schools Infrastructure Fund .. 102.0 100.0 100.0 100.0 Onsite school technical support and digital connectivity .. 4.1 ...... Parkville College bed expansion 1.3 3.0 ...... Premier’s Spirit of Democracy Competition .. 0.2 0.2 0.2 0.2 School Breakfast Club Expansion Program .. 9.3 15.7 16.2 16.8 School enrolment-based funding 70.0 142.2 146.6 150.5 154.3 Secondary school software suite .. 6.2 7.6 7.8 3.8 Securing the future of KIOSC .. 0.5 0.5 .. .. Support for Students with Disabilities Program for Students with Disabilities .. 88.8 90.9 .. .. Students with Disabilities Transport Program 0.6 4.8 4.5 .. .. Support for students with disabilities and additional needs .. 8.4 ...... Support Services Delivery Affordable school uniforms .. 5.0 ...... Glasses for Kids .. 0.3 ......

2019-20 Service Delivery Chapter 1 21 2018-19 2019-20 2020-21 2021-22 2022-23 Training, Higher Education and Workforce Development Apprenticeship support officers .. 4.7 ...... Building Better TAFEs Fund – Metropolitan TAFEs .. 0.5 ...... Free TAFE for early childhood courses .. 4.8 6.5 7.9 9.2 John Monash scholarships 2.2 ...... Plumbing Industry Climate Action Centre development 2.0 ...... Responding to Victorian jobs growth with more training .. 2.2 80.4 .. .. Supporting Free TAFE for priority courses 20.0 21.2 ...... Victoria’s ‘Big Build’ and ‘Social Services’ higher .. 5.6 ...... apprenticeships Total output initiatives (a) 126.8 546.6 557.0 453.0 633.8 Source: Department of Treasury and Finance Note: (a) Table may not add due to rounding.

Early Childhood Development

Child Link Refer to the asset initiative for a description of this initiative.

Children’s facilities capital program Grants will be provided to local councils and eligible providers to build, expand and improve early years infrastructure. This will support additional kindergarten places and give families across Victoria greater access to local kindergartens. In addition, the Inclusive Kindergartens Facilities Program will provide upgrades to buildings, playgrounds and equipment to help kindergartens provide more inclusive environments for children with disability or additional needs. This initiative contributes to the Department of Education and Training’s Early Childhood Development output.

Effective and robust early childhood regulatory system Funding will be provided to ensure effective and robust oversight of the early childhood education and care (ECEC) sector. The Department’s early childhood regulatory function will continue to assess and rate Victorian ECEC services against the National Quality Standard, inspect ECEC services, investigate and improve compliance with relevant laws and process provider applications. This initiative contributes to the Department of Education and Training’s Early Childhood Development output.

Ensuring children with significant disability can participate in kindergarten The Kindergarten Inclusion Support (KIS) program will assist children with significant disability or complex needs through the provision of minor building modifications, specialist consultancy support, training for educators and additional staff in the kindergarten setting. This initiative contributes to the Department of Education and Training’s Early Childhood Development output.

22 Chapter 1 2019-20 Service Delivery Maintaining access to high quality and affordable kindergarten The Government will provide additional funding to meet growing demand for four-year-old kindergarten through a continuation of initiatives including the Kindergarten Fee Subsidy, Early Start Kindergarten, Early Childhood Teacher Supplement and Ratio Supplement. This initiative contributes to the Department of Education and Training’s Early Childhood Development output.

Ready for school: kinder for every three-year-old An initial investment has been made to support every Victorian child to access at least five hours per week of subsidised three-year-old kinder by 2022, to provide them with the skills they need to be ready for school. Subsidised three-year-old kinder will commence in the following six regional local government areas (LGAs) by 2020: Buloke, Hindmarsh, Northern Grampians, South Gippsland, Strathbogie and Yarriambiack. In 2021, a further 15 LGAs will commence – Alpine, Ararat, Campaspe, Central Goldfields, Colac-Otway, Corangamite, East Gippsland, Glenelg, Hepburn, Indigo, Loddon, Murrindindi, Southern Grampians, Towong and West Wimmera. These reforms will also support new facilities to be built and existing services to be expanded across the State. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Education and Training’s: • Early Childhood Development output; and • Training, Higher Education and Workforce Development output.

Transition early childhood intervention services to the National Disability Insurance Scheme Early childhood intervention services (ECIS) will be continued in 2019-20 to support children with a disability or developmental delay from birth to school entry. Funding will be provided to support: • around 120 children who are ineligible for the National Disability Insurance Scheme (NDIS) to ensure they have appropriate early childhood interventions; and • continuation of 150 ECIS places and 150 Flexible Support Packages to provide continuity during the NDIS transition. This initiative contributes to the Department of Education and Training’s Early Childhood Development output.

2019-20 Service Delivery Chapter 1 23 School Education

Active Kids The Active Kids program will be extended and its scope broadened to continue to encourage students in government schools to be more active. Schools will be able to access funding to meet the costs of providing sport and physical activity opportunities for students. This initiative contributes to the Department of Education and Training’s: • School Education – Primary output; and • School Education – Secondary output.

Anti-bullying supports for school students Funding will be provided to strengthen the suite of anti-bullying responses and supports for schools. This initiative contributes to the Department of Education and Training’s: • School Education – Secondary output; and • Support for Students with Disabilities output.

Community Language Schools The Community Language Schools program will receive further support to increase per-student funding, meet growing demand, facilitate professional development for teachers and expand access to up to 3 000 early childhood students, enabling them to learn or maintain their heritage language. A $50 000 grant will support the establishment of a new Hindi Language School. This initiative contributes to the delivery of the Government’s election commitment, ‘A Proudly Multicultural Victoria’, as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Education and Training’s: • Early Childhood Development output; • School Education – Primary output; and • School Education – Secondary output.

Engaging at-risk youth The engaging at-risk youth program will offer education programs for young people at risk of disengagement. This initiative contributes to the Department of Education and Training’s School Education – Secondary output.

24 Chapter 1 2019-20 Service Delivery Enhanced behaviour support and intervention for schools Funding will be provided to the end of 2019 to continue to build the capability of the school workforce to prevent and reduce problem behaviours, and to provide safe and inclusive environments for all students. This initiative contributes to the Department of Education and Training’s: • School Education – Primary output; and • School Education – Secondary output.

Essential maintenance and compliance Additional school maintenance funding will be provided in 2019-20 to address maintenance backlogs and implement improved and sustainable practices for managing school infrastructure. This initiative contributes to the Department of Education and Training’s: • School Education – Primary output; and • School Education – Secondary output.

Free tampons and pads in all public schools Sanitary items will be provided free of charge at all government schools from term three 2019. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Education and Training’s: • School Education – Primary output; and • School Education – Secondary output.

Music in Schools The Music in Schools program will be extended, continuing student access to quality music education programs in government schools. This comprises the Quality Music Education program, which provides support for disadvantaged government schools to purchase musical instruments, and funding to build teachers’ capacity to deliver high-quality music education. This initiative contributes to the Department of Education and Training’s: • School Education – Primary output; and • School Education – Secondary output.

New School Planning Fund Refer to the asset initiative for a description of this initiative.

New Schools Construction Refer to the asset initiative for a description of this initiative.

2019-20 Service Delivery Chapter 1 25 Non-Government Schools Infrastructure Fund Funding will be provided for the construction, expansion and renovation of non-government schools in Victoria, including the removal of dangerous asbestos and cladding. Through the first round of grants, the following schools will receive funding: • Corpus Christi School (Glenroy); • Galilee Regional Catholic Primary School (South Melbourne); • Iona College (Charlemont); • Lisieux Catholic Primary School (Torquay North); • Oakleigh Grammar (Oakleigh); • Our Lady Star of the Sea School (Ocean Grove); • Siena Catholic Primary School (Lucas); • St Anne’s School (Seaford); • St Brendan’s School (Lakes Entrance); • St Joseph’s School (Chelsea); • St Mary’s College (Seymour); • St Mary’s School (St Kilda East); • St Peter’s College (Clyde North); • St Peter’s School (Bentleigh East); and • St Thomas the Apostle School (Greensborough). This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Education and Training’s: • School Education – Primary output; and • School Education – Secondary output.

Onsite school technical support and digital connectivity Additional funding will be provided to maintain frontline IT service delivery for government schools. This will ensure onsite technical support and school digital connectivity is fast and reliable for students and teachers. This initiative contributes to the Department of Education and Training’s: • School Education – Primary output; and • School Education – Secondary output.

Parkville College bed expansion Parkville College will receive funding to continue to deliver quality education to young people in the expanded Parkville and Malmsbury Youth Justice Precincts. This initiative contributes to the Department of Education and Training’s: • School Education – Primary output; and • School Education – Secondary output.

26 Chapter 1 2019-20 Service Delivery Premier’s Spirit of Democracy Competition A Spirit of Democracy Competition will be established, giving government secondary school students the opportunity to win a study tour of Greece and learn more about the home of democracy. This initiative contributes to the delivery of the Government’s election commitment, ‘A Proudly Multicultural Victoria’, as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Education and Training’s School Education – Secondary output.

School Breakfast Club Expansion Program The School Breakfast Club Program will be expanded to reach 1 000 primary, secondary, P-12 and specialist schools. The program will also provide eligible students with free school lunches and school holiday supplies, and introduce targeted meal preparation and nutrition classes for parents and children at 100 schools. This initiative contributes to the delivery of the Government’s election commitment, ‘Education State Initiative’, as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Education and Training’s: • School Education – Primary output; and • School Education – Secondary output.

School enrolment-based funding Additional funding will be provided to government and non-government schools to meet forecast student enrolment growth in the 2019 school year. This initiative contributes to the Department of Education and Training’s: • School Education – Primary output; and • School Education – Secondary output.

Secondary school software suite Funding will be provided to continue to support a comprehensive suite of centrally procured educational software for government secondary schools. Training will also be provided to ensure teachers can best leverage the educational opportunities provided by the software. This initiative contributes to the Department of Education and Training’s School Education – Secondary output.

Securing the future of KIOSC Funding will be provided to support the operation of the Knox Innovation, Opportunity and Sustainability Centre (KIOSC) for the 2020 calendar year, ensuring the continued delivery of science, technology, engineering and mathematics (STEM) programs for partner secondary schools. This initiative contributes to the Department of Education and Training’s School Education – Secondary output.

2019-20 Service Delivery Chapter 1 27 Support for Students with Disabilities Program for Students with Disabilities Additional funding will be provided for the Program for Students with Disabilities (PSD) in the 2020 school year to meet identified needs of approximately 5 400 students. The program delivers educational support for students with disabilities attending mainstream and specialist government schools. Transition support funding will be continued for students moving into secondary school who are no longer eligible for the PSD after their Year 6-7 Review. Funding will continue for the Language and Learning Disabilities Support Program to maintain schools’ capacity to provide support for students with low to moderate levels of need that do not meet the threshold for PSD eligibility. This includes the specific learning needs of students with autism, language and other learning disabilities including dyslexia. This initiative contributes to the Department of Education and Training’s Support for Students with Disabilities output. Students with Disabilities Transport Program Eligible Victorian school students will be assisted to travel to and from school. Support is provided to meet demand and cost growth, and to replace buses within the Students with Disabilities Transport Program in 2020. This initiative contributes to the Department of Education and Training’s Support for Students with Disabilities output. Support for students with disabilities and additional needs Funding will be provided for programs to support students with disability and additional needs, including the Outside School Hours Care Demonstration Program and Equipment Boost for Schools. This initiative contributes to the Department of Education and Training’s Support for Students with Disabilities output. Support Services Delivery Affordable school uniforms Funding will be provided to support State Schools’ Relief to provide free school uniform items and other essential items to students experiencing financial hardship and attending government schools. This initiative contributes to the Department of Education and Training’s Support Services Delivery output. Glasses for Kids The Glasses for Kids program will be extended to assist children from Prep to Year 3 with a visual impairment in government schools in disadvantaged areas by providing free vision screening, and free glasses if needed. The program will continue to be delivered in partnership with State Schools’ Relief. This initiative contributes to the Department of Education and Training’s Support Services Delivery output.

28 Chapter 1 2019-20 Service Delivery Training, Higher Education and Workforce Development

Apprenticeship support officers Apprenticeship support officers will continue to provide apprentices with advice and assistance to improve apprenticeship retention and completions across regional Victoria and metropolitan Melbourne. This initiative contributes to the Department of Education and Training’s Training, Higher Education and Workforce Development output.

Building Better TAFEs Fund – Metropolitan TAFEs Refer to the asset initiative for a description of this initiative.

Free TAFE for early childhood courses The Government will make training at TAFE free for early childhood courses from 2020. Eligible students enrolling in Certificate III/Diploma of Early Childhood Education and Care will pay no course tuition fees for the duration of these TAFE courses from the 2020 calendar year. This will reduce financial barriers for students and encourage enrolment in these priority courses, supporting the Government’s commitment to deliver universal access to three-year-old kindergarten. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Education and Training’s Training, Higher Education and Workforce Development output.

John Monash scholarships A grant will be provided to the General Sir John Monash Foundation in 2018-19 to support the John Monash Victorian Government Scholarship. This will enable the Foundation to offer one scholarship of up to three years duration to a Victorian resident to undertake post-graduate studies at a leading international institution on an annual basis. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Education and Training’s Training, Higher Education and Workforce Development output.

Plumbing Industry Climate Action Centre development The Government will support the Plumbing Industry Climate Action Centre (PICAC) Narre Warren campus. PICAC delivers education and training programs for the plumbing industry in relation to cutting greenhouse gas emissions, saving water and addressing the key issues around climate change and the sustainability of our buildings. This initiative contributes to the Department of Education and Training’s Training, Higher Education and Workforce Development output.

2019-20 Service Delivery Chapter 1 29 Responding to Victorian jobs growth with more training The Government will continue to support eligible students to enhance their skills and employability by providing subsidised vocational education and training. In addition, the Asylum Seeker Vocational Education and Training Program will provide continued support to eligible asylum seekers and refugees to access training. This initiative contributes to the Department of Education and Training’s Training, Higher Education and Workforce Development output.

Supporting Free TAFE for priority courses As of 1 January 2019, the Government has made training at TAFE for eligible students free for 30 priority non-apprenticeship courses and 20 apprenticeship pathway courses. Additional funding will be provided to respond to strong demand for this initiative, ensuring the TAFE system can accommodate this growth and eligible Victorians can access these opportunities. This initiative contributes to the Department of Education and Training’s Training, Higher Education and Workforce Development output.

Victoria’s ‘Big Build’ and ‘Social Services’ higher apprenticeships The Victorian Government, in partnership with industry and the tertiary education sector, will develop a suite of higher apprenticeships to provide Victorians with new opportunities to ‘earn while they learn’ at higher qualification levels, such as vocational advanced diplomas and higher education associate degrees. Victoria’s ‘Big Build’ higher apprenticeships will support the roll-out of Victoria’s major infrastructure program and provide higher apprentices with the opportunity to rotate across a range of projects, such as the West Gate Tunnel, North East Link and the Suburban Rail Loop. Victoria’s ‘Social Services’ higher apprenticeships will be developed to support major growth in Victoria’s human services sector with higher apprentices working across the disability, aged care, family violence and mental health sectors. This initiative contributes to the Department of Education and Training’s Training, Higher Education and Workforce Development output.

30 Chapter 1 2019-20 Service Delivery Asset initiatives

Table 1.8: Asset initiatives – Department of Education and Training ($ million) 2018-19 2019-20 2020-21 2021-22 2022-23 TEI Early Childhood Development Child Link .. 18.5 ...... 18.5 Ready for school: kinder for every three-year-old .. 54.5 107.8 79.6 41.1 283.0 School Education Asbestos Safety Program .. 122.4 57.1 .. .. 179.5 Essential maintenance and compliance .. 12.0 3.0 .. .. 15.0 Land acquisition .. 2.1 43.9 .. .. 46.0 New School Planning Fund .. 2.0 ...... 2.0 New Schools Construction 2.0 354.3 226.8 64.1 0.5 647.6 Planning for schools .. 0.5 0.5 .. .. 1.0 Relocatable Buildings Program .. 101.3 ...... 101.3 School Pride and Sports Fund .. 5.0 5.0 .. .. 10.0 School upgrades 0.7 117.0 153.9 87.2 3.9 362.7 Support for Students with Disabilities Accessible Buildings Program .. 10.0 ...... 10.0 Inclusive Schools Fund .. 5.0 5.0 .. .. 10.0 Support Services Delivery Essential facilities for mental health in schools .. 3.0 ...... 3.0 Training, Higher Education and Workforce Development Building Better TAFEs Fund – Metropolitan TAFEs .. 6.0 4.2 .. .. 10.2 Total asset initiatives (a) 2.7 813.6 607.1 230.9 45.5 1 699.8 Source: Department of Treasury and Finance Note: (a) Table may not add due to rounding.

Early Childhood Development

Child Link Consistent with the requirements of the Child Legislation Amendment (Information Sharing) Act 2018, the Government will commence planning and progressively establish the Child Link register. The register will be a digital platform, which will enable the systematic sharing of certain factual information to improve child wellbeing and safety outcomes. This initiative contributes to the Department of Education and Training’s Early Childhood Development output.

Ready for school: kinder for every three-year-old Refer to the output initiative for a description of this initiative.

2019-20 Service Delivery Chapter 1 31 School Education

Asbestos Safety Program The Government will continue to remove asbestos in schools. Funding is provided to target and remove asbestos in schools by the end of 2020 that may pose a risk in the future. This includes making schools safer when undertaking refurbishment and capital works and by replacing buildings with new modular facilities. This initiative improves the safety of the school environment for both students and staff. As well as the planned removal of asbestos from schools across the state, the initiative provides funding for asbestos-containing buildings to be replaced by permanent modular buildings at thirty-five schools across Victoria (table below). In addition, permanent modular buildings will replace eight, old, asbestos-containing buildings at six schools as part of the School upgrades initiative. This initiative contributes to the Department of Education and Training’s: • School Education – Primary output; and • School Education – Secondary output. Asbestos Safety Program • Alexandra Primary School • Mortlake P-12 College • Baxter Primary School • Mullum Primary School • Bayswater Primary School • Nathalia Secondary College • Boisdale Consolidated School • Neerim District Secondary College • Cann River P-12 College • Noble Park English Language School • Clarinda Primary School • Oberon South Primary School • Cobram Secondary College • Orbost Secondary College • Dromana Secondary College • Osborne Primary School • Dunkeld Consolidated School • Reservoir High School • Edithvale Primary School • Reservoir Primary School • Euroa Secondary College • Ringwood North Primary School • George Street Primary School – Hamilton • Rollins Primary School • Hallam Primary School • Sale Primary School • Heyfield Primary School • St Albans East Primary School • Horsham Primary School • Terang College • Huntingdale Primary School • Urquhart Park Primary School • Jacana School for Autism • Winters Flat Primary School • Lalor East Primary School

32 Chapter 1 2019-20 Service Delivery Essential maintenance and compliance Refer to the output initiative for a description of this initiative.

Land acquisition Land will be acquired for new schools in the municipalities of Hume, Macedon Ranges, Melton and Wodonga. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Education and Training’s: • School Education – Primary output; and • School Education – Secondary output.

New School Planning Fund The New School Planning Fund will enable further planning to deliver on the Government’s commitment to open 100 new schools over eight years. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Education and Training’s: • School Education – Primary output; and • School Education – Secondary output.

New Schools Construction The Government will build 17 new schools, contributing to the government commitment to open 100 new schools across the state over the next eight years. The following 13 new schools will be built to open in 2021: • Armstrong Creek Secondary College; • Cranbourne West 7-12 and Special School; • Docklands Primary School; • Edgars Creek Primary School; • Eynesbury Station Primary School; • Greenvale North West Primary School; • Merrifield West Primary School; • Pakenham Henry Road Secondary School; • Rockbank North Primary School; • Thoroughbred Primary School; • Timbertop (Officer North West) Primary School; • Truganina South East Primary School; and • Wollahra Primary School.

2019-20 Service Delivery Chapter 1 33 The following four new schools will be built to open in 2022: • Bass Coast Junior Secondary School; • Fishermans Bend Secondary School; • Fitzroy Gasworks – new campus; and • McKinnon Secondary College – new campus. Additional stages of school buildings will also be constructed at Edgars Creek Secondary College – Stage 2. Funding is also provided for the operating costs associated with new schools. Funding will be provided for additional works required for schools currently under construction and scheduled to be delivered in 2020, including: • Beveridge Primary School – new campus; • Botanic Ridge Primary School; • Casey Fields (Five Ways) Primary School; • Clyde North East Primary School; • Craigieburn South Secondary School; • Davis Creek Primary School; • Lucas Primary School; and • Wyndham South (Riverwalk) Primary School. This initiative will be partially funded from the Growth Areas Infrastructure Contribution. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Education and Training’s: • School Education – Primary output; and • School Education – Secondary output.

Planning for schools Planning and design will be undertaken at Clifton Springs Primary School and Sandringham College. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Education and Training’s: • School Education – Primary output; and • School Education – Secondary output.

34 Chapter 1 2019-20 Service Delivery Relocatable Buildings Program Relocatable buildings will be provided to relieve pressure at schools that are reaching their capacity and to provide additional functional spaces for learning. This initiative contributes to the Department of Education and Training’s: • School Education – Primary output; and • School Education – Secondary output.

School Pride and Sports Fund The School Pride and Sports Fund will deliver minor refurbishments and upgrades to improve the facilities at a number of government schools across Victoria. This initiative contributes to the Department of Education and Training’s: • School Education – Primary output; and • School Education – Secondary output.

School upgrades Fifty-nine schools across Victoria will receive funding for upgrades. This will improve educational outcomes through the provision of high-quality classrooms and facilities for learning and community use. Forty-four schools across Victoria will receive planning funding to prepare for their upgrades. This will improve educational experiences through the provision of high-quality classrooms and facilities for learning and community use. This initiative will be partially funded from the Growth Areas Infrastructure Contribution. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Education and Training’s: • School Education – Primary output; and • School Education – Secondary output.

2019-20 Service Delivery Chapter 1 35 School upgrades • Altona North Primary School • Monbulk Primary School • Altona P-9 College • Mount Clear College • Auburn High School • Mount Rowan Secondary College • Avoca Primary School • Murrumbeena Primary School • Beechworth Secondary College • Narre Warren North Primary School • Bellbrae Primary School • New Gisborne Primary School • Benalla P-12 College • Oberon Primary School • Boronia Heights Primary School • Parkhill Primary School • Brentwood Secondary College • Preston Primary School • Churchill Primary School • Red Hill Consolidated School • Copperfield College • Research Primary School • Cranbourne South Primary School • Rosehill Secondary College • Cranbourne West Primary School • Skye Primary School • Dandenong High School • South Yarra Primary School • Diamond Valley College • Strathmore Secondary College • Echuca Regeneration • Sunshine College • Eltham North Primary School • The Grange P-12 College • Epsom Primary School • Traralgon (Kosciuszko Street) • Exford Primary School Primary School • Fairfield Primary School • Upwey High School • Footscray Learning Precinct • Victoria University Secondary College • Frankston North Education Precinct • Viewbank Primary School • Geelong High School • Wales Street Primary School • Gladstone Views Primary School • Warringa Park School • Glenroy Secondary College • Watsonia Primary School • Hampton Park Secondary College • Waverley Meadows Primary School • Inglewood Primary School • Wellington Secondary College • Kensington Primary School • White Hills Primary School • Koonung Secondary College • Yarra Ranges Special Developmental School • Marong Primary School • Matthew Flinders Girls Secondary College

36 Chapter 1 2019-20 Service Delivery School upgrades – planning • Albert Park College and the Victorian • Lang Lang Primary School College of the Arts Secondary School • Macleod College • Ararat Primary School • Miners Rest Primary School • Baimbridge College • Monbulk College • Bairnsdale Secondary College • Montmorency Secondary College • Ballarat High School • Mordialloc College • Bellarine Secondary College • Newcomb Park Primary School • Brandon Park Primary School • Newcomb Secondary College • Brunswick North West Primary School • Parkdale Secondary College • Clifton Hill Primary School • Pascoe Vale South Primary School • Clyde Primary School • Patterson River Secondary College • Cowes Primary School • Phoenix P-12 Community College • Cranbourne Secondary College • Port Melbourne Primary School • Delacombe Primary School • Reservoir Primary School • Derinya Primary School • Southern Autistic School • Diamond Creek East Primary School • St Helena Secondary College • East Loddon P-12 College • St Kilda Primary School • Fitzroy North Primary School • Staughton College • Gladstone Park Primary School • Timbarra P-9 College • Glen Huntly Primary School • Tucker Road Bentleigh Primary School • Greensborough Secondary College • Williamstown High School • Kew High School • Windsor Primary School • Koo Wee Rup Primary School

2019-20 Service Delivery Chapter 1 37 Support for Students with Disabilities

Accessible Buildings Program Funding is provided to improve access to school facilities for students with disabilities and additional needs. Facility modifications may include providing ramps and handrails, alterations to toilet and shower facilities and adjustments for students with vision or hearing impairments. This initiative contributes to the Department of Education and Training’s Support for Students with Disabilities output.

Inclusive Schools Fund The Inclusive Schools Fund will continue to provide school infrastructure such as playgrounds, outdoor sensory areas and quiet re-engagement spaces. This initiative contributes to the Department of Education and Training’s Support for Students with Disabilities output. Support Services Delivery

Essential facilities for mental health in schools Essential refurbishments at school campuses will ensure students receive new mental health services in appropriate private and therapeutic settings. This initiative contributes to the Department of Education and Training’s Support Services Delivery output. Training, Higher Education and Workforce Development

Building Better TAFEs Fund – Metropolitan TAFEs The upgrade and redevelopment of the Box Hill Institute Lilydale Campus – Integrated Centre for Sustainable Construction Technologies will be funded through the initial round of the Building Better TAFEs Fund, increasing usability and accessibility of facilities and improving lifelong education pathways. Funding will also be provided for high-level planning and concept design work relating to Melbourne Polytechnic’s Collingwood campus modernisation and Chisholm Institute’s Frankston campus. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Education and Training’s Training, Higher Education and Workforce Development output.

38 Chapter 1 2019-20 Service Delivery DEPARTMENT OF ENVIRONMENT, LAND, WATER AND PLANNING

Output initiatives

Table 1.9: Output initiatives – Department of Environment, Land, Water and Planning ($ million) 2018-19 2019-20 2020-21 2021-22 2022-23 Climate Change Implementation of the Climate Change Act .. 1.5 0.5 .. .. ResourceSmart Schools .. 2.8 ...... Volunteers protecting the coast .. 1.5 1.5 .. .. Effective Water Management and Supply Next steps in reimagining Melbourne’s iconic .. 3.1 ...... waterways Smarter use of water in our cities and towns .. 6.0 ...... Energy and Solar Homes Energy Compare extension ...... Gas heater safety program 1.7 ...... Solar Homes Program and solar panels for renters 19.1 135.1 136.1 132.9 122.3 Supporting workplace safety and fairness at work 0.3 0.3 1.8 0.1 0.1 – electrical line workers Victoria’s contribution to national energy market .. 6.8 ...... reform Environment and Biodiversity Recycling industry response interim measures .. 6.6 12.7 15.6 .. Relieving charities from rubbish dumping costs .. 0.8 ...... Remediation of Crown land at the Fitzroy .. 11.0 ...... Gasworks site Wildlife Victoria hotline .. 0.5 ...... Fire and Emergency Management Managing bushfire risk .. 12.7 15.8 1.6 0.6 Local Government Growing Suburbs Fund .. 50.0 ...... Local Government rating review .. 0.6 ...... Lynbrook lighting .. 0.3 ...... Safeguarding our environment from roadside .. 2.7 ...... weeds and pests Upgrading Pipemakers Park .. 1.0 ...... Management of Public Land and Forests Creating a ring of new parkland in our growing .. 23.2 23.2 18.5 14.8 suburbs Upgrading botanic gardens .. 3.0 2.0 .. .. Zoos Victoria kids free policy .. 3.0 ...... Parks Victoria Conserving Victoria’s parks .. 6.9 ......

2019-20 Service Delivery Chapter 1 39 2018-19 2019-20 2020-21 2021-22 2022-23 Planning, Building and Heritage Building better homes 0.3 2.5 1.8 .. .. Cladding Rectification Program 5.2 46.4 45.4 37.2 31.1 Facilitating non-government school construction .. 1.1 0.9 .. .. and upgrades Living heritage grants .. 12.6 2.6 2.6 2.6 Supporting the planning system to manage and .. 5.0 ...... capitalise on Victoria’s growth Transforming Victoria’s building system .. 4.5 ...... Statutory Activities and Environment Protection Combatting illegal stockpiling and .. 3.7 ...... mismanagement of hazardous waste Lara waste stockpile site rehabilitation 0.5 29.5 ...... Strengthening the Environment Protection Authority .. 15.0 ...... Total output initiatives (a) 27.0 399.6 244.3 208.5 171.6 Source: Department of Treasury and Finance Note: (a) Table may not add due to rounding.

Climate Change

Implementation of the Climate Change Act The Government will develop the first Climate Change Strategy under Victoria’s world-leading Climate Change Act 2017. The development of this strategy will guide Victoria in tackling emissions reduction, adapting to climate change and creating jobs in a low-carbon future. This initiative will be funded from the Sustainability Fund subject to a final eligibility assessment. This initiative contributes to the Department of Environment, Land, Water and Planning’s Climate Change output.

ResourceSmart Schools Funding will be provided to continue support for Victoria’s ResourceSmart Schools program, which assists schools to embed sustainability in everything they do. The program helps schools to minimise waste, save energy and water, promote biodiversity and take action on climate change to benefit their school and community. This is achieved through providing practical support to reduce resource use, integrate sustainability into the curriculum and share learnings beyond the school gate. This initiative will be funded from the Municipal and Industrial Landfill Levy. This initiative contributes to the Department of Environment, Land, Water and Planning’s Climate Change output.

40 Chapter 1 2019-20 Service Delivery Volunteers protecting the coast Funding will be provided to continue Victoria’s Coastcare program, which promotes awareness, volunteering and the delivery of on-ground works in coastal management. Grants will be available to community organisations delivering protective and restorative works along Victoria’s coastline to secure the coast from the impacts of climate change. This initiative will be funded from the Sustainability Fund. This initiative contributes to the Department of Environment, Land, Water and Planning’s Climate Change output. Effective Water Management and Supply

Next steps in reimagining Melbourne’s iconic waterways The next tranche of the Yarra River Action Plan will be undertaken to improve the amenity and environment of the Yarra River. More investment in water will see further Traditional Owner involvement and ownership in the protection and management of Melbourne’s iconic rivers including the Yarra River and Waterways of the West. These initiatives grow Aboriginal involvement and knowledge in and across the management of Victoria’s waterways. The majority of this initiative will be funded from the Environmental Contribution Levy. This initiative contributes to the Department of Environment, Land, Water and Planning’s Effective Water Management and Supply output.

Smarter use of water in our cities and towns The Government will continue to enable integrated water management projects such as stormwater harvesting, recycling and re-use. These projects have a range of benefits including greener community open spaces, more resilient parklands and sports grounds, increased water efficiency and support for agricultural opportunities. This initiative will be funded from the Environmental Contribution Levy. This initiative contributes to the Department of Environment, Land, Water and Planning’s Effective Water Management and Supply output. Energy and Solar Homes

Energy Compare extension To ensure all Victorians are getting the best possible deal on their electricity bills, the Government will extend the existing Power Saving Bonus to 30 June 2020. Victorian households that use Victorian Energy Compare to search for the cheapest electricity plan will be eligible for a $50 payment. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Environment, Land, Water and Planning’s Energy output.

2019-20 Service Delivery Chapter 1 41 Gas heater safety program A statewide awareness campaign will provide information on the risks of open flue gas heaters, the importance of regular servicing and maintenance, and how to reduce the chances of accidental carbon monoxide poisoning. This initiative contributes to the Department of Environment, Land, Water and Planning’s Energy output.

Solar Homes Program and solar panels for renters A capped number of rebates will be available to eligible households who install battery storage systems, solar hot water systems and solar panels on their homes. Interest-free loans will be available from 1 July 2019 for the remaining cost of the solar panels, to be paid back over four years. The program will also be expanded to eligible renters. To access the rebate and interest-free loan, landlords and tenants must agree to share the cost of solar panel installation. Renters will make a 25 per cent contribution through a small levy on rent over four years, while the Government and landlord will cover the remainder. Funding will also be provided for training, safety and quality audits, grid improvements and to Solar Victoria. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Environment, Land, Water and Planning’s Solar Homes output.

Supporting workplace safety and fairness at work – electrical line workers A licence scheme for electrical line workers will be established. All line workers currently registered with Energy Safe Victoria will be required to obtain a licence by 1 January 2021. Licences will be valid for five years. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Environment, Land, Water and Planning’s Energy output.

Victoria’s contribution to national energy market reform Victoria will meet its obligations to contribute funding to the work programs of the Australian Energy Market Commission and the Energy Security Board, so that these bodies can continue to deliver national energy market reforms. This initiative contributes to the Department of Environment, Land, Water and Planning’s Energy output.

42 Chapter 1 2019-20 Service Delivery Environment and Biodiversity

Recycling industry response interim measures The Government will provide support for immediate measures to strengthen the Victorian recycling sector. Funding will go towards accelerating collaborative procurement of recycling services by councils, improving markets for recycled content, community and industry education, and behaviour change programs focused on waste minimisation. The Government will continue to work with local government, the community, industry and other stakeholders to support a resilient and effective recycling sector in Victoria. This initiative will be funded from the Sustainability Fund subject to a final eligibility assessment. This initiative contributes to the Department of Environment, Land, Water and Planning’s Environment and Biodiversity output.

Relieving charities from rubbish dumping costs Funding will be provided to assist charities to focus their resources on charitable work rather than meeting the costs associated with rubbish disposal. This initiative will be funded from the Sustainability Fund. This initiative contributes to the Department of Environment, Land, Water and Planning’s Environment and Biodiversity output.

Remediation of Crown land at the Fitzroy Gasworks site The former council depot site at Fitzroy Gasworks will be remediated, enabling future use including the construction of a new vertical secondary school and sports courts. This initiative contributes to the Department of Environment, Land, Water and Planning’s Environment and Biodiversity output.

Wildlife Victoria hotline Funding will be provided to Wildlife Victoria to extend the wildlife emergency hotline hours of operation. Volunteer training and community information about the service will also be provided. This initiative contributes to the Department of Environment, Land, Water and Planning’s Environment and Biodiversity output.

2019-20 Service Delivery Chapter 1 43 Fire and Emergency Management

Managing bushfire risk Funding will be provided for Safer Together, which aims to reduce the impact of bushfires on Victorian communities, the economy and the environment. A range of actions will be continued, including fuel management operations, forest firefighting capacity, and community engagement in bushfire management planning. This will help make communities safer and more resilient to climate change before, during and after bushfires. Forest Fire Management’s radios will also be upgraded to ensure interoperability and reliability. This initiative contributes to the Department of Environment, Land, Water and Planning’s Fire and Emergency Management output. Local Government

Growing Suburbs Fund Funding will be provided to extend the Growing Suburbs Fund to boost the number of community facility projects delivered in Melbourne’s growing interface councils. Community facilities such as parks, community centres, town centres, playgrounds, swimming pools and cultural facilities will be built or upgraded. This initiative contributes to the Department of Environment, Land, Water and Planning’s Local Government output.

Local Government rating review Funding will be provided to undertake a review into the local government rating system, to improve its fairness and equity. This initiative contributes to the Department of Environment, Land, Water and Planning’s Local Government output.

Lynbrook lighting Lighting in Lynbrook’s Banjo Paterson Park will be installed to improve public safety and amenity. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Environment, Land, Water and Planning’s Local Government output.

Safeguarding our environment from roadside weeds and pests The Roadside Weeds and Pests Management Program will be continued, providing grants to assist rural and regional councils with their obligations under the Catchment and Land Protection Act 1994. The program manages the spread of weeds and pests along roadsides to protect Victoria’s agricultural production and environmental assets. This initiative contributes to the Department of Environment, Land, Water and Planning’s Local Government output.

44 Chapter 1 2019-20 Service Delivery Upgrading Pipemakers Park A new sensory play park and upgrades to the History of the Land garden at Pipemakers Park will provide safe and accessible open spaces along the Maribyrnong River, offering a variety of leisure experiences within a sustainable river parkland setting. This initiative contributes to the Department of Environment, Land, Water and Planning’s Local Government output. Management of Public Land and Forests Creating a ring of new parkland in our growing suburbs Funding will be provided to create new parkland across Melbourne, including: • developing new parks, park plans and improving existing parks including: Cardinia Creek South Parklands, Clyde Regional Park, Frankston Greenbelt, Jackson Creek Park, Kororoit Creek Park, Quarry Hills Parklands, Sandbelt Parklands, Seaford Wetlands, Toolern Regional Park, Upper Merri Park, Wallan Regional Park, Werribee River Regional Park, Werribee Township Regional Park and William Ruthven Reserve; • establishing 25 pocket parks in suburban Melbourne; • establishing up to 16 new off-leash dog parks across Melbourne; • extending the Greening of the Pipeline project in Melbourne’s west; • building new cycling and walking trails across northern metropolitan municipalities; and • building an additional 17-kilometre Plenty River Trail, as part of the Plenty Gorge Park master plan. In addition, a walking and running track around the perimeter of Wattle Park will improve amenity in the precinct. A children’s playground will also be built. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. Upgrading botanic gardens Victoria’s botanic gardens will benefit from upgrades to gardens, picnic facilities, trails and nature play areas. Funding will also be provided to recreate the Australian Garden exhibit from the Royal Horticultural Society Chelsea Flower Show in London at the Dandenong Ranges Botanic Garden. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Environment, Land, Water and Planning’s Management of Public Land and Forests output. Zoos Victoria kids free policy Children under 16 years of age will continue to enjoy free access to Melbourne Zoo, Healesville Sanctuary and Werribee Open Range Zoo on weekends, public holidays and during school holidays. This initiative contributes to the Department of Environment, Land, Water and Planning’s Management of Public Land and Forests output.

2019-20 Service Delivery Chapter 1 45 Parks Victoria

Conserving Victoria’s parks Funding will be provided to Parks Victoria to maintain park ranger positions, ensuring safe and equitable access to parks and the benefits they provide. This initiative contributes to the Department of Environment, Land, Water and Planning’s Parks Victoria output. Planning, Building and Heritage

Building better homes Apartment standards will be further strengthened to ensure new apartments are safe, liveable and designed to be integrated within local communities. This includes working with top tier designers to develop plans and information that will assist the industry to improve the quality of multi-dwelling developments. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Environment, Land, Water and Planning’s Planning, Building and Heritage output.

Cladding Rectification Program The rectification program for government buildings will continue on Victorian Government and TAFE sites assessed as moderate or high risk by the Statewide Cladding Audit. The work will continue to be prioritised on public safety grounds. Funding has also been provided for ongoing work by the Victorian Building Authority in identifying and undertaking risk assessments of private buildings impacted by combustible cladding. In addition, further funding is allocated over two years for 15 other evaluation projects to manage and improve rectification outcomes. This initiative contributes to the Department of Environment, Land, Water and Planning’s Planning, Building and Heritage output.

Facilitating non-government school construction and upgrades Funding will be provided to streamline planning processes to help fast-track non-government school approvals for new schools and upgrades, to address demand for schools in Melbourne’s growing suburbs. This initiative contributes to the Department of Environment, Land, Water and Planning’s Planning, Building and Heritage output.

46 Chapter 1 2019-20 Service Delivery Living heritage grants The community heritage grants program will be expanded, with grants available to owners and managers for conservation of State-listed heritage places and objects across Victoria. These works will ensure important places and objects are conserved and used into the future. Further conservation and restoration works at Melbourne Trades Hall will also be undertaken. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Environment, Land, Water and Planning’s Planning, Building and Heritage output.

Supporting the planning system to manage and capitalise on Victoria’s growth Funding will be provided for continued capacity within the planning system, to enable it to manage the increasing demands on critical land uses as a result of the state’s unprecedented population growth. The investment will play a critical role in supporting the Government’s other initiatives to facilitate delivery of the infrastructure, homes, jobs and services needed to support this growth. This initiative contributes to the Department of Environment, Land, Water and Planning’s Planning, Building and Heritage output.

Transforming Victoria’s building system The Victorian Building Authority is continuing work to meet inspections of 10 per cent of building permits annually to improve safety and quality outcomes, as committed by the Government in response to the Victorian Cladding Taskforce Interim Report. This initiative contributes to the Department of Environment, Land, Water and Planning’s Planning, Building and Heritage output. Statutory Activities and Environment Protection

Combatting illegal stockpiling and mismanagement of hazardous waste Victoria will strengthen hazardous waste management by continuing the Officers for the Protection of the Local Environment program, where Environment Protection Authority (EPA) officers respond to local reports of noise, odour, dust, waste dumping and storage, litter and water pollution. In addition, an updated hazardous waste policy will be finalised, to better manage hazardous by-products of everyday goods and services. This initiative will be funded from the Sustainability Fund subject to a final eligibility assessment. This initiative contributes to the Department of Environment, Land, Water and Planning’s: • Environment and Biodiversity output; and • Statutory Activities and Environment Protection output.

2019-20 Service Delivery Chapter 1 47 Lara waste stockpile site rehabilitation Initial funding will be provided to the EPA to clean up a large waste stockpile at Lara, taking action to reduce the risk to the community and the environment. This includes maintaining fire prevention measures and commencing works to clean up the site. The City of Greater Geelong will project manage these works on behalf of government and the EPA. The EPA will simultaneously pursue the previous site occupiers, owners, company directors and any other relevant parties to recover these costs. This initiative will be funded from the Municipal and Industrial Landfill Levy. This initiative contributes to the Department of Environment, Land, Water and Planning’s Statutory Activities and Environment Protection output.

Strengthening the Environment Protection Authority Funding will be provided for the EPA to ensure it can protect Victoria’s environment from pollution and waste. This includes preventing harm to the community, providing timely and accessible information on the condition of the environment, enforcing compliance with environmental obligations and responding to pollution and emergency incidents. This initiative will be funded from the Municipal and Industrial Landfill Levy. This initiative contributes to the Department of Environment, Land, Water and Planning’s Statutory Activities and Environment Protection output.

48 Chapter 1 2019-20 Service Delivery Asset initiatives

Table 1.10: Asset initiatives – Department of Environment, Land, Water and Planning ($ million) 2018-19 2019-20 2020-21 2021-22 2022-23 TEI Effective Water Management and Supply Next steps in reimagining Melbourne’s .. 2.0 ...... 2.0 iconic waterways Fire and Emergency Management Managing bushfire risk .. 8.1 2.8 0.8 0.8 12.5 Management of Public Land and Forests Creating a ring of new parkland in our .. 7.3 18.2 24.2 24.5 74.3 growing suburbs Total asset initiatives (a) .. 17.4 21.0 25.0 25.3 88.8 Source: Department of Treasury and Finance Notes: (a) Table may not add due to rounding.

Effective Water Management and Supply

Next steps in reimagining Melbourne’s iconic waterways Refer to the output initiative for a description of this initiative. Fire and Emergency Management

Managing bushfire risk Refer to the output initiative for a description of this initiative. Management of Public Land and Forests

Creating a ring of new parkland in our growing suburbs Refer to the output initiative for a description of this initiative.

2019-20 Service Delivery Chapter 1 49 DEPARTMENT OF HEALTH AND HUMAN SERVICES

Output initiatives

Table 1.11: Output initiatives – Department of Health and Human Services ($ million) 2018-19 2019-20 2020-21 2021-22 2022-23 Acute Health Services Delivering the first stage of a new Melton Hospital .. 1.2 1.2 .. .. Health Complaints Commissioner .. 3.7 3.8 3.9 4.0 Meeting hospital services demand (a) .. 780.0 743.3 377.9 387.4 Nursing and Midwifery Workforce Development Fund (a) .. 20.0 10.0 10.0 10.0 Public IVF services to assist more families to achieve .. 2.0 ...... their dream Responding to people’s end of life care choices (a) .. 17.3 17.8 18.2 18.7 Standing with our hard-working health services staff .. 1.2 1.2 0.6 0.5 Stronger nurse and midwife to patient ratios .. 0.2 0.2 14.0 50.0 Ageing, Aged and Home Care A proudly multicultural Victoria – aged care .. 5.4 ...... Caring for our carers with more respite and support .. 12.3 12.4 12.4 12.4 Future provision of public sector residential aged care .. 26.9 ...... Ambulance Services Backing our paramedics to keep saving lives .. 13.0 13.3 13.7 13.9 Supporting ambulance services .. 45.9 47.1 48.3 49.5 Child Protection and Family Services Better assisting children in the statutory child .. 7.5 7.5 7.5 7.5 protection system Civil claims costs for historical institutional child abuse .. 20.0 ...... Commission for Children and Young People .. 3.9 4.0 4.1 4.2 Kinship care .. 25.2 26.2 27.0 27.7 Progressing the children and families reform agenda .. 13.4 9.6 .. .. Supporting vulnerable children in need 14.1 26.9 ...... Concessions to Pensioners and Beneficiaries Delivering food for Victorians in need .. 12.5 ...... Disability Services Disability worker registration scheme .. 9.5 ...... Drug Services Addressing drug harms .. 2.1 2.1 .. .. Family Violence Service Delivery Building from Strength: 10-Year Industry Plan for .. 3.1 ...... Family Violence Prevention and Response Everybody Matters: inclusion and equity .. 0.9 1.3 1.7 1.9 Family violence and sexual assault therapeutic support .. 3.3 2.9 3.0 3.1 Perpetrator responses .. 22.5 20.9 20.3 21.3 Housing Assistance Collingwood Housing Estate upgrade (b) .. 0.0 ...... Family violence refuge and crisis case management .. 6.8 7.8 4.6 4.7 response Gas heater servicing and replacement scheme 21.9 8.9 ...... National Housing and Homelessness Agreement (c) .. 24.7 25.5 26.3 27.0 Responding to homelessness .. 25.2 25.2 .. ..

50 Chapter 1 2019-20 Service Delivery 2018-19 2019-20 2020-21 2021-22 2022-23 Mental Health Better mental health care for our emergency workers .. 0.5 0.4 2.4 2.7 Critical mental health service demand (a) .. 26.1 41.5 .. .. Mental Health Complaints Commissioner .. 1.2 1.3 .. .. Mental Health Tribunal .. 1.6 1.6 .. .. Royal Commission into Mental Health – additional .. 1.8 1.8 .. .. support Stepping in to support asylum seekers .. 3.0 ...... Victorian Fixated Threat Assessment Centre .. 16.2 ...... Primary, Community and Dental Health Free dental care for government school students .. 25.2 92.1 97.9 106.7 More help for new Victorian mums and dads .. 17.9 19.8 22.5 30.5 Public Health HIV prevention – community-based rapid testing .. 0.7 0.7 0.7 0.7 Merri Health Moreland Road Facility .. 0.3 ...... Protecting Victoria’s leadership in health and medical .. 49.5 67.0 .. .. research SunSmart .. 3.2 4.1 4.0 3.8 Victorian Assisted Reproductive Treatment Authority .. 1.0 1.0 1.0 1.1 Total output initiatives (d) 36.1 1 293.4 1 214.3 721.9 789.1 Source: Department of Treasury and Finance Notes: (a) These initiatives contribute to activity that attracts Commonwealth funding under the National Health Reform Agreement. Estimates of the Commonwealth’s contribution are included. (b) Funding represented as 0.0 due to rounding. (c) Comprises State Government funding only. (d) Table may not add due to rounding.

Acute Health Services

Delivering the first stage of a new Melton Hospital Funding will be provided to commence planning for a new Melton Hospital, which will increase access to high-quality health services in this fast-growing area. Planning will determine the capacity and range of services, and how it will link into services at other hospitals in the region, including the new Footscray Hospital over the long-term. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Health and Human Services’ Admitted Services output.

Health Complaints Commissioner Funding will be provided to enable the Health Complaints Commissioner to continue resolving complaints about health service providers and the handling of health information, conducting investigations and reviewing health complaints data to help providers improve the quality of their services. This initiative contributes to the Department of Health and Human Services’ Admitted Services output.

2019-20 Service Delivery Chapter 1 51 Meeting hospital services demand Funding will be provided to respond to growing patient demand across Victoria. This includes additional funding for emergency department presentations, critical care admissions, elective surgery, maternity admissions, outpatient services, sub-acute care services, chemotherapy treatments and radiotherapy treatments. This initiative contributes to the Department of Health and Human Services’: • Acute Training and Development output; • Admitted Services output; • Emergency Services output; • Non-Admitted Services output; and • Small Rural Services – Acute Health output.

Nursing and Midwifery Workforce Development Fund A Nursing and Midwifery Workforce Development Fund will be established to retain, recruit and train more nurses and midwives in Victoria. The Registered Nurse and Midwife Graduate Program will be expanded and a graduate program for Enrolled Nurses will be established for the first time, which will employ 400 nurses over the next four years. The Fund will also provide: • up to 400 postgraduate scholarships for current nurses and midwives; • more than 400 places in programs such as the Postgraduate Midwifery Employment Program; and • a refresher program for up to 800 nurses and midwives currently registered but not practicing so they can re-enter the workforce. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Health and Human Services’ Acute Training and Development output.

Public IVF services to assist more families to achieve their dream Funding will be provided to develop a business case to establish public IVF services that are bulk-billed and subsidised for low-income Victorians. These will be provided in metropolitan Melbourne and at least one regional location. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Health and Human Services’ Non-Admitted Services output.

52 Chapter 1 2019-20 Service Delivery Responding to people’s end of life care choices Support will be continued for Victorians requiring end of life care, including home-based palliative care in rural and regional Victoria and regional palliative care consultancy. The 24-hour support line will also be continued, giving people access to expert advice and counselling. This initiative contributes to the Department of Health and Human Services’: • Admitted Services output; and • Non-Admitted Services output.

Standing with our hard-working health services staff Training will enhance the skills of 1 000 frontline health service workers to recognise and respond to occupational violence. In addition, 100 scholarships will be offered for health service workers to undertake courses such as Certificate III in Non-Emergency Patient Transport, Certificate IV in Health Care, Diploma of Paramedical Science and security officer training. These scholarships, along with a capped fund to supplement employee wages, will ensure health service workers can train while maintaining their income. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Health and Human Services’ Acute Training and Development output.

Stronger nurse and midwife to patient ratios More than 500 nurses and midwives will be hired as part of further improvements to the Safe Patient Care (Nurse to Patient and Midwife to Patient Ratios) Amendment Act 2019. These improvements will increase nurse and midwife to patient ratios in rehabilitation, mental health, special care nurseries and medical surgery wards. The changes will also upgrade Warrnambool Hospital to a level 2 hospital to reflect increasing demand. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Health and Human Services’ Admitted Services output.

2019-20 Service Delivery Chapter 1 53 Ageing, Aged and Home Care

A proudly multicultural Victoria – aged care Funding will be provided to upgrade facilities at seven multicultural aged care providers: • Assisi Aged Care (Rosanna); • Elderly Chinese Home (Parkville); • Fronditha Care; • Jewish Care; • Kalyna Care (Delahey); • On Luck Nursing Home (Donvale); and • RusCare (Dandenong). Funding will also be provided to purchase land for three multicultural aged care facilities. This will help improve and expand aged care services for culturally and linguistically diverse Victorians. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Health and Human Services’ Residential Aged Care output. Caring for our carers with more respite and support Victorian carers will benefit from increased support through the following initiatives: • providing an additional 100 000 respite hours per year, including expanded eligibility for carers of people with a mental illness and younger carers; • expanding access to public transport travel concessions for full-fare paying carers; • free public transport across Victoria for carers during National Carers Week; and • grants to both grassroots and statewide carer support groups, focused on regional areas and under-recognised carer groups. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Health and Human Services’ Aged Support Services output.

Future provision of public sector residential aged care Public sector residential aged care services will be funded to continue providing high quality care to vulnerable aged persons, including those with mental health issues. This initiative contributes to the Department of Health and Human Services’: • Clinical Care output; and • Residential Aged Care output.

54 Chapter 1 2019-20 Service Delivery Ambulance Services

Backing our paramedics to keep saving lives A 23-vehicle surge fleet will be deployed across Victoria to improve emergency ambulance availability and reduce paramedic fatigue. Ocean Grove and Gisborne branches will be upgraded, and new stations will be built in Clyde North and East Bentleigh. An additional 90 paramedics will be employed to facilitate the upgrade of 15 single officer branches to dual-officer crewing, base MICA officers in Ararat and Bellarine, and new resources at Churchill, Geelong, Gisborne, Bendigo region and South-Barwon region to meet higher demand for ambulance services across Victoria. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Health and Human Services’: • Ambulance Emergency Services output; and • Ambulance Non-Emergency Services output.

Supporting ambulance services Additional services will be provided to respond to growing demand for ambulances across Victoria. Funding will also continue Ambulance Victoria’s secondary triage service, maintain non-emergency transport capacity and sustain access to services. This initiative contributes to the Department of Health and Human Services’: • Ambulance Emergency Services output; and • Ambulance Non-Emergency Services output. Child Protection and Family Services

Better assisting children in the statutory child protection system A continued expansion of the child protection workforce will be funded to support children at risk of neglect and abuse. These workers will respond to reports from an expansion of mandatory reporting of child physical or sexual abuse to groups such as early childhood workers, youth justice workers, and registered psychologists. This initiative contributes to the Department of Health and Human Services’ Child Protection and Family Services output.

Civil claims costs for historical institutional child abuse The management and settlement of civil claims for historical institutional child abuse will be continued, with additional funding provided to meet forecast liabilities in 2019-20.

Commission for Children and Young People Funding will be provided to enable the Commission for Children and Young People to continue to oversee the safety and quality of care for children and safeguard their rights and dignity. This initiative contributes to the Department of Health and Human Services’ Child Protection and Family Services output.

2019-20 Service Delivery Chapter 1 55 Kinship care The Government’s new model of kinship care which commenced in 2018 will be funded ongoing. It will support kinship carers and children and young people living in kinship care. This initiative will provide dedicated kinship care workers, help identify kinship networks earlier, reunite more children safely with their families and improve placement stability, which will improve outcomes for children and reduce entry into residential care and other more intensive child protection services. This initiative contributes to the Department of Health and Human Services’ Child Protection and Family Services output.

Progressing the children and families reform agenda Funding will be provided to continue the reform of the Children and Families sector, moving it from a crisis response to early intervention and prevention. The Better Futures initiative will continue to support young people leaving the care system. Trials of three innovative new models of out of home care – Treatment Foster Care Oregon, Keep Embracing Your Success (KEYS) and Sibling Support and Placement Service – will be maintained to build the evidence base for initiatives that support children to reach their potential. Aboriginal children and families involved in the child protection system will be provided with services and support to remain connected to their culture. The funding will also include continued support for Care Leaver support groups and advocacy. This initiative contributes to the Department of Health and Human Services’ Child Protection and Family Services output.

Supporting vulnerable children in need Funding will be provided to meet demand for care of children who are unable to live with their families. Further assistance will be provided to children with significant disability support needs who require residential care or a facility-based shared care placement, which is not currently provided under the NDIS. Flexible support packages for carers of children on permanent care orders will be continued. Maintenance works will also be delivered in care services properties. This initiative contributes to the Department of Health and Human Services’ Child Protection and Family Services output. Concessions to Pensioners and Beneficiaries Delivering food for Victorians in need A business case will be developed to inform the establishment of additional Foodbank Victoria hubs. These hubs will serve as centralised regional warehouses as part of its fresh food distribution network. $2.5 million will also be provided to the FareShare charity kitchen in Abbotsford to enable them to expand their efforts in collecting food and cooking meals for Victorians in need. This initiative contributes to the Department of Health and Human Services’ Concessions to Pensioners and Beneficiaries output.

56 Chapter 1 2019-20 Service Delivery Disability Services Disability worker registration scheme Funding will be provided to implement a disability worker registration scheme, with the establishment of the Disability Worker Registration Board of Victoria and the Victorian Disability Worker Commissioner. These bodies will operate a regulatory scheme for disability workers, and deal with breaches of the code of conduct, to support the development of a quality disability workforce as Victoria transitions to the NDIS. This initiative contributes to the Department of Health and Human Services’ Disability Services output. Drug Services

Addressing drug harms Existing and new nasal spray forms of the drug naloxone and essential training will be rolled out across Victoria reaching over 25 000 people each year. Additional needle and syringe products will also be provided to help address drug harms across Victoria. The Government will also increase access hours to the Medically Supervised Injecting Room to save more lives. This initiative contributes to the Department of Health and Human Services’: • Drug Prevention and Control output; and • Drug Treatment and Rehabilitation output. Family Violence Service Delivery

Building from Strength: 10-Year Industry Plan for Family Violence Prevention and Response Funding will be provided to continue to grow the family violence service delivery workforce and strengthen its capability, including through practical placements for students under the Industry Plan for Family Violence Prevention and Response. This initiative contributes to the Department of Health and Human Services’ Family Violence Service Delivery output.

Everybody Matters: inclusion and equity Funding will be provided to strengthen family violence responses for people with a disability in Orange Doors to ensure victim survivors with disability are appropriately supported. In addition, the Rainbow Tick accreditation scheme will continue to be rolled out across all family violence services to provide additional support to lesbian, gay, bisexual, transgender and intersex (LGBTI) victim survivors. This initiative contributes to the Department of Health and Human Services’ Family Violence Service Delivery output.

2019-20 Service Delivery Chapter 1 57 Family violence and sexual assault therapeutic support Additional funding will be provided to continue therapeutic support for victims of family violence and sexual assault, including new therapeutic approaches for women and children with disabilities. Early intervention treatment services will also continue to be funded to include children and young people up to the age of 17 who exhibit sexually abusive behaviours. This initiative contributes to the Department of Health and Human Services’ Family Violence Service Delivery output. Perpetrator responses Funding will be provided to promote behaviour change of perpetrators of family violence through behavioural change programs, intensive engagement of perpetrators with complex needs and extending a pilot of the Caring Dads program. This initiative contributes to the Department of Health and Human Services’ Family Violence Service Delivery output. Housing Assistance Collingwood Housing Estate upgrade Funding will be provided for upgrades and improvements at the Collingwood Housing Estate, to improve the amenity of the estate for the benefit of tenants and the wider community. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Health and Human Services’ Housing Assistance output. Family violence refuge and crisis case management response Case management for family violence victim survivors will continue with support expanded to provide 24/7 access to women’s refuges, additional places in redeveloped refuges and support for victim survivors in emergency accommodation. Funding will also be provided to continue to support family violence victim survivors who have no income, install CCTV cameras in the Centre Against Violence women’s refuge in Victoria’s north-east, for family violence specialist children’s counselling services in Wodonga and Wangaratta, and for family violence counselling services and an upgrade of crisis accommodation in Horsham. This initiative contributes to the Department of Health and Human Services’ Housing Assistance output. Gas heater servicing and replacement scheme Funding will be provided to commence an enhanced gas heater servicing program and a gas heater replacement program within public housing properties. For further information relating to the statewide gas heater safety awareness campaign, refer to the Gas heater safety program description under the Department of Environment, Land, Water and Planning. This initiative contributes to the Department of Health and Human Services’ Housing Assistance output.

58 Chapter 1 2019-20 Service Delivery National Housing and Homelessness Agreement Funding will be provided to support vulnerable people who are homeless, or at risk of homelessness, including people exiting institutional care, veterans, people who have experienced family violence and Aboriginal and Torres Strait Islander people. This funding will match the Commonwealth’s contribution to homelessness services under the National Housing and Homelessness Agreement. This initiative contributes to the Department of Health and Human Services’ Housing Assistance output.

Responding to homelessness Funding will be provided to continue to deliver homelessness services, including after-hours support for people in housing crisis, on-site treatment services in three crisis support accommodation services, and help for people at risk of homelessness to access private rental housing. Funding is also provided to continue supporting 40 young people who live at the Kangan Education Youth Foyer to achieve their educational and life goals. This initiative contributes to the Department of Health and Human Services’ Housing Assistance output. Mental Health

Better mental health care for our emergency workers Refer to the description under the Department of Justice and Community Safety for a description of this initiative.

Critical mental health service demand While the Royal Commission into Mental Health undertakes its wide-ranging inquiry, funding will be targeted to key critical investments including an additional 28 inpatient beds, more intensive services at three prevention and recovery care facilities and additional community service hours for more than 7 000 new clients. In addition, the capacity of the nurse transition program will be increased, and more support provided to psychiatrists, in response to workforce pressures. This initiative contributes to the Department of Health and Human Services’ Clinical Care output.

Mental Health Complaints Commissioner Funding will be provided for two years to enable the Mental Health Complaints Commissioner to continue safeguarding rights, resolving complaints about Victorian public mental health and recommending improvements for service and system improvements. This initiative contributes to the Department of Health and Human Services’ Mental Health Community Support Services output.

2019-20 Service Delivery Chapter 1 59 Mental Health Tribunal Funding will be provided to ensure the Mental Health Tribunal continues to protect the rights of mental health patients receiving compulsory treatment. This initiative contributes to the Department of Health and Human Services’ Mental Health Community Support Services output.

Royal Commission into Mental Health – additional support While the Royal Commission undertakes its wide-ranging inquiry, additional support will be provided for the Office of the Chief Psychiatrist and for a campaign to reduce the stigma around mental health. This initiative contributes to the Department of Health and Human Services’ Clinical Care output.

Stepping in to support asylum seekers Funding will be provided for services to asylum seekers living in the Victorian community, following Commonwealth Government cuts to eligibility for the Status Resolution Support Services program in 2018. Support will be provided for those with the most acute need, and with pre-arrival experiences of trauma, torture and family loss and separation, to reduce the long-term consequences and deterioration of physical and mental health, including children and young people. Funding will go towards mental health and trauma counselling, material aid (food, clothing), health assistance and subsidised medications, housing assistance and case coordination, while their applications for asylum are being processed. This initiative contributes to the Department of Health and Human Services’ Mental Health Community Support Services output.

Victorian Fixated Threat Assessment Centre The Victorian Fixated Threat Assessment Centre will continue to deliver coordinated responses with co-located police and mental health clinicians to respond to serious threats of violence posed by people with complex needs. Specialised mental health services will continue to provide support to this cohort. This initiative contributes to the Department of Health and Human Services’ Clinical Care output. This initiative contributes to the Department of Justice and Community Safety’s Policing and Crime Prevention output.

60 Chapter 1 2019-20 Service Delivery Primary, Community and Dental Health

Free dental care for government school students Funding will be provided to commence the roll out of free dental care each year to Victorian Government School students. The program will be demand driven. At full roll out, oral health teams will visit all government primary and secondary schools once per year to conduct a dental check-up of all students and provide oral health education. Children who are identified as requiring follow-up treatment will be offered this treatment free of charge in a dental van that will separately visit the school. Alternatively, students will be able to access free follow-up treatment at a public dental service. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Health and Human Services’ Dental Services output.

More help for new Victorian mums and dads All parents with infants experiencing sleep and settling problems will benefit from dedicated sleep and settling specialists on the Maternal Child Health Line. Seven new early parenting centres will be established in Ballarat, Bendigo, Casey, Frankston, Geelong, Whittlesea and Wyndham. The Tweddle Child and Family Health Service and Queen Elizabeth Centre will be refurbished. Funding will be provided for free car seat fitting and safety checks. Around 35 000 new parents will receive a baby bundle and up to 7 000 vulnerable new families will receive extra home-based sleep support from a Maternal Child Health nurse. There will also be extra first-time parent group sessions. Newborn first-aid training will be made available for first-time parents whose children are born in public hospitals. Payroll tax exemptions will also be offered to employers to encourage fathers to take parental leave (refer to the Expand the payroll tax exemption to all types of parental leave revenue initiative for further information). This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Health and Human Services’ Maternal and Child Health output.

2019-20 Service Delivery Chapter 1 61 Public Health

HIV prevention – community-based rapid testing Funding will be provided to continue PRONTO!, Victoria’s existing community-based, rapid, peer-led HIV/STI testing service in Fitzroy. The service uses an innovative non-clinical and patient-centred approach to HIV/STI testing. This initiative contributes to the Department of Health and Human Services’ Health Protection output.

Merri Health Moreland Road Facility A grant will be provided to Merri Health to support increased service provision to vulnerable people and communities. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Health and Human Services’: • Community Health Care output; and • Dental Services output.

Protecting Victoria’s leadership in health and medical research Funding will be provided to maintain Victoria’s position as a leader in health and medical research through: • the establishment of the Australian Drug Discovery Centre at the Walter and Eliza Hall Institute for Medical Research, building additional capability in high throughput drug screening and supporting this critical step in the translation of biomedical research discoveries into new drugs for patients; • the Australian Clinical Trials Network ‘TrialHub’ on the Alfred Hospital site, which will increase access to clinical trials, particularly for patients living in regional and rural communities; • the establishment of a Gamma Knife Service at Peter MacCallum Cancer Centre, which will provide a greater range of treatment options for cancer patients; and • further planning for the Aikenhead Centre for Medical Discovery at St Vincent’s Hospital, Australia’s first research and education centre for biomedical engineering. The Centre will bring together doctors, scientists and researchers to focus on chronic conditions such as arthritis, cancer, diabetes, cardiovascular disease and cutting-edge treatments and technologies including robotic hands, heart tissue engineering and spinal cord repair. An Aboriginal research accord will also be developed to embed culturally sensitive practices in medical research.

62 Chapter 1 2019-20 Service Delivery The Murdoch Children’s Research Institute will also receive funding to support the Generation Victoria ‘Gen V’ initiative, which aims to improve community health by tracking and analysing the health outcomes of a cohort of Victorian children over time. This funding will enable the participation of the Gen V 2020 cohort of 100 000 babies and support the Gen V Solutions Hub coordination, activities and outputs. This component of the initiative delivers on the Government’s election commitment, ‘Murdoch Children’s Research Institute’, as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Health and Human Services’ Public Health Development, Research and Support output.

SunSmart Grants will be provided to schools and community groups to increase shading and provide hats, sunscreen and other sun protection measures. Additional funding will also be provided for Victoria’s SunSmart campaign to increase community awareness of skin cancer and promote early detection and intervention. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Health and Human Services’ Health Protection output.

Victorian Assisted Reproductive Treatment Authority Funding will be provided to enable the Victorian Assisted Reproductive Treatment Authority to continue administering the registration system of assisted reproductive treatment providers and providing public education about assisted reproductive treatment procedures. It also enables the continued management of central and voluntary registers of donors and donor-conceived persons, which includes counselling support services. This initiative contributes to the Department of Health and Human Services’ Public Health Development, Research and Support output.

2019-20 Service Delivery Chapter 1 63 Asset initiatives

Table 1.12: Asset initiatives – Department of Health and Human Services ($ million) 2018-19 2019-20 2020-21 2021-22 2022-23 TEI Acute Health Services Angliss Hospital expansion .. 0.1 0.2 1.7 2.6 4.6 Building a better hospital for Melbourne’s .. tbc tbc tbc tbc 1 430.0 inner west (a) Building a world-class hospital for Frankston .. 6.0 ...... 6.0 families Clinical technology refresh .. 13.0 ...... 13.0 Engineering infrastructure and medical .. 60.0 ...... 60.0 equipment replacement programs Planning for new children’s emergency .. 3.0 3.0 .. .. 5.9 departments Royal Children’s Hospital expansion .. 7.0 21.0 3.4 .. 31.4 Ten new community hospitals to give patients .. 2.0 ...... 2.0 the best care Ageing, Aged and Home Care A proudly multicultural Victoria – aged care .. 0.2 21.6 .. .. 21.8 Wantirna Aged Care Redevelopment .. 6.0 45.0 27.0 3.6 81.6 Ambulance Services Backing our paramedics to keep saving lives .. 8.0 10.9 20.0 16.0 54.9 Child Protection and Family Services Supporting vulnerable children in need .. 0.8 ...... 0.8 Housing Assistance Building new homes to fight homelessness 33.5 79.6 68.2 27.8 209.1 Family violence refuge and crisis case .. 0.1 ...... 0.1 management response Primary, Community and Dental Health More help for new Victorian mums and dads .. 9.2 24.2 32.7 32.7 123.0 Total asset initiatives (b) .. 148.8 205.4 152.9 82.6 2 044.1 Source: Department of Treasury and Finance Notes: (a) This builds on $65 million of funding provided in previous budgets. The TEI excludes financing costs. (b) Table may not add due to rounding.

Acute Health Services

Angliss Hospital expansion Planning will commence for the next stage of the Angliss Hospital expansion at Ferntree Gully, which will provide additional hospital beds, upgrade infrastructure and support the re-accommodation of clinical functions. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Health and Human Services’ Admitted Services output.

64 Chapter 1 2019-20 Service Delivery Building a better hospital for Melbourne’s inner west A new 504-bed Footscray Hospital will be built in Footscray to cater for the growing demand for health services in Melbourne’s inner west. It will boost capacity and services in outpatients, palliative care and mental health services. This will cut waiting times and allow almost 15 000 additional patients to be treated. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Health and Human Services’ Admitted Services output.

Building a world-class hospital for Frankston families Planning will commence on the redevelopment of Frankston Hospital that will provide new hospital beds, operating theatres, expanded child and maternal health services, a new oncology ward, oncology day clinic and areas dedicated to mental health services. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Health and Human Services’ Admitted Services output.

Clinical technology refresh The technical infrastructure required to support and deliver patient-related services such as diagnostic imaging, patient management systems and electronic medical records will be upgraded. This will improve operational stability of the delivery of information related to patient diagnostics and other clinical services to the point-of-care and enhance cyber security. This initiative contributes to the Department of Health and Human Services’ Admitted Services output.

Engineering infrastructure and medical equipment replacement programs Critical engineering infrastructure that has reached the end of its useful life will be replaced in selected metropolitan, rural and regional hospitals. This includes lifts, boilers, insulation, communication systems and electrical upgrades, and will enable the continuity of health service delivery and compliance with regulatory requirements. Critical medical equipment supporting operating suites, emergency departments, surgical wards, intensive care units, neonatal and maternity services, and specialist areas will also be replaced. This will reduce risks to patients and staff and improve service availability. This initiative contributes to the Department of Health and Human Services’ Admitted Services output.

2019-20 Service Delivery Chapter 1 65 Planning for new children’s emergency departments Planning will commence for dedicated children’s emergency departments at Northern Hospital, Frankston Hospital, Casey Hospital, Maroondah Hospital and Geelong University Hospital. This will reconfigure or expand emergency departments to ensure children have privacy and receive appropriate care. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Health and Human Services’ Admitted Services output.

Royal Children’s Hospital expansion Funding will be provided for 30 new in-patient beds and an expansion of the emergency department to cater for growing demand. This will enable the hospital to continue delivering world-class health care. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Health and Human Services’ Admitted Services output.

Ten new community hospitals to give patients the best care Funding will be provided to plan the construction and expansion of 10 community hospitals in Craigieburn, Cranbourne, Pakenham, Phillip Island, Sunbury, Torquay, the City of Whittlesea, Eltham Area, Point Cook and Fishermans Bend. This investment will increase capacity and ensure patient access to high-quality health care services in key growth areas. Priority will also be given to acquire land at Phillip Island. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Health and Human Services’ Admitted Services output.

66 Chapter 1 2019-20 Service Delivery Ageing, Aged and Home Care A proudly multicultural Victoria – aged care Refer to the output initiative for a description of this initiative. Wantirna Aged Care Redevelopment A new 120-bed aged care facility will be constructed at Wantirna Health, which will include 60 high-care beds and 60 aged care mental health beds and complement the existing geriatric medicine hospital and palliative care services already offered at the site. It will also accommodate the relocation of aged care patients during the Angliss Hospital Stage 2 expansion. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018, and follows Stage 1 of the modernisation of Melbourne’s public sector residential aged care – the construction of a new 90-bed aged care facility at St George’s Health Service in Kew. This initiative contributes to the Department of Health and Human Services’: • Clinical Care output; and • Residential Aged Care output. Ambulance Services Backing our paramedics to keep saving lives Refer to the output initiative for a description of this initiative. Child Protection and Family Services Supporting vulnerable children in need Refer to the output initiative for a description of this initiative. Housing Assistance Building new homes to fight homelessness Funding will deliver 160 dwellings of the 1 000 new homes to fight homelessness in 2019-20. The initiative will provide homes for around 1 800 Victorians, with a focus on meeting the shortfall of one and two-bedroom properties as a priority. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Health and Human Services’ Housing Assistance output. Family violence refuge and crisis case management response Refer to the output initiative for a description of this initiative. Primary, Community and Dental Health More help for new Victorian mums and dads Refer to the output initiative for a description of this initiative.

2019-20 Service Delivery Chapter 1 67 DEPARTMENT OF JOBS, PRECINCTS AND REGIONS

Output initiatives

Table 1.13: Output initiatives – Department of Jobs, Precincts and Regions ($ million) 2018-19 2019-20 2020-21 2021-22 2022-23 Agriculture Master planning for the Royal Melbourne Showgrounds .. 1.5 ...... Rehoming pets and supporting low-cost veterinary clinics .. 0.9 0.8 0.8 0.8 Rural Financial Counselling Service .. 1.7 ...... Strengthening Victoria’s biosecurity system .. 34.3 35.1 36.1 37.0 Supporting recreational hunters and sporting shooters .. 3.5 3.5 3.5 3.5 Taking our local produce to the world .. 2.6 2.5 2.5 2.5 Creative Industries Australian Centre for the Moving Image redevelopment .. 2.8 ...... Creative State – driving the growth of the Victorian .. 6.4 ...... creative industries Indian Cinema and Bollywood Attraction Fund .. 1.0 1.0 1.0 .. Silo art and large-scale murals .. 0.3 0.3 0.3 0.3 Sustaining the successful NGV exhibition model .. 15.9 15.9 15.9 .. Victoria Live 0.5 4.5 4.5 4.5 .. Victorian Screen Industry .. 6.2 ...... Industry, Innovation and Small Business Small business services and support .. 2.5 ...... Jobs Jobs Victoria .. 8.8 ...... Priority Precincts and Suburban Development Establishing the Priority Precincts portfolio .. 6.3 6.3 6.3 6.3 Suburban revitalisation .. 3.5 ...... Resources Protecting raw materials for Victoria’s infrastructure pipeline .. 4.0 4.0 2.6 2.6 State of Discovery: growing confident communities and .. 0.8 0.8 0.3 0.3 responsible mining Sport, Recreation and Racing Boosting jobs and investment in Victorian racing 9.6 38.3 28.1 18.0 18.0 Community Cricket Program 0.5 2.9 3.4 3.4 3.4 Grassroots Boost for the World Game (a) .. 8.4 4.4 4.4 4.4 Metropolitan and statewide local sports grants .. 55.7 43.3 14.9 2.6 Netball Game Development Officers .. 0.7 0.7 0.7 0.7 Racing into a new era for motor sport .. 1.9 1.9 1.9 1.9 State Sport Centres Trust .. 10.7 ...... Support growth of golf clubs around Victoria .. 6.7 0.8 .. .. Victoria: The Basketball Capital of Australia – .. 5.0 ...... high-performance basketball hubs Victoria: The Basketball Capital of Australia – .. 5.0 78.0 .. .. State Basketball Centre redevelopment and Knox Arena business case Whitten Oval preliminary design .. 1.0 ......

68 Chapter 1 2019-20 Service Delivery 2018-19 2019-20 2020-21 2021-22 2022-23 Tourism and Major Events Scenic railway to boost tourism in the Yarra Valley .. 1.3 1.3 1.3 .. Securing Victoria’s leadership in a new era of tourism: .. 32.0 ...... building the visitor economy Trade and Global Engagement Inbound trade missions and World Expo 2020 .. 4.0 1.0 .. .. Total output initiatives (b) 10.6 281.0 237.4 118.2 84.1 Source: Department of Treasury and Finance Notes: (a) Includes $6.1 million of funding in 2019-20 sourced from the metropolitan and statewide local sports grants initiative. (b) Table may not add due to rounding.

Agriculture Master planning for the Royal Melbourne Showgrounds Funding will be provided to contribute to the delivery of a master plan for the redevelopment of the Royal Melbourne Showgrounds. This initiative contributes to the Department of Jobs, Precincts and Regions’ Agriculture output. Rehoming pets and supporting low-cost veterinary clinics Grants will be provided to support equipment upgrades and expansion of services for animal shelters, community foster carers and veterinary clinics offering low-cost services. This will support an improved quality of domestic dog and cat welfare across Victoria. Funding will also be provided to the Greyhound Adoption Program to pilot a nursing home adoption program. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Jobs, Precincts and Regions’ Agriculture output. Rural Financial Counselling Service Funding will be provided to the Rural Financial Counselling Service to continue to provide free financial counselling to farming and related small businesses suffering financial hardship. This initiative contributes to the Department of Jobs, Precincts and Regions’ Agriculture output. Strengthening Victoria’s biosecurity system Victoria’s food and fibre sector will be protected through an expanded and strengthened biosecurity system. Funding will expand critical capabilities in Victoria’s biosecurity services, ensuring Victoria is better prepared to manage and respond to escalating biosecurity risks, minimising impacts on the agricultural sector and the community. This will also support trade and market access by helping to meet the increasing demand from export markets for quality assurance. This initiative contributes to the Department of Jobs, Precincts and Regions’ Agriculture output.

2019-20 Service Delivery Chapter 1 69 Supporting recreational hunters and sporting shooters Staffing at the Game Management Authority will be increased to improve local enforcement, compliance with hunting regulations and stakeholder engagement. The Shooting Sports Facilities Program will continue to improve the quality and sustainability of shooting sports facilities and activities across Victoria. This will provide increased opportunities for Victorians to safely participate in shooting sports, develop the elite sport with events and development programs, and improve the sustainability of clubs. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Jobs, Precincts and Regions’: • Agriculture output; and • Sport, Recreation and Racing output. Taking our local produce to the world Funding will be provided to help Victoria’s small-scale and craft food and beverage producers to promote and grow their businesses. Grants of up to $200 000 will be available to producers who can show that the investment will help them scale up their operations, create local jobs and increase our agricultural exports. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Jobs, Precincts and Regions’ Agriculture output. Creative Industries Australian Centre for the Moving Image redevelopment Funding will be provided to further support the Australian Centre for the Moving Image (ACMI) redevelopment project in Federation Square. This initiative contributes to the Department of Jobs, Precincts and Regions’ Cultural Infrastructure and Facilities output. Creative State – driving the growth of the Victorian creative industries Funding will be provided to continue delivering actions from the Creative State Strategy and other programs, including: • The Creators Fund, which supports creative practitioners to undertake sustained periods of intensive creative development, research and experimentation; • funding for internationally known projects such as AsiaTOPA, Dance Massive and MPavilion; • funding for regional creative industries projects; and • Music Works, which will continue to support contemporary music artists to perform and record music. In addition, the Music Under Wings mentoring and development program will be available for emerging musicians to access guidance and support. This initiative contributes to the Department of Jobs, Precincts and Regions’ Creative Industries Access, Development and Innovation output.

70 Chapter 1 2019-20 Service Delivery Indian Cinema and Bollywood Attraction Fund Funding will be provided to establish a dedicated Indian Cinema and Bollywood Attraction Fund to attract Indian screen projects to Victoria and to support the State’s local film industry. Film Victoria will work with Indian production companies to attract projects that create local jobs and enhance Victoria as a destination for Indian screen productions. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Jobs, Precincts and Regions’ Creative Industries Portfolio Agencies output.

Silo art and large-scale murals Funding will be provided for a grants program to create silo art and large-scale murals. This will support artists to increase their profile and provide business and tourism benefits to communities that feature the art. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Jobs, Precincts and Regions’ Creative Industries Access, Development and Innovation output.

Sustaining the successful NGV exhibition model Funding will be provided to continue the National Gallery of Victoria (NGV) Summer Program, deliver the NGV Triennial of Contemporary Art and Design, and support permanent exhibitions, maintenance, collections management and other operations at the NGV. This initiative contributes to the Department of Jobs, Precincts and Regions’ Creative Industries Portfolio Agencies output.

Victoria Live The Government will stage a winter music festival, which will boost local business and tourism. This festival will showcase Victoria’s live music scene and will include a mix of free and ticketed events across the State. Diverse music activities will also be delivered to engage families and audiences of all ages at key venues and laneways. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Jobs, Precincts and Regions’ Creative Industries Access, Development and Innovation output.

2019-20 Service Delivery Chapter 1 71 Victorian Screen Industry Funding will be provided for a package of screen and games industry initiatives delivered by Film Victoria including: • development and production of film and television content; • professional development support for creative and crew roles, making them industry-ready practitioners; • development of a Victorian Screen Industry Diversity and Inclusion Strategy; and • digital games industry development. This initiative contributes to the Department of Jobs, Precincts and Regions’ Creative Industries Portfolio Agencies output. Industry, Innovation and Small Business

Small business services and support The Government will continue supporting small and medium-sized Victorian businesses through inclusive mentoring services, workshops, online information, and the Business Victoria Local Events Program that supports local business communities. This initiative contributes to the Department of Jobs, Precincts and Regions’ Industry, Innovation and Small Business output. Jobs

Jobs Victoria Funding will be provided to expand Jobs Victoria, including the Jobs Victoria Employment Network. These programs provide training and job search support to disadvantaged jobseekers to help these cohorts enter into sustained employment. The Government will also partner with businesses to help overcome impediments to employment for disadvantaged jobseekers. This initiative contributes to the Department of Jobs, Precincts and Regions’ Jobs output.

72 Chapter 1 2019-20 Service Delivery Priority Precincts and Suburban Development

Establishing the Priority Precincts portfolio Funding will be provided to establish the Priority Precincts portfolio. This new portfolio will help design, deliver and coordinate the State’s planning and infrastructure investments according to best-practice. It will also ensure that precincts are appropriate to local needs and will help deliver long-term productivity gains. This initiative contributes to the Department of Jobs, Precincts and Regions’ Priority Precincts and Suburban Development output.

Suburban revitalisation Funding will be provided to continue the Broadmeadows Town Centre and Frankston Station revitalisation projects. Activities include investigating and planning an Integrated GovHub and Innovation Hub, master planning for affordable housing, place activation programs in Broadmeadows and Frankston, youth engagement and pathway support programs. Seed funding will also be provided to commence priority projects that will be community-led. These works will support local communities through a range of improvements to amenities, addressing social disadvantage through youth and family engagement programs, and facilitating new economic development opportunities. This initiative contributes to the Department of Jobs, Precincts and Regions’ Priority Precincts and Suburban Development output. Resources

Protecting raw materials for Victoria’s infrastructure pipeline Funding will be provided to conduct further strategic resource, transport and land use planning to identify strategic extractive resource supply, deposits and critical transport networks. An extractives geoscience program will also be implemented to secure the rock, sand and other related extractive resources needed for Victoria’s record infrastructure pipeline. This initiative contributes to the Department of Jobs, Precincts and Regions’ Resources output.

State of Discovery: growing confident communities and responsible mining The mining sector will be supported through market analysis of minerals commodities, the establishment of a business accelerator and a Mining Equipment, Technology and Services hub to support small and medium enterprises in the mining sector to innovate and grow. Funding will also be provided to establish a Community Benefits Scheme to support community-based projects in communities hosting minerals sector activity. This initiative contributes to the Department of Jobs, Precincts and Regions’ Resources output.

2019-20 Service Delivery Chapter 1 73 Sport, Recreation and Racing

Boosting jobs and investment in Victorian racing Funding will be provided to continue the Victorian Racing Industry Fund, upgrade greyhound training facilities and tracks and increase prize money across thoroughbred, greyhound and harness racing. The Victorian Racing Industry Fund provides grants for animal welfare initiatives, participant welfare initiatives, club infrastructure upgrades, breeding programs, integrity measures, training facilities and race-day attraction programs across Victoria. Increased prize money across the industry will ensure that Victoria will continue to host high-profile events and attract investment and jobs to help grow the sector. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Jobs, Precincts and Regions’ Sport, Recreation and Racing output.

Community Cricket Program Funding will be provided to develop up to six new Metropolitan Cricket and Community Centres, including Jubilee Park in Ringwood, and continue the Cricket Facilities grants program to enable local cricket clubs and councils to upgrade their sporting facilities. This will lead to improved infrastructure and support the development of cricketers across the community. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Jobs, Precincts and Regions’ Sport, Recreation and Racing output.

Grassroots Boost for the World Game Additional funding will be provided for the World Game Facilities Fund, which will provide grants for upgrades to community soccer facilities and development of new facilities to meet increased demand for soccer in Victoria. This initiative will also provide continued funding for the Our Game, Our Community project, which delivers soccer programs to encourage social cohesion and engage young people in their local communities. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Jobs, Precincts and Regions’ Sport, Recreation and Racing output.

74 Chapter 1 2019-20 Service Delivery Metropolitan and statewide local sports grants Grants will be provided to local councils and sporting organisations to deliver new and improved local community sports infrastructure throughout Victoria, increasing participation opportunities and improving accessibility for all cohorts of the community. This initiative contributes to the delivery of the Government’s election commitment, ‘Local Sports Grants’, as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Jobs, Precincts and Regions’ Sport, Recreation and Racing output.

Metropolitan and statewide sports grants • Build a sports oval at Berwick Chase • Upgrade Citizens Park, Richmond Primary School • Upgrade Eric Bell Reserve, Frankston • Fund a new home ground for Aspendale North Stingrays • Upgrade Eric Boardman Reserve, Sunbury • Fund a new pavilion at RF Miles Reserve • Upgrade facilities at Prahran Cricket Club in Seaford • Upgrade football, netball and cricket club • Fund masterplan for the upgrade of facilities at Brunswick AG Gillon Oval Mount Waverley Reserve • Upgrade Grange Reserve, Hoppers • Fund the Darebin Falcons Crossing • Grassroots Boost for the World Game • Upgrade Langama Park, Sunbury • Masterplan and upgrades Yarraville Oval • Upgrade Laurimar Recreation Reserve’s • Redevelop Robert Booth Reserve in Cricket Club in Doreen Hampton Park • Upgrade Lighting at Coatesville Tennis • Redevelop Roy Dore Reserve in Carrum Club • Support the development of netball in • Upgrade Lord Reserve, Carnegie Victoria: Build the Diamond Valley Sports • Upgrade Morton Park in Blackburn and Fitness Centre • Upgrade Mulgrave Reserve, Wheelers Hill • Support the development of netball in • Upgrade Narre Warren Bowls Club Victoria: Carrum Downs Recreation • Upgrade Olympic Park in West Heidelberg Reserve • Upgrade Pinks Reserve in Kilsyth • Support the development of netball in • Upgrade Prospect Hills Reserve, Narre Victoria: Murphy’s Reserve, Port Warren Melbourne • Upgrade Regents Park, Aspendale • Support the development of netball in • Victoria: Upgrade Jubilee Park in Upgrade Richmond Union Bowls Club Frankston • Upgrade Ross Reserve • Support the development of netball in • Upgrade Strathmore Bowls Club Victoria: Waverley Netball Centre, • Upgrade the pavilion at Lower Plenty Wheelers Hill Football, Netball and Cricket Club • Upgrade Bentleigh Recreation Reserve • Upgrade the pavilion at Marriott Waters • Upgrade Brunswick Street Oval in Fitzroy Reserve • Upgrade Central Reserve, Glen Waverley • Upgrade the Western Eagles Football Club in Albion

2019-20 Service Delivery Chapter 1 75 Netball Game Development Officers The Government will provide four netball game development officers in regional areas who will work in partnership with netball clubs to increase participation and create more supportive environments, leading to improved health outcomes for communities. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Jobs, Precincts and Regions’ Sport, Recreation and Racing output.

Racing into a new era for motor sport Funding will be provided to establish a Motor Sport Upgrades and Equipment Fund and a Motor Sports Club Assistance Program. Grants will be provided to improve infrastructure, promote increased participation and encourage diversity in motor sport at the local community level. This includes funding for investment planning for the Mildura Motor Sport and Community Precinct and funding for a new home for the Geelong Motocross Club. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Jobs, Precincts and Regions’ Sport, Recreation and Racing output.

State Sport Centres Trust Funding will be provided to support the State Sport Centres Trust (SSCT) to continue operations and undertake asset renewals. The SSCT is the statutory authority responsible for governing the Melbourne Sports Centre’s four venues; the Melbourne Sports and Aquatic Centre (MSAC), the State Netball and Hockey Centre, Lakeside Stadium and the MSAC Institute of Training. This initiative contributes to the Department of Jobs, Precincts and Regions’ Sport, Recreation and Racing output.

Support growth of golf clubs around Victoria Funding will be provided to support the growth of golf clubs around Victoria. Grants will be provided for minor upgrades and equipment at Eildon, Hepburn Springs, Ivanhoe, Latrobe, Merbein, Euroa, Ocean Grove, Neangar Park clubs and Albert Park Driving range. The package also includes funding for Stage 2 of the Golf Centre of Excellence which will enable the co-location of the Professional Golfers Association of Australia with Golf Australia and Golf Victoria in Sandringham. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Jobs, Precincts and Regions’ Sport, Recreation and Racing output.

76 Chapter 1 2019-20 Service Delivery Victoria: The Basketball Capital of Australia – high-performance basketball hubs Seven high-performance basketball hubs will be established in Ballarat, Bendigo, Geelong, north-western Melbourne, Shepparton, Traralgon and Werribee. These hubs will provide access to high-performance basketball training programs and will engage with the community to increase participation. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Jobs, Precincts and Regions’ Sport, Recreation and Racing output.

Victoria: The Basketball Capital of Australia – State Basketball Centre redevelopment and Knox Arena business case Planning will commence for the State Basketball Centre redevelopment project, including the Knox Arena. This project will enhance access to high-quality basketball facilities in the east of Melbourne. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Jobs, Precincts and Regions’ Sport, Recreation and Racing output.

Whitten Oval preliminary design Funding will be provided for preliminary designs for the Whitten Oval Master Plan. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Jobs, Precincts and Regions’ Sport, Recreation and Racing output.

2019-20 Service Delivery Chapter 1 77 Tourism and Major Events

Scenic railway to boost tourism in the Yarra Valley Funding will be provided to the Yarra Valley Railway to upgrade the remaining four kilometres of track and bridges from Healesville to Tarrawarra Estate and redevelop Healesville Railway Station. These upgrades will enhance experiences for locals and visitors to the area. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Jobs, Precincts and Regions’ Tourism and Major Events output.

Securing Victoria’s leadership in a new era of tourism: building the visitor economy Victoria’s visitor economy will be supported to continue marketing campaigns to encourage tourism visitation, particularly in regional Victoria. A more focused approach will be adopted in key tourism markets and funding will also be provided to continue partnership agreements with Regional Tourism Boards and other peak bodies in the tourism sector. This initiative contributes to the Department of Jobs, Precincts and Regions’ Tourism and Major Events output. Trade and Global Engagement

Inbound trade missions and World Expo 2020 Funding will be provided for up to four inbound trade missions and to enable Victoria’s participation in the 2020 World Expo. The inbound trade missions will bring international delegates to Victoria to connect them with Victorian businesses and industry. Information and training will also be provided to participating Victorian firms to help develop their export capability. These initiatives will showcase Victorian businesses to the world and support export and jobs growth. This initiative contributes to the Department of Jobs, Precincts and Regions’ Trade and Global Engagement output.

78 Chapter 1 2019-20 Service Delivery Asset initiatives

Table 1.14: Asset initiatives – Department of Jobs, Precincts and Regions ($ million) 2018-19 2019-20 2020-21 2021-22 2022-23 TEI Creative Industries Creative Victoria Cultural Facilities .. 5.0 ...... 5.0 Maintenance Fund Exhibition and experience program renewal – .. 4.5 ...... 4.5 Museums Victoria State Library Victoria redevelopment 7.0 ...... 7.0 Sport, Recreation and Racing State Sport Centres Trust .. 8.4 ...... 8.4 Victoria: The Basketball Capital of Australia – .. 6.5 6.5 .. .. 13.0 Melbourne Arena upgrades Total asset initiatives (a) 7.0 24.4 6.5 .. .. 37.9 Source: Department of Treasury and Finance Note: (a) Table may not add due to rounding.

Creative Industries

Creative Victoria Cultural Facilities Maintenance Fund Funding will be provided to maintain state-owned cultural facilities to address critical asset management risks, compliance issues and major maintenance items. This initiative contributes to the Department of Jobs, Precincts and Regions’ Creative Industries Portfolio Agencies output.

Exhibition and experience program renewal – Museums Victoria Funding will be provided for renewal of exhibitions at Melbourne Museum, the Immigration Museum, Scienceworks, and production of new Planetarium shows and exhibition maintenance. This initiative contributes to the Department of Jobs, Precincts and Regions’ Creative Industries Portfolio Agencies output.

State Library Victoria redevelopment Additional funding is provided for the State Library Victoria redevelopment. Redevelopments include expanding floor space, refurbishing Queen’s Hall, a designated area for children’s programming, and a media centre to showcase new and emerging technologies. This initiative contributes to the Department of Jobs, Precincts and Regions’ Creative Industries Portfolio Agencies output.

2019-20 Service Delivery Chapter 1 79 Sport, Recreation and Racing

State Sport Centres Trust Refer to the output initiative for a description of this initiative.

Victoria: The Basketball Capital of Australia – Melbourne Arena upgrades Melbourne Arena will be upgraded to improve amenities and fan engagement for basketball and other sports. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Jobs, Precincts and Regions’ Sport, Recreation and Racing output.

80 Chapter 1 2019-20 Service Delivery DEPARTMENT OF JUSTICE AND COMMUNITY SAFETY

Output initiatives

Table 1.15: Output initiatives – Department of Justice and Community Safety ($ million) 2018-19 2019-20 2020-21 2021-22 2022-23 Community Based Offender Supervision Reducing incarceration of women .. 4.8 6.3 5.2 3.7 Reducing reoffending and improving community safety 0.5 7.4 4.4 4.5 5.9 Criminal Law Support and Reform Royal Commission into the Management of Police 7.5 ...... Informants Supporting forensic medical capacity 1.1 6.5 0.6 0.6 0.6 Emergency Management Capability Emergency alert upgrade .. 0.2 0.7 0.6 0.6 Emergency services digital radio upgrade .. 3.6 23.2 23.4 20.3 Emergency services local infrastructure package .. 1.1 1.2 .. .. Emergency Services Telecommunications Authority .. 32.4 ...... baseline funding Marine Search and Rescue .. 1.9 ...... Surfers Rescue 24/7 .. 0.3 0.3 0.3 0.3 Gambling and Liquor Regulation Gambling harm prevention .. 37.5 38.3 38.4 38.8 Regulating gambling and liquor 2.6 6.4 ...... Infringements and Warrants Road safety package – new road safety camera .. 5.7 11.3 26.4 45.2 infrastructure and safety campaign Policing and Crime Prevention Better mental health care for our emergency workers .. 4.0 2.5 2.0 .. Crime Prevention initiatives .. 5.0 ...... Counter-terrorism protective security training and .. 2.5 ...... infrastructure Embedded Youth Outreach Program .. 1.4 ...... Forensic Drug Intelligence Capability Program .. 1.1 1.2 1.2 1.2 Improving court access through additional audio-visual .. 1.0 1.9 2.2 1.8 technology Security Industry Licensing Review .. 0.8 ...... Victorian Family Violence Database .. 0.5 0.4 0.4 0.4 Victorian Fixated Threat Assessment Centre .. 2.8 ...... Victoria Police Restorative Engagement and Redress Scheme .. 1.6 ...... Prisoner Supervision and Support Men’s prison system capacity .. 72.5 83.2 108.6 81.9 Women’s prison system capacity .. 18.6 18.6 11.0 .. Public Prosecutions and Legal Assistance Continued delivery of prosecution services .. 11.5 11.8 .. .. Fast Track Remand Court .. 1.2 1.2 1.3 1.3

2019-20 Service Delivery Chapter 1 81 2018-19 2019-20 2020-21 2021-22 2022-23 Regulation of the Victorian Consumer Marketplace Financial counselling for victim survivors of family violence .. 1.3 1.4 1.4 1.4 Regulating specialist disability accommodation .. 1.6 0.8 0.8 0.8 Victims and Community Support Services Establishing a National Disability Insurance Scheme 4.7 6.1 0.2 .. .. worker screening service Family Violence Perpetrator Interventions .. 4.2 4.3 .. .. Reforms to financial assistance for victims of crime .. 1.1 1.3 0.7 .. Supporting workplace safety and fairness at work .. 2.7 3.3 4.6 6.0 Youth Justice Youth Justice reducing offending .. 29.9 15.6 .. .. Total output initiatives (a) 16.3 279.3 233.8 233.6 210.3 Source: Department of Treasury and Finance Note: (a) Table may not add due to rounding.

Community Based Offender Supervision

Reducing incarceration of women Funding will be provided for a range of diversion and rehabilitation programs for women in prison including: • mental health services for women with complex needs including mental illness, intellectual disability or cognitive impairment; and • programs providing a targeted, strategic response for Aboriginal women. Strengthened support will help reduce female incarceration and improve treatment pathways for women in prison. This initiative contributes to the Department of Justice and Community Safety’s Prisoner Supervision and Support output.

Reducing reoffending and improving community safety Funding will be provided to continue a range of diversion, rehabilitation, and reintegration programs and services for accused persons, prisoners and offenders to reduce recidivism rates, and enhance community safety including: • front-end diversion through the Bail Access Program and Bail and Remand Court; • specialist forensic alcohol and other drug treatment for supervised offenders in the community; • support for reintegration through Employment Pathways Brokers; and • bail support for young adults through the Youth, Community and Law Program. This initiative contributes to the Department of Justice and Community Safety’s: • Community Based Offender Supervision output; • Prisoner Supervision and Support output; and • Public Prosecutions and Legal Assistance output.

82 Chapter 1 2019-20 Service Delivery Criminal Law Support and Reform

Royal Commission into the Management of Police Informants Funding has been provided for the establishment of a Royal Commission into Victoria Police’s recruitment, handling and management of informants. This initiative contributes to the Department of Justice and Community Safety’s Criminal Law Support and Reform output.

Supporting forensic medical capacity Funding will be provided to support forensic medical capacity at the Victorian Institute of Forensic Medicine, including an additional pathologist to address immediate workload pressures, mental health and wellbeing initiatives for staff and to support the operations of the Donor Tissue Bank of Victoria. This initiative contributes to the Department of Justice and Community Safety’s Criminal Law Support and Reform output. Emergency Management Capability

Emergency alert upgrade Refer to the asset initiative for a description of this initiative.

Emergency services digital radio upgrade Ambulance Victoria will upgrade and transition from an analogue radio communications system to an encrypted digital radio system across regional areas. This critical upgrade, coordinated by Emergency Management Victoria, will improve community safety and health outcomes by enabling Ambulance Victoria to communicate more securely and respond more effectively to incidents. This initiative contributes to the Department of Justice and Community Safety’s Emergency Management Capability output. This initiative contributes to the Department of Health and Human Services’: • Ambulance Emergency Services output; and • Ambulance Non-Emergency Services output.

Emergency services local infrastructure package Refer to the asset initiative for a description of this initiative.

Emergency Services Telecommunications Authority baseline funding The Government will provide funding to the Emergency Services Telecommunications Authority (ESTA) to deliver emergency services capability to the community through the Triple Zero call-taking and dispatch service in Victoria. This initiative contributes to the Department of Justice and Community Safety’s Emergency Management Capability output.

2019-20 Service Delivery Chapter 1 83 Marine Search and Rescue Marine Search and Rescue units will continue to deliver essential services to the marine community. Funding will be provided for the subsidisation of operating costs for Marine Search and Rescue units, including fuel, equipment, training and insurance. This initiative contributes to the Department of Justice and Community Safety’s Emergency Management Capability output.

Surfers Rescue 24/7 Funding will be provided to improve water safety outcomes through expanding the Surfers Rescue 24/7 program, delivered by Surfing Victoria, to teach CPR skills, board rescues and basic first aid in the water. The program will be delivered at all boardrider clubs in Victoria and in coastal government secondary schools. An additional training module will be tailored towards scuba divers. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes towards the Department of Justice and Community Safety’s Emergency Management Capability output. Gambling and Liquor Regulation

Gambling harm prevention The Victorian Responsible Gambling Foundation (VRGF) will continue to support gambling harm prevention for at-risk Victorians by providing treatment services for Victorians affected by problem gambling, including the Gambler’s Help program. It will also foster responsible gambling practices in the broader community by building long-term partnerships with organisations to deliver effective prevention programs. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Justice and Community Safety’s Gambling and Liquor Regulation output.

Regulating gambling and liquor Funding will be provided for the Victorian Commission for Gambling and Liquor Regulation to maintain and improve its regulatory services, to enhance the effectiveness of its regulatory interventions and address gambling and liquor-related harm. This initiative contributes to the Department of Justice and Community Safety’s Gambling and Liquor Regulation output. Infringements and Warrants

Road safety package – new road safety camera infrastructure and safety campaign Refer to the asset initiative for a description of this initiative.

84 Chapter 1 2019-20 Service Delivery Policing and Crime Prevention Better mental health care for our emergency workers An Early Intervention and Prevention Fund will ensure Victoria Police employees are able to access better mental health and wellbeing support services. This initiative will also fund the Department of Health and Human Services to establish a specialist network of clinicians to provide emergency service workers with a trusted and responsive service that encourages early help-seeking behaviour. Funding will also be provided to establish a Centre of Excellence for emergency worker mental health, to ensure our health professionals have the skills they need to provide the right support for our emergency workers. Funding will also be provided for a provisional acceptance payment scheme pilot to support emergency workers suffering from mental health injuries sustained at work. This initiative will enable emergency workers and volunteers – who lodge a claim for mental injury – to be compensated for medical and like expenses they incur while their claim is being assessed for a period of up to 13 weeks from the time the claim is lodged with their employer. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Justice and Community Safety’s Policing and Crime Prevention output. This initiative contributes to the Department of Health and Human Services’ Clinical Care output. Crime Prevention initiatives Funding will be provided to partner with community, business and sporting groups to better address the causes of crime and ensure at-risk Victorians have the support they need early on. This will include new pathways to work and training, and new initiatives focused on safe homes and communities. Counter-terrorism protective security training and infrastructure The development and delivery of counter-terrorism protective security training to Victoria Police will enhance its capacity to provide advice on security measures to the community. Funding is also provided for the operation and maintenance of security measures implemented in Melbourne’s CBD, including vehicle security barriers, CCTV and a public address system. This initiative contributes to the Department of Justice and Community Safety’s Policing and Crime Prevention output. Embedded Youth Outreach Program The Embedded Youth Outreach Program will continue in the existing pilot locations of Werribee and Dandenong, where police officers and at-risk youth workers are paired to provide assessment, initial support and referral for vulnerable young people and prevent possible future reoffending. This initiative contributes to the Department of Justice and Community Safety’s Policing and Crime Prevention output.

2019-20 Service Delivery Chapter 1 85 Forensic Drug Intelligence Capability Program Funding will be provided for the Forensic Drug Intelligence Capability Program to provide Victoria Police with drug crime intelligence on methamphetamine manufacture, supply and distribution in Victoria. The program will contribute to proactive policing through drug profiling and the identification of distribution pathways to better disrupt and prosecute drug networks. This initiative contributes to the Department of Justice and Community Safety’s Policing and Crime Prevention output.

Improving court access through additional audio-visual technology Refer to the description under Court Services Victoria for a description of this initiative.

Security Industry Licensing Review Funding will be provided to conduct a broad review of current licensing and employment practices in the private security industry. The review is intended to achieve greater integrity and accountability across the industry, address employment inequalities and exploitation, and better protect the industry against criminal activity. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Justice and Community Safety’s Policing and Crime Prevention output.

Victorian Family Violence Database Funding will be provided for the maintenance of the Victorian Family Violence Database by the Crime Statistics Agency to continue to provide publicly accessible data relating to family violence to support the reporting, research and analysis needs of various groups and organisations. This initiative contributes to the Department of Justice and Community Safety’s Policing and Crime Prevention output.

Victorian Fixated Threat Assessment Centre Refer to the description under the Department of Health and Human Services for a description of this initiative.

Victoria Police Restorative Engagement and Redress Scheme Funding will be provided for the implementation of a redress and restorative engagement scheme for Victoria Police personnel who have suffered sexual abuse, sexual harassment, sex discrimination or predatory behaviour in the workplace. This initiative contributes to the Department of Justice and Community Safety’s Policing and Crime Prevention output.

86 Chapter 1 2019-20 Service Delivery Prisoner Supervision and Support

Men’s prison system capacity Refer to the asset initiative for a description of this initiative.

Women’s prison system capacity Refer to the asset initiative for a description of this initiative. Public Prosecutions and Legal Assistance

Continued delivery of prosecution services Funding will be provided for the Office of Public Prosecutions to continue to prosecute offenders effectively, to provide support for victims and witnesses, increase the use of digital evidence, and provide a stronger focus on family violence, and serious and organised crime. This initiative contributes to the Department of Justice and Community Safety’s Public Prosecutions and Legal Assistance output.

Fast Track Remand Court Funding for legal assistance and police prosecutors to support the Fast Track Remand Court in the Children’s Court will reduce the time young people spend on remand awaiting trial. This initiative contributes to the Department of Justice and Community Safety’s: • Policing and Crime Prevention output; and • Public Prosecutions and Legal Assistance output. Regulation of the Victorian Consumer Marketplace

Financial counselling for victim survivors of family violence Funding will be provided for 10 full-time specialist family violence financial counsellors to address unmet demand for financial counselling for people who are experiencing family violence. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Justice and Community Safety’s Regulation of the Victorian Consumer Marketplace output.

Regulating specialist disability accommodation The provision of regulatory oversight of specialist disability accommodation will ensure specialist disability accommodation residents can exercise choice and control over their lives and accommodation, free from harm and abuse. This initiative contributes to the Department of Justice and Community Safety’s Regulation of the Victorian Consumer Marketplace output.

2019-20 Service Delivery Chapter 1 87 Victims and Community Support Services

Establishing a National Disability Insurance Scheme worker screening service An NDIS worker screening unit will be established to check that existing or prospective NDIS workers do not pose a risk to people with disability. Funding will also support the Working with Children Check unit. This initiative contributes to the Department of Justice and Community Safety’s Victims and Community Support Services output.

Family Violence Perpetrator Interventions The Family Violence Perpetrator Interventions Grants Program will be continued to strengthen perpetrator accountability and support the safety of family violence victims, with specific focus on cohorts from diverse communities and with complex needs. This initiative contributes to the Department of Justice and Community Safety’s Victims and Community Support Services output.

Reforms to financial assistance for victims of crime Funding will be provided to plan and progress delivery of reforms to financial assistance for victims of crime in response to the recommendations of the Victorian Law Reform Commission review. This initiative contributes to the Department of Justice and Community Safety’s Victims and Community Support Services output.

Supporting workplace safety and fairness at work Workplace safety will be improved through the introduction of infringement notices for a range of occupational health and safety offences, adding to the suite of compliance and enforcement tools available to WorkSafe Victoria. The specialist capacity of WorkSafe inspectors will also be expanded to deal with the unique health and safety risks on major construction projects, reducing the risk of serious injuries and workplace fatalities. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Justice and Community Safety’s Victims and Community Support Services output.

88 Chapter 1 2019-20 Service Delivery Youth Justice

Youth Justice reducing offending Further funding will be provided to support early intervention and diversion of young people from offending, as well as reduce recidivism among young offenders. Funding will also be provided to further improve Youth Justice precincts through increased security and intelligence capability. Funding is provided for: • custodial and security staff at Youth Justice precincts for the safety of staff and young people; • programs to target youth offending among at-risk young people, including the factors that drive offending behaviour; • young people to access programs that stop them from reoffending, helping to keep Victorians safe; and • case managers to work with young people on community-based youth justice orders. This initiative contributes to the Department of Justice and Community Safety’s: • Youth Justice Community Based Services output; and • Youth Justice Custodial Services output.

2019-20 Service Delivery Chapter 1 89 Asset initiatives

Table 1.16: Asset initiatives – Department of Justice and Community Safety ($ million) 2018-19 2019-20 2020-21 2021-22 2022-23 TEI Emergency Management Capability Emergency alert upgrade .. 3.2 ...... 3.2 Emergency services local infrastructure package .. 2.6 7.6 4.5 .. 14.7 Infringements and Warrants Road safety package – new road safety .. 5.7 9.4 6.3 10.6 32.1 camera infrastructure and safety campaign Policing and Crime Prevention Improving court access through additional .. 0.5 0.8 0.4 .. 1.7 audio-visual technology Prisoner Supervision and Support Men’s prison system capacity 37.0 489.5 445.2 275.1 8.6 1 255.4 Women’s prison system capacity .. 15.0 106.1 67.8 .. 188.9 Victims and Community Support Services Establishing a National Disability Insurance 1.5 ...... 1.5 Scheme worker screening service Reforms to financial assistance for victims of .. 0.1 ...... 0.1 crime Total asset initiatives (a) 38.5 516.6 569.1 354.2 19.2 1 497.6 Source: Department of Treasury and Finance Note: (a) Table may not add due to rounding.

Emergency Management Capability

Emergency alert upgrade Additional funding will be provided to support Victoria’s contribution towards the upgrade and use of the national telephone warning system. The 2017-18 Budget allocated funds to commence this work, which will allow emergency services to continue to send messages with critical information to landlines and mobile phones within a defined area about emergencies. This initiative contributes to the Department of Justice and Community Safety’s Emergency Management Capability output.

Emergency services local infrastructure package Funding will be provided for the upgrades or the construction of new CFA stations at Armstrong Creek, Phillip Island, Riddells Creek and Junortoun. Provision of capped grants will also be provided for upgrades of Surf Life Saving Clubs at Jan Juc, Carrum and Barwon Heads. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Justice and Community Safety’s Emergency Management Capability output.

90 Chapter 1 2019-20 Service Delivery Infringements and Warrants

Road safety package – new road safety camera infrastructure and safety campaign As part of the Towards Zero 2016-2020 Road Safety Strategy, funding will be provided for an additional 96 mobile road safety cameras, upgrades to existing fixed cameras and security networks, redevelopment of support systems and implementation of a road safety campaign. The program of works, supported by Transport Accident Commission funding, will significantly expand the capacity, capability and responsiveness of the Road Safety Camera network by improving detection of non-compliant drivers and continue to improve road user behaviour and driver safety. This initiative contributes to the Department of Justice and Community Safety’s Infringements and Warrants output. Policing and Crime Prevention

Improving court access through additional audio-visual technology Refer to the description under Court Services Victoria for a description of this initiative. Prisoner Supervision and Support

Men’s prison system capacity Funding will be provided for increased capacity and supporting infrastructure across the men’s prison system, including additional beds and infrastructure at existing prisons, and the expansion of the Chisholm Road Prison Project (formerly the Lara Prison precinct expansion) by 548 beds. This initiative supports the Government’s Community Safety agenda by providing additional capacity to ensure the prison system is safe, secure and well-equipped to meet forecast demand. This initiative contributes to the Department of Justice and Community Safety’s Prisoner Supervision and Support output.

Women’s prison system capacity The capacity of the women’s prison system will be increased, including through the construction of 106 additional beds at the Dame Phyllis Frost Centre. This initiative contributes to the Department of Justice and Community Safety’s Prisoner Supervision and Support output. Victims and Community Support Services

Establishing a National Disability Insurance Scheme worker screening service Refer to the output initiative for a description of this initiative.

Reforms to financial assistance for victims of crime Refer to the output initiative for a description of this initiative.

2019-20 Service Delivery Chapter 1 91 DEPARTMENT OF PREMIER AND CABINET

Output initiatives

Table 1.17: Output initiatives – Department of Premier and Cabinet ($ million) 2018-19 2019-20 2020-21 2021-22 2022-23 Chief Parliamentary Counsel Services Building capacity in the Office of the Chief 0.1 1.2 0.4 0.4 0.4 Parliamentary Counsel Digital Government and Communications Understanding and responding to citizen need .. 1.8 1.8 .. .. Government-wide Leadership, Reform and Implementation Royal Commission into Mental Health 3.0 6.8 3.8 .. .. Industrial Relations Building positive public sector industrial relations .. 1.3 ...... LGBTI Equality Policy and Programs Celebrating Victoria’s LGBTI communities .. 0.5 0.3 0.3 0.3 Continuation of the Equality portfolio .. 0.8 0.8 0.8 0.8 Supporting Victoria’s LGBTI communities .. 4.4 0.7 0.6 0.6 Management of Victoria’s public records Public Record Office Victoria Grants and Awards Program .. 0.4 0.4 0.4 0.4 Multicultural Affairs Policy and Programs A proudly multicultural Victoria – supporting .. 17.0 6.5 0.8 0.8 multicultural organisations and events Multicultural policy delivery .. 3.0 ...... Public Sector Integrity Best practice integrity oversight 0.6 0.6 0.6 .. .. Funding to meet increased demand and remit of the .. 0.7 1.2 0.7 0.7 Local Government Inspectorate Funding to the Ombudsman’s Office .. 4.2 4.0 3.6 4.5 Strategic Advice and Government Support Addressing the security and workplace requirements of 1.3 3.1 ...... government buildings Support to Veterans in Victoria Keeping the Shrine of Remembrance safe .. 0.1 ...... Learning Firsthand: Changes to Vietnam War Education .. 0.1 0.1 0.1 0.1 Supporting the men and women who protect us .. 1.3 1.1 1.1 0.6 Understanding and remembering service .. 1.1 1.3 0.4 0.4 Youth Supporting a new generation of Scouts .. 1.4 1.4 1.4 1.4 Supporting young people .. 6.0 ...... Total output initiatives (a) 4.9 55.7 24.3 10.5 10.8 Source: Department of Treasury and Finance Note: (a) Table may not add due to rounding.

92 Chapter 1 2019-20 Service Delivery Chief Parliamentary Counsel Services

Building capacity in the Office of the Chief Parliamentary Counsel The Office of the Chief Parliamentary Counsel (OCPC) will be expanded through additional legislative drafters and publishers to meet the needs of members of Parliament and assist in delivering the Government’s legislative agenda. Information technology systems will also be upgraded to establish more efficient processes and deliver accurate legal information and records to the public. This initiative contributes to the Department of Premier and Cabinet’s Chief Parliamentary Counsel Services output. Digital Government and Communications

Understanding and responding to citizen need Funding will be provided to increase the sources and improve the quality of Victorian Government information through social media engagement and monitoring. The design of policy and services will also be enhanced through data analytics and user experience design. This will assist in understanding and responding to the needs of citizens through improved policy, programs and services. This initiative contributes to the Department of Premier and Cabinet’s Digital Government and Communications output. Government-wide Leadership, Reform and Implementation

Royal Commission into Mental Health Funding will be provided to establish a Royal Commission into Mental Health which will be a wide-ranging inquiry to look at our current system and what needs to improve to make sure Victorians get the support and treatment they need, when they need it. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Premier and Cabinet’s Government-wide Leadership, Reform and Implementation output. Industrial Relations

Building positive public sector industrial relations Funding will be provided for the Central Bargaining Unit to continue the centralised, efficient and comprehensive approach to negotiating public sector enterprise agreements. This initiative contributes to the Department of Premier and Cabinet’s Industrial Relations output.

2019-20 Service Delivery Chapter 1 93 LGBTI Equality Policy and Programs

Celebrating Victoria’s LGBTI communities The Government will expand the Pride Festivals and Events Fund to support more regional-based events. In addition, planning funding will be provided to develop Melbourne Pride 2021, which will be a street festival event celebrating the LGBTI community and marking 40 years since the State Parliament decriminalised homosexuality. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Premier and Cabinet’s LGBTI Equality Policy and Programs output.

Continuation of the Equality portfolio Funding will be provided to continue the operations of the Equality branch and portfolio, and further resources for the Commissioner for Gender and Sexuality. This will assist the Government’s commitment to gender and LGBTI equality. This initiative contributes to the Department of Premier and Cabinet’s LGBTI Equality Policy and Programs output.

Supporting Victoria’s LGBTI communities The Government will provide additional support to LGBTI Victorians and their support networks by extending mental health and homelessness support services tailored to the needs of LGBTI people and their families. This includes a grants program for homelessness providers to ensure young LGBTI Victorians can access safe and inclusive services across the entire homelessness sector, the extension of mental health support and family counselling services available and increased support for services for victims of Conversion Therapy. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Premier and Cabinet’s LGBTI Equality Policy and Programs output. Management of Victoria’s Public Records

Public Record Office Victoria Grants and Awards Program Funding will be provided for the continued delivery of the Local History Grants Program and the Victorian Community History Awards, including the Victorian Premier’s History Award. This will support community activities that preserve, record and share the history of Victoria and Victorians. This initiative contributes to the Department of Premier and Cabinet’s Management of Victoria’s Public Records output.

94 Chapter 1 2019-20 Service Delivery Multicultural Affairs Policy and Program

A proudly multicultural Victoria – supporting multicultural organisations and events The Government will support Victoria’s multicultural communities by providing grants for: • new or upgraded infrastructure for multicultural community groups, including places of worship; • multicultural senior citizen organisations to deliver capacity building and inclusion activities within their communities; • multicultural and multi-faith organisations to meet immediate operational needs and enable the digitisation of records; • multicultural festivals and events to celebrate and promote multicultural diversity; and • multicultural media equipment upgrades so that news and information can be disseminated to culturally diverse communities across Victoria. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Premier and Cabinet’s Multicultural Affairs Policy and Programs output.

Multicultural policy delivery Funding will be provided for the delivery of the Anti-Racism Action Plan and projects to improve social cohesion and reduce racism, discrimination and social division. This initiative contributes to the Department of Premier and Cabinet’s Multicultural Affairs Policy and Programs output. Public Sector Integrity

Best practice integrity oversight The Government will provide funding for the Victorian Inspectorate (VI) to support governance and finance activities in the lead up to the agency achieving budgetary independence from 1 July 2020. Upgrades will also be made to the VI’s information technology systems, which will allow more secure record-keeping, introduce a case management function, and increase the overall efficiency of the VI’s work. This initiative contributes to the Department of Premier and Cabinet’s Public Sector Integrity output.

Funding to meet increased demand and remit of the Local Government Inspectorate The resources of the Local Government Investigation and Compliance Inspectorate will be expanded to meet an increasing number of local government complaints, investigations and proactive governance activity. One-off surge resourcing will also be provided to meet increased activity resulting from the October 2020 local government elections. This will assist in maintaining high standards of integrity in the local government sector. This initiative contributes to the Department of Premier and Cabinet’s Public Sector Integrity output.

2019-20 Service Delivery Chapter 1 95 Funding to the Ombudsman’s Office Additional funding will be provided to the Victorian Ombudsman’s office to ensure critical services for the oversight of public administration in Victoria are provided promptly and effectively, and a sound integrity system is maintained. This initiative contributes to the Department of Premier and Cabinet’s Public Sector Integrity output. Strategic Advice and Government Support

Addressing the security and workplace requirements of government buildings Funding will be provided to address the security and workplace requirements of government buildings. This initiative contributes to the Department of Premier and Cabinet’s Strategic Advice and Government Support output. Support to Veterans in Victoria

Keeping the Shrine of Remembrance safe Funding will be provided to address security needs at the Shrine of Remembrance to ensure it continues to play its role as a safe place for reflection and commemoration for all Victorians. This initiative contributes to the Department of Premier and Cabinet’s Support to Veterans in Victoria output.

Learning Firsthand: Changes to Vietnam War Education Funding will be provided to the Vietnam Veterans Association of Australia to support its education team of veterans that attend government secondary schools. This will include veterans discussing their experiences and the broader context of the Vietnam War to students, and to assist in refreshing existing study resources related to the Vietnam War. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Premier and Cabinet’s Support to Veterans in Victoria output.

96 Chapter 1 2019-20 Service Delivery Supporting the men and women who protect us The Government will recognise veterans in Victoria and support their mental health and wellbeing by: • delivering weekly Last Post ceremonies at the Shrine of Remembrance; • expanding trauma treatment facilities for veterans at the Centenary of ANZAC Centre in the Melbourne Biomedical Precinct; • enabling the Vietnam Veterans Association of Australia to provide further support and welfare services for Vietnam veterans; • increasing student visitation to the National Vietnam Veterans Museum on Phillip Island by removing entry fees, subsidising transport costs for schools and promoting the museum to schools; and • assisting veterans to transition into civilian life and utilise their skills by securing work in the construction industry. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Premier and Cabinet’s Support to Veterans in Victoria output.

Understanding and remembering service Funding will be provided to continue the Victoria Remembers Major Grant Program, for activities to commemorate the 75th Anniversary of the end of the Second World War and to evaluate a range of recent veteran programs including the Premier’s Spirit of ANZAC Prize. This will support veterans’ commemorations going forward and public awareness and acknowledgement of veterans’ service. This initiative contributes to the Department of Premier and Cabinet’s Support to Veterans in Victoria output.

2019-20 Service Delivery Chapter 1 97 Youth

Supporting a new generation of Scouts Funding will be provided to support the building of new Scout Halls, as well as upgrading and refurbishing a number of ageing Scout facilities across Victoria, including: • New Ballan Scout Hall; • New Epping North Scout Hall; • New Narre Warren South Scout Hall; • New Port Melbourne Scout Group Hall; • Upgrade 1st Ivanhoe Sea Scout Group Hall; • Upgrade 1st Mt Evelyn Scout Group (Montrose Hall); • Upgrade 1st South Frankston Scout Group Hall; • Upgrade Healesville’s Scout Hall; • Upgrade Strathfieldsaye Scout Hall in Bendigo; • Upgrade Upwey Scout Hall; and • Upgrade Woodend Scout Hall. This will enable scout groups to support an increasing number of young people who want to participate in scouting and to provide access to halls and other facilities for community use. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Premier and Cabinet’s Youth output.

Supporting young people Funding will be provided to continue initiatives which support young people at risk of disengagement. These initiatives will help connect vulnerable young people from African and Pasifika backgrounds to their community, as well as education and employment opportunities. They will also support improved community safety outcomes by building protective factors that prevent young people being drawn to various forms of anti-social behaviour. This initiative contributes to the Department of Premier and Cabinet’s Youth output.

98 Chapter 1 2019-20 Service Delivery Asset initiatives

Table 1.18: Asset initiatives – Department of Premier and Cabinet ($ million) 2018-19 2019-20 2020-21 2021-22 2022-23 TEI Public Sector Integrity Best practice integrity oversight (a) 0.4 0.0 0.0 .. .. 0.5 Strategic Advice and Government Support Addressing the security and workplace 0.4 ...... 0.4 requirements of government buildings Total asset initiatives (a)(b) 0.8 0.0 0.0 .. .. 0.9 Source: Department of Treasury and Finance Notes: (a) Funding for 2019-20 and 2020-21 represented as 0.0 due to rounding. (b) Table may not add due to rounding.

Public Sector Integrity

Best practice integrity oversight Refer to the output initiative for a description of this initiative. Strategic Advice and Government Support

Addressing the security and workplace requirements of government buildings Refer to the output initiative for a description of this initiative.

2019-20 Service Delivery Chapter 1 99 DEPARTMENT OF TRANSPORT

Output initiatives

Table 1.19: Output initiatives – Department of Transport ($ million) 2018-19 2019-20 2020-21 2021-22 2022-23 Bus Services Better Buses Fund .. .. 0.5 1.0 6.4 Bus Industry Innovation Fund 6.8 6.8 6.8 6.8 .. Bus services recontracting 3.2 9.9 ...... Ports, Freight and Boating Better boating fund and free boat ramp launching .. 7.6 ...... and parking Truck driver training .. 1.0 1.0 1.0 1.0 Victorian Freight Plan .. 4.3 ...... Road Asset Management Metropolitan road maintenance .. 85.6 106.3 0.2 0.2 Road Operations Keeping freight moving .. 5.7 ...... Local road and intersection upgrades .. 0.1 5.5 .. .. North East Link (a) tbc tbc tbc tbc tbc Safer sites, safer speeds .. 1.0 1.0 1.0 1.0 Walking and cycling .. 2.8 ...... Walking and cycling upgrades – Stage 2 .. 0.3 ...... West Gate Tunnel complementary works 2.2 4.4 0.8 0.1 .. Sustainably Manage Fish Resources Go Fishing Victoria – Target One Million Phase Two .. 8.3 7.8 7.5 4.4 Train Services Additional Authorised Officers .. 1.4 2.8 4.4 6.1 Additional train services 9.3 20.7 56.5 52.3 56.2 Cranbourne Line Duplication planning and development .. 7.0 ...... Expanding mobile myki .. 1.0 ...... Free phone charging stations in inner Melbourne (b) .. 0.1 0.0 0.2 0.0 Hurstbridge Line Upgrade – Stage 2 ...... 17.3 Integrated planning, modelling and development 3.0 3.4 3.1 .. .. Operationalising new public transport infrastructure 15.8 28.2 28.2 28.2 28.2 Suburban Rail Loop .. 25.0 25.0 .. .. Tram Services Improving transport links between Fishermans Bend .. 2.0 2.5 .. .. and the CBD New trams .. 15.0 0.3 1.1 1.7 Tram Stop Accessibility Strategy .. 3.1 ...... Transport Safety and Security Public transport network integrity 16.2 12.6 ...... School crossing supervisor program .. 19.3 ...... Total output initiatives (c) 56.5 276.5 247.8 103.6 122.5 Source: Department of Treasury and Finance Notes: (a) Of the total funding of $15.8 billion allocated to this initiative, $150.011 million has been recognised as operating rather than capital in accordance with relevant accounting standards. The initiative is funded through the Victorian Transport Fund. (b) Funding for 2020-21 and 2022-23 represented as 0.0 due to rounding. (c) Table may not add due to rounding.

100 Chapter 1 2019-20 Service Delivery Bus Services

Better Buses Fund The Better Buses Fund will deliver six new or enhanced bus services to improve connectivity and access for passengers. This includes: • more frequent bus services to connect to trains in Romsey and Lancefield; • a new bus service linking Mernda and Craigieburn station; • a new bus service connecting Donnybrook to Craigieburn; • a new bus service in Keysborough; • an express service from Eltham to the city during Hurstbridge line works; and • a new bus service from Alexandra to Eildon. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Transport’s Bus Services – Statewide output.

Bus Industry Innovation Fund A Bus Industry Innovation Fund has been established to support the bus industry through delivering initiatives focused on improving network efficiency, patronage, customer experience, safety and driver support. This initiative contributes to the Department of Transport’s Bus Services – Statewide output.

Bus services recontracting Funding will be provided for a dedicated team to support passenger-focused recontracting of regional and metropolitan bus services. This initiative contributes to the Department of Transport’s Bus Services – Statewide output. Ports, Freight and Boating

Better boating fund and free boat ramp launching and parking Refer to the asset initiative for a description of this initiative.

Truck driver training Funding will be provided to support the training of at least 800 new heavy vehicle drivers to relieve the road logistics labour shortage. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Transport’s Ports, Freight and Boating output.

2019-20 Service Delivery Chapter 1 101 Victorian Freight Plan Funding will be provided for a one-year extension of the existing Mode Shift Incentive Scheme and development of the Review of Coastal Shipping. This initiative contributes to the Department of Transport’s Ports, Freight and Boating output. Road Asset Management

Metropolitan road maintenance Funding will be provided for additional road surface replacement works to repair roads across metropolitan Melbourne. These works will improve road safety and help maximise the economic value of the Victorian road network. A new road asset management transformation plan and more pavement condition surveys will also be undertaken to enable the State to achieve a more effective road maintenance program. This initiative contributes to the Department of Transport’s Road Asset Management output. Road Operations

Keeping freight moving Refer to the asset initiative for a description of this initiative.

Local road and intersection upgrades Refer to the asset initiative for a description of this initiative.

North East Link Refer to the asset initiative for a description of this initiative.

Safer sites, safer speeds Funding will ensure reduced speed limits around construction zones are lifted out-of-hours and when it is safe to do so, to ensure traffic can flow effectively. Increased road network surveillance will support enforcement of this initiative. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Transport’s Road Operations output.

102 Chapter 1 2019-20 Service Delivery Walking and cycling Funding will be provided for the continuation of the Active Transport Victoria unit, to develop Victoria’s walking and cycling network. This initiative contributes to the Department of Transport’s Road Operations output.

Walking and cycling upgrades – Stage 2 Refer to the asset initiative for a description of this initiative.

West Gate Tunnel complementary works In response to the West Gate Tunnel Environment Effects Statement process, two transport studies will be delivered – the North Melbourne, West Melbourne and Docklands Areas Transport Study and the Hobsons Bay Transport Planning Study. The studies will be delivered in conjunction with the two relevant local councils. This initiative contributes to the Department of Transport’s: • Road Operations output; and • Transport Infrastructure output. Sustainably Manage Fish Resources

Go Fishing Victoria – Target One Million Phase Two A series of programs will be delivered to promote and support recreational fishing in Victoria, including continuation of the Vic Fish Kids program, a buy-out of the remaining Gippsland Lakes commercial netting licenses, and increasing the stocking of fish to 10 million a year by 2022. The Government will open up new fishing spots across the state, allowing anglers to use non-powered boats such as kayaks and small craft with electric motors on Tullaroop, Lauriston, Hepburn, Barkers Creek, Upper Coliban and Malmsbury reservoirs. The Government will also commence scoping and design works for a new native fish hatchery in Shepparton. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Transport’s Sustainably Manage Fish Resources output.

2019-20 Service Delivery Chapter 1 103 Train Services

Additional Authorised Officers Ten Authorised Officers will be recruited each year for 10 years, resulting in a total of 100 additional new Authorised Officers to support growth in public transport use. These officers will continue to keep public transport running smoothly, support passengers during planned disruptions, improve safety and ensure passengers are paying their way. This initiative contributes to the Department of Transport’s: • Bus Services – Statewide output; • Train Services – Statewide output; and • Tram Services output.

Additional train services Additional train services will be introduced across both regional and metropolitan rail networks following the completion of major projects including the Ballarat Line Upgrade, Cranbourne-Pakenham Line Upgrade and High Capacity Metro Trains. Timetable development and coordination of service changes between modes of transport will continue. This initiative contributes to the Department of Transport’s: • Bus Services – Statewide output; • Train Services – Metropolitan output; • Train Services – Regional output; and • Train Services – Statewide output. Cranbourne Line Duplication planning and development Refer to the asset initiative for a description of this initiative. Expanding mobile myki Additional funding will be provided to help develop the expansion of mobile myki to additional platforms beyond Android. This builds on the release of mobile myki for passengers with an Android smartphone. This initiative contributes to the Department of Transport’s Train Services – Statewide output. Free phone charging stations in inner Melbourne Thirty-two free mobile phone charging bars, providing 160 charging ports, will be provided across eight inner Melbourne train stations – Flagstaff, Flinders Street, Melbourne Central, Parliament, Southern Cross, North Melbourne, Richmond and South Yarra. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Transport’s Train Services – Metropolitan output.

104 Chapter 1 2019-20 Service Delivery Hurstbridge Line Upgrade – Stage 2 Refer to the asset initiative for a description of this initiative. Integrated planning, modelling and development The Department of Transport will continue to support and coordinate modelling activities and timetable development to enhance project benefit realisation, integration between transport services and to deliver passenger service improvements. This initiative contributes to the Department of Transport’s: • Bus Services – Statewide output; • Train Services – Statewide output; • Tram Services output; and • Transport Infrastructure output. Operationalising new public transport infrastructure Maintenance and operational funding will be provided for major infrastructure projects that are complete or nearing completion including the Mernda Rail extension, level crossing removals, High Capacity Metro Trains and E-Class trams. This initiative contributes to the Department of Transport’s: • Train Services – Metropolitan output; and • Tram Services output. Suburban Rail Loop Refer to the asset initiative for a description of this initiative. Tram Services

Improving transport links between Fishermans Bend and the CBD Funding will be provided to further progress planning, design and business case development for tram and active transport connections between Fishermans Bend and the CBD. This initiative contributes to the Department of Transport’s: • Road Operations output; • Tram Services output; and • Transport Infrastructure output. New trams Refer to the asset initiative for a description of this initiative.

Tram Stop Accessibility Strategy A Tram Stop Accessibility Strategy will be developed to investigate options to streamline the design and construction of accessible tram stops and to prioritise construction of tram stop upgrades across the network. This initiative contributes to the Department of Transport’s Tram Services output.

2019-20 Service Delivery Chapter 1 105 Transport Safety and Security

Public transport network integrity Funding will be provided to support the technical integrity of Victoria’s public transport network and meet regulatory standards and legislative requirements. This initiative contributes to the Department of Transport’s Transport Safety and Security output.

School crossing supervisor program The Government will provide funding to continue its shared commitment with local government to supervise school crossings and maintain road safety around schools. This initiative contributes to the Department of Transport’s Transport Safety and Security output.

106 Chapter 1 2019-20 Service Delivery Asset initiatives

Table 1.20: Asset initiatives – Department of Transport ($ million) 2018-19 2019-20 2020-21 2021-22 2022-23 TEI Bus Services Better Buses Fund .. .. 0.8 1.4 .. 2.2 Ports, Freight and Boating Better boating fund and free boat ramp .. 27.0 12.6 .. .. 39.6 launching and parking Building a new St Kilda Pier for locals to enjoy .. 0.9 6.2 31.4 11.9 50.3 Road Asset Management Metropolitan road maintenance .. 12.2 24.3 .. .. 36.5 Road Operations Hall Road upgrade .. 0.4 ...... 169.0 Intelligent Transport Systems asset .. 2.8 1.9 .. .. 4.6 availability and resilience program Keeping freight moving .. 5.0 ...... 5.0 Local road and intersection upgrades .. 7.1 20.5 9.3 10.5 47.3 Narre Warren North Road upgrade .. 0.4 ...... 38.3 New bike lanes on St Kilda Road 0.5 7.3 8.5 8.5 2.6 27.3 North East Link (a)(b)(c) tbc tbc tbc tbc tbc 15 640.3 South Road upgrade .. 0.4 ...... 30.0 Walking and cycling upgrades – Stage 2 .. 5.2 1.3 8.5 .. 15.0 Western Port Highway .. 0.4 ...... 54.3 Sustainably Manage Fish Resources Go Fishing Victoria – .. 7.0 ...... 7.0 Target One Million Phase Two Train Services 75 level crossing removals by 2025 (b) .. 230.0 693.7 1 072.3 2 002.7 6 550.0 Car parks for commuters .. 12.5 62.5 52.5 22.5 150.0 Cranbourne Line Duplication planning and .. 12.2 ...... 750.0 development Digital train radio system upgrades 15.4 54.9 12.7 .. .. 83.0 Driver training requirements (d) ...... Hurstbridge Line Upgrade – Stage 2 .. 21.5 ...... 530.0 Melbourne Airport Rail (e) 10.0 50.0 70.7 150.0 400.0 680.7 New trains for Sunbury .. 202.1 491.8 715.5 292.6 2 050.4 Suburban Rail Loop tbc tbc tbc tbc tbc 250.0 Tram Services New trams .. 68.5 69.9 6.0 0.3 144.7 Tram Automatic Vehicle Monitoring system .. 3.5 ...... 3.5 replacement Transport Safety and Security Public transport network safety and resilience .. 46.7 6.2 6.8 .. 59.7 Total asset initiatives (f) 25.9 778.0 1 483.4 2 062.1 2 742.9 27 418.7 Source: Department of Treasury and Finance Notes: (a) Funding profile is not reported at this time due to commercial sensitivity of the live tender process. The TEI includes $143.765 million in funding announced in previous budgets and excludes $150.011 million of expenditure which has been recognised as operating instead of capital in accordance with relevant accounting standards. Combining the capital and output funding takes the total investment to $15.8 billion. The TEI excludes financing costs. (b) The initiative is funded through the Victorian Transport Fund. (c) The project includes Commonwealth funding of $1 750.0 million. (d) The initiative is funded through existing TEI of $111.0 million. (e) This funding represents the Commonwealth contribution to the project. The Government has made a substantial provision in the Victorian Transport Fund for this project. The project is in its planning phase. (f) Table may not add due to rounding. The TEI includes funding beyond 2022-23. 2019-20 Service Delivery Chapter 1 107 Bus Services

Better Buses Fund Refer to the output initiative for a description of this initiative. Ports, Freight and Boating

Better boating fund and free boat ramp launching and parking Upgrades and important maintenance will be delivered at the Mordialloc, Queenscliff, Point Richards, Hastings and Rhyll boat ramps as well as Cowes Jetty, and boating infrastructure management in Port Phillip and Western Port will be reviewed to consider ways to reduce congestion. The Government will also continue working with local councils and land managers to remove boat ramp parking and launching fees at Victorian public boat ramps. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Transport’s Ports, Freight and Boating output.

Building a new St Kilda Pier for locals to enjoy St Kilda Pier will be rebuilt with a new curved pier that includes a penguin viewing boardwalk and additional public facilities. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Transport’s Ports, Freight and Boating output. Road Asset Management

Metropolitan road maintenance Refer to the output initiative for a description of this initiative. Road Operations

Hall Road upgrade Funding will be provided to plan for the duplication of Hall Road between McCormicks Road and Cranbourne-Frankston Road. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Transport’s: • Road Operations output; and • Transport Infrastructure output.

108 Chapter 1 2019-20 Service Delivery Intelligent Transport Systems asset availability and resilience program Intelligent Transport Systems assets will be replaced and upgraded to ensure the safety and effective management of Victoria’s arterial road network. This initiative contributes to the Department of Transport’s Road Operations output.

Keeping freight moving Funding will be provided for a program of bridge upgrades and renewal works to improve productivity and safety. This initiative contributes to the Department of Transport’s Road Operations output.

Local road and intersection upgrades Funding will be provided for a package of works to deliver intersection upgrades, traffic light installations, and minor pedestrian improvements across the State. These upgrades will enhance safety, improve travel times, and increase amenity. Intersection upgrades include the: • Gisborne-Kilmore Road and Saunders Road intersection in Gisborne; • Melbourne Road and Gisborne-Kilmore Road intersection in Gisborne; • Gaffney Street and Sussex Street intersection in Coburg North; and • Canterbury Road and Bedford Road intersection in Heathmont. Signalised intersection upgrades include: • Orton Street and Presidents Avenue in Ocean Grove; • Hermsley Road and Curlewis Road in Curlewis; and • Ballarto Road and Lyrebird Drive in Carrum Downs. Additional pedestrian safety upgrades include: • a new pedestrian drop-off zone at Flemington Primary School; • installation of pedestrian operated signals at Livingstone Street in Ivanhoe; • installation of 40km/hr electronic speed limit signs on Lower Plenty Road at Rosanna Village; and • warning signals at the intersection of South Gippsland Highway and Lynbrook Boulevard in Lynbrook. The package also includes funding to plan an upgrade at the Moonee Ponds Junction, to deliver permanent open space and additional car parking spaces in Carnegie. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Transport’s Road Operations output.

2019-20 Service Delivery Chapter 1 109 Narre Warren North Road upgrade Funding will be provided to plan for the widening of Narre Warren North Road between Fox Road and Belgrave-Hallam Road. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Transport’s: • Road Operations output; and • Transport Infrastructure output.

New bike lanes on St Kilda Road New bike lanes will be added to St Kilda Road to make it safer for cyclists and motorists. New bike lane designs will ensure there is a safe distance between cyclists and other road users. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Transport’s Road Operations output.

North East Link North East Link will take thousands of vehicles off local roads, deliver significant travel time savings, increase the capacity of Melbourne’s freight network and finally complete the missing link between the Eastern Freeway and the M80 Ring Road. The business case released in 2018 showed this $15.8 billion investment will create more than 10 000 jobs and deliver $1.30 to the Victorian economy for every dollar invested by the State. North East Link will connect with Melbourne’s existing freeways, providing continuous traffic flow conditions for long distance travel across and through Melbourne, with links to key parts of the arterial road network. In addition to providing a safe and efficient freeway connection that removes significant volumes of trucks per day from local and arterial roads, North East Link will: • complete the ring road between the Eastern Freeway and the M80 Ring Road, connecting the growing northern and south-eastern suburbs; • upgrade the Eastern Freeway with additional lanes and new technology, resulting in considerably faster trips; • deliver a new busway with dedicated express bus lanes along the Eastern Freeway, resulting in 30 per cent faster trips from Doncaster towards the city; and • deliver around 25 kilometres of new and upgraded walking and cycling paths. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Transport’s: • Road Operations output; and • Transport Infrastructure output.

110 Chapter 1 2019-20 Service Delivery South Road upgrade Funding will be provided to plan for upgrades to South Road including the reconfiguration of intersections at Nepean Highway and East Boundary Road. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Transport’s: • Road Operations output; and • Transport Infrastructure output.

Walking and cycling upgrades – Stage 2 To promote Victoria’s walking and cycling network safety and usage, a package of priority projects will be delivered. This includes: • bike path upgrades at Woodland Street, Strathmore; • bike path upgrades between Heidelberg and Rosanna stations; • pedestrian infrastructure upgrades at the intersection of Bayview Terrace and Maribyrnong Road; • pedestrian infrastructure upgrades at the intersection of Hoffmans Road and Rosehill Road; • installation of lighting along the Upfield Bike Path to improve safety and amenity for users; and • investigation and planning for a Strategic Cycling Corridor between Box Hill and Hawthorn. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Transport’s Road Operations output.

Western Port Highway Funding will be provided to plan for the removal of two roundabouts on the Western Port Highway at the intersection with Ballarto Road and Cranbourne-Frankston Road. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Transport’s: • Road Operations output; and • Transport Infrastructure output. Sustainably Manage Fish Resources

Go Fishing Victoria – Target One Million Phase Two Refer to the output initiative for a description of this initiative.

2019-20 Service Delivery Chapter 1 111 Train Services

75 level crossing removals by 2025 A program of 25 additional level crossing removals will build upon the Government’s original commitment to remove 50 dangerous and congested level crossings in Victoria. These additional level crossing removals will improve travel times, enhance safety and create more accessible communities across Melbourne. The sites are: • Argyle Avenue, Chelsea; • Camms Road, Cranbourne; • Cardinia Road, Pakenham; • Chelsea Road, Chelsea; • Cramer Street, Preston; • Evans Road, Lyndhurst; • Fitzgerald Road, Ardeer; • Glen Huntly Road, Glen Huntly; • Greens Road, Dandenong South; • Main Street, Pakenham; • McGregor Road, Pakenham; • Mont Albert Road, Mont Albert; • Mt Derrimut Road, Deer Park; • Munro Street, Coburg; • Murray Road, Preston; • Neerim Road, Glen Huntly; • Oakover Road, Preston; • Old Geelong Road, Hoppers Crossing; • Racecourse Road, Pakenham; • Reynard Street, Coburg; • Robinsons Road, Deer Park; • Station Street/Gap Road, Sunbury; • Swanpool Avenue, Chelsea; • Union Road, Surrey Hills; and • Webster Street, Dandenong. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Transport’s: • Road Operations output; • Train Services – Metropolitan output; and • Transport Infrastructure output.

112 Chapter 1 2019-20 Service Delivery Car parks for commuters A fund will be established to build new and upgraded car parking at metropolitan and regional train stations across the state. The extra parking spaces will relieve pressure along train lines, unclog neighbouring streets and alleviate the need for commuters to drive between stations when looking for parking. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Transport’s: • Train Services – Statewide output; and • Transport Infrastructure output. Cranbourne Line Duplication planning and development Project development, detailed design and preconstruction activities will be progressed for the Cranbourne Line Duplication project. Duplicating the Cranbourne line will complement other major works on the corridor, double the frequency of trains in the peak and help improve the reliability and punctuality of services. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Transport’s: • Train Services – Metropolitan output; and • Transport Infrastructure output. Digital train radio system upgrades Ageing equipment will be replaced to maintain the availability of the digital train radio system, which is critical to operate the metropolitan train network. This initiative contributes to the Department of Transport’s Train Services – Metropolitan output.

Driver training requirements Funding will support the additional drivers required for the training, testing and commissioning of capital projects across the Victorian rail network. The unprecedented scale of capital projects for Victoria’s rail networks means new or modified assets and technologies need to be introduced onto both the metropolitan and regional rail networks. Driver training is a critical element of each project and is fundamental to realising project benefits. This initiative contributes to the Department of Transport’s Train Services – Statewide output.

2019-20 Service Delivery Chapter 1 113 Hurstbridge Line Upgrade – Stage 2 Project development, detailed design and preconstruction activities will be progressed for the second stage of the Hurstbridge Line Upgrade. The planned works include duplicating 4.5 kilometres of track, constructing new station facilities at Greensborough and Montmorency stations and delivering associated infrastructure, to remove operational constraints and improve efficiency. This will enable more consistent timetabling on the Hurstbridge line, and increase the service capacity of both the Hurstbridge and Mernda lines, to manage expected population growth in the Whittlesea corridor. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Transport’s: • Train Services – Metropolitan output; and • Transport Infrastructure output.

Melbourne Airport Rail Planning and development of Melbourne Airport Rail is already well underway. Funding will be provided for business case development, design and preconstruction works. Melbourne Airport Rail will run from the CBD to Melbourne Airport via Sunshine, connecting Melbourne Airport to the rail network for the first time. It will also be integrated with the Metro Tunnel and the future Suburban Rail Loop, paving the way for fast-rail to the regions. Melbourne Airport Rail is not just about getting from the airport to the city – it’s about better connecting our suburbs and regions so people have better access to services wherever they live. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Transport’s: • Train Services – Metropolitan output; and • Transport Infrastructure output.

New trains for Sunbury The Sunbury line will be transformed as part of the largest rail corridor upgrade in Victoria’s history. A range of platform, stabling and traction power upgrades will be undertaken on the Sunbury line to support the end-to-end operation of High Capacity Metro Trains on the Sunbury to Cranbourne-Pakenham rail corridor. This investment complements other recent investments by the State on this corridor including the Metro Tunnel project, the removal of several level crossings, and power, signalling and other infrastructure upgrades on the Cranbourne-Pakenham line. This initiative contributes to the Department of Transport’s: • Train Services – Metropolitan output; and • Transport Infrastructure output.

114 Chapter 1 2019-20 Service Delivery Suburban Rail Loop Funding will be provided to commence detailed planning and pre-construction works on the biggest transformation of public transport in Victoria – a new 90-kilometre rail line circling Melbourne’s suburbs, with 12 new underground stations that connect every major rail line from the Frankston line to the Werribee line. The Suburban Rail Loop will change the way people move around Melbourne – connecting our suburbs with major employment centres, universities and TAFEs, hospitals and retail precincts. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Transport’s: • Train Services – Metropolitan output; and • Transport Infrastructure output. Tram Services

New trams The Government will purchase an additional 10 E-Class trams, bringing the total E-Class fleet to 100 trams, as well as supporting infrastructure to enable their deployment on the network. In addition, 10 Z-Class trams will be overhauled to enable them to remain in service. The investment also includes funding to continue design and development for a Next Generation Tram, which will cater for the future needs of a growing Melbourne. This initiative contributes to the Department of Transport’s Tram Services output.

Tram Automatic Vehicle Monitoring system replacement Funding will be provided for further development of technical specifications for a new Tram Automatic Vehicle Monitoring system to manage and monitor metropolitan tram service operations. The new system will provide real-time information on tram services and improve operational reliability and passenger information. This initiative contributes to the Department of Transport’s Tram Services output. Transport Safety and Security

Public transport network safety and resilience To mitigate asset failures or safety gaps, the Government will deliver the following network upgrades: • upgrades at eight substations to ensure compliance with the Electricity Safety Act 1998; and • remediation works for B-Class trams to ensure the fleet’s continued operation. This initiative contributes to the Department of Transport’s: • Tram services output; and • Transport Safety and Security output.

2019-20 Service Delivery Chapter 1 115 DEPARTMENT OF TREASURY AND FINANCE

Output initiatives

Table 1.21: Output initiatives – Department of Treasury and Finance ($ million) 2018-19 2019-20 2020-21 2021-22 2022-23 Economic Regulatory Services Fairer energy regulation .. 6.0 7.0 7.2 7.1 Review of building and planning approvals processes 0.6 0.8 ...... Revenue Management and Administrative Services to Government Reforming emergency services superannuation .. 11.0 11.0 19.0 19.0 State Revenue Office Compliance Program 0.4 13.8 13.8 13.8 13.8 Total output initiatives (a) 1.0 31.7 31.8 40.0 39.9 Source: Department of Treasury and Finance Note: (a) Table may not add due to rounding.

Economic Regulatory Services

Fairer energy regulation The Essential Services Commission (ESC) will deliver on the Government’s Energy Fairness Plan through reforms to pricing and marketing practices, and the strengthening of its enforcement powers. This will include the implementation of the Victorian Default Offer, and new requirements for energy retailers in billing, marketing and contract terms and conditions. In addition, the ESC’s enforcement and investigative powers will be strengthened to improve the effectiveness of its monitoring of energy markets and retailers. This initiative contributes to the Department of Treasury and Finance’s Economic Regulatory Services output.

Review of building and planning approvals processes Funding will be provided to the Red Tape Commissioner to review Victoria’s building and planning approvals processes. This initiative contributes to the Department of Treasury and Finance’s Economic Regulatory Services output.

116 Chapter 1 2019-20 Service Delivery Revenue Management and Administrative Services to Government

Reforming emergency services superannuation Funding will be provided to implement a comprehensive package of reforms to improve the retirement benefits of police and emergency services personnel. This initiative contributes to the delivery of the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Treasury and Finance’s Revenue Management and Administrative Services to Government output.

State Revenue Office Compliance Program Funding will be provided to the State Revenue Office to continue and expand the administration of its compliance programs, including the implementation of new technologies to enhance compliance. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018. This initiative contributes to the Department of Treasury and Finance’s Revenue Management and Administrative Services to Government output.

2019-20 Service Delivery Chapter 1 117 PARLIAMENT

Output initiatives

Table 1.22: Output initiatives – Parliament ($ million) 2018-19 2019-20 2020-21 2021-22 2022-23 Parliamentary Investigatory Committees Performance audit of the Victorian Auditor-General’s .. 0.4 ...... Office Parliamentary Services Electorate office accommodation .. 0.7 0.7 0.7 0.7 Increase in MP electorate office and communication .. 0.9 0.9 1.0 1.0 budgets Total output initiatives (a) .. 1.9 1.6 1.7 1.7 Source: Department of Treasury and Finance Note: (a) Table may not add due to rounding.

Parliamentary Investigatory Committees

Performance audit of the Victorian Auditor-General’s Office Parliament will receive funding to undertake an independent performance audit of the Victorian Auditor-General’s Office in compliance with the requirements under Section 19 of the Audit Act 1994. This initiative contributes to the Parliament’s Parliamentary Investigatory Committees output. Parliamentary Services

Electorate office accommodation Parliament will receive additional funding for increased accommodation costs as a result of meeting enhanced health, safety and accessibility standards. This will support Members of Parliament’s engagement with constituents. This initiative contributes to Parliament’s Parliamentary Services output.

Increase in MP electorate office and communication budgets Parliament will receive additional funding to increase the electorate office and communication budgets for Members of Parliament as a result of an increase in the State registered voter count as well as an increase in support costs. This initiative contributes to Parliament’s Parliamentary Services output.

118 Chapter 1 2019-20 Service Delivery Asset initiatives

Table 1.23: Asset initiatives – Parliament ($ million) 2018-19 2019-20 2020-21 2021-22 2022-23 TEI Parliamentary Services Electorate office accommodation (a) .. 2.9 2.9 3.0 3.1 n.a. Total asset initiatives .. 2.9 2.9 3.0 3.1 n.a. Source: Department of Treasury and Finance Note: (a) No TEI is recorded for this initiative as it reflects ongoing funding of electoral office accommodation which in part reflects leases recorded on the balance sheet in accordance with the new accounting standard AASB 16 Leases. Parliamentary Services

Electorate office accommodation Refer to the output initiative for a description of this initiative.

2019-20 Service Delivery Chapter 1 119 COURT SERVICES VICTORIA

Output initiatives

Table 1.24: Output initiatives – Court Services Victoria ($ million) 2018-19 2019-20 2020-21 2021-22 2022-23 Courts Coroners Court expansion .. 1.2 1.2 1.2 1.2 Essential resources for Victorian courts .. 3.8 2.0 2.0 2.0 Family Drug Treatment Court .. 2.0 2.0 2.0 2.0 Fast Track Remand Court .. 1.1 0.9 0.9 0.9 Implementing Youth Control Orders and .. 3.4 ...... Intensive Bail Orders Reducing reoffending and improving community safety .. 4.1 1.9 .. .. Security upgrades to strengthen court safety 0.2 1.9 1.6 1.9 1.7 Transport of deceased persons .. 4.0 4.2 4.4 4.6 Total output initiatives (a) 0.2 21.6 13.9 12.4 12.3 Source: Department of Treasury and Finance Note: (a) Table may not add due to rounding.

Courts

Coroners Court expansion Three additional Reserve Coroners will be appointed at the Coroners Court to respond to the increasing and demanding workload of this court. This initiative contributes to Court Services Victoria’s Courts output.

Essential resources for Victorian courts Additional funding will be provided to ensure the court system is operating effectively and efficiently for the Victorian community. A pilot of active case management at the County Court will be expanded, to resolve more cases sooner and reduce workload pressures on judges. The communication capabilities of the courts will also be strengthened to give the community a greater understanding of the decisions and judgements made in court. Access to justice will also be supported with a grant to the Court Network, to assist people with language or other barriers to access Victorian court services. This initiative contributes to Court Services Victoria’s Courts output.

Family Drug Treatment Court The Family Drug Treatment Court in Broadmeadows will continue to help parents reduce their alcohol and drug dependence and regain custody of their children from out-of-home care. This funding will provide support for up to 30 participants a year, promoting timely family reunifications for parents undertaking the program, improving outcomes for at-risk children, and reducing court and child protection involvement due to effective intervention. This initiative contributes to Court Services Victoria’s Courts output.

120 Chapter 1 2019-20 Service Delivery Fast Track Remand Court Funding will be provided to continue the Fast Track Remand Court in the Children’s Court as an ongoing program to reduce the time young people spend on remand awaiting trial. This initiative contributes to Court Services Victoria’s Courts output.

Implementing Youth Control Orders and Intensive Bail Orders The use of Youth Control Orders and Intensive Bail Orders in the Children’s Court will be expanded to provide a more punitive sentencing option to address offending behaviour in the community. This initiative contributes to Court Services Victoria’s Courts output.

Reducing reoffending and improving community safety The Government will extend the Court Integrated Services Program to the County Court via an 18-month pilot. This investment will address criminal justice and prison system pressures by improving the ability of eligible accused persons to obtain bail and access services that reduce recidivism rates. This initiative contributes to Court Services Victoria’s Courts output.

Security upgrades to strengthen court safety Victorian courts will receive new security equipment, including CCTV upgrades and duress alarms, to ensure the safety of court staff and users, including in regional locations. This initiative contributes to Court Services Victoria’s Courts output.

Transport of deceased persons Funding will be provided to the Coroners Court to assist with the efficient and timely transportation of deceased persons to and from the coronial mortuaries across Victoria. This initiative contributes to Court Services Victoria’s Courts output.

2019-20 Service Delivery Chapter 1 121 Asset initiatives

Table 1.25: Asset initiatives – Court Services Victoria ($ million) 2018-19 2019-20 2020-21 2021-22 2022-23 TEI Courts Family Drug Treatment Court (a) .. 0.0 0.0 0.0 0.0 0.1 Improving court access through additional .. 1.9 1.9 .. .. 3.8 audio-visual technology Security upgrades to strengthen court safety .. 2.7 1.5 0.8 .. 5.0 Total asset initiatives (b) .. 4.6 3.5 0.8 0.0 9.0 Source: Department of Treasury and Finance Notes: (a) Funding for 2019-20 to 2022-23 represented as 0.0 due to rounding. (b) Table may not add due to rounding.

Courts

Family Drug Treatment Court Refer to the output initiative for a description of this initiative.

Improving court access through additional audio-visual technology The Government will invest in additional audio-visual link technology in 28 Magistrates’ Courts and 26 police stations to further reduce the need to transfer prisoners for appearances in court. This initiative contributes to Court Services Victoria’s Courts output. This initiative contributes to the Department of Justice and Community Safety’s Policing and Crime Prevention output.

Security upgrades to strengthen court safety Refer to the output initiative for a description of this initiative.

122 Chapter 1 2019-20 Service Delivery REVENUE INITIATIVES

Table 1.26: Revenue initiatives ($ million) 2018-19 2019-20 2020-21 2021-22 2022-23 Expand the payroll tax exemption to all types of .. (1.7) (1.8) (1.8) (1.9) parental leave Expand the qualifying provisions for the corporate .. 36.0 36.0 36.0 36.0 reconstruction duty relief Harmonisation of foreigner property surcharges – .. 45.7 45.7 49.7 55.0 absentee landowner surcharge Harmonisation of foreigner property surcharges – .. 23.2 32.9 36.2 39.6 land transfer duty surcharge Investing in our regions – further reduction to .. .. (27.2) (56.6) (89.4) regional payroll tax Investing in our regions – land transfer duty .. (4.9) (12.4) (21.1) (31.0) concession for commercial and industrial properties in regional Victoria Motor vehicle duty – luxury vehicles .. 61.0 64.1 66.5 69.1 Motor vehicle duty – luxury vehicles concession for .. (3.4) (3.6) (3.7) (3.8) green cars and primary producers Motor vehicle duty – service demonstrator vehicles .. (3.0) (3.0) (3.0) (3.0) exemption Payroll tax – increase the payroll tax free threshold ...... (28.3) (58.4) Remove the land tax exemption for contiguous land .. 10.9 10.9 10.9 10.9 in metropolitan areas Removing the exemption for gold from royalties .. 8.0 16.0 16.0 16.0 Total revenue initiatives (a) .. 171.8 157.6 100.8 39.1 Source: Department of Treasury and Finance Note: (a) Table may not add due to rounding.

Expand the payroll tax exemption to all types of parental leave From 1 July 2019, the payroll tax exemption for wages paid to employees on maternity leave will be extended to all types of parental leave. This provides a fair tax treatment for employers that offer any type of parental leave and encourages employers to give parents more time to spend with their children. The exemption will apply for up to 14 weeks of wages paid to employees taking parental leave. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018.

Expand the qualifying provisions for the corporate reconstruction duty relief To promote business efficiency, the qualifying provisions for corporate reconstruction relief under the Duties Act 2000 will be expanded. This is expected to facilitate business restructuring and reduce compliance costs. From 1 July 2019, the current exemption applying to qualifying transactions of corporate reconstructions will be replaced with a duty rate of 10 per cent of the duty otherwise payable.

2019-20 Service Delivery Chapter 1 123 Harmonisation of foreigner property surcharges – absentee landowner surcharge A landowner who does not ordinarily reside in Australia is liable for an absentee landowner surcharge in addition to any other land tax payable. The absentee landowner surcharge will be increased from 1.5 per cent to 2.0 per cent from the 2020 land tax year. This will align the Victorian and New South Wales rates.

Harmonisation of foreigner property surcharges – land transfer duty surcharge The land transfer duty surcharge on foreign buyers of residential property will be increased from 7 per cent to 8 per cent on the greater of the purchase price or the market value of the property, in addition to any other stamp duty payable. This will align the Victorian and New South Wales rates. The surcharge will apply to contracts entered into on or after 1 July 2019 and will be payable at settlement.

Investing in our regions – further reduction to regional payroll tax To further encourage regional employment, the regional payroll tax rate paid by eligible businesses will be reduced to 1.2125 per cent, or 25 per cent of the metropolitan rate, by 2022-23. The reduction will be phased in over three years with reductions of around 0.4 percentage points each year in 2020-21, 2021-22 and 2022-23. Around 3 500 businesses that qualify as regional employers will pay the reduced rate on all their wages. Further, from 1 July 2019, the eligibility rules for the regional rate will be simplified by removing the ‘business location test’ that required an employer to have their registered business address in regional Victoria.

Investing in our regions – land transfer duty concession for commercial and industrial properties in regional Victoria To provide support to regional businesses and encourage businesses to locate in regional areas, a land transfer duty concession will be provided to commercial and industrial property transactions in regional Victoria. A 10 per cent concession will be provided for contracts signed from 1 July 2019, increasing by 10 percentage points each year to provide a full 50 per cent discount from 1 July 2023. The concession will be based on the contract date and will be applied to the land transfer duty payable at settlement date.

Motor vehicle duty – luxury vehicles From 1 July 2019, motor vehicle duty for used passenger motor vehicles valued above the luxury threshold will be charged $10.40 per $200 of market value. This will align the rate of motor vehicle duty on purchases of used cars above the luxury threshold with the rate for new cars and ensure consistent treatment of new and used cars regardless of value. This will make Victoria consistent with other states in not differentiating between the motor vehicle duty rate that is applied to new and used vehicles. In addition, two new super-luxury thresholds will be introduced from 1 July 2019. All passenger motor vehicles valued between $100 001 and $150 000 will be charged a motor vehicle duty of $14.00 per $200 of market value and all passenger motor vehicles valued above $150 001 will be charged a motor vehicle duty of $18.00 per $200 of market value.

124 Chapter 1 2019-20 Service Delivery Motor vehicle duty – luxury vehicles concession for green cars and primary producers All low-emission passenger cars (with carbon dioxide emissions less than 120g/km) and cars owned by primary producers used in the business of primary production and valued above the luxury car threshold will be charged a concessionary duty rate of $8.40 per $200 of market value.

Motor vehicle duty – service demonstrator vehicles exemption Currently licenced motor car traders (LMCT) carrying on the business of wholesale or retail dealings in motor vehicles are entitled to a duty exemption when purchasing trading stock and/or demonstrator vehicles used predominantly for either or both of these purposes. This exemption reflects the essence of the business of LMCTs – the acquisition and sale of motor vehicles. From 1 July 2019, a LMCT will also be entitled to an exemption on service demonstrator vehicles that satisfy similar criteria. Service demonstrator vehicles are made available to customers of the LMCT without charge while the customer’s motor vehicle is being serviced, with the purpose of selling a vehicle of the same class.

Payroll tax – increase the payroll tax free threshold The current payroll tax-free threshold of $650 000 will be increased to $700 000 by 2022-23, with increases of $25 000 from 1 July 2021 and a further $25 000 from 1 July 2022. This will reduce the number of businesses paying payroll tax from the current 38 000 by around 700 in 2021-22 and a further 700 in 2022-23. It will reduce the payroll tax for all businesses.

Remove the land tax exemption for contiguous land in metropolitan areas From the 2020 land tax year, land in metropolitan Melbourne that is contiguous with a principal place of residence but on a separate title and without a separate residence will no longer be exempt from land tax. This measure will promote the efficient use of land and discourage land banking.

Removing the exemption for gold from royalties Consistent with other Australian jurisdictions, this initiative will broaden the royalties regime by removing the exemption for gold on 1 January 2020. The royalty rate will be set at 2.75 per cent of the net market value of gold production, consistent with the general royalty rate for minerals.

2019-20 Service Delivery Chapter 1 125 SAVINGS

Table 1.27: Savings ($ million) 2018-19 2019-20 2020-21 2021-22 2022-23 Labor's Financial Statement savings .. 50.0 50.0 50.0 50.0 Whole of Government efficiencies .. 201.3 462.8 524.2 584.6 Total savings (a) .. 251.3 512.8 574.2 634.6 Source: Department of Treasury and Finance Note: (a) Table may not add due to rounding.

Labor’s Financial Statement savings The Government committed to achieving $200 million of savings over four years across the General Government sector. Commencing in 2019-20, these savings will include reduced spending on consultancy and labour hire. This initiative delivers on the Government’s election commitment as published in Labor’s Financial Statement 2018.

Whole of Government efficiencies To enable the Government to invest in priority areas, departments will deliver a range of further efficiency measures from 2019-20. This includes aligning indexation of output funding with forecast inflation in 2019-20, along with expanding the General Efficiency Dividend from 2020-21. To support these efficiencies, a comprehensive program of expenditure base reviews will be undertaken across all portfolios.

126 Chapter 1 2019-20 Service Delivery LABOR’S FINANCIAL STATEMENT 2018 – SUMMARY REPORT Labor’s Financial Statement 2018 was published in November 2018. The statement laid out detailed financial information on the Government’s election commitments. Labor’s Financial Statement 2018 includes output initiatives of $3.8 billion over four years, and capital investments totalling $10.1 billion – with a further $32.4 billion in capital investment to be funded through the establishment of the Victorian Transport Fund (VTF). The 2019-20 Budget funds $3.7 billion in output initiatives from Labor’s Financial Statement 2018 over the next four years and $29.8 billion TEI in capital investments. Labor’s Financial Statement 2018 included 87 output initiatives with funding scheduled to commence in 2018-19 or 2019-20. The 2019-20 Budget funds all of these initiatives apart from Enshrining Public Holidays to protect your penalty rates, which will be acquitted when the legislation, introduced to Parliament in March 2019, has been enacted. In addition, the 2019-20 Budget either fully or partially funds 49 of the 52 capital commitments (including VTF initiatives), allowing infrastructure works to proceed immediately. Commitments scheduled to commence in later years will be a priority for future budgets. Funding has been set aside in contingency for delivery of initiatives or parts of initiatives that are not yet ready for inclusion in the 2019-20 Budget. Further details of election initiatives funded in this budget can be found earlier in this chapter.

Table 1.28: Funding for election commitments ($ billion) Labor’s Financial Funding provided Funding to be Percentage of Statement up to 2019-20 provided in funding commitments Budget (a) future budgets provided Output initiatives (b) 3.8 3.7 0.1 97 Savings and reprioritisations (c) 1.1 1.0 0.0 96 Capital investments (d) 42.5 29.8 12.7 70 Source: Department of Treasury and Finance Notes: (a) Does not include further funding set aside in contingency for future allocation as LFS commitments roll out. (b) Total in ‘Funding provided up to 2019-20 Budget’ includes initiatives identified as capital initiatives in Labor’s Financial Statement 2018 but endorsed as output initiatives, and vice versa. (c) ‘Funding to be provided in future budgets’ is represented as 0.0 due to rounding. (d) Includes initiatives funded through the Victorian Transport Fund.

2019-20 Service Delivery Chapter 1 127 OUTSTANDING CAPITAL COMMITMENTS Work is underway to deliver all of the Government’s election commitments. Funding will be held in contingency for delivery of the following asset initiatives that are not yet ready for inclusion in the 2019-20 Budget.

Table 1.29: Asset election commitments for which funding is held in contingency ($ million) Labor’s Financial Initiative Statement TEI A Women’s and Children’s Hospital for Geelong 100.0 Building a world-class hospital in Maryborough 100.0 New police stations in Clyde North and Narre Warren for a growing police force 68.0 Total 268.0 Source: Department of Treasury and Finance

128 Chapter 1 2019-20 Service Delivery CHAPTER 2 – DEPARTMENT PERFORMANCE STATEMENTS

This chapter presents departmental performance statements that describe the objectives and associated performance indicators departments seek to achieve over the medium term. This chapter also describes the outputs (goods and services) that departments are funded to deliver to achieve these objectives. Budget Paper No. 3, Chapter 1 Service Delivery describes the new initiatives that will be funded in 2019-20 and makes links with the base funding departments receive for ongoing programs. The departmental performance statements published in this chapter describe the services provided by the Government and, where relevant, have been updated to reflect the new initiatives in Chapter 1. Performance measures for each output are divided into Quality, Quantity, Timeliness and Cost categories. The performance measures collectively describe the goods and services delivered, and how they are measured. The 2019-20 targets represent what the Government seeks or expects to achieve in the coming year. For each measure, the 2017-18 actual outcome, the 2018-19 target and the 2018-19 expected outcome is provided to allow assessment of departmental performance over the previous periods. The Government is continuing to improve its performance reporting framework to provide more meaningful specification of the outputs delivered by departments, measures of successful delivery of these outputs, and a clear alignment with departmental objectives.

Output movements as a result of machinery of government changes Machinery of government changes took effect from 1 January 2019. The departmental performance statements published in this chapter are organised according to the new structure of the Victorian Public Service. Footnotes for outputs and performance measures that have moved as a result of the machinery of government changes indicate which department was previously responsible for delivering the service described. The table below provides an overview of the movement of outputs between departments, including outputs split between departments.

2019-20 Service Delivery Chapter 2 129 Table 2.1: Movement of outputs as a result of machinery of government changes Outputs Old department New department Entire outputs moved between departments Agriculture Department of Economic Department of Jobs, Precincts and Development, Jobs, Transport and Regions Resources Creative Industries Access, Department of Economic Department of Jobs, Precincts and Development and Innovation Development, Jobs, Transport and Regions Resources Creative Industries Portfolio Department of Economic Department of Jobs, Precincts and Agencies Development, Jobs, Transport and Regions Resources Cultural Infrastructure and Department of Economic Department of Jobs, Precincts and Facilities Development, Jobs, Transport and Regions Resources Industry and Enterprise Department of Economic Department of Jobs, Precincts and Innovation Development, Jobs, Transport and Regions Resources Major Projects Department of Economic Department of Jobs, Precincts and Development, Jobs, Transport and Regions Resources Regional Development Department of Economic Department of Jobs, Precincts and Development, Jobs, Transport and Regions Resources Resources Department of Economic Department of Jobs, Precincts and Development, Jobs, Transport and Regions Resources Tourism, Major Events and Department of Economic Department of Jobs, Precincts and International Education Development, Jobs, Transport and Regions Resources Trade Department of Economic Department of Jobs, Precincts and Development, Jobs, Transport and Regions Resources Industrial Relations Department of Economic Department of Premier and Cabinet Development, Jobs, Transport and Resources Bus Services Department of Economic Department of Transport Development, Jobs, Transport and Resources Integrated transport Department of Economic Department of Transport Development, Jobs, Transport and Resources Port and Freight Network Department of Economic Department of Transport Access Development, Jobs, Transport and Resources Regulation of Commercial Department of Economic Department of Transport Passenger Vehicle Services Development, Jobs, Transport and Resources

130 Chapter 2 2019-20 Service Delivery Outputs Old department New department Road Asset Management Department of Economic Department of Transport Development, Jobs, Transport and Resources Road Operations and Network Department of Economic Department of Transport Improvements Development, Jobs, Transport and Resources Train Services Department of Economic Department of Transport Development, Jobs, Transport and Resources Tram Services Department of Economic Department of Transport Development, Jobs, Transport and Resources Transport Safety, Security and Department of Economic Department of Transport Emergency Management Development, Jobs, Transport and Resources Suburban Development Department of Environment, Land Department of Jobs, Precincts and Water and Planning Regions Gender equality and the Department of Health and Human Department of Premier and Cabinet prevention of family violence Services policy and programs Outputs split between departments Jobs and Investment Department of Economic Department of Jobs, Precincts and Development, Jobs, Transport and Regions Resources Department of Treasury and Finance Sustainably Manage Fish, Department of Economic Department of Jobs, Precincts and Game and Forest Resources Development, Jobs, Transport and Regions Resources Department of Transport Early Childhood Development Department of Education and Department of Education and Training Training Department of Health and Human Services Empowering Individuals and Department of Health and Human Department of Health and Human Communities Services Services Department of Jobs, Precincts and Regions Department of Premier and Cabinet Gambling, Liquor and Racing Department of Justice and Department of Jobs, Precincts and Regulation Regions Department of Justice and Community Safety Government- wide leadership, Department of Premier and Department of Jobs, Precincts and reform and implementation Cabinet Regions Department of Premier and Cabinet Source: Whole of government

2019-20 Service Delivery Chapter 2 131 Other matters to note Appendix A (Output performance measures for review by the Public Accounts and Estimates Committee) identifies performance measures that are proposed to be substantially changed or discontinued in 2019-20. Situations where it is appropriate to substantially change or discontinue a performance measure include where: • a current measure can be replaced by a more appropriate measure and the new measure will provide more meaningful information to the Parliament and the public; • it is no longer relevant due to a change in policies or priorities of the Government and/or departmental objectives; • milestones, projects or programs have been completed, substantially changed, or discontinued; or • funding is not provided in the current budget for the continuation of initiatives. Changed or discontinued measures have been amended or replaced by new measures in instances where they can provide a stronger basis for evaluating of performance of services to the community. When reading the performance statements, ‘nm’ refers to a new performance measure and ‘na’ refers to measures that are either not applicable in the specified year or data is not available.

132 Chapter 2 2019-20 Service Delivery DEPARTMENT OF EDUCATION AND TRAINING

Ministerial portfolios The Department supports the ministerial portfolios of education, higher education, and training and skills.

Departmental mission statement The Department of Education and Training’s mission is captured within its statement of ‘strategic intent’: ‘Together we give every Victorian the best learning and development experience, making our state a smarter, fairer and more prosperous place.’ As part of this vision, we want Victoria to be a place where: • children and young people are confident, optimistic, healthy and resilient; • students reach their potential, regardless of background, place, circumstance or abilities; • Victorians develop knowledge, skills and attributes needed now and for the jobs of the future; and • the Department’s workforce is high performing, empowered, valued and supported. The Department contributes to the Victorian Government’s commitment to building the ‘Education State’ by ensuring that every Victorian has access to the best learning and development experience.

Departmental objectives

Achievement Raise standards of learning and development achieved by Victorians using education, training, and early childhood development services.

Engagement Increase the number of Victorians actively participating in education, training, and early childhood development services.

Wellbeing Increase the contribution education, training, and early childhood development services make to good health and quality of life for all Victorians, particularly children and young people.

Productivity Increase the productivity of our services.

2019-20 Service Delivery Education and Training 133 Output summary by departmental objectives The Department’s outputs and funding (presented by output group) are provided in the table below. Detailed descriptions of objectives, outputs, together with their key performance indicators are presented in subsequent tables. ($ million) 2018-19 2018-19 2019-20 Variation (a) budget revised budget % Strategy, Review and Regulation 116.8 120.8 116.8 0.0 Early Childhood Development (b) 544.4 617.5 621.2 14.1 School Education – Primary 5 697.1 5 713.6 6 111.2 7.3 School Education – Secondary 4 546.8 4 547.0 4 845.1 6.6 Training, Higher Education and Workforce Development 2 448.1 2 368.9 2 449.6 0.1 Support Services Delivery 368.8 391.0 344.3 (6.6) Support for Students with Disabilities 1 106.9 1 094.0 1 140.8 3.1 Total (c) 14 828.9 14 852.8 15 629.0 5.4 Source: Department of Education and Training Notes: (a) Variation between the 2018-19 Budget and the 2019-20 Budget. Explanations for variations greater than five per cent are included in footnotes to the relevant output cost. (b) The Early Childhood Development output reflects the budget transfer of Maternal and Child Health and Parenting Services to the Department of Health and Human Services following the machinery of government changes. (c) Table may not add due to rounding.

Amounts available The following tables detail the amounts available to the Department from Parliamentary authority and income generated through transactions. Table 2.2 outlines the Department’s income from transactions and Table 2.3 summarises the sources of Parliamentary authority available to the Department to fund the provision of outputs, additions to the net asset base, payments made on behalf of the State, and other sources expected to become available to the Department.

Table 2.2: Income from transactions ($ million) 2017-18 2018-19 2018-19 2019-20 actual budget revised budget (a) Output appropriations 12 816.0 13 848.2 13 898.5 14 578.8 Special appropriations 10.5 0.3 7.6 0.3 Interest 24.5 17.4 25.3 27.8 Sales of goods and services 586.6 651.2 647.1 678.4 Grants 63.2 132.3 166.3 81.8 Fair value of assets and services received free of charge or for 3.6 ...... nominal consideration Other income 640.1 663.0 655.5 669.8 Total income from transactions (b) 14 144.4 15 312.4 15 400.2 16 036.9 Source: Department of Education and Training Notes: (a) Includes an estimated $1.4 billion of non-public account contributions in 2019-20. (b) Table may not add due to rounding.

134 Education and Training 2019-20 Service Delivery Table 2.3: Parliamentary authority for resources ($ million) 2018-19 2018-19 2019-20 budget revised budget Annual appropriations 13 973.8 13 882.8 14 871.2 Provision of outputs 13 249.9 13 209.0 13 968.3 Additions to the net asset base 723.9 673.8 902.9 Payments made on behalf of the State ...... Receipts credited to appropriations 583.5 622.8 618.7 Unapplied previous years appropriation 107.4 185.0 .. Provision of outputs 55.2 95.7 .. Additions to the net asset base 52.2 89.2 .. Payments made on behalf of the State ...... Gross annual appropriation 14 664.8 14 690.5 15 489.8 Special appropriations 10.6 52.8 6.8 Trust funds 3 554.0 3 624.0 3 704.3 State Grants (School Funding Reform framework) – 3 403.8 3 439.9 3 626.1 Non-Government Programs (a) Other (b) 150.1 184.1 78.1 Total parliamentary authority (c) 18 229.4 18 367.4 19 200.9 Source: Department of Education and Training Notes: (a) The purpose of this trust primarily relates to Student First Funding for Non-Government Schools by the Commonwealth Government under its Australian Education Act 2013. (b) Includes inter-departmental transfers. (c) Table may not add due to rounding.

2019-20 Service Delivery Education and Training 135 Departmental performance statement

Strategy Review and Regulation The Strategy Review and Regulation output contributes to the Department’s objectives by developing, planning and monitoring strategic policy settings across all stages of learning. It includes inter-governmental negotiations as well as research, data and performance evaluations. This output group also supports regulation that ensures quality education and training is delivered and contributes to all the Department’s objectives. Objective 4: Productivity The departmental objective indicators are: • $ per primary school student per year(a); • $ per secondary school student per year(a); and • $ per vocational education and training (VET) student contact hour. Note: (a) These indicators refer to government and non-government schools.

Outputs

Strategy Review and Regulation (2019-20: $116.8 million) This output group develops, plans and monitors strategic policy settings across all stages of learning. It also includes inter-governmental negotiations as well as research, data and performance evaluations. This output group also supports regulation that ensures quality education and training is delivered and contributes to all the Department’s objectives of achievement, engagement, wellbeing and productivity. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Number of Registered Training number 102 87 102 89 Organisation (RTO) quality audits and school reviews undertaken annually The 2018-19 expected outcome is lower than the 2018-19 target due to a small number of RTOs scheduled for audit moving to the national regulator or voluntarily cancelling registration after ceasing operations. Quality Education peak bodies that rate the per cent 90 90 90 81 Victorian Registration and Qualifications Authority (VRQA) effective or highly effective in performing its regulatory function Regulated schools and RTOs that rate the per cent 90 94 90 95 VRQA effective or highly effective in performing its regulatory function The 2018-19 expected outcome is higher than the 2018-19 target due to schools and RTOs reporting higher satisfaction with the VRQA.

136 Education and Training 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Percentage of government schools where per cent 32.5 32.7 32.8 32.8 an enrolment audit is conducted This performance measure relates to the calendar year. The lower 2019-20 target reflects the forecast net increase in the number of government schools across the year. Cost Total output cost $ million 116.8 120.8 116.8 113.1 Source: Department of Education and Training

2019-20 Service Delivery Education and Training 137 Early Childhood Development The Early Childhood Development output contributes to the Department’s objectives by providing funding for a range of services that support children in the early years, including kindergarten and children’s services, and early intervention services for children with a disability. These outputs make a significant contribution to the Government’s key outcomes in early childhood services. The departmental objective indicators are: Objective 1: Achievement The departmental objective indicators are: • Children developmentally ‘on track’ on the Australian Early Development Census(a) (AEDC) in the language and cognitive skills domains; and • Proportion of early childhood services meeting or exceeding National Quality Standard Area 1 (NQSA1 – Educational program and practice). Objective 2: Engagement The departmental objective indicators are: • Participation in a kindergarten service in the year before school; and • Proportion of early childhood education and care services meeting or exceeding National Quality Standard Area 6 (NQSA6 – Collaborative partnerships with families and communities). Objective 3: Wellbeing The departmental objective indicators are: • Proportion of children who have no behavioural issues on entry into Prep; • Proportion of children who have no general development issues on entry into Prep; and • Children developmentally ‘on track’ on the AEDC social competence and emotional maturity domains(a). Objective 4: Productivity The departmental objective indicator is: • $ per kindergarten student per year. Note: (a) These indicators refer to government and non-government schools.

138 Education and Training 2019-20 Service Delivery Early Childhood Development (2019-20: $621.2 million) This output involves the provision of kindergarten and children’s services. Services include the monitoring of education and care services and specialist services to improve access to kindergartens for disadvantaged children. This output provides early intervention and parenting support. It also includes a range of services and support for children with a developmental delay or disability and their families. This output group also supports regulation that ensures quality education is delivered and contributes to all the Department’s objectives of achievement, engagement, wellbeing and productivity. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Children funded to participate in number 75 000 78 406 78 000 78 970 kindergarten in the year before school This performance measure relates to the calendar year. This performance measure includes first and second year kindergarten participants. The lower 2019-20 target reflects the decrease in the ‘Victoria in Future’ 4-year old population estimates from 2018 to 2019. Aboriginal children funded to participate number 1 350 1 499 1 300 nm in kindergarten in the year before school This performance measure relates to the calendar year. This performance measure includes first and second year Aboriginal kindergarten participants. The 2018-19 expected outcome is higher than the 2018-19 target due to a population estimate based on the 2011 census. This population estimate will be updated in mid-2019, rebased using data collected in the 2016 census. The higher 2019-20 target reflects this rebased population estimate. Kindergarten participation rate in the per cent 96.0 92.1 96.0 93.4 year before school This performance measure relates to the calendar year and excludes children who participate in a second year of the four-year-old kindergarten program. The 2018-19 expected outcome is lower than the 2018-19 target due to increased population estimates following the 2016 census and a small drop in the number of first year enrolments in 2018. Kindergarten participation rate for per cent 90.0 100.0 90.0 nm Aboriginal children in the year before school This performance measure relates to the calendar year. This performance measure excludes children who participate in a second year of the four-year-old kindergarten program. Due to the use of the last available population estimate from the 2011 ABS census, the 2018-19 expected outcome is both higher than the 2018-19 target and 100 per cent and has therefore been rounded. The population estimate will be updated in mid-2019 to reflect data collected in the 2016 census. Children funded to participate in number 2 000 2 048 1 500 nm kindergarten in the year two years before school This performance measure relates to the calendar year. The 2018-19 expected outcome is higher than the 2018-19 target due to the sustained focus on initiatives designed to improving early learning participation, such as the Early Years Compact, Koorie Kids Shine at Kindergarten, and the Early Childhood Agreement for Children in Out-of-Home Care. This performance measure includes first and second year Aboriginal kindergarten participants. The higher 2019-20 target reflects current enrolments and expected population projections. Total number of children receiving Early number 4 000 5 700 4 300 8 590 Childhood Intervention Services This performance measure relates to the calendar year. This relates to an initiative to reduce the state-wide waiting list until full scheme implementation of the National Disability Insurance Scheme (NDIS). The 2018-19 expected outcome is higher than the 2018-19 target due to the slower transition of children into the NDIS than expected. The lower 2019-20 target reflects the continued transition of children into the NDIS.

2019-20 Service Delivery Education and Training 139 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quality Education and care services offering a per cent 46 46 45 44 funded kindergarten program assessed as exceeding the National Quality Standard This performance measure relates to the calendar year. The higher 2019-20 target reflects continued improvements in the proportion of services offering a funded kindergarten program exceeding the National Quality Standard, as part of the Government’s commitment to providing access to high-quality early childhood services. Education and care services offering a per cent 91 90 91 90 funded kindergarten program assessed as meeting or exceeding the National Quality Standard This performance measure relates to the calendar year. Families who are satisfied with the Early per cent 90 90 90 90 Childhood Intervention Services provided This performance measure includes internal and external providers. Parent satisfaction with kindergarten per cent 90 93 85 91 services This performance measure relates to the calendar year. The performance measure includes funded kindergarten providers. The 2018-19 expected outcome is higher than the 2018-19 target consistent with recent trend outperformance. The higher 2019-20 target reflects this outperformance. Cost Total output cost $ million 621.2 617.5 544.4 630.6 The 2018-19 expected outcome is higher than the 2018-19 target primarily due to new funding announced as part of the 2018-19 Budget Update, additional Commonwealth funding for Universal Access and a higher carry forward from 2017-18 in comparison with the estimated amount reflected in the 2018-19 target. The higher 2019-20 target primarily reflects new funding announced as part of the 2019-20 Budget and additional Commonwealth funding for Universal Access. Source: Department of Education and Training

140 Education and Training 2019-20 Service Delivery School Education – Primary The School Education - Primary output contributes to the Department’s objectives by providing services to develop essential skills and learning experiences to engage young minds in the primary sector. Objective 1: Achievement The departmental objective indicators are: • Primary students meeting the expected standard in national and international literacy and numeracy assessment(a); and • Percentage of positive responses to teacher collaboration within primary schools(b). Objective 2: Engagement The departmental objective indicators are: • Mean number of primary student absent days per full time equivalent (FTE) a year(c); • Mean number of unapproved student absence days per FTE per year in primary schools(c); and • Primary students with a positive opinion about their school providing a stimulating learning environment(c). Objective 3: Wellbeing The departmental objective indicators are: • Primary students feeling connected to their school(c); and • Primary students with a positive opinion about their school providing a safe and orderly environment for learning(c). Objective 4: Productivity The departmental objective indicator is: • $ per primary school student per year(c). Notes: (a) This indicator refers to government schools for the national assessments and both government and non-government schools for the international assessments. (b) These indicators refer to government schools. (c) These indicators refer to government and non-government schools.

2019-20 Service Delivery Education and Training 141 School Education – Primary (2019-20: $6 111.2 million) The School Education - Primary output provides education and other associated services designed to improve the quality of learning of students in Prep to Year 6 in government and non-government schools. This output group also supports regulation that ensures quality education is delivered and contributes to all the Department’s objectives of achievement, engagement, wellbeing and productivity. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Average days lost due to absence at Year 5 number 14.1 14.4 14.1 15.6 This performance measure relates to the calendar year. This performance measure refers to government schools only. A lower figure is more desirable, as it indicates that students are having fewer days away from school. The attendance rate covers all absences, including those due to illness and approved family holidays. Average days lost due to absence at Year 6 number 14.5 16.3 14.5 16.3 This performance measure relates to the calendar year. This performance measure refers to government schools only. The 2018-19 expected outcome is higher than the 2018-19 target due to a continuing emphasis on reporting to identify student absence. A lower figure is more desirable, as it indicates that students are having fewer days away from school. The attendance rate covers all absences, including those due to illness and approved family holidays. The 2017-18 actual has been revised relative to the Annual Report. Average days lost due to absence for number 24.0 24.6 24.0 24.6 Aboriginal students in Years Prep to 6 This performance measure relates to the calendar year. This performance measure refers to government schools only. The attendance rate covers all absences, including those due to illness and approved family holidays. This cohort is small in number and data is subject to volatility. The 2017-18 actual has been revised relative to the Annual Report. Investment in non-government schools $ million 451.6 413.9 409.0 382.1 (primary) The higher 2019-20 target primarily reflects new funding announced as part of the 2019-20 Budget, indexation, and growth in enrolment based funding. Percentage of government primary per cent 26 26 28 27 school students receiving equity funding This performance measure relates to the calendar year. This performance measure refers to government schools only. The 2018-19 expected outcome is lower than the 2018-19 target due to changes introduced to allocate the equity funding. The lower 2019-20 target reflects a decrease in the proportion of numbers of eligible students due to demographic changes combined with increasing enrolment in government schools, noting the level of funding has been maintained. Number of teachers completed number 100 95 100 100 professional development as Mathematics and Science Specialists This performance measure relates to the calendar year. This performance measure refers to government schools only. The 2018-19 expected outcome is lower than the 2018-19 target due partly to teacher attrition over the course of the professional learning. Number of Assistant Principals number 640 640 500 646 participating in leadership development programs, including the Aspiring Principals Program This performance measure relates to the calendar year. This performance measure refers to government schools only. The 2018-19 expected outcome is higher than the 2018-19 target due to the Bastow Institute delivering new courses: the ‘Data Literacy for School Leaders’ and ‘Leading Literacy for Networks’ courses since 2018. The higher 2019-20 target reflects enrolments in these new courses. The 2017-18 actual has been revised relative to the Annual Report.

142 Education and Training 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Number of Principals participating in number 1 100 1 100 850 836 leadership development programs, including the Expert Leaders of Education Program This performance measure relates to the calendar year. This performance measure refers to government schools only. The 2018-19 expected outcome is higher than the 2018-19 target due to the Bastow Institute delivering new courses: the ‘Data Literacy for School Leaders’ and ‘Leading Literacy for Networks’ courses since 2018. The higher 2019-20 target reflects enrolments in these new courses. The 2017-18 actual has been revised relative to the Annual Report. Number of school staff who are not number 4 000 4 000 2 600 2 677 Principals or Assistant Principals participating in leadership development programs, including the Aspiring Principals Program and the Local Leaders Program This performance measure relates to the calendar year. This performance measure refers to government schools only. This performance measure includes all school staff (teaching and education support). The 2018-19 expected outcome is higher than the 2018-19 target due to the Bastow Institute delivering new courses: the ‘Data Literacy for School Leaders’ and ‘Leading Literacy for Networks’ courses since 2018. The higher 2019-20 target reflects enrolments in these new courses. Number of teachers completing number 800 895 950 977 mentoring training The performance measure relates to the calendar year. This performance measure refers to government and non-government schools, early childhood teachers, and reflects education policy priorities. The 2018-19 expected outcome is lower than the 2018-19 target due to the cumulative supply of trained teachers from previous years training. The lower 2019-20 target reflects the establishment of a significant cohort of trained mentors across the system. Annual training will cover new mentors and mentor attrition. The Victorian Institute of Teaching delivered their final report for 2018 indicating that 895 teachers completed the full program. The target for 2019-20 reflects the need for fewer training places annually. The 2019 program commenced in March 2019, with final program numbers not available until the completion of the training in late August 2019. The 2017-18 actual has been revised relative to the Annual Report. Number of Victorian schools participating number 302 151 151 151 as a ‘lead school’ for the Respectful Relationships Initiative This performance measure relates to Victorian primary and secondary schools. The higher 2019-20 target reflects the increased number of schools in line with the Royal Commission’s recommendation that all schools eventually adopt the Respectful Relationships whole school approach. Number of school-based staff who have number 25 000 20 000 20 000 20 000 participated in whole-school Respectful Relationships professional learning initiative This performance measure relates to the calendar year. This performance measure includes all school staff (teaching and education support). This performance measure relates to Victorian primary and secondary (government and non-government) schools. The higher 2019-20 target reflects the increased number of schools in line with the Royal Commission’s recommendation that all schools eventually adopt the Respectful Relationships whole school approach. The 2017-18 actual has been revised relative to the Annual Report. Number of schools able to access the number 2 413 na 2 413 nm Digital Assessment Library This performance measure relates to the calendar year. This measure refers to both government and non-government schools. The 2018-19 expected outcome was not measured due to longer than anticipated project initiation, procurement, item development and assessment validation. The unchanged target in 2019-20 reflects the expectation that all schools will have access by end-December 2019.

2019-20 Service Delivery Education and Training 143 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Number of Digital Assessment Library number 1 590 na 1 590 nm items developed This performance measure relates to the calendar year. This measure refers to both government and non-government schools. The 2018-19 expected outcome was not measured due to longer than anticipated project initiation and procurement. The unchanged target in 2019-20 reflects the expectation that all schools will have access to the target number of items by end-December 2019. Number of schools supported with number 400 300 300 nm strategic business and financial support This performance measure relates to the calendar year. This performance measure refers to government schools. The higher 2019-20 target reflects the additional resources available to support schools in 2019. Number of school staff attending number 2 500 2 250 2 250 nm strategic business and financial support training This performance measure relates to the calendar year. This performance measure refers to government schools. The higher 2019-20 target reflects the additional resources available to support schools in 2019. Quality Parent satisfaction with primary 100-point 83 81 83 81 schooling on a 100-point scale scale This performance measure relates to the calendar year. This performance measure refers to government schools only. Percentage of Aboriginal students above per cent 46.7 44.9 44.0 42.6 the bottom three bands for numeracy in Year 3 (National Assessment Program Literacy and Numeracy – NAPLAN testing) This performance measure relates to the calendar year. This performance measure includes government and non-government schools. NAPLAN results are subject to a small margin of error, common to any assessment program, reflected in a confidence interval of ± 2.99 percentage points which is specific to the 2018 assessment year. The higher 2019-20 target reflects the ambition of the Education State for Excellence in Reading and Maths and to Break the Link between disadvantage and achievement. Percentage of Aboriginal students above per cent 33.6 31.8 33.4 31.5 the bottom three bands for numeracy in Year 5 (NAPLAN testing) This performance measure relates to the calendar year. This performance measure includes government and non-government schools. The 2018-19 expected outcome is within the margin of error associated with NAPLAN testing for this cohort. NAPLAN results are subject to a small margin of error, common to any assessment program, reflected in a confidence interval of ± 3.24 percentage points which is specific to the 2018 assessment year. The higher 2019-20 target reflects the ambition of the Education State for Excellence in Reading and Maths and to Break the Link between disadvantage and achievement. Percentage of Aboriginal students above per cent 58.2 56.1 53.3 51.9 the bottom three bands for reading in Year 3 (NAPLAN testing) This performance measure relates to the calendar year. This performance measure includes government and non-government schools. NAPLAN results are subject to a small margin of error, common to any assessment program, reflected in a confidence interval of ± 3.67 percentage points which is specific to the 2018 assessment year. The higher 2019-20 target reflects the ambition of the Education State for Excellence in Reading and Maths and to Break the Link between disadvantage and achievement. Percentage of Aboriginal students above per cent 43.4 41.3 40.0 36.7 the bottom three bands for reading in Year 5 (NAPLAN testing) This performance measure relates to the calendar year. This performance measure includes government and non-government schools. NAPLAN results are subject to a small margin of error, common to any assessment program, reflected in a confidence interval of ± 3.48 percentage points which is specific to the 2018 assessment year. The higher 2019-20 target reflects the ambition of the Education State for Excellence in Reading and Maths and to Break the Link between disadvantage and achievement.

144 Education and Training 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Percentage of students above the bottom per cent 73.4 71.6 73.1 71.7 three bands for numeracy in Year 3 (NAPLAN testing) This performance measure relates to the calendar year. This performance measure includes government and non-government schools. NAPLAN results are subject to a small margin of error, common to any assessment program, reflected in a confidence interval of ± 0.95 percentage points which is specific to the 2018 assessment year. The higher 2019-20 target reflects the ambition of the Education State for Excellence in Reading and Maths and to Break the Link between disadvantage and achievement. Percentage of students above the bottom per cent 64.0 62.2 63.2 61.8 three bands for numeracy in Year 5 (NAPLAN testing) This performance measure relates to the calendar year. This performance measure includes government and non-government schools. The 2018-19 expected outcome is within the margin of error associated with NAPLAN testing for this cohort. NAPLAN results are subject to a small margin of error, common to any assessment program, reflected in a confidence interval of ± 1.06 percentage points which is specific to the 2018 assessment year. The higher 2019-20 target reflects the ambition of the Education State for Excellence in Reading and Maths and to Break the Link between disadvantage and achievement. Percentage of students above the bottom per cent 82.0 79.9 79.7 78.3 three bands for reading in Year 3 (NAPLAN testing) This performance measure relates to the calendar year. This performance measure includes government and non-government schools. NAPLAN results are subject to a small margin of error, common to any assessment program, reflected in a confidence interval of ± 0.77 percentage points which is specific to the 2018 assessment year. The higher 2019-20 target reflects the ambition of the Education State for Excellence in Reading and Maths and to Break the Link between disadvantage and achievement. Percentage of students above the bottom per cent 72.5 70.4 68.3 66.9 three bands for reading in Year 5 (NAPLAN testing) This performance measure relates to the calendar year. This performance measure includes government and non-government schools. NAPLAN results are subject to a small margin of error, common to any assessment program, reflected in a confidence interval of ± 0.97 percentage points which is specific to the 2018 assessment year. The higher 2019-20 target reflects the ambition of the Education State for Excellence in Reading and Maths and to Break the Link between disadvantage and achievement. Percentage of students in the top two per cent 45.7 43.8 45.7 44.3 bands for numeracy in Year 3 (NAPLAN testing) This performance measure relates to the calendar year. This performance measure includes government and non-government schools. NAPLAN results are subject to a small margin of error, common to any assessment program, reflected in a confidence interval of ± 1.07 percentage points which is specific to the 2018 assessment year. Percentage of students in the top two per cent 32.9 31.1 32.9 30.6 bands for numeracy in Year 5 (NAPLAN testing) This performance measure relates to the calendar year. This performance measure includes government and non-government schools. NAPLAN results are subject to a small margin of error, common to any assessment program, reflected in a confidence interval of ± 1.02 percentage points which is specific to the 2018 assessment year. Percentage of students in the top two per cent 60.4 58.3 57.9 56.5 bands for reading in Year 3 (NAPLAN testing) This performance measure relates to the calendar year. This performance measure includes government and non-government schools. NAPLAN results are subject to a small margin of error, common to any assessment program, reflected in a confidence interval of ± 1.04 percentage points which is specific to the 2018 assessment year. The higher 2019-20 target reflects the ambition of the Education State for Excellence in Reading and Maths and to Break the Link between disadvantage and achievement.

2019-20 Service Delivery Education and Training 145 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Percentage of students in the top two per cent 45.1 43.0 41.1 39.7 bands for reading in Year 5 (NAPLAN testing) This performance measure relates to the calendar year. This performance measure includes government and non-government schools. NAPLAN results are subject to a small margin of error, common to any assessment program, reflected in a confidence interval of ± 1.11 percentage points which is specific to the 2018 assessment year. The higher 2019-20 target reflects the ambition of the Education State for Excellence in Reading and Maths and to Break the Link between disadvantage and achievement. Years 5–6 students’ opinion of their number 4.4 4.2 4.4 4.2 connectedness with the school (1-5) This performance measure relates to the calendar year. This performance measure refers to government schools only. Proportion of identified schools that per cent 60.0 65.0 54.0 66.0 subsequently improved their performance This performance measure relates to the calendar year. This performance measure refers to government schools (only) identified to receive support to improve performance in 2017. It renames the performance measure ‘Schools that underwent a priority review increase the proportion of School Improvement Measure threshold standards met’ for increased clarity, but reports on a comparable cohort of schools as the previous measure. The 2018-19 expected outcome is higher than the 2018-19 target due to significant performance improvement across both primary and secondary school education. The higher 2019-20 target reflects the expected impact of the revised and improved measure, and the effectiveness of underlying school improvement programs. Proportion of participants rating (at or per cent 78.0 nm nm nm above ‘significant’) the impact of the Bastow Institute of Educational Leadership’s professional learning on their own development and practice New performance measure for 2019-20 to reflect Government priorities regarding the Education State by facilitating ongoing professional development of the teaching workforce and contributing to improved learning outcomes for all students. This performance measure relates to the calendar year. Performance data are an average across four leadership capability areas – Developing Self and Confidence, Leading Others, Leading Teaching and Learning, Leading School Improvement and Change. The 2019-20 target reflects survey results based on previous year delivery, accounting for time for learning application and reflection on post course completion. Proportion of participants who are per cent 82.0 nm nm nm satisfied with the Bastow Institute of Educational Leadership’s professional learning and development training New performance measure for 2019-20 to reflect Government priorities regarding the Education State by facilitating ongoing professional development of the teaching workforce and contributing to improved learning outcomes for all students. This performance measure relates to the calendar year. Performance data are an average across three learning areas – design, delivery and environment. The 2019-20 target reflects survey results based on previous year delivery, accounting for time for learning application and reflection on post course completion. Cost Total output cost $ million 6 111.2 5 713.6 5 697.1 5 261.1 The higher 2019-20 target primarily reflects new funding announced as part of the 2019-20 Budget including enrolment based funding, indexation, and additional depreciation and capital asset charge funding following the Department’s cyclical asset revaluation in 2018. Source: Department of Education and Training

146 Education and Training 2019-20 Service Delivery School Education – Secondary The School Education - Secondary output contributes to the Department’s objectives by delivering services to consolidate literacy and numeracy competencies including creative and critical thinking, as well as physical, social, emotional and intellectual development in adolescence. It also provides education services as well as varied pathways and support for transition across sectors to further study. Objective 1: Achievement The departmental objective indicators are: • Secondary students meeting the expected standard in national and international literacy and numeracy assessment(a); • Percentage of positive responses to teacher collaboration within secondary schools(b); • Average score in Science (Programme for International Student Assessment (PISA) 15 year-olds) in Victoria compared to global top performers(a); and • Year 12 or equivalent completion rates of young people(b). Objective 2: Engagement The departmental objective indicators are: • Mean number of secondary student absent days per FTE per year(b); • Mean number of unapproved student absence days per FTE per year in secondary schools(b); and • Secondary students with a positive opinion about their school providing a stimulating learning environment(b). Objective 3: Wellbeing The departmental objective indicators are: • Secondary students feeling connected to their school(b); and • Secondary students with a positive opinion about their school providing a safe and orderly environment for learning(b). Objective 4: Productivity The departmental objective indicator is: • $ per secondary school student per year(c). Notes: (a) This indicator refers to government schools for the national assessments and both government and non-government schools for the international assessments. (b) These indicators refer to government schools. (c) These indicators refer to government and non-government schools.

2019-20 Service Delivery Education and Training 147 School Education – Secondary (2019-20: $4 845.1 million) The School Education – Secondary output involves provision of education and support services designed to improve student learning, development and wellbeing in Years 7 to 12 in government and non-government schools. It also covers the provision of services to improve pathways to further education, training and employment. This output group also supports regulation that ensures quality education is delivered and contributes to all the Department’s objectives of achievement, engagement, wellbeing and productivity. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Investment in non-government schools $ million 462.6 424.1 419.2 391.3 (secondary) The higher 2019-20 target primarily reflects new funding announced as part of the 2019-20 Budget, indexation, and growth in enrolment based funding. Number of school students enrolled in number 20 600 20 316 20 000 19 849 Victorian Certificate of Applied Learning (VCAL) The performance measure relates to the calendar year. This performance measure includes government and non-government schools. The 2018-19 expected outcome is higher than the 2018-19 target due to an increasing proportion of students undertaking VCAL at Intermediate and Senior levels, and as VCAL becomes more established as an alternative qualification to the Victorian Certificate of Education (VCE). The higher 2019-20 target reflects a likely continuation of this trend which will be supported by new funding announced as part of the 2018-19 Budget. Number of school students participating number 47 700 47 622 47 000 46 969 in accredited vocational programs This performance measure relates to the calendar year. This performance measure includes government and non-government schools. The 2018-19 expected outcome is higher than the 2018-19 target due to an increasing proportion of students undertaking VET as part of their VCAL or VCE. The higher 2019-20 target reflects a likely continuation of this trend which will be supported by new funding announced as part of the 2018-19 Budget. Number of school-based number 3 700 2 946 3 638 2 985 apprentices/trainees This performance measure relates to the calendar year. This performance measure includes government and non-government schools. The 2018-19 expected outcome is lower than the 2018-19 target due to changes in apprenticeship commencement patterns and School-Based Apprenticeship and Traineeship (SBAT) data collection practices in schools that result in delays in SBATs being recorded as commencing. In 2018 the Department implemented a strategy to improve data accuracy. The higher 2019-20 target reflects forecast student demand and improved data collection. Proportion of all secondary schools per cent 95.0 94.6 95.0 94.5 offering vocational options to students as part of their secondary school certificate This performance measure relates to the calendar year. This performance measure includes government and non-government schools. Number of students for which number 11 100 11 026 11 100 11 026 government secondary schools are funded to ‘catch up’ This performance measure relates to the calendar year. This performance measure refers to government schools only.

148 Education and Training 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Percentage of government secondary per cent 32 32 35 33 school students receiving equity funding This performance measure relates to the calendar year. This performance measure refers to government schools only. The 2018-19 expected outcome is lower than the 2018-19 target due to changes introduced to allocate the equity funding. The lower 2019-20 target reflects a decrease in the proportion of numbers of eligible students due to demographic changes combined with increasing enrolment in government schools, noting the level of funding has been maintained. Number of students participating in the number 355 202 230 nm Victorian Young Leaders program The 2018-19 expected outcome is lower than the 2018-19 target due to the recruitment of a lower number of students due to two selected schools being late withdrawals from the program leaving insufficient time to recruit other schools onto the program. The higher 2019-20 target reflects increasing participation for the program relative to 2018-19. Number of partner secondary schools number 130 nm nm nm accessing a Tech School New performance measure for 2019-20 to reflect Government priorities regarding Education State by investing in, and continuously developing, secondary students’ science, technology, engineering and mathematics capabilities. This performance measure relates to the calendar year. This performance measure refers to government and non-government schools who are partners to a Tech School. Quality Average days lost due to absence in number 16.1 16.8 16.1 16.6 Years 11 and 12 This performance measure relates to the calendar year. This performance measure refers to government schools only. A lower figure is more desirable, as it indicates that students are having fewer days away from school. Average days lost covers all student absences, including those due to illness, approved family holidays and unapproved absences. Average days lost due to absence in number 19.0 20.4 19.0 20.2 Years 7–10 This performance measure relates to the calendar year. This performance measure refers to government schools only. The 2018-19 expected outcome is higher than the 2018-19 target due to a continuing emphasis on reporting to identify student absence. A lower figure is more desirable, as it indicates that students are having fewer days away from school. Average days lost covers all student absences, including those due to illness, approved family holidays and unapproved absences. Average days lost due to absence for number 35.0 36.1 35.0 35.4 Aboriginal students in Years 7 to 12 This performance measure refers to government schools only. Average days lost covers all student absences, including those due to illness, approved family holidays and unapproved absences. This cohort is small in number and data is subject to volatility. Median VCE study score number 29 29 29 29 This performance measure relates to the calendar year. This performance measure refers to government schools only. Parent satisfaction with secondary 100-point 76 80 76 80 schooling on a 100-point scale scale This performance measure relates to the calendar year. This performance measure refers to government schools only. The 2018-19 expected outcome is higher than the 2018-19 target but consistent with recent trend performance. Percentage of Aboriginal students above per cent 29.7 25.5 29.7 29.3 the bottom three bands for numeracy in Year 7 (NAPLAN testing) This performance measure relates to the calendar year. This performance measure includes government and non-government schools. NAPLAN results are subject to a small margin of error, common to any assessment program, reflected in a confidence interval of ± 3.14 percentage points which is specific to the 2018 assessment year.

2019-20 Service Delivery Education and Training 149 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Percentage of Aboriginal students above per cent 27.9 27.5 25.2 22.7 the bottom three bands for numeracy in Year 9 (NAPLAN testing) This performance measure relates to the calendar year. This performance measure includes government and non-government schools. NAPLAN results are subject to a small margin of error, common to any assessment program, reflected in a confidence interval of ± 3.49 percentage points which is specific to the 2018 assessment year. The higher 2019-20 target reflects the ambition of the Education State for Excellence in Reading and Maths and to Break the Link between disadvantage and achievement. Percentage of Aboriginal students above per cent 29.2 26.1 29.2 28.7 the bottom three bands for reading in Year 7 (NAPLAN testing) This performance measure relates to the calendar year. This performance measure includes government and non-government schools. The 2018-19 expected outcome is within the margin of error associated with NAPLAN testing for this cohort. NAPLAN results are subject to a small margin of error, common to any assessment program, reflected in a confidence interval of ± 3.38 percentage points which is specific to the 2018 assessment year. Percentage of Aboriginal students above per cent 26.3 25.1 26.3 23.4 the bottom three bands for reading in Year 9 (NAPLAN testing) This performance measure relates to the calendar year. This performance measure includes government and non-government schools. The 2018-19 expected outcome is within the margin of error associated with this cohort. NAPLAN results are subject to a small margin of error, common to any assessment program, reflected in a confidence interval of ± 3.26 percentage points which is specific to the 2018 assessment year. Percentage of school leavers completing per cent 95.0 96.0 95.0 96.3 a VCE VET program in a school progressing to further education, training or work This performance measure relates to the calendar year. This performance measure includes government and non-government schools. The 2018-19 expected outcome is higher than the 2018-19 target due to more students completing VCAL. Data for the 2018-19 expected outcome is derived from the 2019 ‘On-track’ Survey of 2018 senior secondary school completers’ conducted in May. The 2017-18 actual has been revised relative to the Annual Report. Percentage of school leavers completing per cent 85.0 86.0 85.0 87.1 an Intermediate or Senior Victorian Certificate of Applied Learning in a school progressing to further education, training or work This performance measure relates to the calendar year. This performance measure includes government and non-government schools. The 2017-18 actual has been revised relative to the Annual Report. Percentage of students above the bottom per cent 64.6 61.1 64.6 64.2 three bands for numeracy in Year 7 (NAPLAN testing) This performance measure relates to the calendar year. This performance measure includes government and non-government schools. NAPLAN results are subject to a small margin of error, common to any assessment program, reflected in a confidence interval of ± 1.66 percentage points which is specific to the 2018 assessment year. Percentage of students above the bottom per cent 57.9 57.5 54.3 53.6 three bands for numeracy in Year 9 (NAPLAN testing) This performance measure relates to the calendar year. This performance measure includes government and non-government schools. NAPLAN results are subject to a small margin of error, common to any assessment program, reflected in a confidence interval of ± 1.83 percentage points which is specific to the 2018 assessment year. The higher 2019-20 target reflects the ambition of the Education State for Excellence in Reading and Maths and to Break the Link between disadvantage and achievement.

150 Education and Training 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Percentage of students above the bottom per cent 61.1 59.7 61.1 60.8 three bands for reading in Year 7 (NAPLAN testing) This performance measure relates to the calendar year. This performance measure includes government and non-government schools. The 2018-19 expected outcome is within the margin of error associated with NAPLAN testing for this cohort. NAPLAN results are subject to a small margin of error, common to any assessment program, reflected in a confidence interval of ± 1.63 percentage points which is specific to the 2018 assessment year. Percentage of students above the bottom per cent 53.3 53.0 50.7 50.4 three bands for reading in Year 9 (NAPLAN testing) This performance measure relates to the calendar year. This performance measure includes government and non-government schools. NAPLAN results are subject to a small margin of error, common to any assessment program, reflected in a confidence interval of ± 1.77 percentage points which is specific to the 2018 assessment year. The higher 2019-20 target reflects the ambition of the Education State for Excellence in Reading and Maths and to Break the Link between disadvantage and achievement. Percentage of students in the top two per cent 35.4 31.1 35.4 35.0 bands for numeracy in Year 7 (NAPLAN testing) This performance measure relates to the calendar year. This performance measure includes government and non-government schools. NAPLAN results are subject to a small margin of error, common to any assessment program, reflected in a confidence interval of ± 1.64 percentage points which is specific to the 2018 assessment year. Percentage of students in the top two per cent 27.6 27.2 26.4 23.8 bands for numeracy in Year 9 (NAPLAN testing) This performance measure relates to the calendar year. This performance measure includes government and non-government schools. NAPLAN results are subject to a small margin of error, common to any assessment program, reflected in a confidence interval of ± 1.89 percentage points which is specific to the 2018 assessment year. The higher 2019-20 target reflects the ambition of the Education State for Excellence in Reading and Maths and to Break the Link between disadvantage and achievement. Percentage of students in the top two per cent 31.2 28.5 31.2 30.9 bands for reading in Year 7 (NAPLAN testing) This performance measure relates to the calendar year. This performance measure includes government and non-government schools. NAPLAN results are subject to a small margin of error, common to any assessment program, reflected in a confidence interval of ± 1.48 percentage points which is specific to the 2018 assessment year. Percentage of students in the top two per cent 23.0 21.7 23.0 20.5 bands for reading in Year 9 (NAPLAN testing) This performance measure relates to the calendar year. This performance measure includes government and non-government schools. The 2018-19 expected outcome is within the margin of error associated with NAPLAN testing for this cohort. NAPLAN results are subject to a small margin of error, common to any assessment program, reflected in a confidence interval of ± 1.54 percentage points which is specific to the 2018 assessment year. Percentage of students who remain at per cent 93.0 92.5 93.0 92.4 school from Year 7 to Year 12 This performance measure relates to the calendar year. This performance measure includes government and non-government schools. Percentage of Victorian Certificate of per cent 77.0 76.5 76.9 74.2 Applied Learning Certificates satisfactorily completed by school students This performance measure relates to the calendar year. This performance measure includes government and non-government schools.

2019-20 Service Delivery Education and Training 151 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Years 7–9 students’ opinion of their number 3.7 3.5 3.7 3.5 connectedness with the school (1-5) This performance measure relates to the calendar year. This performance measure refers to government schools only. The 2018-19 expected outcome is lower than the 2018-19 target but consistent with recent trend performance. Data are drawn from the Attitudes to School Survey, where a higher score represents a higher level of connectedness (that is, students feel they belong and enjoy attending school). Percentage of students in out of home per cent 85.0 82.0 75.0 75.7 care receiving targeted supports in school (LOOKOUT Education Support Centres) This performance measure relates to the calendar year. This performance measure refers to government and non-government schools. The 2018-19 expected outcome is higher than the 2018-19 target due to increased capacity building in schools (through staff training and engagement strategies) in addition to automated data collection techniques. The higher 2019-20 target reflects the expected increased capacity building in schools. The 2017-18 actual has been revised relative to the Annual Report. Proportion of Navigator program per cent 70.0 68.0 70.0 63.0 participants re-engaged in schooling This performance measure relates to the calendar year. This performance measure refers to government and non-government schools. Participants of the Navigator program are generally re-engaged in education over the course of 18 months. The 2018-19 expected outcome is lower than the 2018-19 target but represents a cumulative improvement on the 2017-18 actual, signifying stable progress towards the 2018-19 and 2019-20 targets. The 2017-18 actual has been revised relative to the Annual Report. Percentage of Year 9 students with a per cent 20 na 20 nm Careers e-Portfolio This performance measure relates to the calendar year. This measure refers to government schools only. The 2018-19 expected outcome was not measured due to re-phased program implementation resulting in the program now having an effective commencement date of calendar year 2019. The 2019-20 target reflects the progressive rollout of the Careers e-Portfolio across government schools with Year 9 students. Cost Total output cost $ million 4 845.1 4 547.0 4 546.8 4 199.8 The higher 2019-20 target primarily reflects new funding announced as part of the 2019-20 Budget including enrolment based funding, indexation, and additional depreciation and capital asset charge funding following the Department’s cyclical asset revaluation in 2018. Source: Department of Education and Training

152 Education and Training 2019-20 Service Delivery Training, Higher Education and Workforce Development The Training, Higher Education and Workforce Development output contributes to the Department’s objectives by supporting Victorians to gain the skills and capabilities essential for success in employment and further training or study. The Victorian Government expects the TAFE and training sector to deliver quality training that strongly supports industry to meet the evolving needs of the economy; provides Victorians with the skills needed for initial and continuing employment; promotes equity and addresses disadvantage; and aligns with government priorities, with an emphasis on growth sectors of the economy, implementing ‘Ending Family Violence: Victoria’s Plan for Change’ and the National Disability Insurance Scheme. An innovative, dynamic, sustainable and stable TAFE and training system working effectively with other education sectors is critical to the achievement of the Government’s vision for establishing Victoria as the Education State. Objective 1: Achievement The departmental objective indicators are: • VET course completions; • Certificate III or above completions; and • Proportion of graduates with improved employment status after training. Objective 2: Engagement The departmental objective indicators are: • VET enrolments by age and gender; • VET enrolments by administrative regions; • VET enrolments by skills shortage category courses; • VET enrolments by specialised category courses; • VET participation by learners facing barriers; • VET participation by unemployed learners; and • Proportion of VET students satisfied with the teaching in their course. Objective 3: Wellbeing The departmental objective indicator is: • Level of student satisfaction with VET. Objective 4: Productivity The departmental objective indicator is: • $ per VET student contact hour.

2019-20 Service Delivery Education and Training 153 Training, Higher Education and Workforce Development (2019-20: $2 449.6 million) The Training, Higher Education and Workforce Development output supports Victorians to acquire skills Victorian industries and businesses need to grow or adjust by: • developing strategic advice on Victoria’s skill requirements; • supporting better training choices by individuals and employers through improved access to information and advice; • contracting quality training delivery provided by TAFEs and dual sector universities, not for profit community providers and private registered training organisations; • ensuring there is a highly capable and diverse internationally focused TAFE and training system in Victoria; • supporting growth industries or those in adjustment, job creation and development of workforces; • supporting Government priorities through training and skills development, such as the Government’s response to the Family Violence Royal Commission through the Plan for Change; • developing and implementing effective strategies for accredited and pre accredited training through adult community education and youth transition pathways to ensure access to and increased participation in life long skills development; and • growing TAFE institutes as public institutions that play a key role in helping the State to meet its economic and employment needs, as well as a unique role in the community to promote equity and address disadvantage. This output includes the functions of training system design, industry engagement, stakeholder information, contracting and monitoring of quality and training services. It involves the development and implementation of strategies for accredited and pre-accredited vocational education and training through to adult community education. This output group also supports regulation that ensures quality education and training is delivered and contributes to all the Department’s objectives of achievement, engagement, wellbeing and productivity. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Number of government subsidised course number 317 500 316 512 390 000 353 681 enrolments This performance measure relates to the calendar year. The 2018-19 expected outcome is lower than the 2018-19 target due to lower enrolments resulting from more rigorous contract allocation, targeting of training to Government priorities and substitution to university education. The lower 2019-20 target reflects the expected impact of greater targeting of high-quality training and residual effects of lower training activity in previous years. Number of government subsidised course number 145 000 139 177 142 600 141 642 enrolments in the TAFE Network This performance measure relates to the calendar year. The 2018-19 expected outcome is lower than the 2018-19 target due to the continuing effects of lower training commencements in previous years impacting on continuing enrolments. The higher 2019-20 target reflects the expected impact of the Free TAFE for Priority Courses initiative.

154 Education and Training 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Number of government subsidised number 45 000 50 926 45 000 45 261 pre-accredited module enrolments funded through the Adult Community and Further Education (ACFE) Board This performance measure relates to the calendar year. The 2018-19 expected outcome is higher than the 2018-19 target due to additional investment by ACFE funded providers from their own resources. Number of government subsidised number 49 900 48 604 49 900 49 876 apprenticeship course enrolments This performance measure relates to the calendar year. The 2018-19 expected outcome is lower than the 2018-19 target due to the continuing effects of lower training commencements in previous years impacting on continuing enrolments. Proportion of government subsidised per cent 83.0 81.0 83.0 84.9 enrolments related to qualifications that will lead to jobs and economic growth This performance measure relates to the calendar year. Number of government subsidised course number 81 300 81 106 104 000 93 896 enrolments by students living in regional Victoria This performance measure relates to the calendar year. The 2018-19 expected outcome is lower than the 2018-19 target due to lower enrolments resulting from more rigorous contract allocation, targeting of training to Government priorities and substitution to university education. The lower 2019-20 target reflects the expected impact of greater targeting of high-quality training and residual effects of lower training activity in previous years. Number of students without Year 12, number 58 000 58 052 80 000 68 361 or Certificate II or above, enrolled in a government subsidised course at Certificate III or above This performance measure relates to the calendar year. The 2018-19 expected outcome is lower than the 2018-19 target due to lower enrolments resulting from more rigorous contract allocation, targeting of training to Government priorities and substitution to university education. The lower 2019-20 target reflects the expected impact of greater targeting of high-quality training and residual effects of lower training activity in previous years. Number of government subsidised number 190 000 nm nm nm foundation module enrolments This performance measure relates to the calendar year. This performance measure is proposed to replace the 2018-19 performance measure ‘Number of students without Year 12, Certificate II or above enrolled in foundation courses’. It has been replaced to more accurately measure the volume of foundation training. Number of government subsidised course number 67 500 nm nm nm enrolments by students eligible for fee concession This performance measure relates to the calendar year. This performance measure is proposed to replace the 2018-19 performance measure ‘Proportion of government subsidised course enrolments by students eligible for fee concession’. It has been replaced to more accurately reflect clearer alignment with current policy priorities. Grants to support workforce number 9 10 10 10 development, skills sector reform, structural adjustment and job creation initiatives This performance measure relates to the financial year. The lower 2019-20 target reflects a structural change in the administration of grants.

2019-20 Service Delivery Education and Training 155 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quality Proportion of employers of apprentices per cent 77.6 77.6 76.5 76.8 and trainees who are satisfied with training This performance measure relates to the calendar year. Data for 2018-19 expected outcomes relate to the 2018 Victorian Employer Satisfaction Survey of 2017 training experiences. The higher 2019-20 target reflects the expectation that there will not be significant change in performance from the 2018-19 expected outcome. Proportion of VET completers who are per cent 84.6 84.6 83.7 84.0 satisfied with their training This performance measure relates to the calendar year. Data for 2018-19 expected outcomes relate to the 2018 Victorian Student Satisfaction Survey of 2017 training experiences. The higher 2019-20 target reflects the expectation that VET completers will continue to be satisfied with their training, reflecting the impact of greater targeting of high-quality training. Proportion of VET completers with an per cent 51.8 51.4 51.8 47.1 improved employment status after training This performance measure relates to the calendar year. Data for 2018-19 expected outcomes relate to the 2018 Victorian Student Satisfaction Survey of 2017 training experiences. Proportion of VET completers who per cent 83.4 83.4 78.7 82.0 achieved their main reason for training This performance measure relates to the calendar year. Data for 2018-19 expected outcomes relate to the 2018 Victorian Student Satisfaction Survey of 2017 training experiences. The 2018-19 expected outcome is higher than the 2018-19 target due to the benefits of the Skills First reforms flowing through to further strengthening in the quality of the Victorian training market. The higher 2019-20 target reflects the expectation that there will not be significant change in performance from the 2018-19 expected outcome. Two-year completion rate for per cent 46.3 nm nm nm non-apprentice commencements in government subsidised Australian Qualifications Framework qualifications This performance measure relates to the calendar year. This performance measure is proposed to replace the 2018-19 performance measure ‘Number of government subsidised course completions’. It has been replaced to more accurately reflect the effectiveness of government subsidised training in engaging and retaining students. Cost Total output cost $ million 2 449.6 2 368.9 2 448.1 2 187.0 The 2019-20 target includes funding for selected public sector workforce training and development initiatives, reflecting their contribution to outcomes and government priorities related to this output. Source: Department of Education and Training

156 Education and Training 2019-20 Service Delivery Support Services Delivery The Support Services Delivery output contributes to the Department’s objectives by providing student welfare and support, student transport (excluding transport for special needs students) and health services. Objective 4: Productivity The departmental objective indicators are: • $ per primary school student per year(a); and • $ per secondary school student per year(a). Note: (a) These indicators refer to government and non-government schools.

Support Services Delivery (2019-20: $344.3 million) The Support Services Delivery output group primarily covers the Regional Services Group and provides student welfare and support, student transport (excluding transport for special needs students) and health services. This output group contributes towards providing and improving services to support all the Department’s objectives of achievement, engagement, wellbeing and productivity. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Eligible primary school students in receipt number 135 400 132 827 134 200 130 813 of Camps, Sports and Excursions Fund This performance measure relates to the calendar year. The higher 2019-20 target reflects increased enrolment in government schools, increasing the demand for the program. Eligible secondary school students in number 91 800 90 047 85 800 83 689 receipt of Camps, Sports and Excursions Fund This performance measure relates to the calendar year. The 2018-19 expected outcome is higher than the 2018-19 target due to improved administration reducing the need for families to resubmit applications. The higher 2019-20 target reflects increased enrolment in government schools, increasing the demand for the program. Investment in student welfare and support $ million 295.5 342.8 321.4 307.3 The 2018-19 expected outcome is higher than the 2018-19 target due primarily to additional funding during 2018-19, and higher carry forward from 2017-18 in comparison with the estimated amount reflected in the 2018-19 target. The lower 2019-20 target mainly reflects sunsetting initiatives at the end of the 2019 school year. Further funding for many government initiatives will be worked through pending outcomes of a new bilateral school funding agreement with the Commonwealth once it is secured. This is offset by additional funding for 2019-20. Investment in travelling allowances and $ million 48.8 48.1 47.4 41.1 transport support (not including special needs students) This performance measure includes government and non-government schools. The higher 2019-20 target primarily reflects indexation. Health assessments of prep-aged number 70 500 62 000 62 000 63 947 students by school nurses This performance measure relates to the calendar year. This performance measure includes government and non-government schools. This performance measure replaces the former measure ‘Prep-aged students assessed by school nurses’ but reports the same activity. The higher 2019-20 target reflects an additional 10 FTE school nurses funded in the 2018-19 Budget.

2019-20 Service Delivery Education and Training 157 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual School students (government) supported number 8 750 8 698 8 972 9 137 by conveyance allowance This performance measure relates to the calendar year. The 2018-19 expected outcome is lower than the 2018-19 target due to a lower than expected number of applications from students within the revised metropolitan conveyance allowance boundary. The lower 2019-20 target reflects a lower expected number of applications from students within the metropolitan conveyance allowance boundary. School students (non-government) number 27 700 28 396 28 315 28 835 supported by conveyance allowance This performance measure relates to the calendar year. The lower 2019-20 target reflects a lower expected number of applications from students within the metropolitan conveyance allowance boundary. Schools allocated a nurse through the number 198 198 193 200 Secondary School Nursing Program This performance measure relates to the calendar year. This performance measure refers to government schools only. The higher 2019-20 target reflects recent trend performance and revised forecasts of school nursing activity. Schools funded for primary welfare number 799 799 803 797 officers This performance measure relates to the calendar year. This performance measure refers to government schools only. The lower 2019-20 target reflects the expected 2018-19 outcome and the projected number of eligible schools. Quality School satisfaction with student support per cent 80.0 71.3 85.0 80.4 services This performance measure relates to the calendar year. This performance measure refers to government schools only. The 2018-19 expected outcome is lower than the 2018-19 target and reflects the strong enrolment growth placing pressure on the Student Support Services (SSS) workforce. To address this, 50 new FTE positions will be added to the workforce from 2018-19 to improve the ability of SSS to provide services to schools. In addition, a statewide practice model is being implemented in 2019 to ensure SSS provide support to students who need it most. The lower 2019-20 target reflects these revised service delivery arrangements which will continue to be refined to provide high quality needs-based service. Cost Total output cost $ million 344.3 391.0 368.8 348.3 The 2018-19 expected outcome is higher than the 2018-19 target due primarily to additional funding during 2018-19, and higher carry forward from 2017-18 in comparison with the estimated amount reflected in the 2018-19 target. The lower 2019-20 target mainly reflects sunsetting initiatives at the end of the 2019 school year. Further funding for many government initiatives will be worked through pending outcomes of a new bilateral school funding agreement with the Commonwealth once it is secured. This is offset by additional funding for 2019-20. Source: Department of Education and Training

158 Education and Training 2019-20 Service Delivery Support for Students with Disabilities The Support for Students with Disabilities output contributes to the Department’s objectives by delivering programs for students with disabilities, transport, welfare and support services for students with special needs. Objective 4: Productivity The departmental objective indicators are: • $ per primary school student per year(a); and • $ per secondary school student per year(a). Note: (a) These indicators refer to government and non-government schools.

Support for Students with Disabilities (2019-20: $1 140.8 million) The Support for Students with Disabilities output group covers the program for students with disabilities, transport, welfare and support services for students with special needs. This output group contributes towards providing and improving services to support all the Department’s objectives of achievement, engagement, wellbeing and productivity. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Eligible special school students provided number 9 000 8 812 9 000 9 003 with appropriate travel This performance measure relates to the calendar year. The 2018-19 expected outcome is lower than the 2018-19 target due to a continued slower than anticipated growth rate in enrolments at specialist schools. Students funded under the disabilities per cent 4.4 4.4 4.3 4.2 program in government schools as a proportion of the total student population This performance measure relates to the calendar year. This performance measure refers to government schools only. The 2018-19 expected outcome is higher than the 2018-19 target and 2017-18 actual due to annual growth in the proportion of students funded under the disabilities program. The higher 2019-20 target reflects projected annual growth. Quality Parent satisfaction with special education 100-point 85 85 85 82 on a 100-point scale scale This performance measure relates to the calendar year. This performance measure refers to government schools only. Cost Total output cost $ million 1 140.8 1 094.0 1 106.9 1 002.4 This higher 2019-20 target primarily reflects indexation and new funding announced as part of the 2019-20 Budget. Source: Department of Education and Training

2019-20 Service Delivery Education and Training 159 DEPARTMENT OF ENVIRONMENT, LAND, WATER AND PLANNING

Ministerial portfolios The Department supports the ministerial portfolios of Energy, Environment and Climate Change, Solar Homes, Water, Planning, and Local Government.

Departmental mission statement The Department of Environment, Land, Water and Planning’s mission is to shape and support liveable, inclusive and sustainable communities, and thriving natural environments across Victoria by: • listening, working alongside and partnering with the community in everything we do; • leveraging the connectivity between our portfolios to respond to the impacts of climate change in a productive, collaborative and coordinated way; • maximising opportunities for attracting investment and jobs through supporting the development of new, environmentally sustainable industries; and • protecting, enhancing and strengthening the State’s liveability and protecting our natural environment, infrastructure and heritage for future generations. The Department contributes to the Victorian Government’s commitment to a stronger, fairer, better Victoria by supporting our natural and built environment, to ensure economic growth and liveable, sustainable and inclusive communities that are resilient to the impacts of climate change.

Departmental objectives

Zero emission, climate-ready economy and community The Department leads the Victorian Government response to climate change, in line with the Climate Change Act 2017, Victoria’s Climate Change Framework and Victoria’s Climate Change Adaptation Plan 2017-20. The Government’s response includes reducing greenhouse gas emissions, adapting to the impacts of climate change, and supporting the economic and social transition to a net-zero emissions and climate resilient future. The Climate Change output contributes to this objective by leading the development and implementation of strategic, whole of government climate change policy and programs, that contribute to Victoria’s 2050 target of net-zero greenhouse gas emissions and build the State’s resilience to climate change.

160 Environment, Land, Water and Planning 2019-20 Service Delivery Healthy, resilient and biodiverse environment The Department leads the development and implementation of strategic regulation and investment in environmental and natural resource programs across Victoria. The Environment and Biodiversity output contributes to this objective by developing and implementing environmental policy and delivering investment, regulatory and research functions. The Statutory Activities and Environment Protection output protects the environment and people by preventing and reducing harm from pollution and waste through better regulation, conducting research and gathering intelligence to inform compliance and enforcement activities, collaboration and the provision of advice.

Reliable, sustainable and affordable energy services The Department delivers programs on renewable energy, improving energy efficiency and productivity, and provides policy advice to government on the delivery of reliable, sustainable and affordable energy services to households and business consumers. The Energy output contributes to this objective through state-based energy programs, including renewable energy development, energy efficiency and affordability improvements, and facilitation of new investment. The Solar Homes output will, over ten years, provide 770 000 households with either solar panel energy systems, solar hot water systems, or battery storage for homes with existing solar energy systems, as Victoria transitions to a lower emissions future, reducing fossil fuel usage and air pollution, and allowing independence from conventional energy supplies. Solar Victoria supports investment in household energy technology innovation to find new and improved ways to meet future energy demand.

Productive and effective land management The Department delivers effective management and governance of Victoria’s public land to protect its social, economic and environmental values and maximise its use by all Victorians. The Land Use Victoria output delivers high quality and authoritative land administration and property information services, including the registration of land titles under the Torrens system, survey, valuation and land information services. Land Use Victoria also incorporates the State’s foundational spatial data services and government land policies. The Management of Public Land and Forests output contributes to this objective by providing stewardship of Victoria’s forests, coasts and Crown land reserves, to ensure that natural, built and historic assets are managed responsibly. The Parks Victoria output contributes to this objective by managing the development and protection of Victoria’s natural, cultural and community assets.

2019-20 Service Delivery Environment, Land, Water and Planning 161 Safe and sustainable water resources The Department increases the efficiency of supply and use of water in cities and towns, and improves environmental conditions of waterways to ensure that Victoria has safe and sustainable water resources to meet future urban, rural and environmental needs. The Effective Water Management and Supply output contributes to this objective by developing policies, providing strategic advice and overseeing regulatory systems and institutional arrangements to effectively manage Victoria’s water resources.

A quality built environment The Department plans for the future growth and transformation of Victoria’s cities and regions, and provides leadership and advice on heritage protection and the built environment. The Planning, Building and Heritage output contributes to this objective by delivering programs to address the future growth and transformation of cities and regions.

Sustainable and effective local governments The Department supports effective and efficient local governance and service provision, and supports communities to manage change and growth at a local level. The Local Government output contributes to this objective by delivering activities in partnership with the local government sector to support effective and efficient local governance, leadership, infrastructure and service provision.

Reduced impact of major bushfires and other emergencies on people, property and the environment Safer Together delivers an integrated approach to reducing the risk of bushfires and other emergencies to protect people, property and the environment. The Fire and Emergency Management output contributes to this objective by planning and delivering integrated bushfire management and the provision of emergency response.

Changes to the output structure The Department has made changes to its output structure for 2019-20, in addition to the machinery of government changes reflected in Table 2.1, as shown in the table below: 2018-19 outputs Reason 2019-20 outputs na This is a new output created for the Solar Homes new Solar Homes portfolio Source: Department of Environment, Land, Water and Planning

162 Environment, Land, Water and Planning 2019-20 Service Delivery Output summary by departmental objectives The Department’s outputs and funding are provided in the table below. Detailed descriptions of objectives, outputs, together with their key performance indicators are presented in subsequent tables. ($ million) 2018-19 2018-19 2019-20 Variation (a) budget revised budget % Zero emission, climate-ready economy and community Climate Change 42.7 40.9 40.1 (6.1) Healthy, resilient and biodiverse environment Environment and Biodiversity 127.3 134.2 139.0 9.2 Statutory Activities and Environment Protection 203.6 206.9 204.3 0.3 Reliable, sustainable and affordable energy services Energy 119.9 545.0 178.3 48.7 Solar Homes (b) - - 139.4 na Productive and effective land management Land Use Victoria 171.6 215.4 220.4 28.5 Management of Public Land and Forests 198.3 203.1 211.0 6.4 Parks Victoria 188.7 194.3 181.1 (4.0) Safe and sustainable water resources Effective Water Management and Supply 416.2 387.2 302.2 (27.4) A quality built environment Planning, Building and Heritage (c) 336.3 361.7 327.1 (2.7) Sustainable and effective local governments Local Government 163.8 161.6 124.8 (23.8) Reduced impact of major bushfires and other emergencies on people, property and the environment Fire and Emergency Management 400.9 429.3 403.5 0.7 Total (d) (e) 2 369.1 2 879.4 2 471.1 4.3 Source: Department of Environment, Land, Water and Planning Notes: (a) Variation between the 2018-19 Budget and the 2019-20 Budget. Explanations for variations greater than five per cent are included in footnotes to the relevant output cost. (b) Solar Homes is a new output for 2019-20. As such, there is no 2018-19 Budget or 2018-19 revised information. (c) The 2018-19 budget for the Planning, Building and Heritage output reflects the transfer of Fishermans Bend to the Department of Jobs, Precincts and Regions as a result of machinery of government changes that came into effect on 1 January 2019. (d) The 2018-19 budget total reflects the transfer of Suburban Development to the Department of Jobs, Precincts and Regions as a result of machinery of government changes that came into effect on 1 January 2019. (e) Table may not add due to rounding.

2019-20 Service Delivery Environment, Land, Water and Planning 163 Amounts available The following tables detail the amounts available to the Department from Parliamentary authority and income generated through transactions. Table 2.4 outlines the Department’s income from transactions and Table 2.5 summarises the sources of Parliamentary authority available to the Department to fund the provision of outputs, additions to the net asset base, payments made on behalf of the State, and other sources expected to become available to the Department.

Table 2.4: Income from transactions ($ million) 2017-18 2018-19 2018-19 2019-20 actual budget revised budget (a) Output appropriations 1 491.6 1 501.7 2 017.3 1 710.2 Special appropriations 112.2 144.6 129.3 139.5 Interest 17.0 12.4 13.7 21.6 Sales of goods and services 87.4 42.9 55.8 50.7 Grants 187.0 130.4 161.8 30.6 Fair value of assets and services received free of charge or for ...... nominal consideration Other income 321.3 295.7 406.7 404.1 Total income from transactions (b) 2 216.5 2 127.6 2 784.6 2 356.8 Source: Department of Environment, Land, Water and Planning Notes: (a) There are no non-public account contributions in 2019-20. (b) Table may not add due to rounding.

164 Environment, Land, Water and Planning 2019-20 Service Delivery Table 2.5: Parliamentary authority for resources ($ million) 2018-19 2018-19 2019-20 budget revised budget Annual appropriations 2 121.7 2 607.8 2 481.3 Provision of outputs 1 299.5 1 835.8 1 566.9 Additions to the net asset base 145.4 115.7 196.8 Payments made on behalf of the State (a) 676.8 656.3 717.5 Receipts credited to appropriations 224.4 202.9 143.3 Unapplied previous years appropriation 16.7 8.1 .. Provision of outputs 11.7 8.1 .. Additions to the net asset base 5.0 .. .. Payments made on behalf of the State ...... Gross annual appropriation 2 362.8 2 818.8 2 624.6 Special appropriations 173.3 144.4 159.4 Trust funds 1 176.9 1 632.1 1 266.2 Commonwealth Local Government Grants Trust (b) 593.3 607.3 309.8 G-MW Connections Project Trust (c) 110.4 110.6 10.0 Municipal and Industrial Landfill Levy Trust (d) 215.9 228.2 239.2 Parks and Reserves Trust (e) 171.3 175.0 185.0 Other 85.9 511.0 522.2 Total parliamentary authority (f) 3 713.0 4 595.3 4 050.2 Source: Department of Environment, Land, Water and Planning Notes: (a) Includes contributions by the state under agreements pursuant to section 25 of the Murray Darling Basin Act 1993. (b) The purpose of this trust primarily relates to the issuing of grants pursuant to the Commonwealth allocation to the state for on-passing to local government. (c) The purpose of this trust primarily relates to the collection and disbursement of Commonwealth funding provided for the Goulburn-Murray Water (G-MW) Connections project and any interest earned on the cash balance. (d) The purpose of this trust primarily relates to the collection and distribution of the General Landfill Levy as required under section 70E of the Environment Protection and Sustainability Victoria Amendment Act 2014. (e) The purpose of this trust primarily holds the park charge collected to support ongoing core operations of Parks Victoria throughout the metropolitan area, the Royal Botanic Gardens, Zoos Victoria and the Shrine of Remembrance. (f) Table may not add due to rounding.

2019-20 Service Delivery Environment, Land, Water and Planning 165 Departmental performance statement

Objective 1: Zero emission, climate-ready economy and community This objective involves leading a whole of government response to climate change, including reducing greenhouse gas emissions, adapting to the impacts of a changing climate, and supporting the economic and social transition to a net-zero emissions and climate resilient future. The Department leads the modernisation of legislative, regulatory and governance arrangements in the environment portfolio, and uses economic, research and scientific expertise to develop policy responses to harness Victoria’s current and emerging opportunities, in the context of climate change. The foundations for the Department’s work on these issues are: The Climate Change Act 2017; Victoria’s Climate Change Framework; and Victoria’s Climate Change Adaptation Plan 2017-2020. The departmental objective indicators are: • reduction in emissions from government operations; • percentage reduction in Victoria’s greenhouse gas emissions relative to 2005; • number of organisational pledges made under the TAKE2 climate change pledge program; and • reduction in annual energy costs for Victorian schools participating in the ResourceSmart Schools program(a). Note: (a) New objective indicator for 2019-20 to reflect the ResourceSmart Schools program’s benefit to schools.

166 Environment, Land, Water and Planning 2019-20 Service Delivery Outputs

Climate Change (2019-20: $40.1 million) This output leads the development and implementation of strategic, whole of government climate change policy and programs that contribute to Victoria’s 2050 target of net-zero greenhouse gas emissions and building the State’s resilience to climate change. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Victorian schools participating in the number 700 700 700 636 ResourceSmart Schools program Energy saved by Victorian schools kWh 6 000 000 6 000 000 6 000 000 nm participating in the ResourceSmart Schools program TAKE2 actions committed to by number 118 000 115 000 85 000 nm individuals, community and business The 2018-19 expected outcome is higher than the 2018-19 target due to a stronger than expected response following a commercial partnership with a major retailer, who promoted the program to its customers. The higher 2019-20 target reflects the continued expansion of the program and focus on organisations that have the greatest potential impact to reduce carbon emissions. TAKE2 pledges by organisations to act on number 1 200 nm nm nm climate change New performance measure for 2019-20 to reflect the current phase of the TAKE2 program, which focuses on organisations that have the greatest potential impact to reduce greenhouse gas emissions. Quality Departmental stakeholder satisfaction per cent 75 75 75 80 with engagement in completed policy projects Timeliness Delivery of policy, advice and research on per cent 80 80 80 90 climate change within agreed timeframes Cost Total output cost $ million 40.1 40.9 42.7 38.5 The 2018-19 expected outcome is lower than the 2018-19 target due to movement in revenue for services administered by the EPA and the transfer of the Recycling Market Response initiative to the Environment and Biodiversity output. The lower 2019-20 target also reflects these changes. Source: Department of Environment, Land, Water and Planning

2019-20 Service Delivery Environment, Land, Water and Planning 167 Objective 2: Healthy, resilient and biodiverse environment This objective involves leading the development and implementation of strategic regulation and investment in environmental and natural resource programs across Victoria. The Department works with portfolio partners, local communities and external stakeholders to develop effective, evidence-based policies, programs and regulatory responses for: environment protection; waste and resource recovery; ecosystem resilience; native vegetation management; threatened species; and land management practices. The departmental objective indicators are: • participation in community-based environmental programs; and • reduction in pollutants from priority hotspots.

Outputs

Environment and Biodiversity (2019-20: $139.0 million) This output leads the development and implementation of strategic, whole of government environmental policy and delivers investment, regulatory and research functions that support Victoria’s diverse and resilient ecosystems. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Victorian Landcare Groups supported by number 435 435 435 435 a facilitator New permanently protected native hectares 600 5 000 5 000 nm vegetation on private land The lower 2019-20 target reflects the rescoping of a range of programs under the Biodiversity 2037 program. Hectares of weed control in priority hectares 140 000 nm nm nm locations This performance measure is proposed to replace the 2018-19 performance measure ‘Area treated for biodiversity conservation in priority locations’. The new measure disaggregates the previous measure and improves the transparency of actions being undertaken for biodiversity outcomes. The target is based on a revised program of work approved for 2019-20. Hectares of pest predator control in hectares 400 000 nm nm nm priority locations This performance measure is proposed to replace the 2018-19 performance measure ‘Area treated for biodiversity conservation in priority locations’. The new measure disaggregates the previous measure and improves the transparency of actions being undertaken for biodiversity outcomes. The target is based on a revised program of work approved for 2019-20. Hectares of pest herbivore control in hectares 300 000 nm nm nm priority locations This performance measure is proposed to replace the 2018-19 performance measure ‘Area treated for biodiversity conservation in priority locations’. The new measure disaggregates the previous measure and improves the transparency of actions being undertaken for biodiversity outcomes. The target is based on a revised program of work approved for 2019-20. Hectares of revegetation in priority hectares 1 000 nm nm nm locations for habitat connectivity This performance measure is proposed to replace the 2018-19 performance measure ‘Area treated for biodiversity conservation in priority locations’. The new measure disaggregates the previous measure and improves the transparency of actions being undertaken for biodiversity outcomes. The target is based on a revised program of work approved for 2019-20.

168 Environment, Land, Water and Planning 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quality Victorian local council sites supported to number 80 nm nm nm undertake infrastructure upgrades to safely dispose of e-waste New performance measure for 2019-20 to reflect improvements in Victoria’s e-waste collection infrastructure network. This will increase access for Victorians to safely dispose of e-waste, and facilitate a network of best practice waste and resource recovery infrastructure that minimises public health and environmental impacts and maximises resource recovery opportunities. Cumulative increase in the capacity of tonnes 400 000 nm nm nm Victoria’s resource recovery infrastructure New performance measure for 2019-20 to reflect the increase in Victoria’s resource recovery capacity to maintain and improve the State’s resource recovery rate. Presentations made and scientific number 60 60 60 60 publications in peer reviewed journals Completion of annual reporting and per cent 100 100 100 100 board appointment processes in accordance with legislation Timeliness Native Vegetation Credit Extracts per cent 95 95 95 100 processed within 10 days Planning referrals relating to native per cent 80 80 80 75 vegetation processed within statutory timeframes Wildlife Licence renewals processed by per cent 96 98 96 96 target dates Delivery of key actions under the per cent 80 nm nm nm Recycling Industry Strategic Plan within agreed timelines New performance measure for 2019-20 to reflect the delivery of actions to support a safe, resilient and efficient recycling system in Victoria. Cost Total output cost $ million 139.0 134.2 127.3 126.3 The 2018-19 expected outcome is higher than the 2018-19 target due to the transfer of the Recycling Market Response initiative from the Climate Change output. The higher 2019-20 target reflects additional funding announced as part of the 2019-20 Budget. Source: Department of Environment, Land, Water and Planning

2019-20 Service Delivery Environment, Land, Water and Planning 169 Statutory Activities and Environment Protection (2019-20: $204.3 million) This output involves protecting the environment and people by preventing and reducing harm from pollution and waste through better regulation, conducting research and gathering intelligence to inform compliance and enforcement activities, collaboration and the provision of advice. These activities support a liveable and prosperous state by leveraging good environmental performance and a shared responsibility among all Victorians to maintain clean air, water and land, and minimal disturbance from noise and odour. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Inspections that assess premises number 250-300 nm nm nm compliance, including licenced premises, whose operations represent a significant risk to the environment and human health This performance measure is proposed to replace the 2018-19 performance measure ‘Inspections that test compliance of licensed premises whose operations may represent a significant risk to the environment and human health’. The new measure reflects the revised approach to the inspections program. The program has been reviewed to ensure it aligns with the risk-based approach to prioritising inspections under the Environment Protection Amendment Act 2018. Events that engage business and number 25-35 15-20 10-12 21 community in environment protection The 2018-19 expected outcome is higher than the 2018-19 target due to EPA’s increased engagement profile. EPA seeks to actively communicate and engage with stakeholders and the community on the implementation of the Environment Protection Amendment Act 2018. The higher 2019-20 target reflects the expectation that increased engagement will continue in future years. Activities that support business to comply number 25-30 25-30 15-20 20 with environmental obligations The 2018-19 expected outcome is higher than the 2018-19 target due to EPA’s increased engagement profile. EPA seeks to actively communicate and engage with businesses on the implementation of the Environment Protection Amendment Act 2018. The higher 2019-20 target reflects the expectation that increased engagement will continue in future years. Environment condition notifications number 900-1 000 900-1 000 900-1 000 nm provided to Victorians via digital channels Quality EPA prosecutions are selected using a per cent 70 70 70 nm risk-based approach, focused on environmental outcomes and are successful Environmental audits reviewed to ensure per cent 90 92 90 92 compliance with statutory requirements and guidelines Remedial notices complied with by due per cent 90 92 90 90 date or escalated in line with EPA’s Compliance and Enforcement policy

170 Environment, Land, Water and Planning 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Timeliness Pollution reporters requesting follow-up per cent 85 94 85 96 by EPA receive contact within three working days Works approvals and licences completed per cent 96 96 96 99 within required statutory timelines EPA provides technical advice to lead per cent 90 90 90 nm agencies within agreed timelines during emergency incidents Cost Total output cost $ million 204.3 206.9 203.6 140.4 Source: Department of Environment, Land, Water and Planning

2019-20 Service Delivery Environment, Land, Water and Planning 171 Objective 3: Reliable, sustainable and affordable energy services This objective delivers leading programs on renewable energy, improving energy efficiency, productivity and affordability. It also provides policy advice to government on the delivery of reliable, sustainable and affordable energy services to households and business consumers. The Department works with the renewable energy industry, electricity networks and retailers, and consumer groups to attract and facilitate investment in renewable energy, support the development of low emission technologies and provide energy services to consumers at least cost. The Department also provides a ten-year program for households to install solar energy technologies. The departmental objective indicators are: • relative share of Victoria’s energy sourced from renewables; and • percentage of surveyed users of the Victorian Energy Compare website who report that they plan to switch offers after using the website.

Outputs

Energy (2019-20: $178.3 million) This output advocates for the provision of reliable, sustainable and affordable energy services through state-based energy programs, including renewable energy development, energy efficiency and affordability improvements, and facilitation of new investment. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Cumulative length of powerlines retired km 729 699 770 nm in high bushfire risk areas to reduce the risk of bushfires from electrical assets The 2018-19 expected outcome is lower than the 2018-19 target due to significant geotechnical barriers, which have led to the adoption of alternative approaches. The lower 2019-20 target reflects the revised rollout of projects. Delivery of a pilot independent energy per cent 100 100 100 100 brokerage service for Victorian hardship and culturally and linguistically diverse (CALD) consumers Inspections of newly built homes during number 1 150 1 100 1 150 nm construction for compliance with energy efficiency requirements Certificates surrendered for greenhouse million 6.3 6.1 6.1 nm gas emissions reduction under the certificates Victorian Energy Efficiency Target The higher 2019-20 target reflects the planned annual increase in greenhouse gas reduction rates over the duration of the program.

172 Environment, Land, Water and Planning 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Solar energy purchases sufficient to meet per cent 100 nm nm nm annual Melbourne tram network demand This performance measure is proposed to replace the 2018-19 performance measure ‘Delivery of key milestones for the Solar Trams Program’. The new measure better reflects the extent to which the tram network demand will be offset by solar energy generation each year. Large-scale Generation Certificates per cent 100 nm nm nm procured under the Renewable Certificate Purchasing Initiative sufficient to meet annual electricity demand of participating government sites This performance measure is proposed to replace the 2018-19 performance measure ‘Delivery of key milestones for the renewable energy work program’. The new measure better reflects the performance of the Renewable Energy Certificate Purchasing Initiative, as the initiative transitions from development phase into operational phase. New renewable electricity generation MW 100 nm nm nm capacity under the Victorian Renewable Energy Target 2017 Auction This performance measure is proposed to replace the 2018-19 performance measure ‘Delivery of key milestones for the renewable energy work program’. The new measure reflects the rollout of the Victorian Renewable Energy Target 2017 Auction, as each renewable energy project supported under the initiative transitions from development phase into operational phase. Microgrid projects completed under the number 3 nm nm nm Microgrid Demonstration Initiative (including the Latrobe Valley Microgrid program) This performance measure is proposed to replace the 2018-19 performance measure ‘Delivery of key milestones for the Smart System, Microgrid and Storage trials program’. The new measure reflects the implementation of the Microgrid Demonstration Initiative. New Energy Jobs Fund projects completed number 8 nm nm nm This performance measure is proposed to replace the 2018-19 measure ‘Facilitate the delivery of key energy technology innovation milestones in line with grant agreements’. The new measure better reflects the timely delivery of projects funded under the New Energy Jobs Fund. Quality Relative reduction in state-wide per cent 36.7 36.0 36.1 nm powerline related bushfire risk The higher 2019-20 target reflects the cumulative nature of this measure. The target will increase each year and will ultimately achieve 60 per cent when the program is complete. Users of the Victorian Energy Compare per cent 60 64 50-55 63.6 website who report a better understanding of their usage costs after using the website The 2018-19 expected outcome is higher than the 2018-19 target following increased traffic to the Victorian Energy Compare website as a result of the Power Saving Bonus program. Although traffic was expected to increase and provide a larger sample size, the overall proportion of users with increased understanding was not expected to increase significantly. The higher 2019-20 target reflects the expectation that this trend will continue. Victoria is represented at each COAG per cent 100 100 100 100 Energy Council meeting Timeliness Delivery of key Australian Energy Market per cent 100 100 100 100 Commission funding milestones, in line with funding agreements and agreed project deliverables This performance measure has been reclassified from ‘quality’ to ‘timeliness’ to more accurately reflect the type of service being delivered.

2019-20 Service Delivery Environment, Land, Water and Planning 173 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Cost Total output cost $ million 178.3 545.0 119.9 109.1 The 2018-19 expected outcome is higher than the 2018-19 target due to the increased funding profiles for the Power Saving Bonus and Victorian Renewable Energy Target initiatives. The higher 2019-20 target reflects the expenditure profile of the Bulgana Windfarm initiative and additional funding announced as part of the 2019-20 Budget. Source: Department of Environment, Land, Water and Planning

174 Environment, Land, Water and Planning 2019-20 Service Delivery Solar Homes (2019-20: $139.4 million) This output will, over ten years, provide 770 000 households with either solar panel energy systems, solar hot water systems, or battery storage for homes with existing solar energy systems, as Victoria transitions to a lower emissions future, reducing fossil fuel usage and air pollution, and allowing independence from conventional energy supplies. This will result in more than one million Victorian households utilising solar energy technology. Through this output, Solar Victoria supports investment in household energy technology innovation to find new and improved ways to meet future energy demand. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Eligibility applications for Solar PV number 42 000 nm nm nm systems approved New performance measure for 2019-20 to reflect funding for the Solar Homes program. Eligibility applications for home battery number 1 000 nm nm nm systems approved New performance measure for 2019-20 to reflect funding for the Solar Homes program. Eligibility applications for solar hot water number 6 000 nm nm nm systems approved New performance measure for 2019-20 to reflect funding for the Solar Homes program. Quality Rebated installations (i.e. solar PV, solar per cent 5 nm nm nm hot water systems and batteries) audited by Solar Victoria New performance measure for 2019-20 to reflect the Government’s commitment to providing safe and reliable solar energy installations as part of the Solar Homes program. Timeliness Average number of weeks to process weeks 4 nm nm nm completed eligibility applications New performance measure for 2019-20 to reflect the efficiency of service delivery to customers of the Solar Homes program. Average number of weeks to process weeks 5 nm nm nm completed rebate applications New performance measure for 2019-20 to reflect the efficiency of service delivery to customers of the Solar Homes program. Cost Total output cost $ million 139.4 nm nm nm New performance measure for 2019-20 to reflect Government priorities for the new Solar Homes portfolio. Source: Department of Environment, Land, Water and Planning

2019-20 Service Delivery Environment, Land, Water and Planning 175 Objective 4: Productive and effective land management This objective delivers effective management and governance of Victoria’s public land to protect its social, economic and environmental values and maximise its use by all Victorians. The Department works with statutory agencies, committees and local governments to ensure that: land is productive and is used in a sustainable manner; infrastructure on public land and in coastal environments is appropriate and well managed; the condition of marine, coastal and estuarine environments is protected, maintained and improved; and key biodiversity assets, priority habitats and ecological processes are healthy and secure. The Department also provides quality land information services, including comprehensive and accessible spatial information, to support integrated planning and decision making and ensure confidence in the integrity and efficiency of the property system. The Department provides policy advice to government on the best use of government land. The Department also provides assurance on the integrity, impartiality and accountability of Government land transactions by analysing each transaction and working with agencies to ensure land is transacted in accordance with legislation, policy and probity standards. The departmental objective indicators are: • efficient provision of timely and authoritative land administration and property information services; • number of visits to the public land estate managed by the Department’s portfolio agencies (Parks Victoria); • bay and park assets rated in average to excellent condition; and • consistent and timely provision of government land transaction approvals and advice.

176 Environment, Land, Water and Planning 2019-20 Service Delivery Outputs

Land Use Victoria (2019-20: $220.4 million) This output delivers high quality and authoritative land administration and property information services, including the registration of land titles under the Torrens system, survey, valuation and land information services. Land Use Victoria also incorporates the State’s foundational spatial data services and government land policies. The probity of the Government’s property transactions is overseen by the Government Land Monitor. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Property transfers, discharge of number 850 850 870 916 mortgages and registration of new (thousand) mortgages The lower 2019-20 target reflects the downturn in property market activity over the second half of 2018-19. Quality Audited Vicmap digital map base not per cent 98 99 98 98 requiring correction Government-owned properties sold, per cent 80 80 80 80 bought or leased within 10 per cent of valuation Strategic Land Use Assessments delivered per cent 80 80 80 80 within agreed timeframes Timeliness Delivery of updated Vicmap Foundation per cent 98 99 98 100 Data within one week Land dealings registered within five days per cent 95 99 95 95 New titles (subdivisions) created within per cent 95 95 95 71 three weeks Update transactions for the Vicmap per cent 98 98 98 98 digital map base processed within the required timeframes Cost Total output cost $ million 220.4 215.4 171.6 116.9 The 2018-19 expected outcome is higher than the 2018-19 target due to increased funding from the commercialisation of part of Land Use Victoria. The higher 2019-20 target also reflects these changes. Source: Department of Environment, Land, Water and Planning

2019-20 Service Delivery Environment, Land, Water and Planning 177 Management of Public Land and Forests (2019-20: $211.0 million) This output provides for the improved stewardship of Victoria’s forests, coasts and Crown land reserves. Through this output, the Department manages the natural, built and historic assets on public land responsibly, and incorporates management of public land in partnership with statutory agencies, committees of management and local government. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Crown land leases directly managed by number 720 723 720 723 the Department Crown land licenses directly managed by number 45 000 45 000 45 000 45 000 the Department Native Title and Traditional Owner number 2 nm nm nm Settlement Act negotiations the Department supports with data and information services New performance measure for 2019-20 to reflect progress in supporting and partnering with Traditional Owners and Aboriginal communities. Native Title and Traditional Owner number 3 nm nm nm Settlement Act 2010 agreements being implemented by the Department New performance measure for 2019-20 to reflect progress in supporting and partnering with Traditional Owners and Aboriginal communities. Participants in Coastcare activities number 10 000 10 000 10 000 13 600 Visitors to the Royal Botanic Gardens in number 1.6-2.0 2.0 1.6-2.0 2.2 Melbourne and Cranbourne (million) Specimens curated in the State Botanical number 30 000 30 000 30 000 36 223 Collection Visitors to Zoos Victoria at Melbourne, number 2.85 2.71 2.66 2.40 Werribee and Healesville (million) The higher 2019-20 target reflects expected increases from the rollout of a new strategy to increase visitation through public programs to engage the Victorian community. Coastal protection infrastructure projects number 4 2 2 2 delivered The higher 2019-20 target reflects planned project delivery that includes a greater number of smaller value projects compared to the 2018-19 program of work. Beaches renourished in Port Phillip Bay number 3 2 4 nm The 2018-19 expected outcome is lower than the 2018-19 target, as detailed implementation planning that occurred at the start of this program resulted in the re-scoping of works able to be undertaken. Factors such as highly variable weather conditions, delivery costs and stakeholder impacts (due to closing beaches) resulted in two beaches being renourished in 2018-19. The lower 2019-20 target reflects the revised program plan. Contaminated crown land sites number 2 3 2 nm assessed/prepared for remediation The 2018-19 expected outcome is higher than the 2018-19 target due to site assessments commencing earlier than initially planned. Suburban dog parks and pocket parks number 10 nm nm nm under development New performance measure for 2019-20 to reflect the commencement of the Suburban Parks program.

178 Environment, Land, Water and Planning 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quality Investigations of alleged non-compliance per cent 100 100 100 nm with the Code of Practice for Timber Production undertaken in accordance with the Environment Compliance Policy and associated procedures Preharvest surveys of areas planned for per cent 80 80 80 nm timber harvesting completed Publicly elected Committees of per cent 90 90 90 90 Management that have a current statutory appointment Recreational facilities in state forests with per cent 75 75 75 80 a life expectancy greater than five years Timeliness Rent reviews of Department-managed per cent 95 95 95 90 Crown land leases undertaken within specified time frames Cost Total output cost $ million 211.0 203.1 198.3 201.2 The higher 2019-20 target reflects additional funding announced as part of the 2019-20 Budget. Source: Department of Environment, Land, Water and Planning

2019-20 Service Delivery Environment, Land, Water and Planning 179 Parks Victoria (2019-20: $181.1 million) This output provides for the improved stewardship of Victoria’s parks. Through this output, Parks Victoria manages the development and protection of natural, cultural and community assets for safe enjoyment and sustainable use by all Victorians. Parks Victoria works to ensure the state’s park assets are managed efficiently and effectively. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Area treated to minimise the impact of hectares 1 100 1 100 1 100 1 100 pest plants, pest animals and over (000) abundant native animals in parks managed by Parks Victoria Visits to national, state, urban and other number 56-57 54-55 54-55 NA terrestrial parks (million) The higher 2019-20 target reflects expected increases due to a range of factors including investments in digital platforms for visitors, facility upgrades and employment of additional rangers. Visits to piers and jetties number 47-48 45-46 45-46 NA (million) The higher 2019-20 target reflects expected increases following the restoration of storm-damaged assets. Total area of estate managed by Parks hectares 4 111 4 111 4 104 4 111 Victoria (000) The higher 2019-20 target reflects the addition of Anglesea Heath to the Great Otway National Park. Quality Significant built bay assets managed by per cent 80 75 80 75.3 Parks Victoria rated in average to excellent condition The 2018-19 expected outcome is lower than the 2018-19 target due to funding from Transport for Victoria and project completion only being confirmed for the Seaford and Kerferd Road piers. Significant built park assets managed by per cent 88 88 88 88 Parks Victoria rated in average to excellent condition Cost Total output cost $ million 181.1 194.3 188.7 178.7 Source: Department of Environment, Land, Water and Planning

180 Environment, Land, Water and Planning 2019-20 Service Delivery Objective 5: Safe and sustainable water resources This objective increases the efficiency of supply and use of water in cities and towns and improves environmental conditions of waterways to ensure Victoria has safe and sustainable water resources to meet future urban, rural and environmental needs. The Department works in partnership with water corporations, catchment management authorities, government agencies, industry, traditional owners and the community to balance the economic, environmental and social values of water. This helps to deliver secure water supplies, greener and liveable cities and towns, and healthy waterways and aquifers. The departmental objective indicators are: • proportion of intended properties (or equivalent) in the Goulburn Murray, Macalister, Werribee and Bacchus Marsh irrigation districts connected to a modernised irrigation delivery system(a); and • number of river reaches/wetlands with maintained or improved environmental condition. Note: (a) This objective indicator replaces the 2018-19 indicator ‘Proportion of properties completely connected to the modernised irrigation delivery system (in the Goulburn Murray, Macalister, Werribee and Bacchus Marsh irrigation districts)’. The new indicator better reflects the scope of work being carried out by the Department.

Outputs

Effective Water Management and Supply (2019-20: $302.2 million) This output develops policies, provides strategic advice and oversees regulatory systems and institutional arrangements to effectively manage Victoria’s water resources. Through this output, the Department delivers on-ground environmental programs to improve the health of waterways; water industry reform, governance and performance oversight; integrated water management; sustainable irrigation programs; and makes water resource information accessible to enable informed decision-making. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Area of waterway vegetation works hectares 9 000 9 000 9 000 8 450 undertaken to improve the health and resilience of waterways Cumulative water savings megalitres 883 802 839 574 839 574 797 035 (permanent reduction in irrigation (estimate) distribution system delivery losses) realised through water recovery projects The higher 2019-20 target reflects the cumulative nature of this measure. Sites with environmental water managed number 160 184 160 225 to meet environmental objectives The 2018-19 expected outcome is higher than the 2018-19 target due to good water availability (despite the dry conditions in northern Victoria) and no overall severe climatic conditions, such as severe floods or droughts that may otherwise hinder the provision of environmental water.

2019-20 Service Delivery Environment, Land, Water and Planning 181 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Cumulative other Victorian retail water per cent > 97 98 > 97 96.9 entitlements (including licences to take and use water and other miscellaneous entitlements) recorded in the water register as the authoritative record People engaged to increase the number 18 000 18 000 18 000 nm knowledge/capacity of water management, including in citizen science programs Schools signed up to Schools Water number 1 200 1 150 1 150 1 100 Efficiency Program (SWEP) The higher 2019-20 target reflects an additional 50 schools being signed up, in line with the project plan. Sites where works have been undertaken number 80 80 80 120 to improve instream health Partnerships established and maintained number 170 175 170 nm to deliver integrated catchment management with the community Environmental works and management hectares 32 275 106 339 4 006 nm services to improve the health and resilience of catchments The 2018-19 expected outcome is higher than the 2018-19 target due to achieving unanticipated changes to pest and weed management and other management practices on large broadacre private landholdings in the Mallee and Gippsland regions. This level of leveraging from private landholders (where agreements with relatively few landholders have secured changes across significantly large private landholdings) were not anticipated in original program planning. The higher 2019-20 target reflects this new adaptive management approach created in collaboration with the community to deliver on ground works. Water information products (including number 6 6 6 6 annual water accounts, water resource condition reports and water monitoring materials) delivered for greater accountability in sustainable water resource management Quality Compliance with the salinity per cent 100 100 100 100 management actions agreed in the Murray Darling Basin Agreement Bulk and environmental entitlement per cent 100 100 100 100 records publicly available Timeliness Statutory obligations of Water per cent 100 100 100 100 Corporations, Catchment Management Authorities and the Victorian Environmental Water Holder complied with, including annual reports, audits and corporate plans This performance measure renames the 2018-19 performance measure 'Statutory obligations of Water Corporations complied with, including annual reports, audits and corporate plans'. The new measure reports on the same activity as the previous measure however has been amended for increased clarity.

182 Environment, Land, Water and Planning 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Cost Total output cost $ million 302.2 387.2 416.2 385.4 The 2018-19 expected outcome is lower than the 2018-19 target due to changes to the expenditure profile of the Goulburn Murray Water Connections project. The lower 2019-20 target also reflects these changes. Source: Department of Environment, Land, Water and Planning

2019-20 Service Delivery Environment, Land, Water and Planning 183 Objective 6: A quality built environment This objective plans for the future growth and transformation of cities and regions, and provides leadership and advice on heritage protection and the built environment. The Department contributes to this objective by delivering programs that address the future transformation of cities and regions. We engage with government, industry and community to plan for sustainable growth and to facilitate the provision of jobs, services, and infrastructure to ensure communities are liveable, inclusive and sustainable. The departmental objective indicators are: • improved liveability, sustainability and inclusiveness of public spaces and neighbourhoods; and • effective protection of cultural and natural heritage.

Outputs

Planning, Building and Heritage (2019-20: $327.1 million) This output delivers programs to address the future growth and transformation of cities and regions through: strategic and integrated land use planning; urban development, design and renewal; land supply; heritage conservation and management; and regulatory reform. Through this output, the Department administers the statutory responsibilities of the Minister for Planning and provides for fair and transparent planning, building and heritage systems. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Local governments undertaking work to number 15 15 15 15 support strategic planning for coastal settlements and areas Places or objects assessed for the number 45 40 45 46 Victorian Heritage Register The 2018-19 expected outcome is lower than the 2018-19 target due to receiving a number of assessments of complex places nominated to the Victorian Heritage Register, including for example Federation Square, Shortlands Bluff (Queenscliff) and Preston Market. These assessments have taken greater resources and timeframes to complete, which has impacted the number of places able to be assessed. Research published – demographic and number 5 5 5 12 spatial trends Conservation projects funded for ‘at risk’ number 30 23 15 32 State significant heritage places and objects The 2018-19 expected outcome is higher than the 2018-19 target following the Minister for Planning’s approval of an increased number of projects. The higher 2019-20 target reflects funding provided in the 2019-20 Budget for the Living Heritage Grants Program.

184 Environment, Land, Water and Planning 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Projects approved through the number 30 66 40 nm Streamlining for Growth program that benefit councils The 2018-19 expected outcome is higher than the 2018-19 target due to grants approved through the selection process being of below average cost, allowing a higher number of projects to be approved. The lower 2019-20 target reflects the size and complexity of the anticipated project applications for the year. This is based on the Victorian Planning Authority’s pipeline of identified projects. Building audits undertaken by the number 480 550 275 nm Victoria Building Authority to identify use of non-compliant cladding materials The 2018-19 expected outcome is higher than the 2018-19 target due to detailed project planning for this new program resulting in the Victorian Building Authority being able to deliver a significantly larger output than expected. Additional recruitment also contributed to more audits being completed in the time period. The higher 2019-20 target reflects the expectation that increased performance will continue. Building permits inspected by the per cent 10 nm nm nm Victorian Building Authority This performance measure is proposed to replace the 2018-19 performance measure ‘Building permits inspected by the Victorian Building Authority (VBA) to identify use of non-compliant cladding materials’. The new measure reflects the VBA’s overall performance as a regulator and ensures that building practitioners are compliant with all aspects of the Building Act 1993 and the Building Regulations 2018. Government buildings identified as high number 22 nm nm nm priority that have commenced cladding rectification New performance measure for 2019-20 to reflect funding provided in the 2019-20 Budget for the Cladding Rectification Program. Quality Environment effects statements, referrals per cent 70 70 70 72 and assessments are completed effectively and within the timeframes necessary to meet targets in the Ministerial Guidelines Proportion of planning applications that per cent 15 18 15 15 proceed through the VicSmart process within 10 days The 2018-19 expected outcome is higher than the 2018-19 target due to a concentrated work effort and the Smart Planning reforms. Planning Scheme Amendments that are per cent 60 40 60 20 correct upon submission for approval The 2018-19 expected outcome is lower than the 2018-19 target due to the timing of approved changes to the implementation and transition of the new Amendments Tracking System. Timeliness Average number of days to issue an days 30 30 30 8 archaeological consent Average number of days to issue heritage days 7 7 7 7 certificates Heritage permits issued within initial per cent 90 90 90 97 60 day statutory timeframes Median number of days taken by the days 25 40 25 39 Department to assess a planning scheme amendment The 2018-19 expected outcome is higher than the 2018-19 target due to the large number of planning scheme amendments being assessed by the Department. The median number of days is longer than 25 days, as the volume and complexity of state critical infrastructure and renewable energy projects added to the number of local council amendments for processing.

2019-20 Service Delivery Environment, Land, Water and Planning 185 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Urban Development Program Report on date Jun 2020 Jun 2019 Feb 2019 May 2018 analysis of supply, consumption and adequacy of residential and industrial land completed The 2018-19 expected outcome is later than the 2018-19 target due to the annual release of required source information from the Australian Bureau of Statistics being delayed to later in the year. The 2019-20 target date for delivery has moved to June 2020 in line with this change. State population projections completed date Feb 2020 Feb 2019 Feb 2019 Feb 2018 to inform State Budget delivery Victoria in Future population projection date Jun 2020 Jun 2019 Jun 2019 Jun 2018 data to support infrastructure and service delivery planning published Planning permit applications for new per cent 70 70 70 85 wind farms (excluding call-ins) prepared for determination within 45 days after completion of public notice and receipt of council response to public notice Cost Total output cost $ million 327.1 361.7 336.3 207.2 The 2018-19 expected outcome is higher than the 2018-19 target due to changes in the expenditure profile of the Growth Area Public Transport Fund and the Building New Communities Fund. The lower 2019-20 target reflects changes to the expenditure profile of the Growth Area Public Transport Fund and the Building New Communities Fund. Source: Department of Environment, Land, Water and Planning

186 Environment, Land, Water and Planning 2019-20 Service Delivery Objective 7: Sustainable and effective local governments This objective supports effective and efficient local governance and service provision, and supports communities to manage change and growth at a local level. The Department works with local governments to support the delivery of services and infrastructure and build stronger communities across the state. The departmental objective indicator is: • community satisfaction with the performance of councils as measured through the Local Government Community Satisfaction Survey.

Outputs

Local Government (2019-20: $124.8 million) This output delivers activities in partnership with the local government sector to support effective and efficient local governance, leadership, infrastructure and service provision. Through this output, the Department administers programs to support local governments to increase accountability and provide support to the Victoria Grants Commission. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Meetings held annually with Victorian number 19 19 19 19 councils regarding the Victoria Grants Commission financial assistance grants allocation model Meetings held with Local Government number 4 4 4 3 Mayoral Advisory Panel Average number of monthly page views number 97 nm nm nm on www.knowyourcouncil.vic.gov.au (000) New performance measure for 2019-20 to reflect public engagement with the Know Your Council website. Quality Average council satisfaction rating with scale 8 8 8 9 the specific financial assistance support (1-10) provided through the Local Government Financial and Accounting Support Team New policy and program initiatives with per cent 100 100 80 100 an accompanying comprehensive community and stakeholder engagement strategy The 2018-19 expected outcome is higher than the 2018-19 target due to all initiatives to date having had comprehensive stakeholder engagement plans developed and implemented. All future initiatives in 2018-19 are expected to have an accompanying comprehensive community and stakeholder engagement strategy. The higher 2019-20 target reflects the expectation that this trend will continue in line with the Department’s increased focus on strong community and stakeholder engagement. Submissions that fully meet the per cent 80 70 70 60 objectives within the Growing Suburbs Fund program guidelines The higher 2019-20 target reflects increased engagement with councils that is expected to uplift the quality of submissions.

2019-20 Service Delivery Environment, Land, Water and Planning 187 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Councils with approved roadside weeds number 56 56 56 55 and pests control plan Timeliness Victoria Grants Commission allocations per cent 100 100 100 100 finalised to support the completion of council budgets within statutory timeframes Average number of days for Municipal days 21 nm nm nm Emergency Resource Program payments to be made following completion of agreed milestones in the funding agreement This performance measure is proposed to replace the 2018-19 performance measure ‘Municipal Emergency Resource Program grant payments made within 21 days of completion of agreed milestones in the funding agreement’. The new measure is more transparent on reporting the timeliness of grant payments. The 2019-20 target is based on Local Government Victoria’s commitment to completing grant payments within 21 days. Average number of days for Public days 21 nm nm nm Library Services payments to be made following completion of agreed milestones in the funding agreement This performance measure is proposed to replace the 2018-19 performance measure ‘Public Library Services grant payments made within 21 days of completion of agreed milestones in the funding agreement’. The new measure is more transparent on reporting the timeliness of grant payments. The 2019-20 target is based on Local Government Victoria’s commitment to completing grant payments within 21 days. Roadside Weeds and Pests program grant per cent 100 100 100 100 payments made within 21 days of completion of agreed milestones in the funding agreement Projects completed in accordance with per cent 80 80 80 80 approved milestones within the Growing Suburbs Fund funding agreements Cost Total output cost $ million 124.8 161.6 163.8 98.8 The lower 2019-20 target reflects changes in the expenditure profile of the Growing Suburbs Fund and the Rural and Regional Council Transformation initiative. Source: Department of Environment, Land, Water and Planning

188 Environment, Land, Water and Planning 2019-20 Service Delivery Objective 8: Reduced impact of major bushfires and other emergencies on people, property and the environment This objective delivers an integrated approach to reducing the risk of bushfires and other emergencies to protect people, property and the environment. The Department works together with land and fire managers and with the community to plan and deliver bushfire management across public and private land, and uses world leading science to manage fire and ecosystems. The departmental objective indicators are: • percentage of bushfires contained at first attack and/or under five hectares to suppress bushfires promptly, keep bushfires small and minimise loss; • area treated through planned burning and other treatments to maintain the statewide bushfire risk at or below 70 per cent; • percentage of agreed departmental emergency management obligations met on time and to standard; and • the economic impact of fire prevention and preparedness investment.

Outputs

Fire and Emergency Management (2019-20: $403.5 million) This output plans and delivers integrated bushfire management. Through this output, the Department works with land and fire managers to plan and deliver bushfire management across public and private land; involves local communities in decision-making, drawing on local values and insights to promote resilience; invests in science and partnerships to build knowledge of the relationship between fire and the environment to better manage risk; monitors and assesses the impact and effectiveness of fire management operations; ensures its workforce is effectively trained and prepared; and maintains a strategic road network to facilitate fire and emergency related activities and provide access for the community, timber and tourism industries. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Planned risk reduction works on per cent 100 nm nm nm Victoria’s strategic fire access road network delivered This performance measure is proposed to replace the 2018-19 performance measure ‘Length of strategic fire access roads and fuel breaks treated to manage safety risks posed by dangerous trees’. The new measure better reflects the delivery model for the Reducing Bushfire Risk program, which integrates hazardous tree removal, vegetation management and roading maintenance. Personnel with accreditation in a fire and number 2 200 2 200 2 100 2 416 emergency management role The 2018-19 expected outcome is higher than the 2018-19 target due to the recruitment of additional Forest Fire Operations Officers; an increase in Project Fire Fighter numbers over the previous year; and Parks Victoria’s recruitment of additional rangers. The higher 2019-20 target reflects the expectation that these trends will continue.

2019-20 Service Delivery Environment, Land, Water and Planning 189 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual State forests roads (Category 1) and per cent 100 100 100 100 bridges (on Category 1 roads) with documented inspections and/or maintenance programs to meet regulatory obligations Statewide bushfire risk is maintained at per cent 70 67 70 65 or below the target Stakeholder and community forums on number 12 12 12 20 bushfire management and planned burning held Quality Fires contained at less than five hectares per cent 80 90 80 91 to suppress fires before they become established, minimising impact The 2018-19 expected outcome is higher than the 2018-19 target due to the effectiveness of planned burning, rapid first attack operations and early identification of fires through patrols. Enhanced preparedness activities implemented have ensured that resources are adequately placed to respond to fires in line with seasonal conditions and bushfire risk assessments for the current fire season. Personnel accredited to serve in a senior number 315 315 315 352 capacity (level 2 or 3) in a fire and emergency management role Proportion of Community Based Bushfire per cent 80 nm nm nm Management partnerships rated as high functioning This performance measure is proposed to replace the 2018-19 quantity performance measures ‘Community-based bushfire management plans prepared for high risk communities’ and ‘Bushfire management engagement plans developed and implemented for high risk communities’. The new measure will rate the effectiveness of the partnership between agencies and communities in achieving agreed objectives and outcomes, rather than count the number of plans prepared. Timeliness Assessment of model of cover completed date Dec 2019 Dec 2018 Dec 2018 Dec 2017 to assess resource requirements and availability Fire operation plans completed date Sep 2019 Sep 2018 Sep 2018 Sep 2017 Fires contained at first attack to suppress per cent 80 90 80 92 fires before they become established, minimising impact The 2018-19 expected outcome is higher than the 2018-19 target due to the effectiveness of planned burning, rapid first attack operations and early identification of fires through patrols. Enhanced preparedness activities implemented have ensured that resources are adequately placed to respond to fires in line with seasonal conditions and bushfire risk assessments for the current fire season. Readiness and response plans completed date Oct 2019 Oct 2018 Oct 2018 Oct 2017 prior to the upcoming fire season Cost Total output cost $ million 403.5 429.3 400.9 453.5 The 2018-19 expected outcome is higher than the 2018-19 target due to additional funding provided for bushfire response activities. Source: Department of Environment, Land, Water and Planning

190 Environment, Land, Water and Planning 2019-20 Service Delivery DEPARTMENT OF HEALTH AND HUMAN SERVICES

Ministerial portfolios The Department supports the ministerial portfolios of Health, Ambulance Services, Housing, Disability, Ageing and Carers, Mental Health, Child Protection, and the Prevention of Family Violence. Departmental mission statement The Department contributes to the Victorian Government’s commitment to a stronger, fairer, better Victoria by developing and delivering policies, programs and services that support and enhance the health and wellbeing of all Victorians. With its service partners and the community, the Department provides services to: • support people to live healthier, more active lives and participate in their local communities; • empower patients, clients and carers; • build the capacity of universal services to better respond to risk and vulnerability; • increase earlier intervention; • reduce waits for health and human services; • make it easier to access better connected care; • improve Aboriginal health and wellbeing; • support better, safer care; and • plan together for the future.

Departmental objectives The Department is focused on delivering the following outcomes: Victorians are healthy and well • Victorians have good physical health; • Victorians have good mental health; and • Victorians act to protect and promote health. Victorians are safe and secure • Victorians live free from abuse and violence; and • Victorians have suitable and stable housing. Victorians have the capabilities to participate • Victorians participate in learning and education; • Victorians participate in and contribute to the economy; and • Victorians have financial security.

2019-20 Service Delivery Health and Human Services 191 Victorians are connected to culture and community • Victorians are socially engaged and live in inclusive communities; and • Victorians can safely identify and connect with their culture and identity. The Department will deliver health and human services that are person-centred and sustainable. Our services will: • be appropriate and available in the right place, at the right time; • respond to choice, culture, identity, circumstances and goals; • be efficient and sustainable; and • be safe, high quality and provide a positive experience.

Changes to the output structure The Department has made changes to its output structure for 2019-20, in addition to the machinery of government changes reflected in Table 2.1, as shown in the table below: 2018-19 outputs Reason 2019-20 outputs Early Childhood Development The Maternal and Child Health and Maternal and Child Health and Early Parenting Services component of Early Parenting Services the output was transferred to the Department as a result of machinery of government changes. Source: Department of Health and Human Services

192 Health and Human Services 2019-20 Service Delivery Output summary by departmental objectives The Department’s outputs and funding are provided in the table below. Detailed descriptions of objectives and outputs, together with their key performance indicators are presented in subsequent tables. ($ million) 2018-19 2018-19 2019-20 Variation (a) budget revised budget % Victorians are healthy and well Acute Health Services 14 106.7 13 900.1 14 667.2 4.0 Ageing, Aged and Home Care 804.8 835.5 809.9 0.6 Ambulance Services 1 084.3 1 085.7 1 120.0 3.3 Drug Services 259.9 272.8 273.1 5.1 Mental Health 1 605.7 1 695.7 1 742.6 8.5 Primary, Community and Dental Health 655.1 632.7 645.0 (1.6) Public Health 369.0 383.4 389.5 5.6 Small Rural Services 592.0 599.4 630.6 6.5 Victorians are safe and secure Child Protection and Family Services 1 484.0 1 509.6 1 450.0 (2.3) Housing Assistance 574.8 622.9 648.3 12.8 Family Violence Service Delivery 192.2 184.7 268.3 39.6 Victorians have the capabilities to participate Concessions to Pensioners and Beneficiaries 742.4 740.8 768.2 3.5 Disability Services 2 228.9 2 372.4 2 081.1 (6.6) Victorians are connected to culture and community Empowering Individuals and Communities 60.2 60.8 60.2 0.1 Total (b) 24 760.1 24 896.6 25 554.4 3.2 Source: Department of Health and Human Services Notes: (a) Variation between the 2018-19 Budget and the 2019-20 Budget. Explanations for variations greater than five per cent are included in footnotes to the relevant output cost. (b) Table may not add due to rounding.

2019-20 Service Delivery Health and Human Services 193 Amounts available The following tables detail the amounts available to the Department from Parliamentary authority and income generated through transactions. Table 2.6 outlines the Department’s income from transactions and Table 2.7 summarises the sources of Parliamentary authority available to the Department to fund the provision of outputs, additions to the net asset base, payments made on behalf of the State, and other sources expected to become available to the Department.

Table 2.6: Income from transactions ($ million) 2017-18 2018-19 2018-19 2019-20 actual budget revised budget (a) Output appropriations 15 013.3 16 052.5 16 309.1 16 375.7 Special appropriations 1 359.8 1 354.5 1 455.1 1 458.7 Interest 50.2 48.1 52.0 46.2 Sales of goods and services 1 725.1 1 734.1 1 791.7 1 902.0 Grants 6 427.9 6 812.6 6 672.5 7 181.2 Fair value of assets and services received free of charge or for 7.4 1.0 0.4 .. nominal consideration Other income 730.4 680.6 743.5 784.4 Total income from transactions (b) 25 314.1 26 683.3 27 024.3 27 748.2 Source: Department of Health and Human Services Notes: (a) Includes an estimated $8.8 billion of non-public account contributions in 2019-20. (b) Table may not add due to rounding.

Table 2.7: Parliamentary authority for resources ($ million) 2018-19 2018-19 2019-20 budget revised budget Annual appropriations 15 846.3 15 632.1 15 916.0 Provision of outputs 15 409.0 15 251.0 15 590.5 Additions to the net asset base 374.9 318.8 261.6 Payments made on behalf of the State 62.5 62.3 63.9 Receipts credited to appropriations 563.5 1 014.4 794.5 Unapplied previous years appropriation 90.4 54.4 .. Provision of outputs 90.4 54.4 .. Additions to the net asset base ...... Payments made on behalf of the State ...... Gross annual appropriation 16 500.2 16 700.9 16 710.4 Special appropriations 1 446.4 1 683.4 1 590.9 Trust funds 5 927.4 6 077.8 6 137.3 National Health Funding Pool – Victorian State Pool Account (a) 5 377.3 5 200.3 5 543.4 Other (b) 550.1 877.6 593.9 Total parliamentary authority (c) 23 873.9 24 462.1 24 438.7 Source: Department of Health and Human Services Notes: (a) The purpose of this trust primarily relates to receiving all Commonwealth public hospital funding under the National Health Reform Agreement. (b) Includes inter-departmental transfers. (c) Table may not add due to rounding.

194 Health and Human Services 2019-20 Service Delivery Departmental performance statement

Objective 1: Victorians are healthy and well This objective aims for Victorians to have good physical health, good mental health and act to protect and promote health. The departmental objective indicators are: • reduce obesity and increase physical activity across Victoria; • increase the proportion of children with healthy birth weight – with a focus on reducing smoking during pregnancy; • reduce infant mortality; • reduce inequalities in premature death; • reduce the suicide rate; • improve rates of self-reported health and wellbeing; • reduce deaths resulting from misuse of prescription medicine; and • increase immunisation coverage rates at two years of age and at school entry.

Outputs

Acute Health Services (2019-20: $14 667.2 million) This output group provides: a range of timely and high quality acute hospital inpatient, ambulatory, emergency, community based and specialist services. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Admitted Services Acute and sub-acute patient services (elective and non-elective) provided at Victorian metropolitan and rural public hospitals. Quantity Palliative separations number 7 700 7 502 7 670 7 578 The 2018-19 expected outcome is lower than the 2018-19 target reflecting the direction of Victoria’s End of Life and Palliative Care Framework to support people to receive care in their place of choice. The 2019-20 target reflects funding provided in the 2019-20 Budget. Sub-acute care separations number 39 600 39 462 38 396 39 518 The 2018-19 expected outcome is higher than the 2018-19 target due to trends based on an increase in sub-acute separations. The 2019-20 target reflects funding provided in the 2019-20 Budget. Total separations – all hospitals number 2 021 1 956 1 956 1 880 (thousand) The 2019-20 target reflects funding provided in the 2019-20 Budget. Weighted Inlier Equivalent Separations number 1 444 1 400 1 400 1 348 (WIES) – all hospitals except small rural (thousand) health services The 2019-20 target reflects funding provided in the 2019-20 Budget. WIES funded separations – all hospitals number 1 827 1 773 1 773 1 710 except small rural health services (thousand) The 2019-20 target reflects funding provided in the 2019-20 Budget.

2019-20 Service Delivery Health and Human Services 195 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Perinatal mortality rate per 1000 of rate per 11 13.6 13.6 9 babies of Aboriginal mothers, using 1 000 rolling 3 year average The 2019-20 target is lower than the 2018-19 target to reflect expected improvement in performance from 2018-19. Number of patients admitted from the number 203 020 nm nm nm elective surgery waiting list New performance measure for 2019-20 on the number of patients who have been admitted for their awaited procedure from the elective surgery waiting list. WIES funded emergency separations – number 756 700 716 652 all hospitals (thousand) The 2018-19 expected outcome is lower than the 2018-19 target due to demand fluctuations. The higher 2019-20 target reflects funding provided in the 2019-20 Budget. Quality Eligible newborns screened for hearing per cent 97 97 97 98.6 deficit before one month of age. The 2017-18 actual updates the preliminary result in the Department’s 2017-18 Annual Report. Hand hygiene compliance per cent 85 85 85 85 Healthcare worker immunisation – per cent 83 83 80 80 influenza The 2018-19 expected outcome is higher than the 2018-19 target as health services strove to maximise the number of staff vaccinated. The 2019-20 target has been increased to reflect improved outcomes at many health services. Intensive Care Unit central line rate 0 1 1 1 associated blood stream infections (CLABSI) per 1000 device days The 2017-18 actual updates the preliminary result in the Department’s 2017-18 Annual Report. The 2019-20 target has been reduced to reflect improved outcomes at many health services. Major trauma patients transferred to a per cent 85 85 85 91 major trauma service The 2017-18 actual updates the preliminary result in the Department’s 2017-18 Annual Report. Percentage of patients who reported per cent 95 nm nm nm positive experiences of their hospital stay New performance measure that reflects the overarching patient experience of hospital care. Perinatal and child mortality reports per cent 95 95 95 100 received, reviewed and classified Public hospitals accredited per cent 100 100 100 100 Patient reported hospital cleanliness per cent 70 70 70 71 The 2017-18 actual updates the preliminary result in the Department’s 2017-18 Annual Report. Staphylococcus aureus bacteraemias rate 1 1 1 0.8 (SAB) infections per 10 000 patient days The 2017-18 actual updates the preliminary result in the Department’s 2017-18 Annual Report. Unplanned/unexpected readmission for per cent 2.0 2.5 2.5 1.6 acute myocardial infarction The 2017-18 actual updates the preliminary result in the Department’s 2017-18 Annual Report. The 2019-20 target has been reduced to reflect improved outcomes at many health services. Unplanned/unexpected readmission for per cent 10.0 10.3 10.3 8.8 heart failure The 2017-18 actual updates the preliminary result in the Department’s 2017-18 Annual Report. The 2019-20 target has been reduced to reflect improved outcomes at many health services.

196 Health and Human Services 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Unplanned/unexpected readmission for per cent 2.5 2.5 2.5 3.7 hip replacement The 2017-18 actual updates the preliminary result in the Department’s 2017-18 Annual Report. Unplanned/unexpected readmission for per cent 2.2 2.2 2.2 2.4 paediatric tonsillectomy and adenoidectomy The 2017-18 actual updates the preliminary result in the Department’s 2017-18 Annual Report. Unplanned/unexpected readmission for per cent 6 6 6 6 knee replacement The 2017-18 actual updates the preliminary result in the Department’s 2017-18 Annual Report. Timeliness Non-urgent (Category 3) elective surgery per cent 95 95 95 96 patients admitted within 365 days Semi-urgent (Category 2) elective surgery per cent 83 83 83 80.7 patients admitted within 90 days Urgent (Category 1) elective surgery per cent 100 100 100 100 patients admitted within 30 days Cost Total output cost $ million 11 647.7 11 115.4 11 225.1 10 720.1 The 2018-19 expected outcome is lower than the 2018-19 target outcome due to a reduction in hospital own source revenue partially offset by funding received for government policy commitments. The higher 2019-20 target reflects funding provided for government policy commitments. Non-admitted Services Acute and sub-acute services provided at Victorian metropolitan and rural public hospitals. Access to high quality services allows the right care to be delivered at the right time in the right location. Non-admitted sub-acute services improve consumer access to services closer to home by providing models of integrated community care, which significantly reduces the demand for hospital beds and supports the transition from hospital to home in a safe and timely manner. The services improve health outcomes, particularly for older people and people with complex care needs. Quantity Health Independence Program direct number 1 599 1 582 1 582 1 559 contacts (thousand) The 2019-20 target reflects funding provided in the 2019-20 Budget. Patients treated in Specialist Outpatient number 1 975 1 831 1 831 1 785 Clinics – unweighted (thousand) The 2019-20 target reflects funding provided in the 2019-20 Budget. Quality Post-acute clients not readmitted to per cent 90 90 90 93.6 acute hospital Timeliness Health Independence Program clients per cent 85 85 85 90 contacted within three days of referral The 2017-18 actual updates the preliminary result in the Department’s 2017-18 Annual Report. Cost Total output cost $ million 1 920.7 1 769.2 1 870.7 1 696.0 The 2018-19 expected outcome is lower than the 2018-19 target outcome due to a reduction in hospital own source revenue partially offset by funding received for government policy commitments. The higher 2019-20 target reflects funding provided for government policy commitments.

2019-20 Service Delivery Health and Human Services 197 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Emergency Services This output relates to emergency presentations at reporting hospitals with emergency departments. It aims to provide high quality, accessible health and community services, specifically in improving waiting times for emergency services. Quantity Emergency presentations number 1 913 1 844 1 841 1 793 (thousand) The 2019-20 target reflects higher anticipated demand. Emergency patients that did not wait for per cent <5 5 <5 4.4 treatment Emergency patients re-presenting to the per cent <6 6 <6 6 emergency department within 48 hours of previous presentation Patients’ experience of emergency per cent 85 85 85 86 department care Timeliness Emergency Category 1 treated per cent 100 100 100 100 immediately Emergency patients treated within per cent 80 73 80 72.6 clinically recommended ‘time to treatment’ The 2018-19 expected outcome is lower than the 2018-19 target due to higher patient acuity. Emergency patients with a length of stay per cent 75 72 75 69.2 of less than four hours The 2018-19 expected outcome is lower than the 2018-19 target due to higher patient acuity. Proportion of ambulance patient per cent 90 83 90 83.3 transfers within 40 minutes The 2018-19 expected outcome is lower than the 2018-19 target due to higher patient acuity. Cost Total output cost $ million 784.3 703.1 725.1 641.4 The 2018-19 expected outcome is lower than the 2018-19 target to align with Commonwealth funding under the National Health Reform Agreement, this is partially offset by additional Commonwealth funding received for specific purposes. The higher 2019-20 target reflects funding provided for government policy commitments. Acute Training and Development Provision of grants to hospitals for the training and accreditation of health workers. These outputs aim to provide career opportunities and contribute towards a stable and accredited workforce in the health sector in Victoria. Quantity Clinical placement student days number 385 000 385 000 385 000 393 807 (medicine) Clinical placement student days number 385 000 385 000 385 000 406 330 (nursing and midwifery) Clinical placement student days number 160 000 160 000 160 000 158 461 (allied health) Number of filled rural generalist GP number 15 15 15 15 procedural positions Funded post graduate nursing and number 1 077 832 832 832 midwifery places at Diploma and Certificate level The 2019-20 target reflects additional funding provided in the 2019-20 Budget.

198 Health and Human Services 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Total funded FTE (early graduate) allied number 700 700 700 700 health positions in public system Total funded FTE (early graduate) medical number 1 525 1 525 1 525 1 525 positions in public system Total funded FTE (early graduate) nursing number 1 956 1 591 1 591 1 591 and midwifery positions in public system The 2019-20 target reflects additional funding provided in the 2019-20 Budget. Quality Learner satisfaction about their feeling of per cent 80 80 80 94 safety and wellbeing while undertaking their program of study at health services Cost Total output cost $ million 314.5 312.5 285.7 277.6 The 2018-19 expected outcome is higher than the 2018-19 target to align with Commonwealth funding under the National Health Reform Agreement. The higher 2019-20 target reflects funding provided for government policy commitments. Source: Department of Health and Human Services

2019-20 Service Delivery Health and Human Services 199 Ageing, Aged and Home Care (2019-20: $809.9 million) The output group encompasses leading and coordinating the whole of government policy on issues affecting our ageing community. It includes a range of in-home, specialist geriatric and residential care, and community-based programs, such as Home and Community Care (HACC), that are targeted to older people, people with disability, and their carers. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Seniors Programs and Participation Support broader community planning processes to facilitate an integrated community planning and response approach aimed at encouraging older Victorians to fully participate and engage in the community. Quantity New University of the Third Age per cent 5 nm nm nm membership growth This performance measure replaces the 2018-19 performance measure ‘New University of the Third Age (U3A) programs funded’ in order to reflect anticipated changes in funding arrangements. Seniors funded activities and programs – number 135-150 149 156-176 159 number approved The 2018-19 expected outcome is lower than the 2018-19 target as the grants round for 2018-19 is expected to fund grants of a higher value, which will result in a lower number of grants offered. The 2019-20 target is lower than the 2018-19 target due to the grant program focusing on a smaller number of larger grants. Open rates for Seniors Card per cent 48 49 45 54 e-Newsletters The 2018-19 expected outcome is higher than the 2018-19 target due to improved content and relevance for Seniors. The higher 2019-20 target reflects an increase in performance over previous years. Quality Eligible seniors in the Seniors Card per cent 90 81 90 82 Program The 2018-19 expected outcome is lower than the 2018-19 target due to lower take up of the Seniors Business Discount Card than expected, which does not include public transport discounts. Senior satisfaction with Victorian Seniors per cent 90 90 90 93 Festival events Cost Total output cost $ million 8.9 10.9 9.5 9.1 The 2018-19 expected outcome is higher than the 2018-19 target due to higher actual carryover from 2017-18 than estimated in the 2018-19 target. The lower 2019-20 target reflects an updated approach to relevant program areas. Residential Aged Care This output includes delivery of services for older Victorians’ requiring ongoing care and support in a residential aged care setting. Quantity Available bed days days 1 152 417 1 143 371 1 152 417 1 152 417 The 2018-19 expected outcome is lower than the 2018-19 target due the temporary repurposing of accommodation due to building works. Quality Residential care services accredited per cent 100 100 100 100 Cost Total output cost $ million 433.0 420.9 427.8 342.2 The 2018-19 expected outcome is lower than the 2018-19 target due to lower than expected third party revenue and movements within the output group.

200 Health and Human Services 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Aged Care Assessment This output includes delivery of comprehensive assessment of older Victorians’ requirements for treatment and residential aged care services. Quantity Aged care assessments number 59 000 59 000 59 000 67 229 Timeliness Average waiting time (calendar days) days 16 16 16 15 from referral to assessment Percentage of high priority clients per cent 90 90 90 nm assessed within the appropriate time in all settings Percentage of low priority clients per cent 90 90 90 nm assessed within the appropriate time in all settings Percentage of medium priority clients per cent 90 90 90 nm assessed within the appropriate time in all settings Cost Total output cost $ million 62.4 62.9 31.5 64.5 The 2018-19 expected outcome is higher than the 2018-19 target due to the signing of the Commonwealth Aged Care Assessment Program agreement, which had not been finalised when the 2018-19 Budget was published. The higher 2019-20 target reflects the inclusion of the Aged Care Assessment Program agreement which has been finalised with the Commonwealth. Aged Support Services This output includes delivery of a range of community services that support older Victorians and their carers, such as respite services, eye care services, Personal Alert Victoria, and pension-level Supported Residential Services. Quantity Individuals provided with respite and number 13 250 8 254 8 254 8 757 support services The higher 2019-20 target reflects additional funding provided in the 2019-20 Budget. Number of hours of respite and support number 261 250 161 250 161 250 155 661 services The higher 2019-20 target reflects additional funding provided in the 2019-20 Budget. Pension-level beds available in assisted number 1 816 1 816 1 876 1 816 Supported Residential Services facilities Pension-level Supported Residential number 775 775 775 775 Services residents provided with service coordination and support/brokerage services Personal alert units allocated number 29 121 29 121 29 121 29 121 Victorian Eye Care Service (occasions of number 75 800 75 800 75 800 72 949 service) Clients accessing aids and equipment number 15 000 18 628 18 628 26 133 This performance measure has transferred from the Disability Services output, to align with the transfer of funding, to the Aged Support Services output. The measure is unchanged. The lower 2019-20 target reflects the reduction in funding associated with the transfer of funds to the NDIS. Quality Funded research and service per cent 100 100 100 100 development projects for which satisfactory reports have been received

2019-20 Service Delivery Health and Human Services 201 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Clients satisfied with the aids and per cent 85 94 85 92 equipment services system This performance measure has transferred from the Disability Services output, to align with the transfer of funding, to the Aged Support Services output. The measure is unchanged. The 2018-19 expected outcome is higher than the 2018-19 target due to timely and responsive service to clients. Timeliness Applications for aids and equipment per cent 90 98 90 98.5 acknowledged in writing within 10 working days This performance measure has transferred from the Disability Services output, to align with the transfer of funding, to the Aged Support Services output. The measure is unchanged. The 2018-19 expected outcome is higher than the 2018-19 target due to timely and responsive service to clients. Cost Total output cost $ million 122.0 108.5 106.7 103.5 The higher 2019-20 target reflects funding provided for government policy commitments. Home and Community Care Program for Younger People This output includes delivery of a range of community based nursing, allied health and support services enabling younger people who may be frail or disabled to maintain their independence in the community. This includes Home and Community Care Program for Younger People services. Home and Community Care for Younger number 60 000 63 000 63 000 69 733 People – number of clients receiving a service The 2017-18 actual updates the preliminary results provided in the Department’s 2017-18 Annual Report. The lower 2019-20 target is due to the impact of the NDIS and the observed reduction in actual client numbers during the past 12 months. Home and Community Care for Younger hours 1 000 2 117 2 117 1 804 People – hours of service delivery The 2017-18 actual updates the preliminary results provided in the Department’s 2017-18 Annual Report. The lower 2019-20 target reflects the effect of Victorian clients transitioning to the NDIS. Cost Total output cost $ million 183.6 232.3 229.4 253.0 The lower 2019-20 target relates to the phased introduction of the National Disability Insurance Scheme. Source: Department of Health and Human Services

202 Health and Human Services 2019-20 Service Delivery Ambulance Services (2019-20: 1 120.0 million) This output group describes the units of activity for emergency and non-emergency ambulance services under the new funding model introduced 1 July 2014, including a range of performance deliverables that measure the quality and timeliness of ambulance services expected over the period. The quality and timeliness measures identify expected clinical output measures and ambulance response times, which are important to ensure critically ill Victorians receive the care they need. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Ambulance Emergency Services Emergency road, rotary and fixed air wing patient treatment and transport services provide timely and high quality emergency ambulance services. Timely and high quality emergency ambulance services contribute to high quality, accessible health and community services for all Victorians. Quantity Community Service Obligation number 262 590 250 037 240 011 248 170 emergency road and air transports The higher 2019-20 target reflects additional funding in the 2019-20 Budget. Statewide emergency air transports number 4 688 5 302 4 484 4 431 The 2018-19 expected outcome is higher than the 2018-19 target due to higher demand for services. This is an entirely demand driven activity. The higher 2019-20 target reflects additional funding in the 2019-20 Budget. Statewide emergency road transports number 468 518 450 689 427 738 442 790 The 2018-19 expected outcome is higher than the 2018-19 target due to higher than anticipated demand following the winter peak. The higher 2019-20 target reflects additional funding in the 2019-20 Budget. Treatment without transport number 90 000 86 322 103 392 96 777 The 2018-19 expected outcome is lower than the 2018-19 target due to Ambulance Victoria’s implementation of its revised clinical response model. This model is ensuring that patients are receiving care appropriate to their needs and emergency ambulances are less frequently dispatched to patients who do not need transport to hospital. The 2019-20 target reflects the impact of the clinical response model. Quality Audited cases attended by Community per cent 90 100 90 100 Emergency Response Teams (CERT) meeting clinical practice standards The 2018-19 expected outcome is higher than the 2018-19 target. This is a positive result. Audited cases statewide meeting clinical per cent 95 100 95 99.9 practice standards The 2018-19 expected outcome is higher than the 2018-19 target. This is a positive result. Proportion of adult patients suspected of per cent 90 97.5 90 97.5 having a stroke who were transported to a stroke unit with thrombolysis facilities within 60 minutes The 2018-19 expected outcome is higher than the 2018-19 target. This is a positive result. Proportion of adult VF/VT cardiac arrest per cent 50 53.1 50 53.1 patients with vital signs at hospital The 2018-19 expected outcome is higher than the 2018-19 target. This is a positive result. Proportion of patients experiencing per cent 90 90.8 90 90.8 severe cardiac or traumatic pain whose level of pain is reduced significantly

2019-20 Service Delivery Health and Human Services 203 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Proportion of patients very satisfied or per cent 95 97.9 95 97.9 satisfied with overall services delivered by paramedics Timeliness Proportion of emergency (Code 1) per cent 85 84.5 85 81.8 incidents responded to within 15 minutes – statewide Proportion of emergency (Code 1) per cent 90 89.4 90 87.2 incidents responded to within 15 minutes in centres with more than 7 500 population Cost Total output cost $ million 958.2 936.0 946.3 901.0 The 2018-19 expected outcome is lower than the 2018-19 target due to alignment of output funding within the Ambulance Services output group partially offset by increased own source revenue. The higher 2019-20 target reflects funding provided for government policy commitments. Ambulance Non-Emergency Services Non-emergency road, rotary and fixed air wing patient treatment and transport services provide access to timely, high quality non-emergency ambulance services. High quality non-emergency ambulance services contribute to high quality, accessible health and community services for all Victorians. The output supports departmental priorities through provision of patient transport officers to service non-emergency, pre and post hospital patients. Quantity Community Service Obligation number 223 235 217 313 192 275 205 855 non-emergency road and air transports The 2018-19 expected outcome is higher than the 2018-19 target due to higher than anticipated demand following the winter peak. The 2019-20 target reflects additional funding provided in the 2019-20 Budget. Statewide non-emergency air transports number 2 363 2 385 2 342 2 233 The 2019-20 target reflects additional funding provided in the 2019-20 Budget. Statewide non-emergency road number 273 514 290 628 265 859 271 206 transports The 2018-19 expected outcome is higher than the 2018-19 target due to higher than expected demand. The 2019-20 target reflects additional funding provided in the 2019-20 Budget. Quality Audited cases statewide meeting clinical per cent 95 100 95 100 practice standards The 2018-19 expected outcome is higher than the 2018-19 target due to ongoing improvements in performance. Cost Total output cost $ million 161.8 149.7 138.0 130.0 The 2018-19 expected outcome is higher than the 2018-19 target due to alignment of output funding within the Ambulance Services Output Group and higher own source revenue. The higher 2019-20 target reflects funding provided for government policy commitments.

204 Health and Human Services 2019-20 Service Delivery Drug Services (2019-20: $273.1 million) This output group includes programs and services aimed at promoting and protecting health by reducing death, disease and social harm caused by the use and misuse of licit and illicit drugs. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Drug Prevention and Control Quantity Number of phone contacts from family number 14 300 14 300 14 300 10 590 members seeking support Needles and syringes provided through number 9 680 8 800 8 800 9 504 the Needle and Syringe Program (thousand) The higher 2019-20 target reflects additional funding in the 2019-20 Budget. Number of telephone, email, website number 2 000 2 000 2 000 1 538 contacts and requests for information on (thousand) alcohol and other drugs Quality Pharmacotherapy permits processed per cent 100 100 100 100 within designated timeframe Timeliness Percentage of new licences and permits per cent 100 100 100 100 issued to health services or businesses for the manufacture, use or supply of drugs and poisons within six weeks following receipt of full information Percentage of treatment permits for per cent 75 100 75 100 medical practitioners or nurse practitioners to prescribe Schedule 8 drugs assessed within four weeks The 2018-19 expected outcome is higher than the 2018-19 target which reflects improvements in processing. Cost Total output cost $ million 46.2 38.2 39.1 34.1 The 2018-19 expected outcome is lower than the 2018-19 target to reflect alignment with Commonwealth funding under the National Health Reform Agreement. The higher 2019-20 target reflects funding provided for government policy commitments. Drug Treatment and Rehabilitation Assists the community and individuals to control and reduce the harmful effects of illicit and licit drugs, including alcohol, in Victoria through the provision of community-based non-residential and residential treatment services, education and training, and support services. Quantity Clients on the pharmacotherapy program number 14 000 14 000 14 000 14 304 Commenced courses of treatment – number 8 319 7 669 7 669 9 441 community-based drug treatment services The 2019-20 target is higher than the 2018-19 target due to additional funding provided for new Aboriginal alcohol and other drug workers.

2019-20 Service Delivery Health and Human Services 205 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Number of drug treatment activity units – number 76 759 nm nm nm residential services New performance measure for 2019-20, introduced to complement the performance measures ‘Commenced courses of treatment: residential-based drug treatment services’, ‘Number of new residential withdrawal clients’ and ‘Residential bed days’ for transparency. Number of drug treatment activity units – number 90 325 90 325 90 325 87 733 community-based services This performance measure renames the 2018-19 performance measure ‘Number of Drug Treatment Activity Units (DTAUs)’ to clarify that it includes only community-based services. The target remains unchanged. Workers complying with Alcohol and per cent 85 85 85 nm Other Drug Minimum Qualification Strategy requirements Commenced courses of treatment – number 6 848 6 606 6 606 6 692 residential-based drug treatment services The 2019-20 target has been increased to reflect additional residential rehabilitation beds becoming operational. Number of new residential withdrawal number 2 309 2 309 2 309 2 165 clients Residential bed days number 143 993 135 671 135 671 99 453 The 2019-20 target has been increased to reflect additional residential rehabilitation beds becoming operational. Quality Percentage of new clients to existing per cent 50 50 50 34.4 clients Percentage of residential rehabilitation per cent 80 nm nm nm clients remaining in treatment for ten days or more New performance measure that replaces the 2018-19 performance measure ‘Percentage of residential rehabilitation courses of treatment greater than 65 days’. The new measure indicates the successful engagement of residential rehabilitation clients. Ten days represents a target minimum stay during which a service provider can positively engage with a rehabilitation client and deliver a useful intervention. Successful courses of treatment number 7 250 6 665 6 665 8 539 (episodes of care) – community-based drug treatment services The 2019-20 target is higher than the 2018-19 target due to additional funding provided for new Aboriginal alcohol and other drug workers. Percentage of residential withdrawal per cent 80 nm nm nm clients remaining in treatment for two days or more New performance measure that replaces the 2018-19 performance measure ‘Successful courses of treatment (episodes of care): residential-based drug treatment services’. The new measure indicates the successful engagement of residential withdrawal clients. Two days represents a target minimum stay during which a service provider can positively engage with a withdrawal client and deliver a useful intervention.

206 Health and Human Services 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Timeliness Median wait time between intake and days 10 nm nm nm assessment New performance measure that replaces the 2018-19 performance measure ‘Average working days between screening of client and commencement of community-based drug treatment’. The use of the median provides a more meaningful representation of wait times as it is less sensitive to extreme results than the mean. Median wait time between assessment days 20 nm nm nm and commencement of treatment New performance measure that replaces the 2018-19 performance measure ‘Average working days between screening of client and commencement of residential-based drug treatment’. The use of the median provides a more meaningful representation of wait times as it is less sensitive to extreme results than the mean. Cost Total output cost $ million 227.0 234.6 220.8 198.6 The 2018-19 expected outcome is higher than the 2018-19 target due to government policy commitments. The higher 2019-20 target reflects funding provided for government policy commitments. Source: Department of Health and Human Services

2019-20 Service Delivery Health and Human Services 207 Mental Health (2019-20: $1 742.6 million) This output group includes the provision of a range of inpatient, community-based residential and ambulatory services that target and support people with a mental illness and their families and carers, identifying mental illness early, and seek to reduce its impact through providing timely acute care services and appropriate longer term accommodation and support for those living with a mental illness. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Clinical Care A range of inpatient residential and community-based clinical services provided to people with mental illness, and their families so that those experiencing mental health problems can access timely, high quality care and support to recover and live successfully in the community. Quantity Clinical inpatient separations number 27 000 27 700 23 300 27 028 The higher 2018-19 expected outcome reflects growth in hospital admissions. The 2019-20 target has been increased to reflect growth in hospital admissions. Total community service hours number 1 403 1 333 1 333 1 281 (thousand) The higher 2019-20 target reflects additional funding in the 2019-20 Budget. New case index per cent 50 50 50 54 Registered community clients number 74 000 70 000 67 000 71 550 The higher 2019-20 target reflects additional funding in the 2019-20 Budget. Occupied Residential bed days number 153 574 153 574 153 574 156 546 Occupied Sub-acute bed days number 191 724 191 724 191 724 185 175 Quality Clients readmitted (unplanned) within per cent 14 14 14 13.7 28 days New client index per cent 45 45 45 46.2 Number of designated mental health number 18 18 18 21 services achieving or maintaining accreditation under the National Standards for Mental Health Services Post-discharge community care per cent 88 88 80 87 The 2018-19 expected outcome is higher than the 2018-19 target due to more people being followed up after being discharged from hospital. This is a positive result. The higher 2019-20 target reflects the 2018-19 expected outcome. Pre-admission community care per cent 61 61 61 59.3 Seclusions per 1 000 occupied bed days number 8 8 15 9.4 The 2018-19 expected outcome is lower than the 2018-19 target due to less people experiencing seclusion as part of their admission to hospital. This is a positive result. The 2019-20 target reflects the 2018-19 expected outcome. Timeliness Emergency patients admitted to a mental per cent 80 54 80 57.5 health bed within eight hours The 2018-19 expected outcome is lower than the 2018-19 target due to the increasing number of people with a mental illness presenting to the emergency departments who also require admission to hospital. Cost Total output cost $ million 1 631.8 1 564.4 1 506.8 1 372.7 The 2018-19 expected outcome is higher than the 2018-19 target due to government policy commitments. The higher 2019-20 target reflects funding provided for government policy commitments.

208 Health and Human Services 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Mental Health Community Support Services A range of rehabilitation and support services provided to youth and adults with a psychiatric disability, and their families and carers, so that those experiencing mental health problems can access timely, high quality care and support to recover and reintegrate into the community. Quantity Bed days number 58 000 47 940 47 940 82 329 The 2019-20 target has been increased to reflect continued funding of a Supported Accommodation Service which is no longer in scope for transition to the NDIS. Client Support Units number 41 900 317 600 317 600 635 040 The target has been reduced to reflect the transfer of funding for Individualised Client Support Packages to the NDIS. The target has also been adjusted to include continuity of support/continuing care obligations in 2019-20. Clients receiving community mental number 1 600 6 440 6 440 9 765 health support services The target has been reduced to reflect the transfer of Individualised Client Support Package clients to the NDIS. Quality Proportion of major agencies accredited per cent 100 100 100 100 Cost Total output cost $ million 110.9 131.3 98.9 120.0 The 2018-19 expected outcome is higher than the 2018-19 target due to government policy commitments. The higher 2019-20 target reflects funding provided for government policy commitments. Source: Department of Health and Human Services

2019-20 Service Delivery Health and Human Services 209 Primary, Community and Dental Health (2019-20: $645.0 million) This output, through the provision of a range of in-home, community-based, community, primary health and dental services promotes health and wellbeing and prevents the onset of more serious illnesses. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Community Health Care This output includes delivery of a range of community care and support services, including counselling, allied health and nursing, that enable people to continue to live independently in the community. Quantity Better Health Channel visits number 40 000 43 000 40 000 31 508 (thousand) The 2018-19 expected outcome is higher than the 2018-19 target due to content and technology updates and improvements resulting in increased visitation. Rate of admissions for ambulatory care rate per 14.4 14.4 14.4 19.5 sensitive chronic conditions for 1 000 Aboriginal Victorians Number of referrals made using secure number 75 000 75 000 75 000 95 000 electronic referral systems The 2017-18 actual updates the preliminary result in the Department’s 2017-18 Annual Report. Primary Care Partnerships with reviewed per cent 100 100 100 100 and updated Strategic Plans The 2017-18 actual updates the preliminary result in the Department’s 2017-18 Annual Report. Service delivery hours in community number 1 060 1 015 1 015 1 133 health care (thousand) The 2019-20 target is higher than the 2018-19 target due to additional service hours in maternal and child health programs, and the transfer of service delivery hours from the Small Rural Services – Primary Care output to the Community Health Care output. Quality Agencies with an Integrated Health per cent 95 95 95 99 Promotion plan that meets the stipulated planning requirements Cost Total output cost $ million 294.0 291.5 292.3 271.1 The higher 2019-20 target reflects funding provided for government policy commitments. Dental Services This output includes delivery of a range of dental health services to support health and wellbeing in the community. Quantity Persons treated number 332 150 387 500 365 000 386 373 The 2019-20 target is lower than the 2018-19 target as Commonwealth funding under the National Partnership Agreement on Public Dental Services for Adults finishes on 30 June 2019. The 2018-19 expected outcome is higher than the 2018-19 target because year-to-date performance reflects additional activity being delivered. Priority and emergency clients treated number 249 100 310 000 249 100 nm The 2018-19 expected outcome is higher than the 2018-19 target, reflecting additional activity being delivered. Children participating in the Smiles 4 number 34 000 nm nm nm Miles oral health promotion program New performance measure for 2019-20 which will monitor the new program promoting oral health to children.

210 Health and Human Services 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Timeliness Waiting time for dentures months 22 19 22 17.4 The 2018-19 expected outcome is lower than the 2018-19 target because year-to-date performance reflects additional activity being delivered. This is a positive result. Percentage of Dental Emergency Triage per cent 85 85 85 nm Category 1 clients treated within 24 hours Waiting time for general dental care months 23 21.4 23 20.3 The 2018-19 expected outcome is lower than the 2018-19 target because year-to-date performance reflects additional activity being delivered. This is a positive result. Cost Total output cost $ million 235.9 245.7 267.4 236.3 The 2018-19 expected outcome is lower than the 2018-19 target due to lower third party revenue and lower actual carry over from 2017-18 than estimated in the 2018-19 target. The lower 2019-20 target reflects lower estimated hospital own source revenue as well as changes in the estimated carryover. Maternal and Child Health and Early Parenting Services This output involves the provision of community based maternal and child health services available to all families with children. Quantity Maternal and child health clients with per cent 15.0 15.0 15.0 15.0 children aged 0 to 1 year receiving additional support through enhanced maternal and child health services This performance measure has transferred from the Early Childhood Development output of the Department of Education and Training, to the Primary, Community and Dental Health output group. Total number of Maternal and Child number 80 000 80 000 80 000 80 000 Health Service clients (aged 0 to 1 year) This performance measure has transferred from the Early Childhood Development output of the Department of Education and Training, to the Primary, Community and Dental Health output group. Timeliness Children aged 0 to 1 month enrolled at per cent 99.0 99.0 99.0 99.0 maternal and child health services from birth notifications This performance measure has transferred from the Early Childhood Development output of the Department of Education and Training, to the Primary, Community and Dental Health output group. Cost Total output cost $ million 115.0 95.5 95.5 86.8 The higher 2019-20 target reflects funding provided for government policy commitments. Source: Department of Health and Human Services

2019-20 Service Delivery Health and Human Services 211 Public Health (2018-19: $389.5 million) This output group encompasses services and support, including screening for health conditions and safety inspections, that promote and protect the health and wellbeing of all Victorians. These services are delivered in partnership with key stakeholders and communities. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Health Protection Protects the health of Victorians through a range of prevention programs including regulation, surveillance and the provision of statutory services. Quantity Calls to food safety hotlines number 4 500 4 500 4 500 4 152 Inspections of cooling towers number 1 300 1 300 1 250 1 538 The 2018-19 expected outcome is higher than the 2018-19 target due to an increase in proactive efforts to contain outbreaks of airborne diseases. The 2019-20 target reflects the 2018-19 expected outcome. Inspections of radiation safety number 480 480 480 481 management licences Percentage of Aboriginal children fully per cent 95 95 95 96.7 immunised at 60 months Number of available HIV rapid test trial number 2 875 2 688 2 688 2 875 appointments used The 2019-20 target is higher than the 2018-19 target due to continued positive performance and reflects funding provided in the 2019-20 Budget. Women screened for breast cancer by number 267 000 260 000 260 000 260 722 BreastScreen Victoria Number of persons participating in number 80 000 80 000 80 000 78 657 newborn bloodspot or maternal serum screening Persons screened for prevention and number 2 000 1 670 2 000 1 993 early detection of health conditions – pulmonary tuberculosis screening The 2018-19 expected outcome is lower than the 2018-19 target due to the lower number of infectious tuberculosis cases notified each year and the smaller number of large scale screenings required. Smoking cessation of Aboriginal mothers per cent 25.2 21.4 21.4 24 The 2017-18 actual updates the preliminary result in the Department’s 2017-18 Annual Report. Quality Calls to food safety hotlines that are per cent 97 97 97 99 answered Immunisation coverage – adolescent per cent 90 90 90 89 (Year 7) students fully immunised for DTPa (diphtheria, tetanus and pertussis) Immunisation coverage – At school entry per cent 95 95 95 95.3 Immunisation coverage – At two years of per cent 95 92 95 91 age The 2018-19 expected outcome is lower than the 2018-19 target due to changes to the national Immunisation Schedule. These alterations to the schedule resulted in a period whereby vaccination rates dropped due to lower quality reporting by providers. Public health emergency response calls per cent 100 100 100 100 dealt with within designated plans and procedure timelines

212 Health and Human Services 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Timeliness Average time taken from notification of a hours 24 24 24 24 food complaint to commencement of appropriate action Infectious disease outbreaks responded per cent 100 100 100 100 to within 24 hours Participation rate of women in target age per cent 54 53.9 54 54.4 range screened for breast cancer Cost Total output cost $ million 218.2 238.9 224.2 237.0 The 2018-19 expected outcome is higher than the 2018-19 target due to increases in National Partnership Agreement funding for BreastScreen Australia and Victorian Cytology Services. The lower 2019-20 target reflects the completion of a number of government policy initiatives as well as the impact of carryover from 2017-18 included in the 2018-19 target. Health Advancement Improves the general health and wellbeing of Victorians through the provision of community information and the fostering of healthy behaviours. Quantity Persons completing the Life! – Diabetes number 5 616 5 616 5 616 5 547 and Cardiovascular Disease Prevention program Number of training courses for health number 50 54 50 nm professionals on sexual and reproductive health The 2018-19 expected outcome is higher than the 2018-19 target as funded organisations are delivering additional courses. Workplaces and pubs and clubs per cent 99 99 99 99 complying with smoke free environment laws The 2017-18 actual updates the preliminary result in the Department’s 2017-18 Annual Report. Quality Local Government Authorities with per cent 100 100 100 97 Municipal Public Health and Wellbeing Plans Cost Total output cost $ million 79.7 79.7 79.7 79.5 Public Health Development, Research and Support Develops and advocates for research and development activities, which support evidence based public health policies. Quantity Number of people trained in emergency number 2 000 2 000 2 000 2 783 management This performance measure renames the 2018-19 performance measure ‘Number of people trained in emergency response’ to reflect the broader emergency management responsibilities of the department. The target remains unchanged. Operational infrastructure support grants number 12 12 12 12 under management Cost Total output cost $ million 91.6 64.8 65.1 63.3 The higher 2019-20 target reflects funding provided for government policy commitments. Source: Department of Health and Human Services

2019-20 Service Delivery Health and Human Services 213 Small Rural Services (2019-20: $630.6 million) This output group includes a range of health and aged care services delivered in small rural towns. The funding and service delivery approach focuses on achieving a sustainable, flexible service mix that is responsive to local needs. Service providers include small rural hospitals, community health services, bush nursing centres, multi-purpose services and public sector residential aged care services. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Small Rural Services – Acute Health Admitted and non-admitted services delivered by small rural services, including elective and non-elective surgical and medical care, accident and emergency services, and maternity services Quantity Separations number 35.8 35.8 35.8 35.1 (thousand) Small rural weighted activity unit number 350 000 350 000 350 000 329 341 (thousand) The 2017-18 actual updates the preliminary result in the Department’s 2017-18 Annual Report. Quality Percentage of health services accredited per cent 100 100 100 100 Cost Total output cost $ million 385.0 375.2 369.5 343.1 The higher 2019-20 target reflects funding provided for government policy commitments. Small Rural Services – Aged Care This output includes delivery of in home, community-based and residential care services for older people, delivered in small rural towns Quantity Small rural available bed days number 701 143 701 143 701 143 701 143 Quality Residential care services accredited per cent 100 100 100 100 Cost Total output cost $ million 212.8 193.4 189.8 195.0 The higher 2019-20 target reflects additional third-party revenue and funding provided for government policy commitments. Small Rural Services – Home and Community Care Services This output includes delivery of in home, community-based care services for older people, and younger people with disabilities delivered by small rural services. Quantity Home & Community Care for Younger hours 86 000 88 919 88 919 100 487 People – hours of service delivery The lower target in 2019-20 reflects the effect of Victorian clients transitioning to the NDIS. The 2017-18 actual updates the preliminary results provided in the Department’s 2017-18 Annual Report. Cost Total output cost $ million 12.0 11.0 12.1 5.6 The 2018-19 expected outcome is lower than the 2018-19 target due to a reduction in third party revenue for health services. The lower 2019-20 target reflects changes to accounting treatment for operating leases.

214 Health and Human Services 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Small Rural Services – Primary Health This output includes delivery of in home, community-based and primary health services delivered by small rural services and designed to promote health and wellbeing and prevent the onset of more serious illness Quantity Service delivery hours in community number 91 500 99 000 99 000 100 479 health care The 2019-20 target is lower than the 2018-19 target due to the transfer of service delivery hours from the Small Rural Services – Primary Care output to the Community Health Care output. Cost Total output cost $ million 20.8 19.9 20.6 20.2 The 2018-19 expected outcome is lower than the 2018-19 target due to a reduction in third party revenue for health services. Source: Department of Health and Human Services

2019-20 Service Delivery Health and Human Services 215 Departmental performance statement

Objective 2: Victorians are safe and secure This objective aims for Victorians to live free from abuse and violence and for Victorians to have suitable and stable housing. The departmental objective indicators are: • reduce the abuse and neglect of children and young people; • reduce the rate of growth in out-of-home care – especially for Aboriginal children; • reduce the number of children in out-of-home care who live in residential care; • reduce the level of continuing risk for victims of family violence; • identify and respond to bullying, assault and inappropriate behaviour in departmental and public health services to reduce occurrence; and • reduce the proportion of the population experiencing homelessness – especially victims of family violence, and young people.

Outputs

Child Protection and Family Services (2019-20: $1 450.0 million) The Child Protection and Family Services output, through the funding and statutory child protection services, family support and parenting services, family violence and sexual assault services, adoption and placement care services and specialist support services, aims to ensure the safety and wellbeing of adolescents and children at risk of harm, abuse and neglect. This output aims to make a positive difference to Victorians experiencing disadvantage by providing excellent community services to meet clients’ needs. This output provides: • child protection services to ensure the safety and wellbeing of children and young people at risk of harm, abuse and neglect; • specialist support and placement services to ensure the safety and wellbeing of children and young people who require support to remain with their family or are placed in out-of-home care; and • a range of early intervention and support services to ensure the safety and wellbeing of children, young people and families.

216 Health and Human Services 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Child Protection and Family Services Quantity Daily average number of children in number 11 868 11 357 10 390 10 305 out-of-home care placements The 2018-19 expected outcome is higher than the 2018-19 target due to higher than expected growth in demand for placements. The higher 2019-20 target reflects a projected increase in demand. A range of factors contribute to increases in child protection reports, including mandatory reporters, population growth, media attention and social factors. The measure includes children on permanent care orders. Number of Child FIRST assessments and number 8 064 19 263 10 333 22 310 interventions The 2018-19 expected outcome is higher than the 2018-19 target due to high demand for assistance from Child FIRST. The lower 2019-20 target reflects the number of clients who will transfer into The Orange Door support and safety hubs, where Child FIRST assessments will continue. Number of children in kinship care whose number 1 434 1 737 1 234 1 155 placements are managed by community service organisations The 2018-19 expected outcome is higher than the 2018-19 target reflecting an increase in contracted kinship care as a result of the new Kinship Care Model and transitioning Aboriginal Children to Aboriginal Community Controlled Organisations (ACCOs). This is a positive result. The higher 2019-20 target reflects additional funding provided in the 2019-20 Budget. Number of families receiving an intensive number 1 823 nm nm nm support service This performance measure replaces the 2018-19 performance measure ‘Number of children receiving an intensive support service’ to more accurately reflect intensive family support service targets and delivery. Number of investigations from reports to number 39 100 38 107 38 111 nm child protection services about the wellbeing and safety of children The higher 2019-20 target reflects a projected increase in demand. Number of family services cases provided number 3 445 3 347 3 347 3 314 to Aboriginal families The higher 2019-20 target reflects additional funding provided in the 2019-20 Budget. Reports to Child Protection Services number 136 677 127 253 128 530 115 641 about the wellbeing and safety of children The higher 2019-20 target reflects a projected increase in demand. A range of factors contribute to increases in child protection reports, including mandatory reporters, population growth, media attention and social factors. Total number of family services cases number 33 235 44 370 35 396 45 097 provided The 2018-19 expected outcome is higher than the 2018-19 target due to continued high demand overall in Child FIRST and Integrated Family Services. The lower 2019-20 target reflects the number of cases which will transfer into The Orange Door support and safety hubs.

2019-20 Service Delivery Health and Human Services 217 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quality Children and young people in per cent 90.0 92.2 90.0 91.3 out-of-home care who have had two or less placements in the past 12 months (not including placements at home) The 2018-19 expected outcome is higher than the 2018-19 target reflecting more children and young people remaining in stable placements. This is a positive result. Children and young people who were the per cent 17.5 18.3 17.5 17.9 subject of a substantiated report within 12 months of the closure of a previous substantiated report Children and young people who were the per cent 3 3 3 2.9 subject of an investigation which led to a decision not to substantiate, who were subsequently the subject of a substantiation within three months of case closure Organisations that have successfully per cent 95 100 95 100 completed a certification review (family and community services) The 2018-19 expected outcome is higher than the 2018-19 target due to eligible funded organisations completing a certification review every three years. This is a positive result. Organisations that have successfully per cent 95 100 95 100 completed a certification review (specialist support and placement services) The 2018-19 expected outcome is higher than the 2018-19 target due to eligible funded organisations completing a certification review every three years. This is a positive result. Proportion of Aboriginal children placed per cent 75 81.4 70 77.6 with relatives/kin, other Aboriginal carers or in Aboriginal residential care The 2018-19 expected outcome is higher than the 2018-19 target reflecting more Aboriginal children being placed with relatives/kin, other Aboriginal carers or in Aboriginal residential care. This is due to a number of factors including the program to transition Aboriginal Children to Aboriginal Care. This is a positive result. The 2019-20 target has been increased to reflect expected continuing success of transitioning Aboriginal children to ACCOs. Proportion of placements that are per cent 92.5 96.7 90 95.9 home-based care The 2018-19 expected outcome is higher than the 2018-19 target reflecting the prioritisation of placing children and young people in out of home care in home-based care. This is a positive result. The 2019-20 target has been increased to reflect historical overperformance. Timeliness Percentage of child protection per cent 97 94.8 97 95.6 investigations assessed as urgent, that were visited, or where attempts were made to visit, within two days of receipt of the report Cost Total output cost $ million 1 450.0 1 509.6 1 484.0 1 409.8 The lower 2019-20 target primarily reflects the transfer of family violence and sexual assault support services to the Family Violence Service Delivery output to better reflect Ministerial portfolio responsibilities. Source: Department of Health and Human Services

218 Health and Human Services 2019-20 Service Delivery Housing Assistance (2019-20: $648.3 million) The Housing Assistance output, through the provision of homelessness services, crisis and transitional accommodation and long-term adequate, affordable and accessible housing assistance, coordinated with support services where required, home renovation assistance and the management of the home loan portfolio, aims to make a positive difference for Victorians experiencing disadvantage by providing excellent housing and community services to meet clients’ needs. This output provides: • housing assistance for low income families, older people, singles, youth and other households. It responds to the needs of clients through the provision of appropriate accommodation, including short-term and long-term properties that assist in reducing and preventing homelessness; and • housing support services to people who are homeless or at risk of homelessness, in short-term housing or crisis situations. Support will assist clients in accessing and maintaining tenancies in appropriate accommodation. Services provided will assist in the prevention and overall reduction of homelessness. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Housing Assistance Quantity Number of bonds issued to low income number 10 000 9 300 12 000 9 321 Victorians to assist access to the private rental market The 2018-19 expected outcome is lower than the 2018-19 target due to demand. Any eligible person who applies for a bond loan is provided with one, but the number of loans is influenced by rental market conditions. The lower 2019-20 target reflects a downward trend in annual bond loan demand. Households assisted with housing number 36 000 36 000 36 000 36 000 establishment assistance during year Number of clients assisted to address and number 118 800 114 000 103 000 118 141 prevent homelessness The 2018-19 expected outcome is higher than the 2018-19 target due to increased public awareness of family violence driving demand for services, plus significant government investment in family violence and homelessness services. The 2019-20 target has been increased to reflect improved performance in 2018-19 as well as continued growth in family violence clients. Number of clients provided with number 27 000 27 000 25 100 nm accommodation The 2018-19 expected outcome is higher than the 2018-19 target as more clients have been receiving accommodation, but for shorter periods. The 2019-20 target has been increased to reflect improved performance in 2018-19. Number of households assisted with long number 77 900 77 900 77 900 77 063 term social housing (public, Aboriginal and community long-term tenancies at end of year) The 2017-18 actual updates the preliminary results provided in the Department’s 2017-18 Annual Report. Number of public housing dwellings number 1 653 2 134 2 134 2 134 upgraded during year The 2019-20 target is lower than the 2018-19 target due to the completion of a Victorian Property Fund grant program. Total number of social housing dwellings number 87 749 86 463 86 463 86 813 The 2019-20 target has been increased to reflect more acquisitions including long term social housing leases.

2019-20 Service Delivery Health and Human Services 219 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Total social housing dwellings acquired number 1 133 870 870 884 during the year The 2019-20 target has been increased to reflect acquisitions sourced from the Social Housing Growth Fund for long term leases (10 years). Number of family violence victims who number 1 012 900 900 823 receive a refuge response The higher 2019-20 target reflects additional refuge capacity. Number of nights of refuge number 52 088 48 000 48 000 38 920 accommodation provided to victims of family violence The higher 2019-20 target reflects additional refuge capacity. Number of calls made to the statewide number 90 000 90 000 90 000 104 705 24/7 family violence victim/survivor crisis service Number of clients assisted to address and number 53 000 51 000 41 000 57 136 prevent homelessness due to family violence The 2018-19 expected outcome is higher than the 2018-19 target due to increased public awareness of family violence driving demand for services, plus significant government investment in family violence and homelessness services. The 2019-20 target has been increased to reflect improved performance in 2018-19 as well as continued growth in family violence clients. Quality Social housing tenants satisfied with per cent 85 85 85 87.9 completed urgent maintenance works Social housing tenants satisfied with per cent 80 80 80 71.6 completed non-urgent maintenance works Timeliness Average waiting time for public rental months 10.5 10.5 10.5 10.5 housing for those clients who have received priority access housing allocation or a priority transfer Average waiting time for public rental months 10.5 10.5 10.5 8.8 housing for clients who have received a priority access housing or priority transfer allocation due to family violence Proportion of clients where support to per cent 85 85 85 nm sustain housing tenure was provided or referred Cost Total output cost $ million 648.3 622.9 574.8 580.5 The 2018-19 expected outcome is higher than the 2018-19 target due to increased Commonwealth grants under a new National Housing and Homelessness Agreement and funding provided for government policy commitments. The higher 2019-20 target primarily reflects funding provided for government policy commitments and service improvements. Source: Department of Health and Human Services

220 Health and Human Services 2019-20 Service Delivery Family Violence Service Delivery (2019-20: $268.3 million) This output will lead and coordinate whole of government family violence policy and implement and deliver the Government’s family violence reform agenda. This will include establishing and operating Support and Safety Hubs, implementing information sharing legislation, and delivery of risk assessment and management programs. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Workers trained in the Family Violence number 10 000 10 000 10 000 4 210 Risk Assessment and Risk Management Framework Support and Safety Hubs established number 8 5 8 3 The 2018-19 expected outcome is lower than the 2018-19 target due to the decision to sequence implementation of the next three Orange Door primary sites from early 2019-20. Total assessments undertaken at the number 8 750 8 914 8 750 472 Support and Safety Hubs This measure has been renamed to reflect the more appropriate methodology ‘assessments undertaken’ rather than ‘assessments completed’, as assessments for clients in the Support and Safety Hubs are ongoing. The expected number of completed assessments for 2018-19 is 2 081. The 2017-18 actual updates the preliminary result in the Department’s 2017-18 Annual Report. Number of clients assisted by a Risk number 650 650 860 642 Assessment and Management Panel The 2018-19 expected outcome is lower than the 2018-19 target due to the large number of referrals that could be appropriately managed without a Risk Assessment and Management Panel response. This is a positive result. This measure has been transferred from the Child Protection and Family Services output to the Family Violence Service Delivery output. The 2019-20 target has been reduced to reflect continued improvements in early intervention. Number of children who receive a number 1 150 1 150 1 150 1 102 Sexually Abusive Behaviours Treatment Service response This measure has been transferred from the Child Protection and Family Services output to the Family Violence Service Delivery output. Number of calls made to the statewide number 9 000 9 000 9 000 8 214 telephone help line for men regarding family violence This measure has been transferred from the Child Protection and Family Services output to the Family Violence Service Delivery output. Number of men participating in the number 4 000 nm nm nm men’s behaviour change program New performance measure for 2019-20 to reflect the Government’s family violence reform agenda. Number of case management responses number 1 300 nm nm nm provided to perpetrators of family violence including those that require individualised support New performance measure for 2019-20 to reflect the Government’s family violence reform agenda. Quality Satisfaction of workers with family per cent 80 80 80 99.3 violence training Satisfaction of clients with Support and per cent 80 80 80 80 Safety Hubs services The 2017-18 actual updates the preliminary result in the Department’s 2017-18 Annual Report. The 2018-19 expected outcome is based on a pilot survey with a small sample size. It is anticipated that 2019-20 surveys will be based on a larger sample size.

2019-20 Service Delivery Health and Human Services 221 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Timeliness Assessments completed within agreed per cent 80 68 80 nm timeframes The 2018-19 expected outcome is lower than the 2018-19 target as the Orange Door is a new and emerging service model which has been operational for less than 12 months and has involved the workforce needing to learn and adapt to new systems and ways of working, including new types of assessments and a foundational Client Relationship System. Sexual assault support services clients per cent 98 95 95 97.7 receiving an initial response within five working days of referral This measure has been transferred from the Child Protection and Family Services output to the Family Violence Service Delivery output to reflect the transfer of funding. The higher 2019-20 target reflects 2019-20 Budget funding. Cost Total output cost $ million 268.3 184.7 192.2 77.5 The 2018-19 expected outcome is lower than the 2018-19 target primarily due to the rephasing of initiatives into 2019-20 and the reallocation of output funding to capital projects. The increase to the 2019-20 target reflects a realignment of costs from the Child Protection and Family Services output to better reflect Ministerial portfolio responsibilities. Source: Department of Health and Human Services

222 Health and Human Services 2019-20 Service Delivery Objective 3: Victorians have the capabilities to participate This objective aims for Victorians to participate in learning and education, participate in and contribute to the economy, and to have financial security. The departmental objective indicators are: • increase educational engagement and achievement by children and young people in contact with departmental services – especially those in out-of-home care; • increase participation in three and four-year-old kindergarten by children known to child protection; • increase the satisfaction of those who care voluntarily for people with a disability; people with mental illness; and children in out-of-home care; and • increase labour market participation by people with a disability; people with a mental illness; and people living in specified locations and communities.

Outputs

Concessions to Pensioners and Beneficiaries (2019-20: $591.8 million) (a) The Concessions to Pensioners and Beneficiaries output, through the development and coordination of the delivery of concessions and relief grants to eligible consumers and concession card holders, aims to make a positive difference for Victorians experiencing disadvantage by providing excellent community services to meet clients’ needs. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual This output provides reductions in the price of energy, water, and municipal rates to eligible consumers and concession card holders. It also provides trustee services for people on a low income or those who are subject to an order by the Victorian Civil and Administrative Tribunal, and other social and community services, including the provision of emergency relief for individuals or families who are experiencing immediate and personal distress due to a financial or domestic crisis. Quantity Households receiving mains electricity number 922 177 919 313 915 543 917 715 concessions The 2017-18 actual updates the preliminary result in the Department’s 2017-18 Annual Report. The 2018-19 expected outcome is higher than the 2018-19 target due to an expected increase in the number of eligible households applying for this concession. Eligibility for this concession has not changed. The higher 2019-20 target reflects the forecast increase in demand for this concession. Households receiving mains gas number 687 813 677 130 676 222 670 808 concessions The 2017-18 actual updates the preliminary result in the Department’s 2017-18 Annual Report. The 2018-19 expected outcome is higher than the 2018-19 target due to an expected increase in the number of eligible households applying for this concession. Eligibility for this concession has not changed. The higher 2019-20 target reflects the forecast increase in demand for this concession. Households receiving non-mains energy number 24 811 24 357 24 295 24 918 concessions The 2017-18 actual updates the preliminary result in the Department’s 2017-18 Annual Report. The 2018-19 expected outcome is higher than the 2018-19 target due to an expected increase in the number of eligible households applying for this concession. Eligibility for this concession has not changed. The higher 2019-20 target reflects the forecast increase in demand for this concession.

2019-20 Service Delivery Health and Human Services 223 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Households receiving pensioner number 436 613 435 570 438 565 434 529 concessions for municipal rates and charges The 2017-18 actual updates the preliminary result in the Department’s 2017-18 Annual Report. The 2018-19 expected outcome is lower than the 2018-19 target due to a Commonwealth change to eligibility for the pension. Eligibility for this concession has not changed at a state level. The lower 2019-20 target reflects the Commonwealth’s change to eligibility for the pension. Households receiving water and number 691 416 690 568 691 077 689 851 sewerage concessions The 2017-18 actual updates the preliminary result in the Department’s 2017-18 Annual Report. The 2018-19 expected outcome is lower than the 2018-19 target due to an expected decrease in the number of eligible households applying for this concession. Eligibility for this concession has not changed. The higher 2019-20 target reflects the forecast increase in demand for this concession. Number of Utility Relief Grants granted number 42 884 nm nm nm to households This performance measure replaces the 2018-19 performance measure ‘Number of clients receiving trustee services’. The new measure will provide a performance measure of the Department’s role as a safety net for low-income households with mains electricity, gas or water bills that are overdue due to a temporary financial crisis. Quality Percentage of customers satisfied with per cent 75 75 75 79.9 State Trustees Limited services Percentage of Community Service per cent 90 87 90 100 Agreement performance targets that have been achieved by State Trustees The 2017-18 actual updates the preliminary result in the Department’s 2017-18 Annual Report. Percentage of customer requests per cent 90 90 90 93 answered by State Trustees within the timelines set in the Community Service Agreement Cost Total output cost $ million 591.8 572.7 574.3 556.5 The 2018-19 expected outcome is lower than the 2018-19 target primarily due to lower than anticipated cost for electricity concessions. The higher 2019-20 target reflects funding provided for government policy commitments. Source: Department of Health and Human Services Note: (a) This excludes funding for transport concessions transferred to the Department of Transport.

224 Health and Human Services 2019-20 Service Delivery Disability Services (2019-20: $2 081.1 million) The Disability Services output, through the provision of continuing care and support services for people with disabilities, their carers and their families, aims to make a positive difference for Victorians experiencing disadvantage and provide excellent community services to meet clients’ needs. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Disability Services This output provides: • programs and resources that enable clients with a disability to exercise choice and control through the use of packages of individualised funding; • specialised support for people with a disability and resources and programs that build capacity to respond to the needs of people with a disability; and • bed and facility-based services characterised by the bundling of accommodation services and disability support. Quantity Clients in residential institutions number 0 19 0 49 The 2018-19 expected outcome is higher than the 2018-19 target due to due to delays in residents moving to their new purpose-built community homes. This delay was due to additional time required to consult with residents and their families and to locate suitable community locations. Clients receiving case management number 215 1 540 566 3 518 services The 2018-19 expected outcome is higher than the 2018-19 target due to the slower than forecast transition of clients into the NDIS by the NDIA. The 2019-20 target is lower than the 2018-19 target reflecting the continued transfer of clients into the NDIS by the NDIA. Clients receiving individualised support number 0 5 929 4 626 12 955 The 2018-19 expected outcome is higher than the 2018-19 target due to the slower than forecast transition of clients into the NDIS by the NDIA. The 2019-20 target is set to zero to reflect the expected transfer of all clients on individualised support packages into the NDIS by the NDIA. Hours of community-based respite number 236 000 308 130 308 130 771 949 The 2019-20 target is lower than the 2018-19 target reflecting the continued transfer of clients into the NDIS by the NDIA. Number of respite days number 20 125 50 000 50 000 78 213 The 2019-20 target is lower than the 2018-19 target reflecting the continued transfer of clients into the NDIS by the NDIA. Clients receiving forensic disability Number 750 nm nm nm service New performance measure for 2019-20 to reflect Government priorities regarding forensic disability services. The Victorian State Government will retain responsibility for these services following the transition to the NDIS. Quality Organisations that have successfully per cent 95 100 95 100 completed a certification review (accommodation supports) The 2018-19 expected outcome is higher than the 2018-19 target due to eligible funded organisations completing a certification review every three years. This is a positive result. Organisations that have successfully per cent 95 100 95 100 completed a certification review (client services and capacity) The 2018-19 expected outcome is higher than the 2018-19 target due to eligible funded organisations completing a certification review every three years. This is a positive result.

2019-20 Service Delivery Health and Human Services 225 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Organisations that have successfully per cent 95 100 95 100 completed a certification review (individualised supports) The 2018-19 expected outcome is higher than the 2018-19 target due to eligible funded organisations completing a certification review every three years. This is a positive result. Timeliness Percentage of Specialist Disability per cent 100 100 100 68.8 Accommodation (SDA) services vacancies filled within 60 business days Cost Total output cost $ million 632.2 963.4 808.5 1 501.3 The 2018-19 expected outcome is higher than the 2018-19 target due to the release of additional funding by government to support the transition and transfer of specialist disability services into the NDIS. The reduction in the 2019-20 target reflects the change in Commonwealth funding arrangements due to the transition to the NDIS. Victorian Contribution to National Disability Insurance Scheme This is the department’s contribution to Australia’s National Disability Insurance Scheme. The scheme ensures that people with severe or profound disabilities can access the necessary supports they need to live the life they want and achieve their goals and aspirations. Quantity National Disability Insurance Scheme number 105 324 105 324 105 324 36 148 participants Cost Total output cost $ million 1 448.9 1 409.0 1 420.4 639.4 The reduction in the 2018-19 expected outcome reflects a reduction in the level of services provided by the Department on behalf of the NDIS from those estimated in the 2018-19 target. The increase to the 2019-20 target reflects the Department’s contribution to the NDIS, and estimated impact of delays to the rollout of the NDIS. Source: Department of Health and Human Services

226 Health and Human Services 2019-20 Service Delivery Objective 4: Victorians are connected to culture and community This objective aims for Victorians to be socially engaged and live in inclusive communities, and able to safely identify and connect with their culture and identity. The departmental objective indicators are: • increase rates of community engagement, especially for Aboriginal children and young people; and • increase cultural connection for children in out-of-home care – especially Aboriginal children.

Outputs Empowering Individuals and Communities (2019-20: $60.2 million) This output group is delivered through funded programs that support community participation, including neighbourhood houses, Men’s Sheds, community support projects and programs for people with a disability. Leadership is delivered for whole of government policy that will create an environment that encourages equity and improves all aspects of life. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Community Participation Community participation programs include the Neighbourhood House Coordination Program, Men’s Sheds, Community Support and Community Finance initiatives. These programs support the social and economic participation of Victorian communities, particularly vulnerable populations. Quantity Hours of coordination funding provided number 561 896 556 700 556 700 480 000 to Neighbourhood Houses (thousand) The higher 2019-20 target reflects funding decisions. Timeliness Grants acquitted within the timeframe per cent 92 90 90 100 specified in the terms and conditions of the funding agreement The higher 2019-20 target reflects past performance exceeding targets. Cost Total output cost $ million 49.3 49.7 50.6 48.8 The 2018-19 expected outcome is lower than the 2018-19 target due to output group movements associated with machinery of government changes. Office for Disability The Office for Disability leads and coordinates whole of government policy, disability action planning and funding, and support to disability advocacy and self-advocacy organisations so that people with a disability experience reduced disadvantage, can fully participate in the community and have their rights upheld. Quantity Number of Disability Advocacy clients number 2 000 2 064 2 000 1 968 Timeliness Annual reporting against the State per cent 100 100 100 100 disability plan within agreed timeframes

2019-20 Service Delivery Health and Human Services 227 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Cost Total output cost $ million 10.9 11.1 9.6 14.7 The 2018-19 expected outcome is higher than the 2018-19 target due to funding provided for government policy commitments. The higher 2019-20 target reflects funding provided for government policy commitments. Source: Department of Health and Human Services

228 Health and Human Services 2019-20 Service Delivery DEPARTMENT OF JOBS, PRECINCTS AND REGIONS

Ministerial portfolios The Department of Jobs, Precincts and Regions supports the ministerial portfolios of Agriculture; Creative Industries; Jobs, Innovation and Trade; Priority Precincts; Racing; Regional Development; Resources; Small Business; Suburban Development; and Tourism, Sport and Major Events.

Departmental mission statement The department is focused on growing our state’s economy and ensuring it benefits all Victorians – by creating more jobs for more people, building thriving places and regions, and supporting inclusive communities. More jobs for more people – we’re helping to grow the economy by working with businesses to create and maintain jobs so more people have meaningful work that’s safe and secure. We’re supporting workers, developing and growing our industries, and assisting industries in transition. We’re creating jobs by leveraging and securing our natural assets and regional strengths, along with fostering our visitor economy, creativity and innovation. We’re also connecting Victoria to the world by attracting investment and talent, and helping Victorian businesses successfully trade into global markets. Thriving places and regions – we’re building vibrant, prosperous precincts and regions that drive economic growth and opportunities. We’re supporting businesses to establish and grow, and our geographic focus on innovation and sector activity is helping attract investment. We’re also cementing Victoria’s position as Australia’s leading cultural, sport, tourism and events destination. Inclusive communities – we’re working to create opportunities for all Victorians in communities that are well connected, culturally diverse and economically resilient. We’re doing this by taking a collaborative approach – working across government and with communities to understand how we can share the benefits of economic prosperity, address entrenched disadvantage and support a stronger and fairer society.

Departmental objectives

Create and maintain jobs This objective seeks to secure a growing, sustainable and equitable jobs market for all Victorians by working with businesses to increase job opportunities, support people into meaningful employment, and attract the investment and talent needed to foster job growth. The Jobs output contributes to this objective by supporting existing workers and businesses by connecting Victorians experiencing disadvantage to job opportunities, supporting Aboriginal economic inclusion, working with the community to create and support social enterprises; as well as attracting new investment and talent into Victoria to grow the economy and share the benefits of economic prosperity.

2019-20 Service Delivery Jobs, Precincts and Regions 229 Foster a competitive business environment This objective seeks to grow Victorian industries and businesses by working with priority industry sectors, supporting growth and innovation opportunities for industry, supporting start-ups and small businesses, and assisting industries in transition. The Industry, Innovation and Small Business output contributes to this objective by providing access to information and connections and building the capability of Victorian businesses and industry to develop and effectively use new practices and technologies, advocating for a fair and competitive business environment, and supporting small businesses.

Be a globally connected economy This objective seeks to connect Victoria to the world by helping Victorian businesses successfully trade into global markets and grow Victoria’s proportion of international student enrolments in Australia. The Trade and Global Engagement output contributes to this objective by developing the skills and knowledge of current and potential exporters, connecting organisations to global business opportunities, establishing and deepening strategic commercial international partnerships, and increasing the proportion of international students.

Build prosperous and liveable regions and precincts This objective seeks to ensure that Victoria’s precincts, suburbs and regions are developed to create places where all Victorians have an opportunity to participate in growing communities that are well-connected, prosperous, vibrant and diverse. The Priority Precincts and Suburban Development output contributes to this objective by delivering activities to build vibrant and prosperous precincts and suburbs that drive economic growth and opportunities. The department works with government, industry and community stakeholders to identify opportunities for the development and delivery of initiatives to strengthen Melbourne’s economy, create jobs and improve suburban liveability. The department works collaboratively to support Victoria’s priority precincts and develop Melbourne’s suburbs through the six Metropolitan Partnerships. The Regional Development output contributes to this objective by working with industry and communities to identify opportunities to support job growth and new investment in regional Victoria, strengthening community capability, and engaging with industry and communities to deliver regional priorities.

230 Jobs, Precincts and Regions 2019-20 Service Delivery Grow vibrant, active and creative communities This objective seeks to increase the economic, social and cultural value of the creative, sport and recreation industries to Victoria, grow the number and yield of visitors, position Victoria as a major events destination, and ensure the best cultural and sporting experiences are accessible to everyone. The Creative Industries Access, Development and Innovation output contributes to this objective through developing more opportunities for the creation and presentation of new work, building industry capability and growth, stimulating innovation and wider impacts, engaging more Victorians and building international engagement. The Creative Industries Portfolio Agencies output contributes to this objective through supporting creative industries agencies to promote access and participation, to increase visitor numbers and to manage the State’s cultural collections. The Cultural Infrastructure and Facilities output contributes to this objective through undertaking maintenance activities and developing infrastructure projects to ensure state-owned cultural venues are available to the public. The Sport, Recreation and Racing output contributes to this objective by providing strategic leadership and investment in the sport, recreation and racing industries through innovation, sector and industry development and funding support. It supports community participation and inclusion in the sport, recreation and racing sectors by strengthening the capacity of sport and recreation organisations to deliver participation opportunities, improving community sport and recreation facilities across the state and guiding the development and management of state-level sporting facilities and events, to encourage participation by all Victorians. This output also supports the development of the Victorian racing industry through strategic investment in world class racing and training infrastructure, the promotion of animal welfare and integrity initiatives and encourages participation and investment in the breeding industry to cement Victoria’s position as Australia’s premier racing state. The Tourism and Major Events output contributes to this objective through increasing the number of visitors to Victoria, boosting expenditure from these visitors, and continuing to strengthen Victoria’s major events program. Promote productive and sustainably-used natural resources This objective supports a more productive, globally competitive, sustainable and jobs-rich agriculture, food and fibre, and resources sectors and creates the conditions to grow the forestry and game resource economies. The department delivers the objective in collaboration with partners, local communities and industry to deliver outcomes that provide benefits to all Victorians. The Agriculture output contributes to increasing the productivity, competitiveness and sustainability of food and fibre industries and creates the conditions to grow the natural resources economy. This includes protecting and enhancing market access and management of biosecurity risks, increasing the use of new technologies, improving farm practices and supply chain efficiency, building the resilience of the sector to manage risks and emergencies, and ensuring forestry and game resources are sustainably allocated and used for both recreational and commercial purposes. The Resources output contributes to this objective by aiming to achieve a growing and sustainable earth resources sector through effective policy, programs and regulation.

2019-20 Service Delivery Jobs, Precincts and Regions 231 Changes to the output structure The department has made changes to its output structure for 2019-20, in addition to the machinery of government changes reflected in Table 2.1, as shown in the table below: 2018-19 outputs Reason 2019-20 outputs Agriculture The output provides information at a Agriculture disaggregated level to improve – Agriculture Industry transparency. Development and Regulation – Agriculture Research – Biosecurity and Agriculture Services Gambling, Liquor and Racing The racing component of the output was Sport, Recreation and Racing transferred to the Department as a result of machinery of government changes, and combined with Sport and Recreation. Government-wide leadership, The Latrobe Valley Authority component Regional Development reform and implementation of this output was transferred to the Department as a result of machinery of government changes and has been included in the Regional Development output. Industry and Enterprise This output has been renamed to clarify Industry, Innovation and Small Innovation that it includes the Small Business Business portfolio. Jobs and Investment This output has been renamed to reflect Jobs the transfer of Invest Victoria to the Department of Treasury and Finance. Major Projects This output has been renamed to reflect Priority Precincts and Suburban the establishment of the Priority Precincts Development portfolio. Sport and Recreation The Sport and Recreation output was Sport, Recreation and Racing transferred to the Department as a result of machinery of government changes, and combined with the Racing portfolio. Suburban Development This output was transferred to the Priority Precincts and Suburban Department as a result of machinery of Development government changes and has been combined with the Priority Precincts portfolio. Sustainably Manage Fish, The Forest and Game Management Agriculture Game and Forest Resources components of this output have been – Sustainably Manage Forest and included in the Agriculture output. Game Resources Tourism, Major Events and The International Education component of Tourism and Major Events International Education this output has been transferred to the Trade and Global Engagement output to reflect the alignment between these two areas. Trade This output name has been expanded to Trade and Global Engagement reflect the department’s broader international engagement objectives. Source: Department of Jobs, Precincts and Regions

232 Jobs, Precincts and Regions 2019-20 Service Delivery Output summary by departmental objectives The department’s outputs and funding are provided in the table below. Detailed descriptions of objectives, outputs, together with their key performance indicators are presented in subsequent tables. ($ million) 2018-19 2018-19 2019-20 Variation (a) budget revised budget % Create and maintain jobs Jobs 162.6 175.2 131.1 (19.4) Foster a competitive business environment Industry, Innovation and Small Business 194.3 196.4 153.5 (21.0) Be a globally connected economy Trade and Global Engagement 40.3 41.3 42.2 4.6 Build prosperous and liveable regions and precincts Priority Precincts and Suburban Development 35.9 51.9 22.8 (36.4) Regional Development 394.8 441.1 311.4 (21.1) Grow vibrant, active and creative communities Creative Industries Access, Development and Innovation 80.6 89.8 72.6 (10.0) Creative Industries Portfolio Agencies 378.8 380.3 399.4 5.4 Cultural Infrastructure and Facilities 105.6 139.4 112.3 6.3 Sport, Recreation and Racing 341.8 359.4 374.9 9.7 Tourism and Major Events 153.6 256.3 123.5 (19.6) Promote productive and sustainably-used natural resources Agriculture 490.8 518.5 470.9 (4.0) Resources 169.4 101.0 122.6 (27.6) Total (b) 2 548.5 2 750.6 2 337.2 (8.3) Source: Department of Jobs, Precincts and Regions Notes: (a) Variation between the 2018-19 Budget and the 2019-20 Budget. Explanations for variations greater than five per cent are included in footnotes to the relevant outputs. (b) Table may not add due to rounding.

2019-20 Service Delivery Jobs, Precincts and Regions 233 Amounts available The following tables detail the amounts available to the Department from Parliamentary authority and income generated through transactions. Table 2.8 outlines the Department’s income from transactions and Table 2.9 summarises the sources of Parliamentary authority available to the Department to fund the provision of outputs, additions to the net asset base, payments made on behalf of the State, and other sources expected to become available to the Department.

Table 2.8: Income from transactions ($ million) 2017-18 2018-19 2018-19 2019-20 actual budget revised budget (a) Output appropriations .. .. 1 378.6 1 982.1 Special appropriations .. .. 1.1 1.8 Interest .. .. 2.7 12.2 Sales of goods and services .. .. 50.1 110.7 Grants .. .. 52.1 54.2 Fair value of assets and services received free of charge or for .. .. 0.3 0.9 nominal consideration Other income .. .. 7.9 26.9 Total income from transactions (b) .. .. 1 492.8 2 188.8 Source: Department of Jobs, Precincts and Regions Notes: (a) Includes an estimated $125.5 million of non-public account contributions in 2019-20. (b) Table may not add due to rounding.

Table 2.9: Parliamentary authority for resources ($ million) 2018-19 2018-19 2019-20 budget revised budget Annual appropriations .. 1 460.6 2 326.8 Provision of outputs (a) .. 1 318.1 1 884.5 Additions to the net asset base .. 104.5 367.1 Payments made on behalf of the State .. 38.0 75.2 Receipts credited to appropriations .. 62.2 97.6 Unapplied previous years appropriation .. 2.9 .. Provision of outputs .. 1.3 .. Additions to the net asset base .. 1.6 .. Payments made on behalf of the State ...... Gross annual appropriation .. 1 525.6 2 424.4 Special appropriations .. 9.2 1.8 Trust funds .. 53.2 79.9 Total parliamentary authority (b) .. 1 588.1 2 506.1 Source: Department of Jobs, Precincts and Regions Notes: (a) The 2018-19 revised figures include appropriation relating to the Regional Jobs and Infrastructure Fund, pursuant to section 16(a) of the Regional Development Victoria Act 2002. This reflects the impact of machinery of government changes. (b) Table may not add due to rounding.

234 Jobs, Precincts and Regions 2019-20 Service Delivery Objective 1: Create and maintain jobs This objective seeks to secure a growing, sustainable and equitable jobs market for all Victorians by working with businesses to increase job opportunities, support people into meaningful employment, and attract the investment and talent needed to foster job growth. The departmental objective indicator is: • people employed in Victoria.

Outputs

Jobs (2019-20: $131.1 million) This output includes initiatives to support existing workers and businesses by connecting Victorians experiencing disadvantage to job opportunities, supporting Aboriginal economic inclusion, working with the community to create and support social enterprises; as well as attracting new investment and talent into Victoria to grow the economy and share the benefits of economic prosperity. The performance measures below compare targets and expected or actual results from the delivery of programs and services as part of this output: 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Disadvantaged jobseekers who achieve number 2 225 2 050 2 050 1 527 sustainable employment (minimum number of 26 weeks) The higher 2019-20 target reflects new funding in the 2019-20 Budget for Jobs Victoria initiatives. Government Youth Employment Scheme number 280 280 280 289 traineeships commenced Retrenched workers supported with number 2 000 2 000 2 000 2 052 employment assistance Social enterprises assisted number 150 176 60 131 The 2018-19 expected outcome is higher than the 2018-19 target due to a higher than expected uptake of the Boost Your Business – Social Enterprise Stream vouchers and promotion of the social enterprise certification process through Social Traders. The higher 2019-20 target reflects anticipated growth arising from implementation of the Social Enterprise Network which will become fully operational in 2019-20. Victoria’s market share of nominated per cent 45 45 45 45 investor and business migrants Quality Client satisfaction with investor, business per cent 85 85 85 89 and skilled migration services provided Timeliness Average processing time for investor, days 20 20 20 20 business and skilled migration visa nomination applications

2019-20 Service Delivery Jobs, Precincts and Regions 235 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Cost Total output cost $ million 131.1 175.2 162.6 138.2 The 2018-19 expected outcome is higher than the 2018-19 target mainly due to a carryover of funding from 2017-18. The lower 2019-20 target is mainly due to the funding profile of a range of initiatives. Source: Department of Jobs, Precincts and Regions

236 Jobs, Precincts and Regions 2019-20 Service Delivery Objective 2: Foster a competitive business environment This objective seeks to grow Victorian industries and businesses by working with priority industry sectors, supporting growth and innovation opportunities for industry, supporting start-ups and small businesses, and assisting industries in transition. The departmental objective indicators are: • change in Victoria’s real gross state product; and • engagement with businesses.

Outputs

Industry, Innovation and Small Business (2019-20: $153.5 million) This output provides access to information and connections and builds the capability of Victorian businesses and industry to develop and effectively use new practices and technologies to increase productivity and competitiveness, advocating for a fair and competitive business environment, and supporting small businesses. The performance measures below compare targets and expected or actual results from the delivery of programs and services as part of this output: 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Businesses whose growth and number 1 200 1 400 1 200 1 830 productivity issues are resolved by the Department The 2018-19 expected outcome is higher than the 2018-19 target due to an increased number of employers being assisted through the employment of skilled workers whose migration has been facilitated through the Skilled and Business Migration Program. Companies or new entrants supported number 70 120 120 122 through the LaunchVic initiative The lower 2019-20 target reflects a more targeted focus of LaunchVic programs to increase impact. The Victorian Jobs and Investment Fund contributes to the 2019-20 target for this measure. Engagements with businesses number 14 000 14 000 14 000 14 401 Industry roundtables and engagement number 42 72 75 109 forums The lower 2019-20 target reflects that significant industry engagement initiatives, notably the Future Industries Fund and the Automotive Transition Plan, are complete. New mobile base stations facilitated number 45 45 45 48 Participation in Small Business Victoria number 30 000 45 000 30 000 nm targeted and inclusive events and business programs The 2018-19 expected outcome is higher than the 2018-19 target due to the Small Business Festival attracting more participants than originally estimated. The outcome is expected to return to trend in 2019-20. Visits to Business Victoria digital channels number 3 000 000 3 000 000 3 000 000 nm

2019-20 Service Delivery Jobs, Precincts and Regions 237 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quality Client satisfaction of small business per cent 90 90 90 94 information, referral, mentoring service and business programs Client satisfaction with the Victorian per cent 80 80 80 91.3 Government Business Offices Client satisfaction with Victorian Small per cent 85 85 85 95 Business Commission mediation service Proportion of business disputes per cent 75 75 75 78.2 presented to the Victorian Small Business Commission successfully mediated This performance measure renames the 2018-19 performance measure ‘Proportion of business disputes presented to the Small Business Commission successfully mediated’. This measure reports on the same activity as the previous measure however has been amended for increased clarity. Proportion of business disputes resolved per cent 30 nm nm nm by the Victorian Small Business Commission prior to mediation New performance measure for 2019-20 reflects Government priorities to resolve disputes through good initial engagement processes without participating businesses needing to go to mediation. Cost Total output cost $ million 153.5 196.4 194.3 144.3 The lower 2019-20 target is mainly due to a number of completed programs in 2018-19 across Industry, Innovation and Small Business. Source: Department of Jobs, Precincts and Regions

238 Jobs, Precincts and Regions 2019-20 Service Delivery Objective 3: Be a globally connected economy This objective seeks to connect Victoria to the world by helping Victorian businesses successfully trade into global markets, and growing Victoria’s proportion of international student enrolments in Australia The departmental objective indicators are: • export sales generated from government programs; and • international students attracted to Victoria.

Outputs

Trade and Global Engagement (2019-20: $42.2million) This output promotes business growth opportunities by connecting organisations to global business opportunities in priority markets and supporting the establishment and deepening of strategic commercial partnerships. It also positions Victoria as a destination of choice for international students. The performance measures below compare targets and expected or actual results from the delivery of programs and services as part of this output: 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Actual export sales generated as a result $ million 550 600 550 807 of participation in government programs The 2018-19 expected outcome is higher than the 2018-19 target due to increased reported export outcomes from companies participating in Government programs. Clients engaged in export and trade number 2 500 2 500 2 500 2 783 programs International delegates participated in number 550 550 550 653 the inbound trade mission program Significant interactions with Victorian number 250 250 250 269 agri-food companies and exporters, international customers and trading partners that facilitate export and investment outcomes for Victoria Victoria’s proportion of all international per cent 30 32 30 32 student enrolments in Australia The 2018-19 expected outcome is higher than the 2018-19 target due to growth driven by high performing Asian markets such as China and India. This performance measure renames the 2018-19 performance measure ‘Proportion of all international students studying in Victoria’. This measure reports on the same activity as the previous measure however has been amended for increased clarity. This performance measure is transferred directly from the Tourism and Major Events output to the Trade and Global Engagement output. Visits to the Global Victoria website number 100 000 nm nm nm New performance measure for 2019-20 to reflect the Department’s engagement derived from Global Victoria’s marketing activities. Number of Victorian companies assisted number 60 nm nm nm by Wine Industry initiatives New performance measure for 2019-20 to reflect new funding for the Wine to the world initiative.

2019-20 Service Delivery Jobs, Precincts and Regions 239 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quality Client satisfaction with export assistance per cent 90 90 90 95 offered Cost Total output cost $ million 42.2 41.3 40.3 28.4 The higher 2019-20 target is primarily due to the funding profile of programs funded from the Victorian Training Guarantee. Source: Department of Jobs, Precincts and Regions

240 Jobs, Precincts and Regions 2019-20 Service Delivery Objective 4: Build prosperous and liveable regions and precincts This objective seeks to ensure that Victoria’s precincts, suburbs and regions are developed to create places where all Victorians have an opportunity to participate in communities that are well-connected, prosperous, vibrant and diverse. The departmental objective indicators are: • priority precincts developed and delivered; and • community satisfaction in public places.

Outputs

Priority Precincts and Suburban Development (2019-20: $22.8 million) This output delivers activities to build vibrant and prosperous precincts and suburbs that drive economic growth and opportunities. The department works with government, industry and community stakeholders to identify opportunities for the development and delivery of initiatives to strengthen Melbourne’s economy, create jobs and improve suburban liveability. The department works collaboratively to support Victoria’s priority precincts and develop Melbourne’s suburbs through the six Metropolitan Partnerships. The performance measures below compare targets and expected or actual results from the delivery of programs and services as part of this output: 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Annual assemblies held for Metropolitan number 6 6 6 6 Partnerships Priority precincts in the design or delivery number 8 nm nm nm phase New performance measure for 2019-20 to reflect Government priorities regarding the establishment of the new Priority Precincts portfolio. Projects in the planning or delivery phase number 6 nm nm nm to support and facilitate the revitalisation of Broadmeadows and Frankston New performance measure for 2019-20 to reflect Government priorities relating to the revitalisation of Broadmeadows and Frankston. Quality Integrated Precinct Plans in place for per cent 90 nm nm nm priority precincts in the design or delivery phase New performance measure for 2019-20 to reflect Government priorities regarding the establishment of the new Priority Precincts portfolio. Participants satisfied with their per cent 80 86 80 nm experience of partnership assemblies The 2018-19 expected outcome is higher than the 2018-19 target due to improvements made to partnership assemblies, based on participant feedback.

2019-20 Service Delivery Jobs, Precincts and Regions 241 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Timeliness Delivery of financial obligations for per cent 85 nm nm nm departmental Public Private Partnership projects in accordance with contractual timelines New performance measure for 2019-20 to reflect Government priorities regarding the establishment of the new Priority Precincts portfolio. Partnership priorities receiving a per cent 100 100 100 100 government response by 30 June Cost Total output cost $ million 22.8 51.9 35.9 18.1 The 2018-19 expected outcome is higher than the 2018-19 target mainly due to the funding profile for the Fitzroy Gasworks program. The lower 2019-20 target is mainly due to the funding profile for the Latrobe Valley GovHub project and Fitzroy Gasworks program. Source: Department of Jobs, Precincts and Regions

242 Jobs, Precincts and Regions 2019-20 Service Delivery Regional Development (2019-20: $311.4 million) This output guides engagement with industry and communities to identify opportunities to support job growth and new investment in regional Victoria, including support and services to grow regional jobs and capability in regional communities. The performance measures below compare targets and expected or actual results from the delivery of programs and services as part of this output: 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Actual export sales generated for $ million 55 55 55 58 regional businesses as a result of participation in government programs Economic development and service number 60 120 120 218 delivery projects supported The lower 2019-20 target reflects a more targeted approach toward job creation and delivery of election commitments. Jobs in regional Victoria resulting from number 1 200 1 800 1 200 1 779 government investment facilitation services and assistance The 2018-19 expected outcome is higher than the 2018-19 target due to a number of projects with large employment outcomes such as the SEA Electric Vehicle Project and the Greenham Gippsland – Facility Upgrade. New investment in regional Victoria $ million 700 700 700 709 resulting from government facilitation services and assistance Quality Participant satisfaction with per cent 90 90 90 92 implementation of Regional Development Victoria programs Cost Total output cost $ million 311.4 441.1 394.8 233.4 The 2018-19 expected outcome is higher than the 2018-19 target mainly due to the funding profile of the Portland Aluminium Smelter assistance package. The lower 2019-20 target is due to a number of completed programs, including the Regional Jobs and Infrastructure Fund. Source: Department of Jobs, Precincts and Regions

2019-20 Service Delivery Jobs, Precincts and Regions 243 Objective 5: Grow vibrant, active and creative communities This objective seeks to increase the economic, social and cultural value of the creative, sport and recreation industries to Victoria, grow the number and yield of visitors, position Victoria as a major events destination, and ensure the best cultural and sporting experiences are accessible to everyone. The departmental objective indicators are: • attendances at Creative Industries agencies and funded Major Performing Arts organisations; • employment in the Creative Industries sector; • employment in the Visitor Economy sector; • tourists attracted to Victoria; • increase rates of community engagement, including through participation in sport and recreation; and • wagering turnover on Victorian racing as a proportion of the national market.

Outputs

Creative Industries Access, Development and Innovation (2019-20: $72.6 million) This output supports the creative industries to deliver economic, social and cultural benefit through talent and leadership; the creative and business ecology; innovation and social impact; participation and place making; and international engagement. The performance measures below compare targets and expected or actual results from the delivery of programs and services as part of this output: 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Attendances at major performing arts number 1 000 990 980 1 067 organisations (thousand) The higher 2019-20 target is due to higher audience projections driven by programming. Creative Learning Partnerships number 14 12 18 17 The 2018-19 expected outcome is lower than the 2018-19 target due to program re-design offering higher value grants resulting in fewer projects overall. The lower 2019-20 target reflects this trend. Design organisations supported number 22 44 40 23 The 2018-19 expected outcome is higher than the 2018-19 target due to key industry associations attending the Hong Kong Business of Design Week, which was a one-off event featuring Melbourne in Hong Kong in December 2018. The lower 2019-20 target is due to Melbourne no longer being a partner city for the Hong Kong Business of Design Week. International market development and number 12 12 12 12 exchange initiatives Organisations recurrently funded number 142 142 142 142 Project companies and artists funded number 450 475 475 488 The lower 2019-20 target reflects lapsing funding for Creative State.

244 Jobs, Precincts and Regions 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Project companies and artists funded per cent 23 23 23 23 which are regionally based Regional Touring Victoria destinations number 70 80 70 90 The 2018-19 expected outcome is higher than the 2018-19 target due to additional applications targeting destinations outside regional centres. Regionally based organisations number 54 54 54 54 recurrently funded Quality Grant recipients who met or exceeded per cent 85 85 85 81 agreed outcomes Public information rated ‘informative’ or per cent 90 90 90 90 ‘very informative’ by grant applicants Timeliness Performance and grant agreements per cent 83 83 83 84 acquitted within timeframes specified in the funding agreement VicArts Grant acquittals assessed within per cent 95 95 95 nm 30 days of submission date VicArts Grant applications processed per cent 100 100 100 100 within 45 days for Ministerial consideration This performance measure was proposed to be discontinued in the 2018-19 Budget, however has been reinstated following the Public Accounts and Estimates Committee’s Report on the 2018-19 Budget Estimates. Cost Total output cost $ million 72.6 89.8 80.6 77.4 The 2018-19 expected outcome is higher than the 2018-19 target mainly due to a carryover of funding from 2017-18. The lower 2019-20 target is primarily due to the funding profile for a range of programs, including Delivering Victoria’s Creative Industries Strategy and Jobs – Victoria Design Leader. Source: Department of Jobs, Precincts and Regions

2019-20 Service Delivery Jobs, Precincts and Regions 245 Creative Industries Portfolio Agencies (2019-20: $399.4 million) This output promotes, presents and preserves our heritage and the creative industries through Victoria’s creative industries agencies: Arts Centre Melbourne, Australian Centre for the Moving Image (ACMI), Docklands Studios Melbourne, Film Victoria, Geelong Performing Arts Centre, Melbourne Recital Centre, Museums Victoria, National Gallery of Victoria (NGV), and the State Library Victoria. The performance measures below compare targets and expected or actual results from the delivery of programs and services as part of this output: 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Additional employment from production number 6 740 8 618 8 800 8 245 supported by Film Victoria The lower 2019-20 target reflects lapsing funding for the Local Screen Production initiative. Agency website visitation number 21 200 21 000 21 000 22 373 (thousand) The higher 2019-20 target reflects performance in recent years where visitor numbers have grown and exceeded target each year due to a higher number and more successful exhibitions and programs at creative industries portfolio agencies. Members and friends of agencies number 57 000 52 100 52 100 66 621 The higher 2019-20 target reflects the historical trend driven by the increasing popularity of agencies’ exhibitions and programming and a concentrated effort by agencies to retain current members and attract new members. Students participating in agency number 550 000 550 000 550 000 518 581 education programs Users/attendances at Arts Centre number 2 800 nm nm nm Melbourne (thousand) This performance measure is proposed to replace the 2018-19 performance measure ‘Users/attendances at all agencies’. The new measure reports on the same activity as the previous measure, however is now agency-specific to provide more transparent data. Users/attendances at Australian Centre number 800 nm nm nm for the Moving image (thousand) This performance measure is proposed to replace the 2018-19 performance measure ‘Users/attendances at all agencies’. The new measure reports on the same activity as the previous measure, however is now agency-specific to provide more transparent data. Users/attendances at Geelong number 185 nm nm nm Performing Arts Centre (thousand) This performance measure is proposed to replace the 2018-19 performance measure ‘Users/attendances at all agencies’. The new measure reports on the same activity as the previous measure, however is now agency-specific to provide more transparent data. Users/attendances at Melbourne Recital number 230 nm nm nm Centre (thousand) This performance measure is proposed to replace the 2018-19 performance measure ‘Users/attendances at all agencies’. The new measure reports on the same activity as the previous measure, however is now agency-specific to provide more transparent data. Users/attendances at Museums Victoria number 2 200 nm nm nm (thousand) This performance measure is proposed to replace the 2018-19 performance measure ‘Users/attendances at all agencies’. The new measure reports on the same activity as the previous measure, however is now agency-specific to provide more transparent data.

246 Jobs, Precincts and Regions 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Users/attendances at National Gallery of number 2 235 nm nm nm Victoria (thousand) This performance measure is proposed to replace the 2018-19 performance measure ‘Users/attendances at all agencies’. The new measure reports on the same activity as the previous measure, however is now agency-specific to provide more transparent data. Users/attendances at State Library number 2 250 nm nm nm Victoria (thousand) This performance measure is proposed to replace the 2018-19 performance measure ‘Users/attendances at all agencies’. The new measure reports on the same activity as the previous measure, however is now agency-specific to provide more transparent data. Value of film, television and digital media $ million 161 258 207 213 production supported by Film Victoria The 2018-19 expected outcome is higher than the 2018-19 target due to a large value international project being attracted to Victoria and strong local television series production activity. The lower 2019-20 target reflects lapsing funding for the Local Screen Production initiative. Volunteer hours number 98 900 98 900 98 900 98 901 Quality Agency collections storage meeting per cent 86 86 86 83 industry standard Visitors satisfied with visit – per cent 95 98 95 96 Arts Centre Melbourne Visitors satisfied with visit – per cent 95 95 94 95 Australian Centre for the Moving Image The higher 2019-20 target reflects the impact of redevelopment initiatives funded in the 2018-19 Budget. Visitors satisfied with visit – per cent 98 98 98 98 Geelong Performing Arts Centre Visitors satisfied with visit – per cent 95 95 95 97 Melbourne Recital Centre Visitors satisfied with visit – per cent 95 95 95 96 Museums Victoria Visitors satisfied with visit – per cent 95 95 95 98 National Gallery of Victoria Visitors satisfied with visit – per cent 90 90 90 90 State Library Victoria Cost Total output cost $ million 399.4 380.3 378.8 428.7 The higher 2019-20 target is mainly due to additional agency expenditure funded by third party revenue. Source: Department of Jobs, Precincts and Regions

2019-20 Service Delivery Jobs, Precincts and Regions 247 Cultural Infrastructure and Facilities (2019-20: $112.3 million) This output supports Victorian cultural venues and state-owned facilities through strategic assessment and provision of advice on portfolio infrastructure proposals and projects. The output includes consolidation of portfolio asset management plans and management of funding programs for maintenance and minor capital works. The performance measures below compare targets and expected or actual results from the delivery of programs and services as part of this output: 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity All facility safety audits conducted number 16 16 16 16 Infrastructure development projects number 5 5 5 5 underway Quality State-owned tenanted cultural facilities per cent 90 90 90 91 maintained to agreed service standards Success measures of projects achieved per cent 90 90 90 92 Timeliness Cultural Facilities Maintenance Fund per cent 90 90 90 86 projects delivered within agreed timeframes Cost Total output cost $ million 112.3 139.4 105.6 118.5 The 2018-19 expected outcome is higher than the 2018-19 target mainly due to the accounting treatment of Collingwood Contemporary Arts Precinct land. The higher 2019-20 target is mainly due to recalibration of costs associated with the purchase of assets. Source: Department of Jobs, Precincts and Regions

248 Jobs, Precincts and Regions 2019-20 Service Delivery Sport, Recreation and Racing (2019-20: $374.9 million) This output provides strategic leadership and investment in the sport, recreation and racing industries through innovation, sector and industry development and funding support. It supports community participation and inclusion in the sport, recreation and racing sectors by strengthening the capacity of sport and recreation organisations to deliver participation opportunities, improving community sport and recreation facilities across the state and guiding the development and management of state-level sporting facilities and events, to encourage participation by all Victorians. This output also supports the development of the Victorian racing industry through strategic investment in world class racing and training infrastructure, the promotion of animal welfare and integrity initiatives and encourages participation and investment in the breeding industry to cement Victoria’s position as Australia’s premier racing state. The performance measures below compare targets and expected or actual results from the delivery of programs and services as part of this output: 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Combat sports licences, registrations and number 550 550 >550 480 permits issued The 2019-20 target has been amended in accordance with the recommendation from the Public Accounts and Estimates Committee (PAEC) that measures with unbounded ranges as targets should be modified to a single number except where a range is necessary and appropriate. Community Facility Grants – number 170 320 >170 209 number approved The 2018-19 expected outcome is higher than the 2018-19 target due to a larger than expected number of project approvals across the additional programs announced. The 2019-20 target has been amended in accordance with the recommendation from PAEC that measures with unbounded ranges as targets should be modified to a single number except where a range is necessary and appropriate. Community Sport and Recreation Award number 70 nm nm nm nominations received This performance measure is proposed to replace the 2018-19 performance measure ‘Annual Community Sport and Recreation Awards held’. This performance measure is being introduced to measure the impact across the sector of these Awards. Projects in progress that relate to the number 10 >10 >10 15 planning and development of state level facilities The 2019-20 target has been amended in accordance with the recommendation from PAEC that measures with unbounded ranges as targets should be modified to a single number except where a range is necessary and appropriate. This performance measures renames the 2018-19 performance measure ‘Number of projects in progress that relate to the planning and development of state level facilities’. The new measure reports on the same activity as the previous measure, however has been amended for increased clarity. Racing industry development initiatives number 9 7 7 7 The higher 2019-20 target is due to the broadening of the scope of the measure to include major racing development initiatives. This performance measure renames the 2018-19 performance measure ‘Racing industry development initiatives delivered by the Victorian Racing Industry Fund’ to reflect the delivery of the measure through a variety of mechanisms including the Victorian Racing Industry Fund and the implementation of development initiatives. Racing matters processed (including number 300 274 300 414 licences, permits and grant applications) The 2018-19 expected outcome is lower than the 2018-19 target due to a lower number of applications received.

2019-20 Service Delivery Jobs, Precincts and Regions 249 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Significant Sporting Events number 75 >72 >75 85 Program - Events Facilitated The 2019-20 target has been amended in accordance with the recommendation from PAEC that measures with unbounded ranges as targets should be modified to a single number except where a range is necessary and appropriate. This performance measure renames the 2018-19 performance measure ‘Events facilitated: sport and recreation’. The new measure reports on the same activity as the previous measure, however has been amended to better reflect service delivery. Sport and recreation organisations number 90 >90 >90 97 undertaking programs or activities to enhance participation The 2019-20 target has been amended in accordance with the recommendation from PAEC that measures with unbounded ranges as targets should be modified to a single number except where a range is necessary and appropriate. Sporting club grants – number approved number 750 900 650 985 The 2018-19 expected outcome is higher than the 2018-19 target due to higher levels of demand from community organisations. The 2019-20 target has been increased to reflect strong recent performance. Sports with athletes on Victorian Institute number 25 >25 >25 32 of Sport (VIS) scholarships The 2019-20 target has been amended in accordance with the recommendation from PAEC that measures with unbounded ranges as targets should be modified to a single number except where a range is necessary and appropriate. This performance measures renames the 2018-19 performance measure ‘Number of sports with athletes on Victorian Institute of Sport (VIS) scholarships’. The new measure reports on the same activity as the previous measure, however has been amended for increased clarity. Victorian Institute of Sport scholarship per cent 60 >60 >60 75 holders on national teams/squads The 2019-20 target has been amended in accordance with the recommendation from PAEC that measures with unbounded ranges as targets should be modified to a single number except where a range is necessary and appropriate. Quality Contract management of outdoor per cent 90 >90 >90 94 recreation camps meets agreed key performance indicators The 2019-20 target has been amended in accordance with the recommendation from PAEC that measures with unbounded ranges as targets should be modified to a single number except where a range is necessary and appropriate. Timeliness Facilitate the delivery of the Community per cent 90 nm nm nm Cricket Program milestones in line with grant agreements New performance measure for 2019-20 to reflect new funding in the 2019-20 Budget for the Community Cricket Program initiative. Cost Total output cost $ million 374.9 359.4 341.8 156.2 The 2018-19 expected outcome is higher than the 2018-19 target due to additional funding received. The higher 2019-20 target is mainly due to additional funding in the 2019-20 Budget for a range of initiatives. Source: Department of Jobs, Precincts and Regions

250 Jobs, Precincts and Regions 2019-20 Service Delivery Tourism and Major Events (2019-20: $123.5 million) This output maximises employment and the long-term economic benefits of tourism and major events to Victoria by developing and marketing the state as a competitive destination. The performance measures below compare targets and expected or actual results from the delivery of programs and services as part of this output: 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Major sporting and cultural events number 18 21 18 26 facilitated The 2018-19 expected outcome is higher than the 2018-19 target due to a higher number of events being formally contracted and delivered in 2018-19. Visit Victoria’s total engaged digital number 5.4 5.1 5.4 nm audience (million) The 2018-19 expected outcome is lower than the 2018-19 target due to a shift in strategic priority during the period from acquiring new audience data to upgrading Visit Victoria’s digital marketing platforms. Visitor expenditure – $ billion 20.6 20.5 19.4 18.8 domestic The 2018-19 expected outcome is higher than the 2018-19 target due to stronger than predicted growth from both domestic daytrip and overnight visitors to/within Victoria. The higher 2019-20 target reflects forecast future growth in domestic visitor expenditure in Victoria. Visitor expenditure – international $ billion 8.7 8.6 8.0 8.0 The 2018-19 expected outcome is higher than the 2018-19 target due to stronger than predicted growth from international visitor markets, especially high growth Asian markets such as China and India. The higher 2019-20 target reflects continued growth forecasts in visitation to Victoria from key international markets such as China and India. Visitor expenditure – $ billion 9.9 9.8 9.2 9.1 regional Victoria (domestic) The 2018-19 expected outcome is higher than the 2018-19 target due to stronger than predicted growth in domestic regional expenditure, with high growth recorded to date from both intrastate and interstate overnight visitors to/ within regional Victoria. The higher 2019-20 target reflects expected future growth in domestic visitor spend in regional Victoria. Visitor expenditure – $ million 580 580 550 570 regional Victoria (international) The 2018-19 expected outcome is higher than the 2018-19 target due to stronger than predicted growth for regional Victoria from high-performing Asian markets. The higher 2019-20 target reflects expected future growth in international visitor spend in Victoria from high performing Asian markets. Visitor expenditure – $ billion 5.1 5.0 4.6 nm regional Victoria (intrastate overnight) The 2018-19 expected outcome is higher than the 2018-19 target due to stronger than predicted growth in intrastate overnight regional expenditure. The higher 2019-20 target reflects expected future growth in intrastate overnight visitor spend in regional Victoria. Visitors number 26.0 25.9 25.0 24.0 (domestic overnight) (million) The higher 2019-20 target reflects expected future growth in the domestic visitor market. Visitors number 3.2 3.1 3.0 3.0 (international) (million) The higher 2019-20 target reflects forecast growth in international visitors to Victoria, particularly from key Asian markets.

2019-20 Service Delivery Jobs, Precincts and Regions 251 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Visitors – regional Victoria number 14.1 14.0 13.6 nm (intrastate overnight) (million) The higher 2019-20 target reflects expected future growth in intrastate visitors to regional Victoria. Quality Value of media coverage generated – $ million 22 21 21 29.7 domestic The higher 2019-20 target reflects recent performance as a result of marketing campaigns and associated media activities. Value of media coverage generated – $ million 46 45 45 48.4 international The higher 2019-20 target reflects recent performance as a result of marketing campaigns and associated media activities. Timeliness Completion of post-event reports and per cent 100 100 100 100 economic impact assessments of each event (where required) within agreed timeframes Cost Total output cost $ million 123.5 256.3 153.6 245.9 The 2018-19 expected outcome is higher than the 2018-19 target due to funding received in 2018-19 for the delivery of major events. The lower 2019-20 target is mainly due to the funding profile for the Visitor Economy – Victoria’s Future Jobs Solution program. Consistent with past years, this output will be supplemented by major events funding held centrally until contractual arrangements are finalised. Source: Department of Jobs, Precincts and Regions

252 Jobs, Precincts and Regions 2019-20 Service Delivery Objective 6: Promote productive and sustainably-used natural resources This objective supports more productive, globally competitive, sustainable and jobs-rich agriculture, food and fibre, and resources sectors and creates the conditions to grow the forestry and game resource economies. The department delivers the objective in collaboration with partners, local communities and industry to deliver outcomes that provide benefits to all Victorians. The departmental objective indicators are: • value of Victorian agriculture production; • value of Victorian food and fibre exports; • metres drilled for minerals exploration in Victoria; and • level of production of minerals and extractives.

Outputs

Agriculture (2019-20: $470.9 million) This output delivers services to the agriculture, food and fibre sectors to enhance productivity, connect the sector with international markets, create jobs, support growth and maintain effective biosecurity. This output delivers effective and efficient regulation, compliance, emergency management, biosecurity research and development, and diagnostic services to protect and enhance market access by addressing trade barriers and managing the risks of pests, diseases and chemical use. The department undertakes research and development to develop new technologies and practices and provides services to enhance their adoption to increase farm productivity and supply chain efficiencies. It provides policy advice and support to industries and businesses to innovate, manage economic and climatic volatility, natural disasters and biosecurity emergencies, and meet consumer and community expectations for food quality, food safety and animal welfare and environmental standards. The output also creates the conditions to grow the natural resources economy by ensuring forestry and game resources are sustainably allocated and used for both recreational and commercial purposes. The performance measures below compare targets and expected or actual results from the delivery of programs and services as part of this output:

2019-20 Service Delivery Jobs, Precincts and Regions 253 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Agriculture Industry Development and Regulation This sub-output supports a more productive, competitive, sustainable and jobs-rich food and fibre sector by delivering policy advice, regulation and support to meet consumer and community expectations for agriculture industry development, pets and animal welfare, regulatory policies and frameworks. Quantity Farms and related small businesses facing number 1 700 1 700 1 700 1 638 significant adjustment pressures supported to make better-informed decisions by the Rural Financial Counselling Service Inspections or audits of scientific number 25 25 25 26 establishments undertaken to provide assurance of compliance with relevant industry standards for animal welfare Number of workshops / mentoring number 50 nm nm nm programs New performance measure for 2019-20 to reflect new funding for the Taking our local produce to the world initiative. Scholarships awarded number 12 nm nm nm New performance measure for 2019-20 to reflect new funding for the Young farmer scholarships initiative. Strategic agriculture industry number 8 nm nm nm development and regulatory policy briefings This performance measure is proposed to replace the 2018-19 performance measure ‘Strategies developed to overcome identified trade barriers’. This new measure for 2019-20 reflects Government priorities to position Victoria for continued agriculture sector growth including boosting food and fibre exports. Visits of the Responsible Pet Ownership number 3 100 nm nm nm program to Victorian kindergartens and primary schools New performance measure for 2019-20 to reflect Government priorities regarding pet welfare and child safety around pets. Quality Grant recipients who met or exceeded per cent >75 nm nm nm agreed outcomes New performance measure for 2019-20 to reflect new funding for the Taking our local produce to the world initiative. Timeliness Performance and grant agreements per cent >90 nm nm nm acquitted within timeframes specified in the funding agreement New performance measure for 2019-20 to reflect new funding for the Taking our local produce to the world initiative. Cost Total output cost $ million 171.5 196.9 187.6 146.9 The 2018-19 expected outcome is higher than the 2018-19 target due to additional funding for the Drought Response package. The lower 2019-20 target reflects the funding profile of a range of initiatives, including the Agriculture Infrastructure and Jobs Fund.

254 Jobs, Precincts and Regions 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Agriculture Research This sub-output supports more productive, competitive, sustainable and jobs-rich food and fibre sectors by delivering research and innovation to develop innovative new technologies and farming systems that increase food and fibre productivity and product quality. Quantity Applications for intellectual property number 16 16 16 16 protection Commercial technology licence number 16 16 16 16 agreements finalised Genetic improvement of dairy cows per cent 1 1 1 1 achieved through breeding contributing to increased milk production and dairy productivity Key bioscience platform technologies number 1 1 1 1 established Postgraduate-level/PhD students in number 65 68 65 69 training Value of co-investment from external $ million 39 38 38 36.2 (non-state) funding sources attracted to the Department’s research projects that support productive agriculture The higher 2019-20 target reflects government policy to increase the contribution of external co-investment to research that supports productive agriculture. Quality Satisfaction rating of industry investors in number 7 6 6 7 agriculture productivity research and development The higher 2019-20 target reflects research now being jointly designed, delivered and evaluated through a direct engagement and long-term partnership model with industry. Scientific and technical publications number 260 260 260 291 subjected to independent peer review in international and national journals that promote productive agriculture Timeliness Provision of technical advice, diagnostic per cent 85 85 85 85 identification tests on pests and diseases including suspected exotics within agreed timeframes Research project milestones and reports per cent 90 90 85 88.8 completed on time The 2018-19 expected outcome is higher than the 2018-19 target due to good departmental performance from improved portfolio management processes implemented. The higher 2019-20 target reflects this trend. Cost Total output cost $ million 142.9 145.7 143.2 126.8 The lower 2019-20 target reflects the funding profile of a range of initiatives.

2019-20 Service Delivery Jobs, Precincts and Regions 255 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Biosecurity and Agriculture Services This sub-output delivers biosecurity, agriculture and emergency management services and regulatory programs which support the food and fibre sector to achieve sustainable growth while managing risks and minimising adverse impacts to the economy, environment and public health and safety. Quantity Animal pest, disease and residue control number 5 5 5 5 programs maintained to ensure Victorian agricultural produce complies with food safety and biosecurity standards required to access markets Clients engaged with agriculture services number 4 300 nm nm nm This performance measure is proposed to consolidate the 2018-19 performance measures ‘Clients engaged with agriculture productivity services’ and ‘Client interactions with land health services’. These measures have been consolidated to better reflect the more integrated nature of agricultural services provided by the department and is inclusive of productivity, biosecurity, traceability and sustainability objectives. Improved agricultural services, programs number 10 10 10 10 and products developed This performance measure renames the 2018-19 performance measure ‘Improved agricultural productivity services, programs and products developed’ to better reflect the more integrated nature of agricultural services provided by the department. The new measure reports on the same activity as the previous measure however it has been amended for increased clarity. Known state-prohibited weed sites per cent 95 95 95 99 monitored and treated in line with the relevant weed action plan New or amended Interstate Certificate number 2 6 2 3 Assurance (ICA) or other market access accreditations developed to restore or enable trade The 2018-19 expected outcome is higher than the 2018-19 target due to a number of factors not directly influenced by the department, including industry demand and in response to new pests and diseases. Plant pest, disease and residue control number 6 6 6 6 programs maintained to ensure Victorian agricultural produce complies with food safety and biosecurity standards required to access markets Properties inspected for invasive plant number 2 700 2 500 2 700 2 604 and animal priority species The 2018-19 expected outcome is lower than the 2018-19 target due to reallocation of resources to support urgent plant health market access issues. This has reduced outputs for widespread invasive plant and animal projects in the first half of 2018-19. Quality Client satisfaction rating of agricultural number 8 8 8 8.5 services This performance measure renames the 2018-19 performance measure ‘Client satisfaction rating of agricultural productivity services’ to better reflect the more integrated nature of agricultural services provided by the department. The new measure reports on the same activity as the previous measure however it has been amended for increased clarity. National biosecurity, per cent 95 95 95 100 agriculture/veterinary chemical use and animal welfare programs implemented in accordance with agreed plans

256 Jobs, Precincts and Regions 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Preparedness activities implemented, in per cent 90 nm nm nm line with agreed plans, to ensure response readiness for emergency animal and plant pest, disease and natural disaster incidents New performance measure for 2019-20 to demonstrate the activities undertaken by the department to prepare for significant biosecurity and other natural disasters incidents. The measure also provides better coverage of key biosecurity activities not previously represented. Timeliness Animal and plant certificates issued per cent 95 nm nm nm within specified timeframes to support domestic and international market access This performance measure is proposed to consolidate the 2018-19 performance measures ‘Animal health certificates issued within specified timeframes to support international market access’ and ‘Plant health certificates issued within specified timeframes at the Melbourne Wholesale Fruit and Vegetable Market to support domestic market access’ into a new single market access certification performance measure for 2019-20. The new performance measure provides coverage of major biosecurity market access certification activities. Initial action taken to respond to per cent 100 100 100 100 reported emergency animal and plant pest, disease and natural disaster incidents complies with national agreements and obligations Cost Total output cost $ million 114.3 121.7 105.8 101.2 The 2018-19 expected outcome is higher than the 2018-19 target due to an increase in expenditure funded from third party revenue. The higher 2019-20 target reflects additional funding in the 2019-20 Budget for the Strengthening Victoria’s biosecurity system initiative. Sustainably manage forest and game resources This sub-output creates the conditions to grow the natural resources economy by ensuring forestry and game resources are sustainably allocated and used for both recreational and commercial purposes. Quality Key statutory obligations relevant to the per cent 100 100 100 90 Game Management Authority complied with (tabling annual report, audits, business plan and board appointments) Key statutory obligations relevant to per cent 100 100 100 100 VicForests complied with (tabling annual reports, audits, corporate plan and board appointments) Cost Total output cost $ million 42.3 54.2 54.2 55.3 The lower 2019-20 target is due to a reduction in funding for costs associated with the purchase of assets. Source: Department of Jobs, Precincts and Regions

2019-20 Service Delivery Jobs, Precincts and Regions 257 Resources (2019-20: $122.6 million) This output develops and delivers policy, programs and regulation to enable investment and generate jobs through the sustainable development of the State’s earth resources, including extractives, minerals and petroleum. The department acquires and provides access to high-quality geoscience data and knowledge to inform government decision making and attract new investment and jobs to the State. It develops and implements legislative and regulatory reforms in the earth resources sector to improve outcomes for all stakeholders. Supporting investment in resources and low emission technologies, the department fosters innovation, productivity, jobs and trade in the State’s earth resources sector. Through strategic resource and related land use planning, new opportunities are able to be identified for Victoria’s earth resources, along with supporting major infrastructure development in the State. The department also regulates the earth resources sector through transparent, consistent and timely regulatory processes that provide industry with confidence to invest and have regard to the needs of communities and minimise impacts to the environment. The performance measures below compare targets and expected or actual results from the delivery of programs and services as part of this output: 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Community and stakeholder engagement number 55 45 45 72 information forums The higher 2019-20 target reflects new funding in the 2019-20 Budget for the Protecting raw materials for Victoria’s infrastructure pipeline initiative. Quality Exploration and mining licences which per cent 82.5 82.5 82.5 84.4 are active Timeliness Delivery of key CarbonNet milestones, in per cent 100 85 100 100 line with funding agreements and agreed project deliverables The 2018-19 expected outcome is lower than the 2018-19 target due to further work required to review and assess commercialisation options for the project. Delivery of key milestones consistent per cent 100 100 100 85.7 with agreed timelines for the Victorian Gas Program Extractive Industries Work Authority per cent 95 nm nm nm work plans processed within regulatory timeframes New performance measure for 2019-20 to reflect Government priorities regarding the administration of extractive industry tenements under the Mineral Resources (Sustainable Development) Act 1990. This aligns with delivering improvements to regulatory approval processes for the extractives sector. Facilitate the delivery of resources per cent 100 98 100 88.2 projects in line with grant agreements and project milestones

258 Jobs, Precincts and Regions 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Industry geoscience data packages number 10 10 10 12 released for minerals and petroleum sectors consistent with agreed timelines Mineral licence applications and work per cent 95 95 95 77.9 plans processed within regulatory timeframes This performance measure renames the 2018-19 performance measure ‘Exploration licence applications, mining industry work plans and mining licence applications processed within regulatory timeframes’. The new measure reports on the same activity as the previous measure, however has been amended to provide clarity for the administration of mining tenements under the Mineral Resources (Sustainable Development) Act 1990. Regulatory audits completed within per cent 98 98 98 100 agreed timelines Cost Total output cost $ million 122.6 101.0 169.4 75.1 The 2018-19 expected outcome is lower than the 2018-19 target primarily due to scheduling changes for the CarbonNet project. The lower 2019-20 target compared to 2018-19 target mainly reflects scheduling differences for the CarbonNet project and the funding profile for the Victorian Gas Program. Source: Department of Jobs, Precincts and Regions

2019-20 Service Delivery Jobs, Precincts and Regions 259 DEPARTMENT OF JUSTICE AND COMMUNITY SAFETY

Ministerial portfolios The Department supports the ministerial portfolios of the Attorney-General, Workplace Safety, Police and Emergency Services, Crime Prevention, Corrections, Youth Justice, Victim Support and Consumer Affairs, Gaming and Liquor Regulation.

Departmental mission statement The Department of Justice and Community Safety provides policy and organisational management focus for the vision of a justice and community safety system that works together to build a safer, fairer and stronger Victoria by: • integrating services and tailoring them for local communities; • prioritising Victorians in need; • focusing on victims and survivors; and • strengthening stakeholder partnerships. The Department contributes to the Victorian Government’s commitment to a stronger, fairer, better Victoria by providing safer and more resilient communities, ensuring a trusted justice and community safety system with easy access to justice and safety systems and services and ensuring a fair and accessible justice system for Aboriginal people.

Departmental objectives

Ensuring community safety through policing, law enforcement and prevention activities This objective aims to provide a safe and secure environment for the Victorian community. This objective delivers on activities relating to the provision of effective police and law enforcement services that aim to prevent, detect, investigate and prosecute crime, and promote safer road user behaviour. It focuses on activities which enable Victorians to undertake their lawful pursuits confidently, safely and without fear of crime.

Effective management of prisoners and offenders and provision of opportunities for rehabilitation and reparation This objective relates to the management of the State’s adult correctional system. The overarching purpose of the correctional system is to promote community safety through community-based and custodial supervision of prisoners and offenders through effective management and services to provide opportunities for rehabilitation and reparation.

260 Justice and Community Safety 2019-20 Service Delivery Effective supervision of young offenders through the provision of youth justice services promoting rehabilitation This objective aims to promote opportunities for rehabilitation for young people in the youth justice system and contribute to the reduction of crime in the community by providing a range of services including diversion services, advice to courts, offence-related programs, community-based and custodial supervision.

A fair and accessible criminal justice system that supports a just society based on the rule of law This objective relates to the provision of criminal justice services that support legal processes and law reform. Services that support legal processes include legal assistance and education services, prosecution services, community mediation services, support for victims of crime, risk assessments for those working with or caring for children, infringement processing and enforcement activities and the delivery of independent, expert forensic medical services to the justice system. Other services that contribute to this objective include legal policy advice to government, law reform, and sentencing advisory services.

A fair and accessible civil justice system that supports a just society with increased confidence and equality in the Victorian community This objective aims to support the Victorian community through the provision of services relating to: rights and equal opportunity; life-event registration and identity protection; and advocacy and guardianship for Victorians with disability or mental illness.

Reduce the impact of, and consequences from, natural disasters and other emergencies on people, infrastructure, the economy and the environment This objective aims to deliver a coordinated, all communities, all emergencies approach to emergency management, focusing on risk mitigation and active partnership with the Victorian community. Emergency management encompasses prevention, preparation and planning for, responding to and recovering from natural disasters (such as bushfires, floods and severe storms), the consequences of terrorism, hazardous material incidents (such as chemical spills and gas leaks), and individual and personal emergencies (such as land and sea rescues, car accidents and residential and commercial fires).

A fair marketplace for Victorian consumers and businesses with responsible and sustainable liquor and gambling sectors This objective relates to harm minimisation through the regulation of the gambling and liquor industries. This objective promotes the empowerment of consumers and businesses to know their rights and responsibilities to promote a well-functioning market economy through regulation and support to consumers and businesses. There is a specific focus on the needs of vulnerable and disadvantaged consumers.

2019-20 Service Delivery Justice and Community Safety 261 Changes to the output structure The Department has made changes to its output structure for 2019-20, in addition to the machinery of government changes reflected in Table 2.1, as shown in the table below: 2018-19 outputs Reason 2019-20 outputs Gambling, Liquor and Racing This output was renamed to reflect the Gambling and Liquor Regulation transfer of the Racing portfolio to the Department of Jobs, Precincts and Regions. Source: Department of Justice and Community Safety

262 Justice and Community Safety 2019-20 Service Delivery Output summary by departmental objectives The Department’s outputs and funding are provided in the table below. Detailed descriptions of objectives, outputs, together with their key performance indicators are presented in subsequent tables. ($ million) 2018-19 2018-19 2019-20 Variation (a) budget revised budget % Ensuring community safety through policing, law enforcement and prevention activities Policing and Crime Prevention 3 352.3 3 404.7 3 563.3 6.3 Effective management of prisoners and offenders and provision of opportunities for rehabilitation and reparation Prisoner Supervision and Support 1 508.5 1 537.6 1 651.2 9.5 Community-Based Offender Supervision 279.8 266.9 290.2 3.7 Effective supervision of young offenders through the provision of youth justice services promoting rehabilitation Youth Justice Community-Based Services 71.1 72.3 67.0 (5.8) Youth Justice Custodial Services 136.6 156.7 168.1 23.0 A fair and accessible criminal justice system that supports a just society based on the rule of law Public Prosecutions and Legal Assistance 270.3 280.5 286.4 6.0 Infringements and Warrants 211.1 223.6 230.3 9.1 Criminal Law Support and Reform 76.7 80.1 76.6 (0.1) Victims and Community Support Services 61.0 71.1 75.7 24.0 A fair and accessible civil justice system that supports a just society with increased confidence and equality in the Victorian community Protection of Personal Identity and Individual/Community 54.5 57.6 55.5 1.7 Rights Dispute Resolution and Civil Justice Support Services 49.2 52.7 51.3 4.4 Reduce the impact of, and consequences from, natural disasters and other emergencies on people, infrastructure, the economy and the environment Emergency Management Capability 1 252.6 1 308.2 1 203.3 (3.9) A fair market place for Victorian consumers and businesses with responsible and sustainable liquor and gambling Gambling and Liquor Regulation 93.1 93.4 82.9 (11.0) Regulation of the Victorian Consumer Marketplace 149.8 154.0 155.1 3.6 Total (b) 7 566.6 7 759.4 7 956.8 5.2 Source: Department of Justice and Community Safety Notes: (a) Variation between the 2018-19 Budget and the 2019-20 Budget. Explanations for variations greater than five per cent are included in footnotes to the relevant output cost. (b) Table may not add due to rounding.

2019-20 Service Delivery Justice and Community Safety 263 Amounts available The following tables detail the amounts available to the Department from Parliamentary authority and income generated through transactions. Table 2.10 outlines the Department’s income from transactions and Table 2.11 summarises the sources of Parliamentary authority available to the Department to fund the provision of outputs, additions to the net asset base, payments made on behalf of the State, and other sources expected to become available to the Department.

Table 2.10: Income from transactions ($ million) 2017-18 2018-19 2018-19 2019-20 actual budget revised budget (a) Output appropriations 6 837.7 7 400.2 7 528.9 7 733.5 Special appropriations 0.7 1.4 3.5 3.4 Interest 55.9 54.0 54.0 55.7 Sales of goods and services 20.9 17.8 17.9 18.0 Grants 75.8 84.4 87.1 106.2 Fair value of assets and services received free of charge or for 0.4 ...... nominal consideration Other income 52.5 30.8 32.3 32.8 Total income from transactions (b) 7 043.8 7 588.6 7 723.6 7 949.6 Source: Department of Justice and Community Safety Notes: (a) Includes an estimated $17.2 million of non-public account contributions in 2019-20. (b) Table may not add due to rounding.

264 Justice and Community Safety 2019-20 Service Delivery Table 2.11: Parliamentary authority for resources ($ million) 2018-19 2018-19 2019-20 budget revised budget Annual appropriations 7 626.9 7 654.8 8 437.6 Provision of outputs (a) 7 119.5 7 199.8 7 512.3 Additions to the net asset base 471.4 419.0 889.3 Payments made on behalf of the State 36.0 36.0 36.0 Receipts credited to appropriations 208.1 233.3 221.8 Unapplied previous years appropriation 141.3 271.2 55.9 Provision of outputs 73.2 96.3 .. Additions to the net asset base 68.0 174.9 55.9 Payments made on behalf of the State ...... Gross annual appropriation 7 976.3 8 159.4 8 715.3 Special appropriations 12.6 96.4 102.4 Trust funds 190.3 194.6 205.2 Residential Tenancy Fund (b) 35.7 35.7 37.2 Victorian Property Fund (c) 40.5 40.5 41.3 Victorian Responsible Gambling Trust (d) 37.5 38.2 36.0 Other (e) 76.6 80.2 90.6 Total parliamentary authority (f) 8 179.2 8 450.5 9 022.8 Source: Department of Justice and Community Safety Notes: (a) Includes appropriation relating to the Victorian Law Reform Commission pursuant to section 17(b) of the Victorian Law Reform Commission Act 2000. (b) The purpose of this trust primarily relates to holding Victorian residential tenancy bonds, including those on rented premises, long-term caravans, rooming houses and sites under site agreements. (c) The purpose of this trust primarily relates to holding funds from license fees and fines paid by estate agents and can be used for various property-related purposes. (d) The purpose of this trust primarily relates to programs to reduce the prevalence of problem gambling and to foster responsible gambling. (e) Includes inter-departmental transfers. (f) Table may not add due to rounding.

2019-20 Service Delivery Justice and Community Safety 265 Departmental performance statement

Objective 1: Ensuring community safety through policing, law enforcement and prevention activities This objective aims to provide a safe and secure environment for the Victorian community. This objective delivers on activities relating to the provision of effective police and law enforcement services that aim to prevent, detect, investigate and prosecute crime, and promote safer road user behaviour. It focuses on activities that enable Victorians to undertake their lawful pursuits confidently, safely and without fear of crime. The departmental objective indicators are: • community safety during the day and at night; • crime statistics; and • road fatalities and injuries.

Outputs

Policing and Crime Prevention (2019-20: $3 563.3 million) Victoria Police strives to reduce violence and crime through law enforcement, judicial support, community assistance, guidance and leadership. The output reflects the Government’s focus on reducing the overall incidence and fear of crime and enhancing the safety of individuals and families. The Community Crime Prevention Program supports local communities in preventing crime as well as addressing local crime issues. The performance measures below compare targets and expected or actual results from the delivery of programs and services as part of this output: 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Community calls for assistance to which a number 900 000 887 188 900 000 892 374 Victoria Police response is dispatched Contravention of family violence number 670 671.1 650 624.3 intervention order (FVIO) offences per 100 000 population The 2019-20 target has increased on the basis of Family Violence initiatives to be implemented which are expected to impact on the number of intervention order contraventions. Crimes against property – excluding number 4 200 4 213 4 600 4 308.6 family violence related crime (rate per 100 000 population) The 2018-19 expected outcome is lower than the 2018-19 target due to a decrease in non-family violence related crime against property offences. The 2019-20 target for the rate of crimes against property has been reduced to reflect the recent downward trend, and the Government’s continued focus on policing and crime prevention.

266 Justice and Community Safety 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Crimes against property – number 160 156.3 160 152 family violence related crime (rate per 100 000 population) Crimes against the person – number 660 692.1 660 692.9 excluding family violence related crime (rate per 100 000 population) Crimes against the person – number 580 565.9 580 549.9 family violence related crime (rate per 100 000 population) Number of alcohol screening tests number 3 000 000 3 400 000 3 500 000 1 337 208 conducted The 2019-20 target has been reduced to better reflect current statewide testing levels conducted by Victoria Police and to respond to the investigation into the falsification of preliminary breath tests. Number of hours of family violence number 1 995 1 932 1 840 1 598 related education provided to police The 2018-19 expected outcome is higher than the 2018-19 target in response to the inclusion of additional training programs. The 2019-20 target has been increased to reflect a minimum number of hours to be provided through foundation training to recruits and family violence analyst training. Number of prohibited drug screening number 150 000 150 000 150 000 100 212 tests conducted by booze and drug buses and highway patrol units Number of youth referrals number 1 200 1 189 1 100 nm The 2018-19 expected outcome is higher than the 2018-19 target reflecting a continued focus on youth offending. In addition, the discontinued requirement of obtaining mandatory parental/guardian consent for youth referrals has had an impact. The 2019-20 target has been increased to reflect the expected increase in the number of youth referrals. Police record checks conducted to number 703 000 703 000 703 000 716 768 contribute to community safety Total reported road fatalities in vehicle number ≤200 na ≤215 239 collisions The 2019-20 target has been reduced in line with Victoria Police’s ongoing efforts to reduce the number of lives lost to less than 200 by 2020 in line with the Towards Zero 2016-2020 Road Safety Strategy. Total persons reported injured in vehicle number 15 000 14 895 16 000 15 454 collisions The 2018-19 expected outcome is lower than the 2018-19 target due to the long-term decrease in injury numbers. The 2019-20 target has been reduced to reflect continued interventions to reduce reported injuries as part of Victoria Police’s ongoing efforts in relation to the Towards Zero 2016-2020 Road Safety Strategy. Quality Community Crime Prevention grant per cent 100 100 100 100 payments properly acquitted Perceptions of safety – walking locally at per cent 53 53 50 51.8 night The 2018-19 expected outcome is higher than the 2018-19 target and is in line with the decrease in crime. The 2019-20 target has been increased to reflect continued efforts by Victoria Police to prevent crime and reduce harm across the community Proportion of community satisfied with per cent 80 80 77 78.9 policing services (general satisfaction) The 2019-20 target has been increased to reflect the increased level of general satisfaction among the community with policing services.

2019-20 Service Delivery Justice and Community Safety 267 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Proportion of drivers tested by road per cent 99.5 99.5 99.5 99.8 safety cameras who comply with posted speed limits Proportion of drivers tested who return per cent 93 90 93 90.3 clear result for prohibited drugs Proportion of Family Incident Report per cent 85 87 85 nm affected family members receiving referrals Proportion of successful prosecution per cent 92 93 92 95.0 outcomes Proportion of the community per cent 87 83 87 83.9 who have confidence in police (an integrity indicator) Timeliness Proportion of crimes against the person per cent 45 45 45 46.7 resolved within 30 days Proportion of property crime resolved per cent 25 25 25 25.9 within 30 days Cost Total output cost $ million 3 563.3 3 404.7 3 352.3 3 095.7 The higher 2019-20 target reflects an increment in funding for prior year budget announcements including the 2018-19 and 2017-18 Community Safety Statements and the 2016-17 Public Safety – Police Response Package; and new initiatives announced in the 2019-20 Budget. Source: Department of Justice and Community Safety

268 Justice and Community Safety 2019-20 Service Delivery Objective 2: Effective management of prisoners and offenders and provision of opportunities for rehabilitation and reparation This objective relates to the management of the State’s adult correctional system. The overarching purpose of the correctional system is to promote community safety through community-based and custodial supervision of prisoners and offenders through effective management and services to provide opportunities for rehabilitation and reparation. The departmental objective indicators are: • escapes from corrective facilities; • percentage of community corrections orders completed; • rate of prisoner return to prison within two years; and • rate of offender return to corrective services within two years.

Outputs

Prisoner Supervision and Support (2019-20: $1 651.2 million) This output relates to the safe, secure and humane containment of prisoners as well as the delivery of programs and effective case management to engage prisoners in positive behavioural change. The performance measures below compare targets and expected or actual results from the delivery of programs and services as part of this output: 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Average daily male prison utilisation rate per cent 90–95 nm nm nm of total male prison capacity This performance measure replaces the 2018-19 performance measure ‘Average daily prison utilisation rate of total prison capacity’. The new performance measure reports on the same activity as the previous measure, but has been disaggregated for increased clarity. Average daily female prison utilisation per cent 90–95 nm nm nm rate of total female prison capacity This performance measure replaces the 2018-19 performance measure ‘Average daily prison utilisation rate of total prison capacity’. The new performance measure reports on the same activity as the previous measure, but has been disaggregated for increased clarity. Annual daily average number of male number 7 996– nm nm nm prisoners 8 440 This performance measure replaces the 2018-19 performance measure ‘Total annual daily average of prisoners’. The new performance measure reports on the same activity as the previous measure, but has been disaggregated for increased clarity. Annual daily average number of female number 644–680 nm nm nm prisoners This performance measure replaces the 2018-19 performance measure ‘Total annual daily average of prisoners’. The new performance measure reports on the same activity as the previous measure, but has been disaggregated for increased clarity. Total annual number of random drug number 11 824– nm nm nm tests undertaken 12 481 New performance measure for 2019-20 reflecting the total number of effective samples of random drug tests undertaken in Victorian prisons complementing the 2018-19 ‘Percentage of positive random drug tests’ measure.

2019-20 Service Delivery Justice and Community Safety 269 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quality Proportion of benchmark measures in per cent 90 80.5 90 77.9 prison services agreement achieved The 2018-19 expected outcome reflects an improvement on the 2017-18 actual result, but is lower than the 2018-19 target due to continuing pressures on the prison system from significant prisoner turnover and movement. Proportion of eligible prisoners in per cent 89 89 89 91.5 employment Rate of prisoner participation in per cent 36 35 36 36.3 education Rate of return to prison within two years per cent 41 43 41 43.7 Percentage of positive random drug tests per cent 5 4.5 5 nm The 2018-19 expected outcome is lower than the 2018-19 target due to a range of measures in place to minimise contraband in prison. This is a positive result. Percentage of education modules per cent 80 82.8 80 nm successfully completed Average daily out of cell hours – secure number 10.5 nm nm nm prisons New performance measure for 2019-20 that reflects the Government’s objective of providing a safe, secure and humane custodial environment in secure prisons. Average daily out of cell hours – open number 14 nm nm nm prisons New performance measure for 2019-20 that reflects the Government’s objective of providing a safe, secure and humane custodial environment in open prisons. Timeliness Assessment of prisoners ‘at risk’ per cent 100 99.2 100 99.6 undertaken within two hours Proportion of prisoner risk assessments per cent 95 97.7 90 nm completed within set timeframes The 2018-19 expected outcome is higher than the 2018-19 target due to a range of measures in place within prisons to ensure that risk assessments are completed within set timeframes. The higher target reflects the ongoing effectiveness of the measures put in place. Cost Total output cost $ million 1 651.2 1 537.6 1 508.5 1 319.0 The higher 2019-20 target reflects new funding announced in the 2019-20 Budget including Men's and Women's prison system capacity, reducing incarceration of women and Reducing reoffending and improving community safety initiatives, and an increment in funding announced in 2018-19 Budget including Prison system capacity expansion and security upgrades initiatives. Source: Department of Justice and Community Safety

270 Justice and Community Safety 2019-20 Service Delivery Community-Based Offender Supervision (2019-20: $290.2 million) This output relates to the effective supervision of offenders in the community, including ensuring compliance with orders of the court and Adult Parole Board, engagement in programs to reduce reoffending and reparation to the community. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Average daily offenders with reparation number 2 900 2 125 2 900 2 889 orders The 2018-19 expected outcome is lower than the 2018-19 target due to a reduction of fine orders being issued. Average daily offenders with supervised number 11 750 10 950 11 750 10 855 court orders The 2018-19 expected outcome is lower than the 2018-19 target due to a stabilisation of recent growth in the number of new orders imposed by the courts following the abolition of suspended sentences in 2014. Average daily prisoners on parole number 1 000 860 1 000 818 The 2018-19 expected outcome is lower than the 2018-19 target due to fewer prisoners receiving parole eligible sentences. Community work hours performed number 700 000 678 000 750 000 711 900 The 2018-19 expected outcome is lower than the 2018-19 target due to a combination of factors, including fewer hours being ordered by the court and fewer fine orders being issued. The lower 2019-20 target reflects the expected ongoing impact of these factors. Quality Rate of return to corrective services per cent 16 15.5 16 16.4 within two years of discharge from a community corrections order Successful completion of parole orders per cent 75 81.3 75 78.7 The 2018-19 expected outcome is higher than the 2018-19 target due to the ongoing impact of improvements to the operation of Victoria’s parole system. This is a positive result. Successful completion of reparation per cent 68 56.5 73 63.8 orders The 2018-19 expected outcome is lower than the 2018-19 target due to a combination of factors, including an increase in concurrent orders impacting on successful completions and the transition to a new fines system. The lower 2019-20 target reflects the expected ongoing impact of these factors. Successful completion of supervised per cent 62 57.3 62 53.7 court orders The 2018-19 expected outcome reflects an improvement on the 2017-18 actual result, but is lower than the 2018-19 target due to a combination of factors, including a more complex offender profile impacting on successful completions. Percentage of community work hours per cent 70 62.4 75 nm ordered that are completed The 2018-19 expected outcome is lower than the 2018-19 target due to a combination of factors including fewer offenders undertaking fine orders, which have high completion rates, and a more complex offender profile impacting hours completed. The lower 2019-20 target reflects the expected ongoing impact of these factors. Successful completion of violence-related per cent 70 73.4 70 63.9 programs for family violence offenders in community corrections Timeliness Offenders with a treatment or per cent 95 86.7 95 91.8 rehabilitation program condition who have been appropriately referred to a program The 2018-19 expected outcome is lower than the 2018-19 target due to breach activity in response to non-compliance or re-offending occurring prior to all program referrals being completed.

2019-20 Service Delivery Justice and Community Safety 271 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Cost Total output cost $ million 290.2 266.9 279.8 229.2 The higher 2019-20 target reflects an increment in funding announced in the 2017-18 Budget for Management of serious offenders and new funding announced in the 2019-20 Budget for Reducing reoffending and improving community safety. Source: Department of Justice and Community Safety

272 Justice and Community Safety 2019-20 Service Delivery Objective 3: Effective supervision of young offenders through the provision of youth justice services promoting rehabilitation This objective aims to promote opportunities for rehabilitation for young people in the youth justice system and contribute to the reduction of crime in the community by providing a range of services including diversion services, advice to courts, offence-related programs, community-based and custodial supervision. The departmental objective indicators are: • percentage of community-based orders successfully completed; and • young people in youth justice participating in community reintegration activities.

Outputs

Youth Justice Community-Based Services (2019-20: $67.0 million) This output provides community statutory supervision and support to young people subject to community-based dispositions in order to divert young people from the youth justice system and minimise the likelihood of further offending. The performance measures below compare targets and expected or actual results from the delivery of programs and services as part of this output: 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Average daily number of young people number 900 850 1 100 852 under community-based supervision The 2018-19 expected outcome is lower than the 2018-19 target due to the continued reduction in young people under community-based supervision. The lower 2019-20 target reflects this continued reduction. Proportion of young people in youth per cent 85 81 85 80.9 justice under community-based supervision Quality Community-based orders completed per cent 85 86 85 90.3 successfully Timeliness Young people on supervised orders who per cent 95 95 95 89 have a case plan completed within six weeks of the commencement of the order This performance measure renames the 2018-19 performance measure ‘Young people on community orders who have an assessment and plan completed within six weeks of the commencement of the order’. The new measure reports on the same activity as the previous measure, however has been amended for increased clarity and consistency. Cost Total output cost $ million 67.0 72.3 71.1 55.7 The lower 2019-20 target reflects reduced demand due to the continued reduction in the number of young people under community-based supervision. Source: Department of Justice and Community Safety

2019-20 Service Delivery Justice and Community Safety 273 Youth Justice Custodial Services (2019-20: $168.1 million) This output provides supervision and rehabilitation, through the provision of case management, health and education services and the establishment of structured community supports, to assist young people to address offending behaviour, develop non-offending lifestyles and support reintegration of young people into the community on their exit from custody. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Annual daily average number of young number 15–25 23 15–25 22.4 people in custody – male (under 15 years) and female Annual daily average number of young number 210–250 180 180–220 178.2 people in custody – males (15 years plus) Average daily custodial centre utilisation per cent 90–95 90 90–95 99 rate of total centre capacity – males (15 years plus) Average daily custodial centre utilisation per cent 60–80 75 60–80 74.7 rate of total centre capacity – males (under 15 years) and female Quality Young people in youth justice per cent 80 80 65 79.4 participating in community re-integration activities The 2018-19 expected outcome is higher than the 2018-19 target due to an increased focus on community re-integration activities. The higher 2019-20 target reflects the continued increase in performance against this measure. Timeliness Young people on custodial orders who per cent 95 95 95 89 have a case plan completed within six weeks of the commencement of the order This performance measure renames the 2018-19 performance measure ‘Young people on custodial orders who have an assessment and plan complete within six weeks of the commencement of the order’. The new measure reports on the same activity as the previous measure, however has been amended for increased clarity and consistency. Cost Total output cost $ million 168.1 156.7 136.6 100.7 The higher 2018-19 expected outcome reflects increased asset driven output costs such as depreciation and capital asset charge for previous budget asset investments. The higher 2019-20 target reflects new funding announced in the 2019-20 Budget for the Youth Justice Reducing Offending Strategy initiative and increased asset driven output costs such as depreciation and capital asset charge for previous budget asset investments. Source: Department of Justice and Community Safety

274 Justice and Community Safety 2019-20 Service Delivery Objective 4: A fair and accessible criminal justice system that supports a just society based on the rule of law This objective relates to the provision of criminal justice services that support legal processes and law reform. Services that support legal processes include legal assistance and education services, prosecution services, community mediation services, support for victims of crime, risk assessments for those working with or caring for children, infringement processing and enforcement activities and the delivery of independent, expert forensic medical services to the justice system. Other services that contribute to this objective include legal policy advice to government, law reform, and sentencing advisory services. The departmental objective indicators are: • prosecutions completed and returning guilty outcomes (OPP) (percentage of total case finalisations); • legal advice and assistance provided (VLA); • infringement notices processed; • medico-legal death investigations (VIFM); • law reform projects completed (VLA); • number of Sentencing Advisory Council publications (SAC); • services provided to victims of crime against the person (VSA); and • Working with Children Checks processed (negative notices issued within three days of receiving decision).

Outputs

Public Prosecutions and Legal Assistance (2019-20: $286.4 million) This output delivers activities relating to Victoria’s public prosecutions service and Victoria Legal Aid (VLA). The Office of Public Prosecutions (OPP) provides an independent, effective and efficient prosecutions service on behalf of the Director of Public Prosecutions (DPP). In addition to the prosecution of serious crimes, the OPP also provides professional support to prosecution witnesses and victims of crime involved in its cases. VLA is an independent statutory authority that provides a range of legal services for both Victorian and Commonwealth law matters. These services include legal representation, legal advice and advocacy and education services. The performance measures below compare targets and expected or actual results from the delivery of programs and services as part of this output:

2019-20 Service Delivery Justice and Community Safety 275 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Judicial Officer sitting days requiring number 11 000– 12 500 11 000– 12 227 prosecutors (OPP) 13 000 13 000 Number of briefs prepared and hearings number 72 500– 78 500 72 500– 79 501 attended (OPP) 78 500 78 500 Number of victim and witness number 12 500– 14 500 12 500– 14 002 consultations (OPP) 14 500 14 500 Community legal education and number 105 000– 110 000 123 500– 109 729 information services (VLA) – excluding 115 000 128 500 family violence related services The 2018-19 expected outcome is lower than the 2018-19 target as the published 2018-19 target included some family violence related services. The 2018-19 expected outcome and 2019-20 target do not include these services, which are reflected in a separate measure. Community legal education and number 26 000– 27 000 11 700 25 525 information services (VLA) – 28 000 family violence related services The 2018-19 expected outcome is higher than the 2018-19 target as the published target excluded some family violence related services. The 2018-19 expected outcome and 2019-20 target (amended range) accurately reflects VLA’s planned service delivery mix. Duty lawyer services – excluding family number 69 000– 71 000 60 800– 70 939 violence related services (VLA) 71 000 62 900 The 2018-19 expected outcome is higher than the 2018-19 target owing to an increase in the number of clients in remand, and the implementation of bail review recommendations and sentencing reforms. The higher 2019-20 target reflects VLA’s planned service delivery mix. Grants of legal assistance provided by number 32 900 32 900 32 900 30 996 VLA – excluding family violence-related services Legal advice and minor assistance for number 40 000– 42 000 34 800 37 000 clients – excluding family violence-related 42 000 services (VLA) The 2018-19 expected outcome is higher than the 2018-19 target owing to the increasing demand and output in preventative services, particularly legal advice. The higher 2019-20 target and amended range reflects VLA’s planned service delivery mix. Family violence legal services (VLA) number 45 000 45 000 36 300 39 086 The 2018-19 expected outcome is higher than the 2018-19 target owing to the ongoing increased focus on family violence legal services, including intensive services such as grants of legal assistance. The higher 2019-20 target reflects VLA’s planned service delivery mix. Number of unique clients who accessed number 105 000 105 000 96 300 94 485 one or more of VLA’s legal services The 2018-19 expected outcome is higher than the 2018-19 target owing to the increasing demand and output in preventative services, particularly legal advice. The higher 2019-20 target reflects VLA’s planned service delivery mix. Quality Guilty outcomes (guilty pleas and trial per cent 89 89 89 91.8 convictions) as a percentage of case completions (OPP) Client satisfaction with services provided per cent 80 80 80 nm by Victoria Legal Aid

276 Justice and Community Safety 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Timeliness Proportion of trials listed which did not per cent 99 99 99 99 proceed to adjournment on application of the Crown (OPP) Average call wait time to the Legal Help minutes <10 7.5 <10 nm phone line (VLA) The 2018-19 expected outcome is lower than the 2018-19 target as VLA has focused on providing the community with a modernised, easy to access service that has reduced wait times for the Legal Help phone line. Cost Total output cost $ million 286.4 280.5 270.3 251.8 The higher 2019-20 target primarily reflects new funding announced in the 2019-20 Budget for Continued delivery of prosecution services. Source: Department of Justice and Community Safety

2019-20 Service Delivery Justice and Community Safety 277 Infringements and Warrants (2019-20: $230.3 million) This output reports on activities relating to the management of traffic and other infringement notices, the confiscation of assets obtained through criminal activity and enforcement action by the Office of the Sheriff. These activities serve as an administrative method for dealing with minor criminal offences, where a person alleged to have committed an offence has the option of paying a fixed penalty rather than going to court. The fixed penalty is intended to serve as a deterrent. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Infringement notices processed number 2.7–2.9 2.7 2.7–2.9 2.7 (million) Warrants actioned number 300 000 35 000 750 000 349 768 The 2018-19 expected outcome is lower than the 2018-19 target due to the transition to a new legislative scheme and IT system for fine enforcement from 31 December 2017. The change has coincided with a shift that encourages people to pay or deal with their fines before they reach warrant stage, and a number of enforcement processes, such as vehicle and driver licence sanctions, have transferred from the Sheriff to the Director, Fines Victoria. In line with changes outlined above, the 2019-20 target has also been revised. Quality Prosecutable images per cent 95 97 93 97 Timeliness Confiscated assets sold or destroyed per cent 85 89 85 89 within 90 days Clearance of infringements within 180 per cent 75 65 75 69 days The 2018-19 expected outcome is lower than the 2018-19 target due to the transition to a new legislative scheme and IT system for fine enforcement from 31 December 2017. Cost Total output cost $ million 230.3 223.6 211.1 223.2 The higher 2018-19 expected outcome reflects the increase in depreciation expense for the Infringement Management and Enforcement Services Reform Project IT solution which came online in December 2018 and an increase in the final approved carryover from 2017-18 into 2018-19. The higher 2019-20 target reflects new funding announced in the 2019-20 Budget for the Road safety package – new road safety camera infrastructure and safety campaign; and incremental funding for the Infringement Management and Enforcement Services Reform Project IT solution which was announced in previous budgets. Source: Department of Justice and Community Safety

278 Justice and Community Safety 2019-20 Service Delivery Criminal Law Support and Reform (2019-20: $76.6 million) This output delivers a broad range of services such as the provision of law reform and sentencing advisory information, access to justice and support services for the Victorian community, including forensic medical and scientific services and medico-legal advice. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Clinical forensic medical services by the number 2 300– 2 850 2 300– 2 711 Victorian Institute of Forensic Medicine 2 700 2 700 (VIFM) The 2018-19 expected outcome is higher than the 2018-19 target due to increased activity in response to the service needs of Victoria Police. Medico-legal death investigations (VIFM) number 6 150– 6 500 6 100– 6 405 6 550 6 500 Provision of expert forensic medical and number 150–250 250 150–250 197 scientific evidence in court (VIFM) Community education and consultation number 100 100 100 55 sessions conducted by Victorian Law Reform Commission (VLRC) Law reform projects conducted by VLRC number 3 3 3 4 Number of Sentencing Advisory Council number 6 6 6 10 (SAC) publications Quality Audited medico-legal death investigation per cent 95 99 95 99 reports with no significant diagnostic errors (VIFM) Teachers and students who are satisfied per cent 85 85 85 na with education programs delivered by VLRC Timeliness Medical and scientific investigations on per cent 75–85 85 75–85 79 the body of the deceased completed within two days (VIFM) Medico-legal death investigation reports per cent 60–70 70 60–70 68 issued within agreed period (VIFM) Cost Total output cost $ million 76.6 80.1 76.7 82.8 The higher 2018-19 expected outcome reflects new funding in 2018-19 announced in the 2019-20 Budget for Maintaining forensic medical capacity. The 2019-20 target reflects the difference between fulfilled funding agreements, and new programs announced as part of the budget. Source: Department of Justice and Community Safety

2019-20 Service Delivery Justice and Community Safety 279 Victims and Community Support Services (2019-20: $75.7 million) This output delivers programs that focus on victims and community support services. The Working with Children Check Unit, through the administration of the Working with Children Act 2005, aims to reduce the incidence of sexual and physical offences against children by only allowing Victorian adults who pass the working with children check to work with children. The Victims Support Agency (VSA) is responsible for coordinating a whole of government approach to services for victims of crime against the person and for representing the voice of victims within the justice system. It provides practical assistance to help victims recover from the effects of crime and is pivotal in linking the service system. Consistent with Victoria’s commitment to the Aboriginal Justice Agreement, other initiatives focus on crime prevention and reducing re-offending of Kooris in the criminal justice system. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Victims receiving a service from the number 20 600 26 500 20 600 25 163 Victims of Crime Helpline, Victims Register, Youth Justice Group Conferencing and Victims Support (VSA) The 2018-19 expected outcome is higher than the 2018-19 target due to strong demand for helpline services, male family violence referrals, and increasing demand for Youth Justice Group Conferencing services. Victims receiving a service from the number 14 000 14 000 14 000 13 018 Victims Assistance Program (VSA) Grant and program funding administered per cent 95 nm nm nm by the KJU provided to Aboriginal Community Controlled Organisations (ACCOs) New performance measure to replace the 2018-19 performance measure ‘Diversion initiatives established to support the Koorie community’. The new measure monitors investment in ACCOs and supports the implementation of self-determination policy commitments in a more meaningful way than the previous measure. Number of Working with Children Checks number 400–450 410 250–300 458 processed (thousand) The 2018-19 expected outcome is higher than the 2018-19 target due to the flow-on impacts of the introduction of Child Safe Standards (Phase 2), which commenced on 1 January 2017. The 2019-20 target has been increased to reflect current demand projections. Quality Working with Children Checks – per cent 98 99.5 98 100 Assessment issued within three days of receiving a clear notification Working with Children Checks – per cent 100 100 100 99.9 Negative notices issued within three days of receiving the delegate’s decision

280 Justice and Community Safety 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Cost Total output cost $ million 75.7 71.1 61.0 74.6 The higher 2018-19 expected outcome reflects new funding for 2018-19 announced in the 2019-20 Budget for Establishing a National Disability Insurance Scheme worker screening service, funding announced in the 2018-19 Pre-election Budget Update for Aboriginal Justice Agreement Phase 4; and incremental funding for initiatives announced in the 2018-19 Budget for the Whole of Victorian Government child information sharing reforms and Additional court capacity. Source: Department of Justice and Community Safety

2019-20 Service Delivery Justice and Community Safety 281 Objective 5: A fair and accessible civil justice system that supports a just society with increased confidence and equality in the Victorian community This objective aims to support the Victorian community through the provision of services relating to: rights and equal opportunity; life-event registration and identity protection; and advocacy and guardianship for Victorians with disability or mental illness. The departmental objective indicators are: • complaint files received and handled by the Victorian Equal Opportunity and Human Rights Commission (VEOHRC); • people assisted through Public Advocate advice and education activities; • births, deaths and marriages registration transaction accuracy rate; and • dispute resolution services provided in the Dispute Settlement Centre of Victoria.

Outputs

Protection of Personal Identity and Individual/Community Rights (2019-20: $55.5 million) This output protects personal identity through the registration of significant life events by the Victorian Registry of Births, Deaths and Marriages (BDM). It also protects individual and community rights through the work of the Victorian Equal Opportunity and Human Rights Commission (VEOHRC), the Office of the Public Advocate (OPA) and the Native Title Unit (NTU). The VEOHRC provides education and capacity building, and assists parties to resolve disputes. The OPA protects the rights, interests and dignity of people with disability and mental illness. The NTU seeks to increase the economic, social and cultural development of traditional owner communities by negotiating comprehensive settlements of native title claims. The performance measures below compare targets and expected or actual results from the delivery of programs and services as part of this output: 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Complaint files received and handled by number 900– 1 017 900– 908 VEOHRC 1 050 1 050 Education and consultancy sessions number 350 366 350 366 delivered by VEOHRC Information and advice provided by number 8 000– 8 662 8 000– 8 585 VEOHRC 8 500 8 500 Groups in negotiation towards resolution number 4 4 4 4 of Native Title claims (NTU) Information and advice provided by OPA number 11 334– 12 516 11 313– 11 752 13 306 12 782 The higher 2019-20 target reflects an anticipated increase in demand for information and advice from OPA.

282 Justice and Community Safety 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Community education sessions (OPA) number 130–150 140 100 138 The 2018-19 expected outcome is higher than the 2018-19 target due to continued demand for education sessions in relation to the Medical Treatment Planning and Decisions Act 2016 that commenced in March 2018, in addition to the organised calendar of sessions conducted by OPA. The higher 2019-20 target and amended range reflects anticipated continued demand for OPA’s education sessions. Public Advocate auspiced volunteer number 7 900– 8 000 7 800– 7 595 interventions for people with disability 8 200 8 140 (OPA) The higher 2019-20 target reflects OPA’s increased capacity to fulfil requests for a volunteer under the Independent Third Person program due to the flow-on impacts of increased funding in the 2018-19 Budget. New guardianship and investigation number 1 340– 1 383 1 340– 1 353 orders of VCAT actioned by OPA 1 480 1 480 Advocacy matters opened by OPA number 348–389 283 323–364 216 The 2018-19 expected outcome is lower than the 2018-19 target due to a slower than anticipated increase in capacity to undertake advocacy on behalf of individuals with disability. The higher 2019-20 target reflects OPA’s anticipated increased capacity to undertake advocacy on behalf of individuals with disability due to the flow-on impacts of increased funding in the 2018-19 Budget. Decisions made by the Public Advocate number 464– 533 nm nm nm under the Medical Treatment Planning and Decisions Act (OPA) New performance measure for 2019-20 to reflect Government priorities regarding medical treatment decisions when the patient does not have decision-making capacity concerning medical treatment and there is no relevant instructional directive or medical treatment decision maker. Quality Births, Deaths and Marriages registration per cent 99 99 99 99.5 transaction accuracy rate (BDM) Customer satisfaction rating – per cent 85 87 85 87 Education and consultancy sessions delivered by VEOHRC Customer satisfaction rating – per cent 85 97 85 98 Conciliation delivered by VEOHRC The 2018-19 expected outcome is higher than the 2018-19 target due to a greater number of clients expressing satisfaction with the quality of the dispute resolution service provided by VEOHRC. Settlement rate of conciliation (VEOHRC) per cent 65 65 65 64 Customer satisfaction rating – per cent 85 85 85 nm BDM service centre Timeliness VEOHRC complaints finalised within six per cent 85 80 85 76 months The 2018-19 expected outcome is lower than the 2018-19 target due to a case backlog. The 2019-20 target is maintained and clearance rates will improve over the short to medium term. Proportion of Native Title negotiations per cent 100 100 100 100 progressed in accordance with the Department’s annual work plan and timeframes monitored by the Federal Court (NTU) Complete applications for birth, death per cent 95 85 95 100 and marriage certificates processed within five days of receipt (BDM) The 2018-19 expected outcome is lower than the 2018-19 target due to a temporary increase in processing times caused by the implementation of the new core business system in February 2019.

2019-20 Service Delivery Justice and Community Safety 283 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Average number of days a guardianship number 15–19 33 30–34 35.1 or investigation order of VCAT is held on a wait list prior to being allocated to a delegated officer by the Public Advocate (OPA) The lower 2019-20 target reflects OPA’s anticipated increased capacity to reduce the time individuals with disability wait for the allocation of a delegated officer due to the flow-on impacts of increased funding in the 2018-19 Budget. Cost Total output cost $ million 55.5 57.6 54.5 64.1 The higher 2018-19 expected outcome reflects funding received post 2018-19 Budget by the Victorian Equal Opportunity and Human Rights Unit from other departments for legislative changes and Human Rights Charter training, and additional funding to meet increased demand in the Registry of Births, Deaths and Marriages. Source: Department of Justice and Community Safety

284 Justice and Community Safety 2019-20 Service Delivery Dispute Resolution and Civil Justice Support Services (2019-20: $51.3 million) This output provides dispute resolution and mediation services to members of the community through the Dispute Settlement Centre of Victoria (DSCV). DSCV’s services cover neighbourhood disputes, workplace disputes and disputes within committees, clubs and incorporated associations. The output also provides strategic advice and practical legal solutions to the Victorian Government and its statutory authorities through the Victorian Government Solicitor’s Office (VGSO). 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Dispute resolution services provided in number 25 000 24 600 22 500 23 467 the Dispute Settlement Centre of Victoria (DSCV) The 2018-19 expected outcome is higher than the 2018-19 target due to the inclusion of files referred to DSCV from the Victorian Civil and Administrative Tribunal as part of the Fast Track Mediation and Hearing program. The higher 2019-20 target reflects the inclusion of these files. Quality Overall client satisfaction rate (DSCV) per cent 85 85 85 79.1 Settlement rate of mediation (DSCV) per cent 65 63 70 92.2 The 2018-19 expected outcome is lower than the 2018-19 target due to the inclusion of mediations undertaken by DSCV at the Victorian Civil and Administrative Tribunal as part of the Fast Track Mediation and Hearing program, which have a lower settlement rate than other types of DSCV mediations. The lower 2019-20 target reflects the inclusion of these files. Client satisfaction with quality of legal per cent 85 85 85 85 advice provided (VGSO) Timeliness Intake and mediation services conducted per cent 85 95 85 86.1 within agreed timeframes by the DSCV The 2018-19 expected outcome is higher than the 2018-19 target due to improved processes used to prioritise files for listing. Client satisfaction with timeliness of legal per cent 85 80 85 89 advice provided (VGSO) The 2018-19 expected outcome is lower than the 2018-19 target due to an increase in demand for the services of the VGSO. Cost Total output cost $ million 51.3 52.7 49.2 48.0 The higher 2018-19 expected outcome and 2019-20 target reflects the estimated additional costs from the Victorian Government Solicitor's Office associated with the high demand for legal services and funding received post 2018-19 Budget from Department of Health and Human Services for the Complex needs and violence program. Source: Department of Justice and Community Safety

2019-20 Service Delivery Justice and Community Safety 285 Objective 6: Reduce the impact of, and consequences from, natural disasters and other emergencies on people, infrastructure, the economy and the environment This objective aims to deliver a coordinated, all communities, all emergencies approach to emergency management, focusing on risk mitigation and active partnership with the Victorian community. Emergency management encompasses prevention, preparation and planning for, responding to and recovering from natural disasters (such as bushfires, floods and severe storms), the consequences of terrorism, hazardous material incidents (such as chemical spills and gas leaks), and individual and personal emergencies (such as land and sea rescues, car accidents and residential and commercial fires). The departmental objective indicators are: • value of domestic fire insurance claims; and • rate of deaths from fire events.

Outputs

Emergency Management Capability (2019-20: $1 203.3 million) This output provides for the management of emergencies by developing and adopting emergency prevention and mitigation strategies, providing fire suppression and road crash rescue services and supporting local government and communities in disaster mitigation and recovery. Key components of this output reduce the level of risk to the community of emergencies occurring and the adverse effects of emergency events, such as death and injury rates. The performance measures below compare targets and expected or actual results from the delivery of programs and services as part of this output: 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Permanent operational staff number 3 722 3 489 3 420 3 384 The higher 2019-20 target reflects delivery of additional firefighters, anticipated projected growth and workforce planning requirements. Permanent support staff number 1 548 1 532 1 473 1 494 The 2018-19 expected outcome is higher than the 2018-19 target due to the appointment of additional staff to support and various grant programs. The higher 2019-20 target reflects the number of staff needed to maintain the current level service delivery. Volunteers – Operational number 43 000– 38 150 43 000– 38 133 44 000 44 000 The 2018-19 expected outcome is lower than the 2018-19 target, consistent with the variability in achievement of operational volunteers in previous years. The 2019-20 target remains as a goal for volunteer recruitment and retention activities. Volunteers – Support number 21 000– 21 208 21 000– 21 393 22 000 22 000

286 Justice and Community Safety 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quality Level 3 Incident Controller trained staff number 96 79 96 76 and volunteers The 2018-19 expected outcome is lower than the 2018-19 target due to a small number of Level 3 Incident Controllers electing to not seek re-accreditation, and fewer than anticipated Level 2 Incident Controllers transitioning to Level 3 Incident Controller. Road accident rescue accredited number 131 131 131 130 brigades/units Structural fire confined to room of origin per cent 80 78 80 83.7 Multi agency joint procurements of number 1 3 3 1 systems or equipment The lower 2019-20 target reflects a decrease in the number of multi-agency joint procurements anticipated in 2019-20. Timeliness Emergency response times meeting per cent 90 96 90 94.6 benchmarks – emergency medical response The 2018-19 expected outcome is higher than the 2018-19 target due to operational performance exceeding the baseline target. Emergency response times meeting per cent 90 89 90 90.5 benchmarks – road accident rescue response Emergency response times meeting per cent 90 91 90 89.4 benchmarks – structural fires Cost Total output cost $ million 1 203.3 1 308.2 1 252.6 1 207.7 The lower 2019-20 target reflects a number of specific time-limited initiatives sunsetting in 2018-19. This is partly offset by new initiatives announced in the 2019-20 Budget. Source: Department of Justice and Community Safety

2019-20 Service Delivery Justice and Community Safety 287 Objective 7: A fair market place for Victorian consumers and businesses with responsible and sustainable liquor and gambling (a) This objective relates to harm minimisation through the regulation of the gambling and liquor industries. This objective promotes the empowerment of consumers and businesses to know their rights and responsibilities to promote a well-functioning market economy through regulation and support to consumers and businesses. There is a specific focus on the needs of vulnerable and disadvantaged consumers. The departmental objective indicators are: • percentage of licensed venues with a rating that is greater than three stars; • responsive Gamblers Help services; and • increased access by consumers, tenants and businesses to digital information. Note: (a) Amended objective for the Department to reflect removal of the Racing portfolio as a result of machinery of government changes effective 1 January 2019.

Outputs

Gambling and Liquor Regulation (2019-20: $82.9 million) This output provides for monitoring and regulation of gambling and liquor activities in Victoria, including the operations of the Victorian Commission for Gambling and Liquor Regulation (VCGLR) and the Victorian Responsible Gambling Foundation (VRGF). It also provides leadership and strategic policy advice to the Minister for Consumer Affairs, Gaming and Liquor Regulation on the regulation of the gambling and liquor industries, problem gambling and harm minimisation in relation to liquor and gambling. The performance measures below compare targets and expected or actual results from the delivery of programs and services as part of this output: 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Liquor and gambling applications and number 50 000 53 000 50 000 54 936 licensee monitoring activities (VCGLR) The 2018-19 expected outcome is higher than the 2018-19 target due to an increase in demand during the reporting period. Liquor and gambling information and number 128 000 128 000 128 000 129 890 advice (VCGLR) Liquor inspections completed by the number 5 400 nm nm nm VCGLR – metropolitan This performance measure replaces the 2018-19 performance measure ‘Liquor and gambling inspections completed by the VCGLR – metropolitan’ to improve transparency. Gambling inspections completed by the number 1 350 nm nm nm VCGLR – metropolitan This performance measure replaces the 2018-19 performance measure ‘Liquor and gambling inspections completed by the VCGLR – metropolitan’ to improve transparency.

288 Justice and Community Safety 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Liquor inspections completed by the number 1 500 nm nm nm VCGLR – regional This performance measure replaces the 2018-19 performance measure ‘Liquor and gambling inspections completed by the VCGLR – regional’ to improve transparency. Gambling inspections completed by the number 250 nm nm nm VCGLR – regional This performance measure replaces the 2018-19 performance measure ‘Liquor and gambling inspections completed by the VCGLR – regional’ to improve transparency. Mainstream Gambler’s Help client service number 75 400 71 630 75 400 nm hours provided by therapeutic and financial counselling activities (VRGF) This performance measure renames the 2018-19 performance measure ‘Mainstream Gambler’s Help agency client service hours provided by therapeutic and financial counselling activities (VRGF)’. The new measure reports on the same activity as the previous measure however has been amended for increased clarity. The 2018-19 expected outcome is lower than the 2018-19 target due to the re-prioritisation of resources to regional prevention initiatives. Increased access to digital information by number 567 000 530 000 649 850 nm the community and stakeholders who have an interest in gambling harm (VRGF) The 2018-19 expected outcome is lower than the 2018-19 target due to the reduction in digital marketing activities. The lower 2019-20 target reflects the VRGF’s effort in refocusing its communication across other communication channels including social media. Operations with co-regulators to identify number 15 nm nm nm licensees supplying alcohol to minors or persons who are intoxicated – metropolitan (VCGLR) This performance measure replaces the 2018-19 performance measure ‘Operations with co-regulators to identify licensees supplying alcohol to minors or persons who are intoxicated (VRGF)’ to improve transparency. Operations with co-regulators to identify number 5 nm nm nm licensees supplying alcohol to minors or persons who are intoxicated – regional (VCGLR) This performance measure replaces the 2018-19 performance measure ‘Operations with co-regulators to identify licensees supplying alcohol to minors or persons who are intoxicated (VRGF)’ to improve transparency. Audits of casino operations undertaken number 1 260 nm nm nm by the VCGLR New performance measure to capture audits of casino operations undertaken by the VCGLR at the Melbourne casino, including assurance, compliance and other auditing activities. Court and regulatory actions undertaken number 3 440 nm nm nm by the VCGLR New performance measure to capture the range of court and regulatory sanctions issued by the VCGLR. Quality Liquor and gambling licensing client per cent 85 80 80 98.5 satisfaction (VCGLR) The higher 2019-20 target reflects the expected outcome of the client satisfaction survey. Liquor and gambling inspections per cent 12 12 12 nm conducted at high risk times (VCGLR)

2019-20 Service Delivery Justice and Community Safety 289 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Timeliness Calls to VCGLR client services answered per cent 80 78 80 77.2 within 60 seconds Gamblers Help Service clients who per cent 96 96 96 95 receive a service within five days of referral (VRGF) Liquor and gambling approvals, licence, per cent 85 90 85 94 permit applications and variations completed within set time (VCGLR) The 2018-19 expected outcome is higher than the 2018-19 target due to increased efficiency in processing permit applications and variations. Cost Total output cost $ million 82.9 93.4 93.1 120.7 The lower 2019-20 target reflects the incremental impact of the machinery of government transfer of the racing portfolio to the Department of Jobs, Precincts and Regions which came into effect on 1 January 2019. Source: Department of Justice and Community Safety

290 Justice and Community Safety 2019-20 Service Delivery Regulation of the Victorian Consumer Marketplace (2019-20: $155.1 million) This output upholds a fair and competitive Victorian marketplace. As Victoria’s consumer regulator, Consumer Affairs Victoria (CAV) works to ensure that the market works effectively by detecting and addressing non-compliance with the law. The output provides for informing consumers and businesses about their rights and responsibilities under the law, engaging with business to ensure compliance, registration and occupational licensing for individuals and organisations and regulation of the residential tenancies market. Domestic Building Dispute Resolution Victoria is an independent government agency that provides free services to help resolve domestic (residential) building disputes. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Number of court and administrative number 850 880 700 nm actions The 2018-19 expected outcome is higher than the 2018-19 target due to the number of court and administrative actions exceeding the initial projection in its first year as a performance measure. The higher 2019-20 target reflects the anticipated demand for this new activity. Information and advice provided to number 115 700 121 000 129 400 118 309 consumers, tenants and businesses – through other services including written correspondence, face to face and dispute assistance The 2018-19 expected outcome is lower than the 2018-19 target due to lower than anticipated volumes of correspondence and face to face assistance. The lower 2019-20 target reflects an anticipated reduction in correspondence received due to enhancements to the CAV website. Information and advice provided to number 302 900 304 900 297 000 304 048 consumers, tenants and businesses – through telephone service The higher 2019-20 target reflects similar call volumes to 2018-19. Transactions undertaken – Residential number 476 000 474 500 475 000 461 137 Tenancies Bond Authority (RTBA) transactions The higher 2019-20 target reflects historic growth for this demand driven activity. Transactions undertaken – registration number 95 500 93 000 87 100 93 186 and licensing transactions The 2018-19 expected outcome is higher than the 2018-19 target due to higher than anticipated licensing transactions undertaken through myCAV. The higher 2019-20 target reflects an increase in licensing transactions expected as a result of increased applications and subsequent transactions in myCAV. Victims of family violence assisted with number 3 750 2 500 2 250 2 421 financial counselling The higher 2019-20 target reflects funding for the Financial counselling for victim survivors of family violence initiative. Dispute resolution services provided by number 6 000 6 000 6 000 5 981 Domestic Building Dispute Resolution Victoria

2019-20 Service Delivery Justice and Community Safety 291 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quality Rate of compliance with key consumer per cent 95 95 95 99.3 laws Proportion of high-priority breaches per cent 100 100 100 nm resulting in regulatory response Timeliness Regulatory functions delivered within per cent 95 95 95 97.7 agreed timeframes Cost Total output cost $ million 155.1 154.0 149.8 140.6 The higher 2019-20 target includes new funding announced in the 2019-20 Budget for Regulating specialist disability accommodation and Financial counselling for victim survivors of family violence. Source: Department of Justice and Community Safety

292 Justice and Community Safety 2019-20 Service Delivery DEPARTMENT OF PREMIER AND CABINET Ministerial portfolios The Department supports the ministerial portfolios of the Premier, Deputy Premier, Special Minister of State, Aboriginal Affairs, Equality, Industrial Relations, Multicultural Affairs, Veterans, Women and Youth. Departmental mission statement The Department of Premier and Cabinet’s (DPC) mission is to support the people of Victoria by: • helping government achieve its strategic objectives; • providing leadership to the public sector to improve its effectiveness; and • promoting collaboration across government to drive performance and improve outcomes. The Department of Premier and Cabinet supports the Victorian Government’s commitment to a stronger, fairer, better Victoria by promoting excellence in government service delivery and reform. Departmental objectives Strong policy outcomes • Pursue policy and service delivery excellence and reform. • Lead the public sector response to significant state issues, policy challenges and projects. • Support the effective administration of government. Engaged citizens • Support and promote full participation in strong and vibrant communities. • Empower citizens to participate in policy making and service design. • Ensure a holistic approach to social policy and service delivery. Professional public administration • Foster and promote a high-performing public service. • Ensure effective whole of government performance and outcomes. • Protect the values of good public governance, integrity and accountability in support of public trust. High-performing DPC • Empower our people and invest in our culture. • Ensure efficient and effective processes and systems. • Ensure strong governance and risk management.

2019-20 Service Delivery Premier and Cabinet 293 Changes to the output structure The Department has made changes to its output structure for 2019-20, in addition to the machinery of government changes reflected in Table 2.1, as shown in the table below: 2018-19 outputs Reason 2019-20 outputs Youth Affairs The Youth Affairs output was Youth transferred to the Department as a result of machinery of government changes, and renamed to better align with the Ministerial portfolio. Gender equality and the This output was transferred to the Women’s policy prevention of family violence Department as a result of machinery of policy and programs government changes, and renamed to better align with the Ministerial portfolio. Source: Department of Premier and Cabinet

294 Premier and Cabinet 2019-20 Service Delivery Output summary by departmental objectives The Department’s outputs and funding are provided in the table below. Detailed descriptions of objectives, outputs, together with their key performance indicators are presented in subsequent tables. ($ million) 2018-19 2018-19 2019-20 Variation (a) budget revised budget % Strong policy outcomes Government-wide leadership, reform and implementation 74.4 62.7 103.5 39.1 Strategic advice and government support 106.0 101.9 112.2 5.8 Infrastructure Victoria 9.9 10.0 9.9 .. Digital government and communications 47.5 92.7 52.9 11.5 Office of the Victorian Government Architect 1.2 1.2 1.2 .. Industrial relations 13.5 27.2 16.0 18.4 Engaged citizens Aboriginal policy, strengthening Aboriginal cultural heritage 58.2 57.1 53.3 (8.4) and communities Multicultural affairs policy and programs 77.7 69.7 59.2 (23.8) Support to veterans in Victoria 10.5 9.7 7.7 (26.8) LGBTI equality policy and programs 19.5 19.0 9.8 (49.6) Women’s policy 16.2 16.2 26.3 62.4 Youth 29.6 29.6 27.4 (7.4) Professional public administration Advice and support to the Governor 15.7 16.5 16.8 7.1 Chief Parliamentary Counsel services 6.8 6.9 7.4 9.1 Management of Victoria’s public records 20.7 18.4 17.2 (17.1) Public administration advice and support 11.8 9.9 10.1 (14.6) Public sector integrity 84.6 81.2 79.6 (6.0) State electoral roll and electoral events 95.2 94.6 43.7 (54.1) Total (b) 699.2 724.6 654.4 (6.4) Source: Department of Premier and Cabinet Notes: (a) Variation between the 2018-19 Budget and the 2019-20 Budget. Explanations for variations greater than five per cent are included in footnotes to the relevant output cost. (b) Table may not add due to rounding.

2019-20 Service Delivery Premier and Cabinet 295 Amounts available The following tables detail the amounts available to the Department from Parliamentary authority and income generated through transactions. Table 2.12 outlines the Department’s income from transactions and Table 2.13 summarises the sources of Parliamentary authority available to the Department to fund the provision of outputs, additions to the net asset base, payments made on behalf of the State, and other sources expected to become available to the Department.

Table 2.12: Income from transactions ($ million) 2017-18 2018-19 2018-19 2019-20 actual budget revised budget (a) Output appropriations 485.6 634.5 648.0 609.7 Special appropriations 34.4 95.4 95.5 44.7 Interest ...... Sales of goods and services 4.8 5.2 5.2 5.3 Grants 58.8 9.9 12.3 5.3 Fair value of assets and services received free of charge or for 4.8 ...... nominal consideration Other income 1.6 1.4 1.4 1.4 Total income from transactions (b) 590.1 746.4 762.4 666.4 Source: Department of Premier and Cabinet Notes: (a) There are no non-public account contributions in 2019-20. (b) Table may not add due to rounding.

Table 2.13: Parliamentary authority for resources ($ million) 2018-19 2018-19 2019-20 budget revised budget Annual appropriations 615.8 651.6 610.4 Provision of outputs 608.3 645.0 609.0 Additions to the net asset base 7.6 6.6 1.4 Payments made on behalf of the State ...... Receipts credited to appropriations 0.6 1.3 0.6 Unapplied previous years appropriation 27.6 5.2 .. Provision of outputs 25.7 1.8 .. Additions to the net asset base 1.9 3.4 .. Payments made on behalf of the State ...... Gross annual appropriation 644.0 658.0 611.1 Special appropriations 113.5 141.5 50.3 Trust funds 16.2 18.5 12.0 Departmental Suspense Account (a) 9.1 9.1 5.8 Treasury Trust Fund (b) 5.6 5.6 2.6 Other (c) 1.5 3.8 3.6 Total parliamentary authority (d) 773.6 818.1 673.3 Source: Department of Premier and Cabinet Notes: (a) This account is a departmental working account. (b) The purpose of this trust primarily relates to facilitating the exchange of unclaimed monies and other funds held in trust. (c) Includes inter-departmental transfers. (d) Table may not add due to rounding.

296 Premier and Cabinet 2019-20 Service Delivery Departmental performance statement

Objective 1: Strong policy outcomes This objective pursues policy, service and administration excellence and reform. It leads the public sector response to significant state issues, policy challenges and projects. It supports the effective administration of government. It supports the delivery of policy and projects that enables increased productivity and competitiveness in Victoria. The departmental objective indicators are: • DPC’s policy advice and its support for Cabinet, committee members and the Executive Council are valued and inform decision making; • quality infrastructure drives economic growth activity in Victoria; and • the development and effective use of technology supports productivity and competitiveness.

Government-wide leadership, reform and implementation (2019-20: $103.5 million) This output provides advice and support to the Premier and Cabinet on all aspects of government policy. This includes advice on issues as they arise, policy coordination, research and analysis, consultation with stakeholders and leadership in long-term policy development. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Whole of government emergency number 20 20 20 26 management forums, meetings and exercises facilitated Whole of government forums, meetings number 80 69 80 77 and advisory groups chaired The 2018-19 expected outcome is lower than the 2018-19 target due to the lower number of forums, meetings and groups held during an election year, especially between September and December 2018. Data projects completed and delivered number 10 12 5 nm The 2018-19 expected outcome is higher than the 2018-19 target due to increased demand for data projects. The higher 2019-20 target reflects the increased demand and an increase in the staffing profile. Number of projects facilitated by the number 10 10 10 nm Behavioural Insights Unit New investment resulting from $ million 150 nm nm nm government facilitation services and assistance under the Victorian Jobs and Investment Fund New performance measure for 2019-20 to reflect the Government’s investment in a whole of government economic development fund. The Victorian Jobs and Investment Fund contributes to the 2019-20 target for this measure. Jobs resulting from government number 2 500 nm nm nm facilitation services and assistance under the Victorian Jobs and Investment Fund New performance measure for 2019-20 to reflect the Government’s investment in a whole of government economic development fund. The Victorian Jobs and Investment Fund contributes to the 2019-20 target for this measure.

2019-20 Service Delivery Premier and Cabinet 297 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quality Relevant communication activity per cent 100 100 100 100 compliant with government advertising and communication guidelines Data projects delivered to agreed outputs per cent >80 100 >80 nm Cost Total output cost $ million 103.5 62.7 74.4 68.3 The 2018–19 expected outcome is lower than the 2018-19 target primarily due to estimated carryover of funds from 2017-18 reflected in the 2018-19 target. The higher 2019-20 target is primarily due to new funding decisions announced as part of the 2019-20 Budget. Source: Department of Premier and Cabinet

298 Premier and Cabinet 2019-20 Service Delivery Strategic advice and government support (2019-20: $112.2 million) This output provides strategic policy analysis and advice to the Premier, leads policy development on key priority issues and supports informed government decision making. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Number of briefs supporting Cabinet and number 1 200 750 1 200 1 283 Cabinet committee decision making The 2018-19 expected outcome is lower than the 2018-19 target due to the lower number of Cabinet and Committee meetings held during an election year, especially between September and December 2018. Establishment or renewal of ICT whole of number 7 9 5 4 government State Purchase Contracts The 2018-19 expected outcome is higher than the 2018-19 target due to ICT Procurement expecting four further contract activities to occur. The higher 2019-20 target reflects the strategic advice on significant public and private sector projects from project inception and procurement to design and delivery. Victorian Government entities using the number 20 20 20 11 Standard User Experience Framework Average monthly analysis reports number 65 80 65 42.5 generated to guide government decision making The 2018-19 expected outcome is higher than the 2018-19 target due to improved processes resulting in greater output. Quality Policy services satisfaction rating per cent 90 90 90 90 Timeliness Timely delivery of state events and per cent 100 100 100 100 functions Policy services timeliness rating per cent 95 95 95 95 Cost Total output cost $ million 112.2 101.9 106.0 116.2 The higher 2019-20 target primarily reflects funding decisions made as part of the 2019-20 Budget. Source: Department of Premier and Cabinet

2019-20 Service Delivery Premier and Cabinet 299 Infrastructure Victoria (2019-20: $9.9 million) This output provides independent and transparent advice to government on infrastructure priorities and sets a long-term strategy for infrastructure investment. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Number of publications or discussion number 6 6 6 9 papers released Quality Stakeholder satisfaction with per cent 75 75 75 100 consultation process Timeliness Delivery of research, advisory or per cent 100 100 100 100 infrastructure strategies within agreed timelines Cost Total output cost $ million 9.9 10.0 9.9 9.8 Source: Department of Premier and Cabinet

300 Premier and Cabinet 2019-20 Service Delivery Digital government and communications (2019-20: $52.9 million) This output encourages innovative use of ICT to improve service delivery and business processes, and provides information and services to Victorian citizens and businesses through digital and other delivery channels. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Average number of monthly visits to number 310 000 350 000 300 000 317 612 www.vic.gov.au The 2018-19 expected outcome is higher than the 2018-19 target due to www.vic.gov.au enhancing their platform as a part of the Single Digital Presence (SDP) project. DPC websites will be consolidated into a single website resulting in an increase in visit numbers. The higher 2019-20 target reflects the increase in content available on www.vic.gov.au. Quality Overall satisfaction of customers per cent 95 nm nm nm transacting on the Service Victoria platform This performance measure is proposed to replace the 2018-19 performance measure ‘Delivery of projects within agreed timelines’ to better reflect the outcomes that Service Victoria is seeking to achieve. Cost Total output cost $ million 52.9 92.7 47.5 37.4 The 2018-19 expected outcome is higher than the 2018-19 target primarily due to funding provided for Service Victoria for the next stage of the Customer Digital Services Platform and an output reclassification where funding for the Whole of Victorian Government Application Program Interface was transferred from the ‘Strategic advice and government support output’ to the ‘Digital government and communications’ output. The higher 2019-20 target compared with the 2018-19 target primarily reflects reclassification of funding from other outputs to this output. Source: Department of Premier and Cabinet

2019-20 Service Delivery Premier and Cabinet 301 Office of the Victorian Government Architect (2019-20: $1.2 million) This output provides strategic leadership and advice to government and key stakeholders on architecture and the built environment. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Strategic advice on significant public and number 60 75 60 90 private sector projects from project inception and procurement to design and delivery The 2018-19 expected outcome is higher than the 2018-19 target due to an increase in demand for advice on state-significant public sector projects. Quality Stakeholder satisfaction with the quality per cent 80 80 80 86 of advice on significant public and private sector projects Timeliness Average number of business days to issue days 10 9.6 10 10 formal advice Cost Total output cost $ million 1.2 1.2 1.2 1.3 Source: Department of Premier and Cabinet

302 Premier and Cabinet 2019-20 Service Delivery Industrial Relations (2019-20: $16.0 million) This output contributes to the provision of fair jobs and a positive industrial relations environment through provision of industrial relations policy and advice to Government. This includes oversight of enterprise bargaining across the Victorian Public Sector and support for Victoria’s participation in the national workplace relations system. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Education and compliance inspections of number 800 200 200 nm providers/users conducted under the Labour Hire Licensing Scheme The higher 2019-20 target reflects a greater delivery expectation as the staffing profile has increased. Employers informed on OH&S obligations number >3 500 3 500 3 500 nm under both State and Commonwealth legislation and regulations The change in the 2019-20 target reflects a minimum target consistent with the common funding agreement that applies to the activity. Performance may exceed the target. Labour hire license applications finalised 1 300 150 150 nm This performance measure renames the 2018-19 performance measure ‘Licence holders registered under the Labour Hire Licensing Scheme’. The 2019-20 measure reports on the same activity as the 2018-19 measure however has been amended for increased clarity. The Labour Hire Licensing Scheme commenced on 29 April 2019. The higher 2019-20 target better reflects the number of license applications expected to be finalised in the 2019-20 financial year. Workers informed on OH&S obligations number >40 000 40 000 40 000 nm under both State and Commonwealth legislation and regulations The change in the 2019-20 target reflects a minimum target consistent with the common funding agreement that applies to the activity. Performance may exceed the target. Workers registered under the Portable number 75 000 0 5 000 nm Long Service Leave Scheme The 2018-19 expected outcome is lower than the 2018-19 target as the Portable Long Service Leave Scheme was not operative in the 2018-19 financial year. The Long Service Portability Act 2018 was given royal assent on 14 September 2018. Operational commencement of the Portable Long Service Leave Scheme is scheduled for 1 July 2019. The higher 2019-20 target reflects the total number of estimated eligible workers under the scheme. Child employment investigations number 170 nm nm nm completed New performance measure for 2019-20 to reflect Government priorities regarding Wage Inspectorate Victoria. Quality Public sector agreements renewed and per cent 100 100 100 100 approved within current enterprise bargaining framework Victoria represented in major industrial per cent 100 100 100 100 relations cases and inquiries Timeliness Review and assessment of submitted per cent 90 90 85 100 public sector enterprise bargaining costings and proposed agreements completed and submitted for approval within four weeks The 2018-19 expected outcome is higher than the 2018-19 target due to the implementation of a more streamlined Agreement Approval Framework that provides timely and coordinated responses for departments. The higher 2019-20 target reflects further improvements to the approval process for enterprise agreements.

2019-20 Service Delivery Premier and Cabinet 303 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Long service leave investigations per cent 15 nm nm nm commenced within 90 days of lodgement New performance measure for 2019-20 to reflect Government priorities regarding Wage Inspectorate Victoria. Cost Total output cost $ million 16.0 27.2 13.5 6.3 This output has been transferred to the Department of Premier and Cabinet from the Department of Jobs, Precincts and Regions as part of the machinery of government changes effective from 1 January 2019. The 2018–19 expected outcome and 2019-20 target are higher than the 2018-19 target primarily due to the establishment of the Wage Inspectorate Victoria, Labour Hire Licensing and Portable Long Service Leave. Source: Department of Premier and Cabinet

304 Premier and Cabinet 2019-20 Service Delivery Objective 2: Engaged citizens This objective supports and promotes full participation in strong, resilient and vibrant communities. It empowers citizens to participate in policy making and service design. It ensures a holistic approach to social policy and service delivery. The departmental objective indicator is: • increased opportunities for participation by members of the Victorian community in the social, cultural, economic and democratic life of Victoria.

Outputs

Aboriginal policy, strengthening Aboriginal cultural heritage and communities (2019-20: $53.3 million) This output supports the Victorian Government’s commitment to advancing self-determination for Aboriginal Victorians and to improving long-term social and economic outcomes for Aboriginal Victorians. This includes the protection and management of Aboriginal cultural heritage; strengthening Aboriginal community organisations; progress towards treaty; broad community engagement; and work to reform government to enable self-determination. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Capacity-building activities provided for number 20 17 20 20 Traditional Owners to support the management and protection of Aboriginal cultural and intangible heritage and treaty readiness This performance measure renames the 2018-19 performance measure ‘Capacity building activities provided for Traditional Owners and Aboriginal community organisations’. The new measure reports on the same activity as the previous measure, but has been amended for increased clarity. The 2018-19 expected outcome is lower than the 2018-19 target to reflect that four foundational governance workshops did not proceed following internal evaluation. Average weekly hours of case number 80 80 80 111 management provided to members of the Stolen Generations Delivery of an annual Premier’s Gathering number 2 nm nm nm and a public report on outcomes for Aboriginal Victorians to be tabled in Parliament This performance measure is proposed to consolidate the 2018-19 performance measures ‘Premier’s Gatherings and Community Consultations conducted’ and ‘Delivery of the Victorian Government Aboriginal Annual Affairs Report to Parliament’ into the new measure for 2019-20. These measures have been consolidated to better capture and measure activity across the portfolio. Number of family history investigations number 240 240 240 204 conducted by the Victorian Koorie Family History Service on behalf of members of the Stolen Generations

2019-20 Service Delivery Premier and Cabinet 305 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Victorian Aboriginal Heritage Council number 6 6 6 8 meetings conducted within legislative timeframes Engagement of Victorian Traditional number 4 nm nm nm Owner groups on treaty, through support for Country Planning This performance measure is proposed to replace the 2018-19 performance measure ‘Community consultations relating to treaty’. It has been replaced to better capture and measure activity across the portfolio. Removal of first mortgages on titles of number 6 8 8 nm property owned by Aboriginal Community Controlled Organisations The lower 2019-20 target reflects the reduced number of Aboriginal mortgages held by the Minister. Quality Funding payments for the Removal of per cent 100 96 100 96 First Mortgages initiative made in accordance with milestones Funding payments for the Cultural per cent 100 100 100 100 Strengthening initiative made in accordance with milestones Funding payments to Strengthen Cultural per cent 100 100 100 100 Heritage Protection and Management initiative made in accordance with milestones Funding payments for the Community per cent 100 100 100 100 Infrastructure Program made in accordance with milestones Funding payments for Community per cent 100 100 100 100 Capacity and Co-Design made in accordance with milestones Funding of activities to support per cent 100 100 100 100 Traditional Owner self-determination in accordance with Scheme design This performance measure renames the 2018-19 performance measure ‘Funding payments for the Traditional Owner Settlement Scheme made in accordance with milestones’. The new measure reports on the same activity as the previous measure however has been amended for increased clarity. Participation of Aboriginal people in Local number 2 800 2 680 2 800 2 336 Aboriginal Networks Timeliness Assessments completed by Aboriginal per cent 100 100 100 100 Victoria within legislative timeframe – cultural heritage management plans, cultural heritage permits, preliminary Aboriginal heritage tests This performance measure renames the 2018-19 performance measure ‘Assessments completed by Aboriginal Victoria within legislative timeframe: cultural heritage management plans’. The new measure reports on the same activity as the previous measure however has been amended for increased clarity. Elections held in accordance with per cent 100 100 100 nm timelines agreed with the Victorian Treaty Advancement Commission Koorie Heritage Trust initiative grants per cent 100 100 100 nm acquitted within the timeframe specified in the funding agreements

306 Premier and Cabinet 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Cost Total output cost $ million 53.3 57.1 58.2 42.8 The 2018-19 expected outcome is lower than the 2018-19 target primarily due to rephasing of the First Mortgage and Community Infrastructure Program into future years. The lower 2019-20 target is primarily due to the 2018-19 target reflecting estimated carryover of funds from 2017-18 into the 2018-19 year. Source: Department of Premier and Cabinet

2019-20 Service Delivery Premier and Cabinet 307 Multicultural affairs policy and programs (2019-20: $59.2 million) This output provides policy advice on Multicultural Affairs, settlement coordination for newly arrived migrants and refugees and delivers programs to support Victoria’s whole of government approach to multiculturalism. It coordinates the monitoring of government departments’ responsiveness to Victorians from culturally, linguistically and religiously diverse backgrounds. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Consultations with culturally and number 90 92 75 110 linguistically diverse (CALD) communities The 2018-19 expected outcome is higher than the 2018-19 target due to the increased number of consultations conducted in the first half of the 2018-19 financial year. The higher 2019-20 target reflects continued strong performance. Number of strategic and research number 30 33 30 nm partnerships that support portfolio outcomes The 2018-19 expected outcome is higher than the 2018-19 target due to DPC developing more strategic partnerships than expected through the Family Violence portfolio. Victorian population engaged by per cent 67 67 67 76 multicultural and social cohesion initiatives Quality Attendance at Cultural Diversity Week number 55 000 50 000 50 000 35 000 flagship event, Victoria’s Multicultural Festival The higher 2019-20 target reflects continued strong performance. Proportion of approved grant funding per cent 20 13 20 14 provided to organisations in regional/rural areas The 2018-19 expected outcome is lower than the 2018-19 target due to a higher proportion of applications for infrastructure funding, as well as ready to proceed projects, being located in metropolitan areas. Cost Total output cost $ million 59.2 69.7 77.7 47.4 The 2018-19 expected outcome is lower than the 2018-19 target primarily due to the 2018-19 target reflecting estimated carryover of funds from 2017-18 into the 2018-19 year. The lower 2019-20 target is primarily due to the 2018-19 target reflecting estimated carryover of funds from 2017-18 into the 2018-19 year and a machinery of government change. Source: Department of Premier and Cabinet

308 Premier and Cabinet 2019-20 Service Delivery Support to veterans in Victoria (2019-20: $7.7 million) This output provides coordination of veteran-related issues at a state level, especially in relation to commemoration, education programs, grant programs, research and veteran welfare. This output supports the Shrine of Remembrance and the Victorian Veterans Council. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Entries received – number 250 370 250 210 Premier’s Spirit of Anzac Prize The 2018-19 expected outcome is higher than the 2018-19 target due to marketing of the program being expanded throughout 2018-19. Community engagement – number 750 000 750 000 750 000 1 200 000 Shrine ceremonial activities, public and student education programs, tours and general visitation Number of veterans employed in the number 540 nm nm nm Victorian Public Sector This performance measure is proposed to replace the 2018-19 performance measure ‘Number of veterans who apply for Victorian Public Sector positions’. The new measure better reflects the performance of government. Number of ex-service organisation number 4 4 4 nm training and/or information sessions delivered Quality Commemorative and educative projects per cent 100 100 100 100 meet agreed project objectives Timeliness Deliver an annual program of grants per cent 100 100 100 100 within agreed, published timelines Cost Total output cost $ million 7.7 9.7 10.5 6.6 The 2018-19 expected outcome is lower than the 2018-19 target as it primarily reflects lower carryover from the previous year. The lower 2019-20 target reflects lapsing funding for the ANZAC centenary. Source: Department of Premier and Cabinet

2019-20 Service Delivery Premier and Cabinet 309 LGBTI equality policy and programs (2019-20: $9.8 million) This output provides for the delivery of programs and services to promote equality for LGBTI Victorians and support these communities’ economic, social and civic participation. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Number of people engaged with LGBTI number 10 000 5 500 5 500 9 871 equality projects and consultations The higher 2019-20 target reflects increased engagement with communities through the LGBTIQ festival and events program, and through the Rural and Regional Program. Number of trans and gender diverse number 10 nm nm nm (TGD) organisations engaged through the establishment of a TGD Peer Support Program This performance measure is proposed to replace the 2018-19 performance measure ‘Funding for the Expanding Health System Capacity to Support Trans and Gender Diverse People initiative paid in accordance with the agreement.’ It has been replaced to better capture and measure activity across the portfolio. The 2018-19 performance measure was a new measure. Quality Proportion of LGBTI grant program per cent 85 85 85 na recipients who met or exceeded agreed outcomes Payments for events made in accordance per cent 100 100 80 nm with DPC milestones The 2018-19 expected outcome is higher than the 2018-19 target due to meeting milestones and achieving better than expected outcomes. The higher 2019-20 target is a reflection of exceeding the previous target. Cost Total output cost $ million 9.8 19.0 19.5 6.5 The lower 2019-20 target is primarily due to lapsing of funding for the Victorian Pride Centre. Source: Department of Premier and Cabinet

310 Premier and Cabinet 2019-20 Service Delivery Women’s policy (2019-20: $26.3 million) This output provides initiatives that support women and the prevention of family violence and supports the economic, social and civic participation and inclusion of all Victorians. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Number of meetings, forums and events number 174 174 51 411 held for Women and the Prevention of Family Violence consultation/engagement with key stakeholders The 2018-19 expected outcome is higher than the 2018-19 target due to high levels of engagement in development and implementation activities associated with two new strategies; ‘Safe and Strong: A Victorian Gender Equality Strategy’ and ‘Free from Violence: Victoria’s Strategy to Prevent Family Violence and All Forms of Violence Against Women.’ The higher 2019-20 target reflects actual performance and expected outcomes. Number of women participating in number 1 575 2 125 1 500 10 376 funded programs, projects and events The 2018-19 expected outcome is higher than the 2018-19 target due to greater than expected participation with events. The higher 2019-20 target reflects an anticipated increase in participation in 2019-20. Percentage of women in new per cent 50 50 50 52 appointments to paid public boards Quality Women and the Prevention of Family per cent 100 100 100 100 Violence service agreements and contracts deliver agreed outcomes for the prevention of family violence and the social and economic participation of women Timeliness Timely delivery of policy analysis and per cent 100 100 100 100 papers prepared Women and the Prevention of Family per cent 100 100 100 100 Violence projects and programs which support the prevention of family violence and the social and economic participation of women are delivered on time Cost Total output cost $ million 26.3 16.2 16.2 26.5 This output has been transferred to the Department of Premier and Cabinet from the Department of Health and Human Services as part of the machinery of government changes effective from 1 January 2019. The higher 2019-20 target is primarily due to the transfer of Respect Victoria to the Department of Premier and Cabinet from the Department of Health and Human Services as part of the machinery of government changes effective from 1 July 2019. Source: Department of Premier and Cabinet

2019-20 Service Delivery Premier and Cabinet 311 Youth (2019-20: $27.4 million) This output leads and coordinates whole of government policy advice and delivers a range of initiatives for young people aged between 12 and 25 to gain a range of skills and experiences and to actively participate in their local communities. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Participation by young people in number 240 000 240 000 240 000 306 300 programs that provide opportunities to be involved in social and economic life in their communities Participation by young people in number 2 300 2 300 2 300 4 222 programs that support young people to be involved in decision making in their community Number of Scout Hall Capital Projects number >2 nm nm nm Completed New performance measure for 2019-20 to reflect Government priorities regarding new funding for the ‘Supporting a new generation of scouts’ initiative. Quality Participants reporting development of per cent 75 75 75 97 transferrable skills that support education, training and vocational opportunities Timeliness Percentage of programs delivered within per cent 90 90 90 99 agreed timeframes Cost Total output cost $ million 27.4 29.6 29.6 17.1 This output has been transferred to the Department of Premier and Cabinet from the Department of Health and Human Services as part of the machinery of government changes effective from 1 January 2019. The lower 2019-20 target reflects the difference between fulfilled funding initiatives, and new programs announced as part of the budget. Source: Department of Premier and Cabinet

312 Premier and Cabinet 2019-20 Service Delivery Objective 3: Professional public administration This objective fosters and promotes a high-performing public service. It ensures effective whole of government performance and outcomes. It protects the values of good public governance in support of public trust. The departmental objective indicator is: • a values-driven, high-integrity public service characterised by employees who collaborate across government and in partnership with the community and other sectors, and who use evidence to support decisions that drive the progress of Victoria socially and economically.

Advice and support to the Governor (2019-20: $16.8 million) This output provides advice and support to the Governor, and maintenance to Government House and its collections as a heritage asset of national importance. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Increase in the annual number of guests per cent 5 5 5 7 and visitors to Government House Quality Maintenance of Government House in per cent 79 77 77 75 accordance with the asset management strategy The higher 2019-20 target reflects funding received in the State Budget process enabling increased conservation works to Government House during 2019-20. Standard, physical appearance of gardens per cent 85 85 85 85 and grounds in accordance with contract key performance indicators Timeliness Support the Governor’s community per cent 100 100 100 100 engagement activities by arranging all internal and external events in a timely manner Cost Total output cost $ million 16.8 16.5 15.7 15.5 The 2018-19 expected outcome and 2019-20 target are higher than the 2018-19 target primarily due to increased funding to cover additional depreciation cost and capital asset charge associated with new capital programs. Source: Department of Premier and Cabinet

2019-20 Service Delivery Premier and Cabinet 313 Chief Parliamentary Counsel services (2019-20: $7.4 million) This output provides Bills for introduction in Parliament, including: provision of quality and timely legislative drafting services; hard copy and electronic publication of Acts and Statutory Rules; and the maintenance of a database of Victorian legislation and legislative information at www.legislation.vic.gov.au. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Formal advice provided on legislation number 465 400 450 484 The 2018-19 expected outcome is lower than the 2018-19 target due to less formal advice provided on legislation during an election year, especially between September and December 2018. The higher 2019-20 target reflects the anticipated increase in demand for formal advice relating to Bills and house amendments. Number of Acts and Statutory Rules per cent 96 96 96 99 published electronically and in hard copy without error Statutory Rules made and Bills prepared number 220 220 220 245 and introduced into Parliament Number of sets of House Amendments number 60 50 50 nm drafted for Members of Parliament The higher 2019-20 target reflects Parliament resuming the normal sitting schedule following the 2018 State election. Quality Number of Bills and Statutory Rules per cent 97 96 96 98 drafted or settled which meet required standard The higher 2019-20 target reflects a sustained increase in the percentage of Bills and Statutory Rules drafted or settled to the required standard. Timeliness Bills and Statutory Rules drafted or per cent 97 96 96 99 settled within required timeframe The higher 2019-20 target reflects a sustained increase in the percentage of Bills and Statutory Rules drafted or settled in the required timeframe. Electronically published versions of per cent 96 96 96 100 Principal Acts and Statutory Rules published within three business days of coming into operation and new Acts and Statutory Rules published within 24 hours of making Cost Total output cost $ million 7.4 6.9 6.8 6.7 The higher 2019-20 target is primarily due to new funding for Building Capacity in the Office of the Chief Parliamentary Counsel. Source: Department of Premier and Cabinet

314 Premier and Cabinet 2019-20 Service Delivery Management of Victoria’s public records (2019-20: $17.2 million) This output provides direction to government on the management of public records and ensures that the historical memory of the Victorian government endures, is secure and accessible. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Collection Usage – number 2 900 000 4 500 000 2 900 000 2 347 868 Utilisation of physical and digital records held by Public Record Office Victoria The 2018-19 expected outcome is higher than the 2018-19 target due to promotion and outreach of third-party genealogical partners who provide access to the records. Quality Satisfaction with services provided by per cent 90 90 90 95 Public Records Office Victoria to government agencies and to the public Timeliness Provision of services within published per cent 95 95 95 97 timeframes Cost Total output cost $ million 17.2 18.4 20.7 17.4 The 2018–19 expected outcome and 2019-20 target are lower than the 2018-19 target primarily due to a reduction in depreciation funding based on revised depreciation treatment for public records. Source: Department of Premier and Cabinet

2019-20 Service Delivery Premier and Cabinet 315 Public administration advice and support (2019-20: $10.1 million) This output, through the Victorian Public Sector Commission, provides advice and support on issues relevant to public administration, governance, service delivery and workforce matters; undertakes related research, data collection, reporting and dissemination of information; advocates for an apolitical and professional public sector; monitors compliance with the public sector values, employment principles, codes and standards; and conducts related reviews and makes recommendations to public sector body heads. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Percentage of new executives per cent 78 na 75 nm participating in the VPSC induction program The 2018-19 expected outcome was unable to be measured due to the scheduled commencement of the program in 2019-20. The higher 2019-20 target reflects an updated estimate given the 2018-19 expected outcome could not be measured due to the scheduled commencement of the program in 2019-20. Quality Percentage of agencies who interacted per cent 85 80 80 nm with VPSC and who indicated VPSC advice and support assisted them to improve integrity capability The higher 2019-20 target reflects an anticipated increase in satisfaction following the establishment of the baseline performance outcome in 2018-19. Overall participant satisfaction with the per cent 80 80 80 nm Victorian Leadership Academy Overall satisfaction with engagement, per cent 85 80 80 nm consultation and responsiveness from the VPSC GRADS team The higher 2019-20 target reflects an anticipated increase in satisfaction following the establishment of the baseline performance outcome in 2018-19. Stakeholder satisfaction with the quality per cent 80 80 80 nm of advice from the Remuneration Tribunal on determinations Timeliness Proportion of data collection and per cent 100 100 100 100 reporting activities completed within target timeframes Advice from the Remuneration Tribunal per cent 90 90 90 nm provided within 15 working days of receipt of submission Cost Total output cost $ million 10.1 9.9 11.8 6.7 The 2018–19 expected outcome and 2019-20 target are lower than the 2018-19 target primarily due to output reclassification of funding for the establishment of the Victorian Independent Remuneration Tribunal which is now reported under Strategic advice and government support. Source: Department of Premier and Cabinet

316 Premier and Cabinet 2019-20 Service Delivery Public sector integrity (2019-20: $79.6 million) This output provides independent investigations of complaints concerning corrupt conduct, administrative actions, alleged breaches of privacy and allegations of serious misconduct. It oversees the Victorian Protective Data Security regime, enhances the Victorian government’s transparency and openness, and provides advice, education and guidance to public agencies. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Corruption prevention initiatives number 90 90 90 92 delivered by the Independent Broad-based Anti-corruption Commission (IBAC) Education and training activities number 100 100 100 73 delivered by Office of the Victorian Information Commissioner Jurisdictional complaints finalised – number 14 000 15 000 14 000 15 240 Victorian Ombudsman (VO) The 2018-19 expected outcome is higher than the 2018-19 target as the number of complaints finalised is contingent on circumstances which arise during the year (many of which cannot be predicted), including the number of approaches. Law enforcement, data security and number 5 5 5 5 privacy reviews completed Proportion of standard IBAC per cent 60 nm nm nm investigations into public sector corrupt conduct (excluding police personnel conduct and police personnel corrupt conduct) completed within nine months This performance measure is proposed to replace the 2018-19 performance measure ‘Proportion of IBAC investigations into public sector corrupt conduct (excluding police personnel conduct and police personnel corrupt conduct) completed within 12 months’. It has been replaced to more accurately reflect IBAC’s focus on standard and complex investigations. Proportion of complex IBAC per cent 60 nm nm nm investigations into public sector corrupt conduct (excluding police personnel conduct and police personnel corrupt conduct) completed within 18 months This performance measure is proposed to replace the 2018-19 performance measure ‘Proportion of IBAC investigations into public sector corrupt conduct (excluding police personnel conduct and police personnel corrupt conduct) completed within 12 months’. It has been replaced to more accurately reflect IBAC’s focus on standard and complex investigations. Proportion of standard IBAC per cent 60 nm nm nm investigations into police personnel conduct and police personnel corrupt conduct completed within nine months This performance measure is proposed to replace the 2018-19 performance measure ‘Proportion of IBAC investigations into police personnel conduct and police personnel corrupt conduct completed within 12 months’. It has been replaced to more accurately reflect IBAC’s focus on standard and complex investigations. Proportion of complex IBAC per cent 60 nm nm nm investigations into police personnel conduct and police personnel corrupt conduct completed within 18 months This performance measure is proposed to replace the 2018-19 performance measure ‘Proportion of IBAC investigations into police personnel conduct and police personnel corrupt conduct completed within 12 months’. It has been replaced to more accurately reflect IBAC’s focus on standard and complex investigations.

2019-20 Service Delivery Premier and Cabinet 317 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Proportion of jurisdictional complaints per cent 25 25 25 26 independently investigated by the Victorian Ombudsman Reviews and complaints completed by number 850 1 000 850 1 088 Office of the Victorian Information Commissioner The 2018-19 expected outcome is higher than the 2018-19 target due to ongoing business process improvements increasing productivity in the resolution of reviews and complaints. Local Government Inspectorate (LGI) per cent 100 nm nm nm Governance recommendations adopted and implemented by councils New performance measure for 2019-20 to reflect Government priorities regarding new funding for the ‘Funding to meet increased demand and remit of the Local Government Inspectorate’ initiative. Quality Client satisfaction with data security and per cent 90 90 90 98 privacy training provided Office of the Victorian Information per cent <25 <25 <25 7 Commissioner applicants that appeal to VCAT Proportion of jurisdictional complaints per cent <1.50 <1.50 <1.50 0.09 where the original outcome is set aside by a review undertaken in accordance with the Ombudsman’s internal review policy Recommendations accepted by agencies per cent 95 95 95 98 upon completion of investigations by the Victorian Ombudsman Satisfaction rating with corruption per cent 95 95 95 99 prevention initiatives delivered by IBAC Timeliness Complaints or notifications about public per cent 85 85 85 92 sector corrupt conduct (excluding police personnel conduct and police personnel corrupt conduct) assessed by IBAC within 45 days Complaints or notifications about police per cent 90 80 90 95 personnel conduct and police personnel corrupt conduct assessed by IBAC within 45 days The 2018-19 expected outcome is lower than the 2018-19 target due to the implementation of a new case management system which has resulted in a temporary backlog of recording complaints and notifications. Complaints received by the Local per cent 95 93 95 96 Government Inspectorate assessed and actioned within five working days Complaints resolved within 30 calendar per cent 95 90 95 89 days of receipt by the Victorian Ombudsman The 2018-19 expected outcome is lower than the 2018-19 target due to increasing demand and the approach undertaken by the Ombudsman to provide services to a broad range of people. This has increased the time required to complete a case.

318 Premier and Cabinet 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Responses within 15 days to written per cent 90 98 90 98 enquiries relating to the legislated responsibilities of the Office of the Victorian Information Commissioner The 2018-19 expected outcome is higher than the 2018-19 target due to the improved effectiveness of monitoring and management of enquiries and responses. Timeline agreed by FOI applicants for per cent 60 20 90 63 completion of reviews is met The 2018-19 expected outcome is lower than the 2018-19 target due to prioritising the completion of older reviews. The change in priority impacted the agreed timelines for new reviews. The lower 2019-20 target reflects a more attainable target based on historical performance. Councillor Conduct Panel applications per cent 100 nm nm nm made within 30 days of sustained allegations New performance measure for 2019-20 to reflect Government priorities regarding new funding for the ‘Funding to meet increased demand and remit of the Local Government Inspectorate’ initiative. Cost Total output cost $ million 79.6 81.2 84.6 71.1 The lower 2019-20 target is primarily due to the 2018-19 target reflecting estimated carryover of funds from 2017-18 into the 2018-19 year. Source: Department of Premier and Cabinet

2019-20 Service Delivery Premier and Cabinet 319 State electoral roll and electoral events (2019-20: $43.7 million) This output, through the Victorian Electoral Commission (VEC), provides a high-quality electoral system that supports democracy in Victoria through the administration of an accurate and secure electoral roll, electoral services to ensure fair and equitable representation, the conduct of fair and impartial elections and encouraging greater participation in civic life through education and awareness activities and improving ease of access. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity State elections, municipal and statutory number 22 114 115 27 elections, by-elections, polls and electoral representation reviews The 2019-20 target is lower than the 2018-19 target due to the 2018 State election. Quality Legal challenges to VEC conduct upheld number 0 0 0 0 Timeliness Changes to electors’ details, or additions per cent 95 98 95 82 to the Victorian Electoral Register are processed within set timeframes Cost Total output cost $ million 43.7 94.6 95.2 34.0 The lower 2019-20 target is due to funding provided in 2018-19 for 2018 State Election. Source: Department of Premier and Cabinet

320 Premier and Cabinet 2019-20 Service Delivery DEPARTMENT OF TRANSPORT Ministerial portfolios The Department supports the ministerial portfolios of transport infrastructure; public transport; ports and freight; roads; road safety and the TAC; and fishing and boating. Departmental mission statement The Department of Transport’s mission is to enable simple, safe and connected journeys. The Department plans, builds and operates the transport system in a way that meets the needs of the people and freight that travel on it, now and in the future. It brings together management of ports, boating and fisheries for commercial and recreational uses. The Department ensures that transport agencies and operators work towards a common goal of an integrated transport system that contributes to an inclusive, prosperous and environmentally responsible state. Departmental objectives Reliable and user-focused transport services The Department enhances liveability by providing Victorians with a transport system that connects people and places, taking them where they want to go, when they want to go. The Bus Services, Tram Services and Train Services outputs contribute to the objective by delivering safe, reliable and cost-effective public transport services across Victoria and infrastructure investments. This includes services delivered through contractual arrangements with private operators. The Road Operations output contributes to this objective by delivering initiatives that provide more predictable and reliable journeys, improve safety and meet the service quality expected from transport users. The objective indicators are: • user satisfaction with the transport system; and • reliable travel.

2019-20 Service Delivery Transport 321 Safe and well-regulated transport services. The Department focuses on helping Victorians arrive safely, whether they are travelling by road, rail or water. The Regulation of Commercial Passenger Vehicle Services output contributes to this objective by delivering a commercial passenger vehicle industry that is customer-focused, safe, accessible and competitive through the regulation of commercial passenger vehicles, booking service providers and drivers. The Transport Safety and Security output contributes to this objective by delivering initiatives and regulatory activities that will improve safety and security on Victoria’s transport network. The objective indicator is: • safety of the transport system.

Better connected communities through improved infrastructure The Department delivers infrastructure investments to transform the way that Victorians travel. The Transport Infrastructure output contributes to this objective by delivering strategic transport infrastructure activities that are value for money and focused on user outcomes to improve the transport system. The Ports, Freight and Boating output contributes to this objective by delivering a range of capital initiatives and programs to increase the capacity, efficiency and safety of the ports, freight and logistics network and improve recreational boating services and facilities. The Road Asset Management output contributes to the objective by delivering programs and initiatives to maintain Victoria’s freeways and arterial roads. The objective indicator is: • improved transport infrastructure.

Sustainably Managed Fish Resources The Department supports the development of sustainable fishing and aquaculture activities in Victoria and promotion of responsible fishing and fishing-related activities. On-ground management of fishing is provided by the Victorian Fisheries Authority, which works with a number of partners, local communities and industry to deliver positive outcomes that provide benefits to all Victorians. This includes commercial and recreational licensing and quota management, education, enforcement, fishery monitoring and assessment, administration of recreational fishing grants and on-ground delivery of fishing-related election commitments. The objective indicator is: • sustainability of assessed fish stocks.

322 Transport 2019-20 Service Delivery Output summary by departmental objectives The Department’s outputs and funding are provided in the table below. Detailed descriptions of objectives, outputs, together with their key performance indicators are presented in subsequent tables. ($ million) 2018-19 2018-19 2019-20 Variation (a) budget revised budget % Reliable and user-focused transport services Bus Services 1 200.7 1 209.7 1 253.1 4.4 Road Operations 1 052.6 1 356.6 1 757.5 67.0 Train Services 3 817.5 3 899.7 3 923.0 2.8 Tram Services 938.2 957.4 936.0 (0.2) Safe and well-regulated transport services Regulation of Commercial Passenger Vehicle Services 116.7 116.7 116.7 .. Transport Safety and Security 374.3 27.3 27.6 (92.6) Better connected communities through improved infrastructure Ports, Freight and Boating 108.8 119.6 106.3 (2.3) Road Asset Management 622.5 638.5 631.9 1.5 Transport Infrastructure 95.9 162.9 431.3 349.7 Sustainably Managed Fish Resources Sustainably Manage Fish Resources 34.0 37.6 41.6 22.4 Total (b) 8 361.2 8 526.0 9 225.0 10.3 Source: Department of Transport Notes: (a) Variation between the 2018-19 Budget and the 2019-20 Budget. Explanations for variations greater than five per cent are included in footnotes to the relevant output cost. (b) Table may not add due to rounding.

2019-20 Service Delivery Transport 323 Changes to the output structure The Department has made changes to its output structure for 2019-20, as shown in the table below: 2018-19 outputs Reason 2019-20 outputs Bus Services This output has been split into three Bus Services - Statewide sub-outputs to improve transparency Bus Services - Metropolitan of the costs involved with the delivery Bus Services - Regional of each service. Integrated Transport This output has been renamed as it Transport Infrastructure now consolidates all major transport infrastructure program measures under one output. Port and Freight Network Access This output has been renamed to Ports, Freight and Boating highlight that boating activities are included under this output. Road Operations and Network This output has been renamed to Road Operations Improvements reflect the type of activities that are now undertaken within this output. Network improvement activities are captured under the Transport Infrastructure output. Sustainably Manage Fish, Game This output has been renamed to Sustainably Manage Fish and Forest Resources reflect the transfer of the Game and Resources Forest Resources functions to the Department of Jobs, Precincts and Regions. Train Services This output has been split into three Train Services - Statewide sub-outputs to improve transparency Train Services - Metropolitan of the costs involved with the delivery Train Services - Regional of each service. Transport Safety, Security and This output has been renamed to Transport Safety and Security Emergency Management clarify the focus of initiatives in this output. Source: Department of Transport

324 Transport 2019-20 Service Delivery Amounts available The following tables detail the amounts available to the Department from Parliamentary authority and income generated through transactions. Table 2.14 outlines the Department’s income from transactions and Table 2.15 summarises the sources of Parliamentary authority available to the Department to fund the provision of outputs, additions to the net asset base, payments made on behalf of the State, and other sources expected to become available to the Department. Table 2.14: Income from transactions ($ million) 2017-18 2018-19 2018-19 2019-20 actual budget revised budget (a) Output appropriations 8 083.9 8 558.3 7 553.0 6 920.2 Special appropriations 254.7 294.0 178.7 631.3 Interest 20.1 17.5 13.9 4.2 Sales of goods and services 613.3 635.1 615.3 566.2 Grants 746.4 664.5 728.8 562.3 Fair value of assets and services received free of charge or for 66.2 55.8 55.4 55.1 nominal consideration Other income 228.0 182.7 192.3 427.7 Total income from transactions (b) 10 012.6 10 407.9 9 337.4 9 167.1 Source: Department of Transport Notes: (a) Includes an estimated $1.6 billion of non-public account contributions in 2019-20. (b) Table may not add due to rounding.

Table 2.15: Parliamentary authority for resources ($ million) 2018-19 2018-19 2019-20 budget revised budget Annual appropriations 12 501.4 10 682.0 11 717.1 Provision of outputs (a) 8 316.7 7 379.7 6 780.7 Additions to the net asset base 4 112.3 3 267.6 4 936.5 Payments made on behalf of the State 72.5 34.7 .. Receipts credited to appropriations 255.8 456.8 397.3 Unapplied previous years appropriation .. 160.1 0.2 Provision of outputs .. 44.1 .. Additions to the net asset base .. 116.0 0.2 Payments made on behalf of the State ...... Gross annual appropriation 12 757.2 11 298.9 12 114.6 Special appropriations 304.1 244.0 828.0 Trust funds 160.2 208.9 41.4 Recreational Fishing Licence Trust (b) 9.9 8.0 10.2 State Development Special Projects Trust (c) 75.1 182.1 30.6 Other (d) 72.5 16.9 0.5 Total parliamentary authority (e) 13 221.5 11 751.8 12 984.0 Source: Department of Transport Notes: (a) The 2018-19 budget and 2018-19 revised figures include appropriation relating to the Regional Jobs and Infrastructure Fund, pursuant to section 16(a) of the Regional Development Victoria Act 2002. This reflects the impact of machinery of government changes. (b) The purpose of this trust primarily relates to recreational fishing projects funded from income received from the sale of recreational fishing licences. (c) The purpose of this trust primarily relates to funding for initiatives that enhance economic development. (d) Includes inter-departmental transfers. (e) Table may not add due to rounding.

2019-20 Service Delivery Transport 325 Departmental performance statement

Objective 1: Reliable and user-focused transport services This objective enhances liveability by providing Victorians with a transport system that connects people and places, taking them where they want to go, when they want to go. The departmental objective indicators are: • user satisfaction with the transport system; and • reliable travel. Outputs Bus Services (2019-20: $1 253.1 million) This output group delivers reliable and cost-effective statewide bus services and infrastructure investments, including services delivered through contractual arrangements with private operators. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Bus Services – Metropolitan This sub-output reports on bus services delivered in metropolitan Melbourne. Quantity Passengers carried – number 119.5 118.3 119.2 117.8 metropolitan bus services (million) The 2019-20 target is higher than the 2018-19 target, reflecting recent patronage growth trends. Payments made for – $ million 741.8 706 715 677.6 metropolitan bus services This performance measure reports the total amount of operating expenditure paid to bus operators for metropolitan bus services. The 2019-20 target is higher than the 2018-19 target due to movements in consumer price, fuel and labour indexation rates and additional funding provided in the 2019-20 Budget. Scheduled services delivered – per cent 99.9 99.8 99.9 99.9 metropolitan bus Total kilometres scheduled – km 122.6 122.1 122.5 119.83 metropolitan bus (million) The 2019-20 target is higher than the 2018-19 target due to the progressive introduction of new services as part of the Metropolitan Bus Service Improvements initiative funded in the 2018-19 Budget and funding provided for the Better Buses Fund initiative in the 2019-20 Budget. Quality Customer satisfaction index – score 77 77 77 76.9 metropolitan bus services Timeliness Service punctuality for – per cent 86 81.6 82 80.8 metropolitan bus services Metropolitan bus services are on time when services arrive at timing points no more than 4 minutes and 59 seconds late and depart no more than 59 seconds early. The 2019-20 target is higher than the 2018-19 target due to a change in methodology for calculating punctuality to align with the new metropolitan bus contracts. Cost Total output cost $ million 769.8 741.1 740.7 708.5 The 2019-20 target is higher than the 2018-19 target due to the additional funding provided in the 2019-20 Budget and indexation on contract payments.

326 Transport 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Bus Services – Regional This sub-output reports on bus services delivered in regional Victoria. Quantity Passengers carried – number 14.3 13.4 13.4 12.5 regional bus services (million) The 2019-20 target is higher than the 2018-19 target reflecting recent patronage growth trends. Payments made for – $ million 136.7 131 129 121.2 regional bus services This performance measure reports the total amount of operating expenditure paid to bus operators for regional bus services. The 2019-20 target is higher than the 2018-19 target due to the full-year impact of funding provided in the 2018-19 Budget for Additional Regional Bus Services, and due to movement in consumer price, fuel and labour indexation rates. Scheduled services delivered – per cent 99 99.9 99 100 regional bus Total kilometres scheduled – km 27.3 27.2 27.2 25.7 regional bus (million) The 2019-20 target is higher than 2018-19 target due to the progressive introduction of new services as part of the Additional Regional Bus Services initiative funded in the 2018-19 Budget and funding provided for the Better Buses Fund initiative in the 2019-20 Budget. Quality Customer satisfaction index – score 84 83 84 82.4 regional coach services Timeliness Service punctuality for – per cent 92 94.3 92 94 regional bus services Regional buses are on time when services depart from timing points no more than 59 seconds early and no more than 4 minutes and 59 seconds late at key monitoring points. Cost Total output cost $ million 149.8 145.1 141.0 125.7 The 2019-20 target is higher than the 2018-19 target due to the additional funding provided in the 2019-20 Budget and indexation on contract payments. Bus Services – Statewide This sub-output reports on upgrades and school bus services delivered statewide. Quantity Number of bus routes upgraded number 6 nm nm nm New performance measure for 2019-20 to report on upgrades to bus routes. It includes route extensions, upgrades, realignments, span of hours changes and accessibility improvements. This performance measure replaces the 2018-19 measure ‘Public transport network improvement minor projects completed: bus’. Scheduled services delivered – school bus per cent 99 99 99 98 Total kilometres scheduled – school bus km 31.1 30.6 31.1 32.03 (million) Cost Total output cost $ million 333.5 323.5 319.0 300.7 The 2019-20 target is higher than the 2018-19 target due to additional funding provided in the 2019-20 Budget and indexation on contract payments. Source: Department of Transport

2019-20 Service Delivery Transport 327 Road Operations (2019-20: $1 757.5 million) This output operates the road network by managing access and use, and delivers initiatives that provide more predictable and reliable journeys, improve safety and meet the service quality expected from transport users. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Bridge strengthening and replacement number 4 4 2 2 projects completed – metropolitan The 2018-19 expected outcome is higher than the 2018-19 target due to completion of projects delayed from 2017-18. The 2019-20 target is higher than the 2018-19 target reflecting the number of projects scheduled for completion in 2019-20, noting that the numbers vary from year to year. Bridge strengthening and replacement number 7 3 6 10 projects completed – regional The 2018-19 expected outcome is lower than the 2018-19 target due to an error when setting the target, early completion of one project and revised scheduling of two projects. The 2019-20 target is higher than the 2018-19 target reflecting the number of projects scheduled for completion in 2019-20, noting that the numbers vary from year to year. Congestion projects completed number 4 10 13 16 The 2018-19 expected outcome is lower than the target due to revised scheduling of some projects and early completion of some projects in 2017-18. The 2019-20 target is lower than the 2018-19 target reflecting the number of projects scheduled for completion in 2019-20, noting that the numbers vary from year to year. Cycling projects completed number 12 4 11 2 The 2018-19 expected outcome is lower than the target due to program changes for some projects. The 2019-20 target is higher than the 2018-19 target reflecting the number of projects scheduled for completion in 2019-20 and funding provided in the 2019-20 Budget. Kilometres of safety barrier installed km 254 nm nm nm New performance measure for 2019-20 to report on the additional linear length of flexible safety barriers installed. Safety barriers are structures that are designed to prevent vehicles from travelling out of their lane and crashing into an oncoming vehicle or into a roadside object. Kilometres of road treated with tactile km 2 000 nm nm nm line marking New performance measure for 2019-20 to report on the additional linear length of road treated with tactile line marking to improve safety. Tactile line markings are small raised bumps adjacent to line markings on roads that alert road users through both sound and vibration. Other minor road improvement projects number 3 3 3 2 completed – metropolitan This performance measure has been renamed from ‘Other road projects completed – metropolitan’ to ‘Other minor road projects completed – metropolitan’ for clarity. Major projects delivered by Major Road Projects Victoria are reported under the Transport Infrastructure output. Other minor road improvement projects number 5 4 6 7 completed – regional This performance measure has been renamed from ‘other road projects completed – regional’ to ‘other minor road projects completed – regional’ for clarity. Major road projects are reported under the Transport Infrastructure output. The 2018-19 expected outcome is lower than the target due to program changes. The 2019-20 target is lower than the 2018-19 target as a result of the current schedule of works planned for 2019-20. Pedestrian projects completed number 10 57 20 9 The 2018-19 expected outcome is higher than the target due to new projects being added to the School Area Safety program after the target was set. The 2019-20 target is lower than the 2018-19 target due to fewer projects of this type planned for completion in 2019-20.

328 Transport 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Road safety initiatives completed number 45 nm nm nm This performance measure replaces the 2018-19 performance measures ‘Road safety projects/initiative: safe road users’, ‘Road safety projects/initiative: safe roads’, and ‘Road safety projects/initiative: safe vehicles’ with a single measure. All safety projects/initiatives were previously reported on under the Transport Safety, Security and Emergency Management output. Road vehicle and driver regulation – number 710 668 687 628 driver licences renewed (thousand) This performance measure has been transferred from the Transport Safety and Security output as this measure is better aligned to this output which focuses on the operation of the road network, including managing access and use. The 2019-20 target is higher than the 2018-19 target reflecting cyclical trends in licence renewal. Road vehicle and driver regulation – number 184 180 184 180 new driver licences issued (thousand) This performance measure has been transferred from the Transport Safety and Security output as this measure is better aligned to this output, which focuses on the operation of the road network, including managing access and use. Road vehicle and driver regulation – number 630 600 628 616 new vehicle registrations issued (thousand) This performance measure has been transferred from the Transport Safety and Security output as this measure is better aligned to this output which focuses on the operation of the road network, including managing access and use. The 2019-20 target is higher than the 2018-19 target reflecting forecasts of the number of new vehicle registrations, based on demographic and economic indicators and historical movements. Road vehicle and driver regulation – number 3900 3900 3773 3959 vehicle and driver information requests, (thousand) including toll operator and council requests, processed This performance measure has been transferred from the Transport Safety and Security output as this measure is better aligned to this output which focuses on the operation of the road network, including managing access and use. The 2019-20 target is higher than the 2018-19 target reflecting forecast demand from toll operators and councils and historical movement. Road vehicle and driver regulation – number 956 930 955 930 vehicle registration transfers (thousand) This performance measure has been transferred from the Transport Safety and Security output as this measure is better aligned to this output which focuses on the operation of the road network, including managing access and use. The 2019-20 target is higher than the 2018-19 target reflecting forecasts of the number of new vehicle registration transfers based on demographic and economic indicators and historical trends. Road vehicle and driver regulation – number 7800 7700 9000 6016 vehicle registrations renewed (thousand) This performance measure has been transferred from the Transport Safety and Security output as this measure is better aligned to this output which focuses on the operation of the road network, including managing access and use. The 2018-19 expected outcome is lower than the target due to stabilisation of the take up rate of Short Term Registration (STR) following the initial introduction period. The 2019-20 target is lower than the 2018-19 target reflecting the expected rate of STR applications. Quality Road projects completed within agreed per cent 100 100 100 100 scope and standards – metropolitan Road projects completed within agreed per cent 100 100 100 100 scope and standards – regional Road safety projects completed within per cent 100 95 100 100 agreed scope and standards This performance measure has been transferred from the Transport Safety and Security output as this measure is better aligned to this output which focuses on the operation of the road network. The 2018-19 expected outcome is lower than the 2018-19 target reflecting minor changes in scope for some projects.

2019-20 Service Delivery Transport 329 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Road vehicle and driver regulation – per cent 99 99 99 99 currency of vehicle registration and driver licensing records This performance measure has been transferred from the Transport Safety and Security output as this measure is better aligned to this output which focuses on the operation of the road network by managing access and use. Road vehicle and driver regulation – per cent 85 85 85 87 user satisfaction with vehicle registration and driver licensing This performance measure has been transferred from the Transport Safety and Security output as this measure is better aligned to this output which focuses on the operation of the road network by managing access and use. Timeliness Programmed works completed within per cent 80 73 95 100 agreed timeframes – metropolitan The 2018-19 expected outcome is lower than the 2018-19 target due to the implementation of a new methodology for calculating timeliness of project completion. The 2019-20 target is lower than the 2018-19 target due to the implementation of a new methodology for calculating timeliness of project completion. Programmed works completed within per cent 80 76 95 100 agreed timeframes – regional The 2018-19 expected outcome is lower than the 2018-19 target due to the implementation of a new methodology for calculating timeliness of project completion. The 2019-20 target is lower than the 2018-19 target due to the implementation of a new methodology for calculating timeliness of project completion. Road safety programmed works per cent 80 75 100 100 completed within agreed timeframes This performance measure has been transferred from the Transport Safety and Security output as this measure is better aligned to this output which focuses on the operation of the road network. The 2018-19 expected outcome is lower than the 2018-19 target due to the implementation of a new methodology for calculating timeliness of project completion. The 2019-20 target is lower than the 2018-19 target due to the implementation of a new methodology for calculating timeliness of project completion. Road vehicle and driver regulation – seconds 240 500 240 394 average speed of calls answered in registration and licensing call centres This performance measure has been transferred from the Transport Safety and Security output as this measure is better aligned to this output which focuses on the operation of the road network by managing access and use. The measure has been renamed to reflect the services provided by the call centres. The 2018-19 expected outcome is higher than the target due to increased call volumes following the introduction of short-term registration, and increased call complexity which increased total call-handling times. Road vehicle and driver regulation – per cent 80 70 80 74 customers served within 10 minutes in registration and licensing Customer Service Centres This performance measure has been transferred from the Transport Safety and Security output as this measure is better aligned to this output which focuses on the operation of the road network, by managing access and use. The measure has been renamed to reflect the services provided by the Customer Service Centres. The 2018-19 expected outcome is lower than the target due to an increase in demand for services and complexity of customer queries.

330 Transport 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Cost Total output cost $ million 1 757.5 1 356.6 1 052.6 1 035.4 The 2019-20 target is higher than the 2018-19 target mainly due to the registration and licencing and roads safety activities previously reported under the Transport Safety and Security output, depreciation and interest incurred with the recognition of service concession arrangements from 1 July 2019 in line with accounting standards and new funding received in the 2019-20 Budget for a number of initiatives. The 2018-19 expected outcome is higher than the 2018-19 target mainly due to the registration and licencing activities transferred from the Transport Safety and Security output, as this measure is better aligned to the Road Operations output which focuses on the operation of the road network. Source: Department of Transport

2019-20 Service Delivery Transport 331 Train Services (2019-20: $3 923.0 million) This output group delivers reliable and cost-effective train services and infrastructure investments across the Victorian rail network, including services delivered through contractual arrangements with private operators. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Train Services – Metropolitan This sub-output reports on train services and maintenance works for metropolitan Melbourne. Quantity Passengers carried– number 246.2 244.1 239.6 240.9 metropolitan train services (million) The 2019-20 target is higher than the 2018-19 target reflecting forecast population growth. Payments made for – $ million 1102.1 1149 1146 892.4 metropolitan train services This performance measure reports operating payments to metropolitan train operators, which includes selected capital payments to support the delivery of maintenance works but excludes farebox revenue. PTV/DoT publishes aggregate farebox (for train and tram) in its annual report. The 2019-20 target is lower than the 2018-19 target to reflect the scheduling of contractual payments. Scheduled services delivered – per cent 99 98.7 99 98.8 metropolitan train This performance measure reports on the reliability of metropolitan train services. This is calculated using a formula that takes into account unplanned skip stop services, loop bypasses and short runnings as well as cancelled services. Total kilometres scheduled – km 23.8 23.8 23.8 23.1 metropolitan train (million) Quality Availability of rolling stock – per cent 94 94 94 93 metropolitan trains Customer satisfaction index – score 75 75 75 73.6 metropolitan train services Metropolitan fare compliance rate across per cent 96.5 95.7 96.5 95.3 all public transport modes Timeliness Major periodic maintenance works per cent 100 100 100 92 completed against plan – metropolitan train network Service punctuality for – per cent 92.5 91.9 92.5 91.9 metropolitan train services Metropolitan trains are considered on time if they arrive no more than 4 minutes and 59 seconds after the scheduled time in the timetable. Cost Total output cost $ million 2 337.0 2 430.0 2 354.3 1 968.1 The 2019-20 target is lower than the 2018-19 target due to the profile of rolling stock payments, offset by new funding provided in the 2019-20 Budget and an increase in the capital asset charge as a result of investment in rail assets.

332 Transport 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Train Services – Regional This sub-output reports on train services and maintenance works in regional Victoria. Quantity Passengers carried – number 23.2 22 21.6 20.8 regional train and coach services (million) The 2019-20 target is higher than the 2018-19 target reflecting recent patronage growth trends and forecast population growth. Payments made for – $ million 624 568.1 558 534.4 regional train and coach services This performance measure reports operating payments to regional train and coach operators, which includes selected capital payments to support the delivery of maintenance works but excludes farebox revenue. PTV/DoT publishes aggregate farebox (for train and tram) in its annual report. The 2019-20 target is higher than the 2018-19 target due to the planned cash flow of rolling stock payments and funding provided in the 2019-20 Budget for train maintenance and associated facilities. Scheduled services delivered – per cent 98.5 96.3 98.5 97 regional train Total kilometres scheduled – km 25.9 26.2 25.9 26 regional train and coach (million) Quality Availability of rolling stock – per cent 92.5 89 92.5 90.4 VLocity fleet Customer satisfaction index – score 78 74 78 75.1 regional train services The 2018-19 expected outcome is lower than the target reflecting the impact of investment in renewal and replacement of regional network infrastructure assets. Scheduled services not delayed per cent 97 97 97 nm by infrastructure faults – regional train network Timeliness Major periodic maintenance per cent 100 100 100 96.4 works completed against plan – regional train network Service punctuality for – per cent 92 84.2 92 83.9 regional train services Long distance regional trains are considered on time if they arrive no more than 10 minutes and 59 seconds late at their destination. Short distance regional trains are considered on time if they arrive no more than 5 minutes and 59 seconds late at their destination. The 2018-19 expected outcome is lower than the target due to a range of infrastructure factors. Cost Total output cost $ million 1 271.5 1 163.5 1 161.1 1 090.0 The 2019-20 target is higher than the 2018-19 target due to the additional investment in regional rail, rolling stock payments and increase in the capital asset charge as a result of investment in rail assets.

2019-20 Service Delivery Transport 333 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Train Services – Statewide This sub-output reports on train services and network improvements delivered statewide. Quantity Public railway crossings upgraded number 31 29 44 69 The 2018-19 expected outcome is lower than the target due to rephasing of the program to capture efficiency opportunities in delivery. The 2019-20 target is lower than the 2018-19 target due to the current program of scheduled works. Public transport network improvement – number 4 4 5 3 minor projects completed – train The 2018-19 expected outcome is lower than the target due to delivery of one project being rescheduled to 2019-20 to enable efficient delivery with future works. The 2019-20 target is lower than the 2018-19 target due to the current program of scheduled works. Quality myki device availability per cent 99.5 99.7 99.5 nm The result is measured as an overall percentage availability of all deployed myki fare payment devices, calculated as a percentage of the total number of hours that devices are expected to be available, weighted by location and time. myki – Fare payment device speed – number 28 nm nm nm number of touch on/offs per minute New performance measure for 2019-20 reports on the device throughput of the fare payment devices (myki readers) when passengers are touching on and off to travel. This measure will provide an indication of the quality of the service provided by the myki ticketing system and reflects the contractual requirement in the Ticketing Systems Service Agreement. Public transport network improvement – per cent 90 90 90 90 performance against master project schedule This performance measure reports the number of project milestones achieved within the financial year as a percentage of the number planned at the start of the financial year for bus, train and tram infrastructure projects. Timeliness Calls to the Public Transport Victoria call per cent 80 79.5 80 81 centre answered within 30 seconds This measure includes calls regarding bus, train and tram services. Cost Total output cost $ million 314.5 306.2 302.1 291.6 The 2019-20 target is higher than the 2018-19 target due to new funding provided as part of the 2019-20 Budget. Source: Department of Transport

334 Transport 2019-20 Service Delivery Tram Services (2019-20: $936.0 million) This output delivers reliable and cost-effective tram services and infrastructure investments, including public transport services delivered through contractual arrangements with private operators. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Level access tram stops upgraded number 16 9 16 6 The 2018-19 expected outcome is lower than the target due to delays in obtaining planning approvals from local councils. Number of tram routes upgraded number 2 nm nm nm New performance measure for 2019-20 to report on upgrades to tram routes. It includes route extensions, upgrades, realignments, span of hours changes and accessibility improvements. This performance measure replaces the 2018-19 measure ‘Public transport network improvement minor projects completed: tram’. Passengers carried – tram services number 208.1 208.1 208.1 206.3 (million) Payments made for – tram services $ million 446.7 512 517 368.7 This performance measure reports operating payments to tram operators, which includes selected capital payments to support the delivery of maintenance works but excludes farebox revenue. PTV/DoT publishes aggregate farebox (for train and tram) in its annual report. The 2019-20 target is lower than the 2018-19 target due to the scheduling of contractual payments. Progress of tram procurement and per cent 92 90 95 85 supporting infrastructure – cumulative project expenditure The 2018-19 expected outcome is lower than the target due to delays in obtaining planning approvals from local councils. The 2019-20 target is lower than the 2018-19 target to account for the lower 2018-19 expected outcome. Scheduled services delivered – tram per cent 99.2 98.7 99.2 98.5 The performance measure reports on the reliability of tram services. This is calculated using a formula that takes into account unplanned short runnings, in addition to cancelled services. Total kilometres scheduled – km 24.6 24.6 24.6 24.5 tram (million) W-Class Trams fully restored number 3 2 3 2 The 2018-19 expected outcome is lower than the target due to the delivery of one tram being rescheduled to 2019-20. Quality Availability of rolling stock – trams per cent 94 92.3 94 89.5 Customer satisfaction index – score 76.5 77 76.5 76.6 tram services Timeliness Major periodic maintenance works per cent 100 73 100 70 completed against plan – tram network The 2018-19 expected outcome is lower than the target due to the rescheduling of some planned maintenance works. Service punctuality for – tram services per cent 82.9 81.9 82.9 81.7 Cost Total output cost $ million 936.0 957.4 938.2 799.1 The 2019-20 target is lower than the 2018-19 target due to the profile of rolling stock payments, offset by an increase in the capital asset charge as a result of investment in rail assets and additional funding provided for a number of initiatives. Source: Department of Transport

2019-20 Service Delivery Transport 335 Objective 2: Safe and well-regulated transport services This objective focuses on helping Victorians arrive safely, whether they are travelling by road, rail or water. The departmental objective indicator is: • safety of the transport system.

Outputs

Regulation of Commercial Passenger Vehicle Services (2019-20: $116.7 million) This output delivers a commercial passenger vehicle industry that is customer focused, safe, accessible and competitive in metropolitan and regional Victoria through regulating commercial passenger vehicles, booking service providers, and drivers. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Multi-Purpose Taxi Program – number 5 720 5 400 5 200 5070 number of trips subsidised (thousand) The 2018-19 expected outcome is higher than the target due to higher than expected demand for trips. The 2019-20 target is higher than the 2018-19 target reflecting anticipated increased demand for the service. Multi-Purpose Taxi Program – number of number 1 330 1 240 1 200 1120 wheelchair and scooter lifting fees paid (thousand) The 2018-19 expected outcome is higher than the 2018-19 target due to higher than expected demand for trips. The 2019-20 target is higher than the 2018-19 target reflecting anticipated increased demand for the service. New and renewed commercial passenger number 28 000 30 000 21 000 nm vehicle and bus driver accreditation applications processed The 2018-19 expected outcome is higher than the target due to higher than anticipated numbers of accreditation applications received. The 2019-20 target is higher than the 2018-19 target based on the higher number of applications received in 2018-19 which is expected to continue. Quality Average wait time for conventional minutes 8.3 8.3 9.6 9.4 commercial passenger vehicles booked to arrive during daytime periods of demand The daytime period of demand is defined as from 6.00 am to 7.00 pm. The 2018-19 expected outcome is lower than the target due to performance exceeding expectations. The 2019-20 target is lower than the 2018-19 target to reflect expected outcomes for 2018-19. Average wait time for wheelchair minutes 16.6 16.6 28 27 accessible commercial passenger vehicles booked to arrive during daytime periods of demand The daytime period of demand is defined as from 6.00 am to 7.00 pm. The 2018-19 expected outcome is lower than the target due to performance exceeding expectations. The 2019-20 target is lower than the 2018-19 target to reflect expected outcomes for 2018-19.

336 Transport 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Calls to the Commercial Passenger per cent 72 72 70 nm Vehicles Victoria call centre resolved at the first point of contact This performance measure has been renamed to reflect the new name of the responsible agency. The 2019-20 target is higher than the 2018-19 target based on improved performance for 2018-19 which is anticipated to continue. Commercial passenger vehicle industry per cent 75 50 50 nm participants conform to key safety requirements The key safety requirements are derived from the Commercial Passenger Vehicle Industry Regulations 2018, which came into effect on 1 March 2019. Therefore, the 2018-19 expected outcome is based on the auditing of a small number of providers. The 2019-20 target is higher than the 2018-19 target reflecting anticipated improved conformity to key safety requirements. Commercial passenger vehicle per cent 100 100 85 nm registration applications received online The expected outcome is higher than the target due to a higher than anticipated proportion of applications received online. The 2019-20 target is higher than the 2018-19 target to reflect the 2018-19 expected outcome. Commercial passenger vehicles meeting per cent 85 nm nm nm safety standards for booked and unbooked services This performance measure replaces the 2018-19 performance measure ‘Safety and quality rating for commercial passenger vehicles available for booked and unbooked services’ which used an inverse scoring system ranging from 1.0 (highest safety and quality) to 7.0 (lowest safety and quality). This new measure provides greater clarity on what is being measured. Overall satisfaction with level of per cent 60 55 55 nm commercial passenger vehicle regulatory service provided by Commercial Passenger Vehicles Victoria. This performance measure has been renamed to reflect the new name of the responsible agency. The 2019-20 target is higher than the 2018-19 target to reflect anticipated improvement in satisfaction with the regulatory service provided by Commercial Passenger Vehicles Victoria. Timeliness Calls to the Commercial Passenger per cent 62 62 60 45 Vehicles Victoria call centre answered within 20 seconds The 2019-20 target is higher than the 2018-19 target as a result of higher expected performance outcomes for 2018-19 which are expected to continue. Commercial passenger vehicle per cent 97 nm nm nm registration applications processed within 14 days New performance measure for 2019-20 to report on the timeliness of processing of commercial passenger vehicle registration applications. Commercial passenger vehicle service per cent 92 92 85 86 complaints and intelligence reports investigated and closed within 45 days The 2018-19 expected outcome is higher than the 2018-19 target due to a decrease in the volume of complaints received. The 2019-20 target is higher than the 2018-19 target due to the expected continued reduced volume of complaints received. Multi-Purpose Taxi Program – per cent 97 97 97 97 applications assessed and completed within 14 days New and renewed driver accreditation per cent 85 85 85 78 applications for commercial passenger vehicles and buses processed within 14 days This performance measure has been renamed to provide greater clarity.

2019-20 Service Delivery Transport 337 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Road vehicle and driver regulation – per cent 90 90 85 90 new and renewed driving instructor authority applications processed within 14 days The 2018-19 expected outcome is higher than the 2018-19 target due to the efficient processing of applications. The 2019-20 target is higher than the 2018-19 target based on improved performance for 2018-19 which is anticipated to continue. Cost Total output cost $ million 116.7 116.7 116.7 167.7 Source: Department of Transport

338 Transport 2019-20 Service Delivery Transport Safety and Security (2019-20: $27.6 million) This output delivers initiatives and regulatory activities that will improve safety and security and strengthen resilience on Victoria’s transport network. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Accredited State maritime training number 23 23 20 22 providers audited in accordance with risk-based annual audit plan The 2018-19 expected outcome is higher than the 2018-19 target due to an increase in the number of accredited State maritime training providers. Transport Safety Victoria audits all training providers annually. The higher 2019-20 target reflects the current number of accredited state maritime training providers. Regulatory interventions conducted on number 80 81 100 142 high-risk or accredited rail transport operators The 2018-19 expected outcome is lower than the 2018-19 target due to a change to the risk management approach. The 2019-20 target is lower than the 2018-19 target based on the expected outcome under the new risk management approach. Risk-based vessel inspections undertaken number 500 500 500 508 to determine compliance with State marine safety law Safety audits of bus operators conducted number 560 560 560 560 in accordance with Bus Safety Act 2009 (Vic) requirements Sector Resilience Plans endorsed by State number 1 3 3 3 Crisis and Resilience Council The 2019-20 target is lower than the 2018-19 target reflecting the split of responsibilities for Sector Resilience Plans between the Department of Transport and the Department of Jobs, Precincts and Regions following machinery of government changes. Security and emergency management number 9 8 8 8 exercises coordinated or contributed to by the Department The higher 2019-20 target reflects the number of exercises anticipated to be coordinated or contributed to by the Department. Transport and marine safety per cent 100 100 100 100 investigations – proportion of notified accidents with passenger fatalities and/or multiple serious passenger injuries investigated Transport safety regulation – rail safety number 100 100 100 142 audits/compliance inspections conducted in accordance with legislative requirements Quality Compliance inspections of commercial per cent 100 100 100 100 maritime duty holders other than vessel owners and operators audited in accordance with legislative requirements and timelines Prosecution success rate for transport per cent 80 60 80 nm safety offences The 2018-19 expected outcome is lower than the 2018-19 target as three of five prosecutions resulted in convictions. The two non-convictions recorded resulted in good behaviour bonds. Transport Safety Victoria’s methodology only records convictions as successful prosecutions.

2019-20 Service Delivery Transport 339 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Risk assessment of managed and number 30 30 30 nm unmanaged Victorian waterways with high levels of boating activity and competing use Timeliness Applications for bus operator registration per cent 100 100 100 100 and safety accreditation processed on time in accordance with Bus Safety Act 2009 (Vic) requirements Applications for rail accreditation and per cent 100 100 100 100 variations to accreditation processed within State and national legislative requirements and timelines Transport and marine safety per cent 100 100 100 100 investigations – accidents/incidents assessed within two days of notification to determine need for detailed investigation Initiate marine pollution response action per cent 100 100 100 100 within 60 minutes of incident notification Transport and marine safety per cent 50 36 50 nm investigations – investigations completed within 12 months The 2018-19 expected outcome is lower than the target due to the length of time required to complete several complex investigations. Cost Total output cost $ million 27.6 27.3 374.3 319.3 The 2019-20 target is lower than the 2018-19 target due to the registration and licencing and roads safety activities now being reported under the Road Operations output. The 2018-19 expected outcome is lower than the 2018-19 target mainly due to the registration and licencing and roads safety activities now being reported under the Road Operations output and the Better recreational facilities for Victorian waterways initiative now reported under the Ports, Freight and Boating output. Source: Department of Transport

340 Transport 2019-20 Service Delivery Objective 3: Better connected communities through improved infrastructure The objective delivers infrastructure investments to transform the way that Victorians travel. The departmental objective indicator is: • improved transport infrastructure.

Outputs

Ports, Freight and Boating (2019-20: $106.3 million) This output delivers capital initiatives and programs to increase the capacity, efficiency and safety of the ports, freight and logistics network and improve recreational boating services and facilities. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Better boating initiatives commenced number 7 nm nm nm New performance measure for 2019-20 to report on boating initiatives commenced as part of the 2019-20 funded initiative Better boating fund and free boat ramp launching and parking. Containers transported by rail under the number 42 500 42 500 42 500 56 950 Mode Shift Incentive Scheme program Number of months per year average number 10 10 10 12 channel depth at Lakes Entrance meets standards Progress with delivery of a Metropolitan per cent 60 20 20 nm Intermodal System – percentage of project funding expended The 2019-20 target is higher than the 2018-19 target due to progressive payments being made under this program. Road-based freight accessibility and number 7 9 13 11 reliability improvement projects completed The 2018-19 expected outcome is lower than the target due to projects planned for completion in 2018-19 being completed ahead of schedule in 2017-18 and other projects being rescheduled to 2019-20. The 2019-20 target is lower than the 2018-19 target as fewer projects of this type are planned for completion in 2019-20. Quality Accessible local ports number 14 14 14 14 Road network permitted for use by per cent 15 15 10 13.8 high-productivity freight vehicles The 2018-19 expected outcome is higher than the 2018-19 target due to more of the network being opened up for high-productivity freight use. The 2019-20 target is higher than the 2018-19 target due to more of the network being opened up for high-productivity freight use. Road-based freight accessibility and per cent 100 100 100 100 reliability projects completed within specified scope and standards

2019-20 Service Delivery Transport 341 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Timeliness Road-based freight accessibility and per cent 80 33 100 100 reliability projects completed within agreed timeframes The 2018-19 expected outcome is lower than the 2018-19 target due to the implementation of a new methodology for calculating timeliness of project completion. The 2019-20 target is lower than the 2018-19 target due to rescheduling of projects from 2018-19. Cost Total output cost $ million 106.3 119.6 108.8 115.0 The 2019-20 target is lower than the 2018-19 target due to the reporting of tow truck activities and the Echuca-Moama Bridge initiative under the Road Operations output, offset by new funding provided as part of the 2019-20 Budget. The 2018-19 expected outcome is higher than the 2018-19 target mainly due to the funding profile for Local Ports Critical Infrastructure, the Station Pier works and the Better recreational facilities for Victorian waterways initiative previously reported under the Transport Safety and Security output. Source: Department of Transport

342 Transport 2019-20 Service Delivery Road Asset Management (2019-20: $631.9 million) This output delivers programs and initiatives to maintain Victoria’s freeways and arterial roads. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Bridges maintained – metropolitan number 973 965 964 964 The 2019-20 target is higher than the 2018-19 target reflecting additional bridges to be constructed on the metropolitan road network. Bridges maintained – regional number 2 277 2 271 2 270 2 270 The 2019-20 target is higher than the 2018-19 target reflecting additional bridges to be constructed on the regional road network. Road area treated – m2 (000) 10 600 7 528 8 017 6 634 high strategic priority roads Road treatments include pavement resurfacing and rehabilitation. High strategic priority roads are freeways, highways, major arterial roads and principal routes for moving people and goods around Victoria. The 2018-19 expected outcome is lower than the 2018-19 target due to more roads in the medium strategic importance category being prioritised for treatment. The 2019-20 target is higher than the 2018-19 target reflecting the area of high strategic priority road planned for treatment in 2019-20. Road area treated – m2 (000) 1 000 6 842 5 054 7 340 medium strategic priority roads Road treatments include pavement resurfacing and rehabilitation. Medium strategic priority roads are major local roads, including non-arterial state roads. The 2018-19 expected outcome is higher than the 2018-19 target due to re-prioritising of sites for treatment. The 2019-20 target is lower than the 2018-19 target reflecting the area of medium strategic priority road planned for treatment in 2019-20. Road area treated – m2 (000) 50 519 778 608 low strategic priority roads Road treatments include pavement resurfacing and rehabilitation. Low strategic priority roads are minor roads or local roads, usually with low traffic volumes. The 2018-19 expected outcome is lower than the 2018-19 target due to more roads in the medium strategic importance category being prioritised for treatment. The 2019-20 target is lower than the 2018-19 target reflecting the area of low strategic priority road planned for treatment in 2019-20. Road network maintained – metropolitan lane-km 12 308 12 308 12 308 12 308 Road network maintained – regional lane-km 41 495 41 495 41 495 41 495 Quality Bridges that are acceptable for legal load per cent 99.6 99.6 99.6 99 vehicles – metropolitan Bridges that are acceptable for legal load per cent 99.6 99.6 99.6 99.8 vehicles – regional Road length meeting cracking standard – per cent 93.1 93.1 84.4 77.9 metropolitan Cracking is indicative of how waterproof a pavement is. The 2018-19 expected outcome is higher than the 2018-19 target due to significant investment in resurfacing metropolitan roads over the last two years. The 2019-20 target is higher than the 2018-19 target due to a significant increase in investment in resurfacing metropolitan roads over the last two years. Road length meeting cracking standard – per cent 96.7 96.7 99.3 96.3 regional Cracking is indicative of how waterproof a pavement is. The 2019-20 target reflects the 2018-19 expected outcome.

2019-20 Service Delivery Transport 343 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Road length meeting roughness per cent 92.3 92.3 92.6 93.2 standard – metropolitan Roughness is used to measure user ride quality. The 2019-20 target reflects the 2018-19 expected outcome. Road length meeting roughness per cent 95.8 95.8 95.5 96 standard – regional Roughness is used to measure user ride quality. The 2019-20 target reflects the 2018-19 expected outcome. Road length meeting rutting standard – per cent 94.6 94.6 96.5 96.4 metropolitan Rutting is indicative of how likely a pavement is to fail. The 2019-20 target reflects the 2018-19 expected outcome. Road length meeting rutting standard – per cent 97.4 97.4 97.8 97.8 regional Rutting is indicative of how likely a pavement is to fail. The 2019-20 target reflects the 2018-19 expected outcome. Traffic Signal Operational Availability per cent 99.96 99.94 99.96 99.96 This performance measure has been transferred from the Quantity to the Quality section as it reports on the quality of services provided by traffic signal locations. Traffic signal performance – per cent 97 94.73 97 95.21 communications (‘DA Alarm’) – vehicle detector connectivity to signals This performance measure has been transferred from the Quantity to the Quality section as it reports on the quality of services provided by vehicle detectors at traffic signals. DA alarms monitor the performance of vehicle detectors at traffic signals. Traffic signal performance – per cent 99.6 99.73 99.6 99.66 communications (‘Stop Talk’) – connectivity between different traffic signals This performance measure has been transferred from the Quantity to the Quality section as it impacts the quality of service provided to road users via efficient communication between traffic signals. Traffic signal performance directly impacts the safe and efficient movements of all road users. Timeliness Annual road maintenance program per cent 95 80 100 94 completed within agreed timeframes – metropolitan The 2018-19 expected outcome is lower than the 2018-19 target reflecting changes to the road maintenance program. The 2019-20 target is lower than the 2018-19 target reflecting anticipated road maintenance changes. Annual road maintenance program per cent 100 100 100 100 completed within agreed timeframes – regional Cost Total output cost $ million 631.9 638.5 622.5 634.0 The 2019-20 target is higher than the 2018-19 target due to additional funding provided for remediation works. Source: Department of Transport

344 Transport 2019-20 Service Delivery Transport Infrastructure (2019-20: $431.3 million) This output delivers strategic transport infrastructure activity to improve the transport system and create more productive and liveable cities and regions through improved transport services and better infrastructure. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Integrated transport planning to support number 4 6 6 6 urban renewal projects The 2019-20 target is lower than the 2018-19 target reflecting project alignment with the Department of Jobs, Precincts and Resources’ priority precincts. Major road improvement projects number 3 2 3 1 completed – metropolitan This performance measure has been transferred from the Road Operations output to be reported alongside other major transport infrastructure projects and programs. The 2018-19 expected outcome is lower than the 2018-19 target due to one project now being forecast to complete in the 2019-20 financial year due to expanded scope. Major road improvement projects number 2 2 3 1 completed – regional This performance measure has been transferred from the Road Operations output to be reported alongside other major transport infrastructure projects and programs. The 2018-19 expected outcome is lower than the 2018-19 target due to delays in contract award for one project. The 2019-20 target is lower than the 2018-19 target reflecting the number of projects scheduled for completion in 2019-20. Planning projects for other major number 5 5 5 5 transport infrastructure Quality Ballarat Line Upgrade – delivery – per cent 100 100 100 nm milestones delivered in accordance with agreed budget and timelines Level Crossing Removal Project – per cent 100 100 100 100 milestones delivered in accordance with agreed budget and timelines This performance measure has been transferred from the Quantity to Quality section to be consistent with other similar major transport infrastructure performance measures. Metro Tunnel Project – delivery – per cent 100 100 100 nm milestones delivered in accordance with agreed budget and timelines North East Link Project – per cent 100 100 100 nm milestones delivered in accordance with agreed budget and timelines This performance measure has been transferred from the Road Operations output and is now under the Quality section, to be reported alongside similar major transport infrastructure projects West Gate Tunnel Project – per cent 100 100 100 100 milestones delivered in accordance with agreed budget and timelines This performance measure has been transferred from the Road Operations output to be reported alongside similar major transport infrastructure projects. Cost Total output cost $ million 431.3 162.9 95.9 170.9 The 2018-19 expected outcome is higher than the 2018-19 target due to the allocation of funding between operating and capital costs in line with accounting standards. The 2019-20 target is higher than the 2018-19 target due to the impact of changes in accounting standards, and additional funding provided as part of the 2019-20 Budget. Source: Department of Transport

2019-20 Service Delivery Transport 345 Objective 4: Sustainably Managed Fish Resources This objective supports the development of sustainable fishing and aquaculture activities in Victoria and promotion of responsible fishing and fishing-related activities. On-ground management of fishing is provided by the Victorian Fisheries Authority (VFA), which works with a number of partners, local communities and industry to deliver positive outcomes that provide benefits to all Victorians. The VFA delivers a range of services including commercial and recreational licensing and quota management, education, enforcement, fishery monitoring and assessment, administration of recreational fishing grants and on-ground delivery of fishing-related election commitments. The departmental objective indicator is: • sustainability of assessed fish stocks.

Outputs

Sustainably Manage Fish Resources (2019-20: $41.6 million) This output creates the conditions to grow the natural resources economy by ensuring fish resources are sustainably allocated and used for both recreational and commercial purposes. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Community and stakeholder engagement number 10 13 10 17 information forums – Fisheries The 2018-19 expected outcome is higher than the 2018-19 target due to the Victorian Fisheries Authority specifically targeting a greater number of events in rural and regional Victoria. Complete stock assessment for key quota number 3 3 3 3 managed fish species Complete total allowable commercial number 3 3 3 3 catch setting processes for key quota managed fish species Develop, implement and review number 1 1 1 1 overarching fisheries compliance strategy Enhance levels of community number 1 750 2 000 1 500 1 861 participation in achieving fisheries compliance through calls to the 13FISH reporting line The 2018-19 expected outcome is higher than the 2018-19 target due to increased promotion of fishing activities and public awareness resulting from the Go Fishing Victoria - Target One Million Phase Two initiative. The 2019-20 target is higher than the 2018-19 target due to an increasing annual volume of calls to the 13FISH Fisheries Intelligence Reporting Line. Call volume is influenced by factors such as compliance operations, patrol patterns and seasonal conditions. Key fisheries managed in accordance with number 6 6 5 5 best practice management plans The 2018-19 expected outcome is higher than the 2018-19 target due to there being six management plans now declared: abalone, rock lobster, giant crab, freshwater fisheries, eel, and pipi. The 2019-20 target is higher than the 2018-19 target due to there now being six management plans.

346 Transport 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Minimum number of uniformed fisheries number 17 21 17 20 officers maintaining operational coverage for priority fishing activity periods, as defined by the Compliance Strategic Assessment The 2018-19 expected outcome is higher than the 2018-19 target due to favourable weather conditions coinciding with peak fishing periods throughout the year. Fisheries officers have focused their effort on managing this fishing effort resulting in higher than anticipated numbers of enforcement staff on duty. Native and salmonid fish stocked number 6 000 6 400 5 000 6 000 (thousand) The 2018-19 expected outcome is higher than the 2018-19 target due to a number of factors including an increase in supply, a reduction in the price of juveniles, improved conditions at the Snobs Creek Hatchery, and increased survival in the grow-out phase. The 2019-20 target is higher than the 2018-19 target due to funding provided through the 2019-20 Budget for the Go Fishing Victoria - Target One Million Phase Two initiative. Recreational fishing infrastructure number 6 nm nm nm improvements delivered New performance measure for 2019-20 to report on the number of recreational fishing infrastructure improvements delivered as part of the 2019-20 Budget funded initiative, Go Fishing Victoria - Target One Million Phase Two. Recreational fishing licences sold online per cent 80 75 75 75 as a proportion of total sales The 2019-20 target is higher than the 2018-19 target as the Victorian Fisheries Authority now manages online recreational fishing licence sales through Service Victoria. This has enabled efficiency gains and an improved customer experience. Undertake activities to detect, disrupt number 20 15 20 24 and dismantle serious or organised fisheries criminal entities (individuals or groups) The 2018-19 expected outcome is lower than the 2018-19 target which reflects the time allocated by the Victorian Fisheries Authority to major long-term investigations. Quality Key statutory obligations relevant to the per cent 100 100 100 90 Victorian Fisheries Authority complied with (tabling annual report, audits, business plan and board appointments) Timeliness Proportion of fisheries cost recovery per cent 100 100 100 100 levies reviewed and set prior to the commencement of the licensing year (1 April) Research project milestones and reports per cent 90 90 90 90 completed on time (Fisheries) Cost Total output cost $ million 41.6 37.6 34.0 nm The 2019-20 target is higher than the 2018-19 target due to the additional funding for the Go Fishing Victoria - Target One Million Phase Two initiative. The 2018-19 expected outcome is higher than 2018-19 target mainly due to additional funding provided for a number of initiatives. Source: Department of Transport

2019-20 Service Delivery Transport 347 DEPARTMENT OF TREASURY AND FINANCE

Ministerial portfolios The Department supports the ministerial portfolios of the Treasurer, Minister for Economic Development and Assistant Treasurer.

Departmental mission statement The Department of Treasury and Finance’s mission is to provide economic, financial and resource management advice to help the Victorian Government deliver its policies.

Departmental objectives

Optimise Victoria’s fiscal resources The Department of Treasury and Finance has a central role in providing high quality advice to Government on sustainable financial, resource and performance management policy and other key policy priorities; overseeing related frameworks; as well as leading the production of the State budget papers and reports of both financial and non-financial performance in the Victorian public sector. The Budget and Financial Advice output contributes to this objective by providing strategic, timely and comprehensive analysis and information to Government to support decision-making and reporting. The Revenue Management and Administrative Services to Government output contributes to this objective by providing revenue management and administration services across the various state-based taxes for the benefit of all Victorians.

Strengthen Victoria’s economic performance The Department of Treasury and Finance provides Government with advice on key economic and financial strategies and the implications of broader Government policies to increase economic productivity, competitiveness and equity across the Victorian economy. The Economic and Policy Advice output contributes to this objective by providing strategic, timely and comprehensive analysis and information to Government to support decision-making and reporting. The Economic Regulatory Services output contributes to this objective by providing economic regulation of utilities and other specified markets in Victoria to protect the long-term interests of Victorian consumers with regard to price, quality and reliability of essential services. The Invest Victoria output contributes to this objective by facilitating private sector investment in Victoria to strengthen innovation, productivity, job creation, and diversification of Victoria’s economy.

348 Treasury and Finance 2019-20 Service Delivery Improve how Government manages its balance sheet, commercial activities and public sector infrastructure The Department of Treasury and Finance develops and applies prudent financial and commercial principles and practices to influence and help deliver Government policies focused on overseeing the State’s balance sheet, major infrastructure and government business enterprises (public non-financial corporations (PNFC) sector and public financial corporations (PFC) sector). The Commercial and Infrastructure Advice output contributes to this objective by providing strategic, timely and comprehensive analysis and information to Government to support decision-making and reporting.

Deliver efficient whole of government common services The Department of Treasury and Finance assists government agencies by delivering integrated and client-centred common services that achieve value for the Victorian public sector. The Services to Government output contributes to this objective by delivering whole of government services, policies and initiatives in areas including procurement, fleet and accommodation.

Changes to the output structure The Department has made changes to its output structure for 2019-20, in addition to the machinery of government changes reflected in Table 2.1, as shown in the table below: 2018-19 outputs Reason 2019-20 outputs Jobs and Investment The Investment component of the Invest Victoria output was transferred to the Department as a result of machinery of government changes, and renamed Invest Victoria. Source: Department of Treasury and Finance

2019-20 Service Delivery Treasury and Finance 349 Output summary by departmental objectives The Department’s outputs and funding are provided in the table below. Detailed descriptions of objectives and outputs, together with key performance indicators, are presented in subsequent tables. ($ million) 2018-19 2018-19 2019-20 Variation (a) budget revised budget % Optimise Victoria’s fiscal resources Budget and Financial Advice 26.1 31.2 27.7 6.4 Revenue Management and Administrative Services to 128.8 138.8 140.8 9.3 Government Strengthen Victoria’s economic performance Economic and Policy Advice 27.1 31.4 32.6 20.1 Economic Regulatory Services 26.5 27.0 30.7 15.5 Invest Victoria na 55.2 137.8 na Improve how Government manages its balance sheet, commercial activities and public sector infrastructure Commercial and Infrastructure Advice 79.1 66.9 54.4 (31.2) Deliver efficient whole of government common services Services to Government 60.6 77.2 78.5 29.7 Total (b) 348.2 427.6 502.6 44.3 Source: Department of Treasury and Finance Notes: (a) Variation between the 2018-19 Budget and the 2019-20 Budget. Explanations for variations greater than five per cent are included in footnotes to the relevant output cost. (b) Table may not add due to rounding.

350 Treasury and Finance 2019-20 Service Delivery Amounts available The following tables detail the amounts available to the Department from Parliamentary authority and income generated through transactions. Table 2.16 outlines the Department’s income from transactions and Table 2.17 summarises the sources of Parliamentary authority available to the Department to fund the provision of outputs, additions to the net asset base, payments made on behalf of the State, and other sources expected to become available to the Department.

Table 2.16: Income from transactions ($ million) 2017-18 2018-19 2018-19 2019-20 actual budget revised budget (a) Output appropriations 299.8 349.2 416.6 493.9 Special appropriations ...... Interest 1.5 1.1 1.6 1.3 Sales of goods and services 187.3 188.3 185.3 190.6 Grants 1.9 2.9 2.9 8.1 Fair value of assets and services received free of charge or for 0.2 ...... nominal consideration Other income 28.1 32.2 36.3 35.2 Total income from transactions (b) 518.7 573.5 642.7 729.1 Source: Department of Treasury and Finance Notes: (a) Includes an estimated $176.8 million of non-public account contributions in 2019-20. (b) Table may not add due to rounding.

2019-20 Service Delivery Treasury and Finance 351 Table 2.17: Parliamentary authority for resources ($ million) 2018-19 2018-19 2019-20 budget revised budget Annual appropriations 6 646.4 4 311.9 8 226.3 Provision of outputs 340.6 379.2 467.4 Additions to the net asset base 3.6 2.6 2.6 Payments made on behalf of the State 6 302.1 3 930.1 7 756.3 Receipts credited to appropriations 8.5 18.5 26.0 Unapplied previous years appropriation .. 3.1 1.5 Provision of outputs .. 2.3 0.5 Additions to the net asset base .. 0.7 1.0 Payments made on behalf of the State ...... Gross annual appropriation 6 654.9 4 333.5 8 253.8 Special appropriations 2 338.4 2 357.6 2 351.0 Trust funds 3 644.0 3 690.2 3 832.4 Commonwealth Treasury Trust Fund (a) 3 443.8 3 479.9 3 626.1 Victorian Transport Fund (b) 88.1 92.9 60.5 Other (c) 112.0 117.5 145.7 Total parliamentary authority (d) 12 637.3 10 381.3 14 437.3 Source: Department of Treasury and Finance Notes: (a) The purpose of this trust primarily relates to the receipt of Commonwealth Government Grants to be on-passed to relevant departments. (b) The purpose of this trust primarily relates to the use of the funds received from the lease over the operations of the Port of Melbourne towards the removal of level crossings and other transport initiatives. (c) Includes inter-departmental transfers. (d) Table may not add due to rounding.

352 Treasury and Finance 2019-20 Service Delivery Departmental performance statement

Objective 1: Optimise Victoria’s fiscal resources Under this objective, the Department provides analysis and advice to Government on the management of Victoria’s fiscal resources to support decision-making and reporting for the benefit of all Victorians. The Department leads the development of financial policy advice to Government and the Victorian public sector through detailed analysis of key policy priorities including resource allocation, financial risk and government service performance, financial reporting frameworks, and the State’s budget position to inform and support the publication of key whole-of-state financial reports. The departmental objective indicators that support the Government to achieve its fiscal objectives are: • a net operating surplus consistent with maintaining general government net debt at a sustainable level; • general government net debt as a percentage of Gross State Product (GSP) to be maintained at a sustainable level; • agency compliance with the Standing Directions under the Financial Management Act 1994; and • advice contributes to the achievement of Government policies and priorities relating to optimising Victoria’s fiscal resources.

Outputs

Budget and Financial Advice (2019-20: $27.7 million) This output contributes to the provision of strategic, timely and comprehensive analysis and advice to Ministers, Cabinet and Cabinet Sub-Committees on: • Victorian public sector resource allocation; • departmental financial, output and asset delivery performance to support government in making decisions on the allocation of the State’s fiscal resources; and • departmental and agency funding reviews. This output maintains the integrity of systems and information for financial planning, management, monitoring and reporting of the State of Victoria via: • a best practice financial reporting framework, and whole-of-state management information systems, supporting financial reporting across the Victorian public sector; • publication of the State budget and financial reports, including quarterly, mid-year, annual and estimated financial reports; • publication of non-financial performance in the Victorian public sector; and • management of the Public Account operations.

2019-20 Service Delivery Treasury and Finance 353 This output develops and maintains cohesive financial and resource management frameworks that drive sound financial and resource management practices in the Victorian public sector by: • enhancing key frameworks to drive performance; • monitoring Victorian Public Sector (VPS) agencies’ compliance; • advising government and key stakeholders on financial and resource management and compliance issues; • ensuring that financial and resource management frameworks are established and complied with; • promoting continuous improvement in Victorian public sector resource allocation and management through regular reviews and updates to ensure the frameworks represent good practice; and • promoting awareness of financial management accountabilities and roles. This output contributes to the Department’s objective to optimise Victoria’s fiscal resources. The performance measures below compare targets and expected or actual results from the delivery of programs and services as part of this output: 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Number of funding reviews contributed to number 8 3 3 4 by DTF The 2019-20 target has increased to encompass expected funding reviews. Quality Variance of the revised estimate of State per cent ≤5.0 ≤5.0 ≤5.0 ≤5.0 budget expenditure This performance measure renames the 2018-19 performance measure ‘Accuracy of the revised estimate of State budget expenditure’ to better reflect the intent of the measure. Unqualified audit reports/reviews for the number 2 2 2 2 State of Victoria Financial Report and Estimated Financial Statements Recommendations on financial per cent 100 100 100 100 management framework matters made by PAEC and VAGO and supported by Government are actioned VPS stakeholder feedback indicates per cent 80 80 80 81.5 delivery of advice and information sessions supported the financial reporting framework across the VPS and supported the VPS to understand the financial management framework Business processes maintained to retain per cent 100 100 100 100 ISO 9001 (Quality Management Systems) Certification

354 Treasury and Finance 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Timeliness Delivery of advice to Government on per cent 100 100 100 100 portfolio performance within agreed timeframes Annual Budget published by date agreed date May 2020 May 2019 May 2019 May 2018 by Treasurer The 2019-20 State Budget which was originally scheduled for 30 April 2019 was deferred until 27 May 2019. Budget Update, Financial Report for the per cent 100 100 100 100 State of Victoria, Mid-Year Financial Report, and Quarterly Financial Reports are transmitted by legislated timelines Annual financial management compliance date By end 17 Dec By end 15 Dec report for the previous financial year is Feb 2020 2018 Feb 2019 2017 submitted to the Assistant Treasurer. This performance measure renames the 2018-19 performance measure ‘Annual financial management compliance report for the previous financial year is submitted to the Minister for Finance’ to accurately reflect Ministerial portfolio responsibilities. Cost Total output cost $ million 27.7 31.2 26.1 29.7 The higher 2019-20 target reflects an increase due to internal reprioritisation for additional policy and the whole of government resource information management system. The higher 2018-19 expected outcome reflects one-off funding for the whole of government resource information management system. Source: Department of Treasury and Finance

2019-20 Service Delivery Treasury and Finance 355 Revenue Management and Administrative Services to Government (2019-20: $140.8 million) This output provides revenue management and administrative services across the various state-based taxes in a fair and efficient manner for the benefit of all Victorians. By administering Victoria’s taxation legislation and collecting a range of taxes, duties and levies, this output contributes to the Department’s objective to optimise Victoria’s fiscal resources. The performance measures below compare targets and expected or actual results from the delivery of programs and services as part of this output: 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Revenue assessed from compliance per cent ≥95 100 ≥95 121 projects meets estimates Revenue collected as a percentage of per cent ≥99 99 ≥99 101 budget target Cost to collect $100 of tax revenue raised achieved/ achieved achieved achieved nm is less than the average of State and not Territory Revenue Offices achieved Compliance revenue assessed meets per cent ≥95 nm nm nm target New performance measure for 2019-20 to reflect new funding for the State Revenue Office Compliance Program Quality Customer satisfaction level per cent ≥85 96 ≥85 96 Business processes maintained to retain per cent 100 100 100 100 ISO 9001 (Quality Management Systems) Certification Ratio of outstanding debt to total revenue per cent <2 <2 <2 1.01 (monthly average) Objections received to assessments issued per cent <4 <4 <4 1.45 as a result of compliance projects Timeliness Revenue banked on day of receipt per cent ≥99 100 ≥99 100 Timely handling of objections per cent ≥80 82 ≥80 85 (within 90 days) Timely handling of private rulings per cent ≥80 86 ≥80 95 (within 90 days) Cost Total output cost $ million 140.8 138.8 128.8 106.1 The higher 2019-20 target reflects additional funding for a tax compliance program undertaken by the State Revenue Office. The higher 2018-19 expected outcome reflects additional one-off funding for the implementation of the annual municipal land valuations. Source: Department of Treasury and Finance

356 Treasury and Finance 2019-20 Service Delivery Objective 2: Strengthen Victoria’s economic performance Under this objective, the Department delivers advice on economic policy, forecasts, legislation and frameworks. It also supports Government by administering economic regulation of utilities and other specified markets in Victoria to protect the long-term interests of Victorian consumers with regard to price, quality, efficiency and reliability of essential services. The Department leads the development of advice to Government on key economic and financial strategies including regulatory reform, Government tax policy and intergovernmental relations to drive improvements in Victoria’s productive and efficient resource allocation, competitiveness and equity across the Victorian economy. Invest Victoria contributes to the Department’s objective to strengthen Victoria’s economic performance through facilitating private sector investment in Victoria. This is achieved through a focus on investments that strengthen innovation, productivity, job creation and diversification of Victoria’s economy. The departmental objective indicators are: • economic growth to exceed population growth as expressed by GSP per capita increasing in real terms (annual percentage change); • total Victorian employment to grow each year (annual percentage change); and • advice contributes to the achievement of Government policies and priorities relating to economic and social outcomes.

Outputs

Economic and Policy Advice (2019-20: $32.6 million) This output contributes to the Department’s objective to strengthen Victoria’s economic performance through increased productive and efficient resource allocation, competitiveness and equity by providing evidence, advice and engagement on: • medium and longer-term strategies to strengthen productivity, participation and the State’s overall competitiveness; • State tax and revenue policy; • intergovernmental relations, including the distribution of Commonwealth funding to Australian states and territories (including representation on various inter jurisdictional committees); • production of the economic and revenue forecasts that underpin the State budget; • economic cost benefit analysis, demand forecasting and evaluation of best practice regulatory frameworks; and • approaches for innovative, effective and efficient delivery of government services, including social services.

2019-20 Service Delivery Treasury and Finance 357 This output also provides advice on ways the Government can improve the business environment by the Commissioner for Better Regulation and Red Tape Commissioner: • reviewing Regulatory Impact Statements, Legislative Impact Assessments, and providing advice for Regulatory Change Measurements; • assisting agencies to improve the quality of regulation in Victoria and undertaking research into matters referred to it by the Government; • operating Victoria’s competitive neutrality unit; and • working with businesses and not-for-profit organisations to identify and solve red tape issues. The performance measures below compare targets and expected or actual results from the delivery of programs and services as part of this output: 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Economic research projects and papers number 8 8 5 5 completed that contribute to deeper understanding of economic issues and development of government policy The higher 2018-19 expected outcome and 2019-20 target are due to more research projects being undertaken during the reporting period to meet the needs of the Senior Executive Group and Ministers. High level engagement with non-Victorian number 20 54 20 55 Public Service stakeholder groups that contributes to public policy debate

The 2018-19 expected outcome is higher than the 2018-19 target reflecting an enhanced focus on engaging external stakeholders as part of the policy development process. Conduct biannual surveys to assess the number 2 2 2 2 impact of changes to Victorian regulations on business Accuracy of estimating State taxation percentage ≤5.0 ≤5.0 ≤5.0 5 revenue in the State budget variance Accuracy of estimating the employment percentage ≤1.0 ≤1.0 ≤1.0 0.77 growth rate in the State budget point variance Accuracy of estimating the gross state percentage ≤1.0 ≤1.0 ≤1.0 0.76 product rate in the State budget point variance Business processes maintained to retain per cent 100 100 100 100 ISO 9001 (Quality Management Systems) Certification The Office of the Commissioner for Better per cent 90 nm nm nm Regulation’s support for preparing Regulatory Impact Statements or Legislative Impact Assessments was valuable overall, as assessed by departments New performance measure for 2019-20 to reflect the quality of the Office of the Commissioner for Better Regulation’s support.

358 Treasury and Finance 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Proportion of people making inquiries to per cent 80 nm nm nm the Red Tape Unit who found it responsive and helpful New performance measure for 2019-20 to reflect quality of service provided by the Red Tape Unit. Timeliness Briefings on key Australian Bureau of per cent 100 100 100 100 Statistics economic data on day of release The Office of the Commissioner for Better per cent 90 nm nm nm Regulation’s advice on Regulatory Impact Statements or Legislative Impact Assessments was timely, as assessed by departments New performance measure for 2019-20 to reflect the timeliness of advice provided by the Office of the Commissioner for Better Regulation. Cost Total output cost $ million 32.6 31.4 27.1 28.7 The 2019-20 target is higher than the 2018-19 target due to internal reprioritisation and additional funding approved to achieve several policy initiatives including the Review of building and planning approvals processes. The 2018-19 expected outcome is higher than the 2018-19 target due to one-off funding for the review of building and planning process and system functions. Source: Department of Treasury and Finance

2019-20 Service Delivery Treasury and Finance 359 Economic Regulatory Services (2019-20: $30.7 million) This output provides economic regulation of utilities and other specified markets in Victoria to protect the long-term interests of Victorian consumers with regard to price, quality, reliability and efficiency of essential services. By providing these services, this output contributes to the Departmental objective to strengthen Victoria’s economic performance. The performance measures below compare targets and expected or actual results from the delivery of programs and services as part of this output: 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity New or revised regulatory instruments number 7 12 6 7 issued The higher 2019-20 target reflects new funding in the 2019-20 Budget for the Fairer Energy Regulation initiative. The 2018-19 expected outcome is higher than the 2018-19 target due to a higher number of new or revised regulatory instruments being issued than originally anticipated. Performance reports for regulated number 7 7 7 7 businesses or industries Performance reviews and compliance number 144 144 144 144 audits of regulated businesses Price approvals of regulated businesses number 22 22 39 24 The 2018-19 expected outcome is lower than the 2018-19 target due to a lesser requirement to perform price approvals of regulated businesses than originally anticipated (Lesser number of Local Government fee capping applications). The lower 2019-20 target reflects the number of businesses required to submit annual price or tariff proposals, consistent with the 2013 Determinations made by the Commission. Registration and accreditation number 5 000 4 400 6 000 4 167 decisions/approvals in relation to the Victorian Energy Efficiency Target Scheme The 2018-19 expected outcome is lower than the 2018-19 target as the forecast assumed activities would be at a higher number of smaller business and residential sites, whereas activities in the year to date are increasingly being completed at fewer larger and more complex business sites. The lower 2019-20 target reflects the change in the Victorian Energy Upgrade market resulting in fewer activities being submitted for approval which is consistent with 2017-18 and 2018-19. Reviews, investigations or advisory number 2 2 1 2 projects The higher 2019-20 target reflects new funding in the 2019-20 Budget for the Fairer energy regulation initiative. The 2018-19 expected outcome is higher than the 2018-19 target due to the requirement for the Essential Services Commission to develop a Victorian Default Offer (VDO). The VDO is a fair price for energy that all Victorian electricity retailers will be required to offer to all residential and small business customers. Compliance and enforcement activities – number 30 15 15 15 energy The higher 2019-20 target reflects new funding in the 2019-20 Budget for the Fairer Energy Regulation initiative. Setting of regulated price and tariffs number 1 nm nm nm New performance measure for 2019-20 to reflect new funding for the Fairer Energy Regulation initiative. Quality Decisions upheld where subject to review, per cent 100 100 100 100 appeal or disallowance Timeliness Delivery of major milestones within per cent 100 100 100 100 agreed timelines

360 Treasury and Finance 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Cost Total output cost $ million 30.7 27.0 26.5 24.4 The higher 2019-20 target reflects additional funding for the Fairer Energy Regulation initiative. The higher 2018-19 expected outcome is higher than the 2018-19 published budget due to additional funding received for the Essential Services Commission. Source: Department of Treasury and Finance

2019-20 Service Delivery Treasury and Finance 361 Invest Victoria (2019-20: $137.8 million) This output contributes to the Department’s objective to strengthen Victoria’s economic performance through facilitating private sector investment in Victoria. This is achieved through a focus on investments that strengthen innovation, productivity, job creation and diversification of Victoria’s economy. This output also provides support and advice to Government regarding growth by: • attracting new investment and encouraging additional investment by companies already operating in Victoria; • working with priority industry sectors; and • supporting innovation opportunities for businesses. The performance measures below compare targets and expected or actual results from the delivery of programs and services as part of this output: 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Jobs resulting from government number 5 200 6 400 5 000 6 510 investment facilitation services and assistance This performance measure is transferred directly from the Jobs and Investment Output in the former Economic Development, Jobs, Transport and Resources performance statement. The higher 2019-20 target is due to an advanced project pipeline with higher job outcomes than average. The 2018-19 expected outcome is higher than the 2018-19 target primarily due to a small number of projects with higher job outcomes than average. The Victorian Jobs and Investment Fund contributes to the 2019-20 target for this measure. New Australian/international regional number 12 19 9 18 headquarters of firms and/or research development centres attracted to Victoria This performance measure is transferred directly from the Jobs and Investment Output in the former Economic Development, Jobs, Transport and Resources performance statement. The 2018-19 expected outcome is higher than the 2018-19 target due to a number of ICT companies establishing their headquarters in Victoria. The higher 2019-20 target reflects recent performance and continued focus on headquarter and research centre attraction. The Victorian Jobs and Investment Fund contributes to the 2019-20 target for this measure. New investment resulting from $ million 2 300 2 300 2 300 2 469 government facilitation services and assistance This performance measure is transferred directly from the Jobs and Investment Output in the former Economic Development, Jobs, Transport and Resources performance statement. The Victorian Jobs and Investment Fund contributes to the 2019-20 target for this measure. Visits to the Invest Victoria website number 150 000 145 000 100 000 145 162 This performance measure is transferred directly from the Jobs and Investment Output in the former Economic Development, Jobs, Transport and Resources performance statement. The 2018-19 expected outcome is higher than the 2018-19 target due to increased interest in the content on the Invest Victoria website. The higher 2019-20 target reflects recent performance and increased awareness of the Invest Victoria website. Cost Total output cost $ million 137.8 55.2 na na The higher 2019-20 target reflects the full year estimate resulting from the machinery of government transfer from the former Department of Economic Development, Jobs, Transport and Resources in January 2019. Invest Victoria is a new output due to machinery of government changes. As such there is no 2018-19 target or 2017-18 actual. Source: Department of Treasury and Finance

362 Treasury and Finance 2019-20 Service Delivery Objective 3: Improve how Government manages its balance sheet, commercial activities and public sector infrastructure Under this objective, the Department delivers Government policies focused on overseeing the State’s balance sheet, major infrastructure and Government Business Enterprises by the delivery and application of prudent financial and commercial principles and practices. The Department leads the development of strategic commercial and financial advice to Government to support key decisions regarding the State’s financial assets and liabilities and infrastructure investment to drive improvement in public sector commercial and asset management and the delivery of infrastructure for the State of Victoria. The departmental objective indicators are: • High Value High Risk (HVHR) projects have had risks identified and managed through tailored project assurance, policy advice and governance to increase the likelihood that projects are completed within agreed timeframes, budget and scope; • Government Business Enterprises performing against agreed financial and non-financial indicators; and • advice contributes to the achievement of Government policies and priorities relating to Victoria’s balance sheet, commercial activities and public sector infrastructure.

Outputs

Commercial and Infrastructure Advice (2019-20: $54.4 million) This output contributes to the Department’s objective to improve how Government manages its balance sheet, commercial activities and public sector infrastructure by: • providing advice to Government and guidance to departments on infrastructure investment and other major commercial projects; • overseeing a range of commercial and transactional activities on behalf of Government, including providing governance oversight of Government Business Enterprises and advice to Government, departments and agencies relating to future uses or disposal of surplus government land, property, management of contaminated land liabilities, office accommodation for the public service, and management of the Greener Government Buildings Program; • providing advice and reports on the State’s financial assets and liabilities and associated financial risks, including the State’s investments, debts, unfunded superannuation, insurance claims liabilities and overseeing the registration and regulation of rental housing agencies; • providing commercial, financial and risk management advice to Government and guidance to departments regarding infrastructure projects including Partnerships Victoria projects and managing major commercial activities on behalf of Government; • overseeing potential commercialisation opportunities; and • producing budget and financial reporting data for Government Business Enterprise sectors.

2019-20 Service Delivery Treasury and Finance 363 The performance measures below compare targets and expected or actual results from the delivery of programs and services as part of this output: 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Develop and implement policy guidance number 116 94 83 48 and training, and infrastructure investment frameworks to govern and build capability to deliver infrastructure The higher 2019-20 target reflects additional project management and leadership training sessions managed by the Office of Projects Victoria. The 2018-19 expected outcome is higher than the 2018-19 target due to additional project management training sessions coordinated by the Office of Projects Victoria. Gateway reviews undertaken number 70 64 70 89 The 2018-19 expected outcome is lower than the 2018-19 target as some reviews are now expected in 2019-20 to match project schedules. Revenue from sale of surplus Government $ million 150 150 200 145.8 land including Crown land The 2018-19 expected outcome is lower than the 2018-19 target due to re-profiling of the land sales program between financial years. The lower 2019-20 target reflects the value of sites expected to be contracted in that financial year, based on identified surplus properties owned by government departments. Provision of PNFC/PFC financial estimates number 6 6 6 6 and actuals, along with commentary and analysis, for the State budget papers and financial reports Number of HVHR project assurance plans number 14 15 15 nm in place The lower 2019-20 target reflects the number of HVHR projects approved in the 2019-20 Budget. Quality Business processes maintained to retain per cent 100 100 100 100 ISO 9001 (Quality Management Systems) Certification Percentage of registered housing agencies per cent 90 90 90 98 assessed annually as meeting performance standards Credit agencies agree that the per cent 70 94 70 nm presentation and information provided support annual assessment The 2018-19 expected outcome is higher than the 2018-19 target due to the high quality of the presentation in terms of content, context, transparency and detail. Senior responsible owner agrees Gateway per cent 90 100 90 nm review was beneficial and would impact positively on project outcomes The 2018-19 expected outcome is higher than the 2018-19 target due to all senior responsible officers satisfied with the Gateway program.

364 Treasury and Finance 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Timeliness Advice provided to Government on board per cent 100 100 100 100 appointments at least three months prior to upcoming board vacancies Analysis and review of corporate plans per cent 90 100 90 95 within two months of receipt The 2018-19 expected outcome is higher than the 2018-19 target due to a continued focus on the timely review of corporate plans. Dividend collection in accordance with per cent 100 100 100 100 budget decisions Cost Total output cost $ million 54.4 66.9 79.1 74.5 The lower 2019-20 target is due to the cessation of one-off funding for the Asset Reform and Western Suburban Roads Package projects and the reallocation of capital asset charges to the Services to Government output. The lower 2018-19 expected outcome reflects the transfer of capital asset charges from the Commercial and Infrastructure Advice output to Services to Government. Source: Department of Treasury and Finance

2019-20 Service Delivery Treasury and Finance 365 Objective 4: Deliver efficient whole of government common services Under this objective, the Department delivers whole of government common services through working with business partners. The Department leads the delivery of integrated and client-centred whole of government services, policies and initiatives to achieve value for the Victorian public sector. Areas include procurement, fleet and accommodation. The departmental objective indicators are: • benefits delivered as a percentage of expenditure by mandated agencies under DTF-managed state purchase contracts, including reduced and avoided costs; • low vacancy rates for government office accommodation maintained; and • high quality whole of government common services provided to Government agencies, as assessed by feedback from key clients.

Outputs

Services to Government (2019-20: $78.5 million) The output contributes to the Department’s objective of delivering efficient whole of government common services to the Victorian public sector by: • developing and maintaining a framework of whole of government policies, standards and guidelines which promote the efficient and effective use of common services including procurement, fleet and accommodation; • managing a program of whole of government procurement contracts to ensure optimum benefit to government; • supporting the operations of the Victorian Government Purchasing Board; • providing whole of government office accommodation; and • providing efficient fleet leasing and management services.

366 Treasury and Finance 2019-20 Service Delivery The performance measures below compare targets and expected or actual results from the delivery of programs and services as part of this output: 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Total accommodation cost $ per m2 397 385 395 443 per year The higher 2019-20 target reflects the cost estimate for 2019-20. The 2018-19 expected outcome is lower than the 2018-19 target due to a timing issue in the data. The figure is calculated using the actual rent expense and the actual total portfolio net lettable area (NLA). There has been a significant increase in the NLA that may not yet be reflected in the rent expense (due to lease incentives that can include rent-free periods and rent reductions). Workspace ratio m2 per FTE 12.0 11.9 14.4 11.9 The lower 2019-20 target reflects the standard as outlined in the Victorian Office Accommodation Guidelines. The lower 2018-19 expected outcome of 11.9 sqm per FTE was sourced from the annual workspace ratio audit in May 2018. This result is consistent with the Victorian Office Accommodation Guidelines which recommends a maximum workspace density ratio of 12 sqm per FTE. Quality Client agencies’ satisfaction with per cent 70 78 78 70.6 the service provided by the Shared Service Provider The lower 2019-20 target reflects the decision to revert to the previous methodology of measuring the result as an overall percentage rather than a weighted average. The change in methodology from percentage to weighted average occurred in 2018-19. Following a review of the revised methodology, it is considered more accurate to use an overall percentage and maintain the previous target of 70 per cent. Business processes maintained to retain per cent 100 100 100 100 ISO 9001 (Quality Management Systems) Certification Cost Total output cost $ million 78.5 77.2 60.6 40.3 The higher 2019-20 target is due to the reallocation of capital asset charges from the Commercial and Infrastructure Advice output relating to DTF Government owned accommodation buildings. The higher 2018-19 expected outcome reflects the transfer of capital asset charges from the Commercial and Infrastructure Advice. Source: Department of Treasury and Finance

2019-20 Service Delivery Treasury and Finance 367 PARLIAMENT (INCLUDING THE VICTORIAN AUDITOR-GENERAL’S OFFICE AND THE PARLIAMENTARY BUDGET OFFICE) The Parliament of Victoria is an independent body that, through its elected representatives, is accountable to the Victorian community for the provision and conduct of representative government in the interests of Victorians. The Parliament of Victoria’s vision is to deliver apolitical, professional and innovative services which will support Victoria’s elected representatives and the Parliament as an institution to ensure the proper, effective and independent functioning of the Parliament.

Victorian Auditor-General’s Office Victoria’s Constitution Act 1975 provides that the Auditor-General is an independent officer of Parliament. For budgetary purposes, the Victorian Auditor-General’s Office is included as an output classification within Parliament. The main purpose of the Victorian Auditor-General’s Office is to provide assurance to Parliament on the accountability and performance of the Victorian public sector.

Parliamentary Budget Office Trusted fiscal, economic and financial advice.

Departmental objectives

Parliament The Departments of the Parliament of Victoria aim to: • support members to fulfil their roles; • protect the independence and integrity of Parliament; • inform and engage with the community; • engage with Victoria’s First People; and • ensure the organisational resilience and efficiency of Parliament.

Victorian Auditor-General’s Office The Victorian Auditor-General’s Office vision is for ‘Better lives for Victorians through our insights and influence’ and aims to: • increase our relevance – be more relevant by delivering credible and authoritative reports and advice about things that matter and will make a difference; • grow our influence – be valued for our independence and more influential because of the unique perspectives we provide; • invest in our people – enable high performance by our people through a supportive culture, professional development and collaboration; and • lead by example – model exemplary performance in everything we do.

368 Parliament 2019-20 Service Delivery Parliamentary Budget Office The Parliamentary Budget Office aims to: • provide advice that is independent, authoritative and credible; • provide services that are timely, relevant and understandable; and • inform policy development and debate in the Parliament and the community.

Output summary by departmental objectives The Department’s outputs and funding are provided in the table below. ($ million) 2018-19 2018-19 2019-20 Variation (a) budget revised budget % Legislative Council 19.8 20.0 21.2 7.1 Legislative Assembly 38.6 38.8 40.6 5.2 Parliamentary Services 116.6 115.9 127.9 9.7 Parliamentary Investigatory Committees 7.5 7.7 5.7 (24.0) Parliamentary Budget Office 3.3 4.1 3.3 0.0 Victorian Auditor-General’s Office 43.5 42.4 45.4 4.4 Total (b) 229.3 228.9 244.1 6.5 Source: Parliament of Victoria, Victorian Auditor-General’s Office and Parliamentary Budget Office Notes: (a) Variation between the 2018-19 Budget and the 2019-20 Budget. Explanations for variations greater than five per cent are included in footnotes to the relevant output cost. (b) Table may not add due to rounding.

Amounts available The following tables detail the amounts available to the Department from Parliamentary authority and income generated through transactions. Table 2.18 outlines the Department’s income from transactions and Table 2.19 summarises the sources of Parliamentary authority available to the Department to fund the provision of outputs, additions to the net asset base, payments made on behalf of the State, and other sources expected to become available to the Department.

2019-20 Service Delivery Parliament 369 Table 2.18: Income from transactions ($ million) 2017-18 2018-19 2018-19 2019-20 actual budget revised budget (a) Output appropriations 164.7 180.4 181.0 194.4 Special appropriations 39.4 49.4 49.4 49.6 Interest ...... Sales of goods and services 1.8 ...... Grants ...... Fair value of assets and services received free of charge or for ...... nominal consideration Other income (0.1) ...... Total income from transactions (b) 205.9 229.9 230.5 244.2 Source: Parliament of Victoria, Victorian Auditor-General’s Office and Parliamentary Budget Office

Notes: (a) There are no non-public account contributions in 2019-20. (b) Table may not add due to rounding.

Table 2.19: Parliamentary authority for resources ($ million) 2018-19 2018-19 2019-20 budget revised budget Annual appropriations 154.3 157.1 160.7 Provision of outputs 147.7 149.3 160.7 Additions to the net asset base 6.6 7.9 .. Payments made on behalf of the State ...... Receipts credited to appropriations 27.2 26.7 27.4 Unapplied previous years appropriation 5.9 5.5 6.3 Provision of outputs 5.9 5.0 6.3 Additions to the net asset base .. 0.5 .. Payments made on behalf of the State ...... Gross annual appropriation 187.4 189.4 194.4 Special appropriations 49.9 54.3 49.6 Trust funds 0.0 0.0 0.0 Total parliamentary authority (a) 237.4 243.8 244.1 Source: Parliament of Victoria, Victorian Auditor-General’s Office and Parliamentary Budget Office (a) Table may not add due to rounding.

370 Parliament 2019-20 Service Delivery Departmental performance statement The performance measures below compare targets and expected or actual results from the delivery of programs and services as part of these outputs.

Outputs

Legislative Council (2019-20: $21.2 million) This output involves the provision of procedural advice to Members of the Legislative Council including: processing of legislation; preparation of the records of the proceedings and documentation required for the sittings of the Council; provision of assistance to Parliamentary Committees; provision of information relating to the proceedings of the Council; and the enhancement of public awareness of Parliament. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Procedural References updated number 2 2 2 2 biannually Quality Bills and amendments processed per cent 100 100 100 100 accurately through all relevant stages and other business of the House conducted according to law, Standing and Sessional Orders Member satisfaction with accuracy, per cent 80 80 80 100 clarity and timeliness of advice Timeliness Documents tabled within time guidelines per cent 90 90 90 90 House documents and other Sitting per cent 95 95 95 100 related information available one day after sitting day Cost Total output cost $ million 21.2 20.0 19.8 16.2 The higher 2019-20 target reflects the transfer of funding from Parliamentary Investigatory Committees to Legislative Council under s31 of the Financial Management Act 1994 (FMA). Source: Parliament of Victoria

2019-20 Service Delivery Parliament 371 Legislative Assembly (2019-20: $40.6 million) This output involves the provision of procedural advice to Members of the Legislative Assembly including: processing of legislation; preparation of the records of the proceedings and documentation required for the sittings of the Assembly; provision of assistance to Parliamentary Committees; provision of information relating to the proceedings of the Assembly; and the enhancement of public awareness of Parliament. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Procedural References updated number 2 2 2 2 biannually Regional visits to schools to conduct number 5 5 5 6 Parliamentary role plays Quality Bills and amendments processed per cent 100 100 100 100 accurately through all relevant stages in compliance with constitutional requirements and standing orders Member satisfaction that advice is per cent 80 80 80 98 responsive, prompt, clear and objective Teacher satisfaction with tours of per cent 95 95 95 100 Parliament for school groups Timeliness Documents tabled within time guidelines per cent 90 90 90 100 House documents available one day after per cent 100 100 100 100 sitting day Online information relating to bills per cent 95 95 95 100 updated within one day Cost Total output cost $ million 40.6 38.8 38.6 31.8 The higher 2019-20 target reflects the transfer of funding from Parliamentary Investigatory Committees to Legislative Assembly under s31 of the FMA. Source: Parliament of Victoria

372 Parliament 2019-20 Service Delivery

Parliamentary Services (2019-20: $127.9 million) Parliamentary Services provides consultancy, advisory and support services in the areas of library, Hansard, education, human resources, finance, information technology, maintenance, grounds and facilities along with planning, implementation and management of capital projects, for the Parliament of Victoria. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Scheduled availability of IT systems per cent 99 99 99 99 (network, email, and windows file and print) Monthly budget management reports to number 12 12 12 12 MPs and departments within five business days after closing monthly accounts Percentage of parliamentary chamber per cent 99 99 99 100 proceedings captured on audio and video Provide MPs with an approved standard per cent 95 95 95 100 electorate office Quality Unqualified audit report for number 1 1 1 1 Parliamentary financial statements (previous year) Clients satisfied with quality of per cent 85 85 85 97 information provided by Library staff Maintain and secure the parliamentary per cent 95 95 95 100 precinct and have it available for legislative program Timeliness Indexes, records and speeches and per cent 90 90 90 92 transcripts provided within published timeframes This performance measure renames the 2018-19 performance measure ‘Indexes, records and speeches and transcripts provided within agreed timeframes’. The new measure reports on the same activity as the previous measure however, it has been amended for increased clarity. Payroll processing completed accurately per cent 99 99 99 100 and within agreed timeframes Cost Total output cost $ million 127.9 115.9 116.6 103.7 The higher 2019-20 target reflects additional funding approved as part of the 2019-20 Budget, including an increase in Members of Parliament electorate office and communication budgets, electorate office accommodation and Performance Audit of the Victorian Auditor-General’s Office. Source: Parliament of Victoria

2019-20 Service Delivery Parliament 373 Parliamentary Investigatory Committees (2019-20: $5.7 million) Joint Investigatory Committees are appointed pursuant to the Parliamentary Committees Act 2003 to inquire into and report on matters referred by either House or the Governor in Council, or which may be self-generated by a committee. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Reports tabled per annum number 28 15 15 30 The higher 2019-20 target reflects normal Committee activity after an election year. Quality Committee members satisfied that advice per cent 80 80 80 92 about procedure, research and administration is responsive, clear, objective and prompt Inquiries conducted and reports per cent 95 95 95 100 produced in compliance with procedural and legislative requirements Timeliness Reports tabled in compliance with per cent 95 95 95 100 procedural and legislative deadlines Cost Total output cost $ million 5.7 7.7 7.5 6.7 The lower 2019-20 target reflects the transfer of funding from Parliamentary Investigatory Committees to Legislative Council and Legislative Assembly under s31 of the FMA. Source: Parliament of Victoria

374 Parliament 2019-20 Service Delivery Parliamentary Budget Office (2019-20: $3.3 million) The Parliamentary Budget Office provides independent and confidential policy costing and advisory services to all Members of Parliament. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Number of requests number na >125 na 1 The 2018-19 expected outcome is higher than the 2018-19 target due to the 125 requests for election policy costings received July-November 2018 and the uncertain demand for services post-election. This performance measure renames the 2018-19 performance measure ‘Number of costing requests’. This new measure reports on all Parliamentary Budget Office service requests and not only costing requests. Request completion rate per cent 80 nm nm nm New performance measure for 2019-20 to report on the percentage of requests received that result in policy costing or advisory responses being prepared and provided to the Member of Parliament making the request. Quality Satisfaction of parliamentary stakeholders per cent 80 80 80 na This performance measure renames the 2018-19 performance measure ‘Satisfaction of parliamentary stakeholders with policy costings and financial advice’. This new measure reports on all Parliamentary Budget Office services including the full range of advice—fiscal, economic and financial. Timeliness Requests responded to by due date per cent 80 94 80 na The 2018-19 expected outcome is higher than the 2018-19 target and reflects that seven costing requests were not responded to during the election costing period. This performance measure renames the 2018-19 performance measure ‘Costing requests responded to by due date’. This new measure reports on all Parliamentary Budget Office service requests and not only costing requests. Cost Total output cost $ million 3.3 4.1 3.3 0.3 The 2018-19 expected outcome is higher than the 2018-19 target output cost due to the approval of additional unspent funds from 2017-18 for the setup of the office. Additional funds were used in 2018-19 to complete the office setup and provide surge resource capacity for the additional demand during the state election. Source: Parliamentary Budget Office

2019-20 Service Delivery Parliament 375 Victorian Auditor-General’s Office The purpose of the Victorian Auditor-General’s Office is to help the Parliament hold government to account and help the public sector to improve its performance. Under the Audit Act 1994, the Auditor-General audits financial statements prepared by Victorian public sector agencies and issues audit reports. In addition, the Auditor-General carries out performance audits to determine whether authorities, operations or activities are operating effectively, economically and efficiently in compliance with all relevant Acts.

Audit opinions on financial and performance statements (2019-20: $28.0 million) 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Average cost of audit opinions issued on $ thousand 5.2 5.2 5.1 5 performance statements The higher 2019-20 target reflects cost indexation and the effect of new accounting standards, partly offset by efficiencies from improved data analytics. Average cost of audit opinions issued on $ thousand 52.0 50.0 51.0 48.2 the financial statements of agencies The higher 2019-20 target reflects cost indexation and the effect of new accounting standards, partly offset by efficiencies from improved data analytics. Quality External/peer reviews finding no material per cent 100 tbc 100 59 departures from professional and regulatory standards The review process will be finalised in June 2019 and the actual result published in VAGO’s Annual Report 2018-19. Proportion of agencies disclosing prior per cent ≤5 ≤5 ≤5 1 period material errors in financial statements Timeliness Audit opinions issued within statutory per cent 98 98 98 98 deadlines Management letters to agencies issued per cent 90 90 90 81 within established timeframes Cost Total output cost $ million 28.0 26.6 27.3 27.6 The higher 2019-20 target reflects cost indexation and the effect of new accounting standards. Source: Victorian Auditor-General’s Office

376 Parliament 2019-20 Service Delivery Parliamentary Reports and Services (2019-20: $17.4 million) 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Quantity Average cost of Parliamentary reports $ thousand 519 525 509 484 The higher 2019-20 target reflects the performance audit program in the 2019-20 VAGO Annual Plan. Quality Percentage of performance audit per cent 80 83 80 80 recommendations accepted which are reported as implemented by audited agencies Overall level of external satisfaction with per cent 85 85 85 88 audit reports and services – Parliamentarians Timeliness Average duration taken to finalise days ≤20 15 ≤20 15 responses to inquiries from Members of Parliament (MPs) Average duration taken to produce months ≤9 9.4 ≤9 10.5 performance audit parliamentary reports Average duration taken to produce months ≤5 4.7 ≤5 4.8 financial audit parliamentary reports after balance date Cost Total output cost $ million 17.4 15.8 16.2 15.5 The higher 2019-20 target reflects cost indexation and the effect of new accounting standards. Source: Victorian Auditor-General’s Office

2019-20 Service Delivery Parliament 377 COURT SERVICES VICTORIA

Ministerial portfolios Victoria’s courts and tribunals are part of the ministerial portfolio of the Attorney-General.

Departmental mission statement Victoria’s courts and tribunals’ mission is to safeguard and maintain the rule of law through the fair, timely and efficient dispensing of justice. Victoria’s courts and tribunals are supported by Court Services Victoria, which is an independent statutory body established to provide administrative services and facilities to support Victorian courts, the Victorian Civil and Administrative Tribunal, the Judicial College of Victoria and the Judicial Commission of Victoria.

Departmental objectives

The fair, timely and efficient dispensing of justice Victoria’s courts and tribunals aim to: • provide equal access to justice; • ensure fairness, impartiality and independence in decision making; • follow processes that are transparent, timely and certain; • strive for leadership and best practice in court administration; and • strengthen links with the community. The Courts output contributes to this objective by delivering court and tribunal services, which provide access to the highest standard of justice for the community, and inspire public confidence in the rule of law.

Output summary by departmental objectives The Department’s outputs and funding are provided in the table below. Detailed descriptions of objectives, outputs, together with their key performance indicators are presented in subsequent tables. ($ million) 2018-19 2018-19 2019-20 Variation (a) budget revised budget % The fair, timely and efficient dispensing of justice Courts 615.8 634.9 666.7 8.3 Total 615.8 634.9 666.7 8.3 Source: Court Services Victoria Note: (a) Variation between the 2018-19 Budget and the 2019-20 Budget. Explanations for variations greater than five per cent are included in footnotes to the relevant output cost.

378 Courts 2019-20 Service Delivery Amounts available The following tables detail the amounts available to the Department from Parliamentary authority and income generated through transactions. Table 2.20 outlines the Department’s income from transactions and Table 2.21 summarises the sources of Parliamentary authority available to the Department to fund the provision of outputs, additions to the net asset base, payments made on behalf of the State, and other sources expected to become available to the Department. Table 2.20: Income from transactions ($ million) 2017-18 2018-19 2018-19 2019-20 actual budget revised budget (a) Output appropriations 378.4 432.1 446.8 471.9 Special appropriations 140.4 166.0 168.7 177.8 Interest ...... Sales of goods and services ...... Grants 24.7 17.6 19.4 17.0 Fair value of assets and services received free of charge or for (2.4) ...... nominal consideration Other income 0.6 ...... Total income from transactions (b) 541.7 615.7 634.8 666.7 Source: Court Services Victoria Notes: (a) There are no non-public account contributions in 2019-20. (b) Table may not add due to rounding.

Table 2.21: Parliamentary authority for resources ($ million) 2018-19 2018-19 2019-20 budget revised budget Annual appropriations 428.1 388.7 465.8 Provision of outputs 347.7 359.6 394.1 Additions to the net asset base 80.4 29.1 71.7 Payments made on behalf of the State ...... Receipts credited to appropriations 76.0 76.0 77.8 Unapplied previous years appropriation 22.1 13.6 .. Provision of outputs 8.5 11.2 .. Additions to the net asset base 13.6 2.5 .. Payments made on behalf of the State ...... Gross annual appropriation 526.2 478.3 543.6 Special appropriations 208.0 232.9 220.9 Trust funds 17.6 19.4 17.0 Victorian Civil and Administrative Tribunal Trust (a) 17.0 17.0 17.0 Other (b) 0.6 2.4 .. Total parliamentary authority (c) 751.8 730.6 781.4 Source: Court Services Victoria Notes: (a) The purpose of this trust primarily relates to funding the Victorian Civil and Administrative Tribunal’s Owners Corporation, Domestic Building, and Residential Tenancies lists. (b) Includes inter-departmental transfers. (c) Table may not add due to rounding.

2019-20 Service Delivery Courts 379 Departmental performance statement

Objective 1: The fair, timely and efficient dispensing of justice This objective delivers the fair, timely and efficient dispensing of justice for Victorians. It aims to provide equal access to justice for all, and ensure fairness, impartiality and independence in decision making. All processes followed by courts and tribunals are transparent, timely and certain for all parties. The delivery of this objective requires courts and tribunals to strive for leadership and best practice in court administration to dispense justice for Victorians, and engage with the community to strengthen their understanding of court procedure and confidence in the rule of law. The departmental objective indicators are: • clearance of criminal caseload (finalisations/lodgements); and • clearance of civil caseload (finalisations/lodgements).

Courts (2019-20: $666.7 million) This output delivers impartial and independent dispensing of justice across six jurisdictions: • Supreme Court of Victoria; • County Court of Victoria; • Magistrates’ Court of Victoria; • Children’s Court of Victoria; • Coroners Court of Victoria; and • Victorian Civil and Administrative Tribunal. Other areas that contribute to the achievement of this objective include functions that support the operation of each jurisdiction. These include: • corporate and service functions delivered by Court Services Victoria; • criminal recording and transcription services delivered by the Victorian Government Reporting Service; • judicial training and education delivered by the Judicial College of Victoria; and • investigative and other functions of the Judicial Commission of Victoria.

380 Courts 2019-20 Service Delivery The performance measures below compare estimates and expected or actual results from the delivery of court services by the six jurisdictions as part of this output. Some performance measures have corresponding measures in other reports, such as the Productivity Commission’s Report on Government Services. Despite similarities in names and descriptions of these measures, methodological differences between reports (such as counting rules) may lead to different results being published elsewhere. 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure estimate outcome estimate actual Quantity Average cost per case – Civil matters dollars 2 770 2 785 2 756 2 345 disposed in the Supreme Court The higher 2019-20 estimate reflects additional funding. Average cost per case – Civil matters dollars 7 371 6 832 6 147 5 963 disposed in the County Court The 2018-19 expected outcome is higher than the 2018-19 estimate due to a lower than expected number of finalisations. The higher 2019-20 estimate reflects additional funding and a revision of finalisation estimates. Average cost per case – Civil matters dollars 916 877 781 714 disposed in the Magistrates’ Court The 2018-19 expected outcome is higher than the 2018-19 estimate due to additional funding. The higher 2019-20 estimate reflects additional funding. Average cost per case – Family Division dollars 1 290 1 235 1 198 1 213 matters disposed in the Children’s Court The higher 2019-20 estimate reflects additional funding. Average cost per case – Civil matters dollars 872 852 787 823 disposed in the Victorian Civil and Administrative Tribunal The 2018-19 expected outcome is higher than the 2018-19 estimate due to a lower than expected number of finalisations. The higher 2019-20 estimate reflects additional funding and a revision of finalisation estimates. Average cost per case – Coronial matters dollars 4 291 4 222 3 688 3 376 disposed in the Coroners Court The 2018-19 expected outcome is higher than the 2018-19 estimate due to a lower than expected number of finalisations. The higher 2019-20 estimate reflects additional funding and a revision of finalisation estimates. Average cost per case – Criminal matters dollars 48 149 48 449 47 025 38 993 disposed in the Supreme Court The higher 2019-20 estimate reflects additional funding. Average cost per case – Criminal matters dollars 17 479 16 200 14 776 15 663 disposed in the County Court The 2018-19 expected outcome is higher than the 2018-19 estimate due to a lower than expected number of finalisations. The higher 2019-20 estimate reflects additional funding and a revision of finalisation estimates. Average cost per case – Criminal matters dollars 1 134 1 221 967 893 disposed in the Magistrates’ Court The 2018-19 expected outcome is higher than the 2018-19 estimate due to additional funding. The higher 2019-20 estimate reflects additional funding. Average cost per case – Criminal matters dollars 1 015 972 766 519 disposed in the Children’s Court The 2018-19 expected outcome is higher than the 2018-19 estimate due to a more significant reduction in criminal matters than estimated. The higher 2019-20 estimate reflects additional funding and a revision of finalisation estimates. Case clearance rate – Civil matters per cent 100 100 100 100.2 disposed in the Supreme Court (29 333/29 294) (28 278/28 211) The case clearance rate is calculated as (number of cases disposed/number of cases initiated).

2019-20 Service Delivery Courts 381 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure estimate outcome estimate actual Case clearance rate – Civil matters per cent 100 96 100 100.1 disposed in the County Court (5 648/5 877) (6 004/5 999) The case clearance rate is calculated as (number of cases disposed/number of cases initiated). Case clearance rate – Civil matters per cent 100 89 100 92.4 disposed in the Magistrates’ Court (58 356/65 840) (57 065/61 784) The case clearance rate is calculated as (number of cases disposed/number of cases initiated). The 2018-19 expected outcome is lower than the 2018-19 estimate due to a higher than expected number of intervention order and Victims of Crime Assistance Tribunal initiations. Case clearance rate – Family Division per cent 100 95 100 91.6 matters disposed in the Children’s Court (19 000/20 000) (18 461/20 149) The case clearance rate is calculated as (number of cases disposed/number of cases initiated). The 2018-19 expected outcome is lower than the 2018-19 estimate due to a higher than expected number of child protection applications. Case clearance rate – Civil matters per cent 100 98 100 97.9 disposed in the Victorian Civil and (83 156/85 060) (83 424/85 191) Administrative Tribunal The case clearance rate is calculated as (number of cases disposed/number of cases initiated). Case clearance rate – Coronial matters per cent 100 85.3 100 97.9 disposed in the Coroners Court (5 630/6 600) (6 500/6 642) The case clearance rate is calculated as (number of cases disposed/number of cases initiated). The 2018-19 expected outcome is lower than the 2018-19 estimate due to a lower than expected number of cases disposed due to caseload demands. Case clearance rate – Criminal matters per cent 100 92 100 96.5 disposed in the Supreme Court (565/615) (629/652) The case clearance rate is calculated as (number of cases disposed/number of cases initiated). The 2018-19 expected outcome is lower than the 2018-19 estimate due to a lower than expected number of cases disposed due to extended lengths of trial and shifting demands in the Trial Division. Case clearance rate – Criminal matters per cent 100 98 100 91.6 disposed in the County Court (5 558/5 672) (5 333/5 820) The case clearance rate is calculated as (number of cases disposed/number of cases initiated). Case clearance rate – Criminal matters per cent 100 105 100 99.4 disposed in the Magistrates’ Court (148 008/141 193) (158 014/158 926) The case clearance rate is calculated as (number of cases disposed/number of cases initiated). The 2018-19 expected outcome is higher than the 2018-19 estimate due to a lower than expected number of initiations. Case clearance rate – Criminal matters per cent 100 108 100 103.4 disposed in the Children’s Court (13 000/12 000) (13 317/12 873) The case clearance rate is calculated as (number of cases disposed/number of cases initiated). The 2018-19 expected outcome is higher than the 2018-19 estimate due to a lower than expected number of initiations. Case clearance rate – Family violence per cent 100 88 100 92.9 intervention orders disposed in the (35 423/40 381) (35 307/38 022) Magistrates’ and Children’s Courts The case clearance rate is calculated as (number of cases disposed/number of cases initiated). The 2018-19 expected outcome is lower than the 2018-19 estimate due to a lower than expected number of cases disposed, reflective of caseload growth.

382 Courts 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure estimate outcome estimate actual Quality Court file integrity in the Supreme Court – per cent 90 87 90 90 availability, accuracy and completeness Court file integrity in the County Court – per cent 90 96 90 96 availability, accuracy and completeness The 2018-19 expected outcome is higher than the 2018-19 estimate due to improved processes implemented during the year. Court file integrity in the Magistrates’ per cent 90 90 90 88 Court – availability, accuracy and completeness Court file integrity in the Children’s Court per cent 90 85 90 86.8 – availability, accuracy and completeness The 2018-19 expected outcome is lower than the 2018-19 estimate due to variation of registry practice. Court file integrity in the Coroners Court – per cent 90 68 90 87.6 availability, accuracy and completeness The 2018-19 expected outcome is lower than the 2018-19 estimate due to caseload demands. Court file integrity in the Victorian Civil per cent 90 85 90 83 and Administrative Tribunal – availability, accuracy and completeness The 2018-19 expected outcome is lower than the 2018-19 estimate but higher than the 2017-18 outcome and options for continued reform will be reviewed. Timeliness On-time case processing – Civil matters per cent 90 89 90 92 resolved or otherwise finalised within established timeframes in the Supreme Court On-time case processing – Civil matters per cent 90 90 90 87 resolved or otherwise finalised within established timeframes in the County Court On-time case processing – Civil matters per cent 80 80 80 81.1 resolved or otherwise finalised within established timeframes in the Magistrates’ Court On-time case processing – Family Division per cent 90 90 90 85.4 matters resolved or otherwise finalised within established timeframes in the Children’s Court On-time case processing – Civil matters per cent 90 90 90 88 resolved or otherwise finalised within established timeframes in the Victorian Civil and Administrative Tribunal On-time case processing – Coronial per cent 80 80 80 85.4 matters resolved or otherwise finalised within established timeframes in the Coroners Court On-time case processing – Criminal per cent 85 90 80 94 matters resolved or otherwise finalised within established timeframes in the Supreme Court The 2018-19 expected outcome is higher than the 2018-19 estimate due to a higher than expected number of Trial Division applications. Based on recent performance the Court has modified its estimate for 2019-20 from 80 per cent to 85 per cent.

2019-20 Service Delivery Courts 383 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure estimate outcome estimate actual On-time case processing – Criminal per cent 90 88 85 91 matters resolved or otherwise finalised within established timeframes in the County Court Based on recent performance the Court has modified its estimate for 2019-20 from 85 per cent to 90 per cent. On-time case processing – Criminal per cent 85 85 85 81.4 matters resolved or otherwise finalised within established timeframes in the Magistrates’ Court On-time case processing – Criminal per cent 90 90 90 90 matters resolved or otherwise finalised within established timeframes in the Children’s Court On-time case processing – Family violence per cent 90 90 90 91.6 intervention orders resolved or otherwise finalised within established timeframes in the Magistrates’ and Children’s Courts Cost Total output cost $ million 666.7 634.9 615.8 538.0 The higher 2019-20 estimate reflects additional funding. Source: Court Services Victoria

384 Courts 2019-20 Service Delivery APPENDIX A – OUTPUT PERFORMANCE MEASURES FOR REVIEW BY THE PUBLIC ACCOUNTS AND ESTIMATES COMMITTEE

DEPARTMENT OF EDUCATION AND TRAINING 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Early Childhood Development Timeliness Contribution to National Disability per cent 100 100 100 100 Insurance Scheme (NDIS) costs paid on time This performance measure is proposed to be discontinued as funding associated with scheduled State contributions to the NDIS is complete and funding for ongoing support packages is now reflected in the measure ‘Total number of children receiving Early Childhood Intervention Services’. Timely transfer of client data that per cent 100 100 100 100 complies with the agreed schedule and the National Disability Insurance Agency (NDIA) data standard to the NDIA This performance measure is proposed to be discontinued as all scheduled data transfers have been completed. Training, Higher Education and Workforce Development Quantity Number of students enrolled in number 322 000 265 974 322 000 292 270 government subsidised courses This performance measure relates to the calendar year. This performance measure is proposed to be discontinued because it does not provide substantively different insights to the ‘Number of government subsidised course enrolments’ performance measure. The 2018-19 expected outcome is lower than the 2018-19 target due to the continuing effects of lower training commencements in previous years impacting on continuing enrolments. Number of students enrolled in number 126 000 124 729 126 000 nm government subsidised courses in the TAFE Network This performance measure relates to the calendar year. This performance measure is proposed to be discontinued because it does not provide substantively different insights to the ‘Number of government subsidised course enrolments in the TAFE Network’ performance measure. The 2018-19 expected outcome is lower than the 2018-19 target due to the continuing effects of lower training commencements in previous years impacting on continuing enrolments.

2019-20 Service Delivery Appendix A 385 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Number of students without Year 12, number 14 700 11 527 14 700 13 662 Certificate II or above enrolled in foundation courses This performance measure relates to the calendar year. This performance measure is proposed to be discontinued, and replaced by the new performance measure ‘Number of government subsidised foundation module enrolments’. This new measure will provide a clearer alignment with policy priorities. The 2018-19 expected outcome is lower than the 2018-19 target due to the continuing effects of lower training commencements in previous years impacting on continuing enrolments. Participation rate of 15-24 year olds in per cent 15.9 12.7 15.9 13.9 government subsidised training and further education in Victoria This performance measure is proposed to be discontinued because the participation rate measure is impacted by Victorians’ engagement in school, higher education and employment, which are not funded through this output group. Government investment in training is directly measured through course enrolments. The 2018-19 expected outcome is lower than the 2018-19 target due to the continuing effects of lower training commencements in previous years impacting on continuing enrolments. Participation rate of 25-64 year olds in per cent 5.6 4.3 5.6 4.9 government subsidised training and further education in Victoria This performance measure is proposed to be discontinued because the participation rate measure is impacted by Victorians’ engagement in higher education and employment, which are not funded through this output group. Government investment in training is directly measured through course enrolments. The 2018-19 expected outcome is lower than the 2018-19 target due to the continuing effects of lower training commencements in previous years impacting on continuing enrolments. Proportion of government subsidised per cent 21.3 22.4 21.3 22.3 course enrolments by students eligible for fee concession This performance measure relates to the calendar year. This performance measure is proposed to be discontinued as it has been replaced by the 2019-20 performance measure ‘Number of government subsidised course enrolments by students eligible for fee concession’. Quality Number of government subsidised course number 108 000 90 267 108 000 93 343 completions This performance measure relates to the calendar year. Data for 2018-19 expected outcomes relate to the completions reported in the 2018 calendar year. This performance measure is proposed to be discontinued, as it has been replaced by the 2019-20 performance measure ‘Two-year completion rate for non-apprentice commencements in government subsidised Australian Qualifications Framework qualifications’. The 2018-19 expected outcome is lower than the 2018-19 target due to the continuing effects of lower training activity in previous years. Source: Department of Education and Training

386 Appendix A 2019-20 Service Delivery DEPARTMENT OF ENVIRONMENT, LAND, WATER AND PLANNING 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Environment and Biodiversity Quantity Area treated for biodiversity hectares 200 000 200 000 200 000 nm conservation in priority locations This performance measure is proposed to be discontinued as it has been replaced by four 2019-20 performance measures: ‘Hectares of weed control in priority locations’, ‘Hectares of pest predator control in priority locations’, ‘Hectares of pest herbivore control in priority locations’ and ‘Hectares of revegetation in priority locations for habitat connectivity’. These four new measures improve transparency by reporting on the individual components of conservation treatments, rather than one aggregated measure. Quality Delivery of key milestones for the per cent na 100 100 100 Keeping e-waste out of landfill program This performance measure is proposed to be discontinued as the Department has completed all of its milestones. Statutory Activities and Environment Protection Quantity Inspections that test compliance of number 250-300 250 250-300 278 licensed premises whose operations may represent a significant risk to the environment and human health This performance measure is proposed to be discontinued as it has been replaced by the 2019-20 performance measure ‘Inspections that assess premises compliance, including licenced premises, whose operations represent a significant risk to the environment and human health’. The new measure reflects the revised approach to the inspections program. The program has been reviewed to ensure it aligns with the risk-based approach to prioritising inspections under the Environment Protection Amendment Act 2018. Energy Timeliness Delivery of key milestones for the energy per cent 100 100 100 100 efficiency and productivity work program This performance measure is proposed to be discontinued as the two new performance measures created in 2018-19 ‘Certificates surrendered for greenhouse gas emissions reduction under the Victorian Energy Efficiency Target’ and ‘Inspections of newly built homes during construction for compliance with energy efficiency requirements’ provide more meaningful and tangible performance results that better demonstrate success of the program. Delivery of key milestones for the Solar per cent 100 100 100 100 Trams Program This performance measure is proposed to be discontinued as it has been replaced by the 2019-20 performance measure ‘Solar energy purchases sufficient to meet annual Melbourne tram network demand’. The new measure better reflects the extent to which the tram network demand will be offset by solar energy generation each year. Delivery of key milestones for the per cent 100 100 100 100 renewable energy work program This performance measure is proposed to be discontinued as it has been replaced by two 2019-20 performance measures: ‘Large-scale Generation Certificates procured under the Renewable Certificate Purchasing Initiative sufficient to meet annual electricity demand of participating government sites’ and ‘New renewable electricity generation capacity under the Victorian Renewable Energy Target 2017 Auction’. These two new measures better reflect the roll out of each initiative, as the projects within each initiative transition from development phase into operational phase. Delivery of key milestones for the Smart per cent 100 100 100 100 System, Microgrid and Storage trials program This performance measure is proposed to be discontinued as it has been replaced by the 2019-20 performance measure ‘Microgrid projects completed under the Microgrid Demonstration Initiative (including the Latrobe Valley Microgrid program)’. The new measure better reflects the roll out of this initiative.

2019-20 Service Delivery Appendix A 387 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Facilitate the delivery of key energy per cent 100 100 100 100 technology innovation milestones in line with grant agreements This performance measure is proposed to be discontinued as it has been replaced by the 2019-20 performance measure ‘New Energy Jobs Fund projects completed’. The new measure better reflects the rollout of the New Energy Jobs Fund grant agreements. Land Use Victoria Quantity Planning certificates issued number 60 70 60 66.8 (thousand) This performance measure is proposed to be discontinued as a result of the commercialisation of part of the land registration services. The 2018-19 expected outcome is higher than the 2018-19 target due to property search activity remaining consistent despite a downturn in property market activity. Proportion of title searches supplied per cent 98 99 98 99 (remotely) online This performance measure is proposed to be discontinued as a result of the commercialisation of part of the land registration services. Title searches supplied number 2 400 2 400 2 400 2 413 (thousand) This performance measure is proposed to be discontinued as a result of the commercialisation of part of the land registration services. Property reports generated online number 1.4 2.1 3.9 3.82 (million) This performance measure is proposed to be discontinued because it is no longer relevant. The performance measure was introduced in 2009-10 to demonstrate the uptake of online property report services when Land Channel, the system that generates online property reports, was first introduced. Property reports can now only be generated online and paper-based property report services are no longer available. The 2018-19 expected outcome is lower than the 2018-19 target due to a change in calculation method from 1 February 2019, which includes the consolidation of the previously separate Planning Property Report and the Bush Fire Prone Area Property Report into one report with enhanced information, reducing the overall expected number of reports. The lower 2019-20 target reflects the change in calculation method and the downturn in the property over January, February and March 2019. Planning, Building and Heritage Quantity Building permits inspected by the per cent na 10 5 nm Victorian Building Authority to identify use of non-compliant cladding materials This performance measure is proposed to be discontinued as it has been replaced with the 2019-20 performance measure ‘Building permits inspected by the Victorian Building Authority’. The new measure reflects the Victorian Building Authority’s overall performance as a regulator and ensures that building practitioners are compliant with all aspects of the Building Act 1993 and the Building Regulations 2018. Timeliness Precinct Structure Plans completed to date na Dec 2018 Dec 2018 nm enable rezoning of land with the capacity to deliver a total of 40 000 lots This performance measure is proposed to be discontinued as the Victorian Planning Authority’s 100 000 Lots program will be completed. The 40 000 lots delivered by December 2018 completes the program, with 60 000 lots having been delivered prior to the performance measure being introduced as part of the 2018-19 Budget.

388 Appendix A 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Local Government Quantity Victorian councils participating in per cent na 80 80 100 emergency management planning in collaborative partnerships as part of the Municipal Emergency Management Enhancement Groups This performance measure is proposed to be discontinued due to a shift in the focus of service. Local Government Victoria will only provide basic support services to the Municipal Emergency Management Enhancement Groups moving forward, but will be re-designing its engagement strategy with councils in relation to emergency management to be more effective and better align to changes within the emergency management sector. Quality Submissions that fully meet the per cent na 90 90 nm objectives within the Rural and Regional Councils Transformation – Regional Collaboration Fund program guidelines This performance measure is proposed to be discontinued as the program was for the 2018-19 year only. Timeliness Municipal Emergency Resource Program per cent 100 100 100 100 grant payments made within 21 days of completion of agreed milestones in the funding agreement This performance measure is proposed to be discontinued as it has been replaced with the 2019-20 performance measure ‘Average number of days for Municipal Emergency Resource Program payments to be made following completion of agreed milestones in the funding agreement’. The new measure is more transparent on reporting the timeliness of grant payments. Public Library Services grant payments per cent 100 100 100 100 made within 21 days of completion of agreed milestones in the funding agreement This performance measure is proposed to be discontinued as it has been replaced with the 2019-20 performance measure ‘Average number of days for Public Library Service Grant payments to be made following completion of agreed milestones in the funding agreement’. The new measure is more transparent on reporting the timeliness of grant payments. Source: Department of Environment, Water, Land and Planning

2019-20 Service Delivery Appendix A 389 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Fire and Emergency Management Quantity Community-based bushfire management number 5 5 5 5 plans prepared for high risk communities This performance measure is proposed to be discontinued as it has been replaced by the 2019-20 quality performance measure ‘Proportion of Community Based Bushfire Management partnerships rated as high functioning’. The new measure will rate the effectiveness of the partnership between agencies and communities in achieving agreed objectives and outcomes, rather than count the number of plans prepared. Bushfire management engagement plans number 12 12 12 12 developed and implemented for high risk communities This performance measure is proposed to be discontinued as it has been replaced by the 2019-20 quality performance measure ‘Proportion of Community Based Bushfire Management partnerships rated as high functioning’. The new measure will rate the effectiveness of the partnership between agencies and communities in achieving agreed objectives and outcomes, rather than count the number of engagement plans. Length of strategic fire access roads and km 1 000 900 1 500 709 fuel breaks treated to manage safety risks posed by dangerous trees This performance measure is proposed to be discontinued as it has been replaced by the 2019-20 performance measure ‘Planned risk reduction works on Victoria’s Strategic Road Network delivered’. The new measure better reflects the new delivery model for the Reducing Bushfire Risk program, which integrates hazardous tree removal, vegetation management and roading maintenance. The 2018-19 expected outcome is lower than the 2018-19 target as the new delivery model for Reducing Bushfire Risk delivers a broader scope of works but less overall kilometres of dangerous trees works. The lower 2019-20 target reflects the new delivery model. Source: Department of Environment, Land, Water and Planning

390 Appendix A 2019-20 Service Delivery DEPARTMENT OF HEALTH AND HUMAN SERVICES 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Drug Treatment and Rehabilitation Quality Percentage of residential rehabilitation per cent 50 50 50 43 courses of treatment greater than 65 days This performance measure is proposed to be discontinued and replaced with the new performance measure ‘Percentage of residential rehabilitation clients remaining in treatment for ten days or more’. The existing measure no longer reflects current clinical practice and the new measure is a better indicator of successful engagement with residential rehabilitation clients. Successful courses of treatment number 6 351 6 133 6 133 6 213 (episodes of care): residential-based drug treatment services This performance measure is proposed to be discontinued and replaced with the new performance measure ‘Percentage of residential withdrawal clients remaining in treatment for two days or more’. The new measure indicates the successful engagement of residential withdrawal clients. The 2019-20 target has been increased to reflect new residential rehabilitation beds becoming operational. Timeliness Average working days between screening days 3 3 3 0 of client and commencement of community-based drug treatment This performance measure is proposed to be discontinued and replaced with the new performance measure ‘Median wait time between intake and assessment’ as the new measure provides greater transparency regarding the key transition points in the alcohol and drug treatment system. Average working days between screening days 6 6 6 5 of client and commencement of residential-based drug treatment This performance measure is proposed to be discontinued and replaced with the new performance measure ‘Median wait time between intake and assessment’ as the new measure provides greater transparency regarding the key transition points in the alcohol and drug treatment system. Seniors Programs and Participation New University of the Third Age (U3A) number 45-60 46 45-60 46 programs funded This performance measure is proposed to be discontinued and replaced with the new performance measure ‘New University of the Third Age membership growth’ as any new funding agreement with the Universities of the Third Age Network Victoria for the period from 1 July 2019 onwards is not expected to include funding for program development grants. Child Protection and Family Services Number of children receiving an intensive number 1 400 1 400 1 400 1 468 support service This performance measure is proposed to be discontinued and replaced by the 2019-20 performance measure ‘Number of families receiving an intensive support service’ to more accurately reflect intensive family support service targets and delivery. Concessions to Pensioners and Beneficiaries Number of clients receiving trustee number 14 600 14 793 14 600 14 960 services This measure is proposed to be discontinued and replaced by the new measure ‘Number of Utility Relief Grants granted to households’. This is a better measure of the Department’s role as a safety net for low-income households with mains electricity, gas or water bills that are overdue due to a temporary financial crisis. Disability Services Clients who have had a comprehensive per cent na 95 90 na health status review This performance measure is proposed to be discontinued as all clients will have transitioned to the NDIS. The 2018-19 expected outcome is higher than the 2018-19 target due to the department’s work in actively monitoring client health status and conducting timely reviews.

2019-20 Service Delivery Appendix A 391 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Support plans reviewed at least once per cent na 100 100 na during each period of three years commencing from when the support plan was first prepared (accommodation supports) This performance measure is proposed to be discontinued as these services are being transferred to the NDIS. Support plans reviewed at least once per cent na 91 100 96.5 during each period of three years commencing from when the support plans was first prepared (individualised supports) This performance measure is proposed to be discontinued as these services are being transferred to the NDIS. The 2018 19 expected outcome is lower than the 2018 19 target due to clients earmarked for NDIS transition not having their individualised supports reviewed since their NDIS planning is imminent. Support plans reviewed every 12 months per cent na 100 100 na for persons residing in residential institutions This performance measure is proposed to be discontinued as all clients will have moved into new supported accommodation with the closure of the last residential institution. Proportion of clients whose support is per cent na 85 85 93.8 commenced within departmental timelines This performance measure is proposed to be discontinued as these services are being transferred to the NDIS and no longer delivered by the State Government. Support plans prepared within 60 days of per cent na 100 100 na the person commencing to regularly access the disability services (accommodation supports) This performance measure is proposed to be discontinued as these services are being transferred to the NDIS. Support plans prepared within 60 days of per cent na 100 100 87.5 the person commencing to regularly access the disability services (individualised supports) This performance measure is proposed to be discontinued as these services are being transferred to the NDIS. Percentage of Supported Independent per cent na 100 100 87.5 Living (SIL) services vacancies filled within 60 business days This performance measure is proposed to be discontinued as these services are being transferred to the NDIS. Admitted Services Quality Hospitals participating in Victorian per cent 100 100 100 100 Hospital Acquired Infection Surveillance System (VICNISS) This performance measure is proposed to be discontinued as it reflects data compliance, not quality nor safety of care. Every health service achieves 100 per cent compliance.

392 Appendix A 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Non-admitted Services Quantity Completed post-acute episodes number 51 300 52 300 44 700 52 815 This performance measure is proposed to be discontinued as the way the service is delivered has changed. The activity is now undertaken as part of the Health Independence Program, which covers components that focus on improving and optimising people’s function and participation in activities of daily living. Acute episodes will continue to be measured through the existing measures ‘Health Independent Program direct contacts’ and ‘Sub-acute Separations’ performance measures. The 2018-19 expected outcome is higher than the 2018-19 target due to increased demand. Health Protection Quantity Women screened for cervical cancer number 570 000 543 000 570 000 511 249 This performance measure is proposed to be discontinued as the Commonwealth will be assuming responsibility for funding the activity. Victoria will access information from the National Cancer Screening Register regarding Victorian women, which will guide policy and planning and inform state-based projects. Information relating to Victorian women will continue to be publicly available through published reports by the Australian Institute of Health and Welfare and the National Cancer Screening Register (both commissioned by the Commonwealth), including data specific to Victorian participation in the program. The 2018-19 expected outcome is lower than the 2018-19 target. This expected outcome may be affected by some laboratories reporting only to the National Cancer Screening Register rather than also to the parallel DHHS register. Timeliness Participation rate of women in target age per cent 62 57.8 62 58.7 range screened for cervical cancer This performance measure is proposed to be discontinued as the Commonwealth will be assuming responsibility for funding the activity. Victoria will access information from the National Cancer Screening Register regarding Victorian women, which will guide policy and planning and inform state-based projects. Information relating to Victorian women will continue to be publicly available through published reports by the Australian Institute of Health and Welfare and the National Cancer Screening Register (both commissioned by the Commonwealth), including data specific to Victorian participation in the program. Source: Department of Health and Human Services

2019-20 Service Delivery Appendix A 393 DEPARTMENT OF JOBS, PRECINCTS AND REGIONS 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Jobs Quantity Client satisfaction with services delivered per cent na 85 85 93 to support industry transition This performance measure is proposed to be discontinued as the Automotive Transition Plan initiative is now complete. Industry, Innovation and Small Business Quantity Companies and industry associations number na 180 100 110 supported by the Future Industries Fund The 2018-19 expected outcome is higher than the 2018-19 target due to the maturation of Future Industries Fund-funded grants, higher than anticipated take up of the Boost Your Business voucher program and strong demand from industry. This performance measure is proposed to be discontinued as the Future Industries Fund is now complete. Major research and evaluation projects number 6 6 6 7 completed This performance measure is proposed to be discontinued as it is an operational activity internal to the Department that does not measure service delivery. Priority Precincts and Suburban Development Quantity Number of economic projects in delivery number 15 15 15 15 This performance measure is proposed to be discontinued to ensure alignment to government priorities. New performance measures have been developed to more accurately reflect the activities associated with the new Priority Precincts portfolio (‘Priority precincts in the design or delivery phase’, ‘Integrated Precinct Plans in place for priority precincts in the design or delivery phase’, ‘Delivery of financial obligations for departmental Public Private Partnership projects in accordance with contractual timelines’). Quality Economic projects being delivered in number 10 10 10 10 accordance with contracted cost (within 5 per cent variation) This performance measure is proposed to be discontinued to ensure alignment to government priorities. New performance measures have been developed to more accurately reflect the activities associated with the new Priority Precincts portfolio (‘Priority precincts in the design or delivery phase’, ‘Integrated Precinct Plans in place for priority precincts in the design or delivery phase’, ‘Delivery of financial obligations for departmental Public Private Partnership projects in accordance with contractual timelines’). Economic projects being delivered in number 10 10 10 10 accordance with contracted scope This performance measure is proposed to be discontinued to ensure alignment to government priorities. New performance measures have been developed to more accurately reflect the activities associated with the new Priority Precincts portfolio (‘Priority precincts in the design or delivery phase’, ‘Integrated Precinct Plans in place for priority precincts in the design or delivery phase’, ‘Delivery of financial obligations for departmental Public Private Partnership projects in accordance with contractual timelines’). Timeliness Economic projects being delivered in number 10 10 10 10 accordance with contracted timelines (within 5 per cent variation) This performance measure is proposed to be discontinued to ensure alignment to government priorities. New performance measures have been developed to more accurately reflect the activities associated with the new Priority Precincts portfolio (‘Priority precincts in the design or delivery phase’, ‘Integrated Precinct Plans in place for priority precincts in the design or delivery phase’, ‘Delivery of financial obligations for departmental Public Private Partnership projects in accordance with contractual timelines’).

394 Appendix A 2019-20 Service Delivery 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Fishermans Bend Employment Precinct date na Jun 2019 Jun 2019 nm plan finalised This performance measure is proposed to be discontinued as the Fishermans Bend Employment Precinct Plan will be completed in 2018-19. Five-year Plans for Jobs, Services and per cent na 100 100 100 Infrastructure endorsed This performance measure is proposed to be discontinued to ensure alignment to government priorities, as the Department will not be producing a 2019 five-year plan while it works to reset the purpose and objective of the plans. Creative Industries Portfolio Agencies Quantity Users/attendances at all agencies number 10 700 11 200 10 700 13 170 (thousand) This performance measure is proposed to be discontinued as it has been replaced by the 2019-20 performance measures ‘Users/attendances at Arts Centre Melbourne’, ‘Users/attendances at Australian Centre for the Moving Image’, Users/attendances at Geelong Performing Arts Centre’, ‘Users/attendances at Melbourne Recital Centre’, ‘Users/attendances at Museums Victoria’, ‘Users/attendances at National Gallery of Victoria’ and ‘Users/attendances at State Library Victoria’, which report on user/attendances at the individual agencies. This reflects a recommendation from the Public Accounts and Estimates Committee. Sport, Recreation and Racing Timeliness Annual Community Sport and Recreation date Jun 2020 Feb 2019 Jun 2019 Mar 2018 Awards held This performance measure is proposed to be discontinued as it did not adequately measure the value of the event. It has been replaced by the 2019-20 performance measure ‘Community Sport and Recreation Award nominations received’, which is an improved measure capturing the impact across the sector of these awards. Agriculture Quantity Client interactions with land health number 1 700 1 700 1 700 1 742 services This performance measure is proposed to be discontinued as it is consolidated under the new 2019-20 performance measure ‘Clients engaged with agriculture services’. The new measure reflects the more integrated delivery of farm-focused agricultural services provided by the department. Clients engaged with agriculture number 3 910 3 910 3 910 4 638 productivity services This performance measure is proposed to be discontinued as it is consolidated under the new 2019-20 performance measure ‘Clients engaged with agriculture services’. The new measure reflects the more integrated delivery of farm-focused agricultural services provided by the department. Strategies developed to overcome number 7 7 7 7 identified trade barriers This performance measure is proposed to be discontinued as it has been replaced by the 2019-20 performance measure ‘Strategic agriculture industry development and regulatory policy briefings’ which more broadly reflects Government priorities to position Victoria for continued agriculture sector growth, including boosting food and fibre exports. Timeliness Animal health certificates issued within per cent 95 95 95 100 specified timeframes to support international market access This performance measure is proposed to be discontinued as it has been replaced by the 2019-20 performance measure ‘Animal and plant certificates issued within specified timeframes to support domestic and international market access’ to consolidate into a single performance measure that provides coverage of major biosecurity market access certification activities.

2019-20 Service Delivery Appendix A 395 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Plant health certificates issued within per cent 95 95 95 99 specified timeframes at the Melbourne Wholesale Fruit and Vegetable Market to support domestic market access This performance measure is proposed to be discontinued as it has been replaced by the 2019-20 performance measure ‘Animal and plant certificates issued within specified timeframes to support domestic and international market access’ to consolidate into a single performance measure that provides coverage of major biosecurity market access certification activities. Source: Department of Jobs, Precincts and Regions

396 Appendix A 2019-20 Service Delivery DEPARTMENT OF JUSTICE AND COMMUNITY SAFETY 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Policing and Crime Prevention Quality Proportion of drivers tested who comply per cent 99.5 99.9 99.5 99.9 with alcohol limits Victoria Police proposes to discontinue this measure in 2019-20 following the investigation into the falsification of preliminary breath testing and recommendation to end the perverse situation of proactive drink driving enforcement not aiming to achieve more than the 0.5 per cent positive outcome. Prisoner Supervision and Support Quantity Average daily prison utilisation rate of per cent 90-95 91.5 90-95 89.6 total prison capacity This performance measure is proposed to be discontinued and replaced with two new 2019-20 measures: ‘Average daily male prison utilisation rate of total male prison capacity’; and ‘Average daily female prison utilisation rate of total female prison capacity’. The new performance measures report on the same activity as the previous measure, but have been amended for increased clarity Total annual daily average of prisoners number 8 120- 8 189 7 850- 7 258 8 570 8 290 This performance measure is proposed to be discontinued and replaced with two new 2019-20 measures: Annual daily average number of male prisoners Annual daily average number of female prisoners The new performance measures report on the same activity as the previous measure, but have been amended for increased clarity Victims and Community Support Services Quantity Diversion initiatives established to number 35 35 35 39 support the Koorie community This performance measure is proposed to be discontinued as it has been replaced by the 2019-20 performance measure ‘Grant and program funding administered by the Koorie Justice Unit provided to Aboriginal Community Controlled Organisations (ACCOs)’. The new measure monitors investment in ACCOs and more meaningfully supports the implementation of self- determination policy commitments. Gambling, Liquor and Racing Quantity Office of Liquor and Gaming and Racing number 700 351 700 518 briefings processed This performance measure is proposed to be discontinued due to machinery of government changes. With the Racing portfolio being transferred to the Department of Jobs, Precincts and Regions (DJPR) effective 1 January 2019, the 2018-19 measure is no longer meaningful as it was mainly driven by the number of briefings received which related to the Racing portfolio. The 2018-19 expected outcome is lower than the 2018-19 target due to the briefings relating to the Racing portfolio not being counted after 1 January 2019 due to the machinery of government changes Liquor and gambling inspections number 10 000 10 000 10 000 12 339 completed by the VCGLR – metropolitan This performance measure is proposed to be discontinued as it has been replaced with two new 2019-20 measures: ‘Liquor inspections completed by the VCGLR – metropolitan’; and ‘Gambling inspections completed by the VCGLR – metropolitan’. The new performance measures report on the same activity as the previous measure, but have been amended for increased clarity.

2019-20 Service Delivery Appendix A 397 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Liquor and gambling inspections number 2 000 3 000 2 000 2 031 completed by the VCGLR – regional This performance measure is proposed to be discontinued as it has been replaced with two new 2019-20 measures: ‘Liquor inspections completed by the VCGLR – regional’; and ‘Gambling inspections completed by the VCGLR – regional’. The new performance measures report on the same activity as the previous measure, but have been amended for increased clarity. The 2018-19 expected outcome is higher than the 2018-19 target mainly due to the operations of the new regional hubs which involves the collection of data from licensed premises not previously inspected. Operations with co-regulators to identify number 20 20 20 22 licensees supplying alcohol to minors or persons who are intoxicated (VCGLR) This performance measure is proposed to be discontinued as it has been replaced with two new 2019-20 measures: ‘Operations with co-regulators to identify licensees supplying alcohol to minors or persons who are intoxicated (VCGLR)– metropolitan’; and ‘Operations with co-regulators to identify licensees supplying alcohol to minors or persons who are intoxicated (VCGLR)– regional’. The new performance measures report on the same activity as the previous measure, but have been amended for increased clarity Source: Department of Justice and Community Safety

398 Appendix A 2019-20 Service Delivery DEPARTMENT OF PREMIER AND CABINET 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Aboriginal policy, strengthening Aboriginal cultural heritage and Communities Quantity Award Ceremonies held: Victorian number na 1 1 1 Aboriginal Honour Roll This performance measure is proposed to be discontinued due to a review of the performance measures in the ‘Aboriginal policy, strengthening Aboriginal cultural heritage and Communities’ output. The proposed change better reflects departmental priorities and objectives. Premier’s Gatherings and Community number na 4 4 4 Consultations conducted This performance measure is proposed to be discontinued and consolidated with the ‘Delivery of the Victorian Government Aboriginal Annual Affairs Report to Parliament’ performance measure. The proposed new measure ‘Delivery of an annual Premier’s Gathering and a public report on outcomes for Aboriginal Victorians to be tabled in parliament’ will better capture and measure activity across the Aboriginal Affairs portfolio. Delivery of the Victorian Government number na 1 1 1 Aboriginal Annual Affairs Report to Parliament This performance measure is proposed to be discontinued and consolidated with the ‘Premier’s Gatherings and Community Consultations conducted’ performance measure. The proposed new measure ‘Delivery of an annual Premier’s Gathering and a public report on outcomes for Aboriginal Victorians to be tabled in Parliament’ will better capture and measure activity across the Aboriginal Affairs portfolio. Community consultations relating to number na 35 10 14 treaty The 2018-19 expected outcome is significantly higher than the 2018-19 target, due to the Victorian Treaty Advancement Commission holding a series of treaty events as part of their engagement plan with the Victorian Aboriginal community. This performance measure is proposed to be discontinued as it has been replaced by the 2019-20 performance measure ‘Engagement of Victorian Traditional Owner groups on treaty, through support for Country Planning’. Quality Funding payments for the Investing in per cent na 60 100 100 Leadership and Governance initiative made in accordance with milestones The 2018-19 expected outcome is lower than the 2018-19 target due to the existing funding program not meeting the current and emerging governance needs of the Aboriginal sector. This performance measure is proposed to be discontinued due to a change in the current and emerging governance needs of the Aboriginal sector. Support to Veterans in Victoria Quantity Number of veterans who apply for number na 3 800 500 2 677 Victorian Public Sector positions The 2018-19 expected outcome is higher than the 2018-19 target as prior to June 2017 no data was collected on veteran applications for Victorian public sector positions and there was no baseline for assessing this target. This performance measure is proposed to be discontinued as it has been replaced with ‘Number of veterans employed in the Victorian Public Sector’ to better reflect the performance of government. Digital government and communications Quantity Number of eligible ideas for the Pick My number na 2 614 2 000 nm Project The 2018-19 expected outcome is higher than the 2018-19 target due greater than expected participation. This performance measure is proposed to be discontinued as funding was not renewed in 2019-20.

2019-20 Service Delivery Appendix A 399 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Total number of votes for eligible ideas number na 286 000 150 000 nm for the Pick My Project The 2018-19 expected outcome is higher than the 2018-19 target due greater than expected participation. This performance measure is proposed to be discontinued as funding was not renewed in 2019-20. Timeliness Delivery of projects within agreed per cent na 100 100 100 timelines This performance measure is proposed to be discontinued as Service Victoria has completed the project phase of the program. The measure will be replaced by the 2019-20 performance measure ‘Overall satisfaction of customers transacting on the Service Victoria platform’. Industrial Relations Quantity Education and awareness strategy number na 1 1 nm developed to increase women’s participation in the building and construction sector This performance measure is proposed to be discontinued as it was put in place to support the development of the Education and awareness strategy, which will be completed in 2018-19. LGBTI equality policy and programs Quality Funding for the Expanding Health System per cent na 100 100 nm Capacity to Support Trans and Gender Diverse People initiative paid in accordance with the agreement This performance measure is proposed to be discontinued and replaced with ‘Number of trans and gender diverse (TGD) organisations engaged through the establishment of a TGD Peer Support Program’, to better capture and measure activity across the portfolio. Public Sector Integrity Quantity Proportion of IBAC investigations into per cent na 50 75 nm public sector corrupt conduct (excluding police personnel conduct and police personnel corrupt conduct) completed within 12 months The 2018-19 expected outcome is lower than the 2019-20 target as the nature of investigations has become more complex and therefore case duration has increased. This performance measure is proposed to be discontinued as it has been replaced by the 2019-20 performance measures: ‘Proportion of standard IBAC investigations into public sector corrupt conduct (excluding police personnel conduct and police personnel corrupt conduct) completed within 9 months’; and ‘Proportion of complex IBAC investigations into public sector corrupt conduct (excluding police personnel conduct and police personnel corrupt conduct) completed within 18 months’. Proportion of IBAC investigations into per cent na 15 75 nm police personnel conduct and police personnel corrupt conduct completed within 12 months The 2018-19 expected outcome is lower than the 2019-20 target as the nature of investigations has become more complex and therefore case duration has increased. This performance measure is proposed to be discontinued as it has been replaced by the 2019-20 performance measures: ‘Proportion of standard IBAC investigations into police personnel conduct and police personnel corrupt conduct completed within 9 months’; and ‘Proportion of complex IBAC investigations into police personnel conduct and police personnel corrupt conduct completed within 18 months’. Source: Department of Premier and Cabinet

400 Appendix A 2019-20 Service Delivery DEPARTMENT OF TRANSPORT 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Bus Services Quantity Public transport network improvement: number 4 2 3 6 minor projects completed – bus This performance measure is proposed to be discontinued as it has been replaced by the 2019-20 performance measure ‘Number of bus routes upgraded,’ which is a better measure of bus services improvements. The expected outcome for 2018-19 is lower than the 2018-19 target due to delays in obtaining planning approvals. The 2019-20 target is higher than 2018-19 target due to the program of scheduled works. Ports, Freight and Boating Quantity Annual Boating Safety and Facilities Grant per cent 100 100 100 100 Program funding committed This performance measure is proposed to be discontinued as it has been replaced by the 2019-20 performance measure ‘Better boating initiatives commenced,’ which is a better measure of boating improvements to support recreational boating activities. Regulation of Commercial Passenger Vehicle Services Quality Safety and quality rating for commercial score 2 2.1 2 nm passenger vehicles available for booked and unbooked services This performance measure is proposed to be discontinued as it has been replaced by the 2019-20 performance measure ‘Commercial passenger vehicles meeting safety standards for booked and unbooked services’ to provide greater clarity on what is being measured. The current measure uses an inverse scoring system. Road Operations Quality Safer Cyclists and Pedestrians Fund per cent 100 100 100 100 Allocated This performance measure is proposed to be discontinued as the funding has now been fully allocated. Delivery of funded cycling and pedestrian projects are reported in the ‘Cycling projects completed’ and ‘Pedestrian projects completed’ measures. Sustainably Manage Fish Resources Quantity Better Fishing Facilities projects number 0 12 10 28 underway This performance measure is proposed to be discontinued as it has been replaced by the 2019-20 performance measure ‘Recreational fishing infrastructure improvements delivered’, which will report on fishing infrastructure improvements delivered through the Go Fishing Victoria - Target One Million Phase Two initiative funded in the 2019-20 Budget. The 2018-19 expected outcomes is higher than the 2018-19 target due to increased interest by partner agencies in upgrading fishing facilities. The 2019-20 target is lower than the 2018-19 target as this program does not have funding beyond 2018-19. Quality Co-investment in Better Fishing Facilities per cent 0 52 30 50 projects This performance measure is proposed to be discontinued as it has been replaced by the 2019-20 performance measure ‘Recreational fishing infrastructure improvements delivered’, which will report on fishing infrastructure improvements delivered through the Go Fishing Victoria - Target One Million Phase Two initiative funded in the 2019-20 Budget. The 2018-19 expected outcome is higher than the 2018-19 target due to higher than anticipated co-investment levels from partner organisations. The 2019-20 target is lower than the 2018-19 target as this program does not have funding beyond 2018-19.

2019-20 Service Delivery Appendix A 401 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Train Services Quantity Public transport network improvement: number 0 0 0 2 minor projects completed – multimodal This performance measure is proposed to be discontinued as this measure is now reported under the existing measure ‘Integrated transport planning to support urban renewal projects’. Tram Services Quantity Public transport network improvement: number 5 0 7 2 minor projects completed – tram This performance measure is proposed to be discontinued as it has been replaced by the 2019-20 performance measure ‘Number of tram routes upgraded’, which is a better measure of tram services improvements. The 2018-19 expected outcome is lower than the 2018-19 target due to delays in obtaining planning approvals from local council. The 2019-20 target is lower than the 2018-19 target as a result of the current schedule of works planned for 2019-20. Transport Safety and Security Quantity Road safety projects/initiatives number 0 1 1 3 completed: safe road users This performance measure is proposed to be discontinued and replaced with the 2019-20 performance measure ‘Road safety initiatives completed’. This new measure combines three road safety project measures and will now sit under the Road Operations output. The 2019-20 target is lower than the 2018-19 target as a result of the current schedule of works planned for 2019-20. Road safety projects/initiatives number 45 161 85 137 completed: safe roads This performance measure is proposed to be discontinued and replaced with the 2019-20 performance measure ‘Road safety initiatives completed’. This new measure combines three road safety project measures and will now sit under the Road Operations output. The 2018-19 expected outcome is higher than the 2018-19 target due to projects/initiatives added to the program throughout the year after the target was set. The 2019-20 target is lower than the 2018-19 target as a result of the current schedule of works planned for 2019-20. Road safety projects/initiatives number 0 0 0 0 completed: safe vehicles This performance measure is proposed to be discontinued and replaced with the 2019-20 performance measure ‘Road safety initiatives completed’. This new measure combines three road safety project measures and will now sit under the Road Operations output. Quality Rail safety audits, compliance inspections per cent 100 100 100 100 and investigations conducted in accordance with state and national legislative requirements and timelines This performance measure is proposed to be discontinued as it is a duplication of the existing measure ‘Transport safety regulation: rail safety audits/compliance inspections conducted in accordance with legislative requirements’. The ‘timeliness’ aspect in this measure is incorporated in the legislative requirement. Source: Department of Transport

402 Appendix A 2019-20 Service Delivery DEPARTMENT OF TREASURY AND FINANCE 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Economic and Policy Advice Quantity Respond to correspondence within agreed per cent 85 88 85 77 timeframes This performance measure is proposed to be discontinued as it is a business as usual function relevant to all outputs. Advice on adequacy of final Regulatory number 35 25 35 39 Impact Statements and Legislative Impact Assessments prepared by departments The 2018-19 expected outcome is lower than the 2018-19 target due to the number of Regulatory Impact Statements (RISs) or Legislative Impact Assessments (LIAs) submitted to the Office of the Commissioner for Better Regulation (OCBR) for advice is beyond its control. The number of RISs and LIAs submitted to the OCBR in a financial year is determined by the number of sunsetting regulations being renewed that require a RIS and the legislative program of the Government. The shortfall in the number of RISs/LIAs in 2018-19 relative to the forecast likely reflects the incidence of the 2018 State election. This performance measure is proposed to be discontinued as it only partially measures the OCBR’s workload. The number of Regulatory Impact Statements and Legislative Impact Assessments is outside of the CBR’s control so should not be interpreted as a target. Completion of assessment of Regulatory per cent 100 100 100 100 Impact Statements and Legislative Impact Assessments within agreed timeframes This performance measure is proposed to be discontinued as it reflects the previous Victorian Competition and Efficiency Commission approach of providing comments on Regulatory Impact Statements within 10 days of receipt of the first complete draft rather than the Office of the Commissioner for Better Regulation’s current approach where it reviews chapters and advises on methodology on an iterative basis. Source: Department of Treasury and Finance

2019-20 Service Delivery Appendix A 403 PARLIAMENT (INCLUDING THE VICTORIAN AUDITOR-GENERAL’S OFFICE AND THE PARLIAMENTARY BUDGET OFFICE) 2018-19 Unit of 2019-20 expected 2018-19 2017-18 Performance measures measure target outcome target actual Parliamentary Budget Office Timeliness Operational framework established and date na 28 Jun 31 Mar na implemented 2018 2019 This performance measure is proposed to be discontinued as it is no longer relevant. The 2018-19 expected outcome of the operational framework being established and implemented by 28 June 2018, reflects that staff, systems and processes were in place when the office’s first request was received on this date. Improvements continued to be made throughout 2018-19, being the first year of operation. Source: Parliamentary Budget Office

404 Appendix A 2019-20 Service Delivery APPENDIX B – LOCAL GOVERNMENT FINANCIAL RELATIONS

This appendix provides an overview of the local government sector in Victoria and highlights the 2019-20 Budget initiatives that impact on councils. Local government is a distinct and essential tier of government, enshrined in Victoria’s Constitution. Victoria has 79 councils providing a wide range of services and infrastructure. Many government programs are either delivered by, or in partnership with, local government.

SUPPORTING SUSTAINABLE AND EFFECTIVE LOCAL GOVERNMENT Local councils play a critical role in creating liveable, inclusive and sustainable communities. Councils deliver vital services and infrastructure, support local economies and provide meaningful local democracy and governance. To meet the current and future needs of Victorian communities, a contemporary and accessible legislative framework is being developed through the Victorian Government’s comprehensive review of the Local Government Act 1989. The review focuses on opportunities for improving council decision-making, governance and efficiency. The comprehensive review of the Local Government Act 1989 also aims to deliver reforms in how councils engage with their communities, and plan and deliver for Victorians. Further opportunities for reform will be guided by the Victorian Government’s $0.6 million commitment to establish and support an independent panel to review Victoria’s local government rating system. This forms part of the Victorian Government’s commitment to ensure the burden of rates fall fairly among all ratepayers. Reform continues through the Rural Councils Transformation Program, which aims to support the long-term financial and operational sustainability of rural and regional councils. The program encourages the sharing of knowledge, costs and resources at a regional scale so local governments can deliver more efficient, effective and sustainable services for their communities. The Victorian Government remains committed to ensuring that the impact of council rates on cost of living is minimised through the Fair Go Rates System. Victorian council rate rises have been capped at 2.5 per cent for 2019-20. The ‘Know Your Council’ website provides Victorians with a broad range of performance data about Victoria’s 79 councils including planning permits, financial performance, roads, governance and waste collection. The release of the Local Government Performance Reporting Framework Strategic Directions Paper 2018-21 explores opportunities to improve how Victorian councils report their performance, including the introduction of performance targets. This reform will strengthen council decision-making and transparency, and drive continual improvement in council performance. Victoria’s local government sector faces challenges that impact on its performance. In particular, interface and rural councils face challenges resulting from population movements, local economic circumstances and their capacity to deal with multi-faceted issues confronting their communities.

2019-20 Service Delivery Appendix B 405 The Victorian Government’s additional $50 million commitment to the Growing Suburbs Fund in the 2019-20 Budget will assist Melbourne’s interface suburbs having the local facilities needed to build healthy and liveable communities. This funding will increase local government capacity to provide new and/or upgraded family and community centres, town centre and civic revitalisation projects, active open spaces and facilities that deliver core social and economic support services to ensure these communities are active, resilient and liveable. Local community infrastructure is also supported through the Victorian Government’s commitment of $0.3 million to Casey City Council for lighting in Banjo Paterson Park, Lynbrook, and $1 million to Maribyrnong City Council to upgrade Pipemakers Park, Maribyrnong. These projects will improve safety, liveability, accessibility and community participation in outdoor activities. Councils will also continue to receive support through the Victorian Government’s additional $2.7 million commitment for the Safeguarding our environment from roadside weeds and pests program. This program is aimed at clearing weeds and pest animals from local roadsides that pose a considerable risk to Victoria’s agricultural production, as well as its environmental assets such as parks and forests.

406 Appendix B 2019-20 Service Delivery FUNDING SOURCES TO LOCAL GOVERNMENT IN VICTORIA Victorian local governments spend about $8.5 billion a year1. Councils have vital responsibilities that include community services, local roads, waste management, recreation and cultural activities. Rates revenue of $5.7 billion ($5.4 billion in 2016-17) made up more than 50 per cent of total revenue. The second largest revenue stream for the sector was government grants revenue, totalling $1.7 billion ($2.0 billion in 2016-17). The Victorian Government provides land and payroll tax exemptions to local government. It is estimated that these exemptions will benefit Victorian councils by about $519 million in 2019-20 (refer to Tables 5.2 and 5.4 in Budget Paper No. 5).

Table B.1: Grants and transfers to local government (a)(b) ($ thousand) 2018-19 2018-19 2019-20 Department budget revised budget Department of Education and Training (c) 45 771 69 337 40 831 Department of Environment Land Water and Planning 786 845 787 247 445 467 Catchment Management Authorities 110 110 134 Environment Protection Authority 25 25 Department of Health and Human Services 125 231 45 017 4 281 Department of Jobs Precincts and Regions 124 475 180 838 Department of Justice and Community Safety 4 824 11 806 3 777 Country Fire Authority 323 323 331 Department of Premier and Cabinet 53 970 39 672 4 110 Department of Transport 180 362 72 334 108 203 Department of Treasury and Finance 97 483 21 019 14 201 Total grants 1 294 919 1 171 364 802 198 Source: Department of Treasury and Finance Notes: (a) The 2018-19 budget figures do not include the impact of machinery of government changes effective from 1 January 2019. (b) The 2018-19 revised and 2019-20 budget figures reflect the impact of the machinery of government changes effective from 1 January 2019. (c) Excludes funds provided to local government for service delivery, including payments to local government to deliver four-year-old kinder.

Local Government Victoria, within the Department of Environment, Land, Water and Planning, provides the majority of funds to local government. The major variance in 2019-20 is due to the Commonwealth rephasing of $309.8 million into 2018-19, repeating a practice that has occurred since indexation recommenced. Commonwealth funding for 2019-20 is estimated to be $57.6 million below what it would have been had indexation been funded between 2014-15 and 2016-17. Commonwealth financial assistance grants include road and general purpose grants that are passed on to local government in their entirety. All administration costs are borne by the Department.

1 Victorian Auditor-General’s Results of 2017-18 Audits: Local Government. 2019-20 Service Delivery Appendix B 407 As shown in Table B.1, grants and transfers to local government are expected to be $1 171 million in 2018-19. This is a decrease of $124 million from the original estimate of $1 295 million in the 2018-19 Budget. The key drivers of the variance in 2018-19 include: • Department of Health and Human Services – a decrease in grants and transfers mainly driven by funding from the Community Sports Infrastructure Fund being paid directly to sporting clubs rather than to local councils; • Department of Jobs, Precincts and Regions – a decrease in grants and transfers mainly driven by a rephasing of Regional Development Victoria grants to local councils from 2018-19 into 2019-20. (The 2018-19 Budget figure is reflected in the Department of Transport line); • Department of Transport – a decrease in grants and transfers mainly driven by a rephasing of grants relating to the Fixing Country Roads program from 2018-19 into 2019-20; and • Department of Treasury and Finance – a decrease in grants and transfers related to earlier than previously estimated expenditure to local councils for disaster asset restoration works as part of Natural Disaster Relief and Recovery Arrangements from 2018-19 into 2017-18. This is partially offset by: • Department of Education and Training – an increase in grants and transfers predominantly reflecting a rephase of funding for the Children’s facilities capital program from 2017-18 into 2018-19; and • Department of Premier and Cabinet – an increase in grants due to bringing forward the Latrobe Valley Sport and Community Initiative from 2019-20 and 2020-21 into 2018-19. The 2019-20 Budget provides an estimated $802 million in grants and transfers to local government. This represents a decrease of $369 million from the 2018-19 revised figures. The key drivers (excluding additional funding for 2019-20 Budget initiatives) relate to: • Department of Education and Training – a decrease in grants and transfers predominantly reflecting the prior rephase of funding for the Children’s facilities capital program from 2017-18 into 2018-19; • Department of Environment, Land, Water and Planning – a decrease in grants and transfers driven by the Commonwealth rephasing into 2018-19 some of the 2019-20 grants to local government for on-passing; • Department of Health and Human Services – a decrease in grants and transfers mainly driven by funding from the Community Sports Infrastructure Fund being paid directly to sporting clubs rather than to local councils; and • Department of Premier and Cabinet – a decrease in grants and transfers from lapsing funding for the Latrobe Valley Sports and Community initiative, and the lapsing Pick My Project initiative.

408 Appendix B 2019-20 Service Delivery This is partially offset by: • Department of Transport – an increase in grants and transfers mainly driven by a rephasing of the Fixing Country Roads program from 2018-19 to 2019-20; and • Department of Jobs, Precincts and Regions – an increase in grants and transfers mainly driven by the rephasing of Regional Jobs & Infrastructure Fund grants to local councils from 2018-19 into 2019-20, and a bring forward of grants from 2021-22 into 2019-20. The value of grants and transfers made to local government by a number of departments is also expected to increase due to the funding of 2019-20 Budget initiatives listed later in this appendix.

COMMUNITY SUPPORT FUND The Government funds a range of initiatives through the Community Support Fund (CSF), many of which are delivered by local governments and not-for-profit community organisations. During 2018-19, local governments and community organisations continue to receive funding from a number of government programs funded from the CSF. This includes funding programs awarded from the previous financial year in addition to new funding projects granted in 2018-19 for community support and the development of community infrastructure. Specific CSF funding programs approved in 2018-19 include: • $2.0 million to six councils (Bayside, Boroondara, Glen Eira, Kingston, Port Philip and Stonnington) to support their collaborative graffiti removal pilot program, which seeks to remove graffiti from more than 3 000 low-risk non-council assets and install artwork on selected assets; • $750 000 to Murrindindi Shire Council to contribute to the Kinglake Town Centre and Streetscape Renewal project, which aims to rebuild community confidence after being significantly impacted by the 2009 bushfires; • $600 000 to Mansfield Shire Council to refurbish and extend the Mechanics Institute Building to better meet local community needs; and • $500 000 to Pyrenees Shire Council to support the development of a multi-use community hub in Lexton to improve community connectivity and encourage community participation in recreation and active living.

DISASTER RESPONSE The Department of Treasury and Finance administers the Natural Disaster Relief and Recovery Arrangements (NDRRA) (for events occurring prior to 1 November 2018), and the Disaster Recovery Funding Arrangements (DRFA) (for events post 1 November 2018), which provides financial assistance to councils affected by disasters such as bushfires, floods and severe storms. This funding is largely used to reimburse costs incurred by local councils in counter disaster and asset restoration works. Actual expenditure fluctuates each year depending on the number and magnitude of natural disasters that have occurred and the funding needs of councils. In 2018-19, local councils continue to receive financial assistance for the standard relief and recovery measures under the NDRRA/DRFA for natural disaster events that have occurred since 2016, in particular for the 2016 floods and storms.

2019-20 Service Delivery Appendix B 409 2019-20 BUDGET INITIATIVES This section outlines the key 2019-20 Budget initiatives by department that will be undertaken in partnership with local government. This includes initiatives that broadly impact on local government. Funding details for each of these initiatives are provided in Chapter 1 of this budget paper.

Whole of government The whole of government 2019-20 Budget initiatives that affect local government are: • Geelong City Deal; • Gippsland Plains Rail Trail; • Historic boost for camping in Victoria’s great outdoors; and • Protecting the future of Hanging Rock.

Department of Education and Training The Department of Education and Training works with local government to enable broader use of school facilities by the community. Local governments enter into joint use agreements with schools to facilitate this. In addition, many local governments plan, provide or facilitate kindergarten services and receive financial support including capital grants for this purpose. The Department of Education and Training’s 2019-20 Budget initiatives that affect local government are: • Children’s facilities capital program; and • Ready for school: kinder for every three-year-old.

410 Appendix B 2019-20 Service Delivery Department of Environment, Land, Water and Planning The Department of Environment, Land, Water and Planning works in close partnership with the local government sector to deliver programs across Victoria and to ensure Victorians enjoy responsive and accountable local government services. The Department provides financial and in-kind support to local governments including grants for vital community infrastructure, parklands and campsites, as well as support to clear roadside weeds and pests. In addition, the Department partners with local governments to deliver integrated water management outcomes. The Department of Environment, Land, Water and Planning’s 2019-20 Budget initiatives that affect local government are: • Growing Suburbs Fund; • Safeguarding our environment from roadside weeds and pests; • Upgrading Pipemakers Park; • Lynbrook lighting; • Smarter use of water in our cities and towns; • Local Government rating review; • Creating a ring of new parkland in our growing suburbs; and • Recycling industry response interim measures.

2019-20 Service Delivery Appendix B 411 Department of Jobs, Precincts and Regions The Department of Jobs, Precincts and Regions works closely with local government to deliver a broad range of programs across Victoria, providing financial and in-kind support in areas such as creative industries, regional development and sport and recreation. The Department of Jobs, Precincts and Regions’ 2019-20 Budget initiatives that affect local government are: • Community Cricket Program; • Metropolitan and statewide local sports grants; • Racing into a new era for motor sport; • Silo art and large-scale murals; • Support growth of golf clubs around Victoria; • Victoria: The Basketball Capital of Australia – high-performance basketball hubs; • Victoria Live; and • Regional development priorities: – Barwon Heads Community Hub; – Benalla Splash Park; – Daylesford and Macedon Ranges festivals and events; – Romsey ecotherapy park; – Free public wi-fi in Ararat and Latrobe Valley; – Regional car parks; – Lakes Entrance Fisherman’s Cooperative Society; – Lighting for Lake Wendouree and Victoria Park in Ballarat; – Restore Her Majesty’s Theatre in Ballarat; and – Sebastopol revitalisation.

412 Appendix B 2019-20 Service Delivery Department of Justice and Community Safety The Department of Justice and Community Safety works in partnership with local government to deliver programs that ensure Victoria is a safe and just community where rights and responsibilities are respected. This includes working with local governments to deliver crime prevention programs and activities. The Department of Justice and Community Safety’s 2019-20 Budget initiative that affects local government is: • Counter-terrorism protective security training and infrastructure.

Department of Premier and Cabinet The Department of Premier and Cabinet works with local government at various levels, mainly through the Offices of Multicultural Affairs and citizenship, Veteran Affairs and LGBTI Equality. The Department of Premier and Cabinet’s 2019-20 Budget initiative that affects local government is: • Funding to meet increased demand and remit of the Local Government Inspectorate.

Department of Transport The Department of Transport works with local government to deliver a range of initiatives, including local transport infrastructure and roads to benefit Victorian communities. This can include providing financial and in-kind support to local governments. The Department of Transport’s 2019-20 Budget initiatives that affect local government include: • Better boating fund and free boat ramp launching and parking; • Go Fishing Victoria – Target One Million Phase Two; • Local road and intersection upgrades; • School crossing supervisor program; and • West Gate Tunnel complementary works.

2019-20 Service Delivery Appendix B 413

414 Appendix B 2019-20 Service Delivery

STYLE CONVENTIONS

Figures in the tables and in the text have been rounded. Discrepancies in tables between totals and sums of components reflect rounding. Percentage changes in all tables are based on the underlying unrounded amounts. The notation used in the tables and charts is as follows: n.a. or na not available or not applicable 1 billion 1 000 million 1 basis point 0.01 per cent .. zero, or rounded to zero tbc to be confirmed ongoing continuing output, program, project etc. (x xxx.x) negative amount x xxx.0 rounded amount

Please refer to the Treasury and Finance glossary for budget and financial reports at dtf.vic.gov.au for additional terms and references.

2019-20 Service Delivery Style conventions 415